BMW Factbook August 2016

BMW GROUP
INVESTOR FACTBOOK
August 2016
CONTENT.
1 STRATEGY NUMBER ONE NEXT 6 MARKETS
2 GROUP FINANCIALS 7 SUSTAINABILITY
3 AUTOMOTIVE 8 BMW SHARES
4 MOTORCYCLES 9 DEBT & RATINGS
5 FINANCIAL SERVICES 10 CONTACT & CALENDAR
BMW Group Investor Factbook, August 2016 Page 2

FORWARD-LOOKING STRATEGIES LEADING TO A SUCCESSFUL
CORPORATE DEVELOPMENT SINCE 2001.
2016
2001/ Premium brand strategy

2003
Strategy Number ONE 2007

SUCCESSFUL STRATEGY IMPLEMENTATION SINCE 2007:
STRATEGIC MILESTONES.
LAUNCH
X5 xDrive40e
PLANT SAN LUIS POTOSI,

DRIVE NOW MEXICO
2015
EXPANSION PLANT PLANT ARAQUARI,
SPARTANBURG, USA PLANT TIEXI,
CHINA BRAZIL
FIRST HYBRID MODELS BMW C EVOLUTION

IN SERIES PRODUCTION
LIFE-DRIVE
2013 LAUNCH
BMW i8
2011
PLANT CHENNAI, ARCHITECTURE
INDIA
LAUNCH
BMW i3
ESTABLISHMENT
2009
BMW MOTORRAD,
PROJECT i BRAZIL
BMW ACTIVE E
BRAND BMW i
MINI E BMW VISION
EFFICIENT CARBON PRODUCTION
DYNAMICS MOSES LAKE, USA
2007 Strategy Number ONE

ADAPTING OUR STRATEGY TO A CHANGING ENVIRONMENT.
ADDRESSING NEW TRENDS.
Digitalization
Economy Modified Customer Requirements

Product and
Technology Automotive Sector Market and Competitive Environment
Customer TREND
and Mobility TOP TRENDS
ANALYSIS
2015 New Technologies and Services
Society, Tightening of Regulatory Requirements

Politics and
Legislation
Ecology
Volatility
Digitalization

VISION
COMPETITIVE
ADVANTAGE
STRATEGIC
APPROACH
CORPORATE
CULTURE
WE INSPIRE PEOPLE ON THE MOVE.
VISION
We are Number ONE.
We inspire people on the move:
We shape tomorrows individual premium mobility.

VISION
We are Number ONE.
We inspire people on the move:
We shape tomorrows individual COMPETITIVE
premium mobility.
ADVANTAGE
We unite excitement, responsibility and
success: We have the most emotional
products and attractive
services.
STRATEGIC APPROACH
We are leading the BMW Group into a new era:
We leverage innovative technologies, digitalization
and sustainability to deliver unique customer experiences.
> Brands & Design
> Products
> Technologies
> Customer Experience & Services
> Digitalization
> Profitability
CORPORATE CULTURE
We create the future:
We combine operational
excellence and fresh
thinking.

BRANDS & DESIGN.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> CUSTOMER EXPERIENCE & SERVICES
We have the
MOST ASPIRATIONAL BRANDS.
> DIGITALIZATION We continuously grow the value of our brands
through focused brand management and outstanding design.
LEADERSHIP DRIVEN BY ASPIRATIONAL BRAND PORTFOLIO
AND HIGHLY EMOTIONAL PRODUCTS. BRANDS & DESIGN
Premium Brands Design
Luxury
Compact/Small
Now
Dynamic Target group Efficient

ATTRACTIVE PREMIUM BRANDS PROVIDE THE BASIS
FOR A FURTHER EXPANSION OF THE PRODUCT PORTFOLIO. BRANDS & DESIGN

TOMORROWS LANGUAGE OF DESIGN AND TECHNOLOGY:
BMW i VISION FUTURE INTERACTION. BRANDS & DESIGN

BMW VISION NEXT 100.
A GLIMPSE INTO THE FUTURE OF MOBILITY. BRANDS & DESIGN

MINI VISION NEXT 100.
EVERY MINI IS MY MINI. BRANDS & DESIGN

ROLLS-ROYCE VISION NEXT 100.
THE FUTURE OF LUXURY. BRANDS & DESIGN

PRODUCTS.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION

SIXTH GENERATION OF BMW 7 SERIES:
THE NEW BENCHMARK IN THE LUXURY SEGMENT. PRODUCTS

KEEPING THE LEAD FURTHER EXPANSION OF THE
X-PORTFOLIO PLANNED UNTIL 2020. PRODUCTS
BMW X1 BMW X3 BMW X4
BMW X5 BMW X6 BMW X7

STRONG PERFORMANCE OF M PRODUCTS SERVES AS A
STARTING POINT FOR FURTHER GROWTH. PRODUCTS
62,368
Sales Volume BMW M and M Performance Automobiles
27,881
M Performance Automobiles
44,872
M Automobiles
23,943
31,276
26,873 14,242
19,118 6,211 34,487
16,967
20,662 20,929
17,034
2010 2011 2012 2013 2014 2015

EVERY FIFTH BMW COMES WITH AN M SPORT PACKAGE.
ADDITIONAL EQUIPMENT AS A STRONG PROFIT POOL. PRODUCTS
Production volume M Sport packages
418,942
358,172
292,680
201,172 209,964
138,774
2010 2011 2012 2013 2014 2015

BMW M AUTOMOBILES ARE THE VERY SPORTY
AND DYNAMIC END OF OUR MODEL RANGE. PRODUCTS
AN EXAMPLE:
BRAND SHAPER BMW M4 GTS
M AUTOMOBILES BMW M2 Coup
M PERFORMANCE BMW M240i Coup

AUTOMOBILES
BMW 420i Coup with

CORE BRAND MODEL M sport package
WITH M SPORT PACKAGE
TOP MODEL BMW 228i Coup

CORE BRAND

BMW M.
NEW PRODUCTS 2016. PRODUCTS
BMW M2 Coup, from 04/16 M4 Competition Package, from 03/16 BMW M4 GTS, from 03/16
BMW X4 M40i, from 02/16 BMW M760Li xDrive, end of 2016 M760Li xDrive V12 Excellence, end of 2016

BMW M2 COUP.
PRODUCTS

iPERFORMANCE AND BMW i
BALANCING THE PRODUCT PORTFOLIO. PRODUCTS
DYNAMIC EFFICIENT
BMW brand framework for product portfolio
M Core Models M Performance Core Models PHEVs BEVs
High Performance Electrified Visionary

Performance Champions Efficiency Mobility
Champions
The interplay of BMW M and BMW i enhances competitive differentiation

(representation of the scope of the BMW brand).

FURTHER EXPANSION OF THE BMW i PORTFOLIO.
PRODUCTS
i NEXT
2013 2014 2016 2018 Beginning of the next decade
Continuous development of the BMW i3 with regard to range and design

23,600 VEHICLES WITH ELECTRIC DRIVE TRAIN SOLD IN FIRST
HALF OF 2016. PRODUCTS
BMW i3 BMW i8
BMW 225xe
iPerformance
BMW X5 xDrive40e
iPerformance
BMW 330e BMW 740e

BMW 530Le
iPerformance iPerformance

MINI STRENGTHENING THE PORTFOLIO.
OPTIMIZATION FROM 8 TO 5 CORE MODELS. PRODUCTS

ROLLS ROYCE REWRITING LUXURY.
EXPANSION INTO THE LUXURY SUV AREA. PRODUCTS

TECHNOLOGIES.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
We shape FUTURE TECHNOLOGIES.

