InvestorPresent August 2015

August 2015
INVESTOR PRESENTATION.
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
THE BMW GROUP REACHED A NEW RETAIL SALES

RECORD IN Q2 2015.
BMW Group Investor Presentation, August 2015
573,079
+7.5 %
480,465
+4.9 %
91,626
+23.8 %
988
-7.7 %
47,048
+11.3 %
Page 3
BMW GROUP ACHIEVES A STRONG SECOND QUARTER.

Revenues - BMW Group
Q2-2015:
23,935 mn
Q2-2014:
Profit before tax - BMW Group

Q2-2015:
2,582 mn
PBT margin:
10.8%
Q2-2014:
PBT margin:
Change in %
Deliveries to Customers (in units) - Automobiles

Q2-2015:
573,079 Q2-2014:
19,905 mn
+20.2
2,654 mn
13.3%
-2.7
-2.5 pp
533,187
+7.5
18,504 mn
+17.0
2,161 mn
11.7%
-15.8
-3.3 pp
Revenues - Automobiles
Q2-2015:
21,650 mn
Q2-2014:
EBIT - Automobiles
Q2-2015:
1,819 mn
EBIT margin:
8.4%
Q2-2014:
EBIT margin:
Free Cash Flow - Automobiles

Q2-2015:
1,497 mn
Q2-2014:
270 mn
EBT - Financial Services

Q2-2015:
496 mn
Q2-2014:
452 mn
+9.7
2014 numbers adjusted
Page 4
BMW GROUP POSTS SOLID FIRST HALF-YEAR

RESULTS.
H1-2015:
44,852 mn
H1-2014:

H1-2015:
4,851 mn
PBT margin:
10.8%
H1-2014:
PBT margin:
Change in %

H1-2015:
1,099,748 H1-2014:
38,140 mn
+17.6
4,813 mn
12.6%
+0.8
-1.8 pp
1,020,211
+7.8
35,063 mn
+15.6
H1-2015:
40,543 mn
H1-2014:
EBIT - Automobiles
H1-2015:
3,613 mn
EBIT margin:
8.9%
H1-2014:
EBIT margin:
3,741 mn
10.7%
-3.4
-1.8 pp

H1-2015:
2,557 mn
H1-2014:
1,002 mn

H1-2015:
1,055 mn
H1-2014:
905 mn
+16.6
Page 5
OUTLOOK 2015 POSITIVE BUSINESS DEVELOPMENT

DESPITE CHALLENGES.
BMW Group
Solid increase of BMW Group EBT compared to previous year.
Automotive Segment
Solid increase in vehicle deliveries compared to previous year.
Significant increase in revenues compared to previous year.
EBIT margin in target range of 8-10%.
Financial Services Segment
Return on equity of at least 18%, on par with previous year.
Motorcycle Segment
Solid rise in deliveries compared to previous year.
Page 6
BMW GROUP AUTOMOTIVE: BALANCED SALES

DISTRIBUTION AND SOLID YTD 07/15 GROWTH +7.5%.
Americas
Europe
Mainland
China
+9.7%
Asia (w/o China)

and Rest of World
+9.5%
+8.4%
Growth
rate
Share of
global
sales
+1.3%
22%
44%
21%
13%
Source: BMW and MINI Retail Sales only, YTD July 2015 (figures may not add to 100% due to rounding)
Page 7
THE AUTOMOTIVE INDUSTRY WILL UNDERGO MASSIVE

CHANGES DURING THE UPCOMING 10 YEARS.
SUSTAINABILITY
DIGITALIZATION
CARS ARE POWERED BY

ELECTRICITY
CARS ARE DRIVING ALMOST

ACCIDENT-FREE
UTILIZATION CONCEPTS LIKE CARSHARING ARE WIDELY AVAILABLE
CO2 SUSTAINABILITY HAS GAINED

GREATER SIGNIFICANCE
HUMAN-MACHINE-INTERFACE
BECOMES MORE INTUITIVE
CARS AS ELEMENTS WITHIN

THE DIGITAL ECOSYSTEM
Page 8
CHANCES FOR BMW GROUP FOR FURTHER GROWTH.
INNOVATIVE SERVICES
CONNECTED CARS
E-MOBILITY
NEW PRODUCTS
Page 9
STRATEGY NUMBER ONE MANAGING THE

TECHNOLOGICAL CHANGE TO REMAIN FUTURE PROOF.
Evolution
Revolution
Efficient combustion engines

Innovative technologies
Alternative drive trains

Mobility services
Page 10
INNOVATIVE TECHNOLOGIES AND SERVICES TO MEET

CHANGING CUSTOMER DEMANDS.
Vehicle automation
New BMW ConnectedDrive Store
Touch Command
Connected Mobility
iDrive Controller
Fully automated parking
Page 11
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
BMW GROUP STRATEGY NUMBER ONE ADDRESSES

THE MAIN CHALLENGES & BUILDS THE BASIS FOR
FUTURE SUCCESS.
Vision
Competitive Advantage
Growth
Shaping the Future
Profitability
Access to
Technologies and
Customers
Values and Basic Principles

Page 13
STRATEGIC OBJECTIVE.
We want to be the leading provider of premium products and

premium services for individual mobility.
Page 14
DEFINITION OF PREMIUM.
A Premium Product is a product or service that promises a stronger

satisfaction of needs by special characteristics and thereby creates a
higher desirability which is used to realize a higher sales price in the market.
Page 15
THE WAY AHEAD NUMBER ONE.
Number ONE defines

our vision for the year 2020.
our mid-term targets for the year 2016.
our internal milestones.

Our vision is targeted towards creating value and securing
future success. We are driven by our goal to increase
profitability.
Page 16
TECHNOLOGICAL CHANGE TURNING A CHALLENGE

INTO AN OPPORTUNITY.
REVOLUTION
Growth,
technological
progress
Alternative drive trains

Mobility services
Technological change
EVOLUTION
Efficient combustion engines
Innovative technologies
In times of technological change we have to improve our

existing technologies and invest heavily in new
technologies to remain future proof.
E-Mobility
Hybrids
Internal Combustion
Engine
time
Page 17
TARGETS 2016.
BMW Group
2014
2016
R&D ratio (cash R&D, %)
5.7
5.0 5.5
Capex ratio (%)
7.6
<7.0
Payout ratio (%)
32.7
30.0 40.0
2,118
> 2,000
61.7
> 26.0
9.6
8.0 10.0
3,481
> 3,000
19.4
> 18.0
Automotive Segment
Retail unit sales (000 units)
Return on Capital Employed (%)
Return on Sales (EBIT, %)
Free cash flow (euro million)
Segment Financial Services

Return on Equity (%)
Page 18
MANAGING VOLUME GROWTH, INNOVATION AND

PROFITABILITY THROUGH COST-CONSCIOUS,
EFFICIENT R&D.
Standardisation
E-mobility
New materials
New technologies
Profitability
Strong growth of
product portfolio
Innovation
Seizing new
opportunities
Broader R&D
spectrum
Page 19
THE MODULAR STRATEGY IS THE ENABLER FOR THE

EXPANSION OF THE BMW GROUP MODEL RANGE.
Architectures
Modular product
Modular system
Underbody
e.g.:
Modular front seat
Front seat attachment

e.g.:
Front seat
attachments
Shorter development time

Shorter time to market
Common elements
e.g.:
Structure
Head restraint
Lower investment costs

Lower manufacturing costs
Standardised
seat installation
process
Lower development costs

Lower fixed costs
Page 20
COMMON ARCHITECTURE, NOT PLATFORMS.

IN PREMIUM VEHICLES DIFFERENTIATION IS KEY.
BMW architecture = 3 core areas
drivetrain, front wall and fuel/energy
space.
Engine compartment
Drivetrain
Rear
BMW architectures allow maximum differentiation between models in terms of design

and dimensions and account for about 70% of all production cost.
Page 21
THE NEW BMW EFFICIENTDYNAMICS ENGINE FAMILY

HIGH LEVELS OF COMMONALITY BETWEEN AND
WITHIN DIESEL AND GASOLINE ENGINES.
Cylinders (inline)
-3
>60 %
30-40 %
Gasoline
-4
Diesel
-6
Common parts shared within

gasoline or diesel engines
is approx. 60%.
Between the gasoline and
diesel engines there is a
40% sharing.
>60 %
Page 22
FUTURE RETAIL AS BMW GROUPS HOLISTIC

APPROACH TO ENHANCE RETAIL EXPERIENCE.
MyBMW
eRetail
Stationary Formats
(e.g. Brand Store)
Retail HR
Mystery
Shopping
Integrated
Dealer Support
Showroom
Layout / furniture
Product Genius
Tools
PoS.Digital
Customer
Treatment
Test Drives
Stock
Optimization
Page 23
IMPRESSIONS OF AN ENHANCED POINT OF SALE.

ROLLED OUT TO 40 MARKETS BY END OF 2014.
Page 24
STATIONARY FORMATS FROM VISION TO REALITY.

