BMW AG
Annual Report 2015

Plain-text annual report

ANNUAL REPORT 2015 s t n e t n o C 3 BMW GROUP IN FIGURES 6 REPORT OF THE SUPERVISORY BOARD 14 STATEMENT OF THE CHAIRMAN OF THE BOARD OF MANAGEMENT 18 18 23 63 81 83 87 90 90 90 92 94 96 98 168 168 169 170 171 174 176 181 182 184 188 196 29 49 Business Model Management System COMBINED MANAGEMENT REPORT General Information on the BMW Group 18 20 Report on Economic Position 23 27 27 General and Sector-specific Environment Overall Assessment by Management Financial and Non-financial Performance Indicators Review of Operations Results of Operations, Financial Position and Net Assets Comments on Financial Statements of BMW AG Events after the End of the Reporting Period Outlook Report on Risks and Opportunities 59 62 Report on Outlook, Risks and Opportunities 63 68 Internal Control System and Risk Management System Relevant for the Financial Reporting Process Disclosures Relevant for Takeovers BMW Stock and Capital Markets in 2015 GROUP FINANCIAL STATEMENTS Income Statements for Group and Segments Statement of Comprehensive Income for Group Balance Sheets for Group and Segments Cash Flow Statements for Group and Segments Group Statement of Changes in Equity Notes to the Group Financial Statements 98 113 121 122 147 163 Accounting Principles and Policies Notes to the Income Statement Notes to the Statement of Comprehensive Income Notes to the Balance Sheet Other Disclosures Segment Information STATEMENT ON CORPORATE GOVERNANCE (§ 289 a HGB) (Part of the Combined Management Report) Information on the Company’s Governing Constitution Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG Members of the Board of Management Members of the Supervisory Board Composition and Work Procedures of the Board of Management of BMW AG and its Committees Composition and Work Procedures of the Supervisory Board of BMW AG and its Committees Disclosures pursuant to the Act on Equal Gender Participation Information on Corporate Governance Practices Applied beyond Mandatory Requirements Compliance in the BMW Group Compensation Report Responsibility Statement by the Company’s Legal Representatives 197 Auditor’s Report 198 198 200 202 204 206 207 OTHER INFORMATION BMW Group Ten-year Comparison BMW Group Locations Glossary Index Financial Calendar Contacts 3 BMW Group in figures 2011 2012 2013 2014 2015 Change in % Key non-financial performance indicators BMW Group Workforce at year-end1 Automotive segment Sales volume2 Fleet emissions in g CO2 / km3 Motorcycles segment Sales volume 4 100,306 105,876 110,351 116,324 122,244 5.1 1,668,982 1,845,186 1,963,798 2,117,965 2,247,485 145 143 133 130 127 6.1 – 2.3 104,286 106,358 115,215 123,495 136,963 10.9 Further non-financial performance figures Automotive segment Sales volume BMW 2 MINI Rolls-Royce Total 2 Production volume BMW 5 MINI Rolls-Royce Total 5 Motorcycles segment Production volume6 BMW Financial Services segment 1,380,384 1,540,085 1,655,138 1,811,719 1,905,234 285,060 3,538 301,526 3,575 305,030 3,630 302,183 4,063 338,466 3,785 1,668,982 1,845,186 1,963,798 2,117,965 2,247,485 1,440,315 1,547,057 1,699,835 1,838,268 1,933,647 294,120 3,725 311,490 3,279 303,177 3,354 322,803 4,495 342,008 3,848 1,738,160 1,861,826 2,006,366 2,165,566 2,279,503 5.2 12.0 – 6.8 6.1 5.2 5.9 – 14.4 5.3 110,360 113,811 110,127 133,615 151,004 13.0 New contracts with retail customers 1,196,610 1,341,296 1,471,385 1,509,113 1,655,961 9.7 1 Figures exclude suspended contracts of employment, employees in the non-work phases of pre-retirement part-time arrangements and low income earners. 2 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2011: 94,400 units, 2012: 141,165 units, 2013: 198,542 units, 2014: 275,891 units, 2015: 282,000 units). 3 EU-28. 4 Excluding Husqvarna, sales volume up to 2013: 59,776 units. 5 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2011: 98,241 units, 2012: 150,052 units, 2013: 214,920 units, 2014: 287,466 units, 2015: 287,755 units). 6 Excluding Husqvarna, production up to 2013: 59,426 units. 4 BMW Group in figures Key financial performance indicators 2011 2012 2013 2014 2015 Change in % BMW Group Profit before tax Automotive segment Revenues EBIT margin RoCE Motorcycles segment € million 7,383 7,803 7,893 8,707 9,224 5.9 € million 63,229 70,208 70,630 75,173 85,536 % (change in %pts) % (change in %pts) 11.8 77.3 10.8 73.7 9.4 63.0 9.6 61.7 9.2 72.2 13.8 – 0.4 10.5 RoCE % (change in %pts) 10.2 1.8 16.4 21.8 31.6 9.8 Financial Services segment RoE % (change in %pts) 29.4 21.2 20.0 19.4 20.2 0.8 Further financial performance figures in € million Capital expenditure Depreciation and amortisation Operating cash flow Automotive segment Revenues Automotive Motorcycles Financial Services Other Entities Eliminations Profit before financial result (EBIT) Automotive Motorcycles Financial Services Other Entities Eliminations Profit before tax Automotive Motorcycles Financial Services Other Entities Eliminations Income taxes Net profit 3,692 3,646 8,110 68,821 63,229 1,436 17,510 5 5,240 3,541 9,167 76,848 70,208 1,490 19,550 5 6,711 3,741 9,964 76,059 70,630 1,504 19,874 6 6,100 4,170 9,423 80,401 75,173 1,679 20,599 7 5,890 4,659 11,836 92,175 85,536 1,990 23,739 7 – 3.4 11.7 25.6 14.6 13.8 18.5 15.2 – – 13,359 – 14,405 – 15,955 – 17,057 – 19,097 – 12.0 8,018 7,477 45 1,763 – 19 – 1,248 7,383 6,823 41 1,790 – 168 – 1,103 8,275 7,599 9 1,558 58 – 949 7,803 7,170 6 1,561 3 – 937 7,978 6,649 79 1,643 44 – 437 7,893 6,561 76 1,619 164 – 527 9,118 7,244 112 1,756 71 – 65 8,707 6,886 107 1,723 154 – 163 9,593 7,836 182 1,981 169 – 575 9,224 7,523 179 1,975 211 – 664 – 2,476 – 2,692 – 2,564 – 2,890 – 2,828 4,907 5,111 5,329 5,817 6,396 5.2 8.2 62.5 12.8 – – 5.9 9.3 67.3 14.6 37.0 – 2.1 10.0 Earnings per share in € 7.45 / 7.47 7.75 / 7.77 8.08 / 8.10 8.83 / 8.85 9.70 / 9.72 9.9 / 9.8 5 BMW Group in figures Sales volume of automobiles* in thousand units 2,450 2,100 1,750 1,400 1,050 700 350 Revenues in € billion 105 90 75 60 45 30 15 11 12 13 14 15 11 12 13 14 15 1,669.0 1,845.2 1,963.8 2,118.0 2,247.5 68.8 76.8 76.1 80.4 92.2 * Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2011: 94,400 units, 2012: 141,165 units, 2013: 198,542 units, 2014: 275,891 units, 2015: 282,000 units). Profit before financial result in € million Profit before tax in € million 9,800 8,400 7,000 5,600 4,200 2,800 1,400 9,800 8,400 7,000 5,600 4,200 2,800 1,400 11 12 13 14 15 11 12 13 14 15 8,018 8,275 7,978 9,118 9,593 7,383 7,803 7,893 8,707 9,224 6 Norbert Reithofer – Chairman of the Supervisory Board 7 REPORT OF THE SUPERVISORY BOARD Dear Shareholders, Despite the volatile conditions prevailing on various markets, the BMW Group finished the financial year 2015 with another outstanding earnings performance, reaffirming its position as market leader in the premium segment. The BMW Group is now headed by Harald Krüger, who became the new Chairman of the Board of Management on 13 May 2015. With this carefully planned generational change at the top of the Board of Management, the Supervisory Board has not only ensured personnel continuity, it has also made an impor tant contribution to shaping the future strategy of the BMW Group. Main emphases of the Supervisory Board’s monitoring and advisory activities The Supervisory Board performed the duties charged to it in accordance with the law and the Articles of Incorporation with the utmost care. Throughout the financial year 2015, the Supervisory Board closely monitored the BMW Group’s business performance and macroeconomic developments on important markets, diligently supervised the governance of the Board of Management and advised it on significant projects and plans. In a total of five meetings, the Supervisory Board deliberated at great length on the current business and financial situation of the Group. Further topics of particular focus and consultation at Supervisory Board meetings were corporate strategy (including a whole range of key topics involving the future shape of business), corporate forecasts and the strategy and management of the Financial Services segment. In addi- tion, decisions were taken regarding personnel changes on the Board of Management and with respect to corporate governance. Furthermore, the Supervisory Board attentively monitored the BMW Group’s business performance, both at scheduled meetings and at other times, as the need arose. In particular, the Board of Management provided regular reports on current sales and workforce figures. The Chairman of the Board of Management kept the Chairman of the Supervisory Board well informed, both promptly and directly, on the progress of important business projects and plans of strategic significance. In addition to scheduled meetings, Dr Friedrich Eichiner, member of the Board of Management responsible for Finance, and Dr Karl-Ludwig Kley, the Chairman of the Supervisory Board’s Audit Committee, consulted with each other directly at other times. In its regular reports on the financial condition of the Group, the Board of Management provided infor- mation on sales volume developments, market competition issues relevant for the Automotive and Motorcycles segments, and changes in the size of the workforce. The Board of Management also dealt with questions re- garding economic developments and the prospects of the world’s key regions. On the Financial Services side of the business, the Board of Management provided regular updates on new business with retail customers and changes in the portfolio of contracts with dealerships and retail customers as well as the total volume of business. In its regular reports on the financial condition of the Group, the Board of Management also reported to the Supervisory Board on any variances from budget. Major transactions and projects were highlighted in the Board of Management’s reports on business developments, and deliberated on in subsequent discussions. For example, the Supervisory Board was kept informed of the status of acquisition projects, such as the joint acquisition of the navigation data provider HERE in conjunction with other partners as well as the purchase of a leasing company in China. Furthermore, the Board of Management reported on the BMW Group’s compliance with emissions limits and confirmed that no distinction is made between “dyno mode” and on-road testing when measuring the exhaust emissions of BMW Group vehicles. Over the course of the year under report, the two boards discussed at length eco- nomic developments and business performance in China. Other subjects of discussion were progress in the field of electric mobility, product quality and customer satisfaction. Furthermore, the Board of Management provided detailed information on both the ongoing status and its plans for expanding capacities at various BMW Group production sites. 8 At the first Supervisory Board meeting of the year, the Board of Management presented the new and updated models scheduled for market launch in the course of 2015. One of the Supervisory Board meetings was held at the Landshut (Germany) site, at which the focus was placed on purchasing strategy and the significance of BMW component-producing plants in terms of pur- chasing and production. The Board of Management also elaborated on the requirements that result from the distribution of sales volume and production sites across the world for the Group’s purchasing team and discussed with the Supervisory Board the measures necessary to establish a capable supplier base in growth markets. During its visit to the plant, the Supervisory Board inspected the foundry as well as the production facilities for electric motors and CFRP components. The main topics discussed at a two-day meeting of the Supervisory Board held during the second half of the year were business and product strategy as well as long-term corporate planning. During the first part of the meeting, the Board of Management reported on the results of the annual Number ONE corporate strategy review. The Board of Management also provided information on the planned further development of the Group’s vehicle portfolio and its intention to continue its collaboration with Toyota. In view of the increasing regulation of toxic emissions on key markets, the two boards discussed the challenges facing the Group in the field of alternative drive technologies going forward and the strategic importance of electric mobility. The Board of Management also reported in depth on topics relating to the changing market environment and potential business opportunities emerging in connection with digitalisation and vehicle connectivity, and provided an overview of its plans and activities in this field. The Supervisory Board also gathered facts and figures on the BMW lightweight construction strategy. As part of a series of vehicle presentations, members of the Supervisory Board took the opportunity to drive selected BMW and MINI models on a test track, including the latest BMW 7 Series. Furthermore, the current state of progress of selected vehicle development projects was presented and explained to the Super visory Board. In the second part of the meeting, the Supervisory Board deliberated at length on the long-term corporate forecast presented by the Board of Management for the years 2016 to 2021. The Board of Management also described various crisis scenarios to the Supervisory Board. The Supervisory Board lauded the management team’s efforts to keep a tight control over fixed costs. After thorough examination and lengthy discussion, the Supervisory Board gave the plans its formal approval. The performance and strategic direction of the Financial Services segment as well as risk management in this area were also reported on. The consequences of stricter regulation of financial services were also discussed. The Supervisory Board deliberated on the annual budget presented by the Board of Management for the financial year 2016, including the main external influencing factors identified. Again in 2015, the Personnel Committee and the full Supervisory Board examined both the structure and the amount of compensation that Board of Management members receive. In addition to reviewing trends in business performance and board compensation on a multi-year basis, consideration was also given to the development of the remuneration of senior management and employees of BMW AG within Germany over the course of time. An external compensation consultant, independent of both the Board of Management and BMW AG, was called upon to provide expert advice and assist the Supervisory Board in the evaluation of DAX compensation studies. After a careful review, the Supervisory Board concluded that the level of compen- sation of board members, including pension entitlements, is appropriate and that the compensation system has proved its worth. The Supervisory Board therefore resolved not to propose any changes to the system of Board of Management compensation in 2015. 9 REPORT OF THE SUPERVISORY BOARD Further information on the compensation of Board of Management members is provided in the Compen- sation Report (see section “Statement on Corporate Governance”). In 2015, the Board of Management and the Supervisory Board again conducted an in-depth review of the corporate governance standards currently in place in the BMW Group as well as the rules set out in the German Corporate Governance Code. In the most recent Declaration of Compliance issued in December 2015, both boards decided that the BMW Group should comply with all of the recommendations issued by the German Government Corporate Governance Code Commission on 12 June 2015, except for the disclosure of Board of Management members’ compensation in prescribed model tables, as the Supervisory Board is of the opinion that these tables do not improve the clarity and comprehensibility of the Compensation Report. The wording of the Declaration of Compliance is contained in the Corporate Governance Report. Both the Personnel Committee and the Supervisory Board again asked the Board of Management to describe the state of progress in implementing the BMW Group’s diversity concept. This programme not only relates to gender diversity, it also promotes both cultural diversity and a balanced mixture of age groups among staff. The Board of Management also reported on the percentage of and development of female execu- tives at various management levels within the Group and the targets determined by the Board of Management for the two executive levels immediately below it. In addition, the Board of Management reported to the Supervisory Board on measures to develop young talent for future strategic fields of expertise. The Supervisory Board also consulted on the consequences of legislation relating to the equal participation of women and men in management positions in Germany for the BMW Group’s two boards. As its target for the proportion of women on the Board of Management by 31 December 2016, the Supervisory Board has stipulated that the Board of Management should continue to have at least one female member. Assuming the Board of Management continues to comprise eight members, this would correspond to a ratio of at least 12.5 %. The fact that the Supervisory Board considers it desirable to increase the proportion of women on the board further supports the Board of Management’s current raft of measures, which is also aimed at increasing the proportion of women at the highest executive management levels of the BMW Group. The legal minimum of 30 per cent of female and male members in the Supervisory Board that came into force on 1 January 2016 is already being complied with, both in terms of the Supervisory Board in its entirety and also for both shareholder and employee representatives. The Supervisory Board decided upon specific appointment objectives for its own composition based on a detailed composition profile, a description of which is provided in the Corporate Governance Report. In line with a new recommendation contained in the German Corporate Governance Code, the appointment objectives have been supplemented to include a maximum length of office on the Supervisory Board. Based on a self-assessment, the Supervisory Board determined that its composition at 31 December 2015 complied with its appointment objectives. In the financial year 2015, the Personnel Committee took the decision to disburse any costs to current and former members of the Board of Management that could arise in connection with a civil action brought by a former supplier in the USA. As a former member of the Board of Management, I did not personally vote on this resolution, which was taken as a precautionary measure. Apart from this matter, there were no indications of possible conflicts of interest on the part of Supervisory Board members in the financial year 2015. Significant transactions with Supervisory Board members and other related parties as defined by IAS 24, including close relatives and intermediate entities, are monitored in the form of quarterly requests for relevant information. The Supervisory Board endeavours to assess and continuously improve the efficiency of its work, including that of its committees. Once a year, the efficiency examination is dealt with as a separate agenda point, at 10 which the members of the Board of Management are not present. Preparations for the examination are facilitated by means of a questionnaire. As a result of the efficiency examination, suggestions for additional topics of report were made during the year under report. Each of the five Supervisory Board meetings in 2015 was attended on average by 95 per cent of its members, a fact that can be corroborated by the analysis of attendance fees for individual members, as disclosed in the Compensation Report. None of the members of the Supervisory Board took part in only half or less than half of the meetings of the Supervisory Board, the Presiding Board or the committees to which the members belong during their terms of office in the period under report. Description of Presiding Board activities and committee work In order to work more efficiently and prepare complex issues and decisions with greater thoroughness, the Supervisory Board has established a Presiding Board and several committees. A description of the duties, composition and working procedures of these committees is provided in the Corporate Governance Report. The relevant chairmen reported at length on the status of Presiding Board and committee work at the subsequent Supervisory Board meeting. In a total of four meetings, the Presiding Board focused mainly on preparing topics for the meetings of the full Supervisory Board, unless these fell under the remit of one of the committees. The treatment of more extensive issues, such as the Long-term Business Forecast and the Annual Strategic Review, was prepared by the Presiding Board on the basis of written and oral reports provided by Board of Management members and senior department heads. The Presiding Board selected further topics of discussion for Supervisory Board meetings and made suggestions to the Board of Management regarding items to be included in its reports to the full Supervisory Board. The Audit Committee held four meetings and three telephone conference calls during 2015. In those telephone conference calls, the Audit Committee deliberated with the Board of Management on each of the BMW Group’s Quarterly Reports, prior to their publication. Representatives of the external auditors were present during the telephone conference call held to present the Interim Financial Report for the six-month period ended 30 June 2015. The report had been subjected to review by the external auditors. The Audit Committee meeting held in spring 2015 was primarily dedicated to preparing the Supervisory Board meeting at which the financial statements were examined. Prior to proposing KPMG AG Wirtschafts- prüfungs gesellschaft for election as Company and Group auditor at the Annual General Meeting 2015, the Audit Committee obtained a Declaration of Independence from the proposed auditor. The Audit Committee also considered the scope and composition of non-audit services, including tax advisory services provided by KPMG entities to the BMW Group. There were no indications of conflicts of interest, grounds for exclusion or lack of independence on the part of the auditor. The fee proposals for the audit of the year-end Company and Group Financial Statements 2015 and the review of the six-month Interim Financial Report were deemed appropriate by the Audit Committee. Sub- sequent to the Annual General Meeting 2015, the Audit Committee therefore appointed KPMG AG for the relevant engagements and specified audit focus areas. The Head of Group Controlling reported to the Audit Committee on the current risk profile and on risk management processes and developments within the BMW Group. The Head of Group Financial Reporting provided a description of various aspects of the internal control system (ICS) underlying financial reporting and explained measures being taken to further improve the system. Testing performed during the year under report did not highlight any material ICS weaknesses that could jeopardise the system’s effectiveness. 