> DIGITALIZATION We develop innovative technologies
for tomorrows products and services.
ENSURING OUR POSITION AS TECHNOLOGY LEADER.
TECHNOLOGIES
Technology and innovation leader
Future focus: Future focus:

Powertrain technologies Digitalization
Efficient
Artificial Autonomous
Dynamics Hydrogen Connectivity
Intelligence driving
NEXT
DRIVING EXPERIENCE REDEFINED.
CUSTOMER BENEFIT AS THE FOCAL POINT. TECHNOLOGIES
Delegation Ability Safety
Driver unchallenged FLOW Driver overchallenged
Need for automation of driving tasks

THE NEW BMW 7 SERIES ALREADY OFFERS A COMPREHENSIVE
RANGE OF DRIVING ASSISTANCE: SCANNING THE SURROUNDINGS. TECHNOLOGIES
Side-Range Radar
Rearview Camera
Stereo Front Camera
Surround View
Camera
Side-Range
Park Distance Radar
Control
Side-Range
Radar
Surround View
Side-View Camera
Camera
ADAS ECU
Night Vision DSC
Full-Range
Radar
Side-Range Radar

THE NEW BMW 7 SERIES DRIVER ASSISTANCE PROVIDES
COMFORT AND SAFETY AT THE HIGHEST LEVEL. TECHNOLOGIES
Crossing traffic warning rear / front
Lane control assistant with active side collision protection Night Vision
Lateral parking aid Manual speed limiter

Active cruise control with Stop&Go function
Rear collision prevention Lane departure warning
Steering and lane control assistant

Speed limit and
Panorama View No Pass information
3D View
Top View
Speed Limit Assist
Approach control warning with braking function
Parking assistant
Active Park Distance Control

BMW Selective Beam
Remote Control Parking

THE NEXT STEPS ARE HIGHLY AND FULLY AUTONOMOUS
DRIVING. TECHNOLOGIES
Human Transition of responsibility Machine

TODAY
Awareness for General awareness
Early take over
warning systems Traffic control
such as cruise (e.g. congestion
control/ speed No take over request No driver
assistant)
assistant Take over request (Mind-off)
(Eyes-off)
No active (Hands-off)
(Feet-off)
assistance system
0 Driver Only 1 Assistance 2 Semi-Automation 3 High-Automation 4 Full-Automation 5 Autonomous

MASTERING THE BASIC TECHNOLOGIES IS THE
FIRST STEP FOR HIGHLY AUTOMATED DRIVING. TECHNOLOGIES
Sensor systems Artificial Intelligence

Regulatory
requirements
Intelligent
autonomous vehicle
Digital maps / HERE Digital reality model

HIGHLY ACCURATE MAPS AND BACKEND CONNECTIVITY
TWO CORNERSTONES FOR HIGHLY AUTOMATED DRIVING. TECHNOLOGIES
HIGH-
EN-ROUTE VARIABLE TRAFFIC ROAD WEATHER
PRECISION
APPROVAL TRAFFIC SIGNS CONDITIONS WORKS CONDITIONS Foresight by Backend
DIGITAL MAPS
> 200 m
Far Range Sensors

~ 200 m
Short/ Mid- Range

Sensors ~ 70 m

HIGH-DEFINITION MAPS FOR FUTURE MOBILITY.
ACQUISITION OF MAPPING AND LOCATION SERVICE HERE. TECHNOLOGIES
HERE provides high-definition maps and thus the basis for new
driving assistance systems up to highly-automated driving.
The combination with real-time vehicle data optimizes traffic

security and the offer of individual services.
BMW, Audi and Daimler each hold one third of HERE.
HERE remains an open and independent platform for

cloud-based maps and mobility services.

BMW GROUP, INTEL AND MOBILEYE TEAM UP TO BRING FULLY
AUTONOMOUS DRIVING TO STREETS BY 2021. TECHNOLOGIES
Fleets of fully autonomous cars for new mobility services in urban environments
Creation of an open platform for the next generation of cars
In-vehicle computing, robust cloud and set of machine-learning solutions from Intel
Full suite of expertise in sensing, localization, and driving policy from Mobileye
BMW iNEXT model will be the basis for fleets of fully autonomous vehicles

PROJECT i:
A PIONEER IN SUSTAINABLE MOBILITY. TECHNOLOGIES
Sustainability
Lightweight Purpose-built
construction
New sportiness Electrification

PROJECT i 2.0:
THE BMW i NEXT IS THE FUTURE OF MOBILITY. TECHNOLOGIES
Connectivity
Sustainability
Lightweight Purpose-built
construction
Interior of the future BMW i NEXT Autonomous

driving
New sportiness
Electrification
Highly automated driving Artificial Intelligence

CUSTOMER EXPERIENCE & SERVICES.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
We offer the
> DIGITALIZATION BEST CUSTOMER EXPERIENCE.

DELIVERING UNIQUE CUSTOMER EXPERIENCES:
INDIVIDUAL SOLUTIONS IN REAL TIME. CUSTOMER EXPERIENCE & SERVICES
24/7 and along the

Individual customer experiences
customer lifecycle
Omni-channel
Consistent customer experience at all
360 customer knowledge physical and digital points of contact
Next Best Offer Data analytics
Pre-owned Financial After- Mobility

Business lines New cars
cars services sales services

OUR PORTFOLIO OF DIGITAL SERVICES WILL ADDRESS
THE WHOLE CUSTOMER JOURNEY. CUSTOMER EXPERIENCE & SERVICES
Customer lifetime within the BMW ecosystem
Vehicle pre-conditioned according to personal preferences,

Intermodal navigation and fully charged
New appointment restaurant recommendations
Wake-up function based on and automatic adjustment of mobility agenda
fleet and weather data
Reservation of parking lots;
including possibilities for charging
Automatic charging of the vehicle
Lunch in Sunroof automatically closes
at optimal energy costs & the city based on location-specific weather forecast
over-the-air software updates
Avoidance of red traffic lights,

Local danger warnings via fleet data through traffic light assistance and
Preheating the home via smart home integrations car-to-car-communication

ON-DEMAND ECONOMY OFFERING ADDITIONAL
POTENTIAL FOR GROWTH. CUSTOMER EXPERIENCE & SERVICES
On-demand Economy
Financing Economy
Business Potential
Owning Economy
Time

EXPANSION OF MOBILITY AND DIGITAL SERVICES IN AN
INTELLIGENT AND INDIVIDUAL WAY. CUSTOMER EXPERIENCE & SERVICES
We offer the most attractive services.
On-Demand Mobility Parking / Charging Digital Services
Rollout car sharing Offering flexible, customer-oriented Expanding digital services to

Expanding service portfolio parking and charging solutions improve the customer experience
Integration in the BMW Ecosystem Strengthening BMW Ecosystem

WE CREATE THE INDIVIDUAL PREMIUM MOBILITY
PORTFOLIO OF THE FUTURE FOR OUR CUSTOMERS . CUSTOMER EXPERIENCE & SERVICES
BMW M
Financial
Services
BMW
Charging
BMW i Infrastructure
Carsharing
MINI
Rolls-Royce
Digital
Services
BMW
Motorrad Parking
services

LEVERAGING POTENTIAL OF DIGITALIZATION AND
CONNECTIVITY. CUSTOMER EXPERIENCE & SERVICES
BMW Connected
Mobility Cloud

DRIVENOW AND MOBILITY SERVICES ON GROWTH TRACK.
MORE THAN 650,000 DRIVENOW USERS BY MID-2016. CUSTOMER EXPERIENCE & SERVICES
COPENHAGEN VIENNA BERLIN COLOGNE HAMBURG
STOCKHOLM LONDON DUESSELDORF MUNICH BRUSSELS

DIGITALIZATION.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION

INTELLIGENT AND INNOVATIVE PRODUCTION -
DIGITIZATION CREATES NEW POTENTIAL. DIGITALIZATION
Data and Analytics Smart Logistics Innovative Automation Additive Manufacturing
16
14
12
10
8
6
4
2
140
0 4
6 135
8
10
12 130
14
16 125
18
Internet-of-Things
Autonomous Transport Systems Collaborative Robot Systems Laminate or Metal
Architecture
Data Management for Planning Global Supply Chain Context-sensitive Worker Serial Production
and Control Visibility and Control Support Systems and Rapid Prototyping
Cyber Security Integrated Supplier Networks Reorganization of Work New Individualization

CONNECTING THE REAL WORLD WITH THE DIGITAL WORLD
FACILITATES PLANNING OF ROBUST PRODUCTION LAUNCHES. DIGITALIZATION
Simulation und Factory

digitization.
BMW Group
Plant Goodwood.
Digitization of the assembly.
Early simulation of planned production processes through

virtual reality tools well before the start of production avoids
elaborate loops and unnecessary expense in the construction
of production facilities.