EXAMPLES OF NEW CONCEPTS.
Current Stationary Formats
Brand Store
PoC Brussels
Brand Experience Center
PoC Incheon
Pop Up Stores
PoC UK
City Sales Outlet
PoC Rome
Location: Brussels, Belgium.
Location: Incheon, Korea.
Location: UK.
Location: Rome, Italy.
Conversion of company owned

outlet into Brand Store.
Driving Center in Korea is the

first one worldwide to combine
both a driving track and a
dedicated brand experience.
Six successful Pop Ups piloted

in the UK.
City Sales Outlet Rome opened

on March 7th, 2014.
Total visitors after half a year:

236,000 visitors.
400 sqm large showroom

located on the central Via
Barberini.
Received Iconic Award 2014 in

the category Interior Design
Retail.
Open since summer 2014.
Page 25
GROUP PILOTING END-TO-END ONLINE BUYING

EXPERIENCE: eRETAIL IN UK.
Complete product range incl. BtO and BtS vehicles.
Multi-channel experience covering online, CIC, Dealer.
Personal consultation 7 days a week from 08:00 to 22:00 via live chat, eMail or
phone.
9 Dealers in our pilot market UK. Start of national rollout in Q4 / 2015.
End-to-end digital sales process incl.:
Genius Live-Chat.
Finding faster available stock cars.
Trade-in of used vehicle.
Financing and credit check.
Online payment.
Page 26
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
A REVOLUTION. PURPOSE BUILT.

BMW i3 EXTERIEUR.
Page 28

BMW i3 INTERIEUR.
Page 29

BMW i3 INTERIEUR.
Page 30

BMW i3 PROFILE & SPECIFICATIONS.
MSRP starts at 34,950 EUR*

Weight (DIN) 1,195kg
Turning circle 9.86m
Output 170hp/250Nm
Battery capacity 22kWh
0-60km/h (37mph) in 3.7s
0-100km/h (62mph) in 7.2s
Top speed (cut-off) at 150km/h (93mph)
Charging times from < 30min at 50 kW fast charge to ~8h at domestic socket
Range up to 160km (100miles) electric driving @ customer,
up to 200km (124miles) in most efficient mode
* MSRP in Germany including 19% VAT
Page 31
THE WORLDS MOST PROGRESSIVE SPORTS CAR:

THE BMW i8.
Page 32
THE BMW i8 REPRESENTS THE REVOLUTIONARY AND

FORWARD-THINKING PINNACLE OF EFFICIENT
DYNAMICS.
MSRP starts at 126,000 EUR*

Weight (DIN) 1,485kg
Output 362hp/320Nm
0-100km/h (62mph) in 4.4s
Top speed (cut-off) 250km/h (155mph)
Electric driving range 37km (23miles) @ NEDC
Fuel consumption 2.1l/100km (112mpg) @ NEDC
49g CO2/km @ NEDC
* MSRP in Germany including 19% VAT
Page 33
STRATEGIC OBJECTIVES OF BMW i DERIVED FROM

CORPORATE STRATEGY NUMBER ONE.
Number ONE
Generate growth
Growth
New target groups.

New products and
services.
Shaping the future
Technologies/
customers
Pioneering
technologies and
design.
Visionary services.
New sales concepts.
Shaping the future

Sharpen BMW image
as sustainable brand.
Differentiation from
competition.
Future-proof product
portfolio.
Profitability
Access to new
technologies/
customers
Page 34
OVER 32 MILLION ELECTRIC KILOMETERS WITH REAL

USERS OF THE MINI E AND BMW ActiveE LEADING UP
TO BMW i.
MINI E (2009-2012)
16 million kilometers
~600 vehicles
BMW ActiveE (2011-2014)
BMW i3 and BMW i8
16 million kilometers
~1,000 vehicles
High satisfaction of mobility needs.
Adequate vehicle.
BMW i is more than just an electric car.
Range was rarely the limiting factor.
High interest of purchase.
BMW i offers 360 ELECTRIC.
Most users charge 2-3 times per week and

charging events decreased during usage.
Joy of driving and one-pedal-feeling.
BMW i delivers joy of driving.
Page 35
BMW i PRODUCT STRATEGY.

REDEFINING THE AUTOMOTIVE VALUE CHAIN.
New Vehicle
Concepts
New Materials
and Recycling
Production Concept
of the Future
New Electric
Drivetrain
INTEGRATED APPROACH OF BMW i

New Processes
Employees
Pioneering Design
New Customers
Page 36
BMW i WILL PROVIDE FLEXIBLE MOBILITY.
ASSISTANCE SERVICES
HOME CHARGING
Provide assurance
Convenient charging at home
360 ELECTRIC.
FLEXIBLE MOBILITY
PUBLIC CHARGING
A new mobile lifestyle
On the road
Page 37
SUSTAINABLE PRODUCTION FOR BMW i3 AND i8.

BENCHMARK IN THE AUTOMOTIVE INDUSTRY.
-50 % energy consumption
100% renewable energy
-70% water consumption
More than 50% less Global Warming Potential (CO2e) across

its entire product life cycle if electricity origins from renewable sources
Page 38
NEW PRODUCTION CONCEPT. NO PRESS SHOP.

PAINTING OF THE EXTERIOR PLASTIC PARTS ONLY.
Conventional vehicle production
Press shop
Body shop
Paint shop
BMW i production
Total production processing time reduced by ~50%
~50% less storage space requirements
Number of components in the body shop reduced by 1/3 to ~130
No painting of full body, no anti-corrosion needed
BMW plant
Leipzig
Body shop
BMW plants
Dingolfing & Landshut
CFRP parts
Assembly
Externally
sourced parts
Assembly
Drive module
Painted plastic
cladding exterior
Page 39
Joi
CF-Textiles
Carbon Fibers
CARBON FIBER PRODUCTION

CORE COMPETENCE WITHIN BMW GROUP.
Recycling
Mitsubishi Rayon Co. Ltd.

(MRC), Otake/Japan
BMW
(Steam) Cracking
Ammoxidation
Acrylonitrile
JV MSP*,
Otake/Japan
Polymerisation / Spinning
Preforms
BMW GROUP
CFRPComponents
Stacking
Tailoring
*) Joint Venture
Mitsubishi Rayon
SGL Precursor Co. Ltd. (MSP)
PAN-Precursor
SGL ACF,
Moses Lake/USA
Preform
Oxidation
Carbonisation
Carbon Fibers
SGL ACF,
Wackersdorf/Germany
CF
Knitting
Fabrics
CFRP-Moses Lake, USA

components
BMW i3 & i8
Wackersdorf, German
The production of CFRP components is our core competence

preforming, Resin-Transfer-Moulding (RTM), milling and
tempering is all done in the BMW Group plant in Landshut.
Painting and final assembly is done in the BMW Group plant in
Leipzig.
SGL Automotive Carbon Fibers

a BMW Group and SGL Group JV
Page 40
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
COMBINED BRIKT SALES ARE WITHIN THE TOP 5

MARKETS FOR BMW GROUP YTD 2015.
in 1,000 units
300
BMW
265
250
MINI
231
200
169
150
125
100
79
44
50
41
39
28
26
24
Belgium
Nordics***
Canada
0
Mainland
China
USA
Germany*
UK
BRIKT**
France
Italy
Japan
*Germany: Registrations; **BRIKT: Brazil, Russia, India, South Korea and Turkey
*** Nordics: Denmark, Estonia, Finland, Latvia, Lithuania, Norway, Sweden
Source: BMW & MINI Retail data, YTD July 2015
Page 42
BRIKT MARKETS BMW AND MINI RETAIL

DEVELOPMENT YTD 2015.
Retail development in BRIKT
Retail development in Brazil
160
20
18
16
14
12
10
8
6
4
2
0
140
110
120
99
100
70
80
60
40
131 135
40
72
79
45
20
0
2008 2009 2010 2011 2012 2013 2014 YTD YTD
2014 2015
17
15
Retail development in Russia

17
10
10
6
3
2008 2009 2010 2011 2012 2013 2014 YTD YTD
2014 2015
Retail development in India
Retail development in South Korea
12
50
45
40
35
30
25
20
15
10
5
0
10
6
4
10
2
0
2008 2009 2010 2011 2012 2013 2014 YTD YTD
2014 2015
30
19
17
23
22
18
2008 2009 2010 2011 2012 2013 2014 YTD YTD

2014 2015
27
25
34
31
26
22
20
17
15
19
10
37
30
40
27
45
40
Retail development in Turkey
46
13
10
11
17
17
11
0
2008 2009 2010 2011 2012 2013 2014 YTD YTD
2014 2015
In 1,000 units
Source: BMW & MINI Retail data, YTD July 2015
50
45
40
35
30
25
20
15
10
5
0
BMW
2008 2009 2010 2011 2012 2013 2014 YTD YTD

2014 2015
MINI
Page 43
PREMIUM SEGMENT SHARE OF TOTAL MARKET 2014.

in %
35
30
30.0
25.1
25
20.6
20
15
12.5
11.8
11.3
11.2
10
World Average: 10.3%

8.2
7.9
6.0
4.4
2.6
0
Germany
United
Kingdom
Italy
France
USA
S. Korea
Turkey
Russia
China
Japan
Brazil
India
Source: Global Insight 04/2015. Premium definition: Premium including Luxury excluding Near-Premium.
Page 44
GLOBAL ANNUAL PREMIUM SEGMENT SALES ARE

EXPECTED TO GROW TO 11.7 MN UNITS BY 2020.
14,000
12,000
Premium Segment:
CAGR 2014-2020: +4.6%
Total Growth 2014-2020: 31%
Rest of World, CAGR +5.8%

10,000
BRIKT*, CAGR +6.6%
8,000
China, CAGR +7.8%

Japan, CAGR -0.3%
6,000
Region (000
4,000
2,000
2014
units)
World
2020
Chg.
North America, CAGR +3.6%
8,907
11,689
31%
Rest of World
805
1,128
40%
BRIKT*
707
1,036
47%
1,830
2,869
57%
China (Mainland)
Japan
314
309
-1%
North America
2,169
2,688
24%
Western Europe
3,083
3,659
19%
0
2014
2015
Source: Global Insight 04/2015.

