63.0
3
-937
Eliminations
Other Entities
9.7
2,166
1,975
1,723
1,619
1,561
Financial Services
3.4
185
179
107
76
6
Motorcycles
5.2
7,916
7,523
6,886
6,561
7,170
Automotive
4.8
9,665
9,224
164
8,707
154
-527
2,247.5
2,367.6
2,500
in 1,000 units
→ 05
Sales volume of automobiles*
in Figures
→ BMW Group
60
5
7.7/7.7
10.45/10.47
2.6
8.0
-2,755
6,910
-2,828
6,396
9.70/9.72
-2,890
5,817
8.83/8.85
-2,564
5,329
8.08/8.10
7.75/7.77
Earnings per share in €
-2,692
5,111
Net profit
Income taxes
-16.3
-19.4
170
-772
-664
-163
211
7,893
7,803
Profit before tax
7,599
Automotive
-2.2
9,386
9,593
9,118
7,978
8,275
Profit before financial result (EBIT)
-4.8
-20,017
-19,097
-17,057
-15,955
-14,405
-14.3
6
7
7
6
5
Eliminations
Other Entities
8.2
25,681
23,739
20,599
6,649
7,244
7,836
7,695
-15.3
-663
-575
-65
-437
-949
Eliminations
-17
169
71
44
58
Other Entities
2,118.0
10.2
1,981
1,756
1,643
1,558
Financial Services
2.7
187
182
112
79
9
Motorcycles
-1.8
2,184
1,963.8
1,845.2
1,250
Information on the Company's Governing Constitution
Declaration of the Board of Management and of the
Supervisory Board pursuant to § 161 AktG
→Page 192
Members of the Board of Management
→Page 193
Members of the Supervisory Board
→Page 196
Composition and Work Procedures of the Board of
Management of BMW AG and its Committees
→Page 198 Composition and Work Procedures of the
Supervisory Board of BMW AG and its Committees
→ Page 204 Disclosures pursuant to the Act on Equal
Gender Participation
→ Page 205 Information on Corporate Governance Practices Applied
beyond Mandatory Requirements
The Board of Management reported to us comprehensively on the performance, risk situation
and business strategies of the Financial Services segment. It also provided information on the
current status of regulatory proceedings involving a locally based financial services company.
Towards the end of the year under report, we studied the annual budget for the financial year
2017 presented to us by the Board of Management. We carefully reviewed the opportunities and
risks attached to the budget and discussed them thoroughly with the Board of Management.
On the second day of the meeting, we focused on the long-term corporate plan for the years
2017-2022. The Board of Management also took the opportunity to point out various risk
scenarios, such as a possible further tightening of emissions regulations. The long-term plan
was approved after exhaustive analysis and consultation. We urged the Board of Management to
maintain close control over fixed costs and profitability in order to secure the necessary levels
of future investment.
We also took the opportunity to personally test-drive a variety of series vehicles on a test track,
including the current BMW plug-in hybrid vehicles and other individual models currently
being developed. In addition, selected vehicle models were presented and explained to us. In
this context, the new brand strategy, a key element of Strategy NUMBER ONE > NEXT, was
considered at length.
Together with the Board of Management, we also debated at length on the topic of digitalisation
in sales and production and the related requirements. After thorough deliberation, the members
of the Supervisory Board approved the Strategy NUMBER ONE > NEXT.
Corporate strategy and long-term corporate planning were considered in a meeting held over
two days. In the first part of the meeting we discussed the Strategy NUMBER ONE > NEXT in
great detail, including the implementation measures developed by the Board of Management.
The Board of Management elaborated on topics that included the measures adopted for defined
key areas of technology, such as Efficient Dynamics NEXT.
One Supervisory Board meeting was held in Goodwood, England, the headquarters and location
of the Rolls-Royce Motor Cars manufacturing plant. In the course of this meeting we dealt
with several topics, including a Board of Management report on product quality and customer
satisfaction. The Board of Management described various existing and planned emissions
requirements on key markets and presented measures designed to ensure compliance with
those requirements, including the further electrification of the BMW Group's fleet of vehicles.
Furthermore, the Board of Management explained the strategy and risk management measures
in place for Group financing. While visiting the Rolls-Royce manufacturing plant, we gathered
information on topics such as the implementation of individual customer requirements as a way
of optimising customer orientation.
The Board of Management kept us up-to-date at all times on the further development of the
Group's corporate strategy. Based on a thorough analysis of the changing environment in
which the BMW Group operates, the Board of Management set out the strategic targets of
Strategy NUMBER ONE > NEXT, which is designed to reconcile the need to ensure operational
excellence, invest in forward-looking areas and maintain profitability at a stable level. After the
various presentations, we discussed individual points of strategy with the Board of Management,
including digitalisation, electric mobility and lightweight construction.
We reviewed business developments on various key markets in some depth, particularly those
in China and the USA. The referendum held in the United Kingdom on the country leaving the
European Union prompted us to obtain an assessment from the Board of Management regarding
possible future consequences for the BMW Group.
Supervisory Board
→ Report of the
10
9
In its regular business status reports, the Board of Management kept us well informed regarding
the progress of important current projects and transactions, which we then deliberated upon in
greater detail. For example, the Board of Management briefed us on the BMW Group's collabo-
ration with Mobileye and Intel aimed at developing technologies for highly and fully automated
driving. It also provided information on the planned joint venture with other automobile
manufacturers to establish a charging infrastructure for electric vehicles that is compatible with
every brand. Other items reported on included the complete acquisition of the parking space
service provider ParkMobile and the enlargement of the group of shareholders for the HERE
mapping service. The Board of Management also informed us on the impact of an earthquake
in Japan on security of supply for certain components.
The Board of Management reported to us regularly and comprehensively on the BMW Group's
financial condition, providing information on sales volume developments, market competition
issues relevant for the Automotive and Motorcycles segments, and changes in the size of the
workforce. It also kept us informed of economic developments in the world's key regions and
the prospects for business in each of them. The Board of Management provided us with regular
updates on new business with retail customers and business volumes in the Financial Services
segment, including explanations of variances against the forecast.
At the beginning of the year, the Board of Management presented us with a summary of new
and revised vehicle models scheduled for market launch in 2016.
We carefully monitored the overall performance of the BMW Group, both at scheduled meetings
and at other times as the situation required. The Board of Management informed us of all key sales
and workforce figures on a regular basis. The Chairman of the Board of Management informed
me personally and in a prompt manner regarding all important transactions and key projects.
Similarly, Dr Karl-Ludwig Kley, the Chairman of the Audit Committee, and Dr Friedrich Eichiner,
member of the Board of Management responsible for Finance, consulted on matters directly,
both at scheduled meetings and as the need arose.
One of the main areas of emphasis with regard to reporting and our consultations in 2016 was
the enhanced development of the BMW Group's corporate strategy. We also deliberated at length
on succession planning for the Board of Management. Corporate planning was a further key
area of focus. We discussed the current performance and financial position of the BMW Group
at each of our five Supervisory Board meetings.
Main emphases of the Supervisory Board's monitoring and advisory activities
Throughout the financial year 2016, we performed the duties incumbent on the Supervisory
Board in accordance with the law and the Articles of Association. We continuously monitored
the Board of Management's governance of the business and provided advice on important
projects and plans.
→ Page 191
→ Page 190
→Page 107 BMW Stock and Capital Markets in 2016
→Page 103 Disclosures Relevant for Takeovers
Motor Cars Limited
CONTENTS
→Page
→Page
1
4 BMW Group in Figures
8 Report of the Supervisory Board
→Page 16 Statement of the Chairman of the
Board of Management
4
CORPORATE
GOVERNANCE
→ Page 190 Statement on Corporate Governance (§289a HGB)
(Part of the Combined Management Report)
In 2016, BMW AG celebrated its 100th anniversary. Quite fittingly, the BMW Group finished its
centenary year with record earnings. With its Strategy NUMBER ONE > NEXT, the BMW Group
is moving forward with a sense of purpose into the challenging era of digitalisation and
electrification and fully intends to continue playing an active role in shaping technological
change within the automobile industry.
2
MANAGEMENT REPORT
→Page 22 General Information on the BMW Group
→Page 22 Organisational Structure and Business Model
→Page 24 Locations
→Page 29 Management System
→Page 34 Report on Economic Position
→Page 34 General and Sector-specific Environment
→ Page 38 Overall Assessment by Management
→Page 39 Financial and Non-financial Performance Indicators
→Page 42 Review of Operations
→Page 63 Results of Operations, Financial Position and Net Assets
→Page 76 Comments on Financial Statements of BMW AG
→Page 82 Report on Outlook, Risks and Opportunities
→Page 82 Outlook
→Page 88 Risks and Opportunities
→ Page 101 Internal Control System and Risk Management
System Relevant for the Financial Reporting Process
COMBINED
19,874
Dear Shareholders,
Supervisory Board
80.4
100
92.2 94.2
in € billion
→ 07
Revenues
2016
2015
2014
2013
2012
5,000
7,978
8,275
9,118
10,000
9,593 9,386
in € million
→ 06
Profit before financial result
(2012: 141,165 units, 2013: 198,542 units, 2014: 275,891 units, 2015: 282,000 units,
2016: 316,200 units).
* Including the joint venture BMW Brilliance Automotive Ltd., Shenyang
2016
2015
2014
2013
2012
76.8
76.1
50
2012
→ Report of the
8
the Chairman of
the Board of
Management
Statement of
Report of the
Supervisory Board
BOARD OF MANAGEMENT
STATEMENT OF THE
CHAIRMAN OF THE
REPORT OF THE
SUPERVISORY BOARD
1
2016
2015
2014
2013
Norbert Reithofer
Chairman of the Supervisory Board
2012
7,893
7,803
8,707
9,224
10,000
9,665
in € million
→ 08
Profit before tax
2016
2015
2014
2013
5,000
19,550
4.0
2,069
BMW2
Sales volume
Change in %
2016
2015
2014
2013
2012
AUTOMOTIVE SEGMENT
→ 02
Further non-financial performance figures
5.9
145,032
136,963
123,495
115,215
106,358
Sales volume4
MOTORCYCLES SEGMENT
5.3
-2.4
124
127
130
133
143
Fleet emissions in g CO2/km³
2,367,603
MINI
Rolls-Royce
Total²
1,540,085
301,526
3,575
8.6
4,179
3.1
352,580
3.6
2,002,997
1,933,647
342,008
3,848
2,279,503
1,838,268
322,803
4,495
2,165,566
1,699,835
303,177
3,354
2,006,366
1,861,826
Total5
1,547,057
311,490
3,279
Rolls-Royce
2,247,485
MINI
Production volume
5.3
2,367,603
6.0
4,011
6.4
360,233
5.2
2,003,359
1,905,234
338,466
3,785
2,247,485
1,811,719
302,183
4,063
2,117,965
1,655,138
305,030
3,630
1,963,798
1,845,186
BMW 5
2,359,756
2,117,965
1,845,186
Segment Information
→ Page 175
Other Disclosures
→Page 161
Notes to the Statement of Comprehensive Income
Notes to the Balance Sheet
→Page 140
→ Page 139
Notes to the Income Statement
→ Page 133
→ Page 120
Accounting Principles and Policies
→ Page 120 Notes to the Group Financial Statements
→ Page 118 Group Statement of Changes in Equity
→ Page 116 Cash Flow Statements for Group and Segments
→ Page 114 Balance Sheets for Group and Segments
→ Page 112 Statement of Comprehensive Income for Group
→ Page 112 Income Statements for Group and Segments
GROUP FINANCIAL
STATEMENTS
3
→ Page 232 Index of Graphs
→Page 233 Financial Calendar
→Page 234 Contacts
→Page 230 Index
→Page 226 BMW Group Ten-year Comparison
→Page 228 Glossary
OTHER INFORMATION
5
→ Page 224 Auditor's Report
Responsibility Statement by the
Company's Legal Representatives
→Page 223
→ Page 180 List of Investments at 31 December 2016
→Page 4 BMW Group in Figures
→Page 8 Report of the Supervisory Board
→ Page 16 Statement of the Chairman of the Board of Management
Sales volume2
AUTOMOTIVE SEGMENT
2.0
124,729
122,244
116,324
110,351
105,876
Workforce at year-end¹
Change in %
2016
2015
2014
1,963,798
2013
BMW GROUP
→ 01
Key non-financial performance indicators
BMW GROUP IN FIGURES
in Figures
→ BMW Group
the Board of
Management
the Chairman of
Statement of
Report of the
Supervisory Board
BMW Group
in Figures
1
1
2012
Rolls-Royce
3.5
Production volume6
3,541
Depreciation and amortisation
−1.1
5,823
5,890
6,100
6,711
5,240
Capital expenditure
Change in %
2016
2015
2014
2013
2012
in € million
→ 04
Further financial performance figures
1.0
21.2
20.2
19.4
20.0
21.2
RoE in % (change in %pts)
FINANCIAL SERVICES SEGMENT
1.4
3,741
4,170
4,659
4,806
1,990
1,679
1,504
1,490
Financial Services
Motorcycles
1.0
86,424
85,536
75,173
70,630
70,208
2.2
33.0
94,163
80,401
76,059
76,848
Automotive
Revenues
-3.1
11,464
11,836
9,423
9,964
9,167
Operating cash flow Automotive segment
3.2
92,175
MOTORCYCLES SEGMENT
31.6
16.4
2016
2015
2014
2013
2012
Profit before tax in € million
BMW GROUP
→ 03
Key financial performance indicators
5 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2012: 150,052 units, 2013: 214,920 units, 2014: 287,466 units, 2015: 287,755 units, 2016: 305,726 units).
6 Excluding Husqvarna, production up to 2013: 59,426 units.
* Excluding Husqvarna, sales volume up to 2013: 59,776 units.
1 Figures exclude suspended contracts of employment, employees in the non-work phases of pre-retirement part-time arrangements and low income earners.
2 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2012: 141,165 units, 2013: 198,542 units, 2014: 275,891 units, 2015: 282,000 units, 2016: 316,200 units).
3 EU-28.
9.4
1,811,157
1,655,961
1,509,113
1,471,385
1,341,296
-3.6
145,555
151,004
133,615
110,127
113,811
New contracts with retail customers
FINANCIAL SERVICES SEGMENT
BMW
Change in %
7,803
7,893
8,707
1.8
ROCE in % (change in %pts)
MOTORCYCLES SEGMENT
2.1
74.3
72.2
61.7
→ Page 207
73.7
ROCE in % (change in %pts)
-0.3
8.9
9.2
21.8
9.6
10.8
EBIT margin in % (change in %pts)
1.0
86,424
85,536
75,173
70,630
70,208
Revenues in € million
AUTOMOTIVE SEGMENT
4.8
9,665
9,224
9.4
Compliance in the BMW Group
Compensation Report
→Page 212
ANNUAL REPORT
2016
MINI
W
M
THE NEXT
100 YEARS
Mo 25 592
BMW
GROUP
A New Era Begins
Great importance is attached to protecting the
confidentiality, integrity and availability of business
information and employee and customer data, for
instance against unauthorised access and misuse. Data
security based on the International Standard ISO/IEC
27001 is an integral component of all business pro-
cesses. As part of risk management procedures, data
protection, information and IT risks are systematically
documented, allocated appropriate measures by the
departments responsible and regularly monitored in
terms of threat level and risk mitigation. Regular anal-
yses and controls and rigorous security management
ensure an appropriate level of security. Despite regular
testing and preventative security measures, it is impos-
sible to eliminate risks completely in this area. All
employees are required to treat carefully information
such as confidential business, customer and employee
data, to use securely information systems and handle
risks with transparency. Group-wide requirements
are documented in a comprehensive set of principles,
guidelines and instructions, such as, for example, the
Binding Corporate Rules for handling of employee
data. Regular communication and information activ-
ities create a high degree of security and risk aware-
ness among employees involved. Employees receive
training to ensure compliance with the applicable
In addition to IT attacks and direct physical inter-
vention, lack of knowledge or misconduct on the
part of employees may also represent a danger to the
confidentiality, integrity and availability of data and
systems. Direct consequences of information, data
protection and IT risks include expenses required
for rapid data, information and systems recovery.
Negative impacts on operational performance due
to the non-availability of products and services or
disruptions in spare-part or vehicle production could
also be possible. A further indirect result could be
reputational damage.
The advance of digitalisation across all areas of the
business raises the need for increasingly stringent
requirements for the confidentiality, integrity and
availability of electronically processed data and in
information technology (IT) in general. The increased
threat of cybercrime has changed the risk exposure
of the BMW Group. In addition to intellectual prop-
erty theft, BMW Group must protect itself against
attacks on data integrity and availability. At the same
time, regulations covering the handling of personal
data are also becoming more stringent, for example
with the adoption of the EU General Data Protection
Regulation by the European Parliament in April 2016.
If information, data protection and IT risks were to
materialise, they could have a high earnings impact
over the two-year assessment period. Risk levels
attached to these risks are classified as high.
Information, data protection and IT
→ Risks and
Opportunities
Risks and opportunities which could, from today's
perspective, have a significant impact on the results
of operations, financial position and net assets of the
BMW Group are described in the following sections.
Management
Report
Combined
requirements and in-house rules. The BMW Group
protects its intellectual property as well as customer
and employee data in cooperations and business
partnerships by stipulating clear instructions with
regard to data protection and the use of information
technology. Information pertaining to key areas of
expertise as well as sensitive personal data are subject
to particularly strict security measures. Technical data
protection incorporates industry-wide standards and
best practices. Responsibility for data and information
protection lies for each Group entity with the Board
of Management or relevant management team.
96
Report on Outlook,
Risks and
Opportunities
The use of information technology in new products
and services, production or communication with
customers opens up new opportunities. Under the
slogan Industry 4.0, new approaches to production are
being tested which could generate significant improve-
ments in process and energy efficiency. The range
of services and apps on offer to customers via BMW
ConnectedDrive is constantly being expanded and
updated. The purchase together with other companies
of the firm HERE lays the foundation for the next
generation of mobility and location-based services.
For the automobile sector, it serves as the basis for
new customer-oriented functions, such as innovative
assistance systems through to fully automated driving.
The BMW Group expects these opportunities to have
an insignificant earnings impact over the two-year
assessment period compared to the assumptions made
in the outlook.
Operational currency management is based on the
results of currency risk analyses. The BMW Group
manages currency risk at both the strategic (medium
and long term) and operational level (short and medi-
um term). Medium- and long-term measures include
increasing production volumes and purchase volumes
in foreign currency regions (natural hedging). Cur-
rency risks are managed in the short to medium term
and for operational purposes by means of hedging on
financial markets. Hedging transactions are entered
into only with financial partners of good credit stand-
ing. Opportunities are also secured through the use
of options during specific market phases.
Currency risks and opportunities
As an internationally operating enterprise, the
BMW Group conducts business in a variety of
currencies, thus giving rise to currency risks and
opportunities. A substantial portion of Group revenue
generation, purchasing and funding occur outside
the eurozone (particularly in China and the USA).
Cash-flow-at-risk models and scenario analyses are
used to measure currency risks and opportunities. If
currency risks were to materialise, they could have a
high earnings impact over the two-year assessment
period. The risk level attached to currency risks is
medium. Significant opportunities can arise if curren-
cy developments are favourable for the BMW Group.
96
Risks and opportunities relating to raw materials
As a large-scale manufacturing company, the
BMW Group is exposed to purchase price risks, par-
ticularly in relation to raw materials used in vehicle
production. Basis for the analysis of raw material
price risk are planned purchases of raw materials and
components containing those raw materials. If risks
relating to raw material prices were to materialise, they
would likely have a low earnings impact over the two-
year assessment period. A low risk level is attached
to these risks. Significant opportunities could arise
if raw material prices developed favourably for the
BMW Group.
Changes in commodity prices are monitored on the
basis of a well-defined management process. The
principal objective is to increase planning reliability
for the BMW Group. Price fluctuations for precious
metals (platinum, palladium, rhodium) and non-fer-
rous metals (aluminium, copper, lead), and, to some
extent, on steel and steel ingredients (iron ore, coke-
coal) and energy (gas, electricity) are hedged using
financial derivatives and supply contracts with fixed
pricing arrangements.
note 37
Liquidity risks
The major part of the Financial Services segment's
credit financing and lease business is refinanced on
capital markets. Liquidity risks may be reflected in
rising refinancing costs. They may also manifest them-
selves in restricted access to funds as a consequence of
the general market situation or the failure of individual
banks. If liquidity risks were to materialise, they would
be likely to have a low earnings impact over the two-
year assessment period. The risk of incurring liquidity
risk, including the risk of the BMW Group's rating
being downgraded and any ensuing deterioration in
financing conditions, is classified as low.
Based on the experience of the financial crisis, a
minimum liquidity concept has been developed and
is rigorously adhered to. Use of the “matched funding
principle" to finance the Financial Services segment's
operations eliminates liquidity risks to a large extent.
Solvency is assured at all times throughout the
BMW Group by maintaining a liquidity reserve and
by the broad diversification of refinancing sources.
Regular measurement and monitoring ensure that
cash inflows and outflows from transactions in
varying maturity cycles and currencies offset each
other. The relevant procedures are incorporated in the
BMW Group's target liquidity concept. The liquidity
position is monitored continuously and managed
by means of a cash flow requirement and sourcing
forecast system in place throughout the Group. A
diversified refinancing strategy reduces dependency
on any specific type of instrument. Moreover, the
BMW Group's solid financial and earnings position
results in the high creditworthiness ratings issued by
internationally recognised rating agencies.
Financial risks and risks relating to
the use of financial instruments
New opportunities for the BMW Group's brands are
opening up in particular as a result of developments
in the field of digital communication and connectivity.
Additional opportunities could also arise if new sales
channels contribute to greater brand reach to addi-
tional customer groups than currently envisaged in
the forecast. Digital communication and connectivity
enables consumers to be reached on a more targeted
and individualised basis, thus strengthening long-term
relationships and brand loyalty. The outcome is often
a more intense product and brand experience for cus-
tomers, which could lead to higher sales volume and
have a positive impact on revenues and earnings. The
BMW Group invests in advanced marketing concepts
in order to intensify customer relationships. In 2016,
for example, customers in the United Kingdom were
able to access an online sales platform, enabling them
to select, finance and buy their vehicle online. The
BMW Group's brands are also present on numerous
platforms, such as Facebook, YouTube and Twitter.
The BMW Group estimates the earnings impact as
insignificant over the two-year assessment period as
compared to the assumptions made in the outlook.
The BMW Group pays particular attention to the qual-
ity of the parts built into its vehicles. In order to attain
a very high level of quality, it may become necessary
to invest in new technological concepts or discontinue
planned innovations, with the consequence that the
cost of materials could exceed levels accounted for in
the outlook. By monitoring and developing global sup-
plier markets, the BMW Group continuously strives
to increase its competitiveness by working together
with the world's best product and service providers.
Risks and opportunities relating to
sales and marketing
94
94
Combined
Management
Report
Report on Outlook,
Risks and
Opportunities
→ Risks and
Opportunities
7 Series models, for instance, include the optional
Driving Assistant Plus which, as a future-oriented
product innovation, offers the comfort of partially
autonomous driving. The BMW Group does not expect
these opportunities to have a material earnings impact
over the two-year assessment period compared to the
assumptions made in the outlook.
Risks and opportunities relating to operations
Risks and opportunities relating to
production and technology
Risks relating to production and technology often
manifest themselves in the form of potential sources
of production interruptions or additional expenses
necessary to comply with quality standards under
changed environmental conditions. If risks from the
production and technology category were to materi-
alise, they could have a high earnings impact over the
two-year assessment period. The risk level attached
to production and technology is classified as high.
The BMW Group employs a global sales network,
primarily comprising independent dealers, branches,
subsidiaries and importers to sell its products and
services. Any threat to the continued activities of
parts of the sales network would entail risks for the
BMW Group. If sales and marketing risks were to
materialise, they are likely to have low earnings impact
over the two-year assessment period. The risk level
is classified as low.
Production stoppages and downtimes, in particular
due to fire, but also to machinery and tooling-related
breakdowns, IT disruptions, power failures, transpor-
tation and logistical disruptions, pose risks, against
which the BMW Group has put suitable measures
in place. Production structures and processes are
designed from the outset with a view to minimising
any potential damage and the probability of occur-
rence. The broad array of measures taken include
technical fire protection solutions, land development
measures including contingencies against flooding
when facilities are expanded or new buildings added,
the interchangeability of production facilities, pre-
ventative maintenance, the ability to manage spare
parts across sites, and predictive planning of trans-
portation alternatives. The risk level is also reduced by
deploying flexible working hour models and working
time accounts, but also as appropriate through split
arrangements or by building engine types at addition-
al sites. This makes it possible to recover quickly any
backlog arising from production interruptions. More-
over, risks arising from interruptions and production
downtime due to fire are also appropriately insured
with insurance companies of good credit standing.
BMW Group also recognises appropriate accounting
provisions for statutory and non-statutory warranty
obligations. Such provisions reduce the risk to earn-
ings, as they are already included in the outlook.
Further information on risks in conjunction with
provisions for statutory and non-statutory warranty
→ see obligations is provided in → note 31 to the Group
Financial Statements.
note 31
The BMW Group sees opportunities relating to produc-
tion and technology primarily in the competitive edge
accruing from mastering new and complex technolo-
gies. Opportunities could arise as a result of product-
or process-related technological innovations, as well
as from organisational changes designed to improve
efficiency and increase competitiveness. In the field of
lightweight construction, for example, carbon is being
utilised in high volumes for the first time in the auto-
mobile industry for the production of the BMW i3. In
2015, the BMW Group then introduced carbon for the
BMW 7 Series. This has generated competitive bene-
fits in the form of lower fuel consumption and better
driving dynamics through reduced vehicle weight.
Given the long lead times involved in developing new
products and processes, additional opportunities are
expected to have insignificant impact on earnings
during the forecast period.
Risks and opportunities relating to purchasing
Purchasing risks relate primarily to supply risks
caused by the failure of a supplier to deliver as well
as risks associated with the quality of bought-in parts.
Production problems incurred by suppliers could have
adverse consequences for the BMW Group, ranging
from increased expenditure through to production
interruptions and a corresponding reduction in sales
volume. The increasingly complex nature of the
supplier network, especially at the level of lower tier
suppliers, whose operations can only be indirectly
influenced by the BMW Group, is a further potential
cause of downtimes at supplier locations. Purchas-
ing risks, if materialised, could have a high earnings
impact over the two-year assessment period. The
risk level attached to purchasing risks is classified
as medium.
Close cooperation between carmakers and automotive
suppliers in the development and production of vehi-
cles and the provision of services generates economic
benefits, but also raises levels of dependency. Potential
reasons for the failure of individual suppliers could
include non-compliance with sustainability or quality
standards, lack of financial strength on the part of a
supplier, the occurrence of natural hazards, IT-related
risks, fires or insufficient supply of raw materials.
As part of the supplier pre-selection process, the
BMW Group is careful to ensure compliance with the
sustainability standards stipulated for the supplier
95
95
network, including the requirement to comply with
internationally recognised human rights and appli-
cable labour and social standards. The principal tool
for ensuring compliance with the BMW Group Sus-
tainability Standard is a three-stage risk management
system for sustainability. In addition, the technical
and financial capabilities of suppliers - especially
those supplying for modular-based production - are
monitored. Supplier sites are assessed for exposure
to natural hazards, such as floods or earthquakes, in
order to identify supply risks at an early stage and
implement appropriate safeguards. Fire risks at series
suppliers are evaluated by means of questionnaires
and selective site inspections. In order to minimise
supply risks, the BMW Group works hard to reduce
the input of raw materials or to use alternative raw
materials as a substitute.
A description of the methods applied for risk measure-
ment and hedging in conjunction with currency and
→ see commodity risks is provided in → note 37 to the Group
Financial Statements. If the relevant recognition crite-
ria are fulfilled, derivatives used by the BMW Group
as hedges are accounted for as hedging relationships.
Further information on risks in conjunction with
→see financial instruments is provided in → note 37 to the
Group Financial Statements.
Within the Purchasing and Supplier Network
opportunities emerge above all in the area of global
sourcing through increased efficiency and the use
of innovations developed by suppliers, which can
lead to a broader range of products. Introduction
of new and innovative production technologies and
location-specific cost factors, in particular through
local supplier structures in close proximity to new
and existing BMW Group production plants, can lead
to lower cost of materials for the BMW Group. The
integration of previously unidentified innovations
from the supplier market into the product range is
a further source of opportunities. The BMW Group
offers innovative suppliers numerous possibilities for
creating specific contractual arrangements which are
attractive for those developing innovative solutions.
At regular intervals, the BMW Group honours its
most inventive suppliers with the Supplier Innova-
tion Award. The BMW Group does not expect these
opportunities to have a significant earnings impact
over the two-year assessment period as compared to
the assumptions made in the outlook.
In order to attain the outstanding level of quality
expected of the BMW Group's products and corre-
spondingly high external ratings (e.g. for product
safety) and reduce statutory and non-statutory
warranty obligations, it may be necessary to incur a
higher level of expenditure than originally forecast.
In addition, availability of products may be limited,
particularly at the start of production of new vehicles.
These risks are mitigated through regular audits and
the continual improvement of the quality management
system, which ensures a high standard of quality. The
note 37
98
97
→ see
note 37
Operational risks in the Financial Services
segment
Operational risks are defined in the Financial Ser-
vices segment as the risk of losses arising as a conse-
quence of the inappropriateness or failure of internal
procedures (process risks), people (personnel-related
risks), systems (infrastructure and IT risks) and exter-
nal events (external risks). These four categories of
risk also include related legal and reputation risks.
The comprehensive recording and measurement of
risk scenarios, loss events and countermeasures in
the operational risk management system provides
the basis for a systematic analysis and management
of potential or materialised operational risks. Annual
self-assessments are also carried out. If operational
risks were to materialise, they would be likely to have
a low earnings impact over the two-year assessment
period. The risk level is classified as low.
Legal risks
Compliance with the law is a basic prerequisite for the
success of the BMW Group. Current legislation pro-
vides the binding framework for the BMW Group's
various business activities around the world. As a
result of its worldwide operations, the BMW Group
is exposed to a wide range of legal risks. If legal risks
were to materialise, they could have a high earnings
impact over the two-year assessment period. The risk
level attached to significant identified legal risks is
classified as medium. However, it cannot be ruled
out that new legal risks, as yet unforeseen, could
materialise that could have a high earnings impact
for the BMW Group.
The growing international scope of the BMW Group's
operations and of business interdependencies in
general, combined with the variety and complexity
of legal provisions, including increasingly import and
export regulations, give rise to an increased risk that
laws may be violated simply through lack of aware-
ness. The BMW Group has established a Compliance
Organisation aimed at ensuring that its represen-
tative bodies, managers and staff act lawfully at all
times. Further information on the BMW Group's
Compliance Organisation can be found in the section
"Corporate Governance".
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Combined
Management
Report
If the relevant recognition criteria are fulfilled, deriv-
atives used by the BMW Group are accounted for as
hedging instruments. Further information on risks in
conjunction with financial instruments is provided in
→ note 37 to the Group Financial Statements.
Report on Outlook,
Risks and
Opportunities
→ Internal Control
System and Risk
Management System
Relevant for the
Financial Reporting
Process
Like all internationally operating entities, the
BMW Group is confronted with legal disputes relat-
ing in particular to warranty claims, product liability,
infringements of protected rights and proceedings
initiated by government agencies. Any of these mat-
ters could, amongst others, have an adverse impact
on the Group's reputation. Such proceedings are
typical for the sector and can arise as a consequence
of realigning product or purchasing strategies to suit
changed market conditions. Particularly in the US
market, class action lawsuits and product liability
risks can have substantial financial consequences
and cause damage to the Group's public image. The
application of more rigorous consumer regulations
or the stricter interpretation of existing regulations
could result in a greater number of recalls. The high
quality of the Group's products, which is ensured
by regular quality audits and ongoing improvement
measures, helps reduce this risk.
The BMW Group recognises appropriate levels
of provision for lawsuits. A part of these risks is
insured where this makes business sense. Some
risks, however, either cannot be estimated or only
to a limited extent. In other cases, the incurrence
of expenses or losses may be considered unlikely.
Such items are reported as contingent liabilities.
It cannot be ruled out, however, that losses from
damages could arise that are either not covered or
not fully covered by insurance policies or provisions,
or as contingent liabilities. In accordance with IAS 37
(Provisions, Contingent Liabilities and Contingent
Assets), the required information is not provided if
the BMW Group concludes that disclosure of the
information could seriously prejudice the outcome of
the relevant legal proceedings. Further information
on contingent liabilities is provided in → note 36 to
the Group Financial Statements.
→ see
note 36
Overall assessment of the risk and
opportunities situation
The overall risk assessment is based on a consolidated
view of all significant individual risks and opportu-
nities. The exposure to risks in the individual risk
categories is essentially stable. In view of the growing
importance of data and IT systems for its business, the
BMW Group sees an increased need for protection in
the area of information, data protection and IT systems.
In view of these changes, the overall risk level for the
BMW Group has increased slightly compared to the
previous year. Overall, there has been no significant
change in the opportunities situation compared to
the previous year.
In addition to the risk categories described above,
unforeseen events could have a negative impact on
business operations and hence on the BMW Group's
results of operations, financial position and net assets,
and on its reputation. A comprehensive risk manage-
ment system is in place to ensure that the BMW Group
successfully manages these risks.
From today's perspective, management does not see
any threat to the BMW Group's going-concern status.
As in the previous year, identified risks are considered
to be manageable, but could - like the opportuni-
ties - have an impact on the BMW Group's forecasts if
they were to materialise. The BMW Group's financial
position is stable and cash needs are currently covered
by available liquidity and credit lines.
Overall, neither at the balance sheet date nor at the
date on which the Group Financial Statements were
prepared were any risks identified that could pose a
threat to the going-concern status of the BMW Group.
→ Risks and
Opportunities
46
Interest rate risks in the Financial Services line of
business are managed by raising refinancing funds
with matching maturities and by employing inter-
est-rate derivatives.
Interest rate risks and opportunities
96
93
Combined
Management
Report
Report on Outlook,
Risks and
Opportunities
→ Risks and
Opportunities
Risks and opportunities relating to
pension obligations
Interest rate risks in the Financial Services segment
relate to potential losses caused by changes in market
interest rates. They can arise when fixed interest
rate periods for assets and liabilities recognised in
the balance sheet do not match. If risks relating to
interest rate risk were to materialise, they could
have a medium earnings impact over the two-year
assessment period. The risk level is classified as
low. The BMW Group classifies potential interest
rate opportunities as material.
Pension obligations are influenced in particular by
fluctuations of market yields on corporate bonds, as
well as by other economic and demographic parame-
ters. Opportunities and risks arise depending on the
nature and scale of changes in these parameters. If
risks relating to pension obligations materialised, they
could have a high earnings impact over the two-year
assessment period. The risk level relating to pension
obligations is classified as medium. Within a favoura-
ble capital market environment, the return generated
by pension assets may exceed expectations and reduce
the deficit of the relevant pension plans. This could
have a significantly favourable impact on the net asset
position of the BMW Group.
Further information on risks in conjunction with
pension provisions is provided in → note 30 to the see
Group Financial Statements.
note 30
Risks and opportunities relating to
the Financial Services segment
The categories of risk relating to the provision of
financial services comprise credit and counterparty
risk, residual value risk, interest rate risk, operational
risks and liquidity risk. Evaluation of liquidity risk
for the Financial Services segment is included in
the liquidity risk category for the Group as a whole.
The segment's total risk exposure was covered at all
times during the 2016 financial year by the available
risk-covering assets, thus ensuring the Financial
Services segment's risk-bearing capacity.
Credit and counterparty risks and opportunities
Credit and counterparty default risk arises with-
in the Financial Services segment if a contractual
partner (i.e. a customer or dealer) either becomes
unable or only partially able to fulfil its contractual
obligations, such that lower income is generated or
losses incurred. If credit and counterparty risks were
to materialise, they could have a medium earnings
impact over the two-year assessment period. The risk
level is classified as medium. The BMW Group classi-
fies potential opportunities in this area as significant.
As part of its credit and counterparty risk manage-
ment system, the Financial Services segment uses
a variety of rating systems in order to assess the
creditworthiness of its contractual partners. Credit
risks are managed at the time of the initial credit
decision on the basis of a calculation of the pres-
ent value of standard risk costs and subsequently,
during the term of the credit, by using a range of
risk provisioning techniques to cover risks resulting
from changes in customer creditworthiness. In this
context, individual customers are classified by cate-
gory each month on the basis of their current con-
tractual status, and appropriate levels of allowance
recognised in accordance with that classification. If
economies develop more favourably than assumed
in the outlook, credit losses may be reduced, leading
to a positive earnings impact.
Residual value risks and opportunities
Risks and opportunities arise in conjunction with
lease contracts if the market value of a leased vehicle
at the end of the contractual term of a lease differs
from the residual value estimated at the inception
of the lease and factored into the lease payments. A
residual value risk exists if the expected market value
of the vehicle at the end of the contractual term is
lower than its estimated residual value at the date the
contract is entered into. If residual value risks were to
materialise, they could have a high earnings impact
over the two-year assessment period. A high and
medium earnings impact would then arise for the
affected Financial Services and Automotive segments,
respectively. The risk level is classified as medium for
the Group as a whole. Opportunities can arise out of
a positive deviation between the actual market and
the original residual value forecast. The BMW Group
classifies potential residual value opportunities as
significant.
Each vehicle's estimated residual value is calculated
on the basis of historical external and internal data
and used to estimate the expected market value of
the vehicle at the end of the contractual period. As
part of the process of managing residual value risks,
a calculation is performed at the inception of each
contract to determine the net present value of risk
costs. Market developments are observed through-
out the contractual period and the risk assessment
updated.
Future pension payments are discounted by reference
to market yields on high-quality corporate bonds.
These yields are subject to market fluctuation and
therefore influence the level of pension obligations.
Changes in other parameters, such as rises in infla-
tion and longer life expectancy, also impact pension
obligations and payments. Most of the BMW Group's
pension obligations are managed in external pension
funds or trust arrangements and the related assets are
kept separate from those of the Group. The amount
of funds required to finance pension payments out
of operations in the future is therefore substantially
reduced, since most of the Group's pension obli-
gations are settled out of pension fund assets. The
pension assets of the BMW Group comprise inter-
est-bearing securities, equities, real estate and other
investment classes. Assets held by pension funds and
trust arrangements are monitored continuously and
managed on a risk-and-yield basis. Diversification
of investments also helps to mitigate risk. In order
to reduce fluctuations in pension funding shortfalls,
investments are structured to match the timing of
pension payments and the expected pattern of pen-
sion obligations. Remeasurements on the liability and
fund asset sides are recognised, net of deferred taxes,
in "Other comprehensive income" and hence directly
in equity (within revenue reserves).
New opportunities are continuously being sought to
create even greater added value for customers than
currently expected, and thereby realise significant
opportunities with respect to sales volumes and pric-
ing. Further development of the product and mobility
portfolio and expansion in growth regions are seen
as the most important growth opportunities for the
BMW Group in the medium to long term. Continued
growth depends above all on the ability to develop
innovative products and bring them to market. The
range of services on offer was further expanded in
2016, including the establishment of new mobility ser-
vices by ReachNow in North America and the expan-
sion of the DriveNow offering introduced in additional
European cities. Furthermore, vehicle-related services
were brought onto the market. The new BMW 5 and
The following table provides an overview of all risks
and opportunities and illustrates their significance
for the BMW Group.
Fierce competition, particularly in Western Europe,
the USA and China, is a potential reason for lower
demand and for fluctuations in the regional distri-
bution and composition of demand for vehicles and
mobility services. Greater competition could potential-
ly put pressure on selling prices and margins. Changes
in customer behaviour can also be brought about by
changes in public opinion, values, environmental
issues and fuel or energy prices. Selling price and
margin risks are measured using a scenario approach,
based on a bottom-up survey of the key sales markets
and an analysis of historical data. The BMW Group's
flexible selling and production processes enable risks
to be reduced and opportunities in market and prod-
uct segments to be taken.
Financial risks and opportunities
Foreign currencies
High
Stable
Insignificant
Stable
Medium
Stable
Insignificant
Stable
Low
Information, data protection and IT
Stable
Stable
High
Increased
Insignificant
Stable
Medium
Stable
Significant
Stable
Raw materials
Low
Insignificant
Stable
Sales and marketing
Production and technology
Local restrictions affecting product usage in specific
sectors may limit BMW Group sales volumes in indi-
vidual markets. In some urban areas, for instance,
local measures have been or are being introduced
which impose entry restrictions, road use charges
or, in some situations, highly restrictive registration
rules. These restrictions may affect local demand for
the BMW Group vehicles affected and hence have
negative repercussions on sales volume and margins.
The BMW Group's endeavours to counter this risk
include offering locally emission-free vehicles (such
as the BMW i3), which benefit from state subsidies
and exemption rules.
Risks and opportunities
91
Risk level
Change compared
to prior year*
Opportunities
Change compared
to prior year
RISKS AND OPPORTUNITIES
Macroeconomic risks and opportunities
High
Stable
Purchasing
Insignificant
Strategic and sector risks and opportunities
Changes in legislation and regulatory requirements
Medium
Stable
Insignificant
Stable
Market developments
High
Insignificant
Stable
Risks and opportunities relating to operations
Stable
Significant
Stable
Liquidity
Medium
Stable
Macroeconomic risks and opportunities
Economic conditions influence business performance
and hence the results of operations, financial posi-
tion and net assets of the BMW Group. Unforeseen
disruptions in global economic ties can have highly
unpredictable effects. Macroeconomic risks can lead
to reduced purchasing power in the countries and
regions involved and lead to reduced demand for the
products and services offered by the BMW Group.
If macroeconomic risks were to materialise, they
could - due to sales volume fluctuations have a
high earnings impact over the two-year assessment
period. Overall, the risk level attached to macroeco-
nomic risks is classified as high. Macroeconomic risks
are evaluated on the basis of historical data and by
means of a cash-flow-at-risk approach, supplemented
by scenario analyses.
-
Given the political events that have occurred during
the financial year under report, future global economic
developments are currently subject to a high degree
of uncertainty, in particular with respect to potential
barriers that could affect global trade. The outcome
of the elections in the USA in November 2016, the
planned exit of the UK from the EU and possible
election wins for anti-globalisation parties in the EU
in the coming years could result in higher tariff and
non-tariff barriers to trade.
42
92
Combined
Management
Report
Report on Outlook,
Risks and
Opportunities
→ Risks and
Opportunities
* Prior-year classifications have been amended in line with the revision of the risk catalogue described in the section "Risk Management System" and the measurement of risk amount described in the section
"Risk measurement".
The possible introduction of trade barriers by the new
US administration could have an adverse impact on the
BMW Group's operations in the form of less favourable
conditions for importing vehicles. Moreover, counter-
measures by the USA's trading partners could slow
down global economic growth and consequently have
an adverse impact on the export of vehicles produced
in the USA. The BMW Group's production strategy
involves local production both in the USA and in other
important trading regions. The strategy of regional
production reduces the existing risk of trade barriers.
Nevertheless, any increase in trade barriers would
have an adverse impact on the BMW Group.
Furthermore, increasing political unrest, military
conflicts, terrorist activities, natural disasters or
pandemics could have a lasting negative impact on
the global economy and international capital markets.
The BMW Group counters macroeconomic risks pri-
marily by internationalising its sales and production
structures, in order to minimise the extent to which
earnings depend on risks in individual countries and
regions. Flexible sales and production processes across
the BMW Group increase the ability to react quickly
to regional economic developments.
Should the global economy develop significantly
better than reflected in the outlook, macroeco-
nomic opportunities could arise with a potentially
favourable impact on the revenues and earnings of
the BMW Group. Stronger Chinese growth, econo-
my-boosting structural reforms within the eurozone,
growth stimulus through infrastructure investment
in the USA or more robust consumer spending by
US households despite rising financing costs, could
result in significantly stronger sales volume growth,
reduced competitive pressures and improved pricing.
Macroeconomic opportunities that could generate a
sustainable impact on earnings are currently classified
by the BMW Group as insignificant.
Strategic and sector risks and opportunities
Changes in legislation and regulatory requirements
Abrupt introduction of tightened new laws and regu-
lations represents a significant risk for the automobile
industry, particularly in relation to emissions, safety
and consumer protection, as well as taxes on vehicle
purchases and use. Country- and sector-specific trade
barriers can also change at short notice. Unfavourable
developments in any of these areas can necessitate
significantly higher levels of investment and ongoing
expenses or influence customer behaviour. Risks from
changes in legislation and regulatory requirements
could have a low impact on earnings over the two-year
assessment period. The risk level attached to these
risks is classified as medium.
The BMW Group sees a clear move towards increasing-
ly stringent vehicle emissions regulations, particularly
for conventional drive systems, not only in the devel-
oped markets of Europe and North America, but also
in emerging markets such as China. The introduction
of new measurement procedures to represent stand-
ard driving cycles, combined with significantly lower
emissions thresholds, represents a major challenge for
the automotive sector. The BMW Group counters this
risk with its Efficient Dynamics concept and continues
to play a pioneering role within the premium segment
in reducing both fuel consumption and emissions.
Electric drive systems are being built into a growing
number of models, namely in BMW i vehicles since
2013 and following the introduction of the X5 in
2015 - in models using plug-in-hybrid technologies,
thus contributing to the BMW Group's effort to comply
with statutory carbon emissions requirements.
Further risks can result from the tightening of existing
import and export regulations. These lead primarily to
additional expenses, but can also restrict the import
and export of vehicles or parts. Increased taxes on
high-value consumer goods have also been proposed
in a number of regions. Taxes of this kind in major
markets of the BMW Group, such as China, could have
a negative impact on regional demand and margins
on BMW Group vehicles in the automobile segments
concerned.
Setting the regulatory framework for innovative mobil-
ity solutions and providing state-funded incentives
are important prerequisites for developing mobility
services and introducing product innovations, such
as autonomous driving. If the necessary public meas-
ures are implemented globally at a faster
pace than
expected, opportunities will arise for the BMW Group
to expand new business segments more quickly.
Alternative mobility services, such as DriveNow,
ChargeNow and ParkNow, could benefit from sup-
portive regulatory measures, for example through
systematic application in German cities of car-sharing
legislation that comes into force in September 2017.
Access restrictions for inefficient vehicles with lower
environmental standards could provide a competitive
advantage and hence an opportunity for BMW Group
vehicles equipped with Efficient Dynamics technol-
ogies and for BMW i and iPerformance vehicles with
alternative drive systems. The market acceptance and
sales volumes of product innovations that are either
planned for the future or have recently been launched
could turn out to be greater than predicted in the
outlook. Good examples of such opportunities are
implementation of the 360° ELECTRIC portfolio in the
field of electric mobility, achieving growth in the field
of mobility services, and collaborating with Toyota on
developing a hydrogen fuel cell system.
The BMW Group's earnings could also be positively
affected in the short to medium term by changes in
trading policies. A possible reduction in tariff barriers,
import restrictions or direct excise duties could lower
the cost of materials for the BMW Group, also enabling
products and services to be offered to customers at
lower prices. Further opportunities from changes in
legislation and regulatory requirements compared
to the outlook for the earnings performance of the
BMW Group are classified as insignificant.
Stable
In addition to the potential impact of macroeconomic
factors and sector-specific political framework condi-
tions, it is also extremely difficult to predict the impact
of increasingly fierce competition among established
manufacturers and the emergence of new competitors.
Unforeseen consumer preferences and changes in how
brands are perceived can give rise to opportunities
and risks. If market risks were to materialise, they
could have a high earnings impact over the two-year
assessment period. The risk level is classified as high.
Market development
The transition of the Chinese economy from an invest-
ment-driven to a consumer-driven market is likely to
entail slower growth rates and greater instability on
financial markets. If the Chinese economy were to
grow at a significantly slower pace than expected, the
consequence could be not only a decline in automo-
bile sales, but also, potentially, lower demand for raw
materials, which would have a negative impact above
all on emerging economies such as Brazil or Russia.
Any renewed drop in raw material prices could result
in lower demand from these countries. The threat of
turmoil on the Chinese property, stock and banking
markets and an overly rapid hike in interest rates by
the US Federal Reserve pose considerable risks for
global financial market stability.
Legal risks
The Brexit plan could have a long-term adverse
impact on the BMW Group, particularly as a result of
increased trade barriers in relation to the European
single market. In the short and medium term, too,
uncertainty regarding the outcome of the negotiations
with the EU could lead to reduced customer spending
and trigger further unfavourable currency effects.
Unresolved structural problems in the eurozone, a
potential increase in anti-globalisation political sen-
timent and a possible renewed economic downturn
could potentially hold down growth prospects for the
BMW Group. European integration with a unified
economic and currency area remains an important
pillar of economic stability in Europe.
Low
Pension obligations
Stable
Medium
Stable
Significant
Stable
Stable
Credit risk
Medium
Stable
Significant
Stable
Risks and opportunities relating to the provision of financial services
Low
Stable
Residual value
Significant
Stable
Low
Operational risks
Stable
Significant
Stable
Medium
Interest rate changes
The BMW Group has not concluded any compensation
agreements with members of the Board of Manage-
ment or with employees for situations involving a
takeover offer.
-
In accordance with the agreement between
BMW AG, Daimler AG and AUDI AG pertaining
to the acquisition of entities of the HERE Group
and the related foundation of There Holding
B.V., each contractual party is required to offer
its shares in There Holding B.V. for sale to the
other shareholders in the event of a change in
control. If neither of the other two parties
acquires these shares, these other parties are
entitled to resolve that There Holding B. V. be
dissolved.
The development cooperation agreement
between BMW AG, Intel Corporation and Mobil-
eye Vision Technologies Ltd., relating to the
development of technologies deployed in highly
and fully automated vehicles, may be terminat-
ed by any of the contractual parties if a competi-
tor of one of the parties acquires and
subsequently holds at least 30% of the voting
shares of one of the contractual parties.
Compensation agreements with members of the
Board of Management or with employees in the
event of a takeover bid
219.1
→ 56
AND CAPITAL MARKETS
IN 2016
→ www.bmwgroup.com/ir
Development of BMW stock compared to stock
market indices since 30 December 2011
in %
Capital markets and BMW stock were both impacted by
major political and economic uncertainties during the
past year. Thanks to its consistent focus on the future
and solid financials, the BMW Group continues to enjoy
the best ratings in the European automobile sector and
a high standing on international capital markets.
BMW STOCK
Several supply and development contracts
between BMW AG and various industrial cus-
tomers, all relating to the sale of components for
drivetrain systems, grant an extraordinary right
of termination to the relevant industrial custom-
er in specified cases of a change in control at
BMW AG (e.g. BMW AG merges with a third
party or is taken over by a third party; an auto-
mobile manufacturer acquires more than 50% of
the voting rights or share capital of BMW AG).
Financing agreements in place with the European
Investment Bank (EIB) entitle the EIB to request
early repayment of the loan in the event of an
imminent or actual change in control at the level
of BMW AG (partially in the capacity of guarantor
and partially in the capacity of borrower), if the
EIB has reason to assume - after the change in
control has taken place or 30 days after it has
made a request to discuss the situation - that the
change in control could have a significantly
adverse impact, or if the borrower refuses to hold
any such discussions. A change in control of
BMW AG arises if one or more individuals take
over or lose control of BMW AG, with control
being defined in the above-mentioned financing
agreements as (i) holding or having control over
more than 50% of the voting rights, (ii) the right
to stipulate the majority of the members of the
Board of Management or Supervisory Board, (iii)
the right to receive more than 50% of dividends
payable or (iv) any other comparable controlling
influence over BMW AG.
BMW AG is party to an agreement with SGL Car-
bon SE, Wiesbaden, relating to the joint operations
SGL Automotive Carbon Fibers LLC, Delaware,
USA and SGL Automotive Carbon Fibers GmbH &
Co. KG, Munich. The agreement includes call and
put rights in case - either directly or indirectly -
50% or more of the voting rights relating to the rel-
evant other shareholder of the joint operations are
acquired by a third party, or if 25% of such voting
rights have been acquired by a third party if that
third party is a competitor of the party that has not
been affected by the acquisition of the voting
rights. In the event of such acquisitions of voting
rights by a third party, the non-affected sharehold-
er has the right to purchase the shares of the joint
operations from the affected shareholder or to
require the affected party to acquire the other
shareholder's shares.
An agreement concluded with an international
consortium of banks relating to a syndicated
credit line (which was not being utilised at the
balance sheet date) entitles the lending banks to
give extraordinary notice to terminate the credit
line (such that all outstanding amounts, includ-
ing interest, would fall due immediately) if one
or more parties jointly acquire direct or indirect
control of BMW AG. The term "control" is
defined as the acquisition of more than 50% of
the share capital of BMW AG, or the right to
receive more than 50% of the dividend or the
right to direct the affairs of the Company, or
appoint the majority of the members of the
Supervisory Board.
240
A cooperation agreement concluded with Peu-
geot SA relating to the joint development and
production of a new family of small (1- to
1.6-litre) petrol engines entitles each of the
cooperation partners to give extraordinary noti-
fication of termination in the event of a compet-
itor acquiring control over the other contractual
party and if any concerns of the other contrac-
tual party concerning the impact of the change
of control on the cooperation arrangements are
not allayed during the subsequent discussion
process.
BMW AG acts as guarantor for all obligations aris-
ing from the joint venture agreement relating to
BMW Brilliance Automotive Ltd. in China. The
agreement grants an extraordinary right of termi-
nation to either joint venture partner in the event
that, either directly or indirectly, more than 25%
of the shares of the other party are acquired by a
third party, or if the other party is merged with
another legal entity. The termination of the joint
venture agreement may result in either the sale of
the shares to the other joint venture partner or in
the liquidation of the joint venture entity.
Framework agreements are in place with finan-
cial institutions and banks (ISDA Master Agree-
ments) with respect to trading activities with
derivative financial instruments. Each of these
agreements includes an extraordinary right of
termination, which triggers the immediate settle-
ment of all current transactions in the event that
the creditworthiness of the party involved is
materially weaker following a direct or indirect
acquisition of beneficially owned equity capital
that confers the power to elect a majority of the
Supervisory Board of a contractual party or any
other ownership interest that enables the acquir-
er to exercise control over a contractual party, or
which constitutes a merger or a transfer of net
assets.
The framework cooperation agreement entered
into by BMW AG and Sixt SE amongst others,
relating to the foundation and operation of the
car-sharing joint venture DriveNow, may be ter-
minated by Sixt SE if a car hire company
acquires more than 50% of the shares of com-
mon stock of BMW AG. In the event of such a
termination, Sixt SE may, at its own discretion,
stipulate the sale of BMW's interest in the joint
venture to Sixt SE or the purchase of Sixt's
interest in the joint venture by BMW AG or one
its subsidiaries.
105
Combined
Management
Report
→ Disclosures Relevant
for Takeovers
and Explanatory
Comments
→ BMW Stock and
Capital Markets in
2016
-
-
106
198.9
100
171.5
100
200
Prime Automobile
BMW preferred stock
DAX
150
BMW common stock
50
150
50
2013
2014
2015
2016
2017
-
2012
194.6
200
→ 57
120
BMW
preferred common
stock
stock
BMW
Prime
DAX
Auto-
mobile
Index: December 2011 = 100
Political uncertainties weigh on stock markets
The stock market year 2016 was dominated by con-
cerns relating to political developments. During the
first half of the year, the approaching Brexit vote had
a negative impact on international financial markets.
Additionally, the US election on 8 November unsettled
markets towards the year-end. Uncertainties regard-
ing the economic situation in China also dampened
investor sentiment. The active role of central banks
over the course of the year tended to counteract these
influences, so that many stock exchanges closed - at
the end of a volatile year – higher than their previous
year's level.
107
108
Combined
Management
Report
→ BMW Stock and
Capital Markets in
2016
Development of BMW stock compared to stock market indices
At the beginning of the year, speculation about the
cooling of the Chinese economy had a negative impact
on stock market indices worldwide. At 8,753 points,
the German stock exchange (DAX) reached its low for
the year on 11 February, 18.5% down on its closing
level on 31 December 2015. The ECB's decision to con-
tinue its expansionary monetary policies and, starting
8 June, to buy euro-denominated investment-grade
corporate bonds, had a positive impact on investor
sentiment. However, following the Brexit vote on
23 June and the uncertainties it triggered, indices
around the world slumped again. During the summer
months, stock markets proceeded to recover after the
difficult first half year. The active role of the Bank
of England was well received by investors. Reducing
the reference interest rate to a record low of 0.25%
and the bank's decision to purchase GBP 60 billion
worth of UK government bonds were interpreted as
positive signals. Good labour market figures coming
from the USA and the UK generated further gains
over the summer. During the last three months of
the year, the focus was on the US elections and the
ECB's decision to extend its bond-buying programme
until December 2017. Stock markets generally tended
positively during this phase, with the consequence
that the DAX - despite a turbulent start to the year -
recorded a 6.9% gain for the twelve-month period,
closing at 11,481 points on 30 December 2016. The
EURO STOXX 50 recorded a gain of 0.7% in 2016,
closing at 3,291 points on 30 December.
BMW AG is party to the following major agreements,
which contain provisions that would apply in the event
of a change in control or the acquisition of control as
a result of a takeover bid:
(b) payment of an additional dividend of €0.02 per
In accordance with Article 4 no. 5 of the Articles of
Incorporation, the Board of Management is author-
ised – with the approval of the Supervisory Board – to
increase BMW AG's share capital during the period
until 14 May 2019 by up to €4,145,383 for the pur-
poses of an Employee Share Scheme by issuing new
non-voting shares of preferred stock, which carry the
same rights as existing non-voting preferred stock,
in return for cash contributions (Authorised Capital
2014). Subscription rights of existing shareholders to
the new shares are excluded. No conditional capital
is in place at the reporting date.
(c) uniform payment of any other dividends on
shares on common and preferred stock, provid-
ed the shareholders do not resolve otherwise
at the Annual General Meeting
103
→ see
note 39
Restrictions on voting rights or the transfer
of shares
As well as shares of common stock, the Company has
also issued non-voting shares of preferred stock. Fur-
ther information relating to this can be found above
in the section "Composition of subscribed capital”.
€1 par value on non-voting preferred shares
When the Company issues non-voting shares of
preferred stock to employees in conjunction with its
Employee Share Programme, these shares are subject
as a general rule to a company-imposed blocking peri-
od of four years, measured from the beginning of the
calendar year in which the shares are issued.
104
Combined
Management
Report
→ Disclosures Relevant
for Takeovers
and Explanatory
Comments
Direct or indirect investments in capital exceeding
Contractual holding period arrangements also apply to
shares of common stock acquired by Board of Manage-
ment members and certain senior department heads
in conjunction with the share-based remuneration
programmes (Compensation Report of the Corporate
Governance section; → note 39 to the Group Financial
Statements).
10% of voting rights
Source: Reuters.
(a) subsequent payment of any arrears on dividends
on non-voting preferred shares in the order of
→ Internal Control
System and Risk
Management System
Relevant for the
Financial Reporting
Process
→ Disclosures Relevant
for Takeovers
and Explanatory
Comments
Internal control training for employees
All employees are appropriately trained to carry out
their duties and kept informed of any changes in
regulations or processes that affect them. Managers
and staff also have access to detailed best-practice
descriptions relating to risks and controls in the var-
ious processes, thus increasing risk awareness at all
levels. As a consequence, the internal control system
can be evaluated regularly and further improved
as necessary. Employees can, at any time and inde-
pendently, deepen their understanding of control
methods and design using an information platform
that is accessible throughout the entire Group.
Evaluating the effectiveness of the internal
control system
accruement
Responsibilities for ensuring the effectiveness of
the internal control system in relation to individual
entity and Group financial reporting processes are
clearly defined and allocated to the relevant managers
and are subject to internal audits (e.g. management
self-audits, internal audit department findings). Data
analysis tools are also employed to identify risks relat-
ing to business transactions. Continuous revision and
further development ensures the effectiveness of the
internal control system. Group entities are required
to confirm regularly as part of their reporting duties
that the internal control system is functioning prop-
erly. Effective measures are implemented whenever
weaknesses are identified and reported.
Composition of subscribed capital
The subscribed capital (share capital) of BMW AG
amounted to €657,109,600 at 31 December 2016
(2015: €656,804,600) and, in accordance with Article 4
no. 1 of the Articles of Incorporation, is sub-divided
into 601,995,196 shares of common stock (91.61%)
(2015: 601,995,196; 91.66%) and 55,114,404 shares of
non-voting preferred stock (8.39%) (2015: 54,809,404;
8.34%), each with a par value of €1. The Company's
shares are issued to bearer.
The rights and duties of shareholders derive from the
German Stock Corporation Act (AktG) in conjunction
with the Company's Articles of Incorporation, the
full text of which is available at www.bmwgroup.com. The
right of shareholders to have their shares evidenced
is excluded in accordance with the Articles of Incor-
poration. The voting power attached to each share
corresponds to its par value. Each €1 of par value
of share capital represented in a vote entitles the
holder to one vote (Article 18 no. 1 of the Articles of
Incorporation).
*Disclosures
pursuant to
§ 289 (4) HGB
and § 315 (4)
HGB.
The Company's shares of preferred stock are shares
within the meaning of § 139 et seq. AktG, which
carry a cumulative preferential right in terms of the
allocation of profit and for which voting rights are
excluded. These shares only confer voting rights in
exceptional cases stipulated by law, in particular when
the preference amount has not been paid or has not
been fully paid in one year and the arrears are not paid
in the subsequent year alongside the full preference
amount due for that year. With the exception of voting
rights, holders of shares of preferred stock are entitled
to the same rights as holders of shares of common
stock. Article 24 of the Articles of Incorporation con-
fers preferential treatment to the non-voting shares of
preferred stock with regard to the appropriation of the
Company's unappropriated profit. Accordingly, the
unappropriated profit is required to be appropriated
in the following order:
DISCLOSURES RELEVANT
FOR TAKEOVERS* AND
EXPLANATORY COMMENTS
Significant agreements entered into by the
Company subject to control change clauses in the
event of a takeover bid
Based on the information available to the Company, 1
in %
12.6
The voting power percentages disclosed above may
have changed subsequent to the stated date if these
changes were not required to be reported to the
Company. Due to the fact that the Company's shares
are issued to bearer, the Company is generally only
aware of changes in shareholdings if such changes are
subject to mandatory notification rules.
Shares with special rights which confer control
rights
There are no shares with special rights which confer
control rights.
System of control over voting rights when
employees participate in capital and do not
exercise their control rights directly
Like all other shareholders, employees exercise their
control rights pertaining to shares they have acquired
in conjunction with the Employee Share Programme
and/or the share-based remuneration programme
directly on the basis of relevant legal provisions and
the Company's Articles of Incorporation.
12.64
Statutory regulations and Articles of Incorporation
provisions with regard to the appointment and
removal of members of the Board of Management
and changes to the Articles of Incorporation
The appointment or removal of members of the Board
of Management is based on the rules contained in § 84
et seq. AktG in conjunction with § 31 of the German
Co-Determination Act (MitbestG).
General Meeting (§ 119 (1) no. 5, § 179 (1) AktG). The
Supervisory Board is authorised to approve amend-
ments to the Articles of Incorporation which only
affect its wording (Article 14 no. 3 of the Articles of
Incorporation). Resolutions are passed at the Annual
General Meeting by simple majority of shares unless
otherwise explicitly required by binding provisions of
law or, when a majority of share capital is required,
by simple majority of shares represented in the vote
(Article 20 no. 1 of the Articles of Incorporation).
Authorisations given to the Board of Management
in particular with respect to the issuing or buying
back of shares
The Board of Management is authorised to buy back
shares and sell repurchased shares in situations spec-
ified in § 71 AktG, e.g. to avert serious and imminent
damage to the Company and/or to offer shares to
persons employed or previously employed by BMW AG
or one of its affiliated companies.
-
In accordance with the resolution passed at the
Annual General Meeting on 15 May 2014, the Board of
Management is also authorised – up to 14 May 2019 -
to acquire shares of non-voting preferred stock of the
Company via the stock exchange, up to a maximum
of 1% of the share capital existing at the date of the
resolution. The consideration paid by the Company
per share of non-voting preferred stock (excluding
transaction costs) may not be more than 10% above
or below the market price determined by the opening
auction on the date of trading of the stock in the
Xetra trading system (or a successor system having a
comparable function). Moreover, the Board of Man-
agement is authorised to use the acquired Company's
own shares of non-voting preferred stock for all legally
admissible purposes, specifically including the right
to offer and transfer shares to persons employed by
the Company or one of its affiliated companies up to
a proportionate amount of €5 million of share capital.
The subscription rights of existing shareholders to the
new shares of preferred stock used for the purpose
stated above are excluded. The authorisations may
also be exercised in parts on more than one occasion.
Amendments to the Articles of Incorporation must
comply with § 179 et seq. AktG. All amendments must
be decided upon by the shareholders at the Annual
the following direct or indirect holdings exceeding
10% of the voting rights at the end of the reporting
period were held at the stated reporting date:¹
0.2
16.43
Stefan Quandt, Germany
AQTON SE, Bad Homburg v.d. Höhe, Germany
Johanna Quandt GmbH, Bad Homburg v.d. Höhe, Germany
Johanna Quandt GmbH & Co. KG für Automobilwerte, Bad Homburg v.d. Höhe, Germany
Susanne Klatten, Germany
Susanne Klatten Beteiligungs GmbH, Bad Homburg v.d. Höhe, Germany
16.4
1 Based on voluntary notifications provided by the listed shareholders as at 31 December 2016.
3 Controlled entities, of which 3% or more are attributed: Johanna Quandt GmbH & Co. KG für Automobilwerte.
4 Controlled entities, of which 3% or more are attributed: Susanne Klatten Beteiligungs GmbH.
Direct share of
voting rights
Indirect share of
voting rights
0.2
17.42
17.4
2 Controlled entities, of which 3% or more are attributed: AQTON SE.
The Prime Automobile Index lost about one third of
its value towards the middle of the year, with subdued
demand for automobile stocks. The index recovered
during the second half of the year, finishing the report-
ing period at 1,506 points, 5.6% below its closing level
on 30 December 2015.
48.76
Employee Share Programme
2 Proposed by management.
1 Xetra closing prices.
46.66
54.25
57.03
65.11
72.08
Equity
13.98
15.19
14.35
18.02
17.45
Operating cash flow Automotive segment
7.79
8.10
101
3.522
3.22
2.92
2.62
2.52
Earnings per share of common stock³
³ Annual average weighted amount.
10.45
8.83
8.08
7.77
Earnings per share of preferred stock4
10.47
9.72
9.70
4 Stock weighted according to dividend entitlements.
109
110
Extensive controls are carried out by managers and
staff in all financial reporting processes at an individ-
ual entity and Group level, thus ensuring that legal
requirements and internal guidelines are complied
with and that all business transactions are properly
executed. Controls are also carried out with the aid
of IT applications, thus reducing the incidence of
process risks. Moreover, the performance of controls
on accounts deemed to be exposed to risk are subject
to additional monitoring.
Controls
All financial reporting processes (including Group
financial reporting processes) are structured in
organisational terms in accordance with the principle
of segregation of duties, thus making an important
contribution to the early identification of errors and
the prevention of potential wrongdoing. Regular com-
parison of internal forecasts and external financial
reports, for example, improves the quality of financial
Organisational measures
One component of the internal control system is that
of “Information and Communication”. It ensures that
all the information needed to achieve the objectives
set for the internal control system is made available
to those responsible in an appropriate and timely
manner. Information relevant for the various finan-
cial reporting processes
at BMW AG, other consol-
idated Group entities and for the BMW Group as a
whole - is set out primarily in organisational manuals,
internal and external financial reporting guidelines,
accounting manuals and training documentation. This
information, which can be accessed at all levels via the
BMW Group's intranet system, provide the framework
for ensuring that the relevant rules are applied consist-
ently throughout the Group. The quality and relevance
of these instructions are ensured by regular review as
well as by continuous communication between the
relevant departments.
-
IT authorisations
Information and communication
reporting. Moreover, the internal audit department,
in its capacity as a process-independent function,
tests and assesses the effectiveness of the internal
control system and proposes improvements where
appropriate.
and § 315 (2)
no. 5 HGB.
§ 289 (5) HGB
pursuant to
Disclosures
INTERNAL CONTROL
SYSTEM* AND RISK
MANAGEMENT SYSTEM
RELEVANT FOR THE
FINANCIAL REPORTING
PROCESS
The internal control system in place throughout the
BMW Group is aimed at ensuring the effectiveness
of operations. It makes an important contribution
towards ensuring compliance with the laws that apply
to the BMW Group as well as providing assurance on
the propriety and reliability of internal and external
financial reporting. The internal control system is
therefore a significant factor in the management of
process risks. The principal features of the internal
control system and the risk management system, as far
as they relate to individual entity and Group financial
reporting processes, are described below.
Preferred stock
All IT applications used in financial reporting pro-
cesses throughout the BMW Group are subject to
access restrictions, allowing only authorised persons
to gain access to systems and data in a controlled envi-
ronment. Access authorisations are allocated on the
basis of the nature of the duties to be performed. In
addition, IT processes are designed and authorisations
allocated using the dual control principle, as a result of
which, for instance, requests cannot be submitted and
approved by the same person. Technical monitoring
procedures and internal audits are also in place to
ensure appropriate authorisation security throughout
all IT systems.
Intensive communication with capital markets
continued
Combined
Management
Report
Ratings remain at top level
The BMW Group continues to have the best ratings
in the European automobile sector. Since Decem-
ber 2013, BMW AG has had a long-term rating of A+
(stable outlook) and a short-term rating of A-1 from
the rating agency Standard & Poor's, currently the
highest rating given by Standard & Poor's to a Euro-
pean car manufacturer.
Company rating
Moody's
Standard &
Poor's
The BMW Group continued to inform analysts, inves-
tors, and rating agencies throughout 2016 with regular
quarterly and year-end financial reports. The compre-
hensive information programme provided for relevant
capital market participants also included numerous
one-on-one and group meetings, dedicated socially
responsible investment (SRI) roadshows for investors
using sustainability criteria in their investment deci-
sions, and debt roadshows for fixed-income investors
and credit analysts. Communication focused on the
new Strategy NUMBER ONE > NEXT, the profitability
of future business models, digitalisation and other
technological trends in the automobile industry, and
the relevance of alternative drive systems. In addition
to participating in various conferences and roadshows,
a series of product presentations and a technology
workshop were held for analysts and investors.
Non-current financial liabilities
Current financial liabilities
Outlook
P-1
A+
A-1
stable
stable
On 25 January 2017, Moody's raised its long-term
rating for BMW AG from A2 (positive outlook) to
A1 (stable outlook). The P-1 short-term rating was
reaffirmed. The main reasons for the improved ratings
were the forthcoming launches of attractive products,
the good position of the BMW Group with regard
to the challenges faced by the automobile industry,
a consistently strong operating performance and a
robust financing and capital structure.
The ratings underline the BMW Group's robust
financial condition and excellent creditworthiness.
Thanks to these attributes, it not only has good access
to international capital markets, but also benefits from
attractive refinancing conditions.
A1
BMW common stock followed the downward trend for
the sector index during the first half of the year, at one
stage falling 33% below its previous year's closing level.
It performed significantly better during the second
half of the year, closing at €88.75 (-9.1%) thanks to
strong gains. BMW preferred stock fell by 6.1% in
value compared to its closing price at the end of the
previous year and stood at €72.70 at the end of the
stock market year 2016. With a market capitalisation
of approximately €57 billion, the BMW Group was
among the ten most valuable German enterprises
listed on the stock market.
2.50
2.90
85.42
95.51
122.60
92.25
72.93
85.22
89.77
97.63
88.75
Low
High
Year-end closing price
Stock exchange price in €1
601,995
601,995
601,995
601,995
BMW AG has enabled its employees to participate in
its success for more than 40 years. Since 1989, this
participation has taken the form of an Employee Share
Programme. A total of 305,029 shares of preferred
stock were issued to employees as part of this pro-
gramme in 2016.
In this context, and with the approval of the Super-
visory Board, the Board of Management increased
BMW AG's share capital by €305,000 from €656,804,600
to €657,109,600 by issuing 305,000 new non-voting
shares of preferred stock. This increase was executed
on the basis of Authorised Capital 2014 in Article 4
(5) of the Articles of Incorporation. The new shares
of preferred stock carry the same rights as existing
shares of preferred stock. The newly issued shares of
preferred stock for employees are entitled to receive
dividends with effect from the financial year 2017. In
addition, 29 shares of preferred stock were bought
back via the stock market.
Dividend increase proposed
Reflecting the strong earnings performance, the
Board of Management and the Supervisory Board
will propose to the Annual General Meeting to use
BMW AG's unappropriated profit of €2,300 million ¬
(2015: €2,102 million) to pay a dividend of €3.50 for
each share of common stock (2015: €3.20) and a divi-
dend of €3.52 for each share of preferred stock (2015:
€3.22), a pay-out ratio of 33.3% for 2016 (2015: 32.9%).
BMW stock
→ 58
73.76
2016
2014
2013
2012
COMMON STOCK
Number of shares in 1,000
601,995
2015
65.10
75.68
77.41
92.19
74.60
64.65
49.23
56.53
58.96
74.15
59.08
35.70
KEY DATA PER SHARE IN €
Dividend
Common stock
3.502
3.20
48.69
2.60
62.09
77.41
63.93
53.16
PREFERRED STOCK
Number of shares in 1,000
55,114
54,809
67.84
54,500
53,994
Stock exchange price in €1
Year-end closing price
High
Low
72.70
54,260
→ BMW Stock and
Capital Markets in
2016
8.85
102
Combined
Management
Report
115
-10,351
-9,844
1
132
11,836
11,464
142
-133
-5,699
164
-1,997
-1,706
-283
2,295
-246
60
60
-2,595
-163
9
-10
-102
-7,524
-5,432
253
304
5,406
3,436
-5,791
38
-387
-6,498
-3,196
144
140
-823
-122
6
-396
-140
629
-12
579
275
-369
-187
-6,637
-8,368
-4,026
11
-3,532
172
139
128
970
31
29
4,577
3
-15
316
5
-541
-43
1
2
367
-758
46
11
50
-172
-518
-441
-5
-1
-138
-3
-337
20
23
-2,121
Change in trade payables
Change in trade receivables
Change in inventories
Changes in working capital
Gain/loss on disposal of tangible and intangible assets and marketable securities
Result from equity accounted investments
Other non-cash income and expense items
Change in deferred taxes
Change in other operating assets and liabilities
Change in receivables from sales financing
Depreciation and amortisation of other tangible, intangible and investment assets
Reconciliation between net profit and cash inflow/outflow from operating activities
Current tax
Other interest and similar income/expenses
Net profit
1,359
3,046
3,952
4,794
Change in provisions
Change in leased products
1,783
Income taxes paid
Cash inflow/outflow from operating activities
Effect of exchange rate on cash and cash equivalents
Cash inflow/outflow from financing activities
Repayment of non-current other financial liabilities
Change in current other financial liabilities
Change in commercial paper
Proceeds from new non-current other financial liabilities
Proceeds from the issue of bonds
Repayment of bonds
Interest paid
Intragroup financing and equity transactions
Interest received
Payment of dividend for the previous year
Issue/buy-back of treasury shares
Proceeds from the sale of marketable securities and investment funds
Cash inflow/outflow from investing activities
Investments in marketable securities and investment funds
Proceeds from the disposal of investments
Expenditure for investments
Proceeds from the disposal of intangible assets and property, plant and equipment
Investment in intangible assets and property, plant and equipment
Payments into equity
1,359
5,752
3,952
-520
8,787
8,295
108
67
-773
-1,160
-521
429
-264
-118
5,913
6,191
-2,840
-1,833
-1,917
870
-7,215
-7,671
-720
-424
1,687
-1,800
842
11
25
39
21
18
10
10,028
11,601
-6,130
-5,225
3,343
4,425
195
-719
4,876
11
121
Effect of changes in composition of Group on cash and cash equivalents
298
-749
-293
-104
Income taxes paid
Change in other operating assets and liabilities
Change in trade payables
-93
Change in trade receivables
Changes in working capital
-518
-441
Result from equity accounted investments
-144
-4
Gain/loss on disposal of tangible and intangible assets and marketable securities
Change in inventories
47
-566
-25
38
10
Proceeds from the disposal of intangible assets and property, plant and equipment
-5,889
-5,823
Investment in intangible assets and property, plant and equipment
960
738
3,173
132
142
Interest received
-3,323
-2,417
550
1,229
Cash inflow/outflow from operating activities
-15
Other non-cash income and expense items
77
6,396
6,910
Net profit
2015
2016
Group
in € million
Reconciliation between net profit and cash inflow/outflow from operating activities
CASH FLOW STATEMENTS FOR GROUP AND SEGMENTS
and Segments
Statements for Group
Cash Flow
→ BMW Group
Statements
Group
Financial
116
BMW GROUP
Current tax
2,670
2,751
85
Change in deferred taxes
-6,637
-8,368
Change in receivables from sales financing
-3,299
-2,526
Change in leased products
296
883
Change in provisions
4,686
4,998
Depreciation and amortisation of other tangible, intangible and investment assets
239
131
Other interest and similar income/expenses
Expenditure for investments
Total equity and liabilities
-338
Proceeds from the disposal of investments
1 Interest relating to financial services business is classified as revenues/cost of sales.
6,122
7,880
Cash and cash equivalents as at 31 December
7,688
6,122
Cash and cash equivalents as at 1 January
Automotive
-1,566
Change in cash and cash equivalents
38
Effect of changes in composition of Group on cash and cash equivalents
73
17
Effect of exchange rate on cash and cash equivalents
Cash inflow/outflow from financing activities
1,758
5,004
(unaudited supplementary
2016
283
-125
-117
2,893
2,787
1,447
1,777
information)
5,147
5,441
2015
2016
2015
information)
(unaudited supplementary
Financial Services
122,029
4,393
-498
-1,632
Interest paid
Intragroup financing and equity transactions
Payment of dividend for the previous year
Payments into equity
Issue/buy-back of treasury shares
-7,603
-5,863
Proceeds from the issue of bonds
Cash inflow/outflow from investing activities
3,740
Proceeds from the sale of marketable securities and investment funds
-6,880
-3,592
Investments in marketable securities and investment funds
215
140
5,659
Repayment of bonds
Proceeds from new non-current other financial liabilities
Repayment of non-current other financial liabilities
2,648
4,135
-8,802
-8,443
9,715
8,952
-8,908
-10,374
13,007
13,974
-264
-118
23
-1,917
-2,121
20
Change in commercial paper
Change in current other financial liabilities
-746
302
46,169
117
1,359
3,046
4,540
5,417
894
37
44
44,782
40
1,329
1,504
28,178
30,228
1
158
178
7
1,354
5
1,121
1,104
45,379
811
-699
Investments accounted for using the equity method
Leased products
Property, plant and equipment
Intangible assets
ASSETS
78,841 -121,780 -113,026
82,795
-630
122,029
-67,305 -65,832
48,416
47,046
35,633
40,422
-65,133
-66,675
137,728
-47,194
-54,475
30,425
The consolidated financial statements of Bayerische
Motoren Werke Aktiengesellschaft (BMW AG Group
Financial Statements or Group Financial Statements)
at 31 December 2016 have been drawn up in accord-
ance with International Financial Reporting Standards
(IFRS), as endorsed by the European Union (EU), and
the supplementary requirements of § 315a (1) of the
German Commercial Code (HGB). The Group Finan-
cial Statements will be submitted to the operator of
the electronic version of the German Federal Gazette
and can be obtained via the Company Register website.
Bayerische Motoren Werke Aktiengesellschaft, which
has its seat at Petuelring 130, Munich, is registered
in the Commercial Register of the District Court of
Munich under the number HRB 42243.
Basis of preparation
01
ACCOUNTING PRINCIPLES
AND POLICIES
THE GROUP
FINANCIAL
STATEMENTS
BMW GROUP
NOTES TO
Policies
The Group currency is the euro. All amounts are dis-
closed in millions of euros (€ million) unless stated
otherwise.
Accounting
Principles and
Notes to the Group
BMW Group
Group
Financial
Statements
↑
120
119
31 December 2015
Financial Statements
48,032
221
236
35,749
86,396
97,306
-599
-2,596
-27,129
-32,689
22,268
27,120
2,469
3,093
-2,635
205
263
222
389
-583
1,985
1,780
Other investments
Subscribed share capital increase out of Authorised Capital
Premium arising on capital increase relating to preferred stock
Other changes
Receivables from sales financing
Deferred tax
14,107
24
16,610
24
-630
-699
13,362
27,545
13,071 -67,136 -65,525
30,121 -67,766 -66,224
Pension provisions
630
41,503
65,912
Other provisions
Financial liabilities
Other liabilities
Non-current provisions and liabilities
Other provisions
Current tax
Financial liabilities
Trade payables
Other liabilities
Current provisions and liabilities
Deferred tax
137,728
72,363
702
38,506
31,471
835
33,495
-4,748
-583
-31,629
-36,960
-4,499
-599
-25,835
-30,933
Minority interest
Equity
599
43,439
518
8
255
223
49
408
27,368
23,038
3
The Board of Management authorised the Group
Financial Statements for issue on 14 February 2017.
note 44
In order to provide a better insight into the net
assets, financial position and performance of the
BMW Group, and going beyond the requirements of
IFRS 8 (Operating Segments), the Group Financial
Statements also include balance sheets and income
statements for the Automotive, Motorcycles, Financial
Services and Other Entities segments. The Group
Cash Flow Statement is supplemented by statements
of cash flows for the Automotive and Financial Ser-
vices segments. This supplementary information is
unaudited. Inter-segment transactions relate primarily
to internal sales of products, the provision of funds
for Group companies and the related interest. These
items are eliminated in the relevant "Eliminations"
columns. A description of the nature of the BMW
Group's business and operating activities of segments
→ see is provided in → note 44 ("Explanatory notes to seg-
ment information").
15,225
16,744
9,948
11,049
Equity attributable to shareholders of BMW AG
Accumulated other equity
Capital reserves
Revenue reserves
-17,054
EQUITY AND LIABILITIES
Subscribed capital
Cash and cash equivalents
Current assets
Financial assets
Current tax
Other assets
Receivables from sales financing
Trade receivables
Inventories
Non-current assets
Other assets
Total assets
-15,869
77
55
The BMW Group and segment income statements are
presented using the cost of sales method.
54,316
601
23,613
29,413
36,328
16,030
17,718
31
28
48
6,158
6,755
13
313
353
1,130
1,516
Financial assets
Cash and cash equivalents as at 1 January
Cash and cash equivalents as at 31 December
Comprehensive income 31 December 2015
Net profit
22
7,381
1,012
6,369
-1,904
35,621
2,005
-71
656
Revenue
reserves
Capital
reserves
Subscribed
capital
Note
44,445
2,047
657
29
29
29
2,027
-1,337
24
132
Total
interest
of BMWAG
instruments
657
Securities
shareholders
attributable to
Derivative
financial
Currency
translation
differences
Equity
Accumulated other equity
41,027
Minority
-14
20
5,534
in € million
31 December 2016
Premium arising on capital increase relating to preferred stock
Other changes
Subscribed share capital increase out of Authorised Capital
Other comprehensive income for the period after tax
Comprehensive income 31 December 2016
Net profit
Dividends paid
1 January 2015
1 January 2016
GROUP STATEMENT OF CHANGES IN EQUITY
BMW GROUP
Changes in Equity
→ BMW Group
Group Statement of
Statements
Group
Financial
118
in € million
Dividends paid
Net profit
Other comprehensive income for the period after tax
Comprehensive income 31 December 2015
-1,329
6,863
-2,102
41,027
2,027
657
29
reserves
reserves
capital
Note
Revenue
Capital
Subscribed
31 December 2015
Premium arising on capital increase relating to preferred stock
Other changes
Subscribed share capital increase out of Authorised Capital
42,530
Other comprehensive income for the period after tax
234
-2,102
1
893
7,289
27
7,262
-857
-117
855
1
893
-117
855
6,396
27
6,369
-1,904
-1,904
-857
37,437
22
-71
Dividends paid
1 January 2015
31 December 2016
Subscribed share capital increase out of Authorised Capital
Premium arising on capital increase relating to preferred stock
Other changes
Other comprehensive income for the period after tax
Comprehensive income 31 December 2016
Net profit
Dividends paid
22
1 January 2016
234
42,530
-1,337
24
132
-81
-10
42,764
217
37,220
-480
20
6,721
47
6,674
1,415
28
-303
-14
-189
1,415
28
-303
6,910
47
6,863
-2,102
-189
-26
20
-40
-171
141
-723
Total
interest
of BMW AG
Minority
Equity
attributable to
shareholders
Derivative
financial
instruments
Securities
translation
differences
Currency
Accumulated other equity
47,363
255
47,108
78
52
42,764
Change in cash and cash equivalents
41,865
GROUP FINANCIAL
STATEMENTS
Attributable to minority interest
Attributable to shareholders of BMW AG
Basic earnings per share of common stock in €
Basic earnings per share of preferred stock in €
Dilutive effects
Diluted earnings per share of common stock in €
Diluted earnings per share of preferred stock in €
113
114
Group
Financial
Statements
→ BMW Group
Balance Sheets for
Group and Segments
at 31 December
BMW GROUP
BALANCE SHEETS FOR GROUP AND
SEGMENTS AT 31 DECEMBER 2016
in € million
ASSETS
Automotive
(unaudited supplementary
information)
Group
Note
2016
2015
2016
Net profit/loss
Motorcycles
(unaudited supplementary
Income taxes
Financial result
204
1,777
1,447
121
138
-561
-460
37
21
1
1,740
1,426
121
137
-561
-460
Revenues
Cost of sales
Gross profit
Selling and administrative expenses
Other operating income
Other operating expenses
Profit/loss before financial result
Result from equity accounted investments
Interest and similar income
Interest and similar expenses
Other financial result
Profit/loss before tax
information)
2015
2016
560
428
5,195
5,147
Receivables from sales financing
23
48,032
41,865
Financial assets
24
2,705
2,208
1,287
586
Deferred tax
12
2,327
1,945
4,310
4,114
Other assets
Non-current assets
26
Other investments
2,233
2,546
2,233
2015
Intangible assets
19
8,157
7,372
7,705
6,899
46
48
Property, plant and equipment
20
211
17,960
17,566
17,416
365
313
Leased products
21
37,789
34,965
Investments accounted for using the equity method
22
2,546
17,759
1,595
-73
-528
information)
2015
2016
Eliminations
(unaudited supplementary
information)
2015
2016
2015
25,681
23,739
6
7
-20,017
-19,097
-22,135
-20,586
19,305
18,484
3,546
3,153
6
7
(unaudited supplementary
-712
Other Entities
information)
-721
516
Currency translation foreign operations
-230
765
Items expected to be reclassified to the income statement in the future
1,140
-119
Other comprehensive income for the period after tax
17
-189
893
Total comprehensive income
6,721
7,289
Total comprehensive income attributable to minority interests
47
Total comprehensive income attributable to shareholders of BMW AG
29
6,674
27
7,262
Financial Services
(unaudited supplementary
2016
-613
-1,294
-1,164
-24
-7
-1,006
-1,080
1,216
1,234
-5
-3
-57
-55
-18
-6
187
42
-109
-89
2,166
1,975
170
211
-772
-664
-389
-1,323
-1,325
1,177
1,250
-30
-30
26
19
35
46
110
238
-118
-59
-103
-49
-54
-46
78,841 -121,780 -113,026
78
2,184
1,981
-17
169
-663
-575
11
4
-103
1,568
4,043
3,935
Other provisions
31
5,879
5,009
5,187
4,398
90
85
Current tax
32
1,074
1,441
770
810
Financial liabilities
Trade payables
33
42,326
42,160
1,481
3,211
35
8,512
582
7,773
628
16,693
Deferred tax
12
2,795
2,116
740
429
Financial liabilities
33
55,405
49,523
1,942
2,621
Other liabilities
34
5,357
4,559
6,530
5,545
442
401
Non-current provisions and liabilities
73,183
63,819
14,506
7,483
6,856
303
information)
2015
2016
405
424
30
29
45,134
41,148
Eliminations
(unaudited supplementary
information)
2015
2016
2015
-7,345
-6,183
3
2
6,585
5,966
-11,223
-10,687
(unaudited supplementary
Other Entities
2016
information)
263
Other liabilities
34
10,198
9,208
20,477
20,111
56
48
Current provisions and liabilities
67,989
136
65,591
35,386
449
396
Total equity and liabilities
188,535
172,174
88,715
83,352
1,077
978
Financial Services
(unaudited supplementary
35,398
103
4,141
4,570
Financial assets
24
7,065
6,635
4,862
4,859
Current tax
25
1,938
2,381
1,000
1,240
Other assets
26
5,087
4,693
21,561
19,907
2
Cash and cash equivalents
7,880
6,122
4,794
28,178
30,228
23
Receivables from sales financing
28
25
121,671
110,343
42,652
40,330
439
386
Inventories
27
11,841
3,952
11,071
10,611
492
453
Trade receivables
28
2,825
2,751
2,502
2,453
144
139
11,344
Deferred taxes
Current assets
61,831
Equity attributable to shareholders of BMW AG
29
47,108
42,530
Minority interest
Equity
Pension provisions
255
47,363
234
42,764
36,624
33,460
30
4,587
3,000
2,911
1,770
83
45
Other provisions
31
5,039
4,621
-1,181
-41
29
Accumulated other equity
46,063
43,022
638
592
Total assets
188,535
172,174
88,715
83,352
1,077
978
66,864
EQUITY AND LIABILITIES
29
657
657
Capital reserves
29
2,047
2,027
Revenue reserves
29
44,445
41,027
Subscribed capital
71
141
Other comprehensive income from equity accounted investments
-820
43
-768
-771
-14
-27
Profit/loss before financial result
9,386
9,593
7,695
7,836
187
182
Result from equity accounted investments
22
-847
441
9
27
448
Selling and administrative expenses
8
-9,158
-8,633
-7,604
-7,219
-256
-239
Other operating income
9
670
914
616
689
Other operating expenses
518
441
518
-454
193
-396
279
-369
221
-313
-2
-3
9,665
9,224
7,916
7,523
185
179
131
11
Income taxes
Profit/loss before tax
Interest and similar income
10
196
185
260
327
Interest and similar expenses
430
10
-618
-673
-762
-2
-3
Other financial result
Financial result
-489
15,137
15,451
18,132
3
3
Group Financial
Statements
Income Statements
Statement of
Comprehensive
Income
Balance Sheets
Cash Flow
Statements
Notes
112
Group
Financial
Statements
→ BMW Group
Income Statements
for Group and
Segments
→ Statement of Com-
prehensive Income
List of Investments at 31 December 2016
→ Page 180
Segment Information
→Page 175
→ Page 112 Income Statements for Group and Segments
→ Page 112 Statement of Comprehensive Income for Group
→ Page 114 Balance Sheets for Group and Segments
→Page 116 Cash Flow Statements for Group and Segments
→Page 118 Group Statement of Changes in Equity
Notes to the Group Financial Statements
Accounting Principles and Policies
Notes to the Income Statement
for Group
Notes to the Statement of Comprehensive Income
→ Page 120
→Page 133
→ Page 139
→ Page 140
Notes to the Balance Sheet
→ Page 161
Other Disclosures
→ Page 120
12
BMW GROUP
STATEMENT OF COMPREHENSIVE INCOME FOR GROUP
92,175
86,424
85,536
2,069
1,990
Cost of sales
7
-75,442
-74,043
-70,973
-70,399
-1,639
-1,542
Gross profit
18,721
94,163
6
Revenues
2015
Income Statements for Group and Segments
→ 59
in € million
Automotive
(unaudited supplementary
Group
information)
INCOME STATEMENTS FOR GROUP AND SEGMENTS
Note
2015
2016
Motorcycles
(unaudited supplementary
information)
2015
2016
2016
-2,755
82,795
-2,475
Diluted earnings per share of common stock in €
13
10.45
9.70
Diluted earnings per share of preferred stock in €
13
10.47
9.72
Statement of Comprehensive Income for Group
→ 60
in € million
Note
-170
40
2,008
Financial instruments used for hedging purposes
Available-for-sale securities
1,012
-401
529
-1,329
Items not expected to be reclassified to the income statement in the future
Deferred taxes
1,413
-1,858
30
Remeasurement of the net defined benefit liability for pension plans
6,910
Net profit
2015
-2,828
2016
Dilutive effects
9.72
6,396
13
10.47
-2,376
-53
-55
6,910
6,396
5,441
5,147
-1,301
132
124
Attributable to minority interest
47
27
Net profit/loss
5
10
9.70
10.45
Basic earnings per share of common stock in €
124
132
13
5,431
Attributable to shareholders of BMW AG
5,142
29
6,863
Basic earnings per share of preferred stock in €
6,369
Cash and cash equivalents, comprising mainly cash on
hand and cash at bank with an original term of up to
three months, are measured at fair value.
Assets held for sale and disposal groups held for sale are
presented separately in the balance sheet in accord-
ance with IFRS 5, if the carrying amount of the rel-
evant assets will be recovered principally through a
sale transaction rather than through continuing use.
This situation only arises if the assets can be sold
immediately in their present condition, the sale is
expected to be completed within one year from the
date of classification and the sale is highly probable.
At the date of classification, property, plant and equip-
ment, intangible assets and disposal groups which are
being held for sale are measured at the lower of their
carrying amount and their fair value less costs to sell
and scheduled depreciation/amortisation ceases. This
does not apply, however, to items within the disposal
group which are not covered by the measurement
rules contained in IFRS 5. Simultaneously, liabilities
directly related to the sale are presented separately on
the equity and liabilities side of the balance sheet as
"Liabilities in conjunction with assets held for sale".
In the case of externally funded plans, the pension
obligation is offset against plan assets measured at
their fair value. If the plan assets exceed the pension
obligation, the surplus is tested for recoverability. In
the event that the BMW Group has a right of reim-
bursement or a right to reduce future contributions,
it reports an asset (within "Other financial assets"),
measured on the basis of the present value of the
future economic benefits attached to the plan assets.
If the plan is externally funded, a liability is recog-
nised under pension provisions where the obligation
exceeds fund assets.
127
Work in progress and finished goods are stated at
the lower of manufacturing cost and net realisable
value. Manufacturing cost comprises all costs which
are directly attributable to the manufacturing process
as well as an appropriate proportion of production-re-
lated overheads. This includes production-related
depreciation and amortisation and an appropriate
proportion of administrative and social costs. Bor-
rowing costs are not included in the acquisition or
manufacturing cost of inventories.
128
↑
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
Accounting
Principles and
Policies
Provisions for pensions and similar obligations are meas-
ured using the projected unit credit method. Under
this method, not only obligations relating to known
vested benefits at the reporting date are recognised,
but also the effect of future expected increases in
pensions and salaries. The calculation is based on
an independent actuarial valuation which takes into
account all relevant biometric factors.
The measurement of provisions for statutory and
non-statutory warranty obligations (statutory, contractual
and voluntary) involves estimations. In addition to
statutorily prescribed manufacturer warranties, the
BMW Group also offers various categories of guar-
antee depending on the product and sales market
concerned. These provisions are recognised when
the risks and rewards of ownership of the goods are
transferred to the dealership or retail customer or
when a new category of warranty is introduced. In
order to determine the level of the provision, various
factors are taken into consideration, including estima-
tions based on past experience with the nature and
amount of claims. The future level of potential repair
costs and price increases per product and market are
also taken into account. Provisions for warranties are
adjusted regularly to take account of new circumstanc-
es and the impact of any changes recognised in the
income statement. Specific and expected warranty
items, such as vehicle recall actions, are also included.
Similar estimates are also made in conjunction with
the measurement of expected reimbursement claims,
which, if recognised, are presented as separate assets.
Net interest expense on the net obligation and/or
net interest income on the net fund assets of defined
benefit plans are presented separately within the
financial result. All other costs relating to allocations
to pension provisions are allocated to costs by function
in the income statement.
Past service cost arises where a BMW Group compa-
ny introduces a defined benefit plan or changes the
benefits payable under an existing plan. This cost
is recognised immediately in the income statement.
Similarly, gains and losses arising on the settlement
of a defined benefit plan are recognised immediately
in the income statement.
Remeasurements of the net liability arise from
changes in the present value of the defined benefit
obligation, the fair value of the plan assets or the asset
ceiling. Reasons for remeasurements include changes
in financial and demographic assumptions as well as
changes in the detailed composition of beneficiaries.
Remeasurements are recognised immediately in
"Other comprehensive income" and hence directly
in equity (within revenue reserves).
Other provisions are recognised when the BMW Group
has a present obligation (legal or constructive) arising
from past events, the settlement of which is proba-
ble and when a reliable estimate can be made of the
amount of the obligation. Provisions with a remaining
period of more than one year are measured at their
net present value.
The recognition and measurements of provisions for
litigation and liability risks necessitates making assump-
tions regarding the probability of occurrence, the
amount involved and the duration of the legal dispute.
These assumptions, especially the assumption about
the outcome of legal proceedings, are subject to a high
degree of uncertainty.
Financial liabilities are measured on first-time recogni-
tion at their fair value. Transaction costs are also taken
into account, except for financial liabilities allocated to
the category "financial liabilities measured at fair value
through profit or loss". Subsequent to initial recogni-
tion, liabilities are – with the exception of derivative
financial instruments measured at amortised cost
using the effective interest method.
-
Related party disclosures comprise information on
related individuals or entities which control
the BMW Group or which are controlled by the
BMW Group, unless such parties are already included
in the Group Financial Statements of BMW AG as con-
solidated companies. Control is defined as ownership
of more than one half of the voting power of BMW AG
or the power to direct, by statute or agreement, the
financial and operating policies of the management of
the Group. In addition, the disclosure requirements
also cover transactions with associated companies,
joint ventures and individuals that have the ability
to exercise significant influence over the financial
and operating policies of the BMW Group. This also
includes close relatives and intermediary entities.
Significant influence over the financial and operating
policies of the BMW Group is presumed when a party
holds 20% or more of the voting power of BMW AG.
In addition, the requirements contained in IAS 24
relating to key management personnel and close
members of their families or intermediary entities
are also applied. In the case of the BMW Group, this
applies to members of the Board of Management and
the Supervisory Board. Non-consolidated subsidiaries,
joint ventures and associated companies also qualify
as related parties. Details relating to these entities
are provided in the list of investments in → note 45.
Inventories of raw materials, supplies and goods for
resale are stated at the lower of average acquisition
cost and net realisable value.
→ see
note 45
The calculation of the amount of the provision requires
assumptions to be made with regard to discount
factors, salary trends, employee fluctuation and the
life expectancy of employees. Discount factors are
determined by reference to market yields at the end
of the reporting period on high quality fixed-interest
corporate bonds. The salary level trend refers to the
expected rate of salary increase which is estimated
annually depending on inflation and the career devel-
opment of employees within the Group.
Current income taxes are computed throughout the
BMW Group in accordance with tax legislation appli-
cable in each relevant country. In situations where
judgement was necessary to determine the amount
of a tax exposure to be recognised in the financial
statements, there is always a possibility that local tax
authorities may reach a different conclusion.
Subsequent to initial recognition, financial assets
which are available-for-sale or held-for-trading or for
which the fair value option is applied, are measured at
their fair value. The fair values shown are computed
using market information available at the balance
sheet date, on the basis of prices quoted by the
contract partners or using appropriate measurement
methods, e.g. discounted cash flow models.
In those cases where hedge accounting is applied,
changes in fair value are recognised in the income
statement or in other comprehensive income as a
component of accumulated other equity, depending
on whether the hedging relationship is classified as
a fair value hedge or a cash flow hedge. In the case
of a fair value hedge, the results of the fair value
measurement of the derivative financial instruments
and the related hedged items are recognised in the
income statement. Fair value hedges are mainly used
to hedge the market prices of bonds, other financial
liabilities and receivables from sales financing. In the
case of a cash flow hedge, the effective portion of
the fair value gain or loss on the derivative financial
instrument is recognised directly in accumulated other
equity. The ineffective portion of the fair value gain or
loss is recognised in the income statement. Amounts
recorded in accumulated other equity are recognised
subsequently in the income statement when the
hedged item (usually external revenue) is recognised
in the income statement. If, contrary to the normal
case within the BMW Group, hedge accounting cannot
be applied, the gains or losses arising on the fair value
measurement of derivative financial instruments are
recognised immediately in the income statement.
Share-based remuneration programmes which are expect-
Other equipment, factory and office equipment
8 to 50
3 to 21
2 to 25
Investments accounted for using the equity method are
(except when the investment is impaired) measured
at the Group's share of equity, taking account of fair
value adjustments on acquisition.
Investments in non-consolidated subsidiaries, non-con-
solidated joint operations and interests in associated
companies, joint ventures and participations not
accounted for using the equity method, are reported
as other investments, measured at their fair value. If
this value is not available or cannot be determined
reliably, they are measured at cost.
A financial instrument is a contract that gives rise to a
financial asset of one entity and a financial liability or
equity instrument of another entity. Financial assets
are accounted for on the basis of the settlement date.
On initial recognition, financial assets are measured
at their fair value. Transaction costs are included in
the fair value unless the financial assets are allocated
to the category "financial assets measured at fair value
through profit or loss".
The Group's financial assets are allocated to either
cash funds or to the categories "loans and receivables",
"available-for-sale", "held for trading” or “fair value
option".
The fair value option is applied by the BMW Group
for non-current marketable securities with embedded
derivatives. The related gains and losses are presented
in the income statement line item "Other financial
result". Related interest income and expenses are
presented in the net interest result.
Deferred taxes are recognised on all temporary dif-
ferences between the tax and accounting bases of
assets and liabilities and on consolidation procedures.
Deferred tax assets also include claims to future tax
reductions which arise from the expected usage of
existing tax losses available for carryforward to the
extent that future usage is probable. The calculation of
deferred tax assets requires assumptions to be made
with regard to the level of future taxable income and
the timing of recovery of deferred tax assets. These
assumptions take account of forecast operating results
and the impact on earnings of the reversal of taxable
temporary differences. Since future business devel-
opments cannot be predicted with certainty and to
some extent cannot be influenced by the BMW Group,
the measurement of deferred tax assets is subject to
uncertainty.
Non-derivative financial assets that are not classified
as "loans and receivables" or "held-to-maturity invest-
ments" or as items measured "at fair value through
profit and loss" are classified as "available-for-sale”.
Financial assets that are classified as loans and receiva-
bles are measured at amortised cost using the effective
interest method. All financial assets for which pub-
lished price quotations in an active market are not
available and whose fair value cannot be determined
reliably are measured at cost.
125
126
↑
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
Accounting
Principles and
Policies
Receivables from sales financing are measured at amor-
tised cost using the effective interest rate method.
Impairment allowances are recognised both on a
specific-item and a group basis. For these purposes,
the main factors taken into consideration are past
experience, current market data (such as the level
of arrears), rating classes and scoring information.
Specific allowances are recognised if there is objective
evidence of impairment. In the retail customer credit
financing and leasing lines of business, the existence
of overdue balances or the incidence of similar events
in the past are examples of such objective evidence.
In the event of overdue receivables, allowances are
always recognised individually based on the length
of period of the arrears. In the case of dealership
financing receivables, the allocation of the dealership
to a corresponding rating category is also deemed to
represent objective evidence of impairment. If there is
no objective evidence of impairment, allowances are
recognised using a portfolio approach based on similar
groups of assets. Company-specific loss probabilities
and loss ratios, derived from historical data, are used
to measure allowances on similar groups of assets.
The recognition of impairment losses on receivables
relating to the industrial side of the business is also,
as far as possible, based on the same procedures
applied to financial services business. The impair-
ment losses are recorded in separate accounts and
are derecognised at the same time the corresponding
written-down receivables are derecognised.
Derivative financial instruments are used within the
BMW Group for hedging purposes in order to reduce
currency, interest rate, fair value and market price
risks arising from operating activities and the relat-
ed financing requirements. All derivative financial
instruments are measured at their fair value. The fair
values of derivative financial instruments are deter-
mined using measurement models, as a consequence
of which there is a risk that the amounts calculated
could differ from realisable market prices on disposal.
Observable financial market price spreads are taken
into account in the measurement of derivative finan-
cial instruments. The supply of data to the model used
to calculate fair values also takes account of tenor and
currency basis spreads.
In addition, the Group's own default risk and that of
counterparties is taken into account on the basis of
credit default swap values for market contracts with
matching terms. The BMW Group applies the option
of measuring the credit risk for a group of financial
assets and financial liabilities on the basis of its net
exposure. Portfolio-based value adjustments to the
individual financial assets and financial liabilities are
allocated using the relative fair value approach (net
method).
An assessment is made on a regular basis whether
there is any objective evidence that a financial asset
or group of assets may be impaired. For the purposes
of assessing possible impairment, the BMW Group
takes account of all available information, such as
market conditions and prices as well as the length
of time and the scale of the decline in value. In the
case of equity capital instruments that are listed on a
stock market, it is assumed that an item is impaired if
its fair value falls significantly (more than 20%) or on
a prolonged basis (more than 5% over nine months)
below acquisition cost.
ed to be settled in shares are measured at their fair
value at grant date. The related expense is recognised
in the income statement (as personnel expense)
over the vesting period, with a contra (credit) entry
recorded against capital reserves. Share-based remu-
neration programmes expected to be settled in cash
are revalued to their fair value at each balance sheet
date between the grant date and the settlement date
and on the settlement date itself. The expense for such
programmes is recognised in the income statement
(as personnel expense) over the vesting period of the
programmes and presented in the balance sheet as
a provision.
Standard/Interpretation
→ see in note 39.
In this context, the BMW Group has examined the
contents of the Notes to the Group Financial State-
ments and the Combined Management Report and
applied the principle of materiality in the Group
Financial Statements for the year ended 31 Decem-
ber 2016, mainly by revising the presentation and
eliminating redundancies.
Plant and machinery
IFRS 9
Financial Instruments
IFRS 15
Revenue from Contracts with Customers
IFRS 16
Leases
Date of
issue by
IASB
Date of
mandatory
application
IASB
Date
of mandatory
application
7
EU
1.1.2018
28.5.2014
1.1.2018
1.1.2018
1.1.2018
11.9.2015
12.4.2016
13.1.2016
1.1.2019
No
IFRS 9 (Financial Instruments) contains new require-
ments for the classification and measurement of
financial assets that are based on the reporting
entity's business model and its contractual cash flow
characteristics ("Solely Payments of Principal and
Interest" (SPPI) criterion). IFRS 9 also gives rise to
a new model for determining impairment based on
expected credit losses. Furthermore, the requirements
for hedge accounting were revised with the aim of
bringing the accounting treatment more into line with
the reporting entity's risk management activities.
The impact of adoption of IFRS 9 on the Group Finan-
cial Statements is currently being investigated. Based
on analyses to date, the accounting treatment for
specific financial assets that do not comply with the
stipulated cash flow criteria may have to be changed,
by reclassifying them from the "measured at amortised
cost" category to the "measured at fair value” cate-
gory. Based on the current assessment, the change
would only affect a limited volume of assets, with the
consequence that the impact on measurement is not
expected to be material.
24.7.2014
The share-based remuneration programmes for
Board of Management members and senior heads of
department entitles BMW AG to elect whether to settle
its commitments in cash or with shares of BMW AG
common stock. Following the decision to settle in cash,
the share-based remuneration programmes for Board
of Management members and senior heads of depart-
ment are accounted for as cash-settled, share-based
remuneration programmes. Further information on
share-based remuneration programmes is provided
(b) Financial reporting pronouncements issued by
the IASB that are significant for the BMW Group,
but have not yet been applied:
1.1.2016
note 39
129
↑
130
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
Accounting
Principles and
Policies
05
The Amendments to IAS 1 (Presentation of Financial
Statements) relate primarily to clarifications concern-
ing the presentation of, and disclosures in, financial
statements. The amendments emphasise the principle
that it is only necessary to disclosure information if it
is material for users of the financial statements, even
in cases where specific disclosures in an IFRS are
explicitly defined as minimum requirements.
Financial reporting rules
Date of
issue by
IASB
Date of
mandatory
application
IASB
Date
of mandatory
application
EU
Standard/Interpretation
IAS 1
Presentation of Financial Statements
(Initiative to Improve Disclosure Requirements - Amendments to IAS 1)
18.12.2014
1.1.2016
(a) Standards and Revised Standards significant for
the BMW Group and applied for the first time in
the financial year
2016:
Factory and office buildings, residential buildings, fixed
installations in buildings and outside facilities
If the recognition and measurement criteria relevant
for provisions are not fulfilled and the outflow of
resources to settle the matter is not probable, the
potential obligation is disclosed as a contingent liability.
Where Group products are recognised by BMW Group
entities as leased products under operating leases,
they are measured at manufacturing cost, plus any
initial direct costs. All other leased products are
measured at acquisition cost. All leased products are
depreciated over the period of the lease using the
straight-line method down to their expected residual
value. Changes in residual value expectations are rec-
ognised - in situations where the recoverable amount
of the lease exceeds the asset's carrying amount - by
adjusting scheduled depreciation prospectively over
the remaining term of the lease. If the recoverable
amount is lower than the asset's carrying amount,
an impairment loss is recognised for the shortfall.
A test is carried out at each balance sheet date to deter-
mine whether an impairment loss recognised in prior
years no longer exists or has decreased. In these cases,
the carrying amount of the asset is increased to the
recoverable amount, at a maximum up to the amount
of the asset's amortised cost. Assumptions need to
be made regarding future residual values, given that
they represent a significant portion of future cash
inflows. In this context, internally available historical
data, current market data and forecasts of external
institutions are taken into account. The assumptions
applied are regularly validated by comparison with
external data.
122
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
Accounting
Principles and
Policies
03
Foreign currency translation
The financial statements of consolidated companies
which are drawn up in a foreign currency are trans-
lated using the modified closing rate method. Under
this method, assets and liabilities are translated at the
closing exchange rate, whilst income and
expenses are
translated at the average exchange rate. Differences
arising on foreign currency translation are presented
in "Accumulated other equity".
Foreign currency receivables and payables in the sin-
gle entity accounts of BMW AG and subsidiaries are
measured on initial recognition using the exchange
rate prevailing at the date of first-time recognition.
At the end of the reporting period, foreign currency
receivables and payables are measured using the clos-
ing exchange rate. The resulting unrealised gains and
losses, as well as the subsequent realised gains and
losses arising on settlement, are recognised in the
income statement in accordance with the underlying
substance of the relevant transactions.
The exchange rates of currencies which have a material
impact on the Group Financial Statements were as
follows:
121
↑
British Pound
Chinese Renminbi
Japanese Yen
Korean Won
Closing rate
Average rate
31.12.2016
31.12.2015
2016
2015
1.06
1.09
US Dollar
199
178
21
-
in years
An entity is classified as an associated company if
BMW AG either directly or indirectly - has the
ability to exert significant influence over the entity's
operating and financial policies. As a general rule,
there is a rebuttable assumption that the Group has
significant influence if it holds between 20% and 50%
of the associated company's voting power.
All consolidated subsidiaries have the same year-end as
BMW AG with the exception of BMW India Private Ltd.
and BMW India Financial Services Private Ltd., whose
year-ends are 31 March in accordance with local legal
requirements.
The BMW Group Financial Statements include
BMW AG, all material subsidiaries including one spe-
cial purpose securities fund and 40 structured entities,
over which BMW AG - either directly or indirectly.
exercises control. The structured entities are used
exclusively in conjunction with the BMW Group's
asset-backed financing arrangements.
consolidation principles
Group reporting entity and
02
Joint operations and joint ventures are forms of joint
arrangements. Such an arrangement exists when a
BMW Group entity jointly carries out activities on the
basis of a contractual agreement with a third party.
In the case of a joint operation, the parties that have
joint control of the arrangement have rights to the
assets and obligations for the liabilities, relating to the
arrangement. Assets, liabilities, revenues and expens-
es of a joint operation are recognised proportionately
in the Group Financial Statements on the basis of the
BMW Group entity's rights and obligations (propor-
tionate consolidation). Together with SGL Carbon SE,
Wiesbaden, companies of the BMW Group are party to
three joint operations that manufacture carbon fibres
and carbon fibre cores used in vehicle production.
The BMW Group is also collaborating with Toyota
Motor Corporation, Toyota City, to develop a sports
car. This collaboration is accounted for as a joint
operation.
In the case of a joint venture, the parties which have
joint control only have rights to the net assets of the
arrangement.
As a general rule, associated companies and joint
ventures are accounted for using the equity method,
with measurement on initial recognition based on
acquisition cost.
The following changes took place in the Group report-
ing entity in the financial year 2016:
Included at
31 December 2015
Included for the
first time in 2016
No longer included
in 2016
Included at
31 December 2016
Germany
Foreign
Total
21
157
An entity is deemed to be controlled if BMW AG -
either directly or indirectly - has power over it, is
exposed or has rights to variable returns from its
involvement with the entity and has the ability to
influence those returns through its power over the
entity.
28
28
7
7
1.11
1.11
178
0.74
124
↑
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
Accounting
Principles and
Policies
Cash flows of the Automotive and Motorcycles
cash-generating units are discounted using a risk-ad-
justed pre-tax cost of capital (WACC). In the case of
the Financial Services cash-generating unit, a sec-
tor-compatible pre-tax cost of equity capital is used.
Calculations were based on the following discount
factors:
in %
Automotive
Motorcycles
Financial Services
123
2016
12.0
12.0
12.0
12.0
13.4
13.4
The risk-adjusted interest rates, calculated using a
CAPM model, also take into account specific peer-
group information relating to beta-factors, capital
structure data and borrowing costs. In conjunction
with the impairment tests for cash-generating units,
sensitivity analyses are performed for the main
assumptions in order to rule out that conceivable
changes to the assumptions used to determine the
recoverable amount would result in the requirement
to recognise an impairment loss.
All items of property, plant and equipment are measured
at acquisition or manufacturing cost less accumulated
depreciation and accumulated impairment losses. The
cost of internally constructed plant and equipment
comprises all costs which are directly attributable
to the manufacturing process as well as an appro-
priate proportion of production-related overheads.
This includes production-related depreciation and
amortisation as well as an appropriate proportion
of administrative and social costs. As a general rule,
borrowing costs are not included in acquisition or
manufacturing cost unless they are directly attrib-
utable to the asset. The carrying amount of items of
depreciable property, plant and equipment is written
down recording scheduled usage-based depreciation -
as a general rule on a straight-line basis - over the
useful lives of the assets. Depreciation is recorded as
an expense in the income statement.
The following uniform useful lives are applied through-
out the BMW Group:
0.85
The use of judgement is required when the BMW Group
enters into lease arrangements, in particular when
assessing the transfer of economic ownership of a
leased item.
Leased items of property, plant and equipment that are allo-
cated to the BMW Group on the grounds of economic
ownership (finance leases) are measured on initial rec-
ognition at their fair value or at the net present value
of the minimum lease payments, if lower. The assets
are depreciated using the straight-line method over
their estimated useful lives or over the lease period, if
shorter. The obligations for future lease instalments
are recognised as other financial liabilities, measured
at their net present value.
2015
The value in use is determined on the basis of a present
value computation. Cash flows used for the purposes
of this calculation are derived from long-term forecasts
approved by management. The long-term forecasts
themselves are based on detailed forecasts drawn up
at an operational level and, based on a planning period
of six years, correspond roughly to a typical product's
life cycle. For the purposes of calculating cash flows
beyond the planning period, the asset's assumed
residual value does not take growth into account.
Forecasting assumptions are continually brought up
to date and regularly compared with external sources
of information. The assumptions used take account
in particular of expectations of the profitability of the
product portfolio, future market share developments,
macroeconomic developments (such as currency,
interest rate and raw materials prices) as well as the
legal environment and past experience.
For machinery used in multiple-shift operations,
depreciation rates are increased to account for the
additional utilisation. If there is any indication of
impairment of property, plant and equipment, an
impairment test is performed as described above for
intangible assets.
If the reason for a previously recognised impairment
loss no longer exists, the impairment loss is reversed
up to the level of the recoverable amount, capped at
the level of rolled-forward amortised cost. Impairment
losses on goodwill are not reversed.
0.82
0.73
As part of the process of assessing recoverability, it is
generally necessary to apply estimations and assump-
tions - in particular regarding future cash inflows and
outflows and the length of the forecast period – which
could differ from actual amounts. Actual amounts
may differ from the assumptions and estimations
used if business conditions develop differently to the
BMW Group's expectations.
7.34
7.07
7.35
6.97
123.34
1,274.34
130.74
1,278.92
120.25
1,283.86
134.28
1,255.38
04
When assessing whether an investment gives rise to
a controlled entity, an associated company, a joint
operation or a joint venture, the BMW Group consid-
ers all relevant contractual arrangements and other
circumstances, and not just the structure and legal
form of the entity. The ultimate classification may
require the use of judgement. A new assessment is
made whenever there is an indication of a change
in the previous assessment regarding (joint) control.
Revenues from the sale of products are recognised
when the risks and rewards of ownership of the goods
are transferred to the dealership or customer, provided
that the amount of revenue can be measured reliably,
it is probable that the economic benefits associated
with the transaction will flow to the entity and costs
incurred or to be incurred in respect of the sale can
be measured reliably. Revenues are stated net of set-
tlement discount, bonuses and rebates.
Earnings per share are calculated as follows: Basic
earnings per share are calculated for common and
preferred stock by dividing the net profit after minor-
ity interests, as attributable to each category of stock,
by the average number of outstanding shares. The net
profit is accordingly allocated to the different catego-
ries of stock. The portion of the Group net profit for
the year which is not being distributed is allocated
to each category of stock based on the number of
outstanding shares. Profits available for distribution
are determined directly on the basis of the dividend
resolutions passed for common and preferred stock.
Diluted earnings per share are calculated and sepa-
rately disclosed in accordance with IAS 33.
Public sector grants are not recognised until there is
reasonable assurance that the conditions attaching
to them have been complied with and the grants
will be received. The resulting income is recognised
in cost of sales over the periods necessary to match
them with the related costs which they are intended
to compensate.
on retail customer/dealership financing is recognised
using the effective interest method.
If there is any indication of impairment of intangible
assets, or if an annual impairment test is required to
be carried out (i.e. intangible assets with an indef-
inite useful life, intangible assets during the devel-
opment phase and goodwill), an impairment test is
performed. Each individual asset is tested separately
unless the cash flows generated by the asset cannot
be distinguished to a large degree from the cash flows
generated by other assets or other groups of assets.
In this case, impairment is tested at the level of a
cash-generating unit.
Development costs for vehicle and engine projects are
capitalised at manufacturing cost, to the extent that
attributable costs (including development-related
overhead costs) can be measured reliably and both
technical feasibility and successful marketing are
assured. It must also be probable that the development
expenditure will generate future economic benefits.
Capitalised development costs are amortised system-
atically over the estimated product life (usually four to
eleven years) following the start of production.
Goodwill arises on first-time consolidation of an
acquired business when the cost of acquisition
exceeds the Group's share of the fair value of the
individually identifiable assets acquired and liabilities
and contingent liabilities assumed.
Purchased and internally-generated intangible assets
are recognised as assets where it is probable that the
use of the asset will generate future economic benefits
and where the costs of the asset can be determined
reliably. Such assets are measured at acquisition
and/or manufacturing cost, as a general rule without
borrowing costs, and, to the extent that they have a
finite useful life, amortised on a straight-line basis
over their estimated useful lives. With the exception
of capitalised development costs, intangible assets
are amortised as a general rule over their estimated
useful lives of between three and 20 years.
Accounting policies; assumptions, judgements
and estimations
For the purposes of the impairment test, the carrying
amount of an asset (or a cash-generating unit) is com-
pared with the recoverable amount. The first step of
the impairment test is to determine the value in use.
If the value in use is lower than the carrying amount,
the next step is to determine the fair value less costs to
sell and compare the amount so determined with the
asset's carrying amount. If the fair value is lower than
the carrying amount, an impairment loss is recognised,
reducing the carrying amount to the higher of the
asset's value in use or fair value less costs to sell.
Revenues relating to operating lease arrangements
are recognised on a straight-line basis over the lease
term. Interest income arising on finance leases and
Profits arising on the sale of vehicles, for which a
Group company retains a repurchase commitment
(buyback contracts), are not immediately recognised.
The difference between the sales and buyback price is
accounted for as deferred income and recognised in
instalments as revenue over the contract term.
If the sale of products includes a determinable amount
for services ("multiple-component contracts"), the
related revenues are deferred and recognised as
income over the service period. Amounts are normally
recognised as income by reference to the pattern of
related expenditure.
2015
2016
13
2016
2015
10
1,977
26
20
305
376
467
2,234
Deferred tax liabilities
Eliminations
Net
7
The line "Other variances" comprises various recon-
ciling items, including the Group's share of taxes on
the earnings of companies accounted for using the
equity method.
The allocation of deferred tax assets and liabilities to
balance sheet line items at 31 December is shown in
the following table:
in € million
Intangible assets
Property, plant and equipment
Leased products
Deferred tax assets
Other investments
Tax loss carryforwards and capital losses
Provisions
Liabilities
367
Valuation allowances on tax loss carryforwards and capital losses
Netting
Deferred taxes
Sundry other assets
6,987
1,448
3
12,435
13,683
12,104
-485
-502
-10,888
Tax loss carryforwards – for the most part usable with-
out restriction amounted to €637 million (2015:
2,327
-9,988
1,945
-10,888
-9,988
2,795
468
2,116
171
-
13,700
715
797
3,281
5
17
11
1,363
2,861
2,109
536
6,260
548
4,187
178
2,760
2,654
298
478
3,481
4,966
184
5.5
Tax increases as a result of non-deductible expens-
es and tax reductions due to tax-exempt income
increased compared to one year earlier. As in the
previous year, tax increases as a result of non-tax-de-
ductible expenses were attributable primarily to the
impact of non-recoverable withholding taxes and
transfer price issues.
Income taxes
2,755
2,828
Corporation tax rate including solidarity
surcharge
15.8
15.8
Municipal trade tax rate
14.9
14.9
German income tax rate
30.7
30.7
Current tax expense includes tax income of €174 mil-
lion (2015: tax expenses of €164 million) relating to
prior periods.
The tax expense was reduced by €49 million (2015*: *Previous year's
figures adjusted.
€41 million) as a result of utilising tax loss carryfor-
wards, for which deferred assets had not previously
been recognised and in conjunction with previously
unrecognised tax credits and temporary differences.
-
The change in the valuation allowance on deferred tax
assets relating to tax losses available for carryforward
and temporary differences resulted in a tax expense
of €38 million (2015*: €82 million).
5.5
25
1,413
-1,858
Remeasurement of the net defined benefit liability for pension plans
Deferred taxes
2015
2016
in € million
Other comprehensive income for the period after tax
comprises the following:
Disclosures relating to the statement of total
comprehensive income
17
INCOME
Corporation tax rate
15.0
15.0
carryforwards and tax credits
5
Solidarity surcharge
7
Deferred taxes for non-German entities are calculated
on the basis of the relevant country-specific tax rates,
ranging in the financial year 2016 between 12.5% and
45.0% (2015: between 12.5% and 46.9%). Changes
in tax rates resulted in a deferred tax expense of
€70 million (2015: €36 million).
The difference between the expected tax expense
based on the underlying tax rate for Germany and
actual tax expense is explained in the following
reconciliation:
Other variances
3
-91
Actual tax expense
2,755
2,828
28.5%
30.7%
Effective tax rate
135
136
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Notes to the
Income Statement
164
-174
42
78
in € million
2016
2015
Profit before tax
Tax rate applicable in Germany
Expected tax expense
9,665
Tax income relating to prior years resulted primarily
from adjustments to income tax receivables and pro-
visions for prior years.
9,224
30.7%
2,967
2,832
Variances due to different tax rates
-119
-119
Tax increases (+)/tax reductions (-) as a result of non-deductible expenses and tax-exempt income
Tax expense (+)/benefits (-) for prior years
30.7%
€468 million). This includes an amount of €464 million
(2015: €345 million), for which a valuation allowance
of €158 million (2015: €100 million) was recognised
on the related deferred tax asset. For entities with
tax losses available for carryforward, a net surplus
of deferred tax assets over deferred tax liabilities is
reported at 31 December 2016 amounting to €90 mil-
lion (2015: €104 million). Deferred tax assets are
recognised on the basis of management's assessment
of whether it is probable that the relevant entities
will generate sufficient future taxable profits, against
which deductible temporary differences can be offset.
9.70
-
in € million
11,535
10,870
Personnel expenses include €61 million (2015: €48 mil-
lion) of costs incurred to adjust the workforce size.
The total pension expense for defined contribution
plans of the BMW Group amounted to €90 million
(2015: €71 million). Employer contributions paid to
state pension insurance schemes totalled €607 million
(2015: €571 million).
The average number of employees during the
year was:
2016
2015
Audit of financial statements
thereof KPMG AG Wirtschafts-
prüfungsgesellschaft, Berlin
Other attestation services
thereof KPMG AG Wirtschafts-
prüfungsgesellschaft, Berlin
Tax advisory services
thereof KPMG AG Wirtschafts-
prüfungsgesellschaft, Berlin
Other services
thereof KPMG AG Wirtschafts-
prüfungsgesellschaft, Berlin
Fee expense
733
802
Social insurance expenses
Personnel expenses
1,250
Comprehensive
Income
14
Personnel expenses
The income statement includes personnel expenses
as follows:
in € million
2016
thereof KPMG AG Wirtschafts-
prüfungsgesellschaft, Berlin
2015
Fee expense for the Group auditor
The fee expense pursuant to § 314 (1) no. 9 HGB
recognised in the financial year 2016 for the Group
auditor and its network of audit firms amounted to
€23 million (2015: €23 million) and consists of the
following:
Wages and salaries
9,581
8,887
Pension and welfare expenses
1,152
15
Employees
115,842
111,905
3
1
1
23
23
8
7
2
2
123,755
119,688
The number of employees at the end of the reporting
period is disclosed in the Combined Management
Report.
16
Government grants and government assistance
Income from asset-related and performance-related
grants, amounting to €31 million (2015: €33 million)
and €126 million (2015: €132 million) respectively,
were recognised in the income statement in 2016.
A large part of these amounts relate to public sector
grants for the promotion of regional structures and
to subsidies received for plant expansions.
NOTES TO THE STATEMENT
OF COMPREHENSIVE
The fee expense shown for KPMG AG Wirtschafts-
prüfungsgesellschaft, Berlin, relates only to services
provided on behalf of BMW AG and its German
subsidiaries.
Statement of
4
5
thereof at
proportionately-consolidated entities
204
214
Apprentices and students gaining work
experience
7,913
7,783
4
thereof at
Average number of employees
2016
2015
15
15
4
4
proportionately-consolidated entities
Capital losses available for carryforward in the United
Kingdom which do not relate to ongoing operations
decreased to €1,926 million (2015: €2,234 million) due
to currency factors. As in previous years, deferred tax
assets recognised on these tax losses - amounting to
€327 million at the end of the reporting period (2015:
€402 million) – were fully written down since they can
only be utilised against future capital gains.
→ Notes to the
Notes to the
-520
-561
448
49
253
468
171
Deferred taxes recognised directly in equity in the
financial year 2016 decreased by an additional €29 mil-
lion (2015: increased by €43 million) on currency
translation.
Deferred taxes are not recognised on retained prof-
its of €38.7 billion (2015: €33.7 billion) of foreign
subsidiaries, as it is intended to invest these profits
to maintain and expand the business volume of the
relevant companies. A computation was not made of
the potential impact of income taxes on the grounds
of disproportionate expense.
7
The tax returns of BMW Group entities are checked
regularly by German and foreign tax authorities. Tak-
ing account of a variety of factors - including existing
interpretations, commentaries and legal decisions
taken relating to the various tax jurisdictions and the
BMW Group's past experience - adequate provision
has, to the extent identifiable and probable, been
made for potential future tax obligations.
13
Earnings per share
Net profit for the year after minority interest
Profit attributable to common stock
724
-72
163
77
Netting relates to the offset of deferred tax assets and
liabilities within individual entities or tax groups to
the extent that they relate to the same tax authorities.
137
Deferred taxes recognised directly in equity amounted
to €1,812 million (2015: €2,004 million).
7
Changes in deferred tax assets and liabilities during
the reporting period can be summarised as follows:
in € million
Deferred taxes at 1 January (assets (−)/liabilities (+))
Profit attributable to preferred stock
Deferred tax expense (+)/income (-) recognised through income statement
thereof relating to fair value gains and losses on financial instruments and marketable securities recognised directly in equity
thereof relating to the remeasurements of net liabilities for defined benefit pension plans
Exchange rate impact and other changes
Deferred taxes at 31 December (assets (-)/ liabilities (+))
2016
2015
171
-87
85
Change in deferred taxes recognised directly in equity
Average number of common stock shares in circulation
Average number of preferred stock shares in circulation
Basic earnings per share of common stock
Basic earnings per share of preferred stock
3.50*
3.20
€
3.52*
3.22
Earnings per share of preferred stock are computed
on the basis of the number of preferred stock shares
entitled to receive a dividend in each of the relevant
financial years. As in the previous year,
€
diluted earn-
138
个个
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
ings per share correspond to basic earnings per share.
Income Statement
9.72
€
Dividend per share of common stock
Dividend per share of preferred stock
*Proposal by management.
2016
2015
€ million
6,862.9
6,369.4
€ million
10.47
€ million
5,839.6
529.8
number
number
601,995,196 601,995,196
54,809,375
54,499,460
€
10.45
6,289.2
573.7
21
80
thereof relating to tax loss
778
115
893
Other comprehensive income arising at the level
of equity accounted investments is reported in the
Statement of Changes in Equity within "Currency
translation foreign operations" with a negative amount
of €73 million (2015: positive amount of €90 million)
and within "Financial instruments used for hedging
purposes" with a positive amount of €87 million (2015:
negative amount of €15 million).
139
140
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Notes to the
Balance Sheet
NOTES TO THE BALANCE SHEET
18
Analysis of changes in Group tangible, intangible and investment assets 2016
-189
Acquisition and manufacturing cost
-192
Other comprehensive income
-680
1,328
-1,301
459
-842
Other comprehensive income from equity accounted investments
43
-29
14
71
4
75
Currency translation foreign operations
-230
-230
765
765
3
2,008
in € million
Translation
differences
1,495
1,188
13,348
Land, titles to land, buildings, including
buildings on third party land
10,458
-15
300
231
34
10,940
Plant and machinery
35,497
-185
1,510
691
1,589
58
1.1.20161
369
1,130
Additions
Reclassi-
fications
Disposals
31.12.2016
Development costs
Goodwill
Other intangible assets
Intangible assets
10,522
2,092
369
1,455
2
100
12,346
-2
2,192
11,484
Financial instruments used for hedging purposes
-117
53
Items not expected to be reclassified to the income statement in the future
-1,329
1,012
Available-for-sale securities
thereof gains/losses arising in the period under report
40
-170
79
-26
thereof reclassifications to the income statement
Financial instruments used for hedging purposes
thereof gains/losses arising in the period under report
thereof reclassifications to the income statement
-39
-144
2,008
-1,301
-401
1,458
529
-293
on other long-term provisions
-84
-72
Net interest expense on the net defined
benefit liability for pension plans
-78
-123
Other interest and similar expenses
-327
-423
thereof to subsidiaries:
-4
-5
Interest and similar expenses
-489
-618
Net interest result
differences
-2,619
550
1,318
tax
tax
Deferred
taxes
After
tax
Remeasurement of the net defined benefit liability for pension plans
-1,858
529
-1,329
1,413
-401
1,012
Available-for-sale securities
40
-12
28
-170
Before
After
Deferred
taxes
Before
tax
Other comprehensive income from equity accounted investments
Deferred taxes
43
71
-721
516
Currency translation foreign operations
-230
765
35,924
Items expected to be reclassified to the income statement in the future
-119
Other comprehensive income for the period after tax
-189
893
Deferred taxes on components of other comprehen-
sive income are as follows:
in € million
2016
2015
1,140
Other facilities, factory and office equipment
2,606
22
4
1,597
Property, plant and equipment
47,113
766
3,680
1,462
50,097
Leased products
36,969
1,738
18,011
14,452
42,266
Investments accounted for using
the equity method
1,088
-1,691
1,293
1,268
2,020
75
10,430
Plant and machinery
32,770
551
1,954
1,362
1,168
35,469
Other facilities, factory and office equipment
2,517
47
218
34
215
2,601
Advance payments made and construction in progress
4
148
2,233
Investments in non-consolidated subsidiaries
12
Income taxes
Taxes on income comprise the following:
in € million
2016
2015
Deferred taxes are computed using enacted or planned
tax rates which are expected to apply in the relevant
national jurisdictions when the amounts are recov-
ered. After taking account of an average municipal
trade tax multiplier rate (Hebesatz) of 425.0% (2015:
425.0%), the underlying income tax rate for Germany
was as follows:
Current tax expense
Deferred tax expense
2,670
85
2,751
77
thereof relating to temporary
in %
2016
2015
-433
2 Including assets under construction of €1,187 million.
1 Including mergers.
917
226
3
68
Participations
641
Non-current marketable securities
Other investments
68
295
64
15
656
28
28
867
3
111
64
233
Expense relating to interest impact
240
9,806
15,401
45,588
Investments accounted for using
the equity method
2,233
513
200
2,546
Investments in non-consolidated subsidiaries
233
2
321
56
500
Participations
656
56
18,339
2
316
Leased products
234
32
222
2,672
Advance payments made and construction in progress
1,600
23
1,587
-954
3
2,253
Property, plant and equipment
50,161
-155
3,631
1,848
51,789
42,334
710
Non-current marketable securities
28
9,341
369
1,445
15
146
11,155
15
2,210
2,064
883
10,522
369
152
1,035
1,454
12,345
Land, titles to land, buildings, including
buildings on third party land
Intangible assets
Other intangible assets
Goodwill
Development costs
28
Other investments
917
2
377
58
1,238
1 Including first-time consolidation.
164
2 Including assets under construction of €1,760 million.
in € million
Acquisition and manufacturing cost
1.1.20151
Translation
differences
Additions
Reclassi-
fications
Disposals
31.12.2015
Analysis of changes in Group tangible, intangible and investment assets 2015
185
Gains on the disposal of assets
Interest and similar income
08
Selling and administrative expenses
Selling expenses amounted to €6,030 million (2015:
€5,758 million) and comprise mainly marketing,
advertising and sales personnel costs.
Administrative expenses amounted to €3,128 million
(2015: €2,875 million) and relate mainly to personnel
and IT costs.
134
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
74,043
→ Notes to the
09
Other operating income and expenses
Other operating income and expenses comprise the
following items:
in € million
11
Other financial result
in € million
2016
2015
2016
Income Statement
75,442
Cost of sales
2,976
43,685
Cost of sales relating to financial services
business
20,723
19,449
thereof: Interest expense relating
to financial services business
1,638
1,495
Research and development expenses
4,294
4,271
Warranty expenditure
2,165
1,891
Service contracts
1,435
1,325
Telematics and roadside assistance
583
446
Other cost of sales
3,067
2015
Income from investments in subsidiaries
and participations
13
1
Other operating income
670
914
Sundry other financial result
310
-430
Exchange losses
-249
-311
Other financial result
131
-454
Expense for additions to provisions
-303
-192
Expense for impairment losses and
write-downs
-28
-76
Sundry operating expenses
-267
-241
196
-430
43,175
310
219
Exchange gains
262
323
thereof from subsidiaries:
13
Income from the reversal of provisions
115
172
Impairment losses on investments in
subsidiaries and participations
-192
-25
losses and write-downs
51
27
Result on investments
-179
-24
46
173
Income (+) and expenses (-) from
Sundry operating income
196
financial instruments
Manufacturing costs
Income from the reversal of impairment
-1,166
Income Statement
The new Standard IFRS 16 (Leases) stipulates a
completely new approach to accounting for leases
by lessees. Whereas under IAS 17, the accounting
treatment of a lease was determined on the basis of
the transfer of risks and rewards incidental to own-
ership of the asset, in the future, all leases will be
required to be accounted for as a general rule by the
lessee in a similar way to finance leases. Recognition
exemptions are available for short-term leases and for
leasing assets with a low value.
The accounting requirements for lessors, particularly
in relation to the requirement to classify leases, will
remain largely unchanged.
Given that the BMW Group is still in a very early phase
of considering the implications of introducing IFRS 16,
the impact of the Standard on the Group Financial
Statements from a lessee and lessor perspective cannot
be wholly foreseen at present. Similarly, the transi-
tion method to be used on first-time adoption of the
Standard has not yet been stipulated.
Early adoption of all of the new IFRS requirements is
permitted. Currently, the BMW Group does not intend
to adopt any of the new requirements early.
NOTES TO THE INCOME
STATEMENT
06
Notes to the
Revenues
in € million
2016
2015
Warranty expenses include the accrued expense for
vehicle recall actions, the cost of which is expected to
exceed amounts previously recognised. Accordingly,
a further amount of €678 million was allocated to
the warranty provision for various issues, including
airbags supplied by the Takata group of companies,
the ISOFIX attachment system used for child car seats,
and costs relating to the provision of the network
service for telematics (2G).
Cost of sales is reduced by public-sector subsidies
in the form of reduced taxes on assets and reduced
consumption-based taxes amounting to €69 million
(2015: €71 million).
Research and development expenditure was as
follows:
133
Revenues by activity comprise the following:
Sales of products and related goods
Policies
BMW Group
Implementation of the new impairment model requires
substantial modifications to existing processes and
systems, especially for the Financial Services segment.
These modifications have been stipulated centrally
and implemented to a large extent at subsidiary level.
The overall impact cannot be quantified reliably as
yet, however, given that the procedures for providing
data by the subsidiaries still requires validation and
some of the major implementation aspects of the
new standard – in particular the transfer criterion for
impairment levels - are not expected to be definitively
established until a later stage in the financial year 2017.
Based on preliminary findings, significant changes to
impairment amounts are not expected.
-
As far as the accounting for hedging relationships is
concerned, analyses to date indicate that it will be pos-
sible to account for the majority of commodity hedg-
ing contracts using hedge accounting rules. Moreover,
changes in the time value of options are required to be
recognised as "cost of hedging" in accumulated other
equity during the hedging period. This approach to
accounting for hedging relationships could significant-
ly reduce the volatility in the amounts reported for
financial result and Group earnings. The presentation
of the cost of hedging in the income statement has not
yet been definitively clarified. It is therefore possible
that shifts could arise between the line items "Profit
before financial result” and “Financial result".
IFRS 9 contains a requirement that it should be
applied retrospectively for classification and meas-
urement, whereas the new rules for hedge accounting
are generally required to be applied prospectively. The
BMW Group intends to apply the exception granted
by the Standard not to restate comparatives for earlier
periods for classification and measurement (including
impairment).
The objective of the new Standard IFRS 15 (Revenue
from Contracts with Customers) is to assimilate all the
various existing requirements and Interpretations
relating to revenue recognition into a single Standard.
The new Standard also stipulates uniform revenue
recognition principles for all sectors and all categories.
The new Standard is based on a five-step model, which
sets out the rules for revenue from contracts with
customers. Revenues are required to be recognised
either over time or at a specific point in time.
A major difference to the previous Standard is the
increased scope of discretion for estimates and the
introduction of thresholds, thus influencing the
amount and timing of revenue recognition.
Notes to the Group
Financial Statements
Accounting
Principles and
Accounting for buyback arrangements and rights
of return for vehicles sold, but which the Financial
Services segment will subsequently lease to customers,
will result in the earlier recognition of eliminations.
The adoption of IFRS 15 will result in a one-time
reduction in equity, which will be recognised retro-
spectively as of the date of the beginning of the first
accounting period presented on the basis of the new
requirements. The actual impact of adopting the new
Standard will depend on the level of inventories of
vehicles held by dealerships, the expected number of
leases to be concluded and the amount of inter-seg-
ment profits requiring to be eliminated at the date
of first-time adoption. Based on analyses to date and
the assumptions applied, it is estimated that equity
at 31 December 2016 will be reduced by €650 mil-
lion. The impact in the period following first-time
adoption and in subsequent periods is not expected
to be significant.
A different accounting treatment may be required if
buyback arrangements are in place with customers,
resulting in a shift in the timing of revenue recognition.
The resulting impact is not expected to be significant.
The BMW Group intends to apply the new Standard
entirely retrospectively at the adoption date.
131
132
↑
↑
Group
Financial
Statements
In the case of multi-component contracts with variable
consideration components, changes in the allocation
of transaction prices will result in higher amounts
being recognised for vehicle sales and a lower level
of amounts deferred for service contracts. However,
the shift in the timing of revenue recognition is not
expected to have a significant impact at the date of
first-time adoption or in subsequent periods.
68,681
68,643
Income from lease instalments
development costs
New expenditure for capitalised
3,455
-1,222
Amortisation
4,271
4,294
2,092
Research and development expenses
94,163
Revenues
3,133
3,262
Other income
2015
2016
92,175
2,064
An analysis of revenues by segment and region is
shown in the segment information in → note 44.
→ see
9,507
8,965
Sales of products previously
leased to customers
9,258
8,181
Interest income on loan financing
2015
2016
in € million
Cost of sales comprises:
Cost of sales
07
note 44
5,169
5,164
Total research and development
expenditure
52
in € million
Other operating expenses
-820
19
12
-847
thereof from subsidiaries:
185
196
Other interest and similar income
2015
3,253
in € million
Other operating income and expenses
2016
94
-177
Income from the reversal of impairment losses and
expenses for the recognition of impairment losses
relate primarily to impairment allowances on receiv-
ables.
10
Net interest result
1-30 days overdue
174
128
23
20
61-90 days overdue
29
10
91-120 days overdue
17
31.12.2015
31-60 days overdue
64
More than 120 days overdue
22
Balance at 31 December
307
195
Receivables that are overdue by between one and
30 days do not normally result in bad debt losses
since the overdue nature of the receivables is primar-
ily attributable to the timing of receipts around the
month-end. In the case of trade receivables, collateral
is generally held in the form of vehicle documents
and bank guarantees so that the risk of bad debt loss
is extremely low.
29
Equity
Number of shares issued
Number of shares issued
Preferred stock
2016
Common stock
2015
15
31.12.2016
2,825
2,751
Total
Balance at 1 January
76
7
83
Allocated (+)/reversed (-)
Utilised
group basis
36
7
43
-27
-1
-28
Exchange rate impact and
in € million
other changes
-1
-2
Balance at 31 December
84
12
96
28
Some trade receivables were overdue for which an
impairment allowance was not recognised. Overdue
balances are analysed into the following time windows:
Gross carrying amount
2,882
Allowance for impairment
-57
-96
Net carrying amount
-1
2,847
Disposals
item basis
Exchange rate impact and
other changes
Balance at 31 December
in € million
2015
Allowance for impairment
recognised on a
specific
item basis
group basis
Total
Balance at 1 January
8
Allocated (+)/reversed (-)
-8
7
-8
8
7
-8
Exchange rate impact and
other changes
1
1
Balance at 31 December
8
8
Prepayments relate mainly to prepaid interest and
commission paid to dealerships. Prepayments of
€1,018 million (2015: €795 million) have a maturity
of less than one year.
Collateral receivables comprise mainly customary
collateral (banking deposits) arising on the sale of
receivables.
Utilised
Utilised
8
Allocated (+)/reversed (-)
Expected reimbursement claims
779
711
8
Receivables from subsidiaries
422
716
8
Collateral receivables
387
412
-8
Sundry other assets
828
966
1
Other assets
6,682
6,261
9
9
thereof non-current
1,595
1,568
thereof current
5,087
4,693
Balance at 1 January
8
147
148
Group
Financial
Statements
11,841
11,071
Allocated (+)/reversed (-)
-21
-21
Utilised
-19
-1
-20
Exchange rate impact
and other changes
2
2
Balance at 31 December
46
11
57
At 31 December 2016, inventories measured at their
net realisable value amounted to €871 million (2015:
€1,054 million). Write-downs to net realisable value
amounting to €101 million (2015: €486 million) were
recognised in 2016. The write-down recorded in the
previous year resulted primarily from accidents and
natural disasters.
The expense recorded in conjunction with inven-
tories during the financial year 2016 amounted to
€55,129 million (2015: €55,536 million).
28
Trade receivables
Trade receivables comprise the following:
in € million
31.12.2016
31.12.2015
in € million
2015
Allowance for impairment
recognised on a
specific
96
2016
12
Balance at 1 January
BMW Group
Notes to the Group
27
Inventories
Inventories comprise the following:
Financial Statements
in € million
→ Notes to the
Balance Sheet
31.12.2016
31.12.2015
The impairment allowance on trade receivables devel-
oped during the year under report as follows:
2016
Allowance for impairment
recognised on a
Finished goods and goods for resale
9,684
8,969
in € million
specific
item basis
group basis
Total
Work in progress, unbilled contracts
1,157
1,098
Raw materials and supplies
Inventories
1,000
1,004
84
Shares issued/in circulation at 1 January
Proportion of total capital
Shares issued in conjunction with Employee Share Programme
Current year
3,306
19
7,308
1,591 Advance payments made and construction in progress
17,759
Property, plant and equipment
17,960
33,829
1,806
3,403
2,834
-119
2,2532
2
2
Other facilities, factory and office equipment
660
721
1,951
214
4
32,351
7,799
37,789
34,965
26
26
2
2
Participations
245
226
484
3
76
411
Investments in non-consolidated subsidiaries
157
308
192
116
76
Investments accounted for using
the equity method
Leased products
2,233
2,546
218
9
1,942
Plant and machinery
572
923
58
364
364
5
6,351
7,221
4,263
1,130
1,403
3
4,973
181
3
797
5
4,171
1,222
31.12.2016 31.12.2015
31.12.2016
657
489
1,188
8,157
Land, titles to land, buildings, including
buildings on third party land
9,593
8,832
27,092
1,566
2
2,865
-100
25,891
5,915
6,154
4,786
26
4
320
-28
4,516
Intangible assets
Other intangible assets
Development costs
Goodwill
7,372
5,191
54,809,404
192
678
149
150
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Notes to the
Balance Sheet
Capital management disclosures
The BMW Group's objectives when managing capital
are to safeguard the Group's ability to continue as
a going concern in the long-term and to provide an
adequate return to shareholders.
Accumulated other equity comprises all amounts rec-
ognised directly in equity resulting from the transla-
tion of the financial statements of foreign subsidiaries,
the effects of recognising changes in the fair value
of derivative financial instruments and marketable
securities directly in equity and the related deferred
taxes recognised directly in equity.
The BMW Group manages the capital structure and
makes adjustments to it in the light of changes in
economic conditions and the risk profile of the under-
lying assets.
In order to manage its capital structure, the
BMW Group uses various instruments, including the
amount of dividends paid to shareholders and share
buybacks. Moreover, the BMW Group pro-actively
manages debt capital, determining levels of debt
capital transactions with a target debt structure in
mind. An important aspect of the selection of finan-
cial instruments is the objective to achieve matching
maturities for the Group's financing requirements. In
order to reduce non-systematic risk, the BMW Group
uses a variety of financial instruments available on
the world's capital markets to achieve diversification.
The capital structure at the end of the reporting period
was as follows:
in € million
31.12.2016
31.12.2015
Equity attributable to shareholders
of BMW AG
47,108
The BMW Group is not subject to any external
minimum equity capital requirements. Within the
Financial Services segment, however, there are a
number of individual entities which are subject to
equity capital requirements set by relevant regulatory
banking agencies.
Accumulated other equity
The proposed distribution was not recognised as a
liability in the Group Financial Statements.
Distribution of a dividend of €3.50 per share of
common stock (€2,107 million).
305,029
Less: shares repurchased and re-issued
29
54,499,544
309,944
84
Shares issued/in circulation at 31 December
55,114,404
54,809,404
2015
601,995,196
601,995,196
601,995,196 601,995,196
All of the Company stock is issued to bearer and each
share has a par value of €1.00. Preferred stock, to
which no voting rights are attached, bears an addi-
tional dividend of €0.02 per share.
In 2016, a total of 305,029 shares of preferred stock
was sold to employees at a reduced price of €44.14 per
share in conjunction with the Company's Employee
Share Programme. These shares are entitled to receive
dividends with effect from the financial year 2017.
29 shares of preferred stock were bought back in
2016 via the stock exchange in conjunction with the
Company's Employee Share Programme.
Issued share capital increased by €0.3 million as a
result of the issue to employees of 305,000 shares of
non-voting preferred stock. The number of author-
ised shares and the Authorised Capital of BMW AG
amounted to 4.2 million shares and €4.2 million
respectively at the end of the reporting period. The
Company is authorised to issue 5 million shares of
non-voting preferred stock amounting to nominal
€5.0 million prior to 14 May 2019.
Capital reserves
Capital reserves include premiums arising from the
issue of shares and totalled €2,047 million (2015:
€2,027 million). The change related to the share cap-
ital increase arising in conjunction with the issue of
shares of preferred stock to employees amounting to
€20.1 million.
Revenue reserves
Revenue reserves comprise the post-acquisition and
non-distributed earnings of consolidated companies.
In addition, remeasurements of the net defined ben-
efit liability for pension plans are also presented in
revenue reserves.
A proposal will be made that the unappropriated profit
of BMW AG for the financial year 2016 amounting to
€2,300 million be utilised as follows:
Distribution of a dividend of €3.52 per share of
preferred stock (€193 million).
42,530
Reclassi-
fications
32.5%
31.7%
364
364
5
5
5,453
6,351
4,171
883
1,166
3,888
Disposals 31.12.2015 31.12.2015 31.12.2014
Reclassi-
fications
Current year
Translation
differences
1.1.20151
Carrying amount
Depreciation and amortisation
Other investments
Non-current marketable securities
428
560
763
3
11
152
Non-current financial liabilities
55,405
49,523
Current financial liabilities
42,326
42,160
Total financial liabilities
97,731
91,683
Proportion of total capital
Total capital
67.5%
68.3%
144,839
134,213
The equity ratio attributable to shareholders of
BMW AG increased during the financial year by
0.8 percentage points, primarily reflecting the
increase in revenue reserves.
1,036
Depreciation and amortisation
Carrying amount
Translation
1.1.20161
differences
175
1,135
1,914
Total
2015
2016
2015
2016
DriveNow
THERE
2016
BMW Brilliance
Dividends received by the Group
Total comprehensive income
Other comprehensive income
Income taxes
Interest expenses
Interest income
in € million
Profit/loss before financial result
2015
13,220
380
15
2
1
40
30
-6
12,991
486
-15
1,399
1,328
52
47
58
1,240
-149
22
Scheduled depreciation
DISCLOSURES RELATING TO THE INCOME STATEMENT
Contingent rents of €46 million (2015: €54 million),
based principally on the distance driven, were rec-
ognised in income. The agreements have, in part,
extension and purchase options.
3
16,527
17,850
Minimum lease payments
4
Impairment losses amounting to €384 million (2015:
€119 million) were recognised on leased products in
2016 as a consequence of changes in residual value
expectations. No income was recognised in 2016 from
the reversal of impairment losses (2015: €24 million).
later than five years
9,154
between one and five years
8,079
8,692
within one year
31.12.2015
8,445
Revenues
22
Investments accounted for using the equity method
comprise the joint venture BMW Brilliance Auto-
motive Ltd. (BMW Brilliance), the joint ventures
DriveNow GmbH & Co. KG and DriveNow Ver-
waltungs GmbH (DriveNow) and the interest in the
associated company THERE Holding B.V. (THERE).
in € million
→ Notes to the
Balance Sheet
Notes to the Group
Financial Statements
BMW Group
Group
Financial
Statements
Financial information relating to equity accounted
investments is aggregated in the following tables:
Investments accounted for using the equity
method
144
In December 2016, THERE Holding B.V. signed
contracts for the sale of a total of 25% of the shares
of HERE International B.V. The contract relating to
the sale of 15% of the shares to Intel Holdings B.V.,
Schiphol-Rijk, was completed in January 2017. 10%
of the shares were sold to a consortium comprising
NavInfo Co. Ltd., Beijing, Tencent Holdings Ltd.,
Shenzhen, and GIC Private Ltd., Singapore. After
receipt of the approval of the relevant regulatory
agencies, the transaction is expected to be completed
during the first half of 2017.
THERE is included in the BMW AG Group Financial
Statements as an associated company using the equity
method and allocated for segment reporting purposes
to the Automotive segment. In view of the proximity
of the reporting date and on the grounds of imma-
teriality, no fair value adjustments were recorded in
conjunction with the at-equity carrying amount at
31 December 2015, at which stage the investment
was accounted for at cost. During 2016, the Group's
share of earnings was accounted for with one month's
delay, which was caught up at 31 December 2016. The
purchase price allocation was completed during the
first quarter of 2016.
THERE Holding B.V. and its wholly owned subsidi-
ary, HERE International B.V. (until 28 January 2016:
THERE Acquisition B.V.) were founded in connection
with the acquisition. HERE International B. V. acquired
all of the shares of the HERE Group. Via BMW Inter-
national Holding B.V., the BMW Group has a 33.3%
shareholding in THERE Holding B.V. THERE acquired
the HERE Group with effect from 4 December 2015.
The total purchase price of €2.6 billion was financed by
using capital contributions (€2.0 billion) and via bank
loans taken up by HERE International B.V. (€0.6 bil-
lion). The BMW Group's share of the purchase price
was approximately €0.67 billion.
In August 2015, BMW AG, Daimler AG, Stuttgart,
and AUDI AG, Ingolstadt, agreed with Nokia Cor-
poration, Helsinki, to acquire that entity's maps and
location-based services business (HERE Group). The
HERE Group's digital maps are fundamental for the
next generation of mobility and location-based ser-
vices, providing the basis for new assistance systems
and, ultimately, fully autonomous driving.
DriveNow (in which the BMW Group has a 50.0%
shareholding) offers car-sharing services in major
German cities and abroad.
BMW Brilliance (in which the BMW Group has a 50.0%
shareholding) produces mainly BMW brand models
for the Chinese market and also has engine manufac-
turing facilities, which supply the joint venture's two
plants with petrol engines.
143
363
369
3
Non-current provisions and liabilities
598
525
201
151
32
670
23
2,003
1,832
3,853
4,678
Non-current financial liabilities
Equity
235
33
589
1,093
Assets
RECONCILIATION OF AGGREGATED FINANCIAL
INFORMATION
12
18
384
518
1,044
4,814
Current provisions and liabilities
48
73
641
87
Current financial liabilities
4,835
365
592
3,841
2016
DriveNow
THERE
BMW Brilliance
144
134
2015
-6
-171
1,081
1,061
-4
150
30
-15
2016
2015
2016
4,405
Current assets
20
96
209
1,663
2,106
Cash and cash equivalents
3,115
2,802
5,415
5,779
Non-current assets
DISCLOSURES RELATING TO THE BALANCE SHEET
2015
31.12.2016
10,183
in € million
Leased products
238
6,804
2,014 Advance payments made and construction in progress
17,182
Property, plant and equipment
17,759
32,338
1,420
3,536
3,318
29,930
1,5912
6
6
Other facilities, factory and office equipment
Plant and machinery
510
Land, titles to land, buildings, including
buildings on third party land
3,277
34,965
Investments in non-consolidated subsidiaries
164
157
76
232
398
7,301
12
62
Investments accounted for using
the equity method
1,088
2,233
Leased products
30,165
2
13
613
1,941
Intangible assets
Other intangible assets
Goodwill
Development costs
6,499
7,372
4,181
4,973
1,341
11
4,656
682
657
797
1,035
660
77
62
208
204
43
1,902
8,930
9,593
319
25,876
2,795
390
23,841
5,625
5,915
4,515
1,150
411
245
244
32
36
due between one and five years
10
11
due within one year
due later than five years
Interest portion of the future minimum
lease payments
223
99
127
due later than five years
69
73
190
due between one and five years
50
97
21
121
126
72
77
due later than five years
27
37
due between one and five years
12
12
due within one year
Present value of future minimum lease
payments
69
37
22
23
Total of future minimum lease payments
due within one year
Group
Financial
142
141
Other investments
Non-current marketable securities
408
Statements
428
27
2
460
26
2
Participations
489
BMW Group
Notes to the Group
Financial Statements
→ Notes to the
Balance Sheet
19
31.12.2015
31.12.2016
in € million
Minimum lease payments are as follows:
Property, plant and equipment include a total of
€107 million (2015: €110 million) relating to land and
buildings, for which economic ownership is attribut-
able to the BMW Group (finance leases). Leases to
which BMW AG is party, with a carrying amount of
€90 million (2015: €102 million), run for periods up
to 2030 at the latest and contain price adjustment
clauses in the form of index-linked rentals as well as
extension and purchase options.
As in the previous year, no borrowing costs were
recognised as a cost component of property, plant
and equipment in 2016.
No impairment losses were recognised in 2016 (2015:
€3 million).
Property, plant and equipment
20
As in the previous year, no borrowing costs were
recognised as a cost component of intangible assets
in 2016.
As in the previous year, there was no requirement to
recognise impairment losses or reversals of impair-
ment losses on intangible assets in 2016.
Intangible assets amounting to €42 million (2015:
€48 million) are subject to restrictions on title.
Other intangible assets include a brand-name right
amounting to €42 million (2015: €48 million) which
is allocated to the Automotive segment and is not
subject to scheduled amortisation since its useful life
is deemed to be indefinite. The year-on-year change
is due entirely to currency factors. This line item also
includes goodwill of €33 million (2015: €33 million)
allocated to the Automotive cash-generating unit
(CGU) and goodwill of €331 million (2015: €331 mil-
lion) allocated to the Financial Services CGU.
Intangible assets mainly comprise capitalised develop-
ment costs on vehicle and engine projects as well as
subsidies for tool costs, licences, purchased develop-
ment projects, software and purchased customer lists.
Intangible assets
Minimum lease payments of non-cancellable oper-
ating leases amounting to €17,850 million (2015:
€16,527 million) fall due as follows:
Other taxes
9,256
3,480
16,658
127
32
due later than five years
The contracted maturities of debt securities are as
follows:
5,429
11,572
17,128
11,278
5,348
due within one year
lease payments
Present value of future minimum
5,261
5,287
due between one and five years
Marketable securities and
investment funds
in € million
31.12.2015
3,657
3,669
due later than three months
699
780
due within three months
31.12.2016
Fixed income securities
Financial assets comprise:
Financial assets
24
1,796
1,869
Unrealised interest income
in € million
Other debt securities
344
561
31.12.2015
31.12.2016
in € million
31.12.2015
31.12.2016
Notes to the Group
Financial Statements
in € million
Finance leases are analysed as follows:
BMW Group
Statements
Group
Financial
146
145
Marketable securities and investment funds relate to
available-for-sale financial assets and comprise:
104
→ Notes to the
Balance Sheet
due within one year
734
4,356
4,449
Other debt securities
134
18,924
18,527
Gross investment in finance leases
32
Fixed income securities
Stocks
12,816
12,574
due between one and five years
5,974
5,921
due later than five years
due within three months
104
344
26
Allowances for impairment losses on receivables
relating to credit card business developed as follows
during the year under report:
Income tax assets totalling €1,938 million (2015:
€2,381 million) include claims amounting to €351 mil-
lion (2015: €519 million), which are expected to be
settled after more than twelve months. Some of the
claims may be settled earlier than this depending on
the timing of proceedings.
Income tax assets
25
272
Other assets
287
-9
280
296
31.12.2015
31.12.2016
Net carrying amount
-8
Allowance for impairment
Other assets comprise:
in € million
group basis
item basis
893
1,217
an investment is held
specific
in € million
Receivables from companies in which
Prepayments
recognised on a
Allowance for impairment
2016
31.12.2015
31.12.2016
1,527
Gross carrying amount
in € million
Receivables relating to credit card business comprise
the following:
Credit card receivables
3,030
3,922
Derivative instruments
5,261
5,287
287
investment funds
31.12.2015
31.12.2016
4,700
4,553
Debt securities
due later than three months
Marketable securities and
272
Loans to third parties
129
Allowances for impairment and credit risk
The amount by which the value of investment funds
exceeds obligations for part-time working arrange-
ments (€17 million; 2015: €12 million) is reported
under other financial assets. Investment funds are
held to secure obligations relating to pre-retirement
part-time work arrangements. These funds are man-
aged by BMW Trust e. V., Munich, as part of Con-
tractual Trust Arrangements (CTA) and are therefore
netted against the corresponding settlement arrears
for pre-retirement part-time work arrangements.
6,635
7,065
2,208
2,705
thereof current
thereof non-current
8,843
9,770
Financial assets
147
145
Other
133
The estimated fair value of collateral received for receiv-
ables on which impairment losses were recognised
totalled €30,542 million (2015: €26,992 million). This
collateral related primarily to vehicles. The carrying
amount of assets held as collateral and taken back as
a result of payment default amounted to €153 million
(2015: €40 million).
3,394
70,043
Net carrying amount
group basis
item basis
specific
recognised on a
Allowance for impairment
2016
Total
Allowances on receivables from sales financing -
which only arise within the Financial Services seg-
ment developed as follows:
31.12.2016
Credit financing for retail customers
in € million
lowing:
Receivables from sales financing comprise the fol-
Receivables from sales financing
31.12.2015
23
and dealerships
Receivables from
248
Allocated (+)/reversed (-)
70,043
78,260
1,498
535
Finance lease receivables
963
17,128
16,658
in € million
52,915
61,602
sales financing
Balance at 1 January*
-25
1 Corresponds to the consolidated equity capital provided by the shareholders of DriveNow GmbH & Co. KG and its subsidiaries.
2 The BMW Group holds 67.2% (2015: 73.8%) of the net assets at 31 December 2016. Due to the allocation of voting power within the decision-making bodies of the two entities,
operations remain subject to joint control.
10
2,003
1,832
3,853
4,678
Net assets
12
15
18
1,562
5,403
5,505
Provisions and liabilities
32
33
1,477
14
20
2,339
668
611
1,551
1,925
Carrying amount
-376
Group's interest in net assets
-414
142
20
102
668
611
1,927
Eliminations
223
Utilised
-304
17
Exchange rate impact
and other changes
Gross carrying amount of items with
-341
-22
-319
7
Utilised
-141
thereof for finance lease receivables
295
30
265
-963
-174
-934
24
Balance at 31 December
13,321
12,270
allowances
Carrying amount without impairment
-530
-467
impairment allowances recognised
on a group basis
44,473
52,951
1,493
on a group basis
530
963
Impairment allowances recognised
on a specific-item basis
1,515
515
1,401
467
934
Balance at 31 December
25
-2
in € million
27
Exchange rate impact
* Balance at 1 January adjusted due to deconsolidation of entities.
Impairment allowances
Non-guaranteed residual values that fall to the ben-
efit of the lessor amounted to €118 million (2015:
€165 million).
-345
-41
and other changes
31.12.2016
31.12.2015
Gross carry amount of items with
1,000
Balance at 1 January
Impairment allowances recognised
13,742
14,440
on a specific-item basis
impairment allowances recognised
Total
group basis
item basis
specific
recognised on a
Allowance for impairment
2015
in € million
78,260
Allocated (+)/reversed (-)
Both employer- and employee-funded benefit plans
are in place in Germany. Benefits paid in conjunction
with these plans comprise old-age retirement pen-
sions as well as invalidity and surviving dependents'
benefits. The Deferred Remuneration Retirement
Plan is an employee-financed defined contribution
plan with a minimum rate of return. The fact that the
plan involves a minimum rate of return means that
it is classified as a defined benefit plan. Employees
have the option to waive payment of certain remu-
neration components in return for a future benefit.
When the benefit falls due, it is paid on the basis
of the higher of the value of the depot account or a
guaranteed minimum amount. Defined benefit obli-
gations also remain in Germany, for which benefits
are determined either by multiplying a fixed amount
by the number of years of service or on the basis of
an employee's final salary.
Pension provisions
496
12,720
Liabilities from customer deposits (banking)
9,719
3,657
133
13,509
Commercial paper
5,415
5,415
Derivative instruments
Other
2,198
2,245
107
4,550
628
325
586
1,539
Financial liabilities
42,160
41,289
8,234
91,683
Customer deposit liabilities arise in the BMW Group's
banks, notably in Germany and the USA, which offer
a range of investment products.
157
3,194
9,030
Liabilities to banks
13,631
1,496
179
3,331
Other
Financial liabilities
497
130
622
1,249
42,326
44,144
11,261
97,731
158
in € million
Maturity within
one year
Maturity between
one and five years
Maturity later
than five years
Total
Bonds
10,124
23,283
6,912
40,319
Asset backed financing transactions
5,046
8,585
31.12.2015
1,656
Group
Financial
BMW Group
CNH 300 million
3.0
4.2
fixed
EUR 15,214 million
7.2
2.0
fixed
GBP 2,700 million
5.2
2.5
fixed
HKD 1,093 million
4.1
1.9
fixed
JPY 49,100 million
3.7
0.4
fixed
NOK 1,650 million
3.9
2.1
BMW Finance N. V.
fixed
SEK 1,750 million
5.0
fixed
1.8
6.0
CHF 300 million
Bonds comprise:
Notes to the Group
Financial Statements
Issuer
→ Notes to the
Balance Sheet
Interest
Issue volume
in relevant currency
(ISO-Code)
Weighted average
maturity period
(in years)
Weighted average
nominal interest rate
(in %)
variable
EUR 6,101 million
Statements
2.2
variable
GBP 67 million
1.0
0.7
variable
SEK 1,950 million
3.0
0.0
fixed
AUD 690 million
5.4
4.0
fixed
0.1
1.9
Derivative instruments
3,852
31
Other provisions
Other provisions changed during the year as follows:
Balance Sheet
in € million
Translation
1.1.2016
differences
Additions
Reversal of
discounting
Utilised
Reversed
thereof due
31.12.2016 within one year
Obligations for personnel and social
expenses
1,939
5
1,705
1
-1,436
-23
2,191
1,661
Obligations for ongoing operational
expenses
5,811
48
→ Notes to the
Financial Statements
Notes to the Group
BMW Group
-713
-3.1
-610
-3.1
increase of 1 year
853
3.7
30
3.2
decrease of 1 year
-854
-3.7
-633
3,219
-3.2
165
0.7
134
0.7
decrease of 0.25%
-158
-0.7
-128
-0.6
155
156
Group
Financial
Statements
increase of 0.25%
3,852
51
-289
31.12.2016
Maturity within
in € million
one year
Maturity between
one and five years
Maturity later
than five years
Total
Bonds
9,242
25,496
9,683
44,421
Asset backed financing transactions
6,765
9,709
16,474
Liabilities to banks
10,251
3,997
644
14,892
Liabilities from customer deposits (banking)
10,063
3,316
133
13,512
Commercial paper
BMW Group at the relevant balance sheet dates
relating to financing activities. Financial liabilities
comprise the following:
Financial liabilities include all liabilities of the
Financial liabilities
33
6,527
2,824
Other obligations
1,880
21
938
6
-362
-283
2,200
1,394
Other provisions
9,630
-2,313
74
58
-4,111
-595
10,918
5,879
Provisions for obligations for personnel and social
expenses comprise mainly performance-related
remuneration components, early retirement part-time
working arrangements and employee long-service
awards.
Provisions for obligations for on-going operational
expenses comprise primarily warranty obligations.
Depending on when claims are made, it is possible
that the BMW Group may be called upon to fulfil
obligations over the whole period of the warranty
or guarantee. Expected reimbursement claims at
31 December 2016 amounted to €779 million at the
end of the reporting period (2015: €711 million). Also
included are other provisions for expected payments
for bonuses, rebates and other price deductions.
Provisions for other obligations cover numerous spe-
cific risks and obligations of uncertain timing and
amount, in particular for litigation and liability risks.
Income from the reversal of other provisions amount-
ing to €480 million (2015: €550 million) is recorded
in cost of sales and in selling and administrative
expenses.
32
Income tax liabilities
Current income tax liabilities totalling €1,074 million
(2015: €1,441 million) include €33 million (2015: 485
€million), which is expected to be settled after more
than twelve months. Some of the liabilities may be
settled earlier than this depending on the timing of
proceedings.
Current income tax liabilities of €1,074 million
(2015: €1,441 million) comprise €269 million (2015:
€288 million) for taxes payable and €805 million (2015:
€1,153 million) for tax provisions.
5,862
decrease of 0.25%
variable
3.2
2,399
3,640
215
6,254
681
121
802
492
374
5
871
1,080
1,080
107
107
86
86
71
17
1
89
4,292
176
10
4,478
9,208
4,328
Total
Maturity later
than five years
Maturity between
one and five years
one year
Social security
Other
Other liabilities
71
21
92
4,659
147
10
4,816
10,198
4,923
434
231
15,555
Deferred income
Advance payments from customers
Deposits received
Other taxes
Payables to other companies in which an investment is held
Payables to subsidiaries
Social security
Other
Other liabilities
Sundry other liabilities include mainly bonuses for
services already performed as well as sales promotions,
commission payable and credit balances on customers'
accounts.
31.12.2015
Maturity within
in € million
99
13,767
160
31.12.2015
thereof due
thereof due
Total
within one year
Total
within one year
4,412
1,474
3,910
1,397
2,241
1,037
1,922
915
382
30
299
32
221
58
123
55
7,256
2,599
6,254
2,399
31.12.2016
7,773
8,512
Trade payables
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Notes to the
Balance Sheet
→ Other Disclosures
Deferred income comprises the following items:
in € million
Deferred income relating to service contracts
Deferred income from lease financing
Grants
159
Other deferred income
Deferred income relating to service contracts arises
in conjunction with service and repair work as well
as telematics services and roadside assistance to be
provided under commitments given at the time of
the sale of a vehicle (multi-component arrangements).
Deferred income from lease financing relates primarily
to upfront lease payments.
Grants comprise primarily public sector funds to
promote regional structures and which have been
invested in the production plants in Brazil, Mexico,
Leipzig and Berlin. The grants are partly subject to
holding periods for the assets concerned of up to five
years and/or minimum employment figures. Grant
income is recognised over the useful lives of the assets
to which they relate.
35
Trade payables
Trade payables have the following maturities:
in Mio. €
31.12.2016
31.12.2015
Maturity within one year
8,512
Maturity between one and five years
7,701
72
Maturity later than five years
Deferred income
EUR 1,500 million
99
615
0.2
fixed
NZD 100 million
3.0
4.4
BMW US Capital, LLC
fixed
USD 8,210 million
6.2
2.3
variable
CAD 500 million
2.7
0.9
BMW Canada Inc.
fixed
CAD 1,600 million
4.6
2.1
variable
AUD 700 million
3.0
2.4
fixed
CNY 2,000 million
3.0
3.3
3.0
JPY 30,000 million
fixed
1.6
0.0
variable
GBP 250 million
1.8
0.7
variable
NZD 30 million
3.0
2.9
variable
USD 1,295 million
3.0
1.4
fixed
fixed
3.8
2.8
fixed
EUR 3,500 million
6.6
0.9
fixed
GBP 300 million
5.0
2.0
fixed
HKD 834 million
3.0
AUD 130 million
Payables to subsidiaries
INR 3,500 million
10.3
34
Other liabilities
Other liabilities comprise the following items:
in € million
31.12.2016
Maturity within
one year
Maturity between
one and five years
Maturity later
than five years
Total
Deferred income
Advance payments from customers
Deposits received
Other taxes
2,599
4,238
419
7,256
847
130
977
501
387
893
807
807
Payables to other companies in which an investment is held
615
7.33
91
INR 14,000 million
BMW India Financial Services Private Ltd.
Other
fixed
KRW 260,000 million
3.9
2.8
The following details apply to the commercial
paper:
Issuer
Issue volume
in relevant currency
(ISO-Code)
Weighted average
maturity period
(in days)
Weighted average
nominal interest rate
(in %)
5.0
EUR 380 million
-0.32
BMW Finance N. V.
BMW Malta Finance Ltd.
GBP 300 million
74
0.37
EUR 350 million
13
-0.30
BMW US Capital, LLC
USD 2,722 million
20
0.67
76
3.3
632
3.3
-118
-118
Transfers to fund
-827
-827
-827
Employee contributions
85
-85
Pensions and other benefits paid
-643
676
33
33
Translation differences and other changes
-1,339
1,166
-173
-173
31 December 2016
22,899
-18,315
4,584
4,587
thereof pension provision
4,587
thereof assets
-118
Gains (-) or losses (+) arising from experience adjustments
Changes in the limitation of the net defined benefit asset to the
asset ceiling
-40
-40
-16,930
2,996
557
557
557
-479
78
-171
-171
-8
-8
Limitation of
the net defined
benefit asset to
the asset ceiling
Net defined
benefit liability
in € million
3
557
78
-171
-8
Gains (-) or losses (+) on plan assets, excluding amounts included
in interest income
-1,836
-1,836
-1,836
Gains (-) or losses (+) arising from changes in the discount factor
Gains (-) or losses (+) arising from changes in demographic assumptions
4,093
4,093
4,093
-40
2,999
19,926
1 January 2015
Current service cost
-1,181
-224
-224
-224
Gains (-) or losses (+) arising from experience adjustments
Changes in the limitation of the net defined benefit asset to the
asset ceiling
-429
-429
-429
1
Transfers to fund
-872
-872
-872
Employee contributions
Pensions and other benefits paid
79
-540
-79
-
-
655
14
14
Translation differences and other changes
683
-529
154
154
-1,181
-1,181
Gains (-) or losses (+) arising from changes in the discount factor
Gains (-) or losses (+) arising from changes in demographic assumptions
325
Interest expense (+)/income (-)
Past service cost
Gains (-) or losses (+) arising from settlements
REMEASUREMENTS
Gains (-) or losses (+) on plan assets, excluding amounts included
in interest income
Defined
benefit
obligation
Plan assets
Total
the net defined
benefit asset to
the asset ceiling
Limitation of
Net defined
benefit liability
20,462
-15,861
EXPENSE/INCOME
4,601
494
591
-468
123
-9
-9
2
4,603
494
123
-9
325
325
494
31 December 2015
Total
Defined
benefit
obligation
19.2
17.6
0.02
18.4
Mortality Table 2005 G issued by Prof. K. Heubeck (with invalidity rates reduced by 50%)
SP2 tables with weightings
In Germany, the so-called “pension entitlement trend"
(Festbetragstrend) also represents a significant actu-
arial assumption for the purposes of determining
benefits payable at retirement and was left unchanged
at 2.0%.
7
Based on the measurement principles contained in
IAS 19, the following balance sheet carrying amounts
apply to the Group's pension plans:
in € million
Germany
United Kingdom
31.12.2016
31.12.2015
31.12.2016
Other
Total
31.12.2015
31.12.2016
31.12.2015
31.12.2016
31.12.2015
Present value of defined benefit
obligations
11,112
9,215
10,311
9,327
1,476
20.9
20.5
21.3
2.43
In the case of defined benefit plans, the BMW Group
is required to pay the benefits it has granted to pres-
ent and past employees. Defined benefit plans may
be funded or unfunded, the latter sometimes covered
by accounting provisions. Pension commitments in
Germany are mostly covered by assets contributed
to BMW Trust e. V., Munich, in conjunction with a
contractual trust arrangement (CTA). The main other
countries with funded plans were the UK, the USA,
Switzerland, the Netherlands, Belgium and Japan. ¬
In the meantime, most of the defined benefit plans
have been closed to new entrants.
The assumptions stated below, all of which depend
on the economic situation in the relevant country,
are used to measure the defined benefit obligation
of each pension plan. The following weighted aver-
age values have been used for Germany, the United
Kingdom and other countries:
in %
Discount rate
Pension level trend
Weighted duration of all pension obligations in years
The following mortality tables are applied in countries,
in which the BMW Group has significant defined
benefit plans:
Germany
United Kingdom
Germany
United Kingdom
Other
1,384
31.12.2016
31.12.2016
31.12.2015
31.12.2016
31.12.2015
1.80
2.51
2.51
3.58
3.70
3.83
1.78
1.60
2.55
31.12.2015
Plan assets
Fair value of plan assets
7,855
-1
-1
151
152
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Notes to the
Balance Sheet
Numerous defined benefit plans are in place through-
out the BMW Group.
Under the motto "THE NEXT 100 YEARS", almost
all of the workforce received a special bonus in
conjunction with the BMW Group's centenary
anniversary. Depending on opportunities available
in each country, the bonus was contributed to the
relevant pension plan or paid to the recipient in a
one-off amount.
The most significant of the BMW Group's pension
plans are described below.
Germany
The defined benefit plans have been closed to new
entrants. With effect from 1 January 2014, new
employees receive a defined contribution entitle-
ment with a minimum rate of return. Under the
motto "THE NEXT 100 YEARS", this entitlement was
enhanced by a special centenary bonus to employees,
made in the form of a starting contribution to a new
BMW supplementary benefit plan.
The assets of the German pension plans are admin-
istered by BMW Trust e. V., Munich, (German reg-
istered association) in accordance with a CTA. The
representative bodies of this entity are the Board
of Directors and the Members' General Meeting.
BMW Trust e. V., Munich, currently has seven mem-
bers and three Board of Directors members elected
by the Members' General Meeting. The Board of
Directors is responsible for investments, drawing
up
and deciding on investment guidelines as well as
monitoring compliance with those guidelines. The
members of the association can be employees, senior
executives and members of the Board of Directors.
An ordinary Members' General Meeting takes place
once every calendar year, and deals with a range
of matters, including receiving and approving the
association's annual report, ratifying the activities
of the Board of Directors and adopting changes to
the association's statutes.
United Kingdom
In the United Kingdom, the BMW Group has defined
benefit plans, which are primarily employer-funded
combined with employee-funded components based
on the conversion of employee remuneration. These
plans are subject to statutory minimum recovery
requirements. Benefits paid in conjunction with
these plans comprise old-age retirement pensions as
well as invalidity and surviving dependents' benefits.
The defined benefit plans have been closed to new
entrants, who, since 1 January 2014, are covered by
a defined contribution plan.
The pension plans are administered by BMW Pen-
sion Trustees Limited, Hams Hall, and BMW (UK)
Trustees Limited, Hams Hall, both trustee companies
which act independently of the BMW Group. BMW
(UK) Trustees Limited, Hams Hall, is represented
by 11 trustees and BMW Pension Trustees Limited,
Hams Hall, by five trustees. A minimum of one
third of the trustees must be elected by plan partic-
ipants. The trustees represent the interests of plan
participants and decide on investment strategies.
Recovery contributions to the funds are determined
in agreement with the BMW Group.
The change in the net defined benefit liability for pension
plans can be derived as follows:
in € million
1 January 2016
EXPENSE/INCOME
Current service cost
Interest expense (+)/income (−)
Past service cost
Gains (-) or losses (+) arising from settlements
REMEASUREMENTS
thereof assets
3,000
4,587
466
8,714
8,153
958
922
22,899
18,315
19,926
16,930
Effect of limiting net defined benefit
asset to asset ceiling
3
3
3
3
8,643
Carrying amounts at 31 December
1,360
1,597
1,174
521
465
4,587
2,999
thereof pension provision
2,469
1,360
1,597
1,174
521
2,469
19,926
554
2,996
65
183
51
97
432
562
Total without quoted market price
1,478
1,214
1,924
224
239
3,626
3,355
31 December
8,643
7,855
8,714
8,153
958
922
18,315
16,930
Employer contributions to plan assets are expected to
amount to €1,190 million in the coming year.
The BMW Group is exposed to risks arising from
defined benefit plans on the one hand and defined
contribution plans with a minimum return guarantee
on the other. The discount rates used to calculate
pension obligations are subject to market fluctuation
and therefore influence the level of the obligations.
Furthermore, changes in other actuarial parameters,
such as expected rates of inflation, also have an impact
on pension obligations. In order to reduce currency
exposures, a substantial portion of plan assets is either
invested in the same currency as the underlying plan
or hedged by means of currency derivatives. As part
of the internal reporting procedures and for internal
management purposes, financial risks relating to the
pension plans are reported on using a deficit-value-
at-risk approach. The investment strategy is also
subjected to regular review together with external
consultants, with the aim of ensuring that investments
are structured to coincide with the timing of pen-
sion payments and the expected pattern of pension
obligations. Each of these measures helps to reduce
fluctuations in pension funding shortfalls.
The defined benefit obligation relates to current
employees, former employees with vested benefits
and pensioners as follows:
282
316
Other
1,115
2
229
207
Real estate
183
172
697
-16,930
123
105
1,003
1,060
Cash and cash equivalents
in € million
17
9
24
1
27
41
Absolute return funds
419
376
745
705
46
34
1,210
17
2
Current employees
Former employees with vested benefits
100.0
The sensitivity analysis provided below shows the
extent to which changes in individual factors at the
end of the reporting period influence the defined
benefit obligation.
It is only possible, however, to aggregate sensitivities
to a limited extent. Since the change in obligations 7
does not follow a linear pattern, estimates made on
the basis of the specified sensitivities are only possible
with this restriction. The calculation of sensitivities
using ranges other than those specified could result
in a non-proportional change in the defined benefit
obligation.
Discount rate
Pension level trend
Average life expectancy
Pension entitlement trend
In the UK, the sensitivity analysis for the pension
level trend also takes account of restrictions due to
caps and floors.
Change in defined benefit obligation
31.12.2016
in € million
31.12.2015
in %
in € million
in %
increase of 0.75%
-2,939
-12.8
-2,577
-12.9
decrease of 0.75%
increase of 0.25%
4,031
17.6
3,253
16.3
747
100.0
100.0
100.0
100.0
Defined benefit obligation
Germany
United Kingdom
Other
31.12.2016 31.12.2015
31.12.2016
31.12.2015
31.12.2016
31.12.2015
67.3
66.3
26.7
23.4
Pensioners
79.1
27.8
28.6
43.1
48.6
17.5
16.7
4.9
5.1
30.2
28.0
3.4
8.3
100.0
75.0
205
783
thereof non-investment grade
1,726
1,807
611
1,340
235
224
2,572
3,371
Debt instruments
5,439
4,834
6,071
4,623
458
420
11,968
9,877
thereof investment grade
3,752
227
5,564
4,437
422
383
9,738
8,345
thereof non-investment grade
Equity instruments
2015
2016
2015
3
2,999
thereof pension provision
thereof assets
3,000
-1
153
154
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Notes to the
Balance Sheet
1,687
Past service cost results from a change in the defined
benefit pension plan in Germany. In future, 12 month-
ly pension payments will be paid to all plan benefi-
ciaries, with a guaranteed 1% increase in pension
entitlements for benefits awarded since 1999.
Depending on the cash flow profile and risk structure
of the pension obligations involved, pension plan
assets are invested in various investment classes.
Plan assets in Germany, the UK and other countries
comprised the following:
in € million
COMPONENTS OF PLAN ASSETS
Germany
United Kingdom
Other
Total
2016
2015
2016
2015
2016
7
1,309
3,525
186
14,689
13,575
Debt instruments
543
367
408
507
3
3
954
577
thereof investment grade
195
189
2
2
1
1
198
192
thereof mixed funds
(funds without a rating)
348
178
179
527
178
683
734
207
6,790
36
37
2,230
1,532
6,251
25
20
25
20
Money market funds
26
255
11
19
Real estate
274
37
6,641
7,165
Total with quoted market price
5
5
1,902
33
82
-
33
82
Absolute return funds
Other
Performance guarantees
Guarantees
The total of future minimum payments under non-
cancellable leases and rental contracts can be analysed
by maturity as follows:
In the financial year 2016, an amount of €432 million
(2015: €315 million) was recognised as expense in
conjunction with operating leases.
In addition to liabilities, provisions and contingent lia-
bilities, the BMW Group also has other financial com-
mitments, primarily under rental and lease contracts
for land, buildings, plant and machinery, tools, office
and other facilities. These contracts run for periods of
one to 85 years. Some of them contain extension and
purchase options as well as price adjustment clauses,
based on index-linked or graduated rentals, including
adjustments for inflation.
Other financial obligations
93
67
in € million
31.12.2016
balance sheet date:
The following contingent liabilities existed at the
Contingent liabilities
Contingent liabilities and other financial
36
OTHER DISCLOSURES
31.12.2015
commitments
Fair value option
Contingent liabilities
At 31 December 2016, the BMW Group held deriva-
tive financial instruments (mainly forward currency
contracts) in order to hedge currency risks attached
to future or existing transactions/items. These deriv-
ative instruments are intended to hedge forecast sales
An amount of €2 million (2015: €8 million) attributable
to forecasting errors (and the resulting over-hedging
of currency exposures) was recognised as a loss in
"Financial Result" in the year under report. Losses
attributable to the ineffective portion of cash flow
hedges amounting to €11 million were recognised in
“Financial Result" (2015: gains of €9 million). As in
the previous year, no gains or losses were recognised
in "Financial Result" in 2016 in connection with
forecasting errors relating to cash flow hedges for
commodities. Gains attributable to the ineffective
portion of cash flow hedges amounting to €17 million
were recognised in "Financial Result" (2015: losses of
€13 million).
Fair value gains and losses recognised on derivatives
and recorded initially in accumulated other equity
are reclassified to cost of sales when the derivatives
mature.
167
The following table shows gains and losses on hedging
instruments and hedged items which are deemed to
be part of a fair value hedge relationship:
Fair value hedges
At 31 December 2016, the BMW Group held deriva-
tive financial instruments (mostly commodity swaps)
with terms of up to 58 months (2015: 58 months) to
hedge raw materials price risks. The income statement
impact of the hedged cash flows will be recognised
as a general rule in the same periods in which the
derivative instruments mature. It is expected that
€94 million of net losses, recognised in equity at the
end of the reporting period, will be reclassified to the
income statement in the new financial year (2015: net
losses of €127 million).
The BMW Group did not hold any derivative financial
instruments at 31 December 2016, which had been
designated at cash flow hedges to hedge against
interest-rate risks.
denominated in a foreign currency over the coming
44 months (2015: 55 months). The income statement
impact of the hedged cash flows will be recognised as
a general rule in the same periods in which external
revenues are recognised. It is expected that €113 mil-
lion of net losses, recognised in equity at the end of
the reporting period, will be reclassified to the income
statement in the new financial year (2015: net losses
of €623 million).