BIG DATA TECHNOLOGIES INCREASE TRANSPARENCY IN
THE INTERNATIONAL SUPPLY NETWORK. DIGITALIZATION
Global Continuous Real-Time Ad-hoc

Smart Logistics. Transparency. Tracking. Alarm. Decision.
BMW Group
Oversee supply network
High Performance Data Base
Suppliers Packing companies Transport Oversee plants
Big Data helps to increase supply security and to reduce high transport costs which would be
incurred through bottlenecks.
Optimizing inbound logistics by better use of existing data has resulted in a benefit of
EUR 200 million with an expense of EUR 1 million.

COLLABORATIVE LIGHTWEIGHT ROBOTS TAKE OVER
PHYSICALLY DEMANDING ACTIVITIES. DIGITALIZATION
Innovative Robot
systems.
BMW Group
Plant Dingolfing.
Fixing the door insulation.

PROFITABILITY.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION As a consequence, we consistently generate

EXCELLENT RESULTS.
FINANCIAL TARGETS 2020: SUSTAINABLE GROWTH AND SOLID
PROFITABILITY DESPITE CHALLENGES. PROFITABILITY
BMW Group 2015 2020

EBT margin (from 2017) 10.0% >10%
Investment ratio* 4.2% <5.0%
Research and development ratio 5.6% 5.0 - 5.5%
Payout ratio 32.9% 30 - 40%
Automotive Segment
EBIT margin 9.2% 8 -10%
Free Cashflow 5.4 bn >3 bn
Motorcycles Segment
Sales volume 136,963 units > 200,000 units
EBIT margin (from 2017) 9.1% 8 -10%
Financial Services Segment
Return on Equity 20.2% >18%
* Investments in property, plant and equipment and other intangible assets (without capitalized development costs).

MAINTAINING THE AUTOMOTIVE EBIT MARGIN IN THE CORRIDOR
OF 8-10% DESPITE ONGOING CHALLENGES. PROFITABILITY
Market and
Regulatory
Future costs competitive Volatility
requirements
environment
10 %
Ongoing efficiency
measures to compensate
the cost burden
8%
Expansion & optimization Retail sales growth New technologies/ Reduction of Benefits from Efficiency
product portfolio Autos and Motorcycles equipment options material costs digitalization measures
STRENGTHENING PROFITABILITY BY
SALES GROWTH AND PRODUCT EXPANSION. PROFITABILITY
High Performance Cars Luxury Segment BMW i

MANAGING THE SUPPLY CHAIN AND COMPONENT
PRODUCTION IS A KEY SUCCESS FACTOR. PROFITABILITY
36 bn. 16 bn.
direct 1) Indirect 2)
+ +
ca. 2,000 Employees 3)
The integration of purchasing,
4,500 1st-tier
component production and Parts
6 locations
M Production
locations
Quality Management is the basis for
a sustainable supply chain.
28 Mio.
Parts per
ca. 8,800 day
Employees 3) ca. 1,400
Employees 3)
1) 2015; Europe: 28 bn. , NAFTA: 6 bn. , Asia/Other: 2 bn.

2) 2015; Europe: 11,5 bn. , NAFTA: 1,5 bn. , Asia/Other: 3 bn.
+ 3) 31.12.2015

COST ANALYSIS IS THE STARTING POINT FOR
COST OPTIMIZATION MEASURES IN PURCHASING. PROFITABILITY
Cost analysis creates transparency Strategic measures
Examples:
Better understanding of the cost components and drivers.
Target
Generate input for purchasing strategies and negotiations.
Definition of measures to implement a best-cost approach.

Best Practice Supplier Price after
offers negotiation and
implementation of
measures
Further costs Manufacturing process

Raw material Purchased parts

PROJECT SIMPLIFY: REDUCTION OF COMPLEXITY BY
OPTIMIZATION AND VERIFICATION OF OFFER VARIETY. PROFITABILITY
Variants pyramid Sublevel
Derivatives e.g. MINI Portfolio from 8 to 5 models
Power train e.g. Elimination of approximately 80 power train variants
Options
Colors
Equipment Analysis of offer variety and streamlining the portfolio
Seats
variants Reduction of one-time expense and complexity by 40%
Wheels
Trims

EBIT MARGIN DEVELOPMENT AUTOMOTIVE SEGMENT.
TARGET PROFITABILITY OF 8-10%. PROFITABILITY
EBIT margin development automotive segment

[in %]
11.8
10.8
9.4 9.6 9.5

9.2 8.9
Target corridor:
8.0
8-10 %
6.4 6.4
1.4
-0.6
2006 2007 2008 2009 2010 2011 2012 2013* 2014 2015 H1-2015 H1-2016
BMW Group Investor Factbook, August 2016 * 2013 figures have been adjusted in accordance with IAS 8. Page 61
FREE CASH FLOW AUTOMOTIVE SEGMENT.
TARGET OF >3BN EURO ANNUALLY. PROFITABILITY
Free Cash Flow (Automotive)*

[in m]
5,404
4,471
3,809
3,481
3,166
3,003 Target:
2,557 2,522 > 3 billion
2,277
1,456
n.a. 197
2006 2007 2008 2009** 2010 2011** 2012 2013** 2014 2015 H1-2015 H1-2016
* Definition: Free cash flow corresponds to the cash inflow from operating activities of the Automobiles segment less the cash outflow for investing activities of the Automobiles segment adjusted for net
BMW Group Investor Factbook, August 2016 investment in marketable securities and term deposits. 2009 2015 as reported, 2007 & 2008 calculated according to above definition from reported figures. No cash flow reporting on segment level in 2006. Page 62
** 2009, 2011, 2013 figures have been adjusted in accordance with IAS 8.
CAPITAL EXPENDITURE BMW GROUP.
TARGET RATIO BELOW 5% OF GROUP REVENUES. PROFITABILITY
BMW Group Capital Expenditure* Capex Ratio**

[in m] [in %]
6,000 10
5,000
8
6.5 7
4,000
5.7 5.6 5.7
5.2 5.4 6
Target ratio:
4.7
3,000
4.2
5 <5%
3.8 4.0
4,967 3.6 4
4,601
2,000 4,151
3,826 3
2.3
2,777 2,933 2,980 2,720
1,000
2,383 2,312 2
1,616
1
1,042
0 0
2006 2007 2008 2009 2010 2011 2012 2013*** 2014 2015 H1-2015 H1-2016
* Capital Expenditure: additions to property, plant and equipment and other intangible assets (definition has been changed in 2016).
BMW Group Investor Factbook, August 2016 ** Capital expenditure ratio: Capital expenditure divided by Group revenues. Page 63
*** 2013 figures have been adjusted in accordance with IAS 8.
RESEARCH & DEVELOPMENT COSTS.
STRATEGIC TARGET R&D RATIO: 5%-5.5%. PROFITABILITY
R&D Costs* R&D Ratio**