2016
2017
Western Europe, CAGR +2.9%
2018
2019
2020
2021
*BRIKT refers to Brazil, Russia, India, South Korea and Turkey

Page 45
BMW AND MINI RETAIL DEVELOPMENT

IN MAINLAND CHINA, YTD 2015.
Share of JV Sales
62%
59%
53%
48%
32%
41%
43%
51%
500
450
400
59%
62%
261.9
265.2
155.7
163.5
106.3
101.8
2014 YTD
2015 YTD
456.0
in 000 units
JV sales
61%
Import
390.7
326.4
350
275.9
300
198.5
232.6
250
200
169.0
150
141.2
94.4
53.7
90.5
100
51.6
50
36.4
22.6
13.8
30.6
21.0
2006
2007
65.8
35.2
43.7
30.7
46.8
2008
2009
185.3
115.3
2010
192.2
138.2
2011
2012
2013
180.1
2014
Source: BMW Group Retail data, YTD July 2015

Page 46
BMW AND MINI RETAIL MIX IN MAINLAND CHINA AS OF

JUNE 30, 2015.
3 series: 24.0%
X1: 8.7%
2 series: 1.9%
1 series: 3.0%
4 series: 1.1%
X3: 6.1%
Z4: 0.1%
X4: 2.6%
MINI: 6.3%
7 series: 3.3%
6 series: 0.1%
X6: 1.2%
X5: 7.2%
5 series: 34.3%
Source: BMW & MINI Retail data, June 30, 2015

Page 47
465 BMW AND 109 MINI DEALER OUTLETS IN

OPERATION BY JUNE 30, 2015.
Outlet
East
North
South
Southeast
West
Total
BMW
103
89
106
72
95
465
MINI
23
26
24
15
21
109
4S/5S*
Showroom
* 4S: sales, service, spare parts, survey,
5S: sales, service, spare parts, survey, sustainability
Service
UCC
Page 48
CHINA PREMIUM SEGMENT DEVELOPMENT.

3,500,000
CAGR 2014-2020: 7.8%
in 000 units
3,000,000
2,869
2,500,000
2,000,000
1,500,000
annual growth rate
1,830
+35%
1,000,000
500,000
170
0
2006
2014
2020E
Source: Global Insight 04/2015.
With this development, China will remain

the biggest market for the BMW Group worldwide.
Page 49
BMW BRILLIANCE AUTOMOTIVE A SUCCESS STORY

WITH GROWING REVENUE AND EARNINGS
CONTRIBUTION.
BBA retail sales in 1,000 units
300
276
250
199
200
141
150
133
142
94
100
31
50
35
44
BBAs contribution to BMW Groups at-equity

result (in EUR million)
658
700
54
600
500
411
428
400
BMW Group revenues from goods and services

sold to BBA (in EUR million)
5,000
100
102
11
25
42
3,588
2,962
3,000
2,160
2,352
1,729
2,000
1,000
284
175
200
4,417
4,000
280
300
1,046
293
406
532
0
Page 50
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
THREE AUTHENTIC PREMIUM BRANDS.
Sheer driving
pleasure
The worlds most exciting

premium small car brand
The pinnacle of
automobile luxury
Page 52
DELIVERIES TO CUSTOMERS 2015 YTD.

Deliveries of automobiles (in units)
July 2015 YTD
July 2014 YTD
Change in %
1,079,563
1,025,936
+5.2
100,291
111,401
78,872
13,859
254,432
275,250
90,565
57,295
199,834
223,609
-10.6
6 series
12,576
14,769
-14.8
7 series
21,771
29,839
-27.0
X1
65,793
91,403
-28.0
X3
76,569
93,541
-18.1
X4
32,251
1,648
X5
100,931
79,544
+26.9
X6
25,773
20,161
+27.8
Z4
5,121
6,965
-26.5
14,784
6,652
191,355
156,182
+22.5
2,035
2,269
-10.3
1,272,953
1,184,387
+7.5
Total BMW
1 series
2 series (incl. Active Tourer)
3 series (incl. GT)
4 series
5 series (incl. GT)
BMW i
Total MINI
Total Rolls-Royce
BMW Group
+43.0
+3.7
Page 53
BMW GROUP AUTOMOTIVE MAJOR MARKETS.

DELIVERIES TO CUSTOMERS 2015 YTD.
July 2015 YTD
July 2014 YTD
Change in %
Mainland China
265,215
261,919
+1.3
USA
231,044
213,754
+8.1
Germany1)
169,066
160,213
+5.5
United Kingdom
124,935
108,372
+15.3
BRIKT2)
78,770
71,839
+9.6
France
44,017
36,631
+20.2
Italy
41,334
37,899
+9.1
Japan
38,603
34,550
+11.7
Belgium
27,714
25,432
+9.0
Nordics3)
26,333
24,117
+9.2
Canada
23,785
20,977
+13.4
202,137
188,684
+7.1
1,272,953
1,184,387
+7.5
Rest of world
BMW Group
1)Registrations 2)BRIKT:
Brazil, Russia , India, South Korea and Turkey; 3)Nordics: Denmark, Estonia, Finland, Latvia, Lithuania, Norway, Sweden
Data for individual markets include BMW and MINI vehicles; Rolls Royce and differences between Retail Sales and registrations are included in Rest of World and total figures.
Page 54
DELIVERIES TO CUSTOMERS FY-2014.

FY-2014
FY-2013
Change in %
1,811,719
1,655,138
9.5
1 series
190,033
213,611
2 series
41,038
3 series (incl. GT)
480,214
500,643
4 series
119,580
14,763
5 series (incl. GT)
373,053
366,992
1.7
6 series
23,988
27,687
-13.4
7 series
48,519
56,001
-13.4
X1
156,471
161,353
-3.0
X3
150,915
157,303
-4.1
X4
21,688
X5
147,381
107,231
37.4
X6
30,244
36,688
-17.6
Z4
10,802
12,866
-16.0
BMW i
17,793
302,183
305,030
-0.9
4,063
3,630
11.9
2,117,965
1,963,798
7.9
Total BMW
Total MINI
Total Rolls-Royce
BMW Group
8.2
16.4
Page 55
BMW GROUP AUTOMOTIVE MAJOR MARKETS.

DELIVERIES TO CUSTOMERS FY-2014.
FY-2014
FY-2013
Change in %
Mainland China
455,979
390,713
16.7
USA
395,850
375,782
5.3
Germany1)
273,433
268,838
1.7
United Kingdom
204,749
188,837
8.4
BRIKT2)
134,901
131,447
2.6
France
67,449
64,082
5.3
Japan
64,016
64,216
-0.3
Italy
63,392
59,200
7.1
Belgium
45,005
43,255
4.0
Nordics3)
41,408
37,072
11.7
Canada
38,188
37,723
1.2
333,595
302,633
10.2
2,117,965
1,963,798
7.9
Rest of world
BMW Group
1)Registrations 2)BRIKT:
Brazil, Russia , India, South Korea and Turkey; 3)Nordics: Denmark, Estonia, Finland, Latvia, Lithuania, Norway, Sweden
Data for individual markets include BMW and MINI vehicles; Rolls Royce and differences between Retail Sales and registrations are included in Rest of World and total figures.
Page 56
REGIONAL RETAIL MIX YTD JULY 2015.
Rest of the
World: 15.7%
Mainland China: 20.9%
Germany: 13.3%
Japan: 3.0%
Canada: 1.9%
Belgium: 2.2%
Nordics: 2.1%
France: 3.5%
USA: 18.2%
Italy: 3.3%
UK: 9.8%
1)
BRIKT1): 6.2%
BRIKT: Brazil, Russia, India, South Korea, Turkey
Source: BMW and MINI Retail Sales only, YTD July 2015
Page 57
BMW RETAIL BY MODEL 2014 (2013).
Total BMW Group sales: 2,117,965 (1,963,798) units.

147,381
(107,231)
BMW brand share: 1,811,719 (1,655,138) units

or 85.5% (84.3%) of total sales.
150,915
(157,303)
30,244
(36,688)
10,802
(12,866)
X6
Z4
BMW i
0.6%
1%
17,793
1,811,719
(1,655,138)
21,688
156,471
(161,353)
373,053
(366,992)
480,214
(500,643)
190,033
(213,611)
23,988
(27,687)
48,519
(56,001)
119,580
(14,763)
41,038
1 Series 2 Series 3 Series 4 Series 5 Series 6 Series 7 Series

(incl. (incl. GT)
(incl. GT)
Active
Tourer)
X1
X3
X4
X5
10.5%
2.7%
8.6%
8.3%
1.2%
8.1%
(3.4%)
(9.7%)
(9.5%)
(12.9%)
2.3%
26.5%
(30.3%)
6.6%
20.6%
1.3%
(0.9%) (22.2%) (1.7%)
(1.7%)
(6.5%) (2.2%)
(0.8%)
100%
(100%)
Page 58
MINI RETAIL BY MODEL 2014 (2013).
Total BMW Group sales: 2,117,965 (1,963,798) units.
234,175
(216,538)
MINI brand share: 305,030 (301,526) units

or 14.3% (15.5%) of total sales.
106,995
(101,897)
140,051
(128,498)
Hatch 3door /
5door
46.4%
(42.1%)
17,327
(21,167)
Convertible
5.7%
(6.9%)
3,816
(8,436)
5,101
(9,315)
Coupe
Roadster
15,567
(14,687)
302,183
(305,030)
13,326
(21,030)
Clubman
4.4%
(6.9%)
Countryman
35.4%
(33.4%)
1.3%
(2.8%)
1.7%
(3.1%)
Paceman
5.2%
(4.8)
100%
(100%)
Page 59
BMW GROUP RETAIL SALES INCREASED ON AVERAGE

BY 6.3% SINCE 2003.
2,200
BMW
in 1,000 units
MINI
+7.9%
Rolls-Royce
+6.4%
2,000
2,118
+10.6%
1,800
1,964
+14.2%
1,600
+9.2%
1,400
+9.9%
+9.4%
1,200
+4.5%
1,000
1,105
1,328
+3.5%
1,500
1,374
1,845
+13.6%
-4.3%
1,436
-10.4%
1,669
+7.5%
1,461
1,273
1,286
1,209
800
600
400
200
0
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
YTD July
2015
Page 60
BMW GROUP BRAND AND PRODUCT OVERVIEW.

announced
Sedan
Luxury
Wagon
Hatch
Coupe
PlusPlus
Phantom
Coupe
PlusPlus
Ghost
Wraith
7 Series
6 Series /
i8
Plus
Convert.
Roadster
New Seg.
SAV
Convert.
6 Series
6 Series
X7
GT
X5, X6
GT, GC
X3, X4
Base
Upper
Medium
Plus
Lower
Medium
Plus
5 Series
5 Series
3 Series
3 Series
Base
4 Series
4 Series
2 Series
2 Series
MINI
MINI
Z4
Base
1 Series /
i3
Compact Plus
2 S. Act./
Gran T.
X1
Base
Small
Plus
MINI
MINI
MINI
Base
Page 61
PRODUCT ROADMAP 2015.