1,318
-1,337
550
78
Balance at 31 December
thereof reclassified to the income
statement
-857
1,415
in € million
31.12.2016 31.12.2015
Gains/losses on hedging instruments
designated as part of a fair value hedge
relationship
-158
Within the financial services business, the financed
items (e.g. vehicles, equipment and property) in
the retail customer and dealership lines of business
serve as first-ranking collateral with a recoverable
value. Security is also put up by customers in the
form of collateral asset pledges, asset assignment
and first-ranking mortgages, supplemented where
appropriate by warranties and guarantees. If an
item previously accepted as collateral is acquired, it
undergoes a multi-stage process of repossession and
disposal in accordance with the legal situation pre-
vailing in the relevant market. The assets involved are
generally vehicles which can be converted into cash
at any time via the dealership organisation.
In the case of performance relationships underlying
non-derivative financial instruments, collateral will
be required, information on the credit standing of
the counterparty obtained or historical data based
on the existing business relationship (i.e. payment
patterns to date) reviewed in order to minimise the
credit risk, all depending on the nature and amount
of the exposure that the BMW Group is proposing
to enter into.
Notwithstanding the existence of collateral accepted,
the carrying amounts of financial assets generally take
account of the maximum credit risk arising from the
possibility that the counterparties will not be able to
fulfil their contractual obligations. The maximum cred-
it risk for irrevocable credit commitments relating to
credit card business amounts to €1,461 million (2015:
€2,011 million). The equivalent figure for dealership
financing is €27,494 million (2015: €24,733 million).
Credit risk
→ Other Disclosures
BMW Group
Notes to the Group
Financial Statements
Statements
Total changes during the year
Group
Financial
The difference between the gains/losses on hedging
instruments (mostly interest rate swaps and com-
bined interest rate/currency swaps) and the results
recognised on hedged items represents the ineffective
portion of fair value hedges.
7
-24
276
134
Gains/losses from hedged items
Ineffectiveness of fair value hedges
-269
168
Impairment losses are recorded as soon as credit risks
are identified on individual financial assets, using a
methodology specifically designed by the BMW Group.
More detailed information regarding this methodol-
ogy is provided in the section on accounting policies
(→ note 4).
-480
Balance at 1 January
Impairment losses/reversals of impairment losses
Loans and receivables
24
52
Balance at 31 December
-144
-39
thereof recognised in the income statement during the period under report
-117
28
Total change during the year
141
24
Balance at 1 January
Accumulated other equity
Other income/expenses
Other liabilities
Income/expenses
-210
2015
2016
in € million
The impact of cash flow hedges on accumulated other
equity is analysed as follows:
Cash flow hedges
The disclosure of interest income resulting from the
unwinding of interest on future expected receipts
would normally only be relevant for the BMW Group
where assets have been discounted as part of the pro-
cess of determining impairment losses. However, as
a result of the assumption that most of the income
that is subsequently recovered is received within one
year and the fact that the impact is not material, the
BMW Group does not discount assets for the purposes
of determining impairment losses.
Impairment losses of €76 million (2015: €13 million)
were recognised in the income statement in 2016 on
available-for-sale securities accounted for as partici-
pations, for which fair value changes had previously
been recognised directly in equity. As in the previous
year, no reversals of impairment losses on marketable
securities occurred.
-1,337
Net interest expenses from interest rate and interest
rate/currency swaps amounted to €120 million (2015:
€22 million).
In the case of financial instruments for which the
fair value option is applied, no significant changes in
fair values arose in the financial year 2016 or on an
accumulated basis which were attributable to changes
Gains/losses from the use of derivatives relate primar-
ily to fair value gains or losses arising on stand-alone
derivatives.
32
586
-77
-38
-345
in the default risk. Such credit-risk related changes in
fair values are calculated as a general rule by deducting
market-related changes in fair value from the overall
change in fair value.
Creditworthiness testing is an important aspect of
the BMW Group's credit risk management. Every
borrower's creditworthiness is tested for all credit
financing and lease contracts entered into by the
BMW Group. In the case of retail customer financing,
creditworthiness is assessed using validated scoring
systems integrated into the purchasing process. In
the area of dealership financing, creditworthiness is
assessed by means of ongoing credit monitoring and
an internal rating system that takes account not only
of the tangible situation of the borrower, but also of
qualitative factors such as past reliability in business
relations.
→ see
notes 23,24
and 28
→ see
note 4
in € million
Maturity between
Maturity within
31.12.2015
111,438
11,568
851
601
178
46,957
52,913
72
3,853
3,853
Total
Other financial liabilities
one year
one and five years
Maturity later
than five years
Total
9,805
Liabilities from customer deposits (banking)
13,354
405
3,485
9,464
Liabilities to banks
Commercial paper
14,044
5,195
Asset backed financing transactions
42,245
7,230
24,241
10,774
Bonds
8,849
4,565
187
2,395
10,089
26,766
9,954
Bonds
Total
Maturity later
than five years
Maturity between
one and five years
46,809
one year
31.12.2016
in € million
The following table shows the maturity structure of
expected contractual cash flows (undiscounted) for
financial liabilities:
Liquidity risk
Further disclosures relating to credit risk – in particu-
lar with regard to the amounts of impairment losses
recognised - are provided in the explanatory notes
to the relevant categories of receivables in → notes 23,
24 and 28.
A concentration of credit risk with particular borrow-
ers or groups of borrowers has not been identified in
conjunction with financial instruments.
The credit risk relating to derivative financial instru-
ments is minimised by the fact that the Group only
enters into such contracts with parties of first-class
credit standing. The general credit risk on derivative
financial instruments utilised by the BMW Group is
therefore not considered to be significant.
Maturity within
1
Asset backed financing transactions
9,938
1,983
Derivative instruments
8,512
8,512
Trade payables
13,719
133
7,161
3,446
Liabilities from customer deposits (banking)
16,030
558
4,234
11,238
Liabilities to banks
17,099
10,140
3,990
13
129
450
31.12.2015
Level hierarchy in accordance with IFRS 13
Level 1
5,259
244
Level 2
1,939
1,086
5
1,352
2,136
1,062
Level 3
Level 3
1,479
1,402
147
1,842
Derivative instruments (liabilities)
Interest rate risks
Currency risks
Raw materials price risks
5,387
213
in € million
Other investments (available-for-sale) amounting to
€347 million (2015: €184 million) are measured at
amortised cost since quoted market prices are not
available or cannot be determined reliably. These are
therefore not included in the level hierarchy shown
above. In addition, other investments amounting to
€213 million (2015: €244 million) are measured at fair
value since quoted market prices are available. These
items are included in Level 1.
Marketable securities, investment funds and collateral assets - available-for-sale
Other investments - available-for-sale/fair value option
Derivative instruments (assets)
Currency risks
Raw materials price risks
Derivative instruments (liabilities)
Interest rate risks
Currency risks
Raw materials price risks
1,933
Interest rate risks
Raw materials price risks
As in the previous year, there were no reclassifications
within the level hierarchy during the financial year
2016.
165
3,331
3,030
4,550
-1,169
-1,169
-1,285
-1,285
2,753
2,162
1,745
3,265
2016
2015
Gains/losses from the use of derivative instruments
1,265
3,922
Reported on equity
and liabilities side
Reported on
assets side
31.12.2015
166
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Other Disclosures
Offsetting of financial instruments
In the BMW Group, financial assets and liabilities
relating to derivative financial instruments would
normally be required to be offset. No offsetting takes
place for accounting purposes, however, since the nec-
essary criteria are not met. Since legally enforceable
master netting agreements or similar contracts are in
place, actual offsetting would be possible in principle,
for instance in the case of insolvency. Offsetting would
have the following impact on the carrying amounts
of derivatives:
in € million
In situations where a fair value was required to be
measured for a financial instrument only for disclosure
purposes, this was achieved using the discounted cash
flow method and taking account of the BMW Group's
own default risk. For this reason, the fair values cal-
culated can be allocated to Level 2.
Balance sheet amounts as reported
Gains and losses on financial instruments
The following table shows the net gains and losses
arising for each of the categories of financial instru-
ment defined by IAS 39:
in € million
Held for trading
31.12.2016
Reported on Reported on equity
assets side and liabilities side
Gross amount of derivatives which can be offset in case of insolvency
Net amount after offsetting
Currency risks
Interest rate risks
Derivative instruments (assets)
13,512
13,543
13,509
16,556
16,474
13,611
13,631
ISO Code
EUR
USD
GBP
JPY
CNY
-0.23
1.21
13,545
12,720
12,783
14,892
-155
Gains and losses on sale and fair value measurement of marketable securities held for sale
(including investments in subsidiaries and participations measured at cost)
Available-for-sale
-2
Gains/losses on investments measured at fair value through profit and loss
Fair value
Carrying amount
0.60
81,621
72,309
70,043
45,140
44,421
40,701
40,319
14,942
78,260
-0.20
2.94
-0.20
Palladium
USD/t
79.65
USD/t
230.00
USD/t 1,695.13
USD/oz
680.96
43.05
76.45
1,507.00
561.70
Financial instruments measured at fair value are allo-
cated to different measurement levels in accordance
with IFRS 13. This includes financial instruments that
are
1. measured at their fair values in an active market
for identical financial instruments (Level 1),
2. measured at their fair values in an active market
for comparable financial instruments or using
measurement models whose main input factors
are based on observable market data (Level 2), or
Iron ore
Coke/coal
Aluminium
3. using input factors not based on observable mar-
ket data (Level 3).
in € million
31.12.2016
Level hierarchy in accordance with IFRS 13
Level 1
Level 2
Marketable securities, investment funds and collateral assets - available-for-sale
Other investments - available-for-sale/fair value option
The following table shows the amounts allocated to
each measurement level at the end of the reporting
period:
Net income from participations and investments
31.12.2015
Raw material
1.18
0.55
0.02
3.77
0.08
1.98
0.87
31.12.2016
0.08
0.67
2.37
1.25
0.23
4.85
Interest rates taken from interest rate curves were
adjusted, where necessary, to take account of the
credit quality and risk of the underlying financial
instrument.
Commodity derivatives were measured on the basis
of the following quoted market prices:
4.44
213
133
Trade payables
84,409
76,105
5,921
5,661
-717
LIABILITIES
Financial liabilities
Bonds
Liabilities to banks
Liabilities from customer deposits (banking)
Commercial paper
Asset backed financing transactions
Derivative instruments
Cash flow hedges
Fair value hedges
6,436
8,167
Total
1,050
6,122
2,825
2,751
Receivables from subsidiaries
422
716
Receivables from companies in which an investment is held
Other derivative instruments
1,217
Collateral receivables
287
314
100
98
Other
1,124
893
7,880
Other
Other liabilities
1,215
1,006
3,922
3,030
44,421
40,319
14,892
12,720
13,512
13,509
3,852
5,415
16,474
13,631
1,694
830
1,194
1,758
949
31.12.2015
31.12.2016
Payables to subsidiaries
Payables to other companies in which an investment is held
Other
Total
*The carrying amounts of cash flow and fair value hedges are allocated to the category "Held for trading" for the sake of clarity.
Fair value option
31.12.2016
Trade payables
Other liabilities
31.12.2016
26
26
26
26
Held for trading
31.12.2015
31.12.2015
147
145
272
The following obligations also existed for the
BMW Group at the end of the reporting period:
in € million
31.12.2016
31.12.2015
Purchase commitments for
property plant and equipment
3,141
2,217
Purchase commitments for
intangible assets
1,363
757
161
162
Group
Financial
Statements
BMW Group
Other financial obligations
2,190
2,444
816
541
306
in € million
31.12.2016
31.12.2015
Other contingent liabilities comprise mainly legal
disputes as well as risks relating to taxes and customs
duties.
Regulatory agencies have ordered the BMW Group
to recall various vehicle models that are fitted with
airbags supplied by the Takata group of companies.
Provision for the costs involved has been recognised
within warranty provisions. It cannot be ruled out,
however, that further BMW Group vehicles will be
affected by future recall actions. Further disclosures
pursuant to IAS 37.86 cannot be provided at present
in view of the fact that technical tests have not yet
been completed.
Notes to the Group
Financial Statements
In June 2016, Germany's Federal Cartel Agency con-
ducted searches at various carmakers and suppliers,
including the BMW AG, as part of an investigation
into the purchase of steel in the automotive industry.
The investigations have not yet been completed. More
detailed information is currently not available.
due within one year
447
371
due between one and five years
due later than five years
1,102
1,003
895
The BMW Group determines its best estimate of
contingent liabilities on the basis of the information
available at the date of preparation of the Group
Financial Statements. This assessment may change
over time and is adjusted regularly on the basis of new
information and circumstances. Some of the risks are
insured. In accordance with IAS 37, the BMW Group
does not disclose information relating to legal disputes
and risks relating to taxes and customs duties, if such
disclosures could be expected to prejudice seriously
the position of the BMW Group or if disclosure is not
practicable. From today's perspective, the BMW Group
does not expect these proceedings to have a significant
adverse impact on the results of operations, financial
position or net assets of the Group.
→ Other Disclosures
37
Financial instruments
31.12.2015
Cash funds
Loans and receivables
31.12.2016
31.12.2015
31.12.2016
534
31.12.2016
402
70,043
100
5,287
5,161
129
133
287
78,260
2,535
31.12.2015
Other assets
The carrying amounts of financial instruments are
assigned to IAS 39 categories and cash funds as fol-
lows:*
in € million
ASSETS
Other investments
Receivables from sales financing
Financial assets
Derivative instruments
Available for sale
Cash flow hedges
Other derivative instruments
Marketable securities and investment funds
Loans to third parties
Credit card receivables
Other
Cash and cash equivalents
Trade receivables
Fair value hedges
13,928
870
767
1,162
1,510
1,985
1,926
5,396
4,785
4,770
3,319
9,973
10,467
Euro/Chinese Renminbi
31.12.2015
31.12.2016
Euro/US Dollar
in € million
Euro/British Pound
Euro/Korean Won
Euro/Japanese Yen
In the next stage, these exposures are compared to all
hedges that are in place. The net cash flow surplus
represents an uncovered risk position. The cash-
flow-at-risk approach involves allocating the impact
of potential exchange rate fluctuations to operating
cash flows on the basis of probability distributions.
Volatilities and correlations serve as input factors to
assess the relevant probability distributions.
86
134
48
278
163
249
31.12.2015
The starting point for analysing currency risk with
this model is the identification of forecast foreign
currency transactions or "exposures". At the end of
the reporting period, the principal exposures for the
relevant coming year were as follows:
31.12.2016
Euro/Korean Won
Euro/British Pound
Euro/US Dollar
Euro/Chinese Renminbi
in € million
The following table shows the potential negative
impact for the BMW Group - measured on the basis
of the cash-flow-at-risk approach - attributable to
unfavourable changes in exchange rates. The impact
for the principal currencies, in each case for the fol-
lowing financial year, is as follows:
The potential negative impact on earnings is computed
for each currency for the following financial year on
the basis of current market prices and exposures to a
confidence level of 95% and a holding period of up to
one year. Correlations between the various currencies
are taken into account when the risks are aggregated,
thus reducing the overall risk.
Euro/Japanese Yen
30
A description of the management of this risk is pro-
vided in the Combined Management Report. The
BMW Group measures currency risk using a cash-
flow-at-risk model.
As an enterprise with worldwide operations, business
is conducted in a variety of currencies, from which
currency risks arise. Since a significant portion of
Group revenues is generated outside the euro currency
region and the procurement of production materials
and funding is also organised on a worldwide basis,
the currency risk is an extremely important factor for
Group earnings.
372
261
51,180
5,416
5,416
Other financial liabilities
Total
Commercial paper
6,104
174
3,366
2,564
Derivative instruments
7,773
Other
72
7,701
570
1,203
44,375
8,512
Currency risks
Further information is provided in the "Report on
Outlook, Risks and Opportunities" section of the
Combined Management Report.
The
scope of permitted transactions, responsibilities,
financial reporting procedures and control mecha-
nisms used for financial instruments are set out in
detailed internal guidelines. This includes, above
all, a clear separation of duties between trading and
processing. Currency, interest rate and raw materi-
als price risks of the BMW Group are managed at a
corporate level.
Protection against such risks is provided in the first
instance through natural hedging which arises when
the values of non-derivative financial instruments
have matching maturities and amounts (netting).
Derivative financial instruments are used to reduce
the risk remaining after netting. Financial instruments
are only used to hedge underlying positions or forecast
transactions.
The principal market risks to which the BMW Group
is exposed are currency risk, interest rate risk and raw
materials price risk.
Market risks
BMW Group
Notes to the Group
Financial Statements
→ Other Disclosures
At 31 December 2016, derivative financial instruments,
mostly in the form of forward currency contracts, were
in place.
Group
Financial
Statements
169
Also reducing liquidity risk, additional secured and
unsecured lines of credit are in place with internation-
al banks, including a syndicated credit line totalling
€6 billion (2015: €6 billion). Intra-group cash flow
fluctuations are evened out by the use of daily cash
pooling arrangements.
These refinancing activities are underpinned by the
longstanding long- and short-term ratings issued by
Moody's and Standard & Poor's.
BMW Group issues commercial paper on the money
markets, corporate bonds and asset-backed financial
securities in various currencies. Customer deposits
at the Group's in-house banks are also used as a
supplementary source of financing.
Solvency is assured at all times by managing and mon-
itoring the liquidity situation on the basis of a rolling
cash flow forecast. The resulting funding requirements
are secured by a variety of instruments placed on the
world's financial markets. The objective is to minimise
risk by matching maturities for the Group's financing
requirements within the framework of the target debt
structure. The BMW Group has good access to capital
markets as a result of its solid financial position and
a diversified refinancing strategy. Depending on
financing requirements and market conditions, the
The cash flows shown comprise principal repayments
and the related interest. The amounts disclosed for
derivatives comprise only cash flows relating to
derivatives that have a negative fair value at the bal-
ance sheet date. At 31 December 2016, irrevocable
credit commitments to dealerships which had not
been called upon at the end of the reporting period
amounted to €9,194 million (2015: 7,552 million).
104,067
170
99
70
68
Fair value hedges
Other derivative instruments
Marketable securities and investment funds
Loans to third parties
Credit card receivables
Other
Cash and cash equivalents
Trade receivables
Other assets
Receivables from subsidiaries
Receivables from companies in which an investment is held
Collateral receivables
Other
Total
LIABILITIES
Cash flow hedges
Derivative instruments
Financial assets
Receivables from sales financing
1,452
1,249
8,512
1,539
7,773
99
86
615
Financial liabilities
107
5,075
109,161
100,174
3,331
4,550
ASSETS
Other investments
5,535
Bonds
Liabilities to banks
Liabilities from customer deposits (banking)
Receivables from sales financing
Bonds
Liabilities to banks
Liabilities from customer deposits (banking)
Asset-backed financing transactions
Fair value measurement of financial instruments
The following interest rate structures were used to
discount financial instruments at 31 December 2016:
in %
in € million
Interest rate for six months
Interest rate for five years
Interest rate for ten years
31.12.2016
31.12.2015
Fair value
Carrying amount
the currencies referred to above.
Currency risk for the BMW Group is concentrated on
Interest rate for one year
563
fact that maturities of some balance sheet items are
generally short, it is assumed in this case that their
fair value corresponds to the carrying amount.
BMW Group
Notes to the Group
Financial Statements
→ Other Disclosures
Commercial paper
Asset backed financing transactions
Derivative instruments
Cash flow hedges
Fair value hedges
Other derivative instruments
Other
The following table shows the fair values and carrying
amounts of financial assets and liabilities that are
measured at cost or amortised cost and whose carrying
amounts differ from their fair value. Based on the
Trade payables
Payables to subsidiaries
Payables to other companies in which an investment is held
Other
Total
163
164
Group
Financial
Statements
Other liabilities
474
Motorcycles
in € million
7
Susanne Klatten, Germany, is a shareholder and
member of the Supervisory Board of BMW AG and
also a shareholder and Deputy Chairman of the Super-
visory Board of ALTANA AG, Wesel. ALTANA AG,
Wesel, acquired vehicles from the BMW Group during
the financial year 2016, mostly in the form of lease
contracts.
Susanne Klatten, Germany, is also the sole share-
holder and Chairwoman of the Supervisory Board
of UnternehmerTUM GmbH, Garching. During
the financial year 2016, the BMW Group bought in
services from UnternehmerTUM GmbH, Garching,
primarily in the form of consultancy and workshop
services.
Seen from the BMW Group's perspective, the transac-
tions of BMW Group companies with the above-men-
tioned entities were as follows:
in € thousand
Supplies and services
performed
2016
Supplies and services
received
2015
2016
Receivables
Payables
at 31 December
Stefan Quandt, Germany, is also the indirect majority
shareholder of SOLARWATT GmbH, Dresden. Coop-
eration arrangements are in place between BMW AG
and SOLARWATT GmbH, Dresden, within the field
of electric mobility. The focus of this collaboration
is on providing complete photovoltaic solutions for
rooftop systems and carports to BMWi customers.
SOLARWATT GmbH, Dresden, leased vehicles from
the BMW Group in 2016.
Stefan Quandt, Germany, is a shareholder and Deputy
Chairman of the Supervisory Board of BMW AG. He is
also the sole shareholder and Chairman of the Super-
visory Board of DELTON AG, Bad Homburg v.d.H.,
which, via its subsidiaries, performed logistic-related
services for the BMW Group during the financial year
2016. In addition, companies of the DELTON Group
acquired vehicles from the BMW Group by way of
leasing.
Business relationships of the BMW Group with other
associated companies and joint ventures as well as
with non-consolidated subsidiaries are small in scale.
3
2016
2015
2016
2015
BMW Brilliance Automotive Ltd.
THERE Holding B.V.
5,316
4,815
at 31 December
50
1,215
892
615
107
58
7
9
43
2015
2015
2015
458
324
337
312
50
UnternehmerTUM GmbH
29
1,227
769
585
276
Apart from vehicle leasing and credit financing con-
tracts concluded on an arm's length basis, companies
of the BMW Group have not entered into any contracts
with members of the Board of Management or Super-
visory Board of BMW AG. The same applies to close
members of the families of those persons.
BMW Trust e. V., Munich, administers assets on a
trustee basis to secure obligations relating to pensions
and pre-retirement part-time working arrangements
in Germany and is therefore a related party of the
BMW Group in accordance with IAS 24. This entity,
which is a registered association (eingetragener Vere-
in) under German law, does not have any assets of its
own. It did not have any income or expenses during
the period under report. BMW AG bears expenses on
an immaterial scale and performs services for BMW
Trust e. V., Munich.
For disclosures relating to key management personnel,
please see → note 42 and the Compensation Report. see
39
2,764
2,690
ALTANA AG
7
2016
2015
DELTON AG
3,546
3,617
22,554
22,818
2016
64
1,331
2,476
SOLARWATT GmbH
309
287
3
1
37
Share-based remuneration
at 31 December
Receivables
at 31 December
British Pound
Chinese Renminbi
Japanese Yen
*Previous year's figures adjusted.
31.12.2016 31.12.2015
28,063
25,772
14,340
10,742
5,708
4,220
3,124
1,006
571
536
US Dollar
Euro*
in € million
171
US Dollar
British Pound
Chinese Renminbi
Japanese Yen
* Previous year's figures adjusted.
31.12.2016
31.12.2015
532
Interest rate risks can be managed by the use of inter-
est rate derivatives. The interest rate contracts used
for hedging purposes comprise mainly swaps, which,
if hedge accounting is applied, are accounted for as
fair value hedges. A description of the management
of interest rate risks is provided in the Combined
Management Report.
475
449
244
186
16
33
14
12
545
Payables
As stated there, the BMW Group applies a Group-wide
value-at-risk approach for internal reporting purpos-
es and to manage interest rate risks. This is based
on a state-of-the-art historical simulation, in which
the potential future fair value losses of the interest
rate portfolios are compared across the Group, with
expected amounts measured on the basis of a holding
period of 250 days and a confidence level of 99.98%.
Aggregation of these results creates a risk reduction
effect due to correlations between the various port-
folios.
The BMW Group is exposed to the risk of price fluc-
tuations for raw materials. A description of the man-
agement of these risks is provided in the Combined
Management Report.
Transactions of Group entities with related parties
arise, without exception, in the normal course of the
business of each of the parties concerned and are
conducted on the basis of arm's length principles.
in € million
Supplies and services
performed
2016
7
Cash flow at risk
31.12.2016
31.12.2015
135
155
A significant proportion of the BMW Group's transac-
tions with related parties relates to the joint venture
BMW Brilliance Automotive Ltd. and the associated
company THERE Holding B. V.
Supplies and services
received
2015
2016
Related party relationship
38
in € million
The following table shows the potential negative
impact for the BMW Group - measured on the basis
of the cash-flow-at-risk approach - attributable to fluc-
tuations in prices across all categories of raw materials. ¬
The first step in the analysis of the raw materials price
risk is to determine the volume of planned purchases
of raw materials (and components containing those
raw materials). These amounts, which represent the
gross exposure, were as follows at each reporting date
for the following financial year:
in € million
Raw materials price exposures
31.12.2016
31.12.2015
3,150
3,720
Raw materials price risk
In the next stage, these exposures are compared to all
hedges that are in place. The net cash flow surplus
represents an uncovered risk position. The cash-
flow-at-risk approach involves allocating the impact
of potential fluctuations in raw materials prices to
operating cash flows on the basis of probability dis-
tributions. Volatilities and correlations serve as input
factors to assess the relevant probability distributions.
172
The risk at each reporting date for the following finan-
cial year was as follows:
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Other Disclosures
The potential negative impact on earnings is computed
for each raw materials category for the following finan-
cial year on the basis of current market prices and
exposure to a confidence level of 95% and a holding
period of up to one year. Correlations between the
various categories of raw materials are taken into
account when the risks are aggregated, thus reducing
the overall risk.
Three share-based remuneration programmes are in
place within the BMW Group, namely the Employee
Share Programme (for entitled employees of the
BMW Group), a share-based remuneration programme
for members of the Board of Management and a share-
based remuneration programme for senior heads of
department of BMW AG.
note 42
note 29
2015
2016
Financial Services
2015
2016
2015
SEGMENT INFORMATION
BY OPERATING SEGMENT
External revenues
67,977
68,045
2,062
1,984
24,122
22,144
2016
Motorcycles
Automotive
in € million
The principal lines of business of the Financial Servic-
es segment are car leasing, fleet business, multi-brand
business, retail customer and dealership financing,
customer deposit business and insurance activities.
Holding and Group financing companies are includ-
ed in the Other Entities segment. This segment also
includes operating companies - BMW Services Ltd.,
BMW (UK) Investments Ltd., Bavaria Lloyd Reise-
büro GmbH, and MITEC Mikroelektronik Mikro-
technik Informatik GmbH - which are not allocated
to one of the other segments.
Internal management and reporting
Segment information is prepared as a general rule in
conformity with the accounting policies adopted for
preparing and presenting the Group Financial State-
ments. The only exceptions to this general principle
are the treatment of inter-segment warranties (the
earnings impact of which is allocated to the Automo-
tive and Financial Services segments on the basis used
internally to manage the business) and cross-segment
impairment losses on investments in subsidiaries.
Inter-segment receivables and payables, provisions,
income, expenses and profits are eliminated in the
column "Eliminations". Inter-segment sales take place
at arm's length prices.
The role of "chief operating decision maker" with
respect to resource allocation and performance
assessment of the reportable segment is embodied
in the full Board of Management. In order to assist
the decision-taking process, different measures of
segment performance as well as segment assets have
been set for the operating segments.
The performance of the Automotive and Motorcycles
segments is managed on the basis of return on capital
employed (ROCE). The relevant measure of segment
results used is therefore profit before financial result.
Capital employed is the corresponding measure of
segment assets used to determine how to allocate
resources and comprises all current and non-current
operational assets after deduction of liabilities used
operationally which are not subject to interest (e.g.
trade payables).
The performance of the Financial Services segment is
measured on the basis of return on equity (ROE), with
profit before tax therefore representing the measure
of segment result used. For this reason, the measure
of segment assets in the Financial Services segment
corresponds to net assets, defined as total assets less
total liabilities.
The performance of the Other Entities segment is
assessed on the basis of profit or loss before tax. The
corresponding measure of segment assets used to
manage the Other Entities segment is total assets less
asset-side income tax items and intragroup invest-
Inter-segment revenues
ments.
176
Group
Financial
Statements
BMW Group
Notes to the Group
Financial Statements
→ Segment Information
Segment information by operating segment is as
follows:
175
The Motorcycles segment develops, manufactures,
assembles and sells motorcycles as well as spare parts
and accessories.
18,447
7
Capital expenditure on non-current assets
5,699
5,792
114
92
25,105
23,689
Depreciation and amortisation on non-current assets
4,702
4,559
75
69
9,606
8,686
in € million
518
441
Result from equity accounted investments
1,975
6
1,559
1,595
Total revenues
Segment result
86,424
85,536
17,491
2,069
25,681
23,739
7,695
7,836
187
182
2,166
1,990
The Automotive segment develops, manufactures,
assembles and sells cars and off-road vehicles, under
the brands BMW, MINI and Rolls-Royce as well as
spare parts, accessories and mobility services. BMW
and MINI brand products are sold in Germany
through branches of BMW AG and by independent,
authorised dealerships. Sales outside Germany are
handled primarily by subsidiary companies and
by independent import companies in a number of
markets. Rolls-Royce brand vehicles are sold in the
USA, China and Russia via subsidiary companies and
elsewhere by independent, authorised dealerships.
The activities of the BMW Group are broken down
into the operating segments Automotive, Motorcycles,
Financial Services and Other Entities.
For the purposes of presenting segment information,
the activities of the BMW Group are divided into oper-
ating segments in accordance with IFRS 8 (Operating
Segments). Operating segments are identified on the
same basis that is used internally to manage and report
on performance. The allocation also takes account of
the organisational structure of the BMW Group based
on the various products and services of the reportable
segments.
issued the prescribed Declaration of Compliance pur-
suant to § 161 of the German Stock Corporation Act.
It is reproduced in the Annual Report 2016 of the
BMW Group and is also available to shareholders on
the BMW Group website at www.bmwgroup.com/ir.
41
Shareholdings of members of the Board of
Management and Supervisory Board
The members of the Supervisory Board of BMW AG
hold in total 27.99% (2015: 43.00%) of the issued
common and preferred stock shares, of which 16.25%
(2015: 31.26%) relates to Stefan Quandt, Germany, and
11.73% (2015: 26.74%) to Susanne Klatten, Germany.
The differences compared to the previous year resulted
almost entirely from the fact that the shares held by
Johanna Quandt GmbH & Co. KG für Automobilwerte,
Bad Homburg v.d. Höhe, are no longer attributed to
Stefan Quandt and Susanne Klatten following the
dissolution of the community of heirs. As at the end of
the previous financial year, shareholdings of members
of the BMW AG Board of Management account, in
total, for less than 1% of issued shares.
The total remuneration of former members of the
Board of Management and their dependants amount-
ed to €6.5 million (2015: €8.0 million).
Pension obligations to current members of the Board
of Management are covered by provisions amounting
to €23.6 million (2015: €23.2 million), computed in
accordance with IAS 19 (Employee Benefits). Pen-
sion obligations to former members of the Board of
Management and their surviving dependants, also
computed in accordance with IAS 19, amounted to
€86.4 million (2015: €71.8 million).
The compensation systems for members of the Super-
visory Board do not include any stock options, value
appreciation rights comparable to stock options or any
other stock-based compensation components. Apart
from vehicle lease and financing contracts entered
into on customary market conditions, no advances
or loans were granted to members of the Board of
Management and the Supervisory Board of BMW AG
or its subsidiaries, nor were any contingent liabilities
entered into on their behalf.
Further details about the remuneration of current
members of the Board of Management and the
Supervisory Board can be found in the Compensation
Report, which is part of the Combined Management
Report.
42
Compensation of members of the Board of
Management and Supervisory Board
The total compensation of the current members of the
Board of Management and the Supervisory Board of
BMW AG for the financial year 2016 in accordance
with IFRS amounted to €46.9 million (2015: €43.6 mil-
lion) and comprised the following:
43
Events after the end of the reporting period
No events have occurred since the end of the financial
year which could have a major impact on the results
of operations, financial position and net assets of
BMW AG and the BMW Group.
in € million
→ Other Disclosures
→ Segment Information
Notes to the Group
Financial Statements
BMW Group
Group
Financial
Statements
In the case of the Employee Share Programme,
non-voting shares of preferred stock in BMW AG were
granted to qualifying employees during the financial
year 2016 at favourable conditions (see → note 29 for → see
the number and price of issued shares). The holding
period for these shares is up to 31 December 2019. In
the financial year 2016, the BMW Group recorded a
personnel expense of €7 million (2015: €6 million) for
the Employee Share Programme, corresponding to the
difference between the market price and the reduced
price of the shares of preferred stock purchased by
employees. The Board of Management reserves the
right to decide anew each year with respect to an
Employee Share Programme.
For financial years beginning after 1 January 2011,
BMW AG has added a share-based remuneration
component to the existing compensation system for
Board of Management members.
Each Board of Management member is required to
invest 20% of his/her total bonus (after tax) in shares of
BMW AG common stock, which are recorded in a sep-
arate custodian account for each member concerned
(annual tranche). Each annual tranche is subject to a
holding period of four years. Once the holding period
is fulfilled, BMW AG grants one additional share of
BMW AG common stock for each three held or pays
the equivalent amount in cash (share-based remuner-
ation component). Special rules apply in the case of
death or invalidity of a Board of Management member
or early termination of the contractual relationship
before fulfilment of the holding period.
With effect from the financial year 2012, qualifying
heads of department are also entitled to opt for a
share-based remuneration component, which, in most
respects, is comparable to the share-based remunera-
tion arrangements for Board of Management members.
The share-based remuneration component is measured
at its fair value at each balance sheet date between
grant and settlement date, and on the settlement date
itself. The appropriate amounts are recognised as per-
sonnel expense on a straight-line basis over the vesting
period and reported in the balance sheet as a provision.
The cash-settlement obligation for the share-based
remuneration component is measured at its fair
value at the balance sheet date (based on the closing
price of BMW AG common stock in Xetra trading at
31 December 2016).
2016
The total carrying amount of the provision for the
share-based remuneration component of current
and former Board of Management members and
senior heads of department at 31 December 2016 was
€5,473,219 (2015: €4,989,668).
The fair value of the programmes for Board of Man-
agement members and senior heads of department
at the date of grant of the share-based remuneration
components was €1,950,853 (2015: €1,605,147), based
on a total of 21,201 shares (2015: 18,143 shares) of
BMW AG common stock or a corresponding cash-
based settlement measured at the relevant market
share price prevailing on the grant date.
Further details on the remuneration of the Board
of Management are provided in the Compensation
Report for the financial
year 2016.
40
Declaration with respect to the Corporate
Governance Code
The Board of Management and the Supervisory Board
of Bayerische Motoren Werke Aktiengesellschaft have
173
174
The total expense recognised in 2016 for the share-
based remuneration component of current and former
Board of Management members and senior heads of
department was €1,443,227 (2015: €1,892,994).
2015
Compensation to members of the
Board of Management
5.1
Fixed compensation and attendance fees
2.0
2.0
Variable compensation
3.4
3.1
5.4
Total expense
43.6
thereof due within one year
43.3
39.9
SEGMENT INFORMATION
44
Explanatory notes to segment information
Information on reportable segments
46.9
Euro*
Supervisory Board
1.1
37.6
35.9
Fixed remuneration
7.8
7.7
Variable remuneration
29.0
Compensation to members of the
27.1
0.8
1.1
Allocation to pension provisions
2.8
2.6
Benefits in conjunction with the
termination of an employment relationship
Share-based remuneration component
Automotive
Group
Financial
The fair values of the Group's interest rate portfolios
for the five main currencies were as follows at the end
of the reporting period:
LIST OF INVESTMENTS AT
31 DECEMBER 2016
at 31 December 2016
→ List of Investments
BMW Group
Notes to the Group
Financial Statements
Statements
180
60,096
63,906
92,175
94,163
Group
-6,183
-7,345
Eliminations
121
45
List of investments at 31 December 2016
The List of Investments of BMW AG pursuant to § 285
and § 313 HGB is presented below. Figures for equity
and earnings are not disclosed if they are of "minor ¬
significance" for the results of operations, financial
position and net assets of BMW AG pursuant to § 286
(3) sentence 1 no. 1 HGB or if financial statements
for a company are not yet available. It is also shown
in the list which subsidiaries apply the exemptions
available in § 264 (3) and § 264 b HGB with regard
to the publication of annual financial statements
and the drawing up of a management report and/or
notes to the financial statements (footnotes 5 and 6).
The Group Financial Statements of BMW AG serve
as exempting consolidated financial statements for
these companies.
BMW Vermögensverwaltungs GmbH, Munich
BMW Fahrzeugtechnik GmbH, Eisenach 3, 5, 6
Rolls-Royce Motor Cars GmbH, Munich 4, 5, 6
Alphabet Fuhrparkmanagement GmbH, Munich
Alphabet International GmbH, Munich 4, 5, 6
MITEC Mikroelektronik Mikrotechnik Informatik GmbH, Munich 4,6
BMW M GmbH Gesellschaft für individuelle Automobile, Munich 3, 5, 6
BMW Hams Hall Motoren GmbH, Munich 4,5,6
261
BMW Verwaltungs GmbH, Munich 3, 6
BMW Bank GmbH, Munich³
BMW INTEC Beteiligungs GmbH, Munich 3,6
BMW Beteiligungs GmbH & Co. KG, Munich6
DOMESTIC¹
Companies
→ 61
BMW AG's subsidiary at 31 December 2016
BMW Finanz Verwaltungs GmbH, Munich
BMW Anlagen Verwaltungs GmbH, Munich 3,6
3,210
Other regions
23
23
15,856
16,619
China
28,786
29,741
13,394
13,776
Germany
2015
2016
2015
Non-current assets
2016
USA
16,000
18,155
23,249
2,053
2,628
3,361
3,507
Rest of the Americas
1,197
1,439
3,251
9,582
Rest of Asia
13,099
13,910
28,617
30,544
Rest of Europe
21,000
10,466
External revenues
BMW Vertriebszentren Verwaltungs GmbH, Munich
Bürohaus Petuelring GmbH, Munich
100
48
1,366
BMW Malta Finance Ltd., Floriana
100
73
1,541
BMW Malta Ltd., Floriana
100
267
2,502
BMW Österreich Holding GmbH, Steyr
100
7,898
100
BMW Motoren GmbH, Steyr
948
179
100
100
136
723
BMW (UK) Manufacturing Ltd., Farnborough
100
460
749
1,180
BMW (UK) Holdings Ltd., Farnborough
14
775
BMW España Finance S. L., Madrid
100
282
881
BMW Financial Services (GB) Ltd., Farnborough
100
Parkhaus Oberwiesenfeld GmbH, Munich
14,696
BMW Holding B.V., The Hague
100
1,988
100
3,558
100
.5
5,794
Capital invest-
ment in %
Profit/loss
in € million
in € million
Equity
FOREIGN²
BAVARIA-LLOYD Reisebüro GmbH, Munich
Bavaria Wirtschaftsagentur GmbH, Munich 3, 5, 6
LARGUS Grundstücks-Verwaltungsgesellschaft mbH, Munich
325
100
153
100
Europe 13
51
100
100
100
100
100
BMW International Holding B.V., Rijswijk11
100
100
100
100
100
100
100
100
100
in € million
Information by region
179
24,162
8,112
-5,119
-6,271
-5,672
-6,756
9,224
9,665
441
-980
-553
211
170
92,175
94,163
-19,097
-20,017
518
23,901
8,195
Other Entities
Reconciliation to Group figures
79,936
92,112
71,709
75,363
Capital expenditure on non-current assets
Depreciation and amortisation on non-current assets
Result from equity accounted investments
Segment result
7
Total revenues
31.12.2015
31.12.2016
31.12.2015
31.12.2016
31.12.2015
31.12.2016
Group
SEGMENT INFORMATION
BY OPERATING SEGMENT
External revenues
Inter-segment revenues
188,535
2,546
6
-20,017
557
600
10,024
9,411
Segment assets
31.12.2015
31.12.2016
31.12.2015
31.12.2016
31.12.2015
31.12.2016
Financial Services
Interest rate risks
The BMW Group's financial management system
involves the use of standard financial instruments
such as short-term deposits, investments in variable
and fixed-income securities as well as securities funds.
The BMW Group is therefore exposed to risks resulting
from changes in interest rates.
Interest rate risks arise when funds with differing
fixed-rate periods or differing terms are borrowed and
invested. All items subject to, or bearing, interest are
exposed to interest rate risk. Interest rate risks can
affect either side of the balance sheet.
11,049
9,948
Investments accounted for using the equity method
2,546
55
4
92,175
94,163
2
2
2016
-19,097
2015
Group
2016
Reconciliation to Group figures
2015
2016
Other Entities
2,233
2015
172,174
Segment assets
2,233
Total liabilities -
7,132
7,432
92,238
96,423
31.12.2015
31.12.2016
Reconciliation of segment assets
Total for reportable segments
Non-operating assets -
Other Entities segment
in € million
8,195
8,112
-5,119
-6,271
13,314
14,383
Financial Services segment
126,679
112,081
Non-operating assets -
for non-current assets relates to property, plant and
equipment, intangible assets and leased products.
Eliminations disclosed for non-current assets relate
to leased products.
In the case of information by geographical region,
external sales are based on the location of the custom-
er's registered office. Revenues with major customers
were not material overall. The information disclosed
172,174
188,535
Total Group assets
-113,026
-121,780
Total for reportable segments
Elimination of inter-segment items
Total Group depreciation and
amortisation on non-current assets
Elimination of inter-segment items
33,858
not subject to interest
and Motorcycles segments
Liabilities of Automotive
41,932
45,923
Automotive and Motorcycles segments
31,817
Reconciliation of depreciation and
amortisation on non-current assets
23,901
24,162
2016
on non-current assets
in € million
Segment figures can be reconciled to the correspond-
ing Group figures as follows:
The information disclosed for capital expenditure and
depreciation and amortisation relates to non-current
property, plant and equipment, intangible assets and
leased products.
The Other Entities' segment result includes interest
and similar income amounting to €1,250 million (2015:
€1,177 million) and interest and similar expenses
amounting to €1,006 million (2015: €1,080 million)
as well as impairment losses on other investments
totalling €18 million (2015: €7 million).
Financial Services segment result was negatively
impacted by impairment losses totalling €384 million
(2015: €406 million) recognised on leased products.
Income from the reversal of impairment losses on
leased products amounted to €211 million (2015:
€81 million). No impairment losses were recognised
on other financial assets in the year under report
(2015: €3 million).
2015
Impairment losses and fair value changes on oth-
er investments amounting to €174 million (2015:
€17 million) relating to the Automotive segment and
recognised in the financial result are not included in
the segment result.
→ Segment Information
BMW Group
Notes to the Group
Financial Statements
Statements
Group
Financial
178
177
Investments accounted for using the equity method
Write-downs on inventories to their net realisable
value amounting to €101 million (2015: €486 million)
were recognised by the Automotive segment in the
financial year 2016. The write-down recorded in the
previous year resulted primarily from accidents and
natural disasters.
In the following table the potential volumes of fair
value fluctuations - measured on the basis of the val-
ue-at-risk approach - are compared with the expected
value for the interest-rate-sensitive exposures of the
BMW Group:
Reconciliation of segment result
Total for reportable segments
Financial result of Automotive
segment and Motorcycles segment
Elimination of inter-segment items
10,204
on non-current assets
Total Group capital expenditure
-5,672
-6,756
Elimination of inter-segment items
29,573
30,918
10,218
Total for reportable segments
9,224
9,665
Group profit before tax
-664
-772
-316
219
Reconciliation of capital expenditure
The designation "BMW Group" comprises Bayerische
Motoren Werke Aktiengesellschaft (BMW AG) and
its group entities. BMW AG is a stock corporation
(Aktiengesellschaft) based on the German Stock
Corporation Act (Aktiengesetz) and has its registered
office in Munich, Germany. It has three representative
bodies: the Annual General Meeting, the Superviso-
ry Board and the Board of Management. The duties
and authorities of those bodies derive from the Stock
Corporation Act and the Articles of Incorporation of
BMW AG. Shareholders, as the owners of the business,
exercise their rights at the Annual General Meeting.
The Annual General Meeting decides in particular on
the utilisation of unappropriated profit, the ratification
of the acts of the members of the Board of Management
and the Supervisory Board, the appointment of the
external auditor, changes to the Articles of Incorpo-
ration and specified capital measures, and elects the
shareholders' representatives to the Supervisory Board.
The Board of Management manages the enterprise
under its own responsibility. Within this framework,
it is monitored and advised by the Supervisory Board.
The Supervisory Board appoints the members of the
Board of Management and can, at any time, revoke
an appointment for important reasons. The Board of
Management keeps the Supervisory Board informed of
all significant matters regularly, promptly and compre-
hensively, following the principles of conscientious and
faithful accountability and in accordance with prevail-
ing law and the reporting duties allocated to it by the
Supervisory Board. The Board of Management requires
the approval of the Supervisory Board for certain major
transactions. The Supervisory Board is not, however,
authorised to undertake management measures itself.
The close interaction between Board of Management
and Supervisory Board in the interests of the enterprise
as described above is also known as a "two-tier board
structure".
Alphabet Luxembourg S.A., Leudelange
BMW Korea Co., Ltd., Seoul
BMW (Thailand) Co., Ltd., Bangkok
BMW India Financial Services Private Ltd., Gurgaon
BMW Manufacturing (Thailand) Co., Ltd., Rayong
BMW Malaysia Sdn Bhd, Kuala Lumpur
BMW Asia Pte. Ltd., Singapore
BMW India Private Ltd., Gurgaon
BMW Leasing (Thailand) Co., Ltd., Bangkok
BMW Japan Corp., Tokyo
BMW China Services Ltd., Beijing
BMW Asia Technology Centre Sdn Bhd, Kuala Lumpur
BMW Asia Pacific Capital Pte Ltd., Singapore
BMW Danmark A/S, Copenhagen
BMW Distribution S.A.S., Montigny-le-Bretonneux
BMW Financial Services Polska Sp. z o.o., Warsaw 12
BMW Roma S.r.l., Rome
BMW Services Belgium N.V., Bornem
Park Lane Ltd., Farnborough
PT BMW Indonesia, Jakarta
BMW Financial Services Korea Co., Ltd., Seoul
BMW Japan Finance Corp., Chiba
BMW China Automotive Trading Ltd., Beijing
100
100
100
100
100
100
100
100
Africa
BMW (South Africa) (Pty) Ltd., Pretoria
BMW Financial Services (South Africa) (Pty) Ltd., Midrand
Asia
BMW Automotive Finance (China) Co., Ltd., Beijing
682
63
100
177
5
100
BMW Automotive (Ireland) Ltd., Dublin
100
BMW Renting (Portugal) Lda., Porto Salvo
Alphabet Italia Fleet Management S.p.A., Rome
100
100
100
100
100
100
100
60
100
103
Alphabet France Fleet Management S.N.C., Rueil-Malmaison
BMW Financial Services B.V., Rijswijk
BMW Services Ltd., Farnborough
Alphabet España Fleet Management S.A.U., Madrid
BMW Norge AS, Fornebu
BMW Financial Services (Ireland) DAC, Dublin
BMW Sverige AB, Stockholm
Swindon Pressings Ltd., Farnborough
Alphabet France SAS, Rueil-Malmaison
100
100
100
BMW Portugal Lda., Porto Salvo
Alphabet Fuhrparkmanagement (Schweiz) AG, Dielsdorf
Alphabet Polska Fleet Management Sp. z o.o., Warsaw
Alphabet Austria Fuhrparkmanagement GmbH, Salzburg
BMW Financial Services Denmark A/S, Copenhagen
BMW Hellas Trade of Cars A.E., Kifissia
100
100
100
100
100
BMW Retail Nederland B.V., Delft
100
100
100
100
100
100
100
BMW Amsterdam B.V., Amsterdam
BMW Finanzdienstleistungen (Schweiz) AG, Dielsdorf
100
100
1,545
148
100
BMW Manufacturing Co., LLC, Wilmington, Delaware
1,429
289
100
Financial Services Vehicle Trust, Wilmington, Delaware
BMW Bank of North America, Inc., Salt Lake City, Utah
1,007
100
BMW of North America, LLC, Wilmington, Delaware
558
Société Nouvelle WATT Automobiles SARL, Rueil-Malmaison
353
100
BMW US Capital, LLC, Wilmington, Delaware
BMW Financial Services NA, LLC, Wilmington, Delaware
-49
100
667
2,339
BMW (UK) Capital plc, Farnborough
Riley Motors Ltd., Farnborough
BMW Central Pension Trustees Ltd., Farnborough
Triumph Motor Company Ltd., Farnborough
BLMC Ltd., Farnborough
100
100
100
100
100
100
100
100
100
100
100
100
The Americas
BMW (US) Holding Corp., Wilmington, Delaware
BMW SLP, S.A. de C.V., Villa de Reyes 12
100
BMW do Brasil Ltda., São Paulo
BMW de Mexico, S.A. de C.V., Mexico D.F.
Rolls-Royce Motor Cars NA, LLC, Wilmington, Delaware
BMW Consolidation Services Co., LLC, Wilmington, Delaware
SB Acquisitions, LLC, Wilmington, Delaware
BMW Extended Service Corporation, Wilmington, Delaware
BMW Auto Leasing, LLC, Wilmington, Delaware
BMW Facility Partners, LLC, Wilmington, Delaware
BMW FS Securities LLC, Wilmington, Delaware
BMW FS Funding Corp., Wilmington, Delaware
BMW Manufacturing LP, Woodcliff Lake, New Jersey
BMW FS Receivables Corp, Wilmington, Delaware
BMW Acquisitions Ltda., São Paulo
BMW Receivables 2 Inc., Richmond Hill, Ontario
BMW Canada Inc., Richmond Hill, Ontario
100
100
100
100
100
100
100
BMW Receivables Limited Partnership, Richmond Hill, Ontario
BMW Receivables 1 Inc., Richmond Hill, Ontario
BMW Leasing de Mexico S.A. de C.V., Mexico City
BMW Insurance Agency, Inc., Wilmington, Delaware
BMW Leasing do Brasil, S.A., São Paulo
BMW de Argentina S.A., Buenos Aires
BMW Financial Services de Mexico S.A. de C.V. SOFOM, Mexico City
BMW Manufacturing Indústria de Motos da Amazônia Ltda., Manaus 12
332
59
100
315
555
100
197
-31
100
100
100
100
100
100
100
BMW of Manhattan, Inc., Wilmington, Delaware
BMW Financeira S.A. Credito, Financiamento e Investimento, São Paulo
BMW (UK) Investments Ltd., Farnborough
BMW Bank OOO, Moscow
Bavaria Reinsurance Malta Ltd., Floriana
100
100
100
100
100
100
BMW Australia Finance Ltd., Mulgrave
394
100
-12
BMW Australia Ltd., Melbourne
194
20
100
BMW Financial Services New Zealand Ltd., Auckland
100
BMW New Zealand Ltd., Auckland
100
100
100
100
74
100
320
54
100
310
151
100
196
20
108
83
287
100
100
100
100
51
100
100
BMW Sydney Pty. Ltd., Sydney
66
100
100
BMW Group
Notes to the Group
Financial Statements
→ List of Investments
at 31 December 2016
BMW Den Haag B.V., The Hague
Oy BMW Suomi AB, Helsinki
BMW Madrid S.L., Madrid
BMW Milano S.r.I., San Donato Milanese
in € million
Statements
Equity
ParkNow GmbH, Munich
BMW Car IT GmbH, Munich4
Bavaria Betriebs-Gastronomie GmbH, Munich4
Automag GmbH, Munich
Alphabet Fleetservices GmbH, Munich
DOMESTIC7
Companies
at 31 December 2016
PM Parking Ventures GmbH, Munich
Group
Financial
182
100
183
184
BMW AG's non-consolidated companies at 31 December 2016
→ 62
Group
Financial
Statements
BMW Nederland B.V., Rijswijk
100
100
100
100
100
100
100
100
100
100
100
100
BMW Melbourne Pty. Ltd., Melbourne
BMW Vertriebs GmbH, Salzburg
384
160
100
100
100
26900
134
BMW Finance N.V., The Hague
59
135
8
Alphabet Nederland B.V., Breda 11
136
Rolls-Royce Motor Cars Ltd., Farnborough
12
180
BMW Financial Services Scandinavia AB, Sollentuna
100
36
202
16
100
BMW Austria Leasing GmbH, Salzburg
123
Alphabet UK Ltd., Glasgow
BMW Austria Ges.m.b.H., Salzburg
BMW Financial Services Belgium S.A./N.V., Bornem
APD Industries plc, Farnborough
BMW Austria Bank GmbH, Salzburg
100
156
104
BMW International Investment B.V., 's-Gravenhage
100
21
112
Alphabet Belgium Long Term Rental NV, Aartselaar
100
94
119
BMW Russland Trading 000, Moscow
100
7
ALPHABET (GB) Ltd., Farnborough
100
100
213
BMW Iberica S.A., Madrid
BMW Italia S. p.A., San Donato Milanese
BMW Finance S.N.C., Guyancourt
BMW France, Montigny-le-Bretonneux
BMW Coordination Center V.o.F., Bornem
BMW (Schweiz) AG, Dielsdorf
181
BMW Credit (Malaysia) Sdn Bhd, Kuala Lumpur
719
BMW Tokyo Corp., Tokyo
107
BMW Holding Malaysia Sdn Bhd, Kuala Lumpur
BMW Osaka Corp., Osaka
Oceania
987
154
58
535
BMW Lease (Malaysia) Sdn Bhd, Kuala Lumpur
49
49
100
BMW (UK) Ltd., Farnborough
100
21
277
BMW Belgium Luxembourg S.A./N.V., Bornem
100
24
302
100
35
345
100
40
364
100
39
374
100
592
65
→ List of Investments
BMW Group
Notes to the Group
Financial Statements
100
BMW i Ventures B.V., 's-Gravenhage
BMW Group Benefit Trust Ltd., Farnborough
BMW Drivers Club Ltd., Farnborough
BMW Car Club Ltd., Farnborough
BMW (UK) Pensions Services Ltd., Hams Hall
BMW (P+A) Ltd., Farnborough
BMW (GB) Ltd., Farnborough
Alphabet Insurance Services Polska Sp. z o.o., Warsaw
Europe
FOREIGN7
100
100
100
100
100
100
Capital invest-
ment in %
in € million
Profit/loss
1,061
50
2,003
33
BMW Motorsport Ltd., Farnborough
Cobalt Holdings Ltd., Basingstoke
Cobalt Telephone Technologies Ltd., Basingstoke
Content4all BV, Amsterdam
100
Park-line Holding B.V., 's-Gravenhage
100
Park-line B.V., 's-Gravenhage
100
Park-line Aqua B.V., 's-Gravenhage
100
000 BMW Leasing, Moscow
100
John Cooper Works Ltd., Farnborough
100
43
100
100
100
100
100
100
100
100
100
100
100
John Cooper Garages Ltd., Farnborough
100
Park-Mobile (UK) Limited, Basingstoke
10
49
Racer Benchmark Group GmbH, Landsberg am Lech
SGL Carbon SE, Wiesbaden
Equity
in € million
Profit/loss
in € million
Capital invest-
ment in %
4.6
3.1
16.7
18.9
9.8
16.7
6.2
10.5
9.1
18.3
FOREIGN7
Chargemaster Plc., Luton
Gios Holding B.V., Oss
JustPark Parking Limited, London
Parkopedia Ltd., Birmingham
Carbon, Inc., Wilmington, Delaware
RA Rohstoffallianz GmbH i.L., Berlin
Joblinge gemeinnützige AG München, Munich
Joblinge gemeinnützige AG Leipzig, Leipzig
Joblinge gemeinnützige AG Berlin, Berlin
44
2
49
50
50
50
25
20
40
40
50
49
30
18
46
20
BMW AG's participations at 31 December 2016
→ 64
Companies
DOMESTIC
Deutsches Forschungszentrum für Künstliche Intelligenz GmbH, Kaiserslautern
GSB Sonderabfall-Entsorgung Bayern GmbH, Baar-Ebenhausen
Hubject GmbH, Berlin
IVM Industrie-Verband Motorrad GmbH & Co. Dienstleistungs KG, Essen
25
ChargePoint, Inc., Wilmington, Delaware
100
100
38
Capital invest-
ment in %
Profit/loss
in € million
in € million
Equity
DriveNow Verwaltungs GmbH, Munich
DriveNow GmbH & Co. KG, Munich³
DOMESTIC
Joint ventures - equity accounted
Companies
→ 63
BMW AG's associated companies, joint ventures and joint operations at 31 December 2016
at 31 December 2016
→ List of Investments
BMW Group
Notes to the Group
Financial Statements
Statements
Group
Financial
186
185
49
100
70
100
-2
50
50
FOREIGN
Parkmobile International Holding BV, Utrecht 10
IP Mobile N.V., Brussels
Stadspasparkeren B.V., Deurne
BMW AVTOTOR Holding B.V., Amsterdam
BMW Albatha Finance PSC, Dubai
BMW Albatha Leasing LLC, Dubai
FOREIGN¹
PDB-Partnership for Dummy Technology and Biomechanics GbR, Gaimersheim
Abgaszentrum der Automobilindustrie GbR, Weissach
The Retail Performance Company GmbH, Munich
Digital Energy Solutions GmbH & Co. KG, Munich
85888287
Encory GmbH, Unterschleißheim
Not equity accounted or proportionately-consolidated entities
SGL Automotive Carbon Fibers, LLC, Dover, Delaware
FOREIGN
SGL Automotive Carbon Fibers Verwaltungs GmbH, Munich³
SGL Automotive Carbon Fibers GmbH & Co. KG, Munich
DOMESTIC
Joint operations - proportionately-consolidated entities
THERE Holding B.V., Amsterdam³
FOREIGN
Associated companies - equity accounted
BMW Brilliance Automotive Ltd., Shenyang
DOMESTIC¹
Parkmobile Belgium BvBa, Antwerpen
100
100
BMW Experience Centre Inc., Richmond Hill, Ontario
217-07 Northern Boulevard Corporation, Wilmington, Delaware
The Americas
90
100
100
100
100
60
100
100
U.T.E. Alphabet España-Bujarkay, Sevilla
Parkmobile Suisse SA, Bulle
Parkmobile Software BV, Amsterdam
Parkmobile Limited, Basingstoke
Parkmobile Licenses B.V., Amsterdam
Parkmobile Hellas SA, Athens
Parkmobile Group Holding BV, Amsterdam
Parkmobile Group BV, Amsterdam
100
Parkmobile France SAS, Versailles
100
Parkmobile Benelux B.V., Amsterdam
BMW i Ventures, LLC, Wilmington, Delaware
BMW Leasing de Argentina S.A., Buenos Aires
BMW Operations Corp., Wilmington, Delaware
BMW Technology Corporation, Wilmington, Delaware
Designworks/USA, Inc., Newbury Park, California
MINI Business Innovation, LLC, Wilmington, Delaware
Reach Now, LLC, Wilmington, Delaware
Herald International Financial Leasing Co., Ltd., Tianjin
THEPSATRI Co., Ltd., Bangkok⁹
BMW Philippines Corp., Manila
BMW Insurance Services Korea Co. Ltd., Seoul
BMW India Leasing Pvt. Ltd., Gurgaon
BMW Financial Services Singapore Pte Ltd., Singapore
BMW Financial Services Hong Kong Limited, Hong Kong
BMW Finance (United Arab Emirates) Ltd., Dubai
Asia
100
100
100
100
BMW Automobile Distributors (Pty) Ltd., Midrand
BPF Midrand Property Holdings (Pty) Ltd., Midrand
Multisource Properties (Pty) Ltd., Midrand
100
100
100
100
100
100
100
100
4,678
100
Toluca Planta de Automoviles, S.A. de C.V., Mexico City
Africa
Mini Urban X Accelerator SPV, LLC, Wilmington, Delaware
Desktop Metal, Inc., Wilmington, Delaware
Nauto, Inc., Dover, Delaware
→ Page 204
→ Page 198 Composition and Work Procedures of the Supervisory Board
of BMW AG and its Committees
Composition and Work Procedures of the Board of Management
of BMW AG and its Committees
Members of the Supervisory Board
→ Page 196
→ Page 193
→ Page 192
→ Page 190 Statement on Corporate Governance (§289a HGB)
(Part of the Combined Management Report)
→ Page 190 Information on the Company's Governing Constitution
→Page 191 Declaration of the Board of Management and
of the Supervisory Board pursuant to § 161 AktG
Members of the Board of Management
CORPORATE
GOVERNANCE
→ Page 205
Oliver Zipse
Peter Schwarzenbauer
Dr. Ian Robertson (HonDSc)
Dr. Nicolas Peter
Klaus Fröhlich
Milagros Caiña Carreiro-Andree Markus Duesmann
Harald Krüger
The Board of Management
Bayerische Motoren Werke
Aktiengesellschaft
Munich, 14 February 2017
Life360, Inc., Dover, Delaware
Disclosures pursuant to the Act on Equal Gender Participation
Information on Corporate Governance
Practices Applied beyond Mandatory Requirements
→Page 207 Compliance in the BMW Group
Information on the Company's
Governing Constitution
Good corporate governance - acting in accordance
with the principles of responsible management aimed
at increasing the value of the business on a sustainable
basis - is an essential requirement for the BMW Group
embracing all areas of the business. Corporate culture
within the BMW Group is founded on transparent
reporting and communication, corporate governance
in the interest of all stakeholders, fair and open coop-
eration between the Board of Management and the
Supervisory Board as well as among employees, and
compliance with existing laws. The Board of Manage-
ment and Supervisory Board report in this statement
on important aspects of corporate governance pursuant
to §§ 289, 315 (5) HGB and section 3.10 of the German
Corporate Governance Code (GCGC).
CORPORATE
GOVERNANCE
STATEMENT ON
Constitution
Governing
→Information on the
Company's
Statement on
Corporate
Governance
190
Report
Compensation
Compliance
Supervisory Board
Board of
Management
Company's Govern-
ing Constitution
Corporate
Governance
4
4
→Page 224 BMW Group Auditor's Report
→ Page 223 Responsibility Statement by the Company's
Legal Representatives
→Page 212 Compensation Report
at 31 December 2016
→ List of Investments
Bavarian & Co. Ltd., Incheon
BMW Group
Exemption from drawing up a management report applied in accordance with § 264 (3) and § 264 b HGB.
4 Profit and Loss Transfer Agreement with a subsidiary of BMW AG.
3 Profit and Loss Transfer Agreement with BMW AG.
2 The amounts shown for the foreign subsidiaries correspond to the annual financial statements drawn up in accordance with uniform IFRS rules. Equity and earnings not denominated in euro are translated into
euro using the closing exchange rate at the balance sheet date.
1.2
2.6
2.7
0.9
1.7
11.8
6 Exemption from publication of financial statements applied in accordance with § 264 (3) and § 264 b HGB.
9.1
16.9
1.1
3.3
0.3
3.6
1.1
rules. Equity not denominated in euro is translated into euro using the closing exchange rate at the balance sheet date, earnings are translated using the average rate.
10.6
6.7
12.0
18.6
7 These entities are neither consolidated nor accounted for using the equity method due to their overall immateriality for the Group Financial Statements.
8 The amounts shown for entities accounted for using the equity method and for proportionately consolidated entities correspond to the annual financial statements drawn up in accordance with uniform IFRS
Scoop Technologies, Inc., Wilmington, Delaware
12 First-time consolidation.
¹¹Exemption pursuant to Article 2:403 of the Civil Code of the Netherlands applied.
10 Significant influence.
⁹ Including power to appoint representative bodies.
Rever Moto, Inc., Wilmington, Delaware
RideCell, Inc., Wilmington, Delaware
188
Srividya Tech, Inc., Wilmington, Delaware
striVB Labs., Inc., Camden, Delaware
Turo, Inc., Dover, Delaware
Zendrive, Inc., Dover, Delaware
ZIRX Technologies, Inc., Dover, Delaware
Moovit App Global Ltd., St. Ness Ziona
1 The amounts shown for the German subsidiaries correspond to the annual financial statements drawn up in accordance with German accounting requirements (HGB).
1.5
Group
Financial
Statements
Notes to the Group
Financial Statements
13 First-time consolidation in the financial year 2016: BMW Leasing (GB) Ltd., Farnborough.
187
In both the Personnel Committee and the full Supervisory Board, we examined not only the
structure, but also the amounts of compensation paid to the various members of the Board of
Management. In this context, we reviewed trends in business performance and board compen-
sation over a period of several years. We also gave general consideration to the remuneration
paid to executive managers and employees of BMW AG within Germany over the course of time.
A compensation consultant, independent of both the Board of Management and BMW AG, was
called upon to provide expert advice and assist us in our evaluation of DAX-related compensation
studies. We concluded that the level of compensation paid to board members, including their
pension entitlements, is appropriate and in keeping with other DAX-listed companies. The
Supervisory Board therefore resolved not to propose any changes to the system of Board of
Management compensation in 2016. Further information on the amounts of compensation
paid to the members of the Board of Management is provided in the Compensation Report (see
section "Statement on Corporate Governance").
Together with the Board of Management, we undertook an in-depth review of the corporate
governance standards currently in place within the BMW Group as well as the rules set out
in the German Corporate Governance Code. The latest Declaration of Compliance, issued in
December 2016, is included in the Annual Report.
-
Examination of financial statements and the profit distribution proposal
KPMG AG Wirtschaftsprüfungsgesellschaft conducted a review of the abridged Interim Group
Financial Statements and Interim Group Management Report for the six-month period ended
30 June 2016. The results of the review were presented to the Audit Committee by representatives
of KPMG AG Wirtschaftsprüfungsgesellschaft. No issues were identified that might indicate
that the abridged Interim Group Financial Statements and Interim Group Management Report
had not been prepared, in all material respects, in accordance with the applicable provisions.
The Group and Company Financial Statements of Bayerische Motoren Werke Aktiengesellschaft
for the year ended 31 December 2016 and the Combined Management Report
- as author-
ised for issue by the Board of Management on 14 February 2017 – were audited by KPMG AG
Wirtschaftsprüfungsgesellschaft and given an unqualified audit opinion.
The composition of the Presiding Board and the committees of the Supervisory Board remained
unchanged during the financial year 2016. The Corporate Governance Report contains a summary
of the composition of the Supervisory Board and its committees.
In 2016, the Annual General Meeting re-elected Simone Menne to the Supervisory Board for
a term of five years. Ulrich Kranz resigned his mandate as executive staff representative with
effect from the end of 2016. As elected substitute member, Ralf Hattler became a member of
the Supervisory Board with effect from 1 January 2017. We thank Mr Kranz for the trusting and
constructive working relationship within the Supervisory Board.
We also discussed with the Board of Management the probable impact of technological changes
on future workforce requirements. We were informed about the range of measures implemented
to incorporate Strategy NUMBER ONE > NEXT in the BMW Group's corporate culture and
brought up to date on activities aimed at attracting young talent. The Board of Management
also provided details of actual and planned additions to the workforce in defined growth areas.
Each of the five Supervisory Board meetings during the financial year 2016 was attended on
average by over 90% of its members, a fact that can be tied in to the analysis of attendance fees
for individual members disclosed in the Compensation Report. During their term of office in
the period under report, none of the members of the Supervisory Board took part in only half or
less than half of the meetings of the Supervisory Board, the Presiding Board or the committees
to which any given member belongs.
We again decided upon a target for the proportion of female members on the Board of Manage-
ment, including a time frame for target attainment. As its target for the period from 1 January 2017
to 31 December 2020, we stipulated that the Board of Management should continue to have at
least one female member. We consider it a key aim to increase the proportion of women on the
Board of Management and fully support the Board's endeavours to increase the percentage of
women employed at the highest executive management levels within the BMW Group. Moreover,
we developed a diversity concept for the composition of the Board of Management.
and Supervisory Board Committees
Composition of the Supervisory Board, the Presiding Board
Supervisory Board
→ Report of the
14
13
We would like to extend our special thanks to Dr Draeger and Dr Eichiner for their many years
of dedicated work in the interests of the BMW Group, both in highly successful years and during
the challenging period of the global financial and economic crisis. We equally wish to thank
them for their personal contribution to the BMW Group's long-term success.
With effect from 1 January 2017, we appointed Dr Nicolas Peter as member of the Board of
Management. Dr Peter joined BMW AG in 1991 and most recently worked as head of the European
sales region. He took over board responsibility for Finances from Dr Friedrich Eichiner, who
retired from the Board of Management with effect from the end of 2016.
With effect from 1 October 2016, the Supervisory Board appointed Markus Duesman as member
of the Board of Management. Mr Duesmann has many years of management experience in the
automobile industry and has been with BMW AG since 2007. Most recently, he was head of
powertrain and the related process chain within the development area. Mr Duesmann took over
board responsibility for the Purchasing and Supplier Network from Dr Klaus Draeger, whose
mandate ended on 30 September 2016.
Composition and organisation of the Board of Management
During the period under report, the composition of the Board of Management changed as part
of the process of amicably agreed succession planning.
The statutory Mediation Committee was not required to convene during the financial year 2016.
The Nomination Committee convened twice during the financial year 2016. At these meetings, we
deliberated on succession planning for mandates of the shareholders' representatives and, taking
account of the composition targets set, made one recommendation for a proposed nomination
of a candidate for election at the Annual General Meeting 2017.
The Personnel Committee convened five times during the financial year 2016. One of the
principal duties of this committee is to prepare decisions of the full Supervisory Board relating
to the composition of the Board of Management. In specific cases, we also gave our approval for
members of the Board of Management to accept non-BMW Group mandates.
On repeated occasions, the Audit Committee dealt with the new requirements for financial year-
end audits, particularly the rules applying to non-audit-related services provided by the auditor
and the procedure for changing the external auditor. In accordance with statutory requirements,
we approved a list of non-audit-related services that may be provided by the external auditor.
Furthermore, we performed our statutory duties in connection with the mandatory audit of
over-the-counter trading with derivatives pursuant to § 20 of the Securities Trading Act (WpHG).
An external auditor confirmed the effectiveness of the system that BMW AG currently employs
to ensure compliance with regulatory requirements. Furthermore, in the Audit Committee we
concurred with the decision of the Board of Management to raise the Company's share capital
in accordance with § 4 (5) of the Articles of Incorporation (Authorised Capital 2014) by €305,000
and, in conjunction with the Employee Share Programme, to issue a corresponding number
of new non-voting bearer shares of preferred stock, each with a par value of €1, at favourable
conditions to employees.
The Head of Group Internal Audit reported on internal audit matters, including a description
of the significant internal audit findings and the planned areas of focus on the industrial and
financial services sides of the business.
The Head of Group Financial Reporting informed us about the internal control system (ICS)
underlying financial reporting and explained measures being taken to develop the system further.
No material ICS weaknesses were identified which would jeopardise the system's effectiveness.
The BMW Group Compliance Committee chairman provided information on the current status of
compliance within the Group as well as changes in the BMW Group Compliance Organisation aimed
at strengthening local compliance management, including the next steps to be taken in this area.
As in previous years, the Head of Group Controlling reported during the financial year 2016
on the current risk profile of the BMW Group and provided an overview of the changes made
to the risk management system in view of new internal and external requirements.
The composition targets for the Supervisory Board, which represent the basis for a diversity
concept, were not changed during the financial year 2016. Compliance with the composition
targets set for 31 December 2016 was determined by way of self-assessment.
No conflicts of interest arose on the part of members of either of the two boards during the
year under report. Significant transactions with Supervisory Board members and other related
parties as defined by IAS 24, including close relatives and intermediary entities, are examined
on a quarterly basis.
The Supervisory Board also assessed the efficiency of its own work with the aim of further
improving its internal procedures and the work of its committees. With this point in mind, I
also conducted individual discussions with the members of the Supervisory Board. The matter
was also considered at a meeting of the full Supervisory Board. Additional topics for report were
identified as part of the overall conclusion reached.
11
12
→ Report of the
The Board of Management also reported on the latest status of the BMW Group's diversity concept.
The report presented figures for the percentage of female executives in the BMW Group, in par-
ticular the proportions in the two executive management levels below the Board of Management,
the targets set, and the latest status of these two levels.
Supervisory Board
Description of Presiding Board activities and committee work
The Supervisory Board has established a Presiding Board and four committees. The chairpersons
of the various committees reported to the Supervisory Board in depth on any committee meetings
held since the previous meeting of the full Supervisory Board. I brought the representatives
of the shareholders up to date regarding the deliberations of the Nomination Committee. A
detailed description of the duties, composition and work procedures of the various committees
is provided in the Corporate Governance Report.
The Presiding Board convened four times during the year under report. Assuming no other
committee was responsible, the Presiding Board prepared the detailed agenda for the meetings of
the full Supervisory Board, including the careful preparation of topics on the basis of written and
oral reports provided by members of the Board of Management and senior heads of department.
We also stipulated further topics for full Supervisory Board meetings and made suggestions for
reports submitted to the Supervisory Board.
The Audit Committee held four meetings and three telephone conference calls during the financial
year 2016. In the course of those conference calls, together with the Board of Management we
deliberated on the Quarterly Financial Reports prior to their publication. Representatives of the
external auditors were present during the telephone conference call held in conjunction with
the Half-year Financial Report.
The Audit Committee Meeting held in spring 2016 focused primarily on preparing for the
Supervisory Board meeting at which the financial statements were to be examined. Before
recommending to the full Supervisory Board that KPMG AG Wirtschaftsprüfungsgesellschaft
be elected as Company and Group auditor at the Annual General Meeting 2016, we obtained a
Declaration of Independence from KPMG AG Wirtschaftsprüfungsgesellschaft. We also consid-
ered the scope and composition of non-audit services, including tax advisory services provided
by KPMG entities to the BMW Group. There were no indications of conflicts of interest, grounds
for exclusion or lack of independence on the part of the auditor.
The fee proposals for the audit of the year-end Company and Group Financial Statements 2016 and
the review of the Half-year Financial Report were deemed appropriate. Subsequent to the Annual
General Meeting 2016, we therefore appointed KPMG AG Wirtschaftsprüfungsgesellschaft for
the relevant engagements and specified audit focus areas.
KPMG AG Wirtschaftsprüfungsgesellschaft is the external auditor for BMW AG and the
BMW Group. The Auditor's Report has been signed with effect from the financial year 2016 by
Christian Sailer, as independent auditor (Wirtschaftsprüfer), and with effect from the financial
year 2014 by Andreas Feege, as independent auditor (Wirtschaftsprüfer), responsible for the
performance of the engagement.
The Financial Statements and the Combined Management Report, the long-form audit reports
of the external auditors and the Board of Management's profit distribution proposal were made
available to all members of the Supervisory Board in a timely manner.
The Supervisory Board wishes to thank the members of the Board of Management and the entire
staff of the BMW Group worldwide for their efforts and hard work, which contributed to the
overall success of the BMW Group in its centenary year.
Based on thorough examination by the Audit Committee and the full Supervisory Board, we
concurred with the results of the external audit. In accordance with the conclusion reached after
the examination by the Audit Committee and the full Supervisory Board, no objections were
raised. The Group and Company Financial Statements of Bayerische Motoren Werke Aktien-
gesellschaft for the financial year 2016 prepared by the Board of Management were approved at
the Supervisory Board meeting held on 9 March 2017. The separate financial statements have
therefore been adopted.
The company is also one of the leading financial services providers in the automotive sector. Our
Financial Services division concluded more than 1.8 million new contracts with retail customers
in 2016. For the first time, the segment Financial Services posted pre-tax earnings of more than
2.1 billion euros and therefore once again made a major contribution to the Group result.
EBT rose slightly as forecast - by 4.8 per cent year-on-year. Annual net profit increased by
8.0 per cent to more than 6.9 billion euros. The EBIT margin in the Automotive segment stands
at 8.9 per cent and therefore remains within our target range.
The BMW Group posted record revenues of over 94.1 billion euros in 2016. Profit before tax also
reached a new high of more than 9.6 billion euros.
We achieved our goals for 2016. We succeeded despite increasing uncertainties in the political
and economic environment and strong competition on the global auto markets.
Targets met for financial year 2016
The desirability of our brands and products is reflected in rankings and awards. The BMW Group
was once again the highest-ranked automobile manufacturer in Fortune Magazine's 2017 "World's
Most Admired Companies" and is the only German company in the top 50. With the "World
Car Award" and "Best Car" for the BMW 7 Series and "Golden Steering Wheel" for the BMW i3,
the BMW Group earned several of the world's top honours in 2016.
The BMW Group continues to benefit from its balanced distribution of sales across the world's
three major market regions: Europe, Asia and the Americas. We are making targeted investments
in our production network of 31 sites in 14 countries on five continents to enhance performance
and flexibility.
Highly motivated associates are the key to our success
Rolls-Royce delivered 4,011 vehicles to customers and reported the second-best year in its
113-year history.
The BMW brand sold more than two million vehicles for the first time in a single year. Demand
for the X models, the BMW 2 Series and the new BMW 7 Series was particularly strong. The MINI
brand also achieved record sales of 360,233 vehicles; as did BMW Motorrad, with 145,032 motor-
New all-time highs for BMW, MINI and BMW Motorrad brands
BMW Group remains the world's leading premium car company in 2016
In its centenary year 2016, the BMW Group continued its successful business development. For
the sixth consecutive year, sales reached a new all-time high. With a solid increase of 5.3 per cent
over the previous year, sales climbed to more than 2.3 million vehicles. The BMW Group therefore
remains the leading car company in the global premium segment.
We are creating common platforms and architectures for economical industrialisation of com-
bustion engines with Efficient Dynamics technology and electrification across all brands and
model series.
The BMW Group is currently the world's most successful premium provider of plug-in hybrid
vehicles. In 2017, we will release two more models: the BMW 5 Series iPerformance and the
MINI Countryman. These will be followed in 2018 by the BMW i8 Roadster. A year later, we will
launch an all-electric MINI and in 2020, an all-electric BMW X3.
to deliver a further 100,000 electrified vehicles. Our customers can choose between seven
different models.
and BMW plug-in hybrid models. In 2017, we intend to go one better: this year alone, we aim
cycles and scooters sold.
Between the launch of the BMW i3 in 2013 and 2016, we sold more than 100,000 BMW i models
The company employed a total of 124,729 people at the end of 2016. This represents a slight
year-on-year increase of 2.0 per cent. In addition to specialists in alternative drivetrains and
automated driving, we are also recruiting experts for our financial services business and expansion
in mobility services. The BMW Group continues to benefit from its status as a highly attractive
employer, as shown in numerous rankings amongst engineering, IT and business graduates. This
helps us attract the young talent we need to implement digitalisation in all our business segments.
On behalf of the Board of Management, as well as personally, I would like to thank all our
associates worldwide for their dedication during the financial year 2016. I would also like to
thank our business partners and suppliers, as well as the entire retail organisation. You all play
a direct part in our success!
Chairman of the Board of Management
Harald Krüger
H. 35"
Yours
I would like to thank all of our shareholders and debt investors. You, dear shareholders and
investors, accompany us as we embark upon a new age of mobility. With our strategy, we have
shown you our roadmap for the future and we are consistently implementing the measures
accordingly. Your commitment is a sign of your appreciation and trust. We will do everything
in our power to ensure that BMW AG remains an attractive investment and a reliable and
future-oriented company that justifies your trust.
It is only right that our shareholders share in our success. In the 101st year of BMW AG, the
Board of Management and Supervisory Board will therefore propose to the Annual General
Meeting the highest dividend in the history of the company for the financial year 2016, with
a total payout of 2.3 billion euros. Associates of BMW AG in Germany will also share in the
company's positive performance through our profit-sharing programme.
In early 2017, the rating agency Moody's upgraded our long-term credit rating to A1 – giving the
BMW Group the best rating of any European automobile manufacturer and the second-highest
worldwide. This financial stability forms the basis for our investments in the future.
In 2016, we once again invested more than 350 million euros in vocational and professional
training for associates. The BMW Group is also training more than 4,600 young people. This
reflects the company's sense of responsibility towards future generations.
-
Dear Shareholders,
2017 model offensive
In the 2017 financial year, we will offer customers more than 20 new BMW, MINI and Rolls-Royce
models. For BMW, a highlight for the current financial year will be the arrival of the most innova-
tive BMW 5 Series of all time. This status has been confirmed by awards such as "Best Connected
Car of the Year". Our 5 Series customers can choose from options ranging from a plug-in hybrid
variant to the M Performance model. Our current MINI line-up is young and striking, with five
models full of character that appeal to different target groups. The new MINI Countryman is
our second spearhead in the fast-growing premium compact segment. Motorcycle fans can also
look forward to new models this year with 14 market launches from BMW Motorrad.
of the Board of
Management
→ Statement of the
Chairman
20
19
19
We firmly believe that the diverse challenges of tomorrow's mobility open up new opportunities
for further growth and technological progress which we will pursue in the interest of our
customers. In doing so, we combine fresh thinking, operational excellence and profitability. For
the past seven years, the EBIT margin in the Automotive segment has been within or above our
target range of eight to ten per cent.
Our goal: to sell 100,000 electrified vehicles in 2017
Demand will increase with more models and greater range - as shown by the example of our
BMW i3 with its new 94-amp-hour battery. We delivered a total of more than 62,000 BMW i
vehicles and BMW plug-in hybrids to customers in 2016. The BMW i3 is one of the leading electric
vehicles available, while the BMW X5 is the top-selling plug-in hybrid. At our car-sharing service
DriveNow, operated with Sixt SE, BMW i3s already make up 20 per cent of the European fleet.
We see this as a great opportunity to make people, especially young people, excited about
electric driving.
Alongside digitalisation, emission-free mobility is another huge task for our industry. By 2025,
we expect around 15 to 25 per cent of BMW Group sales to be electrified vehicles. To achieve
this, we continue to expand the share of electrified models across all our brands and series.
Harald Krüger
Chairman of the Board of Management
Management
of the Board of
→ Statement of the
Chairman
16
15
Chairman of the Supervisory Board
Dear Shareholders,
Norbert Reithofer
Yours
On behalf of the Supervisory Board
Munich, 9 March 2017
The Group corporate culture, the spirit of innovation, and the passionate commitment of our
workforce provide a strong foundation for taking on the challenges of the future. Building on
this firm base, the BMW Group will continue to play a formative and leading role in shaping
technological change, with the clear aim of emerging on the winning side.
Pro-actively shaping change
Expression of appreciation by the Supervisory Board
We also examined the proposal of the Board of Management to use the unappropriated profit to
pay an increased dividend of €3.50 per share of common stock and €3.52 per share of non-voting
preferred stock. We consider the proposal appropriate and therefore concur with it.
Men
A new era has begun for your company: in this, the first year of our “Next 100″, we are embarking
on a new age of individual mobility. Everything we do is for our customers. For them, we are
creating a new kind of premium mobility geared entirely towards their individual needs, and
which will continue to thrill and excite them moving ahead.
Our Vision Vehicles fascinate people the world over
2016 was our centenary year. And you could see the reports everywhere: "The BMW Group is
not resting on its laurels – it is actively shaping the future." The response of many people when
they saw our BMW, MINI, Rolls-Royce and BMW Motorrad Vision Vehicles for the first time,
was unequivocally enthusiastic: "The BMW Group's Vision Vehicles are unlike anything we've
seen before." I experienced this excitement myself in Munich, Beijing and Los Angeles. With
our Vision Vehicles, we are providing a glimpse of mobility beyond 2030, when autonomous
driving, connectivity, electro-mobility and services will be part of everyday life.
Firmly on course for sustainable mobility
Later this year, we will begin testing autonomous driving in city centres with a fleet of 40 com-
puter-operated vehicles. Customer safety will naturally be our top priority.
We are developing and testing highly-automated and autonomous vehicles at our new Research
and Development Centre for Autonomous Driving near Munich. This was also decided as part
of Strategy NUMBER ONE > NEXT.
Campus for highly-automated and autonomous vehicles
Semi-automated driving with the new BMW 7 Series and BMW 5 Series
The transition to fully-autonomous driving, from around 2030, will see responsibility shift from
driver to machine in five stages. We already have around 8.5 million connected vehicles on the
road today. Our customers are already benefitting from state-of-the-art driver assistance systems
in the BMW 7 Series and the new BMW 5 Series. We are directing all our efforts towards the next
technological leap, which will bring highly-automated driving and further future technologies
to the road with the iNext in 2021.
of the Board of
Management
→ Statement of the
Chairman
In a first step, the Audit Committee diligently examined and discussed these documents at a
meeting held on 24 February 2017. The Supervisory Board subsequently examined the relevant
drafts of the Board of Management at its meeting on 9 March 2017, after hearing the committee
chairman's report on the meeting of the Audit Committee. In both meetings, the Board of
Management gave a detailed explanation of the financial reports it had prepared. Representatives
of the external auditors attended both meetings, reported on significant findings and answered
any additional questions raised by the members of the Supervisory Board. They confirmed that
the risk management system established by the Board of Management is capable of identifying
developments at an early stage that might impair the Company's going-concern status. They
also confirmed that no material weaknesses in the internal control system and risk management
system were found with regard to the financial reporting process. Similarly, they confirmed that
they had not identified any issues in the course of their audit work that were inconsistent with
the contents of the Declaration of Compliance issued jointly by the two boards.
Our acquisition, together with other German manufacturers, of map service HERE was followed
by another important strategic decision in 2016: the BMW Group is joining forces with Intel
and sensor specialist Mobileye to advance highly-automated and autonomous driving.
17
Autonomous driving opens up new possibilities for customers
Autonomous driving will be a key technology for the future of mobility, opening up totally new
possibilities for our customers. Above all, people will be able to reclaim the time they previously
spent behind the wheel concentrating on the traffic. With all our products and services, we
offer various forms of mobility that generate individual excitement, creative space, are intuitive
to use and, at the same time, fully integrated into our customers' lives. As the vehicle becomes
more familiar with its owner, it offers tailored recommendations to make everyday life easier.
future business.
Our aspiration to be a technology leader in mobility is firmly anchored in Strategy
NUMBER ONE > NEXT. To achieve this, we need to focus even more on a cooperative spirit.
In the digital age, new players from the IT world are bringing their business model to the
automotive sector - proving once again that individual mobility is an attractive field for
Cooperation for faster technological breakthroughs
With its bold, entrepreneurial spirit and ground-breaking innovations, the BMW Group has
always shaped individual mobility - constantly evolving in the process. Through Strategy
NUMBER ONE, we grew from a manufacturer of premium automobiles to a provider of premium
mobility and mobility services. Strategy NUMBER ONE > NEXT maps out the company's
further evolution towards a tech company for premium mobility and premium services. To
achieve this, we will continue to expand our mobility services: DriveNow, ReachNow, ParkNow
and ChargeNow.
Becoming a tech company for premium mobility and premium services
with Strategy NUMBER ONE > NEXT
18
Declaration of the Board of Management and of the
Supervisory Board of Bayerische Motoren Werke
Aktiengesellschaft with respect to the recommen-
dations of the "Government Commission on the
German Corporate Governance Code" pursuant to
§ 161 German Stock Corporation Act
The Board of Management and Supervisory Board
of Bayerische Motoren Werke Aktiengesellschaft
("BMW AG") declare the following regarding the rec-
ommendations of the "Government Commission on
the German Corporate Governance Code":
The Board of Management is represented by its Chair-
man in its dealings with the Supervisory Board. The
Chairman of the Board of Management maintains
regular contact with the Chairman of the Supervisory
Board and keeps him informed of all important mat-
ters. The Supervisory Board has passed a resolution
specifying the information and reporting duties of
the Board of Management. As a general rule, in the
case of reports required by dint of law, the Board of
Management submits its reports to the Supervisory
Board in writing. To the extent possible, documents
required as a basis for taking decisions are sent to
the members of the Supervisory Board in good time
before the relevant meeting. Regarding transactions
of fundamental importance, the Supervisory Board
has stipulated specific transactions which require
the approval of the Supervisory Board. Whenever
necessary, the Chairman of the Board of Management
obtains the approval of the Supervisory Board and
ensures that reporting duties to the Supervisory Board
are complied with. In order to fulfil these tasks, the
Chairman is supported by all members of the Board
of Management. The fundamental principle followed
when reporting to the Supervisory Board is that the
latter should be kept informed regularly, without delay
and comprehensively of all significant matters relating
to planning, business performance, risk exposures,
risk management and compliance, as well as any major
variances between actual and budgeted figures.
The establishment and composition of a mediation com-
mittee are prescribed by the German Co-determination
Act. The Mediation Committee has the task of making
proposals to the Supervisory Board if a resolution for the
appointment of a member of the Board of Management
has not been carried by the necessary two-thirds major-
ity of members' votes. In accordance with statutory
requirements, the Mediation Committee comprises the
Chairman and the Deputy Chairman of the Supervisory
Board, one member selected by shareholder represent-
atives and one by employee representatives.
Deutsche Bank AG
Deutsche Post AG
Münchener Rückversicherungs-Gesellschaft
Aktiengesellschaft in München
Susanne Klatten (*1962)
Member since 1997
Entrepreneur
Mandates
ALTANA AG (Deputy Chairman)
SGL Carbon SE (Chairman)
UnternehmerTUM GmbH (Chairman)
Dr. h.c. Robert W. Lane (*1949)
Member since 2009
Former Chairman and Chief Executive Officer of
Deere & Company
Mandates
General Electric Company
Allianz SE (until 3 May 2017)
Infineon Technologies AG
Nestlé Deutschland AG
Mandates
Director of Institut für Demoskopie
Allensbach Gesellschaft zum Studium der
öffentlichen Meinung mbH
Prof. Dr. rer. pol. Renate Köcher (*1952)
Member since 2008
Chairman of the Works Council, Landshut
Member since 1999
-
Willibald Löw¹ (*1956)
MAN Truck & Bus AG
KraussMaffei Group GmbH
Mandates
General Representative of IG Metall Munich
Member since 2009
Horst Lischka² (*1963)
Städtisches Klinikum München GmbH
Robert Bosch GmbH
Mandates
President of acatech - Deutsche Akademie
-
DELTON AG (Deputy Chairman)
Franz Haniel & Cie. GmbH (Chairman)
Heraeus Holding GmbH
TBG Limited
Stefan Quandt (*1966)
Member since 1997
Deputy Chairman
Entrepreneur
Mandates
DELTON AG (Chairman)
AQTON SE (Chairman)
Entrust Datacard Corp.
Ralf Hattler³ (*1968)
Member since 1 January 2017
Head of Indirect Purchasing
Stefan Schmid¹ (*1965)
Member since 2007
Deputy Chairman
Chairman of the Works Council, Dingolfing
Prof. Dr. rer. nat. Dr. h.c. Reinhard Hüttl (*1957)
Member since 2008
Prof. Dr. rer. nat. Dr.-Ing. E.h.
Henning Kagermann (*1947)
Member since 2010
→ Members of the
Supervisory Board
Statement on
Corporate
Governance
194
193
---Other mandates.
der Technikwissenschaften e. V.
Membership of equivalent national or foreign boards of business enterprises.
³ Employee representatives (members of senior management).
2 Employee representatives (union representatives).
1 Employee representatives (company employees).
Deutsches GeoForschungsZentrum - GFZ
University Professor
of Helmholtz-Zentrum Potsdam
Chairman of the Executive Board
Membership of other statutory supervisory boards.
Ulrich Kranz³ (*1958)
Member from 2014 to 31 December 2016
Head of Product Line BMWi
Simone Menne (*1960)
Schaeffler AG (Deputy Chairman)
Siemens Healthcare GmbH (Deputy Chairman)
Werner Zierer¹ (*1959)
Member since 2001
Chairman of the Works Council, Regensburg
195
196
Statement on
Corporate
Governance
→Composition and
Work Procedures
of the Board of
Management of
BMW AG and its
Committees
COMPOSITION AND WORK
PROCEDURES OF THE
BOARD OF MANAGEMENT
OF BMW AG AND ITS
COMMITTEES
The Board of Management governs the enterprise
under its own responsibility, acting in the interests
of the BMW Group with the aim of achieving sustain-
able growth in value. The interests of shareholders,
employees and other stakeholders are also taken into
account in the pursuit of this aim.
The Board of Management determines the strategic
orientation of the enterprise, agrees upon it with the
Supervisory Board and ensures its implementation.
The Board of Management is responsible for ensuring
that all provisions of law and internal regulations are
complied with. Further details about compliance with-
in the BMW Group can be found in the "Corporate
Governance" section of the Annual Report. The Board
of Management is also responsible for ensuring that
appropriate risk management and risk controlling
systems are in place throughout the Group.
During their period of employment for BMW AG,
members of the Board of Management are bound by
a comprehensive non-competition clause. They are
required to act in the enterprise's best interests and
may not pursue personal interests in their decisions
or take advantage of business opportunities intended
for the enterprise. They may only undertake ancillary
activities, in particular supervisory board mandates
outside the BMW Group, with the approval of the
Supervisory Board's Personnel Committee. Each
member of the Board of Management of BMW AG is
obliged to disclose conflicts of interest to the Super-
visory Board without delay and inform the other
members of the Board of Management accordingly.
Following the appointment of a new member to the
Board of Management, the BMW Group Corporate
Governance Officer informs the new member of the
framework conditions under which the board mem-
ber's duties are to be carried out - in particular those
enshrined in the BMW Group's Corporate Govern-
ance Code - as well as the duty to cooperate when a
transaction or event triggers reporting requirements
or requires the approval of the Supervisory Board.
The Board of Management consults and takes deci-
sions as a collegiate body in meetings of the Board
of Management, the Sustainability Board, the Oper-
ations Committee and the Committee for Executive
Management Matters. At its meetings, the Board
of Management defines the overall framework for
business strategies and the use of resources, takes
decisions regarding the implementation of strategies
and deals with issues of particular importance to the
BMW Group. The full board also takes decisions at a
basic policy level relating to the Group's automobile
product strategies and product projects inasmuch as
these are relevant for all brands. The Board of Man-
agement and its committees may, as required and
depending on the subject matters being discussed,
invite non-voting advisers to participate at meetings.
their entirety or individually (such as the executive
management structure, potential candidates for exec-
utive management, nominations for or promotions to
senior management positions). This committee has,
on the one hand, an advisory and preparatory role
(e.g. making suggestions for promotions to the two
remuneration groups below board level and preparing
decisions to be taken at board meetings with regard
to human resources principles with the emphasis on
executive management issues) and a decision-taking
function on the other (e.g. deciding on appointments
to senior management positions and promotions to
higher remuneration groups or the wording of human
resources principles decided on by the full board).
The Committee has two members who are entitled to
vote at meetings, namely the Chairman of the Board
of Management (who also chairs the meetings) and
the board member responsible for Human Resources.
The Head of "Human Resources Management and
Services" as well as the Head of "Human Resources
Executive Management" also participate in these
meetings in an advisory function. At the request of
the Chairman, resolutions may also be passed outside
of committee meetings by casting votes in writing,
by fax or by telephone if the other member entitled
to vote does not object immediately. The Committee
for Executive Management Matters convenes up to
six times a year.
The Board's Committee for Executive Management
Matters deals with enterprise-wide issues affecting
executive managers of the BMW Group, either in
The full board usually convenes up to twice a year in
its function as Sustainability Board in order to define
strategy with regard to sustainability and decide upon
measures to implement that strategy. The Head of
Corporate Affairs and the Representative for Sus-
tainability and Environmental Protection participate
in these meetings in an advisory capacity.
At meetings of the Operations Committee (general-
ly held every two weeks), decisions are reached in
connection with automobile product projects, based
on the strategic orientation and decision framework
stipulated at Board of Management meetings. The
Operations Committee comprises the Board of
Management member responsible for Development
(who also chairs the meetings), together with the
board members responsible for the following areas:
Purchasing and Supplier Network; Production; Sales
and Marketing BMW, Sales Channels BMW Group;
and MINI, Motorcycles, Rolls-Royce, Aftersales BMW
Group. If the committee chairman is not present or
unable to attend a meeting, the member of the board
responsible for Production represents him. Resolu-
tions taken at meetings of the Operations Committee
are made online.
A secretariat for Board of Management matters has
been established to assist the Chairman and other
board members with the preparation and follow-up
work connected with board meetings.
Members of the Board of Management not represent-
ed in a committee are provided with the agendas and
minutes of committee meetings. Committee matters
are dealt with in full board meetings if the committee
considers it necessary or at the request of a member
of the Board of Management.
-
for its committees.
Minutes are taken of all meetings and the Board of
Management's resolutions and signed by the Chair-
man. Decisions taken by the Board of Management
are binding for all employees.
In the event that the Chairman of the Board of
Management is not present or is unable to attend
a meeting, the member of the board responsible for
Finance will represent him.
unanimously. A board meeting may only be held if
more than half of the board members are present.
Unless stipulated otherwise by law or in BMW AG's
statutes, the Board of Management makes decisions
on the basis of a simple majority of votes cast at meet-
ings. Outside of board meetings, decisions are taken
on the basis of a simple majority of board members.
In the event of a tied vote, the Chairman of the Board
of Management has the casting vote. Any changes
to the board's terms of reference must be passed
The Board of Management takes its decisions at
meetings generally held on a weekly basis which are
convened, coordinated and headed by the Chairman
of the Board of Management. At the request of the
Chairman, decisions can also be taken outside of
board meetings if none of the board members object
to this procedure. A meeting is quorate if all Board
of Management members are invited to the meeting
in good time. Members unable to attend any meeting
are entitled to vote in writing, by fax or by telephone.
Votes cast by phone must be subsequently confirmed
in writing. Except in urgent cases, matters relating to
a division for which the responsible board member is
not present will only be discussed and decided upon
with that member's consent.
Terms of reference approved by the Board of Man-
agement contain a planned allocation of divisional
responsibilities between the individual board mem-
bers. These terms of reference also incorporate the
principle that the full Board of Management bears
joint responsibility for all matters of particular impor-
tance and scope. In addition, members of the Board of
Management manage the relevant portfolio of duties
under their responsibility, whereby case-by-case rules
can be put in place for cross-divisional projects. Board
members continually provide the Chairman of the
Board of Management with all information regarding
major transactions and developments within their
area of responsibility. The Chairman of the Board
of Management coordinates cross-divisional matters
with the overall targets and plans of the BMW Group,
involving other board members to the extent that divi-
sions within their area of responsibility are affected.
The rules relating to meetings and resolutions taken
by the full Board of Management are also applicable
Mandates
Regional Head of IG Metall Bavaria
Member since 2011
(until 31 December 2016)
Lufthansa Cargo AG
(until 31 December 2016)
LSG Lufthansa Service Holding AG (Chairman)
Deutsche Post AG
Delvag Luftfahrtversicherungs-AG (Chairman)
(until 31 August 2016)
Lufthansa Technik AG
-
-
Mandates
(since 1 September 2016)
Ingelheim Gruppe, Finance
Member of Management of Boehringer
Member since 2015
-
Mandates
(until 31 December 2016)
(Exchange Council)
Jürgen Wechsler² (*1955)
Member of the Works Council, Dingolfing
Member since 2013
Brigitte Rödig¹ (*1963)
Member of the Works Council, Munich
Dr. Dominique Mohabeer¹ (*1963)
Member since 2012
FWB Frankfurter Wertpapierbörse
Other mandates.
Membership of other statutory supervisory boards.
³ Employee representatives (members of senior management).
² Employee representatives (union representatives).
1 Employee representatives (company employees).
Miles & More GmbH (Chairman Advisory Board)
(until 31 August 2016)
(until 31 August 2016)
Membership of equivalent national or foreign boards of business enterprises.
197
Entrepreneur
Franz Haniel (*1955)
COMPOSITION AND WORK
PROCEDURES OF THE
SUPERVISORY BOARD OF
BMW AG AND ITS
COMMITTEES
and its Committees
Work Procedures of
the Supervisory
Board of BMWAG
→ Composition and
Statement on
Corporate
Governance
1. Since issuance of the last Declaration in December
2015, BMW AG has complied with all of the rec-
ommendations published officially on 12 June 2015
in the Federal Gazette (Code version dated 5 May
2015), as announced with the exception of sec-
tion 4.2.5 sentences 5 and 6.
2. BMW AG will in future comply with all of the rec-
ommendations published officially on 12 June
2015 in the Federal Gazette (Code version dated
5 May 2015), with the exception of section 4.2.5
sentences 5 and 6.
3. It is recommended in section 4.2.5 sentences 5
and 6 of the Code that specified information per-
taining to management board compensation be
disclosed in the Compensation Report. These rec-
ommendations have not been and will not be
complied with, due to uncertainties with respect
to their interpretation and doubts as to whether
the supplementary use of model tables would be
instrumental in making the BMW AG's Compen-
sation Report transparent and generally under-
standable in accordance with generally applicable
financial reporting requirements (see section 4.2.5
sentence 3 of the Code).
191
Munich, December 2016
Bayerische Motoren Werke
Aktiengesellschaft
On behalf of the
Supervisory Board
Dr.-Ing. Dr.-Ing. E. h.
Norbert Reithofer
Chairman
On behalf of the
Board of Management
Harald Krüger
Chairman
192
Mandates
(since 1 January 2017)
Dr. Nicolas Peter (*1962)
Finance
Harald Krüger (*1965)
Chairman
HERE International B.V.
Mandates
BMW AG's Supervisory Board is composed of ten share-
holder representatives (elected by the Annual General
Meeting) and ten employee representatives (elected in
accordance with the Co-Determination Act). The ten
Supervisory Board members representing employees
comprise seven Company employees, including one
executive staff representative, and three members elect-
ed following nomination by unions. The Supervisory
Board has the task of advising and supervising the Board
of Management in its management of the BMW Group.
It is involved in all decisions of fundamental importance
for the BMW Group. The Supervisory Board appoints
the members of the Board of Management and decides
upon the level of compensation they receive. The Super-
visory Board can revoke appointments for important
Klaus Fröhlich (*1960)
Development
MEMBERS OF THE
Supervisory Board
→ Members of the
Board of
Management
→Members of the
Statement on
Corporate
Governance
BOARD OF MANAGEMENT
BMW Brilliance Automotive Ltd.
reasons.
The Chairman of the Supervisory Board coordinates
work within the Supervisory Board, convenes and
chairs its meetings, handles the external affairs of the
Supervisory Board and represents it before the Board
of Management.
The Nomination Committee is charged with the task of
finding suitable candidates for election to the Super-
visory Board as shareholder representatives and to
propose them to the Supervisory Board for election at
the Annual General Meeting. In line with the recom-
mendations of the German Corporate Governance Code,
the Nomination Committee is exclusively composed of
shareholder representatives.
In line with the recommendations of the German Cor-
porate Governance Code, the Chairman of the Audit
Committee is independent, and not a former Chairman
of the Board of Management, and has special knowledge
and experience in the application of financial reporting
standards and internal control procedures. He also
fulfils the requirement of being a financial expert as
defined by § 100 (5) and § 107 (4) AktG.
The Audit Committee deals in particular with the super-
vision of the financial reporting process, effectiveness
of the internal control system, the risk management
system, internal audit system and compliance as well
as the performance of Supervisory Board duties in
connection with audits pursuant to § 20 of the German
Securities Trading Act (WpHG). It also oversees the
audit of financial statements, auditor independence
and any additional work performed by the auditor. It
prepares the proposal for the election of the auditor
at the Annual General Meeting, makes a relevant
recommendation, issues the audit engagement and
agrees on points of audit focus as well as the auditor's
fee. The Audit Committee prepares the Supervisory
Board's resolution relating to the Company and Group
Financial Statements and discusses interim reports
with the Board of Management prior to publication.
The Audit Committee also decides on the Supervisory
Board's agreement on the use of Authorised Capital
2014 (Article 4 no. 5 of the Articles of Incorporation)
and on amendments to the Articles of Incorporation
which only affect its wording.
The Personnel Committee prepares decisions of the
Supervisory Board with regard to the appointment and,
where applicable, removal of members of the Board of
Management and, together with the full Supervisory
Board and the Board of Management, ensures long-
term succession planning. The Personnel Committee
also
prepares s decisions of the Supervisory Board with
regard to Board of Management compensation and the
regular review of the compensation system for the Board
of Management. In conjunction with resolutions taken
by the Supervisory Board regarding the compensation
of the Board of Management, the Personnel Committee
is responsible for drawing up, amending and revoking
employment contracts or, when necessary, to prepare
and conclude other relevant contracts with members
of the Board of Management. In certain cases, the
Personnel Committee is also authorised to grant the
necessary approval of a business transaction on behalf of
the Supervisory Board. This includes cases of providing
loans to members of the Board of Management or Super-
visory Board, certain contractual arrangements with
members of the Supervisory Board, taking into account
related parties, as well as ancillary activities of members
of the Board of Management, including acceptance of
non-BMW Group supervisory board mandates.
Work Procedures of
the Supervisory
Board of BMWAG
and its Committees
→ Composition and
Statement on
Corporate
Governance
200
199
In accordance with rules of procedure, the Presiding
Board comprises the Chairman of the Supervisory Board
and Deputies. The Presiding Board prepares Superviso-
ry Board meetings to the extent that the subject matter
does not fall within the remit of a committee. This
includes, for example, preparing the annual Declaration
of Compliance with the German Corporate Governance
Code and assessment of Supervisory Board efficiency.
coordination work.
BMW AG ensures that the Supervisory Board and its
committees are appropriately equipped to carry out
their duties. This includes providing a central Super-
visory Board office to support Chairpersons in their
The Supervisory Board, the Presiding Board and com-
mittees also meet without the Board of Management
when necessary.
Members of the Supervisory Board may not delegate
their duties to others. However, the Supervisory Board,
the Presiding Board and the committees may call on
experts and informed persons to attend meetings and
advise on specific matters.
In line with the rules of procedure for the activities of
the plenum, the Supervisory Board has set out proce-
dural rules for the Presiding Board and committees.
Committees only have a quorum when all members
participate. Committee resolutions are passed by a
simple majority, unless otherwise stipulated by law.
The number of meetings held by the Presiding Board
and committees depends on requirements. The Pre-
siding Board, the Personnel Committee and the Audit
Committee generally hold several meetings in the course
of the year (see "Report of the Supervisory Board" for
details of the number of meetings held in 2016).
According to the rules of procedure, the Chairman of the
Supervisory Board is, by virtue of this function, member
and Chairman of the Presiding Board, the Personnel
Committee and the Nomination Committee.
The Supervisory Board has a quorum if all members
have been invited to the meeting and at least half the
members of whom it is required to comprise partic-
ipate in the vote. A resolution relating to an agenda
item not included in the invitation is only valid if none
of the members of the Supervisory Board who were
not present at the meeting object to the resolution
and if a minimum of two-thirds of the members are
present.
Resolutions of the Supervisory Board are generally
passed by a simple majority. The German Co-determina-
tion Act contains specific legal requirements with regard
to majorities and technical procedures, particularly with
regard to the appointment and removal of management
board members and the election of Chairman or Deputy
Chairman of the Supervisory Board. In the event of a
tied vote in the Supervisory Board, the Chairman of
the Supervisory Board has two votes in a renewed vote,
assuming it also results in a tie.
In practice, resolutions are regularly passed by the
Supervisory Board and its committees at meetings.
Supervisory Board members who are not present can
submit their vote in written, fax or electronic form via
another Supervisory Board member. This rule also
applies for the second vote of the Chairman of the
Supervisory Board. The Chairman of the Supervisory
Board can also grant a period of time in which all mem-
bers not present at a meeting may retrospectively vote.
In special cases, resolutions may also be passed outside
of meetings, in particular in writing, by fax or by elec-
tronic means. Resolutions and meetings are recorded
in minutes, which are signed by the relevant Chairman.
Following its meetings, the Supervisory Board generally
requests information on new vehicle models in the form
of a short presentation.
Following the election of a new Supervisory Board
member, the Corporate Governance Officer informs
the new member of the main framework for performing
duties, in particular the BMW Group Corporate Gov-
ernance Code and individual contributions required in
circumstances which trigger reporting obligations or are
subject to Supervisory Board approval.
Members of the Supervisory Board of BMW AG take
care to ensure that they have sufficient time to perform
their mandate. If members of the Supervisory Board of
BMW AG are also members of the management board of
a listed company, they may not accept more than three
mandates on non-BMW Group supervisory boards of
listed companies or in other bodies with comparable
requirements.
The Supervisory Board holds a minimum of two meet-
ings per calendar half-year. Normally, five plenary
meetings are held per calendar year. One meeting each
year is planned to extend to several days and is used,
among other things, to enable an in-depth exchange on
strategic and technological matters. The main topics of
meetings in the period under report are summarised
in the Report of the Supervisory Board. Shareholder
representatives and employee representatives generally
prepare Supervisory Board meetings separately and
occasionally with members of the Board of Manage-
ment. Members of the Supervisory Board are specif-
ically legally bound to maintain secrecy with respect
to confidential reports they receive and confidential
discussions in which they partake.
The Supervisory Board regularly assesses the efficiency
of its activities. To this end, shared discussion is con-
ducted within the Supervisory Board and individual
meetings held with the Chairman, prepared on the basis
of a questionnaire sent in advance, which is drawn up
by the Supervisory Board.
Members of the Supervisory Board are obliged to inform
the Supervisory Board of any conflicts of interest, in
particular those resulting from a consulting or executive
role with clients, suppliers, lenders or other business
partners, so that the Supervisory Board can report to
the shareholders at the Annual General Meeting on
its treatment of the issue. Material and non-temporary
conflicts of interest of a Supervisory Board member
result in a termination of mandate.
In proposing candidates for election as members of the
Supervisory Board, care is taken that the Supervisory
Board collectively has the required knowledge, skills and
expertise to perform its tasks appropriately.
The Supervisory Board has stated specific targets for its
composition (see section “Composition targets for the
Supervisory Board").
Members of the Supervisory Board are responsible for
undertaking any training required for the performance
of their duties. The Company provides them with appro-
priate assistance therein.
Taking into account the specific circumstances of the
BMW Group and the number of Board members, the
Supervisory Board has set up a Presiding Board and
four committees: the Personnel Committee, the Audit
Committee, the Nomination Committee and the Medi-
ation Committee (see "Overview of Supervisory Board
committees and their composition"). These serve to
raise the efficiency of the Supervisory Board's work and
facilitate handling of complex issues. Establishment and
function of a mediation committee is prescribed by law.
Committee chairpersons report in detail on committee
work at each plenary meeting of the Supervisory Board.
Composition of the Presiding Board and the committees
is based on legal requirements, the Articles of Incor-
poration, rules of procedure and corporate governance
principles, while taking into particular account the
expertise of Board members.
Members of the Supervisory Board of BMW AG are
obliged to act in the best interest of the organisation as
a whole. They may not pursue personal interests in their
decisions or take advantage of business opportunities
intended to benefit the BMW Group.
(Deputy Chairman, since 1 January 2017)
Milagros Caiña Carreiro-Andree (*1962)
Human Resources, Industrial Relations Director
Dr.-Ing. Klaus Draeger (*1956)
Purchasing and Supplier Network
(until 30 September 2016)
--- Other mandates.
General Counsel:
Dr. Jürgen Reul
MEMBERS OF THE
SUPERVISORY BOARD
Dr.-Ing. Dr.-Ing. E.h. Norbert Reithofer (*1956)
Member since 2015
Chairman
Former Chairman of the Board of
Management of BMW AG
Mandates
Siemens Aktiengesellschaft
Henkel AG & Co. KGaA (Shareholders' Committee)
Dr. jur. Karl-Ludwig Kley (*1951)
Member since 2008
Deputy Chairman
Chairman of the Supervisory Board of the E.ON SE
(since 8 June 2016)
Mandates
Industrial Engineer
and General Works Council
Chairman of the European
Deputy Chairman
Member since 1988
Manfred Schoch¹ (*1955)
Membership of equivalent national or foreign boards of business enterprises.
Robert Bosch GmbH
Second Chairman of IG Metall
Member since 2014
Christiane Benner² (*1968)
Verizon Communications Inc.
Bertelsmann Management SE (until 9 May 2016)
Bertelsmann SE & Co. KGaA (until 9 May 2016)
Deutsche Lufthansa Aktiengesellschaft
E.ON SE (Chairman, since 8 June 2016)
Mandates
- Membership of other statutory supervisory boards.
BMW (South Africa) (Pty) Ltd. (Chairman)
BMW Motoren GmbH (Chairman)
Mandates
Purchasing and Supplier Network
Markus Duesmann (*1969)
(since 25 February 2016)
Weybourne Management Limited
(since 25 February 2016)
Weybourne Investments Holdings
(since 1 October 2016)
Weybourne Limited (since 3 January 2017)
Weybourne Group Limited (since 25 February 2016)
Sales Channels BMW Group
Sales and Marketing BMW,
Dr. Ian Robertson (HonDSc) (*1958)
TÜV SÜD AG (since 15 July 2016)
-
Mandates
Mandates
Member since 2004
Mandates
Peter Schwarzenbauer (*1959)
Oliver Zipse (*1964)
Production
FESTO Management Aktiengesellschaft
(Deputy Chairman, until 1 January 2017)
198
FESTO Aktiengesellschaft
Allianz Deutschland AG (until 30 June 2016)
Allianz SE (since 4 May 2016)
BMW Motoren GmbH (until 7 November 2016)
-
(until 31 December 2016)
Finance
Dr. Friedrich Eichiner (*1955)
Rolls-Royce Motor Cars Limited (Chairman)
Mandates
MINI, Motorrad, Rolls-Royce,
Aftersales BMW Group
Mandates
BMW Brilliance Automotive Ltd.
SpeakUP Line
and their composition
BMW Group
Social responsibility towards employees and
along the supplier chain
The BMW Group stands by its social responsibilities.
Our corporate culture combines the drive for success
with openness, trust and transparency. We are well
aware of our responsibility towards society. Socially
sustainable human resource policies and compliance
with social standards are based on various interna-
tionally recognised guidelines. The BMW Group is
committed to the OECD's guidelines for multinational
companies and the contents of the ICC Business
Charter for Sustainable Development. Details of the
contents of these guidelines and other relevant infor-
mation can be found at → www.oecd.org and www.iccwbo.org.
The Board of Management signed the United Nations
Global Compact in 2001 and, in 2005, together with
employee representatives, issued a "Joint Declaration
on Human Rights and Working Conditions in the
BMW Group". This Joint Declaration was reconfirmed
in 2010. With the signature of these documents, we
have given our commitment to abide worldwide by
internationally recognised human rights and with the
fundamental working standards of the International
Labour Organization (ILO). These include in particular
freedom of employment, the principle of non-dis-
crimination, freedom of association and the right to
collective bargaining, the prohibition of child labour,
appropriate remuneration, regulated working times
and compliance with work and safety regulations.
The complete text of the UN Global Compact and
the recommendations of the ILO and other relevant
information can be found at → www.unglobal.compact.org and
→ www.ilo.org. The Joint Declaration on Human Rights
and Working Conditions in the BMW Group can
be found at www.bmwgroup.com under the menu items
"Downloads" and "Responsibility".
For the BMW Group, worldwide compliance of these
fundamental principles and rights is self-evident.
Since 2005 employees' awareness of this issue has
therefore been raised by means of regular internal
communications and training on recent developments
in this area. The “Compliance Contact” helpline
and the BMW Group SpeakUP Line are available to
employees wishing to raise queries or complaints
relating to human rights issues. With effect from 2016,
human rights have been incorporated as an integral
component of the BMW Group's worldwide Compli-
ance Management System, representing a further step
in the systematic implementation of the UN Guiding
Principles on Business and Human Rights.
Further information on social responsibility towards
employees can be found in the section "Workforce".
Sustainable business management can only be
effective, however, if it covers the entire value-added
chain. That is why the BMW Group not only sets high
standards for itself, but also expects its suppliers and
partners to meet the ecological and social standards it
sets and strives continually to improve the efficiency
of processes, measures and activities. For instance,
we consistently require our dealers and importers
to comply with ecological and social standards on a
contractual basis. Moreover, corresponding criteria
are embedded throughout the entire purchasing
system - including in enquiries to suppliers, in the
sector-wide OEM Sustainability Questionnaire, in our
purchasing terms and in our evaluation of suppli-
ers in order to promote sustainability aspects in
line with the BMW Group Sustainability Standard.
The BMW Group expects suppliers to ensure that the
BMW Group's sustainability criteria are also adhered
to by their sub-suppliers. Purchasing terms and con-
ditions and other information relating to purchasing
can be found in the publicly available section of the
BMW Group Partner Portal at → https://b2b.bmw.com.
We also work in close partnership with our suppliers
and promote their commitment to sustainability.
COMPLIANCE IN THE
BMW GROUP
→ Compliance in the
Responsible and lawful conduct is fundamental to the
success of the BMW Group. It is an integral part of
our corporate culture and the reason why customers,
shareholders, business partners and the general public
place their trust in us. The Board of Management and
the employees of the BMW Group are obliged to act
responsibly and in compliance with applicable laws
and regulations.
The BMW Group Compliance Committee comprises
the heads of the following departments: Legal Affairs,
Corporate and Governmental Affairs, Corporate Audit,
Group Reporting, Organisational Development and
Corporate Human Resources. It manages and moni-
tors activities necessary to avoid non-compliance with
the law. These activities include training, information
and communication measures, compliance controls
and following up cases of non-compliance.
The BMW Group Compliance Committee reports
regularly to the Board of Management on all compli-
ance-related issues, including the progress made in
refining the BMW Group Compliance Management
System, details of investigations performed, known
infringements of the law, sanctions imposed and
corrective/preventative measures implemented. This
ensures that the Board of Management is immediately
notified of any cases of particular significance.
BMW Group Compliance Management System
→ 66
Compliance
Risk Analysis
Compliance
Investigations
and Controls
Supervisory Board BMW AG
Annual
Report
Board of Management BMW AG
Annual
Report
This principle has been embedded in BMW Group's
internal rules of conduct for many years. In order to
protect itself systematically against compliance-relat-
ed and reputational risks, the Board of Management
created a Compliance Committee several years ago,
mandated to establish a worldwide Compliance
Management System throughout the BMW Group.
BMW Group Compliance Committee
→Information on Cor-
porate Governance
Practices applied
Beyond Mandatory
Requirements
206
Function levell
6.3
Function level II
Diversity contributes to greater competitiveness
and innovation at BMW Group. Working together
in mixed, complementary teams raises performance
levels and helps sharpen the focus on the customer.
The requirement of an appropriate gender balance is
seen as an essential component of the BMW Group's
diversity concept. Further increase in the proportion
of women therefore remains an objective of the Board
of Management.
During 2016, the proportion of women in both the
workforce as a whole and in management positions
increased, reflecting the positive impact of long-term
measures, dialogue and information events. Further
information on the topic of diversity within the
BMW Group can be found in the section "Workforce".
INFORMATION ON
CORPORATE GOVERNANCE
PRACTICES APPLIED
BEYOND MANDATORY
REQUIREMENTS
Core values
Within the BMW Group, the Board of Management,
the Supervisory Board and the employees base their
actions on five core values which are the cornerstone
of the success of the BMW Group:
Statement on
Corporate
Governance
Responsibility
Appreciation
We reflect on our actions, respect each other, offer
clear feedback and celebrate success.
Transparency
We acknowledge concerns and identify inconsisten-
cies in a constructive way. We act with integrity.
Trust
We trust and rely on each other. This is essential if we
are to act swiftly and achieve our goals.
Openness
We are excited by change and open to new opportu-
nities. We learn from our mistakes.
205
We take consistent decisions and commit to them
personally. This allows us to work freely and more
effectively.
10.2
BMW Group Compliance Committee ←
Office
Network
In order to avoid legal risks, all members of staff are
expected to discuss compliance matters with their
managers and with the relevant departments within
the BMW Group, in particular Legal Affairs, Corporate
Audit and Corporate Security. The BMW Group Com-
pliance Contact serves as a further point of contact for
both employees and non-employees for any questions
regarding compliance.
Employees also have the opportunity to submit infor-
mation - anonymously and confidentially - via the
BMW Group SpeakUP Line about possible breaches
of the law within the company. The BMW Group
SpeakUP Line is available in a total of 34 languages
and can be reached via local toll-free numbers in
all countries in which BMW Group employees are
engaged in activities.
Compliance-related queries and concerns are
documented and followed up by the BMW Group
Compliance Committee Office using an electronic
Case Management System. If necessary, Corporate
Audit, Corporate Security, the Works Council and
legal departments may be called upon to assist in the
investigation process.
Through the group-wide reporting system, Com-
pliance Responsibles throughout the BMW Group
report on compliance-relevant issues to the Compli-
ance Committee on a regular basis, and, if necessary,
on an ad hoc basis. This includes reporting on the
compliance status of the relevant organisational units,
on identified legal risks and incidences of non-com-
pliance, as well as on corrective or preventative
measures implemented.
Compliance with and implementation of the Legal
Compliance Code are audited regularly by Corporate
Audit and subjected to control checks by Corporate
Security and the BMW Group Compliance Committee
Office. As part of its regular activities, Corporate Audit
carries out on-site audits. The BMW Group Compli-
ance Committee also engages Corporate Audit to
perform compliance-specific checks. In addition, three
BMW Group Compliance Spot Checks, sample tests
specifically designed to identify potential corruption
risks, were carried out in 2016. Compliance control
activities are coordinated by the BMW Group Panel
Compliance Controls. Any necessary follow-up meas-
ures are organised by the BMW Group Compliance
Committee Office.
It is essential that employees are aware of and comply
with applicable legal regulations. The BMW Group
does not tolerate violations of the law by its employees.
Culpable violations of the law result in employment-
contract sanctions and may involve personal liability
consequences for the employee involved.
To avoid this, BMW Group employees are kept fully
up-to-date with the instruments and measures used
by the Compliance Management System via various
internal channels. As of 2014, all new staff receive
a welcome email underscoring the BMW Group's
special commitment to compliance when they join
the company. The central means of communication
is the Compliance website within the BMW Group's
intranet, where employees can find compliance-
related information and access training materials
in both German and English. The website contains a
special service area where various practical tools are
made available to employees to help them deal with
typical compliance-related matters. Since mid-2015,
BMW Group employees have also had access to an
IT system, which helps them verify legal admissibility
and approve and document benefits, especially in
connection with corporate hospitality.
In the same way that the BMW Group is committed
to lawful and responsible conduct, it expects no less
from its business partners. In 2012, the BMW Group
developed a new Business Relations Compliance pro-
gramme aimed at ensuring the reliability of its business
relations. Relevant business partners are checked and
evaluated with a view to identifying potential compli-
ance risks. These procedures are particularly relevant
for relations with sales partners and service providers,
such as agencies and consultants. Depending on the
results of the evaluation, appropriate measures - such
as communication measures, training and possible
monitoring - are implemented to manage compliance
risks. The Business Relations Compliance programme
has already been introduced in 37 organisational units
since its launch and, over the coming years, will be
rolled out successively throughout the BMW Group's
worldwide sales organisation. In 2016, the company
also continued integrating compliance clauses to pro-
tect contractual relationships into dealer and importer
contracts. An IT system to verify customer integrity
was developed and introduced in 20 markets under
expanded anti-money-laundering measures.
Additional compliance coaching has also been imple-
mented for international sales and financial service
locations in local markets. These multi-day classroom
seminars strengthen the understanding of compliance
in selected organisational units and enhance cooper-
ation between the central BMW Group Compliance
Committee Office and decentralised compliance
offices. In 2016, market coaching was conducted in
Italy, Belgium, Austria, China and Japan.
209
Statement on
Corporate
Governance
→ Compliance in the
BMW Group
The BMW Group is committed to respecting inter-
nationally recognised human rights, in particular
the UN Guiding Principles on Business and Human
Rights, the ten principles of the UN Global Compact
and the ILO Core Labour Conventions. The company
focuses on topics and areas of activity where it can
leverage its influence as a commercial enterprise.
The BMW Group underlined its position back in 2005
with the Joint Declaration on Human Rights and
Working Conditions at the BMW Group. This was
followed by systematic introduction and upgrading of
measures to protect human rights. Henceforth, these
already established measures were integrated into the
BMW Group's group-wide Compliance Management
System in 2016.
Compliance is also an important factor in safeguarding
the future of the BMW Group workforce. With this
in mind, the Board of Management and the national
and international employee representative bodies
of the BMW Group have agreed on a binding set of
Joint Principles for Lawful Conduct. In doing so, all
parties involved made a commitment to the principles
contained in the BMW Group Legal Compliance Code
and to trustful cooperation in all matters relating to
compliance. Employee representatives are therefore
regularly involved in the process of refining compli-
ance measures within the BMW Group.
In the interest of investor protection and to ensure
that the BMW Group complies with regulations
relating to potential insider information, the Board of
Management appointed an Ad-hoc Committee back in
1994, consisting of representatives of various specialist
departments, whose members examine the relevance
of issues for ad-hoc disclosure purposes. All persons
working on behalf of the company who have access
to insider information in accordance with existing
rules have been, and continue to be, included in a
corresponding, regularly updated list and informed
of the duties arising from insider rules.
Reportable securities transactions
("Managers' transactions")
Pursuant to Article 19 of the EU Market Abuse Regu-
lation (MAR), members of the Board of Management
and the Supervisory Board and any persons closely
related to those members are required to give notice
to BMW AG and the Federal Agency for the Super-
vision of Financial Services (BaFin) of transactions
with equity or debt instruments of BMW AG or with
related derivatives or other financial instruments, if
the total sum of such transactions reaches or exceeds
an amount of €5,000 during any given calendar year.
BMW AG publishes such information without delay
and communicates it to the Companies Register
for archiving. Notice of publication is issued to the
Federal Agency for the Supervision of Financial Ser-
vices. Securities transactions notified to BMW AG
during the financial year 2016 are also reported on
the Company's website.
Shareholdings of members of the Board of
Management and the Supervisory Board
The members of the Supervisory Board of BMW AG
hold in total 27.99% of the Company's shares of com-
mon and preferred stock (2015: 43.00%), of which
16.25% (2015: 31.26%) relates to Stefan Quandt,
Germany, and 11.73% (2015: 26.74%) to Susanne
Klatten, Germany. The change from the previous
year is almost entirely due to shares held by Johanna
Quandt GmbH & Co. KG für Automobilwerte no
longer being attributed to Stefan Quandt and Susanne
Klatten following the dissolution of the community of
heirs. The shareholdings of the members of the Board
of Management total less than 1% of all issued shares.
210
Company-wide Compliance
In addition to this basic training, more in-depth
training is also provided to certain groups of staff on
specific compliance issues. Since 2013, employees
have been trained related to an extended Antitrust
law training, targeting employees who come into con-
tact with antitrust-related issues as a result of their
functions within sales and marketing, purchasing,
production or development. Around 16,900 employees
have already completed this training. The relevant
divisions also implemented and stepped up further
antitrust compliance measures and processes in 2016
to make employees who participate in meetings with
competitors or work with suppliers or sales partners
sufficiently aware of antitrust risks.
Managers in particular bear a high degree of respon-
sibility and must set a good example with regard to
preventing infringements. Managers throughout the
BMW Group acknowledge this principle by signing
a written declaration, in which they also undertake
to inform staff working for them of the content and
significance of the Legal Compliance Code and make
them aware of legal risks. Managers must, at regular
intervals and on their own initiative, verify compliance
with the law and communicate regularly with staff on
this issue. Any indication of non-compliance with the
law must be rigorously investigated.
Annual
Compliance
Reporting
Compliance Instruments and
Measures of the BMW Group
Legal Compliance Code
and Regulations
Compliance
Communication
Compliance
Reporting
Compliance
Contact and
Compliance
Training
Compliance
Governance and
Processes
More than 32,500 managers and staff worldwide have
received training in essential compliance matters
since the introduction of the BMW Group Compli-
ance Management System. The training material is
available on an Internet-based training platform in
German and English and includes a final test. Suc-
cessful completion of the training programme, which
is documented by a certificate, is mandatory for all
BMW Group managers. Appropriate processes are in
place to ensure that all newly recruited managers and
promoted staff undergo compliance training. In this
way, the BMW Group ensures full training coverage
for its managers in compliance matters.
The decisions taken by the BMW Group Compliance
Committee are drafted in concept, and implement-
ed operationally, by the BMW Group Compliance
Committee Office. The BMW Group Compliance
Committee Office comprises 13 employees and is
allocated in organisational terms to the Chairman of
the Board of Management.
208
Statement on
Corporate
Governance
→ Compliance in the
BMW Group
The Chairman of the BMW Group Compliance Com-
mittee keeps the Audit Committee (which is part of the
Supervisory Board) informed on the current status of
compliance activities within the BMW Group, both on
a regular and a case-by-case basis as the need arises.
The Board of Management keeps track of and analyses
compliance-related developments and trends on the
basis of the Group's compliance reporting and input
from the BMW Group Compliance Committee. Meas-
ures to improve the Compliance Management System
are initiated on the basis of identified requirements.
In 2016, to strengthen local compliance manage-
ment, local compliance functions were established
at 69 BMW Group affiliated companies. Their activi-
ties follow a standardised management process with
clearly defined tasks and responsibilities.
A coordinated set of instruments and measures is
employed to ensure that the BMW Group, its repre-
sentative bodies, its managers and staff act in a lawful
manner. Particular emphasis is placed on compliance
with antitrust legislation and the avoidance of corrup-
tion risks. Compliance measures are supplemented
by a whole range of internal policies, guidelines and
instructions, which in part reflect applicable legisla-
tion. The BMW Group Policy "Corruption Prevention"
and the BMW Group Instruction "Corporate Hospi-
tality and Gifts" deserve particular mention: these
documents deal with lawful handling of gifts and
benefits and define appropriate assessment criteria
and approval procedures for specified actions. In 2016
a new BMW Group Policy "Antitrust Compliance",
was introduced in 2016 to establish binding rules of
conduct for all employees across the BMW Group to
prevent unlawful restriction of competition.
Compliance measures are determined and priori-
tised on the basis of a group-wide compliance risk
assessment covering all 340 organisational units and
functions worldwide within the BMW Group. The
assessment of compliance risks is updated annually.
Measures are realised with the aid of a regionally
structured compliance management team covering
all parts of the BMW Group, which oversees a network
of more than 210 Compliance Responsibles.
The various elements of the BMW Group Compliance
Management System are shown in the diagram on the
previous page and are applicable for all BMW Group
organisational units worldwide. To the extent that
additional compliance requirements apply to indi-
vidual countries or specific lines of business, these
are covered by supplementary compliance measures.
The BMW Group Legal Compliance Code is the corner-
stone of the Group's Compliance Management System,
spelling out the Board of Management's commitment
to compliance as a joint responsibility ("tone from
the top"). This document, which was revised and
expanded in 2016, explains the significance of legal
compliance and provides an overview of the various
areas relevant for the BMW Group. It is available both
as a printed brochure and for download in German
and English. In addition, translations into nine other
languages are available in the BMW Group intranet.
207
12
in %
→ 65
- amendments to Articles of Incorporation only affecting wording
establishment in accordance with the recommendation contained in the
German Corporate Governance Code, activities based on terms of reference
NOMINATION COMMITTEE
― identification of suitable candidates (male/female) as shareholder representatives on the
Supervisory Board to be put forward for inclusion in the Supervisory Board's proposals for
election at the Annual General Meeting
― establishment in accordance with the recommendation contained in the German Corpo-
rate Governance Code, activities based on terms of reference
Norbert Reithofer¹
Susanne Klatten
Karl-Ludwig Kley
Stefan Quandt
(In line with the recommendations of the German Corporate Governance
Code, the Nomination Committee comprises only shareholder representa-
tives.)
MEDIATION COMMITTEE
Karl-Ludwig Kley 1,2
Norbert Reithofer
Manfred Schoch
Stefan Quandt
Stefan Schmid
-
― committee required by law
Norbert Reithofer
Manfred Schoch
Stefan Quandt
Stefan Schmid
(In accordance with statutory requirements, the Mediation Committee
comprises the Chairman and Deputy Chairman of the Supervisory Board
and one member each selected by shareholder representatives and
employee representatives.)
1 Chair.
2 (Independent) financial expert within the meaning of §§ 100 (5) and 107 (4) AktG, no. 5.3.2 GCGC.
201
202
Statement on
Corporate
Governance
proposal to Supervisory Board if resolution for appointment of Board of Management
member has not been carried by the necessary two-thirds majority of Supervisory Board
members' votes
→ Composition and
― decision on approval for utilisation of Authorised Capital 2014
Group Financial Statements
Principal duties, basis for activities
PRESIDING BOARD
-
preparation of Supervisory Board meetings to the extent that the subject matter to be
discussed does not fall within the remit of a committee
-activities based on terms of reference
Members
Norbert Reithofer¹
Manfred Schoch
Stefan Quandt
Stefan Schmid
Karl-Ludwig Kley
PERSONNEL COMMITTEE
-
preparation of decisions relating to the appointment and revocation of appointment of
members of the Board of Management, the compensation and the regular review of the
Board of Management's compensation system
discussion of interim reports with Board of Management prior to publication
conclusion, amendment and revocation of employment contracts (in conjunction with
the resolutions taken by the Supervisory Board regarding the compensation of the Board
of Management) and other contracts with members of the Board of Management
― decisions relating to the approval of ancillary activities of Board of Management
― set up in accordance with the recommendation contained in the German Corporate
Governance Code, activities based on terms of reference
Norbert Reithofer¹
Manfred Schoch
Stefan Quandt
Stefan Schmid
Karl-Ludwig Kley
AUDIT COMMITTEE
supervision of the financial reporting process, the effectiveness of the internal control
system, the risk management system, internal audit arrangements and compliance as
well as the performance of Supervisory Board duties in connection with audits pursuant
to § 20 of the German Securities Trading Act (WpHG)
― supervision of external audit, in particular auditor independence and additional work
performed by external auditor
-
preparation of proposals for election of external auditor at Annual General Meeting,
engagement of external auditor and compliance of audit engagement, determination
of areas of audit emphasis and fee agreements with external auditor
preparation of Supervisory Board's resolution on Company and
members, including acceptance of non-BMW Group supervisory mandates as well as the
approval of transactions requiring Supervisory Board approval by dint of law (e.g. loans
to Board of Management or Supervisory Board members)
Work Procedures of
the Supervisory
Board of BMWAG
and its Committees
Board of Management succession planning,
diversity concept
The Supervisory Board, in collaboration with the
Personnel Committee and the Board of Management,
ensures long-term succession planning. In their assess-
ment of candidates for Board of Management posi-
tions, the underlying suitability criteria applied by the
Supervisory Board are expertise in the relevant function,
outstanding leadership qualities, proven track record
and knowledge of the Company. The Supervisory Board
has adopted a diversity concept for the composition
of the Board of Management, which is also aligned
with recommendations of the German Corporate
Governance Code. In considering which individuals
would best complement the Board of Management, the
Supervisory Board also takes diversity into account. The
criteria diversity is taken by the Supervisory Board to
encompass in particular different, mutually comple-
mentary profiles, professional and life experiences also
at the international level and an appropriate gender
representation. In reaching its decisions, the Supervi-
sory Board also considers the following:
As a general rule, members of the Supervisory
Board should not hold office for longer than
until the end of the Annual General Meeting at
which the resolution is passed ratifying the
member's activities for the 14th financial year
after the beginning of the member's first period
of office. This excludes the financial year in
which the first period of office began. This rule
does not apply to natural persons who either
directly or indirectly hold significant investments
in the Company. In the Company's interest,
deviation from the general maximum period is
possible, for instance in order to work towards
another composition target, in particular diversi-
ty of gender and technical, professional and per-
sonal backgrounds.
The time schedule set by the Supervisory Board for
achieving the above-mentioned composition targets
is the period up to 31 December 2017. Proposals for
nomination made by the Supervisory Board at the
Annual General Meeting - insofar as they apply to
shareholder Supervisory Board members - should
take account of these objectives in such a way that
they can be achieved with the support of the appro-
priate resolutions at the Annual General Meeting. The
Annual General Meeting is not bound by nominations
for election proposed by the Supervisory Board. The
freedom of employees to vote for the employee mem-
bers of the Supervisory Board is also protected. Under
the rules stipulated by the German Co-Determination
Act, the Supervisory Board does not have the right
to nominate employee representatives for election.
The objectives which the Supervisory Board has set
itself with regard to its composition are therefore not
intended to be instructions to those entitled to vote
or restrictions on their freedom to vote.
In the Supervisory Board's opinion, its composition
as at 31 December 2016 fulfilled the composition
objectives detailed above. In order to make it easier to
assess the actual composition and composition targets,
brief curricula vitae of the current members of the
Supervisory Board are available on the Company's
website at → www.bmwgroup.com. Information relating to
members' practised professions and to mandates in
other statutory supervisory boards and equivalent
national or foreign company boards, including the
length of their periods of service on the Supervisory
203
204
Statement on
Corporate
Governance
→Composition and
Work Procedures of
the Supervisory
Board of BMWAG
and its Committees
→ Disclosures Pursuant
to the Act on Equal
Gender Participation-
Targets for the
Proportion of Women
on the Board of
Management and at
Executive Manage-
ment Levels I and II
→ Information on Cor-
porate Governance
Practices applied
Beyond Mandatory
Requirements
is
An age limit for membership of the Supervisory
Board of 70 years should generally be applied.
In exceptional cases, members may remain on
the Board until the end of the next Annual Gen-
eral Meeting after reaching the age of 73, in
order to fulfil legal requirements or to facilitate
smooth succession in the case of key roles or
specialist qualifications.
Board, is provided in the section “Statement on Cor-
porate Governance". Based on this information, it
is evident that the Supervisory Board of BMW AG
very diversified, with significantly more than the
targeted four members having international experi-
ence or specialist knowledge with regard to one or
more of the non-German markets important to the
BMW Group. In-depth knowledge and experience
from within the enterprise are provided by seven
employee representatives, as well as the Chairman
of the Supervisory Board. Only one previous Board of
Management member holds office in the Supervisory
Board. At least four members of the Supervisory Board
have experience in managing another company. The
Supervisory Board also has three entrepreneurs as
members. Most of the members of the Supervisory
Board – including employee representatives – have
experience in supervising another medium-sized or
large company. Moreover, more than three members
of the Supervisory Board have experience and special-
ist knowledge in subjects relevant for the future of the
BMW Group, such as customer requirements, mobility,
resources, sustainability and information technology.
For the purpose of assessing the independence of its
members, the Supervisory Board follows the recom-
mendations of the German Corporate Governance
Code. In the opinion of the Supervisory Board, the
fact that a member has a substantial shareholding
in the Company, or holds office as an employee
representative, or was previously a member of the
Board of Management, does not rule out that he or
she is independent. A substantial and not merely
temporary conflict of interests within the meaning
of section 5.4.2. of the German Corporate Governance
Code does not apply to any of the Supervisory Board
members. Employees holding office in the Supervi-
sory Board are protected by law when performing
their duties. All other Supervisory Board members
have a sufficient degree of economic independence
from the Company. Business with entities, in which
the members of the Supervisory Board carry out a
significant function, is conducted on an arm's length
basis. The Supervisory Board has therefore concluded
that all of its members are independent. At least three
members meet the requirements for being designated
as an independent financial expert. At the end of
the reporting period, the Supervisory Board had six
female members (30%), comprising three shareholder
representatives and three employee representatives.
The Supervisory Board has 14 male members (70%),
comprising seven shareholder representatives and
seven employee representatives. The Company there-
fore complies with the statutory gender quota of at
least 30% female members applicable in Germany
since 1 January 2016. The Supervisory Board does not
currently have any members more than 70
years old.
The Act on Equal Participation of Women and Men
in Executive Positions in the Private and the Public
Sector ("Act on Equal Gender Participation") was
passed into German law in 2015.
In accordance with this legislation, the Supervisory
Board of BMW AG is required to set a target for the
proportion of women on its Board of Management
and a time frame for meeting this target. Likewise, the
Board of Management of BMW AG is required to estab-
lish targets and a time frame for attaining these targets
with respect to the two executive management levels
below the Board of Management. As its target for the
Board of Management through to 31 December 2016,
the Supervisory Board had stipulated that the Board
of Management should continue to have at least one
female member. This target was achieved: the Board
of Management has one female member (12.5%).
As its target for the proportion of women on the Board
of Management for the time frame from 1 January 2017
to 31 December 2020, the Supervisory Board has stip-
ulated that the Board of Management should continue
to have at least one female member. Assuming that
the Board of Management continues to comprise eight
members, this would correspond to a proportion of
at least 12.5%. The Supervisory Board considers it
desirable to increase the proportion of women on the
Board of Management and fully supports the Board of
Management's endeavours to increase the proportion
of women at the highest executive management levels
within the BMW Group.
For the first target attainment time frame up to
31 December 2016, target ranges of 10 to 12% and 6 to
8% respectively were set by the Board of Management
for the proportion of women to be represented in the
first and second levels of executive management. On
31 December 2016, the proportion of women within
the first and second executive management levels
stood at 10.2% and 6.3% respectively. The targets were
therefore achieved within the stipulated time frame.
For the next target attainment time frame, which has
been selected to run to 31 December 2020, the Board
of Management has set target ranges of 10.2 - 12% for
the first level of executive management and 8 – 10%
for the second.
Top management within the BMW Group is structured
in terms of functions, following a consistent job eval-
uation system based on Mercer.
Proportion of female executives within
management/function levels I and II
at BMW AG
DISCLOSURES PURSUANT
TO THE ACT ON EQUAL
GENDER PARTICIPATION -
TARGETS FOR THE PROPOR-
TION OF WOMEN ON THE
BOARD OF MANAGEMENT
AND AT EXECUTIVE MAN-
AGEMENT LEVELS I AND II
No persons carrying out directorship functions
or advisory tasks for important competitors of
the BMW Group may belong to the Supervisory
Board. In compliance with applicable legisla-
tion, members of the Supervisory Board are to
take care that no persons will be nominated
for election with whom a serious, non-temporary
conflict of interests could arise due to other
activities and functions carried out by them out-
side the BMW Group, in particular advisory
activities or directorships with customers, sup-
pliers, creditors or other business partners.
Two independent members of the Supervisory
Board should have expert knowledge of
accounting or auditing.
Of the 20 members of the Supervisory Board at
least twelve should be independent members
within the meaning of section 5.4.2 of the Ger-
man Corporate Governance Code, including
at least six as representatives of the Company's
shareholders.
-
-
-
-
The members of the Board of Management
should have a long-standing track record of
management experience, ideally with experi-
ence in different professional fields.
At least two members should have international
management experience.
At least two members of the Board of Manage-
ment should have a technical background.
The Board of Management should collectively
have extensive experience in the fields of devel-
opment, production, sales and marketing,
finances and human resources.
The Supervisory Board has stipulated a target
for the proportion of women on the Board of
Management. This is outlined in the section
“Disclosures pursuant to the Act on Equal Gen-
der Participation”. The Board of Management
reports to the Personnel Committee and the
Supervisory Board at regular intervals on the
proportion and development of women in
senior management positions, in particular at
executive levels.
In accordance with the recommendation of the
German Corporate Governance Code, the
Supervisory Board has set a standard age limit
for Board of Management membership. This
aims at a retirement age of 60. Consideration is
also given to achieving an appropriate age-mix
within the Board of Management.
When selecting an individual for a particular Board of
Management position, the Supervisory Board decides
in the best interest of the Group and after due con-
sideration of all relevant circumstances.
Composition objectives of the Supervisory Board,
diversity concept
The Supervisory Board is to be composed in such a way
that its members collectively possess the knowledge,
skills and experience required to properly perform
its tasks.
To this end, the Supervisory Board has approved the
following concrete objectives for its composition, tak-
ing into account recommendations contained in the
German Corporate Governance Code. These objectives
also describe the concept for achieving diversity in
the composition of the Supervisory Board (diversity
concept):
-
Four members of the Supervisory Board should
if possible have international experience or
specialist knowledge of one or more non-German
markets important to the BMW Group.
The Supervisory Board should include if possi-
ble seven members who have acquired in-depth
knowledge and experience within the
BMW Group, though no more than two former
members of the Board of Management.
Three of the shareholder representatives in the
Supervisory Board should if possible be entre-
preneurs or persons who have previous experi-
ence in the management or supervision of
another medium or large-sized company.
-
Three members of the Supervisory Board should
if possible be figures from the worlds of busi-
ness, science or research who have experience
in areas relevant to the BMW Group, e.g. chem-
istry, energy supply, information technology, or
who have specialist knowledge in fields relevant
for the future of the BMW Group, e.g. custom-
er requirements, mobility, resources or sustain-
ability.
When seeking qualified individuals for the
Supervisory Board whose specialist skills and
leadership qualities are most likely to strength-
en the Board as a whole, consideration is also
to be given to diversity. When preparing nomi-
nations, the extent to which the work of the
Supervisory Board would benefit from diversi-
fied professional and personal backgrounds
(including international aspects) and from an
appropriate gender representation is also to be
taken into account. It is the joint responsibility
of all those participating in the nomination and
election process to ensure that qualified wom-
en are considered for Supervisory Board mem-
bership.
Overview of Supervisory Board committees
(corresponds to 50% of target bonus if target is 100% achieved)
*Including basic remuneration, other fixed remuneration elements and pension contribution. The overall cap is lower than the sum of the maximum amounts for each of the individual components.
Three share-based remuneration schemes were
in place at BMW AG during the year under report,
namely the Employee Share Programme (under which
entitled employees of BMW AG have been able to
participate in the enterprise's success since 1989 in
the form of non-voting shares of preferred stock), a
share-based remuneration programme for Board of
Management members, and a share-based remuner-
ation programme for senior heads of department
(relating in both cases to shares of common stock).
The share-based remuneration programme for Board
of Management members is described in detail in
the Compensation Report (see also the "Share-based
remuneration" section in the Compensation Report
and → note 39 to the Group Financial Statements).
(34,245)
111,253
76,878
(497,259)
(133,415)
489,900
127,176
(-)
2,130
2,130
(497,690)
(90,275)
465,494
102,338
(268,970)
(109,760)
284,247
15,276
(369,498)
(166,581)
557,844
Share-based compensation programmes for
employees and members of the Board of
Management
Provision at
31.12.2016 in
accordance with
HGB and IFRS¹
(34,375)
in accordance with
HGB and IFRS
68,865
(224,354)
Markus Duesmann¹
Milagros Caiña Carreiro-Andree
Harald Krüger
in €
Pension entitlements
5 Disclosures for the previous year include amounts relating to a member of the Board of Management who left office during the financial year 2015.
"Member of the Board of Management until 31 December 2016.
3 Member of the Board of Management since 1 October 2016.
² Member of the Board of Management until 30 September 2016.
1 Provisional number or provisional monetary value calculated on the basis of the closing price of BMW common stock in the Xetra trading system on 30 December 2016 (88.75 €)
(fair value at reporting date).
(2,959,655)
(1,106,057)
2,614,266
829,579
(9,915)
(9,915)
71,285
61,370
(100,747)
(59,311)
196,362
95,615
(491,185)
435,753
Friedrich Eichiner²
Expense in 2016
Oliver Zipse
(4,313,952) (4,217,845)
3,861,711 3,780,900
(3,721,739) (3,645,082)
4,495,825 4,492,451
(-)
161,622 7,627,519 7,545,122
(130,079) (6,218,971) (6,088,892)
101,198 4,544,873 4,443,675
(89,242) (4,047,547) (3,958,305)
75,922 3,382,272 3,404,174
(96,107) (4,314,767) (4,218,660)
21,629 966,461 944,832
(-)
101,198
(96,107)
80,811
(76,657)
101,198 4,489,147 4,483,005
(96,107) (4,304,471) (4,208,364)
97,601 4,338,103 4,240,502
(82,377) (3,686,789) (3,604,412)
80,811 3,919,094 3,838,283
(48,602) (2,359,616) (2,311,014)
821,990 37,625,005 37,172,944
8,964
(457)
876
750,000 114,694 864,694 2,973,589
(475,806) (44,089) (519,895) (1,791,119)
7,425,000 385,391 7,810,391 28,992,624
(7,333,870) (318,440) (7,652,310) (27,105,316)
Total6
Oliver Zipse
(936)
(781,101) (2,823,311)
(31,101)
(750,000)
1,058
895,189 3,345,313
32,689
862,500
Peter Schwarzenbauer
(1,092)
(914,501) (3,293,863)
(14,501)
(900,000)
(8,032)
Total5
(715,278) (35,472,904) (34,757,626)
3 Member of the Board of Management until 30 September 2016.
Peter Schwarzenbauer
Ian Robertson
Klaus Fröhlich
Friedrich Eichiner4
Markus Duesmann³
Klaus Draeger²
Milagros Caiña Carreiro-Andree
Harald Krüger
in €
financial year 2016 (2015)
of the Board of Management for the
Share-based component of the individual members
Report
→ Compensation
Statement on
Corporate
Governance
218
217
Pension obligations to former members of the Board of
Management and their surviving dependants are cov-
ered by pension provisions amounting to €86.4 million
(2015: €71.8 million), recognised in accordance with
IAS 19.
Total benefits paid to former members of the Board of
Management and their surviving dependants for the
financial year 2016 amounted to €6.5 million (2015:
€8.0 million).
In addition, an expense of €2.8 million (2015: €2.6 mil-
lion) was recognised in the financial year 2016 for
current members of the Board of Management for
the period after the end of their service relationship,
which relates to the expense for allocations to pension
provisions.
6 Disclosures for the previous year include amounts relating to a member of the Board of Management who left office during the financial year 2015.
5 Member of the Board of Management until 31 December 2016.
4 Member of the Board of Management since 1 October 2016.
1 Provisional number or provisional monetary value calculated at grant date (date on which the entitlement became binding in law). The final number of matching shares is determined in each case when the
requirement to invest in BMW AG common stock has been fulfilled. See note 39 to the Group Financial Statements for a description of the accounting treatment of the share-based compensation component.
² Value of benefits granted for work performed on the Board of Management during the financial year 2016 plus the amount falling due for payment in conjunction with a share-based remuneration component
granted in a previous year and for which the holding period requirements were met.
1,097
Klaus Fröhlich
Peter Schwarzenbauer
407,706
(408,960)
174,793
(184,066)
(22,343,033)
21,425,612
2,849,067 23,630,940
(2,888,441) (23,198,892)
2,634,212
(2,301,249)
(1,187,721)
(221,667) (1,188,313)
(221,667)
1,620,978
1,621,507
357,410
355,045
(1,081,155)
(1,081,408)
(364,312)
(360,305)
1,480,940
1,481,134
359,548
357,203
(2,968,379)
(3,279,690)
7,864,591
(411,555)
5,649,230
(5,011,606)
For performance of his duties, the Chairman of the
Supervisory Board has the use of an office with admin-
istrative support, as well as the BMW car service.
The Company also reimburses to each member of
the Supervisory Board reasonable expenses and any
value-added tax arising on the member's remunera-
tion. The amounts disclosed below are net amounts.
In addition, each member of the Supervisory Board
receives an attendance fee of €2,000 for each full
meeting of the Supervisory Board (Plenum) which
the member has attended (payable at the end of the
financial year). Attendance of more than one meeting
on the same day is not remunerated separately.
Accordingly, the Articles of Incorporation of BMW AG
stipulate that the Chairman of the Supervisory Board
shall receive three times the amount and each Deputy
Chairman shall receive twice the amount of the remu-
neration of a Supervisory Board member. Provided the
relevant committee convened for meetings on at least
three days during the financial year, each chairman
of the Supervisory Board's committees receives twice
the amount and each member of a committee receives
one-and-a-half times the amount of the remuneration
of a Supervisory Board member. If a member of the
Supervisory Board exercises more than one of the
functions referred to above, the compensation is
measured only on the basis of the function that is
remunerated with the highest amount.
The German Corporate Governance Code also recom-
mends in section 5.4.6 paragraph 1 sentence 2 that
the exercising of chair and deputy chair positions in
the Supervisory Board as well the chair and member-
ship of committees should also be considered when
determining the level of compensation.
With this combination of fixed compensation ele-
ments and a Company performance-related com-
pensation component oriented toward sustainable
growth, the compensation structure in place for
BMW AG's Supervisory Board complies with the rec-
ommendation on supervisory board compensation
contained in section 5.4.6 paragraph 2 sentence 2 of
the German Corporate Governance Code (version
dated 5 May 2015).
In accordance with the Articles of Incorporation, each
member of BMW AG's Supervisory Board receives, in
addition to the reimbursement of reasonable expens-
es, a fixed amount of €70,000 (payable at the end of
the year) as well as a Company performance-related
compensation of €170 for each full €0.01 by which
the average amount of (undiluted) earnings per s share
(EPS) of common stock reported in the Group Finan-
cial Statements for the remuneration year and the two
preceding financial years exceed a minimum amount
of €2.00 (payable after the Annual General Meeting
held in the following year). An upper limit correspond-
ing to twice the amount of the fixed compensation
is in place for the Company performance-related
compensation. The limit for a member of the Supervi-
sory Board with no additional compensation-relevant
function is therefore set at €140,000.
The fixed and performance-related components in
combination are intended to ensure that the compen-
sation of Supervisory Board members is appropriate
in relation to the tasks of Supervisory Board members
and the Company's financial condition and also takes
account of business performance over several years.
Compensation principles, compensation components
The Supervisory Board of BMW AG receives a fixed
compensation component as well as a Company per-
formance-related compensation component, which is
oriented toward sustainable growth and based on a
multi-year assessment. The Company performance-
related component is based on average earnings per
share of common stock for the remuneration year and
the two preceding financial years.
The compensation of the Supervisory Board is specified
either by a resolution of the shareholders at the Annu-
al General Meeting or in the Articles of Incorporation.
The compensation regulation valid for the financial
year under report was resolved by shareholders at the
Annual General Meeting on 14 May 2013 and is set
out in Article 15 of BMW AG's Articles of Incorpo-
ration, which can be viewed and/or downloaded at
→ www.bmwgroup.com/ir under the menu items "Facts about
the BMW Group" and "Corporate Governance".
Responsibilities, regulation pursuant to
Articles of Incorporation
2. Supervisory Board compensation
Report
→ Compensation
Statement on
Corporate
Governance
220
219
6 Based on a legal right to receive the benefits already promised to them, Board of Management members appointed for the first time prior to 1 October 2010 were given the option of choosing between the
previous defined benefit model and the new defined contribution model.
5 Service cost differs due to the different valuation bases used to measure pension obligations for HGB purposes (expected settlement amount) and for IFRS purposes
(present value of the defined benefit obligation).
4 Member of the Board of Management until 30 September 2016.
3 Disclosures for the previous year include amounts relating to a member of the Board of Management who left office during the financial year 2015.
2 Member of the Board of Management until 31 December 2016.
1 Member of the Board of Management since 1 October 2016.
(5,251,799)
Ian Robertson
(448,139)
4,469,471
1,879,263
1,879,851
360,785
358,490
(3,992,702)
(3,993,819)
(358,331)
(175,287)
4,763,838
4,764,941
510,811
507,444
with HGB6
Present value of
pension obliga-
tions (defined
benefit plans),
in accordance
in accordance
with IFRS6
Present value of
pension obliga-
tions (defined
benefit plans),
financial year 20165 financial year 20165
Service cost in
accordance with
HGB for the
IFRS for the
Service cost in
accordance with
Klaus Draeger4
Total³
Oliver Zipse
(360,767)
3,502,860
(364,656)
(1,427,072)
408,564
424,411
(1,510,725) (1,510,706)
(350,000)
(350,000)
1,935,142
1,935,142
356,743
354,365
(5,163,692)
(5,465,539)
(408,960)
(201,018)
5,622,284
6,856,658
407,706
189,754
(-)
(-)
620,307
622,236
87,500
87,500
(1,427,599)
918,735 3,469,214
279,932
876
RETIREMENT AND SURVIVING DEPENDANTS' BENEFITS
Contractual agreement, main points: use of Company cars, insurance premiums,
contributions towards security systems, medical check-up
OTHER COMPENSATION
Once the four-year holding period requirement is fulfilled, Board of Management mem-
bers receive for each three common stock shares held either - at the Company's option -
one further share of common stock or the equivalent amount in cash
Earmarked cash remuneration equivalent to the amount required to be invested in
BMW AG shares, plus taxes and social insurance contributions
Requirement for Board of Management members to each invest an amount equivalent to
20% of their total bonus (after tax) in BMW AG common stock
May be paid in justified circumstances on an appropriate basis, contractual basis,
no entitlement
Criteria for the performance factor also include: innovation (economic and ecological,
e.g. reduction of CO2 emissions), customer orientation, ability to adapt, leadership
accomplishments, corporate culture and promoting integrity, attractiveness as employer,
progress in implementing the diversity concept and activities that foster corporate social
responsibility
Formula: 50% of target bonus x performance factor
Primarily qualitative criteria, expressed in terms of a performance factor aimed at
measuring the board members' contribution to sustainable and long-term performance
and the future viability of the business
Quantitative criteria fixed in advance for a period of three financial years
Formula: 50% of target bonus x earnings factor x dividend factor (common stock)
The earnings factor is derived from the Group net profit and the Group post-tax return
on sales
€1.75 million (from second term of appointment onwards or fourth year in office)
€3.00 million (Chairman of the Board of Management)
€1.50 million (first term of appointment)
-
Target bonuses p. a. (if target is 100% achieved):
(matching component)
b) Share-based remuneration component
a) Cash compensation component
Share-based remuneration programme
Special bonus payments
(corresponds to 50% of target bonus if target is 100% achieved)
b) Performance-related bonus
a) Corporate earnings-related bonus
Model
Bonus
Principal features
(only applies to board members appointed for the first time before
1 January 2010; based on legal right to receive the benefits already
promised to them, this group of persons is entitled to opt between
(a) and (b)
1,000,000
700,000
700,000
3,000,000
Total*
Possible
special bonus
Monetary value
of matching
component
acquisition
Bonus
Cash compen-
sation for share
Share-based compensation programme
Chairman of the Board of Management
in the second term of appointment or from fourth year in office
Member of the Board of Management
in the first term of appointment
Member of the Board of Management
in € p. a.
REMUNERATION CAPS (MAXIMUM REMUNERATION)
Member of the Board of Management: €350,000-€400,000
Chairman of the Board of Management: €500,000
Pension contributions p. a.:
Pension based on amounts credited to individual savings accounts for contributions paid
and interest earned, various forms of disbursement
Pension of €120,000 p. a. plus fixed amounts based on length of Company
and board service
b) Defined contribution system with guaranteed minimum rate of return
a) Defined benefits
4,925,000
VARIABLE COMPENSATION
- €0.90 million (from second term of appointment onwards or fourth year in office)
Chairman of the Board of Management:
Fixed remuneration consists of a base salary (paid
monthly) and other remuneration elements, which
comprise mainly the use of company and leased cars
as well as the payment of insurance premiums, con-
tributions towards security systems and an annual
medical check-up. Members of the Board of Manage-
ment are also entitled to purchase vehicles and other
services of the BMW Group at conditions that also
apply in each relevant case for employees.
Fixed remuneration
Compensation system, compensation components
The compensation of the Board of Management com-
prises both fixed and variable remuneration as well as
a share-based component. Retirement and surviving
dependants' benefit entitlements are also in place.
positive and negative developments and that the pack-
age as a whole encourages a long-term approach to
business performance. Targets and other parameters
may not be changed retrospectively. The Supervisory
Board reviews the appropriateness of the compensa-
tion system annually. In preparation, the Personnel
Committee also consults remuneration studies. The
Supervisory Board reviews the appropriateness of the
compensation system in horizontal terms by compar-
ing compensation paid by other DAX companies and
in vertical terms by comparing board compensation
with the salaries of executive managers and with the
average salaries of employees of BMW AG based in
Germany, in both cases with regard to their various
levels and to changes over time. Recommendations
made by an independent external remuneration
expert and suggestions made by investors and analysts
are also considered in the consultative process.
The compensation of members of the Board of Man-
agement is determined by the full Supervisory Board
on the basis of performance criteria and after taking
into account any remuneration received from Group
companies. The principal performance criteria are the
nature of the tasks allocated to each member of the
Board of Management, the economic situation and the
performance and future prospects of the BMW Group.
The Supervisory Board sets ambitious and relevant
parameters as the basis for variable compensation.
It also ensures that variable components based on
multi-year assessment criteria take account of both
The compensation system for the Board of Man-
agement at BMW AG is designed to encourage a
management approach focused on the sustainable
development of the BMW Group. One further prin-
ciple applied when designing remuneration systems
at BMW is that of consistency at different levels. This
means that compensation systems for the Board of
Management, senior management and employees
of BMW AG are composed of similar elements. The
Supervisory Board carries out regular checks to ensure
that all Board of Management compensation compo-
nents are appropriate, both individually and in total,
and do not encourage the Board of Management to
take inappropriate risks on behalf of the BMW Group.
At the same time, the compensation model used for
the Board of Management needs to be sufficiently
attractive for highly qualified executives in a compet-
itive environment.
Principles of compensation
The full Supervisory Board is responsible for deter-
mining and regularly reviewing Board of Management
compensation. The necessary preparation for these
tasks is undertaken by the Supervisory Board's Per-
sonnel Committee.
Responsibilities
1. Board of Management compensation
The following section describes the principles govern-
ing the compensation of the Board of Management
and the stipulations set out in the statutes relating
to the compensation of the Supervisory Board. In
addition to explaining the compensation system, the
components of compensation are also disclosed in
absolute figures. Furthermore, the compensation
of each member of the Board of Management and
the Supervisory Board for the financial year 2016 is
disclosed per individual member and analysed in its
component parts.
COMPENSATION REPORT
Report
→ Compensation
Statement on
Corporate
Governance
212
211
Under the terms of the Employee Share Programme,
in 2016 employees were entitled to acquire packages
of between four and eleven shares of non-voting pre-
ferred stock with a discount of €22.72 (2015: €20.83)
per share compared to the market price (average
closing price in Xetra trading during the period from
4 to 9 November 2016: €66.86). All employees of
BMW AG and its (directly or indirectly) wholly owned
German subsidiaries (if agreed to by the directors
of those entities) were entitled to participate in the
programme. Employees were required to have been
in an uninterrupted employment relationship with
BMW AG or the relevant subsidiary for at least one
year at the date on which the allocation for the year
was announced. Shares of preferred stock acquired
in conjunction with the Employee Share Programme
are subject to a blocking period of four years, starting
from 1 January of the year in which the employees
acquired the shares. A total of 305,029 (2015: 309,944)
shares of preferred stock were acquired by employees
under the programme in 2016; 305,000 (2015: 309,860)
of these shares were drawn from Authorised Capital
2014, the remainder were bought back via the stock
exchange. Every year the Board of Management of
BMW AG decides whether the scheme is to be con-
tinued. Further information is provided in → notes 29
and 39 to the Group Financial Statements.
→ see
notes
29 and 39
→ see
note 39
-
Under the terms of the programme, participants give
a commitment to invest an amount equivalent to 20%
of their performance-based bonus in BMW common
stock and to hold the shares so acquired for a min-
imum of four years. In return for this commitment,
BMW AG pays 100% of the investment amount as a net
subsidy. Once the four-year holding period require-
ment has been fulfilled, the participants receive – for
each three common stock shares held and at the
Company's option one further share of common
stock or the equivalent amount in cash.
The share-based remuneration programme for qual-
ifying heads of department, introduced with effect
for financial years beginning after 1 January 2012, is
closely based on the programme for Board of Manage-
ment members and is aimed at rewarding a long-term,
entrepreneurial approach to running the business on
a sustainable basis.
The basic remuneration of members of the Board of
Management was unchanged from the previous year,
namely €0.75 million p. a. for a board member during
the first term of office, €0.9 million p.a. for a board
member from the second term of office or fourth
year of office onwards and €1.5 million p. a. for the
Chairman of the Board of Management.
€1.50 million
Variable remuneration
Variable cash remuneration, in particular bonuses
Variable cash remuneration consists of a cash bonus
and share-based remuneration component equiva-
lent to 20% of a board member's total bonus after
taxes, which the board member is required to invest
in BMW AG common stock. Taxes and social insur-
ance relating to the share-based remuneration are
also borne by the Company. In justified cases, the
€0.75 million (first term of appointment)
(871)
Parameter/measurement base
BASIC COMPENSATION P. A.
Component
full year of service on the board (up to a maximum
of 15 years). Pension payments are adjusted based
on the rules applicable for the adjustment of civil
servants' pensions, i.e. the pensions of members of
the Board of Management are adjusted when the civil
servants remuneration level B6 (excluding allowances)
is increased by more than 5% or in accordance with
the Company Pension Act.
Overview of compensation system and
compensation components
defined benefit plan, the entitlement to retirement
benefits arises at the earliest on reaching the age of
60 or in case of invalidity. The amount of the pen-
sion comprises a basic monthly amount of €10,000
plus a fixed amount. The fixed amount is made up
of approximately €75 for each year of service in the
Company before becoming a member of the Board of
Management plus between €400 and €600 for each 7
→ Compensation
Report
Statement on
Corporate
Governance
214
213
In the event of the termination of mandate, Board
of Management members appointed for the first
time prior to 1 January 2010 are entitled to receive
certain defined benefits in accordance with the rules
of an older (defined benefit) pension plan. Under the
Retirement and surviving dependants' benefits
The provision of retirement and surviving depend-
ants' benefits for Board of Management members
was changed to a defined contribution system with a
guaranteed minimum return with effect from 1 Janu-
ary 2010. However, given the fact that board members
appointed for the first time prior to 1 January 2010 for
the most part had a legal right to receive the benefits
already promised to them, these board members were
given the option to choose between the previous sys-
tem and the new one.
This programme envisages a share-based remuner-
ation component equivalent to 20% of the board
member's total bonus after taxes, which the board
member is required to invest in BMW AG common
stock. Taxes and social insurance relating to the share-
based remuneration component are borne by the
Company. As a general rule, the shares must be held
for a minimum of four years. As part of a matching
plan, at the end of the holding period the Board of
Management members will normally receive from
the Company either one additional share of common
stock or an equivalent cash amount for three shares
of common stock held, to be decided at the discretion
of the Company (share-based remuneration compo-
nent/matching component). Special rules apply in the
case of death or invalidity of a Board of Management
member or early termination of the contractual rela-
tionship before fulfilment of the holding period.
The compensation system includes a share-based
remuneration programme, in which the level of share-
based remuneration is based on the amount of bonus
paid. The system is aimed at creating further long-term
incentives to encourage sustainable governance.
Share-based remuneration programme
at safeguarding the future viability of the business
to the extent not included directly in the basis of
measurement. Performance factor criteria include
innovation (economic and ecological, e.g. reduction
of carbon emissions), customer focus, ability to adapt,
leadership accomplishments, shaping corporate cul-
ture and promoting integrity, contributions to the
Company's attractiveness as an employer, progress
in implementing the diversity concept, and activities
that foster corporate social responsibility. The target
bonus and the key figures used to determine the cor-
porate earnings-related bonus are fixed in advance for
a period of three financial years, during which time
they may not be amended retrospectively.
The personal performance-related bonus is derived by
multiplying the target amount set for each member
of the Board of Management by a performance factor.
The Supervisory Board sets the performance factor
on the basis of its assessment of the contribution
of the relevant Board of Management member to
sustainable and long-term oriented business devel-
opment. In setting the factor, equal consideration is
given to personal performance and decisions taken
in previous planning periods, key decisions affecting
the future development of the business and the effec-
tiveness of measures taken in response to changing
external conditions as well as other activities aimed
An earnings and dividend factor of 1.00 would give
rise to an earnings-based bonus of €0.75 million for
the financial year 2016 for a member of the Board
of Management during the first period of office and
one of €0.875 million during the second term of
appointment or from the fourth year in office. The
equivalent bonus for the Chairman of the Board of
Management is €1.5 million. The earnings factor is
1.00 in the event of a Group net profit of €3.1 billion
and a post-tax return on sales of 5.6%. The dividend
factor is 1.00 in the event that the dividend paid on
the shares of common stock is between 101 and 110
cents. If the Group net profit were below €2 billion,
or if the post-tax return on sales were less than 2%,
the earnings factor for the financial year 2016 would
be zero. In this case, no corporate earnings-related
bonus would be paid.
The corporate earnings-related bonus is based on the
BMW Group's net profit and post-tax return on sales
(which are combined in a single earnings factor) and
the level of the dividend (common stock). The corpo-
rate earnings-related bonus is derived by multiplying
the target amount fixed for each member of the Board
of Management by the earnings factor and by the
dividend factor. In exceptional circumstances, for
instance when there have been major acquisitions or
disposals, the Supervisory Board may adjust the level
of the corporate earnings-related bonus.
The bonus comprises two components, each equally
weighted, namely a corporate earnings-related bonus
and a personal performance-related bonus. The target
bonus (100%) for a Board of Management member,
for both components of variable compensation, totals
€1.5 million p. a., rising to €1.75 million p. a. from the
second term or fourth year of office onwards. The
equivalent figure for the Chairman of the Board of
Management is €3 million p. a. The bonus figure is
capped for all Board of Management members at 200%
of the relevant target bonus.
Supervisory Board also has the option of paying an
additional special bonus.
The variable remuneration of Board of Management
members comprises variable cash remuneration on
the one hand and a share-based remuneration com-
ponent on the other.
3,500,000
Member of the Board of Management:
800,000
Milagros Caiña Carreiro-Andree
(1,280,645)
1,500,000
Harald Krüger
Number Monetary value
Total value of
benefits
allocated in
financial year²
Compensation
Total
compensation component
(matching component)
Variable cash
compensation
Total
compensation
compensation
number of matching shares
Other
Basic
in € or
Fixed compensation
Share-based
of the Board of Management for the
financial year 2016 (2015)
Compensation of the individual members
* Matching component; provisional number or provisional monetary value calculated at grant date (date on which the entitlement became binding in law). The final number of matching shares is determined in
each case when the requirement to invest in BMW AG common stock has been fulfilled.
100.0
35.5
900,000
100.0
(825,000)
675,000
(900,000)
187,500
800,000
807,311 2,973,589
(821,792) (2,823,290)
750,000 57,311
(750,000) (71,792)
900,000 18,735
Ian Robertson
Klaus Fröhlich
(1,092)
(923,982) (3,293,863)
(23,982)
(900,000)
1,097
925,413 3,469,214
25,413
900,000
Friedrich Eichiner5
(-)
(-)
288
(1,092)
823
1,752
(1,478)
1,097
(1,014)
18,719 1,518,719 5,947,178
(21,809) (1,302,454) (4,786,438)
74,461 974,461 3,469,214
(74,717) (899,717) (3,058,588)
29,440 704,440 2,601,910
(24,797) (924,797) (3,293,863)
743,403
201,429
13,929
Markus Duesmann4
37.6
Klaus Draeger³
2.0
contractual period. The Company will make a final
pension contribution of €0.167 million on behalf of
Dr Eichiner for the financial year 2017.
Termination benefits on premature termination of
board activities, benefits paid by third parties
In conjunction with the consensual early termina-
tion of Dr Eichiner's Board of Management mandate
with effect from the expiry of 31 December 2016, the
Company also reached an agreement with Dr Eichiner
concerning an amendment to his service contract,
which ends on 31 May 2017. For the period from
the termination of his board mandate through to
31 May 2017, he continues to receive fixed compen-
sation of €0.38 million. A payment of €0.75 million,
payable in 2017, was agreed to settle all other com-
pensation entitlements for the remainder of the
Board of Management members who retire immedi-
ately after their service on the board and who draw a
retirement pension are entitled to purchase vehicles
and BMW Group services at conditions that also apply
for Company pensioners and to lease BMW Group
vehicles in accordance with the guidelines applicable
to senior heads of departments. Retired Chairmen
of the Board of Management are entitled to use a
BMW Group vehicle as a company car on a similar
basis to senior heads of departments, and depend-
ing on availability and against payment, use BMW
chauffeur services.
been specified, in the event of which the Company no
longer has any obligation to pay benefits. Transitional
payments are no longer provided.
Report
→ Compensation
Statement on
Corporate
Governance
216
215
Income earned on an employed or a self-employed
basis up to the age of 63 may be offset against pension
entitlements. In addition, certain circumstances have
Depending on the length of membership in the Board
of Management and previous activities, the annual
contribution to be paid amounts to between €350,000
and €400,000 for each member of the Board of Man-
agement and €500,000 for the Chairman of the Board
of Management. The guaranteed minimum rate of
return p. a. corresponds to the maximum interest rate
used to calculate insurance reserves for life insurance
policies (guaranteed interest on life insurance policies).
When granting pension entitlements, the Supervisory
Board considers the targeted level of pension provision
in each case as well as the resulting expense for the
BMW Group.
the number of annual contributions possible up to
the age of sixty (up to a maximum of 10). In addition,
following the death of a retired board member who
has elected to receive a lifelong pension, 60% of that
amount is paid as a lifelong widow's pension. Pensions
are increased annually by at least 1%.
If a member of the Board of Management with a
vested entitlement dies prior to the commencement
of benefit payments, a surviving spouse or otherwise
surviving children - in the latter case depending on
their age and education – are entitled to receive ben-
efits as surviving dependants. In case of invalidity or
death, the minimum benefit promised is based on
The amount of the benefits to be paid is determined
on the basis of the amount accrued in each board
member's individual pension savings account. The
amount on this account arises from annual contribu-
tions paid in, plus interest earned depending on the
type of investment.
If a mandate is terminated, the new defined contribu-
tion system provides entitlements which can be paid
either (a) in case of death or invalidity as a one-off
amount or in instalments, or (b) upon retirement –
depending on the wish of the ex-board member con-
cerned in the form of a lifelong monthly pension,
as a one-off amount, in instalments, or in a combined
form (for instance a combination of a one-off payment
and a proportionately reduced lifelong monthly pen-
sion). Former members of the Board of Management
are entitled to receive the retirement benefit at the
earliest upon reaching the age of 60, or in the case
of entitlements awarded after 1 January 2012, upon
reaching the
age of 62.
9,850,000
1,500,000
1,400,000
1,400,000
6,000,000
5,500,000
Total compensation
1,200,000
No commitments or agreements exist to pay com-
pensation for early termination of a board member's
mandate in the event of a change of control or a take-
over offer. No members of the Board of Management
received any payments or benefits from third parties
in 2016 on account of their activities as members of
the Board of Management.
Remuneration caps
Contributions falling due under the defined con-
tribution model are paid into an external fund in
conjunction with a trust model that is also used to
fund pension obligations to employees.
20.8
The Supervisory Board has stipulated caps for variable
remuneration components and for the remuneration
of Board of Management members in total. The caps
are shown in the table "Overview of compensation
system and compensation components".
2.1
0.8
Share-based compensation component*
76.3
27.1
77.1
29.0
21.7
7.7
7.8
0.7
Variable cash compensation
Fixed compensation
Proportion in %
Amount
Proportion in %
Amount
2015
2016
in € million
The total compensation of the current members
of the Board of Management of BMW AG for the
financial year 2016 amounted to €37.6 million (2015:
€35.5 million), of which €7.8 million (2015: €7.7 mil-
lion) relates to fixed components (including other
remuneration). Variable components amounted to
€29.0 million (2015: €27.1 million) and the share-
based remuneration component to €0.8 million (2015:
€0.7 million).
Total compensation of the Board of Management for
the financial year 2016 (2015)
70,000
130,220
10,000
210,220
70,000
(70,000)
(196,960)
(116,960)
(10,000)
(70,000)
208,220
Horst Lischka¹
(8,000)
(196,960)
(194,960)
Willibald Löw¹
70,000
10,000
130,220
210,220
(70,000)
(10,000)
10,000
(116,960)
Simone Menne
130,220
(116,960)
8,000
(70,000)
Robert W. Lane
10,000
130,220
70,000
130,220
210,220
(10,000)
(116,960)
(196,960)
Renate Köcher
70,000
10,000
130,220
70,000
210,220
(10,000)
(116,960)
(196,960)
Ulrich Kranz
70,000
10,000
130,220
210,220
(70,000)
(10,000)
(116,960)
(196,960)
(70,000)
210,220
Management and the Supervisory Board of BMW AG
or its subsidiaries, nor were any contingent liabilities
entered into on their behalf.
(8,000)
10,000
130,220
210,220
(70,000)
(10,000)
(116,960)
(196,960)
Total²
1,820,000
188,000
3,385,720
5,393,720
70,000
(1,820,768)
(3,042,241)
(5,053,009)
1 These employee representatives have - in line with the guidelines of the Deutsche Gewerkschaftsbund - requested that their remuneration be paid into the Hans Böckler Foundation.
² Figures for the previous year include the remuneration of members of the Supervisory Board who left office during the financial year of 2015.
3. Other
Apart from vehicle lease and financing contracts
entered into on customary conditions, no advances
or loans were granted to members of the Board of
RESPONSIBILITY
STATEMENT BY THE
COMPANY'S LEGAL
REPRESENTATIVES
Statement pursuant to § 37y No. 1 of the
Securities Trading Act (WpHG) in conjunction
with § 297 (2) sentence 4 and § 315 (1) sentence
6 of the German Commercial Code (HGB)
"To the best of our knowledge, and in accordance with
the applicable reporting principles, the Consolidated
Financial Statements give a true and fair view of the
assets, liabilities, financial position and profit of the
Group, and the Group Management Report includes
a fair review of the development and performance of
the business and the position of the Group, together
with a description of the principal opportunities and
risks associated with the expected development of
the Group."
Munich, 14 February 2017
Bayerische Motoren Werke
Aktiengesellschaft
Susanne Klatten
(190,000)
Werner Zierer¹
(194,960)
(116,960)
(74,662)
(127,347)
Dominique Mohabeer¹
70,000
10,000
130,220
210,220
(70,000)
(10,000)
(116,960)
(196,960)
Brigitte Rödig¹
Jürgen Wechsler¹
70,000
8,000
130,220
208,220
(70,000)
(10,000)
(116,960)
(196,960)
70,000
8,000
130,220
208,220
(70,000)
(8,000)
(44,685)
(196,960)
total.
(10,000)
→ Compensation
Report
→ Responsibility
Statement by the
Company's Legal
Representatives
Compensation of the individual members of the Supervisory Board for the financial year 2016 (2015)
in €
Norbert Reithofer (Chairman)
Fixed
compensation
Attendance fee
Variable
compensation
Total
210,000
10,000
Statement on
Corporate
Governance
390,660
(134,055)
(8,000)
(223,986)
(366,041)
Manfred Schoch (Deputy Chairman)¹
140,000
10,000
260,440
410,440
(140,000)
(10,000)
(233,920)
610,660
222
100.0
5.1
The Board of Management
Total compensation of the Supervisory Board for the
2016 financial year
In accordance with Article 15 of the Articles of Incor-
poration, the compensation of the Supervisory Board
for activities during the financial year 2016 totalled ¬
€5.4 million (2015: €5.1 million). This amount includes
fixed compensation of €2.0 million (2015: €2.0 million)
and variable compensation of €3.4 million (2015:
€3.1 million).
221
in € million
Fixed compensation
Variable compensation
Total compensation
fur-
Supervisory Board members did not receive any
ther compensation or benefits from the BMW Group
for advisory and/or agency services personally ren-
dered.
2016
2015
Amount
Proportion in %
Amount
Proportion in %
2.0
37.0
2.0
39.2
3.4
63.0
3.1
60.8
5.4
100.0
(383,920)
(116,960)
Stefan Quandt (Deputy Chairman)
10,000
(116,960)
(196,960)
Franz Haniel
70,000
8,000
130,220
208,220
(70,000)
(10,000)
(116,960)
(196,960)
Reinhard Hüttl
(10,000)
70,000
130,220
210,220
(70,000)
(10,000)
(116,960)
(196,960)
Henning Kagermann
70,000
8,000
130,220
208,220
(70,000)
10,000
(70,000)
210,220
130,220
260,440
410,440
(140,000)
(10,000)
(233,920)
(383,920)
Stefan Schmid (Deputy Chairman)¹
140,000
10,000
260,440
410,440
(140,000)
(10,000)
(233,920)
(383,920)
Karl-Ludwig Kley (Deputy Chairman)
140,000
8,000
260,440
408,440
(140,000)
(4,000)
(233,920)
(377,920)
Christiane Benner¹
70,000
10,000
140,000
Harald Krüger
4,853
Klaus Fröhlich
→ 143
Locations → 24 et seq.
List of investments → 180 et seq.
M
Mandates of members of the Board of Management
→ 192
Mandates of members of the Supervisory Board
→ 193 et seq.
Marketable securities → 67 et seq., 125, 140 et seq.
→ 48
Motorcycles segment
N
Net profit
5,63
New financial reporting rules
→ 130 et seq.
Milagros Caiña Carreiro-Andree Markus Duesmann
→ 49 et seq.
9,167
7,454
7,767
7,432
7,776
8,370
88,997
101,086
101,953
110,164
123,429
131,835
33,784
39,287
36,919
2,393
Leased products
Lease business
5, 29 et seq., 40, 65, 86
1.30/1.32
694
197
197
852
1,508
2.30/2.32
2.50/2.52
1,640
107,539
76,704
100,041
75,612
96,230
72,349
83,141
84,887
95,453
100,306
105,876
89,161
6,246
→ 61
→ 35, 84, 97, 122, 170
Earnings per share → 5, 137
EBIT margin/return on sales
Efficient Dynamics → 52
Employees 4, 39, 57 et seq., 85
Equity →73, 149
Exchange rates
E
Dow Jones Sustainability Index World
Digitalisation → 23, 45, 51, 55, 85, 96
Dividend → 109, 137
40,134
→ 191
Declaration with respect to the
Dealer organisation/dealerships → 23,55
8,110
8,149
4,921
4,471
Corporate Governance Code
47,213
48,395
33,469
56,619
62,416
62,009
67,013
74,425
81,305
3,134
330
210
3,243
4,907
5,111
19.1
6.0
49.2
33.1
33.5
3,873
10.2
10.7
8.0
0.8
0.7
50,530
6.9
2,476
1,610
203
21
739
34.5
2,692
0.30/0.32
49,004
39,944
41,526
45,119
46,100
49,113
52,834
24.4
20.1
19.5
21.7
22.0
23.2
21,744
20,273
19,915
23,930
27,103
30,606
38,670
32,378
4,151
2,720
2,312
2,383
43,151
2,980
5.4
4.0
3.8
4.7
5.6
5.2
2,933
351
0.30/0.32
Gross profit margin³
G
→ 42 et seq.
Fleet emissions
Financial Services segment
Financial result → 65,78
Financial liabilities → 70, 157 et seq.
Financial assets
Financial instruments → 162 et seq.
→ 80, 146 et seq., 162 et seq.
F
→ 122 et seq.
Automotive segment
Accounting policies
Apprentices → 57
A
INDEX
→ 49 et seq.
→ Index
230
229
Research and non-capitalised development costs as a
percentage of Group revenues.
Research and development expense ratio
The sum of research and non-capitalised development
cost and capitalised development cost (not including
the associated scheduled amortisation).
Research and development expenditure
revenues.
Group profit/loss before tax as a percentage of Group
Pre-tax return on sales
Group net profit as a percentage of Group revenues.
Post-tax return on sales
Gross profit as a percentage of Group revenues.
Gross margin
A measure of the potential maximum loss in value of
an item during a set time period, based on a specified
probability.
Other
Information
→ 4, 39, 61, 86
B
Balance sheet structure
Bonds
→ 161
L
→ 190 et seq.
→ 109
per share
Key data
K
Investments accounted for using the equity method
and other investments → 143 et seq.
Inventories → 71, 80, 148
→ 80, 142
→ 65, 135 et seq., 156
→ 63, 77, 112 et seq., 133 et seq.
Intangible assets
Income taxes
Income statement
→ 121
→ 121
→133
→ 72
→ 70, 157 et seq.
Group tangible, intangible and investment
assets → 124, 140 et seq.
C
→ 67 et seq., 162 et seq.
Capital expenditure → 5, 65 et seq.
Cash and cash equivalents
Cash flow → 5, 68 et seq., 116 et seq.
Value at risk
Cash flow statement → 67 et seq., 116 et seq.
CO2 emissions → 4, 39, 61, 86 et seq.
Connected Drive
→ 52 et seq.
Consolidated companies
Consolidation principles
Contingent liabilities
Corporate Governance
Cost of materials
Cost of sales
Compensation Report → 212 et seq.
Compliance → 207 et seq.
Goodwill corresponds to the consideration paid to
acquire an entity, less the fair value of the separate
assets acquired and liabilities assumed. The buyer
is willing to pay the additional amount in return for
future expected earnings.
Goodwill
RoE in the Financial Services segment is calculated as
segment profit before taxes, divided by the average
amount of equity capital attributable to the Financial
Services segment.
A securitised debt instrument in which the issuer
certifies its obligation to repay the nominal amount
at the end of a fixed term and to pay a fixed or variable
rate of interest.
Bond
A form of corporate financing involving the sale of
receivables to a financing company.
Asset-backed financing transactions
Short-term debt instruments with a term of less than
one year which are usually sold at a discount to their
face value.
Commercial paper
GLOSSARY
→ Glossary
Other
Information
228
227
Dividend per share of common stock/preferred stock
DIVIDEND
Dividend total
Personnel cost per employee
Workforce at year-end5
PERSONNEL
Cash and cash equivalents at balance sheet date
Operating cash flow Automotive segment4
Earnings before financial result
Earnings before tax
Return on sales (earnings before tax/revenues)
Income taxes
Effective tax rate
Net profit for the year
BALANCE SHEET
Business volume in balance sheet terms
Non-current assets
Current assets
Capital expenditure ratio (capital expenditure/revenues)
Equity
Equity ratio
Non-current provisions and liabilities
Current provisions and liabilities
Balance sheet total
CASH FLOW STATEMENT
Capital expenditure (excluding capitalised development costs)
1.06/1.08
The sum of the balance sheet line items “Leased prod-
ucts" and "Receivables from sales financing" (current
and non-current), as reported in the balance sheet for
the Financial Services segment.
The process of combining separate financial state-
ments of Group entities into Group Financial State-
ments, depicting the financial position, net assets
and results of operations of the Group as a single
economic entity.
Return on Equity (ROE)
ROCE in the Automotive and Motorcycles segments
is measured on the basis of relevant segment profit
before financial result and the average amount of
capital employed in the segment concerned. Capital
employed corresponds to the sum of all current and
non-current operational assets, less liabilities that do
not incur interest.
Return on Capital Employed (ROCE)
A hedge against exposures to fluctuations in the fair
value of a balance sheet item.
Fair value hedge
The amount for which an asset could be exchanged,
or a liability settled, between knowledgeable, willing
parties in an arm's length transaction.