11 REPORT OF THE SUPERVISORY BOARD The Chairman of the BMW Group Compliance Committee reported to the Audit Committee on the current compliance situation, which, as in the previous year, was deemed satisfactory overall. None of the information received relating to potential non-compliance or actual incidences of non-compliance identified in specific cases give any indication of serious or systematic non-compliance with applicable requirements. Moreover, the Audit Committee requested and received information regarding the further expansion of the BMW Group Compliance Organisation. The Head of Group Internal Audit reported to the Audit Committee on significant findings of audits con- ducted by Group Internal Audit on the industrial and financial services sides of the business. In addition, he provided information on the main topics of planned audits in both areas. The Audit Committee has already obtained detailed information regarding audit reforms within the EU, particularly with respect to preparing the selection of the auditor. The Audit Committee and Supervisory Board obtained an auditor’s assurance report regarding compliance with regulatory requirements for off-market transactions made by BMW AG involving derivatives. The effec- tiveness of the system that BMW AG currently employs to ensure compliance with regulatory requirements was confirmed. With an addition to its procedural rules, the Supervisory Board transferred tasks related to examinations of this type to the Audit Committee. The Audit Committee concurred with the decision of the Board of Management to raise the Company’s share capital in accordance with § 4 (5) of the Articles of Incorporation (Authorised Capital 2014) by € 309,860 and to issue a corresponding number of new non-voting bearer shares of preferred stock, each with a par value of € 1, at favourable conditions to employees. The Personnel Committee convened four times during the financial year 2015. One of its tasks is to prepare decisions relating to the composition of the Board of Management. In one case, the Personnel Committee gave its approval for a member of the Board of Management to accept a mandate for membership of the supervisory board of a non-BMW Group entity. The Nomination Committee convened twice in 2015 to deliberate on successor planning for mandates of the shareholders’ representatives and adopt recommendations for proposals for election at the 2015 and 2016 Annual General Meetings, taking the composition objectives stipulated by the Supervisory Board into due account. The statutory Mediation Committee was not required to convene during the financial year 2015. Composition and organisation of the Board of Management After the Annual General Meeting held on 13 May 2015, I resigned from the Board of Management as previously announced and Harald Krüger took over as Chairman of the Board of Management. The Supervisory Board had previously appointed Oliver Zipse as member of the Board of Management for the first time with effect from the end of the Annual General Meeting. Mr Zipse has worked for the BMW Group since 1991, most recently as head of Group Planning and Product Strategy. He took over responsibility for Production from Harald Krüger. In the financial year 2015, the Supervisory Board resolved to extend the mandate of one Board of Management member. Composition of the Supervisory Board, the Presiding Board and Supervisory Board Committees In order to facilitate the generational change at the top of the Board of Management and the Supervisory Board, which he both planned and personally supported, Professor Joachim Milberg resigned from the Supervisory Board immediately after the 2015 Annual General Meeting. As previously announced, he will be playing a leading role in the worldwide social engagement and philanthropic work of BMW AG, in particular as Chair- man of the Board of Trustees of the BMW Foundation Herbert Quandt. Professor Milberg has faithfully served and had a major influence on the BMW Group over a period of many years, beginning in 1993, first as 12 member and then as Chairman of the Board of Management from 1999. As from 2002 he served firstly as member and finally, from 2005, as Chairman of the Supervisory Board. The Supervisory Board wishes to take this opportunity to express its great respect for, and appreciation of, Professor Milberg’s achievements. Wolfgang Mayrhuber also resigned from the Supervisory Board at his own request at the end of the 2015 Annual General Meeting. The Supervisory Board wishes to thank Mr Mayrhuber for his more than ten years of valuable, trusted cooperation. Simone Menne was elected to the Supervisory Board as new shareholder representative. Professor Dr Henning Kagermann was re-elected as member of the Supervisory Board at the Annual General Meeting in 2015. After my election to the Supervisory Board by the Annual General Meeting in 2015, the Supervisory Board members elected me as their new Chairman. In this capacity, and in accordance with the relevant terms of reference, I remained Chairman of the Personnel and Nomination Committees. I was also elected member of the Audit Committee. The Corporate Governance Report contains a summary of the composition of the Supervisory Board and its committees. Examination of financial statements and the profit distribution proposal KPMG AG Wirtschaftsprüfungs- gesellschaft conducted a review of the abridged Interim Group Financial Statements and Interim Group Management Report for the six-month period ended 30 June 2015. The results of the review were presented to the Audit Committee by representatives of KPMG AG Wirtschaftsprüfungsgesellschaft. No issues were iden- tified that might indicate that the abridged Interim Group Financial Statements and Interim Group Manage- ment Report had not been prepared, in all material respects, in accordance with the applicable provisions. The Group and Company Financial Statements of Bayerische Motoren Werke Aktiengesellschaft for the year ended 31 December 2015 and the Combined Management Report – as authorised for issue by the Board of Management on 18 February 2016 – were audited by KPMG AG Wirtschaftsprüfungsgesellschaft and given an unqualified audit opinion. The Financial Statements and the Combined Management Report, the long-form audit reports of the external auditors and the Board of Management’s profit distribution proposal were made available to all members of the Supervisory Board in a timely manner. In a first step, the Audit Committee dutifully examined and discussed these documents at a meeting held on 25 February 2016. The Supervisory Board subsequently examined the relevant drafts of the Board of Management at its meeting on 9 March 2016, after hearing the committee chairman’s report on the meeting of the Audit Committee. In both meetings, the Board of Management gave a detailed explanation of the fi- nancial reports it had prepared. Representatives of the external auditors attended both meetings, reported on significant findings and answered any additional questions raised by the members of the Supervisory Board. They also confirmed that the risk management system established by the Board of Management is capable of identifying any events or developments that might impair the going-concern status of the Company and that no material weaknesses in the internal control system and risk management system were found with regard to the financial reporting process. Similarly, they confirmed that they had not identified any facts in the course of their audit work that were inconsistent with the contents of the Declaration of Compliance issued jointly by the two boards. Based on thorough examinations at both Audit Committee and full Supervisory Board level, the Super- visory Board concurred with the results of the external audit. In accordance with the conclusion reached after the examination by the Audit Committee and Supervisory Board, no objections were raised. The Group and Company Financial Statements of Bayerische Motoren Werke Aktiengesellschaft for the financial year 2015 prepared by the Board of Management were approved at the Supervisory Meeting held on 9 March 2016. The separate financial statements have therefore been adopted. 13 REPORT OF THE SUPERVISORY BOARD The Supervisory Board also examined the proposal of the Board of Management to use the unappropriated profit to pay an increased dividend of € 3.20 per share of common stock and € 3.22 per share of non-voting preferred stock. The Supervisory Board considers the proposal appropriate and therefore concurs with it. Expression of appreciation by the Supervisory Board The financial year 2015 has again been a record year for the BMW Group. The Supervisory Board wishes to thank the members of the Board of Management and the entire staff of the BMW Group worldwide for their outstanding work and concerted performance. Munich, 9 March 2016 On behalf of the Supervisory Board Norbert Reithofer Chairman of the Supervisory Board 14 Harald Krüger – Chairman of the Board of Management 15 STATEMENT OF THE CHAIRMAN OF THE BOARD OF MANAGEMENT Dear Shareholders, The 7 March 2016 marked an historic milestone in the history of our company. 100 years of Bayerische Motoren Werke is the achievement of all the company’s associates since its founding in 1916 right up until today. Our experiences and strengths establish the foundation for our future. However, we also know that it is not past accomplishments but profitable growth, strength in innovation and competitiveness that deter- mine the success of a company. This is why we are using the occasion of our centenary as a springboard for “The Next 100 Years”. This makes it clear that the company’s strategy is and remains geared towards the long term. Successful development continued in the financial year 2015 The financial year 2015 was a successful year for the BMW Group. We achieved new all-time highs for performance indicators such as sales, Group revenues, Group profit before tax and net profit. The strength of our premium brands is the backbone of our success Our three premium brands fascinate people all around the world. In 2015, more than 2.2 million customers chose a BMW, MINI or Rolls-Royce, more than in any other year. This was a solid increase of 6.1 per cent over the previous year. For the first time in our corporate history, the BMW brand sold more than 1.9 million vehicles. With almost 137,000 motor- cycles and scooters, BMW Motorrad also achieved a new record in sales. The MINI brand also reported the best year ever, with over 338,400 vehicles sold. Rolls-Royce Motor Cars delivered 3,785 vehicles to customers, making 2015 the second-best year in its 112-year history. We continue to strive for a globally balanced distribution of value creation We continue to pursue a balanced distribution of sales between the world’s three major regions, Europe, Asia and America. In view of the heterogeneous and volatile development of the markets, our distribution strategy allows us to respond more swiftly to fluctuations and to avoid overdependence on any single region. Europe is still our largest sales region. Last year we surpassed the mark of one million vehicles sold there for the very first time. Overall, close to 45 per cent of our cars were delivered to customers in Europe. Asia accounted for approximately 30 per cent of sales, the Americas for 22 per cent. We are strategically expanding our global production network of currently 30 sites in 14 countries. Our second engine plant in Shenyang opened in January 2016. In Mexico, preparations for the construction of our new plant in San Luis Potosí are proceeding according to schedule. On top of that, we are currently expanding the company’s largest production site in Spartanburg, USA in order to be able to meet the high demand for our premium sports activity vehicles. Positive sales development reflected in key financials Our successful development in sales is reflected in our key financials: with over 92 billion euros in sales revenues, the BMW Group posted a significant growth of 14.6 per cent over the previous year. As forecasted, the Group profit before tax achieved solid growth of 5.9 per cent to a new high of 9.2 billion euros. The annual net profit increased by 10 per cent to around 6.4 billion euros. The EBIT margin in the Automotive segment stands at 9.2 per cent and therefore remains within our strategic target range. With over 1.65 million new contracts with customers and a profit before tax of 1.98 billion euros, the Financial Services segment once again made a significant contribution to the Group result. The EBT in the segment grew significantly to 14.6 per cent and stands well above the previous year’s level. The Motorcycle segment is profitable due to its successful growth strategy. Based on an operating result of 182 million euros in 2015, the segment reported an EBIT margin of 9.1 per cent. Therefore, we achieved the goals we set for the 2015 financial year and we managed to do so in an environ- ment characterised by intense competition as well as economic and political volatility. 16 We continue to fascinate our customers with new models and technologies In 2015, we launched a total of 15 new models and model revisions in the market, among them the new BMW 2 Series Gran Tourer, the new BMW X1 and the new MINI Clubman. At Rolls-Royce, the new Drophead Coupe called Dawn celebrated its world premiere at the International Motor Show in Frankfurt. The model is scheduled to be introduced in 2016. Most importantly, the model year 2015 was marked by the launch of the sixth generation of the new BMW 7 Series. With its high-end innovations, our flagship has set new benchmarks in driving dynamics, efficiency as well as driver assistance systems. BMW i attracts new customer groups to the BMW brand With Efficient Dynamics technology and especially with the BMW i models, the BMW Group has irreversibly charted the course towards sustainable mobility. At the end of 2015, average emissions for our new car fleet stood at 127 grams of CO2 per kilometre. Last year, we sold close to 30,000 BMW i vehicles – up around 66 per cent year-on-year. The fully electric BMW i3 is already available in 50 countries; it is also the only vehicle with a certified carbon balance for the supply chain, production, use and recycling. It has attracted new customers to the BMW brand – 80 per cent of i3 buyers have never driven a BMW before. We have repeatedly stressed that electromobility is not a sprint but a mara- thon. In order to enable access to e-mobility to many people, the BMW i3 has been included in our DriveNow car-sharing fleet. Furthermore, the BMW Group and its partners support the establishment of a comprehensive charging infrastructure in Europe, China and the USA. Consistent technology transfer from BMW i to the BMW core brand The technologies developed for BMW i are now also being incorporated in the models of our BMW core brand. This includes battery cells, the elec- tronic control unit and electric drives from the i3 and i8 as well as our expertise in lightweight construction. A good example of this technology transfer is the Carbon Core of the new BMW 7 Series, a mixed-material design for the car body structure made of carbon fibre reinforced plastics (CFRP), aluminum and steel. This Carbon Core received the EuroCarBody Award 2015, the world’s most prestigious recognition for innova- tions in car body construction. A broad range of innovative, efficient drivetrains plays a crucial role in adhering to the increasingly strin- gent requirements for the reduction of emissions. BMW’s first plug-in hybrid series model has already been released: the X5 xDrive40e. As of July 2016, all BMW plug-in hybrid models will be offered under the label of “iPerformance” – from the BMW 2 Series Active Tourer to the BMW 7 Series. Furthermore, our iPerformance customers will benefit from a 360° Electric offer, including a wall-mounted charging box and more. Realignment of the company with Strategy NUMBER ONE > NEXT Our Strategy Number ONE has been the guideline for our actions since autumn 2007. Since the global economic and financial crisis, the company has developed successfully. At the same time, our environment has changed at a rapid pace. Digitalisation, in particular, has brought about new technological opportunities for the automobile industry, ranging from automated driving to connectivity in production. Long-term growth targets up to 2020 In the light of these developments, we have revised and updated our strategy for the future. We are operating from a solid basis: the BMW Group successfully combines financial strength, innovation and profitability with further growth, and we intend to pursue this path further with Strategy NUMBER ONE > NEXT. Our business model will continue to focus on individual mobility in the premium segment – combined with attractive mobility services. The customer is at the heart of everything we do. We are setting out long- term targets that will guide us up to 2020 and are gradually implementing the related action plan. Highly automated driving is becoming a part of the intelligent car of the future With BMW ConnectedDrive, the BMW Group has been in a leading position when it comes to driver assistance systems for the past two decades. These systems improve safety and comfort for our customers. At the 2015 Consumer Electronics Show (CES) in Las Vegas we presented our self-driving BMW i3, which is able to avoid obstacles and park itself. At the CES 2016, we showcased the BMW i8 Vision Future Interaction, 17 STATEMENT OF THE CHAIRMAN OF THE BOARD OF MANAGEMENT which can be integrated into our customers’ digital lifestyle via a cloud-based set-up and various mobile end devices. The vehicle provides the personalised digital assistant BMW Connected that makes it possible, among other things, to control smart-home functions. The BMW Group is the first car company to offer such a com- prehensive digital service package. Connectivity is one of the major trends in our industry. Vehicles, their drivers and their environment will be even more closely connected in the future. The next logical step is highly and then fully automated driving. Once again, we see ourselves here as both a driver and an innovator. The new BMW 7 Series is the first series vehicle that offers fully automated parking. Many things are technologically feasible today. However, beyond the technical dimension we also require fundamental legal and transport-related policy decisions that will clearly define the rights and obligations of an extended mobile value chain. The BMW Group takes a clear position: we want to assist drivers in certain situations. We also want to improve people’s safety. And by protecting their data, we protect their privacy as well. Strategic acquisition of the map service HERE Highly and fully automated driving is based on high-accuracy maps. Together with partners, we acquired the map service HERE in 2015 to safeguard our access to cloud- based real-time maps and location-based services. We want HERE to become an independent platform for the automotive industry and remain accessible beyond that. The combination of high-accuracy maps and data from the vehicle’s environment makes driving safer and more comfortable for everyone. Already today, HERE provides maps and location-based data for almost 200 countries in over 50 languages. Our highly motivated associates are our number one success factor Individual mobility satisfies a fundamen- tal human need and will remain a strong trend. To ensure our further growth, we need capable and motivated people as well as new ideas and skills. In 2015, the BMW Group recruited more than 5,900 new associates. At the end of last year, 4,700 young people were in vocational training with the BMW Group, more than ever before. On behalf of the Board of Management, I would like to thank all of our 122,244 associates for their accomplishments in the business year 2015. I would also like to thank our business partners and our suppliers as well as the entire dealership organisation. We can only deliver on our premium claim thanks to the close and trustful cooperation with our partners and dealers. We are looking ahead – to the next 100 years of the BMW Group At the BMW Group, we regard every day as a new opportunity to challenge ourselves and to excel. At our official centenary ceremony on 7 March 2016, we deliberately chose to look forward to the future: how will people move about 30 years from now? Obviously, no one can predict precisely how our mobility behavior is going to develop. However, those who do not try to imagine the future will simply not have one. We are presenting our ideas for mobility of the future with our vision vehicle, the BMW VISION NEXT 100. Dear Shareholders Due to its financial strength and the long-term focus of its Strategy NUMBER ONE > NEXT, the BMW Group will continue to be an attractive investment. We want our shareholders to continue to par- ticipate in our success. For the financial year 2015, the Board of Management and the Supervisory Board will propose to the Annual General Meeting to make our anniversary year 2016 the first time in the company’s history to pay dividends totalling over two billion euros. I would like to thank all our shareholders for their vote of confidence and hope that you will continue to accompany us on our journey into the future. Harald Krüger Chairman of the Board of Management 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 18 COMBINED MANAGEMENT REPORT General Information on the BMW Group Business Model This Combined Management Report incorporates the management reports of Bayerische Motoren Werke Aktiengesellschaft (BMW AG) and the BMW Group. General information on the BMW Group General information on the BMW Group is provided be- low. There have been no significant changes compared to the previous year. Business model Bayerische Motoren Werke Aktiengesellschaft (BMW AG), based in Munich, Germany, is the parent company of the BMW Group. The primary business objective of the BMW Group is the development, manufacture and sale of engines as well as all vehicles equipped with those engines. The BMW Group is subdivided into the Auto- motive, Motorcycles, Financial Services and Other Enti- ties segments (the latter primarily comprising holding companies and Group financing companies). Bayerische Motoren Werke G. m. b. H. came into being in 1917. Having been originally founded in 1916 as Bayerische Flugzeugwerke AG (BFW), it finally became Bayerische Motoren Werke Aktiengesellschaft (BMW AG) in 1918. The BMW Group comprises BMW AG itself and all subsidiaries over which BMW AG has either direct or indirect control. BMW AG is also responsible for managing the BMW Group as a whole. General condi- tions on the world’s automobile and motorcycle markets (such as the competitive situation, government policies, statutory regulations), underlying trends within society as well as changes in raw materials prices, exchange rates and interest rates are some of the major external factors that exert influence on business performance. The BMW Group is one of the most successful makers of cars and motorcycles worldwide and among the largest industrial companies in Germany. With BMW, MINI and Rolls-Royce, the BMW Group owns three of the strongest premium brands in the automotive industry. The vehicles manufactured by the BMW Group set ex- ceptionally high standards in terms of aesthetics, dynam- ics, technology and quality and are the culmination of concerted expertise in engineering and innovation. In addition to its strong position in the motorcycles market, the BMW Group also offers its customers a successful range of financial services. In recent years, it has also established itself as a leading provider of premium ser- vices for individual mobility. At the end of the reporting period, the BMW Group employed a workforce of 122,244 people worldwide. Long-term thinking and responsible action have long been the cornerstones of the BMW Group’s success. Striving for ecological and social sustainability along the entire value-added chain, taking full responsibility for products and giving an unequivocal commitment to pre- serving resources are prime objectives firmly embedded in the BMW Group’s corporate strategy. As a result of these endeavours, the BMW Group has ranked among the most sustainable companies in the automotive in- dustry for many years. The BMW Group operates on a global scale and is repre- sented in more than 150 countries worldwide. Its research and innovation network spans 13 locations in five countries. At 31 December 2015, the Group’s production network comprised a total of 30 locations in 14 countries. BMW 3 Series and 4 Series models as well as petrol and diesel engines are manufactured at the BMW Group plant in Munich. BMW 1, 3 and 4 Series models as well as the 2 Series Gran Tourer, the Z4 Roadster and the X1 are produced at the Regensburg plant. The BMW 3 Series Gran Turismo, the BMW 4 Series Gran Coupé, models of the BMW 5, 6 and 7 Series and also hybrid BMW 5 and 7 Series vehicles are manufactured at the BMW Group plant in Dingolfing. Chassis and drive components are also produced at this plant. Models of the BMW 1 and 2 Series as well as the electrically powered BMW i3 and the BMW i8 hybrid sports car are manufactured at the Group’s Leipzig site. The BMW 3 Series Sedan is assem- bled at the plant in Rosslyn (South Africa). The BMW X3, X4, X5 and X6 models are all manufactured at the Group’s plant in Spartanburg (USA). The BMW X1 and various models of the BMW 3 and 5 Series are built exclusively for the Chinese market at the two plants operated by the BMW Brilliance Automotive Ltd. joint venture in Shenyang (China). Various models are also produced at the BMW Group plants in Chennai (India) and Rayong (Thailand). Production at the BMW Group’s newest plant in Araquari (Brazil) currently includes the BMW 3 Series Sedan, the 1 Series 5-door model, the X3 and the X1 as well as the MINI Countryman. A variety of components that supply the Group’s world- wide production network are manufactured at the plants in Landshut and Wackersdorf. The Eisenach site makes special-purpose metalworking tools for the pro- duction network. The manufacturing sites in Moses Lake (USA) and Wackersdorf – both part of the SGL Auto- motive Carbon Fibers (ACF) joint operations – supply carbon fibre and carbon fibre fabrics for the production of BMW i models and the new BMW 7 Series. The BMW Group’s largest engine manufacturing plant in Steyr (Austria) makes both petrol and diesel engines for the various BMW and MINI plants. In 2016, the joint venture BMW Brilliance Automotive Ltd. opened an engine plant 19 COMBINED MANAGEMENT REPORT in Shenyang (China), which supplies petrol engines to its neighbouring plants. The primary function of the BMW Group’s partner plants is to serve nearby regional markets. BMW and MINI cars are currently also produced in Jakarta (Indonesia), Cairo (Egypt), Kaliningrad (Russia) and Kulim (Malaysia). MINI 3- and 5-door models and the MINI Clubman are currently manufactured at the site in Oxford (United Kingdom). The UK production triangle also includes the components plant in Swindon and the engine plant at Hams Hall, where petrol engines are manufactured for MINI and BMW. In Graz (Austria), Magna Steyr Fahr- zeug technik manufactures the MINI Countryman and, since 2012, the MINI Paceman for the BMW Group. The Dutch car manufacturer, VDL Nedcar bv (Born), has been producing the MINI 3-door since 2014 and the MINI Convertible since 2015 on behalf of the BMW Group. The Rolls-Royce Phantom, Ghost, Wraith and – since the end of 2015 – the Dawn Convertible models are manu- factured exclusively at the Goodwood plant (United Kingdom). BMW motorcycles are manufactured primarily at the BMW Group plant in Berlin. Car brake discs are also pro- duced at this location. Two further motorcycle produc- tion plants are located in Manaus (Brazil) and Rayong (Thailand). The worldwide distribution network currently consists of around 3,310 BMW, 1,550 MINI and 140 Rolls-Royce dealerships. In China alone, around 60 BMW dealerships were opened in 2015. Products and services are sold in Germany through BMW Group branches and by inde- pendent authorised dealers. Sales outside Germany are handled primarily by subsidiary companies and by in- dependent import companies in a number of markets. The dealership and agency network for BMW i currently covers some 950 locations. The BMW motorcycles sales network is organised in a similar way to that of the Group’s automobile business. Currently, there are around 1,150 BMW Motorrad dealerships worldwide. The BMW Group’s premium brands (BMW, MINI and Rolls-Royce) are widely known and highly admired around the globe for their innovative technologies and state-of-the-art design. The BMW Group provides the full spectrum of individual mobility, ranging from premium-segment small vehicles through to highly luxu- rious and powerful vehicles. The MINI brand is a veritable icon in the premium small car segment, offering un- rivalled driving pleasure in its class. Rolls-Royce has a long tradition in the ultra-luxury segment stretching back over 112 years. Our core BMW brand caters to a broad array of customer wishes, ranging from fuel- efficient and innovative models equipped with Efficient Dynamics through to high-performance, efficient BMW M vehicles, which help bring the flair of motor- sport to the roads. All BMW vehicles share one thing in common – their impressive driving dynamics. At the same time, the BMW Group continues to push the boundaries of “premium” to a new level with its BMW i models. Inspired to the core by the desire for even greater sustainability, the BMW i epitomises the vehicle of the future – with its electric drivetrain, revolutionary lightweight construction, exceptional design and an en- tirely newly conceived range of mobility services. BMW Motorrad also focuses on the premium segment with its range of products, comprising motorcycles for the Sport, Tour, Roadster, Heritage, Adventure and Urban Mobility segments. A wide range of accessories and equipment is also available to provide customers with additional safety and comfort. The Financial Services segment comprises more than 50 entities and cooperation arrangements with local finan cial services providers and importers on all conti- nents, making it one of the world’s leading financial service providers in the automobile sector. Its main line of business is providing credit financing and leasing for BMW Group brand cars and motorcycles to retail cus- tomers. It also provides customers with access to a wide range of insurance and banking products. The BMW Group’s international multi-brand fleet business, operating under the brand name “Alphabet”, provides fleet financing products and comprehensive manage- ment services for corporate car fleets in 18 countries. Within the multi-brand financing line of business, credit financing, leasing and other services are marketed to retail customers under the brand name “Alphera”. Pro- viding support to the dealer organisation, such as by finan cing dealership vehicle inventories, rounds off the segment’s product range. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 20 General Information on the BMW Group Management System The business management system applied by the BMW Group follows a value-based approach, with a clear focus on achieving profitable growth, increasing the value of the business for capital providers and safeguarding jobs. Corporate autonomy can only be ensured in the long term if the available capital is profitably employed. For this to be the case, the profit generated must sustainably exceed the cost of equity and debt capital. The BMW Group’s internal management system is based on a multilayered structure, with varying degrees of detail applicable, depending on the level of aggregation. Operating performance, for instance, is managed first Value added − Return on capital (RoCE / RoE) × Return on sales ÷ Capital turnover ÷ Cost of capital × and foremost at segment level. In order to manage long- term performance and assess strategic issues, addi- tional key performance figures are taken into account at Group level for controlling purposes. In this context, the contribution made to business value growth during the financial year is measured in terms of “value added”. This approach is translated for operational purposes at both Group and segment level by means of key finan- cial and non-financial performance indicators (“value drivers”). The link between value added and the rele- vant value drivers is shown in a simplified form in the following diagram. Profit – Expenses Revenues Capital employed Average weighted cost of capital rate Due to the extremely high aggregate impact of vari- ous factors, it is difficult to manage a business pro- actively simply by focusing on value added. This key indicator therefore only serves for intermediate reporting purposes. Relevant value drivers which could have a significant impact on profitability and the value of the business are defined for each controlling level. The financial and non-financial value drivers referred to above are reflected in the key performance indicators used to manage the business. In the case of project-related decisions, the system incorporates a project-oriented control logic focused on value-based and return-based performance indicators, which provide a crucial basis for decision-making. Management of operating performance at segment level Operating performance at segment level is managed in its most aggregated form on the basis of capital rates of return. Depending on the business model, the segments are measured on the basis of total return or the return on equity capital, namely the return on capital employed (RoCE) for the Automotive and Motorcycles segments and the return on equity (RoE) for the Financial Ser- vices segment. As an overall reflection of profitability (return on sales), capital efficiency (capital turnover) and other factors, these key performance indicators provide a cohesive insight into segment performance and changes in the value of the business. Automotive segment The most aggregated key performance indicator used for the Automotive segment is the RoCE. This indicator provides useful information on the success with which capital is being employed as well as on operational profitability. The RoCE is measured on the basis of seg- ment profit before financial result and the average amount of capital employed in segment operations. The strategic target for the Automotive segment’s RoCE is 26 %. RoCE Automotive = Profit before financial result Capital employed 21 COMBINED MANAGEMENT REPORT Capital employed corresponds to the sum of all current and non-current operational assets, less liabilities that do not incur interest (e. g. trade payables). Non-interest- bearing liabilities are those capital shares which are available to the operative business without interest. These include, for example, trade payables. of equity capital attributable to the Financial Services segment. The target is a sustainable return on equity of at least 18 %. RoE Financial Services = Profit before tax Equity capital Due to the key importance of the Automotive segment for the Group as a whole, consideration is also given to additional key performance indicators, with varying degrees of detail, which have a significant impact on RoCE and hence on segment performance. The most important of these value drivers are deliveries to cus- tomers, segment revenues and – as the key performance indicator for segment profitability – the operating re- turn on sales. Average carbon emissions for the fleet are also taken into account, reflecting their potential impact on earnings in the short term in the form of ongoing development expenses, and, in the long term, the consequences of meeting regulatory requirements. For these purposes, “carbon emissions for the fleet” corresponds to average emissions of CO2 for new cars sold in the EU-28 countries. Managing the business on the basis of key value drivers makes it easier to identify the reasons for changes in RoCE and to define suitable measures to influence its development. Motorcycles segment As with the Automotive segment, operating performance for the Motorcycles segment is managed on the basis of RoCE. Capital employed is measured using the same procedures as in the Automotive segment. The strategic target for the Motorcycles segment’s RoCE is 26 %. RoCE Motorcycles = Profit before financial result Capital employed The number of vehicles delivered to customers is also taken into account as a non-financial value driver. Financial Services segment As is common practice in the banking sector, the per- formance of the Financial Services segment is measured on the basis of return on equity. RoE is defined as seg- ment profit before taxes, divided by the average amount Strategic management at Group level Strategic management, including quantification of the financial impact of strategic issues on long-term fore- casting, is performed primarily at Group level. The most significant performance indicators for these pur- poses are Group profit before tax and the size of the Group’s workforce at the year-end. Group profit before tax is a good overall measure of the Group’s perfor- mance after consolidation procedures, and provides a transparent basis for comparing performance, particu- larly over time. The size of the Group’s workforce is monitored as an additional key non-financial perfor- mance indicator. Information provided by these two key performance in- dicators is supplemented by the measurement of value added. This highly aggregated performance indicator provides an insight into capital efficiency and the (op- portunity) cost of capital required to generate Group profit. Value added corresponds to the amount of earn- ings over and above the cost of capital and gives an in- dication of whether the Group is meeting the minimum requirements for the rate of return expected by capital providers. A positive value added means that a com- pany is generating more additional value than the cost of capital. Value added Group = earnings amount – cost of capital = earnings amount – (cost of capital rate × capital employed) Capital employed comprises the average amount of Group equity employed during the year as a whole, the financial liabilities of the Automotive and Motorcycles segments, and pension provisions. “Earnings amount” for these purposes corresponds to Group profit before tax, adjusted for interest expense incurred in conjunc- tion with the pension provision and on the financial liabilities of the Automotive and Motorcycles segments (earnings before interest expense and taxes). in € million Earnings amount Cost of capital (EC + DC) Value added Group 2015 2014 2015 2014 2015 2014 BMW Group 9,723 9,051 6,040 5,212 3,683 3,839 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 22 The cost of capital is the minimum rate of return ex- pected by capital providers in return for the capital em- ployed by the Group. Since capital employed com- prises an equity capital element (e. g. share capital) and a debt capital element (e. g. bonds), the overall cost of capital rate is determined on the basis of the weighted average rates for equity and debt capital, measured using standard market procedures. The pre-tax average weighted cost of capital for the BMW Group in 2015 was 12 %, unchanged from the previous year. Value management used to control projects Operations in the Automotive and Motorcycles seg- ments are shaped, to a large extent, by life-cycle-driven project work. Projects have a substantial influence on future performance. Project decisions are therefore a crucial component of financial management for the BMW Group. Decisions are taken on the basis of project calculations measured in terms of the cash flows each individual project is expected to generate. Calculations are made for the full term of a project, i. e. for all future years in which the project generates cash flows. Project deci- sions are taken on the basis of the capital value and in- ternal rate of return calculated for the project. The capital value of a project indicates the extent to which a project will be able to generate a positive contri- bution to earnings over and above the cost of capital. A project with a positive capital value enhances value added and therefore results in an increase in the value of the business. The internal rate of return of the project corresponds to the average return on capital employed in the project and, in terms of scope, is equivalent to the multi-year average RoCE for an individual project. It is therefore consistent with one of the key performance indicators. The criteria used for taking decisions as well as the long-term impact on periodic earnings is documented for all project decisions and incorporated in the long- term Group forecast. This system enables an analysis of the periodic reporting impact of project decisions on earnings and rates of return over the term of each project. The overall result is a cohesive controlling model. 23 COMBINED MANAGEMENT REPORT Report on Economic Position General and Sector-specific Environment General economic environment in 2015 The world economy grew at a rate of 3.1 % in 2015. The USA recorded robust growth, while the Chinese govern- ment’s plan to transform the country’s economy to a more stable, sustainable level continued to take effect. Falling demand in China held down the growth rate, ex- erting a particularly crippling impact on the economies of raw material exporting countries such as Brazil and Russia. Moreover, the prospect of the US Federal Reserve Bank tightening its monetary policy additionally damp- ened the outlook for emerging economies. These factors resulted in further capital outflows, lower investment and currency devaluation in many developing countries. Despite signs of a resurgence of Greece’s problems, mar- kets in the eurozone continued to recover. After some initial doubt regarding the robustness of the economy, the US Federal Reserve Bank set the expected interest rate turnaround in motion. The upheavals on capital markets feared by the financial market only had a limited impact. In the eurozone, economic output grew more strongly than one year earlier, with a gross domestic product (GDP) increase of 1.5 %, helped by the monetary policies of the European Central Bank (ECB). At 1.7 %, Germany again played an important role in driving the European economy. France (+ 1.1 %) and Italy (+ 0.7 %) also recorded higher growth rates for the twelve-month period. Similarly, the majority of southern Europe’s economies showed a year-on-year improvement. For example, Spain at 3.2 % and Portugal, at 1.5 %, both contributed towards the continued economic recovery of the eurozone. At 2.2 %, the UK economy grew more slowly than one year earlier. Nevertheless, as in all years since 2011, the growth rate was higher than that of the eurozone. The UK government made good use of the positive economic environment to reduce the budget deficit to its lowest level since 2007. Domestic consumer spending again served as a pillar of the economy. expected rise in inflation on the other hand prompted the Federal Reserve Bank to usher in the interest rate turnaround in December 2015. The Japanese economy was unable to gain any signifi- cant momentum in 2015. With GDP growth at only 0.6 %, it was the weakest of all the G7 countries. The Bank of Japan continued its expansionary monetary policies throughout 2015. In China, the realigned economic strategy introduced by the government led to a moderate slowdown in the pace of economic growth (+ 6.9 %), with the growth rate falling below the 7 % mark for the first time since 1990. Despite the ongoing transformation from an investment to a consumer-oriented economy and sharp stock market corrections in both mid-2015 and early 2016, the Chinese economy has shown itself to be stable. Apart from India at 7.4 %, the other BRIC states failed to live up to expectations for growth in 2015. Brazil and Russia, both of which rely on the export of raw materials, recorded negative growth of 3.6 % and 3.8 % respectively. Neither of these countries was able to find a way out of the currently difficult situation and remained in re- cession. Currency markets The US dollar averaged an exchange rate of 1.11 to the euro in 2015 and was therefore significantly stronger than in the previous year. The different direction in monetary policy currently being pursued by the Euro- pean Central Bank and the US Federal Bank (Fed) caused the US dollar to appreciate in value against the euro from US$ 1.16 to US$ 1.09 (based on monthly averages) over the course of the twelve-month period. The British pound also gained in value, rising to an average annual exchange rate of 0.73 to the euro. Unlike the Fed, the Bank of England (BoE) has not yet seen any acute need to raise reference interest rates. The cyclical upturn in the USA gained further momen- tum in 2015. The growth rate stood at 2.4 %, marginally higher than one year earlier. The upward trend of the US economy, now reaching as far back as 2010, con- tinues to benefit from robust levels of consumer spending. The stable economic situation on one hand and the As its value is coupled to that of the US dollar, at 6.97, the Chinese renminbi also gained in value against the euro compared to the previous year. The upward trend was temporarily halted when Chinese stock markets witnessed a turbulent phase, only for some of the lost ground to be regained by the end of the year. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 24 Exchange rates compared to the euro (Index: December 2010 = 100) 190 175 160 145 130 115 100 85 70 Russian Rouble Japanese Yen British Pound US Dollar Chinese Renminbi 11 12 13 14 15 Russian Rouble Japanese Yen British Pound US Dollar Chinese Renminbi Source: Reuters. The Japanese yen gained moderately in value against the euro during 2015, primarily due to the expansion of money supply within the eurozone, and recorded an annual average exchange rate of 134 yen to the euro. was US dollar 54, down 46 % on the previous year. WTI, the benchmark for crude oil in the USA, followed a similar trend. The euro was stronger in 2015 compared to many of the emerging market currencies, including those of Russia and Brazil. Its annual average exchange rate increased by approximately 19 % against the Brazilian real and by as much as 33 % against the Russian rouble. Energy and raw materials prices After a brief decrease at the beginning of the year, the price of Brent crude oil – the most relevant benchmark for Europe – picked up again during the first half of 2015. In stark contrast, the price then proceeded to plummet during the second six months of the year. The average price per barrel over the year as a whole Steel price trend (Index: January 2011 = 100) 130 120 110 100 90 80 70 60 11 12 13 14 15 Source: Working Group for the Iron and Metal Processing Industry. Oil price trend Price per barrel of Brent Crude 120 110 100 90 80 70 60 50 40 Source: Reuters. 11 12 13 14 15 Price in US Dollar Price in € 25 COMBINED MANAGEMENT REPORT Precious metals price trend (Index: December 2010 = 100) 130 120 110 100 90 80 70 60 Source: Reuters. 11 12 13 14 15 Gold Palladium Platinum Precious metals prices stabilised for a short period at the beginning of the year, before continuing their long-term downward trend for the remainder of the twelve-month period. The drop in prices reflects overcapacities on the supply side, combined with weak demand on world markets. There was no sign of a turnaround on the world’s steel markets during the period under report. Here, too, the general slide in raw materials prices was reflected in lower steel prices year-on-year. Automobile markets Worldwide registrations of passenger cars and light com- mercial vehicles grew by 3.3 % to 82.4 million units. The two largest automobile markets, the USA and China, were once again the mainstays driving this outcome. Registration figures in China, for instance, increased by 8.9 % to 20.5 million units. Although this number points to a weaker performance than one year earlier, the Chinese market nevertheless increased the gap between itself and the US market, which grew by 5.7 % to 17.5 mil- lion units. dynamic performance in Spain (1.0 million units; + 20.9 %). Registrations in the United Kingdom were 6.3 % higher at 2.6 million units. Japan’s automobile market contracted in 2015, with new registrations falling and totalling only 4.9 million units ( – 9.8 %). Automobile markets in major emerging economies continued to suffer from recession in 2015. The Russian market shrank by more than one-third (1.5 million units; – 36.0 %) and the Brazilian market by a good quar- ter (2.5 million units; – 25.7 %). Motorcycle markets The world’s motorcycle markets in the 500 cc plus class grew by 4.7 % in 2015. Motorcycle registrations in Europe were up by 8.5 %, mainly due to a sharp recovery in southern Europe. Italy recorded double-digit growth, with registrations 11.3 % up on the previous year. Ger- many’s motorcycle market reported a 4.5 % increase, while France finished at a similar level to the previous year (+ 0.3 %). The US market grew by 3.6 %. Automobile markets in Europe picked up where they had left off the previous year, growing by 9.2 % (14.2 million units) during the period under report. Excluding registra- tions in Germany, the European market fared slightly better with a 10.3 % increase to 11.0 million units. The German automobile market grew by 5.6 % to 3.2 million units and therefore accounted for nearly a quarter of all new registrations in Europe (22.6 %). France (1.9 million units; + 6.8 %) and Italy (1.6 million units; + 15.5 %) both saw robust growth, which also contributed to the re- covery. Europe’s growth was also helped by a repeated Financial services markets While the majority of industrialised countries witnessed an improvement in economic fundamentals in 2015, market conditions were highly unfavourable for some of the world’s major emerging economies. After a slow start to the year, the US economy and em- ployment market returned to an upward trend as from the second quarter. The rate of inflation remained ex- tremely low throughout the year, initially prompting the Fed to adopt a “wait-and-see” approach regarding an 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 26 interest rate rise. The reference interest rate was finally increased by 0.25 % in December 2015, the first rise announced for almost ten years. The ECB launched a large-scale bond-buying programme in March 2015, with the dual objective of propping up the eurozone’s economy and combating low inflation. Helped by a combination of the low price of oil, a weak euro and low interest rates, the euro zone managed to stage a moderate economic recovery. The hoped-for in- crease in inflation rates, however, proved elusive, mainly due to lower energy prices. The UK economy grew at a stable pace in 2015. The Bank of England nevertheless refrained from increasing its reference interest rate, mainly in light of the persistently low rate of inflation. A continuation of the economic slowdown in 2015, ac- companied by high volatility on the Shanghai stock ex- change, led to the Chinese economy contributing less to global economic growth than in the previous year. The Chinese central bank intervened with a series of interest rate cuts, curtailing the renminbi’s upward trend. The export-dependent Japanese economy suffered from the slower rate of growth in China and a return to more cautious consumer spending during the twelve-month period under report. The Bank of Japan’s expansive mon- etary policies helped the country avoid slipping into re- cession in 2015. Moderate price increases were observable in the premium segment of Europe’s used car markets in 2015, while prices in Asia remained stable and even fell slightly in North America. Selling prices fluctuated within normal ranges. 27 COMBINED MANAGEMENT REPORT Report on Economic Position Overall Assessment by Management Financial and Non-financial Performance Indicators Overall assessment of business performance The BMW Group has every reason to be satisfied with its performance in 2015. The overall picture was pleasing in terms of results of operations, financial position and net assets. Overall, management expectations for the period were therefore met. This assessment also takes into account events after the end of the reporting period. Financial and non-financial performance indicators In the following section, we report on the principal finan- cial and non-financial performance indicators used as the basis for managing the BMW Group and its segments. As part of the review of operations and the financial condition of the BMW Group, forecasts made the pre- vious year for the financial year 2015 are compared with actual outcomes in 2015. BMW Group Profit before tax Despite facing strong competition on the world’s auto- mobile markets and investing heavily in new technologies as well as in the expansion of its production network, the BMW Group remained firmly on course in 2015. Profit before tax came in at a new all-time high of € 9,224 mil- lion (2014: € 8,707 million; + 5.9 %). In addition to gen- erally strong demand for the Group’s brands, earnings also increased on the back of favourable currency fac- tors. Good contributions to earnings also came from the BMW X6 and X4 models launched at the end of 2014, as well as from the BMW 2 Series with its various new models and from the new MINI 3- and 5-door models. As predicted in the outlook for the financial year 2015, the Group’s profit before tax achieved a solid growth and was therefore in line with expectations. Workforce at year-end At the end of 2015, the BMW Group employed a work- force of 122,244 people (2014: 116,324 people; + 5.1 %). This solid increase in the workforce mainly reflects strong demand for the BMW Group’s brands of automo- biles and motorcycles as well as the broader range of mobility services now on offer. The BMW Group also recruited skilled staff aimed at the increasingly digitali- sation and at driving the continued development of electric mobility. As predicted in the outlook for the financial year 2015, there was a solid increase in size of the BMW Group’s workforce, which was therefore in line with expectations. Automotive segment Sales volume The Automotive segment sold a record number of ve- hicles for the fifth year in succession. Despite the in- creasing normalisation of the market in China and the tense geopolitical situation worldwide, most notably the conflict hot spots in the Middle East, sales of BMW, MINI and Rolls-Royce brand vehicles grew by a solid 6.1 % to 2,247,4851 units (2014: 2,117,9651 units). The upward trend reflects the success of numerous new models, including the expanded range of BMW 2 Series models launched internationally during the year under report. The MINI 3- and 5-door models introduced in 2014 also made an important contribution. This perfor- mance enabled the BMW Group to retain a leading posi- tion in the premium segment worldwide. The number of BMW brand vehicles sold during the twelve-month period increased to 1,905,2341 units (2014: 1,811,7191 units; + 5.2 %). MINI recorded a significant sales volume increase of 12.0 % during the year under report (338,466 units; 2014: 302,183 units). Rolls-Royce Motor Cars sold 3,785 units (2014: 4,063 units; – 6.8 %). As predicted in the Annual Report 2014 for the finan- cial year 2015, the total number of cars sold by the BMW Group rose by 6.1 % and was therefore in line with expectations. Fleet carbon emissions2 The BMW Group continually strives to reduce fuel con- sumption and carbon emissions by deploying innovative technologies developed in conjunction with the Group’s Efficient Dynamics strategy. The outcome of these en- deavours is highly efficient combustion engines and electric drive systems that set standards in terms of both dynamic flair and driving pleasure. The volume of car- bon emissions produced by our vehicle fleet sold in Europe was reduced slightly to 127 grams CO2 / km (2014: 130 grams CO2 / km; – 2.3 %) during the year un- der report. As predicted in the outlook for the full year 2015, carbon fleet emissions fell slightly and were therefore in line with forecast. Revenues Segment revenues rose by 13.8 % to € 85,536 million (2014: € 75,173 million), driven by a strong sales volume performance and favourable currency factors. The re- vised forecast for the year from a solid increase to a significant increase, as communicated in the Quarterly Report to 31 March 2015, was therefore borne out. In the Annual Report 2014, the forecast had been a solid in- crease in Automotive segment revenues. 1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2014: 275,891 units, 2015: 282,000 units). 2 EU-28. 