Q1
6 Series & M6
Convertible LCI*
Q2
6 Series & M6
Coup LCI*
Q3
Q4
6 Series & M6
Gran Coup LCI*
7 Series
Luxury
X5 M
Upper
Medium
X5 xDrive40e
X6 M
3 Series derivatives LCI
Lower
Medium
2 Series Convertible
Compact/
Small
MINI John
Cooper Works
1 Series 5-door &
3-door LCI
2 series Gran Tourer
X1
MINI Clubman
*6 Series vehicles shown here

= M Models
Page 62
NEW PRODUCT 2015.

BMW 2 SERIES CONVERTIBLE.
Launch 02/2015
Page 63
NEW PRODUCT 2015.

BMW 1 SERIES 5-DOOR LCI.
Launch 03/2015
Page 64
NEW PRODUCTS 2015.

6 SERIES LCIS COUP, CONVERTIBLE & GRAN COUP.
Launch 03/2015
Page 65
NEW PRODUCTS 2015.

BMW X5M AND X6M.
Launch 03/2015
Page 66
NEW PRODUCT 2015.

BMW 2 SERIES GRAN TOURER.
Launch 06/2015
Page 67
NEW PRODUCTS 2015.

BMW X1.
Launch 10/2015
Page 68
NEW PRODUCT 2015.

BMW 7 SERIES.
Launch Q4/2015
Page 69
NEW PRODUCT 2015.

X5 eDRIVE.
Launch H2/2015
Page 70
NEW PRODUCT 2015.

MINI CLUBMAN.
Launch H2/2015
Page 71
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
2015 MOTORCYCLE PRODUCT HIGHLIGHTS.
BMW R 1200 R
BMW R 1200 RS
BMW F 800 R
BMW S 1000 RR
BMW S 1000 XR
Page 73
SUCCESSFUL H1-2015 FOR BMW MOTORRAD WITH

STRONG INCREASE IN EARNINGS.
In million
Sales (units)
Revenues
Earnings before interests and taxes
(EBIT)
EBIT margin
Earnings before taxes (EBT)
H1-2015
H1-2014
Change in %
78,418
70,978
+10.5
1,189
1,000
+18.9
227
119
+90.8
19.1%
11.9%
+7.2 pp
226
117
+93.2
Page 74
BMW MOTORCYCLES RETAIL SALES 1990 H1-2015.
in 1,000 units
in 1,000 units
140
123.5
120
115.2
100
92.6
93.0
92.3
97.5
100.1
78.4
74.6
60
40
98.0
87.3
84.7
80
104.3 106.4
102.5 101.7
50.2
31.3
20
0
1990
1995
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
H1
2015
Page 75
DEVELOPMENT OF MARKET SHARE .
1,600
in 1,000 units
Total market>500cc
BMW Market Share
16.0%
1,400
14.0%
1,200
12.0%
1,000
10.0%
800
8.0%
600
6.0%
400
4.0%
200
2.0%
0.0%
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Page 76
MOST IMPORTANT MARKETS FOR BMW

MOTORCYCLES IN 2014.
Germany
United States
Other markets
France
Spain
Italy
United Kingdom
Brazil
Germany
17.6%
Brazil
6.1%
United States
12.4%
United Kingdom
5.5%
5.0%
France
9.4%
Spain
Italy
8.5%
Other markets
35.5%
Page 77
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
GLOBAL PRESENCE IN 54 COUNTRIES

WITH 7,520 EMPLOYEES.
BMW Financial Services
MINI Financial Services

As per June 30, 2015
Page 79
SHIFTING CUSTOMER BEHAVIOR FROM OUTRIGHT

PURCHASE TOWARDS FLEXIBLE USAGE OFFERINGS.
Past (1950)
Status Quo (2010)
Outright Purchase
Urbanization
Loan & Lease

Packages
Future (2050)
Usage Offerings
Urbanization
29%
Urbanization
69%
51%
The Ultimate Drive

Connected & Intermodal
Mobility
Flexible Solutions
BMW / MINI
Financial Services
Fleet Management Solutions

Loan & Full Service Lease Packages
Financial Services Product & Service Offerings

Source: Gtz & Partners; UNO Revision Population Database 2009
Page 80
PROFIT BEFORE TAX (PBT) FINANCIAL SERVICES.

2,000
in euro million
1,790
3)
1,750
1,561
439
1,500
1,214
1,250
2)
4) 1,619
1,723
124
1,437
1,351
122
1,055
1,092
1,000
750
500
5)
605
345
387
422
452
2001
2002
2003
685
743
515
365
250
0
2000
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014 H1-2015
-250
-292 1)
-500
1) FY-08
EBT includes a negative effect of EUR 1,057 million from additional credit and residual value risk provisions.
EBT includes a positive effect of EUR 122 million from better than expected off-lease business.
3) FY-11 EBT includes a positive effect of EUR 439 million from adjustment of residual value and credit risk provisions and a better than expected off-lease business.
4) FY-12 EBT includes a positive effect of EUR 124 million from better than expected off-lease business.
5) FY-13 figures adjusted in compliance with IAS 8.
2) FY-10
Page 81
RETURN ON EQUITY (ROE) FINANCIAL SERVICES.
35%
in %
3)
29.4%
30%
26.1% 2)
25%
2.6%
23.5%
20%
18.1%
7.2%
21.2%
22.2%
1.7%
4)
5)
20.0%
19.4%
2013
2014
19.6%
15%
9.2%
10%
5%
0%
2007
2008
2009
2010
2011
2012
-5%
-10%
-7.3% 1)
1) 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%).
RoE includes a positive PBT effect of EUR 122 million from better than expected off-lease business.
3) FY-11 RoE includes a positive PBT effect of EUR 439 million from adjustment of residual value and credit risk provisions and a better than expected off-lease business.
4) FY-12 RoE includes a positive PBT effect of EUR 124 million from better than expected off-lease business.
5) FY-13 figures adjusted in compliance with IAS 8.
2) FY-10
Page 82
PENETRATION RATE RETAIL BUSINESS.

55%
Financing
Leasing
48.5% 49.0% 48.2%
50%
44.6%
45%
42.0%
40%
35%
42.4%
41.1%
41.7%
40.4%
38.3%
34.5%
35.0%
36.1%
24.3%
27.6%
22.5%
30%
25%
41.1%
45.1%
44.0%
19.1%
17.2%
24.0%
25.2%
24.1%
21.2%
21.5%
27.2%
21.1%
19.7%
20.0%
20.7%
2011*
2012
20.9%
18.3%
20.9%
20%
15%
24.7%
10%
17.8%
17.8%
2001
2002
19.2%
19.5%
2003
2004
20.9%
17.1%
17.2%
17.4%
2005
2006
2007
24.1%
22.5%
20.8%
23.9%
13.6%
5%
0%
2000
2008
2009
2010
2013
2014
H1-2015
* The penetration rate dropped significantly due to the consolidation of BMW Group Financial Services China as of January 1 st, 2011.
Page 83
DEVELOPMENT OF CREDIT LOSS RATIO.
0.9%
0.84%
0.8%
0.7%
0.67%
0.6%
0.54%
0.59%
0.49%
0.5%
0.46%
0.4%
0.48%
0.46%
0.50%
0.46%
0.41%
0.41%
0.34%
0.37%
0.3%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014 H1-2015
Page 84
Jul-15
Apr-15
Jan-15
Oct-14
Jul-14
Apr-14
Jan-14
Oct-13
Jul-13
Apr-13
Jan-13
Oct-12
Jul-12
Apr-12
Jan-12
Oct-11
Jul-11
Apr-11
Jan-11
Oct-10
Jul-10
Apr-10
Jan-10
Oct-09
Jul-09
Apr-09
Jan-09
Oct-08
Jul-08
Apr-08
Jan-08
Oct-07
Jul-07
Apr-07
Jan-07
Oct-06
Jul-06
Apr-06
Jan-06
RESIDUAL VALUE DEVELOPMENT IN THE USA.
BMW brand used car index (through July 2015)