Fair value
Equity capital as a percentage of the balance sheet
Equity ratio
The effective tax rate is calculated by dividing the
income tax expense by the Group profit before tax.
Effective tax rate
A hedge against exposures to the variability in fore-
casted cash flows, particularly in connection with
exchange rate fluctuations.
Cash flow hedge
revenues.
Profit/loss before financial result as a percentage of
EBIT margin
Similar to "value at risk" (see definition below).
Credit default swap (CDS)
Financial swap agreements, under which creditors of
securities (usually bonds) pay premiums to the seller
of the CDS to hedge against the risk that the issuer of
the bond will default. As with credit default insurance
agreements, the party receiving the premiums gives
a commitment to compensate the bond creditor in
the event of default.
Capital expenditure ratio
Investments in property, plant and equipment and
other intangible assets (excluding capitalised
development costs) as a percentage of Group
revenues.
Capitalisation rate
Consolidation
Capitalised development costs as a percentage of
research and development expenditure.
Basic earnings per share are calculated for common
and preferred stock by dividing the net profit after
minority interests, as attributable to each category of
stock, by the average number of shares in circulation.
Earnings per share of preferred stock are computed
on the basis of the number of preferred stock shares
entitled to receive a dividend in each of the relevant
financial years.
Cash flow
Liquid funds generated (cash inflows) or used (cash
outflows) during a reporting period.
EBIT
Abbreviation for "Earnings Before Interest and Taxes",
equivalent in the BMW Group income statement to
"Profit/loss before financial result".
Cash flow at risk
Earnings per share (EPS)
→74 et seq.
D
52,184
Cash and cash equivalents at balance sheet date
€ million
7,880
6,122
7,688
7,671
7,383
7,803
4,212
921
289
5,111
8,018
8,275
CASH FLOW STATEMENT
21.8
10.5
18.1
21.1
20.2
56,018
53,197
50,681
60,477
68,821
76,848
Revenues
INCOME STATEMENT
Business volume (based on balance sheet carrying amounts)²
51,257
11.4
138,377
154,803
172,174
3,731
3,826
4,601
4,967
%
4.0
4.2
5.7
6.5
€ million
47,363
42,764
37,437
35,600
%
25.1
24.8
188,535
€ million
51,134
59,078
65,591
67,989
60,653
€ million
58,288
63,819
73,183
€ million
25.7
24.2
51,643
61,202
66,233
75,245
6 Proposal by management.
5 Figures exclude dormant employment contracts, employees in the non-work phases of pre-retirement part-time arrangements and low wage earners.
4 Figures are reported in the cash flow statement up to 2006 as cash inflow from operating activities of Industrial Operations.
3 Research and development expenses included in cost of sales with effect from 2008.
1 Excluding Husqvarna, sales volume up to 2013: 59,776 units; production up to 2013: 59,426 units.
² Amount computed on the basis of balance sheet figures: until 2007 from the Group balance sheet, from 2008 onwards from the Financial Services segment balance sheet.
1,707
2.60/2.62
2.90/2.92
3.20/3.22
3.506/3.526
1,904
2,102
2,300
89,869
110,351
116,324
92,337
122,244
97,136
124,729
99,575
PERSONNEL
9,964
9,423
11,836
11,464
€ million
2012
Operating cash flow Automotive segment4
DIVIDEND
Dividend total
Dividend per share of common stock/preferred stock
€
€ million
€
Personnel cost per employee
€ million
2011
2009
80,974
Contract portfolio
2,629,949
3,031,935
3,085,946
3,190,353
3,592,093
3,846,364
FINANCIAL SERVICES
Motorcycles¹
Automobiles
1,541,503
104,396
1,439,918
104,220
82,631
99,236
1,258,417
1,481,253
2008
2007
1,845,186
106,358
1,668,982
104,286
1,461,166
98,047
2010
1,286,310
87,306
1,500,678
102,467
SALES VOLUME
Automobiles
Motorcycles¹
PRODUCTION VOLUME
1,861,826
113,811
1,738,160
110,360
1,435,876
101,685
Workforce at year-end5
413
61,831
Contacts
226
Other
Information
→ BMW Group
Ten-year
Comparison
BMW GROUP
TEN-YEAR COMPARISON
SALES VOLUME
Automobiles
Motorcycles¹
PRODUCTION VOLUME
Automobiles
Motorcycles¹
2016
Financial Calendar
2015
2013
units
units
2,367,603 2,247,485
145,032 136,963
2,117,965 1,963,798
123,495 115,215
units
units
2,359,756
145,555
2,279,503
151,004
2,165,566 2,006,366
133,615 110,127
FINANCIAL SERVICES
Contract portfolio
contracts
Business volume (based on balance sheet carrying amounts)²
€ million
5,114,906
123,394
2014
Index of Graphs
Index
Glossary
Dr. Nicolas Peter
Dr. Ian Robertson (HonDSc)
Peter Schwarzenbauer
Oliver Zipse
223
224
Statement on
Corporate
Governance
→ BMW Group
Auditor's Report
BMW GROUP
AUDITOR'S REPORT
We have audited the consolidated financial statements
prepared by the Bayerische Motoren Werke Aktien-
gesellschaft, comprising the income statement for
group and statement of comprehensive income
for group, the balance sheet for group, cash flow
statement for group, group statement of changes in
equity and the notes to the group financial statements,
together with the group management report for the
business year from 1 January to 31 December 2016.
The preparation of the consolidated financial state-
ments and the group management report in accord-
ance with IFRSs, as adopted by the EU, and the
additional requirements of German commercial law
pursuant to § 315 a Abs. 1 HGB [Handelsgesetzbuch
"German Commercial Code"] are the responsibility
of the parent company's management. Our respon-
sibility is to express an opinion on the consolidated
financial statements and on the group management
report based on our audit.
We conducted our audit of the consolidated financial
statements in accordance with § 317 HGB [Handels-
gesetzbuch "German Commercial Code"] and German
generally accepted standards for the audit of financial
statements promulgated by the Institut der Wirtschaft-
sprüfer [Institute of Public Auditors in Germany]
(IDW). Those standards require that we plan and
perform the audit such that misstatements materially
affecting the presentation of the net assets, financial
position and results of operations in the consolidated
financial statements in accordance with the applica-
ble financial reporting framework and in the group
management report are detected with reasonable
assurance. Knowledge of the business activities and
the economic and legal environment of the Group and
expectations as to possible misstatements are taken
into account in the determination of audit procedures.
The effectiveness of the accounting-related internal
control system and the evidence supporting the dis-
closures in the consolidated financial statements and
the group management report are examined primarily
on a test basis within the framework of the audit. The
audit includes assessing the annual financial state-
ments of those entities included in consolidation, the
determination of entities to be included in consoli-
dation, the accounting and consolidation principles
used and significant estimates made by management,
as well as evaluating the overall presentation of the
consolidated financial statements and group man-
agement report. We believe that our audit provides a
reasonable basis for our opinion.
Our audit has not led to any reservations.
In our opinion, based on the findings of our audit,
the consolidated financial statements comply with
IFRSS, as adopted by the EU, the additional require-
ments of German commercial law pursuant to § 315 a
Abs. 1 HGB and give a true and fair view of the net
assets, financial position and results of operations of
the Group in accordance with these requirements.
The group management report is consistent with the
consolidated financial statements, complies with
the German statutory requirements, and as a whole
provides a suitable view of the Company's position
and suitably presents the opportunities and risks of
future development.
Munich, 24 February 2017
KPMG AG
Wirtschaftsprüfungsgesellschaft
Ten-year
Comparison
Other
Information
5
5
→Page 234 Contacts
→ Page 233 Financial Calendar
4,718,970
111,191
→ Page 232 Index of Graphs
→Page 228 Glossary
→ Page 226 BMW Group Ten-year Comparison
OTHER
INFORMATION
Feege
Wirtschaftsprüfer
Wirtschaftsprüfer
Sailer
→Page 230 Index
4,359,572
96,390
4,130,002
84,347
2,890
2,564
Effective tax rate
%
28.5
30.7
33.2
32.5
Net profit for the year
€ million
6,910
6,396
5,817
5,329
BALANCE SHEET
Non-current assets
Current assets
66,864
€ million
86,193
97,959
110,343
121,671
2,828
€ million
Current provisions and liabilities
Non-current provisions and liabilities
Equity ratio
Equity
Capital expenditure ratio (capital expenditure/revenues)
Capital expenditure (excluding capitalised development costs)
Balance sheet total
56,844
2,755
Income taxes
INCOME STATEMENT
Revenues
€ million
94,163
92,175
80,401
76,059
Gross profit margin³
%
19.9
19.7
21.2
20.1
Earnings before financial result
€ million
9,386
9,593
10.4
10.8
10.0
10.3
%
Return on sales (earnings before tax/revenues)
€ million
7,893
9,224
9,665
€ million
Earnings before tax
7,978
9,118
8,707
Stock → 107 et seq.
PUBLISHED BY
This version of the Annual Report is a translation
from the German version. Only the original German
version is binding.
→ 54
Purchasing
Property, plant and equipment
Profit before tax → 5 et seq., 39, 65, 85, 87
65 et seq.
Profit before financial result → 5 et seq., 63 et seq.,
Production network → 24 et seq., 44 et seq.
→ 138
→ 142
→ 4 et seq., 29 et seq., 39 et seq.,
Production → 44 et seq.
Personnel expenses
85 et seq.
Performance indicators
Pension provisions
P
→ 134
→156
73, 80, 127, 151 et seq.
R
Rating → 110
Receivables from sales financing
Selling and administrative expenses →65,133
Segment information → 175 et seq.
→ 4, 39 et seq., 42 et seq., 48, 86 et seq.
Sales volume
S
→ 88 et seq.
→ 5,30 et seq., 41, 87
RoE
ROCE → 5, 29 et seq., 40, 86
Risks and opportunities
Revenues → 5,40 et seq., 63, 66 et seq., 78, 86 et seq., 133
→ 65
Revenue reserves → 149
Return on sales → 5,29 et seq., 40, 65, 86
Remuneration system → 212 et seq.
Report of the Supervisory Board → 8 et seq.
Research and development →51 et seq.
Result from equity accounted investments
→ 172 et seq.
→ 71, 145 et seq.
Related party relationships
Refinancing → 69 et seq.
Outlook → 82 et seq.
Shareholdings of members of the Board of Manage-
Other provisions
Other investments →165
and
www.rolls-roycemotorcars.com.
A further contribution
towards preserving resources
The BMW Annual Report was printed on paper produced in accordance with the internation-
al FSC® Standard: the pulp is sourced from sustainably managed forests.
The corresponding CO₂ emissions were compensated by additional environmental and cli-
mate protection measures as part of a reforestation project in collaboration with Bergwald-
projekt e. V. (certificate number: DE-141-217903).
FSC
Information about the various BMW Group brands
is available at www.bmw.com, www.mini.com
www.fsc.org
Telephone +49 89 382-0
Germany
80788 Munich
Aktiengesellschaft
Bayerische Motoren Werke
Paper from
responsible sources
FSC® C002727
print production
MIX
at www.bmwgroup.com/ir.
Investor Relations information is available directly
Further information about the BMW Group is
available online at → www.bmwgroup.com.
Other financial result → 134
0
234
Other
Information
→ Contacts
CONTACTS
Business and Finance Press
Telephone +49 89 382-2 45 44
+49 89 382-2 41 18
Fax
E-mail
+49 89 382-2 44 18
presse@bmwgroup.com
Investor Relations
Telephone +49 89 382-3 16 84
Fax
E-mail
+49 89 382-2 53 87
+49 89 382-1 46 61
ir@bmwgroup.com
The BMW Group on the Internet
Other operating income and expenses
natureOffice.com | DE-141-217903
ment and the Supervisory Board → 174
233
Contract portfolio retail customer financing of
Financial Services segment 2016
Development of credit loss ratio
→ 50
→ 51
Regional mix of BMW Group purchase volumes
2016
→ 54
BMW Group Change in cash and cash equivalents
→ 68
→ 70
BMW Group new vehicles financed or leased by
Financial Services segment → 49
BMW Group Financial liabilities
Balance sheet structure - Group → 72
Balance sheet structure - Automotive segment
BMW Group value added 2016 → 75
Risk management in the BMW Group
Development of BMW stock → 107, 108
BMW Group Compliance Management System
→ 88
→ 72
Sales volume and locations
BMW Group Locations
→ 24 et seq.
BMW Group - key automobile markets 2016
BMW Group sales volume of motorcycles → 48
BMW Group-key motorcycle markets 2016
→ 42
→ 48
→ 207
→ 49
Contract portfolio of Financial Services segment
→ 29
Sustainability → 59 et seq.
→112, 139
T
Tangible, intangible and investment assets
→ 140 et seq.
Trade payables
Trade receivables
→160
→ 148 et seq.
231
232
Other
Information
→ Index of Graphs
↑↑
Financial Calendar
INDEX OF GRAPHS
Finances
BMW Group in Figures
BMW Group Value drivers
→ 6
Workforce
Statement of Comprehensive Income
BMW Group apprentices at 31 December
Proportion of female employees in management
functions at BMW AG/BMW Group → 58
Employee attrition rate at BMW AG
Quarterly Report to 30 June 2017
7 November 2017
Quarterly Report to 30 September 2017
2018
21 March 2018
Annual Report 2017
21 March 2018
Annual Accounts Press Conference
3 August 2017
22 March 2018
4 May 2018
Quarterly Report to 31 March 2018
17 May 2018
Annual General Meeting
2 August 2018
Quarterly Report to 30 June 2018
7 November 2018
Quarterly Report to 30 September 2018
Analyst and Investor Conference
Annual General Meeting
11 May 2017
Quarterly Report to 31 March 2017
→ 59
Proportion of female executives within management
→205
Sustainability
Materiality matrix
→ 60
Further information
Exchange rates compared to the euro
→ 36
Oil price trend
Precious metals price trend
Steel price trend → 37
→ 36
→ 35
FINANCIAL CALENDAR
2017
21 March 2017
Annual Accounts Press Conference
22 March 2017
Analyst and Investor Conference
4 May 2017
→ 57
carbon neutral
BMW Group Technology Office USA,
Mountain View, USA
New Zealand
Research and
development
locations
Headquarters
Canada
USA
Mexico
United Arab
Emirates
Brazil
BMW Group plant Leipzig
BMW Group plant Landshut
BMW Group plant Eisenach
BMW Group plant Dingolfing
BMW Group plant Berlin
■Production in Europe
Malta
Slovenia¹
Italy
13
Production and
assembly plants
31
Financial Services
locations worldwide
connected.
Automotive
segment and
Marketing
→ The core BMW brand caters to a broad array of → see sections
customer wishes, ranging from fuel-efficient and
innovative models equipped with Efficient Dynam- Sales and
ics through to efficient, high-performance BMW M
vehicles, which help bring a touch of the flair of motor-
sport to the roads. At the same time, the BMW Group
continues to push the boundaries of “premium” to
new levels with its BMW i models. Designed to the core
for even greater sustainability, the BMWi embodies
the vehicle of the future – with its electric drivetrain,
intelligent lightweight construction, exceptional
design and newly developed range of mobility services.
24
24
Combined
Management
Report
Portugal
General Information
→ Organisational
Structure and
Business Model
→ Locations
BMW Group locations worldwide
→ 09
43
7 Sales subsidiaries and
on the BMW Group
→ BMW Group is also working on an integrated digital → see section
concept, Connected Drive, to bring together driver
and vehicle. Through this service, the vehicle becomes
an intelligent companion, digitally integrated and
adapted to the individual needs of each user. The
BMW iNEXT is scheduled to enter the market in 2021,
electrically powered, autonomously driven and fully
Spain
Slovakia¹
Hong Kong”
Japan
South Korea
China
India
Russia
2 Financial Services only.
1 Sales locations only.
Sales subsidiaries and
Financial Services
locations worldwide
BMW Technology, Chicago, USA
BMW Group Engineering USA,
Woodcliff Lake, USA
BMW Group Engineering Japan,
Tokyo, Japan
China, Shanghai, and BMW Group
Designworks Studio Shanghai, China
BMW Group Engineering China,
Beijing, China
BMW Group ConnectedDrive Lab
Oxnard, USA
Emission Test Center,
BMW Group Engineering and
Thailand
Malaysia
Singapore¹
Indonesia¹
Austria
France
Belgium
▲ Research and development
network outside Europe
Czech
Republic¹
Denmark
Finland¹
Sweden
Switzerland
Ireland
Netherlands
Germany
Norway
25
25
→ 10
BMW Group locations in Europe
Australia
Great Britain
BMW Group Designworks, Newbury
Park, USA
→ The BMW Group is also among the leading pro-
viders of financial services in the automobile sector,
segment operating more than 50 entities and cooperation
arrangements with local financial services providers
and importers worldwide. Credit financing and the
leasing of BMW Group brand cars and motorcycles
to retail customers represent the segment's main line
of business. It also provides customers with access
to a wide range of insurance and banking products.
Operating under the brand name "Alphabet”, the
BMW Group's international multi-brand fleet business
provides fleet financing products and comprehensive
management services for corporate car fleets in 19
countries. Within the multi-brand financing line of
business, credit financing, leasing and other services
are marketed to retail customers under the brand
name “Alphera”. Providing support to the dealership
organisation, such as by financing dealership vehicle
inventories, rounds off the segment's product range.
The Automotive segment's worldwide distribution net-
work currently consists of around 3,400 BMW, 1,580
MINI and 140 Rolls-Royce dealerships. In Germany,
products and services are sold through BMW Group
branches and by independent authorised dealers.
Sales outside Germany are handled primarily by
subsidiary companies and by independent import
companies in a number of markets. The BMW i deal-
ership and agency network currently covers more
than 1,300 locations.
Review of Operations
→ Page 42
Automotive Segment
→ Page 48
Motorcycles Segment
→ Page 49
Financial Services Segment
Partner plants
outside Europe
Partner plant, Hosur, India
Partner plant, Jakarta, Indonesia
Partner plant, Cairo, Egypt
Partner plant, Kaliningrad, Russia
Partner plant, Kulim, Malaysia
→ Page 51
Research and Development
→Page 54
Purchasing and Supplier Network
→ Page 55
Sales and Marketing
2
Combined
Management
Report
General Information
Economic Position
Outlook, Risks and
Opportunities
→ Page 42
Financial and Non-financial Performance Indicators
→ Page 39
Overall Assessment by Management
☐
Production
outside Europe
■BMW Group plant Araquari, Brazil
BMW Group plant Chennai, India
BMW Group plant Manaus, Brazil
BMW Group plant Rayong, Thailand
BMW Group plant Rosslyn, South Africa
BMW Group plant Spartanburg, USA
BMW Brilliance Automotive, China
(joint venture-3 plants)
SGL Automotive Carbon Fibers
(joint operation-2 plants)
COMBINED MANAGEMENT
BMW Stock and
REPORT
→ Page 22 Organisational Structure and Business Model
→ Page 24 Locations
→ Page 29 Management System
→ Page 34
Report on Economic Position
→ Page 34
General and Sector-specific Environment
→ Page 38
→Page 22 General Information on the BMW Group
→ The motorcycles business is also focused on the
premium segment, with the model range currently
comprising motorcycles for the Sport, Tour, Roadster,
Heritage, Adventure and Urban Mobility segments.
BMW Motorrad also offers a broad range of equip-
ment options designed to enhance rider safety and
comfort. The motorcycles business sales network is
organised similarly to that of the automobile business.
Currently, around 1,180 BMW Motorrad dealerships
operate worldwide.
Capital Markets
→ Page 59
ORGANISATIONAL
STRUCTURE AND
BUSINESS MODEL
This Combined Management Report incorporates the
management reports of Bayerische Motorenwerke
Aktiengesellschaft (BMW AG) and the BMW Group.
General information on the BMW Group
General information on the BMW Group is provided
below. There have been no significant changes com-
pared to the previous year.
Organisational Structure and Business Model
Bayerische Motoren Werke Aktiengesellschaft
(BMW AG), based in Munich, Germany, is the parent
company of the BMW Group. The general purpose
of the Corporation is the development, production
and sale of engines, engine-equipped vehicles, related
accessories and products of the machinery and metal-
working industry as well as the rendering of services
related to the aforementioned items. The BMW Group
is sub-divided into the Automotive, Motorcycles,
Financial Services and Other Entities segments (the
latter primarily comprising holding companies and
Group financing companies). The BMW Group oper-
ates on a global scale and is represented in more than
150 countries worldwide. At the end of the reporting
period, the BMW Group employed a workforce of
124,729 people.
Originally founded in 1916 as Bayerische Flugzeug-
werke AG (BFW), it emerged as Bayerische Motoren
Werke G.m.b.H. in 1917, before finally becoming Bay-
erische Motoren Werke Aktiengesellschaft (BMW AG)
in 1918. The BMW Group comprises BMW AG itself
and all subsidiaries over which BMW AG has either
direct or indirect control. BMW AG is also responsible
for managing the BMW Group as a whole.
Under the motto "THE NEXT 100 YEARS", the
BMW Group celebrated its centenary in March
2016, showcased by a major centenary event held
in Munich. The four concept vehicles unveiled over
the course of the year for the brands BMW, MINI,
Rolls-Royce and BMW Motorrad provided visionary
insights into the future of individual mobility. At
the same time, the BMW Group also presented its
Strategy NUMBER ONE > NEXT, which builds on
the existing strategy and expands its contents on the
basis of recent developments. At the heart of Strategy
23
23
NUMBER ONE > NEXT is a commitment to consistent
future-oriented activity, focusing on developing prod-
ucts, brands and services for individual mobility in the
premium segment. New technologies, digitalisation
and connectedness as well as social responsibility are
further areas of strategic focus.
The BMW Group is one of the most successful makers
of passenger cars and motorcycles worldwide and
among the largest industrial companies in Germany.
With BMW, MINI and Rolls-Royce, the BMW Group
owns three of the strongest premium brands in the
automotive industry. The vehicles manufactured by
the BMW Group set exceptionally high standards in
terms of aesthetics, dynamics, technology and quality,
and are the culmination of expertise in engineering
and innovation. Its research and innovation network
spans 13 locations in five countries. In addition to its
strong position on international motorcycle markets,
the BMW Group also offers its customers a successful
range of financial services. In recent years, it has also
established itself as a leading provider of premium
services in the field of individual mobility.
→ see section
Motorcycles
segment
→ see sections
Workforce and
→ see section
Financial
Services
→ Long-term thinking and responsible action have
long been the cornerstones of the BMW Group's Sustainability
success. Ecological and social sustainability along
the entire value-added chain, full responsibility for
its products and a clear commitment to preserving
resources are prime objectives firmly embedded in
the BMW Group's corporate strategy. The BMW Group
has ranked among the most sustainable companies in
the automotive industry for many years.
Research and
Development
The MINI brand is a veritable icon in the premium
small car segment, offering unrivalled driving pleasure
in its class. Rolls-Royce has a tradition in the ultra-lux-
ury segment stretching back over more than 100 years.
→ www.bmwgroup.com/company
Distribution network enlarged
Digitalisation and connectedness
consistently increased
THE NEXT 100 YEARS -
shaping the future
BMW GROUP
Sustainability
→ Page 63 Results of Operations, Financial Position and Net Assets
→Page 76 Comments on Financial Statements of BMW AG
→ Page 82 Report on Outlook, Risks and Opportunities
→Page 82 Outlook
→ Page 88
Risks and Opportunities
→ Page 101 Internal Control System and Risk Management
System Relevant for the Financial Reporting Process
→Page 103 Disclosures Relevant for Takeovers
→Page 57 Workforce
→ Page 107 BMW Stock and Capital Markets in 2016
22
22
Combined
Management
Report
General Information
on the BMW Group
→ Organisational
Structure and
Business Model
GENERAL
INFORMATION
ON THE
2
Poland¹
United Kingdom
BMW Group plant Regensburg
China
Country
Tiexi (Shenyang)
Tiexi (Shenyang)
Dadong (Shenyang)
JOINT VENTURE BMW BRILLIANCE
AUTOMOTIVE HOLDINGS LTD.
Locations
the Chinese market. The Shenyang site comprises
the Dadong and Tiexi automobile plants as well as
an engine plant complete with foundry.
The plants in Shenyang (China) are operated together
with the joint venture partner, Brilliance China Auto-
motive Holdings Ltd., manufacturing exclusively for
United Kingdom
Rolls-Royce Manufacturing Plant Goodwood
Rolls-Royce Phantom, Ghost, Wraith, Dawn
Processing of carbon fibre components
Petrol and diesel engines for BMW and MINI,
Production of core engine parts
High performance engines for M-models
Pressed parts and bodywork components
Distribution center for parts and components
Cockpit assembly
BMW X3, BMW X4, BMW X5, BMW X6
M-models: BMW X5 M, BMW X6 M
Plug-in-hybrid vehicles: BMW X5
BMW 3 Series
BMW 1 Series, BMW 2 Series, BMW 3 Series, BMW 4 Series,
BMW X1, BMW Z4
M-models: BMW M3, BMW M4
China
China
Products
BMW 5 Series Extended-Wheelbase Version
Plug-in-hybrid vehicles: BMW 5 Series Extended-Wheelbase Version
BMW 2 Series, BMW 3 Series (+Extended-Wheelbase Version),
BMW X1 Extended-Wheelbase Version
Plug-in-hybrid vehicles: BMW X1 Extended-Wheelbase Version
Petrol engines, production of core engine parts
General Information
on the BMW Group
Combined
Management
Report
28
27
27
Carbon fibre fabrics
Carbon fibres
Products
BMW 1 Series, BMW 3 Series, BMW 5 Series, BMW 7 Series,
BMW X1, BMW X3, BMW X4, BMW X5, MINI Countryman
Motorcycles
Germany
Country
Wackersdorf
Moses Lake
SGL AUTOMOTIVE CARBON FIBERS
JOINT OPERATION
Locations
carbon fibres are produced for subsequent use in the
production of carbon fibre fabrics in Wackersdorf.
SGL Automotive Carbon Fibers (SGL ACF) is a joint
operation of the BMW Group with the SGL Group.
At the Moses Lake site in the US State of Washington,
USA
MINI Hatch, MINI Clubman
Petrol and diesel engines, high-performance engines for M-models
Production of core engine parts
Plug-in-hybrid vehicles: BMW 3 Series
Germany
Germany
Brazil
Germany
India
Products
Country
Wackersdorf
Swindon
Steyr
United Kingdom
Rosslyn
Spartanburg
Rayong
Oxford
Manaus
Munich
Landshut
Leipzig
Hams Hall
Eisenach
Dingolfing
Chennai
Regensburg
→ Organisational
Structure and
Germany
Germany
Thailand
M-models: BMW M4
BMW 3 Series, BMW 4 Series
Motorcycles
Electric vehicles: BMW i3
Plug-in-hybrid vehicles: BMW 2 Series, BMW i8
BMW 1 Series, BMW 2 Series
M-models: BMW M2
Components and electric drive systems
Petrol engines for BMW, MINI
BMW i8 Plug-in-hybrid engines
Production of core engine parts
Brazil
Germany
Toolmaking, outer body parts for Rolls-Royce, aluminium tanks for BMW Motorrad
BMW 1 Series, BMW 3 Series, BMW 5 Series, BMW 7 Series,
BMW X1, BMW X3, BMW X5
BMW 3 Series, BMW 4 Series, BMW 5 Series, BMW 6 Series, BMW 7 Series
M-models: BMW M5, BMW M6
Plug-in-hybrid vehicles: BMW 5 Series, BMW 7 Series
BMW motorcycles, Maxi-Scooter, car brake discs
BMW 3 Series, BMW X1, BMW X3, BMW X4
Germany
United Kingdom
Austria
South Africa
USA
Germany
Chassis and drivetrain components
Components for electric mobility
Rolls-Royce bodywork, pressed parts
Business Model
The primary function of the four partner plants of
the BMW Group is to serve nearby regional markets.
During the year under report, BMW and MINI vehicles
were also manufactured in Kaliningrad (Russia), Cairo
7
Profit before
financial result
ROCE Automotive =
The most comprehensive key performance indica-
tor used for the Automotive segment is RoCE. This
indicator provides information on profitability of
capital employed and on operational business. ROCE
is measured on the basis of segment profit before
financial result and the average amount of capital
employed in segment operations. The strategic target
for the Automotive segment's RoCE is 26%.
Automotive segment
Financial Services segment. As an overall reflection
of profitability (return on sales) and capital efficiency
(capital turnover), these key performance indicators
provide a wide range of information into the factors
driving segment performance and changes in the
value of the business.
Outlook
Performance
→ see sections
Indicators and
Average capital
employed
→ 12
→ Operating performance at segment level is managed
at its highest level on the basis of return on capital.
Depending on the business model, the segments are
measured on the basis of return on total capital or
equity. Specifically, the return on capital employed
(ROCE) is used for the Automotive and Motorcycles
segments and the return on equity (ROE) for the
Management of operating performance
at segment level
Due to the high level of aggregation involved, it is
impractical to manage the business on the basis of
value added. This key indicator therefore only serves
for reporting purposes. Relevant value drivers which
could have a significant impact on business perfor-
mance and enterprise value are defined for each
controlling level. The financial and non-financial
value drivers are reflected in the key performance
indicators used to manage the business. In the case
of project-related decisions, the system incorporates a
project-oriented control logic focused on value-based
and return-based performance indicators, which
therefore provide a sound basis for decision-making.
→ Management System
General Information
on the BMW Group
Combined
Management
Report
30
29
Return on Capital Employed
29
Automotive
Profit before financial result in € million
South Africa
Managing the business on the basis of key value
drivers makes it easier to identify the reasons for
changes in ROCE and define suitable measures to
drive its development.
Due to its key importance for the Group as a whole,
the Automotive segment is managed on the basis of
additional key performance indicators with varying
degrees of detail, which have a significant impact on
ROCE and hence on segment performance. These
value drivers are sales volume, segment revenues and
the operating return on sales (EBIT margin: profit/loss
before financial result as a percentage of revenues) as
the key performance indicator for segment profitabil-
ity. Average CO2 emissions for the fleet are also taken
into account, due to its impact on ongoing develop-
ment expenses
and the significant long-term impact
of regulatory requirements on Group performance.
Fleet emissions corresponds to average CO2 emissions
of new cars sold in the EU-28 countries.
Capital employed corresponds to the sum of all cur-
rent and non-current operational assets, less liabilities
that do not incur interest (e.g. trade payables and
other provisions).
72.2
74.3
10,854
10,361
Average
7,836
2015
2016
2015
2016
2015
2016
Return on capital employed in %
capital employed in € million
7,695
Berlin
Revenues
Average weighted
cost of capital rate
CONTRACT PRODUCTION
Locations
produced by Magna Steyr Fahrzeugtechnik in Graz
(Austria) and VDL Nedcar in Born (Netherlands).
The BMW Group also awards production contracts to
external partners for specific vehicle types. During
the period under report, various MINI models were 7
BMW 3 Series, BMW 5 Series, BMW 7 Series, BMW X1, BMW X3, BMW X5
BMW 3 Series, BMW 5 Series, BMW 7 Series, BMW X3, BMW X4, BMW X5, BMW X6
BMW 3 Series, BMW 5 Series, BMW X1, BMW X3, BMW X4, BMW X5, BMW X6
BMW 1 Series, BMW 3 Series, BMW 5 Series, BMW 7 Series,
BMW X1, BMW X3, BMW X4, BMW X5, BMW X6, MINI Countryman
Motorcycles
Products
Malaysia
Born
India
Indonesia
Egypt
Russia
Kulim
Kaliningrad
Cairo
Hosur
Jakarta
PARTNER PLANTS
Locations
→ Management System
(Egypt), Jakarta (Indonesia) and Kulim (Malaysia). In
addition, BMW motorcycles were manufactured by the
cooperation partner, TVS Motor Company, in Hosur
(India).
Country
Expenses
Graz
Netherlands
Capital employed
Profit
··
Cost of capital
Capital turnover
Return on sales
(ROCE/ROE)
Value added
Country
Return on capital
→ 11
BMW Group - value drivers
The BMW Group's internal management system is
based on a multi-layered structure, with varying ¬
The business management system applied by the
BMW Group follows a value-based approach, with
a clear focus on achieving profitability, consistent
growth, increasing the value of the business for cap-
ital providers and safeguarding jobs. Achieving the
desired degree of corporate autonomy can only be
ensured in the long term if available capital is prof-
itably employed. The prerequisite for this is that the
amount of profit generated sustainably exceeds the
cost of equity and debt capital.
MANAGEMENT SYSTEM
MINI Hatch, MINI Convertible, MINI Countryman
MINI Countryman, MINI Paceman
Products
Austria
degrees of detail, depending on the level of
aggre-
gation. Operating performance, for instance, is
managed primarily at segment level. In order to
manage long-term performance and assess strate-
gic issues, additional key performance figures are
taken into account at Group level. In this context,
with effect from the beginning of the 2017 financial
year, the pre-tax return on sales will be used as an
additional indicator of earnings quality throughout
the BMW Group. The contribution made to enter-
prise value during the financial year continues to be
measured in terms of value added. This approach is
translated into operational processes at both Group
and segment level in the form of key financial and
non-financial performance indicators (value drivers).
The link between value added and the relevant value
drivers is shown in a simplified form in the following
diagram.
BMW Group plant Munich
Argentina¹
Structure and
Business Model
Araquari
BMW GROUP PLANTS
Locations
The 19 BMW Group plants comprise 13 automobile
and engine plants, two plants for BMW motorcycles,
three sites for the production of components, pressed
parts and tools and one supply centre.
throughout the BMW Group production network
worldwide.
At the end of the reporting period, the Group's pro-
duction network comprised a total of 31 locations in 14
countries. The 31 locations comprise 19 BMW Group
manufacturing facilities, five plants belonging to joint
ventures/operations, five partner plants and two con-
tract production plants. The same quality, safety and
sustainability standards are applicable for all plants
General Information
on the BMW Group
→ Organisational
Combined
Management
Report
26
Bulgaria¹
Romania¹
Greece
Sales subsidiaries and
Financial Services
locations Europe
BMW Group plant Wackersdorf
BMW Group plant Steyr, Austria
BMW Group plant Hams Hall, GB
BMW Group plant Oxford, GB
BMW Group plant Swindon, GB
Rolls-Royce Manufacturing Plant,
Goodwood, GB
Hungary¹
Partner plant, Born,
Netherlands
Partner plant, Graz,
Austria
Partner plants
in Europe
▲ Research and development
network in Europe
BMW Group Research and Innovation
Centre (FIZ), Munich, Germany
BMW Group Research and
Technology, Munich, Germany
BMW Car IT, Munich, Germany
BMW Innovation and Technology
Centre, Landshut, Germany
BMW Diesel Competence Centre,
Steyr, Austria
Operational business in the Automotive and Motor-
cycles segments is largely shaped by its life-cycle-
dependent project character. Projects have a sub-
stantial influence on future business performance.
Project decisions are therefore a crucial component
of financial management for the BMW Group.
The criteria used for taking decisions as well as the
long-term impact on periodic earnings is document-
ed for all project decisions and incorporated in the
long-term Group forecast. This approach enables an
analysis of the periodic reporting impact of project
decisions on earnings and rates of return over the
term of each project. The overall result is a cohesive
controlling model.
Project decisions are taken on the basis of calculations
measured in terms of the cash flows each individual
project is expected to generate. Calculations are made
for the full term of a project, incorporating all future
years in which the project is expected to generate cash
flows. Project decisions are taken on the basis of net
present value and internal rate of return calculated
for the project.
The net present value of a project indicates the extent
to which a project will be able to generate a positive
contribution to earnings over and above the cost of
capital. A project with a positive net present value
enhances value added and therefore results in an
increase in the value of the business. The internal
rate of return of the project corresponds to the aver-
age return on capital employed in the project and, in
terms of significance, is equivalent to the multi-year
average RoCE for an individual project. It is therefore
consistent with one of the key performance indicators.
Value-based project management
33
Report on
34
==
Combined
Management
Report
Report on
Capital employed comprises the average amount of
Group equity employed during the year as a whole, the
financial liabilities of the Automotive and Motorcycles
segments, and pension provisions. The earnings meas-
ure for these purposes corresponds to Group profit
before tax, adjusted for interest expense incurred in
conjunction with the pension provision and on the
financial liabilities of the Automotive and Motorcycles
segments (earnings before interest expense and taxes).
The cost of capital is the minimum rate of return
expected by capital providers in return for the capital
employed. Since capital employed comprises an equity
capital element (e.g. share capital) and a debt capital
element (e.g. bonds), the overall cost of capital rate is
determined on the basis of the weighted average rates
for equity and debt capital, measured using standard
market procedures. The pre-tax average weighted
cost of capital for the BMW Group in 2016 was 12%,
unchanged from the previous year.
33
3,683
Cost of capital
6,040
6,407
9,723
10,000
2015
2016
Value added Group
2015
2016
2015
2016
Economic Position
Earnings amount
3,593
→ General and Sector-
The global economy grew at a relatively stable pace
in the face of external influences at a rate of 3.1%
in 2016. Against a background of multiple political
uncertainties, global growth seems relatively robust.
The eurozone continued to record moderate economic
growth, helped among other factors by favourable
conditions on the job market. Although the pace of
the economy in China slowed, the decrease was only
marginal. The USA recorded slight growth in 2016. By
contrast, the emerging economies of Russia and Brazil
contracted again in 2016, despite Russia benefiting
from rising raw materials prices.
REPORT
200
Index: December 2011=100
→ 15
Exchange rates compared to the euro
Currencies in emerging economies reflected a mixed
picture. While the Brazilian real was down by approx-
imately 4% against the euro, the Russian rouble was
up by approximately 9% against the euro after a strong
rally.
The Japanese yen appreciated by approximately 10%
in 2016, despite the expansion of money supply by
the Bank of Japan. The average exchange rate for the
year was 120.25 yen to the euro.
Despite volatility during the course of the year, the
US dollar remained unchanged compared to the pre-
vious year at an average exchange rate of 1.11 to the
euro in 2016. The Fed shifted only moderately from
its expansionary monetary policies during the year
under report.
The Chinese renminbi lost in value compared to the
previous year, finishing with an average exchange rate
for the
year of 7.35 renminbi to the euro.
The British pound weakened significantly in the wake
of the Brexit decision. Compared to its average rate
of 0.78 to the euro during the first half of the year,
it fell sharply during the second half of the year to
0.86 to the euro. The Bank of England reacted to
increasing post-referendum uncertainty by lowering
interest rates, thus contributing to the weakening of
the pound.
Currency markets
7
Thanks to its economic reforms, India posted a GDP
growth rate of 7.0%, achieving growth of at least 7.0%
for the third year in succession. By contrast, Russia
and Brazil failed once again to pull out of recession.
Although industrial production picked up in Russia,
domestic consumption fell sharply, causing economic
output to fall overall (-0.6%). Brazil, however, recorded
its second consecutive year of deep recession (−3.4%).
Figures for consumption expenditure (household and
public sector) and business investments dropped to
new lows.
The domestic economy in Japan was held down in
particular by high debt levels and the appreciation
of the yen in 2016. After a two-year downward trend,
household spending increased, albeit at a moderate
rate, while exports remained weak. Ultimately, only
economic stimulus programmes prevented Japan from
stagnating in 2016, with the GDP growth rate finishing
at a modest 0.9%.
specific Environment
The US economy continued to show a solid perfor-
mance, growing year-on-year by 1.6%. The unem-
ployment rate fell by 0.4 percentage points to 4.9%.
At the same time, however, domestic spending rose
at a slightly lower rate than one year earlier. Exports
only grew slightly as a result of the strong US dollar.
In view of these developments and in anticipation of
a rising inflation rate, the US Federal Reserve (Fed)
raised its benchmark interest rate in December 2016.
In the UK, the year 2016 was marked by the Brexit
decision, the economic impact of which is expected to
be felt from 2017 onwards. For the year under report,
a robust GDP growth rate of 2.0% was recorded. Polit-
ical uncertainty did not have an adverse impact on
household spending. The growth rate also benefited
from falling unemployment. The increase in invest-
ments by companies was significantly lower than in
previous years, while the rise in government spending
was below average. Despite the massive devaluation
of the British pound after the referendum, exports fell
far short of matching the high growth rate recorded
one year earlier.
Gross domestic product (GDP) in the eurozone grew
by 1.7% year-on-year. The European Central Bank
(ECB) continued to pursue its expansive monetary
policies. Boosted by strong exports and robust domes-
tic demand, the German economy grew by 1.8%, its
fastest rate for five years. France (+1.2%) and Italy
(+0.9%) saw growth at similar levels to the previous
year. In both countries, structural reforms designed to
stimulate the economy remain in the implementation
phase.
BMW Group
General economic environment
GENERAL AND
SECTOR-SPECIFIC
ENVIRONMENT
at record level
Group profit before tax
71 +4.8%
€9,665 million
Record results in operational
segments
Record sales volumes for automobiles
and motorcycles - expectations
exceeded
Centenary year sees best Company
performance
ON ECONOMIC
POSITION
The new strategic direction adopted for China's econ-
omy presented significant challenges for the country's
government. In response to the stock market slump
at the beginning of the year and fears that econom-
ic growth was set to slow down, the government
imposed measures to stimulate the economy. The
6.7% GDP growth rate in China for the full year was
slightly down on the previous year, though within the
pursued target range.
in € million
31
= earnings amount —
cost of capital
Return on Equity
As is common practice in the banking sector, the
performance of the Financial Services segment is
measured on the basis of return on equity. RoE is
defined as segment profit before taxes, divided by the
average amount of equity capital attributable to the 7
Financial Services segment
In view of the increasing strategic importance of the
Motorcycles segment, the EBIT margin will be added
as a key performance indicator with effect from the
beginning of the 2017 financial year. In conjunction
31.6
33.0
576
566
182
187
2015
2016
2015
→ 14
Return on capital employed in %
2015
Profit before financial result in € million
2016
Average capital
employed
7
ROCE
Motorcycles
financial result
Profit before
Motorcycles
→ 13
Return on Capital Employed
As with the Automotive segment, operating perfor-
mance for the Motorcycles segment is managed on the
basis of RoCE. Capital employed is measured on the
same basis as in the Automotive segment. The strategic
RoCE target for the Motorcycles segment is 26%.
Motorcycles segment
Automotive segment revenues edged up by 1.0%
to a new record figure of €86,424 million (2015:
€85,536 million), with currency exchange effects
holding down the scale of the increase. The forecast
of a slight rise in Automotive segment revenues made
in the Annual Report 2015 therefore was confirmed.
Average
capital employed in € million
2016
with the non-financial value driver sales volume, this
will enable ROCE development to be understood in
greater detail.
Financial Services segment. The strategic RoE target
for the Financial Services segment is at least 18%.
RoE Financial
Services
Value added
Group
added, as a highly aggregated performance indicator,
provides an insight into capital efficiency and the
(opportunity) cost of capital required to generate
Group profit. Value added corresponds to the amount
of earnings over and above the cost of capital and gives
an indication of whether the Group is meeting the
minimum requirements for the rate of return expected
by capital providers. A positive value added means
that a company is generating more additional value
than the cost of capital.
Information provided by these two key performance
indicators is reported with the performance indi-
cators, pre-tax return on sales and value added. Value
Strategic management and quantification of the
financial impacts as part of the long-term corporate
planning are performed primarily at Group level. The
most significant performance indicators for these
purposes are Group profit before tax and the size of
the Group's workforce at the year-end. Group profit
before tax provides a comprehensive measure of the
Group's overall performance after consolidation
effects and a transparent basis for comparing perfor-
mance, particularly over time. The size of the Group's
workforce is monitored as an additional non-financial
performance indicator.
Strategic management at Group level
→ Management System
General Information
on the BMW Group
Combined
Management
Report
32
32
150
20.2
21.2
9,756
10,236
1,975
2,166
2015
2016
2015
2016
2015
Return on equity in %
Average equity capital in € million
2016
Profit before tax in € million
Financial Services
Average equity capital
Profit before tax
earnings amount —
(cost of capital rate ×
capital employed)
100
LLL LL
2012
Japan was unable to turn around the previous year's
negative trend, with the market contracting by a
further 1.6% to 4.8 million units.
increases.
Europe's automobile markets presented a mixed
picture. After a strong performance in the previous
year, the UK saw only comparatively low growth in
the number of new registrations in 2016 (2.7 million
units; +2.3%). The French automobile market was in
even better shape than one year earlier, recording a
5.3% increase to 2.0 million registrations, ahead of
Germany's growth rate of 4.5% (3.4 million units).
Italy (1.8 million units; +16.2%) and Spain (1.1 million
units; +10.9%) both recorded double-digit percentage
The positive trend on international automobile mar-
kets seen in the previous year continued in 2016.
Worldwide registrations of passenger cars and light
commercial vehicles grew by 5.9% to 87.4 million
units. Strong momentum from China (24.1 million
units; +17.4%) and Europe (15.2 million units; +6.6%)
made significant contributions to growth. By contrast,
the USA recorded only a slight increase (17.6 million
units; +0.4%).
Automobile markets
Index: January 2012 = 100
→ 18
Steel price trend
Steel markets saw at times sharp price rises. During
the course of the year, the USA and the EU imposed
anti-dumping duties on Asian steel products, while
the USA did likewise on European steel products.
The situation was further exacerbated by the Chinese
government's decision to cut working hours in coal-
mines. The price of coal, an important cost factor in
the production of steel, rose accordingly.
After dropping to new lows at the turn of 2015/2016,
precious metals prices stabilised in the course of 2016
at higher levels. The lower prices seen in preced-
ing years have resulted in manufacturers reducing
over-capacities, while at the same time demand has
recovered.
The price of Brent crude oil – the most relevant bench-
mark for Europe - fell at the beginning of the year for a
short time to below the level of 30 US dollars per barrel.
A subsequent volatile upward trend saw the price rise
to a high of 57 US dollars per barrel, bolstered by the
agreement reached by the Organisation of Petroleum
Exporting Countries (OPEC) and Russia to cut back oil
production. Despite these developments, the average
price of Brent crude oil fell to 44 US dollars per barrel,
compared to 52 US dollars per barrel in the previous
year. WTI, the benchmark for crude oil in the USA,
followed a similar trend.
-
Raw materials prices
2017
2016
Automobile markets in major emerging economies
continued to suffer from recession in 2016. Russia saw
a 4.7% drop to 1.2 million units, while registrations
in Brazil slumped by nearly one third (-32.2%) to
1.7 million units.
2015
85
60
Combined
Management
Report
38
88
37
33
Global motorcycle markets in the 250 cc plus class
were flat year-on-year, mainly reflecting weaker per-
formance in some overseas regions (+/-0.0%). The
European market grew by 12.4% overall, benefiting
primarily from the significant recovery in Southern
Europe. While the French market grew by an encour-
aging 6.7%, markets in Germany, Italy and Spain all
recorded double-digit increases, expanding by 13.9%,
12.8% and 23.5% respectively. The US market finished
3.8% down year-on-year.
Since the beginning of the financial year 2016, market
analysis has been expanded from the half-litre class
(500 cc) to cover the entire 250 cc plus class. This fol-
lows BMW Motorrad's entrance with the entry-level
G 310 R model into a new market segment within the
250 cc plus class.
Management
2017
Source: Working Group for the Iron and Metal Processing Industry.
2016
2015
2014
2013
2012
110
2014
2013
2012
30
30
60
90
120
Price in US Dollar
Price in €
60
00
90
120
Price per barrel of Brent Crude
→ 16
Oil price trend
→ General and Sector-
specific Environment
Economic Position
2012
2013
2014
2015
0
50
Gold
Platinum
100
Palladium
150
Source: Reuters.
Report on
50
150
Index: December 2011 = 100
→ 17
Precious metals price trend
Source: Reuters.
2017
2016
100
Economic Position
→ General and Sector-
specific Environment
→ Overall Assessment
The outlook for RoCE, which was already raised in
the Quarterly Report to 30 June 2016 from a mod-
erate decrease to a slight decrease, was once more
exceeded. In the Annual Report 2015, a moderate
decrease in ROCE was foreseen. The rate achieved by
the Automotive segment in 2016 was therefore once
again well above the minimum target of 26%.
Motorcycles segment
Deliveries to customers: solid increase
In a highly favourable market environment, most nota-
bly in Europe, BMW Motorrad reported a solid 5.9%
increase, with 145,032 units sold (2015: 136,963 units).
These figures benefited from unexpectedly good sales
figures for Europe and Latin America.
The forecast increase, upgraded in the Quarterly
Report to 30 June 2016 from slight to solid, was
therefore realised. In the Annual Report 2015, only
a slight increase in deliveries to customers had been
foreseen for the Motorcycles segment.
Return on capital employed: slight increase
The Motorcycles segment generated a return on capital
employed (ROCE) of 33.0% in the year under report
(2015: 31.6%; +1.4 percentage points), slightly above
the previous year, mainly reflecting effective working
capital management and the improvement in earnings.
The reported figures also benefited from the trend
towards high-value models and the new brand strategy
initiated in 2014.
The forecast RoCE, which had already been changed
from a slight decrease to "at the previous year's level"
in the Quarterly Report to 30 June 2016, was therefore
once again exceeded. In the Annual Report 2015, a
slight decrease in ROCE had been foreseen.
10
40
financial Perfor-
mance Indicators
Economic Position
→ Financial and Non-
Report on
Management
Report
Combined
39
Return on capital employed (RoCE): slight increase
The return on capital employed (RoCE) amounted to
74.3% (2015: 72.2%; +2.1 percentage points). Amongst
other factors, transactions with other segments and
the expansion of business with service and Connected
Drive contracts made positive contributions to ROCE
for the Automotive segment.
EBIT margin in target range of between 8 and 10%
The EBIT margin in the Automotive segment (profit
before financial result divided by revenues) came
in at 8.9% (2015: 9.2%; -0.3 percentage points). As
foreseen for the financial year 2016, the EBIT mar-
gin from automobile business was within the target
range of between 8 and 10% and therefore in line
with expectations.
Combined
36
2013
2014
2015
2016
Source: Reuters.
2017
200
As foreseen in the outlook for the full year 2016, fleet
carbon emissions fell slightly and were therefore in
line with forecast.
150
Japanese Yen
British Pound
100
Chinese Renminbi
US Dollar
35
35
Russian Rouble
Report
The fleet-wide deployment of Efficient Dynamics
technologies including drivetrain electrification
contributes to the efficient reduction of carbon dioxide
emissions. CO2 emissions produced by the vehicle
fleet sold in Europe (EU-28) decreased slightly to
124 grams CO2/km (2015: 127 grams CO2/km; -2.4%)
in the year under report.
-
FINANCIAL AND NON-
Overall assessment of business performance
The BMW Group can look back on a successful
business performance in 2016, despite increased
competition and growing uncertainties in the inter-
national environment. The overall picture was positive
in terms of results of operations, financial position
and net assets. Overall, management expectations
for the period were therefore met. This assessment
also takes into account events after the end of the
reporting period.
BY MANAGEMENT
OVERALL ASSESSMENT
Prices in the premium segment of mainland Europe's
pre-owned car markets rose slightly at the beginning
of 2016, before settling at a similar level to the previous
year in the course of the year. Pre-owned car market
prices in the UK were slightly down year-on-year. Price
levels remained stable on Asian markets. The slight
downward trend continued in North America, despite
a stronger performance during the summer months.
High public-sector spending and expansionary mon-
etary policies adopted by the Chinese central bank
only partially absorbed the slowdown of the Chinese
economy, resulting in a further normalisation of GDP
growth over the course of the year. The Japanese cen-
tral bank broadened the scope of its expansionary
monetary policies in 2016 in order to stimulate the
economy and reverse deflationary tendencies.
In a bid to prevent a severe economic downturn after
the Brexit decision, the Bank of England lowered its
reference interest rate in August and announced addi-
tional expansionary measures, including extending its
bond purchasing programme.
In March 2016, the European Central Bank (ECB)
resolved to broaden the scope of its expansionary
monetary policies with a comprehensive package of
measures to generate economic growth through more
favourable lending conditions.
Interest levels remained low in the world's indus-
trialised countries. The US Federal Reserve initially
refrained from tightening its monetary policies, before
finally deciding to raise the benchmark interest rate
by 0.25% in December.
The global economy grew at a moderate pace in 2016,
with conditions for financial services business gener-
ally tending to be favourable.
Financial services markets
mance Indicators
Financial and Non-
financial Perfor-
by Management
↑
FINANCIAL PERFORMANCE
INDICATORS
The following section provides information on the key
financial and non-financial performance indicators
used as the basis for managing the BMW Group and
its segments. As part of the analysis of operations and
the financial condition of the BMW Group, forecasts
made the previous year for the financial year 2016 are
compared with actual outcomes in 2016.
BMW Group
Profit before tax: slight increase
During the financial year 2016, the BMW Group
continued to invest in innovative technologies and
its production network to ensure future sustainabil-
ity. The Group nevertheless remained on course in
terms of earnings. With a Group profit before tax of
€9,665 million (2015: €9,224 million; +4.8%), earn-
ings reached a new high, despite the continuation
of intensive competition on the world's automobile
markets. In addition to an excellent sales volume
performance, Group earnings also benefited from
an improved financial result.
Fleet carbon dioxide (CO2) emissions²:
slight decrease
In the Annual Report 2015, the outlook for the full year
2016 had foreseen a slight increase in sales volume.
The generally positive sentiment among consumers,
especially in Europe, but also in Asia, helped the
BMW Group to exceed its original forecast.
2 EU-28.
(2016: 316,200 BMW, the Group's core brand, reported a solid 5.2%
increase to 2,003,359¹ units (2015: 1,905,234¹ units),
taking it over the two-million-unit threshold for the
first time in a single year. MINI also recorded solid
growth, with deliveries to customers up by 6.4% to
360,233 units (2015: 338,466 units). Rolls-Royce Motor
Cars sold 4,011 units (2015: 3,785 units; +6.0%).
In 2016, the Automotive segment sold a record number
of vehicles for the sixth year in succession. Dynamic
market conditions, particularly in Europe, influenced
automobile sales volumes more strongly than expect-
ed. Consumer spending in the UK in 2016 remained
stable, despite the Brexit decision. The upward trend
from the previous year in southern European coun-
tries also continued unbroken. Despite growing polit-
ical and economic uncertainties in the international
environment, deliveries to customers increased by a
solid 5.3% to a total of 2,367,603¹ BMW, MINI and
Rolls Royce brand vehicles (2015: 2,247,485¹ units).
Deliveries to customers: solid increase
Automotive segment
-
282,000 units).
Shenyang
BMW Brilliance
Automotive Ltd.,
1 Including the
joint venture
As foreseen in the outlook for the financial year
2016, there was a slight increase in the size of the
BMW Group's workforce, in line with expectations.
As at 31 December 2016, the BMW Group employed
a workforce of 124,729 (2015: 122,244; +2.0%) world-
wide. The slight company-wide increase was due to
the need for additional qualified staff for the develop-
ment of electric mobility and other technology fields
and the growth of the financial services business.
The systematic expansion of mobility services also
contributed to the increase in the workforce size.
Workforce at year-end: slight increase
As foreseen in the outlook for the financial year 2016,
the Group's profit before tax was slightly higher than
one year earlier and therefore in line with expectations.
units, 2015:
Motorcycle markets
Revenues: slight increase
BMW Group
914.6
1,000.4
1,092.2
thereof USA
Americas
thereof Great Britain
thereof Germany
Europe
2012
2013
2014
2015
2016
12.6 Germany
15.5 USA
in 1,000 units
→ 21
BMW Group sales volume of vehicles by region and market
Great Britain 10.7
France 3.6
Japan 3.2
Italy 3.5
Within a generally favourable market environment,
the BMW Group surpassed the one-million mark for
sales of BMW, MINI and Rolls-Royce brand vehicles in
Europe for the second year in succession in 2016 with
1,092,155 units sold (2015: 1,000,427 units; +9.2%).
Sales figures for Germany were up 4.5% year-on-year
to 298,928 units (2015: 286,098 units). Despite the
Brexit decision, automobile business in Great Britain
Dynamic growth in Europe and Asia, challenges on
the US market
21.8 China
Other 29.1
859.5
as a percentage of sales volume
865.4
286.1
thereof China*
493.4
578.7
658.4
685.8
747.3
Asia*
348.5
376.6
397.0
405.7
366.5
425.3
463.8
482.3
495.9
460.4
174.5
189.1
205.1
231.0
252.2
287.4
259.2
272.3
298.9
→ 20
BMW Group - key automobile markets 2016
also developed positively during the year
with sales rising to a total of 252,205 units (2015:
230,982 units; +9.2%). Sales volume growth was again
recorded in Asia. Overall, sales of the Group's three
brands in the region totalled 747,291* units (2015:
685,792* units; +9.0%), including 516,785* units sold
in China, 11.4% more than one year earlier (2015:
464,086* units). Total sales of BMW, MINI and Rolls-
Royce brand vehicles on the American continent were
down year-on-year within a highly competitive market
environment, falling by 7.2% to 460,398 units (2015:
495,897 units). Sales in the USA fell by 9.7% to 366,493
units (2015: 405,715 units).
2,367,603 (+5.3%)
units
g CO2/km
9,665 (+4.8%)
124,729 (+2.0%)
€ million
in 2016
Actual outcome
1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2016: 316,200 units).
2 EU-28.
in line with last year's level
Return on equity
FINANCIAL SERVICES SEGMENT
Return on capital employed
Sales volume
MOTORCYCLES SEGMENT
Return on capital employed
EBIT margin
Revenues
Q2: slight decrease
target range
between 8 and 10
moderate decrease
slight increase
slight decrease
slight increase
Fleet emissions²
Sales volume¹
slight increase
slight increase
124 (-2.4%)
€ million
86,424 (+1.0%)
%
under report,
The BMW Group sold 2,367,603* BMW, MINI and
Rolls-Royce brand vehicles worldwide in 2016, thereby
setting a new record for the sixth year in succession
(2015: 2,247,485* units; +5.3%). The BMW brand
recorded a solid 5.2% increase to 2,003,359* units,
thereby exceeding the two-million threshold for
the first time (2015: 1,905,234* units). MINI also
achieved a solid 6.4% increase to 360,233 units (2015:
338,466 units). Rolls-Royce Motor Cars delivered
4,011 luxury automobiles to customers during the
year under report (2015: 3,785 units; +6.0%). A new
all-time high was therefore not only recorded at Group
level, but also for the BMW and MINI brands.
Solid growth in deliveries to customers
Automotive segment
REVIEW OF OPERATIONS
→ Automotive segment
→ Review of Operations
Economic Position
Report on
Combined
Management
Report
42
42
516.8
41
%
33.0 (+1.4%pts)
%
year's level
slight decrease
145,032 (+5.9%)
units
Q2: solid increase
Q2: in line with last
slight increase
74.3 (+2.1 %pts)
%
8.9 (-0.3%pts)
21.2 (+1.0%pts)
464.1
456.7
391.7
−1.1
168,143
166,219
2.9
5.5
55,050
58,055
7.8
13.9
137,810
157,017
11.0
83.6
120,011
220,378
3.1
69.2
36,364
61,514
0.7
-36.1
20,962
13,400
16.5
-4.5
8.3
43,323
46,305
-6.4
in units
→ 23
Sales volume of MINI vehicles by model variant
2015: 14,145 units) and the new Clubman (63,509 units;
2015: 8,003 units). With 198,373 units sold, the MINI
Hatch 3- and 5-door models fell short of the previous
year's high level (2015: 221,982 units; -10.6%).
The MINI brand also set a new sales volume record
in 2016 with a total of 360,233 units sold (2015:
338,466 units; +6.4%). Positive contributions to this per-
formance came from the new Convertible (29,758 units;
MINI sets new sales volume record
Report on
Economic Position
Review of Operations
→ Automotive segment
Combined
Management
Report
44
43
43
*Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2016: 316,200 units, 2015: 282,000 units).
347,096
100.0
1,905,234
2,003,359
BMW total
1.5
-0.8
29,513
29,280
0.3
-31.7
7,950
5,432
2.2
5.2
AUTOMOTIVE SEGMENT
331,410
-12.5
2015
2016
in units
The BMW X family remained extremely popular in
2016, with sales rising by more than one fifth world-
wide to 644,992 units (2015: 527,319 units; + 22.3%).
Sales volume growth of the BMW X1 was particularly
pronounced with a jump of 83.6% to 220,378 units
(2015: 120,011 units). The BMW X3 also saw a sig-
nificant year-on-year rise in deliveries to customers
(157,017 units; 2015: 137,810 units; +13.9%). At
166,219 units, sales of the BMW X5 were only slight-
ly lower than one year earlier (2015: 168,143 units;
-1.1%).
sales of the new BMW 7 Series were over two thirds up
on the previous year (61,514 units; 2015: 36,364 units;
+69.2%).
→ 22
Sales volume of BMW vehicles by model variant*
contrast, at 196,183 units, sales of the BMW 2 Series
were nearly a quarter higher (2015: 157,144 units;
+24.8%). Sales figures for the BMW 3 Series fell
year-
on-year to 411,844 units (2015: 444,338; -7.3%). Near-
ing the end of its life cycle, sales of the BMW 5 Series
at 331,410 units narrowly missed the previous year's
high figure (2015: 347,096 units; -4.5%). Worldwide
The BMW 1 Series fell just short of its previous year's
performance with a sales volume of 176,032 units in
the year under report (2015: 182,158 units; -3.4%). By
The BMW brand exceeded the two-million threshold
for the first time in 2016, selling 2,003,359 units.
BMW* brand exceeds the two-million threshold,
again taking a top position in the premium
segment
* Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2016: 316,200 units, 2015: 282,000 units, 2014: 275,891 units, 2013: 198,542 units, 2012: 141,165 units).
1,845.2
1,963.8
2,118.0
2,247.5
2,367.6
Total*
61.1
61.8
62.7
65.4
67.7
Other markets
327.3
Change in %
Proportion of
BMW sales volume
2016 in %
BMW 1 Series
BMW 2 Series
152,390
133,272
20.5
-7.3
444,338
411,844
9.8
24.8
157,144
196,183
8.8
-3.4
6.6
182,158
BMW i
BMW Z4
BMW X6
BMW X5
BMW X4
BMW X3
BMW X1
BMW 7 Series
BMW 6 Series
BMW 5 Series
BMW 4 Series
BMW 3 Series
176,032
MINI Hatch (3- and 5-door)
Workforce at year-end
BMW GROUP
→ 27
as a percentage of sales volume
Internationalisation continues
Production of the G 310 R commenced at the
Group's cooperation partner TVS Motor Company
in India during the year under report. Operations
at the Group's partner plant in Thailand were also
ramped up. Following the takeover of production in
Manaus (Brazil) in October 2016, for the first time,
BMW Motorrad now operates its own manufacturing
facilities at a location outside Europe.
Motorcycle production slightly down on
previous year
A total of 145,555 motorcycles rolled off production
lines during the year under report (2015: 151,004 units;
-3.6%). The slight drop was largely attributable to the
higher number of new model production start-ups in
the second half of 2016 compared to one year earlier.
Started in 2015, expansion work on the BMW Group
plant in Berlin continued during the year under report.
In addition to measures to increase production capac-
ity, a state-of the-art logistics centre is being built near
the Berlin plant and scheduled to begin operations
from the end of 2017.
Other 43.2
Great Britain 5.8
17.2 Germany
9.5 USA
9.2 France
8.5 Italy
6.6 Spain
Financial Services segment
Financial services business continues to grow
As in the previous year, the Financial Services segment
continued to perform well in 2016, despite the volatile
market environment. In balance sheet terms, business
volume grew by 11.0% to €123,394 million (2015:
€111,191 million). The contract portfolio under man-
agement at 31 December 2016 comprised 5,114,906
contracts and therefore grew 8.4% year-on-year (2015:
4,718,970 contracts).
Contract portfolio of
Financial Services segment
→ 28
in 1,000 units
6,000
- 3,000
5,115
4,719
4,360
4,130
3,846
BMW Group - key motorcycle markets 2016
|||||
* Excluding Husqvarna, sales volume up to 5 March 2013: 59,776 units.
2015
BMW Group sales volume of motorcycles*
→ 26
Combined
Management
Report
Report on
Review of Operations
→ Motorcycles
segment
→ Financial Services
segment
Motorcycles segment
Solid sales volume growth for BMW Motorrad
The Motorcycles segment profited from a favourable
market environment during the period under report,
particularly in Europe and Latin America, thereby
achieving a record sales volume performance for the
sixth year in succession. Deliveries of BMW motor-
cycles to customers worldwide rose by a solid 5.9%
to 145,032 units (2015: 136,963 units).
in 1,000 units
150
75
145.0
137.0
123.5
115.2
106.4
Dynamic growth in Europe
Sales of motorcycles in Europe grew by 7.5% to
87,983 units (2015: 81,834 units) year-on-year. These
figures include 24,894 units sold in Germany (2015:
23,823 units; +4.5%), 12,300 units in Italy (2015:
11,150 units; +10.3%) and 13,350 units in France (2015:
12,550 units; +6.4%). Market conditions in the USA
remained very difficult. The number of motorcycles
sold dropped significantly to 13,730 units (2015:
16,501 units; -16.8%).
2012
2013
2014
2016
* The calculation
only includes
automobile
markets, in which
the Financial
22.5
24.2
20.8
2012
2013
2014
2015
2016
*Until 2015 excluding Rolls-Royce.
49
49
50
Combined
Management
Report
Report on
Economic Position
Review of Operations
→ Financial Services
segment
→ Research and
Development
The increase in credit financing and leasing business
with retail customers is reflected in the overall contract
portfolio. A total of 4,703,417 contracts were in place
with retail customers at 31 December 2016 (2015:
4,326,631 contracts; +8.7%). By region, Asia/Pacific
continued to enjoy significant growth, recording an
18.0% increase in the contract portfolio, mainly driv-
en by greater demand in China. The Europe/Middle
East/Africa region (+8.6%), the Americas region
(+7.1%) and the EU Bank* region (+5.3%) also record- *EU Bank compris Dealer financing up year-on-year
ed year-on-year growth.
Decrease in multi-brand financing
Multi-brand financing saw a moderate decrease
(-5.9%) in the number of new contracts signed in
2016, which fell to 153,297 (2015: 162,870 contracts).
At 31 December 2016, the total portfolio comprised
466,436 contracts, in line with the previous year (2015:
470,150 contracts; -0.8%).
Contract portfolio retail customer financing
of Financial Services segment 2016
→ 30
in % per region
Asia/Pacific 17.7
es BMW Bank
GmbH, its branch-
es in Italy, Spain
and Portugal, and
its subsidiary in
France.
Financing 20.7
27.3
25
20.9
Services segment
Growth in new business volumes
Credit financing and leasing business with retail
customers remain a major factor for the success of
the Financial Services segment. During the period
from January to December 2016, 1,811,157 new cred-
it financing and leasing contracts were concluded
with customers, 9.4% up on the previous year (2015:
1,655,961 contracts). This increase reflected a signif-
icant 11.1% rise in credit financing and a solid 6.2%
rise in leasing contracts. Overall, leasing accounted
for 34.2% of new business (2015: 35.3%), with credit
financing at 65.8% (2015: 64.7%).
Almost every second new BMW Group vehicle (49.6%)
was leased or financed by the Financial Services seg-
ment in the financial year 2016, 3.3 percentage points
more than one year earlier (2015: 46.3%).*
In the BMW and MINI pre-owned vehicle financing
and leasing lines of business, the number of new con-
tracts signed by the segment increased significantly
entity. in 2016 (+10.5 %) to 361,928 contracts (2015: 327,391
contracts).
is represented by
a consolidated
The total volume of new credit and leasing contracts
concluded with retail customers during the twelve-
month period under report grew by 9.3% year-on-year
to €55,327 million (2015: €50,606 million).
2012
2013
2014
2015
2016
48
BMW Group new vehicles financed or
leased by Financial Services segment*
in %
50
49.6
46.3
44.0
Partner plants (Jakarta, Cairo, Kaliningrad, Kulim)
41.7
40.4
22.3
22.1
21.5
Leasing 19.7
→ 29
During the period under report, a total of 32,256 auto-
mobiles were produced at the Group's various partner
plants, which mainly serve their regional markets.
The manufacturing sites in Chennai (India) and Ray-
ong (Thailand) complete the BMW Group's interna-
tional production network. In 2016, the plant in India
produced the 50,000th BMW for the local market. The
BMW plant in Thailand is the only facility within the
production network that manufactures not only BMW
and MINI automobiles, but also BMW motorcycles.
In Shenyang (China), the BBA plants in Dadong and
Tiexi produced over 305,000 units, setting a new record
in the process. Comprehensive expansion work at the
Dadong plant has been continued. The extension will
improve the flexibility of the plant and prepare it for
the manufacture of future models.
5.5
10.4
216,769
221,998
-2.4
9.2
210,971
201,206
4.9
8.9
161,901
144,988
11.7
6.9
143,825
142,767
0.7
6.1
63,117
71,353
-11.5
2.7
17,844
8,928
99.9
233,656
246,550
14.4
-5.8
Forecast revision
during the year
in 2015 Annual Report
Forecast for 2016
→ 19
The following overall picture arises for the key per-
formance indicators used by the BMW Group and its
segments:
In the Annual Report 2015, ROE was forecast to be
at the previous year's level. As expected, it remained
ahead of the long-term target of 18%.
Comparison of 2016 forecasts with actual outcomes 2016
7
Growth in business volumes and an improved risk
profile in the Financial Services segment had a posi-
tive impact on segment return on equity (RoE) in 2016.
At 21.2%, the RoE was slightly higher than expected
(2015: 20.2%; +1.0 percentage point).
Return on equity: slight increase
Financial Services segment
1 Joint Venture BMW Brilliance Automotive Ltd., Shenyang.
2 Contract production.
0.7
2016
Change in %
Proportion of
production in %
411,171
400,904
2.6
17.4
346,291
304,509
13.7
14.7
339,769
360,804
2015
Profit before tax
15,408
55.1
In November 2016, the BMW Group began manufactur-
ing the seventh generation of the BMW 5 Series at its
Dingolfing assembly plant, which underwent numerous
conversion and building measures to prepare for the
new model. Dingolfing therefore remains the centre of
competence for producing the top BMW model series.
Extensive expansion work is also progressing at the
main plant in Munich. By mid-2017, a state-of-the-art
painting line will be completed that meets the very
highest standards in efficiency and economical use of
resources. The new building is part of an extensive
investment project that also includes the enlargement
of the body-making section and vehicle assembly as
well as parts of the logistics system.
46
Combined
Management
Report
Report on
Economic Position
Review of Operations
→ Automotive segment
In 2016, the BMW Group plant in Regensburg cele-
brated its 30th anniversary. The highly flexible plant
manufactures eight different models on one line.
During the reporting period, production volume was
boosted to over 346,000 units, approximately 14% up
on the previous year.
The BMW Group plant in Leipzig produced over 29,000
BMW i model vehicles during the period under report.
The BMW i3 is one of the three best-selling electric
vehicles worldwide. In addition to the Munich plant,
Leipzig is now the second BMW Group site to utilise
electric trucks, powered exclusively by electricity gen-
erated via renewable sources, to transport its materials
on public roads. In 2016, a total of 246,550 vehicles
rolled off production lines in Leipzig, the highest
figure to date for the plant.
Since its opening, some 160 engineers have been
engaged in research at the Lightweight and Engineer-
ing Center in Landshut, designing innovative hi-tech
materials and composite concepts for the vehicles of
the future. The think tank, built near the production
facilities, concentrates lightweight construction know-
how at the Landshut plant.
The Wackersdorf Innovation Park is the logistical hub
for materials management and just-in-sequence deliv-
ery to BMW Group assembly plants in ten different
countries. For the first time, a fleet of ten self-driving
Smart Transport robots is being used in Wackersdorf
to transport components within the logistics centre.
These self-driving transport robots are capable of driv-
ing freely within the logistics centre and transporting
loads of up to 500 kilograms.
SGL Automotive Carbon Fibers (SGL ACF), the joint
operation between the BMW Group and the SGL
Group, is also based in Wackersdorf. In Moses Lake
(USA), SGL ACF operates a carbon fibre production
plant that is powered by hydroelectricity and supplies
carbon fibres to the SGL ACF plant in Wackersdorf,
where they are processed into textile cores.
During the year under report, the BMW Group plant
in Eisenach commissioned a state-of-the-art servo
tryout press. Eisenach is one of three BMW Group
plants worldwide specialised in making pressing
tools. Moreover, some 250 employees at the plant
manufacture the majority of the outer body parts from
sheet metal, aluminium and stainless steel for the
Rolls-Royce plant in Goodwood (UK) as well as parts
for BMW motorcycle production in Berlin.
Four engine production plants worldwide
In 2016, the joint venture BBA opened a new engine
plant in Shenyang (China) to produce the latest gen-
eration of BMW TwinPower Turbo 3- and 4-cylinder
petrol engines. The new light metal foundry, which
was opened at the same time, is designed for sus-
tainable production. Both the engine plant and the
light metal foundry meet state-of-the-art production
standards and supply the BMW Brilliance manufac-
turing plants in Dadong and Tiexi. The BMW Group
now manufactures engines at a total of four locations:
Munich (Germany), Hams Hall (UK), Steyr (Austria)
and Shenyang (China).
The BMW Group's largest engine plant, located in
Steyr, produces 3-, 4- and 6-cylinder diesel engines as
well as 3-, 4- and 6-cylinder petrol engines. Engines
made in Steyr are installed in more than half of
all BMW vehicles and in over one third of all MINI
vehicles. In September 2016, the development centre
for diesel engines, which adjoins the manufacturing
plant, took the first new, state-of-the-art engine testing
facilities into service. The Steyr plant established a
new production record of 1,261,449 engines in 2016.
The BMW Group develops and manufactures battery
cell modules, high-voltage storage systems and electric
motors at a total of five locations. The most important
electric drivetrain technologies and components are
developed at the prototype construction facility in
Munich and produced at the Dingolfing and Landshut
plants. The Dingolfing plant manufactures battery
cell modules and installs them in high-voltage storage
systems for the BMW i3, the BMW i8 and the Group's
plug-in hybrid models. The electric motors and range
extenders for the BMWi models are made at the
Landshut plant. The Spartanburg plant in the USA
produces and installs high-voltage storage systems
for the BMW X5 iPerformance. The BBA joint venture
plant in Shenyang is currently building a new centre
for high-voltage storage systems.
47
47
Internationalisation of BMW production network
progresses
By expanding its international production network,
the BMW Group follows global market developments
with the aim of ensuring a balanced distribution of
added value.
In North America, expansion work has been con-
tinued at the BMW plant in Spartanburg (USA). In
2016, the plant set a new annual record, turning out
over 411,000 units. In terms of production volume,
the Spartanburg plant is therefore the largest in the
BMW Group's network.
In San Luis Potosí (Mexico), preparations for construct-
ing the new plant are running on schedule and a local
training centre has already been opened at the site. The
plant is due to commence operations in 2019.
In Europe, the British production cluster comprising
the MINI assembly facility in Oxford, the pressing
plant in Swindon and the engine manufacturing plant
in Hams Hall is a key element in the BMW Group's
production network. In order to secure greater capac-
ity for forecast growth, the MINI 3-door model, the
MINI Convertible and the MINI Countryman are also
being produced for the BMW Group at the automotive
manufacturer VDL NedCar in Born, the Netherlands.
Important work was carried out to convert and expand
the Rolls-Royce manufacturing plant in Goodwood
(UK) during the period under report. For future mod-
els, the BMW Group is investing in a new production
system on one line at the plant. The new Technology
and Logistics Centre in Bognor Regis, near Goodwood,
was opened in January 2016.
In Rosslyn (South Africa), preparations are already
underway for producing the next generation of the
BMW X3. In May 2016, work began on the body-mak-
ing facility, which is being enlarged by 50%.
The German plants play a leading role within the
Group's international network. For the sixth year
in succession, the BMW Group produced over one
million vehicles at its German plants in Munich,
Dingolfing, Regensburg and Leipzig.
Strong production base in Germany
Flexibility, quality and efficiency are key characteris-
tics of the Group's production system. Its great ability
to adapt enables the BMW Group to respond rapidly
to changing market situations and fluctuations in
regional sales volumes by adapting production plans.
Digitalisation, standardised modules and intelligent
composite construction methods demonstrate the
high performance of the Group's production net-
work. At the same time, the production system offers
customers an impressive level of individualisation,
allowing changes in order specifications up to six days
prior to delivery. The production expertise within
the BMW Group thus gives it a crucial competitive
advantage that contributes to the profitability and
sustainable success of the Company.
45
0.6
8,568
7,716
11.0
0.4
4,179
3,848
8.6
0.2
87,609
57,019
53.6
9,936
3.7
82,655
-35.2
2.3
32,256
27,216
18.5
1.4
2,359,756
2,279,503
3.5
100.0
45
53,528
MINI Convertible/Coupé / Roadster
Economic Position
MINI Countryman/Paceman
Dingolfing
Regensburg
Spartanburg
in units
→ 25
Vehicle production of the BMW Group by plant
New production records were set in 2016, with a
total of 2,359,756* BMW, MINI and Rolls-Royce
brand vehicles manufactured (2015: 2,279,503* units;
+3.5%), comprising 2,002,997* BMW (2015: 1,933,647*
units; +3.6%), 352,580 MINI (2015: 342,008 units;
+3.1%) and 4,179 Rolls-Royce brand vehicles (2015:
3,848 units; +8.6%).
287,755 units).
Leipzig
Automotive Ltd.,
Shenyang
(2016: 305,833
units, 2015:
* Including the
joint venture
In 2016, buoyant customer demand and various new
model start-ups resulted in high capacity utilisation
throughout the BMW Group production network. At
the same time, rapid progress was made in expanding
the Group's international manufacturing locations.
The production network currently comprises 31 loca-
tions in 14 countries worldwide.
High capacity utilisation throughout
production network
6.0
3,785
4,011
45.0
1,688
BMW Brilliance
Munich
Oxford
Tiexi¹
Demand for insurance products remained high in
2016, with the number of new insurance contracts
signed rising by 4.6% to 1,262,973 (2015: 1,207,196
contracts). At 31 December 2016, the contract port-
folio comprised 3,411,872 contracts (2015: 3,200,742
contracts; +6.6%).
Growth in insurance business
The BMW Group is one of Europe's foremost leasing
and full-service providers. The Financial Services
segment's fleet management line of business offers
leasing and financing arrangements as well as other
fleet-related services to commercial customers under
the brand name "Alphabet". The number of new con-
tracts signed rose by 7.0% during the financial year
2016. At 31 December 2016, the segment was thus
managing a portfolio of 644,420 fleet contracts (2015:
602,303 contracts).
Fleet business expanded
* EU Bank comprises BMW Bank GmbH, its branches in Italy, Spain and Portugal, and its
subsidiary in France.
27.6 EU Bank*
29.9 Americas
Middle East/
Africa 24.8
Europe/
Deposit business volume at previous year's level
Customer deposits provide an important source of
refinancing for the Financial Services segment. The
volume of deposits at the end of the reporting period
stood at €13,512 million, in line with the previous
year's level (2015: €13,509 million; +/− 0.0%).
The total volume of dealer financing increased in 2016,
growing by 6.7% to €18,307 million at the end of the
reporting period (2015: €17,156 million).
MINI Clubman
Born (VDL Nedcar)²
Goodwood
Chennai
Araquari
Rayong
Rosslyn
Dadong1
2,447
Wraith/Dawn
Rolls-Royce total
Graz (Magna Steyr)²
1,609
-22.8
88,477
68,301
17.6
8,003
63,509
8.3
50.2
20,004
30,050
55.1
-10.6
198,373
Proportion of
MINI sales volume
2016 in %
Change in %
2015
2016
MINI total
-27.0
19.0
360,233
221,982
6.4
1,175
338,466
Ghost
7
-20.3
389
Extended Wheelbase)
Drophead Coupé,
Phantom (incl. Coupé,
Change in %
488
2016
100.0
in units
→ 24
by model variant
Sales volume of Rolls-Royce vehicles
Rolls-Royce Motor Cars enjoyed the second-best year
in its history, with 4,011 luxury automobiles delivered
to customers (2015: 3,785 units; +6.0%). This perfor-
mance includes an all-time quarterly high contribution
of 1,386 units in the fourth quarter (2015: 1,181 units;
+17.4%). A high proportion of these sales related to
the new Rolls-Royce Dawn, of which 1,283 units were
sold worldwide after its mid-year launch.
2015
Strong performance by Rolls-Royce
Environmental and social standards
in the supply chain/sustainable sourcing
Human rights
Prevention of corruption and
anticompetitive behaviour
Alternative drivetrain technologies
Product safety
Connected and autonomous driving
Diversity and equal opportunity
Employee development and training
Socio-economic impacts in society
Attractive workplace, talent attraction and retention
Customer satisfaction
Design for recycling and resource efficiency
Occupational health and safety
Low
materiality
Mobility concepts
and services
Air emissions of vehicles
employee skill sets
Air emissions of operations
and supply chain
Medium
materiality
Vehicle efficiency and CO2 emissions
Report on
Economic Position
Review of Operations
→ Workforce
→ Sustainability
High level of investment to bolster
At €352 million, expenditure on basic and further
training remained unchanged at a high level. By
improving the skill sets of its workforce for example
in electric mobility, hydrogen and fuel cell technology,
lightweight construction and robot technology, the
BMW Group is creating a solid foundation for future
activities.
Highly attractive employer
The BMW Group retained its status as one of world's
most attractive employers in 2016. In the latest
"World's Most Attractive Employers" rankings pub-
lished by the agency Universum, the BMW Group was
once again named best German employer across all
sectors and the most attractive automotive company
in the world.
Less
The BMW Group came top in Trendence's “Young
Professional Barometer Germany" for the fifth year
in succession. It also improved its position again in
the Trendence "Graduate Barometer Germany - IT
Edition" for highly sought-after IT specialists, taking
second place in 2016. In Universum's "Young Profes-
sionals Study Germany", the BMW Group took top
spot in both the “Engineering" and "Business" cate-
gories and came third in the "IT" category, confirming
the excellent results of the previous year. Overall, the
BMW Group finished as the best-placed company in
the study.
Energy use and GHG emissions
of operations and supply chain
important
→ 31
Water consumption
BMW supplementary benefit plan
and centenary bonus
2013
2012
0.32
0.37
0.25
0.46
0.5
0.48
0.50
in %
Development of credit loss ratio
Despite ongoing political and economic uncertain-
ties, including the UK's decision to leave the EU, the
stable trend in the global economy during the year
under report contributed to an improvement in the
risk situation of the Financial Services segment's total
portfolio. The risk profile for the segment's credit
financing portfolio also improved slightly. The credit
loss ratio on the total credit portfolio for the twelve-
month period decreased to 0.32%, slightly down on
the previous year's level (2015: 0.37%).
Risk profile improved
Less
important
5555
Importance for the BMW Group
←
Political involvement
Efficient use of materials in operations
and supply chain
Employee-management relations
Responsible financial services
Responsible marketing and product communication
Corporate Citizenship
Donations and philanthropy
Corporate volunteering
Biodiversity
Involvement with local communities
Use of urban space
Waste and water pollution
51
Demographic and economic conditions relevant for
the provision of pension benefits are changing at an
increasingly rapid pace. In 2016, the BMW Group there-
fore enhanced the Company pension plan to make it
more sustainable and viable for the future. To mark the
occasion of its centenary, nearly all employees of the
BMW Group were awarded a one-time centenary bonus.
BMW AG employees received the bonus mainly in the
form of a starting contribution to the new BMW sup-
plementary benefit plan, which serves as an additional
component in the Company pension plan.
Sustainability
Diversity represents a key factor in ensuring the
BMW Group's continued competitiveness going forward,
focusing on the three aspects of gender, cultural back-
ground, and age/experience. The aim is to ensure equal
opportunities for all employees. A variety of measures
were implemented in 2016 to promote and benefit from
diversity in the workforce.
1.41
0
2012
2013
2014
2015
2016
* Number of employees on unlimited employment contracts leaving the Company.
2014
→ www.bmwgroup.com/responsibility
Economic success, the responsible use of resources
and the assumption of social responsibilities form the
basis for long-term growth within the BMW Group.
The Group secures the future of its business model
through sustainable activity. In promoting sustaina-
bility, the BMW Group concentrates on three areas:
the development of products and services for
sustainable individual mobility (for example
electric mobility and services such as DriveNow
and ReachNow)
the efficient use of resources along the entire
value chain
responsibility towards employees and society in
general
Üli
Through its sustainability policy, the BMW Group is
supporting the achievement of the UN's Sustainable
Development Goals (SDG), which were adopted in
September 2015.
60
60
Combined
Management
Report
Report on
Economic Position
Review of Operations
Sustainability
Social dialogue and materiality analysis as a basis
for sustainability management
The BMW Group is in continual dialogue with a large
number of stakeholders, both in Germany and abroad.
Dialogue helps the Company to recognise global trends
at an early stage, achieve sustainability objectives
more effectively and strengthen social commitment.
In the course of this dialogue, the BMW Group gains
a clear picture of how current trends are changing the
business environment and what role the BMW Group
can play. For example, stakeholder dialogue events
on the topic of urban mobility were held in Seattle,
Boston, Madrid, Tokyo and Barcelona during the
period under report.
Materiality matrix
→ 37
7
In order to identify important sustainability topics at
an early stage, the BMW Group also conducts mate-
riality analyses on a regular basis. Moreover, social
challenges are continually monitored and analysed
in order to gauge their significance, from the point
of view of both external and internal stakeholders.
The materiality analysis is used to create a materi-
ality matrix, which is used as a basis to check the
strategic direction of sustainability management. The
materiality matrix is described in greater detail in the
Sustainable Value Report 2016.
Absolutely
crucial
Importance for the stakeholders
High
materiality
Further information on the subject of sustainability
within the BMW Group and related topics is provided
in the Sustainable Value Report 2016, published online
at → www.bmwgroup.com. The Sustainable Value Report is
drawn up in accordance with the Guidelines of the
Global Reporting Initiative (GRI G4), the most wide-
ly used set of guidelines for sustainability reporting
worldwide. The Sustainable Value Report corresponds
to the "comprehensive" option, in which all relevant
information and indicators of the aspects identified
as essential are reported on. It will be published at
the same time as the Annual Report 2016.
Diversity as a competitive factor
2.70
3.47
functions and
The proportion of women in the workforce, management
young talent
programmes continued to
increase during the year under report. The percentage of
women in the total BMW Group workforce rose to 18.7%
(BMW AG: 15.8%), above the internal target range of 15 to
17%. The proportion of women in management positions
rose to 15.3% for the BMW Group as a whole and 13.3%
for BMW AG. Female representation in programmes for
young employees and interns in the year under report
was approximately 44% for trainee programmes and 29%
for student training programmes.
Proportion of female employees in manage-
ment functions at BMW AG/BMW Group*
→ 35
in %
16
15.3
14.3
13.5
13.0
13.3
BMW Group 12.1
BMWAG 10.0
12.5
11.3
2.08
10.6
2013
2014
2015
2016
* Reporting on the proportion of women in management was changed in 2016 and is now
based on the criterion "management function" rather than individual employee
classification. Prior year figures have been adjusted accordingly.
59
59
At the same time, the workforce in Germany is becoming
more international. Employees from over 100 countries
work together successfully at the Munich site alone.
Moreover, a balanced age structure in the workforce
encourages an exchange between generations and plays
a role in reducing the loss of know-how when employees
retire.
Employee attrition rate at BMW AG*
→ 36
as a percentage of workforce
7.0
3.5
3.87
2012
2015
Data protection
Average sales proceeds per vehicle, generated from
remarketing pre-owned BMW and MINI brand vehi-
cles, reflected the marginally less favourable situation
on international pre-owned markets, and were there-
fore slightly down on the previous year. Residual value
losses on such vehicles rose moderately year-on-year,
mainly due to greater competition in North America.
Further information on the risk profile is provided in
the section "Risks and Opportunities".
Under the name 360° ELECTRIC, BMWi provides a
comprehensive range of products and services for both
all-electric vehicles and plug-in hybrids worldwide.
A new generation of the BMWi wallbox has been
launched for quick, easy charging at home. It can
now charge vehicles at up to three times the previous
speed. While on the road, drivers can now use the
BMW i service ChargeNow with over 65,000 charging
points in 29 different countries.
55
55
99
56
Combined
Management
Report
Report on
Economic Position
Review of Operations
→ Sales and Marketing
→ Workforce
Premium services for individual mobility
The global dealership and agency network for BMW i
currently covers over 1,300 locations. In addition,
BMWi models are offered via new channels, such
as the Customer Interaction Center. Moreover, the
Mobile Sales Advisor is now established as a core
element of the sales model in six markets. The BMWi
online store gives customers in the Netherlands, Bel-
gium, Luxembourg, Austria and Italy the opportunity
to order their BMW i3 via the Internet.
The BMW Group has been developing its range of
mobility services under the brand NOW since 2011.
In Europe, the USA and China, the BMW Group now
offers its customers individually tailored solutions
for urban mobility. The range includes car sharing,
on-demand mobility such as DriveNow and Reach-
Now as well as parking and charging solutions such
as ParkNow and ChargeNow.
ParkNow is a comprehensive parking solution for Web,
app and navigation systems. When parking on the
street, payment is made cash-free via smartphone.
When parking in multi-storey car parks, ParkNow
provides support in finding, reserving, booking and
paying for parking spaces. ParkNow was launched in
Germany, Austria and France during the year under
report.
With ChargeNow, the BMW Group provides easy
access to a constantly growing network of public
charging stations that currently includes over 65,000
charging points in 29 countries. Customers can locate
the BMWi partner charging stations directly via the
navigation system integrated in the vehicle, via the
ChargeNow app or via the website. ChargeNow inte-
grates the charging stations of various operators to
form one large, expanding network.
BMW continues electrification strategy with
iPerformance
In early 2016, BMW presented the first iPerformance
model, the plug-in version of the 3 Series. With emis-
sions of only 44g CO2/km and an electric range of
up to 40 km, the iPerformance Sedan combines the
driving dynamics of the 3 Series with the advantages
of an electric drive system. A plug-in hybrid version
of the current 7 Series was launched in July. With
only 45 g CO2/km, the efficient, powerful 4-cylinder
engine sets new standards in the luxury segment. The
BMW 2 Series Active Tourer is also available as an
iPerformance model. With its 3-cylinder combustion
engine and 100 kW/136 hp of power output and a
65 kW/88 hp electric motor, it emits 46 g CO2/km.
The revised model of the BMW 3 Series Gran Turismo
has been available since July 2016. The new modular
engines and Connected Drive range of services com-
bine the sporting flair typical of BMW with superb
efficiency and a high level of connectedness. The
BMW 1 Series and the 2 Series Convertible and Coupé
models have also been available as M Performance
versions since July 2016. In the course of the year,
the BMW X1 and the BMW 1 Series were launched
in China. Since autumn 2016, the BMW M2 Coupé
has been on sale in the compact high-performance
sports car segment.
both
The first official information on the seventh generation
of the new BMW 5 Series was published in mid-Octo-
ber 2016. The new 5 Series Sedan had its worldwide
debut in Detroit in January 2017 and has been on sale
since mid-February 2017. The success story of the
BMW 5 Series in the sporty business class is being
continued with this dynamic, efficient, innovative
vehicle.
57
52
As the first concrete steps in implementing the Strat-
egy NUMBER ONE > NEXT, numerous new concepts
and innovations have been presented to the public,
such as the BMW i8 Spyder, which celebrated its world
premiere at the Consumer Electronics Show (CES) in
Las Vegas, followed by the M Performance model of
the BMW 7 Series at the Geneva International Motor
Show. The China version of the BMW X1 was present-
ed at the show in Beijing and the BMW Concept X2
at the Paris Motor Show (Mondial de l'Automobile).
In April 2016, the BMW Group launched ReachNow
in Seattle (USA), a further development of car sharing.
The ReachNow fleet in Seattle and Portland now com-
prises 800 BMW and MINI brand vehicles. Electrically
powered BMW i3 vehicles make up 20% of the fleet. In
addition to Seattle and Portland, in November 2016
Brooklyn/New York became the third US city to
launch ReachNow. Currently, membership amounts
to more than 32,000 in the three cities. In Decem-
ber 2016, ReachNow began offering Ride in Seattle,
its new mobility service, which enables members to
order a vehicle optionally with a driver. In residential
areas, Fleet Solutions offers the exclusive use of a fleet
of premium vehicles that are permanently available
on location. The ReachNow Reserve service makes it
possible to book a specific vehicle for longer periods
of between two and five days and have it delivered
at the time and place of the customer's choice. Via
ReachNow Share, MINI owners will be able in the
future to rent out their vehicle when they do not need
it themselves.
MINI launches new convertible
The BMW i8 plug-in hybrid sports car continues to
be the best-selling vehicle in its class since its market
launch in 2014. The eDrive technology of the BMW i8
is also integrated in the new BMW iPerformance mod-
els of the 2, 3 and 7 Series as well as in the X5.
Under the brand name BMW i, the BMW Group offers
a range of electric mobility solutions that include not
only the vehicles, but also services such as journey
planning using different modes of transport and
charging of electric vehicles. Over 100,000 electric
and electrified vehicles have been sold to customers
since the BMW i brand was launched. BMW i vehicles
are meanwhile available in 52 countries worldwide.
Continually rising vehicle sales and production vol-
umes outside Europe are also changing the regional
distribution of purchasing volumes, for example due to
the expansion of production capacities in the Group's
plant in Spartanburg, USA, or the construction of
the BMW Group plant in San Luis Potosí, Mexico,
which is scheduled to begin production in 2019. The
BMW Group remains committed to its strategy of
maintaining a regionally balanced growth in sales
volume, production and purchasing volumes. This
strategy also makes an important contribution to
natural hedging against currency risks.
Investments ensure expertise in productivity
and technology
A further important area is the production of key
components for BMW Group vehicles. Investments in
state-of-the-art manufacturing facilities and efficient
structures ensure the competitiveness of in-house
component production.
During the period under report, the new Lightweight
and Engineering Center was opened in Landshut,
the Group's most important components plant. In
future, research will be conducted at the centre on
new materials, composite material concepts and
production processes for future vehicle generations,
encompassing a wide range of technologies.
Regional mix of BMW Group
purchase volumes 2016
→ 32
in %, basis: production material
Asia/Australia 5.7
Rest of Western
Europe 15.4
NAFTA 17.2
Since first going on sale in 2013, the BMW i3 has
established itself as the front runner in its segment.
Over 80% of BMW i3 buyers are first-time customers
for the BMW Group. Since summer 2016, the BMW i3
has been optionally available with a battery that pro-
vides 50% more capacity and a range of around 300
kilometres in the European driving cycle.
1.3 Africa
20.6 Eastern Europe
Sales and Marketing
→ www.bmwgroup.com/brands
The BMW Group's sales and distribution network
comprises some 3,400 BMW, 1,580 MINI and 140
Rolls-Royce dealerships worldwide. Products and
services are sold by independent authorised dealer-
ships, BMW Group branches and subsidiaries, as well
as independent importers in certain markets. The
dealership and agency network for BMW i currently
covers over 1,300 locations.
100th anniversary of BMW
In March 2016, the company celebrated its 100th anni-
versary with the slogan THE NEXT 100 YEARS. The
anniversary year kicked off with a major centenary
event in Munich for employees and the general public.
The four vision vehicles of BMW, MINI, Rolls-Royce
and BMW Motorrad, presented over the course of the
year, provided the international public with a visionary
glimpse into the future of individual mobility.
The BMW VISION NEXT 100 demonstrates how
driving pleasure could look in the future. The MINI
VISION NEXT 100 offers an individualised, continu-
ally available form of urban mobility. The Rolls-Royce
VISION NEXT 100 provides an insight into the future
world of highly customised automotive luxury. Future
motorcycling pleasure with the BMW Motorrad
VISION NEXT 100 promises unlimited freedom.
Digitalisation continued
In 2016, the BMW Group continued to digitalise its
processes in both sales and marketing. The aim is to
make customer contact possible at an earlier stage
and provide individualised offers for vehicle sales and
services. Moreover, online sales help to attract new
customer groups. For example, at the end of 2015 a
nationwide online pilot project began across the UK.
Over the course of the year under report, the sale
of new vehicles via the Internet established itself as
a further sales channel to supplement on-location
dealership sales. This method enables customers to
purchase any BMW model online. The service covers
all aspects of the purchase, including selecting the
right model, fully customised vehicle configuration,
financing and payment. It is even possible to trade in
a used vehicle online. If required, customers can also
receive personal advice from a vehicle specialist (BMW
Product Genius) or take up direct contact with a dealer.
BMW i becoming further established
39.8 Germany
Connecting procurement markets
The new MINI Convertible has been on the market
since March 2016. The new model was launched fea-
turing five different versions of the new generation
of engines with MINI TwinPower Turbo technology.
The sports version, the MINI John Cooper Works
Convertible, became available in May. The new MINI
Convertible keeps up the tradition of highly dynamic
driving pleasure and continues to offer its owners the
typical MINI go-kart feeling.
→ www.bmwgroup.com/careers
2.0
Rolls-Royce Dawn launched
The new Rolls-Royce Dawn has been available since
mid-2016. The Dawn was first presented to the media
in March 2016 amid high acclaim. The luxury con-
vertible boasts a special in-house designed roof that
reduces interior noise levels to a minimum. During
the year under report and to celebrate the end of the
vehicle's life cycle, a special edition of 50 Rolls-Royce
Phantoms was built – the Phantom Zenith Collection.
Dual vocational training expanded worldwide
The BMW Group increased its international appren-
ticeship activities during the year under report, due
amongst others to the higher number of apprentices
employed at plants, for example in the USA and
Thailand. The number of new entrants at German
sites remained constant at 1,200 apprentices. At the
end of the reporting period, 4,613 young people were
engaged in vocational training and other training pro-
grammes designed to promote young talent within
the BMW Group (2015: 4,700).
BMW Group apprentices at 31 December
→ 34
5,000
4,445 4,595
4,700
4,613
122,244
4,266
2012
2013
2014
2015
2016
58
Combined
Management
Report
→
2016
Absolutely
crucial
2,500
Workforce
124,729
-0.9
Slight increase in workforce
At 31 December 2016, the BMW Group employed a
workforce of 124,729 worldwide, 2.0% more than one
year earlier (2015: 122,244 employees). The increase
was primarily due to the expansion of the internation-
al production network and financial services business.
Moreover, skilled workers and IT specialists were
increasingly recruited for future-oriented areas, such
as software architecture and development, artificial
intelligence and autonomous driving.
BMW Group employees
→ 33
Automotive
31.12.2016
31.12.2015
Change in %
112,869
111,410
BMW Group
1.3
3,351
3,021
10.9
Financial Services
8,394
7,697
9.1
Other
115
116
Motorcycles
Charting a course in a volatile environment
Despite the increasingly volatile environment, the Pur-
chasing and Supplier Network ensures that the Group
is capable of flexibly responding to fluctuations in
demand when purchasing production materials, raw
materials, capital goods and services. The main focus
is on high quality standards, innovation, a flexible
and reliable supply structure and competitive costs.
The DriveNow premium car-sharing service, a joint
venture between BMW AG and Sixt SE, now has over
750,000 customers in seven countries and is repre-
sented in eleven European cities. Around 20% of
DriveNow vehicles in Europe are electrically powered
and the number is scheduled to grow. With Alphacity,
the BMW Group also provides car-sharing services
for companies.
The BMW Group is consistently extending its portfolio
of electrically powered vehicles. At the end of 2016,
it included the BMW i3 all-electric, battery-powered
vehicle, six plug-in hybrid vehicles for the global
market, and an additional plug-in hybrid exclusively
developed for the Chinese market.
The new BMW 5 Series offers drivers extensive sup-
port with a variety of assistance systems. It is fitted
with a stereo camera as standard, which monitors
the vehicle's environment together with optionally
available radar and ultrasound sensors. New features
in the BMW 5 Series include an avoidance assistant,
a crossing-traffic warning, a lane-change assistant
and a lane control assistant with active side collision
protection, which monitors the driving lanes and
developments next to the vehicle and actively supports
the driver in the event of imminent collision with a
corrective steering intervention.
Driver assistance systems, highly and fully
automated driving
Research and Development
At the same time, the BMW Group continues to work
on enhancing its existing range of highly efficient
combustion engines. 2016 saw the launch of the new
BMW 7 Series, featuring a newly developed inline
6-cylinder diesel engine that combines high perfor-
mance with low fuel consumption. The BMW 1 and 2
Series M Performance models were presented with a
new, powerful inline 6-cylinder petrol engine in 2016.
For the medium and long term, the BMW Group is also
developing a fuel cell electric vehicle (FCEV). The fuel
cell electric drive system, which converts hydrogen to
electricity and steam, combines locally emission-free,
electrically powered driving with the dynamic flair
typical of the BMW brand, capability for covering long
distances, and short refuelling times. Battery and fuel
cell technology can be combined in one vehicle.
With its C-evolution, BMW Motorrad presented in
2016 the second edition of an all-electric "Maxi Scoot-
er” with greatly improved range and higher top speed.
In 2016, an additional version of the BMW i3 was
launched, featuring significantly greater battery
capacity. The vehicle is also available with or without
a range extender. During the reporting year, plans
were laid for both the first all-electric MINI and for
an electrically powered BMW X3. In 2017, the new
BMW 5 Series and the MINI Countryman are both due
to be launched as plug-in hybrid versions. A roadster
version of the BMW i8 has also been announced for
2018.
Purchasing and Supplier Network
Expertise in drivetrain technology
Economic Position
Review of Operations
→ Research and
Development
Report on
Management
Report
Combined
Given the pace of technological change, collaboration
in the field of research and development is customary
in the automotive industry. The BMW Group also
enters into collaboration arrangements with selected
partners. The aim of these research and development
activities, which may also include cross-sector cooper-
ation, is to help find innovative solutions for individual
mobility. The focus is on future-oriented technologies
such as digitalisation and alternative drive systems.
note 7
Research and development expenditure totalled
€5,164 million during the year under report, in
line with the previous twelve-month period (2015:
€5,169 million; -0.0%). At 5.5%, the research and
development expenditure ratio was also practically
identical to that of the preceding year (2015: 5.6%).
The ratio of capitalised development costs to total
research and development expenditure for the period
(capitalisation ratio) was 40.5% (2015: 39.9%). Amor-
tisation of capitalised development costs totalled
€1,222 million (2015: €1,166 million; +4.8%). Further
information on research and development expendi-
ture is provided in the "Report on Economic Position
→see (Results of Operations)" and in → note 7 to the Group
Financial Statements.
Research and development are of central importance
for the BMW Group as a premium manufacturer. As
part of the Efficient Dynamics strategy, continual
efforts are undertaken to improve energy efficiency
and reduce emissions across the full range of auto-
mobiles and motorcycles. In line with its Connected
Drive strategy, the BMW Group is engaged in work on
the connectedness of driver, vehicle and the outside
world. The Group seeks to take a leading position in
the field of autonomous driving. At 31 December 2016,
a total of 13,103 people at 13 locations in five coun-
tries worldwide were employed in the BMW Group's
research and innovation network.
With extended functions built into the optionally avail-
able Active Cruise Control (ACC) and the steering and
lane control assistant, the BMW 5 Series represents
a further step towards automated driving, including
recognition of speed limits, which the optional Speed
Limit Assist shows the driver. The assistance system
supports the driver in keeping a correct distance at
speeds up to 210 km/h as well as at accelerating and
braking. These features offer drivers a significant ben-
efit in terms of convenience, particularly at low speeds
and in slow-moving traffic. The optional Remote
Parking feature of the BMW 5 Series Sedan enables
drivers to manoeuvre the vehicle into the tightest of
parking spaces using a remote-control car key.
At the same time, the BMW Group is conducting
research into highly automated systems that do not
need to be permanently monitored by the driver and
fully automated systems that no longer require the
driver to monitor them at all. At the end of 2016,
some 600 BMW Group employees were engaged in
the development of highly automated driving tech-
nologies. Beginning in 2017, the BMW Group plans
to concentrate its expertise in the field of vehicle
connectivity and automated driving at one location.
→ www.bmwgroup.com/innovation
52
52
The BMW Group made further progress in the field
of interaction between the driver and the vehicle
during the year under report. Following up on BMW
Gesture Control, which is already available for the
new BMW 5 and 7 Series, in 2016 the Group pre-
sented its enhanced AirTouch system, which enables
drivers to use simple gestures with an open hand to
activate command fields on a large panorama screen
on the dashboard. At the beginning of 2017, the BMW
HoloActive Touch system was presented to the public
for the first time. The innovative interface between
driver and vehicle is similar to a virtual touchscreen,
which is operated using finger gestures on a screen
that appears to float freely in space.
Extreme lightweight construction in the BMW HP4
BMW Motorrad demonstrated with the exclusive BMW
HP4 RACE experimental motorcycle how extreme
lightweight construction can be realised based on
carbon fibre technology. Among other features, this
motorcycle, which is fit for racing, is equipped with a
highly innovative frame structure made of pure carbon
as well as carbon wheel-rims.
Next generation of the Air Touch virtual
touchscreen
The BMW Group won over 50 national and interna-
tional awards during the year under report. Among
other honours, the BMW 7 Series was named World
Luxury Car at the renowned World Car Awards.
At the "International Engine of the Year Award", the
most prestigious engine competition worldwide, the
drivetrain of the BMW i8 was winner in the 1.4- to
1.8-litre category. At the Automotive Innovations
Award, jointly awarded by the Center of Automotive
Management and the auditing and consulting firm
PricewaterhouseCoopers, BMW drivetrains were
adjudged to be the most innovative conventional
systems across all models.
The BMW i3 won the "Golden Steering Wheel" award
in the "Alternative drives" category. In 2016, the
BMW Group won numerous design awards, includ-
ing the International Forum Design Awards for its
Rolls-Royce Dawn, MINI Clubman, MINI Convertible,
BMW M2, BMW X1 and BMW 7 Series.
53
54
Combined
Management
Report
Report on
Economic Position
Numerous awards for innovations
Supplier Network
→Sales and Marketing
BMW Connected digital platform presented
With BMW Connected, the BMW Group presented
a comprehensive digital concept that facilitates
individual mobility. Based on a flexible platform,
BMW Connected seamlessly combines the vehicle
with the digital life of the user through user devices
such as smartphones. The functions of existing BMW
ConnectedDrive apps will be integrated in BMW
Connected. The security and anonymisation of data
have the highest priority for the BMW Group, both
internally and for its customers.
Review of Operations
→ Purchasing and
Digital connectivity has also become a key topic for
the Group's motorcycles. With its optionally avail-
able "Intelligent Emergency Call", BMW Motorrad
has announced that eCall for urgent help in case of
emergency or accidents will also be added as a feature
of its motorcycles as from 2017.
Inter-segment eliminations reduced Group profit
before tax, partly reflecting higher eliminations trig-
gered by the growth in new leasing business and the
ensuing increase in leased products.
Financial position
The consolidated cash flow statements for the Group
and the Automotive and Financial Services segments
show the sources and applications of cash flows for
the financial years 2016 and 2015, classified into cash
flows from operating, investing and financing activities.
Cash and cash equivalents in the cash flow statements
correspond to the amounts disclosed in the balance
sheet.
Cash flows from operating activities are determined
indirectly, starting with Group and segment net profit.
By contrast, cash flows from investing and financing
activities are based on actual payments and receipts.
BMW Group financial position
in € million
2016
2015
Change
→ 43
Profit before tax in the Other Entities segment was sig-
nificantly lower than one year earlier. The net positive
result from other operating income and expenses
fell
from €192 million to €7 million year-on-year, mainly
due to lower income from the reversal of provisions
in 2016. The decrease was cushioned by the improve-
ment in the net interest result, which was due to lower
refinancing costs.
Selling and administrative expenses in the segment
went up by €130 million to €1,294 million, mainly
due to the increased size of the workforce and greater
expense for new IT projects.
Higher business volumes and a slightly improved
credit risk situation contributed to the solid increase
in the Financial Services segment's profit before tax.
The Financial Services segment revenues showed
a solid growth on the back of a dynamic operating
performance, clearly reflected in the upward trend
of its contract portfolio.
Financial Services segment
Motorcycles segment revenues increased slightly
compared to the previous year. The gross profit
margin dropped from 22.5% to 20.8%, mainly due
to higher expenses incurred in conjunction with the
implementation of the segment's new strategy and the
expansion of its model range. The increased workforce
size is reflected in higher selling and administrative
expenses. As a result of income from the reversal of
write-downs, the Motorcycles segment recorded a
slightly higher profit before tax than one year earlier.
Motorcycles segment
Automotive segment revenues grew slightly on the
back of higher sales volumes, with currency factors
holding revenue growth down. The gross profit mar-
gin increased slightly to 17.9% year-on-year (2015:
17.7%).
At €7,604 million, selling and administrative expens-
es were €385 million higher than the previous year.
Administrative expenses increased due to a number
of factors, including the larger workforce, a new
allocation of expenses relating to internal activities,
and higher expenses for IT projects. Overall, as a
percentage of revenues, the expense ratio was 8.8%
(2015: 8.4%).
The net negative amount of other operating income
and expenses deteriorated by €70 million to €152 mil-
lion, mainly due to lower gains on the disposal of
assets and higher expenses for provisions. A donation
to a BMW foundation also increased other operating
expenses.
Due to the various factors described above, at
€7,695 million (2015: €7,836 million), profit before
financial result was slightly down on the previous
year. The EBIT margin came in at 8.9% (2015: 9.2%).
The main factors for the decrease were tougher com-
petition and increased costs, partially countered by
the positive impact of sales volume growth.
Overall, the Automotive segment reported a solid
increase in pre-tax profit. This outcome was largely
due to the improved financial result, which benefited
from net gains on commodity derivatives, reduced
refinancing costs and lower interest expense on pen-
sion obligations.
67
62
Other Entities segment/Eliminations
Cash inflow from operating
activities
960
2,213
Economic Position
→ Results of Opera-
tions, Financial Posi-
tion and Net Assets
The Group's financing activities resulted in inflows
and outflows in conjunction with bonds amounting
to €967 million and €1,466 million respectively.
The cash outflow from investing activities exceeded the
cash inflow from operating activities by €2,690 million
in the financial year 2016. A similar constellation arose
in the previous year, when the shortfall amounted to
€6,643 million.
7
After adjustment for the effects of exchange rate
fluctuations and changes in the composition of the
BMW Group totalling a positive amount of €55 million
(2015: €73 million), the various cash flows resulted in
an increase in cash and cash equivalents of €1,758 mil-
lion (2015: decrease of €1,566 million).
BMW Group Change in cash and cash equivalents
→ 44
in € million
12,000
8,000
- 4,000
6,122
Cash and
cash
equivalents
31.12.2015
12,000
+3,173
+4,393
Report on
3,173
Combined
Management
Report
68
Cash outflow from invest-
ing activities
-5,863
-7,603
1,740
Cash inflow from financing
activities
4,393
5,004
-611
Automotive segment
55
73
-18
1,758
-1,566
3,324
The increase in cash flows from the Group's operating
activities was primarily attributable to the higher net
profit for the year (€514 million), higher depreciation
and amortisation (€312 million), provisions (€587 mil-
lion) and the change in other operating assets and
liabilities (€679 million).
The decrease in cash outflows from the Group's
investing activities primarily reflects lower net
investments in marketable securities and investment
funds in connection with the Group's liquidity reserve
(€1,369 million). The net outflow for these items
comprises investments in marketable securities and
investment funds on the one hand, and proceeds from
the sale of marketable securities and investment funds
on the other.
98
Effects of exchange rate
and composition of Group
Change in cash and cash
equivalents
20,723
9,224
Cost of sales
2,165
1,891
14.5
2,018
1,771
Other cost of sales
13.9
2,976
3.1
75,442
74,043
1.9
The Group's cost of sales was slightly higher than in the
previous year, due to sales volume and portfolio factors.
Cost of sales relating to financial services business rose
by €1,274 million to €20,723 million, reflecting the
increased portfolio size. Research and development
expenses were at a similar level to the previous year
in absolute terms and, with an expense ratio of 4.6%,
also in relative terms. Total research and development
expenditure – comprising research costs, non-capital-
ised development costs and capitalised development
costs (excluding systematic amortisation thereon),
amounted to €5,164 million in the year under report
(2015: €5,169 million). As a result of the continuous
expansion and revision of the BMW Group's various
model series, research and development expenditure
remains at a generally constant level. These factors
resulted in a research and development expenditure
ratio of 5.5% (2015: 5.6%) and a capitalisation ratio of
40.5% (2015: 39.9%).
3,067
Warranty expenses include the accrued expense for
vehicle recall actions, the cost of which is expected to
exceed amounts previously recognised. Accordingly,
a further amount of €678 million was allocated to the
warranty provision for various issues, including airbags
supplied by the Takata group of companies, the ISOFIX
attachment system used for child car seats, and costs
relating to the provision of the network service for
telematics (2G). Expenses relating to telematics and
roadside assistance have increased, primarily due to
the greater volume of service contracts and Connected
Drive products.
Service contracts, telematics and roadside assistance
4.8
19,449
6.6
thereof interest expense relating to financial services business
1,638
1,495
9.6
Warranty expenses
Research and development expenses
4,271
0.5
thereof amortisation of capitalised development costs
1,222
1,166
+55
4,294
4.8
Gross profit came in slightly higher (+3.2%) at
€18,721 million, reflecting sales volume growth in the
Automotive segment and increased business volumes
in the Financial Services segment. The gross profit
margin was 19.9% (2015: 19.7%).
Depreciation and amortisation on property, plant
and equipment and intangible assets recorded in cost
of sales and in selling and administrative expenses
totalled €4,806 million (2015: €4,659 million). The slight
increase compared to the previous year was mainly
attributable to investments and capitalised develop-
ment costs recorded in previous accounting periods.
2015
2016
Group
Eliminations
Other Entities
Financial Services
Change in %
Motorcycles
-1.2
-19.4
-772
-664
-16.3
9,665
Cost of sales relating to financial services business
Sales and administrative expenses rose by €525 million
year-on-year to €9,158 million, resulting in an expense
ratio of 9.7% (2015: 9.4%). The increase was due to a
number of factors, including the larger workforce and
higher expenses for IT projects.
7,916
5.2
The net amount of other operating income and
expenses deteriorated from a net positive amount
of €94 million to a negative amount of €177 million,
mainly due to lower gains on the disposal of assets and
higher expenses for provisions. A donation to a BMW
foundation also increased other operating expenses.
Profit before financial result (EBIT) amounted
to €9,386 million in the year under report (2015:
€9,593 million), slightly down on the previous year,
with the positive effect of greater volumes offset by
higher expenses and lower other operating income.
The financial result was a net positive amount of
€279 million, an improvement of €648 million com-
pared to the previous year, mainly thanks to net gains
on commodity derivatives on the one hand and lower
losses on currency derivatives on the other. Interest
and similar expenses improved by €129 million to
a net negative amount of €489 million year-on-year,
mainly reflecting lower interest expense on pension
obligations and lower other refinancing costs. The
result from equity accounted investments includes the
Group's share of the results of the joint ventures BMW
Brilliance Automotive Ltd. and the two DriveNow enti-
ties, DriveNow GmbH & Co. KG and DriveNow Ver-
waltungs GmbH. The figure also includes the Group's
share of the result of the associated company THERE
Holding B.V. Compared to the previous year, the result
from equity accounted investments fell by €77 mil-
lion to €441 million. This deterioration was primarily
attributable to the inclusion of THERE Holding B.V.,
with a negative impact of €56 million, largely reflecting
scheduled depreciation and amortisation on purchase
price allocations on the one hand and transaction costs
on the other. At €507 million, the contribution made
by BMW Brilliance Automotive Ltd. was slightly down
on the previous year (2015: €522 million), partly due
to currency factors, including the fact that costs were
incurred for model revisions of vehicles already adapt-
ed for the local market (BMW X1 and BMW 5 Series) as
well as for the localisation of further products.
The result on investments for the year
under report
includes impairment losses on other investments
totalling €192 million (2015: €25 million).
Profit before tax increased to €9,665 million (2015:
€9,224 million), helped by a number of factors, includ-
ing higher volumes and the improved financial result.
Income tax expense amounted to €2,755 million (2015:
€2,828 million), corresponding to an effective tax rate
of 28.5% (2015: 30.7%). The lower income tax expense
was partly attributable to transfer pricing and the
revaluation of tax-related items.
7,523
211
9.7
1,975
2,166
3.4
179
185
170
7,880
11,261
-5,863
3. Focus on value by optimising financing costs
Financing measures undertaken centrally ensure
access to liquidity for the Group's operating subsidiar-
ies at market-based, consistent conditions. Funds are
acquired with a view to achieving a desired structure
for the composition of liabilities, comprising a finely
tuned mix of financing instruments. The use of longer-
term financing instruments to finance the Group's
financial services business and the maintenance of
a sufficiently high liquidity reserve serves to avoid
the liquidity risk intrinsic to any large portfolio of
contracts. This prudent approach to financing also
bolsters BMW AG's ratings. Further information is
provided in the section “Liquidity risks" within the
"Report on Outlook, Risks and Opportunities".
Apart from issuing commercial paper on the money
market, the BMW Group's financing companies also
issue bearer bonds. In addition, retail customer and
dealer financing receivables on the one hand and leas-
ing rights and obligations on the other are securitised
in the form of asset-backed securities (ABS) financing
arrangements. Financing instruments employed by
the Group's in-house banks in Germany and the USA
(e.g. customer deposits) are also used as a supplemen-
tary source of financing. Loans are also taken out with
international banks.
70
Combined
Management
Report
Report on
Economic Position
→ Results of Opera-
tions, Financial Posi-
tion and Net Assets
Thanks to its excellent ratings and the high level
of acceptance it receives on capital markets, the
BMW Group was again able to refinance operations
on debt capital markets during the financial
year 2016.
In addition to the issue of bonds and loan notes and
private placements, commercial paper was also issued.
Additional funds were raised via new securitised
instruments and the prolongation of existing instru-
ments. As in previous years, all issues were highly
sought after by private and institutional investors alike.
BMW Group financial liabilities
→ 45
in € million
Derivate instruments 3,331
Commercial paper 3,852
Liabilities
from customer
deposits (banking)
50,000
in € million
→ 46
BMW Group financial liabilities
14,892
Liabilities to banks
2. Autonomy through the diversification of refi-
nancing instruments and investors
Automotive
Twelve public ABS transactions were executed in 2016,
including three in the USA, two each in Germany,
South Africa and China, and one each in Canada,
South Korea and France, with a total volume equiv-
alent to €7.3 billion. Further funds were also raised
via new ABS conduit transactions in Japan and the
USA totalling €1.4 billion. Other existing transactions
remained in place in various countries, including
Germany, Switzerland, the UK, South Korea, South
Africa and Australia.
In the course of 2016, the BMW Group issued four euro
benchmark bonds on the European capital market
with a total issue volume of €2.75 billion. For the first
time, it also issued bonds on the US capital market
with a total issue volume of US Dollar 6.25 billion.
Bonds were also issued in British pounds, Chinese
renminbi, Canadian and Australian dollars and Nor-
wegian krone for a total amount €1.9 billion. Private
placements totalling €4.3 billion were also issued.
change rates at
31.12.2016.
Bonds
44,421
Other 1,249
13,512
* Measured at ex- The following table provides an overview of amounts*
utilised at 31 December 2016 in connection with the
BMW Group's money and capital market programmes:
kets
1. The ability to act at all times by assuring perma-
nent access to strategically important capital mar-
The overall objective of Group financing is to ensure
the solvency of the BMW Group at all times. Achieving
this objective is tackled in three strategic areas:
11,278
12,077
assets
Intragroup net financial
-179
4,326
799
4,147
Marketable securities and
842
3,952
4,794
Cash and cash equivalents
Change
investment funds
44,144
Financial assets
19,556
A broadly based range of instruments transacted on
international money and capital markets is used to
refinance worldwide operations. Close to all of the
funds raised are used to finance the BMW Group's
Financial Services business.
Refinancing
* Excluding derivative financial instruments.
2,609
16,911
19,520
21,018
Automotive segment
1,147
-2,645
-1,498
liabilities*
Less: external financial
1,462
Net financial assets
8,000
42,326
0
1,092
-240
Net investment in marketable securities and investment funds
2,092
-7,524
-5,432
Cash outflow from investing activities
-372
11,836
11,464
Cash inflow from operating activities
Change
2015
2016
4,000
in € million
Free cash flow for the Automotive segment was as
follows:
Cash inflow
Cash outflow
from
operating
from
investing
activities
activities
-1,332
Cash inflow
from
financing
activities
Cash and
changes in
Group composition
cash
equivalents
31.12.2016
Currency
translation,
Free cash flow Automotive segment
5,792
5,404
in € billion
16,474
utilised
Amount
Programme
framework
Programme
Euro Medium Term Notes
financing
transactions
than 5
1-5
1
later
within between
Maturity (years)
Asset-backed
25,000
50.0
Australian Medium Term Notes
Commercial Paper
388
69
69
Cash outflows from operating activities in the Finan-
cial Services segment are driven primarily by cash
flows relating to leased products and receivables from
sales financing and totalled €9,844 million (2015:
€10,351 million). The cash outflow from investing
activities totalled €102 million (2015: €140 million).
Cash inflows from financing activities went up by
€1,573 million to €11,601 million, mainly influenced
by the change in other financial liabilities.
Net financial assets of the Automotive segment com-
prise the following:
in € million
34.4
and 37
Further information with respect to financial liabili-
→ see ties is provided in → notes 29, 33 and 37 to the Group
Financial Statements.
At 31 December 2016, liquid funds stood at a solid
level of €13.2 billion. The BMW Group also has access
to a syndicated credit line of €6 billion, with a term
up to October 2018. This credit line, provided by a
consortium of 38 international banks, was not being
utilised at the end of the reporting period.
3.9
13.8
0.3
1.7
notes 29, 33
in € million
Fleet carbon dioxide emissions reduced
Profit/loss before tax by segment
-847
-26.7
914
670
-6.1
-8,633
-9,158
3.2
18,132
18,721
-1.9
-74,043
2.2
92,175
→ 42
Change in %
2015
2016
Profit before financial result
Other operating expenses
Other operating income
-820
Selling and administrative expenses
-3.3
9,593
9,665
-369
279
-454
131
Profit before tax
Financial result
Other financial result
20.9
-618
-489
Interest and similar expenses
5.9
185
196
Interest and similar income
-14.9
518
441
Result from equity accounted investments
-2.2
9,386
9,224
Gross profit
Revenues
Despite the slight increase in the average amount
of energy consumed per vehicle, the use of highly
efficient, ecologically sustainable combined heat and
power plants and electricity generated from renewable
sources at production sites enabled the Company to
reduce production-related CO₂ emissions per vehicle
by a further 5.3% year-on-year to 0.54 tonnes during
the period under report (2015: 0.57 tonnes).
In 2016, at 2.21 MWh per vehicle produced, the
amount of energy consumed rose slightly compared
with the previous year (2015: 2.19 MWh; +0.9%). The
higher figure is due amongst others to the start-up of
the new engine plant in Shenyang, China. In addition,
the construction of a new, more efficient painting line
in Munich made it necessary to run two painting lines
in parallel for a certain period.
In 2016, the BMW Group's fleet of new vehicles sold
in Europe (EU-28) consumed an average of 4.6 litres of
diesel and 5.6 litres of petrol per 100 km respectively.
CO2 emissions averaged 124 grams per km.
The development of sustainable products and services
is an integral part of the BMW Group's business model.
The fleet-wide deployment of Efficient Dynamics tech-
nologies is helping to continually reduce CO2 emission
levels. The electrification of the fleet continued to
progress in 2016. Due to the expansion of the mod-
el range, annual sales of electrified BMW vehicles
increased strongly, surpassing the 62,000-unit mark
in the course of 2016. These measures form the basis
for complying with the legally stipulated CO2 and fuel
consumption limits going forward. Between 1995 and
2016, the average CO2 emissions of the three brands
sold by the BMW Group in Europe fell by 41.0%.
2015
-48.6%
-54.6%
-81.5%
-48.8%
-31.0%
-35.4%
2016
Solvent emissions
CO₂ emissions
Non-recyclable waste
Energy consumption
Water consumption
Process wastewater
in %
Integrated sustainability management in production
processes ensures the efficient use of resources. Since
2006, the consumption of resources and emissions per
vehicle produced has been reduced by an average of
50.0%. The individual figures are as follows:
Clean production
In the Carbon Disclosure Project (CDP), the Group
achieved the best evaluation for its efforts in the field
of climate protection. The BMW Group is therefore
one of only two companies worldwide to have reached
the highest category seven times in a row. Moreover,
the BMW Group was again included in the British
FTSE4Good Index in 2016.
The BMW Group again achieved top rankings in
prestigious ratings on the topic of sustainability in
2016, thus maintaining its leading position as a sus-
tainable automotive manufacturer. In the 2016 rating
for the Dow Jones Sustainability Indices (DJSI), the
BMW Group again headed the Automobiles sector
and is therefore the only carmaker to have been listed
consecutively since the inception of the index.
Top rankings in sustainability ratings
Despite record temperatures and long, hot periods at
some assembly plants in 2016, at 2.25 m³ per vehicle
produced, water consumption was in line with the
previous year (2015: 2.24 m³; +0.4%). At 0.42 m³, the
volume of process wastewater generated per vehicle
produced fell by 6.7% (2015: 0.45 m³). The volume of
non-recyclable production waste was further reduced
to 3.51 kg per vehicle produced during the year under
report (2015: 4.00 kg; -12.3%). Solvent emissions were
cut by 6.6% to 1.14 kg per vehicle produced during
2016 (2015: 1.22 kg).
Cost of sales
61
62
in € million
→ 38
BMW Group Income Statement
MINI and Rolls-Royce brand cars sold rose by a solid
5.3% to 2,367,603* units.
Once again, the BMW Group achieved year-on-year
growth in revenues, sales volume and profit before
tax in the financial year 2016. The number of BMW, 7
Results of operations
RESULTS OF OPERATIONS,
FINANCIAL POSITION AND
NET ASSETS
CREATE.
A key reason for the BMW Group's long-term suc-
cess and an example for the high level of employee
identification with it are the personal engagement
and the ideas brought forward by staff members,
demonstrated by the €25.1 million saved in 2016 in
conjunction with the idea management programme
In 2016, the BMW Group continued to consolidate
its position as one of the most attractive employers
worldwide. Its leading role in terms of sustainability
is a key reason for the high degree of employee loyalty
within the BMW Group and one of the reasons for
the low staff attrition rate, enabling the BMW Group
to maintain a low level of personnel recruitment
expenditure. Further information on the attrition rate
is provided in the section "Workforce".
Sustainability in human resources policies
In 2016, the BMW Group contributed a total of
€87.8 million for social engagement (2015: €39.1 mil-
lion), including €70.4 million for donations (2015:
€17.1 million). The significant increase in the Com-
pany's centenary year was mainly due to a donation
to a BMW foundation.
Social engagement
Sustainability criteria also play a key role when select-
ing and assessing suppliers as well as in the field of
transport logistics. The BMW Group has therefore
integrated a comprehensive sustainability manage-
ment strategy in its purchasing processes. The positive
business performance in recent years has also caused a
significant rise in the Group's transportation require-
ments worldwide. The principle adhered to by the
BMW Group that "production follows the market" is
an effective method of significantly reducing the need
for transportation, therefore keeping CO2 emissions
as low as possible.
Sustainability along the value chain
Although energy and water consumption per vehicle
produced rose slightly, both the use of resources and
the production-related emissions fell by an average of
4.9% in 2016. However, the slight increase in energy
and water consumption per vehicle produced gave rise
to additional costs totalling €2.8 million. The reduction
in resource consumption and production-related emis-
sions
per vehicle produced since 2006 corresponds to
a cost saving of €155.3 million.
Review of Operations
→ Sustainability
→ Results of Opera-
tions, Financial Posi-
tion and Net Assets
Economic Position
Report on
Management
Report
Combined
62
4.8
94,163
-75,442
-2,755
86,424
change* in %
Change in %
2015
2016
Currency adjusted
Other Entities
Financial Services
Motorcycles
Automotive
in € million
→ 41
Revenues by segment
Results of operations by segment
→ Results of Opera-
tions, Financial Posi-
tion and Net Assets
Economic Position
Report on
Combined
Management
Report
66
99
69
85,536
65
1.0
2,069
*The adjustment for exchange rate factors is calculated by applying the relevant current exchange rates to the prior year's figures.
Group
Eliminations
4.3
2.2
92,175
Income taxes
-4.8
-19,097
-20,017
-14.3
-14.3
7
6
9.9
8.2
23,739
25,681
5.6
4.0
1,990
3.1
The post-tax return on sales was 7.3% (2015: 6.9%).
94,163
43,175
45.6
47.1
Europe (including Germany)
2015
2016
in %
→ 39
BMW Group revenues by region
region were as follows:
African rand against the euro. Group revenues by
BMW Group revenues increased slightly by 2.2% year-
on-year to reach €94,163 million (2015: €92,175 mil-
lion). The primary drivers of this performance were
the higher volume of BMW, MINI and Rolls-Royce
brand vehicles sold and the growth in size of the
Financial Services segment's contract portfolio.
Continued fierce competition and negative currency
factors held down the scale of revenue growth. The
negative currency impact on revenues was mainly
attributable to changes in the average exchange rates
of the British pound, Chinese renminbi and South
Profit before tax for the financial year 2016 was slightly
up year-on-year. At 10.3%, the pre-tax return on sales
was similar to one year earlier (2015: 10.0%).
63
6
8.0
6,396
6,910
Net profit
2.6
-2,828
43,685
Asia (including China)
28.8
2016
Americas (including USA)
27.6
2015
Change in %
Manufacturing costs
in € million
→ 40
BMW Group cost of sales
→ Results of Opera-
tions, Financial Posi-
tion and Net Assets
Economic Position
Report on
Report
2016
Combined
Management
20.7
3.4
3.5
23.3
100.0
Other regions
Group
*Includes the joint venture BMW Brilliance Automotive, Shenyang Ltd. (2016:
316,200 units, 2015: 282,000 units).
64
100.0
34,977
36,299
Total equity and liabilities
1,549
2,066
Deferred income
12,772
12,382
4,500
406
6,690
5,951
5,030
1,343
995
Liabilities
Other liabilities
239
*German Accounting Directive Implementation Act (BilRUG) applied with effect from the beginning of the financial year 2016. Comparative figures for 2015 have not been adjusted.
Receivables from subsidiaries, most of which relate
to intragroup financing receivables, decreased slightly
by €228 million to €6,001 million.
60
Deferred income went up by €517 million to
€2,066 million and comprised mainly amounts relat-
ing to services still to be performed for service and
maintenance contracts.
Liabilities to banks decreased as a result of the repay-
ment of project-related loans.
Other provisions were at a similar level to the previous
year and comprise mainly obligations for person-
nel-related expenses, warranties, selling activities,
litigation and liability risks as well as risks relating
to commodity and currency contracts.
Pension provisions, net of designated plan assets,
increased from €82 million to €93 million.
Under the motto “THE NEXT 100 YEARS", almost all
of the workforce received a special bonus in conjunc-
tion with the BMW AG's centenary anniversary. For
the most part, the bonus was paid in the form of a
starting contribution to a new defined contribution
component of the BMW pension plan. In future, 10%
of the annual profit share payable by BMW AG will
be paid into the plan, for which a minimum rate of
return is guaranteed.
In order to secure obligations resulting from pre-re-
tirement part-time work arrangements and pension
obligations, investments in fund assets totalling
€490 million were transferred to BMW Trust e. V.,
Munich, in conjunction with a Contractual Trust
Arrangement (CTA). Fund assets are offset against the
related guaranteed obligations. The resulting surplus
of assets over liabilities is reported in the BMW AG
balance sheet on the line "Surplus of pension and
similar plan assets over liabilities”.
Equity rose by €1,195 million to €14,122 million, tak-
ing the equity ratio from 37.0% to 38.9%.
Cash and cash equivalents went up by €198 million
to €2,676 million. At the same time, intragroup refi-
nancing volumes at the level of BMW AG were reduced.
80
Liquidity within the BMW Group is managed centrally
by BMW AG on the basis of a group-wide liquidity
concept, which revolves around the strategy of con-
centrating a significant part of the Group's liquidity
at the level of BMW AG. An important instrument
used to achieve this aim is the cash pool headed by
BMW AG. The liquidity position reported by BMW AG
therefore reflects the global activities of BMW AG and
other Group companies.
Liabilities to subsidiaries
At €4,260 million, inventories were practically identical
to the end of the previous year (2015: €4,267 million).
At €3,238 million, the carrying amount of investments
was similar to one year earlier (2015: €3,250 mil-
lion). Further shares in SGL Carbon SE, Wiesbaden,
were purchased during the financial year 2016. An
impairment loss of €64 million (2015: €13 million)
was recognised in the year under report, reflecting
the decreased fair value in the investment in SGL
Carbon SE at 31 December 2016.
Capital expenditure on intangible assets and prop-
erty, plant and equipment in the year under report
totalled €2,346 million (2015: €2,748 million), down
by 14.6% compared to the previous year. Depreciation
and amortisation amounted to €2,233 million (2015:
€2,072 million).
Financial Statements
of BMW AG
Economic Position
→ Comments on
Report on
Combined
Management
Report
The increase in other receivables and other assets
to €2,525 million (2015: €1,820 million) was mainly
attributable to higher receivables from companies with
which an investment relationship exists. Tax receiv-
ables and genuine repurchase (repo) transactions in
place at the end of the reporting period also increased
year-on-year.
Trade payables
2,102
7,699
2016
2015
Change in %
change in %
Proportion of
balance sheet
total in %
Intangible assets
8,157
7,372
Currency adjusted
10.6
4.3
Property, plant and equipment
17,960
17,759
1.1
1.1
9.5
Leased products
11.4
Liabilities to banks
ASSETS
→ 47
7,699
7,617
7,606
82
93
30
30
12,927
in € million
14,122
8,061
9,038
2,107
2,127
657
657
Net assets
BMW Group condensed balance sheet at 31 December
2,300
Group
Other provisions
Pension provisions
-0.2% Minority interest
15
75
66
76
Combined
Management
Report
Report on
Economic Position
→ Comments on
Financial Statements
of BMW AG
COMMENTS ON FINANCIAL
STATEMENTS OF BMW AG
Bayerische Motoren Werke Aktiengesellschaft
(BMW AG), based in Munich, Germany, is the parent
company of the BMW Group. The comments on the
BMW Group and Automotive segment provided in
earlier sections are also relevant for BMW AG, unless
presented differently in the following section. The
Financial Statements of BMW AG are drawn up in
accordance with the provisions of the German Com-
mercial Code (HGB) and the relevant supplementary
provisions contained in the German Stock Corpora-
tion Act (AktG).
The key financial and non-financial performance
indicators relevant for BMW AG are largely identical
and synchronous with those of the Automotive seg-
ment of the BMW Group and are described in detail
in the "Report on Economic Position" section of the
Combined Management Report.
Differences between the accounting policies used
in the BMW AG financial statements (prepared in
accordance with HGB) and the BMW Group Finan-
cial Statements (prepared in accordance with IFRS)
arise primarily in connection with the capitalisation
of intangible assets, the creation of valuation units,
the recognition and measurement of financial instru-
ments and provisions and the recognition of deferred
tax assets. Differences also arise in the presentation
of assets and liabilities in the balance sheet and of
income and expense items in the income statement.
The German Accounting Directive Implementation Act
(BilRUG) was applied for the first time with effect from
the beginning of the 2016 financial year. Comparative
figures have not been restated where this gave rise to
changes in the presentation of items in the balance
sheet or income statement. Further information
regarding the impact of BilRUG and the comparabil-
ity of individual income statement line items for the
financial year 2016 with those of the previous year
is provided in the notes to the Financial Statements
of BMW AG.
Business environment and review of operations
The general and sector-specific environment in
which BMW AG operates is the same as that for the
BMW Group and is described in the “Report on Eco-
nomic Position" section of the Combined Management
Report.
BMW AG develops, manufactures and sells cars and
motorcycles as well as spare parts and accessories
manufactured in-house, by foreign subsidiaries and
by external suppliers, and performs services related to
these products. Sales activities are carried out primarily
through branches, subsidiaries, independent dealer-
ships and importers. In 2016, BMW AG increased auto-
mobile sales volume by 80,359 units to 2,355,726 units.
This figure includes 305,726 units relating to series sets
supplied to the joint venture BMW Brilliance Automo-
tive Ltd., Shenyang, an increase of 17,971 units over
the previous year. At 31 December 2016, BMW AG
employed a workforce of 85,754 people, 894 more than
one year earlier.
Results of operations
BMW AG Income Statement
→ 52
in € million
Revenues
2015
5%
Gross profit
19.3% Group
9.7% Shareholders
13.7% Government/public sector
4,563
19.3
4,267
19.0
6.9
47
0.2
27
0.1
74.1
23,623
100.0
40%
22,524
4.9
* Cost of materials comprises all primary material costs incurred for vehicle production plus ancillary material costs (such as customs duties, insurance premiums and freight).
BMW Group value added 2016
→ 51
in %
Depreciation and
amortisation 8.7
14.1 Other expenses
Cost of materials 52.5
C
48.8% Employees
24.7 Net value added
8.3% Providers of finance
100.0
33
17% Non-current provisions and liabilities
19%
36%
36%
Current assets 35%
66
37% Non-current provisions and liabilities
39%
64%
Non-current assets 65%
133
25% Equity
172
25%
38% Current provisions and liabilities
189
200
Total equity and liabilities in € billion
→ 48
Balance sheet structure - Group
tion and Net Assets
→ Results of Opera-
tions, Financial Posi-
Economic Position
Report on
Management
Report
Combined
72
22
189
9.4
thereof cash and cash equivalents 4%
2016
99
66
52%
2016
||||
40% Equity
41%
100
66
133
200
33
4%
48%
Non-current assets 48%
83
83
89
89
100
Total equity and liabilities in € billion
→ 49
Balance sheet structure - Automotive segment
2015
2016
2015
66
71
9.3
9.7
2015
in € million
in %
Change in %
WORK PERFORMED
Revenues
Financial income
Other income
Total output
Cost of materials*
Other expenses
94,163
98.4
92,175
98.8
875
0.9
200
0.2
670
0.7
914
1.0
95,708
100.0
2015
2016
in %
in € million
2016
2016
2015
43% Current provisions and liabilities
0
Current assets 52%
thereof cash and cash equivalents 5%
Group equity rose by €4,599 million to €47,363 million.
Equity increased year-on-year as a result of the net prof-
it attributable to shareholders of BMW AG amounting
to €6,863 million and fair value gains on derivative
financial instruments amounting to €2,008 million.
Decreases in equity arose in particular in connection
with the dividend payment of €2,102 million and
the negative impact of remeasurements of the net
defined benefit liability for pension plans amounting to
€1,858 million, the latter due mainly to lower discount
rates applied in Germany and the UK.
The Group equity ratio at the end of the reporting
period was 25.1% (31 December 2015: 24.8%). The
equity ratio for the Automotive segment was 41.3%
(31 December 2015: 40.1%) and that for the Financial
Services segment stood at 8.0% (31 December 2015:
8.2%).
Pension provisions increased significantly compared
to the end of the financial year 2015, mainly due to the
lower discount factors applied in Germany and the UK.
Other provisions also increased significantly compared
to 31 December 2015, mostly reflecting the higher level
of warranty provisions for vehicle recall actions, the
cost of which is expected to exceed amounts previously
recognised. Accordingly, a further amount of €678 mil-
lion was allocated to the warranty provision for various
issues, including airbags supplied by the Takata group
of companies, the ISOFIX attachment system used for
child car seats, and costs relating to the provision of
the network service for telematics (2G).
The year-on-year increase in financial liabilities was
primarily attributable to the issue of bonds and higher
liabilities to banks, in both cases securing favourable
refinancing conditions on a long-term basis. In addition,
new ABS transactions were concluded including the
USA and Germany. Lower commercial paper volumes
and the more favourable development of derivatives
kept the increase in financial liabilities down.
The sharp rise in other liabilities reflects the increased
scale of service contracts and Connected Drive prod-
ucts, advance payments received from leasing custom-
ers, and the expected higher level of payments due to
dealerships and importers for bonuses, rebates and
other price deductions.
93,289
The increase in trade payables mainly reflects higher
production volumes.
73
74
Combined
Management
Report
Report on
Economic Position
→ Results of Opera-
tions, Financial Posi-
tion and Net Assets
Value added statement
The value added statement shows the value of work
performed, less the value of work bought in by the
BMW Group during the financial year. Depreciation
and amortisation, cost of materials, and other expens-
es are treated as bought-in costs in the net value added
calculation. The allocation statement applies value
added to each of the participants involved in the value
added process. The bulk of the net value added is
applied to employees. The remaining portion will be
retained in the Group to finance future operations. It
should be noted that the gross value added amount
treats depreciation as a component of value added
which, in the allocation statement, is treated as inter-
nal financing.
Net valued added by the BMW Group in the financial
year 2016 remained at a high level.
BMW Group value added statement
→ 50
Overall, the results of operations, financial position
and net assets position of the BMW Group continued
to develop positively during the year under report.
100.0
2.6
50,279
4.9
APPLIED TO
Employees
Providers of finance
Government/public sector
Shareholders
Group
Minority interest
Net value added
11,535
48.8
10,870
24.2
48.3
1,965
8.3
1,918
8.5
2.5
Provisions
3,213
13.7
3,340
14.8
-3.8
2,300
6.1
2,102
22,524
23,623
52.5
51,145
54.8
13,502
14.1
11,398
12.2
Bought-in costs
63,781
66.6
62,543
67.0
24.7
2.0
31,927
33.4
30,746
33.0
3.8
Depreciation and amortisation of total tangible,
intangible and investment assets
8,304
8.7
8,222
8.8
Net value added
Gross value added
ber 2016.
172
Inventories went up by a solid 7.0% compared to the
end of 2015, with most of the increase relating to fin-
ished goods, reflecting general business growth and
stocking up in the various markets.
3,296
2,790
-19
-49
3,277
2,741
Transfer to revenue reserves
-977
-639
Unappropriated profit available for distribution
2,300
2,102
-1,782
* German Accounting Directive Implementation Act (BilRUG) applied with effect from the beginning of the financial year 2016. Comparative figures for 2015 have not been adjusted.
78
Combined
Management
Report
Report on
Economic Position
→ Comments on
Financial Statements
of BMW AG
As a consequence of the first-time application of the
Financial Reporting Implementation Act (BilRUG) in
2016, the previous year's figures are only comparable
to a limited extent with those of the financial year
under report. In particular, the amounts reported for
revenues, cost of sales, expenses by function, other
operating income and expenses are affected by the
new, extended definition of "revenues" and the nec-
essary reclassification of expenses related to revenues.
Revenues increased by 4.1% year-on-year, mainly
reflecting higher sales volumes of the BMW X1 and
BMW 7 Series. In geographical terms, most of the
increase related to Asia and Europe. Sales to Group
entities accounted for €56,412 million or 74.9% of
total revenues of €75,350 million.
Cost of sales increased by 5.5% to €60,946 million,
mostly due to the higher cost of materials. As a result,
gross profit decreased by €216 million to €14,404 mil-
lion.
Selling and administrative expenses increased overall
year-on-year, partly reflecting the cost of the larger
workforce and IT projects.
Research and development expenses related mainly
to new vehicle models (including relevant expenses
relating to the start-up of the new BMW 5 Series),
the development of drive systems and work on other
innovations. Compared to the previous year, research
and development expenses decreased by 5.3%.
The net amount of other operating income and expens-
es deteriorated by €321 million to a negative amount
of €137 million, whereby the year-on-year decrease
mainly reflected the reclassification of income from
other services to the line item "Revenues" in conjunc-
tion with the first-time application of BilRUG. Higher
income from the reversal of provisions and the lower
expense for allocations to provisions, in particular
for commodity and currency contract risks, worked
in the opposite direction.
The result on investments was down on the previous
year due to lower profit transfers from Group com-
panies. By contrast, the financial result improved by
€1,008 million, mainly due to the higher gains arising
on the fair value measurement of designated plan
assets and lower interest expenses for pensions. In
the latter case, the improvement was attributable to
a change in legislation concerning the methodology
required to be applied to determine the discount factor
for pension provisions.
77
The expense for income taxes relates primarily to
current tax for the financial
year 2016.
-1,308
-35
Research and development expenses
Other operating income and expenses
Result on investments
Financial result
Income taxes
Profit after income tax
Other taxes
Net profit
2016*
2015
75,350
72,384
-1,043
-60,946
Cash and cash equivalents went up by €1,758 million,
thus ensuring a solid level of liquid funds at 31 Decem-
14,620
-3,635
-3,427
-2,504
-2,610
-4,504
-4,758
-137
184
1,015
1,606
-57,764
Administrative expenses
After deducting the expense for taxes, the Company
reports a net profit of €3,277 million, compared to
€2,741 million in the previous year.
BMW AG Balance Sheet at 31 December
2,525
1,820
3,846
3,911
2,676
2,478
19,975
19,333
Prepayments
430
303
Surplus of pension and similar plan assets over liabilities
6,229
1,183
Total assets
36,299
34,977
EQUITY AND LIABILITIES
Subscribed capital
19
79
Capital reserves
Revenue reserves
Unappropriated profit available for distribution
Equity
Registered profit-sharing certificates
722
Financial and net assets position
6,001
667
→ 53
in € million
2016*
2015
ASSETS
Intangible assets
310
353
Property, plant and equipment
11,163
11,016
Investments
628
3,238
Tangible, intangible and investment assets
14,711
14,619
Inventories
Trade receivables
Receivables from subsidiaries
Other receivables and other assets
Marketable securities
Cash and cash equivalents
Current assets
4,260
4,267
3,250
Selling expenses
14,404
34,965
3,869
Deferred and current tax
5.8
13.0
13.4
9,630
10,918
Other provisions
2.4
60.9
37,789
3,000
4,587
Pension provisions
25.1
Cost of sales
13.6
10.8
42,764
47,363
Equity
EQUITY AND LIABILITIES
100.0
9.5
9.5
3,557
88
3.9
2.1
The growth in business reported by the Financial Ser-
vices segment is reflected in the significant increase
in receivables from sales financing and a solid rise in
the volume of leased products. A total of 1,811,157 new
contracts were concluded with retail customers (leasing
and credit financing) in 2016, 9.4% more than one year
earlier. The credit financing contract portfolio grew
by 9.5% to 3,022,904 contracts, with growth reported
primarily in China and the USA. The lease contract
portfolio increased by 7.3% to stand at 1,680,513 con-
tracts at 31 December 2016.
The balance sheet total of the BMW Group increased
by a solid 9.5% compared to 31 December 2015. The
changes in individual balance sheet items caused by
currency factors relate primarily to changes in the
exchange rates of the US dollar, British pound, South
African rand and Chinese renminbi against the euro.
100.0
9.5
9.5
172,174
188,535
Total equity and liabilities
8.3
12.1
13.0
13,767
172,174
15,555
4.5
10.5
9.5
7,773
8,512
Trade payables
51.8
5.5
6.6
91,683
97,731
Financial liabilities
Other liabilities
188,535
52.9
27.6
9.9
10.5
8,843
9,770
Financial assets
41.5
12.3
11.7
70,043
78,260
Receivables from sales financing
0.3
5.2
30.5
428
560
Other investments
1.4
14.0
14.0
2,233
2,546
Investments accounted for using the equity method
20.0
7.3
8.1
4.2
Deferred and current tax
30.8
4,326
4,265
28.7
6,122
7,880
3.5
6.2
6.7
6,682
1.5
5.4
2.7
2,751
2,825
6,261
Cash and cash equivalents
-1.4
Total assets
2.3
Inventories
11,841
11,071
-3.2
7.0
6.3
Trade receivables
Other assets
7.0
Earnings impact
Medium
High
Low
Class
When a risk materialises, the overall impact on the
results of operations, financial position and net assets
is measured for the two-year assessment period and
allocated according to the following categories:
In order to determine which risks can be considered
significant in relation to results of operations, financial
position and net assets and to performance indica-
tors of the BMW Group, risks are classified as high,
medium or low. The impact of risks is measured and
reported net of risk mitigation measures (net basis).
Risk measurement
Report on Outlook,
Risks and
Opportunities
→ Risks and
Opportunities
Combined
Management
Report
90
The risk management system is regularly examined by
the Internal Audit. By sharing experiences with other
companies on an ongoing basis, the BMW Group
endeavours to incorporate new insights in the
risk management system, thus ensuring continual
improvement. Regular training and further develop-
ment programmes as well as information events at
the BMW Group, particularly within the risk man-
agement network, are invaluable ways of preparing
those involved in the process for new or additional
challenges.
90
In addition to comprehensive risk management, man-
aging the business on a sustainable basis also consti-
tutes one of the Group's core corporate principles.
Any risks or opportunities relating to sustainability
issues are examined and discussed by the Sustain-
ability Committee. Resulting strategic options and
measures for the BMW Group are put forward to
the Sustainability Board, which includes the entire
Board of Management. Risk aspects discussed are
integrated within the Group-wide risk network. The
overall composition of the Risk Management Steering
Committee and the Sustainability Committee ensures
that risk and sustainability management are closely
coordinated.
Risk management procedures in place in the Financial
Services segment also address regulatory issues and
requirements, such as Basel III. Internal methods used
to identify, measure, manage and monitor risks within
the Financial Services segment comply with national
and international standards. The adopted risk strategy,
in combination with a set of strategic principles and
guidelines, serves as the basis for risk management
within the Financial Services segment. At the heart
of the risk management process is a clear division
between front- and back-office activities and a compre-
hensive internal control system. The main instrument
of risk management within the Financial Services
segment is ensuring that the Group's risk-bearing
capacity is not exceeded. All risks (defined as unex-
pected losses) must be covered at all times in line
with risk appetite by an asset cushion in the form
of equity capital. Unexpected losses are measured
according to various value-at-risk models, which are
validated at regular intervals. Risks are aggregated
after taking account of correlation effects. In addition
to assessing the Group's ability to bear risk under nor-
mal circumstances, stress scenarios are also taken into
consideration. The segment's risk-bearing capacity is
monitored regularly with the aid of an integrated limit
system that also differentiates between the various
risk categories.
> €0-500 million
> €500-2,000 million
New opportunities regularly present themselves in
the dynamic business environment in which the
BMW Group operates. Macroeconomic trends and
sector-specific and general business environment,
including external regulations, suppliers, customers
and competitors, are monitored on a continual basis.
Identifying opportunities is an integral part of the
process of developing strategies and drawing up
forecasts for the BMW Group. The Group's product
and service portfolio is continually reviewed on the
strength of these analyses and new product projects,
for example, presented to the Board of Management
for consideration.
In the following sections, the term “earnings impact"
is used consistently to cover the overall impact on the
results of operations, financial position and net assets.
measures.
The implementation of identified opportunities is
undertaken on a decentralised basis within the rel-
evant functions. The significance of opportunities
for the BMW Group is classified in the categories
"significant" and "insignificant".
The continuous optimisation of important business
processes and strict cost controls are essential to
ensuring profitability and a high return on capital
employed. Probable measures to increase profitability
are incorporated in the outlook. One example is the
implementation of modular-based production and
common architectures, which enable a greater com-
monality between different models and product lines.
This strategy contributes to improved profitability by
reducing development costs and other investment on
the series development of new vehicles. This supports
economies of scale in production costs and increases
production flexibility. Moreover, a more competitive
cost basis opens up opportunities to engage in new
market segments.
> €400 million
> €50-400 million
> €0-50 million
> €2,000 million
Risk amount
High
Low
Medium
Class
Overall, the following criteria apply for the purposes
of classifying the risk level:
of occurrence. The risk level is approximated in the
case of risks measured on the basis of "value at risk"
and "cash flow at risk" models. These approximations
flow into the assessment of the significance of the
risks, resulting in increased comparability between
risk categories compared to the previous year.
The significance of risks for the BMW Group is deter-
mined on the basis of risk level. The measurement of
risk level takes account of both earnings impact (net
of appropriate countermeasures) and the likelihood
Opportunity management system and
opportunity identification
Risks reported from within the network are firstly
presented for review to the Risk Management
Steering Committee, chaired by Group Controlling.
After review, the risks are reported to the Board
of Management and the Supervisory Board. Risks
which are significant or which threaten the Group's
going-concern status are classified according to their
potential to impact the Group's results of operations,
financial position and net assets. The level of risk is
then quantified in each case according to its proba-
bility of occurrence and the respective risk mitigation
Growth in China is set to cool further in 2017, with
the Chinese central bank expected to implement a raft
of measures to accompany the transformation process
for the domestic economy.
Risk management process
Nevertheless, the BMW Group intends to continue its
growth course in 2017. New vehicles such as the new
BMW 5 Series and the new MINI Countryman and
new motorcycles such as the two R NineT models as
well as services are expected to make a contribution
to earnings growth. Investments in future-oriented
projects, including vehicle electrification, digitalisa-
tion and the expansion of the production network,
will, however, counteract the general upward trend.
Overall, Group profit before tax is expected to increase
slightly year-on-year (2016: €9,665 million).
Competition on international automobile markets
is set to remain intense during the current year. The
situation is likely to be exacerbated by political and
macroeconomic uncertainties in Europe as well as the
unforeseeable consequences of the Brexit decision in
the UK. Moreover, the strategy of the new US admin-
istration regarding economic policy remains unclear.
Further information is provided in the sections on
political and economic risks in the section "Risks and
Opportunities".
Profit before tax: slight increase expected
BMW Group
Outlook for the BMW Group
-
-
Due to its global business model, the BMW Group
is well placed at all times to exploit opportunities,
including those arising at short notice. Coordination
between the Group's sales and production networks
also helps cushion the impact of unforeseeable
developments in the various regions. Investments
in markets important for the future are also a basis
for further growth, while simultaneously expanding
the global presence of the BMW Group. Thanks to
its three strong brands BMW, MINI and Rolls-
Royce the BMW Group is expected to remain on
course for success during the current year.
Expected consequences for the BMW Group
Future developments on international automobile
markets also have a direct impact on the BMW Group.
Whereas competition is likely to intensify in con-
tracting markets, new opportunities appear in
growth regions. Sales volumes in some countries
are likely to be significantly affected by challenges
in the competitive environment. Europe's markets
are not expected to maintain the pace of growth
seen in 2016. Demand in the Americas region is
likely to remain flat. Asia is expected to continue
its upward trend.
Japan's central bank may have few tools left to stimu-
late the country's economy and rate of inflation. Public
sector spending is therefore expected to increase as a
means to kick-start growth.
The UK economy is expected to come under more
pressure as a consequence of the Brexit vote. The Bank
of England has already announced its intention to
take appropriate measures as necessary.
The Fed is expected to continue raising interest rates in
the course of 2017. The expansionary monetary poli-
cies of the ECB are likely to be continued in 2017, with
a slightly reduced volume of monthly bond purchases.
The pace of global economic growth is expected to pick
up slightly in 2017. With the exception of the USA,
central banks in industrialised countries are likely to
maintain their expansionary course.
Financial Services markets
The world's motorcycle markets in the 250 cc plus class
are forecast to grow slightly in 2017. In Europe, the
positive trend is set to continue in the major markets
of Germany, France, Italy and Spain. The BMW Group
expects the US market to remain at the previous year's
level during the current financial year.
Motorcycle markets
After dropping back in 2016, the automobile markets
in the world's major emerging economies are expected
to recover in 2017, with registrations predicted to grow
by 4.1% to 1.3 million units in Russia and by 3.0% to
1.7 million units in Brazil.
The automobile market in Japan is likely to contract
further in 2017. Registrations are forecast to be in the
region of 4.7 million units and hence 1.6% down on
the previous year.
Despite the region's continued economic revival,
automobile markets in Europe are not expected to
grow significantly. The trend in Germany is expected
to remain flat (3.4 million). Registrations in France are
forecast to fall slightly (-1.7%) to around 1.95 million
units. After its strong performance in 2016, the Italian
automobile market is expected to grow at a modest
0.7% to around 1.86 million units.
Overall, the world's automobile markets are forecast
to grow by around 1.8% to an estimated 89.0 mil-
lion units in 2017. The US market is expected to
grow by 0.3% to 17.6 million units. The forecast for
China points to an increase of around 5.7% to some
25.5 million units. The country's interior provinces
are expected to contribute significantly to growth as
they catch up.
Automobile markets
Workforce size at year-end: slight increase expected
Based on current forecasts, the BMW Group's work-
force is again expected to grow slightly in 2017 (2016:
124,729 employees). The main factors driving the
expected increase will be projects aimed at securing
the Group's future, growth of automobile and motor-
cycles business and the expansion of financial and
mobility services.
85
85
98
significant increase expected
Motorcycles segment
Deliveries to customers:
Segment RoCE is forecast to decrease slightly (2016:
74.3%). However, the long-term target RoCE of at
least 26% for the Automotive segment will be easily
surpassed.
slight decrease expected
Return on capital employed:
units).
BMW Brilliance
Automotive,
Shenyang Ltd.
The risk management process applies throughout the
Group and comprises the early identification and
assessment of risks, comprehensive analysis and risk
measurement, the coordinated use of suitable man-
agement tools and also the monitoring and evaluation
of any measures taken.
An EBIT margin within a range of 8 to 10% (2016:
8.9%) remains the target for the Automotive segment.
EBIT margin in target range between 8 and 10%
expected
As US monetary policies continue to normalise, the
currencies of numerous emerging economies are
likely to remain under pressure in the short term.
Countries that export raw materials and have current
account and fiscal deficits, such as South Africa or
Brazil, are most likely to be affected. Any increase in
raw materials prices would generally have a positive
impact on these economies.
Revenues: slight increase expected
Automotive segment revenues are expected to rise
slightly in line with sales volume. The Company
expects that segment revenues will increase slightly
in 2017 (2016: €86,424 million).
Fleet carbon dioxide emissions²:
slight decrease expected
Important contributions to continued growth will
come in particular from new models. The all-new
BMW 5 Series Sedan has been available since mid-Feb-
ruary 2017. The BMW 5 Series iPerformance and M
Performance models followed in March. The BMW
5 Series iPerformance model as a plug-in hybrid
is now available worldwide. The model revisions
of the BMW 4 Series and the BMW M4 Coupé and
Convertible were also launched in March. The new
BMW 5 Series Touring is scheduled for launch in mid-
June. The second generation of its highly successful
MINI Countryman model was introduced in February.
Towards the middle of year, a John Cooper Works and
a plug-in hybrid will be added to the MINI Country-
man range. Further new models are planned for the
second half of 2017.
Deliveries to customers: slight increase expected
The BMW Group expects a further year-on-year
increase in sales of BMW, MINI and Rolls-Royce brand
vehicles and aims to achieve again in 2017 a leading
position in the global premium segment. Balanced
growth in major sales regions will help to even out
volatilities in individual markets. Assuming economic
conditions do not deteriorate, deliveries to custom-
ers are forecast to rise slightly to a new high (2016:
2,367,603¹ units) in 2017.
Automotive segment
→ Outlook
Opportunities
Report on Outlook,
Risks and
Report
Combined
Management
86
The BMW Group is continuing its efforts to reduce
fuel consumption and carbon dioxide emissions.
According to forecasts, carbon dioxide emissions
for the vehicle fleet will decrease slightly during the
outlook period, thus continuing the trend seen in
previous years (2016: 124 grams CO2/km).
The BMW Group expects the upward trend in the
Motorcycles segment to continue. New models, includ-
(2016: 316,200 ing the R NineT Pure, the R NineT Racer, the K 1600 B
and the G 310 GS were unveiled at international trade
fairs held in autumn 2016. Together with updated
versions of the R 1200 GS, the S 1000 R, the S 1000 RR,
the K 1600 GT and the luxury GTL, the new models
will expand the product portfolio significantly and
appeal to new customer groups. Overall, deliveries of
BMW motorcycles to customers are forecast to increase
significantly year-on-year (2016: 145,032 units).
The central bank in Japan could continue to pursue its
highly expansionary monetary policy for the foresee-
able future. This policy could result in the yen hardly
changing in value against the euro or even losing in
value, given that monetary policy in the eurozone is
currently not expected to be expanded.
A more restrictive monetary policy in the USA would
boost the value of the US dollar against the euro.
Continued economic recovery in the eurozone, com-
bined with rising inflation, could prompt the ECB to
implement a gradual reduction in government bond
purchases. In that case, the loss in value of the euro
against the US dollar would be less pronounced.
OUTLOOK
World economy expected to grow
despite risks
Outlook foresees increase in
revenues and profit
Automobile and motorcycle sales
expected to reach new record levels
Positive Company performance
expected to continue in 2017
REPORT ON OUT-
LOOK, RISKS AND
OPPORTUNITIES
→ Outlook
Opportunities
Risks and
Report on Outlook,
Management
Report
Combined
62
82
81
KPMG AG Wirtschaftsprüfungsgesellschaft, Berlin, has
issued an unqualified audit opinion on the financial
statements of BMW AG, of which the balance sheet and
the income statement are presented here. The BMW AG
financial statements for the financial year 2016 will
be submitted to the operator of the electronic version
of the German Federal Gazette and can be obtained
via the Company Register website. These financial
statements are available from BMW AG, 80788 Munich,
Germany.
Due to its dominant role in the Group and its close ties
with Group entities, expectations for BMW AG with
respect to the Company's financial and non-financial
performance indicators correspond largely to the
BMW Group's outlook for the Automotive segment,
which is described in detail in the "Report on Outlook,
Risks and Opportunities" section of the Combined
Management Report.
Outlook
BMW AG is integrated in the group-wide risk man-
agement system and internal control system of the
BMW Group. Further information is provided in the
"Internal Control System and Risk Management System
Relevant for the Financial Reporting Process" section
of the Combined Management Report.
BMW AG's performance is highly dependent on the
same set of risks and opportunities that affect the
BMW Group and which are described in detail in the
"Report on Outlook, Risks and Opportunities" section
of the Combined Management Report. As a general
rule, BMW AG participates in the risks entered into by
Group entities on the basis of the relevant shareholding
percentage.
Risks and opportunities
The report on outlook, risks and opportunities describes
the expected development of the BMW Group, includ-
ing the associated material risks and opportunities,
from a Group management perspective. In line with
the Group's internal management system, the out-
look covers a period of one year. However, risks and
opportunities are managed on the basis of a two-year
assessment. The report on risks and opportunities
therefore covers a period of two years.
The report on outlook, risks and opportunities
contains forward-looking assertions based on the
BMW Group's expectations and assessments, which
are subject to uncertainty. As a result, actual outcomes
can deviate, for example on account of political and
economic developments - either positively or nega-
tively - from the expectations described below. Further
information can be found in the section "Risks and
Opportunities".
Assumptions used in the outlook
The following outlook relates to a forecast period
of one year and is based on the composition of the
BMW Group during that period. The outlook takes
account of all information known up to the date on
which the financial statements were prepared for issue
and which could have an effect on the overall perfor-
mance of the Group. The expectations contained in
the outlook are based on the BMW Group's forecasts
for 2017 and reflect its most recent status. The basis
for the preparation of and the principal assumptions
used in the forecasts - which consider the consensus
opinions of leading organisations, such as economic
research institutes and banks - are set out below. The
BMW Group's forecast is based on these assumptions.
Given that the Chinese renminbi is likely to continue
to move in the same direction as the US dollar in the
short term, it is likely to appreciate slightly against the
euro in 2017. If, however, the Chinese central bank
decides to intervene in the currency markets, it could
result in a relatively narrow fluctuation range.
Currencies of particular importance for the interna-
tional operations of the BMW Group are the Chinese
renminbi, the US dollar, the British pound and the
Japanese yen. These major currencies could be subject
to a significant degree of fluctuation again in 2017.
Currency markets
→ Outlook
Opportunities
Risks and
Report on Outlook,
Management
Report
Combined
84
The uncertain political situation in the UK following
the Brexit vote could lead to capital exports and
encourage the Bank of England to retain its expan-
sionary monetary policy. If the UK economy slows
down at a more pronounced rate than expected in
2017, the Bank of England could adopt additional
measures to increase the money supply. As a result,
the British pound could either stabilise at its current
level or continue to lose value in the short term.
83
The Indian economy is forecast to expand by 7.4%
in 2017, boosted by the gradual implementation of
business-friendly structural reforms. After a number
of years of deep recession, Russia (+1.2%) and Brazil
(+0.6%) could return to growth in 2017, helped by
rising raw materials prices.
According to forecasts, Japan can expect a GDP growth
rate of 1.0% in 2017, with rising exports potentially
providing renewed economic momentum. An expect-
ed increase in domestic consumer spending could also
help revive the Japanese economy.
Despite uncertainty regarding the country's future
political and economic course, GDP in the USA is
expected to grow faster in 2017 than in the preced-
ing year (+2.3%). The US Federal Reserve is likely to
continue its policy of moderate interest rate rises in
2017. After decreasing in 2016, industrial production is
predicted to grow significantly in 2017, with a positive
impact on GDP growth.
In China, economic growth is again predicted to
weaken slightly in the current year, resulting in a
growth rate of around 6.4%. Reducing over-capaci-
ties in various industrial sectors and the controlled
reduction of high debt levels will present the Chinese
government with significant challenges in 2017. The
risk of a significant economic downturn in China
therefore cannot be ruled out.
It is currently assumed that the UK government will
give notice of its intention to leave the EU during the
first half of 2017, thus triggering the start of official
negotiations. Uncertainty regarding the future rela-
tionship is currently influencing both investment
and consumer spending levels in the UK. As a result
of the current situation, it is expected that the UK
economy will see a distinct loss of momentum, with
a significantly lower year-on-year growth rate of 1.2%.
of 1.7%.
Economic growth in the eurozone is forecast to slow
down slightly to 1.5% in 2017. Germany, Europe's
largest economy, is expected to grow at a similar rate
(+1.5%). In macroeconomic terms, the prospects of the
other eurozone countries are also expected to develop
positively. GDP growth rates in France (+1.3%) and
Italy (+0.8%) in 2017 are expected to be similar to the
preceding year. The Spanish economy is forecast to
grow by 2.4% and therefore faster than the eurozone
average. Greece also is expected to achieve growth
Despite greater political uncertainty, the global
economy is forecast to grow by around 3.4% in 2017,
slightly faster than in the preceding year. A number of
factors make uncertainty likely to persist with regard
to future economic and political developments. These
include the negotiations between the UK and the EU
following the Brexit vote and the future course of the
new US administration. Moreover, the existing risks to
financial stability due to high sovereign debt levels in
Europe and Japan, more restrictive monetary policies
in the USA and high levels of corporate debt in China
have not diminished compared to the previous year.
Further information on political and global economic
risks can be found in the section "Risks and Oppor-
tunities".
Economic outlook
The continuous forecasting process ensures that the
BMW Group is ready to take advantage of oppor-
tunities as they arise and to react appropriately to
unexpected risks. The principal risks and opportuni-
ties are described in detail in the section "Risks and
Opportunities". The risks and opportunities discussed
in that section are relevant for all of the BMW Group's
performance indicators and could result in variances
between the outlook and actual outcomes.
83
2 EU-28.
1 Includes the
joint venture
With effect from the beginning of the financial
year 2017, the EBIT margin will also serve as a key
performance indicator for the Motorcycles segment.
Accordingly, segment performance will also be man-
aged based on the operating return on sales (EBIT
margin) in future. Further information can be found
in the description of the Group management system in
the section "General Information on the BMW Group".
Risk management system
Opportunities and risks are assessed as a general rule
over a medium-term period of two years. As part of
the risk management process, all potential risks of
loss (individual and accumulated risks) that represent
a threat to the company are monitored and managed.
As a matter of principle, any risks capable of posing a
threat to the going-concern status of the BMW Group
are avoided. If there is no specific reference to a seg-
ment, opportunities and risks relate to the Automotive
segment. The scope of entities covered by the report
on risks and opportunities corresponds to the scope
of consolidated entities included in the BMW Group
Financial Statements.
7
Management of opportunities and risks is a funda-
mental prerequisite for the Group's ability to react
appropriately to changes in political, legal, technical
or economic conditions. All identified opportunities
and risks are addressed in the Outlook Report, if
likely to materialise. The following sections focus
on potential future developments or events, which
could result in a positive deviation (opportunities)
or a negative deviation (risk) from the BMW Group's
outlook. As a general rule, the earnings impact of
risks and opportunities is assessed separately, i.e.
without off-setting.
As a worldwide-leading manufacturer of premium cars
and motorcycles and provider of premium financing
and mobility services, the BMW Group is exposed
to numerous uncertainties and changes. Making full
use of the opportunities arising out of change is a
fundamental aspect of the Group's corporate success.
In order to achieve growth, drive profitability, boost
efficiency and maintain sustainable levels of business
going forward, the BMW Group consciously takes
certain risks.
RISKS AND
OPPORTUNITIES
→ Risks and
Opportunities
Risks and
Opportunities
Report on Outlook,
Combined
Management
Report
The objective of the risk management system, and one
of the key functions of risk reporting, is to identify,
record and actively manage any internal or external
risks that could pose a threat to the attainment of
the Group's corporate targets. The risk management
system covers all significant risks to the Group and
any which could pose a threat to its going-concern
status. In terms of structure, the responsibility for
risk reporting lies with each individual employee
and manager in their specific roles - and not with
a centralised unit. Every employee and manager is
required to report any risks identified via the relevant
reporting channels. This requirement is set out in
guidelines that apply throughout the Group.
88
87
80
1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2016: 316,200 units).
2 EU-28.
EBIT margin in target range between 8 and 10%
expected
21.2
%
Return on equity
FINANCIAL SERVICES SEGMENT
in line with last year's level
33.0
88
%
Risk management in the BMW Group
Effectiveness
Risk management for the Group as a whole falls under
the remit of the Risk Management Steering Commit-
tee, the Compliance Committee, the Internal Control
System and the Group Internal Audit.
structure.
In view of the dynamic growth of business of the
BMW Group and the increasingly volatile environ-
ment in which it operates, one of the key areas con-
sidered in developing the risk management system
has been the ability to assess the overall risk situation
of the BMW Group. A risk-bearing capacity model has
been developed for the BMW Group, based on the
established controlling models used in the Financial
Services segment as in the banking sector to ensure
risk-bearing capacity. Using a limit control system
to manage significant financial risks on a month-by-
month basis, measures are in place to ensure that
the asset cover, in the form of equity and forecast
Group earnings for the next twelve months, always
exceeds the prevailing risk situation and the risk level
associated with the business strategy currently being
pursued. These controls facilitate the early identifica-
tion of developments which could pose a threat to the
BMW Group's going-concern status. The results of the
calculations of risk bearing capacity are incorporated
in the assessment of the overall risk situation. The
processes and methodologies used to report risks are
regularly reviewed. During the financial year 2016,
the risk catalogue introduced three years earlier was
tested for effectiveness and revised as appropriate.
Identified risks are aggregated into risk categories on
the basis of the risk catalogue. Improved reporting
channels ensure effective systematic risk control and
earlier reporting of risks. Transparency of external
reporting has also been increased, including the
introduction of an additional sub-category "Market
development" to the category "Sales and marketing”,
which enables a distinction to be made between mar-
ket risks typical for the sector and operational risks
relating to the BMW Group's specific sales network
The Group risk management system comprises
a decentralised network covering all parts of the
business and is steered by a centralised risk manage-
ment function. Each of the BMW Group's divisions
is represented within the risk management network
by so-called Network Representatives. The network is
embedded within the formal organisational structure.
This promotes its visibility and underlines the impor-
tance of risk management within the BMW Group. The
duties, responsibilities and tasks of the centralised risk
management unit and the Network Representatives
are clearly described, documented and understood.
Group risk management is geared towards meeting
the following three criteria: effectiveness, usefulness
and completeness.
89
99
Group
Audit
Board of
Management
Board
Supervisory
→ 55
Risk
Management
Steering
Committee
Measures
Analysis and
Measurement
Internal Control System
risk management
Group-wide
Identification
Completeness
Reporting/
Monitoring
Compliance
Committee
Usefulness
Controlling
between 8 and 10
slight decrease
9.0
EBIT margin
Sales volume
MOTORCYCLES SEGMENT
Return on capital employed
EBIT margin
Revenues
Fleet emissions²
significant increase
AUTOMOTIVE SEGMENT
Workforce at year-end
Return on capital employed
Profit before tax
Depending on the political and economic situation
and the outcomes of the risks and opportunities
described below, actual business performance could,
however, differ from current expectations.
in deliveries to customers, Automotive segment rev-
enues are also expected to increase slightly in 2017.
At the same time, a slight decrease in fleet carbon
dioxide emissions is expected. The Group's targets are
to be met with a slight rise in the workforce size. The
Automotive segment's EBIT margin in 2017 is set to
remain within the target range of between 8 and 10%,
while its ROCE is forecast to decrease slightly. A slight
fall is also forecast for the RoE in the Financial Services
segment. Both performance indicators will be above
their long-term targets of 26% (RoCE) and 18% (ROE)
respectively. Deliveries to customers in the Motor-
cycles segment are forecast to rise significantly, with
an EBIT margin within the target range of between 8
and 10% and ROCE at the previous year's level.
→ 54
Key performance indicators
Overall assessment by Group management
Business is expected to develop positively in the
financial year 2017. The introduction of numerous
new automobile and motorcycle models as well as the
expansion of individual mobility-related services give
reason to expect that profitable growth will contin-
ue in the current year. Despite the many challenges
described above, Group profit before tax is forecast to
grow slightly. Based on the forecast of a slight increase
Return on equity: slight decrease expected
According to forecasts, the Financial Services segment
is likely to continue performing well in 2017. However,
it is expected that regulatory requirements for equity
capital will be tightened and the risk situation will
normalise in the forecast period. The segment RoE is
therefore expected to decrease slightly year-on-year
(2016: 21.2%). The target of at least 18% is neverthe-
less likely to be exceeded again.
Financial Services segment
Segment RoCE in 2017 is forecast to be in line with
the previous year (2016: 33.0%). The long-term target
ROCE of 26% for the Motorcycles segment will there-
fore be surpassed.
Return on capital employed expected at previous
year's level
In this context, a target range of 8 to 10% has also been
set for the Motorcycles segment. The EBIT margin for
the Motorcycles segment is expected to lie within this
range in 2017 (2016: 9.0%).
BMW GROUP
2016
Sales volume¹
€ million
%
145,032
2017 Outlook
slight decrease
74.3
%
between 8 and 10
8.9
%
slight increase
units
€ million
86,424
9,665
124,729
slight increase
units
2,367,603
slight increase
g CO2/km
124
slight decrease
slight increase
2020
134,682
17.2
7,118
9,627
10,675
129,932
16.0
126,016
17.2
Change in %
2021
2019
Deliveries
2017
RoE in %
FINANCIAL SERVICES SEGMENT
RoCE in %
EBIT margin in %
5,222
120,726
17.8
CO₂ emissions per vehicle produced (in tons) 10, 11, 12
MOTORCYCLES SEGMENT
2018¹
16,060
118,909
18.8
EBIT MARGIN MOTORCYCLES SEGMENT in %
9.2
77.7
5,222
16,060
8,717
6,977
4,467
2,722
11,805
205
169
187
100
228
2,207
2,143
7,118
2,272
3,753
80
-45
-96
-235
531
-534
383
288
910
-257
- 2,000
8,675
-2,530
- 2,140
1,725
-1,365
9,627
10,675
9,899
8,933
7,411
4,830
13,400
7,888
6,182
4,499
2,162
9,870
207
175
194
103
- 1.5
5.6
227
2,172
2,312
1,721
3,701
14
-27
29
36
-8
- 404
431
377
808
-390
2,194
- 3,597
Profit/loss from discontinued operations
7,097
-33
7 Link to the Online-Report
2
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
BMW GROUP REPORT 2021
In 2021, the BMW Group demonstrated how profitability and transformation can go hand in glove, des-
pite tough market conditions. Electric mobility is gathering pace, with delivery figures on a steep up-
ward trajectory. At the same time, the BMW Group is working on digital solutions that make life more
convenient for customers and provide access to a broad range of services. The BMW Group's vision of
a circular economy is gradually taking shape, the ultimate goal being fully sustainable mobility.
Further information is provided in the following report.
KEY PERFORMANCE INDICATORS
PROFIT / LOSS BEFORE TAX
its ecological and social contributions.
in € million
in %
ROE FINANCIAL SERVICES SEGMENT
in %
16,060
Significant increase compared to
prior year
10.3
8.3
22.6
↑
Significant increase to prior year
Significant increase to prior year
Significant increase to prior year
GROUP EMPLOYEES
end of year
EBIT MARGIN AUTOMOTIVE SEGMENT
on the BMW Group's economic performance and
On the way to an electric and digitalised mobility
in a sustainable and circular economy. Report
BMW GROUP REPORT 2021
Group net profit/loss²
8,675
7,064
Earnings in € per share of common stock / preferred stock²
Pre-tax return on sales 2,3 in %
1 Expenditure for capitalised development costs, other intangible assets and property, plant and equipment.
² The figures for 2018 were adjusted due to the change in accounting policy in conjunction with the adoption of IFRS 16 ( Annual Report 2019, Note 6 to the Group Financial Statements).
3 Group profit/loss before tax as a percentage of Group revenues.
13.07/13.09
10.60/10.62
4,978
44
5,022
7.47/7.49
3,857
12,463
3,857
5.73/5.75
12,463
18.77/18.79
10.9
9.9
MOTOR CARS LTD
ROLLS-ROYCE
MINI
W
CIRCULAR
DIGITAL AND
39.9
ELECTRIC,
M
BMW
GROUP
29.4
14.4
5.3
6.8
THE FUTURE IS
-19,857
- 14,194
- 19,443
5 Retail vehicle delivery data for 2020 and 2021 are not directly comparable to the data presented for previous years. See Retail vehicle delivery data in the section Comparison of Forecasts with Actual Outcomes for further information.
6 EU-27 countries including Norway and Iceland; with effect from 2021, values are calculated on a converted basis in line with WLTP (Worldwide Harmonised Light Vehicles Test Procedure). Values from 2017 to 2020 according to New European Driving Cycle (NEDC).
7 This is a preliminary internal calculation with a potential variation of +/- 0.5 g CO2/km, as official registration figures from the authorities are not available from all EU states. The EU Commission is not expected to publish official figures until November the following year.
8 To improve year-on-year comparability, the 2020 NEDC figures were converted to WLTP after adjusting for permissible flexibilities - specifically from 99 g CO₂ / km according to NEDC (including 5 g CO2/km phase-in, 7.5 g CO2/km supercredits and 2.4 g CO2/km eco-innovations) to 135 g CO2/km according to WLTP
(excluding flexibilities). In 2020, a phase-in regulation was accepted, as was the recognition of supercredits. As of 2021, these two simplifications no longer apply for the BMW Group.
9 Flexibilities as defined in the regulatory requirements for 2021 are as follows: eco-innovation with 1.7 g CO2/km (WLTP).
10 Efficiency ratio calculated on the basis of Scope 1 and Scope 2 CO₂ emissions (i.e. a market-based method according to GHG Protocol Scope 2 guidance; mainly the use of the VDA emissions factors as well as isolated use of local emissions factors; but excluding climate-changing gases other than carbon dioxide) from vehicle pro-
duction (BMW Group manufacturing sites incl. joint venture BMW Brilliance Automotive Ltd. and motorcycles, excluding contract manufacturers), as well as BMW Group non-manufacturing sites (e.g. research centre, sales centre, offices) divided by the number of vehicles (excluding motorcycles) produced (BMW Group manufacturing
sites incl. joint venture BMW Brilliance Automotive Ltd., excluding contract manufacturers).
"From 2021, this indicator will include the carbon emissions of all other BMW Group locations in addition to the carbon emissions generated by production. The figures for 2019 (base year) and 2020 have been adjusted accordingly for comparison purposes (2019 before adjustment: 0.30 tons, 2020 before adjustment: 0.23 tons).
12 Figures from 2017 and 2018 are audited with limited assurance.
10
10
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
4 Deliveries including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2017: 385,705 units, 2018: 455,581 units, 2019: 538,612 units, 2020: 602,247 units, 2021: 651,236 units).
Remuneration Report
← = Q
BMW Group in Figures
FURTHER FINANCIAL PERFORMANCE FIGURES
in € million
2017
2018
2019
2020
2021
Change in %
Total capital expenditure¹
Depreciation and amortisation
Free cash flow Automotive segment
Group revenues²
Other Information
3 The new definition of the term "employee" (see footnote 1) also has an impact on disclosures relating to the percentage of female employees. The 2019 figure was adjusted accordingly for comparison purposes (2019 before adjustment: 17.5 %).
1 The 2018 figures were adjusted due to the change in accounting policy in conjunction with the adoption of IFRS 16 ( Annual Report 2019, Note 6 to the Group Financial Statements).
2 The term "employee" has been redefined with effect from the reporting year 2020 (for definition, see Glossary and explanation of key figures). The figure for 2019 was restated accordingly for comparison purposes (2019 before adjustment: 133,778 employees). For the period 2018 and earlier, the percentage of employees no
longer covered by the new definition is between 7.5 and 8.0 %.
22.6
28.4
34.0
84.4
8.3
4.5
8.2
8.1
9.1
- 5.7
0.33
- 14.1
115.99
99.1 (135.0)8
0.35
0.40
0.40
0.41
127.0
11.2
15.0
14.8
18.1
14.8
194,261
Automotive
169,272
165,566
164,153
35.9
56.6
128.0
127.5
175,162
DELIVERIES AUTOMOTIVE SEGMENT
Motorcycles
Other Entities
104,210
98,990
111,239
12.4
85,742
85,846
91,682
80,853
95,476
18.1
2,272
2,173
2,368
2,284
96,855
2,748
27,567
27,705
29,598
30,044
32,867
9.4
7
6
5
3
5
66.7
- 17,306
- 18,875
20.3
98,282
87.2
6,354
Eliminations²
Group profit/loss before financial result (EBIT)²
Automotive
Motorcycles
Financial Services²
Other Entities
Eliminations²
Group profit/loss before tax (EBT)²
Automotive
Motorcycles
Financial Services²
Other Entities
Eliminations²
Group income taxes²
Profit/loss from continuing operations²
7,112
8,013
3,395
2,567
2,713
4,459
5.7
6,495
Financial Services²
6,143
5,113
4,822
20.8
7,518
6,222
7,784
6,017
in units
15.0
in units
5
6
352 Contacts
351 Financial Calendar
346 Glossary and Explanation of Key Figures
344 BMW Group Ten-year Comparison
342 Consumption and Carbon Disclosures
341 NFS-Index
337 TCFD-Index
332 SASB-Index
321 Further GRI Information
BMW Group Report 2021
6 OTHER INFORMATION
271 Remuneration Report
REMUNERATION REPORT
5
267 Independent Practitioner's Report
259 Independent Auditor's Report
258 Responsibility Statement by the Company's Legal
Representatives
248 Fundamental Aspects of Corporate Governance
(Part of the Combined Management Report)
CORPORATE GOVERNANCE
4
144 Disclosures Relevant for Takeovers and Explanatory Comments
143 Internal Control System
5
124 Outlook, Risk and Opportunity Management
To Our Stakeholders
Group Financial Statements
Changes in reporting and outlook for reporting
requirements
About This Report
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
6
Combined Management Report
On 8 March 2022, the Financial Statements of BMW AG
were authorised for issue by the Board of Management and
the Group Financial Statements approved for publication.
The BMW Group Report combines the management reports
of Bayerische Motoren Werke Aktiengesellschaft (BMW AG)
and the BMW Group in a Combined Management Report.
For this reason, since the financial year 2020, the BMW Group
has kept stakeholders informed of its business performance
by reporting on an integrated basis. With the Integrated
Group Report 2021, we aim to provide a clear and compre-
hensive insight into the BMW Group and explain our activities
in a transparent, comprehensible and measurable manner.
We are well aware that integrated reporting is among the
subjects of an ongoing discussion currently taking place be-
tween stakeholders, regulators and reporting entities. The
status achieved to date is therefore still subject to constant
review and continuous improvement.
In the BMW Group's view, a key prerequisite for a company's
profitability is that its activities are compatible with external
economic, ecological and social interests. Conversely, profit-
ability is the prerequisite for a company's ability to develop
sustainable and innovative technologies, ensure job security,
and cooperate with all its business partners along a value
chain that is striving to become increasingly sustainable.
Integrated reporting and corporate strategy
REPORTING CONCEPT
(PART OF THE COMBINED MANAGEMENT REPORT)
ABOUT THIS REPORT
About This Report
← = Q
Other Information
Remuneration Report
Corporate Governance
The BMW Group is keen to demonstrate to its shareholders
how economic, ecological and social issues complement
one another and are often mutually dependent, and which
general external conditions influence the company and de-
fine our potential to boost sustainability. For these reasons,
we explain the BMW Group's corporate strategy as well as the
latest developments and the way in which the business is
managed on the basis of key financial and non-financial tar-
gets. KPI Dashboard
121 EU Taxonomy
BMW Group and Capital Markets
31
38
Overview of the BMW Group
34
About this Report (Part of the Combined Management Report)
5
COMBINED MANAGEMENT REPORT
2
CONTENTS
Contents
← = Q
Other Information
BMW Group Integrated Strategy
Remuneration Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
4
->
BMW Group Integrated Strategy
TO THE CHAPTER
> 20%
supply chain
Reduction of CO₂ emissions in the
Corporate Governance
3 GROUP FINANCIAL STATEMENTS
149 Income Statement for Group and Segments
150 Statement of Comprehensive Income for Group
Dialogue with Stakeholders
28
The Board of Management
27
Statement of the Chairman of the Board of Management
21
157 Notes to the Group Financial Statements
155 Statement of Changes in Equity for Group
Financial Performance
91
Report of the Supervisory Board
12
Employees and Society
80
BMW Group in Figures
9
153 Cash Flow Statement for Group and Segments
Production, Purchasing and Supplier Network
67
TO OUR STAKEHOLDERS
1
Balance Sheet for Group and Segments at 31 December 2021
151
Products and Mobility Solutions
51
In light of recent and prospective changes in non-financial
disclosure requirements, including the revision of the Non-Fi-
nancial Reporting Directive at EU level (Corporate Sustain-
ability Reporting Directive), the related development of EU
reporting standards and the establishment of the Inter-
national Sustainability Standards Board (ISSB) under the
umbrella of the IFRS Foundation, the pace of change within the
reporting environment will continue to gather momentum
and increase the extent to which non-financial and financial
disclosures need to be presented on an integrated basis.