28 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets EBIT margin and return on capital employed The EBIT margin in the Automotive segment (profit be- fore financial result divided by revenues) came in at 9.2 % (2014: 9.6 %; – 0.4 percentage points). As predicted, the EBIT margin from automobile business was within the target range of between 8 and 10 % and thus in line with forecasts. The return on capital employed (RoCE) amounted to 72.2 % (2014: 61.7 %; + 10.5 percentage points). The higher-than-expected increase in RoCE reflects the pleasing upward trend in earnings on the one hand and the rigorous management of capital employed on the other. A number of other factors also influenced RoCE, including transactions with other segments, the higher volume of business with service and Connected Drive contracts as well as efficiency improvements in investing activities. In the Annual Report 2014, a moderate decrease in RoCE was predicted. The rate achieved by the Automotive segment was therefore well above the minimum target of 26 %. Motorcycles segment Sales volume In a highly favourable market environment, most notably in Europe, BMW Motorrad achieved a significant in- crease of 10.9 % with a sales volume of 136,963 units (2014: 123,495 units). This performance was therefore better than the solid increase forecast in the Annual Report 2014. Apart from the robust market environment Comparison of 2015 forecasts with actual outcomes 2015 and BMW Motorrad’s attractive model range, mild weather conditions at the end of the year also gave the strong performance additional tailwind. Return on capital employed The Motorcycles segment generated a return on capital employed (RoCE) of 31.6 % in the year under report (2014: 21.8 %; + 9.8 percentage points), a solid increase on the previous year. In the Quarterly Report at 30 June 2015, the outlook was for a slight increase in RoCE (outlook in the Annual Report 2014: RoCE in line with the previous year’s level). Contributing factors for the improved performance were higher sales volume, a sus- tained high-value model mix and the positive impact of the new brand strategy embarked upon in 2014. Financial Services segment Return on equity The return on equity (RoE) generated by the Financial Services segment improved to 20.2 % in the year under report (2014: 19.4 %; + 0.8 percentage points), helped by a strong operating performance and a stable risk pro- file. As predicted in the Annual Report 2014, RoE was in line with the previous year’s level and therefore re- mained ahead of the minimum target of 18 %. The following overall picture arises for the principal per- formance indicators utilised by the BMW Group and its segments: Forecast for 2015 in 2014 Annual Report Forecast revision during the year Actual outcome in 2015 BMW Group Profit before tax Workforce at year-end Automotive segment Sales volume1 Fleet emissions2 Revenues EBIT margin solid increase solid increase solid increase slight decrease solid increase Q1: significant increase target range between 8 and 10 % Return on capital employed moderate decrease Motorcycles segment Sales volume solid increase Return on capital employed in line with last year’s level Q2: slight increase € million 9,224 (+ 5.9 %) 122,244 (+ 5.1%) units 2,247,485 (+ 6.1 %) g CO2 / km € million % % units % 127 (– 2.3 %) 85,536 (+ 13.8 %) 9.2 (– 0.4 %pts) 72.2 (+ 10.5 %pts) 136,963 (+ 10.9 %) 31.6 (+ 9.8 %pts) Financial Services segment Return on equity in line with last year’s level % 20.2 (+ 0.8 %pts) 1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2015: 282,000 units). 2 EU-28. 29 COMBINED MANAGEMENT REPORT Report on Economic Position Review of Operations AUTOMOTIVE SEGMENT Solid sales volume growth The BMW Group sold 2,247,485* BMW, MINI and Rolls-Royce brand vehicles worldwide in 2015, thereby setting a new record for the fifth year in succession (2014: 2,117,965* units; + 6.1 %). Sales of BMW models climbed by a solid 5.2 % to 1,905,234* units (2014: 1,811,719* units). MINI recorded even more impressive growth, with sales rising by 12.0 % to 338,466 units (2014: 302,183 units). Rolls-Royce Motor Cars sold 3,785 ultra- luxury sedans, moderately down on the previous year’s high level (2014: 4,063 units; – 6.8 %). Europe showing good signs of recovery In a mostly friendly market environment in Europe, sales of BMW, MINI and Rolls-Royce brand vehicles rose by 9.4 % to a total of 1,000,427 units, surpassing the one- million threshold for the first time (2014: 914,587 units). The number of vehicles sold in Germany was 5.0 % up on the previous year (286,098 units; 2014: 272,345 units). Business in Great Britain also developed very posi- tively, with sales rising to a total of 230,982 units (2014: 205,071 units; + 12.6 %). The pace of growth in Asia slowed somewhat, mainly reflecting the anticipated normalisation of the Chinese automobile market. The BMW Group sold a total of 685,792* units of its three BMW Group sales volume of vehicles by region and market in 1,000 units 2,400 2,200 2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 BMW Group – key automobile markets 2015 as a percentage of sales volume Other Japan Italy France China* USA Great Britain Germany China* USA Germany Great Britain 20.6 18.1 12.7 10.3 France Italy Japan Other 3.5 3.2 3.1 28.5 brands in Asia during the year under report (2014: 658,384* units; + 4.2 %). The sales volume figure of 464,086* units for China was slightly up on one year earlier (2014: 456,732* units; + 1.6 %). Sales in the Europe thereof Germany Asia* thereof China* Americas thereof USA Other markets 11 12 13 14 15 Europe thereof Germany Asia* thereof China* Americas thereof USA Other markets Total* 858.4 285.3 375.5 233.6 380.3 306.3 54.8 865.4 287.4 493.4 327.3 425.3 348.5 61.1 859.5 259.2 578.7 391.7 463.8 376.6 61.8 914.6 272.3 658.4 456.7 482.3 397.0 62.7 1,000.4 286.1 685.8 464.1 495.9 405.7 65.4 1,669.0 1,845.2 1,963.8 2,118.0 2,247.5 * Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2011: 94,400 units, 2012: 141,165 units, 2013: 198,542 units, 2014: 275,891 units, 2015: 282,000 units). 30 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Americas region increased by 2.8 % to 495,897 units (2014: 482,257 units), the USA accounting for 405,715 units, 2.2 % up on the previous year (2014: 396,961 units). Solid growth for the BMW brand* The BMW brand marked another highly successful performance in the premium segment during the year under report. The BMW X5 as well as the BMW 4, 5 and 6 Series, for instance, all continued to head their relevant segments. With the Coupé and Convertible body variants now re- ported as part of the new 2 Series, sales of the BMW 1 Se- ries, at 182,158 units, were nominally below the previous year’s level (2014: 190,033 units; – 4.1 %). The BMW 2 Se- ries has been a highly popular customer choice since its launch, with 157,144 units sold during the twelve-month period under report (2014: 41,038 units). Sales figures for the BMW 3 Series were also nominally down year-on- year, at 444,338 units, reflecting the fact that the Coupé and Convertible body variants are now reported as part of the BMW 4 Series (2014: 480,214 units; – 7.5 %). Customers took delivery of a total of 152,390 units of the BMW 4 Series during the period under report (2014: 119,580 units; + 27.4 %). Now nearing the end of its life cycle, at 347,096 units, sales of the BMW 5 Series did not quite match the previous year’s high figure (2014: 373,053 units; – 7.0 %). Owing to the model change at the end of 2015, worldwide sales of the BMW 7 Series fell to 36,364 units (2014: 48,519 units; – 25.1 %). Now in its sixth generation, this luxury class model has at- tracted extremely positive feedback from the trade press and from customers alike, raising expectations of a perceptible resurgence in sales figures during 2016. Sales volume of BMW vehicles by model variant* in units BMW 1 Series BMW 2 Series BMW 3 Series BMW 4 Series BMW 5 Series BMW 6 Series BMW 7 Series BMW X1 BMW X3 BMW X4 BMW X5 BMW X6 BMW Z4 BMW i BMW total 2015 2014 Change in % Proportion of BMW sales volume 2015 in % 182,158 157,144 444,338 152,390 347,096 20,962 36,364 120,011 137,810 55,050 168,143 46,305 7,950 29,513 190,033 41,038 480,214 119,580 373,053 23,988 48,519 156,471 150,915 21,688 147,381 30,244 10,802 17,793 1,905,234 1,811,719 – 4.1 – – 7.5 27.4 – 7.0 – 12.6 – 25.1 – 23.3 – 8.7 – 14.1 53.1 – 26.4 65.9 5.2 9.6 8.3 23.3 8.0 18.2 1.1 1.9 6.3 7.3 2.9 8.8 2.4 0.4 1.5 100.0 * Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2014: 275,891 units, 2015: 282,000 units). The BMW X family also continued to perform well in 2015, with worldwide deliveries to customers totalling 527,319 units (2014: 506,699 units; + 4.1 %). Sales of the BMW X5 rose by 14.1 % to 168,143 units (2014: 147,381 units). With 137,810 units sold in 2015, the BMW X3 remained below its previous year’s level (2014: 150,915 units; – 8.7 %). The BMW X4 more than doubled sales volume during the twelve-month period (55,050 units; 2014: 21,688 units). As a result of the model change, sales of the BMW X1, at 120,011 units, were lower than one year earlier (2014: 156,471 units; – 23.3 %). The second-generation BMW X1 first appeared in showrooms at the end of October 2015 and is set to continue its predecessor’s success story in 2016. 31 COMBINED MANAGEMENT REPORT Significant increase for the MINI brand MINI sales grew by 12.0 % worldwide to 338,466 units (2014: 302,183 units), helped primarily by the popularity of the new MINI 3- and 5-door models, of which a total of 221,982 units were delivered to customers (2014: 140,051 units; + 58.5 %). Sales of the MINI Countryman totalled 80,230 units (2014: 106,995 units; – 25.0 %). The new MINI Clubman became available towards the end of October, since then approximately 8,000 units have been sold. Sales volume of MINI vehicles by model variant in units MINI 3- and 5-door MINI Convertible MINI Clubman MINI Countryman MINI Coupé MINI Roadster MINI Paceman MINI total 2015 2014 Change in % Proportion of MINI sales volume 2015 in % 221,982 14,145 8,003 80,230 2,784 3,075 8,247 338,466 140,051 17,327 13,326 106,995 3,816 5,101 15,567 302,183 58.5 – 18.4 – 39.9 – 25.0 – 27.0 – 39.7 – 47.0 12.0 65.6 4.2 2.4 23.7 0.8 0.9 2.4 100.0 Rolls-Royce moderately down on previous year’s high level In sales volume terms, Rolls-Royce Motor Cars reported the second-best year in its history (3,785 units; 2014: 4,063 units; – 6.8 %). The Rolls-Royce Wraith recorded Sales volume of Rolls-Royce vehicles by model variant the sale of 1,688 units (2014: 1,906; – 11.4 %). Sales of the Rolls-Royce Ghost rose slightly by 3.5 % to 1,609 units (2014: 1,555 units). in units Phantom Ghost Wraith Rolls-Royce total 2015 488 1,609 1,688 3,785 2014 Change in % 602 1,555 1,906 4,063 – 18.9 3.5 – 11.4 – 6.8 High capacity utilisation throughout production network Strong demand and the production start-up of numerous new models resulted in very high capacity utilisation levels throughout the BMW Group’s production net- work. At the same time, the process of expanding inter- national production sites was continued apace. The production network comprises 30 locations in 14 coun- tries worldwide. + 5.3 %), comprising 1,933,647* BMW (2014: 1,838,268* units; + 5.2 %), 342,008 MINI (2014: 322,803 units; + 5.9 %) and 3,848 Rolls-Royce brand vehicles (2014: 4,495 units; – 14.4 %). Internationalisation of production network making good progress Following global market developments, the BMW Group has continued to expand its international production The network set new production volume records in 2015, making a total of 2,279,503* units (2014: 2,165,566* units; * Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2014: 287,466 units, 2015: 287,755 units). 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 32 Vehicle production of the BMW Group by plant in units Munich Dingolfing Regensburg Leipzig Rosslyn Spartanburg Dadong1 Tiexi 1 Rayong Araquari Chennai Oxford Graz (Magna Steyr) 2 Born (VDL Nedcar) 2 Goodwood Partner plants BMW Group 2015 2014 Change in % Proportion of production in % 221,998 360,804 304,509 233,656 71,353 400,904 142,767 144,988 8,928 9,936 7,716 201,206 82,655 57,019 3,848 27,216 228,126 369,027 272,015 211,434 68,771 349,949 143,390 144,076 6,012 5,616 4,824 179,318 113,401 29,196 4,495 35,916 2,279,503 2,165,566 – 2.7 – 2.2 11.9 10.5 3.8 14.6 – 0.4 0.6 48.5 76.9 60.0 12.2 – 27.1 95.3 – 14.4 – 24.2 5.3 9.7 15.8 13.4 10.3 3.1 17.6 6.3 6.4 0.4 0.4 0.3 8.8 3.6 2.5 0.2 1.2 100.0 1 Joint venture BMW Brilliance Automotive Ltd., Shenyang. 2 Contract production. network with the aim of ensuring a balanced distribution of value added along the production chain. currently built in Araquari. Only one year after produc- tion officially began, the 10,000th vehicle has already rolled off the production lines. In North America, the expansion of the plant in Spartan- burg, USA, continues to make good progress. A new, state-of-the-art vehicle body manufacturing facility is currently under construction, as part of the investment programme announced in 2014. Annual production at the plant achieved a new record of over 400,000 units in the year under report. In terms of production volume, the Spartanburg plant is therefore the largest in the BMW Group’s network. In San Luis Potosí, Mexico, preparations for constructing the new plant are running on schedule. A local train- ing centre has already been opened at the site and the first employees recruited. The plant is due to commence operations in 2019. The comprehensive expansion of the BMW Group plant in Araquari, Brazil, was completed in September 2015. The manufacturing infrastructure at the site now in- cludes body-making, a paint shop and assembly facilities. The BMW 1 Series 5-door version, the BMW 3 Series Se- dan, the BMW X1, the X3 and the MINI Countryman are In Europe, the British production triangle comprising the MINI plant in Oxford, the components plant in Swindon and the engine production facility in Hams Hall is a fundamental element of the BMW Group’s pro- duction network. At the end of 2015, production at the Oxford plant comprised the MINI 3- and 5-door ver- sions and the new MINI Clubman. In order to secure greater capacity for the planned growth, since 2014 the MINI 3-door model is also being pro- duced for the BMW Group at the Dutch carmaker VDL Nedcar in Born. Since 2015, VDL Nedcar has also been producing the MINI Convertible. The MINI Countryman and MINI Paceman models are being produced under contract by the company Magna Steyr Fahrzeugtechnik in Graz, Austria. This additional capacity with external partners provides the BMW Group’s production network with even greater flexibility. At the home of Rolls-Royce in Goodwood (United King- dom), important construction work was carried out to 33 COMBINED MANAGEMENT REPORT convert and expand the plant throughout 2015. The BMW Group is investing in a new single-line production system at this site as the basis for ensuring the brand’s innova- tive product strategy in the long term. The new tech- nology and logistics centre in Bognor Regis near Good- wood was opened as planned. Moreover, Rolls-Royce Motor Cars recruited 100 new employees during the period under report. In Rosslyn (South Africa) the one-millionth BMW 3 Series vehicle rolled off the production line in February 2015. In 1973, the plant was opened as the BMW Group’s first international manufacturing facility and is now an im- portant part of the network. Within the next few years, the plant will discontinue production of the BMW 3 Se- ries and begin making the successor to the current BMW X3. In Shenyang (China), BMW Brilliance Automotive Ltd. (BBA) produced its one-millionth vehicle during the period under report. BBA is a joint venture of the BMW Group and its partner Brilliance China Automotive Holdings Ltd. Its two plants in Dadong and Tiexi manu- facture the BMW 3 Series long-wheelbase version, the BMW 3 Series Sedan, the BMW 5 Series long-wheelbase version, the BMW 5 Series Plug-in Hybrid and the BMW X1 for the Chinese market. The manufacturing sites in Chennai (India) and Rayong (Thailand) complete the BMW Group’s production net- work. Last year, the plant in Thailand celebrated its 15th anniversary and expansion work was continued at the plant at the same time. It is the only production facility within the network that produces not only BMW and MINI vehicles, but also BMW motorcycles. At the Group’s partner plants, which mostly serve their regional markets, a total of 27,216 vehicles were produced during the period under report. These part- ner plants include those in Kaliningrad (Russia), Cairo (Egypt), Jakarta (Indonesia) and Kulim (Malaysia). Introduction of modular engine concept practically completed In January 2016, the new engine manufacturing plant, which includes a foundry, was commissioned in Shen- yang (China) and now supplies engines for vehicle pro- duction for the Chinese market. With Munich, Hams Hall (United Kingdom) and Steyr (Austria), the BMW Group now manufactures engines at a total of four lo- cations. Moreover, since 2014 the new modular engine has been introduced in the engine plants step by step, expanding options for a flexible production system with uniform production and process standards. Production of modular engines at the Steyr plant was increased in 2015. At the same time, the development centre for diesel engines, which is connected with the plant, is currently being expanded. The Hams Hall en- gine plant makes 3- and 4-cylinder petrol engines for BMW and MINI and is also the exclusive manufacturer of 3-cylinder petrol engines for the BMW i8. Strong production base in Germany Apart from the expansion of the international production network, the German plants are an important focus of ongoing development. For the fifth time in succession, the BMW Group produced a total of over one million vehicles at its plants in Munich, Dingolfing, Regensburg and Leipzig. Thanks to their innovative strength, the plants in Ger- many play a leading role within the international pro- duction network and are often the inspiring source of impetus for the global network as a whole. Digitalisa- tion, modular concepts and intelligent composite manu- facture are examples that demonstrate the outstanding expertise of the production network. Digitalisation in particular will contribute towards help- ing the network produce even more flexibly and effi- ciently. The use of IT-supported technologies in produc- tion and logistics makes it possible to design even highly complex workflows, such as through the use of flexible robot systems, intelligent tools for staff, simulation, and automated data collection and analysis. With the production start-up of the new BMW 7 Series, employees at the Dingolfing plant have proved that innovation can be combined with complex production processes. The intelligent composite manufacture is particularly obvious in the new BMW 7 Series, where carbon-fibre reinforced polymer (CFRP) is exclusively used in the passenger compartment. The body struc- ture, known as Carbon Core, is based on a technology transfer from the BMW i models. The utilisation of ultra- lightweight CFRP material and a comprehensive light- weight design concept make the new 7 Series models up to 130 kg lighter than their predecessors. Despite the BMW 7 Series model change, with a total of around 360,000 units manufactured in 2015, the Dingolfing plant registered the second-highest annual production figure in its history. At the same time, 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 34 expansion and modification work at the Dingolfing plant, which has been ongoing since the end of 2012, made good progress during the year under report. The BMW Group is currently investing substantial amounts in the Dingolfing site in preparation for future vehicle models and upcoming technologies. bumpers and other plastic add-on components. Further- more, the new strategy for the plant continued to make good progress. The aim is to make the components plant even more flexible and thus increase the site’s long-term competitiveness. Trendsetting lightweight construction technologies will play a key role in achieving this end. The Wackersdorf Innovation Park is the logistical hub for materials management and just-in-sequence supply to BMW Group plants in ten different countries. Further- more, the dashboards for several plants are produced in Wackersdorf. SGL Automotive Carbon Fibers (SGL ACF), the joint operation of the BMW Group with the SGL Group, is also based in Wackersdorf. In Moses Lake, USA, SGL ACF operates a carbon fibre production plant that is powered by hydroelectricity and supplies carbon fibres to the SGL ACF plant in Wackersdorf, where they are processed into textile parts. The expansion of the BMW Group’s Eisenach plant con- tinued as planned in 2015. The site is being extended to include new buildings and additional production floor space. Moreover, a state-of-the-art Servo tryout press is being installed. The project is scheduled for completion in 2016. The Eisenach plant is one of the three BMW Group locations worldwide that builds pressing tools. In addition, some 250 employees at the Eisenach plant manufacture the majority of the outer body parts from sheet metal, aluminium and stainless steel for the Rolls-Royce plant in Goodwood (United Kingdom) as well as parts for the production of BMW motorcycles in Berlin. Extensive refurbishment measures were also commenced at the main plant in Munich in 2015. By mid-2017, a state-of-the-art painting line will be completed that meets the utmost standards in terms of profitability and efficient use of resources. The new building is part of an extensive investment programme that also includes the enlargement of the body-making section and vehicle assembly as well as parts of the logistics department. At the present time, around 1,000 vehicles a day are rolling off production lines at the BMW Group’s Munich plant, including the BMW 3 Series Sedan, the BMW 3 Series Touring, the BMW 4 Series Coupé, the BMW M4 Coupé and, since the end of 2015, the BMW 3 Series Plug-in Hybrid. The BMW Group’s Regensburg plant raised production volume by almost 12 % year-on-year, manufacturing more than 300,000 units during the period under report. In the course of the year, the six-millionth vehicle rolled off the production line since the plant was first opened in 1986. Furthermore, production of three new models, the BMW 1 Series, the 2 Series Gran Tourer and the X1 all started during 2015. At the Leipzig plant, growing demand for electric vehicles worldwide resulted in annual production of the BMW i vehicles increasing to over 30,000 units. The BMW i3 is one of the three best-selling electric vehicles both in the USA and on markets worldwide. The team in Leipzig is currently producing around 120 BMW i models daily. After the success of the BMW i8, since 2015 the BMW 225xe Active Tourer is the second model featuring a plug-in hybrid drive system to be manufactured at the plant. Production of the new BMW M2 also started in Leipzig in 2015, with vehicles produced for the most part in a flexible mix with all other models of the BMW 1 and 2 Series. The growing demand for passenger vehicles also resulted in high-capacity utilisation at the Landshut plant during the year under report. The main focus during 2015 was on the start-up of components production for the BMW brand’s flagship model, the BMW 7 Series, includ- ing production of structural components, light metal die- cast engine components, CFRP body structure parts, 35 COMBINED MANAGEMENT REPORT MOTORCYCLES SEGMENT BMW Motorrad reports significant growth in business The Motorcycles segment profited from a positive market environment during the period under report, achieving a new sales volume record for the fifth year in succession. The number of BMW motorcycles sold to customers world- wide rose by 10.9 % to 136,963 units (2014: 123,495 units). Motorcycle sales particularly strong in Europe The number of motorcycles sold in Europe in 2015 to- talled 81,834 units (2014: 73,611 units), an increase of 11.2 %. In Germany, BMW Motorrad reported a solid in- crease of 9.7 % with a sales volume of 23,823 units (2014: 21,714 units). Italy also saw a year-on-year improvement, with sales 6.3 % up at 11,150 units (2014: 10,487 units). Deliveries to customers in France, at 12,550 units, were also higher than one year earlier (2014: 11,600 units; + 8.2 %), even though the market as a whole remained flat. The Motorcycles segment sold 16,501 units in the USA (2014: 15,301 units; + 7.8 %). New models performing well A number of new models helped the Motorcycles seg- ment deliver another outstanding performance in 2015. The F 800 R was launched in time for the beginning of the 2015 motorcycling season, followed by the R 1200 R, R 1200 RS, S 1000 XR and S 1000 RR models over the course of the year. December 2015 saw the market launch of the C 650 Sport and C 650 GT model updates, both of which had previously been presented at the EICMA in- ternational motorcycle trade fair in Milan. Thanks to an extensively modified drivetrain, more comfortable sus- pension settings and revamped controls, these two dy- namic maxi-scooters offer the ideal combination of sport- ing flair, smooth touring comfort and urban mobility. BMW Group sales volume of motorcycles* in 1,000 units 140 120 100 80 60 40 20 11 12 13 14 15 104.3 106.4 115.2 123.5 137.0 * Excluding Husqvarna, sales volume up to 2013: 59,776 units. BMW Group – key motorcycle markets 2015 as a percentage of sales volume Other Germany USA France Brazil Great Britain Italy Spain Germany USA France Italy 17.4 12.0 9.2 8.1 Spain Great Britain Brazil Other 5.8 5.8 5.6 36.1 The R nineT Scrambler, G 310 R, F 700 GS and F 800 GS models were all on display for the first time at the EICMA. The F 700 GS and F 800 GS will both be avail- able to customers in time for the beginning of the 2016 motorcycling season. Apart from their powerful engines, they promise exceptional riding pleasure, both on- and off-road. Like its successful R nineT sister model, the R nineT Scrambler – which is due to go on sale in the summer – offers plenty of ways for owners to give it their own personal touch. Also scheduled for a summer launch is the G 310 R, which will deliver a combination of great dynamics and comfort, whether in town or out cruising on country roads. This innovative machine signals BMW Motorrad’s entry into the under-500 cc segment as part of the strategic realignment of the Motorcycles segment, which is aiming for further growth and increasing internationalisation. With its eRR concept study, BMW Motorrad is drawing attention to the many possibilities of a fully electric- powered supersport motorcycle. In terms of design and chassis technology, the eRR has