120
115
110
105
100
95
90
85
80
75
70
Source: Manheim Used Vehicle Index, mix and mileage adjusted.
Page 85
STRATEGIC FUTURE OF FINANCIAL SERVICES.
EXTENSION OF
EU BANK
INTEGRATION OF
ING CAR LEASE
Volume in bn. EUR
Vor dertransaction
Transaktion Nach
Transaktion
Before
Afterdertransaction
2,2 21,6
7,4 1,0
2,9 8,1
EU Bank
Company
Unternehmen
Unternehmen
Company
Company
Unternehmen
LeasePlan
LeasePlan
LeasePlan
Arval
Arval
Arval
ALD
ALD
ALD
PSA Finance
PSA Finance
ALPHABET
VW Leasing
ALPHABET
PSA Finance
GE Capital
VW Leasing
VW Leasing
RCI Banque
GE Capital
RCI Banque
ING CAR LEASE
RCI Banque
GE Capital
ALPHABET
Athlon
Athlon
Daimler Fleet
Daimler Fleet
10 Athlon
Rapid integration process
Improved Liquidity Steering
Business continuity and

market share secured
STRATEGIC
FOCUS AREAS
Endeof
2012
End
2013
Deposit Business integrated in

BMW Group Financing Strategy
Open Market Access to ECB
Customer Interface
Growth & Complexity
Customer & employee retention
Target Operating Model

Page 86
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
CENTER OF COMPETENCE URBAN MOBILITY:

MOBILE
SUSTAINABLITY
GENERATION
IMPLEMENTING
SUSTAINABLE URBAN MOBILITY
TOGETHER WITH ALL STAKEHOLDERS.
Residents & their needs
BMW i electric cars
Cities
(eCar) infrastructure
Page 88
BMW MOBILITY SERVICES PORTFOLIO AIMING AT NEW

CUSTOMER GROUPS.
Flexible Use
Parking
DriveNow
Park@myHouse
Alphacity
ParkNow
Information and
intermodal
routing
MyCityWay
Securing
innovation
and acceleration
BMW i Ventures
Page 89
DriveNow. PREMIUM, FREE FLOATING CAR SHARING

SERVICE FROM BMW GROUP & SIXT.
400,000+ customers in 8 cities

DriveNow Customers are
BMW Groups
youngest &
most modern
target group
3,100+ cars
Page 90
DriveNow PROVIDES FLEXIBLE MOBILITY AND

ADDRESSES NEW TARGET GROUPS.
1
Become a
club member
2
Choose
your car
3
Spontaneous use
4
Start driving
Parking
DriveNow provides easy to use, hassle-free and flexible mobility services at premium level
One Way ability. DriveNow allows the customer to drop off the vehicle where he or she likes [within business area]
integrated with public transport and bike sharing
Partner services can be integrated by IT backend

Page 91
DriveNow ALSO OPENS THE WAY FOR E-MOBILITY AND

THE BMW i3.
Introducing
3,000+
customers to
E-Mobility/ month
i3
intregration
in fleets in 2015
100,000+
ActiveE customer drives
Page 92
DriveNow BRIDGES THE GAP BETWEEN YOUNG CAR

USERS AND PREMIUM CAR BUYERS.
persons with a car per houshold

Share of
Anteil Personen in Haushalten mit Pkw
More young people between moving out

and family creation do not own a car.
DriveNow customers are 10 years younger than MINI

customers.
Car demand
100%
Premium upper class
1998
95%
Premium middle class
2008
90%
Premium compact
85%
80%
Small car
Direct access
75%
DriveNow target group
DriveNow
Customer age
33-35
30-32
27-29
24-26
21-23
18-20
15-17
12-14
9-11
6-8
3-5
0-2
70%
Age in years
Alter in Jahren
18
30
40
50
60
Key benefits of BMW Groups car sharing programme DriveNow :

DriveNow has modern users
DriveNow offers access to young users which can be converted to potential customers
DriveNow offers contact to a customer group that later switches from usage to ownership
DriveNow offers insights into customer behavior
Page 93
BMW i VENTURES. BEST OF BOTH WORLDS GAIN

ACCESS TO NEW TECHNOLOGIES AND CUSTOMER
GROUPS.
45 incubator
workspaces
1,000 +
mobility services
startups screened
Quarterly meet ups with
100
around
guests
from ventures scene
Page 94
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
BMW GROUP GLOBAL PRODUCTION NETWORK.
Kaliningrad
Hams Hall
Oxford
Swindon
Goodwood
Berlin
Born
(2014)
Eisenach
Wackersdorf
Landshut
Munich
Leipzig
Regensburg
Dingolfing
Steyr
Graz
Moses Lake
Shenyang (Tiexi, Dadong)
Spartanburg
Cairo
San Luis Potos (2019)
Chennai
Rayong
Kulim
Manaus
Jakarta
Vehicle Plant
Assembly Plant
Engines / Components
BMW Group
Joint Venture
Contract Production
Santa Catarina (2014)
Rosslyn
Page 96
AUTOMOBILE PRODUCTION BY PLANT IN 2014.

Dingolfing
Munich
Assembly Plants
Born
Graz2
Regensburg
Oxford
Leipzig
Tiexi1
Rosslyn
Dadong1
Spartanburg
in 1,000 units
Dingolfing, Germany
Production of BMW 3, 5, 6, 7 Series
369.0
Goodwood, UK
Production of Rolls-Royce
Spartanburg, USA
Production of BMW X3, X4,X5, X6
349.9
Tiexi1, China
Production of BMW 3 Series , X1, Zinoro
144.4
Regensburg, Germany
Production of BMW 1, 3,4 Series, Z4
272.0
Dadong1, China
Production of BMW 5 Series LWB
143.4
Munich, Germany
Production of BMW 3, 4 Series
228.1
Graz (Magna Steyr)2, Austria

MINI Countryman, MINI Paceman
113.4
Leipzig, Germany
Production of BMW 1,2 Series, X1, i3,i8
211.4
Born (VDL Nedcar)2

MINI Hatch
29.1
Oxford, UK
Production of MINI
179.3
Assembly plants
52.3
Rosslyn, South Africa

Production of BMW 3 Series
4.5
68.8
1 Joint
venture 2 Contract production
Page 97
AUTOMOBILE PRODUCTION BY ASSEMBLY PLANT IN

2014.
Chennai
Jakarta
Cairo
Kaliningrad
Rayong
Kulim
In units
Cairo, Egypt
3, 5 & 7 series, X1, X3
2,316
Kaliningrad, Russia
3,5 & 7 series, X1, X3, X5, X6
Jakarta, Indonesia
3 & 5 series, X1, X3
2,112
Kulim, Malaysia
MINI Countryman,1,3 & 5 series, X1, X3
7,356
Chennai, India
MINI Countryman,1,3,5 & 7 series, X1, X3,X5
4,824
Rayong, Thailand
1, 3, 5 & 7 series, X1, X3
5,904
24,240
Page 98
THE BMW GROUPS CLEAN PRODUCTION PHILOSOPHY.

MORE THAN CLASSICAL ENVIRONMENTAL
MANAGEMENT.
Certified environmental management systems (ISO 14001/EMAS) at all sites worldwide
Reducing Solvent
Emissions
Reducing water usage

and process
wastewater
Saving energy and

reducing CO2
emissions
Avoiding or recycling
waste
Target: 45% reduction in emissions/resource usage 2006 2020

Average improvement in resource efficiency in 2014 compared to 2013: 6.7%
Page 99
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
SUSTAINABILITY AT THE BMW GROUP.
1973
First environmental manager in the automotive industry.
2000
Executive Board resolution Sustainability is the guiding
principle of the BMW Groups corporate strategy.
2009
Establishment of a Sustainability Circle and Board.
Corporate sustainability is declared as corporate target.
TOP RATINGS
Dow Jones Sustainability Indexes:
BMW Group is the only automobile
manufacturer that has been
continuously listed, Sector Leader 2014.
Carbon Disclosure Project: Industry leader
2011, 2012, 2013, 2014.
FTSE4Good: Listed in the FTSE4Good
Index.
Oekom: Corporate Responsibility Rating
oekom, Status: Prime.
Sustainalytics:
Ranked No. 1 in the DAX 30 Sustainalytics
(no update since 2011).
Page 101
OUR ASPIRATION: SUSTAINABILITY LEADERSHIP.
FOR US, IT IS NOT SUFFICIENT TO FULFILL THE REQUIREMENTS. WE ARE TAKING THE LEAD.
OUR GOAL: Being the most sustainable and successful premium provider, the
BMW Group shapes the individual mobility of the future, thus creating an added
value for customers, company and society.
OUR APPROACH: Our innovations benefit not only our customers, but also
society. Because we know: By acting in a sustainable manner, we make our
business model viable for the future, and ensure our companys growth in the
future.
Page 102
ANCHORING & MANAGING SUSTAINABILITY.
INTEGRATION OF SUSTAINABILITY IN THE BMW GROUPS STRUCTURES AND PROCESSES

Sustainability Board
Comprises the entire Board of Management
Chair: Chairman of the Board of Management BMW Group
Responsible for strategic direction
BSC BMW Group

Perspektive / Strategische Storichtung
Unternehmenswert steigern
Wachstum
Shareholder Value
Produktivitt
Finanzen
Kunden
Geschftsprozesse
Hohe Rentabilitt erreichen
Lernen &
Entwicklung
Wachstum
Shareholder Value
Lernen &
Entwicklung
Wettbewerbsfhigen Personalaufwand
erreichen
Erfolgsabhngige Vergtung (%-Anteil am

Personalaufwand)
Flexible Personalkapazitt (%-Anteil an
Gesamtkapazitt auf Group Ebene)
Bedarfsgerechte Kompetenzen
bereitstellen
Zu definieren: Festlegung im Rahmen der