[in m, HGB] [in %, HGB]
6,000 10
9
5,000
8
6.5 6.3 7
4,000
5.6 5.7 5.6
5.4 6
4.9 5.1 Target ratio:
4.8 4.6 4.7 4.6
3,000 5
5-5.5 %
5,169
4.793 4,566
4
2,000 3,952 3
3,208 3,144 3,373
2,864 2,773
2,448 2
1,000 2,098 2,102
1
0 0
2006 2007 2008 2009 2010 2011 2012 2013*** 2014 2015 H1-2015 H1-2016
HGB: German Commercial Code

* R&D Expenditure: Research and development expenses plus capitalized research and development cost minus amortization of capitalized development costs.
BMW Group Investor Factbook, August 2016 ** R&D Ratio: R&D expenditure divided by Group revenues. Page 64
*** 2013 figures have been adjusted in accordance with IAS 8.
WE HAVE THE MOST EMOTIONAL
PRODUCTS AND ATTRACTIVE SERVICES.
COMPETITIVE ADVANTAGE
We unite excitement,
responsibility and success:
We have the most emotional
products and attractive services.

CULTURE
We create the future:
We combine operational excellence and
fresh thinking.
RESPONSIBILITY
APPRECIATION
TRANSPARENCY
TRUST
OPENNESS

CONTENT.

BMW GROUP 2015 FINANCIAL YEAR:
POSITIVE BUSINESS DEVELOPMENT WITHIN A VOLATILE ENVIRONMENT.
BMW Group 2015 2014 Change in %

Earnings before tax Group (in m) 9,224 8,707 + 5.9
EBT margin (in %) Group 10.0 10.8 -0.8 pp
Automotive Segment
Automotive sales (units) 2,247,485 2,117,965 + 6.1
Earnings before interest and tax (EBIT) (in m) 7,836 7,244 + 8.2
EBIT margin (in %) 9.2 9.6 -0.4 pp
Net financial assets (m) 16,911 14,223 +18.9
Motorcycles Segment
Sales (units) 136,963 123,495 + 10.9
Earnings before interest and tax (EBIT) (in m) 182 112 + 62.5
EBIT margin (in %) 9.1 6.7 +2.4 pp
Financial Services
Earnings before tax (EBT) (in m) 1,975 1,723 + 14.6
Penetration rate (in %) 46.3 41.7 +4.6 pp
Credit loss ratio (in %) 0.37 0.50 +0.13 pp

BMW GROUP Q2-2016: NEW SALES VOLUME AND EARNINGS RECORDS IN
SECOND QUARTER.
BMW Group Q2-2016 Q2-2015 Change in %

Earnings before tax Group (in m) 2,798 2,582 +8.4
EBT margin (in %) Group 11.2 10.8 +0.4 pp
Automotive Segment
Automotive sales (units) 605,534 573,079 +5.7
Earnings before interest and tax (EBIT) (in m) 2,178 1,819 +19.7
Motorcycles Segment
Sales (units) 46,966 47,048 -0.2
Earnings before interest and tax (EBIT) (in m) 98 112 -12.5
EBIT margin (in %) 15.9 18.0 -2.1 pp
Financial Services
Earnings before tax (EBT) (in m) 503 496 +1.4
Credit loss ratio (in %) 0.29 0.34 -0.05 pp

BMW GROUP H1-2016: STRONG RESULTS IN FIRST HALF OF 2016.
BMW Group H1-2016 H1-2015 Change in %

Earnings before tax Group (in m) 5,166 4,851 +6.5
EBT margin (in %) Group 11.3 10.8 0.5 pp
Automotive Segment
Automotive sales (units) 1,163,139 1,099,748 +5.8
Earnings before interest and tax (EBIT) (in m) 3,941 3,613 +9.1
Motorcycles Segment
Sales (units) 80,754 78,418 +3.0
Earnings before interest and tax (EBIT) (in m) 192 227 -15.4
EBIT margin (in %) 16.0 19.1 -3.1 pp
Financial Services
Earnings before tax (EBT) (in m) 1,073 1,055 +1.7
Credit loss ratio (in %) 0.29 0.34 -0.05 pp

OUTLOOK FOR 2016
POSITIVE BUSINESS DEVELOPMENT EXPECTED DESPITE CHALLENGES.
BMW Group
Slight increase in EBT compared with previous year
Automotive Segment
Slight increase in deliveries and revenues compared with the previous year
EBIT margin in the target range of 8-10%
Financial Services Segment

Return on equity of at least 18%, on par with previous year
Motorcycles Segment
Solid increase in deliveries compared with the previous year

CONTENT.

BMW, ROLLS ROYCE, MINI
STRONG PREMIUM BRANDS AS THE BASIS FOR BMW GROUPS SUCCESS.
The pinnacle of Sheer driving The worlds most exciting

automobile luxury pleasure premium small car brand

FY-2015 AUTOMOTIVE SEGMENT: EBIT MARGIN OF 9.2%.
EBIT OF 7.8 BN, SOLID INCREASE OVER LAST YEAR.
In m 2015 2014 Change in %
Sales (units) 2,247,485 2,117,965 + 6.1
Revenues 85,536 75,173 + 13.8
Earnings before interest and tax (EBIT) 7,836 7,244 + 8.2
EBIT margin (in %) 9.2 9.6 -
Earnings before tax (EBT) 7,523 6,886 + 9.3

AUTOMOTIVE SEGMENT:
2014 TO 2015 EBIT DEVELOPMENT.
In m
+526 -479
+108
+456 -19
7,836
7,244
EBIT Net effect from Other Volume/ Depreciation Other changes EBIT
exchange rates/ operating Mix/
2014 commodities income and Market 2015
EBIT margin expenses EBIT margin
9.6% 9.2%

Q2-2016 AUTOMOTIVE SEGMENT: 25TH CONSECUTIVE QUARTER TO ACHIEVE
EBIT MARGIN WITHIN TARGET RANGE OF BETWEEN 8 AND 10% OR HIGHER.
In m Q2-2016 Q2-2015 Change in %
Sales (units) 605,534 573,079 +5.7
Revenues 22,872 21,650 +5.6
Earnings before interest and tax (EBIT) 2,178 1,819 +19.7
Earnings before tax (EBT) 2,277 1,844 +23.5

H1-2016 AUTOMOTIVE SEGMENT: STRONG SALES AND SUSTAINABLE
PROFITABILITY WITH EBIT MARGIN OF 9.5%.
In m H1-2016 H1-2015 Change in %
Sales (units) 1,163,139 1,099,748 +5.8
Revenues 41,686 40,543 +2.8
Earnings before interest and tax (EBIT) 3,941 3,613 +9.1

BMW GROUP SALES FIGURES FOR THE BUSINESS YEAR 2015.
2,247,485 + 6.1%
1,905,234 + 5.2%
338,466 + 12.0%
3,785 - 6.8%
136,963 + 10.9%

BMW GROUP AUTOMOTIVE: BALANCED SALES DISTRIBUTION AND SOLID
FY 2015 GROWTH OF +6.1%.
Asia (w/o China)
Americas Europe Mainland China
& Rest of World
+9.4%
+2.8% +1.6% +8.6%
22% 45% 21% 12%
495,897 units 1,000,427 units 464,086 units 287,075 units