taken its lead from the S 1000 RR supersport machine, but with an electric drive, and is an outstanding example of the possibilities of sustainable mobility. Further international growth for BMW Motorrad The aim of BMW Motorrad’s strategic realignment is to achieve additional growth going forward. With this in mind, the Motorcycles segment is planning to engage in 36 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets further markets in Asia and Latin America. The new model initiative will also be expanded, including the ad- dition of products that provide greater urban mobility. Sales volume growth should also benefit from the new premium models in the under-500 cc segment and a significantly expanded dealership network. The market launch of the G 310 R in the second half of 2016 will be an initial step in this direction. This motorcycle is designed to appeal to new markets and a younger tar- get group and will be produced in cooperation with the TVS Motor Company in India. Significant increase in motorcycle production Overall, the BMW Group produced 151,004 motor- cycles during the year under report (2014: 133,615 units; + 13.0 %). This significant rise partly reflects the growing importance of BMW’s production plants in Brazil, where 8,555 motorcycles were assembled (2014: 5,996 units; + 42.7 %) and in Thailand, where production more than doubled to reach 2,712 units (2014: 1,169 units). In line with the new growth strategy, during the year un- der report the decision was taken to expand the BMW motorcycle manufacturing plant in Berlin. Moreover, a new, state-of-the-art logistics centre is due to be con- structed right next to the Berlin plant. FINANCIAL SERVICES SEGMENT Financial Services segment continues to grow The Financial Services segment remained on course in 2015, delivering another good performance within a diffi- cult market environment. In balance sheet terms, busi- ness volume grew by 15.4 % to stand at € 111,191 million (2014: € 96,390 million), partly as a result of favourable currency factors. The contract portfolio under manage- ment at 31 December 2015 comprised 4,718,970 con- tracts (2014: 4,359,572 contracts; + 8.2 %). Further growth in new business As in the previous year, credit financing and leasing busi- ness with retail customers was an important part of the segment’s success in 2015. In total, 1,655,961 new con- tracts were signed during the period under report, 9.7 % more than in the previous year (2014: 1,509,113 con- tracts). Leasing business registered a significant in- crease, growing year-on-year by 11.5 %. Credit financing increased by 8.8 %. As a proportion of new business, leas- ing accounted for 35.3 % and credit financing for 64.7 %. The proportion of new BMW Group vehicles* leased or financed by the Financial Services segment was 46.3 %, an increase of 4.6 percentage points over the previous year (2014: 41.7 %). In the BMW and MINI brand pre-owned vehicle financ- ing and leasing lines of business, the number of new contracts signed by the segment fell slightly (– 2.1 %) to 327,391 contracts (2014: 334,289 contracts). * The calculation only includes automobile markets, in which the Financial Services segment is represented by a consolidated entity. Contract portfolio of Financial Services segment in 1,000 units 4,900 4,200 3,500 2,800 2,100 1,400 700 11 12 13 14 15 3,592 3,846 4,130 4,360 4,719 37 COMBINED MANAGEMENT REPORT Contract portfolio retail customer financing of Financial Services segment 2015 as a percentage by region Asia / Pacific Americas Europe / Middle East / Africa EU Bank* Americas EU Bank* 30.4 28.5 Europe / Middle East / Africa Asia / Pacific 24.8 16.3 * EU Bank comprises BMW Bank GmbH, its branches in Italy, Spain and Portugal, and its subsidiary in France. The total volume of new credit and leasing contracts concluded with retail customers during the twelve- month period under report was € 50,606 million, sig- nificantly up (+ 22.5 %) on the previous year’s figure (2014: € 41,318 million). The dynamic increase in new retail customer business is also reflected in the overall size of the contract port- folio. In total, 4,326,631 contracts were in place with re- tail customers at 31 December 2015 (2014: 4,005,428 con- tracts), a solid year-on-year increase of 8.0 %. In regional terms, the Asia / Pacific region continued to enjoy strong BMW Group new vehicles financed by Financial Services segment in % 50 40 30 20 10 11 12 13 14 15 Financing Leasing 20.0 21.1 20.7 19.7 22.5 21.5 20.8 20.9 24.2 22.1 growth with a 19.4 % increase in the number of contracts being managed at the end of the reporting period. The Americas region (+ 8.0 %), Europe / Middle East / Africa (+ 6.7 %) and the EU Bank* (+ 3.5 %) also recorded year-on- year growth. Further solid growth in fleet business The BMW Group is one of the leading leasing and full- service providers of fleet management services in Europe. Lease and financing arrangements as well as other ser- vices are provided to commercial customers under the brand name “Alphabet”. At 31 December 2015 the segment was managing a total portfolio of 602,303 fleet contracts, 8.5 % more than in the previous year (2014: 555,349 contracts). Slight decrease in multi-brand financing Multi-brand financing saw a slight decrease (– 1.8 %) in the number of new contracts signed in 2015 (162,870 contracts), compared to the previous year (2014: 165,776 contracts). At 31 December 2015, the total portfolio comprised 470,150 contracts, slightly more than one year earlier (2014: 465,702 contracts; + 1.0 %). Dealership financing significantly up on previous year As in the previous year, the total volume of dealer finan- cing increased significantly again year-on-year, growing by 16.6 % to stand at € 17,156 million at the end of the reporting period (2014: € 14,710 million). Solid increase in deposit business Deposit business provides an important source of fund- ing for the Financial Services segment. The volume of customer deposits held at the year-end grew by a solid 8.4 % to € 13,509 million (2014: € 12,466 million). Significant growth in insurance business Demand for insurance products remains high. In addition to the Group’s financing and leasing products, customers can select from a broad range of insurance arrange- ments, addressing all aspects of individual mobility. Sig- nificant growth was recorded in 2015, with the num- ber of new insurance contracts signed up by 11.2 % to 1,207,196 contracts (2014: 1,085,781 contracts). At 31 De- cember 2015, the insurance contract portfolio com- prised 3,200,742 contracts (2014: 2,874,158 contracts; + 11.4 %). 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 38 Development of credit loss ratio in % 0.7 0.6 0.5 0.4 0.3 0.2 0.1 11 12 13 14 15 0.49 0.48 0.46 0.50 0.37 Risk profile improved The positive trend in the global economy and the on- going lull in the euro crisis enabled the risk profile rele- vant for the Financial Services segment’s total portfolio to improve again in 2015. The positive trend in bad debt levels continued in 2015, both for retail and corpo- rate customers. The risk profile in the credit line of busi- ness improved slightly compared to the previous year. The credit loss ratio incurred on the segment’s total credit portfolio decreased by 13 basis points to 0.37 % (2014: 0.50 %). Reflecting the generally stable conditions pre- vailing on the international used car markets, sales prices for BMW and MINI brand pre-owned cars developed robustly. Average residual value losses incurred on the resale of these vehicles were marginally higher than in the pre vious year. Further information on the risk profile is provided in the section “Report on risks and oppor- tunities”. RESEARCH AND DEVELOPMENT Research and development are absolutely essential for the BMW Group to maintain competitiveness as a pre- mium manufacturer. As part of the Efficient Dynamics strategy, the Group works continually on additionally improving energy efficiency and reducing the emissions of the entire range of automobiles and motorcycles it sells. Under the catchword “Connected Drive”, the BMW Group works on the connectivity of driver, vehicle and the outside world. Both concepts embrace forward- looking technologies in vehicles and are testimony to the BMW Group’s innovative strength. Going forward, the BMW Group will no doubt continue to set standards in the field of connectivity on the roads. At 31 Decem- ber 2015, a total of 12,669 people at 13 locations in five countries worldwide were working in the BMW Group’s research and development network to achieve this end. Expenditure for research and development rose by 13.2 % to € 5,169 million, mostly for projects aimed at securing the Group’s future (2014: € 4,566 million). The research and development ratio stood at 5.6 % and therefore at a similar level to the previous year (2014: 5.7 %). The ratio of capitalised development costs to total research and development expenditure for the period (capitalisation ratio) was 39.9 % (2014: 32.8 %). Amortisation of capi- talised development costs totalled € 1,166 million (2014: € 1,068 million; + 9.2 %). Further information on research and development expenditure is provided in the section “Report on Economic Position” (Results of Operations) and in note 10 to the Group Financial Statements. Given the pace of technological innovation, cooperation arrangements in the field of research and development are commonplace in the automotive industry. The BMW Group also enters into cooperation agreements with selected partners. The aim of these research and devel- opment activities, which may also include cross-sector input, is to help find innovative solutions for individual mobility. The focus is currently on next-generation technologies, such as digitalisation and alternative drive systems. Broadly diversified drive system research In the course of 2015, the Group integrated hybrid tech- nologies in further BMW brand models. In parallel, en- gineers continued development work on highly-efficient combustion engines. In the medium and long term, the BMW Group is also developing a fuel cell electric vehi- cle (FCEV). With these varying drive systems, the BMW Group is well prepared for the challenges of the future and will also be able to flexibly cater to both the require- ments of customers and the standards dictated by 39 COMBINED MANAGEMENT REPORT legislators going forward. With efficient petrol- and diesel-driven engines, plug-in hybrid systems, battery- powered drives and also, in future, hydrogen fuel cell electric vehicles, the BMW Group is looking to provide suitable technologies for every segment and require- ment. In a prototype presented in 2015, a direct water injec- tion system was used for turbocharged petrol engines for the first time. This innovative technology greatly reduces the temperature in the combustion process, thereby raising the efficiency factor. Moreover, the technology reduces fuel consumption during higher performance requirements. The newly developed BMW 2 Series Active Tourer Plug-in Hybrid is fitted with a 3-cylinder front-wheel-drive petrol engine, a high-voltage generator installed at the front and an electric motor that transfers power to the rear wheels. The result is a road-linked all-wheel-drive system unique in its segment. The hydrogen fuel cell electric drive system is destined to become an integrated component of the Group’s Effi cient Dynamics strategy. The diversity of drive tech- nologies that can be flexibly coordinated to suit varying vehicle concepts, customer requirements and statutory framework conditions on international markets is there- fore growing. The hydrogen fuel cell electric drive sys- tem, which converts hydrogen to electricity and steam, enables locally emissions-free, electrically powered driving with the dynamic flair typical for the BMW brand, high suitability for covering long distances, and short refuelling times, therefore representing a further key option in the range of BMW eDrive technologies. The BMW Group has been conducting research and develop- ment work in the field of hydrogen fuel cell electric ve- hicles for over 15 years. Highly and fully automated driving Assistance systems increase both safety and conveni- ence levels while driving, although the degree of driver support differs. Fully automated assistance systems of- fer the highest degree of automation. Fully automated functions are those which no longer need to be moni- tored by the driver. As with the fully automated Remote Valet Parking Assistant, the driver does not even need to be in the vehicle. Highly automated systems are the stage before fully automated systems and do not need to be constantly monitored by the driver. They con- trol both the longitudinal (driving forwards and back- wards) and latitudinal (driving to the left or right by steering) movements of the vehicle. By contrast, al- though semi-automated systems are capable of con- trolling both the longitudinal and latitudinal move- ments of the vehicle (e. g. congestion assistant), they need to be continually monitored by the driver. As- sisted systems (such as ACC) on the other hand, only support the driver when driving forwards or steering left or right. At the Consumer Electronics Show (CES) in Las Vegas in 2015, the BMW Group presented a BMW i3 research vehicle that demonstrated how parking spaces can be found in a multi-storey car park with a fully automated, driverless vehicle. The advantages are less vehicle damage and far better use of the available parking space. Laser scanners installed on the vehicle create an exact picture of the surroundings. The Remote Valet Parking Assistant links this information with the digital floor plan of the car park and, based on this data, is capa- ble of automatically driving the vehicle to a free space and parking it. When the driver wishes to leave again, he or she calls the vehicle (via smartwatch, for example) and it automatically drives to the car park exit, ready to continue to its next destination, without having to rely on a GPS signal. As the research vehicle is fitted not only with its own laser sensors but also with its own computers and the required algorithms, it can calculate its exact position in the car park, perfectly monitor its surround- ings and independently navigate, fully automatically. Multi-storey car parks do not need to be elaborately equipped with special infrastructure. The new BMW 7 Se- ries can already park straight in and out of a parking space via remote control. The fully automated Parking Assistant demonstrated in the prototype is a logical con- tinuation of this innovative technological progress. At the CES, a further research vehicle was presented featuring a fully automated system that warns the driver in the event of an imminent collision and automatically triggers a braking manoeuvre precise to the last centi- metre if required. Up to a certain speed, the test vehicle makes it practically impossible for the driver to collide with another obstacle. In order to achieve this feat, cam- eras, radar and laser sensors record the entire surround- ings of the vehicle. Collision-free driving forms the basis for taking a crucial step towards achieving accident-free individual mobility and for that reason the BMW Group has been working for many years to implement this vi- sion. Assistance systems such as Active Cruise Control with a stop-and-go feature (ACC) are already built into the latest BMW models and react to vehicles driving ahead. They are radar- and camera-based and apply the brakes, even until the vehicle comes to a halt if necessary. In the “International Engine of the Year Award”, the most prestigious engine competition worldwide, the BMW Group was winner in three different classes as well as overall winner. The new BMW TwinPower Turbo 3-cylin- der petrol engine, which powers the BMW i8, was win- ner in its class. The complete drivetrain of the BMW i8 also won the “best new engine” award. The successful combination of electric motor and petrol engine also won the overall award. Winner in the 2.5- to 3.0-litre category was the M TwinPower Turbo in-line 6-cylinder petrol engine. The quadruple triumph for the BMW Group at the “International Engine of the Year Award” in 2015 additionally underscores the outstanding efficiency of the Efficient Dynamics technology package, which, since 2007, has enabled the BMW Group to continually in- crease the sheer driving pleasure and reduce consump- tion and emission levels at the same time. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 40 MINI presents Augmented Reality glasses The MINI Augmented Reality glasses presented at the Auto Shanghai 2015 supplement reality by superimpos- ing the wearer’s field of vision with additional useful digital information on events in and around the vehicle, offering the user not only increased safety, but also greater convenience. Information relevant for driving, such as the current speed of the vehicle and the speed limit, are always displayed in the same position above the steering wheel, regardless of the driver’s head move- ments, ensuring that other road users or possible dan- gers are not hidden from view. Navigation arrows vir- tually projected onto the road assist the driver by ensuring that he or she continually concentrates on the surrounding traffic. If required, the glasses can also be adjusted to show places of interest or even free parking spaces en route. A camera installed on the side of the vehicle assists the driver when parking, en- abling the driver to check both the obstacles in his or her line of vision and the distance to the kerb, which is displayed in their field of vision. The glasses also pro- vide the driver with a virtual view through parts of the bodywork by making the A-pillar invisible, for instance, hence improving all-round vision. Innovations included in series vehicles In 2015, a new lighting technology known as organic light-emitting diodes, or OLEDs, were installed in a series model for the first time. OLEDs consume less electricity and therefore help further reduce CO2 emis- sions. Unlike the point-like light emitted by LEDs, OLEDs illuminate entire areas and are also smaller. The BMW Group has also installed numerous innova- tions for added driving convenience and assistance in the latest BMW 7 Series. For example, infotainment and communication features can be controlled from the back seat by means of a tablet. Self-configured or pre- configured functions can be controlled by hand gestures made within the vehicle. Using the new display key, the vehicle can be remotely and driverlessly manoeuvred in and out of tight parking spaces. Awards and prizes in 2015 The BMW Group won three “Golden Steering Wheels” during the year under report: for the BMW 7 Series in the luxury class, for the new BMW X1 among the medium- sized SUVs, and for the BMW 2 Series Gran Tourer in the family class, making BMW the most successful brand in this year’s Golden Steering Wheel competition. Group. Investing in state-of-the-art manufacturing facili- ties and efficient structures increases the competitive- ness of in-house component production. During the finan cial year under report, the cornerstone was laid for a new lightweight design centre at the BMW Group’s component production plant in Landshut. When com- pleted, the centre will house facilities for some 160 engi- neers, who will research innovative materials, composite construction concepts and manufacturing processes for future vehicle generations. 41 COMBINED MANAGEMENT REPORT PURCHASING AND SUPPLIER NETWORK PURCHASING AND SUPPLIER NETWORK Ideal balance between quality, innovation, flexibility and costs The underlying objective of the BMW Group’s pur- chasing, quality assurance and component production functions is to achieve the ideal balance between quality, innovation, flexible supply structures and com- petitive costs. At all levels – production materials, raw materials, services and capital goods – arrangements are in place to ensure that the BMW Group is able to react flexibly to fluctuations in demand, especially when operating within a volatile market environment. Increasing pace of globalisation Increased globalisation, the interconnected nature of supplier markets and the widespread expansion of BMW Group sales and production operations around the world mean that the distribution of purchase volumes is changing continuously. In the coming years, the NAFTA region in particular will be the focus of growth, given the increasing volume of production planned for the Spartanburg plant in the USA. The addition of the BMW Group’s new plant in San Luis Potosí, Mexico, which is scheduled to open in 2019, will reinforce this shift. The BMW Group remains com- mitted to achieving globally balanced growth in terms of sales, production and purchase volumes. This strategy also makes an important contribution to natural cur- rency hedging. Investments safeguard productivity and technology leadership The Purchasing and Supplier Network is also responsi- ble for component production throughout the BMW Regional mix of BMW Group purchase volumes 2015 in %, basis: production material Africa Asia / Australia Rest of Western Europe NAFTA Eastern Europe Germany Germany Eastern Europe NAFTA 42.6 19.7 15.9 Rest of Western Europe 15.8 Asia / Australia Africa 4.6 1.4 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 42 SALES AND MARKETING The Group’s worldwide distribution network cur- rently consists of around 3,310 BMW, 1,550 MINI and 140 Rolls-Royce dealerships. In China alone, around 60 BMW dealerships were opened in 2015. Products and services are sold in Germany through BMW Group branches and by independent authorised dealers. Sales outside Germany are handled primarily by subsidiary companies and, in a number of markets, by independent import companies. The dealership and agency network for BMW i currently covers some 950 locations. Connected mobility and digital services expanded In 2015, the BMW Group stepped up its activities in the world of connected mobility. With Connected Drive, the BMW Group occupies a leading position as provider of online-based services in vehicles and the connectivity of driver, vehicle and environment. Connected Drive is meanwhile available in 45 markets. Comprehensive connectivity via the on-board SIM card features in more than 95 % of all new BMW cars. Besides its well-known functions, such as the intelligent emergency call, the Concierge Call or the real-time traffic information fea- ture, Connected Drive also includes new highlights such as a Wi-Fi hotspot in the new BMW 7 Series. It is also possible to integrate apps from external providers. All Connected Drive functions can be ordered either conveniently from home or directly in the vehicle itself via the Connected Drive Store, which is meanwhile available in 18 markets. The “Digital Services and Business Models” unit has been set up to make better use of the opportunities of- fered by digitalisation and to highlight the significance of connected mobility beyond the vehicle. The objective of this new customer-oriented function is to create a comprehensive range of integrated digital services for state-of-the-art mobility and to manage the expansion of those services going forward. BMW i now well-established Under the brand name BMW i, the BMW Group offers solutions for urban mobility that include not only the vehicles themselves, but also services such as car sharing, parking and battery charging. Two years on from its sales launch, the BMW i3 has meanwhile established itself among the front runners in its segment and is now one of the three best-selling electric vehicles in the world. BMW i vehicles are currently on sale in 50 coun- tries. Over 80 % of BMW i buyers are first-time customers for the BMW Group. The BMW i8 stands for a responsible attitude that com- bines sustainability and an exclusive lifestyle. With this in mind, the BMW i Pure Impulse Experience programme has been created under the name “Next Premium”. The programme gives participants an exclu- sive insight into innovative and future-oriented trends from the worlds of design, innovation, culture, cuisine and travel. The global dealership and agency network for BMW i currently covers some 950 locations. A total of 438 se- lected BMW i partners are currently offering this brand on the direct sales markets of Europe and Japan. The i models are also being offered in ten direct sales markets via new sales channels, one of which is the “Customer Interaction Center”. Furthermore, the “Mobile Sales Advisor” sales channel has meanwhile become an inte- gral component of the BMW i sales model in seven mar- kets. The BMW i online sales platform gives customers in the Netherlands, Belgium and Luxembourg the oppor- tunity to order a BMW i3 via the Internet. With BMW i 360° ELECTRIC, the BMW Group pro- vides a comprehensive product and service portfolio for charging both battery-driven vehicles and plug-in hybrids worldwide. The BMW i wall boxes and an in- stallation service are available for simple, quick, emis- sions-free home charging. As an on-the-road solution, BMW i is offering the ChargeNow mobility service with the most wide-ranging network of public charging stations globally. With over 38,000 charging points in 25 countries, ChargeNow is the largest service provider of its kind in the world. Premium services for individual mobility Since 2011, the BMW Group and Sixt SE have operated the car-sharing service DriveNow in the form of a joint venture. The integration of electric vehicles in these operations is seen as an increasingly important aspect of the business. For this reason, over 800 BMW i3 vehi- cles were added to various DriveNow fleets during the period under report. Electric vehicles accounted for approximately 20 % of the DriveNow fleet at 31 De- cember 2015 and DriveNow was being used by some 580,000 customers worldwide. With AlphaCity, com- panies can offer their staff an alternative car-sharing op- tion for both business and private use. ChargeNow makes public charging simple and transpar- ent and is therefore an important feature of sustainable electric mobility. With a single customer card, BMW i customers have access to a worldwide charging network. The stations are displayed via the Connected Drive ser- vices in the navigation unit, via the ChargeNow app or on the ChargeNow website. ParkNow is a service that facilitates parking, both on the street and in multi-storey car parks. Spaces in car parks can be found, booked and paid for, either online or via an app. 43 COMBINED MANAGEMENT REPORT BMW i Ventures invests in start-ups and growing com- panies that concentrate on mobility requirements in large urban areas. To date, the BMW i Ventures port- folio