Initiative 24
Exzellente Fhrung sicherstellen

Als attraktiver Arbeitgeber betrachtet
werden
Meinungsfhrerschaft
Divisions
Implementing sustainability targets by initiating appropriate
measures
Abbildung in Geschftsfeldern
BMW Arbeitskosten im Vergleich zum

Wettbewerb (Index)
Produktivitt
Gesellschaftlich geschtzter Partner sein
Sustainability Circle
Comprises representatives from all divisions
Chair: Head of Sustainability and Environmental Protection
Responsible for decision recommendations
Investitionsquote
Lernen & Entwicklung
Kunden
Korrespondierende kurzfristige Messgre;

Link zu jahrlichem ZMP (bei Abweichung von
langfristiger Messgre siehe Klammer)
Ziellenker / Zielnehmer
Minimalen Kapitaleinsatz erreichen
Finanzen
Geschftsprozesse
Messgre
(Langfristige Steuerung)
Total Shareholder Return

Shareholder Value Added
PKW: Operatives Ergebnis - Abweichung zur
5%-Linie
Motorrad: Operatives Ergebnis Abweichung zur 5%-Linie
SF: Ergebnis vor Steuern Abweichung zur
10%-Linie
Free Cashflow
RoCE Konzern
PKW: ROCE
Motorrad: ROCE
SF: RoE
Softlab: Umsatzrendite
Anspruch
Finanzen
Zu definieren: Festlegung im Rahmen der

Initiative 25
ESI
Attraktivitt am Arbeitsmarkt
Rangplatz in Imageumfragen
Erfllungsgrad des BMW Group Profils
Sustainable management is a corporate

target and anchored in the BMW Groups
Balanced Scorecard
AK
AK
AK
pays into
Division Targets
Agreed objectives and

set of measures for
sustainability
Division Targets

set of measures for
sustainability
Division Targets

set of measures for
sustainability
Page 103
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
CO2 LEGISLATION IN MAJOR MARKETS.
New vehicle fleet 2008
EU 27
USA
China
Japan
339g/mi (212g/km)
n. a.
approx.
-12%
2015
-26%
2016
250g/mi (156g/km)
154g/km
2021
Illustration
-52%
2025
-22%
2015
120g/km
- 38 %
2020
163g/mi (102g/km)
14.2km/l (166g/km)**
6.9l/100km (164g/km)
approx.
-36%
2020
5.0l/100km* (119g/km)
16.3km/l (146g/km)
-12%
2015
-30%
2020
20.3km/l (117g/km)
95g/km
Prognosis
Fixed target
* 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.
Page 105
FUTURE CO2 TARGETS CAN ONLY BE ACHIEVED WITH

THE HELP OF NEW DRIVETRAIN TECHNOLOGIES.
Today
Tomorrow
Lower CO2 emissions
Zero emissions
Improved combustion
engines
Aerodynamics
Lightweight construction
Auto Start-Stop function
Hybrid
Brake energy regeneration
Plug-in hybrid
Electro-mobility
Fuel cell technology
Page 106
EFFICIENT DYNAMICS OUR WAY TO REDUCE CO2.

Electric power steering
ECO PRO Modus
Gear shift indicator
Auto Start Stop function

Aeroblade
Intelligent
lightweight
design
BMW Group Efficient Dynamics engine

family for petrol and diesel engines
BMW TwinPower
Turbo Technology
Active air flap control
Active spoiler
Air Curtain
8-gear
automatic transmission
BMW BluePerformance
Brake energy regeneration
Air Breather
Tyres with reduced rolling resistance
Aero
rims
Page 107
NEW BMW EFFICIENTDYNAMICS ENGINE SCALABILITY OF BASIC DESIGN OF ENGINE FAMILY

ALLOWS BROADER APPLICATION ACROSS VEHICLE
PROJECTS AND TECHNOLOGIES.
New Engine Family
Vehicles
Technologies
Page 108
THE NEW BMW EFFICIENTDYNAMICS ENGINE FAMILY

MODULAR STRATEGY.
Combustion Chamber:
Optimal size, roundabout 500 ccm
Central injector
Minimized friction
Different aspects for Gasoline/Diesel:
Cylinder head elements
Combustion process
Approximate range of torque and
power per cylinder:
Gasoline: 60-100 Nm, 30-50 kW
Diesel:
75-100 Nm, 20-40 kW
Page 109
WE ARE TRANSFERRING BMW i TECHNOLOGY TO OUR

CORE BRAND VEHICLES.
BMW X5 xDrive40e
230kW / 313 hp / 450Nm
3.3 3.4 ltr/100km / 77 -78 g
CO2/km
0-100 km/h 6.8 s
up to 31km purely electric driving
BMW 3 Series eDrive

~183 kW / 245 hp / >400Nm
~2.1 ltr/100km / ~ 50 gCO2/km
0-100 km/ h < 7.0 s
~ 35 km purely electric driving
BMW Concept Active Tourer eDrive

>140 kW / 190 hp / >250 Nm
~2.1 ltr/100km / ~ 50 gCO2/km
0-100 km/ h < 8.0 s
~ 35 km purely electric driving
Market launch: 2016.
Market launch: tbd.
Market launch: Autumn 2015.
Fuel consumption EU test cycle .
Page 110
THE BMW GROUP 120G FLEET.

Already 54 BMW Group models come with a maximum 120 g CO2/km.1
BMW 116d 3-Door

85 kW / 116 hp
3.6 l / 96 g
BMW 116d 3-Door 2

85 kW / 116 hp
3.4 l / 89 g
BMW 218d Coup

110 kW / 150 hp
3.8 l / 101 g
BMW 220d Convertible

140 kW / 190 hp
4.1 l / 108 g
BMW 216d Gran Tourer BMW 218d Gran Tourer

85 kW / 116 hp
110 kW / 150 hp
3.9 l / 104 g
4.3 l / 114 g
BMW 418d Coup

110 kW / 150 hp
4.1 l / 109 g
MINI One 3-Door

75 kW / 102 hp
4.6 l / 108 g
BMW 118d 3-Door

110 kW / 150 hp
3.8 l / 99 g
BMW 120d 3-Door

140 kW / 190 hp
3.9 l / 103 g
BMW 116d 5-Door

85 kW / 116 hp
3.6 l / 96 g
BMW 116d 5-Door 2

85 kW / 116 hp
3.4 l / 89 g
BMW 118d 5-Door

110 kW / 150 hp
3.8 l / 99 g
BMW 218i Active Tourer BMW 214d Active Tourer BMW 216d Active Tourer BMW 218d Active Tourer BMW 220d Active Tourer
100 kW / 136 hp
70 kW / 95 hp
85 kW / 116 hp
110 kW / 150 hp
140 kW / 190 hp
4.9 l / 115 g
3.8 l / 99 g
3.8 l / 99 g
4.1 l / 109 g
4.3 l / 112 g
BMW 318d
110 kW / 150 hp
4.0 l / 106 g
BMW 316d
85 kW / 116 hp
3.9 l / 102 g
BMW 420d Gran Coup

140 kW / 190 hp
4.0 l / 106 g
BMW 518d
110 kW / 150 hp
4.2 l / 110 g
MINI Cooper 3-Door

100 kW / 136 hp
4.5 l / 105 g
MINI One D 5-Door

70 kW / 95 hp
3.5 l / 92 g
BMW 318d Touring

110 kW / 150 hp
4.1 l / 109 g
BMW 520d
140 kW / 190 hp
4.1 l / 109 g
MINI Cooper SD 5-Door

125 kW / 170 hp
4.1 l / 109 g
BMW X1 sDrive 18d

110 kW / 150 hp
4.1 l / 109 g
MINI Cooper Clubman

100 kW / 136 hp
5.1 l / 118 g
BMW 320d Touring 2

120 kW / 163 hp
4.0 l / 104 g
BMW i3
125 kW / 170 hp
0.0 l / 0 g
BMW 120d 5-Door

140 kW / 190 hp
3.9 l / 103 g
BMW 214d Gran Tourer

70 kW / 95 hp
3.9 l / 104 g
BMW 318d GT
110 kW / 150 hp
4.3 l / 112 g
BMW 320d GT
140 kW / 190 hp
4.3 l / 113 g
BMW i3 Rex
125 kW / 170 hp
0.6 l / 13 g
BMW i8
266 kW / 362 hp
2.1 l / 49 g
MINI Cooper D Clubman MINI Cooper D Countryman MINI Cooper SD Paceman

110 kW / 150 hp
82 kW / 112 hp
105 kW / 143 hp
4.1 l / 109 g
4.2 l / 111 g
4.5 l / 119 g
Fuel consumption figures: liters/100 km in EU test cycle, CO2 figures: g/km.

1 Not
all the models are exhibited in this slide.
2 EfficientDynamics
Edition.
Page 111
EFFICIENT DYNAMICS.
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
Page 112
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
BMW GROUP ACHIEVES A STRONG SECOND QUARTER.