The BMW Group is preparing itself for these new trends by
developing its internal control system to ensure that non-fi-
nancial performance indicators are monitored to the same
degree as financial performance indicators. In the year under
report, we also complied with the disclosure requirements of
the (EU Taxonomy] Regulation and expanded our reporting in
line with the requirements of the Sustainability Accounting
Standards Board.
7 GRI 102-48, 102-49
SASB-Index
FRAMEWORKS APPLIED
KEY PERFORMANCE INDICATORS
BMW GROUP IN FIGURES
BMW Group in Figures
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
GROUP
9
TO OUR
BMW Group and Capital Markets
31
Dialogue with Stakeholders
28
The Board of Management
27
Statement of the Chairman of the Board of Management
21
Report of the Supervisory Board
12
STAKEHOLDERS
Profit/loss before tax in € million
Workforce at year-end²
Share of women in management positions in the BMW Group³
7.2
4.9
2.7
10.3
49.8
29.0
12.7
59.9
2,465,021
2,486,149
2,537,504
2,325,179
2,521,514
8.4
4.2
5.7
5.8
8.3
13.0
CO2 emissions EU new vehicle fleet (in g/km) 6,7
Share of electrified vehicles in deliveries (in %)
Deliveries 4,5
RoCE in %
EBIT margin in %
AUTOMOTIVE SEGMENT
BMW Group in Figures
> 50%
9
Other Information
7
The entire report of BMW AG, comprising the Combined
Management Report, the Group Financial Statements, the
disclosures on corporate governance and the additional GRI
information, has been subject to an annual independent au-
dit by PricewaterhouseCoopers GmbH Wirtschaftsprüfungs-
gesellschaft ("PwC" or "Auditor"). The external audit serves
to underpin the reliability and trustworthiness of the infor-
mation contained therein for external users. The external au-
dit supports the Supervisory Board of BMW AG in fulfilling its
auditing duties. Any links and/or disclosures that refer to
additional information outside the BMW Group Report and
the GRI Content Index are not part of the audit. The Remuner-
ation Report 2021 was prepared in accordance with the require-
ments of § 162 of the German Stock Corporation Act (AktG)
and its content audited by PricewaterhouseCoopers GmbH
Wirtschaftsprüfungsgesellschaft.
External audit
7 GRI 102-45, 102-48, GRI-Index 102-52
The BMW Group Report is published annually to coincide
with the BMW Group Annual Conference most recently
held on 17 March 2021 - and is subsequently available in
both German and English on the BMW Group website. The
7 GRI Content Index is also available on the website as a sepa-
rate document. The reporting period covers the financial
year from 1 January to 31 December 2021. The statements
made in the report relate to the BMW Group reporting entity.
Any deviations are marked accordingly. Nothing significant
has changed in the reporting period with regard to the or-
ganisational structure of the BMW Group. The BMW Group
Report 2022 will be published on 15 March 2023.
Publication and scope
ADDITIONAL INFORMATION
ON THE REPORT
The Group Financial Statements of Bayerische Motoren
Werke Aktiengesellschaft for the year ended 31 December
2021 have been prepared in accordance with International
Financial Reporting Standards (IFRS) as endorsed by the
European Union (EU) and the supplementary requirements
of § 315 e HGB.
Group Financial Statements
UN Global Compact Progress Report: see references in
GRI Content Index (GRI-Index)
Task Force on Climate-related Financial Disclosures
(TCFD) (TCFD-Index)
BMW Group Report 2021
About This Report
Sustainability Accounting Standards Board (SASB)
(7 SASB-Index)
-
Furthermore, the following reporting standards and trans-
parency requirements have, for the most part, been integrat-
ed in the Combined Management Report:
Guidelines on Alternative Performance Measures issued
by the European Securities and Markets Authority (ESMA)
German Corporate Governance Code
Taxonomy Regulation (Regulation (EU) 2020/852 of the
European Council and of the European Parliament on the
Establishment of a Framework to Facilitate Sustainable
Investment, and amending Regulation (EU) 2019/2088)
The Combined Management Report is also based on:
German Stock Corporation Act (AktG)
German Accounting Standards (GASS) underpinning
HGB requirements
Combined Non-Financial Statement (NFS) at Group
and Company level in accordance with § 289 b and
§ 315 b HGB. 7 NFS-Index
German Commercial Code (HGB) (among other relevant
legislation)
The Combined Management Report is based on the follow-
ing legal frameworks:
Combined Management Report
The BMW Group Report 2021 is based on the following re-
porting and accounting standards:
Global Reporting Initiative (GRI) ( GRI-Index), option
"comprehensive"
To Our Stakeholders
Combined Management Report
Group Financial Statements
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
8
Summarised disclosures of fuel consumption, carbon emis-
sions and electricity consumption are provided in the section
Consumption and carbon emissions data.
The BMW Group Report uses also the simplified term "car-
bon" or the abbreviation CO₂ instead of CO₂e. Since not only
carbon dioxide, but also other gases such as methane (CH4)
and nitrous oxide (N₂O) contribute to climate warming to a
varying extent, the impact is converted into so-called CO₂
equivalents (CO₂e).
The key figures presented in this report have been rounded
in accordance with standard commercial practise. In certain
cases, this may mean that figures do not add up exactly to
the stated total and that percentages cannot be derived from
the figures shown.
Editorial comments
that of the BMW Group's net assets, financial position and re-
sults of operations, its development or performance, could
differ considerably to those statements.
The BMW Group Report 2021 contains various forward-look-
ing statements concerning future developments that are
based on the current status of the BMW Group's assumptions
and forecasts. These statements are therefore subject to a va-
riety of predictable and unpredictable risks, uncertainties and
other factors, which means that the actual outcome, including
Forward-looking statements
Connection to figures in the Group Financial Statements
For each topic, an assessment was carried out to identify
figures reported in the financial statements that enable a
better understanding of the NFS, and which therefore need
to be disclosed and explained.
7 GRI 102-46, 102-49
was given to the BMW Group's own business operations,
products and services on the one hand and its business re-
lationships (for example in the supply chain) on the other. In
accordance with statutory materiality requirements, infor-
mation has been aggregated in each case with a view to pro-
viding an understanding of the BMW Group's course of busi-
ness, results of operations and financial position, while also
showing the impact of its activities on the non-financial as-
pects specified in the legislation. A stakeholder survey con-
ducted during the period under report with selected repre-
sentatives from capital markets and academia confirmed our
selection of material topics.
The material topics addressed in the NFS to ensure compli-
ance with § 289 c and § 315 c HGB were determined partly
on the basis of the results of the materiality analysis updated
in 2018, in line with the requirements of the Global Reporting
Initiative (GRI), and partly on the basis of the BMW Group's
own long-term targets. For these purposes, consideration
Material topics addressed in the NFS
The contents of the NFS, in accordance with § 289 b and
315 b HGB, were subjected to an audit to obtain limited
assurance and is denoted with the symbol [...]]. The chapter
7 Dialogue with stakeholders and the additional information pro-
vided in the section Additional GRI Information were also sub-
jected to a limited assurance engagement. Certain individual
parts of the NFS as well as the remainder of the Combined
Management Report were subjected to a reasonable assur-
ance engagement. Information provided in the SASB-Index is
subjected to a limited assurance review on a voluntary basis.
The TCFD-Index refers to the corresponding chapter, in which
the respective test levels are denoted.
PwC has audited the Group Financial Statements and the
Combined Management Report for the year ended 31 De-
cember 2021 and issued an unqualified audit opinion there-
upon. Further information is provided in the Independent Audi-
tor's Report and the Independent Practitioner's Report on
Non-financial Disclosures.
← = Q
Other Information
Remuneration Report
Corporate Governance
← = Q
Reduction of CO2 emissions in the
use phase of the vehicle
≥ 18%
DELIVERIES MOTORCYCLES SEGMENT
STRATEGIC TARGETS OF THE BMW GROUP
FINANCIAL TARGETS
EBT margin Group
EBIT margin Automotive segment
> 10%
TARGET ACHIEVEMENT BY 2025
8-10%
Share of electrified cars in total
deliveries
Share of women in management
positions
← = Q
>30%
22%
Share of fully electrified cars in
total deliveries
> 50%
Reduction of CO2 emissions per
vehicle produced
80%
The diagram provides a simplified overview of the key performance indicators (KPIs) disclosed in the report. Detailed explanations of the KPIs as well as an
indication of the scope of the audit can be found in the respective chapters of the report.
Return on capital employed
Automotive segment
TARGET ACHIEVEMENT BY 2030
Other Information
↑
Corporate Governance
SHARE OF ELECTRIFIED
VEHICLES IN DELIVERIES
Remuneration Report
in %
118,909
Slight decrease to prior year
194,261
Solid increase to prior year
71
Significant increase to prior year
↑
2,521,514
13.0
Significant increase to prior year
TO THE CHAPTER
BMW Group in figures
->
3
BMW Group Report 2021
To Our Stakeholders
The diagram provides a simplified overview. Detailed explanations of the KPIs as well as an indication of the scope of the audit can be found in the respective
chapters of the report.
Group Financial Statements
Combined Management Report
Despite its exit from the European Union (EU) and the im-
pact of supply bottlenecks, the economy of the United King-
dom (UK), which had experienced a particularly severe
slump in the previous year, recovered in 2021, with GDP up
by 7.0%.
The coronavirus crisis hit countries in the eurozone harder
than in other major regions. For this very reason, however,
the subsequent recovery in the worst affected European
countries was more pronounced. Overall, the economies of
the eurozone countries grew by 5.1% year-on-year. At 2.7%,
Germany's economy recorded a lower growth rate than other
European countries, mainly reflecting the impact of supply
shortfalls, particularly for semiconductor components. By
contrast, the economies of France (+6.7%), Italy (+6.3%)
and Spain (+5.0%) all grew strongly, influenced in particular
by good progress made on the vaccination front, the easing
of pandemic restrictions and the catch-up effects driven by
pent-up demand.
Following the pandemic-related slump in 2020, the global
economy experienced an upswing in the year under report.
According to the provisional calculations of the International
Monetary Fund (IMF), global gross domestic product (GDP)
grew by 5.9% year-on-year in 2021. All three major regions -
Europe, the USA and China - saw an economic recovery.
GENERAL AND
SECTOR-SPECIFIC
ENVIRONMENT
7 Direct link to section
7 Direct link to section
Profit before tax: Financial Services segment
€3,753 million
Profit before financial result: Automotive segment
(up 356.5 % on the previous year)
€ 9,870 million
The US economy grew by 5.7% year-on-year. The US labour
market also staged a recovery in 2021. Although the USA's
employment figures have not yet returned to pre-crisis levels,
some sectors are already seeing labour shortages.
Group profit before tax (up 207.5 % on the previous year)
Direct link to section
(up 117.6% on the previous year)
China's economic growth rate rose to 8.1% in 2021, well up
on the previous year, boosted in particular by a renewed
sharp rise in exports. However, the pace of growth slowed
somewhat towards the end of the year due to weaker con-
sumer demand.
Corporate Governance
DECENT WORK AND
ECONOMIC GROWTH
M
92
92
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Remuneration Report
Other Information
← = Q
Financial Performance
16,060 million
After contracting significantly in 2020, Japan's economy re-
covered slightly during the first half of 2021. Despite exten-
sive stimulus packages, however, the second half of the year
saw a drop in economic output, with the year-on-year growth
rate finishing at 1.8%.
AT A GLANCE
30
Comments on the
91
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Performance
Currency markets and international interest rate
environment
FINANCIAL PERFORMANCE
General and Sector-Specific Environment
95
Overall Assessment by Management of the
Financial Year
96
Comparison of Forecasts with Actual
117
Course of Business
109
Value Added Statement
107
Net Assets Position of the BMW Group
Financial Statements of BMW AG
105
103
Financial Position of the BMW Group
101
Earnings Performance of the BMW Group
98
Outcomes
Refinancing
91
Supply chain bottlenecks, capacity constraints and higher
energy prices caused inflation to rise in the world's major
economies in 2021. Towards the end of the year, a number of
central banks announced their intention to modify their pre-
vious highly expansionary monetary policies.
Index: December 2016 = 100
2017
50
100
50
150
200
Index: January 2016 = 100
STEEL PRICE TREND
Cobalt
― Palladium
Silver
2018
-Lithium hydroxide ---Lithium carbonate
2021
2020
2019
2018
2017
0
45
90
90
135
135
2022
2019
2020
2021
40
50
60
60
70
10
80
90
90
100
Price per barrel of Brent Crude
OIL PRICE TREND
Whereas in the previous year, oil markets had seen negative
prices for a brief period in the wake of the coronavirus pan-
demic, crude oil prices rose massively in 2021. WTI-grade oil
was temporarily quoted at over 84 US dollars per barrel and
Brent crude at over 86 US dollars per barrel, both reaching
their highest level in seven years. Prices fell again slightly
towards the end of 2021, but were still well above prior-year
levels.
Financial Performance
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
94
Source: Working Group for the Iron and Metal Processing Industry.
2022
180
EXCHANGE RATES COMPARED TO THE EURO
225
315
2019
2018
2017
50
50
60
70
60
80
As in the previous year, the currencies of major emerging
markets weakened again in 2021 due to the impact of the
coronavirus pandemic. While the average value of the Indian
rupee fell by around 3% against the euro, the Russian rou-
ble depreciated by 5% and the Brazilian real by as much as
8% on average against the euro.
The average exchange rate of the Japanese yen was 130 to
the euro during the year under report.
2020
In China, the rapid recovery of the domestic economy and
the sharp growth in exports in 2021 led to a continuous ap-
preciation of the Chinese renminbi. On average over the year,
the Chinese currency traded at 7.63 renminbi to the euro.
Bucking the international trend, the Chinese central bank
lowered the reserve requirement ratio for most banks by 50
basis points at the end of 2021, thereby easing its monetary
policy in order to shore up the economy.
The bandwidth of fluctuation in the US dollar/euro exchange
rate was slightly narrower in 2021 than in the previous year.
The US currency fluctuated between 1.23 and 1.12 US dollars
to the euro and weakened somewhat compared to the previ-
ous year with an average rate of 1.18 US dollars to the euro in
2021. Both the European Central Bank (ECB) and the US
Federal Reserve (Fed) left their benchmark interest rates
unchanged. Towards the end of the year, however, they
announced that bond purchases would be curtailed.
90
06
100
00
110
120
30
130
140
150
Post-Brexit, the British pound remains fairly close to the
lower value it fell to after the 2016 referendum. However, at
an average rate of 0.86 pounds to the euro, the British cur-
rency was slightly stronger than in previous years. In re-
sponse to the high inflation rate, the Bank of England (BoE)
raised the official bank rate by 15 basis points to 25 basis
points in December 2021.
2021
Russian rouble --- US dollar
Japanese yen
360
405
450
Index: December 2016 = 100
DEVELOPMENT OF METALS PRICES
Prices of raw materials for batteries, however, rose signifi-
cantly, mainly due to the growing demand for electric ve-
hicles. Quoted prices for cobalt, for example, were up almost
twofold compared to the low for the year recorded one year
earlier. Similarly, the average price of lithium almost doubled
year-on-year.
rhodium and palladium. Lower demand from the automotive
industry also had a dampening effect on prices.
Prices for precious and non-ferrous metals also followed a
similar trend. After rising sharply through to mid-2021, prices
fell again during the second half of the year, particularly for
The year 2021 was marked by a pronounced shortage of raw
materials, with demand outstripping supply for nearly all
commodities. Average prices for steel and aluminium rough-
ly doubled year-on-year, but fell again slightly towards the
end of the 12-month period.
Energy and raw materials prices
Financial Performance
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
93
Source: Reuters
2022
Source: Reuters
Chinese renminbi
- British pound
270
FINANCIAL PERFORMANCE
between 8 and 10
significant increase
0
9.1
5.3
14.4
Pre-tax return on sales¹
6.1
13.7
19.8
Gross profit margin³
%-points
Post-tax return on sales²
2020
in %
Change in
5.75
18.79
Earnings per share of preferred stock in €
5.73
18.77
Earnings per share of common stock in €
3,857
2021
12,463
11.2
7.3
Manufacturing costs
in € million
Financial Performance
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
3.9
BMW Group Report 2021
BMW GROUP COST OF SALES
"Income taxes as a percentage of Group revenues.
3 Gross profit as a percentage of Group revenues.
² Group net profit as a percentage of Group revenues.
1 Group profit before tax as a percentage of Group revenues.
- 3.7
26.1
22.4
Effective tax rate4
99
2021
Net profit
-3,597
-9,233
Selling and administrative expenses
32.1
32.5
Asia
61.9
13,582
21,986
44.3
- 8,795
42.4
- 4.5
- 85,408
-89,253
2020
2021
in %
BMW GROUP REVENUES BY REGION
Change in %
12.4
2020
98,990
Europe
- 1,365
- 5.0
22.8
5,222
16,060
392
2,660
Income taxes
Profit/loss before tax
Financial result
100.0
100.0
Americas
Group
13,400
Profit before financial result
2.2
2.3
Other regions
43
647
Other operating income and expenses
21.4
4,830
2020
51,361
46,878
6,279
6,870
2020
2021
Other financial result benefited in 2021 from the continued
favourable fair value development of interest rate hedges re-
sulting from the rise in yield curves in the USA, whereas in
the previous year the downward trend in interest rates gave
The financial result improved significantly to a net positive
amount of € 2,660 million (2020: net positive amount of
€ 392 million), influenced in particular by improvements in
the line items "Other financial result” and “Result from equity
accounted investments".
As a result of the various factors described above, profit
before financial result jumped to € 13,400 million (2020:
€ 4,830 million).
Research and development expenses
Amortisation
-2,506
New expenditure for capitalised development costs
in € million
BMW GROUP RESEARCH AND DEVELOPMENT EXPENSES
The net amount of other operating income and expenses im-
proved significantly, primarily due to the income arising on
the partial reversal of the provision relating to the antitrust
proceedings of the EU Commission, which was recorded in
the second quarter 2021.
A substantial part of research and development expenditure
in 2021 related to new vehicle models (including the all-elec-
tric BMW iX and BMW i4 models and the new BMW 2 Series
Active Tourer) as well as the development of digital products,
automated driving and new architectures. The year-on-year
rise in research and development expenses clearly reflects
the increase in vehicle and module production start-up activ-
ities as the BMW Group continues its electric offensive.
Financial Performance
← = Q
Other Information
Remuneration Report
Corporate Governance
Research and development expenditure
Group Financial Statements
-2,300
1,710
-0.1
36.6
36.5
Change in
%-pts.
-0.1
6.3
6.2
2020
2021
² Capitalised development costs as a percentage of research and development expenditure.
1,935
1 Research and development expenditure as a percentage of Group revenues.
in %
BMW GROUP PERFORMANCE INDICATORS RELATING TO RESEARCH AND DEVELOPMENT EXPENSES
The size of the workforce decreased slightly to 118,909 em-
ployees year-on-year and was therefore in line with expect-
ations (2020: 120,726 employees; -1.5%).
Income tax expense for the year increased to € 3,597 million
(2020: € 1,365 million), mainly due to the significant year-
on-year improvement in Group profit before tax. The effec-
tive tax rate for the 12-month period was 22.4% (2020:
26.1%), reflecting the partial reversal in 2021 of the risk pro-
vision in connection with the antitrust proceedings of the EU
Commission as well as the impact of fair value measurement
gains within other financial result.
As forecast most recently in the Quarterly Statement to
30 September 2021, Group profit before tax of € 16,060 mil-
lion was significantly higher than one year earlier (2020:
€ 5,222 million) and therefore in line with expectations.
The increased at-equity result from the Chinese joint venture
BMW Brilliance Automotive Ltd., Shenyang, amounting to
€ 1,727 million (2020: € 1,212 million) was another key driver
of the improved financial result.
rise to fair value measurement losses on interest rate hedges.
Other financial result was additionally impacted by positive
valuation effects, primarily arising on investments held by
the BMW i Ventures fund and on the investment in SGL
Carbon shares.
5,689
6,299
Research and development expenditure ratio¹
Capitalisation rate²
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
12.8
1,411
1,591
13.2
1,710
1,935
thereof amortisation of capitalised development costs
Service contracts, telematics and roadside assistance
10.7
5,689
Warranty expenses
6,299
- 16.2
1,960
1,643
thereof interest expense relating to financial services business
-2.6
27,114
26,409
Cost of sales relating to financial services business
Change in %
9.6
Research and development expenses
Other cost of sales
Cost of sales
2,192
100
= Q
↑
Further information is provided in note 32 to the Group Financial Statements.
The reduced workforce size and changeover effects resulting
from the modernisation of the pension plan model in Germa-
ny amounting to € 562 million had a positive impact on cost
of sales and selling and administrative expenses, while higher
expenses for performance-related remuneration components
had an offsetting effect. Depreciation and amortisation on
property, plant and equipment and intangible assets recorded
in cost of sales and in selling and administrative expenses to-
talled € 6,495 million (2020: € 6,143 million).
In the previous year, warranty expenses were impacted by
the recognition of provisions in connection with the exhaust
gas recirculation cooler and other warranty-related items.
Other factors influencing the increase were volume-related
cost of sales for lease returns, rising raw materials and energy
prices, and the higher proportion of electrified vehicles sold.
Furthermore, reversals of and lower additions to credit risk al-
lowances as well as the remarketing result arising on the sale
of lease returns had a positive impact on cost of sales.
Group cost of sales rose to € 89,253 million (2020: € 85,408 mil-
lion; +4.5%), mainly due to sales volume growth.
also higher in 2021, whereby the increase was held down by
production shortfalls due to supply bottlenecks for semicon-
ductor components. However, this unfavourable impact was
more than offset by improved pricing, due to both the grow-
ing desire for individual mobility on the one hand and the
reduced worldwide availability of products triggered by those
same semiconductor component shortages on the other. In
addition, revenues were also boosted by favourable product
mix effects due to increased sales of high-revenue models.
The semiconductor scarcity was also reflected in higher sell-
ing prices on pre-owned vehicle markets, which in turn gave
rise to higher revenues from the sale of lease returns.
Group revenues were significantly higher in the financial year
2021, reflecting the impact of coronavirus-related dealership
closures in the previous 12-month period (2021: € 111,239 mil-
lion; 2020: € 98,990 million; + 12.4%). Sales volume was
Increase in Group net profit in 2021
In the Half-Year Report to 30 June 2021, information was
provided on the conclusion of the EU Commission's antitrust
proceedings in connection with allegations of colluding to
restrict competition for innovation with regard to certain ex-
haust treatment systems. In accordance with the updated
Statement of Objections received on 20 May 2021, the EU
Commission dropped most of the original charges. Remeas-
urement of the provision originally recognised in the financial
year 2019 gave rise to a positive impact on earnings of
around one billion euros in the second quarter 2021. The pro-
ceedings were concluded by settlement on 8 July 2021 and
resulted in a fine of approximately € 373 million, which was
paid in July 2021. Further information, in particular relating to
further antitrust proceedings and civil lawsuits, is provided in
note 38 to the Group Financial Statements 2021.
Antitrust investigation concluded
4.5
85,408
89,253
4.2
1,345
1,401
-26.2
2,971
111,239
2021
Gross profit
Cost of sales
OVERALL ASSESSMENT
+14
Total
+44
thereof China
+31
Asia
+32
+ 15
BY MANAGEMENT OF THE
+19
+22
thereof Brazil
thereof USA
Americas
thereof Spain
thereof Italy
thereof France
+10
- 12
+ 11
+7
FINANCIAL YEAR
96
Detailed information on the BMW Group's key performance
indicators is provided below in conjunction with the analysis
of the Group's results of operations, financial position and
net assets. Changes in the key performance indicators used
for the Automotive, Motorcycles and Financial Services
segments are explained in the respective sections on the
segments.
The following table shows the development of key per-
formance indicators for the BMW Group as a whole as well as
for the Automotive, Motorcycles and Financial Services seg-
ments in the financial year 2021 compared to the forecasts
made in the BMW Group Report 2020. Favourable selling
price trends for new and pre-owned vehicles as well as the
partial reversal of the provision for the EU antitrust proceed-
ings resulted in the EBIT margin forecast for the Automotive
segment being adjusted during the year. Due to lower risk
provisioning expense recognised for expected residual value
and credit risks, higher profits on the resale of lease returns
and the reversal of credit risk allowances, the BMW Group
also adjusted its forecast for the return on equity (ROE) range.
The changes are shown below.
COMPARISON OF FORE-
CASTS WITH ACTUAL
OUTCOMES
outcome in 2021
Actual
during the year
in 2020 Group Report
Forecast revision
Forecast for 2021
Despite the global challenges driven by semiconductor com-
ponent supply shortages and the impact of the coronavirus
pandemic, the BMW Group can be satisfied with the course
of business in the financial year 2021.
BMW GROUP: COMPARISON OF THE FORECASTS FOR 2021 WITH ACTUAL OUTCOMES IN 2021
Financial Performance
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
The BMW Group's results of operations, financial position
and net assets are indicative of its solid financial condition.
Business developed in line with management expectations.
This assessment also takes into account events after the
end of the reporting period.
Change compared to
previous year in %
thereof Germany
Europe
International automobile markets
International automobile markets recovered slightly overall
in 2021, despite the continuing supply bottlenecks reported
in many markets. Registration figures for passenger cars and
light commercial vehicles worldwide edged up by 1% to 73.4
million units.
Financial Performance
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
INTERNATIONAL AUTOMOBILE MARKETS
BMW Group Report 2021
Source: Reuters
Price in euros
- Price in US dollars
2022
2021
2020
2019
2018
2017
95
Europe
thereof Germany
thereof France
+1
-3
+3
+3 INTERNATIONAL MOTORCYCLE MARKETS
Total
Japan
China
USA
COOPER
Registration figures on international motorcycle markets
developed as follows in the year under report:
The trend on international motorcycle markets in the 250 CC
plus class was predominantly positive in 2021. Worldwide,
motorcycle registrations were 14% up on one year earlier,
when pandemic-related factors had caused the markets to
contract. Markets in Europe also showed an upward trend,
with registrations up by 7% year-on-year. Among the major
motorcycle markets, positive contributions to the region's re-
covery came from Italy (+22%), Spain (+11%) and France
(+10%). By contrast, registration figures in Germany fell
sharply (-12%). Registrations in the USA rose by 15% year-
on-year. The Brazilian market also performed extremely well,
with registrations up by 32% after a decline one year earlier.
China recorded the biggest increase with growth of 44%.
International motorcycle markets
+1
+1
+6
+1
-10
Change compared to
previous year in %
-2
thereof United Kingdom (UK)
thereof Spain
thereof Italy
GROUP
10
Profit before tax
Share of women in management
positions in the BMW Group
Retail vehicle delivery data*
Financial Performance
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
In 2020, BMW Group reviewed and revised its policies and
procedures for the reporting of retail vehicle delivery data for
automobiles in order to further improve the reliability and
validity of its retail vehicle delivery data, in particular with re-
spect to the timing of the recognition of retail vehicle deliver-
ies (the Revised Reporting Process). BMW Group has ap-
plied the Revised Reporting Process to all markets with
effect from the year 2020. While BMW Group revised retail
vehicle delivery data for certain of its most significant mar-
kets for the years 2016 through 2019 presented in this report,
such data were not revised for BMW Group's other markets.
As a result, retail vehicle delivery data presented in this re-
port for the years 2016 through 2019 is not directly compar-
able to such data presented for the years 2020 and 2021.
Specifically, the retail vehicle delivery data for automobiles
presented in this report have been revised as follows:
BMW Group Report 2021
6 Unlike the other key performance indicators, the RoCE forecast for the Automotive and Motorcycles segments is based on the change in percentage points. Glossary
5 Due to the expansion of the reporting scope during the year under report, the comparative figure (in 2020 before the adjustment: 0.31 tonnes) was revised to 0.35 tonnes.
"For better comparability of the previous year's values with the current year under report, the 2020 NEDC figures were converted to WLTP, making adjustments for applicable flexibilities specifically from
99 g CO2/km according to NEDC (including 5 g CO2/km phase-in, 7.5 g CO2/km supercredits and 2.4 g CO2/km eco-innovations) to 135 g CO2/km according to WLTP (excluding flexibilities). In 2020, a phase-in
scheme and the awarding of supercredits were possible. In 2021, these two exemptions were no longer available for the BMW Group.
1 Including automobiles from the joint venture BMW Brilliance Automotive Ltd. Shenyang (2021: 651,236 units).
2 EU-27 countries including Norway and Iceland; with effect from 2021, values are calculated on a converted basis in line with WLTP (Worldwide Harmonised Light Vehicles Test Procedure).
3 Efficiency indicator calculated on the basis of Scope 1 and Scope 2 emissions (i. e. a market-based method according to GHG Protocol Scope 2 guidance; mainly use of VDA emission factors as well as occasional use of local emis-
sions factors). This excludes climate-changing gases (other than carbon dioxide) that are emitted in conjunction with vehicle production (BMW Group plants incl. BMW Brilliance Automotive Ltd. joint venture and Motorrad, excluding
partner plant and contract manufacturing) as well as other BMW Group locations not assigned to manufacturing (e.g. research centres, sales centres, office buildings) divided by the number of vehicles generated in automobile
production (BMW Group plants including the BMW Brilliance Automotive Ltd. joint venture and partner plants, excluding contract manufacturing).
22.6 (+11.4%-points)
%
Q2: between 17 and 20
Q3: between 20 and 23
between 12 and 15
35.9 (+20.9 %-points)
significant increase
97
%
When presenting total retail vehicle delivery data for auto-
mobiles other than model-by-model data, data relating to
the years 2016 through 2019 for BMW Group's 16 most sig-
nificant markets were adjusted to reflect the Revised Report-
ing Process. In the years 2016 through 2019, these 16 mar-
kets represented on average approximately 87% of
BMW Group's total retail deliveries of automobiles. For each
of the years 2016 through 2019, these revisions amounted to
less than 1% of BMW Group's total retail deliveries of
automobiles.
The preparation of BMW Group's retail vehicle delivery data
involves a variety of estimates and judgments, some of
which are complex and all of which are inherently subjective,
and is subject to other uncertainties. In addition, as
BMW Group continues to enhance its policies and proce-
dures regarding retail vehicle delivery data, it may not always
be practicable for BMW Group to adjust prior-period data
(and any such adjustments would be of a de minimis nature
without any material impact on the comparability of periods).
Examples of the foregoing include:
Revenues
in € million
Group revenues by region were as follows:
BMW GROUP CONDENSED INCOME STATEMENT
EARNINGS PERFORMANCE OF THE BMW GROUP
Financial Performance
← = Q
Other Information
Remuneration Report
The retail vehicle delivery data for automobiles for
BMW Group's other markets have not been adjusted for any
period prior to 2020, nor have any retail vehicle delivery data
for motorcycles been adjusted for any period prior to 2020.
BMW Group believes the impact on BMW Group's retail ve-
hicle delivery data presented in this report of such data not
having been adjusted to reflect the Revised Reporting Pro-
cess to be immaterial.
Corporate Governance
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
98
* See Glossary for the definition of deliveries.
Retail vehicle deliveries during a given reporting period do
not correlate directly to the revenue that BMW Group recog-
nizes in respect of such reporting period.
Retail vehicle delivery data for periods prior to 2020 in-
clude an immaterial number of pre-series vehicles that
were never intended to be sold to end users (such as ve-
hicles for use by government agencies in connection with
safety evaluations (e.g., crash tests) or for other tests).
The definition of deliveries includes vehicles delivered in
the United States and Canada if the relevant dealers des-
ignate such vehicles as service loaner vehicles or demon-
strator vehicles.
The vast majority of deliveries of vehicles are carried out
by independent dealerships or other third parties, and
BMW Group is reliant on such third parties to correctly re-
port relevant data to BMW Group.
Group Financial Statements
8.3 (+3.8 %-points)
%
significant increase
significant increase
Q2: between 7 and 9
Q3: between 9.5 and 10.5
between 6 and 8
Return on capital employed (ROCE]6
FINANCIAL SERVICES SEGMENT
Return on equity (ROE)
EBIT margin
MOTORCYCLES SEGMENT
Deliveries to customers
Return on capital employed (RoCE) 6
EBIT margin
moderate decrease
€ million
CO2 emissions per vehicle produced³
Emissions new vehicle fleet²
significant increase
Share of electrified vehicles in deliveries
solid increase
slight increase
slight decrease
significant increase
Deliveries to customers'
AUTOMOTIVE SEGMENT
significant decrease
16,060 (+207.5 %)
significant increase
118,909 (-1.5%)
194,261 (+14.8%]
units
Q2: significant increase
solid increase
significant increase
59.9 (+47.2 %-points)
%
10.3 (+7.6 %-points)
%
0.33 (-5.7%) 5
moderate decrease
13.0 (+ 56.6%)
significant increase
115.9 (-14.1 %)4
significant decrease
solid increase
2,521,514 (+8.4%)
in tons
in g/km
%
units
solid increase
18.8 (+ 5.6%)
%
slight decrease
Workforce at year-end
20
6.0
101
intangible and investment assets
11,758
10.1
11,976
11.9
- 1.8
Net value added
Depreciation and amortisation of total tangible,
30,315
19,459
19.3
55.8
ALLOCATION
Employees
12,286
40.5
26.2
12,244
33.8
31,435
52.1
14.9
Other expenses
Bought-in costs
13,599
11.8
16,766
16.7
31.3
- 18.9
63.7
69,121
68.8
6.7
Gross value added
42,073
36.3
73,772
52,355
63.0
Providers of finance
81
0.3
82
0.4
- 1.2
Net value added
30,315
Minority interest
100.0
100.0
55.8
* Cost of materials comprises all primary material costs incurred for vehicle production plus ancillary material costs (such as customs duties, insurance premiums and freight).
108
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
19,459
0.3
13.0
28.2
1,808
2,129
10.9
- 15.1
Government / public sector
3,758
12.4
2,522
1,229
Shareholders
3,827
12.6
1,253
6.4
Group
8,555
6.3
51.9
60,173
15.2
32.7
28.4
4.3
41.5
37.0
4.5
Financial Services segment
Change in
%-points
11.3
0.8
1 Equity capital as a percentage of the balance sheet total, respectively.
2 Further information is provided in note 32 to the Group Financial Statements.
107
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
10.5
Group Financial Statements
31. 12. 2020
Automotive segment
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Performance
31.12.2021
with retail customers during the financial year 2021. The
number of contracts in place with dealerships and retail cus-
tomers fell by 2.6% to 3,929,583 contracts.
Group equity rose to € 75,132 million, driven primarily by the
profit of € 12,382 million attributable to shareholders of
BMW AG and reduced by the dividend payout of € 1,253 million.
Adjusted for currency effects, pension obligations decreased
significantly to € 1,247 million, mainly due to actuarial gains
and the positive effects arising from the modernisation of the
pension model in Germany².
Financial liabilities decreased over the 12-month period due
to the repayment of bonds (adjusted for currency effects).
Despite the volatile situation with respect to the further
course of the coronavirus pandemic and the limited avail-
ability of semiconductor components, the BMW Group's re-
sults of operations, financial position and net assets all im-
proved during the financial year 2021.
BMW GROUP EQUITY RATIO1
in %
Group
The earnings-related higher cash holdings of Group com-
panies contributed to the increase in cash and cash
equivalents.
Corporate Governance
Remuneration Report
Other Information
98,990
98.4
12.4
2,904
2.5
650
0.6
96.0
1,702
916
0.9
85.8
115,845
100.0
100,556
100.0
1.5
111,239
Change in %
in %
← = Q
Financial Performance
VALUE ADDED STATEMENT
The value added statement shows the value of work per-
formed by the BMW Group during the financial year, less the
value of work bought in. Depreciation and amortisation, cost
of materials, and other expenses are treated as bought-in
costs in the value added calculation. The allocation state-
ment applies value added to each of the participants in-
volved in the value added process. The bulk of the net value
added benefits the employees. The remaining proportion in
the Group is retained to finance future operations. The gross
value added amount treats depreciation and amortisation as
a component of value added which, in the allocation state-
ment, would be treated as internal financing.
Net value added by the BMW Group rose sharply in 2021 due
to the year-on-year improvement in earnings.
BMW GROUP VALUE ADDED STATEMENT
WORK PERFORMED
Revenues
Financial income
Other income
Total output
Cost of materials *
2021
in € million
2021
in %
2020
in € million
2020
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
BMW brand sets new record
The BMW brand set a new record in 2021, delivering a total
of 2,213,7901 units (2020: 2,028,8411 units; +9.1%). The core
brand's growth was mainly attributable to its youthful, at-
tractive range of models. The BMW X family in particular re-
mained extremely popular. The BMW X3 and BMW X4 model
revisions launched in 2021 made a significant contribution to
the brand's strong overall sales performance. The figure in-
cluded 37,938 units of the new BMW iX33, which means ap-
proximately every tenth BMW X3 vehicle delivered worldwide
was all-electric.
Europe
thereof Germany
thereof UK
Americas
949.1
2017
913.6
1,097.4
266.8
285.0
330.5
310.6
1,101.9
296.5
164.3
1,081.6
163.2
2018
2020
Other
25.8
Italy
China
33.6
2.8
France
3.0
Korea
2019
USA
14.6
UK
6.5
Germany
10.6
BMW GROUP DELIVERIES OF VEHICLES BY REGION AND MARKET 2
in 1,000 units
2021
3.1
233.8
236.8
242.4
595.0
Other markets
52.8
45.4
52.2
59.9
59.3
635.8
Total1
2,325.2
2,537.5
2,486.1
2,465.0
1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2019: 538,612 units; 2018: 455,581 units; 2017: 385,705 units).
2 Retail vehicle delivery data presented for 2020 and 2021 is not directly comparable to such data presented for previous years. For further information on retail vehicle delivery data, please see Comparison of
Forecasts with Actual Outcomes.
37 Consumption and carbon emissions.
2,521.5
724.7
778.4
847.9
451.7
379.7
472.9
457.1
456.1
368.0
307.9
375.7
355.4
358.8
Asia¹
1,067.9
986.5
930.8
871.8
847.7
thereof China¹
as a percentage of sales volume
To Our Stakeholders
BMW GROUP
MARKETS 2021
-
Shareholders
12.6 %
Minority interest
0.3%
109
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Providers of finance
6.0%
Group Financial Statements
Remuneration Report
Other Information
← = Q
Financial Performance
DELIVERIES OF ELECTRIFIED MODELS
2021
2020
Corporate Governance
Change in %
Group
28.2%
sector
← = Q
Financial Performance
BMW GROUP VALUE ADDED 2021
in %
Other expenses
11.8 %
Depreciation and
12.4 %
amortisation
Cost of materials
51.9 %
Net
value added
26.2%
Employees
40.5 %
Government/public
10.1%
BMW Group PHEV
BMW Group BEV
Total
224,460
148,121
4
110
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
ix
Remuneration Report
← = Q
Financial Performance
Sales volume situation in main markets:
new record set in China
Deliveries of BMW, MINI and Rolls-Royce brand vehicles in
Asia rose solidly to a new high of 1,067,9141 units (2020:
986,464 units; +8.3%). The sales figure for China grew by
8.9%, also resulting in a new record level of 847,9351 units
(2020: 778,412¹ units).
Europe saw a slight increase in the number of deliveries to
949,124 units (2020: 913,642 units; +3.9%). In Germany,
however, the impact of the coronavirus pandemic became
even more pronounced at the beginning of 2021, a fact re-
flected in weak sales figures during the early stages of the
year. Over the year as a whole, a total of 266,818 units were
delivered, well down on the previous year (2020: 285,019
units; -6.4%).
In the UK, sales of all three brands totalled 164,344 units
(2020: 163,174 units; +0.7%), marginally up on the previous
year's figure. France and Italy, however, both recorded
double-digit growth rates. Sales in France, for example, rose
to 76,845 units (2020: 69,880 units; +10.0%), while in Italy
the BMW Group delivered a total of 70,224 units (2020:
62,538 units; +12.3%).
Sales also recovered well in the Americas region during the
year under report, with delivery numbers rising to 451,747
units (2020:379,714 units; +19.0%). A total of 368,032 units
were delivered in the USA (2020: 307,876 units; +19.5%).
Other Information
47 Consumption and carbon emissions.
3 Includes the joint venture BMW Brilliance Automotive Ltd., Shenyang.
² See 7 Glossary for definition of deliveries.
51.5
103,854
44,541
133.2
328,314
192,662
70.4
COURSE OF BUSINESS
Automotive segment
BMW Group retains leadership in premium segment
Despite global challenges such as semiconductor component
supply issues and the impact of the coronavirus pandemic,
the BMW Group can be satisfied with the positive course of
business in the financial year 2021. Driven by brisk demand
and an attractive product range, automobile deliveries grew
by a solid 8.4% to a total of 2,521,514¹ BMW, MINI and Rolls-
Royce brand vehicles (2020: 2,325,1791 units), enabling the
BMW Group to extend its lead in the premium segment.
Deliveries² of BMW brand vehicles grew by 9.1% to 2,213,7901
units (2020: 2,028,8411 units). MINI also recorded an in-
crease, with deliveries rising to 302,138 units (2020: 292,582
units; +3.3%). Rolls-Royce Motor Cars delivered a total of
5,586 units (2020: 3,756 units; +48.7%), the highest figure
recorded for the luxury marque to date.
Deliveries of electrified vehicles at record level
Electric mobility continues to gain in significance for the en-
tire sector and is a key driver of sales volume growth for the
BMW Group. The trend is reflected in the sharp rise in the
sale of electrified models offered by the BMW and MINI
brands.
With a total of 328,3143 units, deliveries jumped sharply by
70.4% in the year under report (2020: 192,662³ units). De-
mand was particularly strong for the Group's all-electric
models and delivery figures more than doubled year-on-year
to 103,8543 units (2020: 44,5413 units; +133.2%). Their
share of total delveries was 4.1% (2020: 1.9%) in the year
under report. Two additional all-electric models, the BMW iX4
and the BMW i44, went on sale towards the end of 2021, both
of which have been highly acclaimed in the trade press. By
the end of the period under report, the BMW Group had a
total of 14 electrified models on the roads. In 2022, the prod-
uct range will be expanded to include the all-electric BMW i7
luxury sedan and the BMW iX1. The increased share of deliv-
eries accounted for by electrified vehicles and the rigorous
use of Efficient Dynamics technologies enabled further pro-
gress to be made in decarbonising fleet emissions. Further
information is provided in the chapter 7 Carbon emissions and pol-
lutants.
in units
1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang
(2021: 651,236 units; 2020: 602,247 units).
LARGEST AUTOMOBILE
BMW Group Report 2021
thereof USA
2 Further information is provided in note 4 to the Group Financial Statements.
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
BMW Group Report 2021
Financial Performance
CASH FLOWS FINANCIAL SERVICES SEGMENT
in € million
Cash inflow (+)/outflow (-) from operating activities
Cash inflow (+)/ outflow (-) from investing activities
Cash inflow (+)/ outflow (-) from financing activities
Effects of exchange rate and changes in composition of segment
Change in cash and cash equivalents
2021
Cash and cash equivalents held by the Financial Services
segment changed as follows:
2020
103
3,900
8
Intragroup net financing
9,111
7,996
1,115
Financial assets
24,887
*Excluding derivative financial instruments.
21,277
Less: external financial liabilities*
-2,525
-2,815
290
Net financial assets Automotive segment
22,362
18,462
3,610
Change
3,259
2,762
104
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
In 2021, the BMW Group issued bonds totalling approxi-
mately € 6.9 billion. The BMW Group refinanced itself by
means of 144A transactions with a total volume of 4.5 billion
US dollar on the US capital market and by means so-called
Panda bonds with a volume of 9.5 billion Chinese renminbi
on the Chinese capital market. Activities on international
capital markets were rounded off by one euro benchmark
Other Information
Financial Performance
bond amounting to € 1.5 billion and a bond denominated in
Canadian dollars with a total value of 0.5 billion Canadian
dollar. ABS transactions with a total financing volume equiv-
alent to € 15.1 billion were executed in 2021, including both
new and rolled-over ABS transactions. During the year under
report, the BMW Group was party to ABS transactions in the
following markets: Australia, Canada, China, France, Germa-
ny, Japan, South Africa, South Korea, Switzerland, the USA
and the UK.
The following table provides an overview of amounts utilised
at 31 December 2021 in connection with the BMW Group's
money and capital market programmes:
The BMW Group also has access to a syndicated credit line,
which was renegotiated in July 2017. The syndicated credit
line of € 8 billion has a term ending in July 2024 and is being
made available by a consortium of 44 international banks.
The credit line was not being utilised at 31 December 2021.
Further information with respect to financial liabilities is
provided in notes 31, 35 and 39 to the Group Financial
Statements.
Programmes
in € billion
← = Q
Focused capital market management, good ratings and the
high level of acceptance enjoyed by the BMW Group on
those markets enabled it to refinance itself on the world's
debt capital markets at favourable conditions during the
period under report. In addition to bonds, the BMW Group
also issued commercial paper in 2021. As in previous years,
all issues were in high demand, not only from institutional
investors, but also from private investors in selected transac-
tions. Moreover, retail customer and dealership financing
receivables as well as rights and obligations from leasing
contracts are securitised in the form of asset-backed secur-
ities (ABS) financing arrangements. Specific banking instru-
ments, such as the customer deposits used by the Group's
own banks in Germany and the USA, are also deployed for
financing purposes. In addition, loans are taken from inter-
national banks.
Financing measures undertaken at corporate level ensure
access to liquidity for the Group's operating subsidiaries at
standard market conditions and consistent credit terms.
Funds are acquired in line with a target liability structure,
comprising a balanced mix of financing instruments. The use
of longer-term instruments to refinance the Group's Finan-
cial Services business and the maintenance of a sufficiently
high liquidity reserve serves to rule out any imminent liqui-
dity risk for the portfolio. This conservative financial ap-
proach also has a favourable effect on the Group's rating.
Further information is provided in the section "Liquidity
risks" within the chapter 7 Outlook, Risk and Opportunity Management.
3. Focus on value through the optimisation of financing
costs
497
74
424
- 350
-2,629
- 2,508
-121
-96
110
608
788
- 206
- 180
The main factor driving up net cash inflow from operating
activities was the increase in segment profit before tax. Fur-
thermore, a reduction in dealership inventories and the as-
sociated reduction in receivables from sales financing, pri-
marily dealership financing, had a positive effect, while the
increase in retail customer financing had an offsetting im-
pact. The decrease in inventories as a consequence of strong
demand for lease returns also had a positive impact. The
change in the net cash inflow from investing activities was
attributable to the combined effect of higher outflows for in-
vestments in and lower inflows from sales of marketable
securities.
REFINANCING
A broad range of instruments on international money and
capital markets is used to refinance worldwide operations.
Funds raised are used almost exclusively to refinance the
BMW Group's Financial Services business. The overall ob-
jective of Group financing is to ensure the solvency of the
BMW Group at all times, focusing on three areas:
1. The ability to act through permanent access to stra-
tegically important capital markets
2. Autonomy through the diversification of refinancing in-
struments and investors
3,759
Programme volume
3,767
2,487
15,903
13,251
2,652
-6,389
-3,636
- 2,753
Cash inflow (+)/ outflow (-) from financing activities
Change
-6,735
1,519
Effects of exchange rate and changes in composition of Group
-307
140
-447
Change in cash and cash equivalents
2,472
- 8,254
1,501
2020
in € million
106
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Financial Performance
Group Financial Statements
Corporate Governance
Remuneration Report
Cash inflow (+)/ outflow (-) from operating activities
Cash inflow (+)/outflow (-) from investing activities
Other Information
FINANCIAL POSITION OF
THE BMW GROUP
The consolidated cash flow statements for the Group and
the Automotive and Financial Services segments show the
sources and applications of cash flows for the financial years
2021 and 2020, classified according to operating, investing
and financing activities. Cash and cash equivalents in the
cash flow statements correspond to the amounts disclosed
in the balance sheet.
Cash flows from operating activities are determined indirect-
ly, starting with Group/segment profit before tax. By con-
trast, cash flows from investing and financing activities are
based on actual payments and receipts.
The main factors driving the higher net cash inflow from op-
erating activities were the Group's improved profit before tax
on the one hand and the overall change in working capital on
the other. Within working capital, the rise in trade payables
due to higher production volumes had a favourable effect,
while the increase in inventories in the Automotive segment
- partially compensated by a decrease in inventories in the
Financial Services segment - had an offsetting effect. Within
receivables from sales financing, amounts due from retail
customers went up on the back of higher business volumes.
On the other hand, receivables from dealership financing fell
in light of brisk demand and short standing times for ve-
hicles, and therefore had an offsetting effect. The decrease
in provisions mainly reflected the partial reversal in 2021 of
the risk provision in connection with the antitrust proceed-
ings of the EU Commission.
Substantial investments in property, plant and equipment
and intangible assets, in particular for the launch of new ve-
hicle models, resulted in a higher net cash outflow from in-
vesting activities. In the previous year, proceeds from the
sale of marketable securities and the receipt of a dividend
from BMW Brilliance Automotive Ltd., Shenyang, also had a
positive effect on the net cash flow from investing activities.
The change in the net cash outflow from financing activities
mainly reflected the higher level of financial liabilities pay-
able to BMW Group companies in which an investment is
held as well as the lower dividend paid out for the 2020 pan-
demic year.
BMW GROUP CASH FLOWS
← = Q
971
102
BMW Group Report 2021
-21
6,354
- 850
829
3,395
2,959
The Automotive segment generated free cash flow amount-
ing to € 6,354 million in 2021. The main factor influencing the
increase in the net cash inflow from operating activities was
the year-on-year improvement in profit before tax. Within
working capital, the positive impact of higher trade payables
was partially offset by the increase in inventories resulting
from production adjustments caused by semiconductor sup-
ply bottlenecks. The increase in the net cash outflow from
investing activities was mainly attributable to the changes
described in the Group Cash Flow Statement.
Change
4,405
-2,275
In the Automotive segment, net financial assets comprised
the following:
in € million
31.12.2021
31.12.2020
Change
Cash and cash equivalents
12,009
9,522
NET FINANCIAL ASSETS AUTOMOTIVE SEGMENT
- 3,933
-6,208
8,178
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Performance
Free cash flow for the Automotive segment was as follows:
FREE CASH FLOW AUTOMOTIVE SEGMENT
in € million
Cash inflow (+)/outflow (-) from operating activities
Cash inflow (+)/ outflow (-) from investing activities
Adjustment for net investment in marketable securities and investment funds
Free cash flow Automotive segment
2021
2020
12,583
Marketable securities and investment funds
Amount utilised*
2021
50.0
7.0
100.0
Proportion of
balance sheet
total in % 2021
1.0
Adjusted for currency effects, the BMW Group's balance
sheet total was slightly higher than at 31 December 2020.
Including currency effects from the US dollar, the British
pound and the Chinese Renminbi, amongst others, the bal-
ance sheet total grew solidly compared to the previous year².
Adjusted for currency effects, property, plant and equipment
and intangible assets all went up year-on-year, driven by higher
capital expenditure, particularly in connection with the electrifi-
cation of the vehicle fleet as well as new model revisions.
Based on constant currencies, leased products were slightly
highly than one year earlier. Although the contract portfolio
under management was at a similar level compared to the
previous year, leased products in the balance sheet grew as
a consequence of volume growth as well as the higher aver-
age financing volume per vehicle, the latter brought about by
an improved product mix.
Investments accounted for using the equity method (adjust-
ed for currency effects) increased significantly over the
12-month period under report, mainly driven by the rise in the
BMW Group's at-equity valuation of the Chinese joint ven-
ture BMW Brilliance Automotive Ltd., Shenyang, in light of
that entity's higher earnings and the fact that it did not pay
out a dividend during the financial year 2021.
2.6
Receivables from sales financing (adjusted for currency ef-
fects] went down slightly compared to 31 December 2020,
primarily due to the decrease in dealership financing, mainly
in the USA, Germany, the UK and France. The currency-ad-
justed decrease in dealership financing receivables was par-
tially offset by rising retail customer financing. Overall, how-
ever, receivables from sales financing grew slightly. A total of
1,334,853 new credit financing contracts were concluded
Equity
75,132
61,520
22.1
18.3
32.7
Pension provisions
EQUITY AND LIABILITIES
1,247
5.9
229,527
14,896
6.9
4.0
6.9
Trade receivables
2,261
2,298
216,658
- 1.6
1.0
Cash and cash equivalents
16,009
13,537
18.3
16.2
Total assets
- 4.5
3,693
-66.2
- 66.5
26.5
24.4
4.8
Other liabilities
22,420
5.8
1.3
8,644
9.8
229,527
216,658
5.9
2.6
100.0
Euro Medium Term Notes
1 The adjustment for exchange rate factors is calculated by applying the relevant current exchange rates to the prior-year figures.
Total equity and liabilities
10,932
Trade payables
45.1
0.5
Other provisions
13,954
13,982
-0.2
-2.5
6.1
Deferred and current tax
2,379
1,256
89.4
86.0
Financial liabilities
103,463
106,376
-2.7
-6.0
15,928
Inventories
21,187
-3.0
in € million
2021
2020
Change in %
Currency-adjusted
change in %1
ASSETS
Intangible assets
BMW GROUP CONDENSED BALANCE SHEET AT 31 DECEMBER
12,980
5.2
4.9
Property, plant and equipment
22,390
21,850
2.5
0.7
12,342
Leased products
NET ASSETS POSITION OF THE BMW GROUP
← = Q
Australian Medium Term Notes
4.4
30.7
1.6
Commercial Paper
13.0
1.4
Financial Performance
* Measured at the exchange rate on the trade date of the respective transaction.
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
105
44,700
The BMW Group continued to deploy robust liquidity-related
measures throughout 2021 to ensure its ability to act flexibly
and independently at all times. Thanks to the combination of
financing measures taken and the high free cash flow gener-
ated during the year, liquidity on hand totalled € 20.2 billion
at 31 December 2021 and was therefore significantly higher
than the previous year's corresponding figure of € 17.8 bil-
lion.
6.4
38.1
Financial assets
7,515
7,752
-3.1
-4.6
-0.8
- 1.0
3.3
3,731
3,065
16.6
1.6
Other assets
10,243
41,995
Deferred and current tax
3.7
21.7
87,417
2.9
84,277
5.7
9.8
19.5
Investments accounted for using the equity
method
5,112
3,585
42.6
42.6
10,326
Other investments
1,241
735
2.2
68.8
61.9
0.5
Receivables from sales financing
Revenues
Cost of sales
Gross profit
2020
75,040
-4,030
11,314
in € million
-2,747
-5,394
1,237
2021
88,526
-72,283
16,243
Selling expenses
- 63,726
BMW AG INCOME STATEMENT
← = Q
Results of operations
At 31 December 2021, BMW AG employed a workforce of
83,308 people (31 December 2020: 84,668 people).
Business environment and review of operations
The general and sector-specific environment of BMW AG is
essentially the same as that of the BMW Group and is de-
scribed in the ▾ Financial Performance section of the Combined
Management Report.
- 3,858
Despite the global challenges driven by semiconductor sup-
ply shortages and the impact of the coronavirus pandemic,
BMW AG can be satisfied with the course of business in the
financial year 2021.
The BMW Group's results of operations, financial position
and net assets of the financial year 2021 are indicative of its
solid financial condition. Business developed in line with
management expectations. This assessment also takes into
account events after the end of the reporting period.
118
BMW AG develops, manufactures and sells automobiles and
motorcycles as well as spare parts and accessories manu-
factured in-house, by foreign subsidiaries and by external
suppliers, and performs services related to these products.
Sales activities are conducted primarily through branches,
subsidiaries, independent dealerships and importers. Bene-
fiting mainly from the diminishing impact of the coronavirus
pandemic, automobile deliveries increased by 187,648 units
to 2,437,591 units in the financial year 2021. This figure in-
cludes 674,995 units relating to series sets supplied to the
joint venture BMW Brilliance Automotive Ltd., Shenyang, an
increase of 76,142 units over the previous year.
BMW Group Report 2021
Combined Management Report
Differences in accounting treatments based on HGB (used
for the Company Financial Statements) and IFRS (used for
the Group Financial Statements) are mainly to be found in
connection with the capitalisation of intangible assets, the
creation of valuation units, the recognition and measure-
ment of financial instruments and provisions as well as the
recognition of deferred tax assets. Differences also arise in
the presentation of assets and liabilities and of items in the
income statement.
Corporate Governance
Remuneration Report
Other Information
Financial Performance
To Our Stakeholders
Group Financial Statements
- 1,083
3,827
-3,243
Financial result
Income taxes
Profit after income tax
Other taxes
Net profit
Transfer to revenue reserves
Result on investments
Unappropriated profit available for distribution
Cost of sales went up by 13.4% to € 72,283 million, mostly
due to sales volume growth.
The key financial performance indicator for BMW AG is the
dividend payout ratio (unappropriated profit of BMW AG in
accordance with HGB in relation to net profit for the year of
the BMW Group in accordance with IFRS). The key non-fi-
nancial performance indicators are essentially identical and
concurrent with those of the BMW Group. These are de-
scribed in detail in the Financial Performance section of the
Combined Management Report.
Gross profit rose by € 4,929 million to € 16,243 million.
3,084
Overall, selling expenses decreased slightly and general ad-
ministrative expenses increased significantly.
A large proportion of the research and development ex-
penses incurred in 2021 are related to new vehicle models
(including the all-electric BMW iX and BMW 14 models and
the new BMW 2 Series Active Tourer) as well as to the devel-
opment of digital products, automated driving and new ar-
Revenues increased by € 13,486 million in 2021, primarily re-
flecting year-on-year sales volume growth. In geographical
terms, the greater part of the increase was generated
in the USA, China and Rest of Europe. Revenues totalled
€ 88,526 million (2020: € 75,040 million), of which Group
internal revenues accounted for € 60,373 million (2020:
€ 49,348 million) or 68.2% (2020: 65.8%).
Other operating expenses
1,253
-449
Research and development expenses
- 6,451
Other operating income
2,199
- 1,460
- 1,250
2,991
-426
- 280
- 1,068
4,927
-214
1,720
-17
4,910
-18
1,702
Administrative expenses
Bayerische Motoren Werke Aktiengesellschaft (BMW AG),
based in Munich, Germany, is the parent company of the
BMW Group. The comments on the BMW Group and the Au-
tomotive segment provided in earlier sections apply to
BMW AG, unless presented differently in the following sec-
tion. The Financial Statements of BMW AG are drawn up in
accordance with the provisions of the German Commercial
Code (HGB) and the relevant supplementary provisions con-
tained in the German Stock Corporation Act (AktG).
in % per region
COMMENTS ON THE
21.2
21.4
20.8
LEASING 20.7
FINANCING
28.9
22.3
29.9
29.7
26.0
0
2017
2018
2019
28.4
2020
46.7
|
49.8
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
chitectures. Research and development expenses rose by
19.6% year-on-year, reflecting the increase in vehicle and
module production start-up activities as the BMW Group
continues its electric offensive.
Group Financial Statements
Corporate Governance
50.5
Remuneration Report
← = Q
Financial Performance
BMW GROUP NEW VEHICLES FINANCED OR
LEASED BY FINANCIAL SERVICES SEGMENT1
in %
52.2
50.1
Other Information
2021
CONTRACT PORTFOLIO RETAIL CUSTOMER FINAN-
CING OF FINANCIAL SERVICES SEGMENT 2021
Asia/Pacific
Other Entities segment/Eliminations
The Other Entities segment recorded a profit before tax of
€ 531 million in the financial year under report (2020: loss
before tax of € 235 million). The turnaround was primarily
attributable to the improvement in other financial result,
which benefited from the recognition of fair value measure-
ment gains on interest rate hedges entered into with match-
ing maturities in conjunction with the refinancing of Financial
Services business in a period of rising rather than falling in-
terest rates.
Eliminations gave rise to a loss before tax of € 257 million
(2020: profit before tax of € 910 million). The deterioration
here reflected the higher volume of leasing-business-related
eliminations required, primarily due to the year-on-year in-
crease in new leasing business, both in terms of sales vol-
ume and contract values.
17
117
BMW Group Report 2021
The RoE in 2021 was therefore in line with the revised fore-
cast of between 20 and 23%. Originally, an RoE within a
range of 12 to 15% was predicted for 2021 in the BMW Group
Report 2020.
To Our Stakeholders
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Performance
Combined Management Report
-
Return on equity (ROE) finished at 22.6%, significantly high-
er than the level recorded one year earlier (2020: 11.2%;
+11.4 percentage points). The main reason for the increase
was the improved risk profile throughout the year
in par-
ticular thanks to better remarketing outcomes and lower ex-
penses for credit risk allowances.
The Financial Services segment's profit before tax rose sig-
nificantly to € 3,753 million (2020: € 1,725 million).
7.8
China
14.2
EU Bank²
18.3
Europe/
Middle East/Africa
35.2
Americas
24.5
Due to adjustments in delivery figures, numbers have been adjusted retroactively,
7 Glossary.
2 With effect from the fourth quarter 2019, the EU Bank comprises BMW Bank
GmbH and its branches in Italy, Spain and Portugal. The former subsidiary in
France was transferred for organisational purposes to the Europe / Middle East/
Africa region in conjunction with strategic realignments.
Under the brand name Alphabet, the Financial Services seg-
ment's fleet management business primarily offers leasing
and financing arrangements as well as specialist services to
commercial customers. At 31 December 2021, the contract
portfolio stood at 696,393 contracts (2020: 704,977 con-
tracts; -1.2%).
Dealership financing significantly lower
The dealership financing line of business was impacted by a
significant reduction in vehicle inventories held by dealer-
ships at the end of the year, mainly due to constraints on
new vehicle production caused by semiconductor shortages
on the one hand and the high demand for new and pre-
owned vehicles on the other. As a result, the volume of deal-
ership financing decreased significantly by 19.0% to € 13,149
million at 31 December 2021 (2020: € 16,241 million).
Results of operations of the Financial Services segment
Financial Services segment revenues increased to
€ 32,867 million (2020: € 30,044 million; +9.4%), driven in
particular by the higher level of revenues generated with
end-of-contract business on the back of ongoing favourable
conditions on pre-owned vehicle markets. Segment cost of
sales went up by € 791 million (2020: € 26,958 million;
+2.9%), mainly due to increased costs associated with the
sale of returned lease vehicles.
At the same time, the remarketing values of those vehicles
also surged, with a corresponding positive impact on earn-
ings. Moreover, segment earnings benefited from the un-
changed low level of allowances required to be recognised
for credit risks. This contrasts with the situation one year ear-
lier, when earnings were impacted by additional risk provi-
sioning expenses for credit and residual value risks in light of
the coronavirus pandemic.
FINANCIAL STATEMENTS
OF BMW AG
Other operating income increased to € 2,199 million (2020:
€ 1,237 million), primarily due to income arising on the partial
reversal of the provision relating to EU Commission antitrust
proceedings.
Prepaid expenses
Income from profit transfer agreements with Group com-
panies, reported in the line item Result on investments, was
similar to one year earlier.
72
73
Liabilities to subsidiaries
24,462
23,404
Surplus of pension and similar plan assets over liabilities
Total assets
4,785
1,086
Other liabilities
462
221
64,705
57,640
Liabilities
1,261
31,456
6,531
39,472
Marketable securities
Cash and cash equivalents
Current assets
3,077
3,336
Provisions
Trade payables
10,417
8,824
6,822
Liabilities to banks
1
101
45,036
10,322
28,511
Deferred income
Total equity and liabilities
In order to secure pension obligations, cash funds totalling
€ 1,081 million were transferred to BMW Trust e. V., Munich,
in conjunction with a Contractual Trust Arrangement (CTA),
to be invested in plan assets. Plan assets are offset against
the related guaranteed obligations. The resulting surplus of
assets over liabilities is reported in the BMW AG balance
sheet on the line item Surplus of pension and similar plan
assets over liabilities.
Provisions for pensions increased from € 229 million to
€ 422 million, after offsetting of pension plan assets against
pension obligations.
Other provisions decreased slightly from € 10,093 million to
€ 9,995 million due to the utilisation and partial reversal of
the provision relating to EU Commission antitrust proceed-
ings. This was mainly offset by additions to personnel-relat-
ed provisions and provisions for statutory and non-statutory
warranty and product guarantee obligations.
Liabilities to subsidiaries increased to € 24,462 million
(2020: € 23,404 million), mainly in connection with intra-
group refinancing.
Deferred income increased by € 264 million to € 3,879 mil-
lion and included primarily amounts for services still to be
performed relating to service and maintenance contracts.
Liquidity within the BMW Group is ensured by means of a li-
quidity concept applied uniformly across the Group. This in-
volves concentrating a significant part of the Group's liquid-
ity at the level of BMW AG. An important instrument in this
context is the cash pool based at BMW AG. The liquidity pos-
ition reported by BMW AG therefore reflects the global activ-
ities of BMW AG and other Group companies.
Equity increased by € 3,762 million to € 18,927 million due to
the higher level of unappropriated profit reported, which
was, in turn, attributable to the combined effect of the previ-
ous year's lower dividend payout and the higher transfer to
other revenue reserves as well as the issue of shares of pre-
ferred stock in conjunction with the Employee Share Pro-
gramme in 2021. The equity ratio changed from 26.3% to
29.3%.
Cash and cash equivalents increased by € 2,002 million to
€ 8,824 million, mainly due to surpluses from operating ac-
tivities. Cash outflows for investments in fixed assets had an
offsetting effect.
BMW AG's performance is essentially dependent on the
same set of risks and opportunities that affect the
BMW Group and which are described in detail in the 7 Outlook,
Risk and Opportunity Management chapter of the Combined Man-
agement Report. As a general rule, BMW AG participates in
the risks entered into by Group companies in proportion to
the respective shareholding percentage. At the same time,
the result on investments has a significant impact on the
earnings of BMW AG.
BMW AG is integrated in the Group-wide risk management
system and internal control system of the BMW Group. Fur-
ther information is provided in the Internal Control System chap-
ter of the Combined Management Report.
Outlook
116
For the financial year 2022, BMW AG expects an unchanged
dividend payout ratio (unappropriated profit of BMW AG in
accordance with HGB in relation to the Group net profit at-
tributable to shareholders of BMW AG in accordance with
IFRS) within a range of between 30% and 40%. Up to the
financial year 2021, the payout ratio was defined as the un-
appropriated profit of BMW AG in accordance with HGB in
relation to the Group net profit in accordance with IFRS
(2021: 30.7%).
Risks and opportunities
The increase in other receivables and other assets to
€ 4,071 million (2020: € 3,849 million) was mainly attributa-
ble to higher tax receivables. The decrease in financial mar-
ket receivables had an offsetting effect.
Financial Performance
← = Q
3,879
64,705
3,615
57,640
Capital expenditure on intangible assets and property, plant
and equipment in the year under report totalled € 3,304 mil-
lion (2020: € 2,790 million), up by 18.4% compared to the
previous year. Depreciation and amortisation amounted to
€ 2,846 million (2020: € 2,646 million).
Investment assets increased to € 5,067 million (2020:
€ 3,826 million) mainly due to a non-cash contribution re-
corded in capital reserves in the amount of € 957 million at
the level of BMW INTEC Beteiligungs GmbH, Munich.
Inventories rose to € 7,287 million (2020: € 5,748 million),
primarily due to higher levels of bought-in goods for resale,
work in progress and finished goods.
Receivables from subsidiaries increased to € 21,019 million
(2020: € 18,939 million), mainly reflecting the higher level of
intragroup trade receivables.
120
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
10,093
Other operating expenses increased slightly to € 1,460 mil-
lion (2020: € 1,250 million) and, as in the previous year, com-
prised mainly expenses from financing transactions and ad-
ditions to other provisions.
9,995
3,849
ASSETS
Intangible assets
2021
2020
in € million
2021
in € million
2020
Subscribed capital
662
660
704
488
Capital reserves
EQUITY AND LIABILITIES
2,342
Financial Performance
Other Information
The financial result deteriorated by € 146 million, mainly due
to lower income from designated plan assets offset against
pension obligations.
The expense for income taxes related primarily to current tax
for the financial year 2021.
After deducting the expense for taxes, the Company reports
a net profit of € 4,910 million, compared to € 1,702 million in
the previous year.
Subject to the shareholders' approval of the appropriation of
results at the Annual General Meeting, the unappropriated
profit available for distribution amounts to € 3,827 million
(2020: € 1,253 million). As a percentage of Group net profit,
the dividend corresponds to a payout ratio of 30.7% (2020:
32.5%), which is therefore within the forecasted target range
of 30% to 40%.
119
119
← = Q
Financial and net assets position
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
BMW AG BALANCE SHEET AT 31 DECEMBER
2,239
Property, plant and equipment
12,740
Trade receivables
758
778
Registered profit-sharing certificates
26
27
5,748
Receivables from subsidiaries
21,019
18,939
Pension provisions
422
229
4,071
Other receivables and other assets
7,287
Inventories
15,165
12,520
Revenue reserves
12,096
11,013
Investments
5,067
3,826
Unappropriated profit available for distribution
3,827
1,253
Tangible, intangible and investment assets
18,511
16,834
Equity
18,927
Other provisions
2 EU Bank comprises BMW Bank GmbH with its branches in Italy, Spain and
Portugal.
2021
2021
LNC 3136
UCC 991
Sales growth for MINI
MINI also recorded higher sales volumes, with a total of
302,138 units delivered worldwide (2020: 292,582; +3.3%).
A key factor driving the growth was the number of electrified
vehicles sold. The all-electric MINI Cooper SE* was the
best-selling model in the MINI family, with sales almost
doubling to 34,851 units year-on-year (2020: 17,580 units;
+98.2%). Together with the MINI Countryman Plug-in Hy-
brid, it accounted for 18% of the brand's total deliveries
worldwide in 2021.
Revised models of the MINI 3-door, MINI 5-door and MINI
Convertible were also launched during the year under report.
Demand for the John Cooper Works Performance models re-
mained high.
New record for Rolls-Royce
Financial Performance
Rolls-Royce Motor Cars can also look back on a highly suc-
cessful year, in which a record number of 5,586 ultra-luxury
vehicles were delivered to customers (2020: 3,756 units;
+48.7%). High demand for the marque worldwide was driv-
en in particular by the popularity of the Ghost* and the Cull-
inan*. The Black Badge variants, with their exclusive fea-
tures and more powerful engines, also remained extremely
sought-after.
in units
MINI Hatch (3- and 5-door)
MINI Convertible
MINI Clubman
MINI Countryman
MINI total
DELIVERIES OF MINI VEHICLES BY MODEL VARIANT
DELIVERIES OF ROLLS-ROYCE VEHICLES BY MODEL
VARIANT *
← = Q
Remuneration Report
2,213,790
2,028,841
9.1
100.0
17 Consumption and carbon emissions data
2 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2021: 651,236 units, 2020: 602,247 units).
Other Information
1
112
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
12
1.4
in units
2020
3,756
48.7
2020
Change in %
Share of MINI
deliveries 2021 in %
164,270
5,586
157,040
54.4
25,120
24,875
1.0
8.3
30,385
4.6
2021
Rolls-Royce total
2,199
Change in %
Phantom
Ghost
427
360
18.6
10.1
1,909
Wraith/Dawn
828
873
-5.2
Cullinan
2,422
324
10.7
28,162
31,179
↑
= Q
Share of BMW
Change in % deliveries 2021 in %
12.0
To mark its 50th anniversary in 2022, the BMW M brand will
continue its market offensive with the addition of new
all-electric models, starting with the BMW iX M601, which
celebrated its world première on the North American market
at the beginning of 2022. Together with the BMW 14 M501,
the BMW Group is also focusing on electric mobility in the
high-performance class.
BMW 1 Series / BMW 2 Series
2020
265,964
-1.1
BMW 3 Series / BMW 4 Series
490,969
420,295
16.8
22.2
268,915
BMW 5 Series / BMW 6 Series
2021
DELIVERIES OF BMW VEHICLES BY MODEL VARIANT 1,2
PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesell-
schaft, Frankfurt am Main, Munich branch, has issued an
unqualified audit opinion on the financial statements of
BMW AG, of which the balance sheet and the income state-
ment are presented here. The BMW AG financial statements
for the financial year 2021 will be submitted to the operator of
the electronic version of the German Federal Gazette and
can be obtained via the Company Register website. These
financial statements are available on the BMW Group's web-
site at www.bmwgroup.com/ir.
111
1=1
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
in units
Group Financial Statements
Remuneration Report
Other Information
Financial Performance
Numerous new BMW brand products
The BMW brand brought a variety of new vehicles to market in
2021. For example, at the beginning of the year, the all-electric
BMW iX31 was launched in Europe, followed in March 2021 by
the BMW 320e¹ and BMW 520e¹. These two new entry-level
models with plug-in hybrid drive systems are part of the BMW
3 Series and BMW 5 Series respectively. The BMW X3 and
BMW X4 model revisions were launched during the summer.
The second generation of the BMW 4 Series Gran Coupé
celebrated its market début in the autumn. The all-new BMW
iX and BMW i4 models were added to the all-electric vehicle
product range in November 2021. The BMW 2 Series Coupé
was launched on the North American market towards the
end of the year under report, with other markets following in
early 2022.
New milestone in BMW M success story
The BMW Group marked a new milestone in the success
story of its BMW M brand in 2021, delivering a total of
163,541 units of its high-performance models (2020:
144,231 units), 13.4% up on the previous year. The new
BMW M31 and BMW M41 as well as the BMW X5 M1 and
BMW X6 M¹ Sports Activity Vehicles all contributed signifi-
cantly to the sales growth recorded in 2021.
Corporate Governance
326,212
322,457
1.2
19.3
18.7
BMW X5/X6
240,504
206,774
16.3
347,565
10.9
54,957
48,693
12.9
2.5
BMW i (iX, i3 and 18)
BMW total
BMW X7
414,671
BMW X3/X4
14.1
14.7
BMW 7 Series / BMW 8 Series
62,628
66,728
- 6.1
2.8
BMW Z4
14,778
14,982
- 1.4
0.7
BMW X1/X2
311,928
304,270
2.5
32,958
1 The calculation only includes automobile markets in which the Financial Services
segment is represented by a consolidated entity.
-7.8
82,363
Other
Italy
40.2
8.3
Brazil
USA
10.2
5.7
6.5
8.3
China
7.4
New products unveiled: systematically embracing electrification
The BMW Group unveiled the BMW Motorrad Vision Amby at
the IAA Mobility in 2021. This completely new concept motor-
cycle has been designed as an electrified vehicle that com-
bines the typical elements of a bicycle and a motorcycle. To-
gether with the all-electric CE 02 concept vehicle, which was
presented to the public online in September, these models
provide a revealing glimpse of how the future of urban mobil-
ity could look.
BMW Motorrad systematically continued to pursue its elec-
tric mobility strategy throughout the year under report, in-
cluding the unveiling of the CE 04 Electric Scooter (Urban
Mobility segment) in July 2021. The launch of this new prod-
uct is scheduled for the first half of 2022.
Spain
In addition, a number of series production models were pre-
sented to the public during the year under report, including the
C 400 GT and C 400 X Scooter models in March and the
K1600 GT, K1600 GTL and K1600 B Tourer models in October.
France
as a percentage of sales volume
164.2
165.6
169.3
194.3
|||||
0
Germany
13.4
2017
2019
2020
2021
-
BMW GROUP
MARKETS 2021
LARGEST MOTORCYCLE
2018
15
115
BMW Group Report 2021
The total volume of new credit financing and leasing con-
tracts concluded with retail customers during the 12-month
period amounted to € 63,414 million, significantly up on the
previous year (2020: € 57,200 million; +10.9%).
The share of new BMW Group vehicles either leased or fi-
nanced by the Financial Services segment stood at 50.5%¹
(2020: 49.8%; +0.7 percentage points).
At 31 December 2021, the contract portfolio with retail cus-
tomers comprised 5,577,011 contracts and was therefore at a
similar level to one year earlier (2020: 5,591,799 contracts;
-0.3%). In regional terms, China grew at the fastest rate,
registering a 9.0% year-on-year increase. The Asia/Pacific
region finished at a similar level to the previous year (+0.3%).
By contrast, the Americas (-2.2%), the EU Bank² (-1.7%)
and the Europe/Middle East/Africa regions (-1.7%) all reg-
istered slight contract portfolio decreases.
CONTRACT PORTFOLIO OF FINANCIAL
SERVICES SEGMENT WITH RETAIL CUSTOMERS
in 1,000 units
5,235
Business with pre-owned vehicles also developed positively,
with the number of new contracts signed up by 1.4%. In
total, 411,520 new credit financing and leasing contracts for
pre-owned BMW and MINI brand vehicles were signed dur-
ing the year under report (2020: 405,713 contracts).
5,486 5,592
4,926
|
2017
2018
2019
2020
5,577
A total of 1,956,514 new credit financing and leasing contracts
were signed with retail customers during 2021 (2020:
1,845,271 contracts; +6.0%). The improved performance in
2021 reflected growth in both new credit financing business
(+7.8%) and new leasing business (+2.4%). The biggest in-
creases were registered in China and the USA. Overall, leas-
ing accounted for 31.8% and credit financing for 68.2% of
new business.
New business with retail customers moderately up on previous
year
In balance sheet terms, business volume grew slightly by 4.8%
to stand at € 139,530 million at the end of the reporting period
(2020: € 133,093 million).
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Performance
Results of operations of the Motorcycles segment
The Motorcycles segment EBIT margin (profit before finan-
cial result as a percentage of revenues) came in at 8.3%
(2020: 4.5%; +3.8 percentage points) and thus within the
forecast target range of between 8 and 10%.
Profit before tax for the year was significantly higher at
€ 228 million (2020: € 100 million), mostly driven by favour-
able product mix effects and year-on-year sales volume
growth, the latter also partially reflecting the adverse impact
of coronavirus-related dealership closures in the previous
year.
The ROCE for the Motorcycles segment in 2021 was 35.9%
and therefore significantly higher than one year earlier (2020:
15.0%; +20.9 percentage points), mainly due to the im-
proved EBIT performance, and was therefore in line with the
revised outlook communicated in the quarterly statement to
30 September 2021.
Financial Services segment
Record segment profit before tax
The financial year 2021 was a successful one for the Finan-
cial Services segment, with profit before tax up by 117.6% to
€ 3,753 million (2020: € 1,725 million). In the previous year,
additional risk provisioning expenses for credit and residual
value risks had had a negative impact on earnings. The year
under report, however, was influenced by the exceptionally
positive trend on pre-owned vehicle markets, particularly in
the USA and the UK. The upturn on the pre-owned market
caused the remarketing values of lease returns to increase
sharply. Alongside this favourable development, segment
earnings also benefited from the unchanged low level of al-
lowances that needed to be recognised for credit risks. The
credit loss ratio on the total credit portfolio fell to a historical-
ly low level of 0.18% at 31 December 2021 (2020: 0.21%),
comprising 0.11% (2020: 0.16%) for leasing business and
0.28% (2020: 0.31%) for credit financing business with re-
tail customers. Further information on risks and opportun-
ities in the Financial Services segment is provided in the
chapter Risk and opportunity management.
175.2
10.0
BMW GROUP DELIVERIES OF MOTORCYCLES
in 1,000 units
The BMW Group brought five new motorcycle models and
three model revisions onto the market in 2021. The first of
these was the M 1000 RR the first M model from BMW
Motorrad to be powered by a high-performance in-line
four-cylinder engine - which was launched in February 2021
in the Sports segment. The same month saw the launch of
the R 18 Classic in the Heritage segment, based on the
high-capacity 1,800 cc R18 boxer engine. The launch was
followed in March 2021 by the model revisions of the G 310 R
Results of operations of the Automotive segment
Automotive segment revenues amounted to € 95,476 mil-
lion (2020: € 80,853 million; +18.1%, currency-adjusted:
+18.3%) and were therefore significantly higher than one
year earlier.
Sales volume was also higher in 2021, whereby the increase
was held down by production shortfalls due to supply bottle-
necks for semiconductor components. However, this un-
favourable impact was more than offset by improved pricing
due to both the growing desire for individual mobility on the
one hand and the reduced worldwide availability of products
triggered by those same semiconductor component short-
ages on the other. Other factors with a positive impact on
segment revenues were the increased volume of high-re-
venue vehicles sold, the exceptionally strong performance of
pre-owned vehicle markets and hence better residual values
and growth in spare parts and accessories business.
Segment cost of sales rose significantly to € 78,637 million
(2020: € 71,456 million; +10.0%), whereby the year-on-year
increase was primarily attributable to sales volume growth.
Further negative factors included rises in raw materials and
energy prices, higher expenses due to the increasing propor-
tion of electrified vehicles, larger allocations to provisions for
performance-related remuneration components and higher
research and development expenses. In the previous year,
warranty expenses were impacted by the recognition of pro-
visions in connection with the exhaust gas recirculation cool-
er and other warranty-related items.
As described in the section above on the results of opera-
tions for the BMW Group as a whole, the changeover effects
arising from the modernisation of the pension model in Ger-
many had a total positive impact of € 542 million on Auto-
motive segment cost of sales and selling and administrative
expenses, while higher expenses for performance-related
remuneration components had an offsetting effect.
The net amount of other operating income and expenses im-
proved significantly, largely due to the partial reversal of the
provision for EU antitrust proceedings in the second quarter
2021, as described above.
The Automotive segment EBIT margin (profit before finan-
cial result as a percentage of revenues) came in at 10.3%
(2020: 2.7%; +7.6 percentage points). As forecast in the
quarterly statement to 30 September 2021, the EBIT margin
was within the target range of between 9.5 and 10.5% and
therefore in line with revised expectations. In the 2020 An-
nual Report, a segment EBIT margin within a target range of
between 6 and 8% was forecast.
Financial Performance
At € 1,935 million, the Automotive segment's financial result
was significantly up on the previous year (2020: € 560 mil-
lion). As described above, the main driving factors in this re-
spect were the improved result from the at-equity accounted
Chinese joint venture BMW Brilliance Automotive Ltd., Shen-
yang, positive valuation effects recognised in other financial
result arising on investments held by the BMW i Ventures
fund and on the investment in SGL Carbon shares.
in %
AUTOMOTIVE
Gross profit margin¹
EBIT margin²
MOTORCYCLES
Gross profit margin¹
BMW GROUP MARGINS BY SEGMENT
Profit before tax for the year amounted to € 11,805 million
and was therefore significantly higher than one year earlier
(2020: € 2,722 million).
← = Q
Remuneration Report
77,709
6.0
27.3
302,138
292,582
3.3
Other Information
100.0
113
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
⚫ 7 Consumption and carbon emissions
(Roadster segment), the G 310 GS (Adventure segment) and
the R 1250 RT (Tour segment). The S 1000 R was also added
to the model range in the Roadster segment in May. Last but
not least, in September, BMW Motorrad launched the R 18 B
and the R 18 Transcontinental models in the Heritage seg-
ment – two further derivatives of the 1,800 cc boxer family.
In line with expectations, the Automotive segment's RoCE
for 2021 rose sharply to 59.9% (2020: 12.7%; +47.2 percent-
age points), mainly due to the considerable year-on-year rise
in EBIT on the one hand and the lower volume of capital em-
ployed on the other, the latter attributable primarily to lower
average inventories during the financial year under report.
2020
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
To Our Stakeholders
Financial Performance
BMW Motorrad reports best sales performance to date
The Motorcycles segment had the most successful year in its
history with a total of 194,261 units delivered during the year
under report (2020: 169,272 units), 14.8% up on the previ-
ous year. Despite the ongoing impact of semiconductor
shortages and pandemic-related issues, the revised outlook
for the full year, as communicated in the quarterly statement
to 30 September 2021, was achieved within a generally fa-
vourable market environment.
Sales volume growth in nearly all markets
In Europe, sales volume grew solidly by 8.9% to 111,126 units
in 2021 (2020: 102,026 units). Excellent sales performances
were recorded for France with 19,887 units (2020: 17,539
units; +13.4%), Italy with 16,034 units (2020: 13,918 units;
+15.2%) and Spain with 12,616 units (2020: 11,030 units;
+14.4%). Within a generally contracting market, deliveries in
Germany fell moderately to 25,972 units (2020: 27,516 units;
-5.6%).
Figures for the USA were also significantly higher than in
the previous year, with deliveries rising at a double-digit
rate to 16,030 units (2020: 12,135 units; +32.1%). The pic-
ture was similar in China, where deliveries climbed by 21.4%
to 14,309 units (2020: 11,788 units). Brazil also saw a slight
increase, with deliveries rising to 11,150 units (2020: 10,707
units; +4.1%).
New models launched in the year under report
-
Motorcycles segment
2021
BMW Group Report 2021
2 Profit before financial result as percentage of segment revenues.
Change
in %-points
17.6
11.6
6.0
10.3
2.7
114
7.6
15.0
2.8
EBIT margin²
8.3
4.5
3.8
1 Gross profit as a percentage of segment revenues.
17.8
Due to its significance in the Group and its close ties with
Group companies, expectations for BMW AG with respect to
its non-financial performance indicators correspond largely
to the BMW Group's outlook. This is described in detail in the
7 Outlook, Risk and Opportunity Management section of the Combined
Management Report.
← = Q
Combined Management Report
Outlook, Risk and Opportunity Management
Outlook, Risk and Opportunity Management
Operational expenditure comprises only non-capitalised
development costs, maintenance and refurbishment costs
for buildings, repairs to property, plant and equipment, rele-
vant IT costs in the Financial Services segment, non-capital-
ised expenses relating to short-term lease contracts with
expenditure for low value assets, and contracts with purely
variable remuneration. The KPI figure calculated for taxono-
my-purposes is not used by the BMW Group for financial re-
porting purposes. ]]
124
BMW Group Report 2021
To our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
parties or the delivery of parts to cooperation partners (in-
cluding BBA) are not taken into account.
Other Information
OUTLOOK,
RISK AND OPPORTUNITY MANAGEMENT
OUTLOOK
Both the Outlook and the Risk and Opportunity Management
sections of this report present the expected development in
2022, including the main risks and opportunities from the
perspective of the BMW Group's management. In line with
the Group's performance management, the outlook covers a
period of one year. Risks and opportunities are managed
on the basis of a two-year assessment period. Disclosures
relating to risk and opportunity management therefore ad-
dress a period of two years.
The continuous forecasting process applied within the
BMW Group ensures that it is constantly ready to take ad-
vantage of opportunities as they arise, but also to react ap-
propriately to any unexpected risks. The principal risks and
opportunities are described in detail in the Risk and Oppor-
tunity Management section. Actual outcomes may deviate
from the outlook due to unexpected events.
It is not yet possible to accurately assess the full impact of
the war in Ukraine, as the situation remains highly volatile,
making it extremely difficult to forecast macroeconomic de-
velopments and the likely performance of international auto-
mobile markets in the financial year 2022 Forecast assumptions.
Economic outlook
According to IMF projections in January, the global economy
will continue to grow in 2022, less strongly than in the previ-
ous year, and reach a level of around 4.0%. Risks definitely
persist, however, first and foremost due to the further course
of the war in Ukraine, the estimated impact of which has
been taken into account in the current economic forecasts
only rudimentarily. High inflation is likely to lead to interest
rate increases in some countries and weaken demand to
some extent. New virus variants, pandemic-related restric-
tions or prolonged supply bottlenecks could slow the pace of
economic growth. Further information on political and global
economic risks is also available in the section Risk and Oppor-
tunity Management.
← = Q
In the case of the disclosures for capital expenditure, ref-
erence is made to 7 note 21 and 7 note 22 to the Group Finan-
cial Statements. Capital expenditure is calculated in accord-
ance with IAS 16.73 (e) (i) and (iii) (Property, Plant and
Equipment), IAS 38.118 (e) (i) (Intangible Assets) and IFRS
16.53 (h) (Leases). In accordance with the definition of cap-
ital expenditure provided in Annex I of the Delegated Regu-
lation (EU) 2021/2178, the KPI figure used for taxonomy
purposes comprises additions to intangible assets, in par-
ticular capitalised development costs, additions to property,
plant and equipment as well as right-of-use assets in ac-
cordance with IFRS 16, and leased-out products. Capital
expenditure relating to the sale of parts to external third
Regulation (EC) No. 1126/2008. Revenues relating to the
sale of parts and components (e.g. after-sales business ex-
cluding the provision of repair services) and the supply of
production components to BBA and third parties, insurance
premiums, and interest income on deposit-taking and credit
business were not included, as these economic activities are
not classified as taxonomy-eligible.
]]
BMW Group Report 2021
121
92,262
18,977
Proportion (in %)
82.9
17.1
Total (in € million)
25,917
67
Proportion (in %)
99.7
0.3
OPERATIONAL EXPENDITURE
Eligible activities
Non-eligible activities
[Technical information
The proportion of total revenues, capital expenditure and op-
erational expenditure relating to eligible and non-eligible ac-
tivities are shown in each case as an aggregate percentage
for the BMW Group. Only taxonomy-eligible revenues, cap-
ital expenditure, and operational expenditure as listed for
Environmental Objective 1 ("Climate change mitigation") are
disclosed, given that taxonomy-eligible revenues, capital ex-
penditure and operational expenditure for Environmental
Objective 2 ("Climate change adaptation") are a subset of
the values for Environmental Objective 1 ("Climate change
mitigation"). This approach avoids double counting of rev-
enues, capital expenditure and operational expenditure
when determining the KPI in the numerator across multiple
economic activities.
Further information on revenues is provided in note 7 to the
Group Financial Statements. Revenues are calculated in ac-
cordance with Article 2(5) of Directive 2013/34/EU. Re-
venues comprise revenue and income items recognised in
accordance with IAS 1.82(a), as amended by Commission
Total (in € million)
4,478
Proportion (in %)
100.0
0
0.0
In the Eurozone, GDP growth is projected to be around 3.0 %
in 2022. At 2.1%, the growth rate in Germany is expected to
be slightly lower than one year earlier and similar figures are
predicted for France (+2.8%), Italy (+3.1%) and Spain
(+4.6%).
The UK economy is projected to grow by 3.5% in 2022 de-
spite labour shortages and continued supply bottlenecks.
A growth rate of 3.2% is projected for the USA in 2022,
which is still positive, although not as strong as in the previ-
ous year. The stimulus and infrastructure packages adopted
by the US Administration are likely to provide support for the
economy.
Effectiveness
Analysis and
Measurement
Identifi-
cation
Group-wide risk management
RISK MANAGEMENT IN THE BMW GROUP
The risk management process is applicable across the entire
Group and comprises the early identification, analysis and
measurement of risks, the coordinated use of appropriate
risk management tools and the monitoring and assessment
of the measures taken.
ment Guidelines as well as in the Group's overall risk strat-
egy. New information and requirements are continuously in-
corporated in the BMW Group's risk management system,
thereby ensuring its ongoing development. Training pro-
grammes and informational events are regularly conducted
throughout the BMW Group, particularly within the risk man-
agement network.
According to Group-wide guidelines, every employee and
manager has a duty to report risks via the relevant reporting
channels. The key elements of an appropriate risk culture are
embedded in the BMW Group's core values, the BMW Group
Risk Management Policy and the BMW Group Risk Manage-
Other functions such as Compliance and Human Rights and
the Internal Control System serve as key interfaces to the risk
management system. In its capacity as an independent con-
trol body, Corporate Audit reviews the risk management sys-
tem established by the Board of Management on an annual
basis.
both the Board of Management and the Supervisory Board's
Audit Committee.
Risk management is organised as a decentralised, Group-
wide network and steered by a centralised risk management
function. The various BMW Group divisions are represented
by Network Representatives. The responsibilities and tasks
of the centralised risk management function and the Net-
work Representatives are clearly documented and accepted.
Risks pertaining to BMW Brilliance are incorporated in this
Risk Report on the basis of the assessment made by the
centralised risk management function. In future, BMW Bril-
liance will also be integrated in the risk management net-
work. Significant risks reported from within the network are
firstly presented for review to the Risk Management Steering
Committee, which is chaired by Group Controlling. After they
have been reviewed, any significant risks are reported to
Organisation of Risk Management
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Outlook, Risk and Opportunity Management
To our Stakeholders
Practicability
To Our Stakeholders
Group
Compliance
Council
Controlling
After strong growth in the previous year, momentum in China
is expected to drop slightly in 2022. A growth rate of 5.1% is
therefore projected for the 12-month period.
After a slight recovery in the year under report, the pace of
growth in Japan is projected to increase moderately in 2022
(+2.3%).
Currency markets and international interest rate
environment
Currencies of particular importance for the international op-
erations of the BMW Group are the Chinese renminbi, the
British pound, the US dollar and the Japanese yen.
Whereas the ECB is likely to keep persevering with its expan-
sionary monetary policy in 2022, the US Federal Reserve
has announced its intention to tighten its policy in light of
high inflation and the USA's strong economic recovery and
to raise interest rates during the first half of 2022. Compared
with the previous year, the US dollar is therefore likely to ap-
preciate against the euro.
Following the gain in value of the British pound against the
euro in 2021 and the tighter monetary policy predicted in the
UK over the 12-month period, combined with moderate inter-
est rate hikes, a further slight appreciation of the currency is
expected in 2022.
125
BMW Group Report 2021
To our Stakeholders
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Group Audit
Internal Control System
Measures
Board of
Management
Supervisory
Board
Risk Manage-
ment Steering
Committee
Reporting/
Monitoring
BMW Group Report 2021
Combined Management Report
Corporate Governance
+
safeguard criteria
Ensuring the minimum
objectives
to other environmental
not cause significant harm
Economic activity does
+
for occupational and
human rights
environmental objectives
screening criteria:
Fulfillment of technical
+
Taxonomy eligibility
Act on environmental
objectives 1 and 2
described in the Delegated
Economic activities are
By 2025 the share of electrified automobiles in total Group
deliveries is expected to rise to at least 30%. Over the next
decade, we expect that some ten million of our all-electric
vehicles will be on the roads. Therefore, by 2030, at least
every second automobile delivered by the BMW Group will
be an all-electric model. ]]
substantial contribution
to at least one of the
]]
Economic
activity is
taxonomy-
aligned
Total (in € million)
Non-eligible activities
Eligible activities
CAPITAL EXPENDITURE
Non-eligible activities
Eligible activities
REVENUES
[ MANDATORY EU TAXONOMY DISCLOSURES
EU Taxonomy
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
123
* It should be noted that the relevant Delegated Regulation describes the economic
activity "Manufacture of low-carbon technologies for transport" differently for
Environmental Objective 1 (Climate change mitigation) and Environmental Objec-
tive 2 (Climate change adaptation). For the purposes of consistent reporting on the
taxonomy-eligibility of vehicle production, the BMW Group follows the description
given for Environmental Objective 1, given that taxonomy-eligible vehicle produc-
tion as listed for Environmental Objective 2 is a subset of taxonomy-eligible vehicle
production for Environmental Objective 1.
The taxonomy-aligned proportions that will need to be re-
ported in the coming years will initially be significantly lower
than these values. They will subsequently increase due to
the growing share of zero-emissions vehicles, the develop-
ment and production methods used, and potentially contri-
butions made to other environmental objectives as yet to be
defined. Due to the high level of investment in the trans-
formation of our business activities, for example in the elec-
trification of our vehicles and research into alternative drive
systems, these economic activities have the potential to be-
come taxonomy-aligned over time. Overall, we anticipate
that the proportion of taxonomy-aligned economic activities
will steadily rise as a result of the increasing electrification of
our product portfolio.
Accordingly, for 2021, 82.9% of revenues, 99.7% of capital
expenditure, and 100.0% of operational expenditure are
taxonomy-eligible.
Financial Services segment, are not described as economic
activities in the Delegated Regulation and are therefore not
taxonomy-eligible.
Reporting from 2022 onwards
across its entire value chain by 2050, we welcome initiatives
that serve this objective. For this reason, we have set our-
selves specific targets and report systematically each year
on the actual levels achieved.
The BMW Group supports the overarching aim of the EU
Taxonomy Regulation to promote the private financing of
sustainable economic activities in order to make Europe the
world's first climate-neutral continent by 2050. As a com-
pany aspiring to establish a climate-neutral business model
Our understanding of sustainability
The EU Taxonomy Regulation was published in July 2020.
The Delegated Act on the first two environmental objectives,
climate change mitigation and climate change adaptation,
and the delegated regulation on reporting requirements
(Article 8 of the EU Taxonomy Regulation) came into force at
the end of December 2021*. In addition, the EU Commission
published an initial FAQ document in December 2021 and a
second FAQ document in early February 2022 to explain ap-
plication issues relevant for the first year of reporting. On the
basis of the phased introduction of the EU taxonomy in the
Delegated Acts, in 2021 companies such as the BMW Group
are required to report the taxonomy-eligible proportion of
revenues, capital expenditures and operational expenditures
for the first two environmental objectives. From the reporting
years 2022 and 2023 onwards, the reporting requirements
are to be successively expanded to include the taxono-
my-aligned proportion of revenues, capital and operational
expenditures and to all environmental objectives.
significantly harmed, and minimum protection criteria for oc-
cupational safety and human rights must also be met.
Substantial contribution depends on the extent to which the
economic activity in question fulfils so-called technical
screening criteria. No other environmental objective may be
6) The protection and restoration of biodiversity and
ecosystems
4) The transition to a circular economy
5) Pollution prevention and control
3) The sustainable use and protection of water and
marine resources
2) Climate change adaptation
1) Climate change mitigation
Essentially, an economic activity can only be classified as
sustainable if it makes a substantial contribution to one of
the following six environmental objectives:
The EU taxonomy is a classification system that defines
economic activities as environmentally sustainable based on
predetermined criteria. Environmental sustainability is as-
certained in three steps.
[Within the framework of the EU Green Deal and the Action
Plan "Financing Sustainable Growth", the EU taxonomy is a
cornerstone of the EU's aspiration to become climate-neu-
tral by 2050. Its key objectives are to create transparency for
capital market participants and to channel capital flows to-
wards sustainable economic activities.
EU TAXONOMY
EU Taxonomy
← = Q
Other Information
Remuneration Report
In the coming years, the significant growth in electric mobility
will mean that - depending on the energy mix - the majority of
carbon emissions will be generated in particular within the up-
stream value chain rather than in the use phase. Without the
anticipated set of measures, emissions generated within the
BMW Group supply chain would already exceed direct carbon
emissions in the use phase prior to 2030. Strategy/Supplier net-
work/Carbon emissions Accordingly, the BMW Group is taking a ho-
listic approach to achieving its sustainability-related targets
and is committed to considering carbon emissions over the
entire life cycle of the vehicles it produces. Carbon Emissions and
Pollutants Currently, however, for the purpose of assessing car-
bon emissions, the EU taxonomy focuses exclusively on reduc-
ing emissions in the use phase that are attributable to locally
emissions-free drive systems, an approach which also ignores
the emissions indirectly attributable to the supply of energy.
Moreover, the taxonomy only reflects the impact of decarbon-
isation measures in production to the extent that they serve to
manufacture taxonomy-aligned products. However, increasing
the energy efficiency of paint shop processes also reduces
carbon emissions when a conventionally powered vehicle is
painted. 1]
Group Financial Statements
⚫ Commission Delegated Regulation (EU) 2021/2139 dated 4 June 2021 and
Commission Delegated Regulation (EU) 2021/2178 dated 6 July 2021.
BMW Group Report 2021
Reporting in 2021
[EXPLANATORY COMMENTS ON REPORTING PROCEDURES
Only the sale of parts and components, such as aftersales
business excluding the provision of repair services and the
supply of production components to BMW Brilliance Auto-
motive Ltd. (BBA) as well as other third parties, and non-au-
tomotive banking and insurance services performed by the
Based on the descriptions of the two economic activities list-
ed for Environmental Objective 1 (Climate change mitiga-
tion), a large part of the BMW Group's business model falls
within the scope of the EU taxonomy*.
7 Overview of the BMW Group
Economic activity 6.5 Transport by motorbikes, passen-
ger cars and light commercial vehicles including the pur-
chase, financing, renting, leasing and operation of pas-
senger cars and motorcycles.
7 Overview of the BMW Group
Economic activity 3.3 Manufacture of low carbon technol-
ogies for transport including the production of passenger
vehicles and motorcycles.
An economic activity is taxonomy-eligible if it is described in
the Delegated Acts relating to the six environmental objec-
tives, regardless of whether that economic activity meets all
of the technical screening criteria stipulated in those Dele-
gated Acts. The BMW Group's business activities can cur-
rently be allocated to two economic activities that are de-
scribed in the Delegated Act relating to the first two
environmental objectives:
[Explanatory comments on reporting procedures
For the reporting year 2021, the currently applicable simplifi-
cation rules only require reporting on taxonomy eligibility in
relation to the environmental objections of climate change
mitigation and climate change adaptation. Taxonomy eligi-
bility is an indicator of the environmental sustainability po-
tential of an economic activity based on the selective re-
quirements of the EU taxonomy. It does not, however, say
anything about the actual sustainability of a company's eco-
nomic activities at the present point in time. Our aspiration is
to successively make all of the BMW Group's economic ac-
tivities more sustainable.
= Q
↑
EU Taxonomy
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
122
130
Completeness
In addition to the risks described below, unforeseen events
could have a negative impact on business operations and
hence on the BMW Group's results of operations, financial
position and net assets as well as on its reputation.
Excluding the impact of the full consolidation of BMW Bril-
liance and the war in Ukraine, the Automotive segment EBIT
margin had been expected to finish within a target range of
between 8 and 10%.
BMW
The BMW Group expects to achieve its target of slightly cut-
ting the carbon emissions generated by its EU new vehicle
fleet, driven in particular by the significantly growing share of
electrified automobiles in total deliveries.
Prior to the outbreak of war in Ukraine, the BMW Group was
set to forecast slight year-on-year growth in deliveries of
BMW, MINI and Rolls-Royce brand vehicles for the Automo-
tive segment. However, due to the production schedule ad-
justments and interruptions described above that have been
triggered by the war in Ukraine, it now predicts deliveries to
remain at previous year's level.
- key performance
-
Outlook for the BMW Group
indicators
Regardless of these uncertainties, however, the situation re-
mains highly volatile, making it very difficult to accurately
forecast outcomes for the financial year 2022. Other possible
longer-term effects of the war in Ukraine cannot be estimat-
ed at the present time and are therefore not taken into ac-
count in the outlook.
Additional major price hikes for energy and raw materi-
als, including rises triggered by the war in Ukraine and/or
the related sanctions
An escalation of the conflict outside Ukraine
A significant tightening of sanctions against Russia or a
change in the interpretation of existing sanctions
The outlook does not factor in the following:
Moreover, the war in Ukraine is having a substantial effect on
that country's automotive supply industry, with supply restric-
tions resulting in production schedule adjustments and/or
interruptions at a number of BMW Group plants.
The dual impact of an economic upturn and supply bottle-
necks caused raw materials prices to rise sharply in 2021.
The BMW Group expects the overall situation on raw mate-
rials and energy markets to remain tense in the foreseeable
future and has already taken the initial impact of the pre-
vailing situation into account in its outlook for the financial
year 2022.
However, international demand for semiconductors is still
predicted to remain high, causing the supply situation to re-
main tight. As in the financial year 2021, the risk of supply
bottlenecks affecting the availability of the semiconductor
components required for production persists and the situa-
tion is not expected to ease before the second half of 2022.
The coronavirus pandemic is no longer currently expected to
have a significant impact on the results of operations, finan-
cial and net assets position of BMW AG and the Group as a
whole.
-
The outlook takes account of all information available at the
time of reporting and which could have an impact on the
overall course of business of the Group. The expectations
contained in the outlook are based on the BMW Group's
forecast for 2022 and reflect its most recent status. The ba-
sis for the preparation of and the principal assumptions used
in the forecasts – which consider the consensual opinions of
leading organisations, such as economic research institutes
and banks are set out below. The BMW Group's outlook
takes account of these assumptions.
Outlook, Risk and Opportunity Management
Although, as described above, the BMW Group had been set
to forecast sales volume growth, the EBIT margin had never-
theless been expected to be lower year-on-year due to the
absence of various positive effects that had benefited the fi-
nancial year 2021, such as the partial reversal of the provi-
sion relating to the concluded antitrust proceedings, the
remeasurement gains arising on the modernisation of the
pension plan, and the highly favourable risk situation in the
leasing line of business. The full consolidation of BMW Bril-
liance would have increased segment revenues and EBIT
sharply, but due to consolidation effects, no significant im-
pact on the EBIT margin in the Automotive segment was ex-
pected for the financial year 2022 and the figure would have
been likely to remain between 8 and 10%. However, in light
of the probable adverse impact of production schedule ad-
justments and interruptions triggered by the war in Ukraine,
an EBIT margin of between 7 and 9% is now thought to be
more realistic.
← = Q
Based on the newly adopted methodology, RoCE for the Au-
tomotive segment would have been forecast at between 19
and 24%, reflecting the lower level of earnings otherwise
expected without the increase in the stake in BMW Brilliance
and the impact of the war in Ukraine. However, the addition-
al net assets identified in conjunction with the increased
stake in BMW Brilliance plus fair value adjustments arising
on the purchase price allocation have the twin effect of in-
creasing capital employed. In combination with elimination
effects on earnings in 2022, the targeted range for ROCE
would therefore have been between 15 and 20%. However,
in light of the adverse impact of production schedule adjust-
2 Carbon emissions per vehicle produced already take BMW Brilliance into account.
BMW Group Report 2021
128
The BMW Group's actual business performance may also
deviate from current expectations due to the risks and op-
portunities discussed below in the section on Risk and Oppor-
tunity Management.
Without taking the full consolidation of BMW Brilliance into
account, the targets described above would have been
achieved with only a slight rise in the overall number of em-
ployees. However, the increase in the stake in BMW Bril-
liance and the full consolidation of that entity will cause the
number of employees to rise significantly.
The share of women in management functions within the
BMW Group is expected to rise slightly, irrespective of the
Group's increased stake in BMW Brilliance.
tax is set to increase significantly over the forecast period,
mainly reflecting BMW Brilliance's additional contribution to
the Automotive segment's operating profit as well as the
remeasurement of the at-equity investment previously re-
corded, with a positive effect of approximately € 7 to € 8 bil-
lion to be recognised within the financial result. These ef-
fects would more than compensate for the elimination of the
previous at-equity result of BMW Brilliance in the financial
result and the negative impact of consolidated adjustments
arising on full consolidation. Even taking into account the
negative impact of production schedule adjustments and in-
terruptions triggered by the war in Ukraine, Group profit is
expected to increase significantly.
Excluding the impact of the full consolidation of BMW Bril-
liance, Group profit before tax would have decreased signifi-
cantly. Without the impact of the war in Ukraine, sales vol-
umes would have been expected to develop positively over
the forecast period. However, this volume growth would not
have been sufficient to compensate for the previous year's
effects, such as the partial reversal of the provision relating
to the concluded antitrust proceedings, the remeasurement
gains arising on the modernisation of the pension plan, and
the highly favourable risk situation within the credit and leas-
ing lines of business. Nonetheless, including the impact of
the full consolidation of BMW Brilliance, Group profit before
The RoE in the Financial Services segment is predicted to
finish within a range of between 14 and 17%. Compared with
the financial year 2021, it has been assumed that the highly
favourable results from remarketing lease returns, combined
with an easing of the supply situation for semiconductors
during the second half of the year, will return to a normal lev-
el. The full consolidation of BMW Brilliance will not impact
the Financial Services segment, as the companies held
jointly with BMW Brilliance that are attributable to this seg-
ment have already been reported on a fully consolidated ba-
sis due to the segment's majority shareholdings in the enti-
ties concerned. Likewise, no significant impact is currently
expected from the war in Ukraine.
Motorcycles segment deliveries are forecast to increase
slightly. The EBIT margin is predicted to finish within a range
of between 8 and 10% and, based on the revised methodol-
ogy, the segment ROCE within a range of 19 and 24%. Key
performance indicators for the Motorcycles segment will only
be marginally affected by the full consolidation of BMW Bril-
liance and are not currently expected to be substantially im-
pacted by the war in Ukraine.
ments and interruptions triggered by the war in Ukraine, a
ROCE in a range between 14 and 19% is now considered
more likely.
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Outlook, Risk and Opportunity Management
To our Stakeholders
BMW Group Report 2021
127
1 Delivery figures already include vehicles produced by BMW Brilliance.
To our Stakeholders
Other Information
Corporate Governance
International motorcycle markets
Total
Japan
China
USA
thereof Germany
thereof France
thereof Italy
thereof Spain
thereof UK
Europe
INTERNATIONAL AUTOMOBILE MARKETS
Registration figures on international automobile markets are
expected to develop as follows in 2022:
The Japanese automobile market is currently predicted to
expand slightly in 2022 (4.4 million units; +2%).
economic momentum. After the slight recovery in 2021, pas-
senger vehicle registrations are therefore expected to be in
the region of 21.2 million units in 2022, just 1% up on the
previous year.
In China, on the other hand, the automobile market as a
whole is expected to remain flat, reflecting the slowdown in
The trend is similar in the USA, with the market expected to
grow by 6% to 15.9 million units in 2022. However, this is still
below the pre-coronavirus crisis level.
Europe's automobile markets are expected to grow moder-
ately in 2022 (12.5 million units; +6%).
Supply bottlenecks are likely to continue having a dampen-
ing impact on automobile markets in 2022. The war in
Ukraine will significantly exacerbate the current supply bot-
tlenecks. The forecasts are generally based on the assump-
tion that the supply bottlenecks will be overcome in the sec-
ond half of 2022. Registration figures worldwide are expected
to grow at a slightly faster rate than in the previous year (ap-
proximately 77 million units; +4%). However, due to the
marked weakness of recent years, absolute registration fig-
ures remain well below normal levels.
International automobile markets
The Russian rouble has depreciated significantly, especially
since the beginning of the military conflict with Ukraine. The
currencies of emerging market countries such as Brazil and
India are likely to remain under pressure against the US dol-
lar and the euro in 2022, mainly due to the ongoing impact of
the coronavirus pandemic.
After appreciating against the euro in 2021, the Chinese ren-
minbi is expected to lose in value slightly in the course of
2022, due to the Chinese central bank's recent decision to
ease monetary policy with a view to ensuring that the greater
demand for financing can be met.
The central bank in Japan is unlikely to change its highly ex-
pansionary monetary policy in 2022. The yen is therefore
likely to depreciate slightly against the euro.
Change
Remuneration Report
in Registrations %
+6
+4
Group Financial Statements
Combined Management Report
To our Stakeholders
BMW Group Report 2021
126
* See note [3] to the Group Financial Statements
The following outlook covers a forecast period of one year
and is based on the composition of the BMW Group during
that time. For this reason, the outlook also includes the im-
pact of fully consolidating BMW Brilliance Automotive Ltd.,
Shenyang, (BMW Brilliance). On 11 February 2022, the
BMW Group increased its shareholding in the BMW Bril-
liance joint venture from 50% to 75%*. The full consolida-
tion of BMW Brilliance with effect from that date has a signif-
icant impact on some of the BMW Group's key performance
indicators.
Both the Outlook and the Risk and Opportunity Manage-
ment sections of this report contain forward-looking state-
ments based on the BMW Group's expectations and assess-
ments and may be influenced by unforeseeable events. As a
result, actual outcomes can deviate either positively or neg-
atively from the expectations described below, due to chang-
es in the political and economic environment as well as other
factors. Risk and Opportunity Management
Assumptions used in the outlook
Expected consequences for the BMW Group
Future developments on international automobile markets
have a direct impact on the BMW Group. The challenging
market environment, the supply situation for vehicle compo-
nents, the coronavirus pandemic and further developments
in the Ukraine conflict are currently the factors most likely to
have a significant impact on business performance. Flexible
coordination between the Group's sales and production net-
works will also help cushion the impact of unforeseeable de-
velopments in individual regions. Risk and Opportunity Management
The impact of the war in Ukraine, the limited availability of
vehicle components, the further course of the coronavirus
pandemic, and macroeconomic factors will continue to influ-
ence the performance of motorcycles markets in 2022.
The BMW Group expects, subject to the further development
in Ukraine, the world's motorcycle markets in the 250 cc plus
class to remain stable in 2022, with volumes generally re-
maining at the previous year's level.
+4
+2
+1
+6
+12
+6
+4
+6
Combined Management Report
Without the impact of the war in Ukraine, carbon emissions
per vehicle produced would have been predicted to decline
moderately². However, in light of the likely adverse impact of
production schedule adjustments and interruptions trig-
gered by the war in Ukraine, the scale of reduction is now
only expected to be slight.
Corporate Governance
between 14 and 17
22.6
%
between 19 and 24
21.9
35.9
%
between 8 and 10
1 Deliveries including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2021: 651,236 units).
² EU-27 countries including Norway and Iceland; with effect from 2021, values are calculated on a converted basis in line with WLTP (Worldwide Harmonised Light Vehicles Test Procedure).
3 Efficiency ratio calculated on the basis of Scope 1 and Scope 2 CO₂ emissions (i.e. a market-based method according to GHG Protocol Scope 2 guidance; but excluding climate-changing gases other than carbon
dioxide from vehicle production (BMW Group manufacturing sites incl. joint venture BMW Brilliance Automotive Ltd. and motorcycles, but excluding contract manufacturers), as well as BMW Group non-manufac-
turing sites, (e.g. Research centre, Sales centre, offices) divided by the number of vehicles (excluding motorcycles) produced (BMW Group manufacturing sites incl. joint venture BMW Brilliance Automotive Ltd.,
excluding contract manufacturers).
8.3
Slight increase
194,261
units
between 7 and 9
between 14 and 19
Slight decrease
Slight decrease
Significant increase
in line with last
year's level
%
4 New method of calculation applied with effect from 2022. Performance Management
129
BMW Group Report 2021
The Management and the Supervisory Board do not see any
threat to the BMW Group's status as a going concern. Simi-
lar to one year earlier, the current set of risks to the
BMW Group are considered to be manageable. If these risks
- or opportunities - were to materialise, they could have an
impact on underlying key performance indicators, thus caus-
ing deviations from the outlook. Regardless of the full con-
solidation of BMW Brilliance, the BMW Group's financial re-
sources are stable and liquidity requirements are currently
covered by existing liquidity as well as the various financing
instruments available.
Overall Risk and Opportunity Situation
The assessment of the overall risk situation is based on a
consolidated view of all significant individual risks to which
the BMW Group is exposed. The BMW Group's overall expo-
sure to risk, including the impact of integrating BMW Bril-
liance, has increased moderately compared with the previ-
ous year. A prolonged military conflict between Russia and
Ukraine and a worsening of the coronavirus pandemic could
I have a further negative impact on the global economy and
hold down sales volume. At the same time, considerable un-
certainties remain in the form of potential bottlenecks along
the entire supply chain, particularly for semiconductors.
However, if the effect of these issues were to prove less se-
vere in 2022 than currently expected, opportunities could
arise that could benefit both revenues and earnings.
With effect from 11 February 2022, the BMW Brilliance Auto-
motive Ltd. (BMW Brilliance) joint venture is fully consolidat-
ed in the Group Financial Statements. If the full consolida-
tion of BMW Brilliance from that date is expected to result in
a different classification of individual risk categories, such
changes are indicated separately in this Risk Report.
Medium to long-term risks in connection with the climate
change are described in the section Climate-related opportunities
and risks.
As a general rule, the time horizon considered covers the
current and the following financial year. Potential short-term
effects of climate change are taken into account.
All opportunities and risks that are expected to materialise
have already been addressed in the Outlook Report. The fol-
lowing sections focus on potential future developments or
events that could result in a positive (opportunity) or a nega-
tive (risk) deviation from the outlook for the BMW Group.
The aim of the risk management system is to identify, as-
sess and proactively manage any risks that could threaten
the attainment of the Group's corporate targets. As part of
that process, any individual or cumulative risks capable of
posing a threat to the profitability of the business are both
monitored and managed.
31-9 457 423-16° X MT 5.00 H2 MIC
The management of risks and opportunities is essential in
order to respond appropriately to any changes that occur in
political, economic, ecological, social, technological or legal
conditions. The BMW Group has put a comprehensive risk
management system in place to effectively manage these
risks as they arise.
The BMW Group's business is exposed to a variety of uncer-
tainties and changes. Against this backdrop, it consciously
takes well-calculated risks and makes full use of any oppor-
tunities that present themselves.
RISK AND OPPORTUNITY
MANAGEMENT
Outlook, Risk and Opportunity Management
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Group Financial Statements
To our Stakeholders
Slight increase
Significant increase
Combined Management Report
2022
Outlook
units
Deliveries to customers'
18.8
%
16,060
118,909
€ million
2021
adjusted
2021
reported
AUTOMOTIVE SEGMENT
Share of women in management positions
Workforce at year-end
Profit before tax
GROUP
BMW GROUP KEY PERFORMANCE INDICATORS
Outlook, Risk and Opportunity Management
← = Q
Other Information
Remuneration Report
Significant increase
2,521,514
Share of electrified vehicles in deliveries
in the BMW Group
13.0
Return of Equity (RoE)
%
FINANCIAL SERVICES SEGMENT
Return on capital employed (ROCE)4
EBIT margin
Deliveries to customers
MOTORCYCLES SEGMENT
59.9
%
24.0
10.3
%
0.33
tons
CO₂ emissions per vehicle produced³
EBIT margin
115.9
Return on capital employed (ROCE)"
CO₂ emissions EU New Vehicle Fleet²
g/km
Other Information
goods-related restrictions, international trading may also
involve personal, country-specific and end-use-related re-
strictions. In particular, non-compliance with applicable
EU and US export control regulations could result in signif-
icant legal consequences for the BMW Group. In light of its
strong presence in the USA and China, any intensification
of the trade dispute between the two countries could be a
potential source of additional risk exposure.
International movements of goods require compliance with
extensive export control regulations. In addition to
For several years, lawsuits have been filed against BMW
Bank GmbH (BMW Bank) in which consumers claim the
withdrawal of their loan and leasing contracts on the basis
of allegedly incorrect and insufficient pre-contractual infor-
mation. The focus is on loan contracts. Since 2017, BMW
Bank has won the vast majority of these lawsuits. In No-
vember 2019, the Federal Court of Justice (BGH) adopted a
decision of principle in favour of BMW Bank, confirming the
accuracy of consumer-relevant information in loan con-
tracts. In addition, in October 2020 the BGH decided in a
case in which BMW Bank was not involved that consumers
are generally obliged to pay a compensation after a suc-
cessful withdrawal. Since the beginning of 2020, several
references for a preliminary ruling on the scope of informa-
tion obligations have been filed with the European Court of
Justice (ECJ). On September 9, 2021, the ECJ decided on
the requests for preliminary ruling concerning the require-
ments on the terms and conditions in consumer credit
agreements in particular with regard to default interest and
prepayment penalty. Based on this ruling the BGH re-
quests the ECJ for another preliminary ruling whether the
concept of abuse of rights in connection with consumer
credit agreements is still applicable under certain circum-
stances. Although this is technically not a final decision,
the BGH mentioned in the reasoning part of its decision
that it does not consider BMW Bank's terms and conditions
in consumer credit agreements to completely fulfill the re-
quirements as set by the ECJ ruling. Therefore, there is a
legal risk that borrowers might withdraw consumer credit
agreements of BMW Bank with reference to the proceeding
submitted to the ECJ and the ECJ decision as of September
9, 2021. However, the right to compensation of BMW Bank
due to the car use period of the borrower is still applicable.
The possible financial impact cannot be definitively as-
sessed at this stage.
Like all entities with international operations, the
BMW Group is confronted with legal disputes and alleged
claims relating in particular to warranty and product liabil-
ity, infringements of protected rights and proceedings initi-
ated by government agencies. Any of these could, amongst
other consequences, have an adverse impact on the
Group's reputation. Proceedings of this nature are essen-
tially typical for the sector, may result as a consequence of
realigning product or purchasing strategies to changed
market conditions, or are antitrust-related. Particularly in
the US market, class action lawsuits and product liability
risks can have substantial financial consequences and
cause damage to the BMW Group's reputation. More rigor-
ous application, interpretation of, or changes to, existing
regulations could result in a greater number of recalls.
Legal Risks
Due to the global nature of its operations, the BMW Group
is exposed to various legal risks. Legal risks may result
from non-compliance with laws or other legal require-
ments, or from legal disputes with business partners or
other market participants. If legal risks were to materialise,
they could have a high earnings impact over the two-year
assessment period. The risk amounts attached to signifi-
cant identified legal risks are classified as medium.
Remuneration Report
The BMW Group is subject to tax and customs audits in
every country in which it operates, potentially resulting in
back taxes, retrospective customs duties, interest, penal-
ties and similar payments. Payments of this nature may,
for instance, result from the full or the partial non-recogni-
tion of intercompany transfer prices in the countries con-
cerned. Further substantive legal risks may also arise as a
result of changes in tax or customs legislation or due to the
way that legislation is interpreted by tax and customs au-
thorities or courts. In many cases, such changes can also
have a retrospective impact on calendar years that were
not yet subject to definitive audits. In order to minimise
procedural tax and customs risks, the BMW Group recently
set up a comprehensive Tax and Customs Control Frame-
work that is already being applied in Germany and will be
rolled out successively in other countries.
← = Q
The growing globalisation of the BMW Group's operations
as well as of business interdependencies in general, com-
bined with the variety and complexity of legal provisions -
increasingly including import and export regulations - give
rise to a greater risk of non-compliance with applicable
legislation. A Compliance Management System is in place
across the BMW Group to ensure that its representative
bodies, executives and staff members worldwide consist-
ently act in a lawful manner. Further information on com-
pliance within the BMW Group as well as on the Compli-
ance Management System is provided in the chapter
7 Compliance and human rights.
The BMW Group recognises appropriate levels of provision
for lawsuits and risks. In addition, a part of these risks is
insured to an economically reasonable extent. Neverthe-
less, it cannot be ruled out that damages may occur in ex-
cess of the insured amounts. In accordance with Interna-
tional Financial Reporting Standards (IFRS), the required
information is not provided if the BMW Group concludes
that disclosure of the information could seriously prejudice
the outcome of the relevant legal proceedings. Further in-
formation on contingent liabilities is provided in 7 note 38 to
the Group Financial Statements.
← = Q
BMW Group Report 2021
To our Stakeholders
Combined Management Report
Outlook, Risk and Opportunity Management
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Alleged or actual non-compliance with the law could also
have a negative impact on the BMW Group's reputation.
Risk Management System in fhe Financial Services
Segment
All risks - in the sense of unexpected losses – must be cov-
ered at all times. Based on the segment's risk appetite, this
is achieved by ensuring specified levels of risk-covering as-
sets (asset cushions) in the form of equity capital. Unexpect-
ed losses are measured using various value-at-risk models,
which are validated at regular intervals. Risks are aggregat-
ed after taking account of correlation effects. In addition to
assessing the Group's ability to bear risk, stress scenarios
are also examined. The segment's risk-bearing capacity is
regularly controlled by means of an integrated limit system
for the various risk categories.
Corporate Governance
Risk management within the Financial Services business is
built on the prevailing risk culture, the defined risk strategy,
the internal capital adequacy assessment process frame-
work and a set of rules comprising principles and guidelines.
The main tool used to manage risk within the Financial Ser-
vices segment is to ensure its risk-bearing capacity.
139
Group Financial Statements
Liquidity risks
To our Stakeholders
Combined Management Report
Outlook, Risk and Opportunity Management
Due to the close interrelationships within the Group, devel-
opments that affect the BMW Group's industrial business in
the first step are also relevant for the Financial Services seg-
ment in the second step. In addition, banking supervisory
agencies around the world require sustainability risks to be
adequately addressed. Sustainability risks, such as natural
events or a change in carbon pricing, affect existing risk cat-
egories and can also have an impact in the short term.
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
The major part of the Financial Services segment's credit fi-
nancing and leasing business is refinanced on capital mar-
kets. Liquidity risks can arise in the form of rising refinancing
costs or from restricted access to funds due to the general
market situation. The risk amount associated with liquidity
risks is classified as low.
Based on the experience gained during the global financial
crisis, a liquidity concept has been drawn up, which is rigor-
ously adhered to and continuously developed. In the Finan-
cial Services segment, the use of the "matched funding prin-
ciple" ensures that liquidity risks are generally avoided.
Solvency is assured at all times throughout the BMW Group
by adhering to liquidity ratios and using a broadly diversified
range of refinancing sources. Regular measurement and
monitoring ensure that cash inflows and outflows for the
various maturities and currencies offset one another. This
approach is an integral part of the BMW Group's liquidity
concept.
The liquidity position is monitored continuously and man-
aged through the Group-wide planning of financial require-
ments and funding. At present, opportunities relating to li-
quidity are not expected to have any significant earnings
impact. Further information on risks in conjunction with fi-
nancial instruments is provided in 7 note 39 to the Group Fi-
nancial Statements.
Other financial risks worth mentioning include counterparty
risks as well as those arising in connection with investments
in other entities.
The BMW Group works together with banks to ensure that
the available liquidity is optimally invested in order to hedge
against financial market risks (particularly currency, com-
modity and interest rate risks) using derivative financial in-
struments and to protect payments made in advance. Coun-
terparty risk denotes the risk that the BMW Group will not
receive, or not receive in full, the payments due to it in con-
nection with the investment and hedging transactions re-
ferred to above. An enhanced value-at-risk model is em-
ployed to measure counterparty risk, taking into account the
creditworthiness (rating) of the banks and the business vol-
umes involved. Risk is managed using a limit system, which
includes daily monitoring of the extent to which limits are
being utilised at the level of the individual counterparties.
The BMW Group holds equity investments of varying
amounts in numerous entities, which could give rise to risks
requiring the recognition of impairment losses.
The risk amount associated with other financial risks is clas-
sified as medium. Generally speaking revaluations of invest-
ments could give rise to opportunities with a significant
earnings impact.
Risks and opportunities relating to pension obligations
Future pension obligations are financed largely via external
pension funds or trust constructs that are legally separate
from the BMW Group. Externally managed funds are invest-
ed on capital markets in a broadly diversified portfolio with a
view to enabling future pension payments to be disbursed
out of pension assets. These arrangements greatly reduce
the need to fund pension payments out of ongoing
operations.
Risks can arise from fluctuations in pension obligations on
the one hand and the related pension assets on the other.
Opportunities can arise if the value of pension assets on
capital markets develops favourably or if pension obligations
decrease at a more pronounced rate than the related assets.
Pension obligations are primarily measured using a discount
rate based on market yields from high-quality corporate
bonds. These yields are subject to market fluctuations and
therefore influence the level of pension obligations. Changes
in other parameters, such as rising inflation rates and longer
life expectancy, also impact the amount as well as the dura-
tion of future pension payments. Regulatory requirements or
changes may also affect the amount of pension obligations.
The fluctuation of pension assets reflects the volatility of in-
dividual asset classes on capital markets. The broadly diver-
sified portfolio comprises investments in interest-bearing
securities, equities, real estate and other asset classes.
The risk relating to pension obligations was substantially re-
duced by the restructuring of pension commitments in Ger-
many in 2021. Under the new arrangements, employees
were given the option to switch to the Company's defined
contribution pension plan. While the latter entails the risk as-
sociated with guaranteeing a minimum rate of return, the
overall risk is lower than that arising in connection with the
defined benefit pension plan.
The risk amount attached to pension obligations is classified
as medium.
Remeasurements on the liabilities and assets sides are rec-
ognised net of deferred taxes through other comprehensive
income and hence directly in equity of the BMW Group (with-
in revenue reserves). Further information on risks in conjunc-
tion with pension provisions is provided in 7 note 32 to the
Group Financial Statements.
138
BMW Group Report 2021
Combined Management Report
Outlook, Risk and Opportunity Management
The following overview provides a summary of the main risks
and opportunities in the Financial Services segment:
Other financial risks
Credit and counterparty risks and opportunities relating to the
Financial Services segment
140
BMW Group Report 2021
To our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Outlook, Risk and Opportunity Management
Residual value risks and opportunities relating to the Financial
Services segment
Risks and opportunities arise in conjunction with leasing
contracts if the market value of a leased vehicle at the end of
the contractual term of a lease differs from the residual value
estimated at the commencement date of the lease. A re-
sidual value risk exists if the expected market value of the
vehicle at the end of the contractual term is lower than its
estimated residual value at the date the contract was entered
into. The risk amount attached to the occurrence of unex-
pected residual value risks over the two-year assessment
period is classified as high. Opportunities can arise out of a
positive deviation between the actual market value and the
original residual value forecast. The BMW Group classifies
potential residual value opportunities as significant.
Each vehicle's estimated residual value is calculated at the
beginning of the contract on the basis of historical external
and internal data. Developments on pre-owned car markets
are an important factor for the BMW Group. The BMW Group
has developed and implemented specialised methods and
processes that enable the sustainability aspects of residual
value risks to be appropriately assessed and managed.
Market developments are observed throughout the contrac-
tual period and the risk assessment updated accordingly.
Residual value risk management essentially follows the
same established process, regardless of the drive system
variant.
The exceptional upturn in the pre-owned vehicle market,
particularly in the USA and the UK, combined with high lev-
els of revenue generated on lease returns sold, had a cor-
respondingly positive effect on the residual value situation
across the Financial Services segment during the financial
year 2021. This development was reflected in the lower level
of residual value risk provisioning required.
Interest rate risks and opportunities relating to the Financial
Services segment
Interest rate risks in the Financial Services segment relate to
potential losses caused by changes in market interest rates.
These can arise when fixed interest rate periods do not
match for assets and liabilities recognised in the balance
sheet. The risk amount attached to interest rate risks is clas-
sified as low. Favourable interest rate developments com-
pared to the outlook represent opportunities that the
BMW Group classifies as significant. Interest rate risks in the
Financial Services business are managed by ensuring that
fixed interest rate periods match to a large extent and
through the use of interest-rate derivatives. If the relevant
recognition criteria are fulfilled, derivatives used by the
BMW Group are accounted for as hedging relationships. Fur-
ther information on risks in conjunction with financial instru-
ments is provided in 7 note 39 to the Group Financial
Statements.
Operational risks relating to the Financial Services segment
In the Financial Services segment, operational risks are de-
fined as the risk of losses arising due to the unsuitability or
failure of internal procedures (process risks), people (per-
sonnel-related risks), systems (infrastructure and IT risks)
and external events (external risks). The recording and
measurement of risk scenarios, loss events and counter-
measures in the operational risk management system pro-
vide the basis for the systematic analysis and management
of potential or materialised operational risks. Annual self-as-
sessments are also carried out.
Due to closer interconnection with other risk categories, such
as outsourcing risks or information security risks, the level of
the risk amount has been raised slightly from low to medium
compared to the previous year. The classification of the risk
amount has changed to medium as the pertinent threshold
of €200 million was exceeded for the first time.
Climate-Related Opportunities and Risks
[[ Numerous developments of relevance for the BMW Group
are either directly or indirectly linked to climate-related is-
sues. The BMW Group is taking action to mitigate the impact
of climate change and to adapt to changing climatic condi-
tions. It is therefore imperative to identify climate-related
risks and opportunities and to take appropriate account of
them in determining the strategic direction to be followed,
managing the business and organising a Group-wide risk
management system. Since 2019, the BMW Group has been
acting on the recommendations of the Task Force on Cli-
mate-related Financial Disclosures (TCFD) and is continu-
ously developing its reporting on the management of cli-
mate-related risks and opportunities.
When considering climate-related risks, the BMW Group dis-
tinguishes between physical and transitory risks. Physical
risks refer to the actual impact of climate change. Physical
risks attributable to fundamental changes in climatic condi-
tions, such as rising temperatures or changing precipitation
patterns, are referred to as chronic and generally have a
longer-term effect. We therefore monitor these risks over a
period of up to 30 years. However, extreme weather events
such as storms, floods and heatwaves are already becoming
more frequent.
Transitory risks, on the other hand, arise from the transition
to a low-carbon economy. This category of risks includes for
example new and additional legal requirements relating to
climate protection. We also see the changes resulting from
the transition to a low-carbon future as an opportunity. In-
novative products and services enable us to develop new
fields of business, help decarbonise the mobility sector and
thus boost our competitiveness at the same time.
Organisation and processes for managing climate-related risks
Within the BMW Group, the Board of Management is directly
responsible for all matters relating to climate change includ-
ing dealing with the consequences of climate change. Ac-
To our Stakeholders
2 As shown in the section "Risk measurement", the risk amount ranges used for risk classification purposes have been revised. The change shown here relates to the classification of prior-year risks using the
revised risk amount ranges.
1 The classified risk amount does not change as a result of the full consolidation of BMW Brilliance.
Increased
Medium
Credit and counterparty default risk arises within the Finan-
cial Services segment if a contractual partner (e.g. a cus-
tomer or dealership) becomes either unable or only partially
able to fulfil its contractual obligations, so that less income is
generated or losses are incurred. Among other consequenc-
es, the military conflict between Russia and Ukraine could
also result in credit losses. The risk amount attached to the
occurrence of unexpected credit or counterparty default risks
over the two-year assessment period is classified as medi-
um. The BMW Group classifies potential opportunities in this
area as insignificant.
Credit risk
Residual value
Interest rate changes
Operational risks
In the financial year 2021, the Financial Services segment
benefited among other things from a favourable risk situ-
ation and the resulting lower level of impairment allowances
required. Credit losses were at an historically low level.
Initial and continuous creditworthiness testing is an import-
ant aspect of the BMW Group's credit risk management sys-
tem. For this reason, every borrower's creditworthiness is
tested for all credit financing and leasing contracts entered
into by the BMW Group. Opportunities may arise if the man-
aged portfolio performs better over time than estimated
when the credits were granted. Changes in the creditworthi-
ness of customers arising during the credit term are covered
by risk provisioning procedures. The credit risk of individual
customers is quantified on a monthly basis and, depending
on the outcome, taken into account within the risk provision-
ing system. Macroeconomic developments are currently
subject to a higher degree of volatility. If developments are
more favourable than assumed in the outlook, credit losses
may be lower than expected, leading to a positive earnings
impact.
Classification
Opportunities
Change compared
to prior year
Risks
Risks and opportunities relating to the Financial Services segment
The main categories of risk relevant for financial services
business are credit and counterparty risk, residual value risk,
interest rate risk, operational risk and liquidity risk. The
evaluation of liquidity risk for the Financial Services segment
is included in the liquidity risk category for the Group as a
whole.
of the risk amount¹
Classification
Medium
High
Stable
Stable
Insignificant
Stable
Significant
Stable
Low
Stable
Significant
Stable
Change compared
to prior year 2
BMW Group Report 2021
Outlook, Risk and Opportunity Management
Due to high demand, the prices of many raw materials have
been, and continue to be, subject to a high degree of fluctu-
ations on commodity markets. Accordingly, the risk amount
associated with raw materials prices is classified as high.
Significant opportunities could arise if raw materials prices,
contrary to current expectations, develop favourably for the
BMW Group.
Insignificant
Stable
Medium
Stable
Insignificant
Stable
Insignificant
Stable
Decreased
Medium
High
Stable
Decreased
Opportunities
Insignificant
Stable
Medium
Classification
Change compared
to prior year 2
Classification
of the risk amount¹
Risks
Sales network
Purchasing
Change compared
to prior year
Risks and opportunities relating to operations
Production and technology
High
Insignificant
Medium
Medium
Low
High
Stable
Significant
Decreased
Low
Other financial risks
Pension obligations
Legal risks
Liquidity
Stable
Raw materials
Stable
Insignificant
Increased
High
Information security, data protection and IT
Financial risks and opportunities
Stable
Insignificant
Stable
Low
Stable
Foreign currencies
Macroeconomic risks and opportunities
Strategic and sector-specific risks and opportunities
Changes in legislation and regulatory requirements
Market developments
Due to the medium- to long-term horizon involved, risks as-
sociated with climate change are presented in the section
7 Climate-related opportunities and risks.
Due to the particular features of the business model applied
for Financial Services business, risks and opportunities re-
lating to that segment are presented separately in the sec-
tion Risk management system in the Financial Services
segment.
> € 50-400 million
Medium
€0 50 million
Previous risk amount range
Class
Low
€0 200 million
New risk amount range
The following ranges apply for the purpose of classifying the
risk amount:
In light of the continued growth of the business and the as-
sociated risks, the value limits used in the Annual Report
since 2013 have been revised.
Risks are classified according to the risk amount (average
earnings impact, taking into account the probability of occur-
rence). The earnings impact may be significantly higher if the
risk actually materialises (worst-case scenario).
> € 200 1,000 million
Risks are measured net of any risk mitigation measures that
are already taking effect (net basis).
Risk Measurement
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Outlook, Risk and Opportunity Management
To our Stakeholders
BMW Group Report 2021
131
The BMW Group utilises standardised methods to assess
risks. All significant risks are measured using value-at-risk
models and assessed on the basis of uniform loss distribu-
tion metrics, thereby enabling better comparability of risks
for both internal and external reporting purposes. The overall
impact of the risks on the results of operations, financial and
net assets position is referred to in the following sections
uniformly as "earnings impact”.
High
> € 400 million
> € 1,000 million
The following table provides an overview of significant risks
and opportunities for the years 2022 and 2023 and indicates
their level of importance for the BMW Group. Overall, no risks
capable of threatening the continued existence of the
BMW Group were identified either at the balance sheet date
or at the date on which the Group Financial Statements were
drawn up.
Risks and Opportunities
The importance of opportunities for the BMW Group is clas-
sified on a qualitative basis in the categories "significant"
and "insignificant". Probable measures aimed at increasing
profitability are already incorporated in the outlook.
The continuous monitoring of key business processes and
strict cost controls are also essential factors for ensuring
high levels of profitability and return on capital employed.
A dynamic market environment also gives rise to opportun-
ities. Identifying these opportunities is an integral part of the
BMW Group's strategic planning process. The Group's range
of products and services is continually reviewed on the basis
of these analyses.
Opportunity Management
Outlook, Risk and Opportunity Management
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Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To our Stakeholders
BMW Group Report 2021
132
In accordance with § 289c of the German Commercial Code
(HGB) risks that could have an impact on the non-financial
aspects referred to in the relevant legislation are reviewed as
part of the reporting process. Significant risks in this context
are defined as those stemming from business activities,
business relationships and products and services provided
by the BMW Group that are highly likely to have a seriously
adverse impact. No significant non-financial risks were iden-
tified during the year under report.
Managing Non-Financial Risks as Reported in the NFS
Alongside the maintenance of a comprehensive system of
risk management, sustainability constitutes a core strategic
principle of the BMW Group. Risks resulting from sustain-
ability issues are generally identified via the Group-wide risk
management network.
137
Managing Reputational Risks
Group-wide effects and trends can be identified by aggre-
gating all significant risks at Group level using value-at-risk
models. For this purpose, the potential earnings impact of
the risks (confidence level: 99%) is aggregated, taking cor-
relation effects into account. In order to assess the risk-bear-
ing capacity of the BMW Group, the aggregated amount of
risks is compared with the risk cover amount (i. e. the equity
capital of the BMW Group recognised for accounting pur-
poses). A limit system for various risks helps monitor the
risk-bearing capacity.
Monitoring Risk-Bearing Capacity
The impact of risks and opportunities is presented separate-
ly without offsetting. If no specific reference is made, oppor-
tunities and risks relate to the Automotive segment. The
scope of entities consolidated for risk reporting purposes
corresponds to the scope of consolidated entities included in
the BMW Group Financial Statements.
Medium
Increased
Stable
Stable
Decreased
Stable
Quite apart from the financial consequences, risks can also
have an impact on the BMW Group's reputation. For these
purposes, the BMW Group assesses all risks with regard to
their impact on its reputation using a scoring model. More-
over, other overarching topics are monitored by means of
regular media analysis. Any significant reputational reper-
cussions are described in the following sections.
Stable
In order to sell its products and services, the BMW Group op-
erates a global sales network - mainly comprising inde-
pendent dealerships, branches, subsidiaries and importers.
Any threat to the continued activities of parts of the sales
network, for example due to the impending insolvency of
large-scale dealerships, would entail risks for the
BMW Group. The risk amount attached to sales and market-
ing risks over the two-year assessment period is classified
as low.
Risks and opportunities relating to the sales network
Opportunities arising over the assessment period are classi-
fied as insignificant.
tures to new and existing BMW Group production plants as
well as the introduction of innovative production technol-
ogies, could lead to lower cost of materials for the
BMW Group.
Within the Purchasing and Supplier Network, opportunities
arise primarily in the context of global sourcing and associ-
ated efficiency improvements. Making optimal use of any
innovations developed by suppliers is a key prerequisite for
developing future-oriented mobility products and services.
Similarly, favourable location-related cost factors, particular-
ly those arising due to the close proximity of supplier struc-
The risks associated with the supply of raw materials are
mitigated either by reducing the use of the raw materials in
question or substituting them with alternative products.
When selecting its suppliers, the BMW Group not only takes
into account external requirements, such as those contained
in the German Supply Chain Due Diligence Act (Lieferketten-
sorgfaltspflichtengesetz), but also ensures that the sustain-
ability standards set internally by the Group are met.
The increased threat of cyberattacks along the entire value
chain also affects supply security as well as the ability to
protect know-how relevant to the BMW Group. In order to
ensure a uniform level of IT security for all those involved
along the value and supply chain, the BMW Group impresses
on suppliers the importance of obtaining appropriate IT se-
curity certification.
The ongoing tight supply situation along the entire supply
chain particularly due to bottlenecks affecting the supply of
semiconductors could continue to result in adjustments to
the production schedule. Reporting on such eventualities
could also have a negative impact on the Company's reputa-
tion. The BMW Group is monitoring the situation very closely,
assessing developments on a continual basis and ensuring
that supply chains and production plants are working to-
gether as closely as possible.
BMW Group has already experienced temporary bottlenecks
in the supply of electronic components.
As in other areas, the BMW Group is shaping the future of its
sales organisation with a clear focus on placing the custom-
er experience at the centre of its activities. Our declared aim
is to deliver the best premium brand and customer experi-
ence in the industry. A key building block in this endeavour is
the digitalisation of the customer journey. In conjunction with
the dealership organisation, new opportunities are arising in
this context, which the BMW Group, however, classifies as
insignificant.
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Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Outlook, Risk and Opportunity Management
To our Stakeholders
BMW Group Report 2021
135
The growing complexity of the supplier network, particularly
in the case of sub-suppliers whose operations can only be
indirectly monitored by the BMW Group, is a further potential
cause of downtimes at supplier locations. Due to the high
level of demand on international semiconductor markets, the
Among other challenges, the military conflict between Rus-
sia and Ukraine is causing disruptions in the supply of com-
ponents produced in Ukraine. Any further escalation could
potentially affect both direct suppliers and upstream
sub-suppliers from neighbouring countries, thereby aggra-
vating the supply situation still further and curtailing the
availability of raw materials from Russia.
Potential reasons for the failure of individual suppliers to de-
liver include IT-related risks, non-compliance with sustain-
ability or quality standards, the lack of availability of raw ma-
terials and other input materials, and the occurrence of
natural hazards and/or fires. Insufficient financial capacity
on the part of individual suppliers can also jeopardise sup-
plies to production plants. In this context, the BMW Group
ensures financial support for suppliers that are of critical im-
portance for maintaining production. Moreover, any major
deterioration of a particular country's security situation is
incorporated in the risk measurement process as a potential
reason for the failure of a value or supply chain.
Other Information
Risks and opportunities relating to purchasing
Purchasing risks relate primarily to supply risks caused by
the failure of a supplier as well as to threats to BMW Group-rel-
evant know-how within the supplier network. Production
problems at supplier level could lead to consequences
caused by increased expenditure for the BMW Group due to
production interruptions and a corresponding reduction in
vehicle sales. The BMW Group deploys an extensive set of
checks and proactive management measures to tackle the
challenges currently facing the automotive supply industry.
The risk amount attached to purchasing risks over the two-
year assessment period is classified as high.
Information security, data protection and IT
Digitalisation and automation across all areas of the busi-
ness and all BMW Group products offer excellent opportu-
nities that are helping move the organisation forward on its
strategic path towards sustainability. At the same time, re-
quirements regarding the confidentiality, integrity and avail-
ability of information are becoming increasingly strict, with a
corresponding impact on the related use of information tech-
nology (IT). The level of threat has continuously risen in re-
cent years and the impact of the military conflict between
In view of the higher incidence of observed attacks on
BMW Group applications and systems, the risk amount
despite extensive security measures - is classified as high.
Significant
The analysis of raw materials price risks is based on planned
purchases of raw materials and components containing
those products. Cash-flow-at-risk models and scenario
analyses are deployed to measure risks and opportunities
relating to raw materials prices. Price fluctuations for pre-
cious metals (platinum, palladium, rhodium), non-ferrous
metals (aluminium, copper), raw materials for batteries
(lead, nickel, cobalt) and, to some extent, for steel and its
basic ingredients (iron ore, coking coal) as well as energy
(gas, electricity) are hedged using financial derivatives and
supply contracts with fixed pricing arrangements.
Risks and opportunities relating to raw materials prices
As a manufacturing company, the BMW Group is exposed to
purchase price risks, particularly in relation to the raw mate-
rials used in vehicle production. Changes in prices are moni-
tored via a well-defined management process, the primary
objective of which is to improve planning reliability for the
BMW Group as a whole.
foreign currency regions, i. e. natural hedging. Currency risks
are managed in the short to medium term and for operation-
al purposes by means of hedging on financial markets. The
principal objective is to increase planning reliability for the
BMW Group. Hedging transactions are entered into only with
financial partners of good credit standing. Depending on ex-
change rate developments, significant opportunities may
arise.
Operational currency management is based on the results of
currency risk analyses. The BMW Group manages currency
risks at both strategic (medium to long term) and operational
level (short to medium term). Medium- to long-term meas-
ures include increasing production and purchase volumes in
As an internationally operating enterprise, the BMW Group
conducts business in a variety of currencies, thus giving rise
to currency risks and opportunities. A substantial portion of
Group revenues, production, other purchases and funding
occur outside the eurozone, particularly in China and the
USA. Regularly updated cash-flow-at-risk models and scen-
ario analyses are used to measure currency risks and oppor-
tunities. The risk amount associated with currency risks is
classified as low. The risk situation is more favourable than
in the previous year, as exchange rates have developed posi-
tively compared with those assumed in earlier forecasts.
Currency risks and opportunities
Financial Risks and Risks relating to the use of Financial
Instruments
The loss or theft of sensitive business information could also
have a negative impact on the Company's reputation.
With regard to cooperations and business partnerships, the
BMW Group protects its intellectual property as well as its
customer and employee data by issuing clearly defined in-
structions on information security and data protection. Trade
secrets and sensitive personal data are subject to particular-
ly stringent security measures.
Russia and Ukraine could lead to a further increase in the
number of cyberattacks. Moreover, legal and regulatory re-
quirements are becoming ever stricter worldwide. Examples
include the Second Act to Increase the Security of Informa-
tion Technology Systems (German IT Security Act 2.0) and
new data protection laws in China.
documented in a comprehensive set of rules and guidelines.
A consistently applied policy of updating such rules and reg-
ulations to current situations, coupled with regular commu-
nication, awareness-raising and training measures, form the
basis for a high level of security and risk awareness in
general.
← = Q
Other Information
Remuneration Report
Group Financial Statements
To our Stakeholders
BMW Group Report 2021
136
However, despite continuous testing and preventive security
measures, it is impossible to completely eliminate risks in
this area. All authorised persons are required to treat infor-
mation such as confidential business, customer and em-
ployee data with great care, use information systems
securely and handle risks in a transparent manner. Uniform
requirements that apply throughout the Group are
The BMW Group places great emphasis on protecting busi-
ness information, for instance against unauthorised access
and/or misuse. Data security is an integral part of all Group
business processes and practised in accordance with the
ISO/IEC 27001 international standard. In conjunction with
risk management requirements, risks relating to information
security, data protection and IT are systematically docu-
mented, allocated appropriate measures by the departments
concerned and continuously monitored with regard to threat
level and risk mitigation. Regular analyses and controls as
well as tight security management policies ensure an appro-
priate level of security.
In addition to threats in the form of cyberattacks and phys-
ical interventions, information and data can also be compro-
mised by a lack of risk awareness and inappropriate behav-
iour. The main direct consequences would be negative
effects on revenues, disruption in the production of compo-
nents and vehicles, or reputational damage.
Combined Management Report
Outlook, Risk and Opportunity Management
The BMW Group sees opportunities relating to production
processes and fields of technology primarily in the competi-
tive edge gained from mastering new and complex technol-
ogies. Given the long lead times involved in developing new
products and processes, additional opportunities are not
expected to have a significant earnings impact on the
BMW Group during the assessment period.
Corporate Governance
The BMW Group recognises appropriate provisions for stat-
utory and non-statutory warranty obligations. It cannot be
ruled out, however, that additional costs could arise in con-
junction with vehicle recalls that are either not covered or not
fully covered by provisions. Despitely, deploying thorough
quality assurance processes, such risks can always arise if
the materials and/or processing procedures used prove in-
sufficient, in some cases years after a product has been
launched. A high number of recalls could also have a nega-
tive impact on the BMW Group's reputation. Further infor-
mation on risks in conjunction with provisions for statutory
and non-statutory warranty obligations is provided in
note 33 to the Group Financial Statements.
Macroeconomic opportunities that could have a sustained
positive impact on the BMW Group's results of operation are
classified as insignificant.
A further risk is seen in the very high rate of inflation current-
ly being observed in many regions. If inflation were to remain
high over an extended period, rising prices would curb de-
mand. The expected interest rate hikes by central banks will
also have a dampening effect on business.
ing from simple tariff increases to further import and export
restrictions on specific technologies. This could also lead to
less favourable import and export conditions for the
BMW Group.
The conflict between the USA and China is also set to re-
main a major topic of discussion. The focus is currently shift-
Mutation could result in the emergence of a highly conta-
gious coronavirus variant that could, in tum, cause severe
disease. In this case, strict containment measures could
slow down the economic recovery. The BMW Group is moni-
toring the situation on a continuous basis and taking appro-
priate measures as required.
Global supply shortfalls - particularly for semiconductors
continue to dampen the prospects of economic growth.
These bottlenecks could persist throughout the whole of
2022, with the resulting shortage of (upstream) products
causing the hitherto strong recovery of the global economy
to lose pace.
There is a risk of a further escalation of the conflict and
therefore of the sanctions imposed by Western countries on
Russia as well as possible retaliatory measures by Russia.
Any additional sanctions relating to the capital market and
the import and export of goods and raw materials will have
distinct consequences that are also likely to have a negative
impact on economies outside Russia.
The invasion of Ukraine by Russian troops has, among other
factors, triggered supply restrictions affecting components
from Ukraine which have already led to production schedule
adjustments and interruptions at a number of BMW Group
plants. If the military conflict continues for a prolonged peri-
od, it will also have a perceptible impact on sales.
Macroeconomic Risks and Opportunities
Economic conditions have an impact on business perform-
ance and hence on the level of earnings generated by the
BMW Group. Unforeseen disruptions in global economic re-
lations can have highly unpredictable effects. The risk
amount over the two-year assessment period is classified as
medium.
Combined Management Report
Outlook, Risk and Opportunity Management
Strategic and Sector-Specific Risks and Opportunities
Changes in legislation and regulatory requirements
← = Q
Corporate Governance
Group Financial Statements
To our Stakeholders
BMW Group Report 2021
133
1 The classified risk amount does not change as a result of the full consolidation of BMW Brilliance.
2 As shown in the section "Risk measurement", the risk amount ranges used for risk classification purposes have been updated. The change shown here relates to the classification of prior-year risks using the
updated risk amount ranges.
Stable
Decreased
The development and testing of new technologies inherently
give rise to a certain level of risk. An accident - for example
involving a vehicle in automated driving mode could have
a negative impact on the Company's reputation, regardless
of cause. Avoiding these risks is a top priority for the
BMW Group.
Insignificant
Significant
Other Information
The introduction of more stringent legislation and regula-
tions, particularly regarding emissions, safety and consumer
protection as well as regional vehicle-related purchase and
usage taxes, poses a significant risk for the automobile in-
dustry. Country- and sector-specific trade barriers can also
be subject to change at short notice. Any sudden tightening
of regulations in these areas could necessitate significantly
higher investments and ongoing expenses or exert influence
on customer behaviour. The risk amount attached to the oc-
currence of the risk of disruption in product availability due to
unforeseeable short-term changes in legislation and regula-
tions is classified as high.
Remuneration Report
emissions could affect the Company's reputation.
Vehicles could be damaged or destroyed by natural hazards
or other threats during transport from the Group's production
plants to its various sales regions. Premiums and deductibles
for transport insurance policies currently remain at a persis-
tently high level. Any further increase could make it econom-
ically unviable to take out insurance, as a result of which the
BMW Group would be required to bear the losses itself.
Appropriate measures have been put in place to counter the
threat of targeted cyberattacks, reflecting the fact that any
such attacks could cause damage to production facilities
Technical fire protection, transparency with regard to poten-
tial natural hazards relevant for site selection and ongoing
operations, underpinned by other appropriate (e.g. struc-
tural) measures, a rapid response by on-site fire services
and employee training are the key strategies for preventing
or reducing any potential damage from fires and/or natural
hazards. Furthermore, policies are in place with insurance
companies of high credit standing to mitigate the impact of
any property damage caused by fire and/or natural events
that lead to significant business interruptions at either the
Group's or suppliers' premises.
All production units have a variety of measures in place to
deal with potential production interruptions and downtimes,
some of which are already integrated in the planning process
and also applied at operational level with a high degree of
flexibility. These measures have an effect on both the amount
of damage and the probability of the risks occurring.
Potential causes of production downtimes include fires, nat-
ural hazards and infrastructural damage as well as machine
and tooling breakdowns. Equally significantly, however, pro-
duction could also be impaired by bottlenecks in the supply
of production materials or components, utility or media sup-
ply failures or disruptions to transportation, logistics or IT
systems, all of which could be caused by cyberattacks,
among other factors.
Risks and Opportunities Relating to Operations
Risks and opportunities relating to production and technologies
Risks relating to production processes and fields of technol-
ogy can lead to unplanned production interruptions or add-
itional costs due to vehicle recall actions. The risk amount
attached to the occurrence of such risks over the two-year
assessment period is classified as medium.
← = Q
Other Information
and possibly result in long downtimes and substantial
losses.
Remuneration Report
Group Financial Statements
Corporate Governance
Combined Management Report
Additional risks could result from the tightening of existing
import and export regulations, which could, in turn, lead pri-
marily to additional expenses, but also complicate the im-
port and export of vehicles and parts.
Changes in trade policies could also have a positive impact
on the BMW Group's earnings in the short to medium term.
Any reduction in tariff barriers, import restrictions or direct
excise duties could result in lower manufacturing costs or
enable products and services to be offered to customers at
more attractive prices. Additional opportunities potentially
arising from changes in legislation and regulations are clas-
sified as insignificant.
Market developments
Increasingly fierce competition among established manufac-
turers and the emergence of new competitors can have re-
percussions that are difficult to predict. Unforeseen con-
sumer preferences and changes in brand perceptions could
also give rise to both opportunities and risks. The risk amount
attached to the occurrence of market risks over the two-year
assessment period is classified as medium.
Sales markets are continuously monitored in order to opti-
mally meet customer requirements and, at the same time,
capitalise on opportunities in terms of sales growth and pri-
cing. Opportunities arising over the assessment period are
classified as insignificant.
Any toughening of market competition could ramp up pres-
sure on sales volume and selling prices. For instance, the
BMW Group could be confronted with short-term supply and
demand distortions in the transition from conventionally
powered vehicles to alternative drive concepts. Customer
behaviour can also change, such as in the event of changing
social values and norms or as a consequence of governmen-
tal policies relating to vehicle usage.
134
BMW Group Report 2021
To our Stakeholders
At present, the BMW Group is seeing a continuous trend to-
wards increasingly stringent vehicle emissions regulations,
particularly for conventional drive systems, with the aim of
improving air quality, above all in conurbations. A legislative
proposal for the new Euro 7 emissions standard is being dis-
cussed within the European Union. As the technical require-
ments and the implementation timetable for the new stand-
ard are still subject to consultation, a certain element of risk
is involved. A discussion about fuel consumption and carbon
I
920
11
116
135
Interest and similar income
875
236
2
3
1,520
1,169
-989
- 1,292
246
920
103
24
Profit/loss before financial result
13,400
Interest and similar expenses
197
4,830
9,870
2,162
227
3,701
1,721
- 8
36
-390
808
Result from equity accounted investments
1,520
11
5
-458
17
53
638
- 208
2,660
392
1,935
560
1
-3
52
4
539
23
-271
479
-165
- 186
12
-310
-613
- 3
-3
-4
-974
-1,232
1,122
1,394
Other financial result
Financial result
Profit/loss before tax
Income taxes
Net profit / loss
Attributable to minority interest
1,170
-66
14,947
-73
3
-19,857
- 14,194
19,392
21,986
13,582
5
16,839
489
343
5,118
3,086
5
3
9,397
30,044
-26,958
-27,749
- 1,941
133
2021
2020
7
111,239
98,990
95,476
8
- 89,253
- 85,408
- 78,637
80,853
- 71,456
2,748
-2,259
2,284
32,867
-465
753
9
-9,233
36
34
34
125
15
-176
Other operating expenses
10
- 1,055
-873
- 1,003
-929
-1
-2
- 68
2
-6
3
1,614
- 8,795
-7,580
-7,237
-264
- 240
-1,385
- 1,326
-41
-26
37
34
Other operating income
10
1,702
916
931
102
owned equity capital which confers the power to elect a
majority of the Supervisory Board of a contractual party
or any other ownership interest that enables the acquirer
to exercise control over a contractual party or which con-
stitutes a merger or a transfer of net assets.
5,222
Total comprehensive income attributable to shareholders of BMW AG
* Prior year's figure adjusted.
Note
2021
2020
12,463
Total comprehensive income attributable to minority interests
3,857
1,243
-354
-224
139
1,019
-215
32
Total comprehensive income
Other comprehensive income for the period after tax
Items that can be reclassified to the income statement in the future
Other Information
← = Q
STATEMENT OF COMPREHENSIVE INCOME
FOR GROUP
in € million
Net profit/loss
Remeasurement of the net liability for defined benefit pension plans
Deferred taxes
Items not expected to be reclassified to the income statement in the future
Marketable securities (at fair value through other comprehensive income)
Derivative financial instruments
Costs of hedging
Other comprehensive income from equity accounted investments
Deferred taxes *
Currency translation foreign operations
in € million
-45
7
14
991
3,159
Revenues
Cost of sales
Gross profit
Selling and administrative expenses
Note
2021
2020
2021
2020
2021
2020
2021
2020
2020
14,783
Remuneration Report
31
81
72
201
-50
106
163
-423
1,228
- 1,283
1,382
- 401
19
2,401
- 616
14,864
3,241
82
Group Financial Statements Corporate Governance
Statement of Comprehensive
Income for Group
Combined Management Report
To Our Stakeholders
-119
62
56
-232
12,463
3,857
9,160
2,009
177
74
2,915
1,269
412
- 173
-201
-456
678
- 838
-51
11,805
2,722
228
100
3,753
1,725
531
-235
-257
910
13
-3,597
-1,365
-2,645
-713
-26
16,060
81
10
14
18.77
5.73
14
18.79
5.75
Diluted earnings per share of common stock in €
Diluted earnings per share of preferred stock in €
14
18.77
5.73
14
18.79
5.75
150
BMW Group Report 2021
Basic earnings per share of common stock in €
Basic earnings per share of preferred stock in €
Dilutive effects
82
678
- 171
17
71
67
-2
Attributable to shareholders of the BMW AG
31
12,382
3,775
9,150
1,992
177
74
2,844
1,202
412
- 201
2021
To our Stakeholders
Corporate Governance
1 Based on voluntary notifications provided by the listed shareholders as at 31 December 2021.
The voting percentages disclosed above may have changed
subsequent to the stated date if these changes were not re-
quired to be reported to the Company. As the Company's
shares are issued to bearer, the Company is generally only
aware of changes in shareholdings if such changes are sub-
ject to mandatory notification rules.
Susanne Klatten Beteiligungs GmbH, Bad Homburg v. d. Höhe, Germany
Susanne Klatten, Germany
AQTON GmbH & Co. KG für Automobilwerte, Bad Homburg v. d. Höhe, Germany
AQTON Verwaltung GmbH, Bad Homburg v. d. Höhe, Germany
AQTON SE, Bad Homburg v. d. Höhe, Germany
Stefan Quandt, Germany
in %
Based on the information available to the Company, the fol-
lowing direct or indirect holdings exceeding 10% of the vot-
ing rights at the end of the reporting period were held at the
stated reporting date:¹
Direct or indirect investments in capital exceeding 10%
of voting rights
= Q
↑
Disclosures Relevant for Takeovers
and Explanatory Comments
Other Information
Remuneration Report
Corporate Governance
in full within one year and the arrears are not paid in the sub-
sequent year alongside the full preference amount due for
that year. With the exception of voting rights, holders of
shares of preferred stock are entitled to the same rights as
holders of shares of common stock. In addition, Article 24 of
the Articles of Incorporation confers preferential treatment to
the non-voting shares of preferred stock with regard to the
appropriation of the Company's unappropriated profit. Ac-
cordingly, the unappropriated profit is required to be appro-
priated in the following order:
(a) Subsequent payment of any arrears on dividends on
non-voting shares of preferred stock in the order of
accruement
(b) Payment of an advance dividend of € 0.02 per € 1 par
value on non-voting shares of preferred stock
(c) Uniform payment of any other dividends on shares of
common and preferred stock, provided the shareholders
do not resolve otherwise at the Annual General Meeting
Restrictions affecting voting rights or the transfer of
shares
In addition to shares of common stock, the Company has
also issued non-voting shares of preferred stock. Further in-
formation can be found in the section "Composition of sub-
scribed capital".
² Controlled entities, of which 3% or more are attributed: AQTON SE, AQTON Verwaltung GmbH, AQTON GmbH & Co. KG für Automobilwerte.
When the Company issues non-voting shares of preferred
stock to employees in conjunction with its Employee Share
Programme, these shares are generally subject to a Com-
pany-imposed blocking period of four years, calculated from
the beginning of the calendar year in which the shares were
issued.
* Disclosures pursuant to § 289 a, § 315 a HGB.
145
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Contractual holding period arrangements also apply to
shares of common stock acquired by Board of Management
members and certain senior department heads in conjunc-
tion with share-based remuneration programmes. Remuner-
ation Report
3 Controlled entities, of which 3% or more are attributed: AQTON Verwaltung GmbH, AQTON GmbH & Co. KG für Automobilwerte.
4 Controlled entities, of which 3% or more are attributed: AQTON GmbH & Co. KG für Automobilwerte.
5 Controlled entities, of which 3% or more are attributed: Susanne Klatten Beteiligungs GmbH.
Corporate Governance
Remuneration Report
Other Information
← = Q
Disclosures Relevant for Takeovers
and Explanatory Comments
Authorisations of the Board of Management, in particu-
lar with respect to the issuing or buying back of shares
The Board of Management is authorised to buy back shares
and sell repurchased shares in situations specified in § 71
AktG, for example to avert serious and imminent damage to
the Company and/or to offer shares to persons either cur-
rently or previously employed by BMW AG or one of its affili-
ated companies.
Group Financial Statements
In accordance with Article 4 no. 5 of the Articles of Incorpor-
ation, the Board of Management is authorised, with the ap-
proval of the Supervisory Board, to increase by means of
cash contributions BMW AG's share capital during the period
up to and including 15 May 2024 by up to € 1,722,600 for the
purposes of an Employee Share Programme by issuing new
non-voting shares of preferred stock, which carry the same
rights as existing non-voting shares of preferred stock (Au-
thorised Capital 2019). The subscription rights of existing
shareholders are excluded. No conditional capital was in
place at the reporting date.
An agreement concluded with an international consor-
tium of banks relating to a syndicated credit line, which
was not being utilised at the balance sheet date, entitles
the lending banks to give extraordinary notice to termin-
ate the credit line, such that all outstanding amounts, in-
cluding interest, would fall due with immediate effect if
one or more parties jointly acquire direct or indirect con-
trol of BMW AG. The term "control" is defined as the ac-
quisition of more than 50% of the share capital of
BMW AG, the right to receive more than 50% of the divi-
dend, or the right to direct the affairs of the Company or
appoint the majority of members of the Supervisory
Board.
A cooperation agreement concluded with Peugeot SA re-
lating to small (1- to 1.6-litre) petrol engines entitles each
of the cooperation partners to give extraordinary notifica-
tion of termination in the event of a competitor acquiring
control over the other contractual party and if any con-
cerns of the other contractual party regarding the impact
of the change of control on the cooperation arrange-
ments are not resolved during the subsequent discussion
process.
BMW AG acts as guarantor for all obligations arising from
the joint venture agreement relating to BMW Brilliance
Automotive Ltd. in China. This agreement grants an ex-
traordinary right of termination to either joint venture
partner in the event of a change in control at either one of
the parties, or if more than 25% of the shares of the oth-
er party are acquired by a third party - either directly or
indirectly or if the other party is merged with another
legal entity. Termination of the joint venture agreement
may lead to the dissolution of the joint venture, with an
optional purchase right for BMW (or the partner) to ac-
quire the shares of the other partner or to the liquidation
of the joint venture company.
Framework agreements are in place with financial insti-
tutions and banks (ISDA Master Agreements) with re-
spect to trading activities with derivative financial instru-
ments. These agreements include an extraordinary right
of termination that triggers actions in the event that the
creditworthiness of the party involved is materially weak-
er following a direct or indirect acquisition of beneficially
BMW AG and Mercedes-Benz Group AG have entered
into a Joint Venture Agreement relating to mobility ser-
vices, which includes the areas of car sharing, ride hailing
and charging, and entitles both Mercedes-Benz Group
AG and BMW AG (hereafter referred to as "principals") to
initiate a bidding procedure in the event that (i) the other
principal receives notice in accordance with § 33 of the
German Securities Trading Act (WpHG) that - including
shares attributed pursuant to § 34 WpHG - a sharehold-
ing of more than 50% has been attained or, in accord-
ance with § 20 AktG of the German Stock Corporation Act
(AktG) that a shareholding of more than 50% has been
attained or (ii) a shareholder or a third party - including
shares attributed pursuant to § 30 WPHG - holds more
than 50% of the voting rights or shares in the other prin-
cipal, or (iii) the other principal has concluded a control
agreement as a dependent company. The outcome of
such a bidding procedure is that the joint venture will go
to the principal making the highest bid.
Significant agreements of the Company taking effect in
the event of a change in control following a takeover bid
BMW AG is party to the following major agreements, which
contain provisions that would apply in the event of a change
in control or the acquisition of control as a result of a take-
over bid:
The Company's shares of preferred stock are shares as de-
fined in §§ 139 et seqq. AktG, which carry a cumulative pref-
erential right in terms of the allocation of profit and for which
voting rights are excluded. These shares confer voting rights
only in exceptional cases stipulated by law, in particular if the
preference amount has either not been paid or not been paid
To Our Stakeholders
146
Indirect share of
voting rights
25.62
16.63
Direct share of
voting rights
0.2
9.0
16.64
16.6
BMW Group Report 2021
0.2
20.7
Shares with special rights that confer control rights
There are no shares with special rights that confer control
rights.
Control of voting rights when employees participate in
capital and do not directly exercise their control rights
Like all other shareholders, employees exercise their control
rights pertaining to shares they have acquired in conjunction
with the Employee Share Programme and/or the share-
based remuneration programme directly on the basis of rele-
vant legal provisions and the Company's Articles of
Incorporation.
Statutory regulations and provisions contained in the
Articles of Incorporation governing the appointment and
removal of members of the Board of Management and
changes to the Articles of Incorporation
The appointment or removal of members of the Board of
Management is based on the rules contained in §§ 84 et
seq. AktG in conjunction with § 31 of the German Co-Deter-
mination Act (MitbestG).
Amendments to the Articles of Incorporation must comply
with §§ 179 et seqq. AktG. Amendments must be decided
upon by the shareholders at the Annual General Meeting
(§ 119 (1) no. 6, § 179 (1) AktG). The Supervisory Board is au-
thorised to approve amendments to the Articles of Incorpor-
ation that only affect its wording (Article 14 no. 3 of the Ar-
ticles of Incorporation). Resolutions are passed at the
Annual General Meeting by a simple majority of votes cast
unless otherwise explicitly required by binding provisions of
law or, if a majority of share capital is required, by a simple
majority of share capital represented in the vote (Article 20
no. 1 of the Articles of Incorporation).
20.75
The rights and duties of shareholders derive from the Ger-
man Stock Corporation Act (AktG) in conjunction with the
Company's Articles of Incorporation, the full text of which is
available at ≈ www.bmwgroup.com. The right of shareholders to
have their shares evidenced is excluded in accordance with
the Articles of Incorporation. The voting power attached to
each share corresponds to its par value. Each €1 of par value
of share capital represented in a vote entitles the holder to
one vote (Article 18 no. 1 of the Articles of Incorporation).
The subscribed capital (share capital) of BMW AG amoun-
ted to € 661,399,500 at 31 December 2021 (2020:
€ 659,684,500) and, in accordance with Article 4 no. 1 of the
Articles of Incorporation is sub-divided into 601,995,196
shares of common stock (91.02 %) (2020: 601,995,196;
91.26%) and 59,404,304 shares of non-voting preferred
stock (8.98 %) (2020: 57,689,304; 8.74%), each with a par
value of € 1. The Company's shares are issued to bearer.
Composition of subscribed capital
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Stricter requirements for carbon emitters due to regula-
tory tightening could affect the reputation of the
BMW Group and make it less attractive as a sustainable
investment.
Combined Management Report
Outlook, Risk and Opportunity Management
The transformation to a lower-emissions economy is fun-
damentally changing certain industries. Due to the po-
tential macroeconomic consequences, the related sus-
tainability risks are seen as a threat to the stability of
financial markets. They could also have a negative im-
pact on job security as well as the financial position of
selected industries and their employees.
With its flexible vehicle architectures and production sys-
tems,
the BMW Group strives to take account of fluctuat-
ing customer demand as well as regulatory and infra-
structural differences in its markets in a swift and
adaptable manner. Production network
The BMW Group sees the growing demand for electrified
vehicles as a major opportunity. We are leveraging this
opportunity by continuously expanding our range of elec-
trified products, while at the same time pressing ahead
with the in-house development and production of electric
drive systems, batteries and battery cell prototypes. This
approach enables us to secure key know-how in new
technologies at an early stage, gain crucial systems ex-
pertise and exploit cost advantages, which could also
provide a decisive competitive edge. 7 Production network
The BMW Group's strategic planning assumptions will
endeavour to anticipate the consequences of rising car-
bon prices in the form of taxes and levies as well as po-
tential shortfalls in emissions credits under emissions
trading schemes, taking into account the assumptions
applied in its own decision-making process and its coop-
eration with suppliers. Circular economy, resource efficiency and
renewable efficiency
-
The BMW Group can exert its influence across its global
supplier network to cut carbon emissions and work to-
wards implementing decarbonisation measures. For in-
stance, it has already entered into a contractual agree-
ment with its cell manufacturers that only green
electricity will be used to produce the fifth generation of
battery cells. Supplier network and purchases and Decarbo-
nisation
By switching to lower-carbon processes and technol-
ogies at its own production plants, the BMW Group is not
only boosting efficiency, but also cutting its costs. For ex-
ample, generating its own electricity from renewable en-
ergy sources reduces the carbon footprint and minimises
dependence on external electricity sources as well as its
exposure to price fluctuations on the energy market.
7 Renewable energy
Climate-related opportunities
In the best interest of a circular economy, the BMW Group
intends to gradually increase its use of secondary mater-
ials and hence reduce carbon emissions at the same
time. With this strategy, we are not only contributing to-
wards achieving our decarbonisation target in the supply
chain, but also reducing our dependence on primary ma-
terials in terms of their availability and cost. 7 Circular econ-
omy and resource efficiency
BMW Group Report 2021
* Representative Concentration Pathways.
The BMW Group focuses on both mitigating and adapting to
the consequences of climate change.
In the Adaptation to Climate Change project, we identified
and assessed physical risks comprehensively for the first
time on the basis of two different time horizons (2030 and
2050) as well as various climate change scenarios. Three
warming pathways developed by the Intergovernmental
Panel on Climate Change (IPCC) were applied and, in ac-
cordance with the TCFD recommendation, the impact of
physical risks on the various stages of the value chain (in-
cluding real estate, logistics and suppliers) was examined.
The so-called RCP* scenarios range from a low-emissions
scenario in line with the 2°C target (RCP 2.6), a medium
scenario with global warming of 2.4-2.7°C by the year 2100
(RCP 4.5) through to a 5°C scenario (RCP 8.5). On the one
hand, the RCP 2.6 scenario entails high transitory risks for
the BMW Group due to stricter regulatory requirements gov-
erning carbon emissions. On the other hand, fewer physical
risks would be likely to arise given the more ambitious cli-
mate protection measures. In the RCP 8.5 scenario, how-
ever, the physical risks dominate due to insufficient climate
protection measures. Based on the BMW Group's assess-
ment, the RCP 4.5 scenario is currently seen as the most
likely and roughly corresponds to the contributions currently
committed to by each country at national level.
Physical climate risks
Climate change is likely to cause natural disasters to oc-
cur more frequently at our locations, for example heavy
rains and heat waves, with the risk of damage to both
inventories and products. To avoid production stoppages,
we have already taken preventive measures at our pro-
duction sites and other premises, such as the installation
of sluice gates at the plant in Chennai, India.
142
Extreme weather events at suppliers' locations world-
wide can impact component deliveries and consequently
supplies to production plants. Under these circum-
stances, key transport routes could be blocked - with im-
plications for both the supply of components and the dis-
tribution of new vehicles.
Transitory climate risks
A significant tightening of laws and regulations in the
BMW Group's main markets (the EU, the USA and China),
particularly in terms of carbon emissions regulations
which may also result from possible legal proceedings or
court decisions and regional vehicle purchase and usage
taxes, could have an impact on the BMW Group's range
of products and services and result in higher costs
and/or lower sales volumes. Changes in legislation and regula-
tory requirements ]]
[Any serious failure to comply with sustainability or qual-
ity standards could cause disruptions in the supply chain
or the inability of individual suppliers to deliver.
The aim is to reduce carbon emissions across all relevant
supply chains on the basis of constructive cooperation
with suppliers. It is important to point out, however, that
the BMW Group depends on receiving accurate informa-
tion from suppliers in this regard.
However, if the carbon price were to rise to unexpected
levels without sufficient time to plan accordingly, produc-
tion costs will be driven up, with a correspondingly nega-
tive impact on the BMW Group's sales volumes and prof-
itability. Furthermore, setting a price for carbon emissions
could result in reduced purchasing power and thus hold
down economic growth in the regions concerned.
The global spread of electric mobility may give rise to
bottlenecks in the availability of raw materials, particular-
ly those needed to manufacture battery cells. As a result,
higher raw materials prices could also have an impact on
the BMW Group's earnings situation.
Physical climate risks could have a negative impact on
economic growth in the regions affected, with noticeable
unfavourable macroeconomic consequences, including a
loss of income and the threat of unemployment for con-
sumers. These factors, in turn, could reduce purchasing
power in certain regions and have a negative impact on
the BMW Group's sales volumes and operating result.
Several supply and development contracts between
BMW AG and various industrial customers, all relating to
the sale of components for drivetrain systems, grant an
extraordinary right of termination to the relevant indus-
trial customer in specified cases of a change in control at
BMW AG (for example BMW AG merges with a third party
or is taken over by a third party; an automobile manufac-
turer acquires more than 50% of the voting rights or
share capital of BMW AG).
By reporting comprehensively and transparently in a
manner that meets potential legal requirements at an
early stage, we are better able to ensure our access to
capital markets and obtain attractive financing condi-
tions on a long-term basis. 7 BMW Group and Capital Markets
143
Preventive controls serve to identify and eliminate weak-
nesses and omissions in processes. Detective controls on
the other hand are deployed to detect and correct any errors
in the results of those processes and are generally based on
the principle of the segregation of duties. All key relevant IT
systems incorporate controls that are designed, among other
things, to prevent business transactions from being recorded
incorrectly, ensure the complete recognition and accurate of
business transactions in accordance with the applicable re-
quirements, and provide the basis for checking the accuracy
of consolidation procedures.
Whenever changes are made to IT systems relating to ac-
counting and financial reporting processes, the aforemen-
tioned controls are adapted to take account of new require-
ments and/or any opportunities that have arisen due to
technical advances in information technology. Moreover, the
BMW Group deploys data analysis tools to identify and
subsequently eliminate weaknesses in its processes and/or
control systems.
Responsibilities for ensuring the effectiveness of ICS proce-
dures for accounting and financial reporting processes as
well as the further development of the reporting of non-fi-
nancial performance indicators are clearly defined in a role-
based model and allocated to the relevant line and process
managers. Once a year, the managers responsible report on
their assessment of the ICS in place for accounting and fi-
nancial reporting processes, based on the results of both
internal and external audits as well as continual monitoring.
The results of the assessment are gathered and document-
ed in a centralised IT system. Any weaknesses found in the
ICS are eliminated, taking into account their potential im-
pact. Both the Board of Management and the Audit Commit-
tee are informed about the effectiveness of the ICS on an
annual basis. The Board of Management and, where appro-
priate, the Supervisory Board, are promptly informed in the
event of any significant changes to the ICS.
144
BMW Group Report 2021
Guidelines for recognising, measuring and allocating items
to accounts, along with the definitions of non-financial per-
formance indicators are available to all employees via the
BMW Group's intranet system. New financial reporting
standards are assessed at an early stage for their impact on
the BMW Group's accounting and financial reporting sys-
tems. Pertinent requirements are reviewed continuously and
revised at least once a year, or more frequently if required.
To Our Stakeholders
Group Financial Statements
Remuneration Report
Other Information
← = Q
Disclosures Relevant for Takeovers
and Explanatory Comments
DISCLOSURES RELEVANT FOR TAKEOVERS*
AND EXPLANATORY COMMENTS
Combined Management Report
By rigorously aligning its corporate strategy to meet specific
sustainability targets, the BMW Group takes appropriate ac-
count of risks and opportunities in all its investments, in-
novations and corporate decisions. ]]
The principal features of the BMW Group's ICS are described
below.
Group-wide mandatory accounting guidelines
Controls integrated in processes and IT systems
Organisational measures incorporating the principles of
the risk-oriented segregation of duties
Process-independent monitoring measures
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Internal Control System
Group Financial Statements
Corporate Governance
Remuneration Report
Basically, the aim of any internal control system is to prevent,
or reduce the probability of, potential risks from occurring.
Both the system itself and the methods applied are subject
to continuous improvement, with system effectiveness as-
sessed regularly on the basis of centralised and decentral-
ised process analyses, data analyses within the various fi-
nancial systems, and audit-related procedures.
Other Information
INTERNAL CONTROL SYSTEM
The Internal Control System* (ICS) is part of the BMW Group's
overall system of internal governance, and is based on a set
of measures and control activities that are integrated in pro-
cesses and organisational structures with a view to ensuring
the accuracy of external financial and non-financial report-
ing. The requirements for the design and structure of ICS
procedures incorporated in accounting and financial report-
ing processes as well as those used to generate selected
non-financial information included in the BMW Group Report
are defined on a Group-wide basis.
The ICS for financial reporting has the task of ensuring that
the BMW Group's accounting and financial reporting pro-
cesses are both accurate and reliable. The ICS for non-finan-
cial reporting focuses primarily on the further development
of the processes used to gather data as the basis for
reporting non-financial performance indicators within the
BMW Group Report.
The BMW Group's ICS is based on the "Three Lines of De-
fence" model, including a clear definition of how the various
functions are required to interact with one another to man-
age risks. As an essential component of the second line of
defence, the ICS serves as a link between the operating units
(first line), internal audit (third line) and the external auditor.
Internationally acknowledged standards for internal control
systems were taken into account when designing the various
elements of the ICS deployed by the BMW Group. The sys-
tem comprises:
* Disclosures pursuant to § 289 and § 315 HGB.
← = Q
147
Combined Management Report
To Our Stakeholders
FOR GROUP AND SEGMENTS
INCOME STATEMENT
for Group and Segments
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Income Statement
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
149
FINANCIAL
STATEMENTS
3
GROUP -
Automotive (unaudited
←三〇
Motorcycles (unaudited
Group supplementary information) supplementary information)
Other Entities (unaudited
141
BMW Group Report 2021
BMW Group Report 2021
To our Stakeholders
Combined Management Report
Outlook, Risk and Opportunity Management
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
cordingly, the individual members of the Board of Manage-
ment are each charged with the task of ensuring that their
portfolios are strategically aligned with the stated objectives.
Moreover, each proposal presented to the Board of Manage-
ment is required to be assessed from a sustainability per-
spective and thus also with regard to climate-related as-
pects. Internal management within strategy
As part of the environmental analysis as part of the strategy
process, the BMW Group analyses and takes account of
transitory risks from a regulatory perspective on a continu-
ous basis. During the financial year under report, the
BMW Group successfully completed its "Adaptation to Cli-
mate Change" project with the involvement of top manage-
ment. The physical climate risks were analysed and as-
sessed using an external assessment tool.
Scenario analyses for identifying climate-related opportunities
and risks
supplementary information) supplementary information)
Eliminations (unaudited
Financial Services (unaudited
supplementary information)
Other Information
141
231 List of investments at 31 December 2021
The BMW Group has not concluded any compensation
agreements with members of the Board of Management or
with employees for situations involving a takeover offer.
Compensation agreements with members of the Board
of Management or with employees in the event of a
takeover bid
-
BMW AG has entered into an agreement with Great Wall
Motor Company Limited to establish the joint venture
Spotlight Automotive Ltd. in China. The agreement
grants an extraordinary right of termination to either joint
venture partner in the event that - either directly or indi-
rectly more than 25% of the shares of the other party
are acquired by a third party or the other party is merged
with another legal entity. The termination of the joint ven-
ture agreement may result in the sale of the shares to the
other joint venture partner or in the liquidation of the joint
venture entity.
The development collaboration agreement between
BMW AG, Intel Corporation and Mobileye Vision Technol-
ogies Ltd., relating to the development of technologies
used in automated vehicles, may be terminated by any of
the contractual parties if a competitor of one of the par-
ties acquires and subsequently holds at least 30% of the
voting shares of one of the contractual parties.
BMW AG is party to the shareholder agreement relating
to There Holding B. V., which is the majority shareholder
of the HERE Group. In accordance with the shareholder
agreement, each contractual party is required to offer its
directly or indirectly held shares in There Holding B. V. for
sale to the other shareholders in the event of a change in
control. A change in control of BMW AG arises if a person
takes over or loses control of BMW AG, with control de-
fined as (i) holding or having control over more than 50%
of the voting rights, (ii) the possibility to control more than
50% of voting rights exercisable at Annual General
Meetings on all or nearly all matters, or (iii) the right to
determine the majority of members of the Board of Man-
agement or the Supervisory Board. Furthermore, a
change in control occurs if competitors of the HERE
Group, or certain potential competitors of the HERE
Group from the technology sector, acquire at least 25%
of BMW AG. If none of the other shareholders acquire
these shares, the other shareholders are entitled to re-
solve that There Holding B. V. be dissolved.
148
Disclosures Relevant for Takeovers
and Explanatory Comments
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Remuneration Report
← = Q
BMW Group Report 2021
The development collaboration agreement between
BMW AG, FCA US LLC and FCA Italy S.p.A. relating to
the development of technologies used in conjunction
with automated vehicles, may be terminated by any of
the contractual parties if certain competitors in the tech-
nology sector acquire and subsequently hold at least
30% of the voting shares of one of the other contractual
parties.