BMW GROUP SALES FIGURES YTD JULY 2016.
1,343,217 + 5.5%
1,139,947 + 5.6%
201,337 + 5.2%
1,933 - 5.0%
94,546 + 2.1%

BMW GROUP AUTOMOTIVE: BALANCED SALES DISTRIBUTION AND SOLID
YTD JULY 2016 GROWTH OF +5.5%.
Asia (w/o China)
Americas Europe Mainland China
& Rest of World
+10.5%
+8.5%
-7.5%
+5.9%
19% 47% 21% 13%
260,621 units 622,664 units 287,753 units 172,179 units
BMW Group Investor Factbook, August 2016 Rolls Royce is included in Rest of World, YTD July 2016 (figures may not add to 100% due to rounding) Page 81
BMW GROUP AUTOMOTIVE MAJOR MARKETS.
DELIVERIES TO CUSTOMERS YTD JULY 2016.
Deliveries of automobiles YTD 2016 YTD 2015 Change in %

Europe 622,664 563,670 10.5
thereof Germany 1) 182,390 169,131 7.8
Great Britain 136,914 124,935 9.6
France 49,755 44,017 13.0
Italy 47,637 41,334 15.2
Americas 260,621 281,432 -7.4
thereof USA 209,131 231,044 -9.5
Asia 417,730 389,015 7.4
thereof China Mainland 287,753 265,215 8.5

thereof BBA retail sales 178,947 163,453 9.5
Japan 41,750 38,603 8.2
Rest of the World 2) 42,202 38,836 8.7
Total 1,343,217 1,272,953 5.5
1) Registrations 2) Rolls-Royce sales are included in Rest of the World

DELIVERIES TO CUSTOMERS BY SERIES YTD JULY 2016.
Deliveries of automobiles YTD 2016 YTD 2015 Change in %

1 Series 99,061 100,311 -1.2
2 Series 113,233 78,870 43.6
3 Series 244,852 254,430 -3.8
4 Series 78,866 90,541 -12.9
5 Series 195,352 199,823 -2.2
6 Series 8,012 12,576 -36.3
7 Series 30,478 21,768 40.0
X1 111,639 65,812 69.6
X3 88,442 76,568 15.5
X4 34,464 32,251 6.9
X5 93,368 100,931 -7.5
X6 25,077 25,773 -2.7
Z4 3,401 5,121 -33.6
BMW i 13,702 14,788 -7.3
BMW Total 1,139,947 1,079,563 5.6
MINI 201,337 191,355 5.2
Rolls Royce 1,933 2,035 -5.0
BMW Group Total 1,343,217 1,272,953 5.5

BMW GROUP RETAIL SALES INCREASED ON AVERAGE BY 5.6%
SINCE 2006 GLOBAL LUXURY SEGMENT LEADER SINCE 2004.
BMW Group Retail sales development +6.1%
[in 1,000 units] BMW MINI Rolls-Royce
+7.9% 2,247
+6.4% 2,118
+10.6% 1,964
+14.2% 1,845
+9.2% 1,669
-4.3% +13.6%
+3.5% 1,501 1,436 1,461
1,374 -10.4%
1,286
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

AUTOMOBILE PRODUCTION BY PLANT IN 2015.
3% 0% 2%
Munich, Germany BMW 3, 4 series 221,998
Dingolfing, Germany BMW 3, 4, 5, 6, 7 series, M5, M6 360,804
4% 10%
Regensburg, Germany BMW 1, 2, 3, 4 series, X1, Z4, M3, M4 304,509
9% Leipzig, Germany BMW 1,2 series, i3, i8, M2 233,656
16% Rosslyn, South Africa BMW 3 series 71,353
6% Spartanburg, USA BMW X3, X4,X5, X6, X5 M, X6 M 400,904
Dadong, China* BMW 5 series 142,767
6% Tiexi, China* BMW 2, 3 series , X1 144,988

Oxford, UK MINI Hatch, Clubman 201,206
13% Graz, Austria (Magna Steyr)** MINI Countryman, Paceman 82,655
Born, Netherlands (VDL Nedcar)** MINI Hatch 57,019
18%
Goodwood, UK Rolls-Royce 3,848
10%
3% Assembly plants 53,796
Sum 2,279,503
BMW Group Investor Factbook, August 2016 * Joint venture BMW Brilliance Automotive Ltd., Shenyang Page 85
** Contract production
CO2 LEGISLATION IN MAJOR MARKETS.
USA EU 28 China Japan

New vehicle fleet 2008 339g/mi (212g/km)
n. a.
approx.
-12%
-26% 2015 14.2km/l (166g/km)**
2016
250g/mi (156g/km) 154g/km
6.9l/100km (164g/km) -12%
16.3km/l (146g/km)
2015
approx.
2021 -22% -36% -30%
2015 2020 2020
-52% 120g/km
5.0l/100km* (119g/km) 20.3km/l (117g/km)
2025 - 38 %
Illustration 163g/mi (102g/km) 2020
95g/km
Prognosis Fixed target
* (implementation details) under discussion ** Consideration of test-cycle change to JC08
Fleet objectives require a global reduction in CO2 emissions.

Regional objectives are not directly comparable due to differences in vehicle portfolio (market demand) and test-cycles/procedures.

BROAD RANGE OF INNOVATIVE, EFFICIENT DRIVETRAINS TO MEET STRINGENT
REQUIREMENTS FOR CO2 EMISSIONS.
Fleet emissions EU-28 in g CO2/km

PLUG IN HYBRIDS BMW
145 143
133
130
127
2011 2012 2013 2014 2015
EFFICIENT DYNAMICS LIGHT WEIGHT

HISTORY OF HYDROGEN / FUEL CELL CARS.
1984 BMW 745i 1990 BMW 735iL 1998 BMW 728h 2001 BMW 745h
2004 BMW Hydrogen 7 2006 BMW H2R 2015 BMW 5 series GT

CONTENT.

BMW MOTORRAD.
WIDER RANGE THAN EVER BEFORE.
URBAN
ADVENTURE TOUR SPORT ROADSTER HERITAGE MOBILITY
NEW SINCE 2014 NEW SINCE 2012

FY-2015 MOTORCYCLES SEGMENT.
SIGNIFICANT INCREASE IN DELIVERIES, SALES AND EARNINGS.
Sales (units) 136,963 123,495 + 10.9
Revenues 1,990 1,679 + 18.5
Earnings before interest and tax (EBIT) 182 112 + 62.5
Earnings before tax (EBT) 179 107 + 67.3

Q2-2016 MOTORCYCLES SEGMENT. SOLID PERFORMANCE BUT HIGH COSTS
FOR STRATEGY PROJECTS LEAD TO LOWER EARNINGS.
Sales (units) 46,966 47,048 -0.2
Revenues 617 622 -0.8
Earnings before interest and tax (EBIT) 98 112 -12.5
EBIT margin (in %) 15.9 18.0 -2.1 pp
Earnings before tax (EBT) 97 112 -13.4

H1-2016 MOTORCYCLES SEGMENT.
NEW SALES RECORD WITH MORE THAN 80,000 UNITS SOLD.
Sales (units) 80,754 78,418 +3.0
Revenues 1,199 1,189 +0.8
Earnings before interest and tax (EBIT) 192 227 -15.4
EBIT margin (in %) 16.0 19.1 -3.1 pp
Earnings before tax (EBT) 191 226 -15.5

STRONG BMW MOTORRAD RETAIL SALES 1990 TO 2015 AND NEW SALES
TARGET 2020.
Retail BMW Motorrad 200.0
[in 1,000 units]
137.0
123.5
115.2
102.5 101.7 104.3 106.4
97.5 100.1 98.0
92.6 93.0 92.3
84.7 87.3
74.6
50.2
31.3
1990 1995 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2020

MOST IMPORTANT MARKETS FOR BMW MOTORCYCLES IN 2015.
Retail BMW Motorrad by regions

[in %]
17.4 Germany
Other markets 36.1

12.0 United States
9.2 France
Spain 5.8
United Kingdom 5.8 8.1 Italy
5.6
Brazil

BMW MOTORRAD NEW STRATEGY SUPPORTS SUSTAINABLE AND PROFITABLE
GROWTH.
BRAND VALUE AND

PREMIUM POSITIONING
BRAND MANAGEMENT
CORE URBAN
<500cc HERITAGE E-MOBILITY
PRODUCTS MOBILITY

PRODUCT EXPANSION INTO SEGMENTS <500CC WITH A NEW PRODUCTION
PARTNERSHIP IN INDIA.
New Model 2016

BMW G 310 R
INDIA / BANGALORE

CUSTOMIZING BMW MOTORRAD ALLOWS CUSTOMERS TO EXPRESS MORE
INDIVIDUALITY.