comprises 14 investments. BMW continues new model offensive The BMW brand forged ahead with its new model offen- sive in 2015. As successor to the 1 Series Convertible, the new BMW 2 Series Convertible has been on sale since February 2015. The BMW X5 M and X6 M models were launched in March. The updated models of the BMW 6 Series and M6 vehicles as well as the BMW 1 Se- ries have also been available since March. In the com- pact class, the facelifted BMW 1 Series excels with its sig- nificantly changed, more dynamic design. It is now available for the first time with powerful, highly efficient 3-cylinder petrol and diesel engines. Launched in June 2015, the new BMW 2 Series Gran Tourer is the first BMW to enter the multipurpose vehi- cle segment. It offers up to seven seats and space for three children’s seats in the second row as a new stand- ard feature. The updated BMW 3 Series Sedan, the 3 Se- ries Touring and the M3 have all been on the market since the end of July. The new-look design highlights the sporting flair of the 3 Series, while new engines de- liver instant power more efficiently than ever before. The second generation of the BMW X1 was launched in October 2015. Alongside best values to date in terms of dynamics and efficiency, this highly successful model also comes with numerous optional features – a com- bination that will surely enable this new generation to continue where its predecessor left off. The extremely ef- ficient BMW X5 xDrive40e arrived on showroom floors in the USA in early October and launched worldwide in November. It is the first BMW Sports Activity Vehicle to combine the BMW xDrive all-wheel drive system with a more advanced plug-in hybrid system. This vehicle represents the next step in the process of transferring innovative drivetrain systems from BMW i models to the core BMW brand. New integrated marketing approach adopted for BMW 7 Series market launch With the sixth generation of its 7 Series, the BMW Group is heralding a new era in the luxury segment. As the year’s most important market launch, the 7 Series not only strengthens the brand, it also delivers an innovative interpretation of luxury. The new BMW 7 Series cele- brated its world debut at the International Motor Show (IAA) in Frankfurt in September and its market launch at the end of October 2015. For the first time ever, exclusive product presentations were deployed to address potential customers well in advance of official announcements. For example, several months prior to market launch, more than 26,000 exist- ing and potential customers from several countries were invited to stylish presentations, where they had the opportunity to acquaint themselves with upcoming vehi- cles and their many new features. Moreover, market launches were underpinned by select communication media, showcasing trendsetting inno- vations with a range of state-of-the-art technologies to highlight the exclusive luxury and exceptional comfort of the new BMW 7 Series. For example, Gesture Control, the new Display Key, BMW Touch Command, Executive Lounge, Ambient Lighting and the outstanding quality of materials were presented and described with all their special features. New models for the third-generation MINI The new MINI John Cooper Works has been available since April 2015. The new MINI Clubman followed at the end of October 2015. With its increased size and ad- ditional functionality, the Clubman has taken on a new dimension and now easily fits the bill as a household’s first car. The model’s outstanding chassis technology de- livers a high degree of driving comfort. Also in October, MINI presented the new version of the Convertible, which remains the only model of its kind in the small car premium segment. The fully automatic textile top, featuring a totally automated opening and closing mechanism and sliding roof function, can be opened in 18 seconds, even while driving at speeds of up to 30 km / h. Rolls-Royce presents new luxury convertible At the IAA, Rolls-Royce Motor Cars officially introduced a luxury convertible, the Rolls-Royce Dawn. The specially designed roof of the Dawn reduces noise in the vehicle’s interior to a minimum. Rolls-Royce also announced its intention to develop an all-terrain vehicle. 44 WORKFORCE 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Workforce numbers higher At 31 December 2015, the BMW Group employed a work- force of 122,244 people worldwide, 5.1 % more than one year earlier (2014: 116,324 employees). The enlargement mainly reflects the ongoing expansion of the Group’s international production network in addition to the tar- geted recruitment of the engineers, IT specialists and skilled workers it needs to forge ahead with continually developing new technologies. Dual vocational training expanded worldwide The BMW Group expanded its international training activities in 2015 with the addition of new vocational training centres in Brazil, Mexico and Thailand. The number of new entrants at German sites offering voca- tional training remained constant at 1,200 apprentices. All told, some 1,500 apprentices commenced training with the BMW Group in the course of 2015. At the end of the reporting period, 4,700 young people were in vocational training and training programmes for promis- ing talent (2014: 4,595 apprentices; + 2.3 %). High level of investment to promote employee skill sets At € 352 million, expenditure on basic and further training was 5.1 % higher than one year earlier (2014: € 335 million). Further training mainly focused on- advanced production techniques and new vehicle de- velopment technologies. Further progress made as attractive employer The BMW Group retained its status as one of world’s most attractive employers in 2015. In the latest “World’s Most Attractive Employers” rankings published by the agency Universum, the BMW Group was once again named best German employer across all sectors and the most attractive automotive company in the world. The BMW Group again improved its ranking according to the Trendence agency’s “European Graduate Barome- BMW Group apprentices at 31 December 4,500 3,750 3,000 2,250 1,500 750 11 12 13 14 15 3,899 4,266 4,445 4,595 4,700 ter”. In Trendence’s “Young Professional Barometer Germany”, the BMW Group occupied first place for the fourth year in a row. In Universum’s “Young Profes- sionals Study Germany”, the BMW Group achieved its best results since 2007, taking first place in the “Engi- neering” and “Business” categories and coming third in the “IT” category. Diversity as a competitive factor Diversity constitutes a key factor in ensuring the BMW Group’s continued competitiveness going forward, focusing on the three aspects of gender, origin / cultural background, and age / experience. Equal opportunities for all employees must be ensured, and diversity in the workforce encouraged and put to good use. In 2015, various measures were implemented with the aim of promoting diversity within the Group. The proportion of women in the workforce as a whole, both in management functions and in training pro- grammes for young employees and interns, continued to increase. The figure for women as a percentage of the total BMW Group workforce improved to 18.1 % (BMW AG: 15.3 %), ahead of the internal target range BMW Group employees Automotive Motorcycles Financial Services Other BMW Group 31.12. 2015 31.12. 2014 111,410 106,064 3,021 7,697 116 2,894 7,245 121 122,244 116,324 Change in % 5.0 4.4 6.2 – 4.1 5.1 45 COMBINED MANAGEMENT REPORT Proportion of non-tariff female employees at BMW AG / BMW Group in % 14 13 12 11 10 9 11 12 13 14 15 BMW AG BMW Group 9.1 11.8 10.0 12.7 10.9 13.8 11.4 11.9 14.2 14.5 of 15 to 17 %. The number of women in management positions rose to 14.5 % for the BMW Group as a whole and 11.9 % for BMW AG. Female representation in pro- grammes for young employees and interns in the year under report was approximately 44 % for employee trainee programmes and 25 % for student training pro- grammes. The workforce in Germany is becoming increasingly international in character, amply borne out by the fact that employees from over 100 countries work together successfully at the Munich site alone. Furthermore, a balanced age structure in the workforce encourages an exchange of skills and information between generations and plays an active role in reducing loss of know-how when employees retire. Employee attrition rate at BMW AG* as a percentage of workforce 7.0 6.0 5.0 4.0 3.0 2.0 1.0 11 12 13 14 15 2.16 3.87 3.47 1.41 2.08 * Number of employees on unlimited employment contracts leaving the Company. SUSTAINABILITY The BMW Group safeguards the future viability of its business model and its long-term growth through sus- tainable activity. In terms of sustainability, the BMW Group focuses on three broad areas: the development of products and services for sustainable individual mobility (e. g. electric mobility and services such as DriveNow), the efficient handling of resources along the entire value-added chain, and its responsibility towards both its employees and society as a whole. The personal commitment and creative ideas of our em- ployees are key factors in achieving sustainable success. This fact is underlined, for example, by the € 17.5 mil- lion saved in 2015 alone through the CREATE ideas management system. With its host of sustainability measures, the BMW Group is supporting the implementation of the UN’s Sustain- able Development Goals (SDGs), which were adopted in September 2015. Even before the final version was pub- lished, the SDGs were taken into account when draw- ing up the list of topics for the Group’s 2015 materiality analysis. Stakeholder dialogues and materiality analysis As a globally operating organisation, the BMW Group engages in constant exchange with a variety of stake- holders, both in Germany and abroad. This dialogue helps identify trends at an early stage, increase the scope of social engagement, and work better towards achieving sustainability targets. The BMW Group seeks contact with selected stakeholders in Europe, Asia and North America at events held under the banner of the BMW Group Dialogue. The resulting discussions enable the impact of current trends on the business environ- ment to be identified and provide useful feedback on activities undertaken by the BMW Group in this area. In order to identify significant sustainability topics as early as possible, the BMW Group also carries out regu- lar materiality analyses. In this context, it analyses the importance of various challenges on society, both from the point of view of different stakeholder groups as well as from an internal BMW Group perspective. The results of the materiality analysis, which are shown in the materiality matrix, form a sound base for verifying the direction of the BMW Group’s sustainability strategy. The matrix and other details are described in greater depth in the Sustainability Report 2015. 46 Materiality matrix l 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets i a c u r c e t u o s b A l l s r e d o h e k a t s e h t r o f e c n a t r o p m I t n a t r o p m i s s e L Vehicle efficiency and CO2 emissions Energy use and GHG emissions of operations and supply chain Air emissions of vehicles Alternative drivetrain technologies Occupational health and safety Product safety Environmental and social standards in the supply chain / sustainable sourcing Human rights Prevention of corruption and anticompetitive behaviour Connected and autonomous driving Mobility concepts and services Data protection Air emissions of operations and supply chain Attractive workplace, talent attraction and retention Diversity and equal opportunity Customer satisfaction Water consumption Waste and water pollution Employee development and training Socio-economic impacts in society Design for recycling and resource efficiency Use of urban space Responsible marketing and product communication Responsible financial services Employee-management relations Efficient use of materials in operations and supply chain Political involvement Involvement with local communities Biodiversity Corporate volunteering Donations and philanthropy Corporate Citizenship Less important Importance for the BMW Group Absolute crucial Low materiality Medium materiality High materiality Sustainability ratings In 2015, the BMW Group maintained its position among the world’s leading carmakers in terms of sustainability and again secured excellent placings in widely regarded ratings. In the Dow Jones Sustainability Indices (DJSI), the BMW Group took first place in the Automobiles sec- tor and remains the only enterprise in this sector to have been consecutively listed in the index since its inception. In the Global 500 rating of the Carbon Disclosure Project (CDP), the BMW Group achieved 100 out of a pos sible 100 points for transparent reporting for the third time in a row and the top mark “A” for climate protection measures, making it one of only three companies to have achieved the CDP’s top mark “A” six times running. The BMW Group was also included in the British FTSE4Good Index again in 2015. 47 COMBINED MANAGEMENT REPORT Fleet carbon emissions again reduced The development of sustainable products and services is an important aspect of the BMW Group’s business model. CO2 emissions levels are continually being re- duced by incorporating Efficient Dynamics technolo- gies in all of the Group’s vehicles. The scope of electri- fication within the fleet was further increased in 2015. These measures form the basis for complying with le- gally stipulated CO2 and fuel consumption limits moving forward. Between 1995 and 2015, the average amount of CO2 emitted by the Group’s three brands sold in Europe fell by 39.5 %. In 2015, the BMW Group’s fleet of new vehicles sold in Europe (EU-28) consumed an average of 4.7 litres of diesel per 100 km and 5.7 litres of petrol respectively. CO2 emissions averaged 127 grams per km. Clean production The efficient use of resources is an important aspect of running the business on a sustainable basis. When applied to all production-related processes, resource efficiency helps protect the environment and minimise costs. Since 2006, the consumption of resources and emissions per vehicle produced has been reduced by an average of 48.1 %. The individual figures are as follows: Energy consumption Water consumption Process wastewater Non-recyclable waste Solvent emissions CO2 emissions – 36.0 % – 31.3 % – 45.1 % – 78.9 % – 51.4 % – 45.7 % In 2015, the BMW Group reduced the consumption of resources and emissions per vehicle produced by an average of 7.0 % compared with the previous year, giving rise to savings of € 8.2 million. The BMW Group again cut the energy consumption per vehicle produced by 2.7 % to 2.19 MWh during the period under report (2014: 2.25 MWh). The utilisation of highly efficient, ecologically sustainable combined heat and power plants (CHPs) and electricity generated from renewable sources at our production sites, as well as improved energy efficiency measures, enabled production-related CO2 emissions per vehicle produced to be forced down by another 13.6 % year-on-year to 0.57 tonnes during the period under re- port (2014: 0.66 tonnes). At 2.24 m³ per vehicle produced, water consumption was slightly higher than one year earlier, largely due to increased cooling requirements caused by the hot summer in Germany (2014: 2.18 m³; + 2.8 %). At 0.45 m³, the volume of process wastewater per vehicle produced fell by 4.3 % (2014: 0.47 m³). The volume of non-recyclable production waste was further reduced to 4.00 kg per vehicle produced in 2015 (2014: 4.93 kg; – 18.9 %). Solvent emissions were successfully curtailed by 5.4 % to 1.22 kg per vehicle produced during 2015 (2014: 1.29 kg). Sustainability along the entire value-added chain Sustainability criteria are not only a vital aspect of in- house production, they also play a major role in the selection and assessment of suppliers as well as in the field of transport logistics. The active management of sustainability risks along the supply chain mitigates compliance and image risks. With this in mind, the BMW Group has integrated a comprehensive system of sustainability management in its purchasing processes. The amount of energy required for transportation world- wide has continued to rise sharply in recent years. In order to keep CO2 emissions to an absolute minimum, the principle “production follows the market” is applied. In addition, the proportion of CO2-efficient modes of transport is being increased continually. In the year under report, for instance, the proportion of goods transported by air freight was significantly re- duced. At 63.1 %, the proportion of new vehicles leaving BMW Group plants by rail was maintained at a high level (2014: 63.3 %). Competitive thanks to sustainable human resources policies In 2015, the BMW Group reinforced its position as one of the most attractive employers in the world. The prominent role played in the field of sustainability helps employees identify with the business and its products. This strong sense of identification is one of the factors contributing to the low attrition rate within the BMW Group, in turn helping to keep personnel recruitment expenses on the low side. Social engagement The BMW Group expended a total of € 39.1 million (2014: € 34.5 million) for social engagement in 2015, in- cluding € 17.1 million (2014: € 10.2 million) in the form of donations. The sharp increase in overall expenditure for social engagement compared to 2014 mainly reflects 48 larger donations to the BMW Foundation Herbert Quandt and to the Eberhard von Kuenheim Foundation. Further information on the subject of sustainability within the BMW Group and the main topics is provided in the Sustainability Report, which can be accessed on- line at http: /  / www.bmwgroup.com. The Sustainable Value Report 2015 was drawn up in accordance with the Guidelines of the Global Reporting Initiative (GRI G4), the most commonly used set of guidelines for sustain- ability reporting. The Sustainable Value Report 2015 is drawn up in accordance with the “comprehensive op- tion” and is published at the same time as the Annual Report 2015. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 29 Automotive Segment 35 Motorcycles Segment 36 Financial Services Segment 38 Research and Development 41 Purchasing 42 Sales and Marketing 44 Workforce 45 Sustainability 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 49 COMBINED MANAGEMENT REPORT Report on Economic Position Results of Operations, Financial Position and Net Assets Earnings performance Once again, the BMW Group achieved year-on-year growth in revenues, sales volume and profit before tax in the financial year 2015. The number of BMW, MINI and Rolls-Royce brand cars sold rose by 6.1 % to 2,247,485* units. The BMW Group recorded a net profit of € 6,396 million for the financial year ended 31 December 2015 (2014: € 5,817 million). The post-tax return on sales was 6.9 % (2014: 7.2 %). Earnings per share of common and pre- ferred stock were € 9.70 and € 9.72 respectively (2014: € 8.83 and € 8.85 respectively). BMW Group revenues increased by 14.6 % year-on-year to reach € 92,175 million (2014: € 80,401 million). The main growth drivers were higher sales volume and fa- vourable currency factors. Adjusted for exchange rate factors, revenues rose by 7.7 %. customers (2015: € 8,181 million; 2014: € 6,716 million) and interest income on loan financing (2015: € 3,253 mil- lion; 2014: € 2,881 million). External revenues recorded by the segments were generally up on the previous year’s figure. Revenues from the sale of BMW, MINI and Rolls-Royce brand cars were significantly higher (14.1 %) than one year earlier. Adjusted for exchange rate factors, revenues grew by 7.4 % and therefore slightly faster than sales volume. The positive currency impact was mainly attributable to the change in the average exchange rates of the US dollar, the Chinese renminbi and the British pound against the euro. The BMW Group recorded a significant year-on-year rise (18.7 %) in external revenues from its Motorcycles business. External revenues generated with Financial Services business were 16.1 % up on the previous year. Adjusted for exchange rate factors, exter- nal revenues for the Motorcycles and Financial Services segments increased by 15.6 % and 8.0 % respectively. Revenues mainly comprise the sale of vehicles and re- lated products (2015: € 68,643 million; 2014: € 60,280 mil- lion), lease instalments (2015: € 8,965 million; 2014: € 7,748 million), the sale of vehicles previously leased to Group revenues are spread across all regions, with the Europe region (including Germany) accounting for 45.6 % (2014: 46.8 %), the Americas region for 23.3 % Group Income Statement in € million Revenues Cost of sales Gross profit Selling and administrative expenses Other operating income Other operating expenses Profit before financial result Result from equity accounted investments Interest and similar income Interest and similar expenses Other financial result Financial result Profit before tax Income taxes Net profit * Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2014: 275,891 units, 2015: 282,000 units). 2015 2014 92,175 – 74,043 18,132 80,401 – 63,396 17,005 – 8,633 – 7,892 914 – 820 9,593 518 185 – 618 – 454 – 369 9,224 877 – 872 9,118 655 200 – 519 – 747 – 411 8,707 – 2,828 6,396 – 2,890 5,817 50 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets (2014: 20.7 %) and the Africa, Asia and Oceania region for 31.1 % (2014: 32.5 %) of business. External revenues in Germany edged up by 3.1 %. In the Rest of Europe region and in the Americas region, ex- ternal revenues increased by 16.2 % and 29.4 % respec- tively. Good contributions to the increase in Europe were made by Great Britain, France, Spain and Italy. Reve- nues in the Africa, Asia and Oceania region grew 9.6 % to € 28,648 million (2014: € 26,147 million). Particularly in China and South Korea, revenues increased on the back of higher sales volume figures and favourable cur- rency factors. The Group’s cost of sales was 16.8 % higher year-on- year, due to sales volume and currency factors. This line item mainly comprises manufacturing costs (2015: € 43,685 million; 2014: € 38,253 million), the cost of sales directly attributable to financial services (2015: € 17,407 million; 2014: € 14,716 million) and research and development expenses (2015: € 4,271 million; 2014: € 4,135 million). Gross profit improved by 6.6 % to € 18,132 million, re- sulting in a gross profit margin of 19.7 % (2014: 21.2 %). The Automotive segment recorded a gross profit mar- gin of 17.7 % (2014: 18.6 %), while that of the Motor- cycles segment rose from 18.7 % to 22.5 %. In the Finan- cial Services segment, the gross profit margin came in at 13.3 % (2014: 13.7 %). Compared to the previous year, research and develop- ment expenses increased by € 136 million to € 4,271 mil- lion. As a percentage of revenues, the research and de- velopment ratio fell by 0.5 percentage points to 4.6 %. Research and development expenses include amortisa- tion of capitalised development costs amounting to € 1,166 million (2014: € 1,068 million). Total research and development expenditure – comprising research costs, non-capitalised development costs and capitalised de- velopment costs (excluding systematic amortisation thereon) – amounted to € 5,169 million (2014: € 4,566 mil- lion). The research and development expenditure ratio was therefore 5.6 % (2014: 5.7 %). The proportion of development costs recognised as assets was 39.9 % (2014: 32.8 %). Compared to the previous year, selling and administra- tive expenses increased by € 741 million to € 8,633 million. Overall, selling and administrative expenses were equivalent to 9.4 % (2014: 9.8 %) of revenues. Adminis- trative expenses increased due to a number of factors, including the increased size of the workforce and higher expenses for new IT projects. Depreciation and amortisation on property, plant and equipment and intangible assets recorded in cost of sales and in selling and administrative expenses amounted to € 4,659 mil- lion (2014: € 4,170 million). The net positive amount from other operating income and expenses improved from € 5 million to € 94 mil- lion, mainly reflecting gains on the sale of marketable securities. Profit before financial result (EBIT) amounted to € 9,593 million (2014: € 9,118 million). The financial result for the twelve-month period was a net negative amount of € 369 million, an improvement of € 42 million compared to the previous year. The result from equity-accounted investments, comprising the Group’s share of the results of the joint ventures BMW Brilliance Automotive Ltd., Shenyang, DriveNow GmbH & Co. KG, Munich, and DriveNow Verwaltungs GmbH, Munich, fell by € 137 million to € 518 million. The net interest expense also deteriorated year-on-year, rising by € 114 million to € 433 million. This increase was partly attributable to higher net interest expenses from defined benefit pension plans. Other financial result in 2015 was a negative amount of € 454 million, mostly arising in connection with the fair value meas- urement of currency and commodity derivatives. Com- pared to the previous year, other financial result im- proved by € 293 million, mainly thanks to the lower negative impact of currency derivatives. In the previous year, impairment losses recognised on other investments, most notably on the investment in SGL Carbon SE, Wiesbaden, had also negatively impacted other finan- cial result. Profit before tax increased to € 9,224 million (2014: € 8,707 million). The pre-tax return on sales was 10.0 % (2014: 10.8 %). Income tax expense amounted to € 2,828 million (2014: € 2,890 million), corresponding to an effective tax rate of 30.7 % (2014: 33.2 %). The lower income tax expense for the twelve-month period was partly due to the changed regional earnings mix as well as inter- group pricing issues. Earnings performance by segment Revenues of the Automotive segment grew by 13.8 % to € 85,536 million on the back of higher sales volume and the positive currency impact. Adjusted for exchange 51 COMBINED MANAGEMENT REPORT Revenues by segment in € million Profit / loss before tax by segment in € million 2015 2014 2015 2014 Automotive Motorcycles Financial Services Other Entities Eliminations Group 85,536 1,990 23,739 7 – 19,097 92,175 75,173 1,679 20,599 Automotive Motorcycles Financial Services 7 Other Entities – 17,057 80,401 Eliminations Group 7,523 179 1,975 211 – 664 9,224 6,886 107 1,723 154 – 163 8,707 rate factors, the increase was 6.3 %. The gross profit margin was at a similar level to the previous year at 17.7 % (2014: 18.6 %). Compared to the previous year, selling and