178 Notes to the Balance Sheet
228 Segment Information
Balance Sheet for Group and Segments at 31 December 2021
153 Cash Flow Statement for Group and Segments
155 Statement of Changes in Equity for Group
157 Notes to the Group Financial Statements
157 Accounting Principles and Policies
169 Notes to the Income Statement
176 Notes to the Statement of Comprehensive Income
150 Statement of Comprehensive Income for Group
151
201 Other Disclosures
149 Income Statement for Group and Segments
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
1,458
509
1,515
697
Deferred tax
information)
13
in € million
3,426
EQUITY AND LIABILITIES
2020
2021
2020
2021
2020
information)
2021
2021
2020
2021
2020
2021
Note
2020
2,812
18,518
Financial liabilities
83,175
77,929
Non-current provisions and liabilities
475
42,506
40,003
522
524
7,270
6,739
5,095
88
5,676
Other liabilities
41,202
17,730
18,909
2
146
2,087
2,247
67,390
62,342
35
36
Subscribed capital
31
661
32
1,247
3,693
74
152
1,073
3,197
31
109
35
49
108
21,389
338
-17,752
- 16,541
Other provisions
33
7,206
6,488
6,944
6,268
110
19,519
Pension provisions
25,264
15,555
17,324
660
Capital reserves
31
2,325
2,199
Revenue reserves
31
71,705
59,550
Accumulated other equity
31
31
-325
Equity attributable to shareholders of BMW AG
74,366
60,891
Minority interest
766
629
Equity
75,132
61,520
50,296
41,117
- 1,518
667
25,178
62,525
-187
-48
Total equity and liabilities
229,527
216,658
121,318
111,225
1,394
1,502
153,437
147,617
22,943
38,456
105,593
21,797
34,829
105,233
-88,622
- 83,023
- 88,809
- 83,071
-152,215
.148,919
153
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Cash Flow Statement for Group
and Segments
Corporate Governance
Remuneration Report
Other Information
12,959
9
← = Q
10
73,588
24,428
897
Trade payables
37
10,932
8,644
9,650
7,365
378
378
894
Other liabilities
36
16,744
16,092
34,517
34,830
240
319
47,666
Current provisions and liabilities
76,466
71,963
52,504
50,589
727
797
892
42,169
68,819
705
CASH FLOW STATEMENT
in € million
140
537
700
747
921
34
Current tax
46
4
388
460
100
109
6,960
6,175
7,494
6,748
33
Other provisions
- 49,307
- 46,214
-15
- 3,078
-3,571
-18
-42,065
-45,654
78
47,588
1,011
49,015
41,873
63,243
192
FOR GROUP AND SEGMENTS
81
Financial liabilities
Profit/loss before tax
Income taxes paid
Interest received¹
Other interest and similar income/expenses¹
Depreciation and amortisation of tangible and intangible assets
Other non-cash income and expense items
Result from equity accounted investments
Change in leased products
Change in receivables from sales financing
Changes in working capital
Change in inventories
Change in trade receivables
Change in trade payables
Change in provisions
Automotive
Financial Services
Group (unaudited supplementary information) (unaudited supplementary information)
2021
16,060
2020
5,222
2021
2020
15,418
information)
1,462
38,986
41,121
35
18
Eliminations
(unaudited supplementary (unaudited supplementary (unaudited supplementary (unaudited supplementary (unaudited supplementary
information)
information)
Net profit
Financial Services
-96
48,082
51,808
I
151
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Balance Sheet for Group and Segments
at 31 December 2021
Corporate Governance
Remuneration Report
Other Information
← = Q
BALANCE SHEET FOR GROUP
AND SEGMENTS AT 31 DECEMBER 2021
in € million
Group
Automotive
Motorcycles
Financial Services
Other Entities
Eliminations
(unaudited supplementary (unaudited supplementary (unaudited supplementary (unaudited supplementary (unaudited supplementary
information)
information)
information)
information)
information)
Note
2021
- 10,934
-57
2020
Financial assets
1,715
33
30
2,861
2,057
1,216
1,302
28
Other assets
39
550
618
3,196
3,418
2,459
2,202
13
Deferred tax
- 15
-18
1,939
997
161
159
I
559
577
2,644
26
2,649
2021
2021
23
44,700
41,995
52,017
48,759
-7,317
-6,764
Investments accounted for using the equity method
24
24
5,112
3,585
5,112
3,585
Other investments
Receivables from sales financing
1,241
735
6,061
4,711
21
20
6,899
6,938
-11,740
25
2021
78
2020
67
438
2020
2021
2020
2021
2020
2021
2020
ASSETS
Intangible assets
Property, plant and equipment
Leased products
22
21
12,980
12,342
12,438
11,809
167
155
374
377
1
22
22,390
21,850
21,885
21,371
401
Other Entities
2,929
Non-current assets
45,724
913
759
63,133
69,770
81,807
86,173
Current assets
2,863
3,471
5
9
9,522
12,009
13,537
16,009
Cash and cash equivalents
56,589
5,952
5,425
2
1,146
64
83
N│I
3
33,747
46,661
35,592
520
58,775
229,527 216,658
Motorcycles
Automotive
Group
AND SEGMENTS AT 31 DECEMBER 2021
BALANCE SHEET FOR GROUP
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Balance Sheet for Group and Segments
at 31 December 2021
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
152
- 88,855 - 83,264
-152,215 - 148,919
-83,216
-88,668
-48
-187
392
200
52,625
1,147
54,364
105,233
105,593
147,617
153,437
1,502
1,394
111,225
121,318
Total assets
38,882
9,110
28
Trade receivables
818
404
687
656
13,391
14,868
14,896
15,928
29
Inventories
- 65,655
-63,360
-46,467
-42,316
-1,418
- 1,873
131
41,860
50,869
46,818
100,956
107,713
589
635
48,092
51,548
134,851
143,354
30
8,941
2,261
2,076
Other assets
342
300
606
1,529
27
Current tax
520
612
542
4,152
4,925
5,108
5,800
26
Financial assets
36,252
35,705
36,252
35,705
25
Receivables from sales financing
100
94
219
91
1,979
2,298
2020
- 1,671
Payments into equity
Capital
reserves
Revenue
reserves
31
660
2,199
59,550
Translation
differences
-2,156
Marketable
securities
Derivative
financial
instruments
Costs of
hedging
Subscribed
capital
Equity
attributable to
shareholders
of BMW AG
interest
Total
34
868
-264
60,891
629
61,520
12,382
12,382
81
Minority
Note
Accumulated other equity
31 December 2021
3,471
2,863
1 With the exception of interest for lease liabilities, interest relating to financial services business is classified as revenues/cost of sales.
2 Includes dividends received from investment assets amounting to € - million (2020: € 1.020 million).
The reconciliation of liabilities from financing activities is presented in 7 Note [35].
155
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Statement of Changes
in Equity for Group
Corporate Governance
Remuneration Report
Other Information
← = Q
STATEMENT OF CHANGES
IN EQUITY FOR GROUP
in € million
1 January 2021
Other comprehensive income for the period after tax
Comprehensive income at 31 December 2021
Dividend payments
Subscribed share capital increase out of
Authorised Capital
Premium arising on capital increase relating to
preferred stock
Other changes
12,463
1,019
1,718
-32
2,325
71,705
- 438
2
362
-251
74,366
766
75,132
156
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Statement of Changes
in Equity for Group
Corporate Governance
Remuneration Report
Other Information
← = Q
STATEMENT OF CHANGES
IN EQUITY FOR GROUP
in € million
1 January 2020
Net profit
Other comprehensive income for the period after tax
Comprehensive income at 31 December 2020
661
9,522
31
80
-317
13
2,401
2,401
13,401
1,718
-32
-317
13
14,783
81
14,864
-1,253
-1,253
-24
-1,277
1
1
1
126
126
126
7
- 189
-182
- 102
12,009
13,537
16,009
- 132
- 199
-1
263
1,328
260
1,327
-271
-925
-16
- 829
- 185
- 91
302
2,200
37
1,679
260
521
- 6,389
-3,636
- 6,208
-3,933
74
424
- 176
103
-158
34
Interest paid¹
Proceeds from issue of non-current financial liabilities
Repayment of non-current financial liabilities
Change in other financial liabilities
Cash inflow/outflow from financing activities
Effect of exchange rate on cash and cash equivalents
2021
- 6,619
2020
- 6,150
2021
-6,439
2020
- 5,990
2021
-12
2020
-14
54
53
43
45
11
8
40
34
39
1
Dividend payments
28
28
-2,508
-307
180
- 143
130
-96
110
Effect of changes in composition of Group on cash and cash equivalents
- 40
43
Change in cash and cash equivalents
Cash and cash equivalents as at 1 January
2,472
1,501
2,487
445
608
788
13,537
12,036
9,522
9,077
2,863
2,075
Cash and cash equivalents as at 31 December
-2,629
103
-3,973
- 8,254
- 1,277
51,712
- 1,277
- 1,671
- 1,545
-901
-2,511
-2,438
-217
224,916
-275
164,478
-367
-447
-27
218,348
- 18
153,823
-232,089
- 171,532
-659
-982
-219,488
-156,657
1,829
-6,735
718
1,049
2,782
-3,745
Subscribed share capital increase out of
Authorised Capital
Premium arising on capital increase relating to
As the BMW Group already held 50% of the shares in BMW
Brilliance prior to the acquisition, the transaction constitutes
a business combination achieved in stages (step acquisi-
tion).
In this context, the Group's 50% shareholding in BMW Bril-
liance at the acquisition date will be measured at fair value,
159
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
which has been provisionally calculated at € 11 to 12 billion.
The expected remeasurement gain of € 7 to 8 billion will be
recognised in the financial year 2022 on the line item "Result
on investments" within the financial result.
The fair values of the assets acquired and liabilities assumed
at the acquisition date are currently in the process of being
measured. The balance sheet values at 31 December 2021
are included in 7 note 24. The remeasurement of acquired
assets and liabilities will give rise primarily to the recognition
of reacquired rights and dealership relationships as intangi-
ble assets. Other fair value adjustments will also be recog-
nised, mainly for property, plant and equipment and invento-
ries. Due to the proximity of the acquisition date and the date
on which these financial statements were authorised for
issue, further information is not yet available for disclosure
and will be provided in the BMW Group's next quarterly
statement. Adjustments to the fair value may also arise over
the course of the financial year 2022 as the fair value meas-
urement process is finalised.
Following the business combination, minority interests in the
equity capital of BMW Automotive Finance (China) Co. Ltd.
and in Herald International Financial Leasing Co., Ltd. will
change to 10.5% in each case. As the two entities are
already included in the Group Financial Statements as sub-
sidiaries, the change will be recognised through Group equity
without any impact on profit or loss.
04 Foreign currency translation and measurement
The financial statements of consolidated companies which
are presented in a foreign currency are translated using the
modified closing rate method. Under this method, assets
and liabilities are translated at the closing exchange rate,
whilst income and expenses are translated at the average
exchange rate. Differences arising on foreign currency trans-
lation are presented in "Accumulated other equity".
In the single entity accounts of BMW AG and its subsidiaries,
foreign currency receivables and payables are measured on
initial recognition using the exchange rate prevailing at the
date of first-time recognition. Advance payments to suppli-
ers or from customers in a foreign currency that result in the
addition of non-monetary assets or liabilities are recorded at
1 Euro =
US Dollar
British Pound
Chinese Renminbi
Russian Rouble
Korean Won
the exchange rate prevailing at the date of payment. At the
end of the reporting period, foreign currency receivables and
payables are measured using the closing exchange rate. The
resulting unrealised gains and losses, as well as realised
gains and losses arising on settlement, are recognised in the
income statement, in line with the underlying substance of
the transaction. Non-monetary balance sheet items denom-
inated in foreign currencies are rolled forward on the basis of
historical exchange rates.
The exchange rates of currencies which have a material
impact on the Group Financial Statements were as follows:
Closing rate
Cash and cash equivalents acquired totalled approximately
€ 8.7 billion.
Average rate
The consideration paid for the additional 25% stake totals
€ 3.7 billion, including hedging effects, and has been settled
entirely in cash.
The strategic objective of the acquisition is to further
strengthen the BMW Group's long-term collaboration with a
partner in China, to expand production capacities at the
existing locations in Shenyang and to systematically increase
the local production of further models including New Energy
Vehicles.
158
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Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
(joint) control, the BMW Group undertakes a new assess-
ment.
An entity is deemed to be controlled if BMW AG - either
directly or indirectly has power over it, is exposed or has
rights to variable returns from it and has the ability to influ-
ence those returns.
-
An entity is classified as an associated company if BMW AG
either directly or indirectly – has the ability to exercise sig-
nificant influence over the entity's operating and financial
policies. As a general rule, the Group is assumed to have
significant influence if it holds 20% or more of the entity's
voting power.
Joint operations and joint ventures are forms of joint arrange-
ments. Such an arrangement exists when a BMW Group
entity jointly carries out activities with a third party on the
basis of a contractual agreement.
In the case of a joint operation, the parties that have joint
control of the arrangement have rights to the assets, and
obligations for the liabilities, relating to the arrangement.
Assets, liabilities, revenues and expenses of a joint opera-
tion are recognised proportionately in the Group Financial
Statements on the basis of the BMW Group entity's rights
and obligations (proportionate consolidation). The impact of
joint operations on the Group Financial Statements are of
minor significance.
The BMW Group's largest joint operation is Spotlight Auto-
motive Limited (Spotlight), which has been operated jointly
with the Chinese automobile manufacturer Great Wall Motor
Company Limited (Great Wall) since 2019, jointly developing
and manufacturing electric vehicles in China. The BMW Group
and Great Wall each hold 50% of the joint operation's equity.
In addition to electric MINI vehicles, Spotlight will in future
also develop and produce electric vehicles for Great Wall.
In the case of a joint venture, the parties which have joint
control only have rights to the net assets of the arrangement.
Associated companies and joint ventures are accounted for
using the equity method, with measurement on initial recog-
nition based on acquisition cost.
On 30. September 2021, the BMW Group signed an agree-
ment with the Huachen Group to acquire all of the shares of
Brilliance Automobile Manufacturing Co, Ltd., a Huachen
Group subsidiary. The acquisition includes land usage rights
as well as buildings and production facilities of a Huachen
Group vehicle plant at the Shenyang site. The transaction is
expected to be completed in the first half of 2022 after all the
necessary regulatory approvals have been obtained.
The other changes to the Group reporting entity do not have
a material impact on the results of operations, financial posi-
tion and net assets of the Group.
03 Increased shareholding in BMW Brilliance
Automotive Ltd.
On 11 February 2022, via the Group company BMW Holding
B. V., the BMW Group increased its shareholding in the joint
venture BMW Brilliance Automotive Ltd. (BMW Brilliance)
from 50% to 75% with the acquisition of a further 25% of
BMW Brilliance's shares. On 11 October 2018, the BMW Group
signed an agreement with its joint venture partner, a wholly
owned subsidiary of Brilliance China Automotive Holdings
Ltd. (CBA), to acquire these shares. The agreement was
approved at the CBA shareholders' meeting on 18 January
2019.
The previous joint venture requirement came to an end with
effect from 1 January 2022. The amended joint venture
agreement came into force and the formal transfer of shares
was completed on 11 February 2022, following the issuance
of an amended "business license". Since that date, the
BMW Group has held a 75% majority of the voting rights, as
a result of which it now has control over BMW Brilliance.
BMW Brilliance will therefore be fully consolidated as a sub-
sidiary in the BMW Group Financial Statements with effect
from 11 February 2022. The contractual term of the joint ven-
ture, which previously ran until 2028, has been extended to
2040.
BMW Brilliance manufactures BMW brand models primarily
for the Chinese market at its two vehicle production plants as
well as petrol engines and high-voltage batteries at a sepa-
rate facility.
Since the acquisition took place prior to the date on which
the financial statements were approved for publication, this
report contains disclosures relating to the business combi-
nation, even though BMW Brilliance will not be fully consoli-
dated until the financial year 2022.
When assessing whether an investment gives rise to a con-
trolled entity, an associated company, a joint operation or a
joint venture, the BMW Group considers contractual arrange-
ments and other circumstances, as well as the structure and
legal form of the entity. Discretionary decisions may also be
required. If indications exist of a change in the judgement of
31.12.2021
2021
← = Q
Argentina has fulfilled the definition of a hyperinflationary
economy since 1 July 2018. Since that date, IAS 29 (Financial
Reporting in Hyperinflationary Economies) has therefore
been applied for the BMW subsidiary in Argentina. The price
indices published by the Federación Argentina de Consejos
Profesionales de Ciencias Económicas (FACPCE) are used
to adjust non-monetary assets and liabilities and items in
the income statement. The resulting effects are not material
for the BMW Group.
05 Financial reporting rules
a Financial reporting standards applied for the first time in the
financial year 2021:
Standard/Interpretation
Amendments to IFRS 9, IAS 39,
IFRS 7, IFRS 4 and IFRS 16
Interest Rate Benchmark
Reform Phase 2
-
In August 2020, the IASB published the Amendment Stand-
ard Interest Rate Benchmark Reform (IBOR) – Phase 2. The
amendments contain a number of reliefs to mitigate the
impact on the accounting treatment of hedge relationships,
financial instruments and lease liabilities resulting from the
reform of interest rate benchmarks.
The BMW Group is impacted by the reform of interest rate
benchmarks primarily in the area of financial liabilities and
related interest rate hedges. For a significant proportion of
these instruments, the previous benchmark interest rate was
replaced by an alternative interest rate in 2021.
The adoption of the rules contained in the amended Stand-
ard means that the existing hedging relationships can be
continued and the contractual changes arising due to the
interest rate benchmark reform do not therefore have any
direct impact on profit or loss.
Further explanatory comments on the impact of the interest
rate benchmark reform are provided in 7 note 39.
The adoption of other financial reporting Standards or
Revised Standards in the financial year 2021 did not have
any significant impact on the BMW Group Financial State-
ments.
Date of issue by IASB Mandatory application IASB Mandatory application EU
27.08.2020
01.01.2021
01.01.2021
b Financial reporting pronouncements issued by the IASB, but
not yet applied
In May 2017, the IASB published IFRS 17 Insurance Con-
tracts. The Standard replaces IFRS 4 and contains new rules
relating to recognition, measurement, presentation and dis-
closure requirements for insurance contracts. The new rules
are mandatory for financial years beginning on or after 1 Jan-
uary 2023. In a Group-wide project, the BMW Group is cur-
rently examining the impact of adopting IFRS 17 for existing
agreements and, where applicable, the impact on financial
reporting.
Based on current assessments, the application of the new
rules is not expected to have a material impact on the Group
Financial Statements of the BMW Group. Early adoption of
IFRS 17 is not planned.
Similarly, other financial reporting standards issued by the
IASB and not yet applied are not expected to have any sig-
nificant impact on the BMW Group Financial Statements.
06 Accounting policies, assumptions, judgements and
estimations
Revenues from customer contracts include in particular rev-
enues from the sale of products (primarily new and pre-
owned vehicles and related products) as well as revenues
from services. Revenue is recognised when control is trans-
ferred to the dealership or retail customer. In the case of
sales of products, this is usually at the point in time when the
risks and rewards of ownership are transferred. Revenues
are stated net of settlement discount, bonuses and rebates
as well as interest and residual value subsidies. The consid-
eration arising from these sales usually falls due for payment
immediately or within 30 days. In exceptional cases, a longer
payment may also be agreed. In the case of services, control
is transferred over time. Consideration for the rendering of
services to customers usually falls due for payment at the
beginning of a contract and is therefore deferred as a con-
tract liability. The deferred amount is released over the ser-
vice period and recognised as revenue in the income state-
ment. As a rule, amounts are released on the basis of the
expected expense trend, as this best reflects the perfor-
mance of the service. If the sale of products includes a deter-
minable amount for services (multiple-component con-
tracts), the related revenues are deferred and recognised as
income in the same way. Variable consideration compo-
nents, such as bonuses, are measured at the expected
value, and in the case of multi-component contracts, allo-
cated to all performance obligations unless directly attribut-
able to the sale of a vehicle.
Other Information
31.12.2020
Remuneration Report
Group Financial Statements
Notes to the Group
Financial Statements
2020
1.14
1.23
1.18
1.14
0.84
0.90
0.86
0.89
7.22
8.00
7.63
7.87
85.23
90.54
87.18
82.71
1,351.64
1,329.79
1,353.58
1,345.42
160
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Corporate Governance
Intragroup financing and equity transactions
All consolidated subsidiaries have the same year-end as
BMW AG with the exception of BMW India Private Ltd. and
BMW India Financial Services Private Ltd., whose year-ends
are 31 March in accordance with local legal requirements.
Interim financial statements are prepared as at 31 December
for the two companies with divergent reporting dates.
185
3,775
82
3,857
-215
- 1,396
5
803
187
-616
-616
3,560
- 1,396
5
803
187
3,159
82
3,241
- 1,646
- 1,646
- 25
- 1,671
1
1
1
3,775
38
59,907
59,324
preferred stock
Other changes *
31 December 2020
* Prior year's figures adjusted.
Accumulated other equity
Note
Subscribed
capital
Capital
reserves
Revenue
reserves
Translation
differences
Marketable
securities
Derivative
financial
instruments
Costs of
hedging
Equity
attributable to
shareholders
of BMW AG
Minority
interest
Total
31
659
2,161
57,667
- 760
29
15
-447
583
205
38
- 31
The Group currency is the euro. All amounts are disclosed in
millions of euros (£ million) unless stated otherwise.
Key figures presented in the report have been rounded in
accordance with standard commercial practise. In certain
cases, this may mean that values do not add up exactly to
the stated total and that percentages cannot be derived from
the values shown.
The income statement for the BMW Group and segments is
presented using the cost of sales method.
In order to provide a better insight into the results of opera-
tions, financial position and net assets of the BMW Group,
and going beyond the requirements of IFRS 8 (Operating
Segments), the Group Financial Statements also include an
income statement and a balance sheet for the Automotive,
Motorcycles, Financial Services and Other Entities seg-
ments. The Group Cash Flow Statement is supplemented by
a statement of cash flows for the Automotive and Financial
Services segments. Inter-segment transactions relate pri-
marily to internal sales of products, the provision of funds for
Group companies and the related interest. A description of
the nature of the business and the major operating activities
of the BMW Group's segments is provided in note 45
("Explanatory notes to segment information").
Approval for the publication of the Group Financial State-
ments was granted by the Board of Management on 8 March
2022.
02 Group reporting entity and consolidation principles
The BMW Group Financial Statements include BMW AG and
all material subsidiaries over which BMW AG - either directly
or indirectly exercises control. This also includes 59 struc-
tured entities, consisting of asset-backed financing arrange-
ments and special purpose funds.
-
In relation to fully consolidated companies, the following
changes took place in the Group reporting entity in the finan-
cial year 2021:
Included at
31 December 2020
Germany
Foreign
Total
21
185
206
Included for the first time in 2021
No longer included in 2021
16
16
1
16
17
Included at
31 December 2021
20
The consolidated financial statements of Bayerische
Motoren Werke Aktiengesellschaft (BMW Group Financial
Statements or Group Financial Statements) at 31 December
2021 were drawn up in accordance with International Finan-
cial Reporting Standards (IFRS), as endorsed by the Euro-
pean Union (EU), and the supplementary requirements of
§ 315 e (1) of the German Commercial Code (HGB). The
Group Financial Statements and Combined Management
Report will be submitted electronically to the operator of the
Federal Gazette and are accessible via the website of the
Company Register. Bayerische Motoren Werke Aktienge-
sellschaft (BMW AG), which has its seat in Germany, Munich,
Petuelring 130, is registered in the Commercial Register of
the District Court of Munich under the number HRB 42243.
BMW AG manufactures automobiles and motorcycles in the
premium segment.
38
01 Basis of preparation
NOTES TO THE GROUP FINANCIAL STATEMENTS
50
-4
15
-11
4
31
660
2,199
59,550
- 2,156
34
868
-264
60,891
629
61,520
157
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
ACCOUNTING PRINCIPLES AND POLICIES
Payment of dividends for the previous year
48,025
163
-713
99
-470
94
6
- 1,520
- 1,520
- 920
-1,282
- 1,016
- 1,602
46
-311
4,192
926
4,184
1,355
- 996
762
-841
433
-76
-563
370
965
- 1,032
35
6,341
Cash inflow/outflow from investing activities
11,805
2,722
3,753
1,725
-3,217
- 1,605
- 1,805
-382
- 1,423
- 1,513
5,974
130
283
2
3
78
104
115
152
1
1
6,495
6,139
220
422
- 920
-43
Change in other operating assets and liabilities
Cash inflow/outflow from operating activities
- 1,192
15,903
154
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Cash Flow Statement for Group
and Segments
Corporate Governance
Remuneration Report
2,762
Other Information
CASH FLOW STATEMENT
FOR GROUP AND SEGMENTS
Automotive
438
Group (unaudited supplementary information) (unaudited supplementary information)
in € million
Total investment in intangible assets and property, plant and equipment
Proceeds from subsidies for intangible assets and property, plant and equipment
Proceeds from the disposal of intangible assets and property, plant and equipment
Expenditure for investment assets
Proceeds from the disposal of investment assets and other business units²
Investments in marketable securities and investment funds
Proceeds from the sale of marketable securities and investment funds
← = Q
3,259
Financial Services
12,583
8,178
119
160
-16
191
1
1,799
- 1,526
1,810
-1,454
-11
-34
6
-26
1,115
- 1,440
1,122
87
129
- 1,432
754
- 1,425
13,251
1,047
- 1,256
-7
Expense for impairment losses and
write-downs
Sundry operating expenses
-474
Expense for additions to provisions
- 286
-204
- 157
in € million
-98
2020
Loss on the disposal of assets
Selling expenses
5,324
5,300
Exchange losses
-272
2021
916
Gains on the disposal of assets
Other operating income
Administrative expenses
-2,506
-2,300
Income from the reversal of impairment
losses and write-downs
10
164
Amortisation
1,935
1,710
13
30
Research and development expenses
6,299
5,689
Sundry operating income
285
282
09 Selling and administrative expenses
Selling and administrative expenses relate mainly to expenses
for marketing and communication, personnel and IT.
1,702
3,909
NOTES TO THE INCOME STATEMENT
Other operating expenses
169
The share-based remuneration programme for Board of
Management members and senior heads of department
entitles BMW AG to elect whether to settle its commitments
in cash or with shares of BMW AG common stock. Based on
the decision to settle in cash, the share-based remuneration
programmes for Board of Management members and senior
heads of department are accounted for as cash-settled,
share-based remuneration programmes. Further informa-
tion on share-based remuneration programmes is provided
in 7 note 41.
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
BMW Group Report 2021
To Our Stakeholders
168
Share-based remuneration programmes expected to be set-
tled in cash are revalued to their fair value at each balance
sheet date between the grant date and the settlement date
and on the settlement date itself. The expense is recognised
as personnel expense in the income statement over the
vesting period and presented in the balance sheet as a pro-
vision.
Share-based remuneration programmes which are
expected to be settled in shares are measured at their fair
value at grant date. The related expense is recognised as
personnel expense in the income statement over the vesting
period and offset against capital reserves.
In the case of the BMW Group, this also applies to members
of the Board of Management and the Supervisory Board.
Details relating to these individuals and entities are pro-
vided in note 40 and in the list of investments disclosed in
7 note 46.
Related party disclosures comprise information on associ-
ated companies, joint ventures and non-consolidated sub-
sidiaries as well as individuals which have the ability to exer-
cise a controlling or significant influence over the financial
and operating policies of the BMW Group. This includes all
persons in key positions of the Company, as well as close
members of their families or intermediary entities.
If the recognition criteria relevant for provisions are not ful-
filled and the outflow of resources on fulfilment is not unlikely,
the potential obligation is disclosed as a contingent liability.
on assessments undertaken both by management and
external experts, such as lawyers. If new developments arise
in the future that result in a different assessment, provisions
are adjusted accordingly.
ment costs
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
-1,055
-47
- 117
- 266
- 873
Total selling and administrative
Other operating income and expenses
647
43
expenses
9,233
8,795
Income from the reversal of and expenses for the recognition
of impairment allowances and write-downs relate mainly to
impairment allowances on receivables.
Impairment losses recognised on receivables from contracts
with customers amounted to € 7 million (2020: € 47 million).
The expense for additions to provisions includes litigation
and other legal risks. Income from the reversal of provisions
includes income arising on the reassessment of risks from
legal disputes.
In 2019, a provision of approximately € 1.4 billion was recog-
nised in connection with EU Commission anti-trust proceed-
ings which resulted in an increase in other operating
expenses in the financial year 2019 (see also note 10 to the
BMW Group Financial Statements for the financial year
2019). In this antitrust investigation, the EU Commission had
alleged that five German car manufacturers colluded with
the aim of restricting competition for innovation with regards
to certain exhaust treatment systems for petrol- and die-
sel-driven passenger vehicles. The investigation was solely
concerned with possible infringements of competition law.
There were no allegations that the BMW Group conducted a
deliberate and unlawful manipulation of the emissions con-
trol system. On the basis of BMW AG's detailed submissions,
the EU Commission dropped most of its charges. The pro-
ceedings were settled on 8 July 2021, and a fine amounting
to approximately € 373 million was issued.
-
In the opinion of the EU Commission, the carmakers con-
cerned within the framework of what was actually legiti-
mate technical cooperation in the development of SCR tech-
nology (SCR: selective catalytic reduction) created an
undue degree of transparency with regard to the sizes of
their AdBlue tanks, the range that can be achieved with a full
tank and the assumed average AdBlue consumption,
thereby violating EU competition law. The amount of the pro-
vision exceeding the fine was reversed with income state-
ment effect in the year under report. The fine was paid in July
2021, thereby concluding the EU Commission's proceedings.
← = Q
Other Information
Remuneration Report
Corporate Governance
3,495
New expenditure for capitalised develop-
Interest income on loan financing and finance leases
includes interest calculated on the basis of the effective
interest method totalling € 3,379 million (2020: € 3,424 mil-
lion). This interest income is not reported separately in the
income statement as it is not significant compared to total
Group revenues.
1,162
Revenues
111,239
2,763
2,335
98,990
Revenues recognised from contracts with customers in
accordance with IFRS 15 totalled € 95,795 million (2020:
€ 83,814 million).
An analysis of revenues by segment is shown in the explan-
atory comments on segment information provided in 7 note 45.
Revenues from the sale of products and related goods are
generated primarily in the Automotive segment and, to a
lesser extent, in the Motorcycles segment. Revenues from
the sales of products previously leased to customers, income
from lease instalments and interest income on loan financ-
ing and finance leases are allocated to the Financial Ser-
vices segment.
Sundry other income relates mainly to the Automotive seg-
ment and the Financial Services segment.
2,424
The major part of revenues expected to arise from the
Group's order book at the end of the reporting period relates
to the sale of vehicles. Revenues resulting from those sales
will be recognised in the next financial year.
The recognition and measurements of provisions for litiga-
tion and liability risks necessitates making assumptions in
order to determine the probability of liability, the amount of
claim and the duration of the legal dispute. The assumptions
made, especially the assumption about the outcome of legal
proceedings, are subject to a high degree of uncertainty. The
appropriateness of assumptions is regularly reviewed, based
08 Cost of sales
Cost of sales comprises:
in € million
2021
2020
Manufacturing costs
51,361
46,878
The services included in vehicle sale contracts that will be
recognised as revenues in subsequent years represent only
an insignificant portion of expected revenues. Accordingly,
use has been made of the practical expedient contained in
IFRS 15, permitting an entity not to disclose information on a
quantitative basis due to the short-term nature of items and
the lack of informational value of such disclosures.
Cost of sales relating to financial
services business
Other income
telematics and roadside assistance
07 Revenues
Revenues by activity comprise the following:
in € million
2021
Sales of products and related goods
77,042
2020
67,548
Sales of products previously leased
2,766
to customers
Income from lease instalments
11,526
11,345
11,322
Interest income on loan financing
and finance leases
3,701
3,677
Revenues from service contracts,
13,780
26,409
27,114
thereof: interest expense relating
Other Information
← = Q
compared to total Group cost of sales, they have not been
disclosed separately in the income statement.
Research and development expenses are as follows:
10 Other operating income and expenses
Other operating income and expenses comprise the follow-
ing items:
in € million
2021
2020
Remuneration Report
in € million
2020
Exchange gains
232
326
Research and development expenditure
6,870
6,279
Income from the reversal of provisions
2021
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
to financial services business
Research and development expenses
1,643
1,960
6,299
5,689
Expenses for service contracts,
telematics and roadside assistance
Warranty expenditure
Other cost of sales
Cost of sales
1,591
1,411
2,192
2,971
1,401
1,345
89,253
85,408
Cost of sales is reduced by public-sector subsidies in the
form of reduced taxes on assets and reduced consump-
tion-based taxes amounting to € 118 million (2020:
€ 105 million).
Impairment losses recognised in the income statement 2021
in connection with receivables from sales financing
amounted to € 103 million (2020: € 646 million). In view of
the fact that the impairment losses are of minor importance
170
BMW Group Report 2021
To Our Stakeholders
114
Provisions for statutory and non-statutory warranties are
recognised at the point in time when control over the goods
is transferred to the dealership or retail customer or when it
is decided to introduce new warranty measures. With respect
to the level of the provision, estimations are made in particu-
lar based on past experience of damage claims and pro-
cesses. Future potential repair costs and price increases per
product and market are also taken into account. Provisions
for warranties for all companies of the BMW Group are
adjusted regularly to take account of new information, with
the impact of any changes recognised in the income state-
ment. Further information is provided in 7 note 33. Similar esti-
mates are also made in conjunction with the measurement
of expected reimbursement claims.
Loss allowances on trade receivables are determined pri-
marily on the basis of information relating to overdue
amounts. Furthermore, both positive and negative economic
scenarios are used alongside the latest forecasts of key per-
formance indicators when determining the level of valuation
allowances. These scenarios are based on local analyses
and take into account, for example, anticipated political and
economic developments as well as sustainability risks in the
markets concerned.
Other provisions are recognised when the BMW Group has
a present legal or factual obligation towards a third party
arising from past events, the settlement of which is proba-
ble, and when the amount of the obligation can be reliably
estimated. Provisions with a remaining period of more than
one year are measured at their net present value.
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
The following useful lives are applied throughout the
BMW Group:
163
The cost of internally constructed plant and equipment com-
prises all costs which are directly attributable to the manu-
facturing process as well as an appropriate proportion of
production-related overheads. This includes production-re-
lated depreciation and amortisation as well as an appropri-
ate proportion of administrative and social costs. Financing
costs are not included in acquisition or manufacturing cost
unless they are directly attributable to the asset. The carry-
ing amount of items of depreciable property, plant and
equipment is written down according to scheduled usage-
based depreciation as a general rule on a straight-line
basis over the useful lives of the assets. Depreciation is
recorded as an expense in the income statement.
All items of property, plant and equipment are measured at
acquisition or manufacturing cost less accumulated depreci-
ation and accumulated impairment losses.
The risk-adjusted discount rate, calculated using a CAPM
model, also takes into account specific peer-group informa-
tion relating to beta-factors, capital structure data and bor-
rowing costs. In conjunction with the impairment tests for
cash-generating units, sensitivity analyses are performed for
the main assumptions in order to rule out that possible
changes to the assumptions used to determine the recover-
able amount would result in the requirement to recognise an
impairment loss. Even in the case of a 10% deterioration in
the individual measurement assumptions, the need to rec-
ognise an impairment loss did not arise.
13.2
13.0
10.2
10.1
10.2
-
10.1
in years
Plant and machinery
164
Where the recoverable amount of a lease exceeds the
asset's carrying amount, changes in residual value expecta-
tions are recognised by adjusting scheduled depreciation
prospectively over the remaining term of the lease. If the
recoverable amount is lower than the asset's carrying
amount, an impairment loss is recognised for the shortfall. A
test is carried out at each balance sheet date to determine
whether an impairment loss recognised in prior years no
longer exists or has decreased. In such cases, the carrying
amount of the asset is increased to the recoverable amount,
at a maximum up to the amount of the asset's amortised
cost.
Group products recognised by BMW Group entities as
leased products under operating leases are measured at
manufacturing cost and all other leased products at acquisi-
tion cost, in each case including initial direct costs. All leased
products are depreciated over the period of the lease using
the straight-line method down to their expected residual
value.
The BMW Group has not applied the exemptions available to
lessees to account for COVID-19-related rent concessions
(amendments to IFRS 16 dated 28 May 2020 and 31 March
2021).
As lessee, the BMW Group makes use of the application
exemptions available for short-term leases and leases of
low-value assets.
-
Determining which items are to be counted as lease pay-
ments including the issue of the lease term underlying
those payments and which discount rate to apply involves
using estimates and assumptions that may differ from actual
outcomes.
-
Factory and office buildings, residential buildings, fixed
installations in buildings and outside facilities
into account, given that collateral received in the context of
alternative financing arrangements is not relevant within the
BMW Group.
The lease payments to be taken into account to measure the
right-of-use asset and the lease liability comprise fixed pay-
ments, variable lease payments that depend on an index or
an interest rate as well as amounts expected to be payable
under residual value guarantees. If it is reasonably certain
that a purchase or lease extension option will be exercised,
the relevant payments are also included. Payments for peri-
ods for which the lessee has an option to terminate a lease
unilaterally are only included in the lease payments if it is
reasonably certain that the termination option will not be
exercised. For the purposes of assessing options, the
BMW Group takes account of all facts and circumstances
that create an economic incentive to exercise or not to exer-
cise the option.
The lease liability is measured on initial recognition at the
present value of the future lease payments. Subsequent to
initial recognition, the carrying amount of the lease liability is
increased to reflect interest on the lease liability and reduced,
without income statement impact, by the lease payments
made. Lease liabilities are reported within financial liabili-
ties, while interest expense is reported as part of net interest
result. In the cash flow statement, both the repayment por-
tion and the interest portion of lease payments are shown as
cash outflows from financing activities.
ance sheet within the relevant line items for property, plant
and equipment. The depreciation expense on right-of-use
assets is reported in the income statement in cost of sales
as well as in selling and administrative expenses.
In the case of leased items of property, plant and equip-
ment, a right-of-use asset and a liability for the outstanding
lease payments are recognised with effect from the date on
which the leased asset becomes available for use by the
BMW Group. The cost of the right-of-use asset is the sum of
the amount at which lease liability is initially measured, any
lease payments made at or before the lease commence-
ment date, any initial direct costs incurred by the lessee and
the estimated costs of dismantling, removing or restoring the
leased asset. Lease incentives granted by the lessor are
deducted. Right-of-use assets are depreciated on a straight-
line basis over the shorter of the useful life of the leased
asset and the expected lease term. If ownership of the
leased asset is automatically transferred at the end of the
lease term or the exercise of a purchase option is reflected in
the lease payments, the right-of-use asset is depreciated on
a straight-line basis over the expected useful life of the
leased asset. Right-of-use assets are reported in the bal-
The useful life of the plant and equipment is reviewed regu-
larly and extended or shortened as necessary, based on the
assumptions used for long-term corporate planning pur-
poses and product-related decisions, as described above.
For machinery used in multiple-shift operations, deprecia-
tion rates are increased to account for the additional utilisa-
tion. If there is any indication of impairment of property, plant
and equipment, an impairment test is performed as
described above for intangible assets.
3 to 21
2 to 25
8 to 50
Other facilities, factory and office equipment
IFRS 16 requires that lease payments are discounted as a
general rule using the interest rate implicit in the lease. How-
ever, since the interest rate in leases entered into by the
BMW Group cannot readily be determined, amounts are dis-
counted on the basis of the incremental borrowing rate,
comprising the risk-free interest rate in the relevant currency
for matching maturities plus a premium for the credit risk.
Specific risks attached to an asset are generally not taken
2020
2021
Financial Services
Intangible assets also include emission allowances and
similar rights arising from programmes aimed at reducing
Goodwill arises when the cost of acquiring a business
exceeds the Group's share of the net fair value of the assets,
liabilities and contingent liabilities identified during the
acquisition.
Development costs are capitalised if all of the criteria spec-
ified by IAS 38 are met. They are measured on the basis of
direct costs and directly attributable overhead costs. Pro-
ject-related capitalised development costs are amortised on
a straight-line basis following the start of production over the
estimated product life (usually five to twelve years).
Intangible assets are measured on initial recognition at
acquisition or manufacturing cost. Subsequently, intangible
assets with finite useful lives are amortised on a straight-line
basis over their useful lives of between three and 20 years.
Impairment losses are recognised where necessary. Intangi-
ble assets with indefinite useful lives are tested annually for
impairment. Internally generated intangible assets mainly
comprise development costs for vehicle, module and archi-
tecture projects.
Earnings per share are calculated as follows: Basic earn-
ings per share are calculated for common and preferred
stock by dividing the net profit for the year after minority
interests and attributable to each category of stock, by the
average number of outstanding shares. Net profit for the
year is accordingly allocated to the different categories of
stock. The portion of the net profit that is not being distrib-
uted is allocated to each category of stock based on the
number of outstanding shares. Profits available for distribu-
tion are determined directly on the basis of the dividend pro-
posals or resolutions for common and preferred stock.
Diluted earnings per share are calculated and separately
disclosed in accordance with IAS 33.
Public sector grants are not recognised until there is rea-
sonable assurance that the conditions attaching to them
have been complied with and the grants will be received. The
resulting income is recognised in cost of sales over the peri-
ods in which the costs occur that they are intended to com-
pensate.
Revenues also include interest income from financial ser-
vices. Interest income arising on finance leases as well as on
retail customer and dealership financing is recognised using
the effective interest method and reported as interest income
on credit financing within revenues.
Finance leases, on the other hand, are accounted for as a
sale. At the lease commencement date, revenues are recog-
nised at the amount of the fair value of the leased asset and
reduced by any unguaranteed residual value of vehicles that
are expected to be returned to the Group at the end of the
lease term. In addition, initial direct costs are recognised as
cost of sales at the lease commencement date.
carbon or other climate-damaging emissions (for example
in conjunction with the EU Emissions Trading System or
vehicle-related emissions regulations in the USA or China).
These allowances and rights are carried at cost and, in the
event that they are allocated free of charge, recorded at a
value of zero. Amounts are derecognised at the date of the
return, sale or expiry of the allowances or rights. In parallel to
the recognition of these allowances and rights as assets,
provisions are recognised in accordance with IAS 37 corre-
sponding to the amount of obligations expected to arise in
conjunction with the related emission regulations. Provisions
are measured on the basis of the expected value of the
allowances or rights that are to be returned.
Revenues from leases of own-manufactured vehicles are
recognised at Group level in accordance with the require-
ments for manufacturer or dealer leases. In the case of oper-
ating leases, revenues from lease payments are recognised
on a straight-line basis over the lease term.
← = Q
Other Information
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Group Financial Statements Corporate Governance
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
161
Revenues from the sale of products, for which repurchase
arrangements are in place, are not recognised immediately
in full. Instead, revenues are either recognised proportion-
ately or the difference between the sales and repurchase
price is recognised in instalments over the term of the con-
tract depending on the nature of the agreement. In the case
of vehicles sold to a dealership that are expected to be repur-
chased in a subsequent period as part of leasing operations,
revenues are not recognised at Group level at the time of the
sale of the vehicle. Instead, assets and liabilities relating to
the right of return vehicles are recognised.
If there is any indication of impairment of intangible assets,
or if an annual impairment test is required (i. e. intangible
assets with an indefinite useful life, intangible assets during
the development phase and goodwill), an impairment test is
performed. Each individual asset is tested separately unless
the cash flows generated by the asset are not sufficiently
independent from the cash flows generated by other assets
or other groups of assets. In these cases, impairment is
tested at the level of a cash-generating unit, which is the
norm for the BMW Group.
For the purpose of the impairment test, the carrying amount
of an asset (or a cash-generating unit) is compared with the
recoverable amount. The first step of the impairment test is
to determine the value in use. If the value in use is lower than
the carrying amount, the next step is to determine the fair
value less costs to sell and compare the amount so deter-
mined with the asset's carrying amount. If the fair value is
lower than the carrying amount, an impairment loss is rec-
ognised, reducing the carrying amount to the higher of the
asset's value in use or fair value less costs to sell.
If the reason for a previously recognised impairment loss no
longer exists, the impairment loss is reversed up to the level
Motorcycles
Automotive
in %
equity capital is used, as is customary in the sector. The fol-
lowing discount factors were applied:
Amounts are discounted on the basis of a market-related
cost of capital rate. Impairment tests are performed for
accounting and financial reporting purposes for the Automo-
tive and Motorcycles cash-generating units using a risk-ad-
justed pre-tax cost of capital (WACC). In the case of the
Financial Services cash-generating unit, a pre-tax cost of
The BMW Group determines the value in use on the basis of
a present value computation. Cash flows used for this calcu-
lation are derived from long-term forecasts approved by
management. These long-term forecasts are based on
detailed forecasts drawn up at an operational level, covering
a planning period of six years. For the purposes of calculat-
ing cash flows beyond the planning period, a perpetual
annuity return is assumed which does not take growth into
account. Forecasting assumptions are continually adjusted
to current information and regularly compared with external
sources. The assumptions used take account in particular of
expectations of the profitability of the product portfolio,
future market share development, macroeconomic develop-
ments (such as currency, interest rate and raw materials
prices) as well as the legal environment and past experi-
ence. Assumptions also take into account the impact of cli-
mate change and the influence of other sustainability factors
on business performance and the product portfolio, for
example as a result of changes in demand patterns, regula-
tory requirements or changes in production conditions.
As part of the process of assessing recoverability, it is gener-
ally necessary to apply estimations and assumptions in
particular regarding future cash inflows and outflows and the
length of the forecast period - which could differ from actual
amounts. Actual amounts may differ from the assumptions
and estimations used if business conditions develop differ-
ently to expectations.
-
of the recoverable amount, but no higher than the amortised
acquisition or manufacturing cost. Impairment losses on
goodwill are not reversed.
Financial Statements
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
162
BMW Group Report 2021
The measurement of provisions for statutory and non-stat-
utory warranty obligations (statutory, contractual and
voluntary) involves estimations. In addition to manufacturer
warranties prescribed by law, the BMW Group offers various
further standard (assurance-type) warranties depending on
the product and sales market. No provisions are recognised
for additionally offered service packages that are treated as
separate performance obligations.
To Our Stakeholders
Group Financial Statements Corporate Governance
Notes to the Group
Financial Statements
Work in progress and finished goods are stated at the lower
of manufacturing cost and net realisable value. Manufactur-
ing cost comprises all costs which are directly attributable to
the manufacturing process as well as an appropriate propor-
tion of production-related overheads. This includes produc-
tion-related depreciation and amortisation and an appropri-
ate proportion of administrative and social costs. Financing
costs are not included in the acquisition or manufacturing
cost of inventories.
Inventories of raw materials, supplies and goods for resale
are stated at the lower of average acquisition cost and net
realisable value.
As a general rule, each income tax treatment is considered
independently when accounting for uncertainties in income
taxes. If it is not considered probable that an income tax
treatment will be accepted by the local tax authorities, the
BMW Group uses the most likely amount of the tax treatment
when determining taxable profit and the tax base.
Current income taxes are calculated within the BMW Group
on the basis of tax legislation applicable in the relevant coun-
tries. To the extent that judgement was necessary to deter-
mine the treatment and amount of tax items presented in the
financial statements, there is in principle a possibility that
local tax authorities may take a different position.
Deferred tax liabilities on taxable temporary differences aris-
ing from investments in subsidiaries, branches and associ-
ated companies as well as interests in joint arrangements are
not recognised if the Group is able to control the timing of the
reversal and it is probable that the temporary difference will
not reverse in the foreseeable future. This is particularly the
case if it is intended that profits will not be distributed, but
rather will be used to maintain the substance and expand the
volume of business of the entities concerned.
These assumptions take account of forecast operating results,
future legislative changes in connection with climate change
and the impact on earnings of the reversal of taxable tempo-
rary differences. Since future business developments cannot
be predicted with certainty and to some extent cannot be
influenced by the BMW Group, the measurement of deferred
tax assets is subject to uncertainty.
The recoverability of deferred tax assets is assessed at each
balance sheet date on the basis of planned taxable income in
future financial years. If with a probability of more than 50 per-
cent future tax benefits will not be realised, either in part or in
total, a valuation allowance is recognised on the deferred tax
assets. The calculation of deferred tax assets requires assump-
tions to be made with regard to the level of future taxable
income and the timing of recovery of deferred tax assets.
Deferred income taxes are recognised for all temporary differ-
ences between the tax and accounting bases of assets and
liabilities, including differences arising on consolidation proce-
dures, as well as on unused tax losses and unused tax credits,
when it is probable that they can be utilised. Deferred tax assets
and liabilities are measured at the tax rates that are expected to
apply to the period when the asset is realised or the liability
settled, based on tax rates and tax laws that have been enacted
or substantively enacted at the balance sheet date.
Inventories also include vehicles held for sale in the financial
services business, measured at their amortised cost or lower
net realisable value.
Ineffectiveness arising on cash flow hedges is recognised
directly in cost of sales, whereas the impact of prematurely ter-
minated hedging relationships is recognised in other operating
income and expenses.
← = Q
Other Information
Remuneration Report
Group Financial Statements Corporate Governance
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
166
hedging relationship. Changes in the fair value of this compo-
nent are recorded as costs of hedging on a separate line
within accumulated other equity. Amounts recorded in accu-
mulated other equity are included in the carrying amount of
inventories on initial recognition.
In the case of raw materials hedges that are accounted for as
cash flow hedges, the hedging instruments are designated in
full as part of the hedging relationship. As an exception to this
general rule, the interest component of raw materials deriva-
tive instruments redesignated in conjunction with the first-
time application IFRS 9 was not designated as part of the
Cash and cash equivalents comprise mainly cash on hand
and cash at bank with an original term of up to three months.
With the exception of money market funds, cash and cash
equivalents are measured at amortised cost.
Provisions for pensions are measured using the projected
unit credit method. Under this method, not only obligations
relating to known vested benefits at the reporting date are
recognised, but also the effect of future expected increases
in pensions and salaries. The calculation is based on inde-
pendent actuarial valuations which take into account the rel-
evant biometric factors.
Remeasurement of the net liability can result from changes
in the present value of the defined benefit obligation, the fair
value of the plan assets or the asset ceiling. Remeasure-
ment can result, amongst others, from changes in financial
and demographic parameters, as well as changes following
the portfolio development. Remeasurements are recognised
immediately through other comprehensive income and ulti-
mately in equity (within revenue reserves).
Similarly, gains and losses arising on the settlement of a
defined benefit plan are recognised immediately in the
income statement.
Past service cost arises where a BMW Group company intro-
duces a defined benefit plan or changes the benefits paya-
ble under an existing plan. This cost is recognised immedi-
ately in the income statement.
All other costs relating to allocations to pension provisions
are allocated to costs by function in the income statement.
Net interest expense on the net defined benefit liability or
net interest income on the net defined benefit assets are
presented separately within the financial result.
In the financial year 2021, as part of a modernisation of the
pension plan model in Germany, the previous pension enti-
tlement trend (Festbetragstrend) was converted - with the
exception of one remaining component – into a career trend.
The calculation of the amount of the provision requires
assumptions to be made with regard to discount rates, pen-
sion trends, employee fluctuation and the life expectancy of
employees, among other things. Discount rates are deter-
mined by reference to market yields at the end of the report-
ing period on high quality fixed-interest corporate bonds.
← = Q
Financial liabilities, with the exception of lease liabilities,
are measured on first-time recognition at their fair value. For
these purposes, transaction costs are taken into account
except in the case of financial liabilities allocated to the cat-
egory "measured at fair value through profit or loss". Subse-
quent to initial recognition, liabilities are - with the exception
of derivative financial instruments - measured at amortised
cost using the effective interest method.
Other Information
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
167
In the event that the BMW Group has a right of reimburse-
ment or a right to reduce future contributions, it reports an
asset (within Other financial assets), measured on the basis
of the present value of the future economic benefits attached
to the plan assets. For funded plans, in cases where the obli-
gation exceeds plan assets, a liability is recognised under
pension provisions.
In the case of funded plans, the pension obligation is offset
against plan assets measured at their fair value. If the plan
assets exceed the pension obligation, the surplus is tested
for recoverability.
Remuneration Report
The time values of option transactions and the interest com-
ponent including the currency basis of forward currency
contracts are not designated as part of the hedging relation-
ship in the case of currency hedges accounted for as cash
flow hedges. Changes in the fair value of such components
are recorded as costs of hedging on a separate line within
accumulated other equity. Amounts recorded in accumulated
other equity from currency hedges are reclassified to cost of
sales when the related hedged item is recognised in profit or
loss.
-
-
-
The BMW Group applies the simplified approach described
in IFRS 9 to operating lease and trade receivables, whereby
the amount of the loss allowance is measured subsequent to
the initial recognition of the receivable on the basis of life-
time expected credit losses (stage 2 – simplified approach).
For the purposes of allocating at item to stage 2, it is irrele-
vant whether the credit risk of the assets concerned has
increased significantly since initial recognition.
general approach). The measurement of the change in
default risk is based on a comparison of the default risk at
the date of initial recognition and at the end of the reporting
period. The default risk at the end of each reporting period is
determined on the basis of credit checks, current key perfor-
mance indicators and any overdue payments.
With the exception of receivables from operating leases and
trade receivables, the BMW Group applies the general
approach described in IFRS 9 to determine impairment of
financial assets. Under the general approach, loss allow-
ances are measured on initial recognition on the basis of the
expected 12-month credit loss (stage 1). If the credit loss risk
at the end of the reporting period has increased significantly
since initial recognition, the impairment allowance is meas-
ured on the basis of lifetime expected credit losses (stage 2
investment in the lease. This balance sheet line item also
includes operating lease receivables due at the end of the
reporting period, while the related vehicles are reported as
leased products.
Receivables from sales financing also include finance lease
receivables which are measured at the amount of the net
Receivables from sales financing are measured as a gen-
eral rule at amortised cost using the effective interest rate
method.
Items reported under other investments within the scope of
IFRS 9 are measured at fair value through profit or loss.
Investments in subsidiaries, joint arrangements and associ-
ated companies that are not material to the BMW Group are
also included in other investments.
As a general rule, the BMW Group assumes that a receivable
is in default if it is more than 90 days overdue or if there are
objective indications of insolvency, such as the opening of
insolvency proceedings. Credit-impaired assets are identi-
fied as such on the basis of this definition of default. In the
case of credit-impaired assets which had not been credit-im-
paired at the time they were acquired or originated, an
impairment allowance is recognised at an amount equal to
lifetime expected credit losses (stage 3). This is the case
The market values of financial instruments measured at fair
value are determined on the basis of market information
available at the balance sheet date, such as quoted prices or
using appropriate measurement methods, in particular the
discounted cash flow method.
Depending on the business model and the structure of con-
tractual cash flows, financial assets are classified as meas-
ured at amortised cost, at fair value through comprehensive
income or at fair value through profit or loss. The category
"measured at fair value through comprehensive income" at
the BMW Group comprises mainly marketable securities and
investment funds used for liquidity management purposes.
Selected marketable securities and investment funds, money
market funds within cash and cash equivalents as well as
convertible bonds are recognised at fair value through profit
or loss, as their contractual cash flows do not solely repre-
sent payments of principal and interest.
non-derivative financial assets, initial recognition takes
place at the settlement date.
With the exception of lease receivables, financial assets are
measured on initial recognition at their fair value. Financial
assets include in particular other investments, receivables
from sales financing, marketable securities and investment
funds, derivative financial assets, trade receivables and cash
and cash equivalents. As a general rule, initial recognition
takes place as soon as the BMW Group becomes a party to
a contract; in the case of standard purchases or sales of
Investments accounted for using the equity method are
measured provided no impairment has been recognised -
at cost of investment adjusted for the Group's share of earn-
ings and changes in equity capital. If there is any indication
that an investment is impaired, an impairment test is per-
formed on the basis of the discounted cash flow method. An
indicator exists, for example, in the event of a serious short-
fall compared to budget, the loss of an active market or if
funds are required to avoid insolvency.
Assumptions and estimations are required regarding future
residual values, since these represent a significant part of
future cash inflows. Relevant factors to be considered include
the trend in market prices and demand on the pre-owned
automobile market. The expected change in the drive-sys-
tem mix going forward, which is subject to continuous anal-
ysis, is also taken into account. The BMW Group has devel-
oped and implemented methods and processes that enable
the sustainability aspects of residual value risks, particularly
climate-related factors, to be appropriately assessed and
managed. Potential regulatory changes are also taken into
account. For example, upward or downward adjustments
can be made to residual values on the basis of a range of
scenario analyses. The assumptions are based on internally
available historical data and current market data as well as
on forecasts of external institutions. Furthermore, assump-
tions are regularly validated by comparison with external
data. Certain types of contracts require a high degree of
judgement when deciding whether they give rise to operat-
ing leases or finance receivables.
← = Q
Other Information
Remuneration Report
The BMW Group does not make use of the option to meas-
ure equity instruments at fair value through other compre-
hensive income or debt instruments at fair value through
profit or loss.
165
BMW Group Report 2021
To Our Stakeholders
Fair value hedge ineffectiveness is generally recognised in
other financial result.
In addition, for selected fixed-interest assets, a portion of the
interest rate risk is hedged on a portfolio basis in accordance
with IAS 39. The designated hedged items (underlying
transactions) are reported in the balance sheet as receiva-
bles from sales financing or financial liabilities. Interest rate
risks are hedged on the basis of the present value of net
cash flows relating to fixed-income assets (on the asset
side) less cash flows relating to variable-rate financing (on
the liabilities side). The net cash flow determined in this way
is hedged by purchasing corresponding interest rate swaps
that have the effect of reducing the interest rate risk. Hedge
relationships are terminated and redesignated on a monthly
basis at the end of each reporting period, thereby taking
account of the constantly changing content of each portfolio.
accumulated other equity. Amounts accumulated in equity
are reclassified to other financial result within the income
statement over the term of the hedging relationship.
Fair value hedges are mainly used to hedge interest rate
risks relating to financial liabilities. The currency basis is not
designated as part of the hedging relationship in the case of
cross currency interest rate hedges accounted for as fair
value hedges. Accordingly, changes in the market value of
such components are recorded as costs of hedging within
Where hedge accounting is applied, changes in fair value of
derivative financial instruments are presented as part of
other financial result in the income statement or within other
comprehensive income as a component of accumulated
other equity, depending on whether the hedging relationship
is classified as a fair value hedge or a cash flow hedge.
The BMW Group applies the option to recognise the credit
risks arising from the fair values of a group of derivative
financial assets and liabilities on the basis of their total net
amount. Portfolio-based valuation adjustments (credit valu-
ation adjustments and debit valuation adjustments) to the
individual derivative financial assets and financial liabilities
are allocated using the relative fair value approach (net
method).
Fair values are determined on the basis of valuation models.
Observable market price, tenor and currency basis spreads
are taken into account in the measurement of derivative
financial instruments. Furthermore, the Group's own credit
risk and that of counterparties is taken into account on the
basis of credit default swap values for market contracts with
matching terms.
Derivative financial instruments are used within the
BMW Group for hedging purposes in order to reduce cur-
rency, interest rate, fair value and market price risks. Deriva-
tive financial instruments are recognised as of the trade
date, measured at their fair value. Depending on their market
value at measurement date, these financial instruments are
reported in the balance sheet as financial assets or financial
liabilities.
Input factors available on the market, such as ratings and
probabilities of default, are used to calculate valuation allow-
ances for cash and cash equivalents, financial receivables,
receivables from subsidiaries and receivables from compa-
nies in which an investment is held. In the case of marketa-
ble securities and investment funds, the BMW Group usually
applies the option not to allocate financial assets with a low
default risk to different stages. Accordingly, assets with an
investment grade rating are always allocated to stage 1.
Forward-looking information (for instance forecasts of key
performance indicators) is also taken into account if, based
on past experience, such indicators show a substantive cor-
relation to actual credit losses.
Loss allowances relating to the balance sheet item "Receiv-
ables from sales financing" are determined primarily on the
basis of past experience with credit losses, current data on
overdue receivables, rating classes and scoring information.
The BMW Group derecognises financial assets when it has
no reasonable expectation of recovery. This may be the case,
for instance, if the debtor is deemed not to have sufficient
assets or other sources of income to service the debt.
regardless of whether the general or simplified approach is
applied. In the case of stage 3 assets, interest income is cal-
culated on the asset's carrying amount less any impairment
loss.
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
Combined Management Report
Financial Statements
3,108
- 306
17
Financial income on the net investment in
finance leases
964
890
Selling profit on the sale of vehicles
previously leased to retail customers under
finance leases
13
1,557
Variable lease payments are based on distance driven. The
agreements have, in part, extension and purchase options.
17 Fee expense for the Group auditor
The fee expense pursuant to § 314 (1) no. 9 HGB recognised
in the financial year 2021 for the Group auditor and the PwC
network of audit firms amounted to € 19 million (2020:
€ 18 million) and consists of the following:
Services provided during the financial year 2021 by the Group
auditor PricewaterhouseCoopers GmbH Wirtschaftsprü-
fungsgesellschaft, Frankfurt am Main, Munich branch, on
behalf of BMW AG and subsidiaries under its control relate to
the audit of the financial statements, other attestation ser-
vices, tax advisory services and other services.
The audit of financial statements comprises mainly the audit
of the Group Financial Statements and the separate finan-
cial statements of BMW AG and its subsidiaries, and all work
related thereto, including the review of the Interim Group
Financial Statements.
Other attestation services include mainly project-related
audits, comfort letters and statutorily prescribed, contractu-
ally agreed or voluntarily commissioned attestation work.
1,167
Income from variable lease payments for
finance leases
148
109
Information on right-of-use assets, lease liabilities as well as
further explanatory comments are provided in 7 note 6
(Accounting policies, assumptions, judgements and estima-
tions), note 20 (Analysis of changes in Group tangible, intan-
gible and investment assets 2021), note 22 (Property, plant
and equipment (including right-of-use assets arising from
leasing) and note 35 (Financial liabilities).
175
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
As lessor
in € million
2021
2020
Income from variable lease payments for
operating leases
Tax advisory services include primarily services related to
transfer pricing and tax compliance.
Total cash outflows for leases in 2021 amounted to
€ 600 million (2020: € 653 million).
Other services mainly include consulting services relating to
production processes.
These amounts relate mainly to public sector grants aimed
at the promotion of regional structures as well as to subsi-
dies received for plant expansions.
0
0
0
0
0
1
2
3
0
19
18
8
4
176
1
1
2
4
in € million
Audit of financial statements
Other attestation services
Tax advisory services
Other services
Fee expense
PwC International
thereof: PwC GmbH
2021
2020
2021
2020
16
14
5
18 Government grants and government assistance
Income from asset-related and performance-related grants,
amounting to € 94 million (2020: € 67 million) and € 152 mil-
lion (2020: € 210 million) respectively, was recognised in the
income statement in 2021.
BMW Group Report 2021
The BMW Group is party to leases at the end of the reporting
period which have not yet commenced. These leases could
give rise to future cash outflows amounting to € 530 million
(2020: € 225 million).
139
Expenses for leases of low-value assets
and short-term leases
-74
- 91
€
18.77
5.73
56,867,180
Expenses relating to variable lease
Е
18.79
5.75
of lease liabilities
- 14
-13
payments not included in the measurement
57,686,234
number
601,995,196
12,382.2
2020
3,775.0
As lessee
In terms of accounting for leases as a lessee, the following
amounts are included in the income statement:
€ million
11,298.4
3,448.1
€ million
1,083.8
326.9
in € million
2021
2020
number
601,995,196
Е
Most of the expenses for leases of low-value assets and
short-term leases relate to low-value assets.
5.80*
Interest expense arising on the
Social insurance expenses
968
911
2021
2020
Personnel expenses
2020
10,081
1,252
12,286
Average number of employees
118,626
122,874
thereof at proportionately-
consolidated entities
304
12,244
720
Pension and welfare expenses
10,598
Е
5.82*
1.92
measurement of lease liabilities
-48
-55
Earnings per share of preferred stock are computed on the
basis of the number of preferred stock shares entitled to
receive a dividend in each of the relevant financial years. As
in the previous year, diluted earnings per share correspond
to basic earnings per share.
15 Personnel expenses
The income statement includes personnel expenses as fol-
lows:
in € million
Wages and salaries
Personnel expenses include € 223 million (2020: 602 mil-
lion) of costs relating to workforce measures.
The decrease in pension and welfare expenses was mainly
attributable to positive changeover effects resulting from the
modernisation of the pension plan model in Germany
amounting to € 562 million. The total pension expense for
defined contribution plans of the BMW Group amounted to
€ 160 million (2020: € 150 million). Employer contributions
paid to state pension insurance schemes totalled € 654 mil-
lion (2020: € 634 million).
The average number of employees during the year was:
2021
1.90
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
14
37
51
991
Net interest result
685
5
Costs of hedging *
-22
50
201
- 60
141
Other comprehensive income from equity accounted investments
Currency translation foreign operations
72
-2
7
-32
Remeasurement of the net liability for defined benefit pension plans
Before tax
Deferred taxes
After tax
Before tax
1,243
-224
1,019
- 354
Deferred taxes
139
After tax
-215
Marketable securities (at fair value through other comprehensive income)
Derivative financial instruments *
-45
13
-50
in € million
135
106
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
To Our Stakeholders
NOTES TO THE BALANCE SHEET
Translation
Acquisition and manufacturing cost
Reclassifi-
Depreciation, amortisation and impairment losses
Carrying amount
in € million
1.1.2021 differences Additions
20 Analysis of changes in Group tangible, intangible and investment assets 2021
BMW Group Report 2021
178
Gains or losses realised on derivative financial instruments
which have been reclassified to acquisition costs for invento-
ries are not recognised through other comprehensive income
after tax.
-55
51
1,228
1,228
- 1,283
- 1,283
Other comprehensive income
* Prior year's figures adjusted.
2,462
- 61
2,401
-332
- 284
-616
Other comprehensive income relating to equity accounted
investments is reported in the Group Statement of Changes
in Equity within currency translation differences with a posi-
tive amount of € 490 million (2020: negative amount of
€ 113 million), within derivative financial instruments with a
negative amount of € 368 million (2020: positive amount of
€ 118 million) and within costs of hedging with a negative
amount of € 37 million (2020: positive amount of € 46 mil-
lion).
85
2020
2021
Deferred taxes on components of other comprehensive
income are as follows:
- 215
Marketable securities (at fair value through other comprehensive income)
-45
7
thereof gains/losses arising in the period under report
-38
1,019
20
Derivative financial instruments
thereof gains/losses arising in the period under report
thereof reclassifications to the income statement
Costs of hedging
thereof gains/losses arising in the period under report
thereof reclassifications to the income statement
thereof reclassifications to the income statement
Items not expected to be reclassified to the income statement in the future
139
-224
Corporate Governance
Remuneration Report
Other Information
← = Q
NOTES TO THE STATEMENT
OF COMPREHENSIVE INCOME
19 Disclosures relating to the statement of comprehen-
sive income
Other comprehensive income for the period after tax com-
prises the following:
in € million
2021
2020
Remeasurement of the net liability for defined benefit pension plans
1,243
- 354
Deferred taxes
-7
-13
14
991
1,382
-401
Other comprehensive income for the period after tax
2,401
-616
* Prior year's figure adjusted.
177
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Items that can be reclassified to the income statement in the future
€ million
-1,283
Currency translation foreign operations
25
1,636
-11
-645
72
201
-287
-437
359
638
Other comprehensive income from equity accounted investments
Deferred taxes*
-50
106
163
-423
1,228
cations Disposals 31.12.2021
2021
* Proposal by the Board of Management
cial instruments
586
-234
Sundry other financial result
586
-234
Income (+) and expenses (-) from finan-
Deferred taxes for non-German entities are calculated on the
basis of the relevant country-specific tax rates. These ranged
in the financial year 2021 between 9.0% and 40.0% (2020:
between 9.0% and 40.0%).
1,170
- 186
172
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Other financial result
48
584
Result on investments
3,597
1,365
Municipal trade tax rate
15.0
15.0
thereof from subsidiaries:
14
12
German income tax rate
30.8
30.8
Expenses from investments in
subsidiaries and participations
-28
- 87
Group Financial Statements
Notes to the Group
Income taxes
Corporate Governance
Other Information
Variances due to different tax rates
-596
-397
Leased products
Tax increases (+)/ tax reductions (-)
Other investments
Property, plant and equipment
due to:
Tax-exempt income
-597
- 97
Tax loss carryforwards
Non-deductible expenses
314
Sundry other assets
1,608
4,946
Expected tax expense
← = Q
Financial Statements
The difference between the expected tax expense based on
the underlying tax rate for Germany and actual tax expense
is explained in the following reconciliation:
The allocation of deferred tax assets and liabilities to bal-
ance sheet line items at 31 December is shown in the fol-
lowing table:
in € million
2021
2020
Profit before tax
16,060
5,222
in € million
Tax rate applicable in Germany
30.8%
30.8%
Intangible assets
Remuneration Report
398
135
and participations
- 225
thereof subsidiaries:
-1
Interest and similar expenses
-165
- 458
-214
in € million
2020
Net interest result
-30
- 342
Sundry other financial result comprises mainly income and
expenses arising on the measurement of stand-alone deriv-
atives and fair value hedge relationships, as well as income
and expenses from the measurement and sale of marketa-
ble securities and shares in investment funds.
Sundry other financial result benefited in 2021 from the favour-
able fair value development of interest rate hedges resulting
from the rise in yield curves in the USA, whereas in the previ-
ous year, the downward trend in interest rates gave rise to fair
value measurement losses on interest rate hedges.
2021
Other interest and similar expenses
-34
-22
2020
Other interest and similar income
135
116
thereof from subsidiaries:
12
8
Interest and similar income
135
116
Net interest impact on other long-term
provisions
71
- 199
Net interest expense on the net defined
benefit liability for pension plans
13 Income taxes
612
Taxes on income of the BMW group comprise the following:
The tax expense resulting from the change in the valuation
allowance on deferred tax assets relating to tax losses avail-
able for carryforward and temporary differences amounted
to € 3 million (2020: € 10 million).
5.5
5.5
in € million
2021
2020
thereof relating to tax loss carryfor-
Solidarity surcharge
Corporate tax rate including solidarity
wards and tax credits
-583
- 208
surcharge
15.8
15.8
Income from investments in subsidiaries
- 450
1,668
differences
Deferred taxes are determined on the basis of tax rates
which are currently applicable or expected to apply in the rel-
evant national jurisdictions when the amounts are recov-
ered. After taking account of an average municipal trade tax
multiplier rate (Hebesatz) of 428.0 (2020: 428.0), the under-
lying income tax rate for Germany was as follows:
Current tax expense
2,512
2,023
Deferred tax expense (+)/ deferred tax
income (-)
in %
2021
2020
1,085
- 658
12 Other financial result
Corporate tax rate
15.0
15.0
thereof relating to temporary
The tax expense was reduced by € 28 million (2020: € 4 mil-
lion) as a result of utilising tax loss carryforwards, for which
deferred assets had not previously been recognised and in
conjunction with previously unrecognised tax credits and
temporary differences.
Capital Losses
Equity accounted
-370
Other Information
← = Q
Tax loss carryforwards relating to Germany and foreign
operations amounted to € 4,138 million (2020: € 1,568 mil-
lion). This includes one tax-loss carryforward amounting to
€ 413 million (2020: € 406 million), on which a valuation
allowance of € 140 million (2020: € 138 million) was recog-
nised on the related deferred tax asset.
For entities with tax losses available for carryforward, a net
surplus of deferred tax assets over deferred tax liabilities is
reported amounting to € 2,487 million (2020: € 392 million).
The basis for the recognition of deferred taxes is the
BMW Group business model or management's assessment
that there is material evidence that the entities will generate
future taxable profit, against which deductible temporary dif-
ferences can be offset. The increase in tax loss carryfor-
wards was mainly attributable to the exercise of a tax option
by the BMW Group's US companies. Furthermore, it is
assumed that tax start-up losses relating to the San Luis
Potosí plant in Mexico, opened in 2019, can be utilised by
offset against planned future profits.
Loss carryforwards amounting to € 3,834 million (2020:
€ 1,129 million) can be used indefinitely, while € 304 million
(2020: € 439 million) expire after more than 3 years.
Capital losses available for carryforward in the United King-
dom which do not relate to ongoing operations increased to
€ 1,959 million (2020: € 1,832 million) due to currency fac-
tors. As in previous years, deferred tax assets recognised on
these tax losses - which increased to € 490 million due to a
tax rate change in the UK (2020: € 348 million) - were fully
written down since they can only be utilised against future
capital gains.
Remuneration Report
Deferred tax assets and deferred tax liabilities are netted for
each relevant tax entity if they relate to the same tax author-
ities.
in € million
Deferred taxes at 1 January (assets (+)/ liabilities (-))
Deferred tax expense (-)/ income (+) recognised through income statement
Change in deferred taxes recognised directly in equity
thereof relating to fair value gains and losses on financial instruments and marketable securities recognised
directly in equity
thereof relating to the remeasurements of net liabilities for defined benefit pension plans
thereof from currency translation
Exchange rate impact and other changes
Deferred taxes recognised directly in equity amounted to
€ 1,733 million (2020: € 1,710 million).
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
-490
- 348
- 14,297
- 13,339
- 14,297
- 13,339
2,202
2,459
1,458
509
744
1,950
173
BMW Group Report 2021
To Our Stakeholders
Deferred taxes at 31 December (assets (+)/ liabilities (-))
- 138
Taxable temporary differences relating to investments in
subsidiaries, associated companies and joint ventures
amount to € 25,526 million (2020: € 22,174 million). No
deferred taxes are recognised on these taxable temporary
differences because the BMW Group is able to determine the
timing of the reversal of the temporary differences and it is
probable that the temporary differences will not reverse in
the foreseeable future, in particular in view of the fact that
there is no intention to distribute the profits, but rather to use
them to maintain their substance and reinvest in the compa-
nies concerned. No computation was made of the potential
impact of income taxes on the grounds of proportionality.
Deferred tax liabilities on expected dividends amount to
€ 79 million (2020: € 76 million) and relate primarily to divi-
dends from foreign subsidiaries and joint ventures.
2020
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
To Our Stakeholders
14 Earnings per share
Profit attributable to common stock
Profit attributable to preferred stock
Average number of common stock shares in circulation
Average number of preferred stock shares in circulation
Basic / diluted earnings per share of common stock
Basic / diluted earnings per share of preferred stock
Dividend per share of common stock
Dividend per share of preferred stock
Net profit attributable to the shareholders of BMW AG
BMW Group Report 2021
174
The tax returns of BMW Group entities are checked regularly
by German and foreign tax authorities. Taking account of
numerous factors - including interpretations, commentaries
and legal decisions relating to the various tax jurisdictions as
well as past experience – adequate provision has been
made, to the extent identifiable and probable, for potential
future tax obligations.
1,950
1,562
- 1,085
658
23
- 305
247
-443
-250
161
26
-23
-144
744
35
1,950
2021
- 140
13,848
15,755
22.4%
26.1 %
Valuation allowances on capital losses
Netting
Deferred taxes
Net
Effective tax rate
The tax reductions due to tax-exempt income related pri-
Imarily to the partial release of the provision for the EU anti-
trust proceedings as well as to the tax-exempt impact of the
mark-to-market valuation of participations.
Deferred tax assets
Deferred tax liabilities
2021
2020
2021
2020
Tax benefits for prior years resulted primarily from adjust-
ments to income tax receivables and provisions for prior
years, among other things due to transfer pricing issues in
connection with unconcluded and ongoing transfer pricing
proceedings.
Valuation allowances on tax loss carryforwards
1,365
3,597
-210
Provisions
Tax expense (+) / benefits (-) for prior
years
-54
61
Liabilities
Effects from tax rate changes
25
17
Eliminations
Other variances
-71
-15
Actual tax expense
4
17
3,494
3,354
348
6,070
6,655
29
33
4,303
3,717
601
852
3,936
3,721
1,826
1,766
17,129
16,284
490
16 Leases
476
3,966
74
49
665
673
300
282
4,493
3,203
5
6
1
1
886
1,013
4,646
1,061
2021
Development costs
2,506
333
-59
2,147
3,138
226
44
248
- 100
3,172
Other facilities, factory and office
equipment
76
40
18
2
15
1
6
58
31
8
1
82
thereof right-of-use assets from leases
10,884
10,060
30,239
1,500
thereof right-of-use assets from leases
104
-4
41
2,067
-2
3,651
- 1,264
60,673
Property, plant and equipment
1,991
1,6192
1,619
- 1,294
941
- 19
1,991
2
Advance payments made and construction
in progress
70
51
16
1,025
927
2,211
206
37
34
- 1
31
121
20
73
3,071
-511
29,177
621
- 380
15,449
buildings on third party land
Land, titles to land, buildings, including
11,729
12,342
6,769
1,232
2
1,893
-16
6,122
538
19,111
2
2,571
-53
17,851
Intangible assets
906
956
795
543
2
183
-16
1,169
1,260
60,991
293
6,104
40,299
1,548
710
1,841
-765
40,061
Plant and machinery
2,681
2,312
796
73
5
452
15,935
-14
11
219
12
280
16,976
3,107
thereof right-of-use assets from leases
9,345
9,244
6,691
124
846
- 135
426
37,428
- 705
4,250
The BMW Group acquired a further 25% of the shares in the
BMW Brilliance joint venture on 11 February 2022. The trans-
action is described in detail in note 3.
well as petrol engines and high-voltage batteries at a sepa-
rate facility.
within one year
in € million
Minimum lease payments of non-cancellable operating
leases amounting to € 23,026 million (2020: € 20,872 mil-
lion) fall due as follows:
23 Leased products
property rental agreements concerned often contain exten-
sion and termination options.
Right-of-use assets arising from leases of land and buildings
relate primarily to logistics and office premises and, to a
lesser extent, to selling and production premises. In order to
secure these premises and, in the interests of flexibility, the
As in the previous year, no financing costs were recognised
as a cost component of property, plant and equipment in
2021.
No impairment losses were recognised in 2021, as in the
previous year.
22 Property, plant and equipment (including right-of-
use assets arising from leasing)
As in the previous year, no financing costs were recognised
as a cost component of intangible assets in 2021.
As in the previous year, there was no requirement to recog-
nise impairment losses or reversals of impairment losses on
intangible assets in 2021.
31.12.2020
Other intangible assets include a brand-name right amount-
ing to € 43 million (2020: € 40 million) which is allocated to
the Automotive segment and is not subject to scheduled
amortisation since its useful life is deemed to be indefinite.
The asset is subject to a limited right of ownership. Intangi-
ble assets also include goodwill of € 33 million (2020:
€ 33 million) allocated to the Automotive cash-generating
unit (CGU) and goodwill of € 347 million (2020: € 346 mil-
lion) allocated to the Financial Services CGU. The changes in
these items compared to the previous year are exclusively
currency-related.
21 Intangible assets
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
180
2 Including assets under construction of € 1,297 million.
1 Including € 57 million recognised through the income statement
703
Intangible assets mainly comprise capitalised development
costs on vehicle, module and architecture projects as well as
subsidies for tool costs, licences, purchased development
projects, emission allowances, software and purchased cus-
tomer lists.
735
YOUR NOW
31.12.2021
171
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
In collaboration with Mercedes-Benz Group AG, the Ford
Motor Company, the Volkswagen Group, Kia Motors Corpo-
ration and Hyundai Motor Corporation, the BMW Group
operates the joint venture IONITY, whereby each of the par-
ties has an equal shareholding. IONITY's business model
envisages the construction and operation of high-perfor-
mance charging stations for battery-powered vehicles in
Europe. On 1 November 2021, IONITY Holding GmbH & Co.
KG signed a contract with GRP III HPC Lux S.à.r.l. (Black-
rock) for the provision of financing amounting to € 500 mil-
lion to expand the charging network. The existing share-
holders are also investing an additional € 200 million in the
business. The transaction is due to be completed in the first
half of 2022.
IONITY
BMW Brilliance produces BMW brand models primarily for
the Chinese market at its two vehicle production plants as
BMW Brilliance
The at-equity loss reported for YOUR NOW for 2021
amounted to € 171 million (2020: loss of € 349 million). On
29 March 2021 YOUR NOW Holding GmbH signed an agree-
ment with the bp Group for the latter to acquire a 33.3%
stake in Digital Charging Solutions GmbH (DCS) (Charge-
Now). The transaction was completed on 1 October 2021. In
addition, on 8 March 2021, YOUR NOW Holding GmbH
signed an agreement to sell PARK NOW Group to EasyPark
Group. Following receipt of regulatory approval, the transac-
tion was completed on 27 May 2021. The impact of the two
transactions is not material.
24 Investments accounted for using the equity method
Investments accounted for using the equity method com-
prise the joint venture BMW Brilliance Automotive Ltd. (BMW
Brilliance), Shenyang, the joint venture YOUR NOW Holding
GmbH, Munich, the joint venture IONITY Holding GmbH &
Co. KG (IONITY), Munich, and interests in the associated
company THERE Holding B.V. (THERE), Rijswijk, and the
associated company Solid Power Inc., Wilmington, Delaware.
20,872
23,026
35
35
275
302
1,534
1,702
9,285
6,327
3,416
3,812
7,052
between one and two years
between two and three years
between three and four years
between four and five years
later than five years
Minimum lease payments
10,123
Impairment losses amounting to € 338 million (2020:
€ 312 million) were recognised on leased products in 2021 as
a consequence of changes in residual value expectations.
Income from the reversal of impairment losses amounted to
€ 111 million (2020: € 110 million).
1,751
529
- 57
-11
292
240
3,825
1,054
1,440
Participations
subsidiaries
Investments in non-consolidated
3,439
equity method
Investments accounted for using the
41,995 42,609
72
8,125
5,833
- 300
7,333
50,120
15,712
17,820
- 1,930
49,942
Leased products
21,850 23,245
39,141
1,830
-2
4,741
10
52
88
7
589
1,264
149
156
-35
1,292
Other investments
Non-current marketable securities
3,199
3,585
240
499
301
519
10
.57
10
501
963
97
84
-24
1,000
204
216
85
-3
444
545
-72
271
18
145
38
125
58
thereof right-of-use assets from leases
10,060
2
31,574
2,311
2
3,180
468
30,239
41,739
2,350
864
2,292
634
40,299
Plant and machinery
2,312
2,229
1,134
115
433
20
15
19
14
131
69
20
36
2
51
131
19
927
907
2,344
249
2
335
796
45
3,251
262
73
25
4
121
thereof right-of-use assets from leases
71
235
67
3,138
Other facilities, factory and office
equipment
40
2,211
3,363
220
416
956
1,027
948
61
202
12
795
1,975
112
2
289
45
1,751
Intangible assets
Other intangible assets
380
5
5
385
1
384
Goodwill
Disposals 31.12.2021 31.12.2021 31.12.2020
7,714 11,573 11,007
190
Current Reclassifi- Value ad-
year cations justments¹
1,935
Translation
1.1.2021 differences
5,969
19,287
195
379
62
19,111
2,795
59
3,108
thereof right-of-use assets from leases
9,244
9,434
7,452
206
843
124
6,691
16,886
344
221
46
789
15,935
buildings on third party land
Land, titles to land, buildings, including
12,342
12,980
8,667
251
2,137
12
6,769
21,647
307
2
285
70
10,165
1,619
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
179
2 Including assets under construction of € 1,354 million.
1 Including € 434 million recognised through the income statement
735
1,241
119
← = Q
-39
-15
529
1,360
65
55
122
39
1,264
Other investments
Non-current marketable securities
519
988
32
-434
-39
Analysis of changes in Group tangible, intangible and investment assets 2020
Acquisition and manufacturing cost
Reclassifi-
-52
2,075
Other intangible assets
380
379
5
5
384
- 1
385
Goodwill
5,969 11,007 10,443
689
Translation
1,710
Disposals 31.12.2020 31.12.2020 31.12.2019
cations justments¹
Reclassifi- Value ad-
Current
year
Advance payments made and construction
in progress
cations Disposals 31.12.2020
715 16,976
2,300
15,391
Development costs
1.1.2020 differences Additions
in € million
Carrying amount
Depreciation, amortisation and impairment losses
4,948
-434
Translation
1.1.2020 differences
444
8,125
53,847
16,463
18,465
1,725
50,120
Leased products
22,390 21,850
41,370
2,766
4,358
637
39,141
301
63,760
-2
4,723
1,009
60,991
Property, plant and equipment
1,619
1,8842
1,884
5
-1,160
1,407
23
-17
2,961
5,263
in € million
9,147
4,542
1,020
46
75
28
963
253
87
2
85
340
19
47
11
216
Participations
Investments accounted for using the
44,700 41,995
301
equity method
3,825
209
1,736
240
240
5,112
3,585
Investments in non-consolidated
subsidiaries
5,352
Profit/loss before financial result
← = Q
Scheduled depreciation
Revenues
DISCLOSURES RELATING TO THE INCOME STATEMENT
in € million
Other Information
183
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
49
42
591
Interest income
Remuneration Report
Interest expense
63,584
Profit/loss after tax
84,277
87,417
Receivables from sales financing
20,693
22,159
Finance lease receivables
424
65,258
Income taxes
Credit financing for retail customers and
dealerships*
in € million
Receivables from sales financing comprise the following:
25 Receivables from sales financing
Group dividend income
Total comprehensive income
Other comprehensive income
thereof from discontinued operations
thereof from continuing operations
31.12.2021 31.12.2020
335
209
2,610
55
127
486
297
87
12,836
Provisions and liabilities
299
336
1,712
1,194
1,214
1,177
17,151
24,012
Assets
RECONCILIATION OF AGGREGATED FINANCIAL INFORMATION
Net assets
Group's interest in net assets
Eliminations
Carrying amount
4,305
- 1,084
- 1,283
49
42
591
424
335
298
298
5,588
244
1,226
897
1,214
1,090
7,388
11,176
3,694
9,763
111
* Figure includes operating leases
444
24
2
5,137
8,493
55
49
767
528
341
24
9,859
15,062
244
287
945
666
1,190
1,175
7,292
2
8,950
19
11,176
373
213
8,217
10,809
Current financial liabilities, provisions and liabilities
13
16
113
84
17
87
2,027
Non-current financial liabilities, provisions and liabilities
244
209
1,226
897
1,214
1,090
7,388
1,546
31.12.2020
31.12.2020 31.12.2021
31.12.2021
-26
2020
2021
Total comprehensive income
Other comprehensive income
thereof from discontinued operations
thereof from continuing operations
Disclosures relating to the Income Statement
Profit/loss after tax
in € million
-26
In May 2021, the BMW Group, together with the Ford Motor
Company and Volta Energy Technologies, participated in an
investment round relating to Solid Power, an industry-lead-
ing producer of solid-state batteries for electric vehicles. In
this context, some existing joint development partnerships
with Solid Power have also been expanded with a view to
securing the supply of solid-state batteries for future gener-
ations of electric vehicles. The investment meets the criteria
of an associated company and is accounted for using the
equity method.
Together with AUDI AG, Mercedes-Benz Group AG and other
companies, the BMW Group holds shares in THERE. HERE
International B.V. (HERE) is an associated company of
THERE. HERE's digital maps are laying the foundations for
the next generation of mobility and location-based services,
providing the basis for new assistance systems and, ulti-
mately, fully automated driving.
THERE
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
Solid Power
-26
182
BMW Group Report 2021
31.12.2020
31.12.2020 31.12.2021
31.12.2021
Equity
thereof cash and cash equivalents
Current assets
Non-current assets
DISCLOSURES RELATING TO THE BALANCE SHEET
in € million
IONITY
YOUR NOW
THERE
BMW Brilliance
Financial information relating to equity accounted invest-
ments is summarised in the following tables (from a 100%
perspective):
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
42
BMW Brilliance
United Kingdom
YOUR NOW
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
The capital structure at the end of the reporting period was
as follows:
in € million
Equity attributable to shareholders of
BMW AG
31.12.2021 31.12.2020
The assumptions stated below, which depend on the eco-
nomic situation in the relevant country, are used to measure
the defined benefit obligation of each pension plan. The fol-
lowing weighted average values have been used for Ger-
many, the UK and other countries:
74,366
60,891
Germany
United Kingdom
188
In order to manage its capital structure, the BMW Group
uses various instruments, including the amount of dividends
paid to shareholders and share buybacks. Moreover, the
BMW Group actively manages debt capital, carrying out
funding activities with a target debt structure in mind. A key
aspect in the selection of financial instruments is the objec-
tive to achieve matching maturities for the Group's financing
requirements. In order to reduce non-systematic risk, the
BMW Group uses a variety of financial instruments available
on the world's capital markets to achieve diversification.
The BMW Group is not subject to any unified external mini-
mum equity capital requirements. Within the Financial Ser-
vices segment, however, there are a number of individual
entities which are subject to equity capital requirements of
relevant regulatory banking authorities.
The capital structure is managed in order to meet needs
arising from changes in economic conditions and the risks of
the underlying assets.
124
Capital reserves
Common stock
2020
601,995,196
57,689,304 601,995,196 601,995,196
Capital reserves include premiums arising from the issue of
shares and totalled € 2,325 million (2020: € 2,199 million).
The change amounting to € 126 million related to the share
capital increase in conjunction with the issue of shares of
preferred stock to employees.
Revenue reserves
Other
Revenue reserves comprise the non-distributed earnings of
companies consolidated in the Group Financial Statements.
In addition, remeasurements of the net defined benefit obli-
gation for pension plans are also presented in revenue
reserves.
―
Distribution of a dividend of € 5.82 per share of preferred
stock (€ 336 million)
Distribution of a dividend of € 5.80 per share of common
stock (€ 3,491 million)
The proposed distribution was not recognised as a liability in
the Group Financial Statements.
Accumulated other equity
Accumulated other equity comprises amounts recognised
directly in equity resulting from the translation of the finan-
cial statements of foreign subsidiaries, changes in the fair
value of derivative financial instruments and marketable
securities, costs of hedging recognised directly in equity as
well the related deferred taxes.
Capital management disclosures
The BMW Group's objectives with regard to capital manage-
ment are to safeguard over the long-term the Group's ability
to continue as a going concern and to provide an adequate
return to shareholders.
It is proposed that the unappropriated profit of BMW AG for
the financial year 2021 amounting to € 3,827 million be uti-
lised as follows:
Proportion of total capital
41.8%
36.4%
106,376
Pension level trend
2.10
1.33
2.36
2.19
Proportion of total capital
58.2%
103,463
63.6%
17.5
21.6
17.8
19.8
15.4
15.9
Total capital
177,829
Weighted duration of all pension obligations in years
822,124
Total financial liabilities
2.27
Non-current financial liabilities
62,342
67,390
in %
31.12.2021
31.12.2020
31.12.2021
31.12.2020
1.88
31.12.2021
Current financial liabilities
41,121
38,986
Discount rate
1.04
0.55
1.83
1.19
31.12.2020
1,718,070
3,070
59,404,304
57,689,304
2021
-14
-23
Vehicles held for sale in the financial
services business
404
818
Net carrying amount
2,261
Allowances for impairment of stage 3
2,298
389
503
15,928
14,896
Out of the total amount recognised for inventories at
31 December 2021, inventories measured at net realisable
value amounted to € 1,457 million (2020: € 899 million).
Write-downs to net realisable value in the financial year 2021
amounted to € 41 million (2020: € 59 million), while rever-
sals of write-downs amounted to € 5 million (2020: € 2 mil-
lion).
The expense recorded in conjunction with inventories during
the financial year 2021 amounted € 54,484 million (2020:
€ 48,128 million).
At 31 December 2021, the carrying amounts of inventories
expected to be realised after more than twelve months
amount to € 405 million (2020: € 359 million).
At 31 December 2021 work in progress included unfinished
vehicles still held in inventories due to production programme
changes necessitated by semiconductor component short-
ages.
Advance payments to suppliers
Inventories
Impairment allowances on trade receivables in accordance
with IFRS 9 developed as follows:
1,660
Raw materials and supplies
in € million
31.12.2021
31.12.2020
in € million
31.12.2021
31.12.2020
Finished goods and goods for resale
9,683
2,277
10,542
2,293
2,345
Work in progress, unbilled contracts
3,175
1,373
Allowances for impairment of stage 2 -
simplified approach
-18
-24
Gross carrying amount
167,267
in € million
2021
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Statements
31 Equity
Number of shares issued
Shares issued in circulation at 1 January
Group Financial Statements
Notes to the Group
Shares issued in conjunction with Employee Share Programme
All Company stock is issued to bearer and each share has a
par value of € 1.00. Preferred stock, to which no voting rights
are attached, bear an additional dividend of € 0.02 per
share.
In 2021, a total of 1,718,070 shares of preferred stock was
sold to employees at a reduced price of € 60.78 per share in
conjunction with an Employee Share Programme. These
shares are entitled to receive dividends for the first time with
effect from the financial year 2022.
Issued share capital increased by € 1.7 million as a result of
the issue to employees of 1,715,000 new shares of non-vot-
ing preferred stock. BMW AG is authorised up to 15 May 2024
to issue 5 million shares of non-voting preferred stock
amounting to nominal € 5.0 million. At the end of the report-
ing period, 1.7 million of these amounting to nominal
€ 1.7 million remained available for issue.
In addition, 3.070 previously issued shares of preferred stock
were acquired and re-issued to employees.
Preferred stock
2020
2021
56,867,304 601,995,196
Less: shares repurchased and re-issued
Shares issued / in circulation at 31 December
Balance at 1 January
Allocated
Combined Management Report
BMW Group Report 2021
2020
47
72
8
16
-20
- 36
Utilised
To Our Stakeholders
-4
Exchange rate impact and other changes
Balance at 31 December
1
-4
32
47
Reversed
In the case of trade receivables, collateral is generally held in
the form of vehicle documents and bank guarantees so that
the risk of bad debt loss is very limited. Expenses for impair-
ment losses and income from the reversal of impairment
losses is not significant for the BMW Group and is therefore
not reported separately in the income statement.
187
-1
Trade receivables comprise the following:
Mortality Table 2018 G issued by Prof. K. Heubeck (with invalidity rates reduced by 70%)
S3PA Tables and CMI_2020 model with improvement factor of 1.25%
32 Pension provisions
3
3,680
Interest expense (+)/income (-)
Past service cost
411
411
257
- 235
22
-527
-527
411
22
-527
Gains (-) or losses (+) arising from settlements
REMEASUREMENTS
Gains (-) or losses (+) on plan assets, excluding amounts included in interest income
Net defined
benefit liability
Effect of limitation
of the net defined
benefit asset to the
asset ceiling
Total
3,677
-22,910
190
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
-652
← = Q
in € million
1 January 2021
EXPENSE / INCOME
Current service cost
Defined
benefit obligation
Plan assets
26,587
The change in the net defined benefit liability for pension
plans can be derived as follows:
-652
Gains (-) or losses (+) arising from changes in financial assumptions
-1,341
90
-90
- 680
675
5
- 5
711
-717
thereof assets
-6
21
24,989
-25,011
-22
1,187
1,165
1,247
-82
27
The defined benefit pension plans are administered by BMW
Pension Trustees Limited, Farnborough, and BMW (UK)
Trustees Limited, Farnborough, both trustee companies
which act independently of the BMW Group. BMW (UK) Trus-
tees Limited, Farnborough, is represented by ten trustees
and BMW Pension Trustees Limited, Farnborough, by five
trustees. A minimum of one third of the trustees must be
elected by plan participants. The trustees represent the
interests of plan participants and decide on investment
strategies. Funding contributions to the funds are deter-
mined in agreement with the BMW Group.
thereof pension provisions
Translation differences and other changes
Gains (-) or losses (+) arising from changes in demographic assumptions
-616
Gains (-) or losses (+) arising from experience adjustments
97
-1,341
-616
97
-652
-1,341
-616
31 December 2021
97
1,157
1,157
Transfers to fund
- 1,082
- 1,082
- 1,082
Employee contributions
Pensions and other benefits paid
Changes in the limitation of the net defined benefit asset to the asset ceiling
Defined benefit plans exist in the United Kingdom which are
closed for all plan participants. Vested benefits remain in
place. New benefits are covered by contributions made to a
defined contribution plan.
United Kingdom
Board of Directors and adopting changes to the associa-
tion's statutes.
Present value of defined benefit obligations
31.12.2021
31.12.2020
31.12.2021
31.12.2020
31.12.2021
31.12.2020
31.12.2021
in € million
31.12.2020
15,535
8,844
9,944
1,100
1,108
24,989
26,587
Fair value of plan assets
15,045
14,105
Total
BMW Group Report 2021
In the case of defined benefit plans, the BMW Group is
required to pay the benefits it has granted to present and
past employees. Defined benefit plans may be covered by
provisions or pension assets. In Germany, pension obliga-
tions of the BMW Group are mostly covered by assets trans-
ferred to BMW Trust e. V., Munich, in conjunction with a Con-
tractual Trust Arrangement (CTA) (funded plan). Funded
plans also exist in the UK, the USA, Switzerland, Belgium
and Japan. In the meantime, most of the defined benefit
plans have been closed to new entrants.
The following mortality tables are applied in countries, in
which the BMW Group has significant defined benefit plans:
Germany
United Kingdom
In addition, the career trend component, which is plan-de-
pendent and lies within a range of 0.25% to 0.50%, is now
part of the measurement of pension obligations in Germany
(2020: pension entitlement trend of 2.0%).
189
BMW Group Report 2021
To Our Stakeholders
Other
Combined Management Report
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Statements
Based on the measurement principles contained in IAS 19,
the following balance sheet carrying amounts apply to the
Group's pension plans:
Germany
Group Financial Statements
Notes to the Group
Equity attributable to shareholders of BMW AG increased
during the financial year by 22.1%, primarily reflecting the
increase in revenue reserves.
12,451
9,589
106
355
194
254
1,247
3,693
-7
-46
3,084
-29
- 82
- 13
The most significant of the BMW Group's pension plans are
described below.
Germany
Both employer- and employee-funded benefit plans exist in
Germany. Benefits paid in conjunction with these plans
comprise old-age retirement pensions as well as invalidity
and surviving dependants' benefits. The level of ongoing
pension payments is adjusted in accordance with §16 of the
Company Pensions Act (Betriebsrentengesetz).
The defined benefit plans have been closed to new entrants
since 2014. Defined contribution plans with a minimum rate
of return, comprising employer- and employee-funded com-
ponents, continue to exist. The fact that the plan involves a
minimum rate of return means that the defined contribution
entitlements are classified in accordance with IAS 19 as
defined benefit plans. In the financial year 2021, employees
in the defined benefit plan were given the option to switch to
the defined contribution plan.
In the case of defined benefit plans involving the payment of
a pension, the amount of benefits to be paid is determined
by multiplying a fixed amount by the number of years of ser-
vice.
The assets of the German pension plans are invested by
BMW Trust e. V., Munich, in accordance with a CTA. The rep-
resentative bodies of this entity are the Board of Directors
and the Members' General Meeting. BMW Trust e. V., Munich,
currently has seven members and three members of the
Board of Directors elected by the Members' General Meet-
ing. The Board of Directors is responsible for investments,
drawing up and deciding on investment guidelines as well as
monitoring compliance with those guidelines. The members
of the association can be employees, employee representa-
tives, senior executives and members of the Board of Man-
agement of BMW AG. An ordinary Members' General Meet-
ing takes place once every calendar year, and deals with a
range of matters, including receiving and approving the
association's annual report, ratifying the activities of the
-13
9,968
947
3,680
938
870
25,011
22,910
Effect of limiting net defined benefit asset to asset ceiling
1,184
3
3
thereof pension provisions
thereof assets
1,187
Carrying amounts
940
3,084
60
355
165
241
1,165
3
THERE
30 Trade receivables
Inventories comprise the following:
-34
Reclassification to Stage 2
-15
159
-25
119
Reclassification to Stage 3
-3
-37
-1
170
129
Derecognition and origination of receivables
34
11
-55
-9
-7
-31
4
Reclassification to Stage 1
Total
-67
-35
1,599
In connection with the coronavirus pandemic, allowances for
expected credit losses were increased in 2020 to take
account of the negative impact on retail customer and deal-
ership business, to the extent not covered by the
BMW Group's standard loss provisioning models (post-
model adjustments) and their level reviewed on a regular
basis. Although the level of expected credit losses decreased
significantly during 2021, a large proportion of the additional
allowance recorded one year earlier was retained due to
ongoing uncertainty about the further course of the pan-
demic.
Impairment allowances include € 102 million (2020:
€ 95 million) on credit-impaired receivables relating to
finance leases.
The estimated fair value of vehicles held as collateral for
credit-impaired receivables at the end of the reporting period
totalled € 569 million (2020: € 517 million). The carrying
amount of assets held as collateral and taken back as a
result of payment default amounted to € 21 million (2020:
€ 33 million).
Stage 1
Stage 2
Write-off of receivables
Stage 3
General
Simplified
Impairment allowances at 1 January 2021
483
474
39
643
1,639
in € million
-1
-11
-131
Impairment allowances at 1 January 2020
361
209
12
517
1,099
Reclassification to Stage 1
1
Total
-6
-9
Reclassification to Stage 2
- 15
153
-15
123
Reclassification to Stage 3
-4
- 4
in accordance with IFRS 9, which only arise within the Finan-
cial Services segment, developed as follows:
Simplified
in € million
- 143
Changes in risk parameters
10
-46
-31
Other changes
-65
31
General
-4
Impairment allowances at 31 December 2021
447
550
35
567
Stage 1
Stage 2
Stage 3
3
Impairment allowances on receivables from sales financing
← = Q
Other Information
3,174
-1
-1
- 309
- 693
-39
-43
185
4,457
80
4
38
5
2
3
2
1
1,150
9
822
19
127
IONITY
2021
2020
2021
2020
2021
2020
2021
26
2020
23,913
248
234
30
8
729
707
263
28,001
-30
8
-6
-17
10
-81
3,770
2,729
- 125
216
- 337
169
- 830
-37
379
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
-35
6
174
199
- 8
3,596
2,560
-108
206
-337
- 749
-35
-48
-37
2,560
- 108
206
-536
-701
-35
-37
-
3,596
Financial Statements
-1
160
6,625
6,426
thereof current
5,800
5,108
Collateral assets
397
364
Prepaid expenses
295
454
due between one and two years
6,001
5,809
Sundry other assets
1,200
1,246
due within one year
2,644
546
694
due between four and five years
669
558
Financial assets
7,515
7,752
Expected reimbursement claims
1,112
due between two and three years
1,046
44
48
Gross investment in finance leases
24,413
22,754
thereof non-current
1,715
Receivables from subsidiaries
due later than five years
5,158
4,770
due between three and four years
10,326
1,302
1,216
8,941
9,110
Net investment in finance leases
22,159
20,693
10,243
186
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Corporate Governance
Remuneration Report
Other Information
← = Q
29 Inventories
BMW Group Report 2021
1,581
Other assets
thereof non-current
thereof current
4,080
3,395
due between four and five years
604
503
due later than five years
42
45
Collateral assets comprise mainly customary collateral
(banking deposits) arising on the sale of asset-backed
financing instruments.
Net investment in finance leases without
loss allowances
Unrealised interest income
1,903
Loss allowances
351
20,948
1,806
255
27 Income tax assets
Income tax assets totalling € 1,529 million (2020: € 606 mil-
lion) include claims amounting to € 19 million (2020:
€ 43 million), which are expected to be settled after more
than one year. Claims may be settled earlier than this
depending on the timing of the underlying proceedings. The
increase in income tax assets was mainly attributable to the
exercise of a tax option by the BMW Group's US companies.
22,510
1,950
Other taxes
199
24
195
Impairment allowances at 31 December 2020
483
474
39
643
1,639
27
185
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Corporate Governance
Remuneration Report
Other Information
← = Q
Finance leases are analysed as follows:
BMW Group Report 2021
Financial Statements
75
Other changes
Derecognition and origination of receivables
12
21
1
-33
1
Write-off of receivables
-1
69
-14
-90
- 106
Changes in risk parameters
60
66
1
49
176
-1
195
26 Financial assets
28 Other assets
3,041
Derivative instruments
2,998
3,256
due between two and three years
5,590
5,190
Loans to third parties
2,405
58
Receivables from companies in which an
investment is held
2,190
2,048
due between three and four years
4,435
3,695
Other
216
71
Financial assets comprise:
products
6,528
Other assets comprise:
in € million
31.12.2021
31.12.2020
in € million
31.12.2021
31.12.2020
in € million
6,293
31.12.2021
due within one year
7,147
6,970
Marketable securities and investment funds
4,243
4,226
Return right assets for future leased
due between one and two years
31.12.2020
181
184
Remuneration Report
14
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Report of the Supervisory Board
We also spent considerable time deliberating on the antitrust proceedings instigated
by the EU Commission in connection with the former working groups of several Ger-
man automobile manufacturers. In this context, we consulted with external attorneys
and an antitrust advisor engaged directly by the Supervisory Board. We were kept
well informed about the latest status of the proceedings at all times. In May 2021, af-
ter the EU Commission significantly scaled down its charges in terms of content and
timing, the BMW Group was able to reverse approximately € 1 billion of the € 1.4 bil-
lion provision recognised in 2019. After the proceedings were concluded in July 2021
with the payment of a fine amounting to around € 373 million, the Supervisory Board
carefully considered the question of potential personal responsibility on the part
of former Board of Management members and any duty of the Supervisory Board
to act. The Supervisory Board also obtained advice on this issue from an attorney,
whose written findings were also explained to us personally at the relevant meeting.
Based on this report and taking into account the supplementary explanations pro-
vided by the antitrust advisor, also regarding the legal particularities of the antitrust
proceedings, the Supervisory Board decided - after thorough discussion and on the
recommendation of the Audit Committee – not to assert any claims against former
members of the Board of Management of BMW AG in this context.
The Supervisory Board also deliberated at length on key issues arising within the
Board of Management's various key areas of responsibility. We were given an insight
into working methods and working environments at the BMW Group currently being
developed in conjunction with the "Connected Works" project.
The Board of Management familiarised us with the NEUE KLASSE, which will herald
the third phase of the BMW Group's transformation to electric mobility from 2025
onwards and set new standards in terms of digitalisation, electrification and sus-
tainability in vehicles. We took a detailed look at the key features of the New Cluster
Vehicle Architecture (NCVA), which is specifically geared towards all-electric vehicles.
Furthermore, the Board of Management elucidated potential applications of artificial
intelligence (AI) in production planning processes. The Financial Services segment
was also included in our deliberations, particularly in light of positive developments in
terms of its risk profile and the pre-owned vehicle market. Key topics relating to the
Group's corporate finance system were also discussed. Regarding sales markets we
focused in particular on Asia as a whole.
The Board of Management reported on the current status of the diversity concepts
developed by the Group and the extent to which targets have been achieved regard-
ing the proportion of women employed at various levels.
We also addressed the topic of compliance within the BMW Group in depth, including
the current status and ongoing developments. The Chief Compliance Officer pre-
sented the annual report on compliance, including compliance targets and a number
of other selected topics, focusing in particular on measures and processes aimed at
improving the Group's compliance management system on a continuous basis.
In light of the coronavirus pandemic and the accompanying restrictions on events
involving large numbers of people, in March 2021 we agreed on a plan to hold the
Annual General Meeting 2021 on a virtual basis. For the same reason, in December
2021, we approved the plan to hold the Annual General Meeting 2022 again in a
virtual format.
Strategic cooperations were again a key topic at Supervisory Board meetings in 2021,
including in particular the positioning of the BMW Group in the vital Chinese market
going forward and the future structure of the BMW Brilliance Automotive joint ven-
ture. We also deliberated on the intended acquisition of shares in Brilliance Automo-
tive Manufacturing. The Board of Management updated us regularly on the strategic
positioning and status at the various YOUR NOW companies.
The new remuneration system resolved by the Supervisory Board for the members
of the Board of Management during the previous financial year came into effect on
1 January 2021 and was approved by shareholders at the Annual General Meeting
2021 with a majority of 91.6% of valid votes. The Supervisory Board reviewed both
the targeted and the expected level of Board of Management remuneration for the
financial year 2021 in light of the BMW Group's business performance and also the
multi-year remuneration trend of its senior executives and employees in Germany.
Based on a comparative study conducted by an external remuneration consultant
and subsequent oral advice, we concluded that the remuneration of Board of Man-
agement members is appropriate. In December 2021, following thorough preparation
by the Personnel Committee, we adopted the variable remuneration component tar-
gets applicable to Board of Management members for the financial year 2022, taking
into account the budget for the financial year 2022, the long-term business plan and
15
On the basis of a thorough examination, we considered the impact of changes in
legislation and regulations on the BMW Group, in particular the Act on Corporate
Due Diligence in Supply Chains, the Act on Strengthening Financial Market Integrity
(FISG) and the new European exhaust emissions standard (Euro 7).
BMW Group Report 2021
It also kept us well informed about current topics of significance, including the
establishing of QUATAC, a consortium promoting the use of quantum computing in
industrial settings, the successful presentation of the BMW Group at the IAA Mobility
in Munich, the highly encouraging results of the employee survey, the BMW Group's
participation in the start-up company Solid Power, which specialises in solid-state
battery cells, and the expansion of the IONITY network for premium charging sta-
tions using 100% green power.
In its regular reports on the BMW Group's position, the Board of Management kept
us well informed regarding current developments and performance, including an
in-depth presentation of current sales trends based on figures analysed by market,
model and drive system for both the BMW Group and its competitors, with a sharp fo-
cus on electrified models and developments on the Chinese market. The reports also
contained regular updates on the performance and risk profile of the Financial Ser-
vices segment as well as the development of key performance indicators and liquidity
for the BMW Group as a whole, highlighting deviations from the original forecast and
presenting a range of scenarios for future potential developments. Updates on the
current status of semiconductor supply issues were also provided at every meeting.
REPORT OF THE
SUPERVISORY BOARD
DEAR SHAREHOLDERS,
The year 2021 was a particularly challenging one for the BMW Group, with semicon-
ductor supply issues and the ongoing coronavirus pandemic making the business
environment more volatile and calling for even greater flexibility from company and
workforce alike. However, the prudent leadership of the Board of Management and
the tremendous hard work of our employees helped make 2021 a highly successful
financial year for the BMW Group. With a new record of over 2.5 million BMW brand
vehicles delivered, we are now the leading manufacturer in the premium segment
worldwide. With great resolve, the Board of Management continued to develop the
key strategies that will shape the future of the BMW Group and create the ideal
conditions for an attractive product portfolio precisely tailored to meet the needs
of our customers as we move forward. The fact that we are on the right track with
our strategy was amply borne out by the enthusiastic media response to the BMW i
Vision Circular at the IAA Mobility in Munich and the presentation of the BMW iX and
BMW 14 models. Even in these uncertain times we therefore look to 2022 with confi-
dence and will remain firmly focused on our mission of moving people with products
that evoke emotions.
Norbert Reithofer
Chairman of the
Supervisory Board
13
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Report of the Supervisory Board
Focus of Supervisory Board activities during the past financial year
The Supervisory Board performed the duties incumbent upon it with the utmost dili-
gence in the financial year 2021.
Based on in-depth reports presented by the Board of Management, we continuously
and diligently monitored the quality of management in the BMW Group and advised
the Board of Management on matters relating to the strategic development and
leadership of the BMW Group. We focused in particular on the technological trans-
formation of the BMW Group's drive system technology. At each of its five meetings
(including two two-day meetings), the Supervisory Board held detailed discussions
with the Board of Management on the BMW Group's current position. The Board of
Management also kept the Supervisory Board informed of any matters of significance
outside the framework of formal meetings whenever necessary. I also discussed key
current matters personally with the Chairman of the Board of Management between
meetings on an ongoing basis, as did the Chairman of the Audit Committee with the
Board of Management member responsible for Finance.
Within the Supervisory Board and its committees, dialogues were always conduct-
ed in an open and constructive spirit, both internally and together with members of
the Board of Management. Members of the Supervisory Board and its committees
had adequate opportunity to prepare in advance for the topics to be discussed at
meetings with the aid of well-documented information provided to them. Moreover,
shareholder representatives and employee representatives generally prepared for
meetings in separate preliminary discussions.
The monitoring of corporate strategy remained high on the Supervisory Board's
agenda. The Board of Management provided a comprehensive account of its
strategy with a particular focus on sustainability, including detailed key objectives,
regionally differentiated approaches and specific strategies for each of the Group's
divisions. It also briefed us on the state of progress in terms of electrification, digital-
isation, sustainability and circularity and explained the customer-centric, future-ori-
ented strategy adopted for the BMW brand. Against the backdrop of stricter carbon
emissions regulations across all major markets, the Board of Management provided
us with details of the BMW Group's ambitious decarbonisation targets up to the
year 2030. The latest aspects of vehicle digitalisation, ranging from digital operating
systems and driver assistance technologies to personalised digital experiences, were
also thoroughly explained to us in a presentation, which also focused on differing
customer expectations in various markets as well as the importance of digital fea-
tures as a key purchasing criterion, particularly in the strategically important market
of China. We also held a detailed discussion on the technological challenges posed
for vehicle, environment and drivers when developing automated driving beyond Lev-
el 3. A Supervisory Board member with in-depth expertise in this field provided us
with additional insight into the future of automated driving as well as the importance
of agile software integration in BMW Group vehicles. At each meeting, the Board of
Management reported on its strategy-related work as well as on the current status of
implementation.
To Our Stakeholders
Combined Management Report
Group Financial Statements
Throughout the entire year, personal conversations with members of the Supervisory
Board enabled me to gather feedback concerning the work of the Supervisory Board.
At the end of 2021, we also assessed the effectiveness of our work at both Supervis-
ory Board and committee level by means of a questionnaire and concluded that there
was a high level of satisfaction with the work of the Supervisory Board. The feedback
we received on the organisation of our meetings as well as the topics covered in
meetings, training sessions and onboarding events was unanimously favourable. The
constructive and trusting cooperation prevailing both within the Supervisory Board
itself and in its work with the Board of Management was also commended. Proposals
put forward for improving individual aspects of Supervisory Board work and dealing
with certain topics in greater depth will be followed up in the coming financial year.
The Supervisory Board is careful to avoid potential conflicts of interest in its delib-
erations and decisions. Therefore, as a precautionary measure, I did not take part in
the Supervisory Board's deliberations and resolution and the preparation of the Audit
Committee's recommendation to the Supervisory Board on whether claims should be
asserted against former members of the Board of Management in connection with
the EU Commission's antitrust proceedings against German automakers. I left the
room whenever these matters came up for discussion. No other potential conflicts of
interest were identified or reported.
Description of Presiding Board activities and committee work
The Supervisory Board has established a Presiding Board and four committees. In
our capacity as chairmen, the Chairman of the Audit Committee, Dr. Bock, and myself
reported in detail on the work of the Presiding Committee and the committees at each
of the subsequent Supervisory Board meetings. You can read more about the duties,
the composition and the working methods of the Presiding Board and various other
Supervisory Board committees in the Statement of Corporate Governance on the
BMW website.
The Presiding Board held four meetings during the financial year 2021. Together
with the Board of Management and senior heads of department, we prepared the
detailed agenda of Supervisory Board meetings (unless a committee was responsible
for doing so) and made suggestions for topics to be reported on at Supervisory Board
meetings.
The Audit Committee held five meetings and three conference calls during the year
under report.
The meetings held in February and March 2021 focused on preparing the Superviso-
ry Board meeting at which the financial statements for the financial year 2020 were
discussed and examined. After obtaining the auditor's Declaration of Independence,
the Audit Committee recommended to the Supervisory Board that Pricewaterhouse-
Coopers GmbH Wirtschaftsprüfungsgesellschaft ("PwC") be proposed for election as
auditor at the 2021 Annual General Meeting. There were no indications of conflicts of
interest, grounds for exclusion or lack of independence on the part of the auditor.
After thorough deliberation, the Audit Committee concluded that PwC's fee proposal
for the audit of the Company and Group Financial Statements and the integrated
BMW Group Report 2021 as well as for the review of the Half-Year Report 2021 was
appropriate in light of the growing scope of tasks and issued the corresponding
contracts to PwC following their election at the Annual General Meeting in May 2021.
The Audit Committee also specified supplementary audit focus areas and approved
the scope of non-audit services to be provided by PwC and subsequently received
regular reports on the relevant matters. The Audit Committee discussed the quality of
the audit in detail on several occasions at its meetings. In particular, it requested the
relevant department to report on the Group's perception of the audits of the financial
statements for the financial year 2020 as well as on the results of the survey con-
ducted within the Group in this context. Based on this report, the auditor's description
of the quality assurance measures undertaken and the Audit Committee's own expe-
rience with the auditor, the audit was found to be of good quality.
The Board of Management presented the combined Non-financial Statement of
BMW AG and the BMW Group for the financial year 2020 to us. Subsequently, the
representatives of PwC reported to us orally on the results of their "limited assur-
ance" audit. We have engaged PwC again to conduct a "limited assurance" audit of
the Non-financial (Group) Statement for the financial year 2021, to the extent that
it relates to parts of the management report that are not subject to a “reasonable
assurance" audit. Going beyond the formal review required by law, the Audit Commit-
tee also engaged PwC to perform additional review procedures on the content of the
Remuneration Report for the financial year 2021.
17
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Report of the Supervisory Board
Report of the Supervisory Board
← = Q
Other Information
Remuneration Report
Corporate Governance
Remuneration Report
Other Information
← = Q
Report of the Supervisory Board
the corporate strategy. Detailed information on Board of Management remuneration
is provided in the Remuneration Report.
The new remuneration system, which gives the Supervisory Board greater influence
on corporate strategy implementation was also the focus of one-on-one discussions
with investor representatives ahead of the Annual General Meeting 2021. Other
topics discussed on these occasions included corporate-governance-related issues,
such as succession planning for future appointments to the Supervisory Board.
The Supervisory Board exhaustively examined the long-term business plan for the
period up to 2027, the framework for which and the ambitious long-term targets con-
tained therein were presented by the Board of Management. Despite the prevailing
volatile and uncertain conditions, the Board of Management reaffirmed the key target
of achieving continuous growth, with a clear focus on the Group's planned sales of
all-electric models. The long-term business plan also included financial planning
and various potential scenarios, each involving their own opportunities and risks.
Following this thorough examination, the Supervisory Board approved the long-term
business plan for the BMW Group.
In December, the Board of Management presented the budget for the financial year
2022, including HR planning. After detailed deliberations with the Board of Manage-
ment on this subject, the Supervisory Board also gave its approval to this document.
Report of the Supervisory Board
We reviewed our contribution to ensuring good corporate governance within the
BMW Group and implemented changes concerning individual aspects. For example,
in order to ensure compliance with the Act on Strengthening Financial Market Integ-
rity, a number of changes were made to the Supervisory Board's rules of procedure,
a copy of which is published on the BMW website. Based on a self-assessment, we
concluded that the composition of the Supervisory Board at 31 December 2021 was
in line with the targets stipulated in the diversity concept, the competency profile and
other composition targets. An overview showing each individual Supervisory Board
member's areas of expertise is provided in the Statement of Corporate Governance
on the BMW Group website.
The members of the Supervisory Board jointly attended various training events in
2021. In July, for instance, we took the opportunity to familiarise ourselves thoroughly
with battery cell technology. After an introductory presentation by the Board of Man-
agement covering various related topics, we visited the BMW Group Battery Cell Com-
petence Centre in Munich, where we had the opportunity to listen to an internationally
renowned researcher giving a talk on lithium-ion batteries, followed by a discussion of
the future of battery cell technology. In the newly constructed part of the Research and
Innovation Centre in Munich, we were given a guided tour to gain an insight into the
various new working environments. Partly with the Wirecard case in mind, coopera-
tion between supervisory boards, audit committees and auditors was the subject of a
workshop conducted by representatives of the BMW Group's auditors PwC.
The Board of Management and the Supervisory Board also visited the BMW and
MINI Driving Academy in Maisach together, in order to take an in-depth look at how
the Group's product portfolio can be best aligned to meet differing customer needs.
The members of the Supervisory Board were given the opportunity to test-drive the
full range of vehicle types, comprising all-electric, plug-in hybrid and conventionally
powered vehicles as well as the BMW iX5 Hydrogen, which is powered by hydrogen
fuel cell technology. A particular highlight was the unveiling of the new BMW 7 Series,
the only model in its segment to offer customers a choice between an internal com-
bustion engine and an all-electric drive system in the form of the BMW i7. Apart from
BMW, MINI and Rolls-Royce brand vehicles and a joint venture product, we also took
test drives in various competitor vehicles. Design presentations covering the BMW,
MINI, Rolls-Royce and BMW Motorrad brands as well as the BMW i Vision Circular
allowed us to take a fascinating look into the future.
New members of the Supervisory Board were given the opportunity to participate in
an onboarding programme comprising several modules, during which senior execu-
tives provided useful insights into key business areas and planning processes used
at the BMW Group as well as on key topics currently relevant for Supervisory Board
work.
16
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
In December, the Board of Management and the Supervisory Board issued their Dec-
laration of Compliance with the German Corporate Governance Code. We will comply
with the recommendations of the Code as amended on 16 December 2019, again
without exception.
The Quarterly Statements were presented by the Board of Management and dis-
cussed with the Audit Committee prior to their publication. Representatives of the
external auditors were present when the Half-Year Financial Report was discussed
at the beginning of August 2021. In conjunction with the implementation of the
requirements of the Act on Strengthening Financial Market Integrity, an executive
session was also held with the external auditor without the members of the Board of
Management being present.
← = Q
Corporate Governance
279
389
39.4
2,089,854
371,729
3,438
2,465,021
2,117,854
364,101
4,194
2,486,149
2,184,939
347,465
5,100
2,537,504
2,028,841
292,582
3,756
2,325,179
2,213,790
9.1
302,138
3.3
5,586
48.7
2,521,514
8.4
2,123,947
2,168,496
MINI
370
Rolls-Royce
373
Change in %
Other Information
← = Q
BMW Group in Figures
OTHER NON-FINANCIAL PERFORMANCE FIGURES
GROUP
Spending on employee training and development (in million €)1
AUTOMOTIVE SEGMENT
Deliveries by brand²
BMW3
MINI
Rolls-Royce
Total 3
Production by brand
BMW4
2017
2018
2019
2020
2021
349
378,486
3,308
Total 4
2,505,741
168,104
187,500
11.5
FINANCIAL SERVICES SEGMENT
New contracts with retail customer
1,828,604
1,908,640
2,003,782
1,845,271
1,956,514
6.0
1 Training for BMW Group employees and temporary staff at consolidated companies worldwide. Data are collated on the basis of direct inputs of participants and, to a small extent, by extrapolation. Data also include e-learning formats.
² Delivery figures presented for 2020 and 2021 are not directly comparable to those of previous years. See sales figures for deliveries in the section Comparison of Forecasts with Actual Outcomes for further information.
3 Deliveries including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2017: 385,705 units, 2018: 455,581 units, 2019: 538,612 units, 2020: 602,247 units, 2021: 651,236 units).
"Production volume including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2017: 396,749 units, 2018: 491,872 units, 2019: 536,509 units, 2020: 602,935 units, 2021: 700,777 units).
5 Efficiency ratio calculated on the basis of energy consumption, adjusted for CHP losses, of vehicle production (BMW Group manufacturing sites incl. joint venture BMW Brilliance Automotive Ltd., excluding motorcycles and contract manufacturers) divided by the total number of vehicles produced (BMW Group
manufacturing sites incl. joint venture BMW Brilliance Automotive Ltd., excluding motorcycles and contract manufacturing).
6 Figures from 2017 and 2018 are audited with limited assurance.
12
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
187,116
162,687
185,682
BMW
368,685
4,353
2,541,534
2,205,841
352,729
5,455
2,564,025
1,980,740
271,121
3,776
2,255,637
2,166,644
9.4
288,713
6.5
5,912
56.6
Other Information
2,461,269
Energy consumption per vehicle produced (in MWh] 5,6
2.17
2.12
2.04
2.12
2.10
- 0.9
MOTORCYCLES SEGMENT
Production volume
9.1
The Audit Committee again dealt extensively with the topic of compliance within
the BMW Group during the year under report. The Chief Compliance Officer of the
BMW Group presented the annual report on compliance, including compliance targets
and a number of other selected topics, focusing in particular on measures and pro-
cesses aimed at improving the Group's compliance management system on a contin-
uous basis. The Head of Corporate Quality also reported on the subject of technical
compliance. We also received a report on the status of tax and customs compliance
management from the relevant head of department.
The Audit Committee was kept informed of major legal disputes and proceedings.
During the first two quarters of 2021, the Committee spent considerable time dealing
with the antitrust proceedings instigated by the EU Commission in connection with
the former working groups of several German automobile manufacturers, carefully
monitoring the progress of proceedings based on various inputs, including direct
reports drawn up by a lawyer appointed to represent the BMW Group. After the pro-
ceedings were concluded, with the assistance of the consultant attorney and based
on his detailed report, the Audit Committee drew up a recommendation to the Super-
visory Board on the question of whether to assert claims against former members of
the Board of Management.
The Audit Committee also received reports on the further development of the internal
control system and the main findings of the internal audits performed by Corporate
Audit, as well as details of advance audit planning. The BMW Group's risk profile and
risk management system were discussed on a number of occasions.
1
100
Dr. Dominique Mohabeer
5
5
100
Chairman of the Supervisory Board
Norbert Reithofer
ла
Yours
On behalf of the Supervisory Board
Munich, March 2022
We are confident that the Board of Management and the Group's entire workforce,
with their courage and confidence, will write the next chapter of the BMW Group's
unique success story in 2022.
We would like to express our thanks and appreciation to the members of the Board
of Management and all employees of the BMW Group worldwide for their outstand-
ing performance in the financial year 2021. With their unbending commitment, even
under adverse conditions, and a fine collective performance, they have taken the
BMW Group to the top of the global premium segment over the past 12-month period
and additionally enhanced the Group's profile as a guarantor of first-class individual
and sustainable mobility.
Expression of appreciation by the Supervisory Board
The Audit Committee and the Supervisory Board also considered at length the com-
bined Non-financial (Group) Statement for the year ended 31 December 2021, which
was drawn up by the Board of Management as part of the integrated BMW Group
Report. Following an in-depth explanation of the statement by the Board of Man-
agement, representatives of the external auditor presented key findings of their audit
and answered additional questions posed by the members of the Supervisory Board.
Based on the "limited assurance" audit performed by PwC on those parts of the
Management Report that were not subject to a reasonable assurance engagement,
PWC issued an unqualified opinion, signed for the sixth time by Andreas Fell and for
the second time by Nicolette Behncke. The Supervisory Board acknowledged and
approved the combined Non-financial (Group) Statement drawn up by the Board of
Management.
For the financial year 2021, the Supervisory Board and the Board of Management
have prepared the Remuneration Report for the first time in accordance with §162
AktG (ARUG II / Act Implementing the Second EU Shareholder Rights Directive). At
the request of the Audit Committee, PwC reviewed the content of the Remuneration
Report, reported to both the Audit Committee and the Supervisory Board on the
results of the review, and confirmed that the Remuneration Report complies in all
material respects with the financial reporting provisions contained in §162 AktG.
We also examined the proposal of the Board of Management to use the unappro-
priated profit to pay a dividend of € 5.80 per share of common stock and € 5.82 per
share of non-voting preferred stock, in each case on shares entitled to receive a divi-
dend. We consider the proposal appropriate and have therefore given it our approval.
Based on a thorough examination conducted by the Audit Committee and the Super-
visory Board, we concurred with the results of the external audit. In accordance with
the final result of this examination, no objections were raised. The Group and Com-
pany Financial Statements of Bayerische Motoren Werke Aktiengesellschaft for the
financial year 2021 drawn by the Board of Management were subsequently approved
at our meeting held on 10 March 2022. The Company Financial Statements for the
year ended 31 December 2021 have therefore been adopted.
1
Report of the Supervisory Board
Simone Menne¹
3
100
Prof. Dr. Reinhard Hüttl¹
1
1
100
Susanne Klatten
7
7
100
Jens Köhler5
2
2
100
Horst Lischka¹
1
1
100
Willibald Löw4
3
100
← = Q
Other Information
Remuneration Report
5
100
5
5
Dr. Thomas Wittig
100
5
5
Dr. Vishal Sikka
100
4
4
Prof. Dr. Christoph Schmidt²
100
5
5
Anke Schäferkordt
75
3
5
100
Werner Zierer
1 Member of the Supervisory Board until 12 May 2021.
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
20
20
The representatives of the external auditor confirmed that the risk management
system established by the Board of Management is capable of identifying at an early
stage any developments that might threaten the Company's going-concern status.
They also confirmed that that no material weaknesses in the internal control system
and risk management system were identified with regard to the financial reporting
process. Similarly, in the course of their audit work they did not identify any facts
inconsistent with the contents of the Declaration of Compliance pursuant to § 161 of
the German Stock Corporation Act (AktG) issued by the Board of Management and
the Supervisory Board.
At the two respective meetings, the Board of Management provided the Audit Com-
mittee and the Supervisory Board with detailed explanations of the financial reports
presented. The representatives of the external auditor present at the meetings
reported on the main findings of their audit and answered additional questions put
by members of the Audit Committee and the Supervisory Board. The focus of these
meetings was on key audit matters as well as the related audit procedures, which
were discussed at length by the Audit Committee and the Supervisory Board.
3
At its meeting on 9 March 2022, the Audit Committee diligently examined and de-
liberated on these documents before they were considered in detail at the plenary
session of the Supervisory Board on 10 March 2022.
At its meeting held on 24 February 2022, the Audit Committee initially considered in
detail the preliminary version of the Company and Group Financial Statements, the
Combined Management Report (including the Combined Non-financial (Group) State-
ment), the Statement of Corporate Governance, the draft versions of the auditor's
reports and the Board of Management's proposal for the appropriation of profit.
(Wirtschaftsprüfer) as independent auditor responsible for the performance of the
engagement.
8 Member of the Supervisory Board until 31 December 2021.
7 Member of the Supervisory Board since 8 October 2021.
6 Member of the Supervisory Board until 1 October 2021.
5 Member of the Supervisory Board since 3 August 2021.
4 Member of the Supervisory Board until 16 July 2021.
3 Member of the Supervisory Board since 14 May 2021.
2 Member of the Supervisory Board since 12 May 2021.
Immediately after authorising their issue, the Board of Management submitted the
Company and Group Financial Statements for the financial year 2021 and the Com-
bined Management Report (including the Combined Non-financial (Group) State-
ment), the Statement of Corporate Governance and the proposal for the appropri-
ation of profit to the Supervisory Board. The auditor's long-form audit reports were
also made available to the Supervisory Board in a prompt manner.
3
Johann Horn³
100
Dr. Kurt Bock, member of the Supervisory Board since 2018 and Chairman of the
Audit Committee since 2020, was elected to succeed Dr. Kley as a member of the
Presiding Committee and the Personnel and Nomination Committees. An overview of
the composition of the Supervisory Board and its committees is provided both in this
report (Corporate Governance) and in the separate Statement on Corporate Governance,
which is available on the BMW Group website together with the curricula vitae of
Supervisory Board members.
Disclosure of attendance at meetings by individual members
The attendance rate at Supervisory Board meetings was around 99%, and 100% for
the meetings and conference calls held by the various committees and the Presid-
ing Board. The meetings were all held on a face-to-face basis. In individual cases,
however, members participated virtually due to the coronavirus pandemic. The table
below shows attendance by individual members:
Examination of financial statements and the profit distribution proposal
PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft ("PwC") was ap-
pointed as external auditor for the financial year 2021. PwC conducted a review of the
condensed interim Group Financial Statements and the Interim Group Management
Report for the six-month period ended 30 June 2021 and presented its findings to
both the Audit Committee and the Supervisory Board in separate executive sessions.
No issues were identified that might indicate that the condensed Interim Group Fi-
nancial Statements and Interim Group Management Report had not been prepared in
accordance with the applicable provisions in all material respects.
PwC audited the Company and Group Financial Statements for the financial year
2021 authorised for issue by the Board of Management on 8 March 2022 and is-
sued an unqualified audit opinion, signed for the third consecutive financial year by
Petra Justenhoven as independent auditor (Wirtschaftsprüferin) and Andreas Fell
19
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Report of the Supervisory Board
Member of the Supervisory Board
Meetings
Attendance
Attendance in %
member of the Supervisory Board. By court order, and to replace members of the Su-
pervisory Board for their respective remaining terms of office, Johann Horn, District
Manager of IG Metall Bavaria, was appointed in May 2021, Jens Köhler, Chairman
of the Works Council at the Leipzig site, in August 2021, Bernhard Ebner, Chairman
of the Works Council at the Landshut site, in October 2021 and Sibylle Wankel, First
Authorized Representative of IG Metall Munich, in January 2022.
The employee representatives Horst Lischka, Willibald Löw, Brigitte Rödig and
Verena zu Dohna left the Supervisory Board at their own request during the financial
year 2021. We wish to thank them for their constructive work and faithful cooperation
during their periods of office, in some cases stretching over many years. Our spe-
cial thanks go to Mr. Löw, who has been loyally connected with the BMW Group for
decades as an employee, Chairman of the Works Council at the Landshut site, and
The Annual General Meeting elected Dr. Marc Bitzer, Rachel Empey and Prof. Dr. Dr.
h.c. Christoph M. Schmidt as new members. Ms. Empey and Dr. Bitzer both have
extensive experience and expertise in capital markets and customer requirements.
Ms. Empey also has specialised knowledge in financial services and IT, Dr. Bitzer in
the fields of technologies and supply chains. Prof. Schmidt has extensive expertise in
the areas of science, sustainability and resources. With their broad range of exper-
tise, the three newly elected members complement the composition of the Supervi-
sory Board in an excellent manner.
The shareholder representatives Dr. Karl-Ludwig Kley, Prof. Reinhard Hüttl and
Simone Menne left the Supervisory Board with effect from the end of the Annual
General Meeting 2021. We would like to thank them for their constructive input and
faithful cooperation during their periods of office, which stretched over many years in
some cases. Our special thanks go to Dr. Kley: as a member of the Presiding Board
and various committees, but especially as Chairman of the Audit Committee, he drew
on his many years of broad business experience to make valuable contributions and
provided invaluable impetus for the BMW Group in corporate discussions.
In its report on the audit of over-the-counter derivatives entered into by BMW AG
during the financial year 2020, the external auditor confirmed to the Audit Committee
the effectiveness of the system in place at BMW AG in complying with the regulatory
requirements of the European Market Infrastructure Regulation.
The Audit Committee concurred with the decision of the Board of Management to
raise the Company's share capital in accordance with Article 4 (5) of the Articles of
Incorporation (Authorised Capital 2019) by € 1,715,000 and issue a corresponding
number of new non-voting bearer shares of preferred stock in conjunction with the
Employee Share Programme.
At its four meetings, the Personnel Committee focused primarily on succession
planning for the Board of Management, preparing personnel-related decisions and
dealing with Board of Management remuneration issues. The Committee reviewed
the appropriateness of Board of Management remuneration for the financial years
2020 and 2021 and considered all relevant developments during that period, includ-
ing the impact of the coronavirus pandemic, when determining the corporate earn-
ings and performance factors applicable for Board of Management remuneration in
2020 and 2021. In addition, the Committee deliberated on targets for the financial
year 2022. The Personnel Committee also prepared reappointments, performed the
groundwork for the Supervisory Board to appoint a Board of Management member
responsible for the Purchasing and Supplier Network, and granted approval for one
member of the Board of Management to assume a mandate outside the Group. A
resolution to approve loans granted by and transactions concluded by BMW Bank
GmbH with members of the representative bodies of BMW AG was renewed, and
updated contracts of Board of Management members were prepared.
The Nomination Committee convened twice during the financial year 2021. Taking
into account the German Corporate Governance Code (GCGC) and the composition
requirements adopted by the Supervisory Board, the Nomination Committee ad-
dressed the issue of the composition of the Supervisory Board regarding shareholder
representatives.
The Mediation Committee, which is prescribed by law, did not need to convene
during the financial year 2021.
Composition of the Board of Management
Dr.-Ing. Andreas Wendt, Board of Management member for the Purchasing and
Supplier Network, retired on 31 December 2021. We would like to thank Dr. Wendt for
his many years of loyal and dedicated work for BMW AG, most recently for guiding the
BMW Group successfully through the ongoing semiconductor shortage.
18
BMW Group Report 2021
Dr.-Ing. Norbert Reithofer
To Our Stakeholders
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Report of the Supervisory Board
The Supervisory Board appointed Dr.-Ing. Joachim Post as his successor with effect
from 1 January 2022. Dr. Post has worked for the BMW Group since 2002, most
recently as head of the "Product Line Midsize Class BMW" unit. He was previously
the manager responsible for the BMW Group's vehicle strategy and, as the head of
various BMW model lines, was responsible for promoting the electrification of the
vehicle fleet.
The Supervisory Board extended the mandates of four Board of Management mem-
bers during the year under report.
Composition of the Supervisory Board, the Presiding Board and the Supervisory
Board's committees
Combined Management Report
Remuneration Report
23
100
Dr. Marc Bitzer²
4
4
100
Verena zu Dohna³
5
5
100
Bernhard Ebner
1
1
100
Rachel Empey²
4
4
100
Dr.-Ing. Heinrich Hiesinger
5
5
100
5
5
Christiane Benner
Manfred Schoch
21
21
100
Stefan Quandt
23
23
100
Stefan Schmid
23
21
100
Dr. Karl-Ludwig Kley¹
4
4
100
Dr. Kurt Bock
20
20
100
21
4
Corporate Governance
Combined Management Report
Group Financial Statements
11
Brigitte Rödig
BMW Group Report 2021
To Our Stakeholders
348
85
74
3,302
Debt instruments
7,742
7,326
7,081
6,940
660
632
2,588
15,483 14,898
thereof investment grade
5,302
5,041
6,377
6,316
653
625
342
2,166
2,875
31.12.2021 31.12.2020 31.12.2021 31.12.2020 31.12.2021 31.12.2020 31.12.2021 31.12.2020
In the previous financial year, employment contract termina-
tion agreements were agreed with employees, resulting in
the persons concerned leaving the BMW Group with vested
pension benefits. Past service cost resulted mainly from dif-
fering assumptions used to calculate statutory pension enti-
tlements on the one hand and for the ongoing accounting for
active employees on the other.
193
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Corporate Governance
Remuneration Report
Other Information
← = Q
Depending on the cash flow profile and risk structure of the
pension obligations involved, plan assets relating to defined
benefit plans are invested in a diversified portfolio.
Plan assets in Germany, the UK and other countries com-
prised the following:
Germany
Financial Statements
United Kingdom
Other
Total
in € million
Equity instruments
12,332
11,982
thereof mixed funds (funds without a rating)
thereof non-investment grade
128
I
4
6
227
134
Total with quoted market price
10,840
9,620
7,580
7,373
806
733
19,226
17,726
Debt instruments
800
779
646
223
Actuarial gains arising in the financial year 2021 resulted in a
surplus of plan assets over liabilities for one of the pension
plans in the United Kingdom. However, because there is no
right of reimbursement or right to reduce future contributions
to the fund, the amount of plan assets recognised has been
limited to the amount of the obligations.
Other
87
2,440
2,285
704
624
7
7
3,151
2,916
Real estate funds
20
19
20
19
Money market funds
157
85
37
2
194
Absolute return funds
673
Career trend
← = Q
thereof assets
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Defined
benefit obligation
Plan assets
24,652
-21,340
Total
3,312
488
488
337
- 303
34
-54
- 54
thereof pension provisions
Effect of limitation
of the net defined
benefit asset to the
asset ceiling
31 December 2020
Pensions and other benefits paid
191
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
in € million
1 January 2020
EXPENSE / INCOME
Current service cost
Interest expense (+)/income (-)
Past service cost
Gains (-) or losses (+) arising from settlements
REMEASUREMENTS
Gains (-) or losses (+) on plan assets, excluding amounts included in interest income
Gains (-) or losses (+) arising from changes in financial assumptions
Gains (-) or losses (+) arising from changes in demographic assumptions
Gains (-) or losses (+) arising from experience adjustments
Changes in the limitation of the net defined benefit asset to the asset ceiling
Transfers to fund
Employee contributions
Translation differences and other changes
Net defined
benefit liability
2
3,314
-6
- 618
26,587
582
-36
-36
-22,910
3,677
3
3,680
3,693
-13
192
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
-6
639
-645
- 84
488
34
- 54
-1,880
- 1,880
-1,880
2,726
2,726
2,726
In conjunction with a measure aimed at modernising the
pension model in Germany, employees were given the choice
of remaining in the previous defined benefit plan or switch-
ing to the defined contribution plan. The fixed amounts to
which employees were previously entitled in the defined
benefit plan remain unchanged going forward and therefore
this is one factor which results in a plan amendment in
accordance with IAS 19. The previous pension entitlement
trend (Festbetragstrend) was converted – with the exception
of one remaining component - into a career trend. Further-
more, an employee switching to the defined contribution
plan received an entitlement deemed to be equivalent in
legal terms to their previous rights.
- 239
- 144
- 239
-144
-144
1
1
-524
-524
- 524
84
- 239
This gave rise to an overall positive impact of € 562 million
on past service cost, which was recognised in the income
statement, primarily in the form of reductions to cost of sales
as well as to selling and administrative expenses.
1
1,451
= Q
195
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Statements
-
The sensitivity analysis provided below shows the extent to
which changes in individual factors – independently of each
other could influence the defined benefit obligation at the
end of the reporting period.
-
It is only possible to aggregate sensitivities to a limited
extent. Since the change in obligation follows a non-linear
pattern, estimates made on the basis of the specified sensi-
tivities are only possible with this restriction. The calculation
of sensitivities using ranges other than those specified could
result in a disproportional change in the defined benefit obli-
gation.
In the UK, the sensitivity analysis for the pension level trend
also takes account of restrictions due to caps and floors.
Change in defined benefit obligation
31.12.2021
31.12.2020
↑
in € million
100.0
100.0
975
Pensioners
30.6
27.4
50.4
42.2
32.2
29.9
Former employees with vested benefits
7.4
6.4
49.6
57.8
7.9
7.2
Defined benefit obligation
100.0
100.0
100.0
100.0
62.9
Discount rate
-2,650
1,078
4.1
Average life expectancy
decrease of 1 year
-910
-3.6
- 1,081
- 4.1
increase of 0.25 %
3
218
0.8
Pension entitlement trend
decrease of 0.25 %
-3
-210
- 0.8
increase of 0.10 %
63
3.6
increase of 0.75 %
decrease of 0.75 %
896
- 2.7
in %
-10.6
in € million
in %
-3,514
-13.2
3,311
13.2
4,585
17.2
increase of 0.25 %
610
2.4
766
2.9
Pension level trend
decrease of 0.25 %
- 586
-2.3
- 721
increase of 1 year
59.9
-
66.2
1,084
Cash and cash equivalents
55
159
1
56
159
Absolute return funds
709
645
742
643
10
23
1,461
1,311
Other
1,207
820
1,280
214
656
428
thereof investment grade
328
324
328
324
thereof mixed funds (funds without a rating)
472
455
646
673
1,118
1,128
thereof non-investment grade
5
1
5
1
Real estate
494
786
244
116
113
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
The BMW Group is exposed to risks arising both from
defined benefit plans and defined contribution plans with a
minimum return guarantee. The discount rates used to cal-
culate pension obligations are subject to market fluctuations
and therefore influence the level of the obligations. Further-
more, changes in other actuarial parameters, such as
expected rates of inflation, also have an impact on pension
obligations. In order to reduce currency exposures, a sub-
stantial portion of plan assets is either invested in the same
currency as the underlying plan or hedged by means of cur-
rency derivatives. As part of the internal reporting proce-
dures and for internal management purposes, financial risks
relating to the pension plans are reported using a value-at-
risk approach by reference to the pension deficit. The invest-
ment strategy is also subject to regular review together with
external consultants, with the aim of ensuring that invest-
ments are structured to match the timing of pension pay-
ments and the expected development of pension obliga-
tions. In this way, fluctuations in pension funding shortfalls
are reduced.
The defined benefit obligation relates to current employees,
pensioners and former employees with vested benefits as
follows:
Germany
United Kingdom
Other
in %
31.12.2021
31.12.2020
31.12.2021
31.12.2020
31.12.2021
31.12.2020
Current employees
62.0
To Our Stakeholders
BMW Group Report 2021
194
In the financial year 2021, disbursements out of the
plan assets are expected to exceed the employer's contribu-
tions to plan assets by € 225 million. Plan assets of the
BMW Group include own transferable financial instruments
amounting to € 2 million (2020: € 1 million).
1,537
1,177
Total without quoted market price
3,265
2,831
2,388
2,216
132
137
5
5,785
Total plan assets
14,105
12,451
9,968
9,589
938
870
25,011
22,910
5,184
1,453
3,186
56,665
740
Financial liabilities towards companies in which an investment is held
1,374
43
781
550
1,295
Commercial paper
331
42
-464
2,511
Lease liabilities
9,079
2,420
153
2,188
Other (excluding interest payable)
Asset-backed financing transactions
Bonds
in € million
the acquisition or
Changes due to
103,347
325
- 846
3,672
724
-10
- 18
- 5,344
105,540
Liabilities relating to financing activities
752
-59
458
-357
9,037
outflows
1.1.2021
Asset-backed financing transactions
Bonds
in € million
Changes
Changes due to
disposal
Cash inflows /
the acquisition or
Changes due to
Liabilities related to financing activities can be reconciled as
follows:
← = Q
Other Information
Remuneration Report
of companies exchange rate factors
1. 1. 2020
1,483
1,647
Liabilities to banks
16,702
465
-229
16,466
Liabilities from customer deposits (banking)
19,362
874
-331
18,819
51,498
-6
31.12.2021
Other changes
in fair values
-787
- 6,021
Corporate Governance
Cash inflows/
outflows
Changes due to
787
- 3,573
- 6,336
114,477
Liabilities relating to financing activities
752
185
-34
864
Other (excluding interest payable)
740
-48
492
296
-78
105,540
199
BMW Group Report 2021
Issuer
Issue volume
Weighted average
Weighted average
Issue volume
The following details apply to commercial paper:
Financial Statements
Bonds comprise:
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
Financial liabilities towards companies in which an investment is held
550
-40
-2,025
18,819
-648
-82
19,549
56,665
12
766
- 1,972
- 4,306
62,165
31.12.2020
Other changes
in fair values
of companies exchange rate factors
Changes
Liabilities from customer deposits (banking)
disposal
14,657
- 520
2,615
Commercial paper
2,511
173
-63
- 494
2,895
Lease liabilities
9,037
21
- 248
-2,172
11,436
Liabilities to banks
16,466
2,329
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
Obligations for personnel and social expenses
1,798
6,600
-212
within one year
31.12.2021
2,582
Reversed
-54
2,714
241
6,131
Statutory and voluntary warranty obligations, product guarantees
thereof due
Utilised
-2,220
14
2,083
-23
Other provisions
Other obligations for ongoing operational expenses
1,421
2,589
-1,334
-994
-9
1,219
41
3,666
Other obligations
2,196
3,317
-40
- 1,299
Reversal of
discounting
Additions
Translation
differences
1.1.2021*
9,037
Lease liabilities
475
1,131
814
2,420
492
1,181
838
2,511
Derivative instruments
Commercial paper
Other
1,146
581
1,300
* Prior year's figures adjusted.
3,159
9,079
in € million
Other provisions changed during the year as follows:
33 Other provisions
Financial Statements
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
196
-62
decrease of 0.10 %
4,578
1,603
56
1,111
75
736
550
550
1,374
1,374
1,148
38
517
593
1,875
2,582
-31
- 1.288
19
342
1.405
1,153
248
BMW Group Report 2021
198
Similarly, potential future cash outflows amounting to
€ 1,262 million (2020: € 1,252 million) (undiscounted) have
not been taken into account in the measurement of lease
liabilities as it is not reasonably certain that the leases will be
renewed (or not terminated). These cash outflows relate to
periods of up to 62 years (2020: up to 74 years). The decrease
in the period under report was due to a contractual adjust-
ment.
Planned future cash outflows from variable lease payments,
which are not taken into account in the measurement of
lease liabilities, are expected to amount to € 48 million
(2020: € 57 million).
106,376
14,619
52,771
38,986
103,463
12,716
49,626
41,121
Financial liabilities
1,180
399
533
Interest
- 19
1,731
Obligations for personnel and social expenses
Statutory and voluntary warranty obligations, product guarantees
in € million
6,748
13,954
- 1,800
- 5,621
-86
7,127
352
13,982
1,333
1,448
-214
- 1,108
Other obligations
2.496
Other obligations for ongoing operational expenses
1.1.2020
6,131
- 124
- 2.354
158
3.178
-277
5.550
within one year
31.12.2020
Reversed
Utilised
thereof due
Reversal of
discounting
Additions
Translation
differences
Other provisions
148
in relevant currency
(ISO Code)
nominal interest rate
21,187
Contract liabilities relate to obligations for service and repair
work as well as telematics services and roadside assistance
agreed to be part of the sale of a vehicle (in some cases mul-
ti-component arrangements). An amount of € 3,035 million
(2020: € 2,604 million) was released from contract liabilities
in the financial year and recognised as revenues from con-
tracts with customers.
Deferred income includes down payments received on
leases with customers as well as deferred grants.
Grants comprise mainly public sector funds to promote
regional structures and which have been invested in the pro-
duction plants in Brazil, China, Germany, Mexico, Austria
and South Africa amongst others. The grants are partly sub-
ject to holding periods for the assets concerned of up to five
years and/or minimum employment figures or minimum
production figures. Grant income is recognised in the income
statement over the useful lives of the assets to which it
relates.
37 Trade payables
As in the previous year, trade payables are due within one
year.
-43
1.361
9
- 508
-337
3,753
1,550
2,794
-94
1.288
- 1.399
- 171
1,516
1,486
13.209
-433
7.232
186
- 5.549
-663
1.892
1,546
22,420
133
123
5,955
5,485
3,820
3,546
3,123
2,911
Refund liabilities for future leased products
3,108
3,926
Payables to other companies in which an investment is held
2,367
814
Other taxes
1,143
1,484
Deposits received
895
1,019
Payables to subsidiaries
Other advance payments received for orders
Social security
Sundry
Other liabilities
180
180
160
maturity period
(in years)
13,982
31.12.2020
7,494
Provisions for obligations for personnel and social expenses
comprise mainly obligations relating to performance-related
remuneration components, workforce measures as well as
Total
12,406
28,675
10,417
51,498
12,642
32,001
12,022
56,665
6,891
12,471
19,362
than five years
6,863
18,819
Liabilities from customer deposits (banking)
13,175
3,507
20
16,702
12,735
3,709
22
16,466
Liabilities to banks
4,918
11,956
Maturity later
Maturity between
one and five years
Maturity within
one year
pre-retirement part-time working arrangements and
long-service awards.
The provisions for other obligations cover numerous specific
risks and uncertain obligations, in particular for litigation and
liability risks. Further information on the reversal of the pro-
vision relating to EU Commission antitrust proceedings is
provided in note 10.
Other obligations for ongoing operational expenses include
in particular expected payments for bonuses and other price
deductions.
34 Income tax liabilities
Current income tax liabilities totalling € 921 million (2020:
€ 747 million) include € 44 million (2020: € 40 million) which
are expected to be settled after more than twelve months.
Liabilities may be settled earlier than this depending on the
timing of the underlying proceedings.
197
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Notes to the Group
35 Financial liabilities
Financial liabilities of the BMW Group comprise the follow-
ing:
Financial Statements
31.12.2021
31.12.2020
in € million
Bonds
Asset-backed financing transactions
Maturity within
one year
Maturity between
one and five years
Maturity later
than five years
Total
Depending on when claims occur, it is possible that the
BMW Group may be called upon to fulfil the warranty or
guarantee obligations over the whole period of the warranty
or guarantee. Warranty provisions include amounts recog-
nised in connection with the exhaust gas recirculation cooler.
Expected reimbursement claims at 31 December 2021
amounted to € 1,112 million (2020: € 1,046 million) and are
disclosed within other assets (see note 28].
31.12.2021
139
Deferred income
3.0
0.9
fixed
EUR 22,900 million
6.9
0.8
fixed
CNY 17,000 million
2.6
3.4
fixed
JPY 13,400 million
Bonuses and sales aides
5.6
fixed
HKD 1,759 million
6.1
2.7
fixed
USD 1,750 million
5.6
2.5
fixed
NOK 750 million
4.0
2.3
0.6
variable
0.5
4.0
in relevant
Weighted
average
Weighted
average
(in %)
Issuer
currency
(ISO Code)
maturity period nominal interest
(in days)
rate (in %)
BMW Finance N. V.
variable
EUR 2,000 million
2.2
0.0
BMW US Capital, LLC USD 1,220 million
16
0.1
variable
NOK 1,730 million
3.0
2.3
BMW Finance N. V.
EUR 300 million
26
-0.6
variable
SEK 1,500 million
fixed
GBP 600 million
USD 500 million
6.0
fixed
CHF 600 million
6.8
0.5
Other
fixed
JPY 10,000 million
3.0
0.2
fixed
CAD 800 million
1.4
3.3
200
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
36 Other liabilities
Other liabilities comprise the following items:
in € million
Contract liabilities
3.271
BMW Group Report 2021
10.0
3.3
fixed
NOK 1,000 million
fixed
AUD 273 million
10.0
3.2
BMW US Capital, LLC
variable
USD 2,138 million
3.4
0.4
fixed
USD 15,400 million
6.7
3.0
0.9
1.4
fixed
4.1
GBP 1,550 million
fixed
2.0
0.0
variable
BMW International Investment B. V.
0.8
8.7
EUR 1,500 million
GBP 200 million
in € million
Level 3
Level 2
Level 1
Level hierarchy in accordance with IFRS 13
31.12.2020
In the previous year, an amount of € 275 million relating to
marketable securities, investment funds and collateral was
reclassified from Level 1 to Level 2, in view of the fact that the
fair values of the marketable securities concerned were
derived on the basis of comparable instruments in the form
of a theoretical price. Furthermore, money market funds
amounting to € 915 million were reclassified from Level 2 to
Level 1 due to the fact that corresponding market or stock
exchange prices became available.
At 31 December 2021, equity instruments amounting to
€ 49 million were reclassified from Level 3 to Level 1, due to
the fact that quoted market prices became available for the
instruments concerned for the first time.
As a general rule, any transfers between fair-value hierarchy
levels are made at the end of the relevant reporting period.
397
Level 1
Level hierarchy in accordance with IFRS 13
Level 2
Other investments
Marketable securities, investment funds and collateral
assets
3,675
548
3,608
503
223
724
80
Cash equivalents
26
915
Loans to third parties
Level 3
31.12.2021
116
Disclosures relating to financial instruments measured at fair
value
115
53,022
51,498
58,136
56,665
19,602
19,362
18,818
18,819
16,732
16,702
16,599
The carrying amounts of financial instruments measured at
fair value are allocated to the measurement levels pursuant
to IFRS 13 as described below:
16,466
9,079
9,209
9,037
205
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
9,177
20
85,916
21,173
Trade receivables
Cash and cash equivalents
Other
23
35
Loans to third parties
985
3,238
20
Marketable securities and investment funds
390
Other derivative instruments
1,012
216
1,596
22,622
294
947
64,795
At fair value
through profit or loss
At fair value through
other comprehensive
income
At amortised cost
Not allocated to an
IFRS 9 category
At fair value
through profit or loss
At fair value through
other comprehensive
income
At amortised cost
31.12.2021
Financial Statements
63,104
15,983
26
46
454
295
Collateral assets
2,048
2,190
investment is held
Receivables from companies in which an
546
2,298
915
12,622
199
22
49
866
3,245
115
413
1,992
851
21,173
258
477
Not allocated to an
IFRS 9 category
31.12.2020
694
Receivables from subsidiaries
Other assets
2,261
Fair value hedges
Cash flow hedges
Derivative instruments
Financial assets
been brought in the USA and Canada as well as several pri-
vate lawsuits in South Korea. In the USA, the customer class
actions were withdrawn and the dealer class action was dis-
missed.
The EU Commission's antitrust proceedings (see note 10 for
additional information) was settled on 8 July 2021. In relation
to these allegations, numerous class action lawsuits have
The BMW Group determines its best estimate of contingent
liabilities based on the information available at the date of
preparing the Group Financial Statements. This assessment
may change over time and is adjusted regularly on the basis
of new information and circumstances. A part of the risks is
covered by insurance.
Other contingent liabilities mainly comprise risks relating to
taxes and customs duties.
1,292
1,466
1,067
1,202
43
77
105
131
77
56
31.12.2020
31.12.2021
Contingent liabilities
Other
Guarantees
Litigation
Investment subsidies
in € million
The following contingent liabilities existed at the balance
sheet date:
Contingent liabilities
commitments
38 Contingent liabilities and other financial
OTHER DISCLOSURES
← = Q
Other Information
The class action lawsuits in Canada and the private lawsuits
in South Korea remain at an early stage. Further civil law-
suits based on the allegations are possible going forward.
Remaining other assets
In addition, the Chinese State Administration for Market
Regulation opened antitrust proceedings against BMW AG
in March 2019, followed by the Korea Fair Trade Commission
in May 2020 and the Turkish Competition Authority in July
2020.
Regulatory authorities have ordered the BMW Group to recall
various vehicle models in conjunction with airbags supplied
by the Takata group of companies. Provision for the costs
involved has been recognised within warranty provisions. In
addition to the risks already covered by warranty provisions,
further BMW Group vehicles may possibly be affected by
Receivables from sales financing
Other investments
ASSETS
in € million
to IFRS 9 categories in the following table:
The carrying amounts of financial instruments are assigned
39 Financial instruments
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
202
2,787
2,190
3,264
3,350
31.12.2020
31.12.2021
Purchase commitments for
intangible assets
Purchase commitments for property,
plant and equipment
in € million
In addition to liabilities, provisions and contingent liabilities,
the following commitments exist for the BMW Group at the
end of the reporting period:
Other financial commitments
On 22 January 2020, the U.S. Securities and Exchange Com-
mission (SEC) opened an investigation into possible viola-
tions of U.S. securities laws by the BMW Group relating to
disclosures regarding the BMW Group's unit sales of new
vehicles. This matter was settled with the SEC, without admit-
ting or denying the allegations, and the BMW Group con-
sented to the entry of an Order finding violations of the U.S.
Securities Act and agreed to pay a penalty of US $18 million.
Certain BMW Group entities and their officers are defendants
in private securities litigation following the SEC Order. Possi-
ble risks for the BMW Group cannot be quantified at present.
Further disclosures pursuant to IAS 37.86 cannot be provided
at present.
future recall actions going forward. Further disclosures pur-
suant to IAS 37.86 cannot be provided at the present time.
With respect to the Korean investigation, BMW AG recog-
nised a provision during the financial year. The Turkish anti-
trust authority issued its decision in January 2022, abstain-
ing from issuing a fine. Possible risks for the BMW Group in
connection with the antitrust proceedings in China cannot be
currently foreseen, either in terms of their outcome nor the
amounts involved. Further disclosures pursuant to IAS 37.86
cannot be provided at present.
20
1,547
1,504
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
204
18,443
788
15,572
2,511
788
248
Other Information
112
At fair value
through profit or loss
At fair value through
other comprehensive
income
31.12.2020
* Prior year's figures adjusted.
116,976
4,621
15,017
18,693
619
117,503
Total
4,856
Remaining other liabilities *
814
Not allocated to an
IFRS 9 category
← = Q
Disclosures relating to financial instruments measured at
amortised cost
The following table shows the fair values and carrying
amounts of financial assets and liabilities that are measured
at amortised cost and whose carrying amounts differ from
their fair value.
23,116
22,622
24,675
63,104
65,326
64,795
67,158
Carrying
amount
Fair value
amount
Fair value
Carrying
31.12.2020
31.12.2021
Liabilities to banks
Liabilities from customer deposits (banking)
Asset-backed financing transactions
Bonds
Financial liabilities
Financial assets - Marketable securities and investment funds
Receivables from sales financing - finance and operating leases
-
Receivables from sales financing credit financing
in € million
For all other financial instruments not listed here that are
measured at amortised cost, the carrying amount corre-
sponds to the fair value. For this reason, they are not pre-
sented separately.
In the case of financial liabilities, own credit risk is taken into
account based on credit default swaps available on the mar-
ket, so that the fair values of these items are also allocated
to Level 2.
IFRS 13. The fair values of the financial assets shown in the
table exist with financial institutions and are also measured
using the discounted cash flow method, taking into account
the risk of default. Given that these financial institutions all
have excellent credit ratings, the risk of default is low and
can be observed on the market. The fair values of these
items are therefore allocated to Level 2.
The fair values of receivables from sales financing are meas-
ured using the discounted cash flow method, taking into
account customer-specific credit risk. In view of the fact that
these allowances are calculated in part on the basis of inter-
nal information, receivables from sales financing are allo-
cated to Level 3 in the level hierarchy in accordance with
The fair values are generally determined using the dis-
counted cash flow method, taking into account the relevant
risk of default. For the purposes of fair value measurement
using the discounted cash flow method, expected future
cash flows are discounted on the basis of up-to-date interest
curves observable on the market.
2,367
investment is held
Payables to other companies in which an
180
At fair value
through profit or loss
income
At amortised cost
At fair value through
other comprehensive
31.12.2021
Financial Statements
Financial liabilities
LIABILITIES
in € million
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
203
30,048
2,693
Derivative instruments (assets)
3,245
82,939
31,041
2,371
3,238
88,036
Total
5,774
Not allocated to an
IFRS 9 category
5,517
At amortised cost
51,498
180
Payables to subsidiaries
Other liabilities
1,180
8,644
2,420
619
250
1,153
10,932
Trade payables
Other
Lease liabilities
18,819
550
16,466
9,037
56,665
1,006
Other derivative instruments
Fair value hedges
Cash flow hedges
Derivative instruments
19,362
Asset-backed financing transactions
1,374
Commercial paper
16,702
Liabilities from customer deposits (banking)
9,079
Liabilities to banks
Bonds
23
Additions
Interest rate risks
In the case of all relationships underlying non-derivative
financial instruments, in order to minimise the credit risk and
depending on the nature and amount of exposure, collateral
is required, credit information and references obtained or
historical data based on the existing business relationship,
in particular payment behaviour, reviewed.
Notwithstanding the existence of collateral accepted, the
carrying amount of financial assets (with the exception of
derivative financial instruments) generally represents the
maximum credit risk. In addition, the credit risk is increased
by additional unutilised loan commitments in the dealership
financing line of business. Total dealership financing credit
risk at the end of the reporting period therefore amounted to
€ 31,508 million (2020: € 30,682 million).
The BMW Group is exposed to counterparty credit risks if
contractual partners, for example a retail customer or a deal-
ership, are unable or only partially able to meet their contrac-
tual obligations. Information on the management of credit
risk for receivables from financial services is provided in the
Combined Management Report (see section Outlook, Risk
and Opportunity Management).
Credit risk
← = Q
Other Information
Remuneration Report
In the case of trade receivables, customers are regularly
assessed with regard to their credit risk. Depending on con-
tractual status, necessary measures, such as dunning pro-
cedures, are initiated in good time.
Corporate Governance
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
209
-350
818
Financial liabilities measured at amortised cost
Group Financial Statements
Notes to the Group
Financial Statements
- 1,050
The credit risk relating to cash deposits and derivative finan-
cial instruments is minimised by the fact that the Group only
enters into such contracts with parties of first-class credit
standing.
The credit risk on trade receivables is assessed mainly on
the basis of information relating to overdue amounts. The
gross carrying amounts of these receivables are allocated in
accordance with IFRS 9 to overdue ranges used for manage-
ment purposes as follows:
60
34
23
14
31
12
229
Within the financial services business, items financed for
retail customers and dealerships (such as vehicles, facilities
and property) serve as first-ranking collateral with a recover-
able value. Security is also put up by customers in the form
of collateral asset pledges, asset assignment and first-rank-
ing mortgages, supplemented where appropriate by warran-
ties and guarantees. Items previously held as collateral that
are subsequently acquired relate mainly to vehicles. As a
rule, these assets can be converted into cash at short notice
through the dealership organisation. Creditworthiness test-
ing is an important aspect of the BMW Group's credit risk
management. Every borrower's creditworthiness is tested
for all credit financing and lease contracts entered into by the
BMW Group. In the case of retail customer financing, credit-
worthiness is assessed using validated scoring systems
integrated in the purchasing process. In the area of dealer-
ship financing, creditworthiness is assessed by means of
ongoing credit monitoring and an internal rating system that
takes account not only of the material credit standing of the
borrower, but also of qualitative factors, such as past reliabil-
ity in business relations.
120
2,113
31.12.2020
31.12.2021
More than 90 days overdue
Total
1-30 days overdue
31-60 days overdue
61-90 days overdue
Not overdue
in € million
2,002
2,293
803
310
-1,118
-1,118
1,880
1,148
3,256
1,875
2,998
Reported on
assets side
757
assets side liabilities side
Reported on
31.12.2021
The following table shows the net gains and losses arising
on financial instruments in accordance with IFRS 9:
Gains and losses on financial instruments
Non-derivative financial assets and liabilities are only offset
if a legally enforceable right currently exists and it is actually
intended to offset the relevant amounts. No financial assets
and liabilities have been netted in the BMW Group due to the
fact that the necessary requirements for netting have not
been met.
Gross amount of derivatives which can be offset in case of insolvency
Net amount after offsetting
Balance sheet amounts as reported
Reported on
equity and
Financial assets measured at amortised cost
- 790
2,466
- 790
-35
Financial instruments measured at fair value through profit or loss
7
-45
Financial instruments measured at fair value through other comprehensive income
2020
2021
Group Financial Statements
Notes to the Group
Financial Statements
in € million
Net gains and losses arising on financial liabilities measured
at amortised cost comprise mainly exchange rate gains/
losses as well as fair value gains/losses on hedged items in
designated hedging relationships that are recognised in the
income statement.
Net gains and losses arising on financial assets measured at
amortised cost comprise mainly exchange rate gains / losses
and impairment losses/reversals.
Net gains and losses arising on financial instruments meas-
ured at fair value through profit and loss mainly include
results from the fair value measurement of stand-alone
derivatives, marketable securities and shares in investment
funds, as well as other financial assets.
Net gains and losses arising on financial instruments meas-
ured at fair value through other comprehensive income
mainly relate to changes in the fair value of marketable secu-
rities. Further details are provided in the disclosures relating
to the statement of comprehensive income ( note 19). Total
interest income arising on financial assets measured at fair
value through other comprehensive income amounted to
€ 31 million (2020: € 37 million) and total interest expense to
€ 18 million (2020: € 30 million).
358
Reported on
equity and
liabilities side
31.12.2020
Total interest income arising on financial assets measured at
amortised cost relates mainly to the interest income earned
on credit financing and reported within revenues. Total inter-
est expenses arising on financial instruments measured at
amortised cost amounted to € 1.6 billion (2020: € 1.8 billion).
2,345
210
BMW Group Report 2021
118
705
1,907
1,054
13
769
71
937
431
38
1,653
3,778
517
6,025
44
2,671
5,469
3,310
17
2,091
1,019
422
4,223
80,252
1,599
89,016
1,054
1,019
431
83,020
802
Remuneration Report
201
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
4,511
406
78,356
367
Stage 1
31.12.2020
31.12.2021
Financial Statements
Further disclosures relating to credit risk - in particular with
regard to the amounts of impairment losses recognised -
are provided in the explanatory notes to the relevant catego-
ries of receivables in notes 25 and 730.
Gross carrying amount of financial assets with good credit ratings
Gross carrying amount of financial assets with medium credit ratings
Gross carrying amount of financial assets with poor credit ratings
Total
in € million
Stage 2
The classification into creditworthiness levels is based on
default probabilities. The related gross carrying amounts in
accordance with IFRS 9 are allocated as follows:
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
Receivables from sales financing are allocated to internally
defined rating categories based on credit risk.
Stage 3
Stage 1
Stage 2
1,633
76,356
377
81,084
374
1,071
79,639
Expected
credit loss
Total
Simplified
General
credit loss
Total
Simplified
General
Expected
Stage 3
in € million
223
Derivative financial instruments of the BMW Group are sub-
ject to legally enforceable master netting agreements or
similar contracts. However, receivables and payables relat-
ing to derivative financial instruments are not netted due to
non-fulfilment of the stipulated criteria. Offsetting would
have the following impact on the carrying amounts of deriv-
atives:
Financial Statements
For selected derivatives, a complete set of data relevant for
valuation purposes is not available due to their limited mar-
ket maturity. In order to model forward curves, data are col-
lated and updated on the basis of regular bank and trader
inquiries. The valuation methodology applied is in line with
the general valuation principles for derivatives used within
the treasury management system of the BMW Group.
Changes in fair values resulting from shifts in forward curves
within a range of +/-10% are not material for the
BMW Group.
The exercise price for share options in such companies is
generally low, verging towards zero. Consequently, financing
rounds have a direct impact on the fair value of the options.
In this respect, the valuation of options and assessment of
their impact on sensitivity is similar to the approach taken to
unquoted equity instruments, as described above.
Mandatory conversions are usually structured in such a way
that the number of shares to be received depends on the
future share price. Due to the generally short maturities, the
instruments are subject to only insignificant fluctuations in
value. Irrespective of this fact, impairment tests are per-
formed at regular intervals.
The convertible bonds that have been classified to Level 3
are primarily used as instruments in advance of future
financing rounds relating to private equity investments. Val-
uations are therefore performed in accordance with the IPEV
guidelines.
In addition, equity instruments that are held outside the pri-
vate equity fund are measured using the income approach.
This involves discounting cash flows on the basis of current
business cases using the weighted average cost of capital to
determine the fair value of the financial instrument. Changes
in fair values determined in connection with adjustments to
significant input factors are not material for the BMW Group.
ment.
Since the pricing from the financing rounds is considered to
be the decisive input factor for the valuation, increases or
decreases in valuation give rise to a similar change in the
equity instrument that is recognised in the income state-
207
As part of the process of analysing valuations, the external
fund manager reviews the investment-specific milestones,
including an analysis of financial, technical and liquidity-spe-
cific performance indicators. Based on this analysis, it is
considered whether the price of the most recent financing
round is acceptable as a reasonable market valuation, in
particular for early-stage or growth-phase investments. Key
performance indicators used for the purpose of milestone
analysis are highly dependent on the business model under-
lying the investment. Typical technical key performance indi-
cators relate to licenses and patents held, the stage of tech-
nology development such as evidence of feasibility and
prototypes, market entries, customer and user growth and
appointments to key management positions. Key financial
performance indicators used are revenues, EBITDA and the
corresponding growth rate and/or development of specific
contribution margins. Key liquidity-specific performance
indicators are cash on hand, cash burn rates and prospects
for future financing rounds.
Financial instruments allocated to Level 3 relate mainly to
investments in a private-equity fund. The valuation of
unlisted equity instruments is determined primarily using the
market-based approach. In particular, the financing rounds
that take place within the private equity sector - usually on a
regular basis at intervals of approximately 12 to 24 months
represent a significant input factor for these purposes. In
addition, the investment advisor provides the external fund
manager with relevant, investment-specific information on
an ongoing basis (at least quarterly). The latter subsequently
assesses the underlying individual companies in accordance
with the guidelines for International Private Equity and Ven-
ture Capital Valuations (IPEV).
3
-5
67
Options on unquoted equity instruments
Derivative instruments
22
23
Convertible bonds
-
397
BMW Group Report 2021
Combined Management Report
Unquoted equity
instruments
31 December 2021
Level transfer
Currency translation differences
Gains (+)/losses (-) recognised in the income
statement
Gains (+)/losses (-) recognised in accumulated
other equity
Disposals
To Our Stakeholders
1,639
in € million
The balance sheet carrying amount of Level 3 financial
instruments developed as follows:
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
1 January 2021
Options on
unquoted equity
724
31.12.2020
Fair value
101
Raw material market price risks
1,045
Currency risks
729
40
67
2,344
1,092
466
1,373
Interest rate risks
Derivative instruments (liabilities)
Other risks
Raw material market price risks
Currency risks
I
Unquoted equity instruments
335
1
31.12.2021
Fair value
in € million
Financial instruments measured at fair value using input fac-
tors not based on observable market prices are allocated to
Level 3. The fair values of these financial instruments are
shown in the following table:
← = Q
Other Information
Remuneration Report
Group Financial Statements Corporate Governance
Notes to the Group
Financial Statements
573
Combined Management Report
BMW Group Report 2021
206
6
52
171
919
3
To Our Stakeholders
397
Convertible bonds
22
instruments
31 December 2020
Currency translation differences
Gains (+)/losses (-) recognised in the income
statement
-7
-7
Gains (+)/losses (-) recognised in accumulated
other equity
-94
85
2
-7
- 87
Disposals
90
17
73
Additions
-2
374
85
-2
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
- 29
BMW Group Report 2021
Gains and losses recognised in the income statement are
reported within the line item "Other financial result". Gains
and losses recognised in the income statement in the finan-
cial year 2021 included an unrealised net positive amount of
€ 352 million (2020: € 84 million).
417
- 5
3
22
397
- 31
208
5
14
355
417
Level 3
Financial
instruments
23
724
-49
52
100
32
-30
-220
24
76
-5
3
Derivative
instruments
488
-4
-254
75
1 January 2020
Financial
instruments
Level 3
Derivative
instruments
instruments
Convertible bonds
instruments
in € million
unquoted equity
Unquoted equity
Options on
814
67
-49
34
491
1
75
Offsetting of financial instruments
Corporate Governance
2020
- 157
hedging instruments
Nominal amounts of
2,442
2,669
Raw material price risks
11,251
25,145
9,474
Interest rate risks
11,996
33,813
21,670
Maturity
later than
five years
Maturity Maturity
within between one
one year and five years
in € million
31.12.2021
EUR/JPY
EUR/KRW
EUR/GBP
EUR/USD
EUR/CNY
Currency risks
Currency risks
The following table shows the most significant average
hedging rates of hedging transactions used by the
BMW Group:
39,583
31.12.2021
11,939
Currency risks
Nickel (EUR/t)
Maturity
later than
five years
one year and five years
in € million
Maturity
between one
within
Maturity
Copper (EUR/t)
11,251
31.12.2020
Raw material price risks
in this context relate to variable yield curves relating to the
euro, US dollar and British pound currency areas.
A cash-flow-at-risk approach to risk management involves
making use of portfolio effects. No JPY-denominated hedg-
ing transactions were in hedging relationships at the end of
the year under report (2020: no USD-denominated hedging
transactions).
1,334.86
124.20
0.87
0.87
1,341.73
1.23
8.05
7.99
31.12.2020
Aluminium (EUR/t)
4,530
The nominal amounts of hedging instruments were as
follows:
Disclosures on hedging measures
Causes of hedge ineffectiveness are seen potentially only for
counterparty credit risk. However, in view of the processes
that have been established for credit risk management, inef-
fectiveness is not expected to arise.
The BMW Group is exposed to market price risks on raw
materials. In order to hedge these risks, the Group mainly
uses forward commodity contracts. As part of the implemen-
tation of the risk management strategy, the extent to which
risk exposures should be hedged is decided at regular inter-
vals and the corresponding hedging ratio defined. Items are
hedged on the basis of a constant ratio of one to one
between hedging instrument and risk exposure.
Raw materials price risk
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
The economic relationship between the hedged item and
the hedging instrument is based essentially on the fact that
they have the same basis and term. The BMW Group desig-
nates only the commodity price index-linked raw material
surcharge, which is specified in the purchase contracts of
vehicle components, as a hedged item. The proportion of the
hedged risk component as a percentage of the total fair
value depends on the specific types of vehicle component
involved. Other price components contained in the contract
are not designated as being part of the hedge relationship
as no effective hedging instruments exist for these compo-
nents.
BMW Group Report 2021
1,160
1,237
31.12.2021 31.12.2020
Value at risk
in € million
In the following table the potential volumes of fair value fluc-
tuations measured on the basis of the value-at-risk
approach are compared with the expected value for the
interest-rate-sensitive exposures of the BMW Group:
The BMW Group applies a value-at-risk approach through-
out the Group for internal reporting purposes and to manage
interest rate risk. This approach is based on a historical sim-
ulation in which the potential future fair value losses of the
interest rate portfolios are compared across the Group with
expected amounts on the basis of a holding period of 250
days and a confidence level of 99.98 %. The risk mitigating
effect of correlations between the various portfolios is taken
into account when the risks are aggregated.
In the case of USD LIBOR and CAD CDOR, uncertainty
remains as to the exact timing and nature of the changes.
The notional amount of financial derivatives not yet con-
verted to an alternative interest rate at 31 December 2021 is
€ 12,522 million (USD LIBOR € 12,522 million). The nominal
amount of non-derivative financial liabilities not yet con-
verted to an alternative interest rate is € 700 million (thereof
USD LIBOR € 387 million and CAD CDOR € 313 million).
that have been transferred with effect from 31 December
2021 to an alternative benchmark interest rate in accordance
with the IBOR Fallbacks Protocol totals € 6,890 million
(mainly GBP LIBOR € 4,229 million and JPY LIBOR
€ 2,279 million).
The BMW Group's fair value hedges affected by the reform
are mainly based on the benchmark interest rates relating to
the British pound (GBP), the US dollar (USD) and the Japan
yen (JPY). Fair value hedges for which GBP LIBOR and JPY
LIBOR were previously designated as the hedged risk were
converted during the financial year 2021, with GBP LIBOR
replaced by the SONIA benchmark interest rate and JPY
LIBOR replaced by the TONA benchmark interest rate. The
BMW Group continues to see the economic link and has
therefore continued to account the pertinent items as fair
value hedges. The notional amount of financial derivatives
214
The following disclosures on hedging measures include
derivatives of fully consolidated companies that are desig-
nated as a hedging instrument. The amounts shown in the
table are stated before deferred taxes and take account of
additional effects arising from the application of the modified
closing rate method.
The starting point for analysing raw materials price risk is to
identify planned purchases of raw materials or components
containing raw materials, the so-called "exposure". At each
reporting date, the exposure for the following financial year
amounted to:
Raw material price exposures
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
215
310
in € million
597
The potential negative impact on earnings is calculated at
the reporting date for each raw materials category for the
following financial year on the basis of current market prices
and exposure with a confidence level of 95%. The risk miti-
gating effect of correlations between the various categories
of raw materials is taken into account when the risks are
aggregated.
The cash-flow-at-risk approach involves showing the impact
of potential raw materials market price fluctuations on oper-
ating cash flows on the basis of probability distributions. Vol-
atilities and correlations serve as input factors to assess the
relevant probability distributions.
This exposure is compared to all hedges that are in place.
The net cash flow surplus represents an uncovered risk posi-
tion.
Cash flow at risk
4,204
6,872
in € million
31.12.2020
31.12.2021
The following table shows the potential negative impact for
the BMW Group resulting from fluctuations in prices across
all categories of raw materials, measured on the basis of the
cash-flow-at-risk approach. The risk at each reporting date
for the following financial year was as follows:
31.12.2021 31.12.2020
The transition to the newly created or revised benchmark
interest rates is being managed, monitored and assessed
with regard to risk management implications as part of a
multidisciplinary project. The tasks of the conversion project
includes the continual monitoring of regulatory develop-
ments, the initiation of necessary changes to systems, pro-
cesses, risk and measurement models as well as the clarifi-
cation of the associated accounting and financial reporting
implications. The uncertainty triggered by the benchmark
interest rate reform, in the meantime relating primarily to the
USD and CAD, is expected to be eliminated during the finan-
cial
year 2022.
Palladium (EUR/oz)
Platinum (EUR/oz)
8,082
57,920
466
58
574
1,169
54
277
16,469
3,241
-795
820
101
1,012
1,159
905
437
33,666
Change in
fair value of
designated
components
31.12.2020
Liabilities
Assets
Nominal
amounts
Change in
fair value of
designated
components
Liabilities
5,111
Assets
250
59,774
10,611
1,057
- 820
-274
795
Terminated
hedge
relationships
Continuing
hedge
relationships
Change in
value of
Liabilities hedged items
Assets
Terminated
hedge
relationships
-1,138
Continuing
hedge
relationships
Assets
Balances in accumulated
other equity
Carrying amounts
Balances in accumulated
other equity
Carrying amounts
31.12.2020
31.12.2021
723
248
1,992
Change in
value of
Liabilities hedged items
Interest rate risks
Carrying amounts
Carrying amounts
701
676
1,350
1,822
11,188
14,475
4,568
5,389
1,573
1,730
Information on average interest hedge rates is not provided,
since interest rate derivatives designated as hedging instru-
ments are used exclusively to hedge items in fair value
hedges. The hedge rates therefore correspond in each case
to current market interest rate level. Most of the hedges used
31.12.2020
12,373
34,535
21,470
hedging instruments
Nominal amounts of
1,792
1,449
Raw material price risks
12,373
28,213
31.12.2021
31.12.2021
216
To Our Stakeholders
The accumulated amount of hedge-related fair value adjust-
ments is a negative amount of € 9 million (2020: positive
amount of € 10 million) for assets and a positive amount of
€ 577 million (2020: positive amount of € 1,680 million) for
liabilities.
Interest rate risks
Fair Value Hedges
Raw material price risks
Currency risks
Cash Flow Hedges
in € million
The following table shows key information on hedged items
for each risk category as well as the balances of designated
components within accumulated other equity:
Interest rate risks
Fair Value Hedges
BMW Group Report 2021
Raw material price risks
Cash Flow Hedges
in € million
The following table provides information on the nominal
amounts, carrying amounts and fair value changes of con-
tracts designated as hedging instruments:
Financial Statements
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
Currency risks
56,985
In light of the reform and replacement of certain benchmark
interest rates, some of the BMW Group's hedging relation-
ships have been redesignated to take account of alternative
benchmark interest rates.
For selected fixed-interest assets, part of the interest rate
risk is hedged on a portfolio basis.
Commercial paper
2,767
1,028
1,227
512
2,640
990
1,167
483
Lease liabilities
1,374
8,644
10,932
10,932
Trade payables
16,611
22
3,781
12,808
16,805
20
3,574
8,644
13,211
1,374
550
With net settlement
Cash inflows
Cash outflows
694
14
248
432
2,380
9
937
550
1,434
DERIVATIVE FINANCIAL LIABILITIES
765
357
288
120
738
301
116
321
Other financial liabilities
With gross settlement
Cash outflows
Liabilities from customer deposits (banking)
1,388
Maturity between
one year one and five years
Total
Maturity within
Maturity later
than five years
one year one and five years
Maturity within Maturity between
31.12.2020
31.12.2021
Financial Statements
in € million
Maturity later
than five years
The following table shows the maturity structure of expected
contractual cash flows (undiscounted) for financial liabilities:
Notes to the Group
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
211
Liquidity risk
10,000
Total
Bonds
3,317
5,295
9,507
1,027
3,350
5,130
Liabilities to banks
19,436
12,369
7,067
NON-DERIVATIVE FINANCIAL LIABILITIES
19,586
6,964
Asset-backed financing transactions
58,610
11,930
33,224
13,456
54,158
10,821
30,071
13,266
12,622
In this case, swaps are used as the hedging instrument.
Hedge relationships are terminated and redesignated on a
monthly basis at the end of each reporting period, thereby
taking account of the constantly changing content of each
portfolio.
Total financial liabilities
15,117
33,975
38,134
31.12.2020
31.12.2021
The following table shows the potential negative impact for
the BMW Group for the following year resulting from unfa-
vourable changes in exchange rates, measured on the basis
of the cash-flow-at-risk approach.
The potential negative impact on earnings is calculated at
the reporting date for each currency for the following finan-
cial year on the basis of current market prices and exposures
with a confidence level of 95%. The risk mitigating effect of
correlations between the various currencies is taken into
account when the risks are aggregated.
This exposure is compared to all hedges that are in place.
The net cash flow surplus represents an uncovered risk posi-
tion. The cash-flow-at-risk approach involves showing the
impact of potential exchange rate fluctuations on operating
cash flows on the basis of probability distributions. Volatili-
ties and correlations serve as the main input factors to deter-
mine the relevant probability distributions.
Currency exposures include short positions amounting to
€ 2,715 million (2020: € 5,222 million). In addition, a cur-
rency risk exposure existed at the reporting date on the pur-
chase price payable arising in connection with the increase
in the BMW Group's stake in the BMW Brilliance joint ven-
ture for a euro-equivalent amount of € 3,857 million. The
transaction was completed in February 2022. Further infor-
mation is provided in a note 3 Increased shareholding in BMW
Brilliance Automotive Ltd.
Currency exposure
in € million
in € million
The BMW Group measures currency risk using a cash-flow-
at-risk model. The analysis of currency risk is based on fore-
cast foreign currency transactions which could result in
exposures to surpluses of foreign currency cash inflows and
cash outflows. At the end of the reporting period, the overall
currency exposure – in each case for the following year and
determined by aggregating the individual currency expo-
sures based on their absolute amount - was as follows:
The economic relationship between the hedged item and
the hedging instrument is based essentially on the fact that
they are denominated in the same currency and have the
same maturities. Items are hedged on the basis of a con-
stant ratio of one to one between hedging instrument and
risk exposure.
As part of the implementation of the risk management strat-
egy, the extent to which risk exposures should be hedged is
decided at regular intervals.
cial instruments mostly in the form of forward currency con-
tracts and currency swaps.
As an enterprise with worldwide operations, the BMW Group
conducts business in a variety of currencies, from which cur-
rency risks arise. In order to hedge currency risks, the
BMW Group holds, as at 31 December 2021, derivative finan-
Currency risk
Further information is provided in the "Outlook, Risk and
Opportunity Management" section of the Combined Man-
agement Report.
Currency, interest rate and raw materials market price risks
of the BMW Group are managed at a corporate level.
Protection against such risks is provided in the first instance
though natural hedging which arises when the values of
non-derivative financial instruments have matching maturi-
ties and amounts (netting). Derivative financial instruments
are used to reduce the risk remaining after netting.
The principal market risks to which the BMW Group is
exposed are currency risk, interest rate risk and raw materi-
als market price risk.
Market risks
Causes of hedge ineffectiveness are seen potentially only for
counterparty credit risk. However, in view of the processes
that have been established for credit risk management, inef-
fectiveness is not expected to arise.
Further information is provided in the Combined Manage-
ment Report.
Cash flow at risk
31.12.2020
In view of the fact that own credit risk is excluded from the
hedging relationship, ineffectiveness is expected to be low.
Interest rate risk is managed through the use of interest rate
derivatives. As part of the implementation of the risk man-
agement strategy, interest rate risks are monitored and
managed at regular intervals. The interest rate contracts
used for hedging purposes comprise mainly swaps, which, if
hedge accounting is applied, are accounted for as fair value
hedges. The economic relationship between the hedged
item and the hedging instrument is based on the fact that
the main parameters of the hedged item and the related
hedging instrument, for example start date, term and cur-
rency, are the same. Items are hedged on the basis of a con-
stant ratio of one to one between hedging instrument and
risk exposure.
58,545
63,835
31.12.2020
31.12.2021
Fair values of interest rate portfolios
in € million
The fair value of the Group's interest rate portfolios was as
follows at the end of the reporting period:
Interest rate risks arise when funds are borrowed and
invested with differing fixed-rate periods or differing terms.
At the BMW Group, all items subject to, or bearing, interest
are exposed to interest rate risk and can therefore affect
both the assets and liabilities side of the balance sheet.
31.12.2021
Interest rate risk
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
213
531
564
← = Q
29,300
As a further reduction of risk, a syndicated credit line totalling
€ 8 billion (2020: € 8 billion) from a consortium of interna-
tional banks is available to the BMW Group. Intra-group
cash flow fluctuations are balanced out by the use of daily
cash pooling arrangements.
← = Q
219
552
28
144
380
523
88
216
219
-20,391
216
- 617
- 14,478
-42,203
-14,180
-27,866
21,085
631
5,544
14,910
44,583
166
-5,296
The resulting funding requirements are covered by a variety
of instruments placed on the world's financial markets, with
the aim to minimise risk by matching maturities with financ-
ing requirements and in alignment with a dynamic target
debt structure.
88
380
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
212
Solvency is assured at all times by managing and monitoring
the liquidity situation on the basis of a rolling cash flow fore-
cast.
fair value, an overall positive cash flow can arise due to the
various yield curves used. At 31 December 2021 credit com-
mitments available at short notice to dealerships which had
not been called upon at the end of the reporting period
amounted to € 18,334 million (2020: € 14,367 million).
523
The cash flows from non-derivative liabilities comprise prin-
cipal repayments and the related interest. The amounts dis-
closed for derivative instruments comprise only cash flows
relating to derivatives that have a negative fair value at the
balance sheet date. In the case of derivatives with a negative
14,767
54,598
49,264
118,643
13,256
52,053
53,334
552
28
144
118,629
1,141
Nominal
amounts
532
1,090
1,235
19,450
19,068
SOLARWATT GmbH
8,827
2,363
49
65
1,369
5
3,362
1,574
287
ALTANA AG
2,572
2,425
251
UnternehmerTUM GmbH
37
809
273
1,310
315
243
49
80
DELTON Logistics S.à r.l.