NEW MODEL 2016.
BMW R nineT SCRAMBLER.

SUCCESSFUL FY 2015 FOR BMW MOTORRAD WITH STRONG
INCREASE IN EBIT MARGIN. TARGET PROFITABILITY 8-10%.
EBIT margin development BMW Motorrad
[in %]
Target corridor:
8-10%
9.1
6.5 6.7
5.9
4.9 5.4 5.3
3.1
1.8
0.6
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

CONTENT.

FY-2015 FINANCIAL SERVICES SEGMENT: SIGNIFICANT INCREASE IN EBT.
ROE TARGET OF >18% ACHIEVED.
New customer contracts (units) 1,655,961 1,509,113 + 9.7
Revenues 23,739 20,599 + 15.2
Earnings before tax (EBT) 1,975 1,723 + 14.6
Return on equity (in %) 20.2 19.4 +0.8 pp

Q2-2016 FINANCIAL SERVICES SEGMENT: STRONG INCREASE IN NEW
CUSTOMER CONTRACTS.
New customer contracts (units) 460,718 416,961 +10.5
Revenues 6,505 6,154 + 5.7
Earnings before tax (EBT) 503 496 +1.4

H1-2016 FINANCIAL SERVICES SEGMENT: STRONG PERFORMANCE IN FIRST
HALF OF 2016 WITH NEW RECORDS.
New customer contracts (units) 874,090 801,526 +9.1
Revenues 12,537 12,212 + 2.7

PROFIT BEFORE TAX (PBT) FINANCIAL SERVICES.
Profit before tax (PBT)

Financial Services 1,975
[in m] 1,790
1,723
1,619
1,561
1,214
1,055 1,073
743
685
365
2006 2007 2008* 2009 2010 2011 2012 2013** 2014 2015 H1-2015 H1-2016
-292
* FY-08 PBT includes a negative effect of EUR 1,057 million from additional credit and residual value risk provisions (AR-2008 pg. 14).
BMW Group Investor Factbook, August 2016 ** 2013 figures have been adjusted in accordance with IAS 8. Page 105
RETURN ON EQUITY (ROE) FINANCIAL SERVICES.
TARGET ROE OF >18%.
Return on equity (ROE)
Financial Services
[in %]
Target:
>18 %
29.4
26.1
21.2 20.0 19.4 20.2
18.1
9.2
n.a.
2006 2007 2008* 2009 2010 2011 2012 2013** 2014 2015
-7.3
* FY-08 RoE includes a negative PBT effect of EUR 1,057 million from additional credit and residual value risk provisions (adjusted RoE: 19.2%) (AR-2008 pg. 14).
** 2013 figures have been adjusted in accordance with IAS 8.
No quarterly equity reporting on segment level in 2006.
BMW GROUP FINANCIAL SERVICES PENETRATION RATE RETAIL BUSINESS.
Penetration rate Retail business*

[in %] 60.0
48.5 49.0 48.2

50.0
46.3 47.4
44.7 44.0 45.1
42.4 41.1 41.7
40.4
40.0
24.3 24.1 21.6

27.6 22.1 21.2
21.5
27.2 21.1 19.7 20.9
30.0 25.2
Leasing
Financing
20.0
24.7 24.1 24.2 23.9 25.8

10.0 20.9 20.0 20.7 22.5 20.8
17.2 17.4
0.0
2006 2007 2008 2009 2010 2011** 2012 2013 2014 2015 H1-2015 H1-2016
*Penetration Rate: New BMW Group Cars that retailed in combination with a BMW Group Financial Services contract (i.e. Loan or Lease) divided by official retail sales of the BMW Group in markets with Financial Services activities.
**The penetration rate dropped significantly due to the consolidation of BMW Group Financial Services China as of 1 January 2011.
BMW GROUP FINANCIAL SERVICES DEVELOPMENT OF CREDIT LOSS RATIO.
Credit loss ratio*

[in %]
0.84
0.67
0.59
0.49 0.50
0.48
0.46 0.46
0.41
0.37
0.34
0.29
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 H1-2015 H1-2016
* Definition Credit Loss Ratio : credit losses in relation to the average serviced portfolio. Credit losses: all write offs, meaning the lost receivable including accumulated interest and other costs
less utilized collateral. Income related to the recovery process after write off is also taken into consideration.
CONTENT.

PREMIUM SEGMENT SHARE OF TOTAL MARKET 2015.
in %
30
25.8
25
21.0
20
15
11.9
10.1
10 9.3 9.0 8.6 8.5 7.4 World Average: 8.9%
4.6
5
2.4
1.2
0
Germany United Italy USA Turkey France S. Korea Russia China Japan Brazil India
Kingdom
BMW Group Investor Factbook, August 2016 Source: Global Insight 12/2015 Page 110
GLOBAL ANNUAL PREMIUM SEGMENT SALES ARE EXPECTED TO GROW TO
9.0 MN UNITS BY 2020.
10,000
9,000
Rest of World, CAGR +4.6%
8,000
BRIKT*, CAGR +5.2%
7,000
6,000 China, CAGR +5.5%
5,000 Japan, CAGR +0.4%
4,000 Region (000 units) 2015 2020 Chg.

North America, CAGR +2.3%
World 7,749 9,012 16%
3,000 Rest of World 605 759 25%
BRIKT* 475 612 29%
2,000 China (Mainland) 1,793 2,345 31%
Japan 225 229 2%
1,000 North America 1,944 2,173 12% Western Europe, CAGR +1.3%
Western Europe 2,707 2,894 7%
0
2015 2016 2017 2018 2019 2020
BMW Group Investor Factbook, August 2016 Source: Global Insight 04/2016 *BRIKT refers to Brazil, Russia, India, South Korea and Turkey Page 111
BMW AND MINI RETAIL DEVELOPMENT IN MAINLAND CHINA YTD JULY 2016.
Share of JV Sales
62% 59% 53% 48% 32% 41% 43% 51% 61% 61% 62% 62%
+1.7%
+16.7 %
in 000 units 456.0 463.7
+19.7 %
390.7
Import JV Sales +40.3 %
326.4 +8.5%
275.9 282.0
198.5 287.8
+37.6 % 265.2
232.6 141.2
+86.7 %
178.9
169.0 94.4 163.5
+37.5 % 53.7
+27.5 %
+41.8 % 90.5
185.3 192.2 180.1 181.7
65.8
51.6 43.7 138.2
36.4 35.2 115.3 101.8 108.8
30.6
22.6 30.7 46.8
13.8 21.0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 YTD 2015 YTD 2016
BMW Group Investor Factbook, August 2016 Source: BMW Group Retail data, YTD July 2016 Page 112
ROBUST GROWTH IN CHINA DESPITE MARKET NORMALIZATION.
GROWTH OF DEALER NETWORK AND FURTHER LOCALIZATION.
3 SERIES 2 SERIES ACTIVE TOURER
BMW and MINI outlets in China

(as of 30 June 2016)
5 SERIES COMPACT SEDAN
Outlet BMW MINI From three to
East 101 26 six locally
North 96 28 produced
South 118 27 models
Southeast 88 16
X1 CHINA SPECIFIC X3
West 121 25
Total 524 122

BMW AND MINI RETAIL MIX IN MAINLAND CHINA FY-2015.
X4; 2.5% X5; 7.0%

X3; 6.2%
X6; 1.5%
X1; 9.1%
2 series; 2.6%
3 series; 23.0%
1 series; 3.0%
MINI; 6.7%
BMW i; 0.1% 4 series; 1.1%

7 series; 2.8%
Z4; 0.1%
6 series; 0.1%
5 series; 34.1%
BMW Group Investor Factbook, August 2016 Source: BMW & MINI Retail data, FY-2015 Page 114
BMW BRILLIANCE AUTOMOTIVE A SUCCESS STORY WITH GROWING REVENUE
AND EARNINGS CONTRIBUTION.
BBA retail sales in 1,000 units BBAs contribution to BMW Groups BMW Group revenues from goods and services
at-equity result (in EUR mn) sold to BBA (in EUR mn)
276 282 658
4,815
4,417
522
199
3,588
411
154 2,962
141 142
280 284 2,352 2,414
94 241 1,729
175
44 54 1,046
31 35 102
532
25 42 293 406
11

CONTENT.