Q2-2015:
23,935 mn
Q2-2014:

Q2-2015:
2,582 mn
PBT margin:
10.8%
Q2-2014:
PBT margin:
Change in %

Q2-2015:
573,079 Q2-2014:
19,905 mn
+20.2
2,654 mn
13.3%
-2.7
-2.5 pp
533,187
+7.5
18,504 mn
+17.0
2,161 mn
11.7%
-15.8
-3.3 pp
Q2-2015:
21,650 mn
Q2-2014:
EBIT - Automobiles
Q2-2015:
1,819 mn
EBIT margin:
8.4%
Q2-2014:
EBIT margin:

Q2-2015:
1,497 mn
Q2-2014:
270 mn

Q2-2015:
496 mn
Q2-2014:
452 mn
+9.7
Page 114
BMW GROUP POSTS SOLID FIRST HALF-YEAR

RESULTS.
H1-2015:
44,852 mn
H1-2014:

H1-2015:
4,851 mn
PBT margin:
10.8%
H1-2014:
PBT margin:
Change in %

H1-2015:
1,099,748 H1-2014:
38,140 mn
+17.6
4,813 mn
12.6%
+0.8
-1.8 pp
1,020,211
+7.8
35,063 mn
+15.6
H1-2015:
40,543 mn
H1-2014:
EBIT - Automobiles
H1-2015:
3,613 mn
EBIT margin:
8.9%
H1-2014:
EBIT margin:
3,741 mn
10.7%
-3.4
-1.8 pp

H1-2015:
2,557 mn
H1-2014:
1,002 mn

H1-2015:
1,055 mn
H1-2014:
905 mn
+16.6
Page 115
BMW GROUP ACHIEVED A STRONG FY2014 RESULT.

FY2014:
80,401 mn
FY2013:

FY2014:
8,707 mn
PBT margin:
10.8%
FY2013:
PBT margin:
Change in %

FY2014:
2,117,965 FY2013:
76,059 mn
+5.7
7,893 mn
10.4%
+10.3
+0.4 pp
1,963,798
+7.9
70,630 mn
+6.4
FY2014:
75,173 mn
FY2013:
EBIT - Automobiles
FY2014:
7,244 mn
EBIT margin:
9.6%
FY2013:
EBIT margin:
6,649 mn
9.4%
+8.9
+0.2 pp

FY2014:
3,481mn
FY2013:
3,003 mn
+15.9

FY2014:
1,723 mn
FY2013:
1,619 mn
+6.4
Page 116
VALUE ORIENTATION.
Automotive:
Return on Capital
Employed
Motorcycles:
Return on Capital
Employed
Financial Services:
Return on Equity
Vehicle projects:
Model return based on
DCF
Vehicle projects:
Model return based on
DCF
Finance & lease

portfolio:
Cash flows
Page 117
EFFECTS ON AUTOMOTIVE SEGMENTS EARNINGS IN

2014.
+1.674
-423
-663
Depreciation
in euro million
Other cost
changes
-19
+26
Net effects
FX/
Raw material
Other operating
income &
expenses
Volume/
Mix/Market
6.649
7.244
EBIT FY-2013*
EBIT margin 9.4%
EBIT FY-2014
EBIT margin 9.6%
*2013 numbers adjusted
Page 118
EBIT MARGIN DEVELOPMENT AUTOMOTIVE SEGMENT.

TARGET PROFITABILITY OF 8-10%.
13
in %
11.8
12
10.8
11
9.6
10
9.0
Target
corridor
8.8
8.1
7.9
7.8
6.7
6.4
9.4
8.9
8.0
6.4
6
5
4
3
2
1.4
1
0
-1
-0.6
-2
2000
*) 2012
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012*
figures have been adjusted in accordance with the revised version of IAS 19, see note 7 on page 106 of the annual report 2012.
2013
2014
H12015
Page 119
DIVIDEND DEVELOPMENT AND PAYOUT RATIO.

TARGET PAYOUT RATIO OF 30-40%.
2,000
100.0%
93.8%
Total payout (in million, LHS)
1,904
Payout ratio* (RHS)

1,640
1,500
1,707
80.0%
1,508
70.0%
59.7%
60.0%
1,000
50.0%
852
32.1%
32.0%
32.7%
694
500
90.0%
17.4%
351
20.1%
392
18.7%
419
18.7%
15.9%
26.3%
30.0%
30.7%
20.0%
22.1%
419
458
197
197
2008
2009
40.0%
10.0%
0.0%
2002
Dividend per share

(in )
Ordinary share
Preferred share
2003
2002
2004
2003
2005
2004
2006
2005
2007
2006
2007
2008
2010
2009
2011
2010
2011
2012
2012
2013
2013
2014
2014
0.52
0.58
0.62
0.64
0.70
1.06
0.30
0.30
1.30
2.30
2.50
2.60
2.90
0.54
0.60
0.64
0.66
0.72
1.08
0.32
0.32
1.32
2.32
2.52
2.62
2.92
*Payout ratio based on Group net income before minority interest.

Page 120
NET INTEREST-BEARING ASSETS AUTOMOTIVE

SEGMENT.
31.12.2014
+ 5,306
Euro million
+3,277
+ 3,366
Marketable
securities
Internal net financial

receivables from
Financial Services
Segment
+ 5,752
Cash and
1 cash
equivalents
30.06.2015
Euro million

receivables from
Other Entities
Segment
+ 5,267
Marketable
securities
Cash and cash
equivalents

receivables from
Financial Services
Segment
Financial
liabilities
+ 4,140
-3,197
+3,735
+3,650
-3,478

receivables from
Other Entities
Segment
Financial
liabilities
14,223
Net interest6
bearing assets
13,595
Net interestbearing assets

Page 121
OPERATING CASH FLOW AND FREE CASH FLOW

AUTOMOTIVE SEGMENT.
12,000
in euro million
9,964 *
10,000
9,423
9,167
8,150
8,110
8,000
6,000
4,921
4,471
4,471
3,809
4,000
3,003 *
3,166
2,000
3,481
1,456
197
0
2008
2009
2010
Cash inflow from operating activities
2011
2012
2013
2014
Free Cash Flow before net investments in securities
* 2013 figures have been adjusted.

Page 122
CAPITAL EXPENDITURE.
STRATEGIC TARGET CAPEX RATIO: BELOW 7%.
7,000
1,744
6,000
8.8%
5,000
4,313
4,000
3,000
1,536
12%
6,687
in euro million
5,240
4,267
7.6%
7.9%
1,333
1,224
6.8%
5.4%
4.8%
10%
7.6%
8%
3,471
1,087
5.4%
1,499
8.8%
1,089
4,204
6,100
3,263
5.4%
951
3,692
5.4%
6.8%
6%
5.9%
972
5.2%
5.6%
4.6%
2,000
4%
3.7%
3.8%
2%
1,000
2,777
2,934
2,980
2,384
2,312
2,720
4,151
4,967
4,601
2006
2007
2008
2009
2010
2011
2012
2013
2014
Capital expenditure in property, plant, equipment and intangible assets
Capitalized development costs
Capital expenditure ratio*
Capex into PPE ratio*
0%
* based on Group revenues

Page 123
RESEARCH & DEVELOPMENT COSTS.

STRATEGIC TARGET (CASH) R&D RATIO: 5%-5.5%.
8%
47.9%
42.8%
42.4%
7%
44.4%
5.6%
5.2%
5.3% 5.4%
5.2%
32.8%
28.8%
5.1%
4.8%
5.2%
5.1%
4.6%
4%
40%
36.4%
34.3%
6.5%
6%
5%
50%
4.9%
6.3%
27.6%
5.2% 5.1%
5.4%
5.7%
30%
5.1%
20%
3%
10%
2%
1%
0%
2006
2007
2008
2009
R&D Costs (IFRS) / Group revenues in %
2010
2011
2012
R&D Costs (HGB ) / Group revenues in %
2013
2014
Capitalisation Ratio
in euro million
2006
2007
2008
2009
2010
2011
2012
2013
2014
Research & Development Costs

(IFRS)
2,544
2,920
2,825
2,587
3,082
3,610
3,993
4,117
4,135
Research & Development Costs

(HGB)
3,208
3,144
2,864
2,448
2,773
3,373
3,952
4,792
4,566
Page 124
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
THE CENTRAL CORPORATE FINANCE STRATEGY

SUPPORTS THE ENTIRE AUTOMOTIVE VALUE CHAIN.
Research &
Development
Production
Sales &
Marketing
Financial
Services
Objectives
The main target of the Group funding strategy is ensuring BMW Groups solvency, also in times of crisis.
Financial Flexibility
Ensure sustainable access to international financial markets

Explore and maintain presence and competence in all strategic important capital markets worldwide
Financial
Independence
Ensure independence from individual lenders, banks and financial instruments

Diversification of funding sources, investors and products. Maintain a solid level of liquidity.
Value Orientation
Create value by optimizing financing costs on overall Group basis

Credit spread management for each financial instrument
Ensure long-term, strategic perspective (instrument mix)
Page 126
CORPORATE FINANCE CAPABILITIES.

Categories of available instruments over the spectrum of maturities:
<1yr
1yr
2yrs
3yrs
4yrs
5yrs
7yrs
10yrs+
CP
(EMTN) PPs
Bonds
ABCP
ABS - Term
Retail
Institutional
Retail
Diversification of investor base.
Limited potential of
opportunistic access.
Institutional
Highest liquidity and depth of the market,
i.e. highest funding potential.
Typical for Benchmark bonds.
Creation of a BMW Credit Spread Curve.
Customer Deposits / Brokered CDs
Bank Loans
CP
Attractive and
flexible shortterm funding.
Deposits
Diversification of
funding
instruments and
investors
(EMTN) Private Placements

Attractive funding source.
Effective management of spreads provides
support for the short end of the BMW
Credit Curve.
ABS
ABS supports investor diversification.
Bank Loans
Local source of funding, mainly where
access to capital markets is limited.
Page 127
BROAD INVESTOR BASE.
Euro Capital Markets
USA
Great Britain
USD Commercial Paper

USD US PP
USD ABS
GBP (EMTN) PPs

GBP Bonds
GBP ABS
EUR Commercial Paper

French Commercial Paper
EUR (EMTN) PPs
EUR Benchmark Bonds
USD Eurodollar
AUD Euroaussie
NOK (EMTN) Bonds
SEK (EMTN) Bonds
Canada
EUR ABS
South Korea
KRW Domestic Bond

USD ABS
Japan
JPY (EMTN) PPs
JPY Euro-Yen
JPY ABS
JPY Schuldschein
CAD ABS
CAD (EMTN) PPs
CAD Domestic Bonds
Mexico
MXN (EMTN) PP
Mainland China
Switzerland
RMB ABS
CHF (EMTN) PPs

CHF Bonds
Hong Kong
India
CHF ABS
INR Domestic Bond
Brazil
RMB (EMTN) PP
HKD (EMTN) PP
Australia
BRL ABS
South Africa
ZAR ABS
AUD (EMTN) PP
AUD ABS
AUD (AMTN) Bonds
ZAR Domestic Bonds
Funding is done worldwide to optimize refinancing costs and to establish a broad investor base.
Page 128
DEVELOPMENT OF BMW GROUP LIQUIDITY.