1
1,950
1,821
Susanne Klatten, Germany, is a shareholder and member of
the Supervisory Board of BMW AG and also a shareholder
and Deputy Chairwoman of the Supervisory Board of
ALTANA AG, Wesel. In 2021, ALTANA AG, Wesel, acquired
vehicles from the BMW Group, mainly by way of leasing.
Susanne Klatten, Germany, is also the sole shareholder and
Chairwoman of the Supervisory Board of UnternehmerTUM
GmbH, Garching. In 2021, the BMW Group bought in services
from UnternehmerTUM GmbH, Garching, mainly in the form
of consultancy and workshop services.
219
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Seen from the perspective of BMW Group entities, the vol-
ume of transactions with the above-mentioned entities was
as follows:
337
Supplies and services performed
Receivables at 31 December
Payables at 31 December
in € thousand
2021
2020
2021
2020
2021
2020
2021
2020
DELTON Health AG (formerly DELTON AG)
Supplies and services received
510
A significant proportion of the BMW Group's transactions
with related parties relates to the joint venture BMW Bril-
liance Automotive Ltd.
BMW Brilliance Automotive Ltd.
in € million
Other joint ventures and associated companies
Business relationships with non-consolidated companies
are small in scale.
BMW Trust e. V., Munich, administers assets on a trustee
basis to secure obligations relating to pensions in Germany
and is therefore a related party of the BMW Group in accord-
ance with IAS 24. This entity has no assets of its own. It had
no income or expenses during the period under report.
BMW AG bears expenses on an immaterial scale and per-
forms services for BMW Trust e. V., Munich.
The BMW Foundation Herbert Quandt, Munich, is an inde-
pendent corporate foundation and due to the BMW Group's
significant influence, qualifies as a related party according to
IAS 24. The BMW Group made donations to the BMW Foun-
dation Herbert Quandt during the financial year 2021 total-
ling € 5.9 million (2020: € 6.4 million). No other significant
transactions arose.
For disclosures relating to key management personnel,
please see note 43 and the Remuneration Report.
Supplies and services performed
Supplies and services received
2021
27
2020
2021
In total, the following amounts of goods and services were
supplied to or received from other joint ventures and associ-
ated companies:
32
Receivables at 31 December
2020
2021
64
5
Payables at 31 December
2020
-1,169
-467
15
8
2021
9
70
Stefan Quandt, Germany, is also the indirect majority share-
holder of SOLARWATT GmbH, Dresden. Cooperation
arrangements are in place between BMW Group and
SOLARWATT GmbH, Dresden, within the field of electric
mobility. The focus of this collaboration is on the provision of
complete photovoltaic solutions for rooftop systems and car-
ports to BMW i customers. In addition, SOLARWATT GmbH
purchases battery cells and related components for home
battery storage applications as part of a supply project. In
addition to the deliveries of goods described above, SOLAR-
WATT GmbH, Dresden, also purchased vehicles from the
BMW Group by way of leasing during the financial year 2021.
← = Q
Remuneration Report
For the most part, this involves the sale of vehicle compo-
nents to BMW Brilliance Automotive Ltd. for further process-
ing. BMW Brilliance Automotive Ltd. also provides services
and vehicles to BMW Group entities.
Supplies and services performed
Supplies and services received
Receivables at 31 December
Payables at 31 December
2021
11,500
2020
2021
2020
2021
2020
2021
Other Information
2020
1,030
155
2,158
2,045
2,345
804
220
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
9,701
Stefan Quandt, Germany, is a shareholder and Deputy Chair-
man of the Supervisory Board of BMW AG. He is also the
sole shareholder and Chairman of the Supervisory Boards of
DELTON Health AG, Bad Homburg v.d.H., and DELTON
Technology SE, Bad Homburg v.d.H., as well as the sole
shareholder of DELTON Logistics S.à.r.I., Grevenmacher,
which via its subsidiaries, performed logistic-related ser-
vices for the BMW Group during the financial year 2021. In
addition, the DELTON companies held by Stefan Quandt
acquired vehicles from the BMW Group by way of leasing.
in € million
Transactions of Group entities with related parties were car-
ried out, without exception, in the normal course of business
of each of the parties concerned and conducted at market
conditions, i. e. conditions that are also granted to other
third-party manufacturers.
17
3
2020
Hedge ineffectiveness
recognised in income
statement
554
509
198
- 5
2
3
2021
2020
Currency risks Interest rate risk
Raw material price risk
Currency risks Interest rate risk
Raw material price risk
Designated
in € million
Opening balance at 1 January
component Costs of hedging Costs of hedging
532
- 299
-2
Designated
component Costs of hedging
510
Designated
-22
component Costs of hedging Costs of hedging
-497
Designated
component Costs of hedging
Change of designated
components in other
comprehensive income
Hedge ineffectiveness
recognised in income
statement
2021
55
-720
58,714
8,483
510
217
During the year under report, members of the Board of Man-
agement and the Supervisory Board concluded vehicle pur-
chase contracts and related service contracts as well as
vehicle rental, vehicle leasing and vehicle financing contracts
with BMW Group entities at market conditions.
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Corporate Governance
Remuneration Report
Other Information
-4
← = Q
in € million
Cash Flow Hedges
Currency risks
Raw material price risks
Fair Value Hedges
Interest rate risks
Designated components and costs of hedging within accu-
mulated other equity changed as follows:
Financial Statements
Change of designated
components in other
comprehensive income
-806
547
Change in costs of
hedging in other
comprehensive income
Hedge relationships give rise to following effects:
1
Change in costs of
hedging in other
comprehensive income
Change in fair value during the reporting period
6
Closing balance at 31 December
-274
-244
15
1,057
532
- 299
- 2
510
The nominal amount of hedging instruments that continue
to be directly affected by the reform of the benchmark inter-
est rates and USD LIBOR totals € 7,257 million.
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
5
← = Q
Associated companies, joint ventures, non-consolidated
subsidiaries, BMW Trust e. V. and BMW Foundation Her-
bert Quandt
The Board of Management and the Supervisory Board of
the BMW Group
Stefan Quandt and Susanne Klatten, as well as compa-
nies controlled by them
The following individuals and entities are related parties in
accordance with IAS 24:
40 Related party relationships
72
-273
218
Reclassification to acquisition costs for inventories
-795
-307
20
820
1,170
-443
5
1
Reclassification to profit or loss
for continuing hedge relationships
-4
466
355
7
for terminated hedge relationships
- 104
3
84
-29
-7
557
-512
-3
130,241
59,677
Financial result of Motorcycles segment
1
44 Events after the end of the reporting period
On 11 February 2022, the BMW Group acquired a further 25%
of the shares in the previous joint venture BMW Brilliance
Automotive Ltd. Further information is provided in 7 note 3
Increased shareholding in BMW Brilliance Automotive Ltd.
Non-operating assets - Automotive
Basis of computation
560
-Commitment to purchase shares of BMW AG common stock and four-years holding requirement is beneficial for the long-term development of the BMW Group
Current estimates and assumptions for the financial year
2022, to the extent already known, have been taken into
account and described in the outlook. However, the outlook
does not factor in a significant tightening of sanctions
against Russia and/or an escalation of the conflict outside
Ukraine. Similarly, additional major price hikes for energy
and raw materials, including rises triggered by the war in
Ukraine and/or the related sanctions, have not been taken
into account.
The war in Ukraine had no impact on the Consolidated
Financial Statements for the year ended 31 December 2021.
Any potential effects on the BMW Group's business perfor-
mance are being monitored on an ongoing basis. Due to the
current situation, local production in Russia as well as the
export of automobiles and motorcycles to the Russian mar-
ket have been discontinued for the foreseeable future. The
war in Ukraine is having a substantial negative effect on the
country's automotive suppliers. The resulting supply restric-
tions have led to production schedule adjustments and
interruptions at a number of BMW Group plants, which in
turn is likely to have a negative impact on automobile sales
figures. For this reason, the corresponding key performance
indicators reported by the Automotive segment are now
forecast to be down on the previous year. The war in Ukraine
is not currently expected to have a significant impact on the
business performance of the Motorcycles and Financial Ser-
vices segments.
66,942
- 3
Agreement to withhold variable remuneration in the event of specified serious compliance violations or (withholding amounts provisionally) in the event of reasonable suspicions of such
― Amounts may also be withheld in principle after a member has left the Board
1,935
227
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
― Agreement entitling the BMW Group to reclaim variable remuneration already paid out in the event of specified incidences of non-compliance, incorrect calculation bases or incorrect
financial statements
― Amounts may also be clawed back in principle after a member has left the Board
Other Information
COMPONENT
BMW Group Report 2021
MALUS AND CLAWBACK RULES
Malus
Clawback
Parameters/measurement base, applicable amounts
← = Q
Financial result of Automotive segment
Group Financial Statements
Notes to the Group
Reconciliation of segment assets
Total for reportable segments
Corporate Governance
Combined Management Report
To Our Stakeholders
17,324
31. 12. 2020 31.12.2021
15,555
97,917
Remuneration Report
98,226
to Group figures
Group
31.12.2020 31.12.2021 31.12.2020 31.12.2021 31.12.2020
86,417 229,527 216,658
5,112
3,585
―The remaining 50% of the personal investment cash amount is beneficial for the attainment of strategic focus targets and therefore contributes to the BMW Group's operational suc-
cess in strategically important areas
BMW Group Report 2021
230
96,201
133,326
Other Information
The Other Entities' segment result includes interest and sim-
ilar income amounting to € 875 million (2020: € 1,169 mil-
lion) and interest and similar expenses amounting to
€ 974 million (2020: € 1,232 million).
3,755
14,381
Total for reportable segments
Reconciliation of segment result
31.12.2021 31.12.2020
in € million
← = Q
2020
in € million
In the information by region, external revenues are based on
the location of the customer. The information disclosed for
non-current assets relates to property, plant and equipment,
intangible assets and leased products. Eliminations dis-
closed for non-current assets relate to leased products.
The reconciliation of segment figures to the corresponding
total Group figures shows the inter-segment items. Reve-
nues with other segments result mainly from the sale of
vehicles, for which the Financial Services segment has con-
cluded a financing or lease contract. Eliminations of
inter-segment items in the reconciliation to the Group profit
before tax, capital expenditure and depreciation and amorti-
sation mainly result from the sale of vehicles in the Automo-
tive segment, which are subsequently accounted for as
leased products in the Financial Services segment. In the
reconciliation of segment assets to Group assets, elimina-
tions relate mainly to intragroup financing balances.
Financial Statements
The total of the segment figures can be reconciled to the cor-
responding Group figures as follows:
The information disclosed for capital expenditure and depre-
ciation and amortisation relates to non-current property,
plant and equipment, intangible assets and leased products.
2021
― personal investment cash amount is 50 % dependent on key performance indicator RoCE and is therefore directly linked to a key measure of corporate strategy and reflects BMW AG's
aspiration to generate a significant premium on the cost of capital
The share-based remuneration programme in place in 2021
for qualifying departmental heads is aimed at rewarding a
long-term, entrepreneurial approach to running the business
on a sustainable basis. Under the terms of the programme,
participants give a commitment to invest an amount equiva-
lent to 26% of their performance-based bonus in BMW com-
mon stock and to hold the shares so acquired for a minimum
of four years. In return for the investment requirement,
BMW AG pays 100% of the investment amount as a net
subsidy. Once the four-year holding period requirement has
been fulfilled, the participants receive - for each three com-
mon stock shares held and at the Company's option - one
additional share of common stock or the cash equivalent, to
be decided at BMW AG's discretion.
― € 1.152 million (from second period of office or fourth year of mandate)
In the financial year 2021, the BMW Group recorded a per-
sonnel expense of € 23 million (2020: € 9 million) for the
Employee Share Programme, corresponding to the differ-
ence between the market price and the reduced price of the
shares of preferred stock purchased by employees.
In the financial year under report, 1,718,070 (2020: 822,124)
shares of preferred stock were acquired by employees. This
figure includes 1,715,000 (2020: 822,000) shares out of
Authorised Capital 2019, with the remainder bought back via
the stock exchange. Every year the Board of Management of
BMW AG decides whether the scheme is to be continued.
In connection with the Employee Share Programme Share
Programme, non-voting shares of preferred stock in BMW AG
were granted in 2021 to qualifying employees at favourable
conditions (see note 31 Equity for the number and price of
issued shares). Participants in the programme were entitled
in 2021 to acquire packages of 10, 20, 30, 40 or 90 shares of
preferred stock (2020: 8, 18 or 28) with a discount in each
case of € 13.50 (2020: € 11.50) per share compared to the
market price (average closing price in Xetra trading in the
period from 28 October to 3 November 2021: € 74.28). The
programme was open to employees who have been in an
employment relationship with BMW AG or a wholly-owned
BMW AG subsidiary in Germany, provided that the manage-
ment of the subsidiary concerned has decided to participate
in the programme. At the date of the announcement of the
programme, there was a requirement for the employment
relationship to have existed without interruption for at least
one year and for it to continue until the transfer of the shares
of preferred stock. Shares of preferred stock acquired in con-
junction with the Employee Share Programme are subject to
a vesting period of four years, starting from 1 January of the
year in which the shares were acquired.
Employee Share Programme
The BMW Group provides three share-based programmes:
one for eligible employees, one for senior heads of depart-
ment and one for members of the Board of Management.
41 Share-based remuneration
Programme for senior heads of department and members of the
Board of Management
← = Q
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
Other Information
221
With effect from the financial year 2021, the members of the
Board of Management receive an earmarked cash amount
(personal investment cash amount), net of taxes and deduc-
tions to be invested in BMW AG common stock. The personal
investment cash amount is paid after the end of the Annual
General Meeting, at which the separate financial statements
of BMW AG for the relevant financial year are presented. The
shares of common stock are purchased immediately after
the personal investment cash amount has been paid out,
and, with effect from the date of purchase, are subject to a
holding period of four years. The target amount for the per-
sonal investment cash amount comprises a ROCE compo-
nent (50%) and a strategic focus targets component (50%).
The RoCE component is determined on the basis of a RoCE
factor that depends on the RoCE achieved in the Automotive
segment in the grant year. The strategic focus targets com-
Up to and including 2020, the members of the Board of
Management received an earmarked cash amount (invest-
ment component) amounting to 45% of the gross amount of
the bonus, which, net of taxes and deductions, was required
to be invested in BMW common stock, also subject to a four-
year holding period, after which the member of the Board of
Management received, at BMW AG's discretion, one addi-
tional share of common stock for every three shares held or,
alternatively, the equivalent value in cash (matching compo-
nent).
The share-based remuneration component is measured at
its fair value at each balance sheet date between grant and
settlement date, and on the settlement date. The amounts
are recognised as personnel expense on a straight-line basis
over the vesting period and reported in the balance sheet as
a provision.
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
ponent is determined on the basis of at least two strategic
focus targets that are required to be defined before the start
of the financial year. Minimum, target and maximum values
are defined and factors stipulated for the Automotive seg-
ment's RoCE as well as for each strategic focus target. After
the end of the financial year, the relevant factors are deter-
mined on the basis of target achievement.
Combined Management Report
681
The remuneration system for Board of Management mem-
bers no longer provides for a matching component for finan-
cial years from 2021 onwards.
BMW Group Report 2021
222
The members of the Board of Management in office at the
end of the reporting period hold 58,560 shares of BMW
common stock based on holding requirements arising from
share-based remuneration for the financial years 2017 to
2020 (2020: 44,037).
In the event of death or invalidity, special rules apply for early
payment of share-based remuneration components based
on the target amounts. Insofar the service contract is prema-
turely terminated and the Company has an extraordinary
right of termination, or if the Board member resigns without
the Company's agreement, entitlements to amounts as yet
unpaid relating to share-based remuneration are forfeited.
To Our Stakeholders
Strategic focus target component (at 100 %
target achievement corresponds to 50% of
target amount)
Remuneration linked to corporate strategy
Parameters/measurement base, applicable amounts
· € 1.152 million (from second period of office or fourth year of mandate)
― € 2.115 million (Chairman of the Board of Management)
― Target amount strategic focus target component p. a. (50% of target amount of personal investment cash amount):
- € 0.55 million (first period of office)
― € 0.64 million (from second period of office or fourth year of mandate)
― € 1.175 million (Chairman of the Board of Management)
- € 0.990 million (first period of office)
- At least two strategic focus targets derived from the strategic plan
- Formula in event of two strategic focus targets with equal weighting p. a.:
25% of target amount for personal investment cash amount x factor for strategic focus target 1 + 25% of target amount for personal investment cash amount x factor for strategic
focus target 2
― Minimum, target and maximum values are defined before the start of the financial year
- Factor for each strategic focus target may not exceed 1.8
- Maximum amount of strategic focus target component p. a.:
- € 0.990 million (first period of office)
- Weighting of the strategic focus targets is decided before the start of the financial year
- Maximum amount of RoCE component p. a.:
― ROCE factor may not exceed 1.8
Minimum, target and maximum values for ROCE are defined before the start of the financial year
Requirement for Board of Management members to invest an earmarked cash amount (personal investment cash amount), net of tax and deductions, in shares of BMW common stock
- Requirement for Board of Management members to hold the acquired shares of BMW common stock for at least four years (share ownership)
― Assessment period of five years in total (one year for determining the personal investment cash amount, four years holding requirement)
- Target amount p. a. (at 100 % target achievement):
- € 1.10 million (first period of office)
― € 1.28 million (from second period of office or fourth year of mandate)
― € 2.35 million (Chairman of the Board of Management)
-50% of target amount depends on ROCE achieved in the Automotive segment (ROCE component)
- 50% of the target amount depends on the achievement of predefined strategic focus targets (strategic focus target component)
- Capped at 180 % of target amount
― Payment after the Annual General Meeting at which the Company Financial Statements are presented for the relevant financial year
- Target amount RoCE component p. a. (50% of target amount of the personal investment cash amount):
- € 0.55 million (first period of office)
― € 0.264 million (from second period of office or fourth year of mandate)
― € 1.175 million (Chairman of the Board of Management)
― Formula: 50% of target amount x RoCE factor
- ROCE factor is derived from the ROCE achieved in the Automotive segment for the grant year
― € 2.115 million (Chairman of the Board of Management)
619
Corporate Governance
17,466
5,112
2021
2020
2021
2020
2021
External revenues
2020
in € million
Reconciliation
to Group figures
Other Entities
Financial Services
Motorcycles
Automotive
The result of the Financial Services segment was negatively
impacted by impairment losses totalling € 390 million (2020:
€ 362 million) recognised on leased products. Income from
the reversal of impairment losses on leased products
amounted to € 134 million (2020: € 126 million).
Group
Write-downs on inventories to their net realisable value
amounting to € 41 million (2020: € 59 million) were recog-
nised by the Automotive segment in the financial year 2021.
The reversal of impairment losses had a positive impact of
€ 5 million (2020: € 2 million) on the segment result of the
Automotive segment.
2021
2021
Inter-segment revenues
98,990
111,239
1
1
28,590
2020
31,304
2,761
68,106
77,173
2020
2021
2020
2,293
18,303
Segment information by operating segment is as follows:
The success of the Financial Services segment is measured
on the basis of return on equity (RoE). Profit before tax there-
fore represents the relevant measure of segment earnings.
The measure of segment assets in the Financial Services
segment corresponds to net assets, defined as total assets
less total liabilities.
The activities of the BMW Group are broken down into the
operating segments Automotive, Motorcycles, Financial Ser-
vices and Other Entities.
For the purposes of presenting segment information, the
activities of the BMW Group are divided into operating seg-
ments in accordance with IFRS 8. The segmentation follows
the internal management and reporting system and takes
account of the organisational structure of the BMW Group
based on the various products and services of the reportable
segments.
45 Explanatory notes to segment information
Information on reportable segments
SEGMENT INFORMATION
← = Q
228
Within the Automotive segment, the BMW Group develops,
manufactures, assembles and sells automobiles powered
with all-electric drive systems, plug-in hybrid systems and
highly efficient combustion engines, as well as spare parts,
accessories and mobility services under the BMW, MINI and
Rolls-Royce brands. BMW and MINI brand products are sold
in Germany through branches of BMW AG and by independ-
ent, authorised dealers. Sales outside Germany are handled
mainly by subsidiary companies and by independent import
companies in some markets. Rolls-Royce brand vehicles are
sold in selected markets via subsidiary companies and else-
where by independent, authorised dealers.
BMW Group Report 2021
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
Liabilities of Automotive segment
To Our Stakeholders
The success of the Other Entities segment is assessed on
the basis of profit or loss before tax. The corresponding
measure of segment assets used to manage the Other Enti-
ties segment is total assets less asset-side income tax items
and intragroup investments.
Activities relating to the development, manufacture, assem-
bly and sale of motorcycles as well as spare parts and acces-
sories are reported in the Motorcycles segment.
Holding and Group financing companies are reported in the
Other Entities segment. This segment also includes the
operating companies BMW (UK) Investments Ltd. and
Bavaria Lloyd Reisebüro GmbH, which are not allocated to
one of the other segments.
← = Q
Other Information
Remuneration Report
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
Automobile leasing, retail and dealership financing, mul-
ti-brand fleet business, customer deposit business and
insurance activities are the main activities allocated to the
Financial Services segment.
BMW Group Report 2021
With effect from the reporting year 2022, a simplified defini-
tion of capital employed will be applied to make the RoCE
calculation more comprehensible and transparent for users.
Further information is provided in the section "Managing
operational performance at segment level" within the Com-
bined Management Report.
The Automotive and Motorcycles segments are managed on
the basis of return on capital employed (ROCE). The relevant
measure of segment results used is therefore profit before
financial result. Capital employed is the corresponding meas-
ure of segment assets used to determine how to allocate
resources and comprises all current and non-current opera-
tional assets after deduction of liabilities used operationally
which are generally not subject to interest (e. g. trade payables).
The role of "chief operating decision maker" with respect to
resource allocation and performance assessment of the
reportable segment is embodied in the full Board of Man-
agement. For this purpose, different measures of segment
performance as well as segment assets are taken into
account in the operating segments.
accordance with IFRS 8, do not give rise to any changes in
the presentation of segment information. Inter-segment
receivables and payables, provisions, income, expenses and
profits are eliminated upon consolidation. Inter-segment
revenues are based on market prices. Centralised cost com-
ponents are included in the respective segments, without
resulting in cash settlement.
Segment information is prepared as a general rule in con-
formity with the accounting policies adopted for preparing
and presenting the Group Financial Statements. Exceptions
to this general principle include the treatment of inter-seg-
ment warranties, the earnings impact of which is allocated to
the Automotive and Financial Services segments on the
basis used internally to manage the business. In addition,
intragroup repurchase agreements between the Automotive
and Financial Services segments pursuant to IFRS 15,
impairment allowances on intragroup receivables and
changes in the value of consolidated other investments pur-
suant to IFRS 9 are also excluded. Intragroup leasing
arrangements are not reflected in the internal management
and reporting system on an IFRS 16 basis and therefore, in
Internal management and reporting
229
12,747
-13
- 9
12,054
10,567
119
119
5,978
6,341
-6,451
-5,269
Depreciation and amortisation on non-current assets
24,936
146
169
6,041
7,329
Capital expenditure on non-current assets
24,146
920
- 6,291
24,042
31. 12. 2020 31.12.2021
31. 12. 2020 31.12.2021
31.12.2021
Other Entities
Financial Services
Motorcycles
25,983
Automotive
Investments accounted for using the equity method
Segment assets
in € million
11,976
11,758
-6,175
Reconciliation
1,520
920
1,520
30,044
32,867
2,284
2,748
80,853
Apart from this, no other events have occurred since the end
of the financial year which could have a major impact on the
results of operations, financial position and net assets of
BMW AG and the BMW Group.
5
95,476
- 14,194
- 19,857
2
4
1,454
1,563
Total revenues
3
- 19,857
-14,194 111,239
Result from equity accounted investments
5,222
16,060
1,467
1,679
- 235
531
1,725
3,753
103
227
2,162
9,870
Segment result
98,990
15,779
3,585
not subject to interest
RoCE component (at 100 % target achievement
corresponds to 50% of target amount)
35,769
Member of the Board of Management:
Bonus
VARIABLE REMUNERATION COMPONENTS
(SHORT-TERM BENEFITS)
Remuneration linked to corporate strategy
Retirement benefits
(other long-term benefits)
Compensation payments
― € 0.90 million p. a. (first period of office)
Fringe benefits
Base remuneration
(SHORT-TERM BENEFITS)
FIXED REMUNERATION COMPONENTS
REMUNERATION BOARD OF MANAGEMENT AND SUPERVISORY BOARD
COMPONENT
and the Supervisory Board is structured as follows:
The remuneration of members of the Board of Management
Parameters/measurement base, applicable amounts
Financial Statements
― € 1.05 million p. a. (from second period of office or fourth year of mandate)
- € 1.95 million p. a.
— € 2.10 million (Chairman of the Board of Management)
- € 1.15 million (from second period of office or fourth year of mandate)
- € 0.95 million (first period of office)
— Target amount p. a. (at 100 % target achievement):
(sum of earnings component and performance
component)
Bonus
Chairman of the Board of Management:
Base remuneration has the effect of discouraging unduly high levels of risk being taken to achieve short-term targets, thus contributing to the long-term development of the Company
- Fixed remuneration components are a prerequisite for competitive levels of remuneration to attract and retain Board of Management members with the right qualifications
Member of the Board of Management: € 400,000
Pension contribution p. a.:
Benefits based on amounts credited to individual savings accounts for contributions paid and interest earned, various forms of disbursement
The Supervisory Board may award payments to compensate for loss of salary from a previous employment relationship and to cover relocation costs in the case of new entrants.
Defined contribution system with a guaranteed minimum return
Contractual agreement, main points: non-cash benefits from the use of company cars and the BMW chauffeur service, insurance premiums, contributions towards security systems, em-
ployee discounts
― Monthly payment on time-apportioned basis
Chairman of the Board of Management: € 700,000
― Capped at 180% of target amount
← = Q
Remuneration Report
400,000
2.00
600,000
3.00
Chairman of the Supervisory Board
Deputy Chairman of the Supervisory Board
200,000
Chairman of the Audit Committee
1.00
Factor Amount in € p. a.
REMUNERATION SUPERVISORY BOARD*
Supervisory Board members who perform remuneration-rel-
evant functions, such as the Chairman or Deputy Chairman
of the Supervisory Board, as well as chairs and members of
committees (provided the committee has met on at least
three days of the financial year) receive higher remuneration
due to the additional requirements.
In accordance with the Articles of Incorporation, each mem-
ber of the Supervisory Board of BMW AG who does not per-
form any additional remuneration-relevant functions receives
a fixed remuneration of € 200,000 p. a. plus an attendance
fee of € 2,000 per plenary meeting in addition to the reim-
bursement of reasonable expenses.
The remuneration arrangements applicable for members of
the Supervisory Board do not include any stock options,
value appreciation rights comparable to stock options or any
other share-based remuneration components.
Pension obligations to former members of the Board of Man-
agement and their surviving dependants, also determined in
accordance with IAS 19, amounted to € 114.3 million (2020:
€ 118.8 million).
Member of the Supervisory Board
Other Information
2.25
2.00
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
224
450,000
No loans or advances were granted to members of the Board
of Management and the Supervisory Board by BMW AG or
its subsidiaries in the financial year 2021, nor were any con-
tingent liabilities entered into in their favour. During the year
under report, members of the Board of Management and the
Supervisory Board concluded vehicle leasing contracts and
related service contracts (service and repair) with BMW Group
entities at market conditions.
Chairman of another committee
Member of the Audit Committee
Member of another committee
300,000
1.50
400,000
2.00
400,000
* If a Supervisory Board member performs several additional remuneration-relevant functions, their re-
muneration is measured only on the basis of the function that is remunerated with the highest amount.
Pension obligations to current members of the Board of
Management are covered by provisions amounting to
€ 18.9 million (2020: € 14.7 million), determined in accord-
ance with IAS 19.
― Payment after the Annual General Meeting at which the Company Financial Statements are presented for the relevant financial year
BMW Group Report 2021
- Maximum amount of performance component p. a.:
- Performance factor may not exceed 1.8
― Measurement parameters and target values are determined before the start of the financial year
- Criteria for the other cross-divisional targets include in particular: market position compared to competitors, innovation performance (economic), development of the BMW Group's
reputation based on non-ESG-related aspects (e. g. perception on capital markets, brand strength), customer orientation
― Criteria for the cross-divisional targets with ESG criteria include in particular: innovation performance (environmental, e. g. reduction of carbon emissions), development of the
BMW Group's reputation based on ESG aspects (e. g. corporate culture, promotion of integrity and compliance), adaptability, attractiveness as an employer, leadership performance
-10% individual targets
- € 0.855 million (first period of office)
-40% other cross-divisional targets
- Composition of performance factor:
― Additional trend analysis over at least three financial years
-Relevant period is the vesting year
― Primarily qualitative, non-financial criteria, expressed in terms of a performance factor aimed at measuring the Board member's contribution to sustainable and long-term performance
and corporate orientation
- Formula: 50% of target amount x performance factor
― € 1.050 million (Chairman of the Board of Management)
36,910
― € 0.575 million (from second period of office or fourth year of mandate)
― € 1.035 million (from second period of office or fourth year of mandate)
― Earnings component of bonus rewards attainment of financial targets and is beneficial for earnings-related aspects of business strategy
Personal investment cash amount
SHARE-BASED REMUNERATION
(SHORT-TERM BENEFITS)
COMPONENT
= Q
↑
Other Information
― € 1.890 million (Chairman of the Board of Management)
Remuneration Report
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
226
― Performance component of bonus motivates the pursuit of non-financial strategic targets and is therefore beneficial for the long-term development of the BMW Group
Corporate Governance
225
- € 0.475 million (first period of office)
- Assessment period one year
Performance component
(at 100 % target achievement corresponds to
50% of target amount)
Earnings component
Bonus
VARIABLE REMUNERATION COMPONENTS
(SHORT-TERM BENEFITS)
COMPONENT
(at 100% target achievement corresponds to
50% of target amount)
= Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
↑
― Base amount p. a. (50% of target bonus amount):
Remuneration linked to corporate strategy
Assessment period one year
― € 1.890 million (Chairman of the Board of Management)
― € 1.035 million (from second period of office or fourth year of mandate)
- € 0.855 million (first period of office)
- Maximum amount of earnings component p.a.:
- Earnings factor may not exceed 1.8
― The earnings factor is 1.5 in case of a profit attributable to shareholders of BMW AG amounting to € 6.9 billion and a Group post-tax return on sales of 7.3%
―The earnings factor is 0 in case of a profit attributable to shareholders of BMW AG below € 3.0 billion or a Group post-tax return on sales of below 3.0%
Parameters/measurement base, applicable amounts
― The earnings factor is 1.0 in case of a profit attributable to shareholders of BMW AG amounting to € 5.3 billion and a Group post-tax return on sales of 5.6%
― Earnings factor is derived from a predefined allocation based on the parameters
- Formula: 50% of target amount x performance factor
― € 1.050 million (Chairman of the Board of Management)
― € 0.575 million (from second period of office or fourth year of mandate)
- € 0.475 million (first period of office)
― Base amount p. a. (50% of target bonus amount):
-Profit attributable to shareholders of BMW AG and Group post-tax return on sales in grant year
The total remuneration of former members of the Board of
Management and their dependants amounted to € 14.2 mil-
lion (2020: € 13.1 million).
- 50% cross-divisional targets with ESG criteria
No further shares were granted to active current members of
the Board of Management during the financial year under
report (2020: 7,001 shares). In the previous year, the fair
value of the shares granted amounted to € 0.5 million.
24,042
25,983
non-current assets
19,487
20,878
17,837
Total Group assets
21,522
Total Group capital expenditure on
2020*
40,254
213
2021
41,202
308
21,315
25,333
China
USA
7,007
- 148,919
229,527
Rest of Europe
3,379
3,821
Rest of the Americas
tion on non-current assets
1,821
2,315
216,658
10,433
Rest of Asia
Reconciliation of depreciation and amortisa-
17,630
19,134
30,258
32,920
10,875
3,222
-152,215
- 6,291
Non-current assets
782
735
Liabilities of Motorcycles segment not
subject to interest
5,222
16,060
Reconciliation of capital expenditure on
Group profit before tax
40
Non-operating assets - Motorcycles
910
-257
The expense recognised for the current members of the
Board of Management for the share-based remuneration
arrangements in place up to and including 2020 amounted
to € 0.5 million (2020: € 0.6 million). At 31 December 2021,
the provision for the share-based remuneration component
amounted to € 1.6 million (2020: € 1.6 million).
Elimination of inter-segment items
39
Elimination of inter-segment items
non-current assets
Information by
-6,451
Elimination of inter-segment items
7,676
13,638
14,206
2020
Total liabilities - Financial Services
segment
2021
Non-operating assets - Other Entities
segment
30,333
32,434
Total for reportable segments
132,062
136,113
region in E million
Germany
3,192
External revenues
17,027
Other long-term benefits
16.9
35.3
Short-term benefits
Board of Management
Compensation to members of the
8.5
2020
in € million
The total remuneration of the current members of the Board
of Management and the Supervisory Board of BMW AG
expensed for the financial year 2021 in accordance with IFRS
comprised the following:
43 Remuneration of members of the Board of
Management and Supervisory Board
← = Q
Other Information
Remuneration Report
2021
Corporate Governance
3.9
tion of board activity
For the financial years 2018 up to and including the financial
year 2020, variable cash remuneration was supplemented
by a multi-year and future-oriented Performance Cash Plan
(PCP). The PCP assessment period comprises three years,
the grant year and the two subsequent years. The PCP is
paid out after the end of the three-year assessment period.
27.6
Total for reportable segments
50.9
5.6
5.5
Benefits in conjunction with the termina-
Total expense
Compensation to members of the
0.6
0.5
Share-based remuneration component
0.6
1.1
Current compensation
Group Financial Statements
Notes to the Group
Financial Statements
Supervisory Board
To Our Stakeholders
on non-current assets
Total Group depreciation and amortisation
- 6,764
-7,317
Eliminations
- 6,175
11,758
-5,269
328
2,130
18,151
Other regions
Combined Management Report
2,562
Elimination of inter-segment items
11,976
354
111,239
Group
The Board of Management and the Supervisory Board of
Bayerische Motoren Werke Aktiengesellschaft have issued
the prescribed Declaration of Compliance pursuant to § 161
of the German Stock Corporation Act. It is included in the
Corporate Governance Statement, which is on BMW Group
website at www.bmwgroup.com/entsprechenserklaerung.
42 Declaration with respect to the
Corporate Governance Code
The previous year's value includes the fair value of the pro-
grammes at grant date as well as the shares granted to
members of the Board of Management.
The total expense recognised in 2021 for the share-based
remuneration component of current and former Board of
Management members and senior heads of department
was € 2,743,398 (2020: € 1,820,265).
The total carrying amount of the provision for the share-
based remuneration component of current and former Board
of Management members and senior heads of department
at 31 December 2021 was € 8,347,245 (2020: € 6,383,766).
The fair value of the programmes for senior heads of depart-
ment at the date of grant of the share-based remuneration
components was € 1,317,984 (2020: € 987,759), based on a
total of 18,341 shares (2020: 13,444 shares) of BMW AG
common stock or a corresponding cash-based settlement
measured at the relevant market share price prevailing on
the grant date.
223
* Prior year's figures adjusted
76,187
80,070
98,990
The cash-settlement obligation for the share-based remu-
neration component is measured at its fair value at the bal-
ance sheet date (based on the closing price of BMW AG
common stock in Xetra trading at 31 December 2021).
BMW Group Report 2021
100
BMW Asia Pte. Ltd., Singapore
I
100
BMW Asia Technology Centre Sdn Bhd, Kuala Lumpur
BMW China Automotive Trading Ltd., Beijing
BMW Asia Pacific Capital Pte Ltd., Singapore
BMW China Services Ltd., Beijing
100
100
100
BMW Manufacturing (Thailand) Co. Ltd., Rayong
BMW (Thailand) Co. Ltd., Bangkok
100
94
116
100
100
128
BMW Japan Corp., Tokyo
BMW Credit (Malaysia) Sdn Bhd, Kuala Lumpur
58
210
51
100
100
BMW Leasing (Thailand) Co. Ltd., Bangkok
BMW Group Report 2021
Bavarian Sky China 2019-2, Beijing 11
2021-2 ABL, Tokyo 11
Herald International Financial Leasing Co. Ltd., Tianjin
2021-1 ABL, Tokyo 11
2020-1 ABL, Tokyo 11
2019-3 ABL, Tokyo 11
2019-2 ABL, Tokyo 11
2019-1 ABL, Tokyo 11
2018-3 ABL, Tokyo 11
2018-2 ABL, Tokyo 11
2018-1 ABL, Tokyo 11
2017-3 ABL, Tokyo 11
BMW Malaysia Sdn Bhd, Kuala Lumpur
PT BMW Indonesia, Jakarta
BMW Tokyo Corp., Tokyo
BMW Lease (Malaysia) Sdn Bhd, Kuala Lumpur
BMW India Financial Services Private Ltd., Gurgaon
BMW India Private Ltd., Gurgaon
BMW Holding Malaysia Sdn Bhd, Kuala Lumpur
Companies
Financial Statements
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
238
100
0
269
Profit / loss in € million Capital investment in %
Equity in € million
= Q
↑
BMW Canada Auto Trust 2021-1, Richmond Hill, Ontario 11
BMW Vehicle Lease Trust 2021-2, Wilmington, Delaware11
BMW Vehicle Lease Trust 2021-1, Wilmington, Delaware 11
BMW Vehicle Owner Trust 2019-A, Wilmington, Delaware¹¹
BMW Vehicle Owner Trust 2020-A, Wilmington, Delaware¹¹
Companies
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
237
0
0
0
| |
0
0
100
100
100
Bavarian Sky China 2019-3, Beijing 11
100
0
0
0
0
BMW Korea Co. Ltd., Seoul
100
71
279
BMW Financial Services Korea Co. Ltd., Seoul
100
66
527
BMW Japan Finance Corp., Tokyo
100
559
559
119
BMW China Investment Ltd., Beijing⁹
306
2,561
BMW Automotive Finance (China) Co. Ltd., Beijing
Asia
0
SuperDrive Investments (RF) Ltd., Cape Town¹¹
100
100
13
104
BMW Financial Services (South Africa) (Pty) Ltd., Midrand
BMW (South Africa) (Pty) Ltd., Pretoria
Africa
58
Bavarian Sky China 2020-1, Beijing 11
Bavarian Sky China 2020-2, Beijing
Bavarian Sky China 2021-1, Beijing
To Our Stakeholders
Bavarian Sky China 2021-2, Beijing 11
Profit / loss in € million Capital investment in %
Equity in € million
FOREIGN7
IDEALworks GmbH, Munich
BMW i Ventures GmbH, Munich
BMW Car IT GmbH, Munich'
Automag GmbH, Munich
Alphabet Fleetservices GmbH, Munich 4
DOMESTIC'
Companies
BMW AG'S NON-CONSOLIDATED COMPANIES AT 31 DECEMBER 2021
Financial Statements
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
BMW Group Report 2021
240
0
0
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
000 BMW Leasing, Moscow
100
John Cooper Garages Ltd., Farnborough
John Cooper Works Ltd., Farnborough
BMW Poland sp. z o. o., Warsaw
BMW Motorsport Ltd., Farnborough
BMW Financial Services Slovakia s. r.o., Bratislava
BMW Group Benefit Trust Ltd., Farnborough
BMW Manufacturing Hungary Kft., Debrecen
BMW Manufacturing Russland 000, Kaliningrad
BMW Mobility Development Center s. r.o., Prague
BMW Financial Services Czech Republic s. r.o., Prague
BMW Drivers Club Ltd., Farnborough
BMW China Capital B. V., The Hague
BMW Car Club Ltd., Farnborough
BMW (UK) Pensions Services Ltd., Hams Hall
BMW (GB) Ltd., Farnborough
Alphabet Insurance Services Polska Sp. z o. o., Warsaw
Europe
100
BMW Russland Automotive 000, Kaliningrad
11
100
0
0
0
0
0
0
0
0
0
0
0
0
0
0
51
100
100
100
100
100
100
100
Profit / loss in € million Capital investment in %
Equity in € million
Bavarian Sky China Leasing 2020-1, Tianjin 11
Bavarian Sky China 2021-3, Beijing 11
0
0
0
0
0
Profit / loss in € million Capital investment in %
Equity in € million
BMW Australia Trust 2011-2, Mulgrave 11
Bavarian Sky Australia Trust A, Mulgrave 11
BMW Sydney Pty. Ltd., Sydney
BMW New Zealand Ltd., Auckland
BMW Melbourne Pty. Ltd., Melbourne
BMW Financial Services New Zealand Ltd., Auckland
BMW Australia Ltd., Melbourne
BMW Australia Finance Ltd., Mulgrave
Oceania
100
Bavarian Sky Korea 2021-1, Seoul 11
Bavarian Sky China Leasing 2021-1, Tianjin
Companies
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
239
0
11
100
BMW Group Report 2021
100
100
100
100
100
100
100
100
100
100
100
100
27
100
4
173
100
179
100
3
213
100
251
106
2,075
100
232
BMW Österreich Holding GmbH, Steyr
100
2,185
4,055
BMW International Holding B. V., The Hague
100
2,049
17,535
BMW Holding B. V., The Hague
Profit / loss in € million Capital investment in %
51
Equity in € million
FOREIGN²
Companies
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
Europe
100
4,515
100
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
231
BMW Bank 000, Moscow
BMW Belgium Luxembourg S. A./ N. V., Bornem
BMW Bulgaria EOOD, Sofia
BMW Central Medical Trustees Ltd., Farnborough
BMW Czech Republic s. r.o., Prague
BMW Danmark A/S, Copenhagen
Group Financial Statements
Notes to the Group
BMW Distribution S. A.S., Vélizy-Villacoublay
BMW Financial Services (Ireland) DAC, Dublin
BMW Financial Services B. V., The Hague
BMW Financial Services Belgium S. A./ N. V., Bornem
BMW Financial Services Denmark A/S, Copenhagen
BMW Financial Services Polska Sp. z o. o., Warsaw
Equity in € million
Profit / loss in € million Capital investment in %
100
100
100
100
100
BMW España Finance S. L., Madrid
Corporate Governance
Remuneration Report
Other Information
1,494
8,390
Profit / loss in € million Capital investment in %
Equity in € million
BAVARIA-LLOYD Reisebüro GmbH, Munich
Rolls-Royce Motor Cars GmbH, Munich 4,5,6
LARGUS Grundstücks-Verwaltungsgesellschaft mbH, Munich
Bürohaus Petuelring GmbH, Munich
BMW Vermögensverwaltungs GmbH, Munich
BMW M GmbH Gesellschaft für individuelle Automobile, Munich 3,5,6
BMW High Power Charging Beteiligungs GmbH, Munich 4,6
BMW Hams Hall Motoren GmbH, Munich 4,5,6
BMW Finanz Verwaltungs GmbH, Munich
BMW Anlagen Verwaltungs GmbH, Munich 3,6
BMW Vertriebszentren Verwaltungs GmbH, Munich
Parkhaus Oberwiesenfeld GmbH, Munich
Alphabet Fuhrparkmanagement GmbH, Munich 4
Alphabet International GmbH, Munich 4,5,6
Bavaria Wirtschaftsagentur GmbH, Munich 3,5,6
BMW Fahrzeugtechnik GmbH, Eisenach 3,5,6
Munich 3
BMW Beteiligungs GmbH & Co. KG, Munich 6
BMW INTEC Beteiligungs GmbH, Munich 3,6
BMW Bank GmbH,
DOMESTIC 1, 10
46 List of investments at 31 December 2021
The List of Investments of BMW AG pursuant to § 285 and
§ 313 HGB is presented below. Disclosures for equity and
earnings and for investments are not made if they are of "mi-
nor significance" for the results of operations, financial posi-
tion and net assets of BMW AG pursuant to § 286 (3) sen-
tence 1 no. 1 HGB and § 313 (3) sentence 4 HGB. It is also
shown in the list which subsidiaries apply the exemptions
available in § 264 (3) and § 264 b HGB with regard to the
publication of annual financial statements and the drawing
up of a management report and/or notes to the financial
statements (footnotes 5 and 6). The Group Financial State-
ments of BMW AG serve as exempting consolidated finan-
cial statements for these companies.
Companies
AFFILIATED COMPANIES (SUBSIDIARIES) OF BMW AG AT 31 DECEMBER 2021
AT 31 DECEMBER 2021
LIST OF INVESTMENTS
Financial Statements
← = Q
3,286
1,167
100
BMW Financial Services (GB) Ltd., Farnborough
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
233
100
100
100
I
Remuneration Report
100
Alphabet Italia S. p.A., Trento
Alphabet Fuhrparkmanagement (Schweiz) AG, Dielsdorf
Alphabet France Fleet Management S. A.S., Saint-Quentin-en-Yvelines
Alphabet Belgium Long Term Rental NV, Aartselaar
Alphabet Austria Fuhrparkmanagement GmbH, Salzburg
100
19
118
100
92
100
Other Information
← = Q
Financial Statements
100
100
100
100
100
100
100
100
100
BMW Automotive (Ireland) Ltd., Dublin
BMW Austria Leasing GmbH, Salzburg
BMW Austria GmbH, Salzburg
BMW (UK) Manufacturing Ltd., Farnborough
BMW (UK) Investments Ltd., Farnborough
BMW (UK) Capital plc, Farnborough
BLMC Ltd., Farnborough
BiV Carry II SCS, Senningerberg⁹
BiV Carry ISCS, Senningerberg
Bavaria Reinsurance Malta Ltd., Floriana
Alphabet Polska Fleet Management Sp. z o. o., Warsaw
Alphabet Nederland B. V., Breda
Alphabet Luxembourg S. A., Leudelange
Companies
132
100
BMW Finanzdienstleistungen (Schweiz) AG, Dielsdorf
100
19
417
Alphabet España Fleet Management S. A.U., Madrid
100
387
515
BMW i Ventures SCS SICAV-RAIF, Senningerberg
100
5
806
BMW (UK) Holdings Ltd., Farnborough
BMW Hellas Trade of Cars A. E., Kifissia
8
879
BMW (Schweiz) AG, Dielsdorf
100
192
937
BMW Motoren GmbH, Steyr
100
488
1,116
100
316
779
100
189
181
100
82
198
100
8
203
100
46
251
100
97
251
ALPHABET (GB) Ltd., Farnborough
BMW (UK) Ltd., Farnborough
BMW Austria Bank GmbH, Salzburg
BMW Finance S. N.C., Guyancourt
BMW Finance N. V., The Hague
100
313
315
BMW Russland Trading 000, Moscow
Rolls-Royce Motor Cars Ltd., Farnborough
100
100
100
2,042
389
100
1,473
202
100
BMW of North America LLC, Wilmington, Delaware
948
549
100
Financial Services Vehicle Trust, Wilmington, Delaware
BMW Manufacturing Co. LLC, Wilmington, Delaware
BMW Bank of North America Inc., Salt Lake City, Utah
698
100
BMW Canada Inc., Richmond Hill, Ontario
663
324
100
BMW (US) Holding Corp., Wilmington, Delaware
100
BMW Acquisitions Ltda., São Paulo
100
BMW Auto Leasing LLC, Wilmington, Delaware
BMW Consolidation Services Co. LLC, Wilmington, Delaware
405
BMW de Argentina S. A., Buenos Aires
The Americas 10
0
= Q
Companies
Equity in € million
Profit / loss in € million Capital investment in %
Bavarian Sky FTC, Compartment French Auto Leases 4, Paris 11
Bavarian Sky S. A., Compartment A, Luxembourg 11
0
0
Bavarian Sky S. A., Compartment B, Luxembourg 11
0
11
Bavarian Sky S. A., Compartment German Auto Leases 5, Luxembourg 11
Bavarian Sky S. A., Compartment German Auto Leases 6, Luxembourg
Bavarian Sky S. A., Compartment German Auto Loans 10, Luxembourg 11
Bavarian Sky S. A., Compartment German Auto Loans 9, Luxembourg 11
Bavarian Sky UK 3 plc, London 11
0
Bavarian Sky UK 4 plc, London 11
0
0
0
0
0
Bavarian Sky UK A Ltd., London 11
Bavarian Sky UK B Ltd., London 11
Bavarian Sky UK C Ltd., London 11
Bavarian Sky UK D Ltd., London"
0
0
0
↑
BMW de Mexico S. A. de C. V., Mexico City
100
BMW Receivables 2 Inc., Richmond Hill, Ontario
BMW Receivables Ltd. Partnership, Richmond Hill, Ontario
BMW SLP, S. A. de C. V., Villa de Reyes
BMW US Capital LLC, Wilmington, Delaware
Rolls-Royce Motor Cars NA LLC, Wilmington, Delaware
SB Acquisitions LLC, Wilmington, Delaware
BMW 2020- A Lease Conduit, Wilmington, Delaware 11
BMW 2021- A Lease Conduit, Wilmington, Delaware 11
BMW Canada 2018-A, Richmond Hill, Ontario 11
BMW Canada Auto Trust 2019-1, Richmond Hill, Ontario 11
BMW Canada Auto Trust 2020-1, Richmond Hill, Ontario¹
Equity in € million
Profit / loss in € million Capital investment in %
100
BMW Receivables 1 Inc., Richmond Hill, Ontario
100
100
100
100
100
100
100
100
100
100
100
100
100
100
BMW of Manhattan Inc., Wilmington, Delaware
BMW Manufacturing Indústria de Motos da Amazônia Ltda., Manaus
100
100
236
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Notes to the Group
Corporate Governance
Remuneration Report
Other Information
← = Q
BMW Manufacturing LP, Woodcliff Lake, New Jersey
Financial Statements
BMW do Brasil Ltda., Araquari
BMW Extended Service Corporation, Wilmington, Delaware
BMW Facility Partners LLC, Wilmington, Delaware
BMW Financeira S. A. Credito, Financiamento e Investimento, São Paulo
BMW Financial Services de Mexico S. A. de C. V. SOFOM, Mexico City
BMW Financial Services NA LLC, Wilmington, Delaware
BMW FS Funding Corporation, Wilmington, Delaware
BMW FS Receivables Corporation, Wilmington, Delaware
BMW FS Securities LLC, Wilmington, Delaware
BMW Insurance Agency Inc., Wilmington, Delaware
BMW Leasing do Brasil S. A., São Paulo
Companies
Other Information
I
Corporate Governance
Corporate Governance
Remuneration Report
Other Information
← = Q
Financial Statements
Companies
BMW Financial Services Scandinavia AB, Sollentuna
BMW France S. A., Montigny-le-Bretonneux
BMW Hungary Kft., Vecsés ⁹
BMW Iberica S. A., Madrid
BMW International Investment B. V., The Hague
BMW Italia Retail S. r.I., Rome
BMW Italia S. p.A., San Donato Milanese
BMW Malta Ltd., Floriana
BMW Nederland B. V., The Hague
BMW Norge AS, Fornebu
BMW Northern Europe AB, Stockholm
BMW Portugal Lda., Porto Salvo
BMW Renting (Portugal) Lda., Porto Salvo
Group Financial Statements
Notes to the Group
BMW Romeania S. R.L., Bucharest
Combined Management Report
234
Remuneration Report
100
100
☐
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
To Our Stakeholders
BMW Services Ltd., Farnborough
BMW Madrid S. L., Madrid
BMW Slovenská republika s. r.o., Bratislava
100
100
100
100
100
100
100
100
100
100
100
100
BMW Slovenia distribucija motornih vozil d. o.o., Ljubljana
100
100
100
100
100
100
100
100
100
100
100
To Our Stakeholders
Swindon Pressings Ltd., Farnborough
Oy BMW Suomi AB, Helsinki
Group Financial Statements
Notes to the Group
Financial Statements
BMW Vertriebs GmbH, Salzburg
100
Combined Management Report
Riley Motors Ltd., Farnborough
BMW Group Report 2021
Park Lane Ltd., Farnborough
235
Triumph Motor Company Ltd., Farnborough
Bavarian Sky Europe S. A. Compartment A, Luxembourg 11
0
Equity in € million
Profit / loss in € million Capital investment in %
100
The British Motor Corporation Ltd., Birmingham
↑
Northvolt AB, Stockholm
= Q
FOREIGN
Racer Benchmark Group GmbH, Landsberg am Lech
SGL Carbon SE, Wiesbaden
COMPANY'S GOVERNING
CONSTITUTION
Mobimeo GmbH, Berlin
Equity in € million Profit / loss in € million Capital investment in %
← = Q
2 The amounts shown for the foreign affiliated companies correspond to the annual IFRS statements drawn up in accordance with uniform IFRS rules. Equity and earnings not denominated in euro are translated in
euro using the closing exchange rate at the balance sheet date.
The designation BMW Group comprises Bayerische Motor-
en Werke Aktiengesellschaft (BMW AG) and its Group en-
tities. BMW AG is a stock corporation (Aktiengesellschaft)
within the meaning of the German Stock Corporation Act
(Aktiengesetz) and has its registered office in Munich, Ger-
many. It has three representative bodies, namely the Annual
General Meeting, the Supervisory Board and the Board of
Management. The duties and authorities of those bodies de-
rive from the Stock Corporation Act and the Articles of Incor-
poration of BMW AG. Shareholders, as the owners of the
business, exercise their rights at the Annual General Meet-
ing. The Board of Management is fully responsible for man-
aging the enterprise and is monitored and advised by the
Supervisory Board. The Supervisory Board appoints the
members of the Board of Management and can, at any time,
revoke an appointment for good cause. The Board of Man-
agement informs the Supervisory Board and reports to it
regularly, promptly and comprehensively, in line with the
principles of conscientious and faithful accountability and in
accordance with the law and the reporting duties determined
by the Supervisory Board. The Board of Management re-
quires the approval of the Supervisory Board for certain
major proceedings. The Supervisory Board is not, however,
authorised to undertake management measures itself.
The close interaction between the Board of Management
and the Supervisory Board in the interests of the enterprise
as described above is also known as a "two-tier board
structure".
BOARD OF MANAGEMENT
The Board of Management manages the enterprise under its
own responsibility, acting in the best interests of the enter-
prise with the aim of achieving sustainable creation of value.
The interests of shareholders, employees and other stake-
holders are also taken into account in the pursuit of this aim.
7 GRI 102-43
In accordance with §7 of the Articles of Association, the
Board of Management of BMW AG comprises two or more
persons; other than that, the number of members of the
Board of Management is determined by the Supervisory
Board. At 31 December 2021, the Board of Management
comprised seven members. The Board of Management de-
cides on the principal guidelines for managing the enter-
prise, determines and agrees upon the strategic orientation
with the Supervisory Board, and ensures its implementation.
The Board of Management is responsible for ensuring that
249
BMW Group Report 2021
To Our Stakeholders
Joblinge gemeinnützige AG Munich, Munich
Combined Management Report
Group Financial Statements
Corporate Governance
Fundamental Aspects of
Corporate Governance
Remuneration Report
Other Information
all provisions of law and internal regulations are complied
with. You can find more details about compliance at
BMW Group in the section Compliance and human rights at
BMW Group. The Board of Management is responsible for
ensuring that appropriate risk management, risk controlling
and compliance management systems are in place through-
out the Company.
Members of the Board of Management are required to act in
the enterprise's best interests and may not pursue personal
interests in their decisions or take advantage of business op-
portunities intended for the benefit of the Company. Individual
members of the Board of Management of BMW AG are re-
quired to disclose any conflicts of interest to the Supervisory
Board without delay, and to inform the other members of the
Board of Management accordingly.
Deliberations are held and decisions taken by the Board of
Management as a collegiate body at full. Board meetings as
well as at "Product and Customer Board Meetings". The
Board of Management also deliberates and makes decisions
at meetings of its three committees "Customer", "Oper-
ations" and "Senior Executives". The overall framework for
developing business strategies, the use of resources, the im-
plementation of strategies and matters of particular impor-
tance to BMW AG are decided upon at Board of Management
meetings.
The Board of Management has issued terms of procedure for
itself. The allocation of areas of responsibility and business
segments among the members of the Board of Management
is set out in the Board's Schedule of Responsibilities.
More information about the composition of the Board of
Management, and how it operates and its individual commit-
tees is provided in the Statement on Corporate Governance
at www.bmwgroup.com/statement on corporate governance (Corporate
Governance).
SUPERVISORY BOARD
BMW AG's Supervisory Board is composed of ten share-
holder representatives (elected by the Annual General Meet-
ing) and ten employee representatives (elected in accord-
ance with the Co-Determination Act). The ten Supervisory
Board members representing employees comprise seven
Company employees, including one executive staff repre-
sentative, and three members elected following nomination
by unions. The Supervisory Board is charged with the task of
advising and supervising the Board of Management in its
management of BMW AG. It is involved in decisions of fun-
damental importance for BMW AG. The Supervisory Board
appoints the members of the Board of Management and
decides upon the level of remuneration they receive. The
Supervisory Board can revoke appointments for important
1 The amounts shown for the German affiliated companies correspond to the annual financial statements drawn up in accordance with German accounting rules (HGB).
Joblinge gemeinnützige AG Leipzig, Leipzig
Companies
IVM Industrie-Verband Motorrad GmbH & Co. Dienstleistungs KG, Essen
BMW AVTOTOR Holding B. V., Amsterdam
BMW ArcherMind Information Technology Co. Ltd., Nanjing
BMW Albatha Leasing LLC, Dubai
INFORMATION ON THE
Financial Statements
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
244
40
Critical TechWorks S. A., Porto
Equity in € million Profit loss in € million Capital investment in %
40
50
Hubject GmbH, Berlin
GSB Sonderabfall-Entsorgung Bayern GmbH, Baar-Ebenhausen
Deutsches Forschungszentrum für Künstliche Intelligenz GmbH, Kaiserslautern
DOMESTIC
Companies
BMW AG'S PARTICIPATIONS AT 31 DECEMBER 2021
Other Information
Joblinge gemeinnützige AG Berlin, Berlin
Remuneration Report
Group Financial Statements
Notes to the Group
Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
245
50
50
Corporate Governance
Governance).
Pieter Nota
Good corporate governance acting in accordance with
the principles of responsible management aimed at cre-
ation of value on a sustainable basis - is an essential re-
quirement for the BMW Group, embracing all areas of the
business. Transparent reporting and corporate communi-
cation, corporate governance that is aligned with the inter-
ests of all stakeholders, cooperation based on trust be-
tween the Board of Management, Supervisory Board and
employees, and compliance with applicable law are essen-
tial cornerstones of the corporate culture within the
BMW Group.
10
22
16
3
5
11 Control on basis of economic dependence.
10 Deconsolidation in the financial year 2021: BMW Verwaltungs GmbH (merger), BMW Leasing de Mexico S. A. de C. V. (merger).
9 First-time consolidation.
The amounts shown for entities accounted for using the equity method and for proportionately consolidated entities correspond to the annual financial statements drawn up in accordance with uniform IFRS rules.
Equity not denominated in euro is translated into euro using the closing exchange rate at the balance sheet date, earnings are translated using the average rate.
7 These entities are neither consolidated nor accounted for using the equity method due to their overall immateriality for the Group Financial Statements.
6 Exemption from publication of financial statements applied in accordance with § 264 (3) and § 264b HBG.
5 Exemption from drawing up a management report applied in accordance with § 264 (3) and § 264b HBG.
Oliver Zipse
Ilka Horstmeier
Dr.-Ing. Milan Nedeljković
17
6
10
9
Combined Management Report
Group Financial Statements
Notes to the Group
Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Munich, 8 March 2022
Dr. Nicolas Peter
Bayerische Motoren Werke
The Board of Management
20
To Our Stakeholders
BMW Group Report 2021
246
3
18
Aktiengesellschaft
Dr.-Ing. Joachim Post
Frank Weber
247
Representatives
259 Independent Auditor's Report
267 Independent Practitioner's Report
CORPORATE
GOVERNANCE
248
BMW Group Report 2021
258 Responsibility Statement by the Company's Legal
To Our Stakeholders
Group Financial Statements
Corporate Governance
Fundamental Aspects of
Corporate Governance
Remuneration Report
Other Information
← = Q
FUNDAMENTAL ASPECTS OF CORPORATE GOVERNANCE
(PART OF THE COMBINED MANAGEMENT REPORT)
-
Combined Management Report
The Board of Management and the Supervisory Board re-
port below on the main features of corporate governance.
A detailed report on corporate governance can be found in
the Statement on Corporate Governance, available at
www.bmwgroup.com/statement on corporate governance (Corporate
256 Overview of Supervisory Board Committees and their
Composition
252 Current Members of the Supervisory Board
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
255 Outgoing Members of the Supervisory Board
← = Q
248 Information on the Company's Governing Constitution
248 Board of Management
249 Supervisory Board
250 Shareholders and Annual General Meeting
250 Declaration of Compliance
251 Current Members of the Board of Management
251 Outgoing Members of the Board of Management
248 Fundamental Aspects of Corporate Governance
(Part of the Combined Management Report)
20
100
50
100
100
100
100
100
100
BMW Mobility Services LLC, Wilmington, Delaware
BMW Operations Corp., Wilmington, Delaware
BMW Shared Services LLC, Wilmington, Delaware
BMW Technology Corp., Wilmington, Delaware
Designworks/USA Inc., Newbury Park, California
MINI Business Innovation LLC, Wilmington, Delaware
Toluca Planta de Automoviles S. A. de C. V., Mexico City
Urban X Accelerator SPV LLC, Wilmington, Delaware
BMW i Ventures Inc., Wilmington, Delaware
BMW i Ventures LLC, Wilmington, Delaware
BMW Experience Centre Inc., Richmond Hill, Ontario
217-07 Northern Boulevard Corporation, Wilmington, Delaware
The Americas
Profit / loss in € million Capital investment in %
Equity in € million
Companies
← = Q
100
100
100
100
100
100
100
BMW Technology Office Israel Ltd., Tel Aviv
BMW Parts Manufacturing (Thailand) Co., Ltd., Rayong Province
BMW Mobility Services Ltd., Sichuan Tianfu New Area (Chengdu Section)
BMW Middle East Retail Competency Centre DWC-LLC, Dubai
Other Information
BMW Insurance Services Korea Co. Ltd., Seoul
BMW India Foundation, Gurgaon
BMW Hong Kong Services Ltd., Hong Kong
BMW Finance (United Arab Emirates) Ltd., Dubai
BMW Financial Services Singapore Pte Ltd., Singapore
Asia
BMW Automobile Distributors (Pty) Ltd., Midrand
BPF Midrand Property Holdings (Pty) Ltd., Midrand
Multisource Properties (Pty) Ltd., Midrand
Africa
100
BMW India Leasing Private Ltd., Gurgaon
100
Remuneration Report
Group Financial Statements
Notes to the Group
Financial Statements
Moreover, the remuneration systems for members of the
Board of Management and the Supervisory Board are pre-
sented to the Annual General Meeting for approval whenever
they undergo significant changes, but at least every four
years. They were last presented at the 2021 Annual General
Meeting. From the 2022 Annual General Meeting onwards,
the Annual General Meeting will also vote on whether to ap-
prove the Remuneration Report.
The shareholders of BMW AG exercise their rights at the An-
nual General Meeting. The Annual General Meeting decides
in particular on the utilisation of unappropriated profit, the
ratification of the activities of the members of the Board of
Management and of the Supervisory Board, the appoint-
ment of the external auditor, changes to the Articles of Incor-
poration and certain capital-related measures, as well as
electing the shareholders' representatives to the Supervis-
ory Board.
ANNUAL GENERAL
MEETING
SHAREHOLDERS AND
Members of the Supervisory Board of BMW AG are obliged
to act in the best interest of the enterprise as a whole. They
may not pursue personal interests in their decisions or take
advantage of business opportunities intended for the benefit
of the Company.
The members of the Supervisory Board are required to re-
port any conflicts of interest immediately to the Chairman of
the Supervisory Board. The Supervisory Board reports on
the handling of such conflicts of interest to the Annual Gen-
eral Meeting. Conflicts of interest requiring to be disclosed
include, in particular, conflicts of interest that may result from
a directorship function or advisory role with clients, suppli-
ers, lenders or other business partners. If a Supervisory
Board member has significant and non-temporary conflicts
of interest, this will lead to the termination of the mandate.
The Supervisory Board regularly assesses the effectiveness
of its activities and the activities carried out by its commit-
tees by means of a questionnaire as well as discussions with
the Chairman. The findings and conclusions resulting from
this self-assessment process are subsequently discussed in
plenary.
The Supervisory Board has stated specific targets for its
composition, agreed to a diversity concept and determined a
competency profile. Members of the Supervisory Board are
responsible for undertaking any training required for the per-
formance of their duties, appropriately assisted by the
Company.
Taking into account the specific circumstances of the
BMW Group and the number of Board members, the Super-
visory Board has set up a Presiding Board and four commit-
tees, namely the Personnel Committee, the Audit Commit-
tee, the Nomination Committee and the Mediation
Committee. These serve to raise the effectiveness of the Su-
pervisory Board's work and facilitate the handling of com-
plex issues.
The composition of the Presiding Board and the committees
is based on legal requirements, the Articles of Incorporation,
the rules of procedure and corporate governance principles,
particularly taking into account the professional expertise of
their members.
BMW AG ensures that the Supervisory Board and its com-
mittees are appropriately equipped to carry out their duties.
This includes providing a central Supervisory Board office to
support the chairpersons in their coordination work.
More information about the composition of the Supervisory
Board, and how it operates and its individual committees, is
provided in the Statement on Corporate Governance at
7 www.bmwgroup.com/statement on corporate governance.
7 GRI-Index: 102-23
250
Shareholders may exercise their voting rights at the Annual
General Meeting either in person, by proxy, or via a repre-
sentative designated by BMW AG. Voting rights may also be
exercised via postal vote.
Due to the Covid-19 pandemic, the 2021 Annual General
Meeting was held as a virtual meeting, i. e. without share-
holders and proxies being physically present with the excep-
tion of the Company representatives bound by instructions
issued by shareholders. The Company enabled shareholders
in this situation to exercise their voting rights by issuing in-
structions to Company representatives or by postal vote
(both in writing and online).
The Board of Management and the Supervisory Board of
BMW AG issue an annual Declaration of Compliance pursu-
ant to §161 of the German Stock Corporation Act (AktG) with
regard to recommendations of the Government Commission
on the German Corporate Governance Code as officially pub-
lished and valid at the date of the declaration. The current
and previous Declarations of Compliance of BMW AG are
available online at www.bmwgroup.com/compliance declaration. In
the Declaration of Compliance issued in December 2021, the
Board of Management and the Supervisory Board declared
that BMW Group would continue to comply with all recom-
mendations of the German Corporate Governance Code
(version dated 16 December 2019) going forward.
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
241
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Corporate Governance
Group Financial Statements
Remuneration Report
Other Information
← = Q
4 Profit and Loss Transfer Agreement with a subsidiary of BMW AG.
reasons.
Further information on corporate management and govern-
ance, including the Declaration of Compliance pursuant to
§161 of the German Stock Corporation Act, can be found in
the Statement on Corporate Governance (§ 289f and § 315d
HGB) at www.bmwgroup.com/statement on corporate governance.
DECLARATION OF
COMPLIANCE
Corporate Governance
Fundamental Aspects of
Corporate Governance
100
100
100
50
3,596
11,176
BMW Brilliance Automotive Ltd., Shenyang 8
FOREIGN
20
-35
209
50
-337
897
Equity in € million Profit / loss in € million Capital investment in %
IONITY Holding GmbH & Co. KG, Munich 8
YOUR NOW Holding GmbH, Munich 8
DOMESTIC
Associated companies - equity accounted
FOREIGN
THERE Holding B. V., Amsterdam 8
Solid Power, Inc., Wilmington, Delaware
50
7
30
- 108
1,090
BMW Albatha Finance PSC, Dubai
Bavarian & Co Co. Ltd., Incheon
Joint ventures - equity accounted
FOREIGN
The Retail Performance Company GmbH, Munich
Encory GmbH, Unterschleißheim
DOMESTIC
Not equity accounted or proportionately consolidated entities
Spotlight Automotive Ltd., Zhangjiagang 8
FOREIGN
Joint operations - proportionately consolidated entities
PDB - Partnership for Dummy Technology and Biomechanics GbR, Gaimersheim
Companies
BMW AG'S ASSOCIATED COMPANIES, JOINT VENTURES AND JOINT OPERATIONS AT 31 DECEMBER 2021
Financial Statements
Companies
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
Financial Statements
To Our Stakeholders
242
100
100
100
100
100
100
BMW Group Report 2021
50
Herald Hezhong (Beijing) Automotive Trading Co. Ltd., Beijing
BMW Philippines Corp., Manila
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Notes to the Group
Combined Management Report
To Our Stakeholders
THEPSATRI Co. Ltd., Bangkok
BMW Group Report 2021
51
70
100
100
Profit / loss in € million Capital investment in %
Equity in € million
BMW Financial Services Hong Kong Ltd., Hong Kong
243
3 Profit and Loss Transfer Agreement with BMW AG.
⚫ Chair.
Based on our audit procedures, we were able to satisfy
ourselves that the methods and processes for determin-
ing the expected residual values of leased products un-
derlying the valuation are appropriate and the assump-
tions and parameters included in the forecast model for
the residual value are appropriate as a whole.
SUSANNE KLATTEN (b. 1962)
Member since 1997, elected until the AGM 2024
Entrepreneur
Mandates
Fresenius Kabi AG***, Deputy Chairwoman
Fresenius Medical Care Management AG****
DR.-ING. HEINRICH HIESINGER (b. 1960)
Member since 2017, elected until the AGM 2022
Chairman of the Supervisory Board of ZF
Friedrichshafen AG
Mandates
-
Member since 12 May 2021, elected until the AGM 2025
Member of the Board of Management of Fresenius Man-
agement SE (finance division)
ALTANA AG ****, Deputy Chairwoman
UnternehmerTUM GmbH*, Chairwoman
PROF. DR. DR. H. C. CHRISTOPH M. SCHMIDT (b. 1962)
Member since 12 May 2021, elected until the AGM 2025
President of the RWI - Leibniz Institute for Economic
Research, University Professor
Mandates
Basalt-Actien-Gesellschaft*
Thyssen Vermögensverwaltung GmbH*
Mandates
Deutsche Post AG
Fresenius Management SE*
SGL Carbon SE, Chairwoman
SprinD GmbH*
RACHEL EMPEY (b. 1976)
Serviceplan Group Management SE*
Wayfair Inc.
BASF SE (until 29 April 2022)
253
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Fundamental Aspects of
Corporate Governance
Remuneration Report
Other Information
← = Q
BERNHARD EBNER¹ (b. 1978)
Member since 8 October 2021, appointed until the AGM
2024
Chairman of the Works Council, Landshut
JOHANN HORN² (b. 1958)
Member since 14 May 2021, appointed until the AGM 2024
Head of Bavaria Region, IG Metall
Mandates
EDAG Engineering GmbH* (until 28 May 2021)
Siemens Healthcare GmbH*
ANKE SCHÄFERKORDT (b. 1962)
Member since 2020, elected until the AGM 2025
Member of supervisory boards
Mandates
ZF Friedrichshafen AG*
(Chairman since 1 January 2022)
JENS KÖHLER¹ (b. 1964)
Member since 3 August 2021, appointed until the
AGM 2024
KraussMaffei Group GmbH*, Deputy Chairwoman (since
31 May 2021)
DR. THOMAS WITTIG³ (b. 1960)
Member since 2019, elected until the AGM 2024
Senior Vice President Financial Services
Mandates
BMW Bank GmbH ****, Chairman
BMW Automotive Finance (China) Co. Ltd.***,
Chairman
WERNER ZIERER¹ (b. 1959)
Member since 2001, elected until the AGM 2024
Member of the Works Council, Regensburg (Chairman until
31 October 2021)
1 Employees of the enterprise.
2 Union representative.
3 Executive employee of the enterprise.
Not listed on the stock exchange.
"Group mandate.
- Memberships of other statutory supervisory boards.
-Memberships of comparable boards of business enterprises in Germany and abroad.
Corporate Governance
Fundamental Aspects of
Corporate Governance
Mandates
Simex Trading AG*
1. Authorised Representative and Head of IG Metall's
Munich Office
Member since 4 January 2022, appointed until the
Chairman of the Works Council, Leipzig
DR. VISHAL SIKKA (b. 1967)
Member since 2019, elected until the AGM 2024
CEO & Founder, Vianai Systems, Inc.
DR. DOMINIQUE MOHABEER¹ (b. 1963)
Member since 2012, elected until the AGM 2024
Member of the Works Council, Munich
Mandates
Oracle Corporation
1 Employees of the enterprise.
2 Union representative.
3 Executive employee of the enterprise.
Not listed on the stock exchange.
"Group mandate.
- Memberships of other statutory supervisory boards.
-Memberships of comparable boards of business enterprises in Germany and abroad.
254
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
SIBYLLE WANKEL² (b. 1964)
AGM 2024
Whirlpool Corp. **, Chairman
Mandates
Member since 12 May 2021, elected until the AGM 2025
Chairman and Chief Executive Officer of Whirlpool
Corporation
BMW (South Africa) (Pty) Ltd. ****, Chairman
BMW Motoren GmbH ***, Chairman
FRANK WEBER (b. 1966)
Development
PIETER NOTA (b. 1964)
Customer, Brands, Sales
Mandates
Rolls-Royce Motor Cars Limited ****, Chairman
Not listed on the stock exchange.
**Group mandate.
- Memberships of other statutory supervisory boards.
-Memberships of comparable boards of business enterprises in Germany and abroad.
OUTGOING MEMBERS
OF THE BOARD OF
MANAGEMENT
DR.-ING. ANDREAS WENDT (b. 1958)
Purchasing and Supplier Network
(until 31 December 2021)
General Counsel:
DR. ANDREAS LIEPE
252
BMW Group Report 2021
To Our Stakeholders
Mandates
Combined Management Report
Purchasing and Supplier Network (since 1 January 2022)
DR.-ING. MILAN NEDELJKOVIĆ (b. 1969)
Production
251
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Fundamental Aspects of
Corporate Governance
Remuneration Report
Other Information
← = Q
CURRENT MEMBERS
OF THE BOARD OF
MANAGEMENT
OLIVER ZIPSE (b. 1964)
Chairman
ILKA HORSTMEIER (b. 1969)
Human Resources, Labour Relations Director
DR. NICOLAS PETER (b. 1962)
Finance
Mandates
―
BMW Brilliance Automotive Ltd. ****,
Chairman (until 10 February 2022 Deputy Chairman)
DR.-ING. JOACHIM POST (b. 1971)
Remuneration Report
Group Financial Statements
Remuneration Report
** Note: Mr Quandt is the sole shareholder of DELTON Health AG, DELTON Technology SE and AQTON
SE. Mr Quandt holds majority interests in Entrust Corp. and SOLARWATT GmbH.
Mandates
FUCHS PETROLUB SE, Chairman (until 3 May 2022)
CHRISTIANE BENNER² (b. 1968)
Member since 2014, elected until the AGM 2024
Deputy Chair of IG Metall
1 Employees of the enterprise.
2 Union representative.
3 Executive employee of the enterprise.
Not listed on the stock exchange.
"Group mandate.
- Memberships of other statutory supervisory boards.
- Memberships of comparable boards of business enterprises in Germany and abroad.
Mandates
Continental AG, Deputy Chairwoman
STEFAN SCHMID1 (b. 1965)
Member since 2007, elected until the AGM 2024
Deputy Chairman of the Supervisory Board
Chairman of the Works Council, Dingolfing
DR. MARC BITZER (b. 1965)
Entrust Corp.*.**
Corporate Governance
Fundamental Aspects of
Corporate Governance
SOLARWATT GmbH ***
Mandates
Other Information
← = Q
CURRENT MEMBERS OF
THE SUPERVISORY BOARD
DR.-ING. DR.-ING. E. H. NORBERT REITHOFER (b. 1956)
Member since 2015, elected until the AGM 2025
Chairman of the Supervisory Board
Former Chairman of the Board of Management of BMW AG
STEFAN QUANDT (b. 1966)
Member since 1997, elected until the AGM 2024
Deputy Chairman of the Supervisory Board
Entrepreneur
DR. RER. POL. KURT BOCK (b. 1958)
Member since 2018, elected until the AGM 2023
Deputy Chairman of the Supervisory Board
(since 12 May 2021)
Chairman of the Supervisory Board of BASF SE
Mandates
Siemens Aktiengesellschaft
Henkel Management AG*
Henkel AG & Co. KGaA (Shareholders' Committee)
MANFRED SCHOCH (b. 1955)
Member since 1988, elected until the AGM 2024
Deputy Chairman of the Supervisory Board
Chairman of the European and General Works Council
Industrial Engineer
DELTON Health AG ***, Chairman
DELTON Technology SE***, Chairman
Frankfurter Allgemeine Zeitung GmbH*
AQTON SE***, Chairman
Other Information
← = Q
255
Remuneration Report
Other Information
← = Q
RESPONSIBILITY STATEMENT BY THE
COMPANY'S LEGAL REPRESENTATIVES
Statement pursuant to § 117 No.1 of the 1, AktG Trading Act
(WpHG) in conjunction with § 297 (2) sentence 4 and § 315
(1) sentence 5 of the German Commercial Code (HGB)
"To the best of our knowledge, and in accordance with the
applicable reporting principles, the Group Financial State-
ments give a true and fair view of the assets, liabilities, finan-
cial position and results of operations of the Group, and the
Group Management Report includes a fair review of the
development and performance of the business and position
of the Group, together with a description of the principal
opportunities and risks associated with the expected devel-
opment of the Group."
Munich, 8 March 2022
Bayerische Motoren Werke
Aktiengesellschaft
The Board of Management
Oliver Zipse
Ilka Horstmeier
Dr.-Ing. Milan Nedeljković
Pieter Nota
Dr. Nicolas Peter
Dr.-Ing. Joachim Post
Frank Weber
259
BMW Group Report 2021
To Our Stakeholders
Corporate Governance
Responsibility Statement by the
Company's Legal Representatives
Combined Management Report
Group Financial Statements
To Our Stakeholders
Group Financial Statements
Corporate Governance
Fundamental Aspects of
Corporate Governance
Remuneration Report
Other Information
← = Q
Principal duties, basis for activities
NOMINATION COMMITTEE
- Identifying suitable candidates as shareholder representatives on the Supervisory Board to be put forward for inclusion in the
Supervisory Board's proposals for election at the Annual General Meeting
― Established in accordance with recommendation in the German Corporate Governance Code, activities based on terms of proce-
dure
Members
Norbert Reithofer*, Kurt Bock (since 12 May 2021), Susanne Klatten, Karl-Ludwig Kley (until 12 May
2021), Stefan Quandt
(In line with the recommendation of the German Corporate Governance Code, the Nomination Committee
comprises only shareholder representatives.)
MEDIATION COMMITTEE
― Submitting a proposal to the Supervisory Board if a resolution to appoint a member of the Board of Management has not been
carried by the necessary two-thirds majority of Supervisory Board members' votes
- Established as required by law
Norbert Reithofer, Manfred Schoch, Stefan Quandt, Stefan Schmid
(In accordance with statutory requirements, the Mediation Committee comprises the Chairman and Dep-
uty Chairman of the Supervisory Board and one member each selected by shareholder representatives
and employee representatives.)
258
BMW Group Report 2021
Combined Management Report
Combined Management Report
Group Financial Statements
INDEPENDENT AUDITOR'S REPORT
Other Information
← = Q
and of the Group Management Report" section of our audi-
tor's report. We are independent of the group entities in ac-
cordance with the requirements of European law and Ger-
man commercial and professional law, and we have fulfilled
our other German professional responsibilities in accordance
with these requirements. In addition, in accordance with Arti-
cle 10 (2) point (f) of the EU Audit Regulation, we declare that
we have not provided non-audit services prohibited under
Article 5 (1) of the EU Audit Regulation. We believe that the
audit evidence we have obtained is sufficient and appropriate
to provide a basis for our audit opinions on the consolidated
financial statements and on the group management report.
Key Audit Matters in the Audit of the Consolidated Fi-
nancial Statements
Key audit matters are those matters that, in our professional
judgment, were of most significance in our audit of the con-
solidated financial statements for the financial year from Jan-
uary 1 to December 31, 2021. These matters were addressed
in the context of our audit of the consolidated financial state-
ments as a whole, and in forming our audit opinion thereon;
we do not provide a separate audit opinion on these matters.
In our view, the matters of most significance in our audit were
as follows:
1 Measurement of leased products
2 Valuation of receivables from sales financing
3 Valuation of provisions for statutory and
non-statutory warranty obligations and product
guarantees
4 Presentation of the acquisition of BMW Brilliance
Automotive Ltd., Shenyang, China, after the
balance sheet date in the notes
Our presentation of these key audit matters has been struc-
tured in each case as follows:
1 Matter and issue
2 Audit approach and findings
3 Reference to further information
Hereinafter we present the key audit matters:
1 Measurement of leased products
The BMW Group leases vehicles to end customers under
operating leases (leased products). At the balance sheet
date, the figure reported under the "leased products" line
item for operating leases was EUR 44,700 million (ap-
proximately 19.5% of total assets). Leased products are
measured at cost, which is depreciated on a straight-line
basis over the lease term to the expected residual value
(recoverable amount). A key estimated value for subse-
quent measurement of leased products is the expected
residual value at the end of the lease term. The
BMW Group uses internally available data on historical
empirical values, current market data and market esti-
mates as well as forecasts by external market research
institutes. The estimation of future residual values is
subject to judgment due to the large number of assump-
tions to be made by the executive directors and the
amount of data included in the determination.
Against this background and due to the resulting signifi-
cant uncertainties with regard to estimates in the context
of measuring the residual values of the leased products,
this matter was of particular significance in the context of
our audit.
2 As part of our audit we obtained an understanding of the
development of operating leases, the underlying residu-
al value risks as well as the business processes for the
identification, management, monitoring and measure-
ment of residual value risks, among other things by in-
quiries and inspection of documents related to the inter-
nal calculation methods. Furthermore, we evaluated the
appropriateness and effectiveness of the internal control
system, particularly regarding the determination of ex-
pected residual values. This included the evaluation of
the propriety of the relevant IT systems as well as the
implemented interfaces therein by our IT-specialists. In
addition, we evaluated the appropriateness of the fore-
casting methods, the model assumptions as well as the
parameters used for the measurement of the residual
values based on the validations carried out by the
BMW Group. For this purpose, we inquired with the
BMW Group's experts responsible for the management
and monitoring of residual value risks and inspected the
internal analysis on residual value developments and re-
sidual value forecasts as well as the validation results.
We examined the mathematically correctness of the
forecast values using the key calculation steps.
Remuneration Report
Corporate Governance
Corporate Governance
Independent Auditor's Report
Combined Management Report
Independent Auditor's Report
Remuneration Report
Other Information
← = Q
To Bayerische Motoren Werke
Aktiengesellschaft, Munich
Report on the Audit of the
Consolidated Financial Statements and
of the Group Management Report
Audit Opinions
We have audited the consolidated financial statements of
Bayerische Motoren Werke Aktiengesellschaft, Munich, and
its subsidiaries (the Group), which comprise the Balance
Sheet for Group at 31 December 2021, and the Income State-
ment for Group, Statement of Comprehensive Income for
Group, Cash Flow Statement for Group and Statement of
changes in Equity for Group for the financial year from 1 Jan-
uary to 31 December 2021, and Notes to the Group Financial
Statements, including a summary of significant accounting
policies. In addition, we have audited the combined man-
agement report of Bayerische Motoren Werke Aktienge-
sellschaft, which is combined with the Company's manage-
ment report, for the financial year from 1 January to 31
December 2021. In accordance with the German legal re-
quirements, we have not audited the content of those parts
of the group management report listed in the "Other Infor-
mation" section of our auditor's report.
In our opinion, on the basis of the knowledge obtained in the
audit,
the accompanying consolidated financial statements
comply, in all material respects, with the IFRSS as adopt-
ed by the EU, and the additional requirements of German
commercial law pursuant to § [Article] 315e Abs. [para-
graph] 1 HGB [Handelsgesetzbuch: German Commercial
Code] and, in compliance with these requirements, give a
true and fair view of the assets, liabilities, and financial
position of the Group as at December 31, 2021, and of its
financial performance for the financial year from Janu-
ary 1 to December 31, 2021, and
the accompanying group management report as a whole
provides an appropriate view of the Group's position. In
all material respects, this group management report is
consistent with the consolidated financial statements,
complies with German legal requirements and appropri-
ately presents the opportunities and risks of future devel-
opment. Our audit opinion on the group management
report does not cover the content of those parts of the
group management report listed in the "Other Informa-
tion" section of our auditor's report.
Pursuant to § 322 Abs. 3 Satz [sentence] 1 HGB, we declare
that our audit has not led to any reservations relating to the
legal compliance of the consolidated financial statements
and of the group management report.
Basis for the Audit Opinions
We conducted our audit of the consolidated financial state-
ments and of the group management report in accordance
with § 317 HGB and the EU Audit Regulation (No. 537/2014,
referred to subsequently as “EU Audit Regulation”) in compli-
ance with German Generally Accepted Standards for Finan-
cial Statement Audits promulgated by the Institut der
Wirtschaftsprüfer [Institute of Public Auditors in Germany]
(IDW). Our responsibilities under those requirements and
principles are further described in the "Auditor's Responsibil-
ities for the Audit of the Consolidated Financial Statements
260
BMW Group Report 2021
To Our Stakeholders
Group Financial Statements
3 The Company's disclosures on the applied "Accounting
policies, assumptions, judgments and estimations" are
contained in the notes to the consolidated financial
statements under note 6 and on leased products are
contained under note 23.
To Our Stakeholders
257
KraussMaffei Group GmbH *,
Deputy Chairman (until 10 May 2021)
MAN Truck & Bus SE*
SIMONE MENNE (b. 1960)
Member from 2015 to 12 May 2021
Member of supervisory boards
-
Mandates
Deutsche Post AG
Henkel AG & Co. KGaA
Johnson Controls International plc
Russell Reynolds Associates Inc.*
BRIGITTE RÖDIG¹ (b. 1963)
Member from 2013 to 1 October 2021
Member of the Works Council, Dingolfing
VERENA ZU DOHNA² (b. 1975)
Member from 2019 to 31 December 2021
Head of Industrial Relations Regulations and
Co-determination Policy at the Executive Board of
IG Metall (In-house) Counsel
Mandates
ABB AG
WILLIBALD LÖW¹ (b. 1956)
Member from 1999 to 16 July 2021
Member of the Works Council, Landshut (Chairman until 13
July 2021)
-
1 Employees of the enterprise.
Mandates
Member from 2009 to 12 May 2021
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Fundamental Aspects of
Corporate Governance
Remuneration Report
Other Information
← = Q
OUTGOING MEMBERS
OF THE SUPERVISORY
BOARD
DR. JUR. KARL-LUDWIG KLEY (b. 1951)
Member from 2008 to 12 May 2021
Deputy Chairman of the Supervisory Board (until 12 May
2021)
Chairman of the Supervisory Boards of E.ON SE and
Deutsche Lufthansa Aktiengesellschaft
Mandates
E.ON SE, Chairman
Deutsche Lufthansa Aktiengesellschaft, Chairman
PROF. DR. DR. H. C. REINHARD HÜTTL (b. 1957)
Member from 2008 to 12 May 2021
Scientific Director and Managing Partner of EUREF Energy
Innovation GmbH
HORST LISCHKA² (b. 1963)
Former Secretary to the Executive Board of IG Metall
BMW Group Report 2021
2 Union representative.
Not listed on the stock exchange.
Norbert Reithofer¹, Manfred Schoch, Stefan Quandt, Stefan Schmid, Karl-Ludwig Kley (until 12 May
2021), Kurt Bock (since 12 May 2021)
Norbert Reithofer 1, Manfred Schoch, Stefan Quandt, Stefan Schmid, Karl-Ludwig Kley (until 12 May
2021), Kurt Bock (since 12 May 2021)
AUDIT COMMITTEE
― Auditing the accounts and supervising the financial reporting process
- Preparing the Supervisory Board's resolution on Company and Group Financial Statements and discussing interim reports and
notifications with the Board of Management prior to publication
- Supervising the external audit, in particular selecting the auditor and ensuring the independence and quality of the external
audit and any additional work performed by the external auditor
- Preparing the proposal for the election of the external auditor at the Annual General Meeting,
― Engaging and signing the fee agreement with the external auditor as well as determining areas of audit emphasis
- Preparing the Supervisory Board's audit of the non-financial reporting, preparing the selection of the auditor for non-financial
reporting, and engaging the auditor
- Supervising the effectiveness of the internal control system, the risk management system and the internal audit system as well as
the performance of Supervisory Board duties in connection with audits pursuant to § 32 of the German Securities Trading Act (WpHG)
― Supervising compliance as well as analysing and supervising any needs for action related to possible violations of duties by members
of the Board of Management in preparation of a resolution at the Supervisory Board
-― Making decisions on approval for utilisation of the Authorised Capital 2019 and determinations concerning the form of share
certificates and dividend coupons
- Amendments to Articles of Incorporation only affecting wording
― Established in accordance with recommendation in the German Corporate Governance Code, activities based on
rules of procedure
Kurt Bock 1,2, Norbert Reithofer 3³, Manfred Schoch, Stefan Quandt, Stefan Schmid
1 Chair.
2 Special knowledge and experience according to recommendation D.4 of the DCGK
and expertise in accounting and auditing within the meaning of § 100 (5) AktG.
3 Expertise in auditing within the meaning of § 100 (5) AktG.
Members
3 Executive employee of the enterprise.
- Activities based on rules of procedure
― Concluding, amending and revoking employment contracts (in conjunction with the resolutions taken by the Supervisory Board
regarding the remuneration of the Board of Management) and other contracts with members of the Board of Management
"Group mandate.
-Memberships of other statutory supervisory boards.
Memberships of comparable boards of business enterprises in Germany and abroad.
256
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Fundamental Aspects of
Corporate Governance
Remuneration Report
Other Information
← = Q
OVERVIEW OF SUPERVISORY BOARD COMMITTEES AND THEIR COMPOSITION
Principal duties, basis for activities
PRESIDING BOARD
– Preparing Supervisory Board meetings where the subject matter to be discussed does not fall within the remit of a committee
- Activities based on rules of procedure
PERSONNEL COMMITTEE
― Preparing decisions relating to the appointment (and revocation of appointment) of members of the Board of Management,
remuneration, and the regular review of the Board of Management's remuneration system
― Taking decisions relating to the approval of ancillary activities of Board of Management members, including the assumption of
non-BMW Group supervisory board mandates, as well as the approval of transactions requiring Supervisory Board approval by
law (e. g. loans to Board of Management or Supervisory Board members)
-
Evaluate the consistency of the group management re-
port with the consolidated financial statements, its con-
formity with German law, and the view of the Group's
position it provides.
REPORT
Obtain sufficient appropriate audit evidence regarding
the financial information of the entities or business activ-
ities within the Group to express audit opinions on the
consolidated financial statements and on the group
management report. We are responsible for the direction,
supervision and performance of the group audit. We re-
main solely responsible for our audit opinions.
Evaluate the overall presentation, structure and content
of the consolidated financial statements, including the
disclosures, and whether the consolidated financial
statements present the underlying transactions and
events in a manner that the consolidated financial state-
ments give a true and fair view of the assets, liabilities,
financial position and financial performance of the Group
in compliance with IFRSS as adopted by the EU and the
additional requirements of German commercial law pur-
suant to § 315e Abs. 1 HGB.
the auditor's report to the related disclosures in the con-
solidated financial statements and in the group manage-
ment report or, if such disclosures are inadequate, to
modify our respective audit opinions. Our conclusions are
based on the audit evidence obtained up to the date of
our auditor's report. However, future events or conditions
may cause the Group to cease to be able to continue as
a going concern.
← = Q
Other Information
Remuneration Report
Corporate Governance
Independent Auditor's Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
264
Conclude on the appropriateness of the executive direc-
tors' use of the going concern basis of accounting and,
based on the audit evidence obtained, whether a materi-
al uncertainty exists related to events or conditions that
may cast significant doubt on the Group's ability to con-
tinue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in
Evaluate the appropriateness of accounting policies used
by the executive directors and the reasonableness of es-
timates made by the executive directors and related dis-
closures.
Obtain an understanding of internal control relevant to
the audit of the consolidated financial statements and of
arrangements and measures (systems) relevant to the
audit of the group management report in order to design
audit procedures that are appropriate in the circumstanc-
es, but not for the purpose of expressing an audit opinion
on the effectiveness of these systems.
Identify and assess the risks of material misstatement of
the consolidated financial statements and of the group
management report, whether due to fraud or error, design
and perform audit procedures responsive to those risks,
and obtain audit evidence that is sufficient and appropri-
ate to provide a basis for our audit opinions. The risk of
not detecting a material misstatement resulting from
fraud is higher than for one resulting from error, as fraud
may involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal controls.
We exercise professional judgment and maintain profession-
al skepticism throughout the audit. We also:
sidered material if, individually or in the aggregate, they
could reasonably be expected to influence the economic
decisions of users taken on the basis of these consolidated
financial statements and this group management report.
Reasonable assurance is a high level of assurance, but is not
a guarantee that an audit conducted in accordance with
§ 317 HGB and the EU Audit Regulation and in compliance
with German Generally Accepted Standards for Financial
Statement Audits promulgated by the Institut der Wirtschaft-
sprüfer (IDW) will always detect a material misstatement.
Misstatements can arise from fraud or error and are con-
Our objectives are to obtain reasonable assurance about
whether the consolidated financial statements as a whole
are free from material misstatement, whether due to fraud or
error, and whether the group management report as a whole
provides an appropriate view of the Group's position and, in
all material respects, is consistent with the consolidated fi-
nancial statements and the knowledge obtained in the audit,
complies with the German legal requirements and appropri-
ately presents the opportunities and risks of future develop-
ment, as well as to issue an auditor's report that includes our
audit opinions on the consolidated financial statements and
on the group management report.
Auditor's Responsibilities for the Audit of the Consoli-
dated Financial Statements and of the Group Manage-
ment Report
The supervisory board is responsible for overseeing the
Group's financial reporting process for the preparation of the
consolidated financial statements and of the group manage-
ment report.
and is, in all material respects, consistent with the consoli-
dated financial statements, complies with German legal re-
quirements, and appropriately presents the opportunities
and risks of future development. In addition, the executive
directors are responsible for such arrangements and meas-
ures (systems) as they have considered necessary to enable
the preparation of a group management report that is in ac-
cordance with the applicable German legal requirements,
and to be able to provide sufficient appropriate evidence for
the assertions in the group management report.
Furthermore, the executive directors are responsible for the
preparation of the group management report that, as a
whole, provides an appropriate view of the Group's position
In preparing the consolidated financial statements, the exec-
utive directors are responsible for assessing the Group's
ability to continue as a going concern. They also have the
responsibility for disclosing, as applicable, matters related to
going concern. In addition, they are responsible for financial
reporting based on the going concern basis of accounting
unless there is an intention to liquidate the Group or to cease
operations, or there is no realistic alternative but to do so.
The executive directors are responsible for the preparation of
the consolidated financial statements that comply, in all ma-
terial respects,
with IFRSS as adopted by the EU and the ad-
ditional requirements of German commercial law pursuant to
§ 315e Abs. 1 HGB and that the consolidated financial state-
ments, in compliance with these requirements, give a true
and fair view of the assets, liabilities, financial position, and
financial performance of the Group. In addition the executive
directors are responsible for such internal control as they
have determined necessary to enable the preparation of
consolidated financial statements that are free from material
misstatement, whether due to fraud or error.
Responsibilities of the Executive Directors and the Su-
pervisory Board for the Consolidated Financial State-
ments and the Group Management Report
Perform audit procedures on the prospective information
presented by the executive directors in the group man-
agement report. On the basis of sufficient appropriate
audit evidence we evaluate, in particular, the significant
assumptions used by the executive directors as a basis
for the prospective information and evaluate the proper
otherwise appears to be materially misstated.
derivation of the prospective information from these as-
sumptions. We do not express a separate audit opinion
on the prospective information and on the assumptions REGULATORY
Group Auditor's Responsibilities for the Assurance Work
on the ESEF Documents
The supervisory board is responsible for overseeing the pro-
cess for preparing the ESEF documents as part of the finan-
cial reporting process.
ments of § 328 Abs. 1 HGB for the electronic reporting for-
mat, whether due to fraud or error.
In addition, the executive directors of the Company are re-
sponsible for such internal control as they have considered
necessary to enable the preparation of ESEF documents
that are free from material non-compliance with the require-
The executive directors of the Company are responsible for
the preparation of the ESEF documents including the elec-
tronic renderings of the consolidated financial statements
and the group management report in accordance with § 328
Abs. 1 Satz 4 Nr. [number] 1 HGB and for the tagging of the
consolidated financial statements in accordance with § 328
Abs. 1 Satz 4 Nr. 2 HGB.
Responsibilities of the Executive Directors and the Su-
pervisory Board for the ESEF Documents
We conducted our assurance work on the rendering of the
consolidated financial statements and the group manage-
ment report contained in the electronic file identified above
in accordance with § 317 Abs. 3a HGB and the IDW Assur-
ance Standard: Assurance Work on the Electronic Render-
ing of Financial Statements and Management Reports,
Prepared for Publication Purposes in Accordance with
§ 317 Abs. 3a HGB (IDW ASS 410 (10.2021)) and the Inter-
national Standard on Assurance Engagements 3000 (Re-
vised). Our responsibility in accordance therewith is further
described in the "Group Auditor's Responsibilities for the
Assurance Work on the ESEF Documents" section. Our au-
dit firm applies the IDW Standard on Quality Management
1: Requirements for Quality Management in the Audit Firm
(IDW QS 1).
Basis for the Assurance Opinion
tained in the "Report on the Audit of the Consolidated
Financial Statements and on the Group Management Re-
port" above, we do not express any assurance opinion on
the information contained within these renderings or on the
other information contained in the electronic file identified
above.
← = Q
Other Information
Remuneration Report
Corporate Governance
Independent Auditor's Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
265
In our opinion, the rendering of the consolidated financial
statements and the group management report contained in
the electronic file identified above and prepared for publica-
tion purposes complies in all material respects with the re-
quirements of § 328 Abs. 1 HGB for the electronic reporting
format. Beyond this assurance opinion and our audit opin-
ion on the accompanying consolidated financial statements
and the accompanying group management report for the
financial year from January 1 to December 31, 2021 con-
We have performed assurance work in accordance with
§ 317 Abs. 3a HGB to obtain reasonable assurance as to
whether the rendering of the consolidated financial state-
ments and the group management report (hereinafter the
"ESEF documents") contained in the electronic file BMW_
AG_KA+KLB_ESEF-2021-12-31.zip and prepared for publi-
cation purposes complies in all material respects with the
requirements of § 328 Abs. 1 HGB for the electronic report-
ing format ("ESEF format"). In accordance with German
legal requirements, this assurance work extends only to
the conversion of the information contained in the consoli-
dated financial statements and the group management re-
port into the ESEF format and therefore relates neither to
the information contained within these renderings nor to
any other information contained in the electronic file identi-
fied above.
Assurance Opinion
Report on the Assurance on the Electronic Rendering of
the Consolidated Financial Statements and the Group
Management Report Prepared for Publication Purposes
in Accordance with § 317 Abs. 3a HGB
REQUIREMENTS
From the matters communicated with those charged with
governance, we determine those matters that were of most
significance in the audit of the consolidated financial state-
ments of the current period and are therefore the key audit
matters. We describe these matters in our auditor's report
unless law or regulation precludes public disclosure about
the matter.
We also provide those charged with governance with a
statement that we have complied with the relevant inde-
pendence requirements, and communicate with them all re-
lationships and other matters that may reasonably be
thought to bear on our independence, and where applicable,
the related safeguards.
We communicate with those charged with governance re-
garding, among other matters, the planned scope and timing
of the audit and significant audit findings, including any sig-
nificant deficiencies in internal control that we identify during
our audit.
used as a basis. There is a substantial unavoidable risk
that future events will differ materially from the prospec-
tive information.
OTHER LEGAL AND
is materially inconsistent with the consolidated financial
statements, with the group management report disclo-
sures audited in terms of content or with our knowledge
obtained in the audit, or
—
In connection with our audit, our responsibility is to read the
other information mentioned above and, in so doing, to con-
sider whether the other information
Corporate Governance
Independent Auditor's Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
262
In order to assess the appropriateness of the valuation
method used for the determination of the provisions for
statutory and non-statutory warranty obligations as well
as product guarantees including the assumptions and
parameters, we primarily obtained an understanding of
the process for determining the assumptions and pa-
rameters through discussions with the responsible em-
ployees of the BMW Group. We also evaluated the ap-
propriateness as well as effectiveness of controls for
determining the assumptions and parameters. With the
involvement of our IT specialists, we checked the IT sys-
tems used regarding their compliance. We compared the
expenses for claims and technical actions with actual
costs incurred in order to draw conclusions on the fore-
cast accuracy. Based on a targeted sample of vehicle
models, the mathematically correctness of the valuation
model used across the Group was examined. We exam-
ined and evaluated the assumptions used by the
BMW Group concerning the extent to which the past val-
ues were representative of the expected susceptibility of
damage, the expected value of damage per vehicle
The determination of provisions is associated with una-
voidable estimation uncertainties and is subject to a high
risk of change, depending on factors such as notification
of detected defects as well as claims made by vehicle
owners. Against this background, this matter was of par-
ticular significance during our audit.
antees for vehicles sold, information on the type and
volume of damages arising and on remedial measures
is recorded and analyzed at vehicle model level. The ex-
pected amount of obligations is extrapolated from costs
of the past and recognized as a provision in the corre-
sponding amount, if the criteria of IAS 37 have been
met. For specific or anticipated individual circumstanc-
es, for example recalls, additional provisions are recog-
nized provided they have not already been taken into
account.
3 Valuation of provisions for statutory and non-statu-
tory warranty obligations and product guarantees
Provisions for statutory and non-statutory warranty ob-
ligations as well as product guarantees are included in
the consolidated financial statements of BMW Group as
a material amount in other provisions. The obligations
amounted to EUR 6,600 million (approximately 2.9% of
total assets) as at December 31, 2021. BMW Group is re-
sponsible for the legally required warranty and product
guarantees in the respective sales market. In order to
estimate the liabilities arising from statutory and
non-statutory warranty obligations and product guar-
3 The Company's disclosures on the applied "Accounting
policies, assumptions, judgments and estimations" are
contained in the notes to the consolidated financial
statements under note 6 and on "receivables from sales
financing" are contained under note 25.
In our view, the assumptions and parameters used in the
measurement of receivables from sales financing were
appropriate overall.
sessment by our IT-specialists of the appropriateness
of the systems concerned and associated interfaces to
ensure the completeness of data as well as the audit of
automated controls for data processing. As part of our
audit we assessed in particular the appropriateness of
the risk classification procedures as well as the risk
provisioning parameters used. For this purpose, we
analyzed in particular the validations of parameters
that are regularly conducted by the Company. To as-
sess the default risk, we also used targeted sampling of
individual cases to examine whether the attributes for
assignment to the respective risk categories were suit-
ably available and the impairment losses had been cal-
culated using the parameters defined for these risk cat-
egories.
2 As part of our audit we obtained a comprehensive un-
derstanding of the development of receivables from
sales financing, the associated default-related risks as
well as the business processes for the identification,
management, monitoring and measurement of default
risks, among other things by inquiries and inspection of
documents on the internal calculation methods. Fur-
thermore, we evaluated the appropriateness and effec-
tiveness of the internal control system regarding the
determination of the impairment loss to recognize. In
this context, we also evaluated the relevant IT systems
and internal processes. The evaluation included an as-
The determination of the valuation allowances by the
executive directors is subject to a significant degree of
judgment due to several value-influencing factors such
as the estimation of creditworthiness, the determina-
tion of probabilities of default and loss ratios and was
therefore of particular significance in the context of our
audit.
1 The BMW Group offers end customers, dealerships and
importers various financing models for vehicles. In this
context, current and non-current receivables from sales
financing totaling EUR 87,417 million are reported in the
consolidated statement of financial position as at the
balance sheet date (approximately 38.1% of total as-
sets). Impairment losses amounting to EUR 1,599 mil-
lion were recognized on these receivables as at the bal-
ance sheet date. In order to determine the amount of the
necessary valuation allowances to be recognized with
respect to receivables from sales financing, the
BMW Group, among others, evaluates the creditworthi-
ness of the dealers, importers and end customers, as
well as any loss ratios, and risk provisioning parameters
are derived based on historical default probabilities and
loss ratios.
2 Valuation of receivables from sales financing
← = Q
Other Information
Remuneration Report
Corporate Governance
Independent Auditor's Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
261
5
Remuneration Report
Other Information
← = Q
In our view, the method for the valuation of provisions for
statutory and non-statutory warranty obligations as well
as product guarantees is overall appropriate. Taking into
consideration the information available, we believe that,
overall, the measurement parameters and assumptions
used by the executive directors are appropriate.
← = Q
Other Information
Remuneration Report
Corporate Governance
Independent Auditor's Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
263
Our audit opinions on the consolidated financial statements
and on the group management report do not cover the other
information, and consequently we do not express an audit
opinion or any other form of assurance conclusion thereon.
all remaining parts of the annual report excluding
cross-references to external information with the excep-
tion of the audited consolidated financial statements, the
audited group management report and our auditor's report
-
=
Our objective is to obtain reasonable assurance about
whether the ESEF documents are free from material
non-compliance with the requirements of § 328 Abs. 1 HGB,
whether due to fraud or error. We exercise professional judg-
ment and maintain professional skepticism throughout the
assurance work. We also:
the remuneration report pursuant to § 162 AktG [Aktien-
gesetz: German Stock Corporation Act], for which the
supervisory board is also responsible
The other information comprises further
the disclosures marked with "[[ ... ]]" of the non-financial
statement pursuant to § 289b Abs. 1 HGB and § 315b
Abs. 1 HGB
the "Corporate Governance" section of the group man-
agement report
The executive directors are responsible for the other infor-
mation. The other information comprises the following
non-audited parts of the group management report:
Other Information
3 The Company's disclosures relating to the acquisition
are contained in the notes to the consolidated financial
statements under note 3 "Increase of share in BMW Bril-
liance Automotive Ltd.".
Overall, we were able to satisfy ourselves that, taking into
consideration the information available, the acquisition is
properly presented in the notes to the consolidated fi-
nancial statements and that the estimates and assump-
tions made by the executive directors are appropriate
overall for the presentation of the acquisition.
2 As part of our audit of the presentation of the acquisition
of BMW Brilliance Automotive Ltd. Shenyang, China, we
first inspected the contractual agreements and, based
on this, evaluated the acquisition date, with the involve-
ment of our specialists in international accounting. Fur-
thermore, we examined the determination of the appre-
ciation effect. In view of the special features of
determining the fair values in the context of the prelimi-
nary purchase price allocation, our valuation specialists
assisted us in the process. Together, we examined the
appreciation effect and, by using checklists, evaluated
the completeness and accuracy of the disclosures in the
notes to the consolidated financial statements required
under IFRS 3 and IAS 10.
Due to the estimates made by the executive directors in
determining the appreciation effect on the previously
held shares and the associated uncertainties as well as
the significance of this matter for an assessment of the
future net assets and liabilities, financial position and fi-
nancial performance of the Group, this matter was of par-
ticular significance during our audit.
lication of the consolidated financial statements for
financial year 2021, disclosures in the notes to the
financial statements are already required for the busi-
ness combination (a as is the case for acquisitions
during the reporting period) in accordance with IFRS 3
and IAS 10.
The BMW Group held so far 50% of shares in BMW Bril-
liance Automotive Ltd., Shenyang, China. On October 11,
2018, a purchase agreement was concluded for the ac-
quisition of a further 25% of the shares in BMW Brilliance
Automotive Ltd. Shenyang, China. The acquisition was
subject to the removal of the joint venture obligation for
automotive production in China, which occurred in Jan-
uary 2022. The closing of the transaction was on Feb-
ruary 11, 2022. The acquisition date therefore falls with-
in the preparation phase of the consolidated financial
statements for financial year 2021. The previously held
shares will be measured at fair value as at the acquisi-
tion date, which will result in an appreciation effect
amounting to EUR 7.0 billion to EUR 8.0 billion in the
financial year 2022. Due to the gain of control after the
balance sheet date but prior to the approval of the pub-
4 Presentation of the acquisition of BMW Brilliance
Automotive Ltd., Shenyang, China, after the balance
sheet date in the notes
3 The Company's disclosures on the applied "Accounting
policies, assumptions, judgments and estimations" are
contained in the notes to the consolidated financial
statements under note 6 and on "Other provisions" are
contained under note 33.
the statement on corporate governance pursuant to
§ 289f HGB and § 315d HGB
Identify and assess the risks of material non-compliance
with the requirements of § 328 Abs. 1 HGB, whether due
to fraud or error, design and perform assurance proce-
dures responsive to those risks, and obtain assurance
evidence that is sufficient and appropriate to provide a
basis for our assurance opinion.
(comprising parts and labor input) as well as the expect-
ed assertion of claims from statutory and non-statutory
warranties.
Evaluate the technical validity of the ESEF documents,
i.e., whether the electronic file containing the ESEF doc-
uments meets the requirements of the Delegated Regu-
lation (EU) 2019/815 in the version in force at the date of
the consolidated financial statements on the technical
specification for this electronic file.
Restriction of Use
We do not express an assurance opinion on the external
sources of documentation or expert opinions mentioned in
the Disclosures on Non-financial Reporting denoted with the
symbol "[[ ]]" of the Company's Combined Non-financial
Statement.
the Sustainability Disclosures in the sections "Dialog
with stakeholders" and "Further GRI information" of the
Company's Integrated Group Report for the period from 1
January to 31 December 2021 have not been prepared, in
all material aspects, in accordance with the relevant
GRI-Criteria.
the Disclosures on Non-financial Reporting denoted with
the symbol "[[ ... ]]" of the Company's Combined Non-fi-
nancial Statement for the period from 1 January to 31
December 2021, which is integrated into the combined
management report contained in the Integrated Group
Report, have not been prepared, in all material aspects,
in accordance with the requirements of §§ 315c in con-
junction with 289c to 289e HGB relevant to these disclo-
sures and the EU Taxonomy Regulation and the Dele-
gated Acts issued thereunder as well as the interpretation
by the executive directors disclosed in section "EU-Tax-
onomy" of the Non-financial Statement, or
Based on the assurance procedures performed and evi-
dence obtained, nothing has come to our attention that
causes us to believe that
Assurance Opinion
← = Q
Other Information
Remuneration Report
Corporate Governance
Independent Practitioner's Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
269
In determining the disclosures in accordance with Article 8 of
the EU Taxonomy Regulation, the executive directors are
required to interpret undefined legal terms. Due to the imma-
nent risk that undefined legal terms may be interpreted dif-
ferently, the legal conformity of their interpretation and,
accordingly, our assurance engagement thereon are subject
to uncertainties.
Evaluation of the presentation of the disclosures
Inquiries on the relevance of climate-risks
Evaluation of the process to identify taxonomy-eligible
economic activities and the corresponding disclosures in
the Combined Non-financial Statement
Analytical evaluation of selected disclosures in the Inte-
grated Group Report
Testing of processes for the collection, control, analysis
and aggregation of selected data from various Group
sites on a sample basis
Identification of the likely risks of material misstatement
of the Integrated Group Report
- Inquiries of personnel involved in the preparation of the
Integrated Group Report regarding the preparation pro-
cess, the internal control system relating to this process
and selected disclosures in the Integrated Group Report
Obtaining an understanding of the structure of the sus-
tainability organization and of the stakeholder engage-
ment
In the course of our assurance engagement, we have,
amongst other things, performed the following assurance
procedures and other activities:
In a limited assurance engagement the procedures per-
formed are less extensive than in a reasonable assurance
engagement, and accordingly a substantially lower level of
assurance is obtained. The selection of the assurance proce-
dures is subject to the professional judgement of the assur-
ance practitioner.
the Sustainability Disclosures in the sections "Dialog
with stakeholders" and "Further GRI information" of the
Company's Integrated Group Report have not been pre-
pared, in all material aspects, in accordance with the rel-
evant GRI-Criteria.
We draw attention to the fact that the assurance engage-
ment was conducted for the Company's purposes and that
the report is intended solely to inform the Company about
the result of the assurance engagement. Consequently, it
may not be suitable for any other purpose than the afore-
mentioned. Accordingly, the report is not intended to be used
by third parties for making (financial) decisions based on it.
Our responsibility is to the Company. We do not accept any
responsibility to third parties. Our assurance opinion is not
modified in this respect.
the Disclosures on Non-financial Reporting denoted with
the symbol "[[ ... ]]" of the Company's Combined Non-fi-
nancial Statement, contained in the Integrated Group
Report, other than the external sources of documentation
or expert opinions mentioned in the disclosures denoted
with the symbol "[[ ... ]]" in the Combined Non-financial
Statement, are not prepared, in all material respects, in
accordance with §§ 315c in conjunction with 289c to
289e HGB and the EU Taxonomy Regulation and the
Delegated Acts issued thereunder as well as the inter-
pretation by the executive directors disclosed in section
"EU-Taxonomy" of the Combined Non-financial State-
ment, or
Munich, 9 March 2022
Andreas Fell
REMUNERATION
Obtain an understanding of internal control relevant to
the assurance work on the ESEF documents in order to
design assurance procedures that are appropriate in the
circumstances, but not for the purpose of expressing an
assurance opinion on the effectiveness of these controls.
319 VII. Auditor's Report
Outlook for the 2022 financial year
318 VI.
318 V.
← = Q
Other Information
Remuneration Report
Other considerations
Comparison of change in remuneration and earnings
pursuant to § 162 (1) Sentence 2 No. 2 of the German
Stock Corporation Act (AktG)
314 IV.
Remuneration of the members of the Supervisory Board
310 III.
Remuneration of the members of the Board of
Management
272 II.
271 I.
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
270
[German public auditor] [German public auditor]
Wirtschaftsprüferin
Nicolette Behncke
Wirtschaftsprüfer
PricewaterhouseCoopers GmbH
Wirtschaftsprüfungsgesellschaft
We conducted our assurance engagement in accordance
with International Standard on Assurance Engagements
(ISAE) 3000 (Revised): Assurance Engagements other than
Audits or Reviews of Historical Financial Information, issued
by the IAASB. This Standard requires that we plan and per-
form the assurance engagement to obtain limited assurance
about whether any matters have come to our attention that
cause us to believe that
Review of the past financial year from a remuneration
perspective
Responsibility of the Assurance Practitioner
267
(German Public Auditor)
(sgd. Andreas Fell)
Wirtschaftsprüfer
(German Public Auditor)
(sgd. Petra Justenhoven)
Wirtschaftsprüferin
PricewaterhouseCoopers GmbH
Wirtschaftsprüfungsgesellschaft
Munich, March 9, 2022
The German Public Auditor responsible for the engagement
is Andreas Fell.
GERMAN PUBLIC AUDITOR RESPONSIBLE FOR THE
ENGAGEMENT
Management Report Prepared for Publication Purposes in
Accordance with § 317 Abs. 3a HGB" and our assurance
opinion contained therein are to be used solely together
with the assured ESEF documents made available in elec-
tronic form.
Independent Auditor's Report
← = Q
Other Information
BMW Group Report 2021
Remuneration Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
266
Our auditor's report must always be read together with the
audited consolidated financial statements and the audited
group management report as well as the assured ESEF
documents. The consolidated financial statements and the
group management report converted to the ESEF format -
including the versions to be published in the Federal Ga-
zette are merely electronic renderings of the audited con-
solidated financial statements and the audited group
management report and do not take their place. In particu-
lar, the "Report on the Assurance on the Electronic Render-
ing of the Consolidated Financial Statements and the Group
REFERENCE TO AN OTHER MATTER - USE OF THE
AUDITOR'S REPORT
We declare that the audit opinions expressed in this audi-
tor's report are consistent with the additional report to the
audit committee pursuant to Article 11 of the EU Audit Regu-
lation (long-form audit report).
We were elected as group auditor by the annual general
meeting on May 12, 2021. We were engaged by the supervi-
sory board on June 24, 2021. We have been the group auditor
of Bayerische Motoren Werke Aktiengesellschaft, Munich,
without interruption since the financial year 2019.
Further Information pursuant to Article 10 of the EU
Audit Regulation
Evaluate whether the tagging of the ESEF documents
with Inline XBRL technology (iXBRL) in accordance with
the requirements of Articles 4 and 6 of the Delegated
Regulation (EU) 2019/815, in the version in force at the
date of the consolidated financial statements, enables
an appropriate and complete machine-readable XBRL
copy of the XHTML rendering.
Our responsibility is to express a conclusion with limited
assurance on the Disclosures on Non-financial Reporting
denoted with the symbol "[[ ... ]]" of the Combined Non-fi-
nancial Statement and the Sustainability Disclosures in the
sections "Dialog with stakeholders" and "Further GRI infor-
mation" of the Integrated Group Report based on the assur-
ance engagement we have performed.
Evaluate whether the ESEF documents provide an
XHTML rendering with content equivalent to the audited
consolidated financial statements and to the audited
group management report.
Corporate Governance
To Our Stakeholders
BMW Group Report 2021
Combined Management Report
We have complied with the German professional provisions
regarding independence as well as other ethical require-
ments.
Independence and Quality Control of the Audit Firm
Our audit firm applies the national legal requirements and
professional standards in particular the Professional Code
for German Public Auditors and German Chartered Auditors
("Berufssatzung für Wirtschaftsprüfer und vereidigte Buch-
prüfer": "BS WP/vBP") as well as the Standard on Quality
Control 1 published by the Institut der Wirtschaftsprüfer
(Institute of Public Auditors in Germany; IDW): Requirements
to quality control for audit firms (IDW Qualitätssicherungs-
standard 1: Anforderungen an die Qualitätssicherung in der
Wirtschaftsprüferpraxis - IDW QS 1) - and accordingly main-
tains a comprehensive system of quality control including
documented policies and procedures regarding compliance
with ethical requirements, professional standards and appli-
cable legal and regulatory requirements.
← = Q
Other Information
Remuneration Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
268
1 PricewaterhouseCoopers GmbH has performed a limited assurance engagement on
the German version of the,,BMW Group Report 2021" and issued an independent
practitioner's report in German language, which is authoritative. The following text
is a translation of the independent practitioner's report
The EU Taxonomy Regulation and the Delegated Acts issued
thereunder contain wording and terms that are still subject
to considerable interpretation uncertainties and for which
clarifications have not yet been published in every case.
Therefore, the executive directors have disclosed their inter-
pretation of the EU Taxonomy Regulation and the Delegated
Acts adopted thereunder in section "EU-Taxonomy" of the
Combined Non-financial Statement. They are responsible for
the defensibility of this interpretation. Due to the immanent
risk that indeterminate legal terms may be interpreted differ-
ently, the legal conformity of the interpretation is subject to
uncertainties.
This responsibility includes the selection and application of
appropriate methods of non-financial reporting and sustain-
ability reporting as well as making assumptions and esti-
mates related to individual non-financial disclosures and
sustainability disclosures of the Group that are reasonable in
the circumstances. Furthermore, the executive directors are
responsible for such internal control as the executive direc-
tors consider necessary to enable the preparation of an Inte-
grated Group Report that is free from material misstatement
whether due to fraud or error.
Corporate Governance
Independent Practitioner's Report
Corporate Governance
Independent Practitioner's Report
The executive directors of the Company are responsible for
the preparation of the Combined Non-financial Statement in
accordance with §§ (Articles) 315c in conjunction with 289c
to 289e HGB ("Handelsgesetzbuch": "German Commercial
Code") and Article 8 of REGULATION (EU) 2020/852 OF
THE EUROPEAN PARLIAMENT AND OF THE COUNCIL of
18. June 2020 on establishing a framework to facilitate sus-
tainable investment and amending Regulation (EU)
2019/2088 (hereinafter the "EU Taxonomy Regulation") and
the Delegated Acts adopted thereunder, as well as for mak-
ing their own interpretation of the wording and terms con-
tained in the EU Taxonomy Regulation and the Delegated
Acts adopted thereunder, as set out in section "EU-Taxon-
omy" of the Combined Non-financial Statement and the
Sustainability Disclosures in accordance with the principles
stated in the Sustainability Reporting Standards of the
Global Reporting Initiative (hereinafter the "GRI-Criteria”).
Remuneration Report
← = Q
INDEPENDENT PRACTITIONER'S REPORT
Group Financial Statements
Independent Practitioner's Report on a Limited As-
surance Engagement on Disclosures on Non-financial
Reporting and Sustainability Discloures¹
Other Information
We have performed a limited assurance engagement on the
disclosures in the "BMW Group Report 2021" of BMW AG,
Munich, (hereinafter the "Company") for the period from 1
January to 31 December 2021 (hereinafter the “Integrated
Group Report") denoted with "[... ]]" of the Combined
Non-financial Statement, which is integrated into the com-
bined management report (hereinafter the "Disclosures on
Non-financial Reporting") contained in the Integrated Group
Report, as well as the sustainability disclosures contained in
the sections "Dialog with stakeholders" and "Further GRI
information" of the Integrated Group Report (hereinafter
referred to as "Sustainability Disclosures"). Our engagement
in this context relates solely to the disclosures denoted with
the symbol "[...]" and the disclosures in the sections "Dia-
log with stakeholders" and "Further GRI information".
"
Not subject to our assurance engagement are the external
sources of documentation or expert opinions mentioned in
the Integrated Group Report.
Responsibility of the Executive Directors
To BMW AG, Munich
18
475,000
(-)
(-)
595,000
18
Earnings component of bonus 2021
(-)
15
(-)
(-)
575,000
(-)
(-)
Performance component of bonus 2021
475,000
595,000
14
14
(-)
35
255,000
11
(-)
Total
1,343,237
40
1,251,973
37
1,468,525
38
8
1,168,408
BONUS
Earnings component of bonus 2020
(-)
Performance component of bonus 2020
CC
(-)
255,000
8
(-)
350,000
575,000
(-)
PERFORMANCE CASH PLAN
11
(-)
382,500
12
(-)
62,790
2
(-)
62,790
382,500
2
16
(-)
(-)
640,000
16
550,000
16
10
(-)
550,000
15
(-)
2 Remuneration system applicable until financial year 2020.
Variable
PCP 2020-2022
(-)
850,000
25
Τ
850,000
26
remuneration
(-)
SHARE-BASED PAYMENT
(investment component) 2020 for holding obligation 2021-2025
Share-based remuneration component
(matching component) 2020 for holding obligation 2021-20253
Personal cash investment amount 20214
RoCE component
Strategic focus target component
Total
Target total remuneration
1 Remuneration system as of financial year 2021.
Cash remuneration component
400,000
7,119,355
350,000
16
(-)
(-)
4,450,000
63
4,333,873
65
2,050,000
60
100
6,700,129
100
3,397,633
100
2,145,290
3,382,664
63
100
3 Provisional monetary value calculated as of 2 January 2021 in accordance with German Accounting Standard 17, as amended. The final number of matching shares and/or the final cash
value will only be determined when the investment obligation is fulfilled in shares of common stock of the company.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
550,000
(-)
(-)
17
(-)
810,000
12
(-)
(-)
382,500
11
(-)
123,873
279
2
62,790
2
1,175,000
17
(-)
(-)
550,000
16
1,175,000
(-)
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
27
800,000
24
1,050,000
27
800,000
24
Fixed
remuneration
Fringe benefits (other remuneration)
900,000
43,237
101,973
3
18,525
0.5
18,408
1
Contribution to the company pension scheme
400,000
12
1
10
Fixed remuneration (basic remuneration)
in €
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
TARGET REMUNERATION FOR THE FINANCIAL YEAR 2021 (2020)
MILAN NEDELJKOVIĆ
Production
since 1 October 2019
PIETER NOTA
FY 2020²
in %
Customer, Brands, Sales
FY 20211
FY 20202
FY 20211
in €
in %
in €
in %
in €
in %
since 1 January 2018
640,000
PCP 2020-2022
(-)
Variable
(-)
remuneration
SHARE-BASED PAYMENT
Cash remuneration component
(investment component) 2020 for holding obligation 2021-2025
(-)
Share-based remuneration component
(matching component) 2020 for holding obligation 2021-20253
Personal cash investment amount 20214
RoCE component
Strategic focus target component
Total
Target total remuneration
1 Remuneration system as of financial year 2021.
2 Remuneration system applicable until financial year 2020.
(-)
950,000
25
PERFORMANCE CASH PLAN
(-)
(-)
14
C C
127,500
8
297,500
18
Earnings component of bonus 2021
575,000
15
(-)
に
(-)
14
(-)
(-)
Performance component of bonus 2021
575,000
15
(-)
(-)
475,000
475,000
450,000
12
(-)
16
(-)
(-)
2,430,000
62
2,468,802
65
2,050,000
59
550,000
1,072,610
3,902,746
100
3,793,033
100
3,447,833
100
1,676,203
100
3 Provisional monetary value calculated as of 2 January 2021 in accordance with German Accounting Standard 17, as amended. The final number of matching shares and/or the final cash
value will only be determined when the investment obligation is fulfilled in shares of common stock of the company.
64
(-)
(-)
16
(-)
68,802
2
I
I
425,000
25
191,250
11
(-)
(-)
2
640,000
16
(-)
(-)
550,000
16
(-)
640,000
31,360
16
18
(-)
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
TARGET REMUNERATION FOR THE FINANCIAL YEAR 2021 (2020)
NICOLAS PETER
Finance
since 1 January 2017
FRANK WEBER
Development
since 1 July 2020
FY 20211
FY 2020²
FY 20211
FY 2020²
in €
in %
in €
in %
in €
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
280
(-)
2,050,000
60
2,145,290
63
2,430,000
3,393,237
100
3,397,263
in %
100
100
68
62
2,145,290
65
3,313,698
100
3 Provisional monetary value calculated as of 2 January 2021 in accordance with German Accounting Standard 17, as amended. The final number of matching shares and/or the final cash
value will only be determined when the investment obligation is fulfilled in shares of common stock of the company.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
3,898,525
in €
in %
Fixed remuneration (basic remuneration)
12
175,000
10
Total
1,472,746
38
1,324,231
35
1,397,833
400,000
41
36
BONUS
Earnings component of bonus 2020
(-)
(-)
300,000
8
(-)
Performance component of bonus 2020
603,593
700,000
9
10
1,050,000
27
950,000
25
900,000
26
400,000
24
Fixed
remuneration
350,000
Fringe benefits (other remuneration)
1
24,231
1
97,833
3
28,593
2
Contribution to the company pension scheme
400,000
22,746
(-)
in %
850,000
- Assessment period one year
― Base amount p. a. (50% of target bonus amount):
- € 0.475 million (first period of office)
€ 0.575 million (from second period of office or fourth year of mandate)
― € 1.050 million (Chairman of the Board of Management)
- Formula: 50% of target amount x performance factor
― Earnings factor is derived from a predefined allocation based on the parameters
― Profit attributable to shareholders of BMW AG and Group post-tax return on sales in grant year
―The earnings factor is 1.0 in case of a profit attributable to shareholders of BMW AG amounting to € 5.3 billion and a Group post-tax return on sales of 5.6%
— The earnings factor is 1.5 in case of a profit attributable to shareholders of BMW AG amounting to € 6.9 billion and a Group post-tax return on sales of 7.3%
― The earnings factor is 0 in case of a profit attributable to shareholders of BMW AG below € 3.0 billion or a Group post-tax return on sales of below 3.0%
-Earnings factor may not exceed 1.8
- Maximum amount of earnings component p. a.:
- € 0.855 million (first period of office)
― € 1.035 million (from second period of office or fourth year of mandate)
- € 1.890 million (Chairman of the Board of Management)
>
275
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
― Payment after the Annual General Meeting at which the Company Financial Statements are presented for the relevant financial year
― Capped at 180% of target amount
- € 2.10 million (Chairman of the Board of Management)
― € 1.15 million (from second period of office or fourth year of mandate)
Parameters/measurement base, applicable amounts
Member of the Board of Management:
€ 0.90 million p.a. (first period of office)
― € 1.05 million p.a. (from second period of office or fourth year of mandate)
Chairman of the Board of Management:
- € 1.95 million p.a.
- Monthly payment on a pro rata basis
Contractual agreement, main points: non-cash benefits from the use of company cars and the BMW chauffeur service, insurance premiums, contributions towards security systems, employee discounts
The Supervisory Board may award payments to compensate for loss of salary from a previous employment relationship and to cover relocation costs in the case of new entrants.
Defined contribution system with a guaranteed minimum return
Benefits based on amounts credited to individual savings accounts for contributions paid and interest earned, various forms of disbursement
Group Financial Statements
Pension contribution p. a.:
Chairman of the Board of Management: € 700,000
― Base remuneration has the effect of discouraging unduly high levels of risk being to achieve short-term targets, thus contributing to the long-term development of the Company
- Fixed remuneration components are a prerequisite for competitive levels of remuneration to attract and retain Board of Management members with the right qualifications
Bonus
Bonus
(sum of earnings component and performance
component)
Earnings component
(at 100% target achievement corresponds to
50% of target amount)
- Target amount p. a. (at 100% target achievement):
- € 0.95 million (first period of office)
Member of the Board of Management: € 400,000
Corporate Governance
Remuneration Report
Other Information
― Criteria for the other cross-divisional targets include in particular: market position compared to competitors, innovation performance (economic), development of the BMW Group's
reputation based on non-ESG-related aspects (e.g. perception on capital markets, brand strength), customer orientation
― Measurement parameters and target values are determined before the start of the financial year
― Performance factor may not exceed 1.8
- Maximum amount of performance component p. a.:
- € 0.855 million (first period of office)
― € 1.035 million (from second period of office or fourth year of mandate)
― € 1.890 million (Chairman of the Board of Management)
― Earnings component of bonus rewards attainment of financial targets and is beneficial for earnings-related aspects of business strategy
- Performance component of bonus motivates the pursuit of non-financial strategic targets and is therefore beneficial for the long-term development of the BMW Group
― Criteria for the cross-divisional targets with ESG criteria include in particular: innovation performance (environmental, e.g. reduction of carbon emissions), development of the BMW
Group's reputation based on ESG aspects (e.g. corporate culture, promotion of integrity and compliance), adaptability, attractiveness as an employer, leadership performance
- Requirement for Board of Management members to invest an earmarked cash amount (personal cash investment amount), net of tax and deductions, in shares of BMW common stock
― Requirement for Board of Management members to hold the acquired shares of common stock for at least four years (share ownership guideline)
— Target amount p. a. (at 100% target achievement):
- € 1.10 million (first period of office)
― € 1.28 million (from second period of office or fourth year of mandate)
― € 2.35 million (Chairman of the Board of Management)
- 50% of target amount depends on ROCE achieved in the Automotive segment (ROCE component)
- 50% of the target amount depends on the achievement of predefined strategic focus targets (strategic focus target component)
- Capped at 180% of target amount
― Payment after the Annual General Meeting at which the Company Financial Statements are presented for the relevant vesting year
1 See below for the set targets for the 2021 financial year (Variable remuneration for the 2021 financial year).
― Assessment period of five years in total (one year for determining the personal cash investment amount, four years holding requirement)
VARIABLE REMUNERATION COMPONENTS
-10% individual targets
- 50% cross-divisional targets with ESG criteria
← = Q
COMPONENT
VARIABLE REMUNERATION COMPONENTS
Bonus
Performance component
(at 100% target achievement corresponds to
50% of target amount)
Remuneration linked to corporate strategy
Share-based remuneration
Personal investment cash amount
Basis of computation
-40% other cross-divisional targets
Parameters/measurement base, applicable amounts
- Base amount p. a. (50% of target bonus amount):
- € 0.475 million (first period of office)
― € 0.575 million (from second period of office or fourth year of mandate)
- € 1.050 million (Chairman of the Board of Management)
- Formula: 50% of target amount x performance factor
― Primarily qualitative, non-financial criteria, expressed in terms of a performance factor aimed at measuring the Board members contribution to sustainable and long-term performance
and corporate orientation
- Relevant period is the vesting year
- Additional trend analysis over at least three financial years
- Composition of performance factor:1
Assessment period one year
>
Remuneration linked to corporate strategy
Fringe benefits
318 VI. Outlook for the 2022 financial year
319 VII. Auditor's Report
REMUNERATION REPORT
The Board of Management and the Supervisory Board have
prepared this Remuneration Report in accordance with the
requirements of § 162 of the German Stock Corporation Act
(AktG). As a result of the implementation of the second EU
Shareholder Rights Directive via §162 AktG, the reporting
standard applicable to Bayerische Motoren Werke Aktienge-
sellschaft (BMW AG) has changed as of the reporting year
2021. The report shows and explains the remuneration
granted and owed to the individual current and former mem-
bers of the Board of Management and the Supervisory
Board of BMW AG in the financial year 2021.1
In order to facilitate understanding, the basic features of the
remuneration systems applicable to the members of the
Board of Management and the members of the Supervisory
Board, as applied in the 2021 financial year, are also set out
below. In view of the fact that individual members of the Board
of Management also received remuneration components from
earlier remuneration systems during the 2021 financial year
(specifically the remuneration systems for the 2016 financial
year and for 2019 financial year) elements of these systems
are also explained to the extent necessary for comprehension.
The auditing firm PricewaterhouseCoopers GmbH has
audited the remuneration report beyond the requirements of
§162 (3) Sentences 1 and 2 AktG.
I.
Review of the past financial year from a remunera-
tion perspective
The Supervisory Board adopted the current remuneration
system for the members of the Board of Management with
effect from 1 January 2021. The Annual General Meeting
approved it on 12 May 2021 with a majority of 91.60% of the
valid votes cast.
Despite the challenges posed by supply shortages and the
ongoing coronavirus pandemic, 2021 was a very successful
financial year for the BMW Group, with solid sales growth for
its BMW, MINI and Rolls-Royce brands. The BMW brand set
a new sales record and took over the top position in the
global premium segment. In 2021, the BMW Group also con-
sistently pushed ahead with the expansion of its range of
electrified models, increasing the share of electrified vehicles
sold by the BMW and MINI brands by more than 70 per cent
compared to 2020. The launch of the BMW iX and the BMW
14 also marked the entry of two products at the forefront of
innovation to the market.
Under the leadership of the Board of Management, the
BMW Group's management continued to steer the company
in a prudent fashion through the volatile and challenging
environment that characterised last year. For example, the
production, sales and purchasing networks successfully
managed the challenges associated with the coronavirus
pandemic and supply bottlenecks, demonstrating genuine
flexibility in the process. As a result, the impact of Covid-19
was limited over the past financial year.
1 Due to rounding, it is possible that individual figures in this report may not add up
exactly to the totals provided, and that the percentages presented here may not be
an exact reflection of the absolute values to which they relate.
272
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
318 V. Other considerations
314 IV. Comparison of change in remuneration
and earnings pursuant to § 162 (1)
Sentence 2 No. 2 of the German Stock
Corporation Act (AktG)
members of the Supervisory Board pursuant
to § 162 of the German Stock Corporation
Act (AktG)
310 1. Articles of Incorporation and procedure
310 2. Principles and elements of remuneration
310 3. Remuneration granted and owed to
271
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Other Information
REMUNERATION REPORT
272 II. Remuneration of the members of the
Board of Management
272 1. Principles of the remuneration system
and the contribution of remuneration to
the promotion of the company's business
strategy and its long-term development
274 2. Overview of remuneration system from
the financial year 2021 onwards
277 3. Determination and review of the remuner-
ation system and individual remuneration
284 4. Remuneration for the 2021 financial year
294 5. Shareholding rules
294 6. Retirement benefits
295 7. Malus and clawback provisions
295 8. Regulations in the event of death, inva-
lidity and post-contractual non-competition
clause
295 9. Remuneration granted and owed to mem-
bers of the Board of Management pursuant
to § 162 of the German Stock Corporation
Act (AktG)
306 10. Remuneration granted and owed to
former members of the Board of Manage-
ment pursuant to § 162 of the German Stock
Corporation Act (AktG)
310 III. Remuneration of the members of the
Supervisory Board
271 I. Review of the past financial year from a
remuneration perspective
← = Q
At the same time, the Board of Management of the
BMW Group worked very constructively and intensively on
the core strategic course for the future, in order to create the
conditions for an attractive and future-oriented product port-
folio, and to achieve a significant improvement in profitabil-
ity. The strategic decisions taken in this regard focused in
particular on strategic issues related to electrification.
In December 2020, the Supervisory Board set ambitious tar-
gets linked to the variable remuneration of the members of
the Board of Management for the 2021 financial year. Of the
total variable target remuneration available, approximately
38% is linked to environmental, social or governance (ESG)
targets. It set targets for fleet carbon emissions in the EU
and sales targets for electrified vehicles in the 2021 financial
year as strategic focus targets for long-term variable remu-
neration (share-based remuneration). In doing so, it attached
particular significance to the strategic importance of acceler-
ating market penetration for electrified vehicles and sustain-
ability targets in determining remuneration.
The total remuneration is in line with market practice
both in terms of amount and structure, and takes into
account the size, complexity and economic situation of
the company.
The BMW Group aims to be the most successful and sus-
tainable premium provider of individual mobility. The busi-
ness strategy focuses on the customer and the provision of
sustainable individual mobility in the premium segment, tak-
ing into account high profitability, in order to secure the com-
pany's independence in the future. The remuneration sys-
tem contributes to the implementation of the business
strategy and the sustainable and long-term development of
the company. It also takes into account the concerns of the
company's important stakeholders (in particular, sharehold-
ers, customers, and employees). The incentive effects of the
various remuneration components have a complementary
effect.
The fixed basic remuneration counteracts the temptation
to take disproportionately high risks in order to achieve
short-term goals, and thus contributes to the long-term
development of the company.
The variable bonus is divided into two parts, which influ-
ence behaviour in different ways. The earnings-related
component of the bonus rewards recipients for achieving
the company's financial targets in the vesting year, and
promotes the earnings-related parts of the business
strategy. In contrast, the performance component of the
bonus is based on non-financial performance criteria,
which are also derived from the business strategy. In this
respect, the performance component of the bonus also
offers particular incentives to encourage individuals con-
sistently to pursue the goals of the business strategy for
the long-term development of the company. These goals
do not have to be directly reflected in the key financial
indicators for a given vesting year.
The amount of the variable share-based remuneration
also depends on the fulfilment of financial and non-fi-
nancial objectives derived from the business strategy,
since 50% of the target cash amount earmarked for
share purchases is linked to a financial key indicator
(ROCE in the Automotive segment), and 50% is linked to
strategic focus targets. The obligation to use the net
amount to purchase shares of common stock in the com-
pany and to hold these shares for at least four years also
motivates the members of the Board of Management to
strive to ensure the long-term positive development of
the company, as this in turn promotes sustainable posi-
tive developments in the price of BMW shares.
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← = Q
Combined Management Report
Corporate Governance
Remuneration Report
Other Information
← = Q
2.
Overview of remuneration system from the financial year 2021 onwards
The table below shows an overview of the remuneration system applicable from the financial year 2021 onwards.
COMPONENT
FIXED REMUNERATION COMPONENTS
Base remuneration
Group Financial Statements
Compensation payments
Retirement benefits
Other Information
Corporate Governance
Thanks to its strong overall performance, the Board of Man-
agement exceeded both the financial and non-financial tar-
gets for short-term variable remuneration (bonuses) 7 "Bonus
for the 2021 financial year". The financial target regarding long-
term variable remuneration (share-based remuneration)
was also exceeded with regard to the return on capital
employed (ROCE) in the Automotive segment. The Board of
Management achieved (or nearly achieved) the ambitious
non-financial strategic focus targets for long-term variable
remuneration. At 115.9 g/km, fleet carbon emissions came
in under the EU legal limit of 125.8 g/km "Share-based remuner-
ation for the 2021 financial year".
If necessary, and in the interest of the long-term success of
BMW AG, the Supervisory Board may temporarily deviate
from the remuneration system - as provided for in § 87a (2)
Sentence 2 AktG. In accordance with G.11 of the German Cor-
porate Governance Code dated 16 December 2019, the
Supervisory Board has also reserved the right to make
adjustments if extraordinary developments occur, such as
significant acquisitions and disposals, or changes in
accounting standards or tax regulations that have a signifi-
cant impact. After due examination, the Supervisory Board
did not make use of these options for the 2021 financial year.
The composition of the Board of Management did not
change during the year. For Dr. Wendt, the target remunera-
tion applicable to Members of the Board of Management
from the second mandate period onwards was applied at
the beginning of his second mandate period, from 1 October
2021 onwards.
The remuneration system for the members of the Supervi-
sory Board is set out in Article 15 of the Articles of Incorpora-
tion. It was confirmed by the Annual General Meeting on 12
May 2021 with a majority of 99.40% of the valid votes cast,
and implemented for the 2021 financial year in accordance
with the provisions of the Articles of Incorporation.
In the 2021 financial year, there were several changes to the
composition of the Supervisory Board, meaning that the
Supervisory Board remuneration for individual Supervisory
Board members had to be calculated pro rata temporis. With
effect from the end of the 2021 Annual General Meeting, Dr.
Kley resigned from the Supervisory Board and the Personnel
Committee, which, among other things, is responsible for
preparing decisions in connection with Board of Manage-
ment remuneration. The Supervisory Board elected Dr. Bock
as his successor on the Personnel Committee, with effect
from 12 May 2021.
II. Remuneration of the members of the Board of
Management
1.
Principles of the remuneration system and the contribution
of remuneration to the promotion of the company's business
strategy and its long-term development
The remuneration system in place since the 2021 financial
year is easy to understand and clearly structured. It complies
with the provisions of the German Stock Corporation Act
(AktG) and the recommendations and suggestions of the
German Corporate Governance Code. The Supervisory
Board has applied the following principles in designing the
remuneration system for the Board of Management:
Remuneration Report
The remuneration structure is geared towards the sus-
tainable and long-term development of the company.
Therefore, variable remuneration components are pre-
dominantly granted on the basis of a multi-year assess-
The total remuneration of the members of the Board of
Management is commensurate with their tasks and per-
formance as well as the company's situation.
The remuneration system ensures that both positive and
negative developments are appropriately reflected in the
remuneration ("pay for performance").
The remuneration system takes into account both the
performance of the entire Board of Management and the
achievement of individual targets.
The remuneration system observes the principle of con-
sistency between the remuneration systems in the com-
pany: The remuneration systems for the Board of Man-
agement, executives and employees of BMW AG are all
designed in a similar way.
273
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To Our Stakeholders
Combined Management Report
Group Financial Statements
ment.
25
276
To Our Stakeholders
7
400,000
12
350,000
10
Total
2,669,355
37
2,366,256
35
1,347,633
40
1,237,374
37
BONUS
Earnings component of bonus 2020
Performance component of bonus 2020
Earnings component of bonus 2021
(-)
(-)
540,000
500,000
10
700,000
Contribution to the company pension scheme
FY 20211
in %
Fixed
remuneration
Fixed remuneration (basic remuneration)
Fringe benefits (other remuneration)
1,950,000
27
1,800,000
27
900,000
26
8
in €
800,000
24
19,355
0.3
66,256
1
47,633
1
87,374
3
FY 20202
in %
(-)
(-)
1,260,000
PERFORMANCE CASH PLAN
Variable
PCP 2020-2022
remuneration
SHARE-BASED PAYMENT
Cash remuneration component
(investment component) 2020 for holding obligation 2021-2025
Share-based remuneration component
(matching component) 2020 for holding obligation 2021-20253
CC
Personal cash investment amount 20214
Strategic focus target component
Total
Target total remuneration
1 Remuneration system as of financial year 2021.
2 Remuneration system applicable until financial year 2020.
(-)
1,600,000
24
Τ
RoCE component
in €
14
(-)
19
(-)
CC
255,000
8
(-)
595,000
18
1,050,000
475,000
15
(-)
475,000
14
(-)
(-)
Performance component of bonus 2021
1,050,000
15
(-)
(-)
BMW Group Report 2021
in %
in %
— Target amount strategic focus target component p. a. (50% of target amount of personal investment cash amount):
- € 0.55 million (first period of office)
€ 0.64 million (from second period of office or fourth year of mandate)
― € 1.175 million (Chairman of the Board of Management)
- At least two strategic focus targets derived from the strategic plan
― Weighting of the strategic focus targets is decided before the start of the financial year
- Formula in event of two strategic focus targets with equal weighting p. a.:
25% of target amount for personal investment cash amount x factor for strategic focus target 1 + 25% of target amount for personal investment cash amount x factor for strategic
focus target 2
― Minimum, target and maximum values are defined before the start of the financial year
― Factor for each strategic focus target may not exceed 1.8
Maximum amount of strategic focus target component p. a.:
- € 0.990 million (first period of office)
― € 1.152 million (from second period of office or fourth year of mandate)
― € 2.115 million (Chairman of the Board of Management)
― personal investment cash amount is 50% dependent on key performance indicator RoCE and is therefore directly linked to a key measure of corporate strategy and reflects BMW AG's
aspiration to generate a significant premium on the cost of capital
―The remaining 50% of the personal investment cash amount is beneficial for the attainment of strategic focus targets and therefore contributes to the BMW Group's operational suc-
cess in strategically important areas
― Commitment to purchase shares of BMW AG common stock and four-years holding requirement is beneficial for the long-term development of the BMW Group
Malus and clawback rules
Malus
Clawback
- Agreement to withhold variable remuneration in the event of specified serious compliance violations or (withholding amounts provisionally) in the event of reasonable suspicions of such
― Amounts may also be withheld in principle after a member has left the Board
― € 2.115 million (Chairman of the Board of Management)
― € 1.152 million (from second period of office or fourth year of mandate)
- € 0.990 million (first period of office)
- Maximum amount of RoCE component p. a.:
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
COMPONENT
VARIABLE REMUNERATION COMPONENTS
Share-based remuneration
RoCE component (at 100% target achievement
corresponds to 50% of target amount)
― Agreement entitling the BMW Group to reclaim variable remuneration already paid out in the event of specified incidences of serious non-compliance, incorrect calculation bases or
incorrect financial statements
Strategic focus target component (at 100%
target achievement corresponds to 50% of
target amount]
Parameters/measurement base, applicable amounts
- Target amount RoCE component p. a. (50% of target amount of the personal investment cash amount):
- € 0.55 million (first period of office)
― € 0.264 million (from second period of office or fourth year of mandate)
― € 1.175 million (Chairman of the Board of Management)
- Formula: 50% of target amount x ROCE factor
― ROCE factor is derived from the RoCE achieved in the Automotive segment for the vesting year
― Minimum, target and maximum values for ROCE are defined before the start of the financial year
- ROCE factor may not exceed 1.8
Remuneration linked to corporate strategy
― Amounts may also be clawed back in principle after a member has left the Board
277
BMW Group Report 2021
Bonus
27-30%
Excluding a possible payment to new members of the Board of Management to compensate for salary
losses from a previous employment relationship and/or to cover relocation costs.
278
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To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Variable
remuneration
58-66%
Other Information
TARGET REMUNERATION FOR THE FINANCIAL YEAR 2021 (2020)
OLIVER ZIPSE
Chairman of the Board of Management since 16 August 2019
Member of the Board of Management since 13 May 2015
ILKA HORSTMEIER
Human Resources, Labour Relations Director
since 1 November 2019
FY 20211
FY 20202
in €
← = Q
in €
Share-based
payment
31-36%
Basic
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
3.
Determination and review of the remuneration system and
individual remuneration
remuneration
25-30%
Determining the system and structure of Board of Manage-
ment remuneration, and reviewing it regularly, is a task of the
full Supervisory Board, as is determining the individual level
of remuneration of members of the Board of Management.
The Personnel Committee of the Supervisory Board assumes
a preparatory function in the determination and review of the
remuneration system as a whole, and of the individual remu-
neration paid to members of the Board of Management.
-
In accordance with the remuneration system, the Supervi-
sory Board acting on the proposal of the Personnel Com-
mittee sets specific target remuneration for each individual
member of the Board of Management for the upcoming
financial year, as well as the performance criteria associated
with the variable remuneration components provided for in
the remuneration system.
The total target remuneration is composed of the fixed remu-
neration and the variable remuneration. Within the variable
remuneration, the proportion of share-based remuneration
as long-term variable remuneration exceeds the share of the
bonus as short-term variable remuneration. The share of the
individual remuneration components is within the ranges
specified by the remuneration system.
a) Target remuneration for the 2021 financial year
The following tables show the individual target remuneration
of the members of the Board of Management and the rela-
tive share of the respective remuneration component in the
total target remuneration.
OVERVIEW OF TOTAL TARGET
REMUNERATION FOR MEMBERS OF THE
BOARD OF MANAGEMENT
Fringe benefits
1-4%
Contributions to
retirement
benefit plans
7-12%
The Supervisory Board reviews the remuneration system
annually to ensure it is appropriate in terms of structure, tar-
get and maximum remuneration, as well as actual remuner-
ation. The Supervisory Board also takes remuneration stud-
ies into account when assessing the market conformity of
the target and maximum remuneration, as well as when
assessing actual remuneration in horizontal terms. Due to
the size and structure of the BMW Group, DAX companies
are used as a comparison group and the remuneration data
from this group is compared with the remuneration paid to
members of the Board of Management at BMW AG. Verti-
cally, the Supervisory Board compares the remuneration of
members of the Board of Management with the remunera-
tion of senior executives and with the average remuneration
of employees employed by BMW AG in Germany in areas
inside and outside the scope of collective bargaining agree-
ments, including in terms of how they have changed over a
period of several years. Recommendations from independ-
ent external remuneration experts, as well as suggestions
from investor and analyst circles, may also be included in the
deliberations. For the 2021 financial year, the review has
shown that the target and maximum remuneration as well as
actual remuneration are appropriate.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
281
Milan Nedeljković
575,000
1.800
575,000
Frank Weber
475,000
Andreas Wendt
500,000
Pieter Nota
475,000
Nicolas Peter
cated to the departmental targets. Departmental targets can
be department-specific targets or contributions to shared tar-
gets measured individually for each department. The remain-
der of the target amount for the performance bonus (amount-
ing to approximately 90%) should be associated with
interdepartmental, non-financial targets. In this regard,
around 50% of the target amount should be connected to the
achievement of non-financial targets relating to environmen-
tal, social and governance (i.e., ESG targets).
Targets set and extent of achievement - performance component
of the bonus for the financial year 2021
The targets set by the Supervisory Board for the 2021 vesting
year as part of the performance component of the bonus, the
weighting of the relevant criteria and the individual target
achievement are summarised in the tables below.
In order to determine the extent to which targets were
achieved in 2021, the Supervisory Board assessed the
departmental targets, on the one hand, and the interdepart-
mental targets, on the other hand, within a target achieve-
ment corridor with a partial performance factor between 0
(corresponding to a target being 0% achieved) and 1.80
(corresponding to a target being 180% achieved, the high-
est possible percentage). The performance factor for the
bonus was determined from the two partial performance
factors, with a weighting of 10% for the departmental tar-
gets and 90% for the interdepartmental targets. With regard
to the interdepartmental targets, 50% of the weighting is for
non-financial environmental, social and governance (ESG)
targets, and 40% is for other non-financial targets.
In order to determine the extent to which targets were
achieved, the Supervisory Board assessed the leadership
performance of the individual members of the Board of Man-
agement and the overall performance of the Board of Man-
agement as a whole. With regard to the departmental tar-
gets, the Supervisory Board assessed the individual
performance of each member of the Board of Management.
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BMW Group Report 2021
To Our Stakeholders
1,890,000
855,000
855,000
1,035,000
1,035,000
855,000
900,000
475,000
1,050,000
Earnings factor
3.0
5.3
11.0
12.4
180%
1,800
Group post-tax return on sales in %
3.0
5.6
9.0
11.2
OVERVIEW OF EARNINGS COMPONENT OF THE BONUS FOR THE FINANCIAL YEAR 2021
Member of the Board of Management
Oliver Zipse
Milan Nedeljković
of bonus in €
Proportionate target bonus
Earnings component
amount in €
Combined Management Report
Profit attributable to shareholders of BMW AG in € billion
Group Financial Statements
Remuneration Report
Interdepartmental ESG targets
Interdepartmental other
non-financial targets
Entire Board of Management¹
Joint departmental targets
All members of the Board
of Management²
Oliver Zipse
Target set
Innovation performance (environmental)
OVERVIEW OF DEPARTMENTAL TARGETS FOR THE PERFORMANCE COMPONENT OF THE BONUS FOR FINANCIAL YEAR 2021
Develop the Company's reputation e.g. (corporate culture, promoting integrity and ensuring compliance)
Transformability (investment in training and further education, sustainability)
Leadership performance (employee satisfaction)
Expand market position
Innovation performance (economic)
Customer orientation (product, customer service quality)
Development of reputation (e.g. awareness in the capital market, brand strength)
Contribution to meeting growth and profitability targets
Leadership performance in the department
Achievement of departmental diversity targets
Preventive activities in ensuring compliance
Employer attractiveness
← = Q
Other Information
Remuneration Report
Other Information
← = Q
With regard to the interdepartmental targets, the Supervi-
sory Board deliberately considered the Board of Manage-
ment as a team and assessed the performance of all the
members of the Board of Management as a whole. The
Supervisory Board's decision-making process is based on a
detailed, documented analysis of performance as measured
against all the agreed criteria, as well as in-depth discus-
sions at Personnel Committee and full Supervisory Board
level. As a basis for its assessment, the Supervisory Board
was guided, in particular, by the quantitative and qualitative
metrics defined in the corporate planning that had been
done before the beginning of the financial year. These met-
rics include, for example, key indicators such as vehicle
sales, segment shares and the share of sales for electrified
vehicles, as well as other metrics for assessing sustainability
performance, R&D rate, the quality of the customer experi-
ence compared to the competition, investments in training
and further education, targets for diversity in the workforce
and the results of employee surveys. The results of compar-
ative studies and calculations were also used to assess indi-
vidual metrics. In addition to a review of performance in
2021, the Supervisory Board carried out a trend review cov-
ering several financial years. In doing so, it assessed the
effects of decisions, measures and the overall course set in
previous financial years on the financial year 2021 and, by
way of a forecast, also estimated the significance of the per-
formance in 2021 for the future development of the company.
OVERVIEW OF TARGETS OF THE PERFORMANCE
COMPONENT OF THE BONUS FOR THE FINANCIAL
YEAR 2021
10%
Departmental
targets¹
40%
Other
interdepartmental
non-financial
targets²
1 Individual assessment for each member of the Board of Management.
2 Collective assessment of the Board of Management as a team.
50%
Interdepartmental
ESG targets²
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BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Corporate Governance
Earnings
factor
Actual achievement
value
in %
value
EARNINGS COMPONENT
Share-based
payment
Strategic
focus target
component²
PERFORMANCE COMPONENT
50% OF TARGET AMOUNT
EARNINGS FACTOR
50% OF TARGET AMOUNT
Share-based
payment
RoCE component²
PERFORMANCE FACTOR
x
-
Earnings factor is derived from an allocation matrix based on
the parameters "profit attributable to shareholders of BMW AG"
and "Group post-tax return on sales" in the vesting year.
- Earnings factor may not exceed 1.8.
- Performance factor consists of
-50% cross-divisional targets with ESG criteria,
-40% other cross-divisional targets,
-10% individual departmental targets.
- Performance factor may not exceed 1.8.
(1) Bonus for the 2021 financial year
Overview
BONUS
(MAX. 180% OF
TARGET AMOUNT)
² Each represents approx. 26-27% of variable target remuneration.
1 Each represents approx. 23-24% of variable target remuneration.
Earnings
component¹
60,303
997,803
The amount of the basic remuneration depends on the indi-
vidual's respective function on the Board of Management
and the duration of their tenure on the Board of Manage-
ment or their appointment period, as applicable.
The fringe benefits include, in particular, insurance benefits,
non-cash benefits from vehicle use and use of telephones
and computers, health care, employee discounts and subsi-
dies for safety equipment. In addition, the Supervisory Board
can approve payments to newly appointed members of the
Board of Management in order to compensate them for loss
of salary from a previous employment relationship and/or to
cover relocation costs. No such approvals were issued in the
2021 financial year.
b) Variable remuneration for the 2021 financial year
The variable remuneration for the 2021 financial year con-
sists of the bonus and the share-based remuneration. The
bonus consists of the earnings and performance compo-
nents, and the share-based remuneration (personal cash
investment amount) consists of the RoCE component and
the strategic focus targets component. The performance cri-
teria for the variable remuneration paid to members of the
Board of Management are based on the Group's key strate-
gic financial and non-financial targets and performance indi-
cators, and sustainably promote the Group's development.
When determining specific target values, the Supervisory
Board takes into account, in particular, long-term corporate
planning and business development planning for the follow-
ing year. These plans are prepared by the Board of Manage-
ment and submitted to the Supervisory Board for approval.
For details of the strategic relevance of the individual remu-
neration components, see also above Overview of remuneration
system.
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Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
OVERVIEW OF VARIABLE TARGET REMUNERATION
OVERVIEW OF THE COMPOSITION OF THE BONUS
Bonus
Performance
component¹
Bonus
The bonus consists of an earnings component and a perfor-
mance component. If 100% of the target is achieved, the
share of the bonus attached to each component is 50% of
the individual target amount of the bonus. The bonus amount
is capped at 180% of the individual target amount. The
bonus is paid following the Annual General Meeting at which
the annual financial statements for the vesting year are pre-
sented.
Earnings component of the bonus
The earnings component of the bonus rewards the perfor-
mance of the business in the vesting year, as measured by
the financial indicators "Profit attributable to shareholders of
BMW AG" and "Group post-tax return on sales". For this pur-
pose, the Supervisory Board adopts an allocation matrix
before the start of the vesting year, from which an earnings
factor is derived based on the values achieved.
For both indicators, the Supervisory Board defines a mini-
mum value, a target value and a maximum value before the
start of the vesting year. If one of the minimum values is not
reached, the earnings factor is zero (corresponding to a tar-
get achievement of 0%). If both target values are reached,
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Targets set and extent of achievement - earnings component of
the bonus for the 2021 financial year
The targets set and the extent to which they have been
achieved, as well as the specific amounts associated with
the earnings component of the bonus for the 2021 financial
year, are shown in the following tables. In the financial year
2021, BMW AG's share of profit attributable to shareholders
was € 12.4 billion, and the Group post-tax return on sales
was 11.2%. Both key indicators exceeded the maximum val-
ues defined for the assessment of the earnings component,
so the earnings factor has been capped at the maximum
value of 1.800 (corresponding to a target achievement of
180%, the highest possible percentage).
Performance component of the bonus
The performance component of the bonus rewards the
achievement of certain non-financial targets. Before the
beginning of the financial year, the Supervisory Board sets
these targets in the form of various non-financial perfor-
mance criteria and associated metrics. The performance cri-
teria are derived primarily from the corporate strategy, long-
term corporate planning and the business development
planning done for the following year. The targets are divided
into individual targets for the individual members of the Board
of Management (departmental targets) and collective targets
for the entire Board of Management (interdepartmental tar-
gets). The Supervisory Board has discretion in weighting the
performance criteria. Approximately 10% of the target
amount for the performance bonus is intended to be allo-
TARGETS SET AND ACHIEVED EARNINGS COMPONENT OF BONUS FOR THE FINANCIAL YEAR 2021
Target
Minimum
Performance criteria
value
Target
value
Maximum
286
Coordination of the work of the Board of Management
maximum value
Profit attributable to
shareholders in € billion
the earnings factor is 1.000 (corresponding to a target
achievement of 100 %). As of the achievement of both max-
imum values, the earnings factor is 1.800 (corresponding to
a target achievement of 180%, the highest possible per-
centage). For intermediate values, the earnings factor is
derived from the matrix.
EARNINGS COMPONENT OF THE BONUS: ALLOCATION MATRIX¹
Group post-tax return
on sales in %
9.0
maximum value
5.6
target value
1.000
0.135
3.0
minimum value
3.0
5.3
minimum value
target value
1 Simplified depiction
2 Earnings factor 2021
1.800²
11.0
Positioning with regard to proposed legislation
Continue to develop the Compliance Management System
Present and promote new products
Promote employer attractiveness
107.0%
40%
102.5 %
1.06
500,000
530,000
10%
115.6%
50%
(2) Share-based remuneration for the 2021 financial year
As part of the share-based remuneration as a variable long-
term component of remuneration, the members of the Board
of Management receive a cash payment earmarked for
investment in BMW shares of common stock (the "personal
cash investment amount"). This amount depends on the
achievement of certain financial and non-financial targets in
the past financial year (vesting year). The members of the
Board of Management are obliged to invest their personal
tive long-term capital market performance. Due to the sub-
stantial investment and the fixed holding period associated
with these shares, members of the Board of Management
participate in the long-term positive (and negative) develop-
ment of the company, as reflected in the share price, even
after their departure.
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Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
cash investment amounts (less taxes and duties) in BMW
shares of common stock, and to hold these shares for a
period of at least four years (Share Ownership Guideline).
The obligation to purchase BMW shares of common stock
and the multi-year holding period strengthens the entrepre-
neurial long-term orientation of the Board of Management.
Implementing the corporate strategy sustainably by taking
appropriate decisions also creates lasting value for the
shareholders, and thus regularly provides the basis for posi-
115.6%
10%
503,500
Andreas Wendt
Interdepartmental targets - ESG
Interdepartmental targets - Other
Departmental targets
Interdepartmental targets - ESG
Interdepartmental targets - Other
Departmental targets
Interdepartmental targets - ESG
Interdepartmental targets - Other
Departmental targets
50%
107.0%
40 %
102.5 %
1.06
575,000
609,500
10%
116.3%
50%
107.0%
40%
102.5 %
1.06
475,000
Other Information
← = Q
Personal cash investment amount
The personal cash investment amount is paid out after the
Annual General Meeting at which the annual financial state-
ments for the vesting year are presented. The size of this
amount depends on the target amount, the RoCE achieved
in the Automotive segment and the degree to which certain
strategic focus targets were achieved in the vesting year. The
personal cash investment amount is limited to a maximum
of 180% of the target amount and is calculated as follows:
FY
n+1
Acquisition of shares¹
(amounting to 100 % of the
payment amount)
Total performance period: 5 years
هلر
Share performance over 4 years
при
FY
FY
FY
FY
n+2
n+3
n+4
n+5
Performance period: 4 years
Freely available
shares
1 Simplified depiction. Payment, acquisition of shares and the start of the four-year holding period occur following the Annual General Meeting at which the annual financial statements for the
vesting year are presented.
Taxes
Frank Weber
Performance period: 1 year
Strategic Focus
targets
Personal cash investment amount =
RoCE component + strategic focus targets component
Target amount for the personal cash investment amount
The target amounts for the individual members of the Board
of Management for the 2021 financial year are presented in
the table "Overview of share-based remuneration for the
2021 financial year", below.
RoCE component of the personal cash investment amount
Before the beginning of the relevant vesting year, the Super-
visory Board sets minimum, target and maximum values for
the ROCE in the Automotive segment in the vesting year on
the basis of corporate planning, and assigns a RoCE factor
to each of these values. If the minimum value is not reached,
the RoCE factor is 0. If the target value is reached, the RoCE
factor is 1.00. As of the achievement of the maximum value,
the ROCE factor is 1.80. The RoCE component of the per-
sonal investment cash amount is determined by multiplying
the ROCE factor for the vesting year by 50% of the individual
target amount.
Strategic focus targets component of the personal cash invest-
ment amount
The Supervisory Board sets at least two strategic focus tar-
gets before the start of the vesting year. It derives these tar-
gets from the corporate strategy and corporate planning. It
then sets a minimum, target and maximum value for each
strategic focus target, and assigns a factor to each of these
values. If the minimum value is not reached, the factor for
that target is 0. If the target value is reached, the factor for
that target is 1.00. As of the achievement of the maximum
value, the factor for that target is 1.80. The strategic focus
targets component of the personal cash investment amount
is determined in a two-step process. In the first step, the fac-
tor for the vesting year achieved for the relevant strategic
focus target is multiplied by the share of the individual target
amount attributable to this target. In the second step, the
OVERVIEW OF SHARE-BASED REMUNERATION
Target amount
FY
values determined for the individual strategic focus targets
using this calculation are added together. If two strategic
focus targets are set, each strategic focus target accounts
for 25% of the individual target amount, unless the Supervi-
sory Board decides on a different weighting. If more than
two strategic focus targets are set, the Supervisory Board
determines the weighting of each target.
Personal cash investment
amount
(Cap: 180% of the target
amount)
Overall target achievement
Weighting
Target
50%
ROCE
50%
Payment amount
937,500
Nicolas Peter
10%
Maintain an efficient and flexible supplier network during the Covid-19 pandemic
Meet quality requirements and cost targets in the supplier network
Establish a CO₂ management system in the supply chain
1 Collective assessment of the Board of Management as a team. 2 Individual assessment for each member of the Board of Management.
Weighting
50%
40%
10%
Ensure production flexibility for vehicle components
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OVERVIEW OF TARGET ACHIEVEMENT FOR THE PERFORMANCE COMPONENT OF THE BONUS FOR FINANCIAL YEAR 2021
BMW Group Report 2021
Continue to develop automated driving and hydrogen technology
Develop new vehicle architecture
Ensure planned new products are handed over to production on time
Staff restructuring and qualification
Ilka Horstmeier
Milan Nedeljković
Pieter Nota
Specific departmental targets
Nicolas Peter
Frank Weber
Andreas Wendt
Implement the diversity strategy
Promote the strategic development of real estate management
Ensure the production network is managed effectively
Deliver dynamic alignment of the production structure in line with strategic factors
Achieve quality targets in production
Reduce carbon emissions in production
Plan sales and prices, realise potential in our sales markets
Prepare and successfully deliver launches of new products
Expand the digital marketing and sales concepts
Expand the internal control system (ICS) with regard to sales management and reporting
Ensure reliable communication with capital markets
Prepare the first Integrated Annual Report and further develop the ICS for non-financial key indicators
Manage financial risk and secure Group financing during and after the Covid-19 pandemic
Coordinate the delivery of Performance NEXT financial targets
Develop attractive and exciting vehicle models
Oliver Zipse
Targets
Interdepartmental targets - ESG
Interdepartmental targets - Other
Departmental targets
Weighting
50%
Interdepartmental targets - ESG
Interdepartmental targets - Other
Departmental targets
50%
107.0%
40 %
102.5 %
1.06
475,000
503,500
10%
113.1%
Pieter Nota
Interdepartmental targets - ESG
Interdepartmental targets - Other
Departmental targets
50%
107.0%
40 %
102.5 %
1.06
575,000
609,500
113.8%
113.1%
10%
475,000
Average target
achievement
Performance factor
Proportionate target
bonus amount in €
Performance component
of bonus in €
107.0%
40 %
102.5 %
1.06
1,050,000
1,113,000
10%
118.1%
Ilka Horstmeier
Interdepartmental targets - ESG
Interdepartmental targets - Other
Departmental targets
50%
107.0%
40 %
102.5 %
1.06
503,500
997,833
Ilka Horstmeier
900,000
MAXIMUM AND MINIMUM REMUNERATION FOR THE FINANCIAL YEAR 2021
OLIVER ZIPSE
Chairman of the Board of Management
since 16 August 2019
Member of the Board of Management
since 13 May 2015
in €
Fixed
Fixed remuneration (basic remuneration]
Fringe benefits
remuneration
Total
BONUS
In addition to the maximum limits for the individual compo-
nents of overall remuneration, the Supervisory Board also set
minimum thresholds that had to be exceeded in order for a tar-
get to be achieved. If these minimum thresholds are not
reached, the relevant component of the variable remuneration
is not paid.
ILKA HORSTMEIER
Human Resources,
Labour Relations Director
Member of the Board of Management
since 1 November 2019
PIETER NOTA
Customer, Brands, Sales
Member of the Board of Management
since 1 January 2018
Max
Min
1,950,000
1,950,000
Max
900,000
Min
MILAN NEDELJKOVIĆ
Production
Board of the Board of Management
since 1 October 2019
The total fixed maximum remuneration is less than the sum of
the maximum amounts for the individual components.
to cover relocation costs for new appointments are also cov-
ered by the maximum remuneration.
The maximum remuneration of the Members of the Board of
Management for the vesting year 2021, as determined in
accordance with § 87a (1) Sentence 2 No. 1 AktG includes, as
fixed components, the basic remuneration for 2021, other fixed
remuneration for 2021, the pension contribution, and any ser-
vice cost in excess of that contribution for 2021. The maximum
remuneration includes the bonus for the vesting year 2021 and
the share-based remuneration as variable components for the
vesting year 2021. Any special payments to compensate for
loss of salary from a previous employment relationship and/or
64
3,542,803
100
3,351,609
100
3 Provisional monetary value calculated as of 2 January 2021 in accordance with German Accounting Standard 17, as amended. The final number of matching shares and/or the final cash
value will only be determined when the investment obligation is fulfilled in shares of common stock of the company.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
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b)
Maximum and minimum remuneration for the financial year
2021
The Supervisory Board has set upper limits on the remunera-
tion of Members of the Board of Management for the 2021
financial year (vesting year) in two ways: It has set maximum
limits in terms of the amount paid for all variable remuneration
components and, additionally, for the total remuneration of the
Board of Management members in each case. Both compo-
nents of the bonus and both components of the share-based
remuneration (the personal cash investment amount) are lim-
ited to a maximum of 180% of the respective target amount.
Max
Min
Max.
Min.
1,890,000
0
855,000
0
855,000
0
1,035,000
Variable
SHARE-BASED REMUNERATION
remuneration
(PERSONAL CASH INVESTMENT AMOUNT) 1
RoCE component
2,115,000
0
990,000
0
990,000
0
1,152,000
Performance component of bonus
2,145,290
0
0
900,000
19,355
19,355
47,633
47,633
1,969,355
1,969,355
947,633
947,633
900,000
43,237
943,237
900,000
43,237
943,237
1,050,000
18,525
1,068,525
1,050,000
18,525
1,068,525
Earnings component of bonus
1,890,000
0
855,000
0
855,000
1,035,000
0
61
(-)
24
60,303
2
56,319
2
Contribution to the company pension scheme
400,000
11
800,000
350,000
Total
1,397,803
39
1,206,319
36
BONUS
Earnings component of bonus 2020
(-)
10
26
937,500
Fixed remuneration (basic remuneration)
Fringe benefits (other remuneration)
BMW Group Report 2021
To Our Stakeholders
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Other Information
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TARGET REMUNERATION FOR THE FINANCIAL YEAR 2021 (2020)
ANDREAS WENDT
Purchasing and Supplier Network
from 1 October 2018 until 31 December 2021
FY 20211
FY 2020²
in €
in %
in €
in %
Fixed
remuneration
255,000
8
Performance component of bonus 2020
Earnings component of bonus 2021
(-)
11
Share-based remuneration component
(matching component) 2020 for holding obligation 2021-20253
(-)
62,790
97,833
Personal cash investment amount 20214
RoCE component
Strategic focus target component
Total
Target total remuneration
1 Remuneration system as of financial year 2021.
2 Remuneration system applicable until financial year 2020.
572,500
16
(-)
572,500
16
(-)
382,500
2,145,000
(-)
(investment component) 2020 for holding obligation 2021-2025
(-)
595,000
18
500,000
14
(-)
Performance component of bonus 2021
500,000
14
(-)
PERFORMANCE CASH PLAN
Variable
PCP 2020-2022
(-)
850,000
25
remuneration
SHARE-BASED PAYMENT
Cash remuneration component
(-)
Strategic focus target component
2
0
1,152,000
0
990,000
0
1,030,500
0
4,374,000
0
0
3,690,000
3,861,000
0
5,446,746
1,072,746
4,687,833
997,833
401,099
401,099
0
1,030,500
0
990,000
1,072,746
997,833
997,833
997,803
997,803
1,035,000
0
855,000
0
900,000
0
1,035,000
0
855,000
0
900,000
0
1,152,000
0
402,075
5,500,000
1,473,845
4,925,000
Pieter Nota
Nicolas Peter
Frank Weber
Andreas Wendt
remuneration) Total fixed remuneration
19,355
1,969,355
947,633
943,237
Fringe benefits (other
Base salary
1,950,000
900,000
47,633
900,000
43,237
1,050,000
18,525
1,068,525
1,050,000
22,746
1,072,746
2,115,000
Milan Nedeljković
60,303
Ilka Horstmeier
OVERVIEW OF FIXED REMUNERATION FOR THE 2021 FINANCIAL YEAR (IN €)
402,075
1,399,908
4,858,803
401,099
5,068,750
997,803
401,099
1,398,902
1 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
2 The pension contribution and any service cost in excess of this contribution represent the cost to the Company. This amount is not paid out to the relevant member of the Board of Management.
3 Maximum remuneration within the meaning of § 87 a (1) Sentence 2 no. 1 German Stock Corporation Act (AktG). This total upper limit is lower than the sum of the maximum amounts from the individual components.
Any special payments to compensate for loss of salary from a previous employment relationship and/or to cover relocation costs for new appointments are also covered by the maximum remuneration.
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
The maximum limits for each individual element of the varia-
ble remuneration in the 2021 vesting year and the stipulated
maximum remuneration limits were complied with in all
cases Remuneration granted and owed.
The remuneration granted and owed pursuant to § 162 Ger-
man Stock Corporation Act (AktG) for financial year 2021
7 Remuneration granted and owed includes a payout from the Per-
formance Cash Plan 2019-2021 for members of the Board of
Management who were in office back in the 2019 financial
year. This variable component of the remuneration system
applicable for the financial years 2018 to 2020 falls under
the overall caps set by the Supervisory Board for the vesting
year 2019. A final assessment of compliance with the overall
caps set for the 2019 vesting year will only be possible when
the matching component of the share-based remuneration
for the 2019 vesting year is paid out after the expiry of the
four-year shareholding period in the 2024 financial year.
The remuneration granted and owed for the 2021 financial
year pursuant to § 162 AktG Remuneration granted and owed also
includes the payment of the matching component of the
share-based remuneration for the 2016 vesting year to the
members of the Board of Management who were in office in
that financial year. This payment was made in May 2021,
after the expiry of the four-year shareholding period. This
component is subject to the overall cap set for the vesting
year 2016, which was complied with for the members of the
Board of Management in office at that time.
4.
Remuneration for the 2021 financial year
Following a proposal by the Personnel Committee, the
Supervisory Board determined in December 2020 the target
remuneration for the members of the Board of Management
for the 2021 financial year, as well as the performance crite-
ria for the variable remuneration components provided for in
the remuneration system. In March 2022, at the suggestion
of the Personnel Committee, the Supervisory Board set or
confirmed the amount of the variable remuneration compo-
nents due to the members of the Board of Management for
the 2021 financial year after reviewing and assessing the
extent to which the targets had been achieved.
a) Fixed remuneration for the 2021 financial year
Each member of the Board of Management receives a fixed
basic remuneration, which is paid monthly on a pro rata
basis. The fixed basic remuneration ensures a minimum
income appropriate to the tasks and responsibilities of a
member of the Board of Management. It counteracts the
temptation to take disproportionately high risks in order to
achieve short-term goals, and thus contributes to the com-
pany's long-term development.
Oliver Zipse
60,303
284
97,833
702,274
9,850,000
702,274
401,765
401,765
401,466
2,671,629
4,925,000
1,349,398
4,925,000
943,237
401,466
1,344,703
5,442,525
402,852
5,500,000
1,068,525
402,852
1,471,377
1 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
2 The pension contribution and any service cost in excess of this contribution represent the cost to the Company. This amount is not paid out to the relevant member of the Board of Management.
3 Maximum remuneration within the meaning of § 87 a (1) Sentence 2 no. 1 German Stock Corporation Act (AktG). This total upper limit is lower than the sum of the maximum amounts from the individual components.
Any special payments to compensate for loss of salary from a previous employment relationship and/or to cover relocation costs for new appointments are also covered by the maximum remuneration.
283
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Maximum remuneration ³ / Minimum remuneration
Corporate Governance
Pension expense²
4,637,633
990,000
97,833
0
990,000
0
1,152,000
0
Total
8,010,000
0
3,690,000
0
3,690,000
0
4,374,000
0
Total fixed and variable remuneration
9,979,355
1,969,355
947,633
Remuneration Report
4,633,237
← = Q
FRANK WEBER
Development
Member of the Board of Management
since 1 July 2020
ANDREAS WENDT
Purchasing and Supplier Network
Member of the Board of Management
from 1 October 2018 to
31 December 2021
Max
Min
Min
Max
Member of the Board of Management
since 1 January 2017
Min
1,050,000
900,000
900,000
937,500
937,500
Other Information
22,746
1,072,746
22,746
1,050,000
Finance
Max
Maximum remuneration ³ / Minimum remuneration
Fixed remuneration (basic remuneration)
NICOLAS PETER
Fixed
MAXIMUM AND MINIMUM REMUNERATION FOR THE FINANCIAL YEAR 2021
Fringe benefits
remuneration
Total
in €
Earnings component of bonus
Performance component of bonus
Variable
BONUS
SHARE-BASED REMUNERATION
remuneration (PERSONAL CASH INVESTMENT AMOUNT) 1
RoCE component
Strategic focus target component
Total
Total fixed and variable remuneration
Pension expense²
V.fiume
Yours
Together, we will continue to make a difference in the future, as a global Impact
Company that creates values and generates added value. We hope you will continue
to support us on our BMW way.
I would like to say a sincere thank you for the financial year 2021: to you, our share-
holders, all our customers, our retail organisation and suppliers - and, above all, to
our 118,909 associates. The feedback we received in our Employee Survey clear-
ly reflected back to us that the team stands behind the Company. Our associates
believe BMW has found the right balance between stability and disruption. We see
transformation as an opportunity.
In February 2022, the BMW Group increased its share in the joint venture BMW
Brilliance Automotive Ltd. (BBA) to a 75% majority stake. With full consolidation of
BBA in the BMW Group Financial Statements, we are taking your Company into the
next dimension as a global company. The Chinese market is a driving force for digital
trends. This move will bring us even closer to customers there and enable us to keep
our finger on the pulse.
Many people benefit from our success: you, our shareholders, our global team and
society. This year, we will be hiring new staff, both worldwide and at our home base
in Germany - something a company only does when it is full of confidence.
Your Company is financially and economically stronger than ever. This allows us to
operate independently and invest in our own future. This is certainly something we
can continue to build on.
the Board of Management
Dear Shareholders,
Statement of the Chairman of
Oliver Zipse
To Our Stakeholders
"We see transform-
ation as an oppor-
tunity. As a global
Impact Company,
we will continue to
make a difference in
the future."
27
27
BMW Group Report 2021
BMW
GROUP
Production
← = Q
The Board of Management
Milan Nedeljković
Member of the Board of Management,
Chairman of the Board of Management
Other Information
We already aim to at least double our sales of battery-electric vehicles this year com-
pared to 2021.
Corporate Governance
New BMW 7 Series: the only luxury sedan to offer drivetrain variety.
All of us at BMW are looking forward to the market launch of the new BMW 7 Series
this year: progressive, digital and innovative, it is also the only luxury sedan to offer
customers a choice of drivetrain variants. By the way, the most powerful variant - the
BMW i7 - is fully electric. In April, we will present it in New York, Munich and Beijing,
representing the major regions of the world.
Pieter Nota
Our intelligent vehicle architectures enable us to offer different drivetrain variants
efficiently. This benefits customers and the climate alike. We serve markets according
to their individual circumstances and pace of change. In the mid-term, this will also
include hydrogen fuel cell technology - because hydrogen makes it possible to store
sustainably produced energy and release it just as quickly as conventional fuels.
Your Company is leveraging the opportunities and potential of global auto-
motive markets.
_
E-mobility shifts into sport mode.
Our new BMW iX and BMW i4 models are already winning over customers with their
innovations and an electric range of up to 600 kilometres. With the BMW iX, we are
also the first premium manufacturer to introduce the 5G mobile telecommunications
standard in a production vehicle that is available worldwide. Both models are among
the eight fully electric vehicle models we will have on the roads this year; by 2023,
there will be a dozen.
By 2025
the end of Phase II of our transformation - we aim to increase the total
share of our electrified vehicles, that means battery-electric and plug-in hybrids,
to more than 30%. By 2030 - the end of Phase III - more than 50% of our global
deliveries to customers should be fully electric. We are gearing up the Company and
our supply chains for this exponential growth in electromobility.
MINI and Rolls-Royce will be exclusively all-electric from the early 2030s onwards,
while all BMW Motorrad's urban models will be released with e-drives only from
2030. BMW M GmbH has also unveiled its first fully electric model, the BMW iX M60.
Merging the digital and the physical experience.
The modern car is not only one of the most complex items we use as consumers; it is
also becoming a true digital device. It should therefore come as no surprise that digi-
tal business models will account for a growing share of value creation. This applies, in
particular, to the Chinese market, with its many young, technophile customers.
Over-the-air updates: BMW has the largest fleet.
Your Company has around 10,000 IT and software specialists working on research
and development for vehicle digitalisation at ten locations in Europe, Asia and the
Americas. We are collaborating in the regions with major tech players, who are also
our competitors.
At the CES tech show in Las Vegas in January 2022, our BMW iX Flow, featuring E
Ink, received rave reviews from the media and on social media. This unique technol-
ogy allows the exterior to change colour.
Focused on the customer and their mobility experience.
By 2025, a quarter of our sales will probably be conducted online. That is why our
Sales and Marketing is seamlessly integrating all customer touchpoints, online and
offline. We are implementing future-oriented sales structures in conjunction with our
retailers. That is our culture at BMW.
26
26
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Remuneration Report
Combined Management Report
Responsible leadership
Corporate Governance
← = Q
Dialogue with Stakeholders
DIALOGUE WITH STAKEHOLDERS
Stakeholder engagement
The BMW Group operates on a global scale in a highly inter-
connected world. Its business activities have a major impact
on the environment in which it operates and can have both a
direct and an indirect bearing on the interests of a wide var-
iety of stakeholders. Conversely, societal trends and devel-
opments can influence many aspects of the Group's busi-
ness activities. Against this backdrop, the BMW Group
maintains a continuous dialogue with its stakeholders world-
wide.
Our commitment to stakeholder engagement is set out in the
7 BMW Group Stakeholder Engagement Policy, which outlines both the
dialogue objectives and the criteria for identifying and priori-
tising stakeholders. A variety of suitable dialogue formats
and forms of communication are described in internal guide-
lines. Key topics and formats are summarised below
7 GRI 102-42, 102-43, 102-46.
Material topics in 2021
The BMW Group's interaction with stakeholders includes top-
ics brought to its attention by stakeholders as well as those in
which it proactively engages in dialogue. This combination
gives rise to a comprehensive range of interlinked topics:
7 GRI 102-44
The Paris Climate Agreement and climate neutrality of
the BMW Group by 2050
Circularity and circular design, the use of secondary ma-
terials, particularly in relation to battery recycling
Social responsibility for employees
Sustainable financing and the EU taxonomy
Emissions limits without excluding individual drive tech-
nologies and vehicle concepts
Continued development of the regulatory framework for
automated driving and digital networks
· Support for new efficiency-enhancing technologies
Realistic relationship between emissions targets and
emissions measurement methods
Consistency between supply-side and demand-side de-
carbonisation policies
Ensuring a sufficient supply of critical raw materials
BMW Group Xchange
The BMW Group Xchange encompasses all the well-estab-
lished forms of events organised by the Group, such as the
BMW Group Dialogues, the rad°hub and the FUTURE
FORUM, providing the appropriate platforms to encourage
an intensive dialogue with a variety of target groups.
7 BMW Group Dialogues are one of the main formats for interact-
ing with stakeholders and have been held regularly since
2011. Major topics covered in recent years have included
electric mobility, corporate citizenship, urban mobility, envir-
onmental and social standards within the supply chain, and
circularity, i. e. the transformation from a linear to a circular
economy with increasingly closed material cycles Resource
efficiency, circular economy and renewable energy.
The NEUE KLASSE is our exclusively fully electric product range, which will usher
in Phase III of our transformation towards emissions-free mobility. It will be built on
our New Cluster Architecture (NCAR), with the three core forward-looking elements:
“electric”, “digital” and “circular”. This will be the next milestone in BMW history for
future products, technologies and new ways of working. The NEUE KLASSE makes a
significant contribution to sustainability, by relying on the concept of circularity.
29
BMW Group Dialogues are usually held in the BMW Group's
key sales regions of North America, Europe and Asia on an
annual basis. The results of these stakeholder dialogues are
documented and incorporated in the Group's strategic
considerations GRI-Index: 102-21.
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Remuneration Report
Other Information
← = Q
M
MINI
ROLLS-ROYCE
MOTOR CARS LTD
Frank Weber
Member of the Board of Management,
Development
Oliver Zipse
Joachim Post
Group Financial Statements
Member of the Board of Management,
Purchasing and Supplier Network
Ilka Horstmeier
Nicolas Peter
Member of the Board of Management,
Finance
Member of the Board of Management,
Human Resources, Labour Relations Director
Member of the Board of Management,
Customer, Brands, Sales
THE BOARD OF MANAGEMENT
28
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Chairman of the Board of Management
NEUE KLASSE for a new age.
22
← = Q
Statement of the Chairman of
the Board of Management
DEAR SHAREHOLDERS,
LADIES AND GENTLEMEN:
A company needs to know what it stands for.
That is what enables it to stay the course, to rely on its own strengths, to withstand
the headwinds and to constantly reinvent itself. This applies in particular, and in its
own unique way, to the current transformation.
-
Your Company has held its own in the marketplace for over 100 years. Yet, far more
important than that is staying resolutely focused on the future – with the support and
backing of a motivated team, shareholders and stakeholders. All of you want to know
why the BMW Group should continue to exist 100 years from now.
We want to make a difference. To create the values our customers ask for. To gener-
ate meaningful added value. That is part of our responsibility - because our society
depends on people's mobility and benefits from it.
The BMW Group exists because we move body, heart and mind.