THE BMW GROUP AIMS TO BE THE LEADING AND MOST SUSTAINABLE PREMIUM
PROVIDER OF INDIVIDUAL MOBILITY.
OUR GOAL is being the most sustainable and successful premium provider. The BMW Group shapes the
individual mobility of the future, thus creating added value for customers, company and society.
OUR APPROACH is holistic, focused on implementing sustainability throughout the value chain and ensuring
that sustainability is firmly entrenched within our company structures and practiced by our employees.

SUSTAINABILITY IS FULLY INTEGRATED IN THE BMW GROUP AND LEADS TO TOP
RATINGS.
1973 TOP RATINGS

Dow Jones Sustainability Indices:
First environmental manager in the automotive industry. BMW Group has been a Sustainability
Leader in the Automotive Industry for
2000 over 15 years.
Executive Board resolution Sustainability is a guiding Carbon Disclosure Project: Industry

principle of the BMW Groups corporate strategy. leader 2011, 2012, 2013, 2014, 2015.
FTSE4Good: Listed in the FTSE4Good
2009 Index.
Establishment of Sustainability Circle and Board. Oekom: Corporate Responsibility Rating

Corporate sustainability is declared as corporate target. oekom, Status: Prime.
Sustainalytics:
Ranked No. 1 in the DAX 30 Sustainalytics
(no update since 2011).

SUSTAINABILITY IS INTEGRATED THROUGHOUT THE ENTIRE VALUE CHAIN.
Research & Development Supply Chain Production Logistics & Transportation Sales & Utilization Disposal & Recycling
25% 53% 158 mn. 63% 40% 95%

reduction of CO2 of purchasing savings based on resource of new vehicles (127 g/km) reduction of end-of-life vehicle
emissions of new volume in CDP efficiency leaving plants via of CO2-emissions in recycled / disposed
7series over entire life Supply Chain railway European new car fleet
cycle Program
58%
50% 580,000
1,900 share of renewable energy
purchased from third reduction in the DriveNow customers
supplier locations parties share of air freight in worldwide
assessed on an transport volume
industry-specific
sustainability
questionnaire
4.4
accidents per 1,000,000
hours worked
BMW Group Investor Factbook, August 2016 As of 31 December 2015 Page 119
CONTENT.

BMW AG SHAREHOLDER STRUCTURE SUPPORTIVE FOR LONG-TERM
ORIENTATION OF THE COMPANY.
Ownership of BMW AGs ordinary shares (in %)
Free Float
Strategic
shareholders*
46.8
53.2
* Strategic shareholders as per 31 December 2015: AQTON SE, Bad Homburg v.d. Hhe (17.4%) held by Mr. Stefan Quandt, Johanna Quandt GmbH & Co. KG fr
Automobilwerte, Bad Homburg v.d. Hhe (16.4%) held by Mr. Quandt and Mrs. Klatten indirectly in a so-called undivided community of heirs, Susanne Klatten
Beteiligungs GmbH, Bad Homburg v.d. Hhe (12.6%), Susanne Klatten (0.2%), Stefan Quandt (0.2%) (Annual Report 2015, p. 83)

DIVERSIFIED SHAREHOLDER STRUCTURE: GEOGRAPHICAL DISTRIBUTION OF
INSTITUTIONAL EQUITY INVESTORS.
The TOP 30 aggregated institutional shareholders represent 187m BMW shares.

This is a share of 28.6 % out of 656m outstanding shares.
Majority of investors is long-term oriented.
BMW Group Investor Factbook, August 2016 As of 31 December 2015; Total institutional holdings: 100% = 266 million shares (ordinary and preferred shares) Page 122
DIVIDEND DEVELOPMENT & PAYOUT RATIO.
STRATEGIC TARGET PAYOUT RATIO: 30-40%.
Total Dividend payout to BMW AG shareholders

[in m]2,500 93.8
100
90
2,102
Payout ratio*
2,000 1,904 80
[in %] 1,707
1,640 70
1,508
1,500 60
59.7
50
1,000
852 40
Target corridor:
694 30 30-40 %
30.7 32.1 32.0 32.7 32.9
500
458 26.3 20
22.1
15.9 197 197 10
0 0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Dividend per
ordinary 0.70 1.06 0.30 0.30 1.30 2.30 2.50 2.60 2.90 3.20
share [in ]
* Payout ratio: total dividend payout to BMW AG shareholders divided by Group net profit / loss.
Net profit / loss: 2013 figures have been adjusted in accordance with IAS 8 (AR-2014, p. 90); 2012 figures adjusted in accordance with IAS 19 (AR-2013, p. 88); 2010 figures adjusted for effect of change in accounting policy for
BMW Group Investor Factbook, August 2016 leased products (AR-2011, pg. 77). Page 123
CONTENT.

BMW GROUPS FINANCE STRATEGY COVERS THE ENTIRE AUTOMOTIVE VALUE
CHAIN.
BMW GROUP CORPORATE FINANCE STRATEGY REFLECTS THE INDUSTRIAL NATURE OF THE BUSINESS
AND IS FOCUSED ON THE ENTIRE AUTOMOTIVE VALUE CHAIN.
Automotive value chain
Research & Development Production Sales & Marketing Financial Services

BROAD INVESTOR BASE.
Europe
EUR Commercial Paper
French Commercial Paper
EMTN Private Placements
EUR Bonds
GBP Bonds
Canada CHF Bonds
CAD ABS ECB
CAD Bonds Deposits
Project Financing EUR ABS
EDC GBP ABS
USA CHF ABS
USD Commercial South Korea
Paper Project Financing China KRW Bonds
USD Bonds (144A) EIB Plant funding RMB ABS USD/KRW ABS
USD US PP KFW Tools China Financial
USD ABS Bonds
BCD/ICD Project Financing
JV Brilliance Japan
India JPY SSD
Mexico
INR Bonds JPY ABS
Project Financing
Plant funding INR Promissory
Notes
Brazil
BRL ABS
Project Financing Australia
Plant funding AUD (AMTN)
South Africa Bonds
ZAR ABS AUD ABS
ZAR Bonds
DIVERSIFIED FUNDING MIX WITH A COMBINATION OF INDUSTRY AND BANK
TYPICAL FINANCING INSTRUMENTS.
Funding Instruments Financial Debt as of 30.06.2016
Others Structured Financing

2% 2%
<1yr 1yr 2yrs 3yrs 4yrs 5yrs 7yrs 10yrs+
Fed Funds
1%
CP (EMTN) PPs Bonds Bank Loans SSD
9% 2%
Banks loans
ABCP ABS Brokered CD's