Cash & cash equivalents
14
Marketable securities & investment funds
in euro billion
12.0
12
10.1
10
9.4
8.2
1.6
0.7
9.0
2.7
11.7
10.8
2.7
2.3
11.0
11.0
11.0
11.0
2.6
2.7
3.0
2.9
7.9
8.1
10.7
10.7
10.7
10.6
3.0
3.1
3.2
3.1
7.7
7.7
7.5
7.5
11.3
3.1
11.3
4.0
4.4
1.6
4.4
4
9.3
7.5
7.8
7.4
FY-08
FY-09
FY-10
7.8
8.1
8.5
8.4
2.4
8.2
7.7
6.9
2
2.0
0
FY-07
FY-11 Q1-12 Q2-12 Q3-12 FY-12 Q1-13 Q2-13 Q3-13 FY-13 Q1-14 Q2-14 Q3-14 FY-14 H1-15
After significantly increasing liquidity during the economic and financial crisis,
the BMW Group continues to maintain a solid liquidity position.
Page 129
DEVELOPMENT OF 5-YEAR CDS.
500
bps
400
300
200
100
Source: Reuters Credit Views as of August 6, 2015
Page 130
BOND AND PRIVATE PLACEMENT MATURITIES.
12,000
in euro million
Issuance
Maturities
10,000
8,000
6,000
4,000
2,000
0
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Status as of June 30, 2015; Maturities based on nominal values excluding derivatives.
Page 131
FINANCIAL DEBT AS OF JUNE 30, 2015.

EUR 82.4 bn*
Debt Maturity**
Structured finance
Bank Loans
3.4%
8.3%
1 year
Customer
deposits
9.9%
EMTNs/
Bonds/
SSDs
0.9%
49.5%
5.9%
7.2%
14.3%
0.5%
Fed Funds
46.9%
(46.5%***)
53.1%
(53.5%***)
Brokered CDs
Commercial
Paper
ABS
> 1 year
Others
*Adjusted, excluding currency and interest rate derivatives
** incl. derivatives
*** comparative figures as of 31 December 2014
BMW Group maintained a well-diversified debt structure.

The average maturity of financial liabilities is approximately 2.0 years.
Page 132
FUNDING ACTIVITY IN 2014 & 2015.
ABS
Bonds
Private Placements
Schuldschein
Commercial Paper
German Loan Term ABS, August 2014, EUR 1.0bn

Brazil Dealer Floorplan Conduit, August 2014, BRL 200m
South Africa Loan Term ABS, September 2014, ZAR 950m
USA Loan Term ABS, October 2014, USD 1.0bn
USA Lease Term ABS, January 2015, USD 1.0bn
Canada Lease Term ABS, June 2015, CAD 500m
China Loan Term ABS, June 2015, RMB 2.6bn
ABS Japan, June 2015, JPY 30bn
CAD 400m dual tranche benchmark bond, November 2014:

CAD 200m, 2.25 year term (3 month CDOR +41bp coupon)
CAD 200m, 4.0 year term (2.27% coupon)
EUR 1.5bn dual tranche benchmark bond, January 2015:
EUR 750m, 5 year term (0.5% coupon)
AUD 500m bond, 3.0 year term, February 2015 (2.75% coupon)
EUR 2.5bn triple tranche benchmark bond, April 2015:
EUR 1bn, 3 year term (3M EURIBOR+20bps)
EUR 1bn, 7 year term (0.625% coupon)
GBP 300m EMTN, 5 year term, May 2015 (1.75% coupon)
EUR 600m EMTN dual tranche bond, June 2015:
EUR 300m, 2 year term (3M EURIBOR+14bps)
EUR 300m, 3 year term (3M EURIBOR+17bps)
KWR 140bn Korea bond, 3 year term, June 2015 (fix mid swap, 40bps, 2,266% coupon)
Issuance 2015: EUR 1,990mn
Constant issuance in different currencies (EUR, JPY, AUD, SEK, USD, CHF, GBP, NOK, HKD, NZD)
Issuance 2015: EUR 177m
EUR 5.9 bn outstanding as of June 30, 2015
Page 133
CONTENT.
BMW IR AT A GLANCE
MOBILITY SERVICES
CORPORATE STRATEGY
PRODUCTION NETWORK
BMW i
10
SUSTAINABILITY
GROWTH MARKETS
11
EFFICIENT DYNAMICS
AUTOMOTIVE
12
FINANCIALS
MOTORCYCLES
13
FUNDING
FINANCIAL SERVICES
14
CONTACTS & CALENDAR
BMW GROUP INVESTOR RELATIONS CONTACTS.

Torsten Schssler
Head of Investor Relations
Bernd Daser
Debt & Equity IR
Patrick Neumayer
Equity IR
+49-89-382-25387
torsten.schuessler@bmw.de
+49-89-382-31684
bernd.daser@bmw.de
+49-89-382-24272
patrick.neumayer@bmw.de
Andreas Stffler
Equity IR
Ziye Zhou
Debt & Equity IR
+49-89-382-17944
andreas.stoeffler@bmw.de
+49-89-382-16190
ziye.zhou@bmw.de
http://www.bmwgroup.com/ir
BMW Group Investor

Relations App for the iPad
Page 135
BMW GROUP INVESTOR RELATIONS FINANCIAL

CALENDAR 2015.
04.08.2015
Quarterly Report June 2015
03.11.2015
Quarterly Report September 2015
16.03.2016
Annual Account Press Conference 2016
16.03.2016
Annual Report 2015
17.03.2016
Analyst and Investor Conference 2016
03.05.2016
Quarterly Report March 2016
12.05.2016
Annual General Meeting 2016
http://www.bmwgroup.com/ir
BMW Group Investor

Relations App for the iPad
Page 136
BMW INVESTOR RELATIONS ON THE ROAD 2015.
04.09.2015
Barclays Driverless World Conference
London
15./16.09.2015
dbAccess IAA Cars 2015 Conference
Frankfurt
17.09.2015
ESN European Conference
Frankfurt
22./23.9.2015
Berenberg and Goldman Sachs German Corporate Conference
Munich
24.09.2015
Baader German Investment Conference
Munich
04.12.2015
Goldman Sachs Global Auto Conference
London
Page 137
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.
Page 138

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August 2015

CONTACTS & CALENDAR

THE BMW GROUP REACHED A NEW RETAIL SALES

BMW Group Investor Presentation, August 2015

BMW GROUP ACHIEVES A STRONG SECOND QUARTER.

Profit before tax - BMW Group

Deliveries to Customers (in units) - Automobiles

Free Cash Flow - Automobiles

EBT - Financial Services

BMW Group Investor Presentation, August 2015

2014 numbers adjusted

BMW GROUP POSTS SOLID FIRST HALF-YEAR

Profit before tax - BMW Group

Deliveries to Customers (in units) - Automobiles

Free Cash Flow - Automobiles

EBT - Financial Services

BMW Group Investor Presentation, August 2015

2014 numbers adjusted

OUTLOOK 2015 POSITIVE BUSINESS DEVELOPMENT

BMW Group Investor Presentation, August 2015

BMW GROUP AUTOMOTIVE: BALANCED SALES

Asia (w/o China)

BMW Group Investor Presentation, August 2015

THE AUTOMOTIVE INDUSTRY WILL UNDERGO MASSIVE

CARS ARE POWERED BY

CARS ARE DRIVING ALMOST

UTILIZATION CONCEPTS LIKE CARSHARING ARE WIDELY AVAILABLE

CO2 SUSTAINABILITY HAS GAINED

CARS AS ELEMENTS WITHIN

BMW Group Investor Presentation, August 2015

CHANCES FOR BMW GROUP FOR FURTHER GROWTH.

STRATEGY NUMBER ONE MANAGING THE

Efficient combustion engines

Alternative drive trains

BMW Group Investor Presentation, August 2015

INNOVATIVE TECHNOLOGIES AND SERVICES TO MEET

New BMW ConnectedDrive Store

Fully automated parking

BMW Group Investor Presentation, August 2015

CONTACTS & CALENDAR

BMW GROUP STRATEGY NUMBER ONE ADDRESSES

Shaping the Future

Values and Basic Principles

We want to be the leading provider of premium products and

BMW Group Investor Presentation, August 2015

A Premium Product is a product or service that promises a stronger

BMW Group Investor Presentation, August 2015

THE WAY AHEAD NUMBER ONE.

Number ONE defines

our internal milestones.

BMW Group Investor Presentation, August 2015

TECHNOLOGICAL CHANGE TURNING A CHALLENGE

Alternative drive trains

In times of technological change we have to improve our

R&D ratio (cash R&D, %)

Capex ratio (%)

Payout ratio (%)

Free cash flow (euro million)

Segment Financial Services