That is our internal compass. It guides us - even now, through the many changes we
must navigate as a BMW Group team - with focus and self-assurance. Transform-
ation is part of our DNA - and we all aspire to lead the way. We presented our most
recent example of this last year at the IAA Mobility in Munich: the BMW i Vision Cir-
cular, a car that moves body, heart and mind. With this extraordinary Vision Vehicle,
BMW has clearly defined the next big future topic of "circularity" for itself. Imagine
what we could achieve if we begin thinking consequently about circularity at both
business and macroeconomic levels - and across industries.
Your Company presents its second Integrated Report.
We lead the way in the German automotive industry with our integrated reporting of
the Company's financial and non-financial performance.
This is a new step for us - consistent and irreversible. Integrated reporting is a pro-
cess that involves and challenges the whole Company. It requires integrated thinking:
what is the impact of a decision as a whole – from both a business and an
environmental perspective, in the short term, mid-term and in the long term?
"BMW has clearly
defined the next big
future topic of
circularity for
itself with the BMW i
Vision Circular."
23
23
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
← = Q
Corporate Governance
Other Information
Corporate Governance
21
29
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
←三〇
Statement of the Chairman of
the Board of Management
STATEMENT OF THE
CHAIRMAN OF THE BOARD
OF MANAGEMENT
BMW Group: The Impact Company.
We make a difference.
Oliver Zipse
Chairman of the
Board of Management
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Remuneration Report
Remuneration Report
Other Information
← = Q
Other Information
← = Q
Statement of the Chairman of
the Board of Management
"We have mastered
both competence
development from
the ground up and
how to transform
existing plants
into cutting-edge
locations for
electromobility."
Dealing with the effects of the coronavirus pandemic demanded a lot of us in 2021.
In typical BMW tradition, and in the spirit of Herbert Quandt, the Company and its
employee representatives once again found flexible solutions. The vaccination cam-
paign we launched together is a good example of this. For our locations in Germany,
we have made the BMW pension scheme even more attractive and increased the
level of benefits. At the plant in Leipzig, work hours have been brought into line with
our Bavarian locations. This shows our sense of community at BMW in difficult times.
We also responded extremely flexibly to semiconductor supply bottlenecks. This is a
stress test we have withstood together. All business units are working hand in hand
to minimise the impact and adjust production to the situation. Our stable and trust-
based relationships with suppliers have proved especially valuable in this respect. We
can expect, and are preparing for, the global supply situation for vehicle components
to remain difficult in 2022.
Transformation takes place not just on greenfield sites or around the confe-
rence table - but on the ground at our plants.
We are expanding our production network globally and in a targeted manner. For
instance in China: in Shenyang, we will be opening a new plant in Tiexi this year and
expanding the plant in Dadong.
We have mastered both competence development from the ground up and how to
transform existing plants into cutting-edge locations for electromobility. Examples of
this are our two "bookends": our oldest plant, Munich, and our future plant in Hungary.
Our main plant in Munich will be 100 years old this year. To mark the centenary, we
are smoothly transitioning to 100% electric during ongoing production. With its new
vehicle assembly, the plant will be capable of producing only fully electric models
from 2026 onwards in line with demand. In parallel, we are also working on emis-
sions-free transport logistics. That is what transformation looks like on the ground.
In 2022, as a sort of counterpart to our main plant in Munich, we will also be laying
the foundation stone for our newest plant in Hungary. The first vehicles for the NEUE
KLASSE will come off the production line in Debrecen in 2025.
25
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Statement of the Chairman of
the Board of Management
This is a complex task, and we will continue to learn. Our second Integrated Report
for the financial year 2021 reflects this learning process. The "Integrated Strategy of
the BMW Group" section provides a qualified insight into how strategy and our man-
agement of the Company are intertwined.
Holistic sustainability based on concrete targets.
We have announced clearly defined targets for 2030 that show how we will continue
to lower CO₂ emissions. As our shareholders, you know that your Company always
takes a holistic approach. We are therefore substantially reducing our environmen-
tal footprint in a measurable way throughout the entire value chain - during the use
phase, in production and in the upstream supply chain. Here, we are adopting a ten-
year perspective because this is a manageable time frame, in which we can take
responsibility for measures ourselves. We do not believe in empty promises. We are
able to report at any given time on how we are performing in all three sustainability
scopes.
_
We are the first German automotive manufacturer to join the "Business Ambition for
1.5° C" campaign launched by the Science-Based Targets initiative (SBTI).
This means our road to climate neutrality follows a scientifically validated and trans-
parent path.
Since most of our CO₂ emissions today are produced during the use phase, we have
raised the bar in this area: By 2030, we will reduce CO2 emissions by more than 50%
from 2019 levels. Our targets apply worldwide, including the extra 10% from the
SBTi framework added to fuel consumption figures and including CO₂ emissions from
fuel production and electricity generation. This will in turn also reduce our life cycle
carbon footprint – from the ore mine to kilometres driven on the road – by more than
40%.
Building credibility by keeping promises.
-
We deliver on our promises - and can back them up. In 2021, your Company once
again met the European Union's CO₂ targets – even clearly outperforming the legal
requirements by approximately 10 g/km. You can rest assured that we will also meet
our CO, requirements for 2030.
In production, well-designed individual steps ultimately contribute to overall sustain-
ability as well: as promised, production at all our locations has been carbon neutral
on balance since 2021. Our electric motors no longer require rare earths. We use
only green power to produce batteries for our electrified vehicles - as do our battery
cell suppliers. Our batteries are also almost fully recyclable. All of this is relevant for
ramping up electromobility. After all, this year, every one of our plants in Germany will
already be producing electric vehicles.
Statement of the Chairman of
the Board of Management
Change makes us resilient.
Confident even in uncertain times.
Looking forward confidently even in uncertain times. This characterises your Com-
pany. Our products are in high demand: More than 2.52 million customers took
delivery of a BMW Group vehicle in 2021 - 8.4% more than the previous year. This
number includes almost 330,000 electrified vehicles – an increase of 70 %.
-
The BMW brand is back on top of the global premium segment - and we intend
to keep it that way. BMW and Rolls-Royce achieved new all-time highs, as well as
BMW Motorrad. Global market share is also an important currency in our industry. As
a premium manufacturer, we increased our share of the global market to 3.4% during
the coronavirus pandemic – and with a further increase in profitability. Sales in key
individual markets and regions – China, Europe and the US grew significantly in
some cases. Our Financial Services Segment also made a major contribution to our
success.
Staying flexible and pivoting quickly.
-
Your Company operates at the intersection of conflicting forces, where conditions are
not only demanding, but also highly complex. The situation is becoming more and
more differentiated from one region of the world to another, with a highly dynamic
rate of change. In this context, it is more important than ever to anticipate require-
ments in the early stages, plan for various scenarios and manage risks effectively.
24
BMW Group Report 2021
To Our Stakeholders
We never stand still – because we are constantly refining our business model. This
strengthens our resilience, building on a solid foundation created by profitability and
sustainable action. We believe the two go hand in hand and are mutually dependent.
BMW Group Report 2021
Environmental and social standards and respect for human
rights in the supply chain, particularly regarding the pro-
curement of raw materials for electric mobility applications
Combined Management Report
The continual dialogue with investors and financial analysts
on sustainability-related topics will be continued. Apart from
direct dialogue, the BMW Group's participation in (virtual)
SRI/ESG roadshows and conferences is again planned.
Moreover, plans are in place for the coming year to expand
the scope of recording the carbon emissions associated with
our investments, with the primary aim of reliably assessing
and transparently documenting the compatibility of our in-
vestments with the climate goals enshrined in the Paris
Agreement. To the extent possible, our aim is to take account
of non-liquid investments in the Group's reporting on sus-
tainability, or at least for all such investments to be reviewed
from a sustainability perspective.
The BMW Group will continue developing its own dialogue
options on an ongoing basis. We also intend to broaden the
scope of internal dialogue with employees in 2022 (Employ-
ees and society). In addition, we plan to participate in a variety
of public discussion formats going forward.
BMW
Group
in
dialogue
7 GRI 102-40, 102-43
Surveys (including a corporate reputation study), social media, trade fairs, mass media
Customers
Dialogue with employees and managers, employee surveys, idea management,
internal media
Dialogue, conferences and technology workshops with investors and analysts
Dialogue in the context of industry initiatives, joint events, training courses,
presentations, supplier risk assessments
Dialogue with sales organisations and coordinating units of importers
Participation of Company experts in committees and working groups, memberships
of initiatives and associations
Available to answer questions from policymakers and provide information to political
decision makers on relevant topics from the company's perspective
Visiting universities and colleges, talks, discussions, dialogue events with students
Dialogue within the context of press trips, press releases, information events
on new products, test drives, trade fairs
Discussions with local residents, plant tours, press engagements
Face-to-face meetings / dialogue, responding to enquiries
Employees
Capital market
Suppliers
Business partners
Networks
and associations
Academia
Media
Local stakeholders
Civil society and NGOs
To Our Stakeholders
The BMW Group will continue to interact closely with its
stakeholders in 2022.
Outlook
Political
decision makers
Dialogue with Stakeholders
STAKEHOLDER GROUPS AND FORMS OF DIALOGUE
Corporate Governance
Remuneration Report
Group Financial Statements
← = Q
Dialogue with Stakeholders
Participation in public policy development and work in
associations
The BMW Group maintains an active, open and transparent
dialogue with representatives of politics, trade unions, asso-
ciations and non-governmental organisations (NGOs). The
aim is to play a constructive and transparent role in helping
shape the general political framework regarding the Group's
business activities.
Apart from its own activities in the area of public policy de-
velopment, the BMW Group is a member of numerous asso-
ciations in various countries. Membership is voluntary in the
majority of cases, although there are some situations in
which it is necessary to join associations in order to comply
with legal requirements.
7 BMW Group Lobbying Policy
At the beginning of 2021, the BMW Group assumed the
presidency of ACEA, the Association of European Automo-
bile Manufacturers (Association des Constructeurs Eu-
ropéens d'Automobiles). In December 2021, it was confirmed
that the BMW Group will continue to chair the association for
a further year (2022).
In the interest of transparency, the BMW Group always dis-
closes the most important association memberships on its
website BMW Group List of Memberships.
Financial market presence with sustainability credentials
Regular, in-depth communication with the capital market
has always been given a high priority within the BMW Group.
In the meantime, sustainability has become a decisive cri-
terion on financial markets. Furthermore, investors and fi-
nancial analysts alike are increasingly considering environ-
mental, social and governance (ESG) aspects in their
investment recommendations and decision-making pro-
cesses.
Other Information
Remuneration Report
Against the background of the Paris Climate Agreement, pol-
icymakers in Europe are also increasingly addressing the is-
sues of climate protection and sustainability. For example,
the EU Action Plan for Sustainable Finance aims to direct
capital flows towards sustainable economic activities. A key
element of the EU Action Plan is the introduction of a stand-
ardised system to classify what is sustainable and what is
not.EU Taxonomy
Other Information
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
← = Q
30
The volume of non-liquid pension plan assets invested in our
various impact funds continues to grow according to sched-
ule. The investments made to date in this area relate not
only to climate protection, but also to other Sustainable De-
velopment Goals (SDGs) set by the UN. In 2021, the focus of
investment was on making cities more sustainable and ad-
dressing the consequences of climate change.
In addition, standard benchmarks for measuring the invest-
ment performance of liquid assets were revised again in
2021 with the aid of ESG-oriented indices.
We currently record carbon emissions associated with all our
equity investments and a significant proportion of our
fixed-income assets. The relevant emissions data are includ-
ed in the TCFD Report relating to our UK pension plan, which
is required to be prepared annually in line with legislation that
came into force in 2021 for larger-scale UK pension schemes.
BMW Group Report 2021
Since 2019, sustainability criteria have also been a major
factor for the BMW Group's pension fund investment strate-
gy. The current focus is on measuring the carbon footprint of
significant parts of these assets on the one hand and the
risks attached to their future performance on the other. The
BMW Group aims to achieve carbon neutrality with respect
to its pension plan assets by 2050 at the latest.
(18,289,989)
Total1
1 Disclosures for the previous year include amounts relating to members of the Board of Management
who left office during the financial year 2020.
accrual of entitlement (e.g. the expiry of assessment peri-
ods or the non-occurrence of forfeiture conditions) have
occurred.
To Our Stakeholders
BMW Group Report 2021
Combined Management Report
Group Financial Statements
(2,615,352)
Corporate Governance
296
(-)
(-)
(-)
(-)
(-)
(-)
13
(-)
503,500
(-)
(-)
22
BMW Group Report 2021
Remuneration Report
Performance Cash Plan 2019-2021
← = Q
2019
855,000
2018
2017
2016
Bonus 2021
Disbursement after AGM 2022
Four-year holding period for
acquired BMW shares
Present value of own investment 2021
Payment after AGM 2022,
Acquisition of BMW shares
Payment after AGM 2022
Disbursement matching component 2016
(assessment period 2019-2021)
Four-year holding period for acquired BMW shares
▼ 2
Share-based remuneration 2016
OVERVIEW OF REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 WITH PAYOUT PROFILE 1
In addition to the amount of remuneration, the relative share
of the relevant remuneration component in the total remu-
neration granted and owed is also shown. For the sake of
clarity, the service cost for the company pension scheme is
also shown, although this service cost is not classified as
remuneration within the meaning of § 162 AktG.
year.
Thus, the remuneration granted and owed includes all remu-
neration components earned through the activities of the
members of the Board of Management in the 2021 financial
year. In addition, it includes remuneration components
already earned as a result of activity in previous financial
years, but for which the respective member of the Board of
Management's payment entitlement only arose due to the
occurrence of conditions or at the end of the 2021 financial
Share-based remuneration component (matching com-
ponent) for the vesting year 2016, due to the expiry of the
four-year holding period in the financial year 2021(paid
out in 2021)
Performance Cash Plan 2019-2021, due to the expiry of
the three-year assessment period in the 2021 financial
year (payments for the vesting year 2019 to be paid out in
2022)
Share-based remuneration (personal cash investment
amount) for the 2021 financial year (to be paid out in
2022)
Bonus for the 2021 financial year (to be paid out in 2022)
Thus, in addition to the fixed remuneration components, the
following variable remuneration components are reported as
remuneration granted for the 2021 financial year within the
meaning of $162 of the German Stock Corporation Act
(AktG):
Other Information
33
FY 2021
684,250
remuneration Cash remuneration component (investment component) 2020 for holding
obligation 2021-2025
SHARE-BASED PAYMENT
Variable
PCP 2019-2021
PCP 2018-2020
PERFORMANCE CASH PLAN
Performance component of bonus 2021
Earnings component of bonus 2021
Performance component of bonus 2020
Earnings component of bonus 2020
Fringe benefits (other remuneration)
Total
BONUS
2020
Fixed remuneration
Member of the Board of Management since 1 November 2019
Human Resources, Labour Relations Director
ILKA HORSTMEIER
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 (2020)
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
Fixed
remuneration
Vesting year 2021
in € 1
Earlier vesting years
in €3
as a % of total
remuneration
(-)
(-)
(-)
6
(-)
113,220
(-)
(-)
4
43
887,374
24
947,633
(-)
87,374
1
(-)
47,633
39
(-)
FY 2020
as a % of total
remuneration
in €³
Earlier vesting years
Vesting year 2020
in €²
800,000
23
900,000
(-)
11 May 2021
PCP FACTOR
1 Simplified depiction.
(-)
Strategic focus target component
510,125
Total variable remuneration Vesting year 2021 or earlier vesting years
2,858,625
(-)
143,650
13
(-)
(-)
(-)
72 or 4
(-)
1,156,332
57
Total variable remuneration
3,002,275
76
1,156,332
57
Remuneration for vesting year 2021 or earlier vesting years
3,806,258
143,650
96 or 4
2,043,706
(-)
(-)
25
990,000
(-)
(-)
(-)
(-)
143,650
4
(-)
(-)
(-)
358,862
(-)
18
Share-based remuneration component (matching component) 2015 for holding
obligation 2016-2020
(-)
(-)
(-)
(-)
Т
Share-based remuneration component (matching component) 2016 for holding
obligation 2017-2021
(-)
(-)
(-)
I
Personal cash investment amount 20214
RoCE component
(-)
Basic remuneration and fringe benefits
Contribution to company pension scheme -
100
Service cost 5
In the 2021 financial year, a consolidated net profit of € 12.5
billion and a consolidated return on sales after tax of 11.2%
were achieved. For both indicators, the defined maximum
values were thus exceeded, meaning that the earnings factor
was capped at the maximum value of 1.800 (corresponding
to a target being 180% achieved, the maximum possible
percentage). Based on the earnings factors for the individual
years of the assessment period (financial year 2019: 0.798,
financial year 2020: 0.444, financial year 2021: 1.800), the
multi-year performance factor is 1.014. The multi-year perfor-
The Performance Cash Plan 2019-2021 was approved for
the performance of the Members of the Board of Manage-
ment in the 2019 financial year. As at the balance sheet date
of the reporting year, the three-year assessment period of
this remuneration component, which was subject to certain
forfeiture provisions, had expired.
The members of the Board of Management in office as at
1 January 2018 received an advance payment from the Per-
formance Cash Plan 2019-2021 in 2020. The advance pay-
ment amounted to € 0.5 million for a Board of Management
member in their first appointment period, and € 0.6 million
from the second appointment period or the fourth year of
appointment. For the Chairman of the Board of Manage-
ment, the advance payment was € 0.9 million. At the end of
the assessment period, the advance payments will be set off
or refunded, depending on the actual entitlement arising.
In addition to the multi-year earnings factor, the Supervisory
Board also sets a multi-year performance factor after the end
of the evaluation period. To this end, the Supervisory Board
takes account in particular of the development of the busi-
ness during the evaluation period, the forecast trend in the
development of the business, the Board member's individual
contribution to profitability and the status of compliance
within the Board member's area of responsibility. The mul-
ti-year performance factor can be between 0.9 and 1.1.
In order to determine the multi-year earnings factor, an earn-
ings factor is calculated for each year of the three-year eval-
uation period and an average is then calculated for the eval-
uation period. The earnings factor for the individual year of
the assessment period is determined on the basis of the
Group's consolidated net profit and the consolidated return
on sales after tax for the assessment year concerned, and
can amount to a maximum of 1.800. The underlying meas-
urement values are determined in advance for a period of
three financial years, and may not be changed retrospec-
tively.
In order to determine the PCP factor, a multi-year profit factor
is multiplied by a multi-year performance factor. The maxi-
mum amount that can be paid to a Board member is capped
at 180% of the PCP target amount p. a.
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
PERFORMANCE CASH PLAN OVERVIEW
Combined Management Report
BMW Group Report 2021
297
PCP entitlements are paid in cash. The bonus is paid out
after the end of the Annual General Meeting, at which the
separate financial statements of BMW AG for the third year of
the evaluation period (consisting of the vesting year and the
following two years) are presented.
Board of Management's Performance Cash Plan (100%) in
the first appointment period is € 0.85 million p.a.; from the
second appointment period or the fourth year of mandate
onwards it is € 0.95 million p. a. For the Chairman of the
Board of Management, the target amount is € 1.6 million
p. a. For all members of the Board of Management, the max-
imum payout amount is limited to 180% of the target amount
of the Performance Cash Plan p. a.
For the purposes of calculating the Performance Cash Plan,
a fixed target amount is multiplied by a multi-year target
achievement factor (PCP factor) after the end of a three-year
assessment period. The target amount for a member of the
The remuneration system applicable for the financial years
2018-2020 provided for the Performance Cash Plan (PCP)
as a long-term variable cash remuneration component.
b) Performance Cash Plan 2019-2021
a) Variable remuneration for the 2021 financial year
The variable remuneration for the 2021 financial year and the
extent to which targets were achieved are set out above in
7 Variable remuneration for the 2021 financial year.
2 Payment of 2016 cash remuneration component (investment component) in 2017, immediately following the acquisition of BMW shares of common stock subject to holding requirements for 2017-2021.
2026
2022
To Our Stakeholders
TARGET AMOUNT
PCP FACTOR OVERVIEW
MULTI-YEAR EARNINGS FACTOR
Average earnings factor
Based on Group net profit and
Group post-tax return on sales
Value between 0 and 1.8
Total amount received incl. service cost 6
3,949,908
401,765
4,351,673
100
2,043,706
352,433
2,396,139
100
>
3 Remuneration for prior vesting years if, as of the balance sheet date, the activity underlying the remuneration component has been fully performed, and all conditions for the entitlement are met.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
5 The pension expense in accordance with IAS 19 reflects the expense recognised by the BMW Group; this amount was not paid out in the financial year.
6 Corresponds to the previous disclosure of amounts received in accordance with the model tables in the version of the German Corporate Governance Code dated 7 February 2017. For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the
vesting year are to be taken into account. The defined maximum remuneration for the vesting year 2021 is € 4,925,000; the remuneration for the vesting year 2021 including service cost is € 4,208,023, which is below the maximum remuneration.
1 Remuneration system from financial year 2021.
Individual contribution to profitability
Status of compliance in each Board member's
area of responsibility
Trend in business development
-
=
PCP FACTOR
MULTI-YEAR PERFORMANCE FACTOR
Measurement based on
multi-year performance factor:
_
- Capped at 180 % of target amount
- Cash payment at end of evaluation period
CASH PAYMENT
In determining the multi-year performance factor for the
members of the Board of Management in office for the 2019
financial year, the Supervisory Board assessed, in particular,
the trend in the development of the business over the assess-
ment period, the forecast trend in the development of the
business, the individual contribution made by each Board
member to earnings, and the status of compliance in the
individual Board member's area of responsibility. In assess-
ing the development of the business over the assessment
period and the forecast trend, the Supervisory Board
assessed, in particular, the development of certain key indi-
cators - such as the change in the number of deliveries, EBIT
mance factor for all members of the Board of Management
holding office for the 2019 financial year is 1.0, resulting in a
PCP factor of 1.014 for the 2019-2021 Performance Cash
Plan¹.
-
Remuneration according to § 162 German Stock Corporation Act (AktG)
300
To Our Stakeholders
9 An advance payment in the amount of € 566,666 was paid out from the PCP 2018-2020 in 2019.
361,900
500,000
861,900
1.014
850,000
361,900
500,000
861,900
1.014
850,000
215,475
(-)
(-)
1.014
212,500
143,650
143,650
1.014
141,667
498,449
Advance payment¹
712,900
1.014
2019-2021
PCP factor
215,475
Target amount
1,194,624
(-)
(-)
PCP 2018-2020
PERFORMANCE CASH PLAN
Performance component of bonus 2021
Earnings component of bonus 2020
Performance component of bonus 2020
Earnings component of bonus 2021
Fringe benefits (other remuneration)
Total
BONUS
Fixed remuneration
Fixed
remuneration
Member of the Board of Management since 13 May 2015
Chairman of the Board of Management since 16 August 2019
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 (2020)
OLIVER ZIPSE
← = Q
(-)
Other Information
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
299
861,900
861,900
(-)
1.014
850,000
Remuneration Report
Total amount PCP
Remuneration
(payment amount
PCP 2019-2021)
1,211,349
8.0
(Upper limit)
9.0
on sales in %
Group post-tax return
EARNINGS COMPONENTS: ALLOCATION TABLE FOR CALCULATING EARNINGS FACTOR FOR 2019-20211
Presentation of remuneration granted and owed
The following tables show the remuneration granted and
owed to the members of the Board of Management.
d)
acquired shares of common stock expired on 11 May 2021.
The company settled the matching component in cash, and
paid out the equivalent value of the matching shares.
The investment component for the 2016 financial year was
paid out immediately after the 2017 Annual General Meeting
on 11 May 2017, and the shares of common stock were
acquired on 12 May 2017. Therefore, the holding period for the
Under the share-based remuneration programme for the
financial year 2016, the members of the Board of Manage-
ment were each required to invest an amount equal to 20%
of the total bonuses they received from the company as
additional cash remuneration for the financial year 2016,
which were paid exclusive of taxes and social security contri-
butions (the investment component) in shares of the compa-
ny's common stock. In principle, the members of the Board
of Management must hold these shares of common stock for
at least four years. Under a matching plan, the member of
the Board of Management receives from the company - at
the company's discretion - either an additional share of
common stock or the equivalent in cash (share-based remu-
neration component/matching component) for every three
shares of common stock held after the four-year holding
period.
7.3
Share-based remuneration components have been included
in the remuneration of members of the BMW AG Board of
Management since 2011. In the financial year 2021, the
matching component of the share-based remuneration of
the vesting year 2016 was paid out.
c)
margin for the Automotive segment and ROCE for the Auto-
motive segment, as well as the return on equity for the
Financial Services segment. For the financial years 2020
and 2021, the Supervisory Board has taken into account the
impact of the coronavirus pandemic and the semiconductor
crisis on these key indicators. It was not necessary to change
the assessments relating to individual contributions to profit-
ability or the status of compliance within Board members'
areas of responsibility.
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
18,883,016
BMW Group Report 2021
298
Share-based remuneration component (matching compo-
nent) 2016
5.6
4.8
0.7982
11.0
(Upper limit)
9.0
1 The advance payment was paid out in 2020.
Andreas Wendt
Frank Weber
Pieter Nota
Ilka Horstmeier
Milan Nedeljković
Nicolas Peter
in €
Oliver Zipse
PERFORMANCE CASH PLAN 2019-2021
1Simplified depiction 2Earnings factor 2019 3 Earnings factor 2020 "Earnings factor 2021
Group net profit after tax
(in € billion)
6.9
1.000
1.500
1.637
1.8004
5.0 5.3
3.9
3.0
(Lower limit)
(Lower limit)
ཥཊྛོ
3.0
0.135
3.9
0.4443
PCP 2019-2021
SHARE-BASED PAYMENT
Vesting year 2021
Earlier vesting years
2,448,702
71 or 7
575,390
6,207,813
Total variable remuneration Vesting year 2021 or earlier vesting years
(-)
12
1,089,813
Strategic focus target component
24
2,115,000
1,023,907
RoCE component
1
76,941
Share-based remuneration component (matching component) 2016 for holding
obligation 2017-20214
1
33,423
(-)
(-)
(-)
(-)
Share-based remuneration component (matching component) 2015 for holding
obligation 2016-2020
14
Personal cash investment amount 20215
(-)
46 or 19
Total variable remuneration
6,783,203
8 An advance payment in the amount of € 712,900 was paid out from the PCP 2019-2021 in 2020.
7 Corresponds to the previous disclosure of amounts received in accordance with the model tables in the version of the German Corporate Governance Code dated 7 February 2017. For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the
vesting year are to be taken into account. The defined maximum remuneration for the vesting year 2021 is € 9,850,000; the remuneration for the vesting year 2021 including service cost is € 8,879,442, which is below the maximum remuneration.
6 The pension expense in accordance with IAS 19 reflects the expense recognised by the BMW Group; this amount is not paid out.
5 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
4 The number of shares purchased in 2017 with the 2016 cash remuneration component (investment component) amounted to 2,771 (purchased on 12 May 2017 at a price of €87.50). The 2016 matching component was paid out in cash in May 2021. The number of mathematical matching shares for calculating
the equivalent value in cash amounts to 923 (holding period expired on 11 May 2021). Reference price for calculating the equivalent value of the matching shares: € 83.36.
3 Remuneration for prior vesting years if, as of the balance sheet date, the activity underlying the remuneration component has been fully performed, and all conditions for the entitlement are met.
2 Remuneration system applicable until financial year 2020.
1 Remuneration system from financial year 2021.
100
5,338,865
502,626
5,841,491
100
8,752,558
702,274
9,454,832
Total amount received incl. service cost?
Service cost
Remuneration according to § 162 German Stock Corporation Act (AktG)
81 or 19
1,023,907
4,314,958
93 or 7
575,390
8,177,168
Remuneration for vesting year 2021 or earlier vesting years
65
3,472,609
77
(-)
^
759,942
(-)
(-)
(-)
35
1,866,256
23
1,969,355
1
(-)
66,256
34
(-)
239,760
1,800,000
(-)
19,355
(-)
1,950,000
FY 2020
as a % of total
remuneration
in €3
Earlier vesting years
Vesting year 2020
in €2
FY 2021
as a % of total
remuneration
in €3
in €1
22
0.2
(-)
4
(-)
(-)
Cash remuneration component (investment component) 2020 for holding
obligation 2021-2025
remuneration
Variable
13
712,9008
(-)
6
498,4498
(-)
5
277,584⁹
(-)
(-)
13
1,113,000
(-)
22
(-)
1,890,000
27
(-)
1,449,000
(-)
(-)
(-)
3,112,630
Forecast trend in business development
Value between 0.9 and 1.1
(351,746)
0.91
12.50%
75,000
101,000
170,000
103,854
103 %
1.03
12.50%
180,000
241,000
400,000
224,460
86%
0.86
OVERVIEW OF SHARE-BASED REMUNERATION FOR THE 2021 FINANCIAL YEAR
RoCE component
Component - Strategic focus target (CO2)
Component Strategic focus target (BEV)
Component Strategic focus target (PHEV)
Total
91%
115.9
100
114
value
Target
value
Maximum
value
Actual
Value
Target
achievement
Factor
RoCE in the Automotive
RoCE component
1 The PCP factor for Mr Krüger is 1.081. This differs from the PCP factor mentioned above, since a value of
1.0 was agreed for the earnings factor of the 2019 financial year.
Proportionate
Component-
segment (in %)
Reduction of fleet
CO2 emissions (in g/km)
Sales of all-electric vehicles
(BEV) in units
Sales of plug-in hybrid
vehicles (PHEV) in units
50%
10.00
16.00
45.00
59.90
180%
1.80
25%
125
Strategic focus targets
Member of the Board
target amount
of Management
PHEV in €
investment
amount
in €
Oliver Zipse
1,175,000
(2,863,441)
550,000
2,115,000
990,000
587,500
534,625
293,750
(PHEV)
302,563
252,625
3,204,813
275,000
250,250
137,500
141,625
137,500
118,250
1,500,125
Milan Nedeljković
293,750
Weighting
in €
focus target
in €
RoCE factor
RoCE -
component
in €
Proportionate
target amount
in €
Factor -
Strategic
Component
Strategic
focus targets
focus target
Proportionate
target amount
Factor -
Strategic
BEV in €
Component
Strategic
CO₂ in €
in €
focus targets
(BEV)
focus target
Proportionate
target amount
Factor -
Strategic
Component
Personal cash
Strategic
focus targets
(CO2)
Performance criteria
Minimum
TARGETS SET AND TARGET ACHIEVEMENT OF SHARE-BASED REMUNERATION FOR FY 2021
200%
Actual value 2021
59.9
180%
150%
10
16
minimum value
target value
45
maximum value
ROCE in the Automotive segment in %
TARGETS SET AND EXTENT OF ACHIEVEMENT REDUCTION OF FLEET CARBON
EMISSIONS (EU)¹
→ Target achievement: 180 %
100%
50%
0%
100
maximum value
Actual value 2021
115.9
114
target value
125
minimum value
CO₂g/km
→ Target achievement: 91 %
Target achievement
1 According to the WLTP test procedure. With effect from September 2018, all vehicles in the EU must be approved in accordance with the new WLTP
testing cycle. However, the European Commission did not switch the calculation of fleet carbon emissions to WLTP until 2021. Therefore, up to and
including 2020, a recalculation of the WLTP fleet emissions to NEDC values was necessary for reporting purposes.
0%
100%
Target achievement
291
BMW Group Report 2021
To Our Stakeholders
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Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
50%
Targets set and extent of achievement for the ROCE component
for the 2021 financial year
12.7%/+47.2 percentage points). This was driven in large
part by increasing EBIT compared to the previous year. A
reduction in capital employed, and specifically the reduction
in average inventory during the financial year, was another
contributing factor. This was due, in particular, to the rapid
recovery of operational business from the consequences of
the coronavirus pandemic and the positive price effects for
new and pre-owned vehicles caused by the shortage of sup-
ply due to the tense supply situation for semiconductors.
Targets set and extent of achievement for the strategic focus
targets component for the 2021 financial year
In December 2020, the Supervisory Board set the following
strategic focus targets for the vesting year 2021, in accord-
ance with the remuneration system:
―
Reduce CO2 fleet emissions in the EU according to WLTP;
weighting in relation to personal cash investment
amount: 25%.
Sales of all-electric vehicles (Battery Electric Vehicles,
BEV); weighting in relation to personal cash investment
amount: 12.5%.
Sales of plug-in hybrid vehicles (PHEV); weighting in
relation to personal cash investment amount: 12.5%.
TARGETS SET AND EXTENT OF ACHIEVEMENT ROCE
200%
180%
150%
ROCE in the Automotive segment for the financial year 2021
is defined as segment profit before financial result, divided
by the average capital employed in the segment. The Super-
visory Board has determined the following values for the
vesting year 2021: Minimum value: 10%, Target value: 16%,
Maximum value: 45%. The RoCE achieved for the 2021
financial year was 59.9%, meaning that the maximum value
set for the purposes of assessing the value of the RoCE com-
ponent was exceeded and the RoCE factor for the calculation
of the personal cash investment amount is 1.80 (its maxi-
mum value). The target was set by the Supervisory Board in
December 2020 on the basis of long-term corporate plan-
ning. RoCE for the Automotive segment increased signifi-
cantly in the 2021 financial year, to 59.9% (2020:
550,000
Target achievement
BMW Group Report 2021
200%
180%
150%
100%
50%
0%
Actual value 2021
224,460
180,000
minimum value
241,000
target value
400,000
maximum value
TARGETS SET AND EXTENT OF ACHIEVEMENT PHEV SALES
→ Target achievement: 86%
293
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
The following tables provide an overview of the targets set
and extent of achievement of share-based remuneration for
the 2021 financial year.
PHEV sales in units
292
Target achievement
BEV sales in units
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
With regard to reducing fleet carbon emissions according to
WLTP, the Supervisory Board set the following values in CO₂
g/km under WLTP for fleet consumption in Europe as thresh-
old values relevant to remuneration for the vesting year 2021:
Minimum value: 125 CO₂ g/km, Target value: 114 CO₂ g/km,
Maximum value: 100 CO₂ g/km. The actual value for the 2021
financial year was 115.9 CO₂ g/km, so the target was 91%
achieved. The CO2 fleet value achieved (after setting an ambi-
tious original target), thus is below the legal limit of 125.8 CO₂
g/km by 9.9 CO₂ g/km in 2021.
For sales of all-electric vehicles (BEV), the Supervisory
Board set the following reference values in units for the vest-
ing year 2021: Minimum value: 75,000 units, Target value:
101,000 units, Maximum value: 170,000 units. The actual
value for the 2021 financial year was 103,854 units, so the
target was 103% achieved.
→ Target achievement: 103 %
For sales of plug-in hybrid vehicles (PHEV), the Supervisory
Board set the following reference values in units for the 2021
vesting year: Minimum value: 180,000 units, Target value:
241,000 units, Maximum value: 400,000 units. The actual
value for the 2021 financial year was 224,460 units, so the
target was 86% achieved.
TARGETS SET AND EXTENT OF ACHIEVEMENT BEV SALES
200%
180%
150%
100%
Actual value 2021
103,854
50%
0%
75,000
minimum value
101,000
target value
170,000
maximum value
The personal investment cash amount for the vesting year
2021 will be paid out after the Annual General Meeting 2022,
at which the Financial Statements of BMW AG for the finan-
cial year 2021 will be presented.
990,000
Ilka Horstmeier
250,250
(22,418)
(1,997)
(59,341)³
The retirement benefits system provides for annual contribu-
tions by the company with a guaranteed minimum interest
rate equal to the maximum interest rate specified in the
German actuarial reserve regulation (Deckungsrückstel-
lungsverordnung). Commitments to pay annual contribu-
tions to the company pension scheme are linked to the term
of appointment as a member of the Board of Management.
Pension entitlements become vested when the employment
relationship has existed for one year. If a mandate is termi-
nated, the defined contribution system provides, in the case
of death or invalidity, for amounts accumulated on individual
pension accounts to be paid out as a one-off amount or in
instalments.
As regards pension commitments, retired members of the
Board of Management are entitled to retirement benefits at
the age of 62 at the earliest. The amount of the benefits to
be paid is determined on the basis of the amount accrued in
each Board member's individual pension savings account.
This figure is in turn based on the annual contributions and
an annual interest rate depending on the form of investment.
The payment is made as a lump sum or in annual instal-
ments at the discretion of the member of the Board of Man-
agement. For entitlements arising before 2016, there is an
option to receive payment as a lifelong pension or in a com-
bined form. In the event of the death of a member of the
Board of Management entitled to benefits before the occur-
Pieter Nota
Nicolas Peter
Frank Weber
Andreas Wendt
Total
(23,616)
1 Includes only shares of BMW common stock acquired using the cash remuneration component of the share-based remuneration programme for members of the Board of Management, for which the four-year holding
period has not yet expired.
2 Payment of the 2020 cash remuneration component (investment component) in May 2021 with subsequent acquisition of reported BMW shares of common stock, for which the four-year holding period until 2025 applies.
3 Disclosures for the previous year on the share portfolio as at 31 December include shares held by a member of the Board of Management who left office during the financial year 2020.
Members of the Board of Management who retire immedi-
ately after their service on the Board, or who are deemed to
be in an equivalent position, are entitled to acquire vehicles
and other BMW Group products and services at conditions
that also apply to BMW pensioners and to lease BMW Group
vehicles in accordance with the guidelines applicable to sen-
ior heads of departments. Retired Chairmen of the Board of
Management also have the option of using the BMW car ser-
vice, subject to availability and at a charge.
For members of the Board of Management in office in the
financial year 2021, expenses for post-employment benefits
of € 3.1 million (2020: € 2.6 million) were incurred. These
295
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
rence of the insured event, a surviving spouse or registered
partner is entitled to a survivor's benefit; otherwise, surviv-
ing children are entitled to a survivor's benefit depending on
their age and level of education. In the event of death or
invalidity, a minimum benefit in the amount of the potential
annual pension contributions that could have been made up
to the age of 60 is approved. This benefit cannot exceed ten
years of contributions.
Other Information
58,560
17,294
(-)
13,614
(6,736)
(4,374)
(-)
(11,110)
0
1,142
1,142
(-)
2,771
(-)
(-)
5,684
2,285
(-)
7,969
(988)
275,000
(-)
(5,684)
44,037
(-)
2,504
← = Q
7. Malus and clawback provisions
2,441,046
2 Remuneration system applicable until financial year 2020.
(352,121)
(1,830,168)
Pieter Nota
402,852
1,632,365
(354,680)
(1,157,145)
Nicolas Peter
401,466
401,099
(351,746)
(3,134,163)
Frank Weber
402,075
1,100,507
(175,000)
(655,460)
Andreas Wendt
401,099
3,379,883
3,731,163
benefits correspond to allocations to pension provisions in
accordance with IAS 19.
Milan Nedeljković
(352,433)
The remuneration system applied since 2021 provides for the
possibility of withholding variable remuneration (malus) and
reclaiming variable remuneration already paid out (claw-
back) under certain conditions. The rules allow the Supervi-
sory Board to withhold or reclaim variable remuneration in
the event of certain serious compliance-related violations
(compliance malus and/or compliance clawback). These
provisions can also be applied where variable remuneration
components linked to the achievement of certain targets
have been paid out on the basis of incorrect calculation
bases or incorrect financial statements. Remuneration can
also be withheld or reclaimed after an individual's departure
from the Board of Management.
The Supervisory Board has not identified any reason to with-
hold or reclaim variable remuneration components in the
2021 financial year.
8. Regulations in the event of death, invalidity and post-con-
tractual non-competition clause
In the event of death or invalidity, special regulations apply
regarding the early maturity of Performance Cash Plans and
share-based remuneration components (matching compo-
nents) based on target amounts. Where the contract of
employment is terminated prematurely and the company
has an extraordinary right of termination, or if the Board
member resigns without the company's agreement, entitle-
ments to amounts as yet unpaid relating to performance
cash plans and share-based remuneration (matching com-
ponents) are forfeited. The other variable remuneration com-
ponents (bonus, personal cash investment amount) are set-
tled on the basis of the target amounts.
A one-year post-contractual non-competition clause has
been agreed with the Board members under specified
circumstances against payment of a remuneration
amount. Contracts of employment provide for the pay-
ment of a monthly waiting allowance in the amount of
the applicable monthly basic remuneration for the dura-
tion of the post-contractual non-competition clause. In
accordance with the recommendation of the German
Corporate Governance Code dated 16 December 2019,
any severance payment is offset against the non-com-
petition clause remuneration amount. The same applies
to other income from third parties, except remuneration
for Supervisory Board appointments approved during the
term of office. The company may unilaterally waive the
requirement to comply with the post-contractual
non-competition clause.
Dr. Wendt left the Board of Management on 31 December
2021. For the period from 1 January 2022 to 31 December
2022, the waiting allowance contractually owed to him
amounts to approximately € 1.1 million. A provision was
made for this.
9.
Remuneration granted and owed to members of the Board of
Management pursuant to § 162 of the German Stock Corpora-
tion Act (AktG)
The following tables ("Presentation of remuneration granted and
owed") show the fixed and variable remuneration granted and
owed to the members of the Board of Management in the
reporting year in accordance with § 162 AktG.
(1,391,936)
The tables include all amounts received by the individual
members of the Board of Management in the reporting
period (“remuneration granted”) and all remuneration legally
due but not yet received ("remuneration owed").
PENSION ENTITLEMENTS
in €
Oliver Zipse
Ilka Horstmeier
Service cost in
accordance with
IFRS for the
financial year 2021
Cash value of entitle-
ments to pension benefits
in accordance with IFRS
as at 31 December 2021
4,644,382
(3,701,016)
702,274
(502,626)
401,765
1,953,670
In addition to actual amounts received, "remuneration
granted" in the reporting year is also assumed if the activity
on which the remuneration component is based has been
fully performed by the member of the Board of Management
as of the balance sheet date, and if all conditions for the
11,110
(4,696)
(-)
137,600
1,745,600
Frank Weber
(8,650)
990,000
275,000
250,250
137,500
141,625
137,500
160,000
118,250
Andreas Wendt
572,500
1,030,500
286,250
260,488
143,125
147,419
143,125
123,088
1,561,494
1,500,125
294
164,800
291,200
137,500
141,625
137,500
118,250
1,500,125
Pieter Nota
640,000
1.80
1,152,000
320,000 0.91
160,000
291,200
1.03
164,800
160,000
0.86
137,600
1,745,600
Nicolas Peter
640,000
1,152,000
320,000
160,000
BMW Group Report 2021
550,000
Combined Management Report
(16,637)
782
2,285
3,067
(-)
(782)
(-)
(782)
1,174
2,285
(1,997)
(-)
(-)
(1,174)
(-)
(1,174)
8,650
2,285
To Our Stakeholders
10,935
(3,954)
(4,696)
3,459
(6,696)
(-)
18,374
(11,938)
Group Financial Statements
Remuneration Report
Other Information
← = Q
6.
Retirement benefits
Milan Nedeljković
5.
Shareholding rules
The members of the Board of Management in office as at 31
December 2021 hold a total of 58,560 BMW shares of com-
mon stock which they are required to hold in accordance with
the terms of the share-based remuneration programmes for
the financial years 2017-2020.
Corporate Governance
SHARES OF BMW COMMON STOCK HELD BY INDIVIDUAL MEMBERS OF THE BOARD OF MANAGEMENT SUBJECT
TO HOLDING REQUIREMENTS IN CONNECTION WITH SHARE-BASED REMUNERATION FOR THE FINANCIAL YEARS
2017-20201
The share-based remuneration (investment component) for
the vesting year 2020 was paid out in 2021, immediately
after which the BMW shares of common stock were acquired.
16,637
period in the Share portfolio as at
financial year
31 December 2021
Additions in the
financial year²
4,508
End of the holding
Ilka Horstmeier
Oliver Zipse
Share portfolio as at
1 January 2021
2,771
(-)
Total remuneration according to § 162 German Stock Corporation Act (AktG)
87
2,882,022
87
Total remuneration for financial years 2021 or earlier vesting years
2,901,473
395,696
3 The number of shares acquired in 2017 with the cash remuneration component (investment component)
2016 amounted to 3,346. The 2016 matching component was paid out in cash in May 2021. The number
of mathematical matching shares for the calculating the equivalent value in cash amounts to 1,115 (hold-
ing period expired on 11 May 2021). Reference price for calculating the equivalent value of the matching
shares: € 83.36).
100
1 Remuneration for prior vesting years is due if, as of the balance sheet date, the activity underlying the
remuneration component has been fully performed, and all conditions for the entitlement are met.
2 The target amount of the PCP 2019-2021 is € 791,667. An advance payment of € 500,000 was made
from the PCP 2019-2021 in 2020.
310
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
2,882,022
3,297,170
(-)
Waiting allowance
(-)
302,750²
as a % of total
remuneration
1
1
9
Variable
Share-based remuneration component (matching component)
Total
(-)
remuneration 2016 for holding obligation 2017-2021
ance/Pensions (Partial) capital payments
Total
(-)
92,9463
3
395,696
12
(-)
Waiting allow- Pensions
13
KLAUS DRAEGER
Performance Cash Plan 2019-2021
(-)
24
96,364
19
72,273
24
96,3643
(-)
19
72,2732
(-)
Total remuneration according to § 162 German Stock Corporation Act (AktG)
Total remuneration for financial years 2021 or earlier vesting years
Total
ance/Pensions (Partial) capital payments
Waiting allow- Pensions
Waiting allowance
remuneration 2016 for holding obligation 2017-2021
Total
Share-based remuneration component (matching component)
Variable
(-)
(-)
(-)
(-)
(-)
(-)
Performance Cash Plan 2019-2021
7
(-)
(-)
(-)
(-)
remuneration 2016 for holding obligation 2017-2021
Share-based remuneration component (matching component)
Performance Cash Plan 2019-2021
Variable
remuneration Total
Fixed Fringe benefits (other remuneration)
Member of the Board of Management until 30 June 2020
Financial year 2021
KLAUS FRÖHLICH
100
96,364
300,062
396,427
100
379,861
72,273
27,335
307,588
272,727
74
(-)
(-)
(-)
(-)
(-)
279,984
69
(-)
272,727
74
(-)
279,984
(-)
(-)
69
7
27,604
remuneration Total
285,000
(-)
(-)
(-)
(-)
(-)
(-)
37
(-)
285,000
59
459,664
Pensions
Waiting allow-
37
Waiting allowance
Total remuneration according to § 162 German Stock Corporation Act (AktG)
Total remuneration for financial years 2021 or earlier vesting years
Total
ance/Pensions (Partial) capital payments
3 The number of shares purchased in 2017 with the 2016 cash remuneration component (investment
component) amounted to 3,470 (purchased on 12 May 2017 at a price of € 87.50). The 2016 matching
component was paid out in cash in May 2021. The number of mathematical matching shares for calcu-
lating the equivalent value in cash amounts to 1,156 (holding period expired on 11 May 2021). Reference
price for calculating the equivalent value of the matching shares: € 83.36).
1 Remuneration for prior vesting years is due if, as of the balance sheet date, the activity underlying the
remuneration component has been fully performed, and all conditions for the entitlement are met.
2 The target amount of the 2019-2021 Performance Cash Plan is € 950,000. An advance payment of
€ 600,000 was made from the PCP 2019-2021 in 2020.
12
96,3643
(-)
remuneration 2016 for holding obligation 2017-2021
Share-based remuneration component (matching component)
Variable
47
4
Total
Total
317,950
777,615
7
27,335
7
27,604
Fringe benefits (other remuneration)
Fixed
as a % of total
remuneration
years in €¹
in €
Earlier vesting
Member of the Board of Management until 31 December 2016
FRIEDRICH EICHINER
Financial year 2021
as a % of total
remuneration
459,664
years in €1
Earlier vesting
Member of the Board of Management until 30 September 2016
Financial year 2021
Group Financial Statements
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
307
100
in €
Waiting allowance
Waiting allow-
Pensions
(-)
(-)
72
983,566
(-)
(-)
11
153,966³
(-)
Total remuneration according to § 162 German Stock Corporation Act (AktG)
Total remuneration for financial years 2021 or earlier vesting years
Total
ance/Pensions (Partial) capital payments
Waiting allow- Pensions
360,000
Waiting allowance
Total
Share-based remuneration component (matching component)
Variable
(-)
(-)
61
829,6002
(-)
Performance Cash Plan 2019-2021
11
40,156
2
27,241
11
remuneration 2016 for holding obligation 2017-2021
(-)
(-)
(-)
remuneration 2016 for holding obligation 2017-2021
Share-based remuneration component (matching component)
Variable
Performance Cash Plan 2019-2021
remuneration Total
Fixed Fringe benefits (other remuneration)
100
(-)
363,847
363,847
100
1,370,807
983,566
387,241
89
26
323,691
360,000
(-)
(-)
(-)
(-)
(-)
89
(-)
323,691
(-)
(-)
(-)
(-)
(-)
(-)
26
4
40,156
27,241
(-)
(-)
(-)
(-)
38
(-)
285,000
59
440,241
10
76,9415
(-)
49
3
(-)
3
363,3004
20,629
years in €¹
(-)
20,629
in €
Earlier vesting
5 The number of shares purchased in 2017 with the 2016 cash remuneration component (investment
component) amounted to 2,771 (purchased on 12 May 2017 at a price of € 87.50). The 2016 matching
component was paid out in cash in May 2021. The number of mathematical matching shares for the
purposes of calculating the equivalent value in cash amounts to 923 (holding period expired on 11 May
2021). Reference price for calculating the equivalent value of the matching shares: € 83.36).
"The target amount of the 2019-2021 Performance Cash Plan is € 950,000. An advance payment of
€ 600,000 was made from the PCP 2019-2021 in 2020.
3 The number of shares purchased in 2017 with the 2016 cash remuneration component (investment
component) amounted to 3,470 (purchased on 12 May 2017 at a price of € 87.50). The 2016 matching
component was paid out in cash in May 2021. The number of mathematical matching shares for calcu-
lating the equivalent value in cash amounts to 1,156 (holding period expired on 11 May 2021). Reference
price for calculating the equivalent value of the matching shares: € 83.36).
1 Remuneration for prior vesting years is due if, as of the balance sheet date, the activity underlying the
remuneration component has been fully performed, and all conditions for the entitlement are met.
2 The number of shares purchased in 2017 with the 2016 cash remuneration component (investment
component) amounted to 2,603 (purchased on 12 May 2017 at a price of € 87.50). The 2016 matching
component was paid out in cash in May 2021. The number of mathematical matching shares for calcu-
lating the equivalent value in cash amounts to 867 (holding period expired on 11 May 2021). Reference
price for calculating the equivalent value of the matching shares: € 83.36).
Total remuneration according to § 162 German Stock Corporation Act (AktG)
Total remuneration for financial years 2021 or earlier vesting years
Total
ance/Pensions (Partial) capital payments
as a % of total
remuneration
2
285,000
305,629
remuneration Total
Fixed Fringe benefits (other remuneration)
remuneration
years in €¹
in €
as a % of total
Earlier vesting
Financial year 2021
as a % of total
remuneration
years in €¹
in €
Earlier vesting
Chairman of the Board of Management until 13 May 2015
Chairman of the Supervisory Board since 13 May 2015
NORBERT REITHOFER
38
Chairman of the Board of Management until 15 August 2019
Financial year 2021
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
308
>
100
745,870
440,241
HARALD KRÜGER
(-)
as a % of total
remuneration
(-)
in €2
800,000
19
(-)
937,500
Earlier vesting years
Vesting year 2020
as a % of total
remuneration
in €3
in €1
Earlier vesting years
Vesting year 2021
FY 2021
Performance component of bonus 2021
Earnings component of bonus 2021
Performance component of bonus 2020
Earnings component of bonus 2020
BONUS
Fringe benefits (other remuneration)
Total
Fixed remuneration
Fixed
remuneration
Member of the Board of Management from 1 October 2018 until 31 December 2021
Purchasing and Supplier Network
ANDREAS WENDT
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 (2020)
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
in €3
FY 2020
as a % of total
remuneration
(-)
36
(-)
(-)
(-)
11
530,000
(-)
(-)
19
(-)
900,000
31
(-)
684,250
(-)
Combined Management Report
(-)
(-)
113,220
(-)
(-)
39
856,319
21
997,803
3
(-)
56,319
1
(-)
60,303
5
To Our Stakeholders
BMW Group Report 2021
305
62
(-)
191,038
(-)
62
212,638
96,364
309,002
100
1 Remuneration for prior vesting years is due if, as of the balance sheet date, the activity underlying the
remuneration component has been fully performed, and all conditions for the entitlement are met.
2 The target amount of the 2019-2021 Performance Cash Plan is € 1,600,000. The PCP factor is 1.081.
This differs from the PCP factor mentioned above, since a value of 1.0 was agreed for the earnings
factor of the 2019 financial year. An advance payment of € 900,000 was made from the PCP 2019-
2021 in 2020.
3 The number of shares purchased in 2017 with the 2016 cash remuneration component (investment
component) amounted to 5,542 (purchased on 12 May 2017 at a price of € 87.50). The 2016 matching
component was paid out in cash in May 2021. The number of mathematical matching shares for the
purposes of calculating the equivalent value in cash amounts to 1,847 (holding period expired on 11 May
2021). Reference price for calculating the equivalent value of the matching shares: € 83.36).
"The number of shares purchased in 2017 with the 2016 cash remuneration component (investment
component) amounted to 3,470 (purchased on 12 May 2017 at a price of € 87.50). The 2016 matching
component was paid out in cash in May 2021. The number of mathematical matching shares for calcu-
lating the equivalent value in cash amounts to 1,156 (holding period expired on 11 May 2021). Reference
price for calculating the equivalent value of the matching shares: € 83.36).
309
BMW Group Report 2021
To Our Stakeholders
191,038
Combined Management Report
Corporate Governance
Remuneration Report
Other Information
← = Q
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021
PETER SCHWARZENBAUER
Member of the Board of Management until 31 October 2019
Financial year 2021
Earlier vesting
in €
Fixed Fringe benefits (other remuneration)
remuneration Total
19,451
years in €¹
(-)
19,451
Group Financial Statements
195,713
(-)
(-)
6 Corresponds to the previous disclosure of amounts received in accordance with the model tables in the version of the German Corporate Governance Code dated 7 February 2017. For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the
vesting year are to be taken into account. The defined maximum remuneration for the vesting year 2021 is € 4,925,000; the remuneration for the vesting year 2021 including service cost is € 4,258,533, which is below the maximum remuneration.
5 The pension expense in accordance with IAS 19 reflects the expense recognised by the BMW Group; this amount was not paid out in the financial year.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
3 Remuneration for prior vesting years if, as of the balance sheet date, the activity underlying the remuneration component has been fully performed, and all conditions for the entitlement are met.
>
2 Remuneration system applicable until financial year 2020.
1 Remuneration system from financial year 2021.
100
1,006,759
175,000
1,181,759
402,075
4,258,533
Total amount received incl. service cost 6
Waiting allow- Pensions
ance/Pensions (Partial) capital payments
Total
(-)
Total remuneration for financial years 2021 or earlier vesting years
IAN ROBERTSON
Member of the Board of Management until 31 December 2017
Financial year 2021
in €
21,600
21,600
Earlier vesting
years in €1
as a % of total
remuneration
7
7
(-)
96,3644
31
96,364
31
Total remuneration according to § 162 German Stock Corporation Act (AktG)
9
(-)
861,900
(-)
(-)
Share-based remuneration component (matching component)
remuneration 2016 for holding obligation 2017-2021
Variable
(-)
(-)
(-)
Performance Cash Plan 2019-2021
12
12
30,128
30,128
Fixed
Fringe benefits (other remuneration)
remuneration Total
as a % of total
remuneration
years in €1
(-)
in €
Member of the Board of Management until 31 March 2013
Financial year 2021
FRANK-PETER ARNDT
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021
For individual former members of the Board of Management,
the remuneration granted and owed also includes the Per-
formance Cash Plan 2019-2021 and/or the share-based
remuneration component (matching component) 2016. In
this regard, please refer to the statements on remuneration
granted and owed for the active members of the Board of
Management.
The following tables show the fixed and variable remunera-
tion granted and owed to former members of the Board of
Management who have definitively terminated their service
within the last 10 financial years, in accordance with § 162
AktG.
10. Remuneration granted and owed to former members of the
Board of Management pursuant to § 162 of the German Stock
Corporation Act (AktG)
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
Earlier vesting
306
Total
(-)
Performance Cash Plan 2019-2021
32,950
32,950
Fixed Fringe benefits (other remuneration)
remuneration Total
years in €¹
Earlier vesting
Member of the Board of Management until 31 October 2019
Financial year 2021
MILAGROS CAIÑA CARREIRO-ANDREE
in €
^
Total remuneration for financial years 2021 or earlier vesting years
Total remuneration according to § 162 German Stock Corporation Act (AktG)
(Partial) capital payments
Total
ance/Pensions
Waiting allow- Pensions
(-)
Waiting allowance
246,942
(-)
246,942
88
216,814
(-)
(-)
(-)
88
(-)
216,814
(-)
(-)
(-)
100
363,300²
6 Corresponds to the previous disclosure of amounts received in accordance with the model tables in the version of the German Corporate Governance Code dated 7 February 2017. For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the
vesting year are to be taken into account. The defined maximum remuneration for the vesting year 2021 is € 5,068,750; the remuneration for the vesting year 2021 including service cost is € 4,390,396, which is below the maximum remuneration.
4 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
21
1,030,500
RoCE component
Personal cash investment amount 20214
(-)
Share-based remuneration component (matching component) 2016 for holding
obligation 2017-2021
(-)
(-)
(-)
(-)
(-)
(-)
Share-based remuneration component (matching component) 2015 for holding
obligation 2016-2020
16
(-)
(-)
(-)
(-)
(-)
obligation 2021-2025
remuneration Cash remuneration component (investment component) 2020 for holding
Variable
SHARE-BASED PAYMENT
PCP 2019-2021
PCP 2018-2020
PERFORMANCE CASH PLAN
(-)
(-)
(-)
18
358,862
5 The pension expense in accordance with IAS 19 reflects the expense recognised by the BMW Group; this amount was not paid out in the financial year.
Strategic focus target component
11
3 Remuneration for prior vesting years if, as of the balance sheet date, the activity underlying the remuneration component has been fully performed, and all conditions for the entitlement are met.
2 Remuneration system applicable until financial year 2020.
1 Remuneration system from financial year 2021.
100
2,208,364
351,746
2,560,110
100
4,851,197
401,099
5,252,296
Total amount received incl. service cost 6
Service cost 5
Remuneration according to § 162 German Stock Corporation Act (AktG)
91 or 9
195,713
2,012,651
82 or 18
530,994
861,900
Remuneration for vesting year 2021 or earlier vesting years
61
1,352,045
79
3,853,394
Total variable remuneration
(-)
52 or 9
195,713
(-)
(-)
1,156,332
62 or 18
861,900
2,991,494
Total variable remuneration Vesting year 2021 or earlier vesting years
3,989,297
Corporate Governance
Waiting allowance
Other Information
1,035,000
25
(-)
684,250
(-)
(-)
21
(-)
(-)
113,220
(-)
(-)
(-)
30
4
818,408
(-)
609,500
remuneration
Variable
18
500,0007
(-)
8
(-)
361,900
10
282,8508
(-)
(-)
(-)
13
(-)
22
1,068,525
1
SHARE-BASED PAYMENT
PCP 2019-2021
PCP 2018-2020
PERFORMANCE CASH PLAN
Performance component of bonus 2021
Earnings component of bonus 2021
Vesting year 2021
Performance component of bonus 2020
BONUS
Fringe benefits (other remuneration)
Total
Fixed
remuneration
Fixed remuneration
Customer, Brands, Sales, Member of the Board of Management since 1 January 2018
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 (2020)
PIETER NOTA
Earnings component of bonus 2020
Earlier vesting years
in €¹
1,050,000
in €³
(-)
18,408
0.4
(-)
18,525
29
(-)
800,000
22
(-)
FY 2020
as a % of total
remuneration
in €3
Earlier vesting years
Vesting year 2020
in €2
FY 2021
as a % of total
remuneration
Cash remuneration component (investment component) 2020 for holding
obligation 2021-2025
← = Q
(-)
358,862
3 Remuneration for prior vesting years if, as of the balance sheet date, the activity underlying the remuneration component has been fully performed, and all conditions for the entitlement are met.
>
² Remuneration system applicable until financial year 2020.
1 Remuneration system from financial year 2021.
100
2,757,590
354,680
3,112,270
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
100
Total amount received incl. service cost 6
Service cost 5
Remuneration according to § 162 German Stock Corporation Act (AktG)
72 or 28
782,850
1,974,740
4,820,525
402,852
5,223,377
92 or 8
5 The pension expense in accordance with IAS 19 reflects the expense recognised by the BMW Group; this amount was not paid out in the financial year.
7 An advance payment in the amount of € 500,000 was paid out from the PCP 2019-2021 in 2020.
Fixed
Fixed remuneration
Finance, Member of the Board of Management since 1 January 2017
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 (2020)
NICOLAS PETER
← = Q
Other Information
6 Corresponds to the previous disclosure of amounts received in accordance with the model tables in the version of the German Corporate Governance Code dated 7 February 2017. For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the
vesting year are to be taken into account. The defined maximum remuneration for the vesting year 2021 is € 5,500,000; the remuneration for the vesting year 2021 including service cost is € 4,861,477, which is below the maximum remuneration.
Remuneration Report
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
303
8 An advance payment in the amount of € 500,000 was paid out from the PCP 2018-2020 in 2019.
Corporate Governance
361,900
4,458,625
Remuneration for vesting year 2021 or earlier vesting years
24
1,152,000
RoCE component
Personal cash investment amount 20214
(-)
(-)
(-)
(-)
(-)
(-)
(-)
Share-based remuneration component (matching component) 2015 for holding
obligation 2016-2020
13
(-)
Share-based remuneration component (matching component) 2016 for holding
obligation 2017-2021
(-)
(-)
Strategic focus target component
70
1,939,182
78
3,752,000
Total variable remuneration
(-)
42 or 28
782,850
(-)
(-)
1,156,332
70 or 8
12
(-)
361,900
3,390,100
Total variable remuneration Vesting year 2021 or earlier vesting years
593,600
(-)
remuneration
Other Information
Corporate Governance
113,220
(-)
(-)
(-)
44
901,973
(-)
23
5
(-)
101,973
1
(-)
43,237
943,237
39
6
(-)
5
215,475
(-)
(-)
(-)
13
(-)
503,500
(-)
21
855,000
(-)
684,250
(-)
33
(-)
(-)
FY 2020
as a % of total
remuneration
in €3
remuneration
Fixed
Fixed remuneration
Produktion, Member of the Board of Management since 1 October 2019
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 (2020)
MILAN NEDELJKOVIĆ
← = Q
Fringe benefits (other remuneration)
Total
Other Information
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
301
Remuneration Report
BONUS
Earnings component of bonus 2020
Performance component of bonus 2020
Earlier vesting years
Vesting year 2020
in €²
800,000
22
(-)
FY 2021
as a % of total
remuneration
in €³
in €¹
900,000
Earlier vesting years
Vesting year 2021
SHARE-BASED PAYMENT
PCP 2019-2021
PCP 2018-2020
PERFORMANCE CASH PLAN
Performance component of bonus 2021
Earnings component of bonus 2021
(-)
Remuneration Report
(-)
remuneration
Remuneration according to § 162 German Stock Corporation Act (AktG)
100
(-)
2,058,305
95 or 5
215,475
Service cost 5
3,801,862
56
1,156,332
77
3,074,100
Total variable remuneration
56
Remuneration for vesting year 2021 or earlier vesting years
(-)
Total amount received incl. service cost 6
100
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
302
² Remuneration system applicable until financial year 2020.
4,017,337
401,466
4,418,803
1 Remuneration system from financial year 2021.
5 The pension expense in accordance with IAS 19 reflects the expense recognised by the BMW Group; this amount was not paid out in the financial year.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
3 Remuneration for prior vesting years if, as of the balance sheet date, the activity underlying the remuneration component has been fully performed, and all conditions for the entitlement are met.
>
100
2,058,305
352,121
2,396,139
6 Corresponds to the previous disclosure of amounts received in accordance with the model tables in the version of the German Corporate Governance Code dated 7 February 2017. For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the
vesting year are to be taken into account. The defined maximum remuneration for the vesting year 2021 is € 4,925,000; the remuneration for the vesting year 2021 including service cost is € 4,208,023, which is below the maximum remuneration.
1,156,332
71 or 5
(-)
Share-based remuneration component (matching component) 2016 for holding
obligation 2017-2021
(-)
(-)
(-)
(-)
(-)
(-)
Share-based remuneration component (matching component) 2015 for holding
obligation 2016-2020
(-)
358,862
(-)
(-)
(-)
Cash remuneration component (investment component) 2020 for holding
obligation 2021-2025
17
(-)
(-)
Τ
(-)
(-)
13
(-)
215,475
2,858,625
Total variable remuneration Vesting year 2021 or earlier vesting years
510,125
Strategic focus target component
(-)
(-)
(-)
25
990,000
RoCE component
Personal cash investment amount 20214
Variable
Remuneration Report
Fringe benefits (other remuneration)
Total
Earnings component of bonus 2020
179,431
I
(-)
Cash remuneration component (investment component) 2020 for holding
obligation 2021-2025
remuneration
Variable
(-)
(-)
(-)
(-)
(-)
13
503,500
(-)
(-)
(-)
18
(-)
Strategic focus target component
26
(-)
990,000
RoCE component
Personal cash investment amount 20214
Share-based remuneration component (matching component) 2015 for holding
obligation 2016-2020
Τ
(-)
(-)
(-)
Share-based remuneration component (matching component) 2016 for holding
obligation 2017-2021
(-)
(-)
Т
22
855,000
34
(-)
97,833
40
(-)
FY 2020
as a % of total
remuneration
in €3
3
Earlier vesting years
23
(-)
as a % of total
remuneration
in €³
in €¹
900,000
Earlier vesting years
Vesting year 2020
in €²
400,000
28,593
(-)
3
(-)
342,125
(-)
(-)
(-)
6
(-)
56,610
(-)
(-)
(-)
43
428,593
26
997,833
510,125
Vesting year 2021
(-)
(-)
Deputy Chairman of the
Supervisory Board
Factor Amount in € p. a. ³
Member of the Supervisory Board
1.00
200,000
Chairman of the Supervisory Board
Supervisory Board members did not receive any further
remuneration or benefits from the BMW Group for advisory
or agency services personally rendered.
OVERVIEW OF REMUNERATION 1
3.00
2.00
400,000
2.25
450,000
Chairman of another committee 2
Member of the Audit Committee 2
Member of another committee 2
2.00
600,000
400,000
The following table shows the remuneration granted and
owed to the members of the Supervisory Board in the 2021
financial year pursuant to § 162 (1) Sentence 1 AktG. The
activities on which the remuneration for the 2021 financial
year is based were performed fully as at the balance sheet
date). Therefore, the remuneration for the Supervisory Board
activity is classified as granted for the 2021 financial year,
even if the payment of the Supervisory Board remuneration
(including the attendance fee) was only made after the end
of the 2021 financial year, in accordance with Article 15 of the
Articles of Incorporation.
3.
← = Q
III. Remuneration of the members of the Supervisory Board
1. Articles of Incorporation and procedure
The regulation governing remuneration for the Supervisory
Board applicable to the reporting year was adopted by the
Annual General Meeting on 14 May 2020. It is set out in Arti-
cle 15 of the Articles of Incorporation, and specifies both the
remuneration system to be used and the precise framework
for calculating the remuneration due to the members of the
Supervisory Board. The regulation was confirmed by the
Annual General Meeting on 12 May 2021 with a majority of
99.40% of the valid votes cast.
2.
Principles and elements of remuneration
Remuneration granted and owed to members of the Super-
visory Board pursuant to § 162 of the German Stock
Corporation Act (AktG)
With effect from the 2020 financial year, remuneration for
members of the Supervisory Board has been structured as
purely fixed remuneration, and complies with Suggestion
G.18 of the German Corporate Governance Code as amended
on 16 December 2019. This strengthens the independence of
the Supervisory Board in advising and monitoring the Board
of Management. The structure and amount of the fixed
remuneration ensure that highly qualified individuals can
continue to be proposed to the Annual General Meeting for
membership of the Supervisory Board. This strengthens its
advisory and supervisory function, which contributes to the
company's sustainable and long-term development.
The latest version of the GCCC, dated 16 December 2019,
recommends that exercising the functions of the chair and
deputy chair of Supervisory Board should also be considered
when determining the level of remuneration, along with any
committees an individual chairs or sits on (Suggestion G.17).
This is to take account of the extra time commitment associ-
ated with these positions. In view of the particular demands
placed on the members and, in particular, on the Chairman
of the Audit Committee and the increased scope of the Audit
Committee's tasks, a higher level of remuneration is pro-
vided for work on this committee than for work on other com-
mittees. Accordingly, the Articles of Incorporation of BMW
AG stipulate that the Chairman of the Supervisory Board
shall receive three times the amount and each Deputy Chair-
man twice the amount of remuneration paid to a Supervisory
Board member, excluding amounts relating to additional
remuneration-relevant functions. The Chair of the Audit
Committee receives two-and-a-quarter times the amount,
the Chair of other Supervisory Board committees twice the
amount, each member of the Audit Committee twice the
amount, and each member of another committee one-and-
a-half times the amount of the remuneration paid to a Super-
visory Board member, provided the relevant committee con-
vened on at least three days during the financial year. If a
member of the Supervisory Board exercises more than one
of the functions referred to above, their remuneration is
measured only on the basis of the function receiving the
highest amount.
In the event of changes in the composition of the Supervi-
sory Board during the year, or if additional remuneration-rel-
evant functions are performed, remuneration is determined
on a proportionate basis.
In addition, each member of the Supervisory Board receives
an attendance fee of € 2,000 per meeting for each meeting
of the Supervisory Board (plenary) in which he or she partic-
ipates. This also applies to participation by telephone or
video link. If they attend more than one meeting on the same
day, the meetings are not remunerated separately.
In accordance with the provisions of the Articles of Incorpo-
ration, the remuneration and the attendance fee are only
paid after the end of the respective financial year. Further-
more, the company reimburses each member of the Super-
visory Board for their reasonable expenses. In order to be
able to perform his duties, the Chairman of the Supervisory
Board is provided with secretariat and chauffeur services.
In accordance with the Articles of Incorporation, each mem-
ber of the Supervisory Board of BMW AG who does not exer-
cise any additional function relevant to remuneration
receives in addition to the reimbursement of reasonable
expenses – fixed remuneration of € 200,000 p.a.
2.00
400,000
1.50
Total variable remuneration
57
(-)
578,166
74
(-)
2,858,625
2,858,625
(-)
(-)
(-)
Total
(-)
(-)
Total variable remuneration Vesting year 2021 or earlier vesting years
74
578,166
57
300,000
Chairman of the Audit
Committee 22
1 If a Supervisory Board member performs several additional remuneration-relevant functions, their
remuneration remuneration is measured only on the basis of the function that is remunerated with the
highest amount.
2 Provided the relevant committee convened for meetings on at least three days during the financial year.
3 Plus attendance fee of €2,000 per plenary session.
Service cost 5
100
3,856,458
Remuneration according to § 162 German Stock Corporation Act (AktG)
100
(-)
1,006,759
100
(-)
3,856,458
Remuneration for vesting year 2021 or earlier vesting years
235
BONUS
FY 2021
PCP 2019-2021
(-)
(-)
(-)
(-)
13
609,500
361,900
(-)
21
1,035,000
26
(-)
805,000
(-)
(-)
(-)
8
282,8508
500,0007
(-)
(-)
(-)
Share-based remuneration component (matching component) 2015 for holding
obligation 2016-2020
14
(-)
(-)
422,190
(-)
Cash remuneration component (investment component) 2020 for holding
obligation 2021-2025
remuneration
Variable
16
9
(-)
(-)
4
(-)
Vesting year 2020
in €2
950,000
22
(-)
FY 2021
as a % of total
remuneration
in €³
Earlier vesting years
Earlier vesting years
Vesting year 2021
in €¹
1,050,000
PCP 2019-2021
PCP 2018-2020
PERFORMANCE CASH PLAN
Performance component of bonus 2021
Earnings component of bonus 2021
Performance component of bonus 2020
SHARE-BASED PAYMENT
in €3
FY 2020
as a % of total
remuneration
(-)
133,200
(-)
(-)
(-)
31
974,231
22
1,072,746
1
(-)
24,231
0.5
(-)
22,746
30
Share-based remuneration component (matching component) 2016 for holding
obligation 2017-2021
SHARE-BASED PAYMENT
(-)
(-)
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
304
8 An advance payment in the amount of € 500,000 was paid out from the PCP 2018-2020 in 2019.
7 An advance payment in the amount of € 500,000 was paid out from the PCP 2019-2021 in 2020.
Group Financial Statements
6 Corresponds to the previous disclosure of amounts received in accordance with the model tables in the version of the German Corporate Governance Code dated 7 February 2017. For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the
vesting year are to be taken into account. The defined maximum remuneration for the vesting year 2021 is € 5,500,000; the remuneration for the vesting year 2021 including service cost is € 4,863,945, which is below the maximum remuneration.
" Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.
3 Remuneration for prior vesting years if, as of the balance sheet date, the activity underlying the remuneration component has been fully performed, and all conditions for the entitlement are met.
>
2 Remuneration system applicable until financial year 2020.
1 Remuneration system from financial year 2021.
100
5 The pension expense in accordance with IAS 19 reflects the expense recognised by the BMW Group; this amount was not paid out in the financial year.
3,117,471
351,746
3,469,217
Corporate Governance
Other Information
PCP 2018-2020
PERFORMANCE CASH PLAN
Performance component of bonus 2021
Earnings component of bonus 2021
Performance component of bonus 2020
Earnings component of bonus 2020
Remuneration Report
BONUS
remuneration
Fixed
Fixed remuneration
Development, Member of the Board of Management since 1 July 2020
REMUNERATION GRANTED AND OWED IN FINANCIAL YEAR 2021 (2020)
FRANK WEBER
← = Q
Fringe benefits (other remuneration)
Total
100
4,824,746
401,099
5,225,845
Total amount received incl. service cost 6
(-)
(-)
1,360,390
70 or 8
361,900
3,390,100
Total variable remuneration Vesting year 2021 or earlier vesting years
12
(-)
(-)
Strategic focus target component
24
(-)
1,152,000
RoCE component
Personal cash investment amount 20214
593,600
(-)
(-)
782,850
Service cost 5
Remuneration according to § 162 German Stock Corporation Act (AktG)
75 or 25
782,850
2,334,621
93 or 8
361,900
4,462,846
Remuneration for vesting year 2021 or earlier vesting years
69
2,143,240
78
3,752,000
Total variable remuneration
(-)
44 or 25
(-)
8,000
from October 2018 until December 2021
BMW Group Report 2021
640,000
640,000
0%
640,000
0%
610,000
-5%
610,000
0%
Manfred Schoch¹
Stefan Quandt
since 1988, Deputy Chairman
430,000
430,000
0%
430,000
0%
410,000
-5%
410,000
0%
since 1997, Deputy Chairman
430,000
430,000
0%
430,000
0%
since 2015, Chairman
410,000
Norbert Reithofer
2021
until October 2019
- 39%
- 83%
-2%
10%
- 54%
309,002
7%
3,297,170
149 %
1 The reported remuneration for the years 2017-2020 has been recalculated in accordance with the requirements of § 162 German Stock Corporation Act (AktG).
2 For the financial years 2019 and 2020, the calculation of remuneration also took into account the advances in the amount of € 600,000 each from the Performance Cash Plan 2018-2020 and 2019-2021, which were paid out in 2019 and 2020, respectively.
3 Ms Caiña Carreiro-Andree's contract of employment ran until 30 June 2020.
"For the financial years 2019 and 2020, the calculation of remuneration also took into account the advances in the amount of € 900,000 each from the Performance Cash Plan 2018-2020 and 2019-2021, which were paid out in 2019 and 2020, respectively.
5 Mr Krüger's contract of employment ran until 30 April 2020.
6 For the financial years 2019 and 2020, the calculation of remuneration also included the advances paid in the amounts of € 600,000 and € 500,000 from the Performance Cash Plan 2018-2020 and 2019-2021, which were paid out in 2019 and 2020, respectively..
317
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
COMPARISON OF CHANGES IN EARNINGS AND REMUNERATION FOR EMPLOYEES, THE BOARD OF MANAGEMENT AND THE SUPERVISORY BOARD
IV. REMUNERATION OF THE SUPERVISORY BOARD IN €
2017
2018 Change in %
2019 Change in %
2020 Change in %
Change in %
-5%
410,000
0%
210,000
-5%
210,000
0%
(-)
(-)
(-)
(-)
(-)
(-)
(-)
135,419
(-)
(-)
(-)
(-)
139,532
(-)
210,000
51%
210,000
0%
(-)
(-)
(-)
(-)
(-)
1 %
220,000
1 %
218,000
Stefan Schmid¹
since 2007, Deputy Chairman
430,000
428,000
0%
430,000
0%
410,000
- 5%
410,000
0%
Kurt Bock2
since May 2018, Deputy Chairman and Chairman of the Audit
Committee
Peter Schwarzenbauer6
138,968
220,000
58%
367,930
67 %
460,000
25%
Rachel Empey
Christiane Benner¹
Marc Bitzer
Verena zu Dohna
Bernhard Ebner¹
since May 2021
since May 2019
since October 2021
since May 2021
since 2014
216,000
(-)
- 69%
until December 2017
1 %
(-)
537,696
(-)
(-)
2,487,689
(-)
4,182,138
2,435,932
(-)
(-)
612,359
- 42%
(-)
2,651,143
2,660,349
7%
(-) 2,233,062
5,338,865
2,043,706
2,058,305
2,757,590
9% 3,117,471
(-) 1,006,759
265 % 2,208,364
36%
432 %
283 %
8,752,558
64%
3,949,908
93%
4,017,337
95%
4% 4,820,525
17% 4,824,746
(-)
75%
55%
- 1%
3,856,458
4,851,197
(-)
(-)
45%
3,923,856
384,435
90,771
93,522
3%
89,353
- 4%
86,715
-3%
99,169
14%
III. REMUNERATION OF THE BOARD OF MANAGEMENT IN €¹
Oliver Zipse²
since May 2015,
Chairman since 16 August 2019
283 %
Ilka Horstmeier
Milan Nedeljkovic
since October 2019
Pieter Nota3
since January 2018
Nicolas Peter³
since January 2017
Frank Weber
Andreas Wendt
since July 2020
4,115,640
2,710,234
- 34%
(-)
(-)
since November 2019
48,237
120%
2 For the financial years 2019 and 2020, the calculation of remuneration also included the advances paid in the amounts of € 566,667 and € 712,000 from the Performance Cash Plans 2018-2020 and 2019-2021, which were paid out in 2019 and 2020, respectively.
3 For the financial years 2019 and 2020, the calculation of remuneration also included the advances in the amount of € 500,000 each from the Performance Cash Plans 2018-2020 and 2019-2021, which were paid out in 2019 and 2020, respectively.
-25%
777,615
- 68%
- 1%
- 8%
2%
379,861
- 73%
- 8%
62%
396,427
2%
-32%
-30%
10%
- 23%
745,870
- 69%
until August 2019
-36%
10%
- 34%
until May 2015, Chairman of the Supervisory Board since May 2015
- 1%
-10%
- 21%
1,370,807
363,847
- 64%
8%
- 39%
1 %
246,942
>
316
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
COMPARISON OF CHANGES IN EARNINGS AND REMUNERATION FOR EMPLOYEES, THE BOARD OF MANAGEMENT AND THE SUPERVISORY BOARD
Change in 2019 on
2018 in %
Change in 2018 on
2017 in %
Change in 2020 on
2019 in %
1 The reported remuneration for the years 2017-2020 has been recalculated in accordance with the requirements of § 162 German Stock Corporation Act (AktG).
2021
FORMER MEMBERS OF THE BOARD OF MANAGEMENT IN €1
Frank-Peter Arndt
Milagros Caiña
Carreiro-Andree 2,3
Klaus Draeger
Friedrich Eichiner
Klaus Fröhlich²
Harald Krüger 4,5
Norbert Reithofer
lan Robertson
until March 2013
until October 2019
until September 2016
until December 2016
until June 2020
- 28%
0%
4%
Change in 2021 on
2020 in %
(-)
(-)
(-)
220,000
220,000
1 %
0%
210,000
210,000
-5%
75,118
- 64%
- 5%
156,538
-25%
1 In line with the guidelines of the Deutscher Gewerkschaftsbund, these employee representatives have requested that their remuneration be paid into the Hans Bockler-Stiftung.
2 Dr. Bock was elected Chairman of the Audit Committee after the 2020 Annual General Meeting.
3 Chairman of the Audit Committee until 2020 Annual General Meeting.
318
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
V. Other considerations
BMW AG did not grant any loans to members of the Board of
Management or the Supervisory Board in the financial year
2021, nor did it enter into any contingent liabilities in their
favour. In the year under review, members of the Board of
Management and the Supervisory Board concluded con-
tracts with BMW Group companies for vehicle leasing and
vehicle services (maintenance and repair work) at arm's
length conditions.
The company maintains a financial loss liability insurance
policy for company directors. The insurance provides cover
for legal liability claims and protects the private assets of
members of BMW AG's corporate entities if a claim is made
against them for financial loss in the course of exercising
their function as a corporate entity. A deductible is provided
for members of the Board of Management that complies
with the requirements of the German Stock Corporation Act
(AktG).
VI. Outlook for the 2022 financial year
In principle, the current remuneration system for members of
the Board of Management will apply unchanged for the 2022
financial year.
0%
220,000
220,000
0%
- 62%
Horst Lischka¹
from May 2009 to May 2021
220,000
220,000
0%
220,000
0%
210,000
-5%
75,118
- 64%
Willibald Löw¹
Under this system, 50 % of the share-based remuneration
as a long-term component of the variable remuneration
depends on the RoCE achieved in the Automotive segment
in the relevant vesting year. For the financial year 2021, the
RoCE is defined as the segment profit before financial result,
divided by the average capital employed in the segment. The
definition of this key indicator has been adjusted for the
financial year 2022. Previously, "capital employed" com-
prised the sum of all current and non-current operating
assets, adjusted for deductible capital. The deductible capi-
tal corresponded to the capital shares that were available to
the operational business, largely without interest. This
included, for example, trade payables and other provisions.
In future, the definition of capital employed will include the
from May 1999 to July 2021
220,000
0%
220,000
0%
210,000
- 5%
114,602
- 45%
Simone Menne
Brigitte Rödig¹
from May 2015 to May 2021
from July 2013 to October 2021
218,000
218,000
220,000
75,118
sum of intangible assets, property, plant and equipment and
net working capital. This simplified definition aims to make
this indicator more transparent and easier to understand. In
addition, the capital employed items taken into account
reflect the focus of operational segment management. The
new definition leads to an increase in capital employed com-
pared to the previous definition. The strategic target value for
the ROCE in the Automotive segment according to the new
definition will therefore be 18 % from the financial year 2022
onwards (previous year: 40 %). In terms of content, this
amounts to an even more ambitious objective compared to
the previous measurement of return on capital.
Bayerische Motoren Werke Aktiengesellschaft
remuneration report, this audit opinion includes that the
information required by § 162 Abs. 1 and 2 AktG has been
disclosed in all material respects in the remuneration report.
Restriction on use
We issue this auditor's report on the basis of the engage-
ment agreed with Bayerische Motoren Werke Aktienge-
sellschaft. The audit has been performed only for purposes
of the company and the auditor's report is solely intended to
inform the company as to the results of the audit. Our
responsibility for the audit and for our auditor's report is only
towards the company in accordance with this engagement.
The auditor's report is not intended for any third parties to
base any (financial) decisions thereon. We do not assume
any responsibility, duty of care or liability towards third par-
ties; no third parties are included in the scope of protection of
the underlying engagement. Section 334 BGB [Bürgerliches
Gesetzbuch: German Civil Code], according to which objec-
tions arising from a contract may also be raised against third
parties, is not waived.
Munich, March 9, 2022
PricewaterhouseCoopers GmbH
Wirtschaftsprüfungsgesellschaft
Petra Justenhoven
Wirtschaftsprüferin
Andreas Fell
Wirtschaftsprüfer
320
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
321 Further GRI Information
332 SASB-Index
337 TCFD-Index
341 NFS-Index
342 Consumption and Carbon Disclosures
344 BMW Group Ten-year Comparison
346 Glossary and Explanation of Key Figures
351 Financial Calendar
352 Contacts
Remuneration Report
Other Information
← = Q
OTHER
INFORMATION
6
The audit of the content of the remuneration report described
in this auditor's report includes the formal audit of the remu-
neration report required by § 162 Abs. [paragraph] 3 AktG,
including the issuance of a report on this audit. As we
express an unqualified audit opinion on the content of the
Reference to an Other Matter - Formal Audit of the Remuneration
Report according to § 162 AktG
In our opinion, based on the findings of our audit, the remu-
neration report for the financial year from January 1 to
December 31, 2021, including the related disclosures, com-
plies in all material respects with the accounting provisions
of § 162 AktG.
Audit Opinion
For the Supervisory Board
Dr.-Ing. Dr.-Ing. E.h.
Norbert Reithofer
Chairman of the
Supervisory Board
For the Board of
Management
Oliver Zipse
Chairman of the Board
of Management
319
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
There are no plans to change the remuneration system for
members of the Supervisory Board for the 2022 financial
year,
← = Q
To Bayerische Motoren Werke Aktiengesellschaft Munich
Remuneration Report pursuant to § 162 AktG for the Finan-
cial Year from January 1 to December 31, 2021
Auditor's Report
To Bayerische Motoren Werke Aktiengesellschaft, Munich
We have audited the remuneration report of Bayerische
Motoren Werke Aktiengesellschaft, Munich, for the financial
year from January 1 to December 31, 2021 including the related
disclosures, which was prepared to comply with § [Arti-
cle] 162 AktG [Aktiengesetz: German Stock Corporation Act].
Responsibilities of the Executive Directors and the Supervisory
Board
The executive directors and the supervisory board of Bayer-
ische Motoren Werke Aktiengesellschaft are responsible for
the preparation of the remuneration report, including the
related disclosures, that complies with the requirements of
§ 162 AktG. The executive directors and the supervisory
board are also responsible for such internal control as they
determine is necessary to enable the preparation of a remu-
neration report, including the related disclosures, that is free
from material misstatement, whether due to fraud or error.
Auditor's Responsibilities
Our responsibility is to express an opinion on this remunera-
tion report, including the related disclosures, based on our
audit. We conducted our audit in accordance with German
generally accepted standards for the audit of financial state-
ments promulgated by the Institut der Wirtschaftsprüfer (Insti-
tute of Public Auditors in Germany) (IDW). Those standards
require that we comply with ethical requirements and plan
and perform the audit to obtain reasonable assurance about
whether the remuneration report, including the related disclo-
sures, is free from material misstatement.
An audit involves performing procedures to obtain audit evi-
dence about the amounts including the related disclosures
stated in the remuneration report. The procedures selected
depend on the auditor's judgment. This includes the assess-
ment of the risks of material misstatement of the remunera-
tion report including the related disclosures, whether due to
fraud or error.
In making those risk assessments, the auditor considers
internal control relevant to the preparation of the remunera-
tion report including the related disclosures. The objective of
this is to plan and perform audit procedures that are appro-
priate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the company's
internal control. An audit also includes evaluating the appro-
priateness of accounting policies used and the reasonable-
ness of accounting estimates made by the executive direc-
tors and the supervisory board, as well as evaluating the
overall presentation of remuneration report including the
related disclosures.
We believe that the audit evidence we have obtained is suffi-
cient and appropriate to provide a basis for our audit opinion.
VII. Auditor's Report
Employees of BMW AG
0%
0%
(-)
132,344
(-)
-5%
210,000
0%
Jens Köhler¹
since August 2021
(-)
(-)
(-)
(-)
86,258
(-)
Dominique Mohabeer¹
since June 2012
220,000
220,000
0%
220,000
0%
210,000
-5%
210,000
0%
Anke Schäferkordt
since May 2020
(-)
210,000
1 %
220,000
- 1%
(-)
(-)
(-)
(-)
(-) 135,419
(-)
Heinrich Hiesinger
since May 2017
140,355
220,000
57%
220,000
0%
(-)
210,000
210,000
0%
Johann Horn¹
since May 2021
(-)
(-)
(-)
(-)
(-)
Susanne Klatten
since May 1997
220,000
218,000
-5%
200,000
(-)
(-)
220,000
220,000
0%
220,000
0%
210,000
51% 210,000
-5% 210,000
0%
0%
FORMER MEMBERS OF THE SUPERVISORY BOARD IN €
Karl-Ludwig Kley³
from May 2008 to May 2021, Deputy Chairman
430,000
430,000
0%
428,000
0%
428,548
0%
148,237
- 65%
Reinhard Hüttl
from May 2009 to May 2021
189,780
200,000
5%
200,000
since November 2001
Werner Zierer¹
210,000
(-)
(-)
134,344
(-)
210,000
56%
Christoph Schmidt
since May 2021
(-)
(-)
(-)
(-)
135,419
(-)
(-)
Vishal Sikka
(-)
(-)
(-)
139,532
(-)
208,000
49 %
210,000
1%
Thomas Wittig
since May 2019
(-)
139,532
since May 2019
311
II. AVERAGE REMUNERATION OF EMPLOYEES IN €
187 %
(5)
(210,000)
(100)
1 These employee representatives have declared that they will transfer their remuneration to the Hans Böckler Foundation in accordance with the guidelines of the German Federation of Trade Unions.
2 Member of the Supervisory Board since 12 May 2021.
3 Member of the Supervisory Board since 8 October 2021.
>
4 Member of the Supervisory Board until 31 December 2021.
312
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
COMPENSATION PAID AND OWED TO SUPERVISORY BOARD MEMBERS ACCORDING
TO § 162 OF THE GERMAN STOCK CORPORATION ACT (AKTG) IN FISCAL YEAR 2021 (2020)
MEMBERS OF THE SUPERVISORY BOARD IN OFFICE AS OF DECEMBER 31, 2021
fixed remuneration
attendance fee
total remuneration
in €
as a % of total
remuneration
in €
as a % of total
remuneration
in €
(10,000)
as a % of total
remuneration
(95)
100
48,237
100
(-)
(-)
(-)
(-)
(-)
(-)
Rachel Empey²
127,419
94
8,000
6
135,419
100
(-)
(-)
(-)
(-)
(-)
(-)
Heinrich Hiesinger
200,000
95
10,000
5
210,000
(200,000)
Johann Horn 1,2
126,344
95
(-)
(-)
(-)
(-)
Dominique Mohabeer¹
200,000
95
10,000
5
210,000
100
(200,000)
(95)
(10,000)
(5)
(210,000)
(100)
Anke Schäferkordt
200,000
95
10,000
5
210,000
100
(126,344)
(94)
(8,000)
(-)
(-)
100
86,258
6,000
5
132,344
100
(-)
(-)
(-)
(-)
(-)
(-)
Susanne Klatten
200,000
95
4
10,000
210,000
100
(200,000)
(95)
(10,000)
(5)
(210,000)
(100)
Jens Köhler 1,3
82,258
95
4,000
5
5
2,000
96
46,237
400,000
98
10,000
2
410,000
100
(400,000)
(98)
(10,000)
(2)
(410,000)
(100)
Stefan Quandt (Deputy Chairman)
400,000
98
10,000
2
410,000
100
(400,000)
(98)
(10,000)
(2)
(410,000)
(100)
Stefan Schmid (Deputy Chairman)¹
400,000
Manfred Schoch (Deputy Chairman)¹
(100)
(610,000)
(2)
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
COMPENSATION PAID AND OWED TO SUPERVISORY BOARD MEMBERS ACCORDING
TO § 162 OF THE GERMAN STOCK CORPORATION ACT (AKTG) IN FISCAL YEAR 2021 (2020)
MEMBERS OF THE SUPERVISORY BOARD IN OFFICE AS OF DECEMBER 31, 2021
fixed remuneration
attendance fee
total remuneration
in €
98
as a % of total
remuneration
as a % of total
remuneration
in €
as a % of total
remuneration
Norbert Reithofer (Chairman)
600,000
98
10,000
2
610,000
100
(600,000)
(98)
(10,000)
in €
[6])
10,000
410,000
(100)
Marc Bitzer²
127,419
94
8,000
6
135,419
100
(-)
(-)
(-)
(-)
(-)
Verena zu Dohna 1,4
200,000
95
10,000
5
210,000
100
(200,000)
(95)
(10,000)
(5)
(210,000)
(100)
Bernhard Ebner 1,3
(210,000)
(5)
(10,000)
(95)
100
(400,000)
(98)
(10,000)
(2)
(410,000)
(100)
Kurt Bock (Deputy Chairman, Chairman of the Audit Committee)
450,000
98
10,000
2
460,000
2
100
(97)
(10,000)
(3)
(367,930)
(100)
Christiane Benner¹
200,000
95
10,000
5
210,000
100
(200,000)
(357,930)
(134,344)
(100)
Christoph Schmidt 4
100
(200,000)
(95)
(10,000)
(5)
(210,000)
(100)
624,731
97
20,000
3
644,731
100
(1,408,548)
(96)
(60,000)
(4)
(1,468,548)
(100)
5,311,827
(5,292,822)
96
196,000
4
5,507,827
100
(96)
(196,000)
156,538
4
6,000
96
(5)
(210,000)
(100)
108,602
95
6,000
5
114,602
100
(200,000)
(95)
(10,000)
(5)
(4)
(210,000)
73,118
97
2,000
3
75,118
100
(200,000)
(95)
(10,000)
(5)
(210,000)
(100)
150,538
(100)
(10,000)
(5,488,822)
1 These employee representatives have declared that they will transfer their remuneration to the Hans Böckler Foundation in accordance with the guidelines of the German Federation of Trade Unions.
2021
Change in %
Net income of BMW AG according to the German Commercial Code (HGB) (in € million)
Profit attributable to shareholders of BMW AG (in € million)
3,197
8,589
2,801
- 12 %
2,107
-25%
1,702
- 19%
7,117
- 17%
Group post-tax return on sales (in %)
8.8
7.3
- 17%
4,915
4.8
- 31 %
3,775
- 23%
4,978
12,382
192 %
228%
- 34%
3.9
- 19%
11.2
2020 Change in %
2019 Change in %
2018 Change in %
2017
2 Member of the Supervisory Board until 14 May 2021.
3 Member of the Supervisory Board until 16 July 2021.
"Member of the Supervisory Board until 1 October 2021.
^
314
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To Our Stakeholders
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Corporate Governance
Remuneration Report
Other Information
← = Q
(100)
IV. Comparison of change in remuneration and earnings
pursuant to § 162 (1) Sentence 2 No. 2 of the German
Stock Corporation Act (AktG)
For the members of the Board of Management and the
Supervisory Board, the remuneration granted and owed in
the relevant financial year is presented within the meaning of
§ 162 (1) Sentence 1 AktG. The remuneration granted and
owed to former members of the Board of Management
includes any variable remuneration from previous vesting
years and any remuneration from any contracts of employ-
ment that remained valid beyond the end of their mandate,
as well as retirement benefit plans (pension payments, pay-
ments from the capital account), other remuneration and any
waiting allowances paid.
The change in earnings is presented on the basis of BMW
AG's net profit for the year in accordance with the German
Commercial Code (HGB). In addition, the changes in the key
indicators "earnings attributable to shareholders of BMW
AG" and "Group post-tax return on sales" are reported, as
these key indicators are relevant to the calculation of the var-
iable remuneration of the members of the Board of Manage-
ment (earnings component of the bonus).
The presentation of average employee remuneration is
based on the average remuneration of all employees of
BMW AG on a full-time equivalent basis. In the 2021 financial
year, this was 78,144 people. As of 31 December 2021, BMW
Group employed 118,909 people worldwide. The compo-
nents of the average employee remuneration presented are
generally in line with the remuneration granted and owed to
the members of the Board of Management and the Supervi-
sory Board according to § 162 (1) Sentence 1 AktG.
315
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Other Information
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COMPARISON OF CHANGES IN EARNINGS AND REMUNERATION FOR EMPLOYEES, THE BOARD OF MANAGEMENT AND THE SUPERVISORY BOARD
Pursuant to § 162 (1) Sentence 2 No. 2 AktG, the following
table shows the change in earnings, the annual change in
the remuneration of the members of the Board of Manage-
ment and the Supervisory Board, and the annual change in
the average remuneration of the employees on a full-time
equivalent basis over the last five financial years.
I. CHANGES IN EARNINGS
(95)
100
(10,000)
(5)
(210,000)
(100)
Werner Zierer¹
200,000
95
10,000
5
210,000
100
(200,000)
(95)
(10,000)
(5)
(210,000)
(100)
Total acting members of the Supervisory Board
4,687,096
96
176,000
4
4,863,096
100
(3,884,274)
(97)
(136,000)
(95)
(200,000)
100
210,000
127,419
94
6
135,419
100
(-)
(-)
(-)
(-)
(-)
Vishal Sikka
200,000
95
(3)
10,000
210,000
100
(200,000)
(96)
(8,000)
(4)
(208,000)
(100)
Thomas Wittig
200,000
95
10,000
5
5
(200,000)
(4,020,274)
1 These employee representatives have declared that they will transfer their remuneration to the Hans Böckler Foundation in accordance with the guidelines of the German Federation of Trade Unions.
2,000
1
148,237
100
(418,548)
(98)
(10,000)
(2)
(428,548)
(100)
73,118
97
2,000
3
75,118
100
(190,000)
(95)
(10,000)
(5)
(200,000)
(100)
73,118
97
2,000
3
75,118
99
as a % of total
remuneration
in €
as a % of total
remuneration
2 Member of the Supervisory Board since 14 May 2021.
3 Member of the Supervisory Board since 3 August 2021.
4 Member of the Supervisory Board since 12 May 2021.
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COMPENSATION PAID AND OWED TO SUPERVISORY BOARD MEMBERS ACCORDING
TO § 162 OF THE GERMAN STOCK CORPORATION ACT (AKTG) IN FISCAL YEAR 2021 (2020)
(100)
FORMER MEMBERS OF THE SUPERVISORY BOARD
Reinhard Hüttl2
Horst Lischka 1,2
Willibald Löw 1,3
Simone Menne²
Brigitte Rödig 1,4
Total former members of the Supervisory Board
Total current and former members of the Supervisory Board
fixed remuneration
attendance fee
total remuneration
in €
146,237
as a % of total
remuneration
in €
Karl-Ludwig Kley (Deputy Chairman)²
= Q
52 China
Transport volume in million tkm
6.3
2.3
6.5
2.5
6.3
27.2
14.2
33.6
17.1
37.5
20.1
31.1
17.6
31.7
17.2
Rail in %
Road in %
51.1
77.2
52.0
74.7
47.8
73.0
2.6
50.3
7.7
7.6
AVERAGE DISTRIBUTION OF MATERIALS IN
Further GRI Information
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BMW Group Report 2021
325
1 Use and modelling of emissions factors primarily in accordance with DIN EN 16258 as well as figures from CleanCargo and JEC5; in some cases, extrapolations have been used for individual months.
2 Figures relate to automobile production (BMW Group including the BMW Brilliance Automotive Ltd. joint venture and partner plants, excluding Rolls-Royce and contract manufacturing) and spare parts deliveries to parts distribution centres.
3 Figures relate to automobile production (BMW Group including the BMW Brilliance Automotive Ltd. joint venture, contract production and parts for partner plants) and spare parts deliveries to distribution centres in markets worldwide as well as to dealerships in certain markets.
" Scope expanded to include the Greer packaging plant (South Carolina, USA) to supply production and distribute Rolls-Royce vehicles. The figures for 2021 are therefore not directly comparable with previous years.
5 The CO₂e emission values for 2020 are not directly comparable with those of previous years, as the analysis has been expanded to include the local data of suppliers, who are in the production supply for certain plants and in the vehicle transportation to dealers in certain markets as well as the additional volume of part deliveries.
17.9
1.0
10.6
0.5
12.2
0.6
16.3
0.9
12.9
0.7
Air in %
3.8
3.8
75.0
52.9
75.8
CO₂e emissions in t
26,489
25,777
25,881
Transport volume in million tkm
OUTBOUND³ (DISTRIBUTION OF VEHICLES AND SPARE PARTS)
23,244
820,226
13,623
472,290
15,634
577,077
589,730
537,928
14,491
14,545
CO₂e emissions in t
Transport volume in million tkm
SPARE PARTS DELIVERY)
INBOUND² (MATERIAL PROVISION OF THE PLANTS AND
2021
2020
2019
2018
2017
TRANSPORT LOGISTICS: CARRIERS AND CO2 EMISSIONS 1
959,147
974,189
993,320
23,622
850,569
Sea in %
g CO₂e
tkm
g CO₂e
tkm
g CO₂e
tkm
9 Соге
tkm
g CO₂e
tkm
BMW GROUP VEHICLES 1,2
PERCENTAGE SHARE OF CARRIERS IN TOTAL (INBOUND AND OUT-
BOUND) IN TERMS OF TRANSPORT VOLUME AND CO2 EMISSION
37,245
1,322,8595
1,570,397
42,123
1,563,919
40,268
1,497,075
40,426
CO₂e emissions in t
1,793
TOTAL (INBOUND AND OUTBOUND)
28,497
1,058,685
51,741
1,878,9104
in %
M.O.N. (modif. organ.
Naturwerkst.) 0.3
2020
2019
2018
2017
1.0
2.15
2.25
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Further GRI Information
FURTHER GRI INFORMATION
PRODUCTION, PURCHASING AND SUPPLIER NETWORK
BMW GROUP CO₂ FOOTPRINT¹
in t CO₂/CO₂e
Total emission²
2017
2021
1 Calculation based on unit-adjusted averages for the BMW 1 Series, 2 Series, 3 Series, 4 Series,
5 Series, 6 Series, 7 Series, 8 Series, X1, X2, X3, X4, X5, X6, X7, Rolls-Royce, MINI, MINI Countryman
and the BEV vehicles iX, iX3, 14, 13, MINI E as well as the PHEV variants.
2 At approximately 2.46 million vehicles, the number produced (BMW Group plants, including the BMW
Brilliance Automotive Ltd. joint venture, partner plants and contract production) increased in the year
under report compared with the previous year (2020: approximately 2.26 million). Based on an average
weight of BMW Group vehicles of approximately 1.8 tonnes, the total weight of input materials is
around 4.3 million tonnes. To calculate the individual material flows, the total weight is multiplied by
the average distribution of the materials in BMW Group vehicles.
1 Efficiency indicator calculated from the amount of water consumed by automobile production (BMW
Group plants, including the BMW Brilliance Automotive Ltd. joint venture, excluding partner plants and
contract manufacturing) divided by the number of automobiles produced (BMW Group plants, including
the BMW Brilliance Automotive Ltd. joint venture and partner plants, excluding contract manufacturing).
13.6
12.6
85.1
4,924,477
2021
1111
4,722,310
2020
87.4
Scope 2: INDIRECT GREENHOUSE GAS EMISSION
2019
2018
90.4
5,425,073
5,073,220
2017
2018
of which rainwater in %
of which surface water in %
of which groundwater in %
of which drinking water in %
Water consumption
in m³
WATER CONSUMPTION1
88.0
Further GRI Information
72,850,724
2019 old
75,987,119
72,554
72,554
66,442
6,562
6,182
6,098
6,098
1,793
2.22
2.32
2.39
in m³
PROCESS WASTEWATER PER VEHICLE
PRODUCED¹
50.3 Steel and iron
-1.9 Duromers
Others 10.0
(e.g. tyres and seals) 3.7
Elastomers
(e.g. aluminium) 20.0
Non-ferrous metals
Textiles 1.2
resins 12.6
Thermoplastic
85,667
85,667
88,272
88,782
2019
133,552,843
2020 old
65,828,005
2020
2021
118,491,889
122,539,929
SCOPE 1: DIRECT GREENHOUSE GAS EMISSION
Total emission
625,072
581,703
74,213,402
642,259
642,885
BMW Group locations 3,4,5
529,728
487,249
550,494
586,638
568,538
678,967
604,620
699,713
631,3049
company vehicles 7,8
company-owned planes
678,403
← = Q
Other Information
Remuneration Report
6 Includes air travel, train travel and rental cars.
5 Scope expanded to include the Greer packaging plant (South Carolina, USA) to supply production and distribute Rolls-Royce vehicles. The figures for 2021 are therefore not directly comparable with previous years.
" Includes both upstream and downstream transportation. Use and modelling of emissions factors primarily in accordance with DIN EN 16258 as well as figures from CleanCargo and JEC5; in some cases, extrapolations have been used for individual months.
3 Emissions from company cars (Scope 1) are also included on a pro-rata basis under employee commuting and use phase (both Scope 3). A system-related delimitation is not currently possible.
2 Includes all refuelling of function-relabel vehicles within Germany and at major international locations (e.g. test sites in the USA, Sweden and France). All refuellings of company vehicles in Germany and, since November 2021, throughout Europe are also included. The latter include both business and private trips, except refuel-
ling paid for privately by employees.
1 Due to the broader definition of Scope 1 and Scope 2 emissions generated by BMW Group locations in the year under report and adjustments to the methodology for calculating use-phase emissions, the years 2019 (base year) and 2020 have been adjusted for comparison purposes. For these reasons, a direct comparison with
2017 and 2018 figures is not possible.
1,316,438
1,150,857
1,150,857
1,878,9105
29,765
139,999
18,534,765
99,805,490
98,782,354
46,200,385
110,899,066
1,269,018
16,234,959
16,234,959
18,505,921
18,505,921
53,421,006
1,269,018
52,759,567
1,252,835
51,887,708
1,234,346
Disposal 8
Utilisation phase ³,9
17,221,109
16,786,192
7 The figures from 2020 onwards are not directly comparable with previous years due to the improved data basis. In some cases, figures have been extrapolated based on surveys conducted at major national and international BMW Group locations.
8 Based on life cycle assessments in accordance with ISO 14040/44 of representative vehicles of the product lines using the LCA tool GaBi provided by the company Thinkstep (including the climate-impacting gases CO₂, CH 4, N₂O, SF 6, NF 3). Corresponding to the CO₂e emissions, the life cycle assessments show the energy consump-
tion (lower calorific value): around 86,095,113 MWh in the category "Bought-in goods and services" and around 600,049 MWh in the category "Waste disposal".
9 Use-phase emissions are based on global average fleet emissions. For definition, see glossary carbon emissions of new vehicle fleet worldwide, including upstream emissions. The calculation is based on an average mileage of 200,000 km.
323
6,348,009
5,974,625
5,788,965
5,852,666
2021
2020
2020 old
2019
2019 old
2018
2017
Upstream chain 8
Total energy consumption
in MWh
ENERGY CONSUMPTION 1,2,3
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BMW Group Report 2021
TOTAL ENERGY CONSUMPTION
5,714,610
121,705,368
166,586
To Our Stakeholders
BMW Group Report 2021
322
^
>>>
9 Biomethane certificates amounting to 164,000 MWh are taken into account in this indicator. This share has reduced carbon emissions by 30,024 metric tonnes.
8 Emissions from company cars (Scope 1) are also included on a pro-rata basis under employee commuting and use phase (both Scope 3). A system-related delimitation is not currently possible.
7 Includes all refuelling of function-relabel vehicles within Germany and at major international locations (e.g. test sites in the USA, Sweden and France). All refuellings of company vehicles in Germany and, since November 2021, throughout Europe are also included. The latter include both business and private trips, except refuel-
ling paid for privately by employees.
6 Scope 2 emissions calculated using the market-based method in accordance with the GHG Protocol Scope 2 guidance; mainly the use of VDA emissions factors and in some cases the use of local emissions factors; alternative calculation using the location-based method: 1,404,348 t CO₂.
4 From 2021, this indicator also includes the carbon emissions generated by other BMW Group locations as well as those relating to production. For comparison purposes, the figures for 2019 (base year) and 2020 have been adjusted accordingly. The figures for 2017 and 2018 are therefore not directly comparable.
5 Calculation of Scope 1 and Scope 2 emissions, using the operational control approach in accordance with the GHG Protocol. Leased office space without the direct influence of the BMW Group on energy supply is therefore not included.
3 Carbon emissions (disregarding climate-impacting gases apart from carbon dioxide) generated by vehicle production (BMW Group plants including the BMW Brilliance Automotive Ltd. joint venture and motorcycle production, but excluding partner plants and contract manufacturing) and by other BMW Group locations not directly
related to production (e.g. research centres, sales centres, office buildings).
1 Due to the broader definition of Scope 1 and Scope 2 emissions generated by BMW Group locations in the year under report and adjustments to the methodology for calculating use-phase emissions, the years 2019 (base year) and 2020 have been adjusted for comparison purposes. For these reasons, a direct comparison with
2017 and 2018 figures is not possible.
2 The emissions listed account for approximately 90% of the BMW Group's total Scope 1 to Scope 3 emissions.
134,849
134,849
130,090
130,090
84,257
84,257
354,095
354,095
302,574
302,574
538,622
538,622
510,911
510,911
Electricity/heat purchased by BMW Group locations 3,4,5,6
Total emission
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
146,298
65,100,863
1,322,859
25,2172
129,646
132,520,346
1,570,397
75,042,286
1,570,397
129,646
146,298
136,608
73,093,077
1,563,919
159,039
71,714,741
1,497,075
169,233
140,187
Employees' commuter traffic 3,7
Business trips 6
Logistics4
117,682,832
1,322,859
25,217
166,586
Total emissions
2021
2020
2020 old
2019
2019 old
2018
2017
← = Q
Further GRI Information
BMW GROUP CO₂ FOOTPRINT¹
Other Information
SCOPE 3: INDIRECT GREENHOUSE GAS EMISSIONS
14.6
6,040,824
TOTAL ENERGY CONSUMPTION BY SEGMENT
68,560
86,787
84,166
177,564
192,911
192,911
164,957
164,957
205,320
224,819
508,318
498,299
498,299
425,796
412,451
294,724
258,380
3,517,068
3,206,948
3,093,542
3,117,505
3,005,902
2,669,457
68,560
65,065
65,065
67,038
Corporate Governance
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Combined Management Report
To Our Stakeholders
BMW Group Report 2021
324
4 The decrease was mainly due to the pandemic-related interruption of production at most BMW Group plants.
² Due to an extention in the reporting scope in the year under report, figures from 2019 and 2020 have been adjusted to enable better comparison. Figures for 2017 and 2018 are therefore not directly comparable.
3 Upper calorific value.
1 Energy consumption generated by vehicle production (BMW Group plants including the BMW Brilliance Automotive Ltd. joint venture and motorcycle, excluding partner plants and contract manufacturing)
and by other BMW Group locations not directly related to production (e.g. research centres, sales centres, office buildings).
2,344
2,316
2,624,557
2,316
1,703
1,091
381
Solar (photovoltaics)
1,211
1,161
56
1,501
68
220
220
1,703
6,476,955
8,908
3,660
2,439,675
2,513,308
2,588,409
Electricity
TOTAL ENERGY CONSUMPTION BY SOURCE
125,450
1,021,955
114,072
979,887
5,329,550
4,946,865
4,946,865
114,072
653,673
1,001,199
120,583
5,226,227
5,226,227
120,583
627,825
530,3993
394,555
Non-manufacturing areas
89,300
95,493
Motorcycle production
5,169,266
5,362,618
Vehicle production
Community heating
408,735
395,609
358,992
7,760
2,205
2,888
31,882
33,322
1,113
33,688
1,123
1,072
1,095
4,450
Wood pellets
9,368
of which CHP losses
of which CHP losses
Natural gas
Heating oil
Community cooling
284,763
274,484
266,112
2,453,215
2,320,314
2,154,8994
2,653,855
367,040
Biogas (landfill gas)
0.0
5,417,428
1 Water consumed by automobile production (BMW Group plants, including the BMW Brilliance Automotive Ltd. joint venture, excluding partner plants and contract manufacturing).
Teleworking position³
Thailand 561
7.7
7.0
6.6
5.6
5.2
in % of total number of employees
of which fixed-term 756
5,951
5,568
31,754
5,440
4,572
2021
2020
2019
2018
2017
Part-time workers²
Number of employees
China 2,059
Number of employees
SHARE OF EMPLOYEES PER COUNTRY WITH
PRODUCTION LOCATION(S)
5,000
34,339
36,208
43,309
648
567
Sabbaticals
South Africa 2,894
4.8
6.0
6.6
6.1
5.3
in % of total number of employees"
of which fixed-term 12
3,736
4,747
5,474
5,508
4,690
Number of employees who use "Vollzeit Select"
of which fixed-term 39
India 562
84.3
87.2
70.8
66.1
63.3
in % of total number of employees
41,180
ALTERNATIVE WAYS OF WORKING AT BMW AG1
1 Excluding executives and contractors. 7 GRI 102-41
100
100
85
86
UK
100
100
100
100
100
Germany¹
2021
2020
2019
2018
2017
in %
SHARE OF EMPLOYEES REPRESENTED BY A TRADE UNION OR FALLING UNDER COLLECTIVE AGREEMENTS
Further GRI Information
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85
764
84
China (plant)
100
Mexico¹
0
0
0
70
63
59
20
0
USA (no collective agreements exist)
62
53
South Africa
100
100
100
100
100
Austria¹
100
100
100
100
100
83
329
653
in % of total number of employees
Total
33 Thailand
-22 South Africa
15 Austria (incl. sales region Eastern Europe)
- 25 USA
-17 UK
-17 Germany
2021
2020
2019
2018
2,077
2017
-7 India
TOTAL NUMBER OF EMPLOYEES LEAVING BMW AG, BY REASON FOR LEAVING¹
in %
SHARE OF WOMEN IN THE WORKFORCE BY
COUNTRY WITH PRODUCTION SITE(S)
↑
Further GRI Information
10.8
7.1
10.6
Tariff
27
Number
2,247
2,794
4,535
2 Increase mainly due to a set of personnel measures.
37 Other countries
1 Figures refer to employees with permanent contracts.
33
50
65
60
61
Dismissed by employer
- 31 Mexico
1,749²
2,6012
1,029
873
809
(termination or suspension of employment contract by employee)
- 20 Brazil
Voluntarily left company
1,938
1,884
1,700
1,314
1,207
Part-time retirement, retirement, death
3,720
21.1
14.1
(master craftsmen)
"Meister"
Austria¹ 3,934
of which fixed-term 426
877 Brazil
4 Statistical population not including apprentices, interns, thesis students working at the company and doctoral candidates.
3 Only workers in administrative positions who engaged in teleworking.
² Of which 3,716 were female (62%). For systemic reasons, this number is only calculated for BMW AG.
For the period 2018 and earlier, the percentage of employees no longer covered by the new definition is between 7.5% and 8.0 %.
1 The term "employee" has been redefined with effect from the reporting year 2020 (for definition, see Glossary).
5.4
5.2
4.9
4.1
3.9
4,211
4,158
4,082
3,675
3,389
in % of total number of employees
Parental leave
0.6
0.8
0.9
0.7
0.6
of which fixed-term 142
464
USA 12,171
UK 6,475
30.7
14.1
16.7
Non-tariff employees
2021
2020
2019
Employee category
ACADEMY, BY EMPLOYEE CATEGORY
AVERAGE TRAINING HOURS AT THE BMW AG
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
330
of which fixed-term 727
79,647 Germany
of which fixed-term 299
of which fixed-term 0
6,696 Other countries
of which fixed-term 2
3,033 Mexico
1 Including the Eastern Europe sales region.
of which fixed-term 100
of which fixed-term 0
6 Of whom 38.0 % are tariff-bound production employees of the BMW Group
5 Of whom 37.9 % are tariff-bound production employees of the BMW Group
4 Of whom 38.2 % are tariff-bound production employees of the BMW Group
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
327
← = Q
Further GRI Information
1 Efficiency indicator calculated from the waste generated in automobile production (BMW Group plants,
including the BMW Brilliance Automotive Ltd. joint venture, excluding partner plants and contract ma-
nufacturing) divided by the number of vehicles produced (BMW Group plants, including the BMW Brilli-
ance Automotive Ltd. joint venture and partner plants, excluding contract manufacturing).
2021
Remuneration Report
2020
2018
2017
0
2.90
3.33
4.09
|
3.86
4.27
Efficiency indicator calculated from the solvent emissions (VOC) generated in automobile production
(BMW Group plants, including the BMW Brilliance Automotive Ltd. joint venture, excluding partner
plants and contract manufacturing) divided by the number of automobiles produced (BMW Group
plants, including the BMW Brilliance Automotive Ltd. joint venture and partner plants, excluding
contract manufacturing).
2021
2019
2020
Other Information
2018
81
108
153
193
196
313
105
89
0.3
61 %
SUSTAINABILITY ASSESSMENT OF RELEVANT SUPPLIER LOCATIONS
64 %
48 %
Number of identified sustainability deficits at potential and existing supplier locations
from an ESG perspective
98%
98 %
95 %
97%
Proportion of audited suppliers of production-related material with a contract volume
greater than € 2 million¹
2021
2020
2019
62 %
Number of existing supplier relationships that had to be terminated prematurely due to
serious sustainability violations
2019
2017
in kg
2021
2020
2019
2018
2017
Total waste
in t
WASTE FOR DISPOSAL PER VEHICLE
PRODUCED¹
WASTE 1
785,209
Further GRI Information
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
326
= Q
↑
← = Q
2018
789,817
775,459
0
0.70
0.81
0.85
0.93
1.03
in kg
SOLVENT EMISSIONS PER VEHICLE PRODUCED 1
1 Waste generated by automobile production (BMW Group plants, including the BMW Brilliance Automotive Ltd. joint venture, excluding partner plants and contract manufacturing).
2 Includes both recycling and thermal utilisation.
6,650
780,911
7,168
9,906
9,031
Waste for disposal
822,848
768,292
771,162
779,911
776,179
Materials for recycling 2
829,498
9,749
Number of notifications of potential violations of our sustainability principles received
through our supply chain reporting channels
Number of audits and assessments conducted by or on behalf of the BMW Group²
Number of supplier locations not awarded contracts because they fail to meet the
BMW Group's sustainability or other requirements¹
1 Basis: Industry-specific sustainability questionnaire.
EMPLOYEES IN GERMANY AND ABROAD¹
1 The term "employee" has been redefined with effect from the reporting year 2020 (for definition, see Glossary).
For the period 2018 and earlier, the percentage of employees no longer covered by the new definition is between 7.5% and 8.0%
2 Around 30,5% of these are women employed at BMW AG. For system-related reasons, this data is only collected for BMW AG.
3 Permanent and fixed-term employees.
6,846
6,433
6,318
6,299
5,553
Employees in part-time employment³
2,503
2,892
Number of employees in thousands
3,489
4,685
of which number of notifications that were clarified during the reporting year
103
110
119
117
8,466
8,473
8,684
8,860
4,638
8,645
150
134.73
3 Of whom 35.3% are tariff-bound production employees of the BMW Group
² Of whom 35.7% are tariff-bound production employees of the BMW Group
1 The term "employee" has been redefined with effect from the reporting year 2020 (for definition,
see Glossary). For the period 2018 and earlier, the percentage of employees no longer covered by the
new definition is between 7.5 und 8.0 %.
2021
2020
2019
2018
2017
0
30
129.92
in Germany
60
90
90
abroad
Employees
20
120
118.96
120.75
126.04
Employees
3,418
97
3,503
Corporate Governance
Remuneration Report
Other Information
← = Q
Further GRI Information
EMPLOYEES AND SOCIETY
Group Financial Statements
EMPLOYEES AT END OF YEAR'
2018
2019
2020
2021
BMW Group
Automotive
2017
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
2 Includes on-site visits and remote audits.
0
0
0
0
9
2
3
9
2
2
8
8
co co
328
Motorcycles
Financial Services
1,967
118,909
Other
Employees with fixed-term contract²
129,932
134,682
126,016
120,726
3,474
121,994
113,719
108,676
106,928
3,506
3,709
117,664
- 100% - European New Car Assessment Programme
(Euro NCAP)
- 87% China New Car Assessment Programme (C-NCAP)
― 60 % - U. S. National Highway Traffic Safety Admin-
istration's (NHTSA) New Car Assessment Programme
(NCAP)
TR-AU-000.A
*Deliveries including joint venture BMW Brilliance Automotive Ltd., Shenyang
(2017: 385,705 automobiles, 2018: 455,581 automobiles, 2019: 538,612
automobiles, 2020: 602,247 automobiles, 2021: 651,236 automobiles).
* Production including the joint venture BMW Brilliance Automotive Ltd., Shen-
yang (2017: 396,749 automobiles, 2018: 491,872 automobiles, 2019: 536,509
automobiles, 2020: 602,935 automobiles, 2021: 700,777 automobiles).
2,521,514* (Automobiles)
Number of vehicles sold
Quantitative
Number
TR-AU-000.B
Product Safety
Percentage of vehicle models rated by
NCAP programmes with an overall 5-star
safety rating, by region
Quantitative
Percentage (%)
TR-AU-250a.1
Number of safety-related defect
complaints, percentage investigated
Quantitative
Number,
Percentage (%)
TR-AU-250a.2
Response Comment
2,461,269* (Automobiles)
187,500 (Motorcycles)
194,261 (Motorcycles)
Number
Unit of Measure
In its report on NCAP programmes, the BMW Group
focuses on markets in the EU (including the UK), China,
the USA and South Korea. Further information on new
car assessment programmes is provided in the section on
effective safety systems.
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
334
Other Information
]]
At BMW AG, strike action was taken in 2021 at the Leip-
zig plant. In this case, a series of five 24-hour strikes
was called by IG Metall as part of its campaign to secure
a so-called “equalization allowance" to compensate the
difference in contractual weekly working hours between
the collective bargaining areas in eastern and western
Germany. Due to the fact that the strikes took place
during the semiconductor supply crisis, the impact the
BMW Group cannot be quantified directly. Following
the conclusion of a collective bargaining framework
agreement on the harmonisation of working hours, the
BMW Group entered into corresponding discussions with
the Works Council.
Strike action is usually taken to reinforce pay rise
demands.
* Excluding senior management and contractors.
reporting on this accounting metric.
on the aforementioned countries for the purposes of
Based on the availability of data, the BMW Group focuses
Mexico: 100 %
At the BMW Group's international plants, strike action
resulted in operational disruptions at the Rosslyn site in
South Africa. Strikes were held on 13 days, spread over
four time-blocks, with the focus primarily on pay rise de-
mands. Lost production was compensated by additional
shifts. The number of employees involved in the strike
action was not recorded by the BMW Group.
USA: no collective agreements in place
[C
Accounting Metric
Response Comment
= Q
↑
SASB-Index
TR-AU-410a.2
Number
Quantitative
Topic
Number of (1) zero-emission vehicles
(ZEV), (2) hybrid vehicles and (3) plug-in
hybrid vehicles sold
Mpg, L/km, gCO₂/km,
km/L
Quantitative
Sales-weighted average passenger fleet
fuel economy, by region
Fuel Economy & Use-phase Emissions
Code
Code
Category
TR-AU-410a.1
South Africa: 70%
Austria²: 100 %
China (Plant): 100%
Accounting Metric
Topic
[C
← = Q
Other Information
Remuneration Report
Corporate Governance
Product Safety
Group Financial Statements
To Our Stakeholders
BMW Group Report 2021
333
^
]]
*The survey period runs from November of the previous year through to November of
the reporting year, as to allow for a processing time after the receipt of complaints.
100 %* of the security-related complaints were
reviewed.
Combined Management Report
Number of vehicles recalled
Category
Quantitative
Unit of Measure
UK: 83%
Germany: 100 %
In reporting year 2021, safety and compliance-relat-
ed technical recall actions took place for 1,920,977
vehicles. These were voluntary and were carried out in
coordination with relevant authorities. The main tech-
nical recall actions related to the exhaust gas recircula-
tion cooler and Takata airbags. For further information
regarding quality management see 7 Product safety as
part of quality management.
Response Comment
SASB-Index
TR-AU-310a.2
Number, Days idle
Quantitative
(1) Number of work stoppages and
(2) total days idle
TR-AU-310a.1
Percentage (%)
Quantitative
Percentage of active workforce covered
under collective bargaining agreements
Labour Practices
TR-AU-250a.3
Number
Code
-66% Korean New Car Assessment Programme (KNCAP)
Unit of Measure
China2
Number of vehicles manufactured
87.5
89.8
89.5
Other 7.6
Transport 8.3
Cleaning 1.9
3.1 Driving
USA
Austria
South Africa
87.7
88.3
86.9
87.4
88.3
82.8
85.6
82.3
78.7
79.1
Secondary
Testing 2.8
activities 12.8
- 23.9 Walking
89.1
83.0
86.3
99.7
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Further GRI Information
SHARE OF LOCAL EMPLOYEES IN MANAGEMENT POSITIONS AT MAJOR COMPANY LOCATIONS 1
MAIN ACCIDENT FACTORS¹
99.8
in %
2018
2019
2020
2021
6.7 Processing
Germany
UK
99.4
99.5
99.7
2017
82.8
82.7
85.9
1 The accident severity rate in the reporting year was 66.1 lost days (due to occupational accidents)
per 1 million hours worked (2020: 53.4).
Mexico 3
48.4
62.9
67.8
1 "Local" refers to managers with local contracts. People deployed to work at the location who do not have a local employment contract are not included.
These are reflected in the difference to 100 in each case.
2 Including employees of the joint venture BMW Brilliance Automotive Ltd., Shenyang, which is not consolidated in the BMW Group.
3 Start of production 06/2019.
SASB-Index
332
60.0
BMW Group Report 2021
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
SASB-INDEX
[C
Topic
Activity Metric
Accounting Metric
To Our Stakeholders
57.8
57.1
56.8
85.4
Assembly/
dismantling 16.3
India
70.0
74.4
82.1
68.4
78.4
16.6 Handling
parts
Brazil
76.1
77.6
78.2
84.9
85.1
Global carbon emissions of the new vehicle fleet,
including emissions generated by upstream supply chain
(normalised based on WLTP):
76.5
76.7
73.7
78.8
82.2
Thailand
56.8
Category
Quantitative
197.9 g CO2/km¹
B. Group processes for managing
climate-related risks
USA (USC): 140.9 g CO2/km (volume-weighted fleet car-
bon emissions, based on passenger cars and light trucks)
CN (WLTC): 163.0 g CO2/km²
7 Carbon Emissions at BMW Group Locations
* Reducing Carbon Emissions in the Supply Chain
Outlook, Risk and Opportunity Management
7 Climate-Related Opportunities and Risks
BMW Group Integrated Strategy
Strategy Process
CDP questionnaire 2021
C2.1, C2.3, C2.3a, C2.4, C2.4a, C 2.2a
C2.3, C2.3a, C 2.4, C2.4a, C3.1, C3.3
C 3.1, C3.1a
]]
Production, Purchasing and Supplier Network
>
339
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
[C
TCFD-Index
Risk Management
- Electric Mobility
BMW Group Report 2021
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
[C
Strategy
7 Carbon Emissions and Pollutants
A. Climate-related risks and
opportunities
C. Resilience of the BMW Group's
strategy
BMW Group Report 2021
Outlook, Risk and Opportunity Management
7 Climate-Related Opportunities and Risks
BMW Group Integrated Strategy
7 Environmental Analysis and Megatrends
Strategy Process
Outlook, Risk and Opportunity Management
― Climate-Related Opportunities and Risks
BMW Group Integrated Strategy
7 Environmental Analysis and Megatrends
7 Climate change and CO₂ reduction
7 Strategy Process
Products and Mobility Solutions
B. The impact of climate-related risks and
opportunities on the Group's business
activities and its strategic and financial
corporate planning
]]
C4.1, C4.1b, C4.2
C6.1, C6.3, C6.5
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
340
>
]]
← = Q
C2.2
C2.2, C2.2a, C 2.1
CDP questionnaire 2021
7 Climate-Related Opportunities and Risks
Outlook, Risk and Opportunity Management
7 Organisation of Risk Management
7 Environmental Analysis and Megatrends
Strategy Process
7 Environmental Analysis and Megatrends
Outlook, Risk and Opportunity Management
7 Organisation of Risk Management
7 Climate-Related Opportunities and Risks
BMW Group Integrated Strategy
BMW Group Integrated Strategy
7 Climate-Related Opportunities and Risks
Outlook, Risk and Opportunity Management
7 Organisation of Risk Management
BMW Group Report 2021
C 2.2, C2.2a
TCFD-Index
(C
Key Sustainability Indicators and Targets
CDP questionnaire 2021
C4.2
7 Circular Economy, Resource Efficiency and Renewable Energy
Production, Purchasing and Supplier Network
7 Carbon Emissions and Pollutants
Products and Mobility Solutions
7 Performance Indicators
Strategy Process
BMW Group Integrated Strategy
Other GRI Information (Table BMW Group CO₂ Footprint)
― Circular Economy, Resource Efficiency and Renewable Energy
Production, Purchasing and Supplier Network
7 Carbon Emissions and Pollutants
Products and Mobility Solutions
7 Performance Indicators
BMW Group Integrated Strategy
Other GRI Information (Table BMW Group CO₂ Footprint)
7 Performance Indicators
7 Dashboard
BMW Group Integrated Strategy
C. Targets according to which the Group
addresses climate-related opportunities
and risks
B. Disclosure of Scope 1, Scope 2 and
Scope 3 greenhouse gas (GHG) emissions
A. Key sustainability indicators the Group
uses to assess climate-related risks and
opportunities
BMW Group Report 2021
338
TCFD-Index
>
]]
Description of the management of
Discussion and Analysis
n/a
TR-AU-440a.1
risks associated with the use of critical
materials
SASB-Index
↑
= Q
Response Comment
In line with its corporate strategy, the BMW Group is
pursuing a clear course of decarbonisation. Against a
backdrop of increasing electrification, it is particularly
important to consider carbon emissions over the entire
life cycle of a vehicle. In this context, the BMW Group
has set itself decarbonisation targets by 2030 (base
year 2019) during the use phase, in the upstream supply
chain and in production. These targets were notified
to the SBTI and validated (Decarbonisation targets across
the value chain). The BMW Group is also taking measures
to mitigate and adapt to climate change. It is there-
fore imperative to identify climate-related risks and
opportunities and to take appropriate account of them
in determining the strategic direction to be followed,
managing the business and organising a Group-wide
risk management system. For further information, see
7 Climate-related opportunities and risks.
Material Sourcing
The BMW Group also has a set of rigorous measures in
place to reduce pollutant emissions generated by its ve-
hicles, such as nitrogen oxides (NOx), carbon monoxide
(CO) and particulate matter (PM) (pollutant emissions).
In order to meet the respective due diligence require-
ments in terms of environmental and social standards,
we rely on systematic risk analyses as well as preven-
tion, empowerment and remediation measures. Moreover,
the BMW Group enshrines its obligatory sustainability
standards in all its supply contracts. Sourcing the raw
materials required to produce battery cells, such as
lithium and cobalt, is generally a highly challenging task.
In order to establish traceability and transparency across
the supply chain for both of these raw materials and to
minimise the identified risks, the BMW Group sources
them directly from the producers and makes them avail-
able to its own suppliers in order to produce the current
generation of battery cells. Detailed information on the
approach taken by the BMW Group is provided in the
section Taking ecological and social responsibility.
Close cooperation with our suppliers in a spirit of part-
nership was one of the factors that enabled us, for ex-
ample, to cushion the effects of the global semiconductor
shortage to a large extent. In order to secure long-term
supplies in this area, the BMW Group concluded a direct
agreement with semiconductor suppliers for the first
time at the end of 2021. The agreement enables the
BMW Group to secure the supply of several million semi-
conductors per year. Global network and local procurement
336
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Topic
]]>>>
Discussion of strategy for managing fleet Discussion and Analysis n/a
fuel economy, and emissions risks and
opportunities
TR-AU-410a.3
Code
The BMW Group focuses on the core markets of Europe,
China, and the USA, which account for more than 80 %
of BMW Group sales. Further information is provided the
sections Decarbonisation during the use phase meets legal re-
quirements and Fleet emissions in the USA, China and worldwide.
1The figures are determined using a new calculation method, which was
applied retroactively back to the year 2019 (2019 before adjustment:
140 g/km; 2020 before adjustment: 133 g/km). For definition, see
7 Glossary: Carbon emissions of the new vehicle fleet worldwide, including
upstream emissions.
2 This is a preliminary internal calculation with a potential variation of +/-
0.5 g CO2/km, as official registration figures have not been provided by the
authorities of all EU states. Official values published by the EU Commission
are not expected to be made available until the following year.
3 Flexibilities defined in the regulatory requirements for 2021: eco-innovations
at 1.7 g CO2/km (WLTP).
"Average volume-weighted fleet emissions including regulatory credit
factors of 8.83 g CO₂/ km (off cycle technologies, NEV multiplier, phase-in)
according to WLTC (Worldwide Harmonized Test Cycle) under China-specific
test road conditions.
(1) Emission free vehicles (BEV): 103,854*
(2) The BMW Group portfolio includes BEVs (1) and
PHEVS (2). Based on BMW Group definitions, 48V
vehicles are not classified as hybrid vehicles see
7 Electrified vehicles.
(3) Plug-in hybrid electric vehicles (PHEV): 224,460*
*Including the joint venture BMW Brilliance Automotive Ltd., Shenyang
]]
^
335
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
[C
Topic
Fuel Economy & Use-phase Emissions
Accounting Metric
Category
Unit of Measure
Materials Efficiency & Recycling
EU (WLTP): 115.9 g CO2/km²,3
Accounting Metric
Total amount of waste from manufactur-
ing, percentage recycled
TCFD-INDEX
[c
Governance
A. Responsibility of the Board of
Management for climate-related risks
and opportunities
B. The role of management in assessing
and managing climate-related risks and
opportunities
BMW Group Report 2021
Outlook, Risk and Opportunity Management
7 Organisation of Risk Management
7 Climate-Related Opportunities and Risks
BMW Group Integrated Strategy
Strategy Process
← = Q
7 Performance Indicators
7 Corporate Governance
Outlook, Risk and Opportunity Management
7 Organisation of Risk Management
7 Climate-Related Opportunities and Risks
BMW Group Integrated Strategy
7 Strategy Process
7 Performance Indicators
CDP questionnaire 2021
C1.1a, C 1.1b
C 1.2, C 1.2a
- Performance Management
Other Information
Remuneration Report
Corporate Governance
Quantitative
Weight of end-of-life material recovered,
percentage recycled
Quantitative
Unit of Measure
Metric tons (t),
percentage (%)
Metric tons (t),
percentage (%)
Code
TR-AU-440b.1
TR-AU-440b.2
Average recyclability of vehicles sold
Quantitative
Percentage (%) by sales-
weighted metric tons (t)
TR-AU-440b.3
SASB-Index
Response Comment
Total amount of waste: 829,498 t.; 93.4 % of this was
recycled and 5.8 % thermally utilised.
At the Recycling and Dismantling Centre in Munich,
8,543 vehicles (including motorcycles) were taken back
and recycled during the reporting year. This is equivalent
to a total vehicle scrap weight of 12,799 t. In relation to
the entire vehicle, at least 85% of materials are recycled
and, including thermal utilisation, at least 95% as
stipulated by legal requirements (European End-of-Life
Vehicles Directive ELV 2000/53/EC).
All BMW Group vehicles sold since 2008 meet the
currently applicable worldwide requirements for the
recycling of end-of-life vehicles, components and mate-
rials. Vehicles are already currently required to be 95%
recyclable (based on vehicle weight). Together with its
national sales organisations, the BMW Group has already
introduced take-back systems for end-of-life vehicles
in 30 countries and offers eco-friendly vehicle recycling
at more than 2,800 take-back points. From product
development to recycling.
The BMW Group not only wants to make vehicle more
recyclable, it is also looking to reduce the use of primary
raw materials in the automotive value chain and increase
the proportion of secondary raw materials. Circularity
as a strategic priority.
TCFD-Index
337
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Category
331
A. Group processes for identifying and
assessing climate-related risks
C. Integrating processes for identifying,
assessing and managing climate-related
risks within the Group's general risk
management system
2.2-1.5
44-39
2.1 1.7
BMW 230e xDrive Active Tourer (preliminary figures)
BMW 225xe Active Tourer (model year 2021)
BMW X1 xDrive25e
BMW
Model
combined) max/min
in kWh/100 km
(combined/weighted
Figures according to NEDC
Electricity power
consumption
CO2 emissions
in g/km
(combined weighted
combined) max/min
Fuel consumption
in l/100km
(combined weighted
combined) max/min
Electric range
(combined weighted
combined)
Figures according to WLTP
in kWh/100 km
(combined/weighted
combined) max/min
consumption
Electricity power
CO2 emissions
in g/km
(combined/weighted
combined) max/min
Fuel consumption
in l/100km
(combined weighted
combined) max/min
As of February 2022
official figures are only based on WLTP. In the vehicles, different figures
than those published here may apply for the assessment of taxes and
other vehicle-related duties which are also based on CO2 emissions. For
further details of the official fuel consumption figures and official spe-
cific CO2 emissions of new cars, please refer to the "Manual on fuel con-
sumption, CO₂ emissions and power consumption of new cars", available
at www.dat.de/co2
The figures for fuel consumption, CO₂ emissions and power consumption
are calculated based on the measurement methods stipulated in the cur-
rent version of Regulation (EU) 715/2007. This information is based on a
vehicle with basic equipment in Germany; ranges take into account differ-
ences in wheel and tyre size selected as well as optional equipment and can
change based on configuration. The figures have been calculated based on
the new WLTP test cycle and adapted to NEDC for comparison purposes.
For vehicles that were newly type approved on or after January 1, 2021,
FIGURES FOR FUEL CONSUMPTION, CO2-EMISSIONS AND POWER CONSUMPTION
15.7-15.0
CONSUMPTION AND
CARBON DISCLOSURES
47-52
48-43
18.1 -16.1
41-30
1.8 1.3
13.7
43
1.9
51-53
15.2 -14.9
42-38
1.8-1.7
BMW 320e (automatic transmission)
2.1-1.9
BMW X2 xDrive25e
20.0 17.9
30-22
1.4 1.1
13.5-13.5
14.3 13.8
41-41
1.8-1.8
69-80
15.0-14.4
39-35
1.7-1.5
up to 90
Consumption and Carbon Disclosures
← = Q
Other Information
7 Performance Indicators
7 Environmental Analysis and Megatrends
7 BMW Group Integrated Strategy
7 Employer Attractiveness and Employee Development
7 Compliance and Human Rights
About this Report
Risk and Opportunity Management
7 Environmental Analysis and Megatrends
7 Managing sustainability
7 Performance Indicators
7 Strategy Process
7 BMW Group Integrated Strategy
7 BMW Group Integrated Strategy
7 Business Model and Segments
BMW Group Report 2021
Operational expenditures that are taxonomy eligible
Capital expenditures that are taxonomy eligible
Revenues that are taxonomy eligible
EU Taxonomy Regulation*
Mandatory disclosure requirement according to Art. 8 of the
Combatting corruption and bribery
Respect for human rights
Social matters
7 Products and Mobility Solutions
Production, Purchasing and Supplier Network
7 BMW Group Integrated Strategy
-
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
342
* Regulation (EU) 2020/852 of the European Parliament and of the Council of 18
June 2020 on the establishment of a framework to facilitate sustainable invest-
ment, and amending Regulation (EU) 2019/2088 (Text with EEA relevance).
NFS-Index
7 EU Taxonomy
7 Compliance and Human Rights
52-61
7 Purchasing and Supplier Network
7 Corporate Citizenship
7 Purchasing and Supplier Network
7 Product Safety and Data Protection
7 Environmental Analysis and Megatrends
7 BMW Group Integrated Strategy
7 Diversity
7 Health and Performance
7 Employer Attractiveness and Employee Development
7 Employees and Society
7 Performance indicators
How does the BMW Group ensure cooperation?
7 Compliance and Human Rights
Employee matters
1.8-1.5
14.8 - 14.2
16.5 16.1
Rolls-Royce Cullinan
359
15.8
Rolls-Royce Black Badge Ghost
ROLLS-ROYCE
15.9 14.8
47-39
2.1 1.7
BMW 320e xDrive Touring
170-158
7.5-6.9
MINI Cooper S Countryman ALL4
17.6 -15.2
MINI Cooper SE
MINI
17.1 -16.5
51-49
2.2-2.2
47-54
19.1 - 18.1
50-42
2.2 1.8
377-368
Rolls-Royce Wraith
16.3 -15.8
369-357
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
344
372 - 367
16.3-16.1
BMW 745Le
365-363
348
359
15.8
15.2
14.8 14.1
149-142
48-44
6.5-6.2
2.1-1.9
16.9-14.9
* Figures are preliminary and rely on an outlook based on the WLTP type test procedure.
381-367
16.9-16.2
Rolls-Royce Dawn
16.0-15.9
16.9-16.6
17.8-17.5
51-47
59-56
2.6-2.5
303
13.3
307-303
1.7 1.2
13.6-13.3
BMW X5 xDrive45e
BMW X5M
16.3-15.8
53-49
2.3-2.2
47-57
BMW X6M
19.2-17.2
2.2-1.6
BMW 545e xDrive
16.1-15.4
15.3 14.3
44-38
1.9 1.7
50-59
18.6 -16.7
44-32
1.9-1.4
BMW 320e Touring
51-37
41-35
13.4 13.1
27.7 24.3
45-52
20.1 18.8
57-47
2.5 2.1
BMW 745Le xDrive
2.2 -2.1
48-55
18.9 17.9
49-41
2.1 1.8
BMW 745e
39-27
305-299
550 - 631
502-561
23.0 19.8
372-425
22.5 19.3
BMW iX M60
BMW iX xDrive50
BMW iX xDrive40
25.2-23.5
47-37
301
13.1
2.1-1.6
77-88
24.5-21.9
Environmental matters
Connection to figures in financial statements
Risks
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Glossary and Explanation of Key Figures
← = Q
education worldwide. This data is collected by directly regis-
tering participants and, to a lesser extent, via qualified ex-
trapolation. It comprises the overall number of participants
on training and qualification courses, including e-learning
courses.
0
Offsetting
This entails compensating for carbon emissions which can-
not be avoided by reducing emissions elsewhere (avoid-
ance) or else by absorbing them by means of so-called car-
bon sinks (carbon removals). In its activities, the BMW Group
stresses the avoidance of carbon emissions over compensa-
tion. Unavoidable carbon emissions are neutralised in ac-
counting terms by means of offsetting. Offsetting involves
purchasing certificates on the voluntary carbon market and
thus goes beyond the carbon offsetting approach which is
implemented via the European Union Emissions Trading
System (ETS). Criteria such as additionality, permanence,
additional social benefits (e.g. will the avoidance of open
fires in enclosed spaces provide health benefits), certifica-
tion, transparency and the avoidance of double counting
contribute to the quality of the certificates used and thus to
the effectiveness of offsetting.
Outlook
The BMW Group uses the following terminology and ranges
when forecasting key performance indicators:
At previous year's level
Slight increase
Slight decrease
Solid increase
Moderate decrease
Significant increase
Significant decrease
[-0.9% +0.9%]
[+1.0% / +4.9%]
[-1.0% / -4.9%]
[+5.0% / +9.9%]
[-5.0% / 9.9%]
>10.0%
>=-10.0%
Unlike the other key performance indicators, the RoCE fore-
cast for the Automotive and Motorcycles segments is based
on the change in percentage points:
P
At previous year's level
Slight increase
Slight decrease
Solid increase
Moderate decrease
Significant increase
Significant decrease
Part time, full time
[-0.9%-pts. / +0.9%-pts.]
[+1.0%-pts. / +4.9%-pts.]
[-1.0%-pts. / -4.9 %-pts.]
[+5.0%-pts. / +9.9 %-pts.]
[-5.0%-pts. - 9.9 %-pts.]
>= 10.0%-pts.
>= 10.0 %-pts.
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
349
The amount at the measurement date for which an asset
could be exchanged, or a liability settled, between knowl-
edgeable, willing parties in an arm's length transaction.
Fair value hedge
A hedge against exposures to fluctuations in the fair value of
a balance sheet item.
Free cash flow
Free cash flow is derived from cash flows from operating and
investing activities. The cash flows from investing activities
from the purchase and sale of marketable securities and in-
vestment funds is not included. Cash flows from the pur-
chase and sale of shares and the dividend payout from in-
vestments accounted for using the equity method are
included in the cash flows from investing activities.
G
Goodwill
Goodwill corresponds to the consideration paid to acquire an
entity, less the fair value of the separate assets acquired and
liabilities assumed. The buyer is willing to pay the additional
amount in return for future expected earnings.
Gross profit margin
Gross profit as a percentage of Group revenues.
I
The number of employees (see definition of "Employees”),
distinguishing between employees who have contractually
stipulated weekly working hours as prescribed by law, in a
collective wage agreement or by the company in question
(full time) and employees with a contractually stipulated re-
duction in their number of weekly working hours, which are
thus less than the respective number of full-time working
hours (part time).
Interns
L
Liquidity
Cash and cash equivalents as well as marketable securities
and investment funds.
M
Management positions
Management positions are positions at functional levels I to
IV below the Board of Management level.
Maternity protection, parental leave
The number of people with active employment contracts
who are absent from work, as permitted by law, before and
after the birth of a child (maternity protection) or due to par-
enthood, as provided for by law in the country in question
(parental leave).
N
Number of training participants
The number of employees of the BMW Group (includes all
consolidated and non-consolidated companies in which the
BMW Group is the sole shareholder) participating in further
The number of people obtaining voluntary or mandatory
work experience at a BMW Group company (includes all of
the consolidated and non-consolidated companies in which
the BMW Group holds more than 50% of the shares) while
studying for a degree.
Fair value
Payout ratio
People on extended sick leave
-
equity capital at the end of the last five quarters - attribut-
able to the Financial Services segment.
S
Sabbatical
The number of people with active employment contracts
who are absent from work for at least one month and for not
more than six months due to an employee-funded leave of
absence ("sabbatical").
Scope 1 to Scope 3 carbon emissions
The carbon emissions generated by a company are recorded
in various categories. The Greenhouse Gas Protocol, a part-
nership between the World Resources Institute (WRI) and
the World Business Council for Sustainable Development
(WBCSD), distinguishes between Scope 1, Scope 2 and
Scope 3 emissions, based on their various sources. Whereas
Scope 1 emissions are generated within a company through
the combustion of fossil fuels, Scope 2 refers to the indirect
emissions caused by the consumption of electricity and heat
from externally generated sources of energy. Scope 3 emis-
sions are generated in the upstream and downstream stag-
es of the value chain, both in the supply chain (upstream]
and in the subsequent use of products and services (down-
stream).
T
Temporary employee
The number of people employed by the BMW Group (in-
cludes all of the consolidated and non-consolidated compa-
nies in which the BMW Group holds more than 50% of the
shares) whom the BMW Group has actively hired from a
temporary employment agency as temporary employees.
Temporary staff/working students
The number of people employed on an hourly basis as tem-
porary staff at a BMW Group company (includes all of the
consolidated and non-consolidated companies in which the
BMW Group holds more than 50% of the shares) while stud-
ying for a degree.
Training and further education
Expenditure for training comprises all costs incurred in the
year under report for vocational training within the
BMW Group in a total of seven countries, including personnel
costs for trainers and apprentices as well as other costs and
investments related to vocational training.
The number of apprentices undergoing training within the
BMW Group includes those employed at domestic and inter-
national plants in a total of seven countries as well as those
working in corporate functions, at Group plants in Germany
and international sales companies as well as in the Financial
Services segment.
Expenditure for further education includes all costs incurred
by the BMW Group's consolidated companies in connection
with ongoing and advanced training. This includes prepara-
tion and implementation costs, opportunity costs and in-
vestments made in order to provide such training. Costs also
include notional depreciation, measured on the basis of as-
set inventory lists.
V
Value at risk
A measure of the potential maximum loss in value of an item
during a set time period, based on a specified probability.
W
Working hours/working times
Contractually stipulated weekly hours of work.
RoE in the Financial Services segment is calculated as seg-
ment profit before taxes, divided by the average amount of
-
Return on equity (ROE)
ROCE in the Automotive and Motorcycles segments is meas-
ured on the basis of relevant segment profit before financial
result and the average amount of capital employed
at the
end of the last five quarters in the segment concerned.
Capital employed corresponds to the sum of all current and
non-current operational assets, less liabilities that generally
do not incur interest.
The number of people with active employment contracts
who are absent from work on grounds of illness for an ex-
tended period of time (as defined in the country in question
- in Germany, this means an absence of more than 42 calen-
dar days with a given illness).
Post-tax return on sales
Group net profit as a percentage of Group revenues.
Pre-tax return on sales
Group profit loss before tax as a percentage of Group reve-
nues.
R
Research and development expenditure
The sum of research and non-capitalised development cost
and capitalised development cost (not including the associ-
ated scheduled amortisation).
Research and development expenditure ratio
Research and development expenditure as a percentage of
Group revenues.
Research and development locations
Ratio of unappropriated profit of BMW AG in accordance with
HGB to net profit for the year of the BMW Group in accord-
ance with IFRS.
The engineering, IT and process expertise required for the
(pre-)development of hardware and software for all
BMW Group products and services is combined at the
Group's international research and development locations.
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Glossary and Explanation of Key Figures
← = Q
Return on capital employed (ROCE)
-
350
F
Expenditure on training and further education
Expenditure on training comprises all costs incurred in the
reporting year for vocational training within the consolidated
and non-consolidated, wholly owned subsidiaries of the
BMW Group, including personnel costs for trainers and ap-
prentices as well as other costs and investments related to
vocational training. The volume of expenditure for further ed-
ucation is calculated for all consolidated and non-consoli-
dated wholly owned subsidiaries of the BMW Group. This
includes preparation and implementation costs, opportunity
costs and investments made in order to provide such further
education. These costs also include notional depreciation,
measured on the basis of inventory lists.
Equity capital as a percentage of the balance sheet total.
EXPLANATION OF KEY FIGURES
A
Apprentices
The number of people on multi-year vocational training
courses at a BMW Group company (includes all of the con-
solidated and non-consolidated companies in which the
BMW Group holds more than 50% of the shares), with these
training courses consisting of practical and theory sections.
Asset-backed financing transactions
A form of corporate financing involving the sale of receiva-
bles to a financing company.
B
BMW Group employees
Since 2020, all people with active temporary or permanent
employment contracts (as of 31 December in the year in
question) with the BMW Group (includes all of the consoli-
dated and non-consolidated companies in which the
BMW Group holds more than 50% of the shares) have been
considered employees of the BMW Group. This excludes ap-
prentices, interns, temporary staff (working students), tem-
porary employees, dormant/inactive employment contracts
due to maternity leave, sabbaticals, parental leave, long-
term illness (as defined in the country in question), those in
inactive early retirement phase, and employees accompany-
ing their partner abroad. Up to 2019, temporary staff, post-
graduate students, interns, apprentices, and people on ex-
tended sick leave or on sabbatical were also included in this
definition.
Bond
A securitised debt instrument in which the issuer certifies its
obligation to repay the nominal amount at the end of a fixed
term and to pay a fixed or variable rate of interest.
Business volume in balance sheet terms
The sum of the balance sheet line items "Leased products"
and "Receivables from sales financing" (current and non-cur-
rent), as reported in the balance sheet for the Financial Ser-
vices segment.
C
Capital expenditure ratio
Capitalisation rate
Capitalised development costs as a percentage of research
and development expenditure.
Carbon emissions of the new vehicle fleet in the EU
The average carbon emissions of a manufacturer's fleet are
calculated on the basis of the weighted average of carbon
emissions across all vehicles newly registered during the re-
porting period. New registrations for these purposes com-
prise all newly registered vehicles of a given manufacturer in
the EU, including Norway and Iceland, during the calendar
year, plus any individual vehicle-specific carbon emissions
determined in accordance with the WLTP type test proce-
dure. The BMW Group's fleet carbon emissions figure for
2021, as measured internally, includes legally permitted off-
setting of eco-innovations.
Carbon emissions of the new vehicle fleet worldwide,
including upstream emissions
This indicator documents the progress made by the
BMW Group in its strategic objective of reducing carbon
emissions during the utilisation phase including upstream
emissions (drivetrain energy supply) by an average rate of
more than 50% per kilometre driven by 2030 (base year
2019). For the purpose of this calculation, the volume-weight-
ed average fleet carbon emissions are calculated for the core
markets EU (27 EU countries incl. Norway and Iceland; plus
UK) (driving cycle: Worldwide Harmonized Light Vehicles
Test Procedure; basis: production volume), USA (driving cy-
cle: United States Combined; basis: production volume) and
China (driving cycle: Worldwide Harmonized Test Cycle, sub-
ject to China-specific framework conditions for testing; ba-
sis: import volumes/local production volumes; incl. joint
venture BMW Brilliance Automotive Ltd.) before deduction of
legally permitted offsetting factors (e.g. supercredits and
eco-innovations) and then standardised according to the
WLTP (European) driving cycle. These core markets account
for more than 80% of the BMW Group's sales. The calculat-
347
GLOSSARY AND
Glossary and Explanation of Key Figures
← = Q
Other Information
Integration of top management
Business model
Mandatory disclosure pursuant to section 289 c - e HGB
NFS-INDEX
← = Q
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
BMW Group Report 2021
2 Retail vehicle delivery data presented for 2020 and 2021 is not directly comparable to such data presented for previous years. For further information on retail vehicle delivery data, please see Comparison of Forecasts with Actual Outcomes.
3 Excluding Husqvarna, deliveries up to 2013: 59,776 units; production up to 2013: 59,426 units.
"Since the reporting year 2020, a new definition for workforce size has been applied ( Glossary). To enable better comparability, the value for 2019 was adjusted accordingly (2019 before adjustment: 133,778 employees).
For the timeframe including and prior to 2018, the share of the employees that are no longer reflected in reporting is about 7.5-8 %.
5 Proposal by management.
346
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
341
To Our Stakeholders
Combined Management Report
Group Financial Statements
nues.
EBT
EBIT plus financial result.
Effective tax rate
The effective tax rate is calculated by dividing the income tax
expense by the Group profit before tax.
Electrified vehicles
The BMW Group uses the terms Battery Electric Vehicle
(BEV) to denote fully electric vehicles and Plug-in Hybrid Ve-
hicle (PHEV) to denote vehicles that can be charged and
also driven on a fully electric basis.
Consolidation
The process of combining separate financial statements of
Group entities into Group Financial Statements, depicting
348
BMW Group Report 2021
Profit loss before financial result as a percentage of reve-
To Our Stakeholders
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Glossary and Explanation of Key Figures
← = Q
Employees
The number of employees includes BMW AG and all compa-
nies in which it holds a majority interest, irrespective of
whether they are consolidated in the Group Financial State-
ments. The figure does not include employees in dormant
employment relationships, those in the non-work phase of
partial retirement working arrangements and low-wage
earners. With effect from the financial year 2020, the defini-
tion also includes employees with permanent and fixed-term
contracts. Up to 2019, it also included temporary staff, post-
graduate students, interns, apprentices, those on extended
sick leave and sabbaticals.
Employees in the non-work phase of partial retirement
working arrangements
The number of people with temporary or permanent employ-
ment contracts who have opted for retirement via partial re-
tirement working arrangements and who are in the non-ac-
tive phase of this model (i. e. the second part, following the
active phase in this model).
Equity ratio
Combined Management Report
BMW Group Ten-year Comparison
EBIT margin
EBIT
Corporate Governance
Remuneration Report
Other Information
Glossary and Explanation of Key Figures
← = Q
ed figures are increased by 10% to account for possible dis-
crepancies between cycle values and real emissions, as re-
quired by the Science Based Targets Initiative. This indicator
also includes the upstream emissions for the respective en-
ergy sources (fossil fuels and electricity used for charging), in
line with the well-to-wheel approach. This covers the entire
causal chain behind vehicle motion, i. e. from the generation
and supply of power to its conversion into drivetrain energy.
This approach also includes the environmental impacts as-
sociated with the supply of energy. For example, to calculate
the volume of emissions resulting from upstream electricity
(drivetrain energy supply), the BMW Group uses the energy
report published by the International Energy Agency (IEA) as
a basis in order to assess the emissions associated with the
electricity mix in its core markets.
Cash flow
Liquid funds generated (cash inflows) or used (cash out-
flows) during a reporting period.
Cash flow at risk
Similar to "value at risk” (see definition below).
Cash flow hedge
Abbreviation for "Earnings Before Interest and Taxes", equiv-
alent in the BMW Group income statement to "Profit / loss
before financial result". This is comprised of revenues less
cost of sales, selling and administrative expenses and the
net amount of other operating income and expenses.
Hedges against exposures to the variability in forecasted
cash flows, particularly in connection with exchange rate
fluctuations.
Short-term debt instruments with a term of less than one
year which are usually issued at a discount to their face val-
ue.
the financial position, net assets and results of operations of
the Group as a single economic entity.
Credit default swap (CDS)
Financial swap agreements, under which creditors of securi-
ties (usually bonds) pay premiums to the seller of the CDS to
hedge against the risk that the issuer of the bond will default.
As with credit default insurance agreements, the party re-
ceiving the premiums gives a commitment to compensate
the bond creditor in the event of default.
D
Deliveries
A new or used vehicle will be recorded as a delivery once
handed over to the end user. End users also include lease-
holders under lease contracts with BMW Financial Services
and in the US and Canada - dealers when they designate
a vehicle as a service loaner or demonstrator vehicle. In the
case of used vehicles, end users may include dealers and
other third parties when they purchase a vehicle at auction or
directly from the BMW Group. Vehicles designated for the
end user and suffering total loss in transit will also be record-
ed as deliveries. Deliveries may be made by BMW AG, one of
its international subsidiaries, a BMW Group retail outlet, or
independent dealers. The vast majority of deliveries - and
hence the reporting to BMW Group of deliveries - are made
by independent dealers. In the US and Canada, the period
start and end dates for the reporting of deliveries may imma-
terially deviate from the beginning and, respectively, end of
calendar years or calendar quarters and instead follow in-
dustry-standard reporting calendars.
E
Earnings per share (EPS)
Basic earnings per share are calculated for common and
preferred stock by dividing the net profit after minority inter-
ests, as attributable to each category of stock, by the aver-
age number of shares in circulation. Earnings per share of
preferred stock are computed on the basis of the number of
preferred stock shares entitled to receive a dividend in each
of the relevant financial years.
Commercial paper
BMW GROUP TEN-YEAR COMPARISON
MINI Cooper SE Countryman ALL4
Automobiles 2
3,8275
5.80/5.825
€
Dividend per share of common stock / preferred stock
€ million
Dividend total
89,161
89,869
105,876
110,351
116,324
92,337
122,244
97,136
124,729
99,575
129,932
100,760
134,682
101,178
126,016
98,901
120,726
99,647
118,909
103,569
€
DIVIDEND
Personnel cost per employee 4
Workforce at year-end 4
PERSONNEL
3,809
1,253
1,646
2,303
2,630
2.1 2.0
49-46
16.5-15.9
BMW 530e Touring
1.9 1.5
44-35
18.6-17.1
51-57
2.0 1.8
46-42
1 The 2018 figures were adjusted due to the change in accounting policy in conjunction with the adoption of IFRS 16 (see Annual Report 2019, note 6 to the Group Financial Statements).
In addition, prior year figures were adjusted due to changes in the presentation of selected items that are of minor importance overall.
3,003
2.50/2.52
1,707
2.60/2.62
2.90/2.92
3.20/3.22
3.50/3.52
4.00/4.02
3.50/3.52
2.50/2.52
1.90/1.92
1,904
2,102
2,300
1,640
47-55
3,481
5,792
229,527
€ million
Balance sheet total
48,395
51,134
59,078
65,591
67,989
71,765
71,411
82,625
71,963
76,466
€ million
Current provisions and liabilities
52,834
51,643
58,288
63,819
73,183
69,634
79,698
85,502
216,658
228,034
208,938
195,506
4,459
2,713
8,370
7,671
7,688
6,122
7,880
9,039
10,979
12,036
2,567
3,395
5,404
6,354
Free cash flow Automotive segment
DELIVERIES
16,009
€ million
Cash and cash equivalents at balance sheet date
CASH FLOW STATEMENT
131,835
138,377
154,803
172,174
188,535
€ million
19.4-17.4
49-35
2.2-1.6
44-38
15.6-14.5
BMW 330e xDrive Touring
2.1-1.6
48-35
19.3 17.3
48-57
2.2 1.9
49-43
15.8-14.7
BMW M3
10.2 10.0
231-227
10.8
248
BMW X3 xDrive30e
2.6-2.0
59-45
20.5-18.9
42-50
BMW iX3
18.9 18.5
453-461
1.9 1.7
52-61
18.3-16.2
42-31
49-35
19.5-17.3
46-57
2.1 1.9
49-43
16.4-16.0
BMW 330e
BMW 330e xDrive
1.8 1.3
41-30
18.4-16.5
BMW M4
52-60
41-35
14.8-13.9
1.9 1.4
43-31
18.6-16.5
51-60
2.0-1.7
45-40
15.9-15.2
BMW 330e Touring
1.9-1.4
1.8 1.5
10.1 9.9
230-226
343
BMW 520e
1.8 1.3
41-30
18.2-16.3
53-61
BMW 520e Touring
1.9 1.5
43-35
18.4-17.0
51-57
1.9-1.7
2.0-1.8
416-521
493-590
43-39
46-42
15.6-15.0
BMW 530e
1.8 1.3
41 - 30
18.3-16.2
53-61
1.9 -1.7
43-39
14.9-13.8
BMW 530e xDrive
15.1-14.5
83,175
19.1 16.1
BMW i4 eDrive40
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To Our Stakeholders
Combined Management Report
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Remuneration Report
Other Information
← = Q
Consumption and Carbon Disclosures
As of February 2022
Model
22.5 18.0
Electric range
(combined weighted
combined)
CO₂ emissions
in g/km
(combined/weighted
combined) max/min
Figures according to NEDC
Electricity power
consumption
in kWh/100 km
(combined weighted
combined) max/min
Fuel consumption
in l/100km
(combined weighted
combined) max/min
CO₂ emissions
in g/km
(combined/weighted
combined) max/min
Electricity power
consumption
in kWh/100 km
(combined/weighted
combined) max/min
Figures according to WLTP
BMW
BMW i4 M50
Fuel consumption
in l/100km
(combined weighted
combined) max/min
77,929
13,537
23.2
%
Return on sales (earnings before tax revenues)
7,803
7,893
8,707
9,224
9,665
10,675
9,627
€ million
5,222
16,060
€ million
Earnings before tax
8,275
7,978
9,118
9,593
9,386
9,899
8,933
7,411
4,830
14.4
5.3
6.8
9.9
26.3
30.1
26.1
22.4
%
Effective tax rate
2,692
2,564
2,890
2,828
2,755
13,400
2,000
2,140
1,365
3,597
€ million
Income taxes
10.2
10.4
10.8
10.0
10.3
10.9
2,530
€ million
20.2
20.1
2,505,741 2,359,756 2,279,503 2,165,566 2,006,366
185,682 145,555 151,004 133,615 110,127
units 2,461,269 2,255,637 2,564,025 2,541,534
units 187,500 168,104 187,116 162,687
2,349,962 2,259,733 2,117,965 1,963,798 1,845,186
145,032 136,963 123,495 115,215 106,358
2,486,149 2,465,021
165,566 164,153
2,521,514 2,325,179 2,537,504
194,261 169,272 175,162
units
units
2012
2013
2014
2015
2016
1,861,826
113,811
2017
2019
2020
2021
INCOME STATEMENT
Business volume (based on balance sheet carrying amounts)
Contract portfolio
FINANCIAL SERVICES
Motorcycles 3
Automobiles
PRODUCTION VOLUME
Motorcycles 3
20181
18.7
€ million
5,973,682 5,708,032
142,834 133,147
21.2
19.7
19.9
20.3
19.0
17.3
13.7
19.8
%
Earnings before financial result
Gross profit margin
contracts 5,859,890 5,981,928
139,530 133,093
76,848
80,401
92,175
94,163
98,282
96,855
104,210
98,990
111,239
€ million
Revenues
5,380,785 5,114,906 4,718,970 4,359,572 4,130,002 3,846,364
124,719 123,394 111,191 96,390 84,347 80,974
76,059
28.5
7,118
33.2
4.0
4.8
5.2
5.4
4.0
4.5
%
Capital expenditure ratio (capital expenditure / revenues)
4,151
4,967
4,601
3,826
3,731
4,688
5,029
5,650
3,922
5,012
€ million
Capital expenditure (excluding capitalised development costs)
50,530
52,184
56,844
4.2
5.7
6.5
5.4
25.7
24.2
24.8
25.1
27.7
27.7
26.3
28.4
32.7
%
Non-current provisions and liabilities
61,831
Equity ratio
35,600
30.7
42,764
47,363
54,107
57,829
59,907
61,520
75,132
€ million
Equity
30,606
66,864
37,437
86,193
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
345
5 Proposal by management.
For the timeframe including and prior to 2018, the share of the employees that are no longer reflected in reporting is about 7.5-8 %.
"Since the reporting year 2020, a new definition for workforce size has been applied ( Glossary). To enable better comparability, the value for 2019 was adjusted accordingly (2019 before adjustment: 133,778 employees).
² Retail vehicle delivery data presented for 2020 and 2021 is not directly comparable to such data presented for previous years. For further information on retail vehicle delivery data, please see Comparison of Forecasts with Actual Outcomes.
3 Excluding Husqvarna, deliveries up to 2013: 59,776 units; production up to 2013: 59,426 units.
1 The 2018 figures were adjusted due to the change in accounting policy in conjunction with the adoption of IFRS 16 (see Annual Report 2019, note 6 to the Group Financial Statements).
In addition, prior year figures were adjusted due to changes in the presentation of selected items that are of minor importance overall.
5,111
5,329
Group Financial Statements
5,817
6,910
8,675
7,064
5,022
3,857
12,463
€ million
Net profit for the year
34.5
32.5
81,305
6,396
Corporate Governance
Investments in property, plant and equipment and other in-
tangible assets (excluding capitalised development costs)
as a percentage of Group revenues.
Other Information
97,959
Remuneration Report
110,343
121,671
121,964
73,542
90,630
134,851
81,807
143,354
86,173
€ million
€ million
Current assets
Non-current assets
137,404 124,202
84,736
2012
BALANCE SHEET
← = Q
2021
BMW Group Ten-year Comparison
2019
2020
2017
2016
2015
2014
2013
20181
+49 89 382-2 44 18
Fax
+49 89 382-2 41 18
Further information about the BMW Group is available
online at:
THE BMW GROUP ON THE INTERNET
Telephone +49 89 382-2 45 44
Remuneration Report
CONTACTS
Contacts
← = Q
Other Information
Corporate Governance
Group Financial Statements
Combined Management Report
7 www.bmwgroup.com
BUSINESS AND FINANCE PRESS
E-mail
+49 89 382-1 46 61
Investor Relations information is available directly at:
WWW.BMWGROUP.COM
7 www.bmw-motorrad.com
7www.rolls-roycemotorcars.com
www.mini.com
7 www.bmw.com
ir@bmwgroup.com
E-mail
To Our Stakeholders
Fax
Information about the various BMW Group brands is
available at:
Telephone +49 89 382-2 53 87
INVESTOR RELATIONS
Telephone +49 89 382-0
80788 Munich
Germany
Bayerische Motoren Werke
Aktiengesellschaft
PUBLISHED BY
7www.bmwgroup.com/ir
presse@bmwgroup.com
BMW Group Report 2021
15 March 2023
Quarterly Statement to 30 September 2023
5 May 2022
BMW Group Annual Conference. Analyst and Investor Day
17 March 2022
16 March 2022
2022
FINANCIAL CALENDAR
Financial Calendar
Quarterly Statement to 31 March 2022
← = Q
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
351
Other Information
352
11 May 2022
3 August 2022
3 November 2023
Half-Year Report to 30 June 2023
3 August 2023
Annual General Meeting
11 May 2023
Quarterly Statement to 31 March 2023
4 May 2023
Annual General Meeting
BMW Group Annual Conference. Analyst and Investor Day
BMW Group Annual Conference. Media Day
BMW Group Report 2022
15 March 2023
2023
Quarterly Statement to 30 September 2022
3 November 2022
Half-Year Report to 30 June 2022
16 March 2023
BMW Group Annual Conference. Media Day
Combined Management Report
BMW Group Integrated Strategy
OVERVIEW OF THE BMW GROUP
5.15
3.90
4.12
6.78
Equity
113.60
93.26
90.92
88.265
82.95
1 Xetra closing prices.
2 Proposed by management.
3 Weighted average number of shares for the year.
4 Stock weighted according to dividend entitlements.
5 The 2018 figures were adjusted due to the change in accounting policy in conjunction with the adoption of IFRS 16 (see Annual Report 2019, Note 6 to the Group Financial Statements).
33
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
← = Q
34
Overview of the BMW Group
80
Employees and Society
9.61
Free cash flow Automotive segment
13.09
10.625
32.50
47.54
60.70
67.29
KEY DATA PER SHARE IN €
Dividend
Common stock
5.802
1.90
2.50
3.50
4.00
Preferred stock
34
5.822
2.50
3.52
4.02
Earnings per share of common stock³
18.77
5.73
7.47
10.605
13.07
Earnings per share of preferred stock"
18.79
5.75
7.49
1.92
51.60
Organisational Structure
34
Products and Mobility Solutions
101 Financial Position of the BMW Group
51
Innovation and Customer Orientation
56
Carbon Emissions and Pollutants
59
Electric Mobility
62
Mobility Concepts and Services
65
Product Safety and Data Protection
67
Production, Purchasing and Supplier Network
67
Production Network
70
Circular Economy, Resource Efficiency and Renewable Energy
74
Purchasing and Supplier Network
103 Refinancing
105 Net Assets Position of the BMW Group
107 Value Added Statement
109 Course of Business
117 Comments on the Financial Statements of BMW AG
121 EU Taxonomy
124 Outlook, Risk and Opportunity Management
51
Earnings Performance of the BMW Group
98
Compliance and Human Rights
Business Model and Segments
83
Health and Performance
35
Locations
86
Diversity
38
BMW Group Integrated Strategy
89
Corporate Citizenship
38
Environmental Analysis and Megatrends
80 Employer Attractiveness and Employee Development
91
39
Strategy Process
91
General and Sector-Specific Environment
43
Performance Indicators
95
Overall Assessment by Management of the Financial Year
44
Performance Management
96
Comparison of Forecasts with Actual Outcomes
48
Financial Performance
Low
78.89
85.50
Corporate Governance
Group Financial Statements
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
31
Remuneration Report
Other Information
← = Q
The strategy is integrated into annual longer-range corpor-
ate planning, with implementation monitored by a target
system that is comprised of aspects finance, customers, pro-
cesses, learning and development. Performance indicators.
Corporate strategy
The BMW Group's corporate strategy, referred to as the
"BMW Group strategy", forms the core of our integrated ap-
proach. It defines the framework for decision-making and lays
the foundation for the Company to maintain a consistent focus
on profitability, growth and sustainability, even in an increas-
ingly dynamic environment.
The BMW Group strategy comprises four elements: position, di-
rection, strategic approach and collaboration. These formulate
the various aspects of our aspirations and are combined in a
"strategy arrow" that serves as a symbol for our forward-looking
approach. This strategic framework provides a fixed point of ref-
erence for all decisions of Company-wide significance.
Position -
What does the BMW Group stand for?
The BMW Group is committed to first-class individual mobil-
ity and contributes to sustainable development. It aims to
find the right balance between business, the environment
and society. The BMW Group combines driving pleasure and
responsibility without compromise and, together with its
partners, leads the industry in environmental, social and in-
tegrity standards. The Company is committed to the Paris
Climate Agreement and providing a verifiable track record of
continuous improvement. To achieve this and reduce the im-
pact on the environment as a whole, the BMW Group is pro-
moting as well the reduction of CO2 emissions throughout
the whole product life cycle as the principles of the circular
economy from the supply chain, to production, the use
phase and the recycling of its products. For this reason,
BMW has also laid out ambitious targets to reduce CO2 emis-
sions by 2030 (reference year 2019), understood as follows:
―
1. In the use phase of the vehicle, an average reduction
of more than 50 % for every kilometre driven
2. In production, a reduction of 80 % for every vehicle
produced
3. In the supply chain, a reduction of more than 20 %
Measurable science-based targets, initially up until 2030,
have been firmly established across the Company, laying the
foundation for the reduction of our CO2 emissions. We have
joined the Science-Based Targets Initiative (SBTI) for this
purpose. This will enable us to guarantee transparency and
comparability in the validation and measurement of our tar-
gets and, at the same time, ensure they are in line with the
latest scientific findings CO₂ and emissions.
Control parameters such as life cycle CO₂ emissions and sec-
ondary raw material quotas are already important perfor-
mance indicators during the development phase of our vehi-
cle projects
Performance indicators.
To leverage the potential for lowering CO₂ emissions during
the use phase, in particular, the BMW Group is actively
working on numerous projects and initiatives to improve the
framework conditions for electromobility. However, while
the ambitious goals of the Paris Climate Agreement are de-
signed to tackle climate change in the transport sector, they
I can only be achieved through a combination of all modern
drive technologies in addition to electromobility that are
closely aligned with customer needs and different mobility
requirements around the world. Modern combustion-en-
gine technology continues to make a meaningful contribu-
tion to the effective reduction of CO2 emissions worldwide.
For this reason, the BMW Group offers those customers
who choose not to buy an electrified vehicle - because of
their mobility needs or because the prerequisites are not
met vehicles with modern, efficient internal combustion
engines that rely on technology that is continuously further
Position
Strategic
approach
Collaboration
Direction
Remuneration Report
Other Information
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BMW Group and Capital Markets
Combined Management Report
To Our Stakeholders
BMW Group Report 2021
32
32
The BMW Group has maintained a good ranking in presti-
gious sustainability ratings in 2021. For instance, the
BMW Group is represented in the MSCI ESG, Sustainalytics
and ISS ESG indexes and is well positioned in its sector in all
three. Due to its transparent reporting of carbon emissions,
the BMW Group is again in the top grouping (A List) of the
CDP rating list.
stable
stable
Outlook
A-1
P-1
Short-term debt
A
developed. Plug-in hybrid (PHEV) concepts also provide a
good alternative in these circumstances. Products and mobility
A2
Moody's
Standard
Company rating
Long-term debt
With its above-average ratings, the BMW Group enjoys good
access to international capital markets and is thus able to
benefit from highly attractive refinancing conditions.
despite the challenging economic environment. Moreover,
both agencies explicitly highlight the fact that BMW AG con-
tinues to implement its policy of decarbonisation, thereby
enabling it to undercut the targets set by the EU for 2020.
tations that the BMW Group will continue performing well, SUSTAINABILITY RATINGS
GOOD PLACEMENT IN
In addition to the general recovery in the automotive indus-
try, the upgraded outlook reflects the rating agencies' expec-
In this context, Moody's raised its outlook for BMW AG from
"negative" to "stable" on 26 March 2021. At the same time,
the long-term rating of A2 and the short-term rating of P-1
were both confirmed. On 5 August 2021, Standard & Poor's
(S&P) adjusted its outlook for BMW AG from "negative" to
"stable" and confirmed its long-term and short-term ratings
of A and A-1 respectively.
The persisting impact of the coronavirus pandemic and the
challenges posed by the ongoing transformation of the auto-
motive industry caused rating agencies to reassess their rat-
ings for the automotive sector in 2020, resulting in the ratings
and outlooks of numerous companies being downgraded.
However, in light of the generally improved situation, upward
adjustments were made over the course of 2021.
The BMW Group continues to enjoy the best ratings on the
capital market of Europe's automobile manufacturers.
RATINGS REMAIN AT
HIGH LEVEL
BMW GROUP AND CAPITAL MARKETS
and Poor's
solutions.
Sustainability is built into individual market strategies
across our global sales organisation. Centralised measures
are combined with local activities in the markets to imple-
ment a holistic programme. Best practices in the fields of
environmental protection, social sustainability, corporate
citizenship and governance are also shared within an es-
tablished international sustainability network.
Direction
95.89
76.68
77.75
96.26
90.83
68.34
37.66
58.70
69.86
77.71
PREFERRED STOCK
Number of shares in 1,000
59,404
86.83
57,689
56,127
55,605
Stock exchange price in €1
Year-end closing price
73.30
55.20
55.05
62.10
74.64
High
82.00
57.60
67.85
56,867
124 Outlook
70.70
72.23
-
What drives the BMW Group?
Direction is the second strategic element, after position. The
BMW Group offers exciting products for current and future
generations and secures its independence as a company by
maintaining a high level of profitability. The BMW Group is
shaping the future of sustainable mobility with its passion
and strong capacity for innovation. Thanks to its exciting
products, the Company is able to achieve maximum custom-
er satisfaction and brand strength, and thus grow its market
share.
Group Financial Statements
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
BMW Group and Capital Markets
DIVIDEND TO RISE
SIGNIFICANTLY
BMW AG STOCK
The Board of Management and the Supervisory Board will
propose to the Annual General Meeting that the unappropri-
ated profit of BMW AG amounting to € 3,827 million (2020:
€ 1,253 million) be used to pay a dividend of € 5.80 per
share of common stock (2020: € 1.90) and a dividend of
€ 5.82 per share of preferred stock (2020: € 1.92). The pay-
out ratio for 2021 therefore stands at 30.7% (2020: 32.5%).
73.14
COMMON STOCK
2021
2020
2019
2018
2017
Number of shares in 1,000
Stock exchange price in €1
Year-end closing price
601,995
601,995
601,995
601,995
601,995
High
88.49
Low
129 Risk and Opportunity Management
Other Information
144 Disclosures Relevant for Takeovers and Explanatory Comments
☐
23
BMW Group plant Eisenach
BMW Group plant Landshut
BMW Group plant Leipzig
BMW Group plant Munich
BMW Group plant Regensburg
BMW Group plant Wackersdorf
BMW Group plant Steyr, Austria
BMW Group plant Hams Hall, UK
BMW Group plant Oxford, UK
BMW Group plant Swindon, UK
Rolls-Royce Manufacturing Plant, Goodwood, UK
Partner plants in Europe
Partner plant, Born, the Netherlands
Partner plant, Graz, Austria
Partner plant, Kaliningrad, Russia
▲ Research and development network in Europe
BMW Group Research and Innovation Centre (FIZ),
Munich, Germany
BMW Car IT, Munich, Germany
BMW Group Autonomous Driving Campus,
Unterschleißheim, Germany
BMW Group Designworks, Munich, Germany
BMW Group Lightweight Construction and
Technology Center, Landshut, Germany
BMW Group Diesel Competence Centre, Steyr, Austria
Critical TechWorks S.A., Porto, Portugal
BMW France, S. A. S., Montigny, France
Rolls-Royce Motor Cars Ltd., Goodwood, UK
CIRCULAR
38
BMW Group Report 2021
To Our Stakeholders
20
23 Greece
22 Bulgaria *
21 Romania *
← = Q
LOCATIONS IN EUROPE
• Sales subsidiaries and
Financial Services
1 Germany
8 Ireland
16 Czech Republic
9 Belgium/Luxembourg
17 Poland
2 Norway
3 Denmark
10 France
11 Switzerland
Combined Management Report
BMW Group Integrated Strategy
4 Sweden
5 Finland
13 Slovenia *
6 The Netherlands
14 Spain
7 UK
15 Portugal
Sales locations only.
15
10
■ Production in Europe
BMW Group plant Berlin
BMW Group plant Dingolfing
18 Austria
19 Slovakia
20 Hungary*
12 Italy
Group Financial Statements
Corporate Governance
Remuneration Report
Combined Management Report
BMW Group Integrated Strategy
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
especially in urban areas, but will mainly be used as a sup-
plementary option 7 Mobility concepts and services.
Around the world, the conditions for individual mobility in
cities and their surrounding suburban areas are developing
very differently in some cases and depend above all on the
location of these conurbations, their population density
and the focus of emissions policy in the respective urban
regions. Mobility concepts and services.
Climate change and CO₂ reduction
We see the consequences of climate change as a major
challenge for the future. As governments around the world
work to translate the goals of the Paris Climate Agreement
into national laws, investors are increasingly evaluating
companies and their business models according to ESG cri-
teria BMW Group and capital market.
The European Union (EU) sees itself as a global leader in
achieving these climate goals. Within the EU, the Sustain-
able Finance Framework aims to classify a company's busi-
ness activities according to sustainability criteria.
The US government has also proposed more ambitious cli-
mate-protection goals that aim to halve greenhouse gas
emissions by 2030 from 2005 levels. China is relying on fleet
limits and a growing percentage of zero-emissions vehicles.
Electromobility and drive technologies
To Our Stakeholders
In the transport sector, a swift transition to electromobility is
an important prerequisite on the road to climate neutrality.
By 2030, the BMW Group will be capable of offering a com-
plete array of electric vehicles in terms of both product diver-
sity and range. Growing demand is additionally strength-
ened by the benefits of lower running costs and framework
conditions such as government subsidies Electromobility.
In addition to the topics already referred to, the combination
of digitalisation and connectivity is another important mega-
trend for the BMW Group. The modern vehicle is already one
of the most complex and software-intensive items owned by
consumers. Vehicles are increasingly viewed as digital ob-
jects, with corresponding functions expected. Customers de-
mand products that are seamlessly and perfectly integrated
into their familiar living environment. It is therefore safe to
assume that digital business models will generate a growing
percentage of added value in the future. China, in particular,
is setting new standards for digitalisation. Customer desires
are increasingly influenced by the world of consumer elec-
tronics and are an important factor in purchasing decisions
7 Innovation and customer orientation.
In addition to the new possibilities digitalisation can offer
customers, further potential lies in networking mobile value
creation. To create a virtual platform and meet future chal-
lenges, the BMW Group founded the Catena-X Automotive
Network, together with other manufacturers, system suppli-
ers and technology partners Production, purchasing and supplier
network.
Automated/autonomous driving
Alongside digitalisation, development of automated/autono-
mous driving remains a key expectation for the future of mo-
bility. Due to the importance of this topic for the automotive
industry and the complexity of the technologies and exper-
tise involved, extensive funding is being channelled into de-
velopment in this area worldwide.
Concrete requirements and regulations for autonomous driv-
ing are likely to be in place in individual countries and re-
gions by 2025. The aim of all regulators is assumably to au-
thorise autonomous driving systems in the medium term
7 Products and mobility solutions.
M&BX 524E
STRATEGY PROCESS
The BMW Group regards the strategy process as a continu-
ous task. The assumptions underpinning our strategies are
regularly reviewed, based on the findings from our analysis of
environmental and external factors. The Board of Manage-
ment sets the strategic direction for this process, regularly
addressing strategic issues for the BMW Group and assess-
ing the impact of external factors. The BMW Group's corpo-
rate strategy is the starting point for business departments to
systematically align their own strategy with the Company's
strategic goals and define the concrete measures that must
be implemented in order to achieve them. This process takes
place via a planning and management system with a built-in
feedback loop.
* 7 Consumption and carbon emissions data.
40
40
BMW Group Report 2021
To Our Stakeholders
Digitalisation and connectivity
Other Information
BMW Group Report 2021
Individual mobility appears likely to remain a fundamental
human need for the foreseeable future, although vehicle
ownership depends to a large extent on income, household
size and location (urban/suburban). Mobility services, so-
called on-demand mobility (ODM), will remain relevant,
Other Information
← = Q
38
39
143 Internal Control System
43
Performance Indicators
44 Performance Management
48
Compliance and Human Rights
ELECTRIC
BMW GROUP INTEGRATED STRATEGY
Environmental Analysis and Megatrends
39
BMW GROUP INTEGRATED STRATEGY
Global competition
Megatrends such as electrification and connectivity
A capital market focused on profitability and growth
Sustainability
Diverging social expectations in the face of climate change
We constantly refine our corporate strategy and align our
strategic targets with these external factors and their dy-
namic rate of change as important input parameters.
The BMW Group's integrated strategy is based on funda-
mental elements, like the integrity of our actions.
7 Compliance and Human rights.
The BMW Group strategy is developed from an analysis of
the global megatrends that are crucial to the transformation
of the automotive industry and essentially comprises the in-
tegrated and continuous strategy process, the target system
and Corporate management.
ENVIRONMENTAL ANALYSIS
AND MEGATRENDS
A company's success depends to a large extent on its ability
to recognise changes in its environment early on, plan for
different scenarios, effectively manage risks and take advan-
tage of opportunities that may arise from such changes
(Risks and opportunities.) To this end, we continuously monitor
the business environment in our key regions, using available
data to analyse in detail the trends and developments that
could affect our business in the future. Regular Dialogue with
stakeholders within the framework of the BMW Group Xchange
formats rounds out the picture from the analysis of external
and environmental factors.
The most important megatrends with long-term implications
for the BMW Group's business model are currently climate
change and the reduction of carbon dioxide (CO2) emissions,
electromobility, digitalisation and connectivity - including
automated and autonomous driving, as well as mobility pat-
terns within society. GRI 102-46
Mobility patterns
The BMW Group operates at the intersection of challenging,
increasingly complex and differentiated conditions around
the world. This includes:
Remuneration Report
Strategy Process
Group Financial Statements
Remuneration Report
Other Information
← = Q
covers several automobile classes, ranging from the pre-
mium compact class, the premium mid-size class and
through to the ultra-luxury class. Alongside its state-of-the-
art plug-in hybrids and vehicles powered by highly efficient
combustion engines, the BMW brand also includes all-elec-
tric models manufactured under the BMW i sub-brand, such
as the BMW iX and the BMW i4 launched in 2021, as well as
modern plug-in hybrid models and high-performance vehi-
cles belonging to the BMW M sub-brand.
The MINI brand promises driving pleasure in the premium
compact segment and, alongside models powered by effi-
cient combustion engines, it also offers plug-in hybrid and
all-electric models. The all-electric MINI Cooper SE¹ was the
best-selling model in the MINI family in the year under
report.
With a tradition stretching back well over a century, Rolls-
Royce is the ultimate marque in the ultra-luxury class. Rolls-
Royce Motor Cars specialises in providing bespoke customer
specifications and offers the utmost in terms of quality and
service.
Its comprehensive range of products enables the BMW Group
to meet the diverse expectations and needs of its customers
worldwide. The global sales network of the BMW Group's
automobile business currently comprises more than 3,500
BMW, 1,600 MINI and over 150 Rolls-Royce dealerships.