5%
Customers deposits Customer Deposits

BMW Bank
Public Bonds
Fed
BCDs 41% 91.2 bn * 9%
Funds
Industry-typical Bank-typical ABS

instruments instruments 16%
PP's CP
9% 4%
BMW Group Investor Factbook, August 2016 *Adjusted, excluding currency and interest rate derivatives. Page 127
BMW GROUP CONTINUES TO MAINTAIN A SOLID LIQUIDITY POSITION.
Group Liquidity
[in bn]
14.0
12.6
11.7 11.4
12.0
11.0 11.3
10.7
Marketable securities & investment funds 10.1
10.0 9.4 5.4
9.0 2.7 4.0
Cash & cash equivalents 3.1 4.4
8.1 2.3 5.3
1.6
8.0 1.6
0.7
6.0
4.4
4.0 3.4 7.8 7.8 8.4 7.7
7.5 7.4 7.7 7.2
2.0 6.9
6.1
2.0
2.0
2.4
1.3
0.0
2006 2007 2008 2009 2010 2011 2012 2013* 2014 2015 H1-2015 H1-2016
BMW Group Investor Factbook, August 2016 * 2013 figures have been adjusted in accordance with IAS 8. Page 128
DEVELOPMENT OF 5-YEAR CDS.
500 bps
400
300
200
100
BMW Group Investor Factbook, August 2016 Source: Reuters Credit Views as of 1 August 2016 Page 129
BMW GROUP WITH BEST RATING AMONG EUROPEAN AUTOMOTIVE
MANUFACTURERS.
Standard & Poors Moodys
Short-term Rating A-1 P-1
Long-term Rating A+ A2
Outlook Stable Positive

Page 9
CONTENT.

BMW GROUP INVESTOR RELATIONS.
CONTACTS.
Torsten Schssler Bernd Daser Patrick Neumayer

Head of Investor Relations Debt & Equity IR Debt & Equity IR
Americas
+49-89-382-25387 +49-89-382-31684 +1-201-307-4210

torsten.schuessler@bmw.de bernd.daser@bmw.de patrick.neumayer@bmwna.com
Tanja Seiler Andreas Stffler Ziye Zhou

Equity & SRI IR Equity IR Debt & Equity IR
+49-89-382-75161 +49-89-382-17944 +49-89-382-16190

tanja.seiler@bmw.de andreas.stoeffler@bmw.de ziye.zhou@bmw.de
IR Contact
BMW Group Investor Relations
http://www.bmwgroup.com/ir
Petuelring 130
80788 Munich ir@bmwgroup.com

FINANCIAL CALENDAR 2016 & 2017.
02.08.2016 Quarterly Report to June 2016
04.11.2016 Quarterly Report to September 2016
21.03.2017 Annual Accounts Press Conference 2017
22.03.2017 Analyst and Investor Conference 2017
04.05.2017 Quarterly Report to March 2017
11.05.2017 Annual General Meeting 2017
03.08.2017 Quarterly Report to June 2017
http://www.bmwgroup.com/ir

ON THE ROAD H2 2016.
04.08.2016 Roadshow London
08.09.2016 Barclays Disruptive Mobility Conference, London
20./21.09.2016 Berenberg & Goldman Sachs German Corporate Conference, Munich
22.09.2016 Baader German Investment Conference, Munich
29.09.2016 Credit Suisse Paris Autos Show Conference, Paris
10./11.10.2016 Roadshow Vienna
08./09.12.2016 Goldman Sachs Global Auto Conference, London

DISCLAIMER.
This document contains forward-looking statements that reflect BMW Groups current views about future events. The words
anticipate, assume, believe, estimate, expect, intend, may, can, could, plan, project, should and
similar expressions are used to identify forward-looking statements.
These statements are subject to many risks and uncertainties or may be affected by factors outside BMW Groups control,
including adverse developments in global economic conditions resulting in a decline in demand in BMW Groups key
markets, including China, North America and Europe; a deterioration in credit and financial markets; a shift in consumer
preferences affecting demand for BMW Groups products; changes in the prices of fuel or raw materials; disruption of
production due to shortages of materials, labor strikes or supplier insolvencies; the effective implementation of BMW
Groups strategic goals and targets; changes in laws, regulations and government policies, particularly those relating to
vehicle emissions, fuel economy and safety; and other risks and uncertainties, including those described under the heading
Report on Risks and Opportunities in BMW Groups most recent Annual Report.
If any of these risks and uncertainties materializes or if the assumptions underlying any of BMW Groups forward-looking
statements prove to be incorrect, actual results may be materially different from those BMW Group expresses or implies by
such statements. BMW Group does not intend or assume any obligation to update these forward-looking statements.

BMW Factbook August 2016

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BMW Factbook August 2016

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BMW GROUP

1 STRATEGY NUMBER ONE NEXT 6 MARKETS

2 GROUP FINANCIALS 7 SUSTAINABILITY

3 AUTOMOTIVE 8 BMW SHARES

4 MOTORCYCLES 9 DEBT & RATINGS

5 FINANCIAL SERVICES 10 CONTACT & CALENDAR

BMW Group Investor Factbook, August 2016 Page 2

2001/ Premium brand strategy

Strategy Number ONE 2007

PLANT SAN LUIS POTOSI,

FIRST HYBRID MODELS BMW C EVOLUTION

2007 Strategy Number ONE

BMW Group Investor Factbook, August 2016 Page 4

Economy Modified Customer Requirements

Society, Tightening of Regulatory Requirements

BMW Group Investor Factbook, August 2016 Page 5

BMW Group Investor Factbook, August 2016 Page 7

BMW Group Investor Factbook, August 2016 Page 8

> BRANDS & DESIGN

Premium Brands Design

BMW Group Investor Factbook, August 2016 Page 10

BMW Group Investor Factbook, August 2016 Page 11

BMW Group Investor Factbook, August 2016 Page 12

BMW Group Investor Factbook, August 2016 Page 13

BMW Group Investor Factbook, August 2016 Page 14

BMW Group Investor Factbook, August 2016 Page 15

> BRANDS & DESIGN

BMW Group Investor Factbook, August 2016 Page 16

BMW Group Investor Factbook, August 2016 Page 17

BMW X1 BMW X3 BMW X4

BMW X5 BMW X6 BMW X7

BMW Group Investor Factbook, August 2016 Page 18

2010 2011 2012 2013 2014 2015

BMW Group Investor Factbook, August 2016 Page 19

Production volume M Sport packages

2010 2011 2012 2013 2014 2015

BMW Group Investor Factbook, August 2016 Page 20

M AUTOMOBILES BMW M2 Coup

M PERFORMANCE BMW M240i Coup

BMW 420i Coup with

TOP MODEL BMW 228i Coup

BMW Group Investor Factbook, August 2016 Page 21

BMW Group Investor Factbook, August 2016 Page 22

BMW Group Investor Factbook, August 2016 Page 23

BMW brand framework for product portfolio

M Core Models M Performance Core Models PHEVs BEVs

High Performance Electrified Visionary

The interplay of BMW M and BMW i enhances competitive differentiation

BMW Group Investor Factbook, August 2016 Page 24

Continuous development of the BMW i3 with regard to range and design

BMW Group Investor Factbook, August 2016 Page 25

BMW 330e BMW 740e

BMW Group Investor Factbook, August 2016 Page 26

BMW Group Investor Factbook, August 2016 Page 27

BMW Group Investor Factbook, August 2016 Page 28

> BRANDS & DESIGN

We shape FUTURE TECHNOLOGIES.

Technology and innovation leader

Future focus: Future focus:

Delegation Ability Safety

Driver unchallenged FLOW Driver overchallenged

Need for automation of driving tasks

BMW Group Investor Factbook, August 2016 Page 31

Stereo Front Camera