administra- tive expenses increased by € 574 million to € 7,219 mil- lion. Administrative expenses increased due to a number of factors, including the increased size of the workforce and higher expenses for new IT projects. Overall, selling and administrative expenses were equivalent to 8.4 % (2014: 8.8 %) of revenues. Other operating income and expenses deteriorated by € 19 million to a net expense of € 82 million. Profit before financial result (EBIT) amounted to € 7,836 million (2014: € 7,244 million), giving an EBIT margin of 9.2 % (2014: 9.6 %). The financial result of the Automotive segment was a net negative amount of € 313 million, an improvement of € 45 million compared to the previous year. The result from equity-accounted investments, comprising the segment’s share of the results of the BMW Brilliance Automotive Ltd., Shenyang, joint venture and the two DriveNow entities, was € 137 million lower than one year earlier. The interest result for the year deteriorated by € 146 million to a net expense of € 435 million. This was partly attributable to higher net interest expenses from defined benefit pension plans. Other financial result in 2015 was a negative amount of € 396 million, mostly arising in connection with the fair value meas- urement of currency and commodities derivatives. Compared to the previous year, other financial result improved by € 328 million, mainly thanks to the lower negative impact of currency derivatives. In the previous year, impairment losses recognised on other investments, most notably on the investment in SGL Carbon SE, Wiesbaden, had also negatively impacted other finan- cial result. Overall, the Automotive segment reports a solid rise in profit before tax to € 7,523 million (2014: € 6,886 million). Motorcycles segment revenues were 18.5 % up on the previous year. Adjusted for exchange rate factors, the in- crease was 15.4 %. Segment profit before tax improved by € 72 million to € 179 million on the back of higher sales volume. Financial Services segment revenues grew by 15.2 % to € 23,739 million. Adjusted for exchange rate factors, rev- enues went up by 7.6 %. The segment’s revenue perfor- mance primarily reflects the growth of its contract port- folio. The gross profit margin, at 13.3 %, was roughly in line with the previous year (2014: 13.7 %). Selling and administrative expenses were € 129 million higher at € 1,164 million. Other operating income and expenses improved by € 17 million to a net expense of € 8 million. Overall, the Financial Services segment reports profit before tax of € 1,975 million, 14.6 % up on the previous year (2014: € 1,723 million). Profit before tax in the Other Entities segment, at € 211 million, was € 57 million higher than one year earlier. The negative impact on earnings at the level of profit be- fore tax reported in the Eliminations column increased from € 163 million in 2014 to € 664 million in 2015, mainly due to an increase in new leasing business and changes in the leased products portfolio. The previous year’s figures had also benefited from elimination re- versal effects. Financial position The consolidated cash flow statements for the Group and the Automotive and Financial Services segments show the sources and applications of cash flows for the finan- cial years 2015 and 2014, classified into cash flows from 52 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets operating, investing and financing activities. Cash and cash equivalents in the cash flow statements correspond to the amount disclosed in the balance sheet. Cash flows from operating activities are determined indirectly, starting with Group and segment net profit. By contrast, cash flows from investing and financing activities are based on actual payments and receipts. The cash inflow from operating activities in 2015 de- creased by € 1,952 million to € 960 million (2014: € 2,912 million), mainly reflecting a € 2,739 million increase in receivables from sales financing offset by a € 298 million decrease in inventories (2014: increase of € 971 million). The cash outflow for investing activities amounted to € 7,603 million (2014: € 6,116 million) and was thus 24.3 % higher than in the previous year. The principal reasons for the higher cash outflow were a € 647 million increase in expenditure for investments (2014: € 99 million) relating to the acquisition of a shareholding in THERE Holding B.V., Amsterdam, (accounted for at equity) for an amount of € 668 million and a € 1,077 million increase in the net outflow for investments in marketable secu- rities and term deposits with longer terms (2015: out- flow of € 1,221 million). The net outflow for these items comprises investments in marketable securities and term deposits on the one hand, and proceeds from the sale of marketable securities and the expiry of term de- posits on the other. Further information on investments is provided in the section on the net assets position. Cash inflow from financing activities totalled € 5,004 mil- lion (2014: € 3,133 million). Proceeds from the issue of bonds brought in € 13,007 million (2014: € 10,892 mil- lion), compared with an outflow of € 8,908 million (2014: € 7,249 million) for the repayment of bonds. Non-cur- rent other financial liabilities resulted in a cash inflow of € 9,715 million (2014: € 5,900 million) and a cash outflow of € 8,802 million (2014: € 5,697 million). The net cash inflow for current other financial liabilities was € 2,648 million (2014: € 2,132 million). The change in commercial paper gave rise to a net cash outflow of € 498 million (2014: € 1,012 million). The payment of dividends resulted in a cash outflow of € 1,917 million (2014: € 1,715 million). The cash outflow from investing activities exceeded the cash inflow from operating activities by € 6,643 million in 2015. A similar constellation arose in the previous year, when the shortfall had amounted to € 3,204 million. After adjusting for the effects of exchange rate fluc- tuations and changes in the composition of the BMW Group with a total positive amount of € 73 million (2014: € 88 million), the various cash flows resulted in a decrease of cash and cash equivalents of € 1,566 mil- lion (2014: increase of € 17 million). The cash flow statement for the Automotive segment shows that the cash inflow from operating activities ex- ceeded the cash outflow from investing activities by € 4,312 million (2014: € 3,587 million). Adjusted for net investments in marketable securities and term deposits with longer terms totalling € 1,092 million (2014: outflow of € 106 million), mainly in conjunction with strategic Change in cash and cash equivalents in € million 11,000 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Cash and cash equivalents 31.12. 2014 Cash inflow from operating activities Cash outflow from investing activities Cash inflow from financing activities Currency trans- lation, changes in Group composition Cash and cash equivalents 31.12. 2015 7,688 + 960 – 7,603 + 5,004 + 73 6,122 53 COMBINED MANAGEMENT REPORT liquidity planning, the excess amount was € 5,404 mil- lion (2014: € 3,481 million). Free cash flow for the Automotive segment was as follows: in € million Cash inflow from operating activities Cash outflow from investing activities Net investment in marketable securities and term deposits Free cash flow Automotive segment 2015 2014 11,836 – 7,524 1,092 5,404 9,423 – 5,836 – 106 3,481 Cash outflows for operating activities in the Financial Services segment are driven primarily by cash flows re- lating to leased products and receivables from sales fi- nancing and totalled € 10,351 million (2014: € 4,715 mil- lion). Overall, cash outflows from investing activities totalled € 140 million (2014: € 297 million). Cash inflows from financing activities went up by € 4,101 million to € 10,028 million, mainly influenced by the change in other financial liabilities. Net financial assets of the Automotive segment comprise the following: in € million 31.12. 2015 31.12. 2014 Cash and cash equivalents Marketable securities and investment funds Intragroup net financial assets Financial assets Less: external financial liabilities* Net financial assets Automotive segment * Excluding derivative financial instruments. 3,952 4,326 11,278 19,556 – 2,645 16,911 5,752 3,366 8,583 17,701 – 3,478 14,223 Refinancing A broadly based range of instruments transacted on in- ternational money and capital markets is used to refi- nance worldwide operations. Practically all of the funds raised are used to finance the BMW Group’s Financial Services business. The overall objective of Group financing is to ensure the solvency of the BMW Group at all times. Achieving this objective is tackled in three strategic areas: 1. The ability to act at all times by assuring permanent access to strategically important capital markets, 2. Autonomy through the diversification of refinancing instruments and investors, and 3. Focus on value by optimising financing costs. Financing measures undertaken centrally ensure access to liquidity for the Group’s operating subsidiaries on market-based and consistent conditions. Funds are ac- quired with a view to achieving a desired structure for the composition of liabilities, comprising a finely tuned mix of financing instruments. The use of longer-term financing instruments to finance the Group’s financial services business and the maintenance of a sufficiently high liquidity reserve serves to avoid the liquidity risk intrinsic to any large portfolio of contracts. This prudent approach to financing also bolsters BMW AG’s ratings. Further information is provided in the “Liquidity risks” section of the “Report on outlook, risks and opportu- nities”. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 54 Apart from issuing commercial paper on the money market, the BMW Group’s financing companies also issue bearer bonds. In addition, retail customer and dealer financing receivables on the one hand and leas- ing rights and obligations on the other are securitised in the form of asset-backed securities (ABS) financing arrangements. Financing instruments employed by the Group’s in-house banks in Germany and the USA (e. g. customer deposits) are also used as a supplementary source of financing. Owing to the increased use of in- ternational money and capital markets to raise funds, the scale of funds raised in the form of loans from in- ternational banks is relatively small. Thanks to its good ratings and the high level of accept- ance it has on capital markets, the BMW Group was again able to refinance operations during the financial year 2015 on debt capital markets. In addition to the issue of bonds and loan notes on the one hand and private placements on the other, commercial paper was also issued. Additional funds were raised via new secu- ritised instruments and the prolongation of existing in- struments. As in previous years, all issues were highly sought after by both private and institutional investors. In the course of 2015, the BMW Group issued eight euro benchmark bonds with a total issue volume of € 6.75 bil- BMW Group – financial liabilities in € million Other Derivative instruments Commercial paper Liabilities to banks Bonds Liabilities from customer deposits (banking) Asset-backed financing transactions Bonds Asset-backed financing transactions Liabilities from customer deposits (banking) Liabilities to banks Commercial paper Derivative instruments Other BMW Group – financial liabilities in € million 45,000 37,500 30,000 22,500 15,000 7,500 Maturity (years) within 1 between 1 and 5 later than 5 42,160 41,289 8,234 lion on European capital markets. Bonds were also issued in British pounds, US dollars, Australian dollars, South Korean won and other currencies for a total amount of € 6.35 billion. Nine public ABS transactions were executed in 2015, in- cluding three in the USA, two each in Germany and China, and one each in Canada and France, with a total volume equivalent to € 5.7 billion. Further funds were also raised via new ABS conduit transactions in Canada, Japan and Switzerland totalling € 1.1 billion. Other exist- ing transactions remained in place in various countries, including the UK, South Korea, South Africa, Brazil and Australia. The regular issue of commercial paper also strengthens the BMW Group’s financial basis. The following table provides an overview of amounts utilised at 31 December 2015 in connection with the BMW Group’s money and capital market programmes: Programme in € billion Euro Medium Term Notes Australian Medium Term Notes Commercial paper Amount utilised 36.3 0.3 5.6 40,319 13,631 13,509 12,720 5,415 4,550 1,539 Liquid funds stood at a high level of € 11.4 billion at 31 December 2015. The BMW Group also has access to a syndicated credit line of € 6 billion, with a term up to October 2018. This credit line, which is provided by a consortium of 38 international banks, had not been utilised at the end of the reporting period. 55 COMBINED MANAGEMENT REPORT Further information with respect to financial liabilities is provided in notes 34, 38 and 42 to the Group Financial Statements. creased by 21.1 %, mainly as a result of the purchase of marketable securities. Net assets The Group balance sheet total increased by € 17,371 mil- lion (11.2 %) compared to the end of the previous finan- cial year to stand at € 172,174 million at 31 December 2015. Adjusted for exchange rate factors, the balance sheet total increased by 7.7 %. The currency impact was mainly attributable to the appreciation in the value of a number of currencies against the euro, most nota- bly the US dollar, the British pound and the Chinese renminbi. The increase in non-current assets on the assets side of the balance sheet related primarily to leased products (15.9 %), receivables from sales financing (11.8 %) and investments accounted for using the equity method (105.2 %). Within current assets, increases were registered in par- ticular for receivables from sales financing (19.5 %) and financial assets (23.2 %). By contrast, cash and cash equivalents decreased by 20.4 %. The growth in business reported by the Financial Services segment is reflected in increases of € 4,592 million and € 4,427 million in current and non-current receivables from sales financing respectively and in the higher level of leased products (up by € 4,800 million). At 31 Decem- ber 2015, leased products accounted for 20.3 % of total assets (2014: 19.5 %). Adjusted for exchange rate factors, leased products increased by 10.6 %. Non-current re- ceivables from sales financing accounted for 24.3 % (2014: 24.2 %) of total assets, current receivables from sales financing for 16.4 % (2014: 15.2 %). Adjusted for ex- change rate factors, non-current receivables from sales financing went up by 7.7 %, current receivables from sales financing by 14.5 %. Investments accounted for using the equity method were € 1,145 million higher at € 2,233 million, whereby the increase was mainly attributable to the first-time con- solidation of THERE Holding B. V., Amsterdam, and the BMW Group’s share of earnings of the BMW Brilliance Automotive Ltd., Shenyang, joint venture. Cash and cash equivalents went down by € 1,566 million to € 6,122 million, due to investments made in mar- ketable securities. Changes in cash and cash equiva- lents are described in the “Financial position” section. On the equity and liabilities side of the balance sheet, increases were recorded for non-current and current finan cial liabilities (14.7 % and 12.5 % respectively), Group equity (14.2 %) and current other provisions (18.4 %). By contrast, pension provisions decreased by 34.8 %. Non-current and current financial liabilities increased from € 80,649 million to € 91,683 million over the twelve- month period. Adjusted for currency factors, the in- crease was 10.1 %. The execution of new ABS transac- tions and the issue of new bonds were the main factors driving the increase in non-current and current finan- cial liabilities. Group equity rose by € 5,327 million to € 42,764 million, increased primarily by the profit attributable to share- holders of BMW AG (€ 6,369 million). The dividend paid by BMW AG reduced equity by € 1,904 million. Equity increased as a result of the positive impact arising on the currency translation of foreign subsidiaries’ finan- cial statements (€ 765 million) and on remeasurements of the net defined benefit liability for pension plans (€ 1,413 million), the latter attributable primarily to the higher discount rates applied in Germany, the UK and the USA. In addition, deferred taxes on items recognised directly in equity increased equity by € 115 million. Group equity was reduced by net fair value losses on derivative financial instruments (€ 1,301 million) and on marketable securities (€ 170 million). Other items in- creased equity by € 40 million. Current other liabilities went up by € 1,433 million to € 9,208 million, partly due to increases in deposits re- ceived, advance payments from customers, and in- creases in other taxes. The change in deferred income due to greater volumes of service contracts, Connected Drive offers and leasing business also contributed to the increase. Other current financial assets went up by € 1,251 million compared to 31 December 2014 to stand at € 6,635 mil- lion and accounted for 3.9 % (2014: 3.5 %) of total assets. Adjusted for exchange rate factors, financial assets in- Pension provisions decreased from € 4,604 million to € 3,000 million over the twelve-month period, mainly as a result of the higher discount factors used in Germany, the UK and the USA. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 56 Balance sheet structure – Group Total equity and liabilities in € billion Non-current assets 64 % 63 % 24 % 38 % 25 % 37 % Equity Non-current provisions and liabilities Current assets 36 % 37 % 38 % 38 % Current provisions and liabilities thereof cash and cash equivalents 4 % 5 % 2015 2014 2014 2015 172 155 155 172 Balance sheet structure – Automotive segment Total equity and liabilities in € billion Non-current assets 48 % 40 % 46 % 39 % Equity Current assets 52 % 54 % 18 % 43 % 17 % 43 % Non-current provisions and liabilities Current provisions and liabilities thereof cash and cash equivalents 5 % 7 % 2015 2014 2014 2015 83 79 79 83 The Group equity ratio at the end of the reporting period was 24.8 % (31 December 2014: 24.2 %). The equity ratio of the Automotive segment was 40.1 % (31 December 2014: 39.2 %) and that of the Financial Services segment was 8.2 % (31 December 2014: 8.8 %). Overall, the results of operations, financial position and net assets position of the BMW Group continued to de- velop positively during the year under report. Compensation Report The compensation of the Board of Management com- prises both a fixed and a variable component. Bene- fits are also payable – primarily in the form of pension benefits – at the end of members’ mandates. Further details, including an analysis of remuneration by each individual, are disclosed in the Compensation Report, which can be found in the section “Statement on Corporate Governance”. The Compensation 57 COMBINED MANAGEMENT REPORT Report is a subsection of the Combined Management Report. Net valued added by the BMW Group in 2015 in- creased by 9.2 % to € 22,524 million and was once again at a high level. Value added statement The value added statement shows the value of work per- formed, less the value of work bought in by the BMW Group during the financial year. Depreciation and amortisation, cost of materials, and other expenses are treated as bought-in costs in the value added calcula- tion. The allocation statement applies value added to each of the participants involved in the value added process. It should be noted that the gross value added amount treats depreciation as a component of value added which, in the allocation statement, is treated as internal financing. BMW Group value added statement The bulk of the net value added (48.3 %) is applied to employees. The proportion applied to providers of finance was at a similar level to the previous year (8.5 %). The government / public sector (including deferred tax expense) accounted for 14.8 %. The proportion of net value added applied to shareholders was at a similar level to the previous year (9.3 %). Minority interests take a 0.1 % share of net value added. The remaining proportion of net value added (19.0 %) will be retained in the Group to finance future operations. 2015 in € million 2015 in % 2014 in € million 2014 in % Change in % Work performed Revenues Financial income Other income Total output Cost of materials* Other expenses Bought-in costs 92,175 200 914 93,289 51,145 11,398 62,543 98.8 0.2 1.0 100.0 54.8 12.2 67.0 80,401 156 877 81,434 44,078 9,012 53,090 Gross value added 30,746 33.0 28,344 Depreciation and amortisation of total tangible, intangible and investment assets Net value added Applied to Employees Providers of finance Government / public sector Shareholders Group Minority interest Net value added 8,222 22,524 10,870 1,918 3,340 2,102 4,267 27 8.8 24.2 48.3 8.5 14.8 9.3 19.0 0.1 7,724 20,620 9,764 1,733 3,306 1,904 3,894 19 22,524 100.0 20,620 100.0 98.7 0.2 1.1 100.0 54.1 11.1 65.2 34.8 9.5 25.3 47.4 8.4 16.0 9.2 18.9 0.1 14.6 17.8 8.5 9.2 11.3 10.7 1.0 10.4 9.6 42.1 9.2 * Cost of materials comprises all primary material costs incurred for vehicle production plus ancillary material costs (such as customs duties, insurance premiums and freight). 58 BMW Group value added 2015 in % 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Depreciation and amortisation Other expenses 48.3 % Employees Net value added Cost of materials Net value added Cost of materials 24.2 54.8 Depreciation and amortisation 8.8 Other expenses 12.2 8.5 % Providers of finance 14.8 % Government / public sector 9.3 % 19.0 % Shareholders Group 0.1 % Minority interest Key performance figures Group gross margin Group EBITDA margin Group EBIT margin Group pre-tax return on sales Group post-tax return on sales Group pre-tax return on equity Group post-tax return on equity Group equity ratio Automotive equity ratio Financial Services equity ratio Coverage of intangible assets, property, plant and equipment by equity (Group) Return on capital employed Group Automotive Motorcycles Return on equity Financial Services Cash inflow from operating activities (Group) Cash outflow from investing activities (Group) Coverage of cash outflow from investing activities by cash inflow from operating activities (Group) Free cash flow of Automotive segment Net financial assets Automotive segment 2015 2014 19.7 15.5 10.4 10.0 6.9 24.6 17.1 24.8 40.1 8.2 21.2 16.5 11.3 10.8 7.2 24.5 16.3 24.2 39.2 8.8 169.9 158.1 19.3 72.2 31.6 20.2 960 20.8 61.7 21.8 19.4 2,912 – 7,603 – 6,116 12.6 5,404 16,911 47.6 3,481 14,223 % % % % % % % % % % % % % % % € million € million % € million € million 59 COMBINED MANAGEMENT REPORT Report on Economic Position Comments on Financial Statements of BMW AG Bayerische Motoren Werke Aktiengesellschaft (BMW AG), based in Munich, Germany, is the parent company of the BMW Group. The comments on the BMW Group and Automotive segment provided in earlier sections are also relevant for BMW AG, unless presented differ- ently in the following section. The Financial Statements of BMW AG are drawn up in accordance with the pro- visions of the German Commercial Code (HGB) and the relevant supplementary provisions contained in the German Stock Corporation Act (AktG). The main financial and non-financial performance indi- cators relevant for BMW AG are largely identical and synchronous with those of the Automotive segment of the BMW Group and are described in detail in the “Report on Economic Position” section of the Combined Management Report. Differences between the accounting policies used in the BMW AG financial statements (prepared in accordance with HGB) and the BMW Group Financial Statements (prepared in accordance with IFRS) arise primarily in connection with the accounting treatment of intangible assets, financial instruments, provisions and deferred taxes. Business environment and review of operations The general and sector-specific environment in which the BMW AG operates is the same as that for the BMW Group and is essentially described in the “Report on Economic Position” section of the Combined Manage- ment Report. BMW AG develops, manufactures and sells cars and motorcycles as well as spare parts and accessories manu- factured by itself, foreign subsidiaries and external suppliers. Sales activities are carried out primarily through branches, subsidiaries, independent dealers and importers. In 2015, BMW AG increased sales vol- ume by 108,595 units to 2,275,367 units. This figure includes 287,755 units relating to series sets supplied to the joint venture BMW Brilliance Automotive Ltd., Shenyang, an increase of 289 units over the previous year. At 31 December 2015, BMW AG employed a work- force of 84,860 people, 4,185 more than one year earlier. Results of operations Revenues increased by 8.7 % compared to the previous year, primarily as a result of higher sales volume. In geo- graphical terms, most of the increase related to North America and Europe. Sales to Group entities accounted for € 55.5 billion or 76.7 % of total revenues of € 72.4 billion. Cost of sales increased by 11.5 % to € 57,764 million and therefore at a more pronounced rate than the increase in revenues, mainly reflecting higher purchase prices from production sites outside Germany and the intragroup transfer of prior-year warranty expenses from one of the Group’s sales company to BMW AG. As a result, gross profit decreased by € 167 million to € 14,620 million. BMW AG Income Statement in € million Revenues Cost of sales Gross profit Selling expenses Administrative expenses Research and development expenses Other operating income and expenses Result on investments Financial result Profit from ordinary activities Income taxes Other taxes Net profit Transfer to revenue reserves Unappropriated profit available for distribution 2015 2014 72,384 – 57,764 14,620 – 3,427 – 2,610 – 4,758 184 1,606 – 1,043 4,572 66,599 – 51,812 14,787 – 3,533 – 2,259 – 4,152 28 741 – 449 5,163 – 1,782 – 1,884 – 49 2,741 – 639 2,102 – 50 3,229 – 1,325 1,904 60 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets At € 3,427 million, selling expenses were slightly lower than one year earlier (2014: € 3,533 million). stocking up in conjunction with the introduction of new models. Administrative expenses went up by 15.5 % to € 2,610 mil- lion, mainly as a result of new IT projects and the higher workforce size. Receivables from subsidiaries climbed by € 1,029 million to € 6,229 million, largely in conjunction with intragroup financing receivables. Research and development expenses related mainly to new vehicle models (including relevant expenses relat- ing to the start-up of the new 7 Series), the development of drive systems and work on other innovations. Over- all, research and development expenses increased by 14.6 % year-on-year. The decrease in other receivables and other assets to € 1,820 million (2014: € 2,502 million) was mainly at- tributable to a lower volume of genuine repurchase (repo) transactions in place at the end of the reporting period and lower tax receivables. The net positive amount of other operating income and expenses improved by € 156 million to € 184 million, and included primarily realised exchange rate gains and losses as well as reversals of and allocations to provisions. The financial result deteriorated by € 594 million, mainly as a result of lower gains on the fair value measurement of designated plan assets and the reduction in the dis- count interest rate used in conjunction with pension and other non-current personnel provisions. Lower write- downs on investments worked in the opposite direction. The profit from ordinary activities decreased from € 5,163 million to € 4,572 million. Liquidity within the BMW Group is managed centrally by BMW AG on the basis of a group-wide liquidity concept, which revolves around the strategy of concentrating a significant part of the Group’s liquidity at the level of BMW AG. An important instrument used to achieve this aim is the cash pool headed by BMW AG. The liquidity position reported by BMW AG therefore reflects the global activities of BMW AG and other Group companies. Cash and cash equivalents went down by € 595 million to € 2,478 million. This decrease over the twelve-month period was mainly due to the increase in funds invested in marketable securities as a strategic liquidity reserve. At the same time, intragroup refinancing volumes at the level of BMW AG were also reduced. The expense for income taxes relates primarily to cur- rent tax for the financial year 2015. Equity rose by € 861 million to € 12,927 million, while the equity ratio improved from 35.2 % to 37.0 %. After deducting the expense for taxes, the Company reports a net profit of € 2,741 million, compared to € 3,229 million in the previous year. Financial and net assets position Capital expenditure on intangible assets and property, plant and equipment in the year under report amounted to € 2,748 million (2014: € 3,150 million), down by 12.8 % compared to the previous year. Depreciation and amor- tisation amounted to € 2,072 million (2014: € 1,890 mil- lion). At € 3,250 million, the carrying amount of investments was similar to one year earlier (2014: € 3,236 million). Inventories increased to € 4,267 million (2014: € 3,859 mil- lion) due to higher business volumes generally and In order to secure obligations resulting from pre-retire- ment part-time working arrangements and pension obli- gations, investments in fund assets totalling € 496 million were transferred to BMW Trust e.V., Munich, in con- junction with a Contractual Trust Arrangement (CTA). Fund assets are offset against the related guaranteed ob- ligations. The resulting surplus of assets over liabilities is reported in the BMW AG balance sheet on the line “Sur- plus of pension and similar plan assets over liabilities”. Pension provisions, net of designated plan assets, in- creased from € 12 million to € 82 million. The increase in other provisions related mainly to sales- related obligations, pending losses on commodity and currency contracts, warranties and personnel-related obligations. 