7 Automotive segment
Motorcycles segment
As in all other areas, the BMW Group focuses rigorously on
the premium segment with its Motorcycles segment and its
model range of motorcycles and scooters in the Sport, Tour,
Roadster, Heritage, Adventure and Urban Mobility catego-
ries. BMW Motorrad also offers a broad range of equipment
options to enhance riding safety and comfort as well as per-
sonalised configurations. The Motorcycles segment's sales
network is organised similarly to that of the Automotive seg-
ment. Currently, BMW motorcycles are sold by more than
1,200 dealerships and importers in over 90 countries world-
wide. Motorcycles segment
Financial Services segment
The BMW Group is a leading provider of financial services in
the automotive sector. It offers these services in more than
50 countries worldwide via companies and cooperation ar-
rangements with local financial service providers and im-
porters. The Financial Services segment's main line of busi-
ness comprises credit financing and the leasing of
BMW Group brand automobiles and motorcycles to retail
customers. Customers can also select from an attractive ar-
ray of insurance and banking products.
Operating under the brand name Alphabet, the BMW Group's
international multi-brand fleet business provides financing
and comprehensive management services for corporate car
fleets in more than 20 countries.2 These services also in-
clude assisting customers to manage their fleets on a sus-
tainable and climate-friendly basis.
Financing dealership vehicle fleets serves to support the
dealership organisation and rounds off the segment's range
of services. Financial Services segment
LOCATIONS
Global overview
The BMW Group operates on a worldwide basis. The
BMW Group's largest automobile and motorcycle markets
are located in Europe, particularly in Germany and the
United Kingdom (UK) as well as in China and the USA.
17 Consumption and carbon emissions data
2 Including cooperation partners
36
BMW Group - Report 2021
To Our Stakeholders
Combined Management Report
Overview of the BMW Group
Group Financial Statements
Corporate Governance
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Overview of the BMW Group
To Our Stakeholders
Corporate Governance
COMBINED
MANAGEMENT
REPORT
34
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Overview of the BMW Group
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
Other Information
Corporate Governance
The BMW Group successfully manufactures automobiles
and motorcycles for the premium and luxury segments on a
global basis. With BMW, MINI and Rolls-Royce, the
BMW Group owns three of the best-known brands in the au-
tomotive industry worldwide. It also occupies a strong mar-
ket position in the premium motorcycles segment. At 31 De-
cember 2021, the BMW Group employed a workforce of
118,909 people worldwide.
Bayerische Motoren Werke Aktiengesellschaft (BMW AG),
based in Munich, Germany, is the parent company of the
BMW Group, which comprises BMW AG itself and all sub-
sidiaries over which BMW AG has either direct or indirect
control. List of Investments. BMW AG is also responsible for
managing performance throughout the Group, which is
sub-divided into the Automotive, Motorcycles and Financial Services
operating segments Presentation of segments. The Group's Other
Entities segment primarily comprises holding companies
and Group financing companies. The structure of the
BMW Group changed significantly at the beginning of the
financial year 2022 due to the BMW Group's majority ac-
quisition of the joint venture BMW Brilliance Automotive
Ltd. (BBA). Further information on the consolidation of
BMW Brilliance Automotive is provided in the 7 Notes to the
Group Financial Statements.
BUSINESS MODEL
AND SEGMENTS
Business model
The BMW Group develops, manufactures and sells innova-
tive premium automobiles and motorcycles on a worldwide
basis. It also offers a broad range of financial and mobility
services. The Group is structured into operating segments,
namely the Automotive, the Motorcycles and the Financial
Services segments.
Automotive segment
The BMW Group manufactures BMW, MINI and Rolls-Royce
brand vehicles. The BMW brand caters to a broad variety of
customer requirements. Its wide-ranging model portfolio
1 The change took place outside of the financial period under report.
27 Consumption and carbon emissions data
M.ST 9056
M.NW 5143
35
ORGANISATIONAL
STRUCTURE
← = Q
BMW Group Report 2021
• Sales subsidiaries and
☐
■ Production outside Europe
BMW Group plant Araquari, Brazil
BMW Group plant Chennai, India
BMW Group plant Manaus, Brazil
BMW Group plant Rayong, Thailand
BMW Group plant Rosslyn, South Africa
BMW Group plant San Luis Potosí, Mexico
BMW Group plant Spartanburg, USA
BMW Brilliance Automotive, China (joint venture - 3 plants)
☑
Partner plants outside Europe
Partner plant, Chongqing, China
Partner plant, Hosur, India
Partner plant, Jakarta, Indonesia
Partner plant, Kulim, Malaysia
0.15
▲ Research and development network outside Europe
BMW Group Technology Office USA, Mountain View, USA
BMW Group Engineering and Emission Test Center, Oxnard, USA
BMW Group ConnectedDrive Lab China, Shanghai, China,
and BMW Group Designworks Studio Shanghai, China
18
BMW Group Technology Office, Shanghai, China
BMW Group Engineering China, Beijing, China
BMW Group Engineering Japan, Tokyo, Japan
BMW Group Engineering USA, Woodcliff Lake, USA
BMW Group IT Technology Office, Greenville, USA
BMW Group IT Technology Office, Singapore
BMW Group IT DevOps Hub, Rosslyn, South Africa
BMW do Brasil, Araquari, Brazil
BMW Group Technology Office Tel Aviv, Tel Aviv, Israel
BMW Group R&D Center Seoul, Seoul, South Korea
37
BMW Group - Report 2021
To Our Stakeholders
LOCATIONS WORLDWIDE
Combined Management Report
Overview of the BMW Group
BMW Group Designworks, Newbury Park, USA
*Sales locations
Partner plant, Cairo, Egypt
Countries with research
Financial Services
1 Headquarters
and development locations
2 Canada
3 USA
4 Mexico
5 United Arab Emirates
6 Brazil
8 South Africa
7 Argentina *
15 Malaysia
16 Singapore
9 Russia
10 India
11 China
14 Thailand
13 Japan
17 Indonesia *
18 Australia
19 New Zealand
☐
☐
10
13
41
Sales subsidiaries and Financial
Services locations worldwide
31
12 South Korea
Production and assembly plants
16,289
46
BMW Group Report 2021
2021
To Our Stakeholders
48
Board of Management remuneration
Performance criteria for the short- and long-term variable
remuneration of the Board of Management are also based
on the main strategic financial and non-financial targets
and key performance indicators and contribute towards the
BMW Group's long-term development. Non-financial key
performance indicators used in this context include the
number of vehicles delivered, the share of women in man-
agement functions, carbon emissions and sales of electri-
fied vehicles. Financial key performance indicators that
have an impact on variable remuneration include the return
on capital employed for the Automotive segment as well as
other key financial performance indicators monitored at
Group level. Remuneration Report
8,938
2020
-2,597
7,351
8,061
5,464
Combined Management Report
BMW Group Integrated Strategy
Value-based management for project decisions
Operational business in the Automotive and Motorcycles
segments is largely shaped by the life-cycle-dependent
character of investment projects that have a substantial in-
fluence on future performance. Project-related decisions are
therefore a crucial element of financial management in the
BMW Group. Project decisions are based on calculations de-
rived from the expected cash flows of each individual project.
Calculations are made for the complete term of a project, in-
corporating future years in which the project is expected to
generate cash flows. Project decisions are taken on the ba-
sis of net present value and the internal rate of return calcu-
lated for the project. The net present value indicates the ex-
tent to which the project will be able to generate future net
cash inflows over and above the cost of capital. A project
with a positive net present value enhances future value add-
ed and therefore results in an increase in enterprise value.
The project's internal rate of return measures the average
return on the capital employed in the project. For all project
decisions, the project criteria and long-term impact on peri-
odic results are measured and incorporated in the long-term
Group plan. This approach enables an analysis of the impact
of project decisions on periodic earnings and rates of return
for each year during the term of the project.
Group Financial Statements
The CMS is tailored to the Company's specific risk situation.
It addresses all relevant compliance topics, including fraud
prevention, export control, anti-money laundering, antitrust
compliance, corruption prevention and human rights as well
as data privacy and technical compliance. These last two topics are
the responsibility of the respective specialist departments.
An effective and efficient compliance organisation is funda-
mental to reducing sanction and liability risks, as well as
risks arising from other (non-) financial disadvantages, such
as reputational risks.
Remuneration Report
During the reporting period, the organisation and content of
the CMS were refined according to defined strategic focus
topics. The objective is to further strengthen the culture of
compliance and integrity at the Company, with the declared
aim of avoiding Company-related violations of the law.
2020
Further development of the CMS is also taking place against
the backdrop of external factors, such as global legal devel-
opments and the evolution of compliance at other compa-
nies. To this end, the BMW Group is involved in various asso-
ciations and interest groups and has been an active
corporate member of the German Institute for Compliance
(DICO) for many years, at the Board level and through its
leadership of the working group "Human Rights/CSR".
Further development of the CMS
The BMW Group's Company-wide CMS is based on the Pre-
vent, Detect, Respond Model, which defines specific preven-
tion, monitoring, control and response measures, on the ba-
sis of clearly assigned roles and responsibilities.
Compliance Management System (CMS)
Corporate Governance
chored by the Board of Management in the Company's en-
hanced understanding of leadership.
Compliance is the managerial responsibility of the Board of
Management of BMW AG and is primarily executed by creat-
ing an appropriate regulatory and supervisory framework, as
well as through regular and ad hoc compliance reporting, ac-
companied by clear and unambiguous compliance commu-
nications. This approach is based on the core belief that
compliance with applicable laws and related internal regula-
tions is the personal responsibility of each individual em-
ployee. As role models, BMW Group managers are also
tasked with anchoring compliance culture in their respective
area of responsibility and ensuring compliance requirements
and processes are implemented accordingly. 7 GRI-Index 102-16
Compliance as a corporate function
Compliance means much more to the BMW Group than just
complying with applicable laws and Company rules: it is part
of our identity and our living culture of integrity and creates a
binding framework for all our business activities worldwide.
As such, compliance lays the foundation for the long-term
success of the Company, builds trust in our products and
brands, and shapes the public image of the BMW Group.
COMPLIANCE AND
HUMAN RIGHTS
← = Q
Other Information
During the reporting period, the Board of Management of
BMW AG significantly refined the compliance organisation
and created a new Chief Compliance Officer role, which took
effect on 1 January 2021 and which serves as head of the
Group Compliance. In addition to being responsible for the
Compliance Management System (CMS), the Chief Compli-
ance Officer manages the Group Compliance division and
briefs the Board of Management and Supervisory Board of
BMW AG on development and implementation of the CMS at
regular intervals. Furthermore, compliance has been an-
2021
Other Information
2021
in %
earnings amount -
cost of capital
earnings amount -
=
Value added
Group
In order to determine the internal rate of return, risk-adjusted
cost of capital rates are based on the average of actual rates
in recent years. In light of the long-term nature of product
and investment decisions, the following internal rates of re-
turn are used in conjunction with segment management:
Capital employed comprises the amount of Group equity and
pension provisions as well as the financial liabilities of the
Automotive and Motorcycles segments employed on aver-
age at the end of each of the last five quarters. The earnings
amount corresponds to Group profit/loss before tax, adjust-
ed for interest expense incurred in conjunction with the pen-
sion provision and on the financial liabilities of the Automo-
tive and Motorcycles segments (profit/loss before interest
expense and tax). The cost of capital is the minimum rate of
return expected by capital providers in return for the capital
employed. Since capital employed comprises an equity cap-
ital (e.g. share capital) and a debt capital element (e.g.
bonds), the overall cost of capital is determined on the basis
of the weighted average rates for equity and debt capital,
measured using standard market procedures. The pre-tax
average weighted cost of capital for the BMW Group in 2021
was 12%, unchanged from the previous year.
Automotive
The information provided by these key performance indica-
tors at Group level is complemented by the two financial per-
formance indicators of pre-tax return on sales and value
added. Value added, as a highly aggregated performance
indicator, also provides an insight into capital efficiency and
the (opportunity) cost of capital required to generate Group
profit. A positive value added means that a return on invest-
ment above the cost of capital has been achieved.
← = Q
Remuneration Report
Corporate Governance
Group Financial Statements
THREE-STAGE APPROACH TO COMPLIANCE
MANAGEMENT SYSTEM AND COMPLIANCE TOPICS
Combined Management Report
BMW Group Integrated Strategy
Strategic management at Group level
Strategic management and the measurement of its financial
impact are coordinated primarily at Group level in conjunc-
tion with the long-term corporate plan. One of the key perfor-
mance indicators used in this context is Group profit/loss
before tax, which provides a comprehensive measure of the
Group's overall corporate performance after consolidation
effects and enables a transparent comparison over time.
Other key performance indicators at Group level are the size
of the workforce at the year-end and the share of women in
management functions. By 2025, the BMW Group aims to
increase the share of women in management functions to
22%.
2020
=
Motorcycles
Value added Group
13.4
13.4
12.0
12.0
12.0
(cost of capital rate x
capital employed)
12.0
2021
Earnings amount Cost of capital (equity + debt capital)
BMW Group
in € million
VALUE ADDED GROUP
Financial Services
2020
RESPOND
The Board of Management and Supervisory Board of
BMW AG, the Audit Committee and other executive commit-
tees are informed on a regular basis and, if necessary, im-
mediately by the Chief Compliance Officer. In 2021, the con-
tent reported to committees was focused and the frequency
of reports increased – for example, at least twice a year for
the Board of Management.
protection
To Our Stakeholders
BMW Group Report 2021
50
50
Observance and implementation of compliance regulations
and processes are subject to regular audits. The BMW Group
CMS provides differentiated monitoring levels for this pur-
pose. Compliance Officers are those primarily responsible
for performing direct checks in their area of responsibility.
Further measures integrated into business processes to help
reduce risk generally form part of the ▾ Internal Control System.
The central Group Compliance function refined its audit ap-
proach in 2021, with the aim of increasing audit frequency by
introducing risk-based compliance audits without cause.
These compliance audits are currently focused on antitrust
CMS monitoring/controls
Combined Management Report
BMW Group Integrated Strategy
The BMW Group protects information providers in two ways.
If they prefer, individuals may provide information without
disclosing their identity. Policy also stipulates that no one
providing information should face retaliatory action. All com-
pliance-related queries and concerns are documented and
processed using an electronic Case Management System. If
necessary, Corporate Audit, Corporate Security, the legal de-
partments or the Works Council may be called upon to assist
in processing the case. GRI-Index: 102-34
Reporting system for detecting possible non-compliance with the
law and compliance controls
avoid compliance risks on the basis of this evaluation.
BMW Group employees have used IT-based systems for
swift and efficient documentation, assessment and approval
of compliance-relevant matters for years. Examples include
IT-supported processes to monitor money laundering, sanc-
tion lists and exchange activities with competitors as well as
to conduct background checks on the reliability of business
partners and verify, approve and document the legal admis-
sibility of benefits in kind. Measures are implemented to
Digitalisation supports compliance
In addition to imparting knowledge, online and classroom
training options, including practical case studies, play an im-
portant part in strengthening the compliance culture and un-
derstanding of compliant behaviour at the Company. Online
training must be completed every two years by relevant tar-
get groups. The training modules include exercises and test
questions relating to the BMW Group Legal Compliance
Code and corruption prevention, as well as other topics. So
far, more than 69,000 employees worldwide have com-
pleted the Compliance Essentials training, and over 36,000
employees completed online antitrust compliance training.
Department-specific training modules supplement the ex-
tensive options - for instance, in the areas of antitrust law or
human rights. GRI-Index: 205-1
The BMW Group continuously refines the Group Compliance
training opportunities for specific target groups. For exam-
ple, during the year under review, we redesigned our Group-
wide mandatory Compliance Essentials online training to
create a user-oriented approach with focused content and a
high level of interactivity. This training formed part of the
mandatory training programme and included human rights
topics in the year under report. > GRI-Index: 412-2
Any employee with questions or concerns relating to compli-
ance can discuss these matters with their managers and
with the relevant departments within the BMW Group: spe-
cifically, with Group Compliance, Legal Affairs and Corporate
Audit. The BMW Group Compliance Contact serves as a fur-
ther point of contact and provides non-employees with a
process for reporting compliance concerns. Our employees
worldwide can also submit information relating to possible
infringements of the law at the Company in several lan-
guages via the BMW Group SpeakUP Line. In 2021, an
ombudsperson for suppliers was dedicated. Verification of
effectiveness
Expanded training activities
Group Financial Statements
Remuneration Report
To Our Stakeholders
In the BMW Group's Financial Services segment, compli-
ance is incorporated into the target management process.
Integration of specific targets into strategic steering under-
lines the importance of this topic and helps to monitor the
implementation. A management system also supports the
process of identifying risks arising from non-compliance with
internal and external regulations at an early stage.
The financial services business entails specific risks, due to
the nature of its products and processes. The focus of com-
pliance management is therefore anti-money-laundering,
compliance with financial sanctions, information and privacy
protection, fraud prevention, legislative and regulatory moni-
toring, consumer protection and implementing the require-
ments of the Financial Supervisory Authorities. To manage
risk in these areas, the Financial Services segment has
established its own Compliance and Governance depart-
ment, which works closely with the central Group Compli-
ance function as a decentralised unit. Based on an annual
trend analysis it identifies the possible need for adjustments
and defines resulting measures. Implementation by the
BMW Group's financial services companies worldwide is
continuously reviewed and reported to the management of
the Financial Services segment on a quarterly basis.
Compliance management in the Financial Services
segment
In addition to the Company's international purchasing terms
and conditions, BMW Group dealer and importer contracts
include requirements relating to compliance and human
rights. Human rights issues also play an important role in
the Company's choice of locations and major investment
decisions. 1] GRI-Index: 412-3
The automotive industry is heavily involved in global supply
chains. In a collaborative global value creation process such
as this, there is a risk that human rights may not be respect-
ed throughout the supply chain. Respect for human rights
has been incorporated into the BMW Group Supplier Sustainability
Policy. To fulfil our environmental and social responsibility, we imple-
ment a multistage due diligence process in our Purchasing
and Supplier Network division.
Corporate Governance
Internationally recognised guidelines for environmental and
social compliance set the benchmark for the BMW Group's
entire value chain. This applies, in particular, to the Guide-
lines for Multinational Companies issued by the Organisa-
tion for Economic Cooperation and Development (OECD),
the UN Guiding Principles on Business and Human Rights,
the Ten Principles of the UN Global Compact, the content of
the ICC Business Charter for Sustainable Development, and
the United Nations Environment Programme's (UNEP) Dec-
laration on Cleaner Production. The BMW Group concen-
trates on topics and action areas where it can exert its influ-
ence as a company. With the participation of employee
representatives, these (supra) national requirements were
incorporated into internal company rules and principles
through the Joint Declaration on Human Rights and Working Conditions in
the BMW Group of 2005 (updated in 2010), clarified in the
7 BMW Group Code on Human Rights and Working Conditions of 2018 and
integrated with the human rights compliance programme.
-
Regular compliance reporting to the Board of Management and
Supervisory Board
All control checks are geared towards reducing compliance
risks for the BMW Group. Any infringements are immediately
remedied, with an emphasis on minimising the risk of repeat
offenses and strengthening the understanding of compli-
ance within the Company. Where incidences of non-compli-
ance can be traced to an individual, such persons will be
appropriately sanctioned, in accordance with the processes
defined for this purpose.
law. So-called Compliance Spot Checks were also carried
out in 2021, with a focus on possible corruption risks. Cor-
porate Audit also conducts audits focused on compliance
requirements.
← = Q
Other Information
[Global implementation of labour standards and human
rights
Data
relevant topics within their area of responsibility. Business
unit and division compliance functions also perform the task
of identifying and implementing specific compliance meas-
ures in their area of activity.
Business departments at the BMW Group are responsible
for lawful conduct during the performance of their assigned
tasks. This means they are also responsible for identifying
and evaluating any compliance risks that arise in the course
of their daily business. Monitoring and reducing these risks
also falls under their scope of duties. More than 230 man-
agers group-wide perform these tasks. These Compliance
Officers form part of the Compliance Organisation.
Anti-money-
control
Export
compliance
Antitrust
prevention
laundering
Fraud
Corruption
compliance
Technical
PREVENT
rights
Human
prevention
Specialist departments are supported in their work by the
central Group Compliance function, as well as a Group-wide
network of business unit and division compliance functions,
supplemented by around 80 local Compliance Officers
(heads of local compliance functions) at BMW AG's inter-
national subsidiaries. Local Compliance Officers are tasked
with implementing the CMS and compliance programmes for
DETECT
49
Company-wide compliance network
In response to the rapid pace of transformation in the auto-
motive industry, activities in the field of technical compliance
were also significantly expanded during the period under
report.
Increasingly strict national legislation to protect personal
data, and the higher risks associated with this, shaped com-
pliance measures regarding data privacy.
Note 10 to the Group Financial Statements GRI-Index: 205-3
A further priority was developing and implementing more ex-
tensive preventive measures in response to the antitrust
proceedings brought by the European Commission and con-
cluded in July 2021, concerning restriction of competition in
innovation in certain emissions control systems1.
the context of export controls from heightened trade rela-
tions between the US and China and in connection with
efforts to prevent money laundering, due in part to the in-
crease in legislative initiatives to tighten multinational
anti-money-laundering requirements.
The Supply Chain Due Diligence Law will take effect on
1 January 2023 in Germany; the adjustments it requires for
the human rights compliance programme have been a key
focus for Group Compliance during the reporting period. It
should be noted that the Board of Management decided in
December 2021 to appoint a Human Rights Officer and
assign this role to the head of Group Compliance. Concen-
trating relevant expertise in this new function will also
contribute to the strategic alignment of the Company in the
social dimension of sustainability. Other priorities arose in
← = Q
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
BMW Group Integrated Strategy
To Our Stakeholders
BMW Group Report 2021
Other Information
BMW Group Report 2021
RETURN ON EQUITY (FINANCIAL SERVICES SEGMENT)
11.2
To Our Stakeholders
BMW Group Report 2021
44
44
M.VE 291E
* 7 Consumption and carbon emissions data
Financial Services segment
Return on equity (ROE) in %
Return on capital employed (ROCE) in %
Deliveries (in units)
Profit before financial result as a percentage of segment
revenues (EBIT margin)
41
Combined Management Report
BMW Group Integrated Strategy
47
Motorcycles segment
Share of electrified cars in total deliveries (in %)
CO2 emissions EU new vehicle fleet (in g CO2/km)
CO₂ emissions per vehicle produced (in tons)
Return on capital employed (ROCE) in %
Deliveries (in units)
Profit before financial result as a percentage of segment
revenues (EBIT margin)
Automotive segment
Number of employees at the end of the year
Share of women in management positions
Group profit before tax (Group EBT)
Group
The following summarises the strategic targets and key per-
formance indicators defined in DRS 20, which also form the
basis for Performance Management. GRI-Index: 102-19
Once approved by the Board of Management and Super-
visory Board, the target figures in the strategic target system
form the planning basis for the current reporting year and the
target agreements for BMW Group managers. Remuneration
report GRI-Index: 102-35. Companies subject to the provisions of
German Accounting Standard No. 20 (DRS 20) must define
the Company's most effective performance indicators for
corporate management during the external reporting period
(key performance indicators).
-
Long-range corporate planning for the Company as a whole
and its segments is geared towards the structure of the
BMW Group target system. In this way, the targets set out in
the planning are regularly compared with the BMW Group's
strategic goals. Department strategies are also aligned with
the corporate strategy.
Group Financial Statements
Remuneration Report
Revenues
Expenses
cost of capital rate
Average weighted
Cost of capital
Capital employed
Capital turnover
Return on capital
(ROCE or RoE)
Value added
Return on sales
Corporate Governance
Profit
Managing sustainability
Combined Management Report
BMW Group Integrated Strategy
VALUE DRIVERS
-
BMW GROUP
The BMW Group's performance management system is
based on a multi layered structure. Operational performance
The BMW Group's performance management system fol-
lows a value-based approach that focuses on profitability,
consistent growth, value enhancement for capital providers,
sustainability, climate protection and job security. Capital is
considered to be employed profitably when the amount of
profit generated on a sustained basis exceeds the cost of
equity and debt capital. This strategy also secures the de-
sired degree of corporate autonomy in the long term.
PERFORMANCE
MANAGEMENT
← = Q
Other Information
The BMW Group's long-term corporate strategies are deter-
mined by the Board of Management. Responsibility for im-
plementing the Group's sustainability goals therefore lies
Once strategic targets have been derived from the findings
of the environmental analysis and the ongoing strategy process
within the Company, the BMW Group target system trans-
lates the strategy into a clear system for measuring perfor-
mance. The target system is therefore a key instrument for
anchoring strategy throughout the Company. For corporate
management purposes, the strategic targets are backed by
effective performance indicators.
PERFORMANCE
INDICATORS
← = Q
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
The focus on profitability is a very important aspect of the
BMW Group's corporate management system. All measures
and initiatives are aimed at further developing the BMW
Group's strong economic base, so it can continue to operate
independently and invest in the future.
To underline the importance of the BMW Group's economic
performance capabilities, our ambitious financial targets are
tied to the following strategic key performance indicators:
EBIT margin in the Automotive segment (between 8 and
10%), RoCE in the Automotive segment (at least 18%) and
Group EBT margin (more than 10%) Performance indicators.
As part of our focus on efficiency, we regularly assess ways
to utilise synergies and efficiencies across the Company in
an effort to reduce the complexity that arises from increas-
ingly strict and heterogeneous regulatory requirements.
Faster, digitalised processes within lean structures are fun-
damental to systematically leveraging efficiencies. In vehicle
development, for instance, we see considerable potential for
reducing process time through digitalisation. In addition to
this, distinguishing the BMW Group from its competitors, we
are also taking advantage of the expanded possibilities of
digitalisation for customer contact, with integrated product
and service offerings, functional upgrades and customer
support. The BMW Group is also bolstering its portfolio with
attractive new models especially in highly profitable
segments.
Strategic approach -
Where is the BMW Group heading?
Combined Management Report
BMW Group Integrated Strategy
The BMW Group is focused on its customers worldwide and
on meeting their different requirements. It does so by un-
derstanding the needs of its current and future customers
and exceeding their expectations. It combines ground
breaking technologies, emotional products and individual
customer care to create a unique overall experience. Creat-
ing the best customer experience, both physically and digi-
tally, as well as personalised, reliable communication, is of
primary importance to us.
The launch of the My BMW app in July 2020 has given BMW
a direct channel to its customers and provided them with a
direct link not only to their BMW dealership, but also to the
BMW brand as a whole. Customers can use the app to make
service appointments, request information on the condition
of their vehicle, or receive the latest news on BMW brand
products and services. The topic of battery charging has also
been fully integrated in this digital ecosystem. The My BMW
app can also be used to plan trips and display suitable
charging points along the route. The same applies, of course,
to the MINI brand with the MINI app.
We recognised the importance of electromobility early on
and began our transformation in this direction accordingly. In
the initial phase, the BMW Group introduced electrification
into standard production with the launch of the fully electric
BMW i3 in 2013. In 2014, the BMW Group launched the BMW
18, with ground breaking technology and a futuristic design.
The current, second phase of the transformation began in
2020 with our all-electric model offensive, led by the MINI
Cooper SE* and the BMW iX3*, and followed in late 2021
with the BMW i4 and BMW iX. Since 2013, the BMW Group
has delivered a total of more than 1 million electrified vehi-
cles to customers. From 2022 onwards, alongside the BMW
X3/iX3, additional models will be available with a choice of
fully electric or plug-in hybrid drivetrain, or with a state-of-
the-art internal combustion engine - for example, in the next
generation of luxury BMW 7 Series and BMW 5 Series se-
dans and the BMW X1. Going forward, the BMW Group will
continue to meet specific customer needs in individual mar-
kets and segments with a broad range of state-of-the-art
drive systems. Innovations and customer orientation.
By 2023, in the middle of the second phase, we will already
have at least one fully electric model on the roads in virtually
all key model series from the compact segment to the
ultra-luxury class. In this context, we are investing additional
funds and plan to increase electrified vehicles' share total
deliveries to over 30% by 2025. The trend towards electro-
mobility will also continue to progress dynamically beyond
the year 2025. By 2030, the BMW Group plans to increase
the share of fully electric automobiles in its total deliveries to
more than 50%. Performance indicators.
To make this transformation possible, the BMW Group is
pushing ahead, both by restructuring existing plants and by
further developing employee competences (Employees and
Society). The restructuring of BMW Group Plant Munich pro-
vides a clear example of how the BMW Group can success-
fully and smoothly transform a full plant, including produc-
tion of internal combustion engines, to 100% electromobility
during ongoing production by 2026. Production, Purchasing and
Supplier network.
7 Consumption and carbon emissions data
42
42
BMW Group Report 2021
To Our Stakeholders
The BMW Group is making customer experience the focus of
all its marketing and sales activities. The aim is to offer the
industry's best premium customer experience and to seam-
lessly integrate all customer touchpoints, online and offline.
To Our Stakeholders
BMW Group Report 2021
Corporate Governance
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
BMW Group Integrated Strategy
To Our Stakeholders
BMW Group Report 2021
43
* Consumption and carbon emissions data
We are constantly expanding our collaborations to secure
access to new technologies and increase value creation
setting cooperation goals and defining strategic fields of co-
operation with our partners based on the strategic frame-
work.
vey confirm high internal acceptance of the BMW Group's strat-
egy and sustainability activities, as well as employees' willingness
to play their part Employees and Society. BMW Group employees
not only work closely together within the Company, but also with
external partners. The stable relationships that have grown over
time in our partner networks are based on the same values as
those at the BMW Group. This has been especially evident during
the pandemic years of 2020 and 2021. Even when confronted
with the challenges of global lockdowns and the shortage of
semiconductor components, our supply chains have held up well
and our retail network showed its strength. This is the only way
we can maximise our effectiveness and, together, lead the Com-
pany to success.
To anchor strategy within the Company, it is critical to keep em-
ployees and managers informed, to strengthen their creativity
and to encourage them to actively participate in the implementa-
tion and achievement of goals. The results of the Employee Sur-
Our ambitious strategic objectives can only be achieved if all
employees work together. Diversity is an important compo-
nent of our competitiveness Employees and society. The diver-
sity metric defines the share of women in management po-
sitions as a key performance indicator and a strategic target
variable. The aim is to increase the share of women in man-
agement positions at the BMW Group to 22% by 2025 7 Per-
formance indicators.
How does the BMW Group
ensure cooperation?
In the Financial Services Segment, the strategic approach is
geared towards making the product range available to all
customer groups across all channels Financial Services segment.
BMW Motorrad is continuing to evolve in the direction of
electromobility. The "Vision Amby" Vision Vehicle and the
fully-electric Concept CE 02 provide a glimpse of the future of
urban mobility. In the urban mobility segment, the CE 04
electric scooter is a trailblazer for BMW Motorrad's electro-
mobility strategy 7 Motorcycles segment.
BMW M is also currently working on various forms of electri-
fication and already launched a performance car with a fully
electrified drive train, the BMW i4 M50*, in 2021. At the same
time, MINI's transition to an all-electric brand underlines its
urban identity. Rolls-Royce, the world's leading luxury brand,
will also focus on electromobility in the future Automotive
segment.
The third phase of the transformation will begin in 2025 with
our global fully electric product line-up, the Neue Klasse.
Production of vehicles for the Neue Klasse will get underway
at the newly constructed BMW Group Plant Debrecen and
then expanded to BMW Group Plant Munich from 2026 on-
wards. The Neue Klasse sets the standard for digitalisation,
electrification and sustainability. It will be characterised by a
New Cluster Architecture (NCAR) geared exclusively towards
battery electric vehicles (BEVs), a completely redefined tech
stack autonomous driving and a newly developed high-per-
formance electric drivetrain generation. The Neue Klasse
also makes a significant contribution to sustainability, by re-
lying on the concept of circularity Circular design.
The BMW iX is the first BMW Group vehicle to offer automated
driving and parking functions from a new technology kit that
will enable continuous improvement and expansion of driver
assistance functions and highly automated driving in the mid-
term (Level 3). These functions will continue to be rolled out
and used in the next-generation BMW 7 Series and BMW 5
Series, for instance. Moreover, with the launch of the BMW iX,
the BMW Group became the first premium manufacturer to in-
clude the 5G mobile communications standard in a series pro-
duction vehicle on a worldwide basis. In terms of mobility, this
means comprehensive expansion of data-based services in
the fields of entertainment and infotainment, automated and
assisted driving and, above all, road safety.
In addition to delivering product substance, we also offer our
customers a 360° approach to electrification, by creating an
appropriate charging ecosystem - because charging is a
trailblazer for electromobility. As well as offering charging
options at home and at work, we also provide public charg-
ing through BMW Charging and MINI Charging Mobility con-
cepts and services.
← = Q
Other Information
Remuneration Report
with the full Board. All topics submitted to the Board of Man-
agement for decision-making must also be evaluated from
the point of view of sustainability, thereby ensuring that sus-
tainability issues are systematically integrated in deci-
sion-making processes.
As part of the procedures for managing sustainability on an
integrated basis at corporate level, a Group target system
has been created, which has been implemented for each of
the Board members' areas of responsibility. The BMW Group
has set itself the target of decarbonising its vehicle fleet by
an average of 40% overall over the entire life cycle by 2030,
based on the reference year 2019. In this context, specific
targets have been set for the vehicle's use phase, production
and the supply chain (7 Position) including emissions reduc-
tion targets across the entire value chain (carbon emissions and
pollutants). Additionally, specific carbon targets have been set
for each vehicle project.
is managed primarily at segment level. In order to manage
long-term corporate performance and assess strategic is-
sues, additional key performance figures are taken into ac-
count within the management system at Group level. In this
context, the value added serves as one of several indicators
to measure the contribution made to enterprise value during
the financial year. This aspiration to add value is measured
at both Group and segment level by means of the key finan-
cial and non-financial performance indicators (value drivers).
The link between value added and the relevant value drivers
is presented in a simplified form below.
45
RETURN ON CAPITAL EMPLOYED (MOTORCYCLES SEGMENT)
Average equity capital
Financial Services
RoE
Profit before tax
The performance of the Financial Services segment is meas-
ured on the basis of the return on equity (ROE), a key perfor-
mance indicator commonly used in the banking sector. With-
in the BMW Group, RoE is defined as segment profit/loss
before tax, divided by the average amount of equity capital
in the Financial Services segment. The target is a return on
equity of at least 14%.
Financial Services segment
The main value drivers include the number of deliveries as
well as the operating return on sales (corresponding to the
EBIT margin: segment profit/loss before financial result as a
percentage of segment revenues) as the key performance
indicator for segment profitability.
Average capital employed
Profit before
financial result
ROCE Motorcycles
The Motorcycles segment is largely managed according to
the same logic applied to the Automotive segment. The prin-
cipal key performance indicator is the return on capital em-
ployed (ROCE). The new definition of capital employed
adopted by the Automotive segment will also be applied by
the Motorcycles segment, beginning with the 2022 reporting
period. As in the Automotive segment, the new strategic
ROCE target set for the Motorcycles segment is 18%.
Motorcycles segment
← = Q
Other Information
Remuneration Report
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Group Financial Statements
Combined Management Report
BMW Group Integrated Strategy
To Our Stakeholders
BMW Group Report 2021
46
46
12.7
59.9
17,026
16,486
2,162
9,870
Profit before financial result
2020
in € million
Return on capital employed
22.6
15,343
16,586
1,725
3,753
Financial Services
2020
2021
2020
2021
2020
2021
in %
Return on equity
in € million
Average equity capital
Profit before tax
in € million
15.0
2020
2021
35.9
687
632
2020
2021
2020
103
227
2021
Motorcycles
in %
Average capital employed
in € million
An integrated approach to target management ensures that
the BMW Group's vehicle projects make a positive contribu-
tion towards achieving the sustainability targets that have
been set. By 2030, the BMW Group intends to drastically
broaden the scope of recycling, while further increasing the
proportion of secondary raw materials used to manufacture
its automobiles. With this point in mind, the BMW Group es-
tablished the so-called "Secondary First" approach during
the year under report. Non-financial performance indicators
such as carbon emissions and secondary raw materials quo-
tas are therefore key performance indicators for all new vehi-
cle projects. The overall result is a cohesive management
model across all aspects of the business. 7 GRI-Index: 102-19
Group Financial Statements
in %
DUNAOC
GENDER
2021
EQUALITY
UN ALLIANCE OF
CIVILIZATIONS
mance. These value drivers are the number of vehicle deliv-
eries and the operating return on sales (EBIT margin: seg-
ment profit before financial result as a percentage of segment
revenues) as the key performance indicator for segment
profitability.
Furthermore, the Automotive segment manages its compli-
ance with fleet carbon emissions requirements in regulated
markets. In this context, it also reports on the share of elec-
trified vehicles in total deliveries performance indicators. As
compliance with regulatory requirements is a significant fac-
tor in the BMW Group's success, business decisions relating
to vehicle projects also take targets for fleet carbon emis-
sions into account. Managing sustainability
2020
2021
2020
2021
RETURN ON CAPITAL EMPLOYED (AUTOMOTIVE SEGMENT)
Return on capital employed
Average capital employed
in € million
Due to the special significance of ROCE for the BMW Group,
the Automotive segment is also managed on the basis of a
number of additional key performance indicators that have a
significant impact on RoCE and hence on segment perfor-
Average capital employed
Automotive
Profit before
financial result
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
BMW Group Integrated Strategy
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Profit before financial result
in € million
← = Q
Automotive segment
The most comprehensive key performance indicator used for
the Automotive segment is RoCE, which is measured on the
basis of segment profit/loss before financial result and the
average capital employed in the segment. It provides infor-
mation on the profitability of capital employed and business
operations. Value driver analyses are used to interpret the
causes of a change in RoCE and derive suitable measures to
influence its development.
Up to and including the reporting year 2021, capital em-
ployed has been defined as the sum of all current and
non-current operational assets less liabilities that were
available to the operational business and generally did not
incur interest (e.g. trade payables and other provisions).
With effect from the reporting year 2022, a simplified defi-
nition of capital employed will be applied to make the calcu-
lation of RoCE more comprehensible and transparent. More-
over, the capital employed figures reflect the focus of the
operating segment management. In future, capital employed
will be calculated as the sum of intangible assets, property,
plant and equipment and net working capital, the latter com-
prising inventories and trade receivables less trade pay-
ables. The new definition results in a higher level of capital
employed than previously reported. We also expect the
amount of capital employed to increase in light of the acqui-
sition of further shares in BMW Brilliance Automotive Ltd.
and the resulting full consolidation of that entity in the finan-
cial year 2022, whereby the increase will arise primarily due
to the capitalisation of reacquired rights in conjunction with
the purchase price allocation. The RoCE will be impacted
temporarily by the higher capital base as well as the related
amortisation expense expected to be recorded.
The new strategic target for RoCE is 18% (target under the
previous definition: 40%). In substance, the new target is
even more ambitious than that previously used to measure
the return on capital employed. Value is enhanced for
BMW AG shareholders when the RoCE exceeds the cost of
capital.
ROCE Automotive
Managing operational performance at segment level
At segment level, operational performance is managed us-
ing an aggregated approach based on returns on capital.
Depending on the business model, the segments are meas-
ured on the basis of return on total capital or return on equity.
Return on capital employed (ROCE) is used for the Automo-
tive and Motorcycles segments and return on equity (ROE)
for the Financial Services segment. These indicators com-
bine a wide range of relevant economic information, such as
profitability (return on sales) and capital efficiency (capital
turnover) to measure segment performance and the devel-
opment of enterprise value.
Corporate Governance
Group Financial Statements
Group Financial Statements
BMW Group Report 2021
Corporate Governance
Remuneration Report
Other Information
← = Q
[Electric-powered future with the Neue Klasse
The BMW Group sees the transformation to all-electric, con-
nected, sustainable mobility as an opportunity and has de-
veloped a clear road map that consists of three phases. In
the first phase, the Group began pioneering e-mobility as
early as 2007 with project i, enhancing the technology and
then developing electrified vehicles for series production. In
the second phase, which is currently underway, we are intro-
ducing electrification to the product portfolio with a new
model initiative Broader offering based on smart vehicle archi-
tectures and our highly flexible 7 production network, which is
capable of manufacturing the full range of vehicles from
all-electric to combustion engine drive systems on the same
production line. By the peak of the second transformation
phase at the end of 2025, the share of electrified cars in the
BMW Group's total deliveries is scheduled to rise to at least
30%.
From 2025, the third phase will begin with the Neue Klasse,
which will be characterised by three key aspects: a com-
pletely redefined IT and software architecture, a new genera-
tion of electric drive systems and batteries, and a new level of
sustainability across the entire vehicle life cycle. Contributing
factors include:
the all-electric drive system
the use of carbon-free energy in ever larger parts of the
supply chain
the increasing use of secondary materials
closed-loop systems for essential production materials
This high technological standard will be integrated in a com-
plete vehicle architecture exclusively geared towards electric
drive systems. 1]
Combined Management Report
Products and Mobility Solutions
[[Additionally bolstering battery expertise
Powerful, sustainable energy storage systems and the de-
velopment of new, innovative battery cells are key elements
for powering future generations of all-electric vehicles. For
the Neue Klasse, we are working on significantly increasing
the energy density of the cells, while at the same time cutting
material and production costs. Battery recyclability is an-
other key consideration that will impact the development of
all our future generations of battery cells. Moreover, the
BMW Group is already conducting intensive research into
solid-state battery technology, which shows great promise
for the future.
During the year under report we began testing the BMW iX5
Hydrogen with its hydrogen fuel cell drive in everyday driving
scenarios in Europe. The aim is to test the interaction be-
HYDROGEN
CONCEPT PROTECTION VRS
HYDROGEN
tween the carbon-free drive system, the chassis technology
and the electronic systems under realistic conditions. The
BMW iX5 Hydrogen uses hydrogen as a fuel and converts it
into electricity via a fuel cell, making the BMW iX5 Hydrogen
a fully electrically powered vehicle. A pilot series of this mod-
el will be produced at the end of 2022 in order to gain further
practical experience in a broadly based field trial.
Hydrogen fuel cell technology has the potential to become a
sustainable alternative to battery electric drive systems. The
technology really comes into its own when comprehensive
electric charging infrastructure is not available and there are
also a broad number of applications for this technology on
long-distance journeys or in larger classes of vehicle. De-
pending on market requirements and other general condi-
tions, the BMW Group intends to offer a production vehicle of
this type in the second half of the decade. ]]
MHEV 5057 E
** Consumption and carbon emissions data
54
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Products and Mobility Solutions
Hydrogen fuel cell technology
To Our Stakeholders
We view digital technologies as an excellent opportunity to
further improve our existing processes, come up with new
solutions, and engage seamlessly with our customers. For
example, in many markets vehicles can be demonstrated live
on a screen shared with a customer or configured online to-
gether with a member of our sales team. A complete online
sales process has already been successfully implemented in
some of our markets, with others to follow in the foreseeable
future.
BMW Group Report 2021
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Products and Mobility Solutions
To Our Stakeholders
← = Q
BMW Group Report 2021
ACTION
ANDINFRASTRUCTURE
CLIMATE
QINDUSTRY INNOVATION
W
AND WELL-BEING
52
3 GOOD HEALTH
[Digitalisation - an opportunity for innovation and
Remuneration Report
53
The BMW Group has already offered automated remote soft-
ware upgrades to more than four million of its vehicles, and cus-
tomers have successfully installed them more than 2.3 million
times. Read more in our online special. Online Report
Some 30 BMW models are currently upgradeable, which means
that suitable vehicles can receive the latest software upgrades
"over the air". These remote software upgrades provide BMW
vehicles with improvements as well as new digital products and
services and keep the software up to date.
REMOTE SOFTWARE UPGR
Drive technologies of the future
The BMW Group also focuses on the needs and wishes of its
customers worldwide when developing its drive technolo-
gies. For this reason, we are constantly enhancing our exist-
ing drive technologies in the interests of efficiency, decar-
bonisation and resource conservation. At the same time, of
course, the BMW Group is researching new drive technolo-
gies with the aim of preparing them for series production. 1]
Liptond
customer orientation
MPZ 1869
REMOTE SOFTWARE UPGRADES
period under report. For example, the My BMW app now also
includes a digital tyre diagnosis feature that uses artificial
intelligence to assess the condition of the vehicle's tyres.
The MINI app now enables users to access a broader range
of services, including booking appointments and paying for
services contactlessly. In an optionally available service
video, they can find out about the vehicle check or opt for a
variety of services. Innovative digital solutions are also de-
ployed in other areas of the BMW Group, such as in
production or development scenarios. When it comes to
maintaining production systems, we are switching to what is
known as a predictive maintenance strategy. With the help of
sensors, cloud-based data analysis and artificial intelli-
gence, the system assesses when a particular piece of
equipment needs to be serviced in order to prevent unneces-
sary production downtime. The technology allows mainten-
ance to be planned and components to be replaced before
they actually break down.
Digitalisation also enables innovations, simplifications and
advances outside the vehicle. The My BMW app and the
MINI app for smartphones have been available since 2020.
They provide a connection from wherever the user is located
to the vehicle - or to the service partner if required. Both
apps were equipped with additional new features during the
In autumn 2021, with the launch of the new, all-electric BMW
iX, the BMW Group simultaneously introduced its new BMW
Operating System 8 as well as a new display and control
system. The principal design focus was on clarity and
straightforward, intuitive usability. The large BMW curved
display enables drivers to customise the content of their dis-
play via a touchscreen. Buttons and switches have been re-
duced to a necessary minimum.
Remote software upgrades also provide BMW owners with
the option to tap into new digital business models such as
"functions on demand". Customers can either purchase
additional functions or simply order them for a specific
amount of time. The response to these offers has already
been highly positive. 7 Online Report
Furthermore, digitalisation is a vital key to keeping our ve-
hicles "fresh" throughout their entire life cycle. Since the
launch of Operating System 7 in 2018, remote software up-
grades have become a reality for BMW automobiles.
XDrive
recycled and recyclable. This design study points
to what is conceivable as we move forward. ]]
[100 %
7 SASB-Index
Electric Mobility
59
Carbon Emissions and Pollutants
56
Innovation and Customer Orientation
51
62
PRODUCTS AND MOBILITY SOLUTIONS
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
Combined Management Report
Products and Mobility Solutions
To Our Stakeholders
← = Q
Mobility Concepts and Services
65
Product Safety and Data Protection
Efficient urban mobility is another strategic focus reflected in
the vision and concept vehicles that the BMW Group pre-
sented in 2021. The Group also demonstrated its ability to
develop innovative solutions with design studies such as the
7 BMW Motorrad Vision AMBY and the BMW i Vision AMBY two-wheel-
ers. Powered by smart speed and drive system controls, they
can be used both on the road and on cycle paths. The 7 MINI
Vision Urbanaut shows a facet of the automobile that goes far
beyond its core purpose as a means of mobility and can be
used in a highly flexible manner. 1]
The BMW Group and its brands are well-known for their
emotive, forward-thinking design. In the course of the re-
porting year we also focused on another key facet of our
work: circular design. At the IAA Mobility in September 2021,
design geared to promoting sustainability and driven by the
circular economy concept 7 Circularity as a Strategic priority found its
expression in the BMW i Vision Circular. The design of this vision
vehicle has been optimised for closed material loops and
shows what a vehicle can look like that is not only made of
100% recycled materials, but is, in fact, itself fully recyclable.
Circular design - a topic shaping the future
[[An innovation only differs from a mere idea or an invention
when successfully applied to create new products, services
or processes. In this particular sense, innovation within the
BMW Group is inextricably linked with the concept of cus-
tomer orientation. During the year under report, innovations
again led to processes being optimised, products improved,
and new technologies introduced that make everyday life
easier for our customers. We see the future as electric, digital
and circular.
CUSTOMER ORIENTATION
INNOVATION AND
7 Range of reliable charging services ]]
charging points available to customers in Europe
with the BMW and MINI Charging Cards.
"> 250,000
electrified vehicles delivered by the BMW Group
in 2021 more than twice as many as in 2019.
7 Broader offering
328,314
decrease in carbon emissions on average per
vehicle over its entire life cycle compared with
2019 that is our target by 2030.
Decarbonisation targets
> 40%
AT A GLANCE
PRODUCTS AND MOBILITY SOLUTIONS
51
Other Information
Worldwide culture of innovation
[The BMW iX5 Hydrogen is powered by fuel cells that stem
from the Group's development cooperation with the Toyota
Motor Corporation. However, the fuel cell stack and the over-
all drive system are being developed in-house by the
BMW Group. The collaborative project, which began in 2013,
aims to optimise the everyday suitability of fuel cell technol-
ogy and its use in each company's own production vehicles.
The BMW Group has the clear ambition not only to comply
with statutory carbon emissions limits worldwide, but also
to significantly undercut them wherever possible. At the
same time, we support the development of harmonised reg-
ulations both nationally and internationally. Comparable
regulations in major markets create reliable, predictable
framework conditions that make a key contribution to com-
batting climate change and improving air quality. We ad-
dress the opportunities and risks associated with increas-
ingly strict carbon emissions regulations as part of our
7 climate-related risks. TCFD-Index
The BMW Group supports the proposal published by the EU
Commission in the year under report for implementing the
EU's 2030 climate protection target. The associated goals of
Fit for 55 largely coincide with those of the BMW Group.
Moreover, we are closely monitoring regulatory develop-
ments in the USA. In 2020, the BMW Group entered into a
voluntary agreement with the US state of California to reduce
its fleet emissions. The bilateral agreement is applicable for
all new BMW Group vehicle registrations in every state of the
USA. In 2021, the US government announced plans to intro-
duce tougher fleet fuel consumption targets at national level.
The BMW Group also intends to comply with these future
requirements. The US federal requirements regarding Green-
house Gas Emissions (GHG) generated by vehicle fleets and
the Corporate Average Fuel Economy (CAFE) regulations are
applicable in this case.
Designing conventional drive systems for greater
efficiency and lower emissions
The BMW Group expects state-of-the-art, highly efficient
combustion engines to continue playing a vital role. As part
of our Efficient Dynamics approach, we will therefore con-
tinue to work on further reducing the fuel consumption of
conventional drive systems in the coming years, thereby in-
creasing their efficiency. 7 SASB-Index
Technological improvements
The BMW Group has been implementing its Efficient Dy-
namics package of technological measures across its entire
fleet since 2007. The package comprises a range of coordi-
nated measures designed to reduce fuel consumption. We
will continue to pursue this strategy with innovative ap-
proaches to the use of internal combustion engines, aerody-
namics and lightweight construction. The broader use of 48-
volt technology is a key component in this regard. 48-volt
recuperation systems gather the energy recovered during
braking to supply the vehicle's electrical system and gener-
ate additional power, which reduces fuel consumption and
therefore carbon emissions. In the EU, apart from our
all-electric and plug-in hybrid models, we are also offering a
wide range of new models featuring a 48-volt recuperation
system. As from 2022, our modular motors will be fitted with
the second, even more efficient generation of 48-volt tech-
nology. The continued further development of energy man-
agement technologies in our vehicles, supplemented by oth-
er measures such as switching to highly efficient tyres,
should ensure even greater efficiency and optimise fuel con-
sumption. 1]
1 Average volume-weighted fleet emissions including regulatory credit factors (EV
multipliers, credits advanced technologies) of 21.6 g CO2/km according to USC
(United States Combined).
2 Average volume-weighted fleet emissions including regulatory credit factors of
8.83 g CO2/km (off-cycle technologies, NEV multiplier, phase-in) according to
WLTC (Worldwide Harmonized Test Cycle under China-specific test road conditions).
3 The figures are determined using a new calculation method, which was applied
retroactively to the year 2019 (2019 prior to adjustment: 140 g/km; 2020 prior to
adjustment: 133 g/km). For the defintion see Glossary Carbon emissions of the
new vehicle fleet worldwide incl. upstream emissions.
4 The well-to-wheel method takes into account the entire impact chain relating to
the movement of vehicles. The method covers everything from the generation and
provision of fuel to its conversion into energy and thus also takes into account the
environmental impact of producing the required fuel. For example, the BMW Group
takes the IEA Energy Report as the basis for calculating emissions in the upstream
value chain (Provision of electrical energy).
59
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
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Group Financial Statements
Corporate Governance
Remuneration Report
[Legal framework
The BMW Group's global carbon fleet emissions³ averaged
197.9 g CO2/km³ in the year under report (2020: 212.4g
CO2/km). The figure represents a reduction of 9.4% com-
pared with the 2019 baseline. When calculating these emis-
sions, the BMW Group takes into account the average fleet
carbon emissions in the EU, the USA and China and stand-
ardises them according to WLTP. Accounting for more than
80% of BMW Group deliveries overall, these three core mar-
kets and regions are a reliable basis for calculating fleet car-
bon emissions worldwide. In line with the SBTI, we add 10%
to the figures calculated to cover any possible differences
between the figures according to WLTP and actual emis-
sions. The figure also includes the upstream supply chain
emissions generated by energy sources (fossil fuels and
electricity) in accordance with the well-to-wheel approach.4
7 GRI-Index: 305-5
Fleet emissions in the USA, China and worldwide
In the USA, average fleet emissions¹ for model year (MY]
2021 were calculated at 134.0 g CO2/km for passenger cars
(MY 2020: 155.7 g CO2/km) and 150.1 g CO2/km for light
trucks (MY 2020: 185.6 g CO2/km). Volume-weighted fleet
carbon emissions in the USA averaged 140.9 g CO2/km (MY
2020: 166.8 g CO2/km) (BMW internal calculation). In the
2021 reporting year, legally permissible imputation factors¹
were included for the first time. For this reason, direct com-
parability with the previous year is not possible. In China, av-
erage fleet carbon emissions² were 163.0 g CO2/km accord-
ing to the new WLTC test cycle introduced in the year under
report (2020: 151.1 g CO2/km NEDC). Due to the change
of cycle, a direct comparison with the previous year is not
possible.
← = Q
JOINING THE INITIATIVE BUSINESS AMBITION
FOR 1.5°C
In line with the targets set at the Paris Climate Agreement, the
BMW Group wants to make its contribution to limiting global
warming. We are demonstrating this commitment with our me-
dium- and long-term plans for decarbonisation. To emphasise
our intention, during the year under report we became the first
German automotive manufacturer to join the Business Ambi-
tion for 1.5°C initiative of the SBTi. The campaign brings together
companies that have set themselves the target of net zero emis-
sions in line with the SBTI and are thus following a long-term
1.5 degree pathway. By joining the initiative, the BMW Group is
also part of the international Race to Zero campaign organised
by the United Nations. With this move, we also want to motivate
other companies to take ambitious steps to protect the climate.
1 Excluding carbon emissions relating to disposal.
2 Scope 3 in this case includes emissions from logistics, business travel, employee
commuting, upstream supply chain, use phase and waste disposal.
3 Due to the broader extent of reporting on Scope 1 and Scope 2 emissions at BMW
Group locations and the changed method for calculating Scope 3 downstream
emissions in the use phase, the previous year's figures have been adjusted to
enable better comparison.
" EU-27 countries including Norway and Iceland.
5 WLTP stands for the new Worldwide harmonized Light vehicles Test Procedure.
Since 2021, the EU Commission has used this procedure as the basis for calculating
fleet carbon emissions.
6 This is a preliminary internal calculation with a potential variation of
+/- 0.5 g CO2/km, as official registration figures have not been provided by the
authorities of all EU states. The EU Commission is not expected to publish official
figures until November 2022.
Other Information
7 To improve comparability of the previous year's figures with those of the current
year under report, the 2020 NEDC figures have been converted to WLTP after ad-
justment for the applicable flexibilities - specifically, from 99 g CO2/km according
to NEDC (incl. 5 g CO2/km phase-in, 7.5 g CO2/km supercredits and 2.4 g CO₂/km
eco-innovations) to 135 g CO2/km according to WLTP (excluding flexibilities). In
2020, a phase-in regulation was accepted, as was the recognition of supercredits.
As of 2021, these two simplifications no longer apply for the BMW Group.
87 Consumption and carbon emissions data
58
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Products and Mobility Solutions
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
8
As from 2021, average fleet CO₂ emissions in the EU4 must
be reported according to the new WLTP5 type test cycle. In
the year under report they totalled 115.9 g CO2/km, taking
regulatory requirements into account. We have thus signifi-
cantly reduced fleet carbon emissions compared with the
previous year (2020: 135 g CO₂/km 6,7). We were significantly
below the limit of 125.8 g CO2/km applicable for the
BMW Group by 9.9 g CO2/km. The reduction is therefore in
line with the trend seen in previous decades, driven by the
increasing electrification of our vehicle fleet and continuous
improvements in the efficiency of our internal combustion
engines. On this basis, we continue to work unabated to fur-
ther reduce greenhouse gas emissions going forward.
7 GRI-Index: 305-5
← = Q
Since the early 1990s, the BMW Group has significantly re-
duced the level of regulated pollutant emissions generated
by its vehicles, such as nitrogen oxides (NOx), carbon mon-
oxide (CO) and particulate matter (PM), by deploying new
technologies and continually improving existing ones. Be-
tween 1992 and 2021, in Europe alone we reduced the rele-
vant exhaust emissions of our new fleet of diesel cars in line
with Euro 1 to Euro 6d exhaust standards by more than 90%
compared to the level recorded prior to their introduction.
Measures aimed at minimising air pollution have made a
significant contribution to these achievements. All
BMW Group vehicles offered for sale during the year under
report meet the current Euro 6d emissions standard in the
European Union as well as similar regulations in Switzer-
land, Norway, the United Kingdom and Iceland.
[Broader offering
The BMW Group's range of electrified products consists of
purely battery electric vehicles (BEV¹) and plug-in hybrid
models (PHEV²).
Apart from the established all-electric BMW i3, MINI Cooper
SE6 and BMW iX36 models already available, two key inno-
vation drivers were added during the year under report - the
BMW X6 and the BMW i46. Over the next two years, the
all-electric versions of the BMW 7 Series, the BMW X1, the
high-volume 5 Series and the MINI Countryman are set to
follow, as will the all-electric Rolls-Royce Spectre. From
2025, we will be rigorously taking the core BMW brand into
a new all-electric dimension with the 7 Neue Klasse.
During the year under report, the BMW Group also added
further engine variants to its PHEV model range with the
BMW 320e6 and the BMW 520e6. Including these innov-
ations, we are currently offering 17 plug-in hybrid basic mod-
els in a total of 83 markets worldwide. With innovations
such as the BMW eDrive Zone, extensive charging options and
increased ranges, we are enabling drivers of plug-in hybrids
to travel electrically as often and over as long a distance as
possible. The BMW 2 Series Active Tourer compact plug-in
hybrid model will be launched in 2022 and capable of trav-
elling up to 80 kilometres (WLTP4) purely on its own battery
power. 1]
In 2021, the BMW Group delivered a total of 328,314 all-elec-
tric and plug-in hybrid vehicles (2020: 192,6625] to custom-
ers, around 104,000 of them with all-electric drive systems,
thus surpassing our self-imposed target of more than doub-
ling our sales of electrified vehicles compared with the 2019
figure (146,158 units). Therefore, at the end of 2021, more
than one million BMW Group vehicles with fully electric or
plug-in hybrid drive systems were on the road worldwide
(Automotive segment). In the year under report, the percentage
share of electrified vehicles to total BMW Group deliveries
reached 13.0%.
[[Increasing range to suit customer needs
The BMW Group assesses the increase in electric vehicle
ranges from various points of view. We are not aiming to pro-
vide the technically greatest possible range across all vehicle
segments as a matter of pure principle. It is far more important
to adapt the range to suit the intended use of each individual
vehicle. At the same time, we also need to consider the eco-
logical impact, as a longer range means larger and therefore
heavier high-voltage batteries. This relationship has a direct
effect on resource consumption, the environmental footprint
of the respective supply chain, and vehicle weight, which in
turn has a significant influence on the overall consumption of
a given vehicle.
For these reasons, the MINI Cooper SE6 is designed for ur-
ban driving and has a range of more than 200 kilometres
(WLTP4), in line with customer requirements. The new BMW
iX and i4 models are designed for covering long distances of
around 600 kilometres (WLTP4) on just one charge. In view
of the customer and usage profiles of both vehicles, we con-
sider these ranges to be optimal. Fully electric vehicles will
be capable of achieving ranges of more than 600 kilometres
(WLTP4), depending on vehicle size and type, as the use of
electric mobility continues to become more widespread.
Hydrogen
Our customer-oriented technological diversity approach also
includes the further development of fuel cell technology, for
which we see considerable potential, depending on the seg-
ment. We see electric drive systems that use hydrogen as an
energy storage system as a complementary addition to bat-
tery electric mobility and as an opportunity to reduce carbon
emissions at an even faster rate. In this context, we present-
ed the BMW X5 Hydrogen at the IAA Mobility 2021.
We are also driving hydrogen fuel cell technology forward at
a higher level. For example, we are involved in worldwide or-
ganisations and associations, such as the 7 Hydrogen Council.
As an associated partner of H2 Mobility Deutschland GmbH, the
BMW Group supports the establishing of infrastructure re-
quired for hydrogen-powered vehicles. In this context, the
BMW Group welcomes the call in the EU's Fit for 55 legisla-
tive package to establish a basic infrastructure of 700-bar
hydrogen refuelling stations.
Expanding charging infrastructure and enabling faster
charging
An expanded, customer-friendly charging infrastructure will
pave the way for the rapid and widespread use of electric
mobility. For this reason, the BMW Group is committed to
creating standardised framework conditions and services
that enable easy charging. 1]
1 Battery electric vehicle.
2 Plug-in hybrid electric vehicle.
3 All performance and body variants are counted as basic models. Specifically, these
are the following: BMW 225xe*, BMW 320e*, BMW 320e Touring*, BMW 330e*,
BMW 330e Touring*, BMW 520e*, BMW 530e*, BMW 530e Touring*, BMW 545e*,
BMW 545e Touring*, BMW X1 xDrive25e*, BMW X1 xDrive25Le* (China only), BMW
X2 xDrive 25e*, BMW X3 xDrive30e*, BMW X5 xDrive 45e*, BMW 745e/Le/Le
xDrive* and MINI Cooper SE Countryman ALL4*.
"Range calculated on the basis of the new WLTP test cycle (Worldwide Harmonized
Light Vehicles Test Procedure). The actual range achievable depends on a variety
of factors, including personal driving style, route characteristics, the outside tem-
perature, heating, air conditioning, preheating and precooling. Provisional figure
5 Vehicle delivery figures presented for the year 2020 are not directly comparable
with those of previous years. See sales figures for deliveries in the section "Com-
parison of Forecasts with Actual Outcomes" for further information.
67 Consumption and carbon emissions data.
← = Q
Other Information
Remuneration Report
Corporate Governance
Nitrogen oxide levels are a crucial factor determining the
quality of air in towns and cities. With this point in mind,
since mid-2018 the BMW Group has been using a highly ef-
fective combination of a NOx storage catalytic converter
(NSC) and a selective catalytic reduction (SCR) system with
urea injection (AdBlue) in all diesel-powered BMW vehicles
as well as in the larger MINI diesel models. The efficiency of
exhaust gas after-treatment has been additionally boosted
by the use of an improved oxidation catalytic converter com-
bined with a two-stage SCR system. The new technology
has been available since 2020 with the revised generation of
six-cylinder diesel engines and is due to be rolled out across
the entire product range during the coming years. There
have already been noticeable reductions in NOx pollution
levels in German cities over the past few years, partially driv-
en by the ongoing renewal of the vehicle fleets of all automo-
tive manufacturers. ]]
7 GRI-Index: 305-7
ELECTRIC MOBILITY
[Electric mobility is one of the key topics shaping the future
of the BMW Group in terms of sustainable mobility. The in-
creasing number of electrified models and continuously
growing sales volume figures place the BMW Group firmly
among the leading providers of premium electric mobility
worldwide. We see electrification from a holistic point of view
and consider it essential to promote electric mobility by put-
ting in place the necessary charging infrastructure as well as
customer-friendly charging solutions. Accordingly, we are
continuously expanding our range of products and providing
a comprehensive range of charging products and services.
Driving electric mobility forward
Our electrified vehicles are making an essential contribution
to driving down fleet emissions and thus to meeting our am-
bitious strategic decarbonisation targets right across the value
chain. For this reason, we are systematically continuing to
electrify our model range as a vital ingredient of our product
strategy.
Drive system diversity
The BMW Group has always focused its business on the
needs of its customers, and our product portfolio amply re-
flects this enduring ambition. Leveraging the benefits of
scalable, modular design and the Group's flexible production
systems, customers can now choose between fully electric ve-
hicles, plug-in hybrids and efficient conventionally powered
models. A prime example of the freedom of choice our cus-
tomers enjoy is the BMW X3, which is the first model series
to be available as a plug-in hybrid*, a combustion engine
version (both diesel and petrol), and as a BMW iX3* with an
all-electric drive system.
[Pollutant emissions
By the year 2030, at least half
By offering parallel drive technologies, we are creating a
smooth transition to the future of electric mobility, while sim-
ultaneously making the best possible use of our existing re-
sources. At the same time, we are systematically continuing
to electrify our product range, driven by the dual forces of
growing customer demand and regulatory requirements. ]]
By 2025, the proportion of electrified automobiles in total
Group deliveries is projected to rise to at least 30%. By the
year 2030, at least half of the BMW Group's vehicle deliver-
ies worldwide are set to be fully electric models. Moreover,
we intend to put some ten million fully electric vehicles on
the road during the next ten years. [t By the early 2030s, the
BMW Group plans to offer only all-electric vehicles to its
MINI and Rolls-Royce customers. The fact that we are sys-
tematically electrifying both brands has to do with their typ-
ical user profiles, as MINIs are predominantly used for urban
driving, while Rolls-Royce cars are mainly used for shorter
distances. 1]
7 Consumption and carbon emissions data.
60
60
BMW Group Report 2021
To Our Stakeholders
← = Q
Group Financial Statements
of the BMW Group's vehicle
deliveries worldwide are set to
be fully electric models.
EU carbon emissions targets achieved
Combined Management Report
Products and Mobility Solutions
Decarbonisation during the use phase meets legal
requirements
← = Q
BMW Brilliance Automotive Ltd. (BBA) is a joint venture
founded in 2003 and owned equally by the BMW Group and
Brilliance China Automotive Holdings Ltd. (CBA). BMW Bril-
liance Automotive manufactures BMW brand models at an
engine plant and two automobile plants in Shenyang, China
(Liaoning Province). In February 2022, the BMW Group ac-
quired a further 25% of the shares in the BMW Brilliance
joint venture. Further information on the consolidation of
BMW Brilliance Automotive is available in the Notes to the
Group Notes to the Financial Statement.
Spotlight Automotive Limited (Spotlight), a joint venture be-
tween the BMW Group and the Chinese manufacturer Great
Wall Motors, will produce all-electric MINIs as well as electric
vehicles for Great Wall Motors. Established in December
2019, the joint venture also includes the collaborative devel-
opment of battery electric vehicles. The construction of a
production plant in Zhangjiagang (Jiangsu Province) is
meanwhile in the advanced stages. With this collaboration,
the BMW Group is stepping up its commitment in China and
significantly increasing its production capacities.
Since the BMW Group, Daimler and Audi acquired the HERE
mapping service in 2015, the three partners have been work-
ing on developing high-precision digital maps that can be
linked to real-time vehicle data. The maps form the basis for
the next generation of location-related services, thereby
marking another key step in the evolution of individual mobil-
ity as well as building a solid foundation for developing new
assistance systems. HERE remains accessible as an inde-
pendent platform for the automotive industry as well as for
other partners. During the year under report, the location
data and technology platform had nine direct and indirect
shareholders, i. e. Audi, Bosch, the BMW Group, Continental,
Intel, Mitsubishi, Daimler, Nippon Telegraph and Telephone,
and Pioneer.
The BMW Group is a founding partner of the IONITY joint
venture, the aim of which is to establish a high-performance,
high-power charging network for electric vehicles right
across Europe. The joint venture represents a vital step to-
wards ensuring that electric mobility also becomes a con-
venient means of transport for long-distance travel, thus es-
tablishing it firmly on the market. The founding partners, i. e.
the BMW Group, Daimler AG, the Ford Motor Company and
the Volkswagen Group together with Audi and Porsche, all
participated in equal measure. In 2019, the Hyundai Motor
Group with its Hyundai and Kia brands joined as an addi-
tional partner. In the year under report, the existing partners
signed the inclusion of Blackrock as a further investor (clos-
ing after approval through anti-trust authorities). The move
will enable IONITY to further invest in consolidating and ex-
panding the fast charging network. Expanding charging infra-
structure and enabling faster charging
Under the brand name YOUR NOW, the BMW Group and
Daimler Mobility AG offer innovative, customer-friendly solu-
tions for business partners, cities, towns and municipalities
that are looking to make their mobility more efficient and
sustainable. The cooperation includes the joint ventures
FREE NOW (ride-sharing and multimodality), REACH NOW
(on-demand mobility and multimodality), SHARE NOW
(car sharing) and CHARGE NOW (charging). In 2021, the en-
ergy company bp also joined to become the third partner in
Digital Charging Solutions GmbH (DCS), which operates the
CHARGE NOW brand. Innovative mobility services on offer
In 2021, the BMW Group, together with the Ford Motor Com-
pany, Volta Energy Technologies and other investors, invest-
ed in Solid Power, Inc., one of the industry's leading develop-
ers of solid-state battery cells with high energy density that
can also be used to power electric vehicles. This investment
and the subsequent IPO provided Solid Power, Inc. with the
financial resources to secure its research and development
activities for the years to come.
Moreover, the BMW Group and Solid Power, Inc. have ex-
tended the development agreement that has been in place
since 2016; the BMW Group intends to purchase solid-state
battery cells from Solid Power, Inc. for use in a prototype
within the first half of the current decade.
Information on the overall scope of the BMW Group's re-
search and development activities is provided in the section.
7 Earnings performance
56
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Products and Mobility Solutions
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Other Information
Remuneration Report
Corporate Governance
Group Financial Statements
The carbon emissions generated during the use phase are
the subject of numerous regulatory requirements and also a
key parameter in our life cycle assessment. With the early
serial introduction of electrified vehicles since 2013 and the
fleet-wide use of innovative Efficient Dynamics technologies since
2007, we have continuously and permanently reduced both
vehicle fuel consumption and emissions. These two param-
eters form the basis for us for again meeting mandatory car-
bon emissions and fuel consumption requirements in the
year under report. SASB-Index
In order to build up an efficient hydrogen-based economy
and promote the production of green Hydrogen, the
BMW Group supports initiatives right across Europe.
Inspiration and cooperation
Good ideas often come into being when different partners
decide to work together. Accordingly, we focus on cooper-
ations in which the strengths of the BMW Group comple-
ment those of established partners and innovation drivers
such as start-ups. Using this approach, we are constantly
developing the innovative strength of the BMW Group.
Regional BMW Group Technology Offices are in search of
promising business partners worldwide in fields of innova-
tion such as sensor technology, artificial intelligence, bat-
tery technology, smart materials, natural user interfaces
and smart logistics. To maintain this network, the
BMW Group also holds an intensive dialogue with selected
colleges and universities. For example, numerous Group
employees also lecture at universities and higher education
institutions and a great many students come to the
BMW Group each year to complete an internship or write a
scientific thesis, enabling us to ensure the transfer of
knowledge between theory and practice and help train
highly qualified junior staff. 1]
QUANTUM COMPUTING
The BMW Group clearly sees quantum computing as a groundbreak-
ing technology of the future that has considerable potential for use in
a broad range of applications, such as for researching materials, in
the field of battery cell chemistry, or to power the future of automated
driving with quantum machine learning. However, it is still a long way
from achieving technological maturity and that's why it is particularly
important for us to provide the best possible support for cutting-edge
research and its transfer to industrial applications.
The BMW Group is one of ten German companies that formed the
Quantum Technology and Application Consortium (QUTAC) in June
2021. The aim of the consortium is to continue developing the existing
fundamentals of quantum computing to create truly usable industrial
applications.
← = Q
The Munich Research and Innovation Centre (FIZ) is the
main hub of the BMW Group's international network of re-
search and development locations. After the initial construc-
tion phase, the extension was first occupied in autumn 2020,
the new driving simulation centre was also put into oper-
ation during the year under report. In five of a total of 14 sim-
ulators and usability labs, LED walls are deployed to create
a virtual environment for development purposes, to enable
more realistic representations than previous projection
systems.
In June 2021, the BMW Group and the Technical University of Munich
(TUM) jointly announced the establishment of the endowed chair for
Quantum Algorithms and Applications. The move was followed in
November 2021 by an agreement with RWTH Aachen University also
aimed at supporting research into quantum computing. Both of these
collaborations are intended to build a bridge between basic research
and industrial application.
In July 2021, the BMW Group launched the BMW Group Quantum Com-
puting Challenge crowd innovation initiative in collaboration with
Amazon Web Services Inc. Researchers, start-ups and companies
alike are called upon to develop innovative quantum algorithms that
serve as solutions to one of four industrial challenges that were an-
nounced. The winners will be invited to implement the selected pilot
projects together with the BMW Group as their customer.
Cooperations and partnerships
In order to maintain its long-term success, the BMW Group
enters into targeted cooperations and partnerships, not only
with companies from the automotive industry, but with tech-
nology leaders from other sectors as well. The aim of co-
operating with external partners is to pool our common ex-
pertise and implement innovations as swiftly as possible.
Some of the BMW Group's major collaborations and invest-
ments are listed below:
55
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Products and Mobility Solutions
The global dialogue with start-ups is another important
means for us to bring new impulses into the Company. The
dialogue is based on three key pillars: BMW i Ventures through
which we invest in technology start-ups, the Accelerator
URBAN-X start-up, which was initiated by the MINI brand and
CARBON EMISSIONS AND
POLLUTANTS
focuses on life in the city, and the BMW Startup Garage, which
represents the third and final pillar. In May, the BMW Group
opened a so-called "incubation site" in Shanghai in cooper-
ation with Alibaba Cloud. This joint innovation base aims to
help Chinese tech start-ups scale their innovations.
Decarbonising across the entire life cycle
Remuneration Report
Other Information
← = Q
With the even more ambitious target of reducing carbon
emissions during the use phase by more than 50%, the
overall view over the complete life cycle¹ of a vehicle by 2030
results in an average carbon emissions reduction of at least
40%. By 2050, we intend to achieve net zero in terms of our
carbon emissions across the entire value chain. As of the
year under report, we made the remaining carbon emissions
generated at our own plants and locations completely car-
bon-neutral through the use of voluntary offsetting certifi-
cates. Compensation of site-related carbon emissions
[ THE BMW GROUP'S CARBON FOOTPRINT
(ABRIDGED VERSION)³
in t CO₂ / CO₂e
TOTAL EMISSIONS
Scope 1
Corporate Governance
Scope 2
For definition, Glossary: Carbon emissions Scope 1 to Scope 3
122,539,929
699,713
134,849
121,705,368
2020
118,491,889
678,967
130,090
117,682,832
For a detailed version, see 7 Carbon footprint of the BMW Group in "Further GRI information" ]]
M.VE 2918
[ Mitigating the impact of climate change is one of the great-
est challenges of our time and requires a massive effort, not
only on the part of society as a whole, but also from policy-
makers and the business community. The BMW Group is
also involved in these endeavours. By 2050, we intend to
achieve the target of net zero in terms of our emissions
across the entire value chain. With this aim in mind, in 2020
the BMW Group set itself ambitious, science-based targets
for the year 2030, which have been validated by the Science
Based Targets initiative (SBTI). We intend to achieve these
targets by further reducing the carbon footprint and pollutant
emissions of our vehicles, as we have done in the past.
[ Following the overall drop in carbon emissions one year
earlier due to the coronavirus pandemic, the figure rose
again by around 3% to approximately 123 million tonnes in
the year under report, mainly driven by renewed growth in
production volume. Nonetheless, carbon emissions are 8%
down overall compared to the base year 2019, mainly due to
lower average fleet emissions worldwide. 1]
Scope 32
Group Financial Statements
2021
To Our Stakeholders
Holistic management system
The BMW Group is pursuing a clear strategy of decarbonisa-
tion across the entire life cycle of its vehicles and has defined
specific targets in order to do so. With this holistic approach,
we are moving forward on a path in line with the climate pro-
tection targets designed to limit global warming enshrined in
the Paris Climate Agreement.
Combined Management Report
Products and Mobility Solutions
The BMW Group intends to leverage its holistic manage-
ment system to substantially improve its carbon footprint
from one vehicle generation to the next across the entire
life cycle. In view of the increasing electrification, it is par-
ticularly important to be aware that although the trend
reduces carbon emissions during the use phase. It in-
creases them at the same time in the supply chain. The
reason for this lies primarily in the carbon-intensive com-
ponents needed to power electric mobility, such as
high-voltage batteries in particular. With this point in
mind, the BMW Group defines specific decarbonisation
targets for all its vehicles right from the outset. The targets
encompass the supply chain, production and the subse-
quent use of the vehicle by the customer. Our system for
7 measuring performance enables us to ensure that these tar-
gets are implemented both rigorously and consistently
throughout the entire Group. The strategy allows us to
take our decarbonisation targets into account right from
the product development stage as well as market-related
requirements for our vehicle fleet at the same time. We
manage the implementation of our targets and the as-
sessment of progress during the development process
with the help of a carbon footprint based on ISO stand-
ards 14040 and 14044.
Measurable, science-based targets that initially extend to
2030 form the basis for our decarbonisation strategy and for
this reason we have joined the SBTi. The use of sci-
ence-based targets makes the measurability of our targets
transparent and at the same time ensures that they are in
line with the latest scientific findings. ]]
We have set ourselves the following decarbonisation targets¹
to be achieved by 2030 (base year 2019). These targets were
notified to the SBTI and validated in 2020.
An average of 80% carbon reduction at our own produc-
tion sites and locations (Scope 1 and 2) per vehicle pro-
duced. Decarbonisation at BMW Group locations From 2021,
carbon emissions in accordance with Scope 1 and 2 include
not only production-specific emissions, but also those
generated at locations not directly related to production.6
An average of at least 20 %² carbon reduction in the sup-
ply chain (Scope 3 upstream³) per vehicle produced. This
data also provides us with a scientifically tested and con-
firmed target for reducing carbon emissions in the supply
chain. Reducing carbon emissions in the supply chain
Decarbonisation targets across the value chain
1 Scope 3 emissions generated by the upstream value chain, logistics services and
well-to-tank emissions are stated in carbon equivalents. When measuring Scope 1
and Scope 2 emissions and the further Scope 3 emissions, climate-impacting
gases apart from carbon dioxide have been ignored.
2 Figure rounded for simplification purposes. The target validated in conjunction with
the SBTi is 22%.
BMW Group Report 2021
3 Categories included under Scope 3 upstream according to the Greenhouse Gas
Protocol: 1. Bought-in goods and services and 4. Transport and distribution.
Carbon footprint
"Based on the well-to-wheel method, which in addition to the tank-to-wheel
approach also takes into account the generation and supply of fuel and thus the
entire impact chain relating to the driving of vehicles.
5 Categories included under Scope 3 downstream: Use phase Carbon footprint.
6 For comparison purposes, the figures for 2019 (base year) and 2020 have been
adjusted accordingly.
Carbon reduction during the use phase (Scope 3 down-
stream) by an average of at least 50% per kilometre
driven. Thus we again significantly raised the original tar-
get of more than 40% that we had set ourselves. The
main reason for this is the dynamic growth in demand for
our electrified vehicles. Electric mobility, 7 Automotive segment
The adjusted target of 50% has been submitted and
successfully validated by SBTi in february 2022.
57
57
- 8.3
199,991
183,485
5.5
Change in %
20.0
244,734
361,365
433,810
191,604
2021
2020
231,970
200,968
61,580
186,883
175,984
6.2
151,154
143,758
5.1
50,760
21.3
24,624
25,752
- 4.4
Born (VDL Nedcar)³
8,472
-4.7
Dadong (BBA)²
Remuneration Report
San Luis Potosí
6,228
BMW 5 Series, BMW X3; BMW iX3*
BMW 1 Series, BMW 3 Series, BMW X1, BMW X2
BEV, PHEV
PHEV
69
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Production, Purchasing and Supplier Network
Group Financial Statements
Corporate Governance
Other Information
← = Q
Tiexi (BBA)²
The BMW Group's production network also includes engine
plants in Hams Hall (UK), Munich (Germany), Steyr (Austria)
and Shenyang (China), as well as component plants in Ei-
senach, Landshut and Wackersdorf (Germany) and Swindon
(UK). By 2024, the BMW Group intends to concentrate its
production in Europe of combustion engines at the Steyr and
Hams Hall plants.
The coronavirus pandemic had a lower impact on BMW Group
production volumes than one year earlier. However, the limit-
ed availability of semiconductor components led to adjust-
ments in the production programme. Despite these chal-
lenges, the BMW Group achieved significant year-on-year
growth during the reporting period with a production volume
of 2,461,2691 BMW, MINI and Rolls-Royce brand vehicles
(2020: 2,255,6371 units; +9.1%), comprising 2,166,6441
BMW (2020:1,980,740¹ units; +9.4%), 288,713 MINI (2020:
271,121 units; +6.5%) and a record number of 5,912 Rolls-
Royce (2020: 3,776 units; +56.6%) brand vehicles. In the
reporting year 2021, the number of electrified vehicles pro-
duced grew by 51% to 341,097 units (2020: 225,604 units).
With 187,500 units produced (2020: 168,104 units), BMW
Motorrad recorded growth of 11.5 % year-on-year.
BMW GROUP AUTOMOBILE PRODUCTION BY PLANT
in units
Spartanburg
Dingolfing
Regensburg
Leipzig
Oxford
Munich
Rosslyn
Rayong
Chennai
Araquari
Goodwood
Significant growth in production volume
36.0
Remuneration Report
8,400
70
70
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Production, Purchasing and Supplier Network
Corporate Governance
Other Information
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Restructuring production for electric mobility
The BMW Group already manufactures automobiles with
all-electric or plug-in hybrid drive systems at 13 locations*
across its worldwide production network. All-electric mod-
els are already part of the production programme in Dingolf-
ing, Leipzig, Munich, Oxford and Shenyang, including the
BMW iX produced in Dingolfing and the BMW i4, which has
been manufactured at the Munich plant since the year
under report.
By the end of 2022, every production plant in Germany shall
have the capacity to manufacture at least one all-electric
model. From the middle of the decade, the 7 Neue Klasse will
also feature a cluster architecture consistently geared to pro-
ducing electric drive systems. The new architecture will be
deployed for the first time at the Group's new plant in Debre-
cen, Hungary, as well as at the Munich plant, and will be
gradually transferred to the BMW Group's global production
network in the coming years.
Component production for electrified vehicles
The Dingolfing plant now plays a leading role as a compe-
tence centre for electric drive systems, producing battery
modules, high-voltage batteries and fifth-generation electric
motors, which are also produced at the Landshut plant. The
BMW Group plants in Spartanburg (USA) and Shenyang
(China) also make high-voltage batteries. The Leipzig plant
began manufacturing battery modules and other battery
components during the year under report. The Regensburg
plant also began producing battery components during the
same period. In Thailand, the BMW Group collaborates with
a partner that makes high-voltage batteries for electrified ve-
hicles that are produced locally.
* BMW Group production sites, including contract manufacturing at Magna Steyr
Fahrzeugteile (Austria), VDL Nedcar (the Netherlands) and Inokom Kulim (Malaysia).
Developing expertise for battery cell production
The approval process for the planned pilot plant in Parsdorf
near Munich for near-series battery cell production came
closer to completion during the year under report. The
BMW Group intends to further optimise the production of
battery cells at the Parsdorf plant in terms of quality, perfor-
mance and costs. Since 2019, we have been pooling our
knowledge at the Battery Cell Competence Centre in Munich.
The entire value chain of battery cell technology is concen-
trated at the Centre, including research and development,
the composition and design of the battery cell and industrial
producibility.
CIRCULAR ECONOMY,
RESOURCE EFFICIENCY
AND RENEWABLE ENERGY
[[ Circularity is one of our key strategic priorities. The in-
creased use of secondary raw materials is a cornerstone of
the BMW Group's long-term decarbonisation strategy. We
also see the circular economy concept as an important factor
in our efforts to significantly mitigate the social and environ-
mental impacts of mining and processing primary raw ma-
terials. The use of secondary materials also has economic
benefits, as it conserves primary raw materials. Circularity
calls for a holistic strategic approach, beginning at the product
design stage and encouraging the increased use of second-
ary raw materials in our supply chain as well as the recycling
of BMW Group vehicles at the end of their life cycle. At the
same time, in our own production cycles we are systematically
pursuing the strategy of conserving resources, improving
energy efficiency and continuously cutting emissions.
Since 2019, we have been
building up relevant knowledge
in this field at the Battery Cell
Competence Centre in Munich.
Circularity as a strategic priority
The responsible and efficient use of resources is of great im-
portance to the BMW Group, which takes a targeted ap-
proach to the circular economy concept based on the four
principles Re:think, Re:duce, Re:use and Re:cycle.
We are working hard to further integrate the principle of cir-
cularity in all our processes. However, the availability of
high-quality secondary raw materials is currently limited and
in some cases insufficient to meet demand. Depending on
material requirements, adequate amounts of secondary ma-
terial are not yet available for every application. As part of its
efforts to meet these challenges, the BMW Group is working
together with its partners to form closed material loops in the
automotive industry. In collaboration with BASF and the
ALBA Group, we are currently testing improved methods of
recycling automotive plastics as part of a pilot project.
7 Online-Report
From product development to recycling
The efficient use of resources needs to be considered right
from the outset, not only during the design process, but also
later at the product development stage, and is therefore an
essential requirement. The BMW Group aims to design its
vehicles so that as many material cycles as possible are
closed. We summarise this principle under the concept of
circular design. With the BMW i Vision Circular, we have
shown that we are taking a critical look at the trend towards
increasingly complex composites of materials and analys-
ing new approaches to using compounds of (mono)mater-
ials (Innovations). ]]
Electrification
3 Contract manufacturing.
2 BMW Brilliance Automotive Ltd., Shenyang joint venture.
venture (2021: 700,777 units; 2020: 602,935 units).
1 Includes vehicles produced by the BMW Brilliance Automotive Ltd., Shenyang joint
20.3
5,912
3,776
56.6
69,149
56,081
23.3
335,311
311,137
7.8
365,466
291,798
25.2
10,104
105,214
- 16.3
Graz (Magna Steyr)³
54,547
35,747
52.6
Partner plants
29,220
26,256
11.3
Total
2,461,269
2,255,637
9.1
125,666
Production programme 2021
← = Q
China
[ Digital connectivity and automation
Automated features and digitally connected vehicles can
help reduce emissions, the risk of accidents and traffic con-
gestion. Since 2017, the Group has been pooling the devel-
opment of assistance and automation functions at the Au-
tonomous Driving Campus, located just north of Munich. It
also operates research facilities in both China and the USA,
the BMW Group's two largest markets in terms of traffic-re-
lated as well as traffic law specifics, the very beginning. In
order to develop new technologies to maturity for series pro-
duction and expand our testing capacities, we are currently
building a new test site in the Czech Republic.
← = Q
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BMW Group Report 2021
64
49
Sensor-setup for parking
Sensor-setup for driving
Short range
radars.
sensors.
Ultrasonic
O
Surround
view cameras.
M&DI 270E
(300 m).
radar
Full range
view camera.
Surround
Front
camera (8 Mpi).
public charging points in 30 countries. ]]
360,000
[[The DCS offering includes
The recently opened Driving Simulation Centre in Munich is unique
worldwide. Visitors can virtually test driver assistance systems and
automated driving functions that realistically simulate the product
requirements of the future.
Since 2021, the Munich-based research project TEMPUS*, in
which the BMW Group is participating, has been following up
questions relating to technical feasibility. The project also aims
to assess the acceptance of automated traffic systems among
the general public.
and autonomous driving. A large number of Al-based applications
are currently in use and being tested under everyday conditions.
Automated driver assistance functions are being rigorously devel-
oped at more than 12 locations worldwide (including test sites) in
order to allow for local circumstances such as regulatory, road and
climatic conditions. Regionally differing customer requirements also
play a key role.
With the all-electric BMW iX, which was launched in 2021, we
are also offering state-of-the-art driver assistance systems.
The BMW iX is the first BMW Group vehicle to feature auto-
mated driving and parking functions from a new modular tech-
nology toolkit that will be deployed across the entire product
portfolio from next year.
Safety of automated and smart systems
The BMW Group provides its customers with extensive infor-
mation on the correct use of its products and services. Infor-
mation on safety, the proper use of its vehicles, and health
protection is available in the integrated operating instruc-
tions in printed form, online, or via an app. The information is
supplemented by notes and background tips on services,
accessories and the vehicle's various components. ]]
Customer awareness and empowerment
the same time, we are working to reduce emissions in the
vehicle interior to an absolute minimum. All BMW, MINI and
Rolls-Royce vehicles are equipped with passenger compart-
ment air filters as standard, reliably filtering out pollutants
and particles such as dust or pollen from the outside air. In
2020, the BMW Group fitted passenger compartment air fil-
ters with nanofibre filter technology, which keeps certain micro-
bial particles and allergens from entering the vehicle's interior.
Since 2021, we have been gradually introducing this technol-
ogy in a range of other BMW Group models.
[ All BMW Group vehicles are
subject to stringent quality,
safety and legal compliance
tests, right from the develop-
ment stage through to
production. 1]
The BMW Group endeavours to meet legal requirements re-
garding the use and handling of pollutants at every stage of
the value chain. Right from the design stage, the BMW Group
is careful to exclude any substances of concern from its ve-
hicles to the greatest extent possible. In doing so, we use the
7 Global Automotive Declarable Substance List (GADSL) as a guide. At
SASB-Index
Pollutants management
We work continuously on improving vehicle safety. The
7 European New Car Assessment Programme (Euro NCAP), a vehicle
crash safety assessment scheme, confirms the effective-
ness of the safety measures installed in our vehicles. In the
2021 Euro-NCAP-Rating, the BMW iX received the highest
rating, just like numerous models did in past years, such as
the BMW 4 Series Coupé and BMW 4 Series Convertible,
thus demonstrating the Group's premium-level standards in
terms of vehicle safety.
State-of-the-art safety systems play a major role in reducing
the risk of accidents and injuries (active safety) and largely
mitigate the consequences of a possible accident (passive
safety). Safety begins with key factors such as optimal chas-
sis tuning, highly effective braking systems and stable pas-
senger compartments, but also includes airbags as standard
and digital driver assistance systems such as active cruise
control, collision warning, lane guidance and emergency
braking assistants. They also promote greater safety for all
road users. The connectivity and automation of vehicles also
provides a growing number of opportunities to improve safe-
ty. The BMW iX sets new standards in this regard, thanks in
part to its advanced front collision warning system with brak-
ing intervention, which comes as standard.
Effective safety systems
These actions were all of a voluntary nature and carried out
in coordination with the respective authorities. The main
technical actions related to exhaust gas recirculation issues
and Takata-airbags. GRI-Index: 416-1, 7 SASB-Index
The BMW Group operates a comprehensive system of qual-
ity management, as we want to ensure that our products are
of high quality, safe and compliant with the law. All
BMW Group vehicles are therefore subject to stringent test-
ing from the development stage right through to production.
However, our quality management system goes further and
also includes the use of our vehicles after they have been
delivered to our customers; if any deviations from the quality
standard are observed, they are rigorously followed up. The
BMW Group also informs the relevant authorities without
delay if required to do so by market-specific regulations. This
is especially true for safety-related aspects. If a safety risk is
detected, the BMW Group implements any technical meas-
ures required in close coordination with the responsible au-
thorities. Corresponding committees, processes and organ-
isations are in place for this purpose, which are controlled by
the Product Support, Technical Actions and Warranty Costs
department. In the reporting year 2021, safety- and compli-
ance-related technical actions affected 1,920,977 vehicles.
Product safety as part of quality management
[We aspire to deliver the highest standards of quality and
safety for all BMW Group vehicles. In all measures, the safety
of people is key. In its manufacturing processes, the
BMW Group avoids the use of any substances that pose a
health risk. The active and passive safety systems built into
our vehicles ensure greater safety on the road. In our driving
safety training courses, we instruct customers on all aspects
of safety and show them how to recognise and react appro-
priately to dangerous situations. Responsibility towards our
customers also includes the responsible handling of their
data. In this respect we focus on transparency, informational
self-determination, data sovereignty and data security.
PRODUCT SAFETY AND
DATA PROTECTION
← = Q
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65
* Munich test site, pilot test of automated driving in urban traffic.
European towns and cities are compatible with
BMW eDrive Zone technology. ]]
$138
Artificial intelligence (AI) has been used in BMW driver
assistance systems since 2018. It helps to detect dangerous
situations, such as other vehicles swerving into traffic, at an
early stage so that the driver can react accordingly. The Al's
learning is controlled and safeguarded throughout the pro-
cess. Here, too, the Group is working to achieve the inter-
national harmonisation of Al standards and helped initiate the
development of the new ISO Safety and Artificial Intelligence
standard in 2021. In this context, as a founding member of the
European GAIA-X project, we are committed to establishing a
protected, high-performance data infrastructure as the basis for
safe, efficient traffic management. ]]
The BMW Group gives the safety of its automated systems
the highest priority. For that reason, we support the develop-
ment of an industry-wide ISO standard for highly and fully
automated driving functions. In 2019, the BMW Group, to-
gether with 11 leading companies in the field of automated
driving, published the white paper Safety First for Automated
Driving, which was translated into an ISO Technical Report in
2020. The work is currently being continued in a worldwide
ISO working group and scheduled to be published as an ISO
Technical Specification in 2023 with the aim of defining uni-
form technical standards for safe automated driving.
With its BMW eDrive Zone technology, the BMW Group is
demonstrating how vehicle connectivity can help make urban
mobility more sustainable. Plug-in hybrids equipped with the
appropriate module can automatically switch to all-electric
driving when entering a defined zone, making it easier for cus-
tomers to drive emissions-free as often as possible, provided
their vehicles are charged with green electricity. BMW eDrive
Zone technology is already available in over 138 towns and
cities across Europe.
66
Around 1,200 engineers are working on developing and testing new,
automated driver assistance functions to achieve these aims. Around
half of these employees are highly qualified software developers. Ar-
tificial intelligence (AI) is a key technology for enabling automated
AUTOMATED AND AUTONOMOUS DRIVING
62
37 Consumption and carbon emissions data.
well as the European electricity mix were used as a basis.
2 The entire value chain was taken into account and standard consumption levels as
1 Disclosure in CO₂ equivalents.
For this reason, the BMW Group sees it as particularly im-
portant to produce components such as the electric motor,
high-voltage storage systems, and battery cells in a more
sustainable manner. Reducing carbon emissions in the supply chain.
Other methods of mitigating the environmental impact in-
clude recycling and reusing the high-voltage storage units
installed in our BEV and PHEV models. The BMW Group al-
ready offers all customers that use its battery-powered vehi-
cles to take back their high-voltage batteries free of charge
at the end of their life cycle. ]]
The environmental impact of a battery vehicle is predomi-
nantly caused in the upstream value chain, where the pur-
chasing of raw materials to manufacture battery cells and
the carbon-intensive production of the batteries themselves
leave a significant footprint.
> Cooperations and partnerships ]]
[ At European level, in collaboration with the joint venture
7 IONITY, the BMW Group is further expanding a comprehen-
sive, high-performance, fast-charging network along major road
routes. Depending on the vehicle, charging is particularly fast
with capacities of up to 350 kW. All IONITY charging points are
publicly accessible, regardless of vehicle brand, and designed in
accordance with the European Combined Charging System (CCS)
standard. A ubiquitous high-power charging network is key to
achieving sufficient market penetration and ultimately the suc-
cess of electric mobility. All 6,600 IONITY charging points are
powered by 100% green electricity.
IONITY EUROPEAN FAST-CHARGING NETWORK
Recording electric mobility over the entire life cycle
Electrified vehicles need to be as eco-friendly as possible,
not only during their use phase, but also in terms of their
overall footprint, including the supply chain. 7 Holistic manage-
ment system. In the BMW Group's case, for instance, this was
confirmed by the environmental report on the BMW iX3³:
Over its life cycle, the all-electric vehicle emits around 40%
fewer carbon emissions' than the BMW X3 30i reference
vehicle. If the battery is charged using renewable energy
only, carbon emissions are even around 67% lower.
Another project aimed at promoting sector coupling is so-
called Bidirectional Charging Management (BDL), which is funded by
Germany's Federal Ministry for Economic Affairs and Ener-
gy. BDL transforms electric vehicles into mobile energy stor-
age devices and thus into a part of the energy system in that
their batteries are not only able to store electricity, but also
simultaneously feed it into the operator's power grid in the
opposite direction.
We support political initiatives in favour of sector coupling,
with the aim of forming smart connections between the mo-
bility and the energy sectors. The BMW Group is also con-
ducting its own targeted research and development work in
this area. For example, as part of a pilot project in California,
USA, customers can already use the 7 BMW Charge Forward
service to synchronise their charging behaviour with grid
capacity utilisation and the use of renewable forms of energy
(Collaboration with cities). The further expansion of this tech-
nology is planned.
The BMW Group still sees a need for political action in order
to better promote electric mobility in many countries and
cities. EU market research data highlight the close correlation
between the density of charging infrastructure and the sale
of electrified vehicles - both at the level of member states
and in a comparison of various regions.
Improving framework conditions
In addition to the BMW Charging and MINI Charging ser-
vices, we offer green electricity tariffs and attractive solar
power services for the home in certain countries, and plans
are being put in place to expand this offering to other markets.
Apart from the public charging services they offer, BMW
Charging and MINI Charging provide a standard charging
solution in the form of the Flexible Fast Charger and other
charging products designed for home use. BMW also offers
charging solutions for corporate customers in collaboration
with partners. The BMW Group itself operates one of the
largest company charging networks in Germany. Employee mobility
Customers can use their BMW and MINI charging cards to take
advantage of public charging services, providing them with
straightforward, transparent access to one of the world's larg-
est charging networks with over 250,000 charging points
across Europe, of which 48,000 are located in Germany alone,
and also include fast-charging stations with a capacity of over
150 kilowatts (kW). The IONITY European high-power charging
service can also be accessed via BMW Charging and MINI
Charging. In 2021, the BMW Group introduced a standardised
tariff structure for public charging in 22 European countries.
With the Connected Charging application, available both within
the vehicle and as a smartphone app, we also enable MINI and
BMW drivers to charge their vehicles in a predictive, convenient
and cost-efficient manner. The service provides drivers with
comprehensive information at any time, including the remain-
ing range of their vehicle and the availability of charging points.
With BMW Charging and MINI Charging, the BMW Group
offers a comprehensive range of charging solutions that
make electrified vehicles more convenient to use in a variety
of situations. These include charging products and services
that benefit customers on the road, at home and at work.
[Range of reliable charging services
← = Q
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61
BMW Group Report 2021
China
To Our Stakeholders
Group Financial Statements
In 2021, the YOUR NOW holding company sold its digital
parking services, which were offered under the PARK NOW
brand, among others, to the Swedish company EasyPark. 1]
[The joint venture also includes Digital Charging Solutions
(DCS) GmbH, one of the leading developers of digital char-
ging services for car manufacturers and fleet operators in
Europe. Under the CHARGE NOW brand, DCS offers com-
prehensive access to public charging points. As a so-called
white-label solution, business customers can offer their end
customers made-to-measure access to a network of more
than 360,000 public charging points from a variety of oper-
ators in 30 countries. The BMW Group utilises the DCS offer-
ing by giving its customers access to the public charging ser-
vices provided by BMW Charging and MINI Charging at competitive
tariff rates in both Europe and Japan. The addition of the
energy company bp as DCS's third partner will make a sig-
nificant contribution towards further expanding the available
charging network.
← = Q
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To Our Stakeholders
BMW Group Report 2021
63
SHARE NOW is one of the pioneers in the field of car sharing
and offers vehicles for on-demand rental. In 2021, the mobil-
ity brand launched its first connection between two metro-
politan areas with the route between Rotterdam and
Amsterdam. Furthermore, SHARE NOW systematically con-
tinued to electrify its vehicle fleet during the year under re-
port and more than a quarter of its vehicles are meanwhile
powered by electricity. ]]
As Europe's largest multimodal mobility platform, FREE
NOW combines various forms of mobility in one single app.
With this strategy, the service brings registered users in
European and Latin American cities to their destination
quickly and in line with their individual needs. Apart from taxi
cabs and private ride services, e-scooters and e-kick scooters,
SHARE NOW vehicles have also been bookable via the FREE
NOW app since mid-2021. At the same time, FREE NOW is
systematically promoting the electrification of the fleet it uses.
FREE NOW intends to grow its share of electrically powered
trips to 50% by 2025 and go all-electric by 2030.
Range of innovative mobility services
Together with Daimler Mobility AG, the BMW Group offers
mobility services via the joint venture YOUR NOW, which was
established in 2019. The YOUR NOW range of services in-
cludes car sharing and the use of e-scooters, e-bikes and
e-kick scooters (multimodality) as well as driving and char-
ging services and provides customers with access to the
charging infrastructure as well as to alternative means of
transportation apart from their own cars. At the same time,
they are promoting the expansion of public charging points
with their increasingly electrified range of vehicles. All YOUR
NOW subsidiaries continued to consistently develop their
activities throughout 2021 against a backdrop of pandem-
ic-related restrictions.
The importance of cooperation between cities and energy
suppliers was meaningfully demonstrated in the 7 BMW
Charge Forward project in California. The project enabled us to
demonstrate that intelligently controlled charging coordinat-
ed to suit the availability of renewable energy is more envi-
ronmentally friendly, more energy-efficient and more cost-ef-
fective for the customer.
In October 2021, the BMW Group extended its
with the City of Rotterdam, which has been ongoing since
2018, for a further six years. One successful example of this
collaboration is the BMW eDrive Zone technology, which was
launched in 2020. BMW eDrive Zone technology
cooperation
In the National Platform for the Future of Mobility, which was set up
by the previous federal government, the BMW Group chaired
the working group on digitalisation for the mobility sector.
The group developed measures to make mobility more cli-
mate-neutral, efficient, convenient and cost-effective for the
future.
In the German capital, the BMW Group is involved in the
7 New Mobility Berlin project, which addresses people's chan-
ging mobility needs and the shortage of space in a growing
city. Against this backdrop, the project aims to make public
street space more flexible to use. The project is looking to
create shared spaces to provide mobility stations for car
sharing or rental bicycles, for example.
In Munich, for example, the BMW Group is currently working
with partners from the local business community to develop
a new model of collaboration between policymakers, stake-
holders and the private sector, building on 25 years of in-
volvement in the so-called Inzell-Initiative. The focus is on
creating strategic measures for developing sustainable
transportation in the region.
The BMW Group is currently working together with the three
German cities of Munich, Berlin and Hamburg, and at inter-
national level with Rotterdam, Los Angeles and Beijing, on
cooperative research and implementation projects.
Shaping the future of mobility
[The BMW Group aims to make mobility more sustainable
and cities more pleasant places to live in. With these aims in
mind, we are cooperating with cities around the world and
are involved in overarching platforms for mobility, thus mak-
ing our contribution to reducing both traffic density and the
associated negative impacts. Via BMW Group subsidiaries,
we also offer a range of innovative urban mobility services,
which include car sharing, driving and charging services, and
a digital, multimodal platform that allows users to conveni-
ently order, combine and use various modes of transport via
their smartphones. To make these services more sustain-
able, the YOUR NOW companies FREE NOW and SHARE
NOW are gradually electrifying their fleets of vehicles. In
addition, the BMW Group is driving forward the connectivity
and automation of its vehicles as key elements towards en-
suring eco-friendly, safe and free-flowing traffic in cities.
AND SERVICES
MOBILITY CONCEPTS
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At the end of 2021, the all-electric BMW iX was the first BMW Group
vehicle to offer automated driving and parking features from a new
technology kit that will also be deployed in the upcoming BMW 7
Series. With the introduction of completely new software and state-
of-the-art sensor technology - including the use of an 8-megapixel
camera for the first time in the automotive sector - customers can
now choose from around 40 driver assistance features designed to
make their driving experience more pleasant, convenient and ulti-
mately safer.
Combined Management Report
Products and Mobility Solutions
Oxford
Rayong
United Kingdom
Thailand
BMW 3 Series, BMW 4 Series, BMW i4, BMW M
MINI, MINI Clubman, MINI Cooper SE*
BEV, PHEV
BEV
BMW 2 Series, BMW 3 Series, BMW 5 Series, BMW 7
Series, BMW X1, BMW X3, BMW X5, BMW X7
BMW motorcycles
PHEV
The BMW Group also awards contracts to external partners
(contract manufacturers) to produce its automobiles and
motorcycles in series. During the period under report, Magna
Steyr Fahrzeugtechnik produced both the BMW 5 Series Se-
dan and the BMW Z4 in Graz (Austria). VDL Nedcar in Born
(the Netherlands) manufactures the MINI Convertible, the
MINI Countryman and the BMW X1. BMW motorcycles are
also produced by the TVS Motor Company in Hosur (India)
and by Loncin Motor Company in Chongqing (China).
Regensburg
Rosslyn
San Luis Potosí
Spartanburg
Rolls-Royce Manufacturing Plant, Goodwood
Germany
BMW 1 Series, BMW 2 Series, BMW X1, BMW X2
PHEV
South Africa
BMW X3
Mexico
USA
BMW 2 Series, BMW 3 Series
PHEV
BMW X3, BMW X4, BMW X5, BMW X6, BMW X7,
BMW M
PHEV
United Kingdom
Rolls-Royce Cullinan, Dawn, Ghost, Phantom, Wraith
BEV from 2023
** Additional information on consumption and carbon emissions data.
BMW BRILLIANCE AUTOMOTIVE JOINT VENTURE (VEHICLE PLANTS)
Location
BEV, PHEV
Dadong (Shenyang)
BEV, PHEV
Brazil
Germany
MUNICH
The restructuring of its plant in Munich amply demonstrates
how the BMW Group is transforming itself going forward. Since
the launch of the all-electric BMW i4 in November 2021, the
BMW Group's main plant has been manufacturing vehicles with
all types of drive system on the same production line. From 2023,
at least half of all vehicles produced at the Munich plant will be
powered by an electrified drive system and the majority of these
will be all-electric models.
* BMW Group production sites, including contract manufacturing at Magna Steyr
Fahrzeugteile (Austria), VDL Nedcar (the Netherlands) and Inokom Kulim (Malaysia).
69
68
BMW Group Report 2021
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Production, Purchasing and Supplier Network
Corporate Governance
Remuneration Report
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Production sites in key markets
The BMW Group aims to strike a good balance between pro-
duction and deliveries in the various regions of the world
where it operates. While 20 of its 31 locations are BMW Group
plants, three belong to the BMW Brilliance Automotive Ltd.
joint venture in Shenyang (China), which is currently being
enlarged to create additional production capacity. Further in-
formation on the consolidation of BMW Brilliance Automo-
tive Ltd. is provided in the 7 Notes to the Group Financial Statements.
Eight production sites are operated by Group partners or
contract manufacturers.
BMW GROUP VEHICLE PLANTS
Location
Araquari
Berlin
Chennai
Country
Brazil
Production programme 2021
Electrification portfolio
Germany
India
BMW 3 Series, BMW X1, BMW X3, BMW X4, BMW X5
BMW motorcycles
BEV
Dingolfing
Germany
Leipzig
Manaus
Germany
The BMW Group's automotive partner plants in Jakarta (In-
donesia), Cairo (Egypt), Kaliningrad (Russia) and Kulim (Ma-
laysia) mainly produce BMW and MINI brand models for their
respective regional markets.
Munich
BMW 2 Series, BMW 3 Series, BMW 5 Series, BMW 6
Series, BMW 7 Series, BMW X1, BMW X3, BMW X4,
BMW X5, BMW X7, MINI Countryman
BMW 3 Series, BMW 4 Series, BMW 5 Series, BMW 6
Series, BMW 7 Series, BMW 8 Series, BMW M; BMW IX
BMW 1 Series, BMW 2 Series, BMW i3, BMW M
BMW motorcycles
Tiexi (Shenyang)
To Our Stakeholders
To Our Stakeholders
← = Q
Other Information
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67
[ BMW CarData provides BMW
and MINI customers with
transparency and sovereignty
over any data transferred to
authorised third parties. 1]
DINNER WITH
FRIENDS AT 7PM
CALENDAR LOCATIONS
NAVIGATION IS
NOW SET TO
ISLA TAPAS
NAVIGATION
The secure transmission of data to third parties was imple-
mented with the introduction of BMW CarData in Germany
and Europe (2017) and in the USA (2020). CarData provides
BMW and MINI customers with complete transparency and
sovereignty over any data transferred to authorised third par-
ties, allowing them to decide independently at any time which
data they release to service providers such as workshops, in-
surance companies or fleet managers in order to receive indi-
vidual service offers. 1]
The BMW Group's responsibility for its products includes the
secure transfer of vehicle data to third parties. For this rea-
son, BMW Group vehicles are not directly connected to the
Internet, but communicate directly and exclusively with the
BMW Connected Drive back end via a highly secure connec-
tion in a virtual private network. This strategy enables us to
minimise the risk of unauthorised third parties gaining ac-
cess to either the vehicle or the driver's personal data. The
point of access to the Internet is controlled via a gateway. We
see this Extended Vehicle Approach in accordance with ISO
20078 as the best solution to ensure an outstanding level of
data security and protection and to meet statutory cyber-
security requirements (e. g. UN R155).
Securely connected
The BMW Group collaborates closely with the relevant data
protection supervisory authorities particularly regarding
fundamental data protection issues, such as those relating
to the increasing connectivity of our vehicles.
At the same time, we continuously strive to maintain our
high level of data protection and regularly check all applica-
tions that process customer data to ensure that they comply
with all current and appropriate IT security measures. In the
course of this process, we specifically search for any possible
weak points and eliminate them with teams of IT specialists.
We implement any new insights into mandatory corporate
standards as the need arises.
[In 2021, more than 100,000
customers worldwide took part
in BMW and MINI Driving
Experience training courses. 1]
At the BMW Group, data and information protection is based
on the relevant laws and standards, particularly the EU Gen-
eral Data Protection Regulation and the ISO/IEC 27001 in-
ternational security standard. The personal data of custom-
ers are only collected, processed or used to the extent
legally permitted and with the consent of the data subject.
However, should customers have any queries or complaints
regarding the protection of their personal data, they are wel-
come to contact the Customer Interaction Centre or the data
protection officer in their respective markets.
Customer data protection
The BMW Group views data protection as one of the most
important tasks in these times of increasing digitalisation.
For this reason, the strictest data protection requirements
are taken into account at an early stage when developing
features and services. Via an individually configurable data
protection menu, we provide our customers with transpar-
ency, informational self-determination and ultimately data
sovereignty.
Data protection - an essential task
[With its BMW and MINI Driving Experience, the BMW Group offers
product experiences and safety training with BMW, MINI and
BMW Motorrad brand vehicles in 25 countries. The Driving
Experience teaches participants safe vehicle handling and
prepares them for any dangerous situations that may occur
on the road. In 2021, more than 100,000 customers world-
wide took part in these training courses.
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PRODUCTION, PURCHASING AND
SUPPLIER NETWORK
Other Information
67
Production Network
The BMW Group production network comprises 31 locations
in 15 countries. The same high standards of quality, safety
and sustainability apply at all Group locations* worldwide.
Our state-of-the-art production facilities enable us to manu-
facture all-electric, plug-in hybrids and conventionally pow-
ered automobiles all on one line. Electric mobility is playing
an increasingly key role in this regard. For example, at the
end of 2021, electrified vehicles already accounted for some
26% of the total number produced at the BMW Group plant in
Munich.
TRANSFORMING THE MAIN PLANT IN
Electrification, digitalisation, efficiency and sustainability
are the key factors shaping the future of the BMW Group's
production system and the main guiding principles in the
restructuring of its global production network. As production
of the all-electric BMW iX and BMW 14 models began in
2021, we rigorously attuned our vehicle assembly systems
to suit the requirements of electric mobility. At the same
time, we are benefiting from the high flexibility of our pro-
duction system. During the year under report, this agility en-
abled us to respond both swiftly and specifically to major
challenges such as the tense semiconductor supply situ-
ation and the ongoing coronavirus pandemic, despite which
we still managed to significantly increase production vol-
ume year-on-year.
PRODUCTION NETWORK
SUPPLIER NETWORK
PRODUCTION, PURCHASING AND
QO
AND PRODUCTION
CONSUMPTION
RESPONSIBLE
M
ECONOMIC GROWTH
ANDINFRASTRUCTURE
The BMW Group production network
DECENT WORK AND
QINDUSTRY INNOVATION
Circular Economy, Resource Efficiency and
Renewable Energy
Purchasing and Supplier Network
AT A GLANCE
80%
decrease in carbon emissions on average per
vehicle produced compared with 2019 - that is
our target by 2030.
74
70
"Up to 30%
share of secondary raw materials in our vehicles -
and that figure is set to increase.
7 Preference for secondary raw materials ]]
"Catena-X
is a network-based system for exchanging
information and data that creates greater
transparency in the supply chain.
* Highlight box ]]
* Carbon emissions at BMW Group locations
ENERGY CONSUMPTION PER VEHICLE PRODUCED 1,2
in MWh
2.17
2.12
2018
2.12
|
|
0
← = Q
2017
2.04
2.10
BMW Group Report 2021
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Combined Management Report
To Our Stakeholders
73
The BMW Group invests systematically in the energy effi-
ciency of its global production network, enabling it to cut the
energy consumption of machines to a minimum, such as
those deployed to generate the required processing heat in
its paint shops. The limited availability of semiconductor
components compelled the BMW Group to make adjust-
ments to its production programme during the year under
It is vitally important to use energy in an efficient, responsible
manner in order to conserve resources. The BMW Group
has processes in place throughout the organisation to plan
and implement energy management measures with the aim
of continuously optimising its use. Clear roles are assigned
with corresponding responsibilities, targets and reporting
obligations to the central strategy departments, the regional
controlling bodies and the various production plants at local
level. ]]
Energy management and efficiency
The remaining emissions are largely due to the use of nat-
ural gas. Here we face the challenge of replacing natural gas
with non-fossil energy sources such as biogas, hydrogen or
renewable electricity. The "heat transition" required to do so
is made more complicated by the physical availability of al-
ternative energy sources, the technical retrofitting of plants,
and political framework conditions.
opportunities to further reduce these emissions lie. As in the
past, we are focusing on additional energy efficiency meas-
ures, the increasing generation of our own electricity from
renewable sources, the purchasing of green electricity from
supply contracts, and the use of certificates of origin.
An 80% average reduction of
carbon emissions per vehicle
produced by 2030.
Carbon emissions at BMW Group locations
Compared with the base year 2019, the BMW Group intends
to reduce the average amount of carbon emissions per ve-
hicle produced by a further 80% by 2030. [[ Production
accounts for biggest share of the 7 Scope 1 and Scope 2 emissions
generated by the BMW Group and this is where the greatest
Other Information
2019
for 2020 has been adjusted accordingly (2020 prior to adjustment: 5,714,610 MWh).
"Including BMW Brilliance Automotive Ltd., Shenyang.
2021
The main reason for the drop in relative carbon emissions
per vehicle produced was improved energy efficiency on the
back of higher production volumes following the pandem-
ic-related restrictions. From mid-2021, however, supply
bottlenecks for semiconductor components and the necessary
adjustments to the production programme dampened the
positive trend. As a result, absolute carbon emissions³ at
BMW Group locations increased to 766,153 t of CO₂ (2020:
734,710 t of CO2) due to the overall increase in energy con-
sumption relating to higher production volumes. In the previ-
ous year, consumption and production volumes were signifi-
cantly lower due to pandemic-related restrictions. In the first
half of 2021, the cold weather in Germany also led to greater
energy requirements for heating and thus to an increase in
carbon emissions. GRI-Index: 305-1, 305-2, 305-3, 305-5
The BMW Group reduced its emissions of volatile organic
compounds (VOC³) per vehicle produced by 13.6% to 0.70
kg during the period under report. The year-on-year improve-
ment was mainly due to the use of solvent-free cleaning
agents and the new thermal afterburners deployed in the
paint shops at the Group's plants in Shenyang (China) (* Sol-
vents per vehicle produced). Due to the progress made in the use
of solvent-free substances and the optimisation of our paint
shops, we expect to see a further reduction in emissions lev-
els going forward. GRI-Index: 305-71]
Carbon emissions at BMW Group locations
Year-on-year, the carbon emissions per vehicle 12 generated
at BMW Group locations fell by 5.7% to 0.33 t of CO₂ (2020:
0.35 t of CO₂), i. e. a reduction of 17.5% compared with the
2019 base year.
← = Q
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BMW Group Report 2021
74
2020
cation process, projects are required to demonstrate, for exam-
ple, the permanence of the decarbonisation impact they achieve.
Another vital criterion is additionality, i. e. proof that the project
in question would not have come about without financing via
carbon offsetting certificates. Furthermore, for the post-Kyoto
phase of the carbon offsetting market, we emphasise the import-
ance of ensuring that there is no double counting of the emissions
saved alongside the nationally determined contributions of the
affected countries named in the Paris Climate Agreement. We
also ensure that the projects additionally generate a social ben-
efit. 7 GRI-Index: 305-51]
5 To the extent recordable in the carbon footpring; market-based-method according to
GHG-Protocol.
tions as well as energy consumption in production. For comparison purposes, the figure
3 As of 2021, this figure also includes energy consumption at further BMW Group loca-
2 Figures for 2017 and 2018 figures were subjected to a limited assurance review.
1 Efficiency indicator calculated from the absolute energy consumption (adjusted for CHP
losses) of automobile production (BMW Group plants incl. BMW Brilliance Automotive Ltd.
joint venture, excluding partner plants and contract manufacturing) divided by the number
of units produced in automobile production (BMW Group plants incl. BMW Brilliance
Automotive Ltd. joint venture and partner plants, excluding contract manufacturing).
COMPENSATION OF SITE-RELATED CARBON EMISSIONS
Energy consumption in detail
7 GRI-Index: 302-1, 302-3, 302-4
report, which also negatively impacted energy consumption
per vehicle at some of its plants. For this reason, absolute
consumption³ within the BMW Group increased to 6,476,955
MWh during the year under report (2020: 6,040,824 MWh).
However, at 2.10 MWh per vehicle produced, specific energy
consumption in the BMW Group's vehicle production fell by
0.9% in 2021 compared to 2020. This fact is attributable to
various energy efficiency measures as well as improved pro-
duction capacity utilisation.
At present, however, the BMW Group is unable to entirely
cover its electricity requirements by producing its own re-
newable energy, and therefore purchases additional power
from renewable and predominantly local or regional sources.
We cover an increasing proportion of our electricity require-
ments through so-called Power Purchase Agreements
(PPAs), i. e. direct purchases from defined renewable energy
generation plants, such as the regional green electricity
bought in to manufacture the BMW iX and the BMW i4.
The BMW Group is committed to the use of renewable ener-
gy at all its locations. Worldwide, all BMW Group production
sites and the vast majority of its other locations procure
their electricity from renewable self-generation plants, direct
supply contracts for green electricity, and electricity of certi-
fied origin. We also made additional use of biogas certifi-
cates in the year under report. Moreover, we are increasing
the amount of renewable energy generated at our own sites.
Additions made during the reporting year included large-
scale photovoltaic installations at our plant in Araquari, Bra-
zil, which generate some of the electricity required for pro-
duction at the site.
Renewable energy
[[ The carbon emissions generated within its own production
network are already below the 1.5°C path calculated for the
BMW Group. Since the year under report, the BMW Group has
been making the remaining carbon footprint generated by its
plants and other locations carbon-neutral on the energy bal-
ance sheet, including company cars and business trips, through
the use of voluntary offsetting certificates. Via this method, we
are demonstrably offsetting the associated carbon emissions by
supporting external projects. In collaboration with experienced
partners such as atmosfair and First Climate, we support climate
protection projects that meet strict criteria. As part of the certifi-
Solvents
MATERIALVERTEILUNG
Waste
WERTUNG
The BMW Group invests, partly through its own venture capital
fund, in key technologies that can make a decisive contribu-
tion to achieving carbon neutrality and conserving resources.
Investments in resource-friendly technologies
In general, any secondary raw materials used have to meet
the same strict requirements as primary materials in terms
of quality, safety and reliability. Therefore, the market avail-
ability of these high-quality materials needs to increase sig-
nificantly. In order to improve the structural framework condi-
tions required to achieve this aim, both cross-industry
approaches and political initiatives are necessary.
7 SASB-Index
-
The use of secondary raw materials also significantly re-
duces carbon emissions compared with primary materials –
for example around 80% of aluminium and up to 70% of
steel² are recycled. At the same time, this strategy reduces
the amount of natural resources and critical raw materials
that need to be extracted. The circularity principle also helps
to more effectively mitigate risks that can be associated with
the extraction of primary raw materials from market-
related or even political availability risks to those relating to
environmental and social standards.
Currently, an average of up to 30% of the components
used in vehicle manufacture across Europe originate from
recycled and reused materials. However, the percentage of
material recycled differs considerably, depending on the
group. While the recycled proportion of many plastics, for
example, is in the single-digit percentage range, secondary
cast aluminium is already used at a rate of over 50% in cer-
tain components.
achieve this aim, the BMW Group established the "Second-
ary First" approach during the year under report, which gen-
erally gives preference to the use of secondary materials
when stipulating specifications for products, materials and
suppliers. This principle can only be deviated from in justi-
fied exceptional cases.
The BMW Group not only wants to create the basic condi-
tions for recycling vehicles, it is also looking to reduce the
use of primary raw materials in the automotive value chain.
This means closing loops in the production chain, i.e. by re-
turning production remnants to the material supplier or re-
covering materials at the end of a product's life cycle. In
doing so, we take special care to avoid downcycling these
materials into inferior secondary materials. By 2030, the
BMW Group aims to take the recycling process to a new
level, while at the same time further increasing the proportion
of secondary materials it uses to manufacture its vehicles. To
Preference for secondary materials
In this context, the BMW Group regards end-of-life vehicles
as a source of secondary materials. We therefore promote
the recovery of end-of-life vehicles, components and mater-
ials in order to reintegrate them in the raw materials cycle.
Together with its national sales organisations, the
BMW Group has already introduced take-back systems for
end-of-life vehicles in 30 countries and offers eco-friendly
vehicle recycling at more than 2,800 take-back points. All
BMW Group vehicles sold since 2008 meet the currently ap-
plicable worldwide requirements for the recycling of end-of-
life vehicles, components and materials. Vehicles are already
currently required to be 95% recyclable (based on vehicle
weight). GRI-Index: 301-3 SASB-Index
7 Average distribution of materials in BMW Group vehicles
RECYCLING
[At the end of a product's life cycle, it needs to be possible
to increasingly separate and recycle key groups of materials
at a high degree of purity so that they can be reused in the
automotive industry in so-called closed loops. The strategy
reduces the need for primary materials and thus the neces-
sity to source potentially critical raw materials.
-
Re:think, Re:duce, Re:use,
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71
Efficiency indicator calculated from the absolute energy consumption (adjusted
for CHP losses) of automobile production (BMW Group plants incl. BMW Brilliance
Automotive Ltd. joint venture, excluding partner plants and contract manufacturing)
divided by the number of vehicles produced in automobile production (BMW Group
plants incl. BMW Brilliance Automotive Ltd. joint venture and partner plants, exclud-
ing contract manufacturing).
Re:cycle our circular economy
principles.
In its efforts to reduce the volume of waste it generates, the
BMW Group deploys coordinated recycling and treatment
concepts adapted to the waste streams in its various plants,
to regionally applicable regulations and to locally existing
waste disposal structures. In 2021, 99.2%² of the waste
generated by production processes was either recycled or
recovered. During the year under report, the volume of waste for
disposal per vehicle produced decreased to 2.90 kg, 12.9% lower
than the 2020 figure. We aim to maintain this high recycling
and recovery rate within the BMW Group as we increasingly
transition to electric mobility. We are therefore integrating
the newly generated waste streams in our recycling and
treatment systems. SASB-Index
IM AKTUELLEN BMW 3ER
WIEDERVER-
systems are also currently being tested in the painting pro-
cess and gradually introduced throughout the Group's pro-
duction network. Specific water consumption in production was
improved slightly to 2.15 m³ (2020: 2.25 m³) per vehicle pro-
duced during the year under report.
painting process and can be reduced through the use of new painting technologies.
3 VOC (volatile organic compounds) emissions are mostly generated during the
² Related to the total weight of the waste.
1 In accordance with the BMW Group's environmental management system, each
operator is required to describe the environmental impacts in the aspects register
and identify measures for improvement (e. g. long-term targets).
The BMW Group pursues the aim of continuously reducing
the amount of water used in its production processes. Ac-
cordingly, its production plants optimise their circulation sys-
tems, for example by treating wastewater and putting
water-saving processes in place. One example is the dry
separation system used in the paint shop. Other closed-loop
Water
A certified environmental management system in accord-
ance with ISO 14001 is implemented at every BMW Group
production site. A total of five competence centres, i. e. Emis-
sions, Water, Waste, Qualification and the Environmental
Management System, coordinate environmental protection
measures throughout the BMW Group worldwide. According-
ly, any ecological improvements that have proven to be effec-
tive at one location are implemented at other locations to the
extent possible. Continuous training and the exchange of ex-
periences among employees ensure the transfer of know-
ledge and the Group-wide application of the latest findings.
In the year under report, our environmental management
system again made a major contribution to ensuring that
there were no significant environmental incidents involving
the payment of fines throughout the production network.
[ Controlling resource consumption is an integral part of en-
vironmental management in the BMW Group's global pro-
duction network and managed by a dedicated steering com-
mittee for the international environmental protection network.
Each facility, area and building is assigned to an internal op-
erator, who is responsible not only for the technical systems
and the smooth running of processes and procedures, but
also for their environmental impacts'.
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BMW Group Report 2021
72
2 Based on the Gabi database.
1 Based on vehicle weight, calculated on the basis of actual supplier feedback,
studies and expert assessments.
Resource management at every location
The BMW Group wants to lead the way by keeping resource
consumption and carbon emissions in its production pro-
cesses to an absolute minimum. Apart from carbon emissions,
the other relevant variables are energy and water consump-
tion, waste for disposal, the use of solvents and the reduction
of solvent emissions (VOC). ]]
With this point in mind, through BMW i Ventures we have
been investing in the US start-up Lilac Solutions since 2021.
Lilac is pursuing the goal of extracting lithium from the brine
of saltwater deposits using ion exchangers, deploying a far
more eco-friendly method that conserves resources more
effectively than conventional processes. Since the year un-
der report, our investments through BMW i Ventures have
additionally focused on an innovative process developed by
the US start-up Boston Metal for producing steel without
generating carbon emissions. We have also entered into an
agreement with the Swedish start-up H2 Green Steel to pur-
chase hydrogen steel produced using green electricity.
13,9%
be
RE:CYCLE
1,4%
8,6%
Group Financial Statements
2 As of 2021, this figure also includes the carbon emissions of all other BMW Group
locations in addition to those generated by production processes. For comparison
purposes, the figure for 2020 has been adjusted accordingly (2019 before adjust-
ment: 0.30 t; 2020 before adjustment: 0.23 t).
To Our Stakeholders
"Figure rounded for simplification purposes. The target percentage validated in
conjunction with the SBTi is 22%.
BMW Group Report 2021
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[The BMW Group is actively involved in multi-stakeholder
initiatives such as the Initiative for Responsible Mining Assurance
(IRMA), the Aluminium Stewardship Initiative (ASI), the Global Plat-
form for Sustainable Natural Rubber (GPSNR) and the > Responsible
Mica Initiative (RMI) with the aim of establishing and further de-
veloping certification systems for suppliers. We therefore re-
quire certification in accordance with these standards for
prioritised raw materials in our supplier network. Online
-
Reducing carbon emissions in the supply chain
With the growing demand for electrified vehicles, the need for
suitable components and parts in production is also increas-
ing and with it the volume of carbon emissions they gener-
ate. If no countermeasures are taken, the supply chain foot-
print of an all-electric vehicle could be nearly twice that of a
conventional combustion engine model, practically eroding
part of the benefit of electric driving during the use phase. ]]
The BMW Group is reversing this trend and also intends to
reduce the volume of carbon emissions generated in the sup-
ply chain by at least 20% per vehicle by 2030 compared to
the base year 2019. [ To achieve this aim, we have been es-
tablishing decarbonisation as well as other measures among
our suppliers as an award criterion since 2020. Within this
TYRES MADE OF FSC-CERTIFIED NATURAL
RUBBER
[I In 2021, the BMW Group introduced the use of FSC-certified
tyres on a first vehicle model - the BMW X5 xDrive45e plug-in
hybrid² FSC-certified tyres made of natural rubber, making
the BMW Group the first automotive manufacturer in the world
to equip its vehicles with tyres based on sustainable, certified
natural rubber and rayon - a wood-based material used to re-
inforce tyres. ]]
framework, we bindingly agreed corresponding measures for
429 contracts awarded in the course of 2021.
One of the most effective ways of decarbonising the supply
chain is the use of green electricity. For this reason, in 2020,
we entered into contractual agreements with battery cell
manufacturers to use only energy generated from renewable
sources to produce the current generation of battery cells. In
2021, the BMW Group also introduced green electricity as a
mandatory criterion for awarding new contracts in its supply
chain and has already concluded green electricity agree-
ments in the awarding of 427 orders, particularly with up-
stream suppliers of energy-intensive products.
-
These measures have already enabled the Group to reach
agreements that cut carbon emissions² by well over 20 million
tonnes during the period from 2021 to 2030. For example, car-
bon emissions generated in the supply chain to produce bat-
tery cells for the BMW iX have been reduced by up to 1.5 t CO₂
per vehicle, simply by agreeing to use green electricity to man-
ufacture them. The implementation of the strategic target was
incorporated in the necessary areas across the Group in 2021
and will be measured and reported in future by using the key
parameter of carbon emissions per vehicle produced.
Carbon Disclosure Project (CDP) for supplier empowerment
Through its participation in the CDP Supply Chain Pro-
gramme, the BMW Group has been motivating its suppliers
to operate sustainably since 2014 and, for example, to use
renewable energy in their production processes. The core of
the programme is an annual report, which includes a variety
of climate-related aspects such as decarbonisation and in-
creasing the percentage of renewable energy used. The
BMW Group strongly encourages its suppliers to set targets
in line with the Paris Climate Agreement in their efforts to
help limit global warming. Together with the BMW Group's
specified target for decarbonising the supply chain, this led
to a further significant increase in supplier commitment.
For example, year-on-year, supplier participation in the CDP
We aim to reduce carbon
emissions in the supply chain by
79
* Since the end of 2021: Federal Ministry for Economic Affairs and Climate Protection (BMWK).
[[ The circular economy concept is a key method for ensuring the
responsible use of raw materials and resources. For example,
since the year under report, the BMW Group has been reducing
the amount of the primary raw tungsten it requires by introducing
a closed material cycle. To achieve this aim, we collect discarded
drill and screw inserts in our German and Austrian plants, recycle
them, and have new tools manufactured from the secondary
raw material obtained. Apart from reducing our consumption of
primary raw materials, the strategy also cuts carbon emissions.
7 SASB-Index ]]
CONFLICT MINERAL TUNGSTEN:
CLOSING MATERIAL CYCLES
18
78
BMW Group Report 2021
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at least 20% by 2030 (base
year 2019).
← = Q
[[Rigorous reduction and traceability of critical raw materials
Due to the complexity of multilayered, dynamic, globalised
value chains and customer-supplier relationships, it is a major
challenge to ensure sustainability standards right from the
raw materials extraction stage. We have a clear aspiration to
comply with environmental and human rights standards at
every level of our supply chains. Sourcing the raw materials
required to produce battery cells, such as lithium and cobalt, is
generally a highly challenging task. In order to establish trace-
ability and transparency across the supply chain for both of
these raw materials and to minimise the identified risks, the
BMW Group sources them directly from the producers, and
ALLIANCE FOR CROSS-COMPANY,
DECENTRALISED DATA EXCHANGE
[[ As part of the Catena-X Automotive Network initiative, the
BMW Group is working to establish an open, scalable, decentral-
ised network for the secure exchange of information and data
across companies in the automotive value chain. The network
is based on an industry consortium funded by the Federal Min-
istry for Economic Affairs and Energy (BMWK)* consisting of
national and international partners from the automotive value
chain. Continuously connected data chains will make it possible
to create completely digital images of automobiles and the core
processes of automotive value creation, so-called digital twins.
New business processes and services can be either made pos-
sible or collaboratively enhanced, based on these digital twins.
By using the European GAIA-X and International Data Spaces
Frameworks as the architectural basis for the Catena-X network,
the companies involved have already agreed on the essential in-
frastructural principles for project implementation.]]
makes them available to its own suppliers in order to produce
the current generation of battery cells. The strategy allows us
to fully document both the origin and the path of the lithium
and cobalt we use, while creating transparency regarding
mining methods at the same time.
Further measures that serve to meet our due diligence require-
ments include reducing or eliminating the use of so-called
high-risk primary raw materials. For example, we have re-
duced the use of cobalt in the cathodes of our current gener-
ation of battery cells to less than 10%. Our latest generation of
electric motors is made without the need for any rare earths.
The BMW Group also keeps a close eye on raw materials
that are classified as so-called "conflict minerals". These in-
clude ores whose mining and trade are frequently associ-
ated with violations of environmental and social standards.
By using standardised applications such as the Conflict Min-
erals Reporting Template (CMRT) of the Responsible Miner-
als Initiative (RMI), the BMW Group ensures the traceability
of the raw materials it uses, right from the direct supplier to
the certified smelter. SASB-Index
Mitigating risks through industry initiatives and partnerships
Apart from eliminating, substituting or reducing the use of
risk-related primary raw materials, we rely on close cooper-
ation with our partners in the supplier network. Our aim is to
continue reducing the potential negative impacts of our busi-
ness activities in our raw materials supply chains.
[t Traceability of conflict minerals
back to the certified mine. ]]
We also expect our direct suppliers to demand minimum
standards in their chain of upstream suppliers, which has
been done for all the 37 raw materials we analysed. The
BMW Group even goes one step further in this regard be-
cause, as a precautionary measure, we are committed to
not using minerals such as cobalt that are extracted from
the deep sea. Together with other companies, we have de-
clared this in a 7 moratorium. ]]
Production, Purchasing and Supplier Network
In the automotive supply chain, which is particularly complex
by industry standards, traceability right back to the raw ma-
terial extraction stage can be significantly improved with
new digital tools. The BMW Group is committed to driving
improvements within the framework of initiatives such as the
Catena-X Automotive Network - and is working with partner
companies to standardise data and information flows in the
automotive value chain in order to comply with antitrust-re-
lated and legal requirements. Together with partners at Cat-
ena-X and the WBCSD, we are working on solutions to
measure actual carbon emissions data in the supply chain and make
it comparable, with the aim of effectively reducing carbon
emissions in our supply chain. 1]
Supply Chain Programme increased from 218 to 250 sup-
pliers, which covers 80% (2020: 79%) of the BMW Group's
production-relevant purchasing volume. Some 34% of sup-
pliers (2020: 29%) had at least a 2-degree-compliant target
system in place and 38% (2020: 35%) of suppliers received
at least a B rating. As in previous years, in 2021 the average
CDP rating among the BMW Group's participating suppliers
was a score of C.
7 GRI-Index: 308-1, 308-2, 414-21]
Direct link to section
18.8%
of management positions at BMW Group held by
women at the end of 2021. By 2025, the share is
expected to rise to 22%.
Direct link to section
"€ 35 million
spent by the BMW Group in 2021 on social pro-
jects and other activities in conjunction with its
corporate citizenship responsibilities.
7 Direct link to section ]]
8 DECENT WORK AND
ECONOMIC GROWTH
M
EMPLOYER ATTRACTIVE-
NESS AND EMPLOYEE
DEVELOPMENT
[The personal commitment and technical expertise of our
employees are crucial to the success of the BMW Group.
With a broad range of interesting and future-oriented jobs at
attractive conditions, we offer our employees secure pros-
pects and the opportunity to develop personally as well as
help shape the BMW Group's future. The objectives of our
Human Resources (HR) strategy have been defined with a
view to attracting skilled employees, optimising their deploy-
ment and providing them with opportunities to develop their
potential, thereby ensuring that all their skills and expertise
are available to meet the future needs of the BMW Group.
The success of this approach is borne out by the results of
employee satisfaction surveys and the outstanding positions
consistently achieved in employer rankings. 1]
The BMW Group's attractiveness as an employer
At 31 December 2021, the BMW Group employed a total of
118,909 people worldwide*, slightly below the headcount at
the end of the previous year (2020: 120,726; -1.5%). Further
GRI information This reduction was achieved through a combi-
nation of natural employee fluctuation and voluntary agree-
ments in line with planned workforce restructuring meas-
ures. For this purpose, appropriate provisions were made
which were taken into account in personnel expenses. Notes
to the Group Financial Statements, no. 15. At the same time, we
stepped up our recruitment efforts in 2021 with a view to en-
suring the continued availability of all the required expertise
within the workforce to ensure the planned future growth of
the BMW Group. 7 GRI-Index: 102-8
Strategic personnel planning serves as a tool for identifying
the need to readjust personnel and competence structures
at an early stage. The BMW Group uses this information as
the basis for making targeted improvements in the fields of
vocational and further training, personnel development, HR
marketing, recruiting and training programmes for future tal-
ents. 7 GRI-Index: Employee development, vocational and further training
* With effect from the reporting year 2020, a new definition of the term "employee"
is applied (see the Glossary for the definition). For the periods 2018 and older,
the percentage of employees no longer reported was between 7.5% and 8.0 %.
3 As of 2021, this figure also includes the carbon emissions of all other BMW Group
locations in addition to those generated by production processes. For comparison
purposes, the figure for 2020 has been adjusted accordingly (2020 before adjustment:
652,795).
invested in vocational and further training of BMW
Group employees in 2021.
€ 389 million
AT A GLANCE
EMPLOYEES AND SOCIETY
1 Average per vehicle produced; figure rounded for simplification purposes. The
target validated in conjunction with the SBTi is 22%.
27 Consumption and carbon emissions data.
80
To Our Stakeholders
Combined Management Report
Employees and Society
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
The BMW Group has integrated the assessments of the CDP
Supply Chain Programme in its key purchasing processes.
The results are used in supplier discussions, in strategic
management discussions and in the overall supplier strat-
egies to point out potential for improvement. They also form a
basis for determining the group of bidders in purchasing
strategies when awarding contracts. The BMW Group uses
the CDP's assessment to support and further encourage its
own suppliers to implement the Paris Climate Agreement.
Suppliers who have participated for some time generally at-
tain a significantly improved CDP rating.
← = Q
80
Employer Attractiveness and Employee
Development
83
Health and Performance
86
Diversity
89
Corporate Citizenship
EMPLOYEES AND SOCIETY
7 Raw Material Outlook Platform. The platform currently contains
risk profiles for ten raw materials.
BMW Group Report 2021
TRAINING FOR THE SUPPLY CHAIN
Taking ecological and social responsibility
The BMW Group sees itself as a pioneer in terms of corpo-
rate due diligence in its supplier network. Back in 2008, we
defined a comprehensive draft of preventive measures, in-
cluding contractual obligations to comply with environmental
and social standards, and stipulated them for the first time
when selecting suppliers for the BMW i3. We have also de-
fined and implemented raw-material-specific sustainability
requirements for certain components.
In 2014, we extended our standards to include a multistage
due diligence process. Since then, the process has included
the procurement of production materials for vehicle models
as well as risk-based, non-production-related goods and
services. Every supplier who has a direct business relation-
ship with the BMW Group is obliged to sign these require-
ments for its manufacturing and delivery locations and pass
them on contractually to its respective sub-suppliers. Specific
requirements are set out in the BMW Group Supplier Sustainability
Policy, the order documents and the contract documents.
These requirements must be implemented prior to the start
of production or by the agreed target date.
Further GRI information GRI-Index: 308-1, 414-1 SASB-Index
Management system and mission statement
The BMW Group is committed to respecting internationally
recognised human rights and is guided, among other things,
by the UN Guiding Principles on Business and Human
Rights, the OECD Due Diligence Guidance for Responsible
Business, and the German government's National Action
Plan as well as the Supply Chain Due Diligence Act derived
from it Worldwide Implementation of Labour Standards and Human
Rights.
REGIONAL DISTRIBUTION OF BMW GROUP
PURCHASE VOLUMES¹
in € billion
Asia/Australia
6.9%
Rest of Western
Europe
15%
North America
20.1%
IMPLEMENTATION OF THE SUPPLY CHAIN DUE DILIGENCE ACT
Total
€ 64.1 billion
Other
1.3%
Germany
38.4%
Eastern Europe
18.3%
[[ In 2021, the German Bundestag passed the Supply Chain Due
Diligence Act, in which the BMW Group actively participated
through its involvement in the National Action Plan "Business
and Human Rights". We very much welcome the regulation that
has now been adopted and are also advocating for Europe-wide
directives that ensure fair competitive conditions.
Our sustainability programme has fulfilled key due diligence re-
quirements since 2014. For example, as a preventive measure, the
BMW Group requires its suppliers to draw up a guideline on work-
ing conditions and human rights. Since 2019, we only commission
suppliers with more than 500 employees if they have a certified
occupational health and safety management system in place in
[t The department Purchasing and Supplier Network is re-
sponsible for the worldwide procurement and quality assur-
ance of production materials, raw materials, capital goods
and services as well as the production of vehicle components
manufactured in-house. The BMW Group follows the princi-
ple of sourcing vehicle components as closely as possible to
its production sites. Efficient teams are in place in all major
purchasing markets in order to identify risks swiftly and re-
spond flexibly and at short notice to changing market situa-
tions. Close cooperation with our suppliers in a spirit of part-
nership was one of the factors that enabled us, for example,
to cushion the effects of the global semiconductor shortage
to a large extent. In order to secure long-term supplies in this
area, the BMW Group concluded a direct agreement with
semiconductor suppliers for the first time at the end of 2021.
The agreement enables the BMW Group to secure the supply
of several million semiconductors per year. Overall, however,
the supply situation for semiconductor components will again
remain tight in 2022.
← = Q
Other Information
Corporate Governance
CO2 EMISSIONS PER VEHICLE PRODUCED 1,2
[[ Alongside the required prevention measures, the BMW Group
has been offering training courses aimed at buyers, internal
process partners and suppliers since 2012. To raise awareness
of social and environmental standards in the supply chain, we
explain interdependencies and clearly describe what we expect
of the companies we work together with. Moreover, together
with partner companies, in selected cases we are breaking new
ground with the aim of taking action at the very beginning of the
supply chain. Further GRI information GRI-Index: 412-21]
in t
0.40
0.35
0.33
0
2019
2020
accordance with ISO 45001. Our suppliers are also trained as part
of the certification process. Moreover, if we identify high-risk
suppliers, we conduct additional audits at the supplier's premises
with the help of our own assessors and external auditors. In the
year under report, we reviewed approximately 200 potential and
active supplier locations via this method². Auditing, however, was
hampered by pandemic-related travel restrictions and is thus be-
low the level of the previous year (2020:313). 1]
2021
Since the beginning of 2021, in cooperation with transport
service providers, the BMW Group has been using low-car-
bon liquefied natural gas (LNG) on certain European trans-
port routes to cover its production requirements. Depending
on availability, we are gradually increasing the biogenic con-
tent of the LNG fuel we use. At the same time, we are in-
creasing the volume of products transported by rail: around
half of the vehicles produced leave our plants by rail.
PURCHASING AND
SUPPLIER NETWORK
The BMW Group's supplier network comprises over 32,000
direct supplier locations worldwide, with whom we maintain
direct supplier relationships. Our rigorous partner selection
process is based on the criteria of quality, innovation, flexi-
bility, cost and sustainability. To meet the respective due dili-
gence requirements in terms of environmental and social
standards, we rely on systematic risk analyses as well as
prevention, empowerment and remediation measures. We
also use standardised online assessments and audits that
are integrated in our business processes. Moreover, the
BMW Group enshrines its obligatory sustainability standards
in all its supply contracts. 1] We have set ourselves the goal of
reducing carbon emissions in the supply chain by at least
20% by 2030 (base year 2019), while simultaneously in-
creasing the use of secondary materials.
[t Global network and local procurement
Global purchasing, the management of international suppli-
er relationships, in-house component production and the
efficient management of challenges within the supplier net-
work are key factors in ensuring stable supplies to our pro-
duction sites. At the same time, Purchasing ensures the fu-
ture viability of the BMW Group by rigorously aligning the
supplier network with strategic future topics such as digital-
isation and electric mobility, while securing the required pur-
chasing volume. 1]
75
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Production, Purchasing and Supplier Network
[Carbon emissions relating to transport logistics
As part of the Green Transport Logistics project, the
BMW Group is aiming to make transport logistics cli-
mate-neutral, both within the production network and for ve-
hicle deliveries. The carbon footprint and the use of car-
bon-efficient energy and modes of transport play a significant
role in this regard. We are therefore making a major contribu-
tion to transforming the transport sector, pursuing a techno-
logically open, innovative approach across all modes of
transport. In order to ensure sufficient supplies between our
plants, however, we were compelled to increase the year-on-
year use of air freight during the reporting year due to issues
relating to the supply of semiconductors.
1 Direct and indirect procurement; without BMW Brilliance Automotive Ltd., Shenyang joint
venture.
Remuneration Report
76
* Direct suppliers are tier-1 suppliers of the BMW Group. Indirect suppliers operate
downstream in the value chain between tier-1 suppliers and raw materials suppliers.
77
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Production, Purchasing and Supplier Network
Group Financial Statements
Corporate Governance
Other Information
← = Q
[ We require suppliers with more than 100
employees to have externally audited and
certified environmental protection man-
agement systems in place. 1]
[By signing a contract with the BMW Group, the supplier un-
dertakes to implement and apply the preventive measures
prior to the start of production or by an agreed target date.
The supplier undertakes to demand compliance with these
agreements from his subcontractors and to follow them up.
All BMW Group supplier contracts include resource efficiency
requirements and demand compliance with the principles of
the UN Global Compact and the International Labour Organ-
isation (ILO). For this reason, the BMW Group has set itself
the goal of ensuring compliance with these commitments.
7 GRI-Index: 308-2, 412-2, 414-2
Checking effectiveness
In addition to the preventive measures mentioned above, the
BMW Group conducts audits of environmental and social
standards at supplier locations in high-risk regions or for
high-risk product groups. For this reason, we are members of
the Responsible Business Alliance (RBA) and the German
Association of the Automotive Industry (VDA). Together with
other automotive manufacturers and suppliers in the VDA,
we have developed the Responsible Supply Chain Initiative
(RSCI), an assessment programme newly established for this
purpose that we will implement as of 2022.
Since September 2021, we have supplemented our preven-
tion and remediation review methods with the standard-
ised use of RBA Voices, a grievance mechanism for em-
ployees of the companies we audit. RBA Voices will be
applied to all high-risk suppliers that are part of the RBA's
audit programme and do not yet have their own grievance
mechanism.
Any information received regarding potential breaches of
the BMW Group's sustainability standards in the supplier
network is processed by the internal Human Rights Contact
Supply Chain function, where tips can be submitted anony-
mously by telephone or email. In addition, suppliers and
their employees have the option of reporting potential hu-
man rights or environmental violations to our Compliance
Ombudsman for the supplier network. Whistle-blower systems
to uncover possible violations of the law and compliance controls. A human
rights officer was appointed for the first time during the year
under report. Compliance and human rights
2 The audits conducted worldwide were in accordance with the standards of the Responsible
Business Alliance (RBA) and the United States Environmental Protection Agency (EPA).
Standardisation and cooperation
At the instigation of the BMW Group and with the support of
other automotive manufacturers in the Drive Sustainability
initiative, in 2017 an analysis of the 37 most important raw
materials was conducted at the European business network
CSR Europe. Since then, the resulting Material Change Report
has served as the basis for potential improvements and the
development of both BMW-Group-specific and common
solutions for the automotive and electronics industries. In
2021, further improvements were made to the report on the
During the year under report, the BMW Group identified sus-
tainability deficits at 61% of its suppliers (2020: 64%) and
agreed on corrective preventive measures. The measures
related to subcontractor management, reporting, control
mechanisms and mission statements. 1]
and the potential risks. Direct suppliers with more than 50
employees are required to implement preventive measures
such as guidelines regarding child labour, freedom of associ-
ation, and collective bargaining as well as occupational safe-
ty and environmental protection. We require suppliers with
more than 100 employees to communicate our sustainability
standards to their suppliers and have a control mechanism
in place in the form of externally audited and certified envi-
ronmental management systems. If a supplier employs more
than 500 people, we require, among other things, the publi-
cation of a sustainability report, a code of conduct, and ex-
ternally audited and certified occupational safety and envi-
ronmental protection management systems as additional
control mechanisms.
Remuneration Report
Preventive and remedial measures
BMW Group Report 2021
76
To Our Stakeholders
In 2014, we agreed upon preventive measures with our direct
suppliers concerning working conditions, occupational
health and safety, human rights and the environment. The
extent of these measures is based on the size of the supplier
Combined Management Report Group Financial Statements
Production, Purchasing and Supplier Network
Corporate Governance
Remuneration Report
Other Information
[ Obligatory sustainability standards
apply to all BMW Group suppliers
and are incorporated in the supply
contracts. 1]
The respective demands placed on us and our suppliers are
integrated throughout the Group by means of the following
internal standards:
The BMW Group Code of Conduct on Human Rights and Working
Conditions explains how we promote human rights and
good working conditions and implement the core working
standards of the International Labour Organisation (ILO).
← = Q
The BMW Group Supplier Sustainability Policy summarises the
BMW Group's principles governing the global supplier
network in accordance with internationally acknowl-
edged standards and guidelines. We regularly update the
risks we have identified in our supplier network.
7 GRI-Index: 308-1, 412-1, 412-3, 414-1
Our aim is to check compliance with our sustainability stand-
ards in the intermediate stages of the value chain on an ad
hoc basis. The audit is partially conducted via the supply
chain mapping of suppliers for whom an indirect risk has
been identified. Moreover, the BMW Group develops
raw-material-specific sustainability strategies and derives
so-called empowerment activities and pilot projects from
them to both ensure and improve compliance with environ-
mental and social standards.
databases and standardised risk maps, and includes all sup-
plier locations that have already been awarded orders as well
as all potential supplier locations. Since 2020, the risk filter
has also included risk databases and standardised risk maps
provided by the Responsible Business Alliance (RBA). This
view of risks is supplemented by commodity-group-specific
assessments provided by our internal purchasing experts.
The BMW Group has been using a risk filter to identify human
rights risks at the locations of direct and indirect suppliers*
since 2012. In a dynamic, location-specific risk analysis, it
draws on various country- and commodity-group-specific risk
Another component when assessing the potential negative
impacts of business activities is the Drive Sustainability
questionnaire, which is subject to continuous improvement.
In this context, both direct and indirect suppliers are required
to provide information on their sustainability performance
and the preventive and remedial measures they have imple-
mented. The information provided is checked for accuracy
and completeness by an independent third party. The infor-
mation is obtained from new suppliers as part of the contract
awarding process. Existing business relationships are audit-
ed and updated on a continual basis. Further GRI information. In
order to minimise the risks, we pay close attention to imple-
menting preventive measures. Further information is availa-
ble 7 online.
Risk analyses on ecological and social responsibility
The BMW Group monitors and assesses human rights risks
and impacts in its supplier network, both in its existing busi-
ness relationships and whenever it enters a new market or
field of business. The BMW Group Due Diligence Programme
within the Purchasing and Supplier Network consists of vari-
ous coordinated procedures, measures and standardised
applications that are integrated in business processes such
as procurement.
The BMW Group places great emphasis of ensuring that all
employees have access to its in-house health services. In
Germany, these services focus on providing acute care for
employees and temporary workers during working hours. In
certain countries, however, the Group's health service also
takes on primary care tasks, such as at the sites in Thailand,
India or Mexico. The BMW Group's Company doctors also
advise employees on individual preventive measures if re-
quested to do so, and help them adapt their work environ-
[[ The SARS-CoV-2 occupational health and safety regulations
applicable for Germany and the Works Agreement concluded in
2020 continued to apply in 2021. A Group-wide "Corona Manual",
which is updated regularly, provides guidelines for implementing
infection control measures. In addition to protection and hygiene
concepts, the emphasis of the prevention efforts made during
the year under report was on the vaccination of employees. The
BMW Group's health service teams carried out Covid-19 vacci-
nations at numerous international plant locations. In Germany
alone, the BMW Group carried out almost 50,000 vaccinations
in 2021. 1]
[[ SICKNESS RATE¹
MEASURES ADOPTED IN LIGHT OF THE
CORONAVIRUS PANDEMIC
in %
3.4
4.9
4.6
Global approach
3.7
3.4
[ 99.72% of employees at BMW Group
plants work at a site covered by an
international occupational health and
safety management system certified to
either ISO 45001 or OHRIS level. 1]
2.0
2017
2018
2019
2020
2021
ment to ensure that their health and performance are main-
tained in the long term. GRI-Index: 403-3, 403-6
One of the parameters the BMW Group uses to quantify the
success of its health management measures is the sickness
rate. At 3.4%, the sickness rate at BMW AG was at the same
level to one year earlier (2020: 3.4%). The Group continu-
ously strives to improve this figure. 7 GRI-Index: 403-10
The BMW Group bundles all measures aimed at promoting
the health and performance of its workforce within its Health
Initiative programme. Current health-related topics such as
nutrition, exercise and fitness as well as behavioural ergo-
nomics, cancer prevention or mental resilience are ad-
dressed in action days, dialogue events and training courses,
with the aim of raising employee awareness for these impor-
tant issues.
]]
Occupational safety and ergonomics at Group sites
Preventive measures such as safe and ergonomically fa-
vourable workplaces are well-established aspects of the
BMW Group's approach to health protection. The right to
health and safety in the workplace is also a key feature firm-
ly embedded in the BMW Group's Code on Human Rights and Working
Conditions, which includes a commitment to comply with cur-
rently applicable occupational health and safety legislation
worldwide. Furthermore, uniform standards applying to all
sites are constantly improved, and help to ensure that health
and safety requirements are consistent throughout the
Group.
سال
[Health management on a holistic basis
2020
← = Q
4,000
Certified occupational health and safety management system
In addition to international cooperation arrangements, occu-
pational health and safety activities throughout BMW Group
are coordinated on a global basis in line with a corresponding
management system that is certified to ISO 45001 or OHRIS2
level at 28 out of 31 plants. This means that 70,459 (2020:
69,092) or 99.72% (2020: 99.7%) of permanent employees
and 14,772 or 98.98% of temporary employees³ at BMW Group
plants work at a site covered by an international occupational
health and safety management system. It is the stated aim of
the BMW Group to obtain certification to one of these inter-
national standards for all of its plants by 2025. The only plants
for which this remains to be done are the Manaus plant (Bra-
zil), the partner plant in Kaliningrad (Russia) and the contract
manufacturing facility in Born (the Netherlands). Employer and
employee representatives work together at nearly all locations
to bring about a continual improvement in health and safety
standards. GRI-Index: 403-1, 403-41]
iliii
2017
2018
2019
2021
Securing future talents
The BMW Group covers its recruiting requirements with the
help of future talents programmes, either with an academic
emphasis or through qualified vocational training. Trainees
are currently preparing for their future occupations within the
BMW Group in 30 skilled trades and 18 dual study pro-
grammes at 19 training locations around the world. The total
number of apprentices, dual study students and participants
in future talents programmes* remained at the high level of
4,517 in the year under report (2020: 4,672; -3.3%). In Ger-
many, some 1,200 young people began an apprenticeship or
a dual study programme in 2021 (2020: 1,200). A similar
number of apprenticeships and study places has been an-
nounced for the coming year. BMW AG continues to offer its
apprentices and dual study students permanent employ-
ment at the BMW Group's plants and headquarters after
they have completed their vocational training.
[Focus on future-oriented fields
Electrification, automation and connectivity as well as artifi-
cial intelligence (AI) are shaping and influencing apprentice-
ship and future talents training programmes offered by the
BMW Group. The relevant programme contents are therefore
updated annually to ensure that our expertise needs for the
future are adequately covered. In the year under report, for
instance, training for all vocational fields was expanded to
include fundamental aspects of cloud computing, 3D print-
ing and data analytics. At the same time, further vocational
profiles were added in 2021, such as IT specialist for data
and process analysis.
HEALTH AND
PERFORMANCE
The health and performance of employees are key factors in
the success of the BMW Group. We are therefore committed
not only to maintaining the status quo, but also to conscious-
ly encouraging improvement. Despite the coronavirus pan-
demic and the challenges it has posed, we continued to
make good progress in terms of the various health manage-
ment and occupational safety measures in place throughout
the BMW Group. Overall, for example, the accident frequency
rate decreased.
Centralised health and occupational safety management
Health and occupational safety activities within the
BMW Group are combined in the Work Environment, Health,
Group Safety and Group Data Protection unit and allocated
to the Board of Management's Human Resources and Social
Affairs area of responsibility. The managers in the various
specialist departments are responsible for all related pro-
cesses, supported and advised by the centralised health
management and occupational safety teams. ]]
* Includes SpeedUp (an undergraduate programme) and Fastlane (a master's
programme).
84
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
Employees and Society
1 BMW AG; number of hours of absence due to paid sick leave divided by the con-
tractually agreed number of working hours; up to 2018, absence due to unpaid was
also taken into account. Figures up to 2018 are not comparable.
BMW Group Report 2021
3 Figures excluding temporary employees included in the management system.
The BMW Group uses various management systems to as-
sess the methods and tools deployed across the Group. The
results of the assessments are subsequently used to en-
hance internal norms. As part of co-determination arrange-
ments, the Works Council and, if necessary, the representa-
tives of severely disabled employees and HR management
are involved.
The BMW Group ensures the quality of its processes by
means of annual internal audits. Audits and certifications of
sites are conducted by external service providers. All neces-
sary audits were again successfully performed in 2021, re-
sulting, for example, in the elimination of defects identified in
plant and equipment. 7 GRI-Index: 403-2
Regular training for employees
An important prerequisite for ensuring that its occupational
safety and health procedures work well at all locations is the
provision of regular training to employees. Responsibility for
the training measures implemented in this field lies with the
Training Competence Centre, which comprises staff from the
occupational safety, ergonomics, environmental protection
and health management departments. The seminar curricu-
lum is drawn up in collaboration with safety specialists,
Company doctors and the BMW Group Academy. The spe-
cialised departments can also be called on to provide solu-
tions to help meet short-term needs.
[The BMW Group requires its
suppliers to comply with
internationally recognised
occupational health and safety
requirements. 1]
Occupational safety along the value chain
It is extremely important for the BMW Group that external
partners and their employees also find a safe work environ-
ment at our locations and take advantage of the available
safety measures. For this purpose, cooperation with con-
tractual parties is regulated in a separate contractor declar-
ation, enabling potential hazards to be identified and appro-
priate protective measures to be taken on this basis. On
large-scale construction sites of the BMW Group, all employ-
ees of partner companies are given safety briefings by
BMW Group experts. In the case of smaller contracts, the
contractor is responsible for performing this duty. The de-
partment responsible for placing the order monitors compli-
ance with the occupational health and safety regulations,
supported by the relevant occupational health and safety
unit as required.
In order to improve occupational safety at the upstream
stages of the value chain, too, the BMW Group requires its
suppliers via the agreed purchasing terms and conditions
to comply with internationally recognised occupational
health and safety requirements.² GRI-Index: 403-71]
-
[12.8 accidents per million hours
worked. ]]
1 Number of occupational accidents with at least one day of absence from work per
one million hours worked.
2 Management systems in accordance with ISO 45001 and derived from the Interna-
tional Labour Organization (ILO) or UNGC (United Nations Global Compact).
86
To Our Stakeholders
Combined Management Report
Employees and Society
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
4,517
DIVERSITY
places on a fully automated basis. With this project, the
BMW Group is going beyond current legal requirements and
setting the benchmark for the automotive industry. The
range of risk assessments was expanded to include a mobile
workplace analysis in view of the increased scale of working
from home.
The BMW Group conducts comprehensive risk and stress
analyses in order to identify potential work-related risks in
both production and office workplaces. Pilot work continues
on the so-called Digital Workplace Stress Management sys-
tem which is used to assess ergonomic aspects of work-
-
Recognising and avoiding risks
85
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Employees and Society
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
[[ACCIDENT FREQUENCY RATE¹
3.6
2 Occupational Health and Risk Management System.
3.5
3.2
2.8
|||||
0
2017
2018
2019
2020
[ Accident frequency
2021
The measures implemented by the BMW Group are also
helping in accident prevention terms. The accident frequency
rate dropped further to 2.8 accidents per million hours
worked (2020: 3.2). There were no fatal accidents during the
year under report (2020: one) 7 Further GRI information. The
stated goal is to have occupational health and safety stand-
ards in place throughout the Group. The success of the
plants of our joint venture BMW Brilliance Automotive Ltd.,
Shenyang, China, in this respect with their very low acci-
dent frequency rate – is a good example. 7 GRI-Index: 403-9
3.5
4,672
0
4,801
Results of the employee survey
The Group-wide survey of the workforce conducted every
two years enables employees to assess the organisation's
performance on a regular basis and from their own perspec-
tive. The assessment is performed with the aid of the High-
Performance Index (HPOI).
[The survey conducted in autumn 2021 showed a signifi-
cant improvement in the HPO-I compared with two years
earlier. At the same time, the participation rate rose to a
record high, with some 100,000 employees or 79% of the
total workforce² taking part in the survey. Moreover, signifi-
cant progress was evident in all areas surveyed. For in-
stance, the BMW Group's corporate strategy received a
very high level of approval from the workforce. Particularly
noteworthy was the fact that 84% of participants were
convinced by the strategy of integrating sustainability and
setting ambitious targets in this respect. They also sig-
nalled a high level of willingness and motivation to play an
active role in this process, with some 82% of respondents
concluding that they are optimistic about the future of the
BMW Group. 1]
EMPLOYEE MOBILITY
[[The BMW Group offers its employees a variety of eco-friend-
ly mobility and commuting solutions. The creation of one of
Germany's largest corporate charging networks marks a spe-
cial milestone. The network of some 5,000 charging points at
numerous locations in Germany is available to charge not only
company and fleet vehicles, but employees' private electric ve-
hicles, too. More than 1,000 e-roaming³ charging points are also
available for use by the general public. All charging points are
powered entirely by renewable electricity sources.
At the same time, we encourage our employees to use alterna-
tive means of transport such as bicycles, including BMW Lease-
Rad arrangements. The Munich location is also served by a net-
work of Group-owned shuttle buses -30% of which are already
fully electric - that operate between the Group's various sites.
The BMW Group also subsidises the use of public transport with
the BMW JobTicket in Munich. ]]
1 BMW AG; departures of employees with permanent employment contracts.
2 All BMW Group employees on fixed contracts at 1 August 2021.
3 E-roaming enables electric vehicles to be charged irrespective of the provider.
82
BMW Group Report 2021
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Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
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[ Despite the good progress, however, employees also
identified a number of potential areas for optimising busi-
ness processes. The results of the survey will form the ba-
sis for concrete measures that are scheduled for implemen-
tation by mid-2022. GRI-Index: 102-43
Employee involvement
Our employees represent a crucial stakeholder group for the
BMW Group. As such, we actively involve them in our cor-
porate strategy development. The internal dialogues on the
topic of sustainability, first introduced in 2020, have become
one of the main platforms used to achieve this end. At the
two dialogue events held in 2021, we provided information
and findings on sustainability topics such as decarbonisa-
tion and the social dimension of sustainability. Dialogue with
the stakeholders
The BMW Group's ideas management system as a further
opportunity for employee involvement encourages employ-
ees to contribute ideas on matters that do not fall within their
normal remit. Employee ideas that generate a positive finan-
cial effect for the BMW Group are rewarded with the pay-
ment of a bonus. In 2021, 4,810 ideas were submitted (2020:
5,980), more than a quarter of which were directly related to
sustainability - similar to one year earlier. A total of 1,318
ideas were implemented during the year under report (2020:
1,561), resulting in first-year benefits totalling € 30.4 million
(2020: €18.2 million). GRI-Index: 102-42
Highly regarded employer ratings once again ranked the
BMW Group as one of the world's most attractive employers.
In 2021, for instance, the BMW Group was again the world's
top-ranked automotive manufacturer in the current ranking of
the World's Most Attractive Employers 2021 as rated by Universum, a
well-known study provider. Among aspiring engineers, the
BMW Group ranked third worldwide, directly after Google and
Microsoft. For IT students, the BMW Group is the only auto-
motive company among the world's top 10 employers, mostly
in competition with prestigious technology enterprises. The
BMW Group again achieved the top spot in the Trendence
Professionals Barometer for Germany in 2021.
Employer rankings and awards
Employees have varying needs when it comes to organising
their work and their working hours. For this reason, the
BMW Group offers a great deal of individual personal scope
in the form of working time arrangements, including flexible
working hours, remote working, additional holidays in return
for a corresponding reduction in salary, sabbaticals, and
temporary or permanent part-time solutions. Further GRI infor-
mation During the reporting year, under the title Connected-
Works, we continued to develop a process that was started
back in 2013 to implement a diverse range of options for em-
ployees to work within a spatially flexible, autonomous and
needs-oriented environment.]]
the latest ranking of the
World's Most Attractive
Employers 2021.
-
BMW Group Report 2021
To Our Stakeholders
Combined Management Report
Employees and Society
Group Financial Statements
Corporate Governance
Remuneration Report
Other Information
← = Q
EMPLOYEE ATTRITION RATE1
as a percentage of workforce
Developing expertise for the future
3.39
2.78
5.51
4.71
2017
2018
2019
2020
[Attractive employment conditions
2021
As a key factor for the BMW Group's attractiveness as an
employer, we aim to ensure that, based on their overall re-
muneration package, our employees earn above average for
the respective labour markets. To confirm this, we conduct
remuneration studies each year on a worldwide basis. The
total salary package consists of a monthly remuneration
and a variable component dependent on the BMW Group's
overall performance. We also offer additional benefits such
as Company pension schemes and an attractive range of
mobility benefits, which can differ from country to country.
7 GRI-Index: 102-35, 102-38, 102-39, 401-2, SASB-Index
The BMW Group confirmed its
position as the most popular
automotive manufacturer in
2.64
4,750
The transformation of the automotive industry entails nu-
merous far-reaching changes. The BMW Group takes a for-
ward-looking approach to the related challenges for the
workforce structure, equally considering social, economic
and technological developments. Against this backdrop, we
strive continuously to ensure our employees have the neces-
sary skill sets, for both the present and the future. The
BMW Group is combining the transformation of expertise
locations.
2019
2020
2021
]]
1 Further training of BMW Group employees in consolidated and non-consolidated
100% subsidiaries worldwide. Data are collated on the basis of direct inputs of
participants and, to a small extent, by extrapolation. Data also include e-learn-
ing formats.
2 Vocational and further training comprises the in-house training of all BMW Group
apprentices (Glossary [Apprentices]) as well as the further training of BMW
Group employees and temporary staff at consolidated companies worldwide.
83
BMW Group Report 2021
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Corporate Governance
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Other Information
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[Key role for managers in the transformation process
BMW Group managers have a key role to play in shaping the
ongoing transformation process. For this reason, the
BMW Group promotes personalities who have the right atti-
tude and willingness to perform, joint leadership skills and a
high degree of identification with the organisation. We en-
courage leadership skills by means of strategically aligned
management training programmes based on a uniform un-
derstanding of leadership. Apart from careers in manage-
ment, the BMW Group also offers the so-called "Expert
Career", which does not generally involve disciplinary re-
sponsibility for other employees. It focuses instead on tech-
nical, project-related or corporate topics as well as other
tasks driving the transformation process.
Recruiting and promoting new staff
Through its comprehensive range of apprenticeships, the
BMW Group creates a broad range of attractive employment
prospects for young people. Promoting future talents also
plays a key role in building up expertise within the Group. 1]
[The recruitment and promotion
of future talents is increasingly
focused on the future-oriented
topics of electrification,
automation and artificial
intelligence. 1]
APPRENTICES AND PARTICIPANTS IN YOUNG
TALENT PROGRAMMES¹
Number
4,964
2018
2017
200
illil
Largest training initiative in the BMW Group's history
In 2021, the BMW Group launched the largest training initia-
tive in its history, aimed at promoting and maintaining the
ability of its workforce to perform with the requisite expertise
and ensuring the Group's long-term competitiveness. Apart
from electric mobility and digitalisation, the BMW Group is
also focusing on a number of future-oriented fields, such as
electrics and electronics, data analytics, innovative produc-
tion technologies and new working methods.
The scale of the training initiative is reflected in the signifi-
cant increase in the number of participants compared with
the previous year. Training measures undertaken across the
BMW Group in 2021 involved a total of 1.1 million participants
(2020: 770,000). Each member of the BMW Group work-
force received an average of 23.1 hours of training during the
year under report (2020: 16.0 hours). Further GRI Information. ]]
In total, the BMW Group invested € 388.6 million (2020:
€ 279.0 million) in training and further education in the fi-
nancial year 2021. The total expense for the years 2020 and
2021 therefore exceeds half a billion euros. GRI-Index: 404-2
[AVERAGE HOURS OF FURTHER TRAINING1
Number of hours
27.1
26.6
26.0
16.0
Illi
23.1
necessitated by electrification with substantial levels of in-
vestment at its various
0
2018
2019
2020
2021
INVESTMENT IN TRAINING AND FURTHER
EDUCATION²
in € million
389
373
370
349
279
2017
[ The BMW Group sees diversity as a strength. A diverse
workforce brings with it different perspectives, experiences
and competencies – and can therefore make us more in-
novative and competitive as a company. For this reason, we
encourage a working environment that actively incorporates
different perspectives. We embrace diversity in all its facets
on the basis of our diversity concept. Our guiding principle is
to create “a sense of community" in which people can work
together in a spirit characterised by appreciation, mutual un-
derstanding, openness and fairness.
engagement on the part of our
employees. 1]
The BMW Group places great emphasis on an unprejudiced,
appreciative and inclusive working environment for all its
employees. Key principles such as protection against dis-
crimination, equal treatment of all employees and respect at
all times are firmly embedded in the BMW Legal Compliance Code
and the BMW Group Code of Human Rights and Working Conditions. All
employees can contact their line managers, the relevant
Entire workforce
[The BMW Group is also aware of the need to achieve a
high percentage of women in our future talents programmes.
The aim is to ensure that the share of women in the total
workforce and in management functions continues to rise in
the future. The share of women participating in the trainee
programme (Global Leader Development Programme) in-
creased to around 47% in 2021 (2020: 42%). By contrast,
the percentage in student proportion programmes (Fastlane,
Speed Up) fell slightly to around 32% (2020: 33%). 1]
1 Regarding the term "management function" please see the Glossary.
2 The new definition of the term "employee" is provided in the Glossary.
89
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Employees and Society
CORPORATE CITIZENSHIP
[As a corporation with a multinational workforce and loca-
tions on six continents, we are very much a part of society.
For this reason, our ecological, economic and social respon-
sibility extends beyond our core business. The main focus of
our corporate citizen activities at our international locations
is to make a contribution towards achieving better living con-
ditions, educational opportunities and greater intercultural
understanding. Through a broad range of activities, we also
contribute towards the attainment of the UN's Sustainable
Development Goals.
BUILDING BRIDGES BETWEEN CULTURES
[[ As an enterprise with global operations and a highly diverse
workforce, we have a keen interest in encouraging tolerance
and understanding between various nations, cultures and reli-
gions. Together with the United Nations Alliance of Civilisations
(UNAOC), since 2011 we have regularly presented the Intercul-
tural Innovation Award. The Award is given in recognition of pro-
jects that seek constructive solutions to intercultural tensions
and conflict.
The BMW Group's target is to reach a total of six million people
by 2025 with the award-winning projects. By the end of 2021,
the award-winning projects will already have benefited around
5.7 million people (2020: 5.1 million people).' The BMW Group
therefore considers it is well on the way to exceeding the target
it has set itself. ]]
Our aspiration
The BMW Group aspires to address concrete needs and
achieve a long-term impact by means of its corporate citi-
zenship activities. We therefore focus primarily on projects
where our expertise can be best leveraged to make a pur-
poseful contribution. In the event of a crisis, we also provide
fast and unbureaucratic assistance. During the year under
report, for instance, the BMW Group made € 1.5 million
available for rescue services in connection with the flood dis-
aster in Germany.²
The BMW Group's expenditure on corporate citizenship ac-
tivities in 2021 totalled € 34.6 million (2020: € 33.6 million).
These include social projects, communication activities,
sponsorship of cultural and sporting events, and donations
of various kinds.
Improving prospects for life with educational projects
At its various locations, the BMW Group develops education-
al projects that facilitate young people's first steps into the
labour market and, in this way, offer them better prospects
for life. With its programmes from primary school level
through to higher education, the BMW Group is making a
[[TOTAL EXPENDITURE ON CORPORATE
CITIZENSHIP BY TYPE OF ACTIVITY3
2021
2020
2019
2018
16.5
15.1
15.7
15.5
15.9
16.2
16.0
17.5
19.3
19.9
16.0
17.2
19.3
17.2
19.5
17.8
19.7
18.8
in € thousand
0
2018
2019
2020
2021
Management positions
Entire workforce
by 2025, namely to 22% for the BMW Group and 20% for
BMW AG. By 2025, we aim to increase the share of women
in the BMW Group workforce as a whole to between 20 and
22% and to between 17 to 19% for the BMW AG.
The share of women in management functions¹ within the
BMW Group has been rising steadily for many years. Global-
ly, the share of female managers in the BMW Group stood at
18.8% at the end of 2021 (2020: 17.8%). At BMW AG, the
number of women in management functions has more than
doubled between 2011 and the present day. Expressed as a
percentage, the share of female managers at BMW AG was
17.5% at the end of the period under report (2020:16.2%).
The share of women in the BMW Group workforce as a whole
reached 19.7% (2020: 19.5%). At BMW AG, women ac-
counted for 16.0% of the total workforce (2020: 15.9%)
Further GRI Information.
2017
Management positions
2017
14.0
Commercial Activities →
Community Investment →
37,242
To Our Stakeholders
Combined Management Report
Group Financial Statements
Corporate Governance
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Other Information
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Employees and Society
[Strengthening employee engagement
A great number of BMW Group employees around the world
are committed to social and environmental issues in a va-
riety of ways. This includes, above all, supporting education-
al projects and campaigns for the benefit of the communities
at the locations where we have operations. In order to make
it easier for employees to become involved in such activities,
the BMW Group launched a so-called Social Week in 2021,
comprising a lecture series as well as introductory events. In
addition, the creation of a Social Marketplace provides em-
ployees with a digital platform on which they are able to ob-
tain information about charitable projects and exchange
ideas with like-minded people. Environment-related initia-
tives such as collecting plastic waste, planting trees or
growing vegetables - are also a recurring feature of the pro-
jects pursued by our employees.
-
Awards for social engagement
The BMW Group actively involves its employees in its social
engagement activities. Over the past ten years, particularly
dedicated charitable work has been recognised with the
BMW Group Award for Social Engagement. In 2021, the
BMW Group honoured four employees for their social en-
gagement, in one case even with a special prize sponsored
by the Doppelfeld Foundation. The BMW Group Awards for
social engagement are each endowed with € 10,000 and di-
rectly benefit the projects concerned.
Promoting innovation
We encourage young talented people within the BMW Group
to use their know-how to set up their own projects to help
solve the social and ecological challenges of our day. In the
"Innovation for Impact" accelerator programme, we support
young employees who are making a valuable contribution
with innovative technologies.
Inspiring Responsible Leadership -
the BMW Foundation Herbert Quandt
The BMW Foundation Herbert Quandt2 is an independent corpor-
ate foundation and, as an important partner, contributes
with its activities to the social responsibility aspirations of
the BMW Group. At the same time, the Foundation encour-
ages leaders worldwide to take action as "Responsible
Leaders" and is committed to help shape a peaceful, just
and sustainable future. The Foundation strives to promote
the UN Sustainable Development Goals. These goals also
play a key role in the Foundation's grants, collaborations and
investments, with social and sustainability-related impacts
taken into account in every investment decision. Detailed in-
formation on this process is provided in the latest Impact In-
vesting Report. Significant activities during the year under re-
port included the 7 RESPOND Accelerator programme, the Equity,
Diversity, and Belonging Week and a Responsible Leaders Lab on
the topic of Reshaping Mobility to Serve Citizens' Needs. 1]
CREATING A FORUM FOR YOUNG TALENT
ACROSS THE WORLD
[[The mission statement of the 7 One Young World network is to
meet global challenges together, while creating lasting, global
connections. This guiding principle brings together young people
from all over the world who are committed to social responsibility.
The BMW Group has been sending a delegation to the One Young
World Summit since 2016. In 2021, around 60 young employees
from the BMW Group took part in the event. ]]
[With our accelerator programme,
we support young employees who
are making a valuable social or
ecological contribution with innova-
tive technologies. 1]
[The BMW Group Award honours
particularly dedicated social
1 Designation until 2020: BMW Group Award for Social Commitment.
2 The BMW Foundation Herbert Quandt is a corporate foundation of BMW AG. The
Foundation implements its programme with the income earned on endowment
assets or received in the form of regular financial contributions from the bene-
factor. In accordance with its statutes, the independent foundation is advised
by a board of trustees, on which the Chairman of the Supervisory Board and
one member each of the Supervisory Board and the Board of Management of
BMW AG are represented.
BMW Group Report 2021
90
90
3 The BMW Group's corporate citizenship activities are divided into three main
areas: donations (comprising cash and non-cash contributions), community in-
vestments (including expenditure on our own project initiatives and partnerships
as well as corporate volunteering) and commercial activities (covering activity
and event sponsoring undertaken to promote culture, sports and sustainability).
Commercial activities also include cause-related marketing.
"In the form of cash and non-cash contributions.
33,436
33,229 33,631
34,646
0
2017
2018
2019
2020
2021
[[DONATIONS WORLDWIDE
in € million
Donations/
payments in kind →
Sports
6.2%
Environment /
Sustainability
Culture
9.6%
Society /
Community
24.9%
Total
€ 16.6 million
Politics
0.1%
Science /
Education
57.8%
lasting contribution towards more equal opportunity. The
BMW Group bases its funding approach on the specific
needs and requirements at each location. During the year
under report, the BMW Group supported a range of educa-
tional projects for example in China, India, South Korea,
Russia and the USA. Further information is provided and ad-
ditional projects described on the website 7 BMW Group Cor-
porate Citizenship. ]]
1 The number of people supported by projects is provided by the award winners
at the end of each year. It is calculated based on combined data from media and
sources. The figure reported relates only to the people who benefit directly from
the projects concerned.
2 Of which approximately €900,000 was called upon in 2021.
1.4%
Embedding diversity
16.1
POSITIONS AND IN THE TOTAL WORKFORCE OF THE
BMW GROUP²
11.6
59.2
2020 total
10.4
59.9
29.7
2021 total
9.8
59.9
30.3
direct¹
13.3
53.6
33.1
indirect²
7.8
63.6
28.6
male
8.8
59.2
31.9
female
2019 total
30-50
years old
<30
years old
in %
[ A diverse workforce brings with it different
perspectives, experiences and competen-
cies – making the BMW Group more
innovative and competitive. ]]
specialist departments, the HR department or the Works
Council if they have any pertinent concerns. The BMW Group
SpeakUP Line is a telephone service available in over 30
languages that gives employees worldwide the opportunity
to report possible violations both anonymously and confi-
dentially (Whistleblower Systems for Detecting Possible Legal Violations
and Compliance Controls). GRI-Index: 406-1
Using a variety of training events, presentations and dia-
logue formats, we endeavour to sensitize employees and
managers to the positive contribution that diversity can
make to the business. The BMW Group also promotes diver-
sity and equal opportunity in its recruiting and personnel de-
velopment strategies.
Diversity-promoting concepts have also been developed in
relation to the composition of the Board of Management and
Supervisory Board. Information on the stipulated diversity
criteria and their implementation is provided in the Corporate
Governance Statement. GRI-Index: Diversity and equal opportunity
Group-wide initiatives
The BMW Group is committed to raising awareness for di-
versity throughout the organisation. In this context, for in-
stance, we organise an annual Diversity Week, which in 2021
involved 170 activities aimed at motivating employees world-
wide to address the issue of diversity. The international com-
munication campaign Driven by Diversity was also launched
at the same time. The aim of the internal campaign is to
make the diverse identities, ways of thinking and experi-
ences of our employees visible and to embed diversity even
deeper in the corporate culture of the BMW Group and in the
mindset of its employees.
Employee engagement
Employee initiatives play a key role in ensuring that diversity
is actively practised. For example, two teams from the future
talents programme took part in the Germany-wide Diversity
Challenge of the Diversity Charter during the year under report.
One of the teams was awarded first place for developing a
diversity app.
Many other employees are involved in internal networks that
have been set up, including a number of women's networks
at various locations and the BMW Group PRIDE group, which
campaigns across borders for the interests of the LGBT+*
community. Sexual Orientation and Identity The dialogue generat-
ed by the aforementioned internal networks creates further
momentum for the BMW Group's commitment to support
diversity.
Promoting diversity
The BMW Group takes an holistic approach to the subject of
diversity, focusing primarily on five key dimensions, namely
cultural background; age and experience; sexual orientation
and identity; physical and mental ability; and gender. The
two departments, HR Policy and Strategy and HR Oper-
ations, working together with the relevant disciplinary line
managers, are responsible for implementing the measures
decided upon. 1]
15.2
*Abbreviation for all sexual orientations and forms of identity.
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Employees and Society
> 50
years old
29.2
[ BMW AG EMPLOYEES ACCORDING TO AGE GROUP,
DIVIDED INTO FUNCTIONS AND GENDER
87
in %
63.4
]]
2 All employees without clock control.
3 The share of employees with severe disabilities is based on the statutory require-
ments in accordance with the German Social Code (SGB IX).
"The figure for 2021 comprises all orders completed and billed by 31 December
2021.
88
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BMW AG regularly compares the monthly salary levels and
variable remuneration of women and men employed by the
Company. The respective degree of employment and func-
tional level are also taken into account. The objective of the
audit is to ensure that the remuneration structures result in
fair pay. There were no significant differences in the overall
remuneration package between the genders within BMW AG
in the year under review. GRI-Index: 405-21]
Increasing the share of women
The BMW Group is working continuously to increase the
share of women in the workforce as a whole and in manage-
ment functions in particular. This remains a challenging task
in that it is still the case that more men go through the pro-
cess of vocational training, particularly in technical fields,
and are therefore in the majority on the labour market.
The BMW Group has set targets for the percentage share of
women at all levels of the Company. We have raised our tar-
gets for the percentage of women in management functions
Share of women in manage-
ment functions in the
BMW Group at 18.8 %.
PERCENTAGE OF WOMEN IN MANAGEMENT
POSITIONS AND IN THE TOTAL WORKFORCE AT
BMW AG²
in %
PERCENTAGE OF WOMEN IN MANAGEMENT
1 Clock-controlled and production employees.
]]
2021
2020
[Cultural background
People from over 110 countries work successfully together at
the BMW Group. Further GRI Information A broad range of op-
portunities for personnel development, qualification and fur-
ther training helps to promote intercultural understanding. For
example, the BMW Group deliberately gears the Global
Leader Development Programme towards international par-
ticipants. As in the previous year, new employees from eight
countries took part in the programme. Moreover, the
BMW Group uses various dialogue formats to ensure an un-
prejudiced working environment in a spirit of mutual respect.
Age and experience
The BMW Group sees demographic change as both a chal-
lenge and an opportunity. Since 2019, as part of the Senior
Expert Programme, retired employees have been passing on
their knowledge and experience to their younger colleagues.
Conversely, within the Reverse Mentoring Programme or-
ganised by the BMW Group, older employees benefit from
the new knowledge of the younger generation. We train our
managers to recognise and leverage the opportunities that
mixed-age teams offer. GRI-Index: 404-2
Physical and mental abilities
In line with its core values, the BMW Group is convinced of
the need to offer an inclusive and barrier-free working envi-
ronment for employees with physical or mental disabilities.
This begins with providing training opportunities for severe-
ly disabled young people and continues by designing work-
places that meet their needs. We have reaffirmed this as-
piration in 2021 by joining the international initiative The
Valuable 500. Furthermore, in the year under report BMW AG
awarded contracts amounting to around € 24.2 million
(2020: € 25 million) to workshops staffed by people with
severe restrictions.
[[SHARE OF EMPLOYEES WITH SEVERE
DISABILITIES AT BMW AG³
in %
6.5
6.3
6.4
21.4
6.6
|
Sexual orientation and identity
The focus we place on sexual orientation and identity is a
clear reflection of diversity in action within the BMW Group.
An open-minded, unprejudiced and respectful working envi-
ronment is a prerequisite for LGBT+ employees to be able
to contribute their full potential. For this reason, the
BMW Group uses a range of informational events and dia-
logue formats to raise awareness of LGBT+ issues among
employees and managers. We are supported in the imple-
mentation of measures by the internal network BMW Group
PRIDE. We also send a clear signal to the outside world: in
2021, for instance, we joined the PROUT EMPLOYER net-
work of the Prout at Work Foundation and signed the UN Stand-
ards of Conduct for Business for Tackling Discrimination
against LGBTI people.
Gender
In 2021, the BMW Group systematically implemented the
measures decided upon in 2020 aimed at promoting women
in the workforce. One focus was placed on future talents and
executive management training programmes. Increasing the
share of women at all levels. In the Inspired Lead leadership pro-
gramme, for example, gender diversity is taken into account
in both the selection of participants and the learning content.
The option of filling management functions in tandem (joint
leadership) was also well received by employees in the first
year after the programme was introduced. In 2021, our
measures relating to the promotion of women were evaluat-
ed externally on the basis of the Women's Career Index. This
assessment confirmed the effectiveness of the measures
taken and the progress we have made.
[t People from over 110 countries
work successfully together at
the BMW Group. 1]
|||||
4.0
2017
2018
2019
6.5
81