61 COMBINED MANAGEMENT REPORT BMW AG Balance Sheet at 31 December in € million Assets Intangible assets Property, plant and equipment Investments Tangible, intangible and investment assets Inventories Trade receivables Receivables from subsidiaries Other receivables and other assets Marketable securities Cash and cash equivalents Current assets Prepayments Surplus of pension and similar plan assets over liabilities Total assets Equity and liabilities Subscribed capital Capital reserves Revenue reserves Unappropriated profit available for distribution Equity Registered profit-sharing certificates Pension provisions Other provisions Provisions Liabilities to banks Trade payables Liabilities to subsidiaries Other liabilities Liabilities Deferred income Total equity and liabilities 2015 2014 353 11,016 3,250 14,619 4,267 628 6,229 1,820 3,911 2,478 405 10,304 3,236 13,945 3,859 697 5,200 2,502 3,572 3,073 19,333 18,903 303 722 34,977 265 1,123 34,236 657 2,107 8,061 2,102 656 2,084 7,422 1,904 12,927 12,066 30 82 7,617 7,699 1,343 4,500 6,690 239 31 12 7,308 7,320 1,864 4,784 6,872 216 12,772 13,736 1,549 34,977 1,083 34,236 Liabilities to banks decreased as a result of the repay- ment of project-related loans. Deferred income went up by € 466 million to € 1,549 million and comprised mainly amounts relating to services still to be performed for service and maintenance contracts. Events after the end of the reporting period No events have occurred since the end of the reporting period which could have a major impact on the result of operations, financial position and net assets of BMW AG or the BMW Group. 62 Report on Economic Position Events after the End of the Reporting Period 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Risks and opportunities BMW AG’s performance is highly dependent on the same set of risks and opportunities that affect the BMW Group and which are described in detail in the “Report on Outlook, Risks and Opportunities” section of the Com- bined Management Report. As a general rule, BMW AG participates in the risks entered into by Group entities on the basis of the relevant shareholding percentage. BMW AG is integrated in the group-wide risk manage- ment system and internal control system of the BMW Group. Further information is provided in the “Internal Control System and Risk Management System Relevant for the Financial Reporting Process” section of the Com- bined Management Report. Outlook Due to its dominant role in the Group and its close ties with Group entities, expectations for the BMW AG with respect to the Company’s financial and non-financial performance indicators correspond largely to the BMW Group’s outlook for the Automotive segment, which is described in detail in the “Report on Outlook, Risks and Opportunities” section of the Combined Management Report. KPMG AG Wirtschaftsprüfungsgesellschaft, Munich, has issued an unqualified audit opinion on the financial statements of BMW AG, of which the balance sheet and the income statement are presented here. The BMW AG financial statements for the financial year 2015 will be submitted to the operator of the electronic version of the German Federal Gazette and can be obtained via the Company Register website. These financial statements are available from BMW AG, 80788 Munich, Germany. 63 COMBINED MANAGEMENT REPORT Report on Outlook, Risks and Opportunities Outlook The report on outlook, risks and opportunities describes the expected development of the BMW Group, including the associated material risks and opportunities, from a Group management perspective. The outlook covers a period of one year, in line with the Group’s internal management system. However, risks and opportunities are managed on the basis of a two-year assessment. The report on risks and opportunities therefore covers a period of two years. The report on outlook, risks and opportunities contains forward-looking assertions based on the BMW Group’s expectations and assessments, which are, by their very nature, subject to uncertainty. As a result, actual out- comes, including those attributable to political and eco- nomic developments, could differ substantially – either positively or negatively – from the expectations de- scribed below. Further information can be found in the section “Report on Risks and Opportunities”. Outlook Assumptions used in the outlook The following outlook relates to a forward-looking pe- riod of one year and is based on the composition of the BMW Group during that period. The outlook takes ac- count of all information known up to the date on which the financial statements are authorised for issue and which could have a material effect on the overall perfor- mance of the BMW Group. The expectations contained in the outlook are based on the BMW Group’s forecasts for 2016 and reflect the most recent status. The basis for the preparation of and the principal assumptions used in the forecasts – which consider the consensual opinions of leading organisations, such as economic research in- stitutes and banks – are set out below. The BMW Group’s forecast is drawn up on the basis of these assumptions. The continuous forecasting process ensures that the BMW Group is always ready to take advantage of op- portunities as they arise and to react appropriately to unexpected risks. The principal risks and opportuni- ties are described in detail in the section “Report on Risks and Opportunities”. The risks and opportunities discussed in that section are relevant for all of the BMW Group’s key performance indicators and could result in variances between the outlook and actual outcomes. Economic outlook The upturn in the world economy is likely to continue and generate growth of 3.4 % in 2016. A more restrictive monetary policy in the USA, the political instability in Europe, the high levels of sovereign debt being amassed in Japan and over-capacities in various industrial sectors in China pose the greatest risks for global economic growth. Unsolved geopolitical conflicts and problems resulting from the high number of people seeking refuge, particularly in Europe, could possibly lead to nationalis- tic interests becoming a major issue, with correspond- ingly negative consequences for world trade. Further in- formation on political and global economic risks can be found in the risk report. Economic recovery in the eurozone is expected to con- tinue at a growth rate of 1.6 % in 2016. Similar to the previous year, the German economy is predicted to play a major role and grow by 1.8 %. The economies of both France (1.4 %) and Italy (1.3 %) are set to record higher growth rates than one year earlier. In southern Europe, the reforms implemented in recent years are contributing to an economic recovery, enabling Spain and Portugal to continue growing on the back of the general upturn and are likely to grow by 2.7 % and 1.6 % respectively, according to forecasts. Growth in the UK will probably be somewhat weaker, although again in 2016 the expected GDP growth of 2.2 % is well above that of the eurozone. The referendum on the UK remaining in the EU, which must be held by the end of 2017, can take place at the earliest in the second half of 2016 and is therefore a source of additional uncertainty. The US economy is likely to maintain its current high pace of growth. Despite the increase in benchmark in- terest rates, and hence a less expansive monetary policy, growth of 2.4 % is predicted for 2016. The low price of oil is highly likely to have a positive impact on consumer spending. In Japan, the central bank is again set to continue its “cheap money” policy in 2016 and therefore guarantee companies attractive financing conditions, which is likely to give the Japanese economy sufficient momen- tum to warrant 1.0 % growth. In China, economic growth is again expected to weaken slightly in 2016, resulting in a growth rate in the region of 6.5 %. The realignment of the Chinese economy to- wards a more consumption-oriented society is designed to lead to greater stability, even if growth rates are likely 64 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets to be weaker in the short term. It cannot be ruled out, however, that economic output in China may slow down more than currently expected. In India, investment-friendly economic policies are likely to continue in 2016, helping to generate a growth rate of 7.6 %. The outlook for Russia (– 0.2 %) and Brazil (– 2.6 %) is far less bright. After drops in economic output in 2015, both economies are likely to remain in reces- sion in 2016, with persistently low prices for raw mate- rials exerting a detrimental effect on growth. Currency markets Currencies which have the greatest influence on the BMW Group’s international business, i. e. the US dollar, the Chinese renminbi, the Japanese yen and the British pound, may well be subject to a significant degree of fluctuation again in 2016. The US dollar is again likely to remain generally strong against the euro in 2016. This assumption is supported by the interest rate turnaround initiated in the USA in December 2015, highlighting the different approaches to monetary policies taken by the Fed and the ECB. Another factor is that economic recovery in Europe is likely to proceed at a slower pace than in the USA. Given that the Chinese renminbi will probably remain closely coupled to the US dollar in the short term, there is a considerable likelihood that its value against the euro will tend upwards in 2016. If, on the other hand, the Chinese central bank continues to intervene in cur- rency markets, thus halting the upward trend, the value of the renminbi may possibly move sideways. In the long term, however, capital markets in China are likely to become more liberalised, as a result of which the con- vertibility of the renminbi with other currencies would increase. As the Bank of Japan and the ECB seem set to continue their expansionary monetary policies for the time be- ing, the rate of the Japanese yen is unlikely to fluctuate greatly in relation to the euro. The onset of normalisation with respect to US mone- tary policies suggests that the currencies of numerous emerging economies will remain under pressure in the foreseeable future. Countries that export raw materials and are faced with current account and fiscal deficits are most likely to be affected. Automobile markets Worldwide demand for automobiles is forecast to grow by approximately 1.9 % in the current year to an estimated 84.0 million units. Breaking that figure down, the BMW Group forecasts slightly lower growth in the USA than in 2015, with market volume edging up by around 1.3 % to 17.7 million units. China is expected to see a further drop in the pace of vehicle registration growth, slowing to around 6.9 % or 22.0 million units. The majority of Europe’s markets are likely to continue recovering in 2016, growing overall by approximately 1.4 % to 14.4 million units. Excluding Germany, the pic- ture across Europe is similar, with market volume also expected to grow by 1.4 % to 11.2 million units. The re- gion’s core markets, however, are only likely to see rela- tively weak growth. Registration figures in Germany, for instance, are predicted to increase by 1.4 % to 3.3 mil- lion units. The French market is expected to grow by 3.3 % to 1.9 million units and the Italian market by 3.0 % to 1.6 million units. By contrast, demand in Spain is expected to show even more vitality than in 2015 and grow by 9.7 % to 1.1 million units. The market in Japan is forecast to grow by 7.3 % to 5.2 mil- lion units year-on-year. Automobile markets in major emerging economies are likely to remain under pressure in the current year. Due to the prevailing unfavourable economic and political situation, Russia is expected to see a further drop of 15.4 % to 1.2 million units. The situation in Brazil seems unlikely to stabilise after the decrease recorded in 2015, with the market expected to contract by a further 7.6 % to 2.3 million units. Owing to the robust state of the UK economy, and fanned by speculation that the Bank of England is on the verge of raising interest rates, the British pound could either remain at its current level or even gain additional ground in the short to medium term. Motorcycle markets Markets for 500 cc plus motorcycles are likely to con- tinue growing slightly in 2016. Registration figures for Europe as a whole are also expected to rise slightly, including a minor increase in Germany. Italy and France are set to remain at similar levels to the past 65 COMBINED MANAGEMENT REPORT year. The positive trend in the USA is expected to continue. Financial services markets The trend towards more normal rates of growth in China, together with weaker signals coming from other emerging markets, is bound to have an influence on global trade, and hence on export-oriented industrialised countries in 2016. While the Chinese central bank will no doubt be directing its attention to measures aimed at stabilising the domestic economy, other key central banks are likely to focus on achieving price stability. In the USA, stable economic growth, the improving em- ployment situation and higher inflation could induce the Fed to raise interest rates moderately over the course of the year. In the eurozone, interest rates are set to remain low over the coming year. Factors such as stubbornly low infla- tion rates, steady economic recovery and uncertainty re- garding economic developments on major emerging markets could persuade the ECB to continue its bond- buying programme. Depending on rates of growth and inflation on the domestic front and developments in key emerging economies, the UK could well see a first interest rate rise at some point in 2016. Uncertainties prevailing prior to the referendum on a possible exit from the EU could, however, forestall a return to more accustomed monetary policies. The Japanese economy is again only likely to see slow growth in 2016. Even though consumer spending vol- umes should rise on the back of the Bank of Japan’s ex- pansionary monetary policy, other unfavourable factors, such as weak demand from China, could stand in the way of a sustainable upturn. Expected consequences for the BMW Group Future developments on international automobile markets also have a direct influence on outcomes for the BMW Group. Whereas competition might intensify in contracting markets, new opportunities beckon in growth regions. Sales volumes in some countries are likely to be affected by a range of new competitive chal- lenges. The dynamic growth seen on European mar- kets in 2015 is not expected to maintain the same pace in 2016. The Americas region should see a continua- tion of the upward trend of previous years. Despite the ongoing process of normalisation on the Chinese market, sales volumes in Asia could well pick up again. Due to its global business model, the BMW Group is well placed to exploit opportunities, including those arising at short notice. Outstanding coordination between the Group’s sales and production networks also helps cush- ion the impact of unforeseeable developments in its various regions. Investing in markets with good future prospects is also a basis for further growth, while simul- taneously expanding the global presence of the BMW Group. Thanks to its three strong brands – BMW, MINI and Rolls-Royce – there is every reason to assume that the BMW Group will continue performing successfully during the current year. Outlook for the BMW Group BMW Group Profit before tax: slight increase expected Competition on international automobile markets is set to remain fierce in the current year. Furthermore, con- tinuing normalisation on the Chinese market and develop- ments in Russia are likely to influence the pace of earn- ings growth. Political and macroeconomic uncertainties in Europe may also play a role (see the section “Political and global economic risks” in the risk report). Nevertheless, the BMW Group expects to remain firmly on course for growth in 2016. Attractive products and services, covering the entire spectrum of individual mo- bility, will continue making a substantial contribution to further improving earnings. This upward trend will, however, be held down by rising personnel expenses and high levels of investment in projects that ultimately help safeguard future competitiveness. Overall, Group profit before tax is expected to increase slightly year-on- year (2015: € 9,224 million). Workforce at year-end: slight increase expected The BMW Group will continue to recruit staff in 2016, spurred by growth in the automobile and motorcycle lines of business on the one hand and the expansion of its financial and mobility services on the other. Based on our latest forecasts, we expect a slight increase in the size of the workforce (2015: 122,244 employees) during the coming twelve-month period. 66 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Automotive segment Deliveries to customers: slight increase expected The BMW Group forecasts successful sales volume per- formances for all three of its brands in 2016. Apart from aiming for evenly balanced growth in the various regions, a sharp eye is also always kept on profitability. Based on these forecasts, the BMW Group is set to re- main at the forefront of the premium segment in 2016. Assuming economic conditions remain stable, deliveries to customers are expected to rise slightly to a new re- cord level (2015: 2,247,4851 units). Although the overall pace of growth may be marginally weaker than one year earlier, the combination of attrac- tive new models and good market conditions, particu- larly in Europe, should nevertheless provide additional impetus for vehicle sales. Most notably, the previous year’s upward trend on southern European markets is set to continue. By contrast, the situation on the Russian car market is likely to remain tense over the forecast pe- riod. Despite progressive normalisation on the Chinese market, Asia as a whole is expected to provide a certain degree of momentum for growth. Sales volume in the USA is also forecast to rise slightly. A good contribution to overall sales performance in 2016 is expected to come from the new models available since mid-2015, including the new seven-seater BMW 2 Series Gran Tourer and the model updates of the BMW 3 Series Sedan, the 3 Series Touring and the M3. The second generation of the extremely successful BMW X1 was launched in October 2015. The highly efficient BMW X5 xDrive40e has been in showrooms since the end of 2015. This plug-in hybrid vehicle represents the next step in the process of transferring innovative drivetrain system technologies from BMW i models to the core BMW brand. At the end of October 2015, the sixth gen- eration of the BMW 7 Series heralded the beginning of a new era in the luxury segment. The new MINI Clubman has also been on the market since the end of October 2015. Further additions to the model range will also be made in the course of 2016. February saw the launch of the new BMW X4 M40i. The premium small car segment was enriched by the addition of the new version of the MINI Convertible in early March. A luxury convertible, the Rolls-Royce Dawn, will become available during the first half of the year. Carbon fleet emissions2: slight decrease expected Regulations governing vehicle carbon emissions are be- coming stricter all around the world. Developing highly efficient combustion engines and increasing the scope of electrification in its fleet of vehicles are key aspects in the BMW Group’s constant efforts to reduce fuel con- sumption and carbon emissions, without compromising its excellent standards in terms of sporting flair and dynamic driving performance. Fleet emissions are fore- cast to improve slightly in 2016, thus continuing the trend seen in previous years (2015: 127 grams CO2 / km). Revenues: slight increase expected The positive business performance predicted for the BMW Group will also be reflected in Automotive seg- ment revenues. A slight increase in segment revenues is therefore predicted for the forecast period (2015: € 85,536 million). EBIT margin in target range between 8 and 10 % expected An EBIT margin in a range between 8 and 10 % (2015: 9.2 %) remains the target for the Automotive segment. Segment RoCE is forecast to decrease moderately (2015: 72.2 %). However, the long-term target RoCE of at least 26 % for the Automotive segment will be easily surpassed. Motorcycles segment Deliveries to customers: slight increase expected The BMW Group expects the upward trend in the Motor- cycles segment to continue. The new R NineT Scrambler and G 310 R models unveiled at last autumn’s trade fairs will broaden the product portfolio and attract new cus- tomer groups. Overall, deliveries of BMW motorcycles to customers are forecast to increase slightly year-on-year (2015: 136,963 units). Return on capital employed: slight decrease expected Segment RoCE is forecast to decrease slightly in 2016 (2015: 31.6 %), mainly reflecting the scheduled build-up of inventory levels due to the Indian partner entity, TVS, 1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2015: 282,000 units). 2 EU-28. 67 COMBINED MANAGEMENT REPORT commencing production and the plants in Brazil and Thailand raising production volumes. Financial Services segment Return on equity expected at previous year’s level The Financial Services segment is likely to continue per- forming well in 2016. Segment RoE is expected to come in at a similar level to the previous year (2015: 20.2 %), thus remaining ahead of the minimum target of 18 %. Overall assessment by Group management Business is expected to develop well in the financial year 2016, with the introduction of new models and the ex- pansion of individual mobility-related services promising further profitable growth. Despite the many challenges described above, Group profit before tax is forecast to increase slightly. Automotive segment revenues are ex- pected to increase slightly on the back of a slight in- crease in deliveries to customers. Simultaneously, a slight decrease in fleet carbon emissions is predicted. The Group’s targets are to be met with only a slight rise in staff numbers worldwide. The Automotive segment’s EBIT margin is set to remain within the target range of between 8 and 10 %, although its RoCE is likely to de- crease moderately. The Financial Services segment’s RoE will be broadly in line with the previous year. Never- theless, both performance indicators will be higher than their long-term targets of 26 % (RoCE) and 18 % (RoE) respectively. Motorcycles segment sales are also forecast to grow slightly, accompanied by a slight drop in RoCE. Depending on the political and economic situation and the outcomes of the risks and opportunities described below, actual business performance could, however, dif- fer from current expectations. Principal performance indicators BMW Group Profit before tax Workforce at year-end Automotive segment Sales volume1 Fleet emissions2 Revenues EBIT margin Return on capital employed Motorcycles segment Sales volume Return on capital employed Financial Services segment Return on equity € million 2015 9,224 122,244 2016 Outlook slight increase slight increase units 2,247,485 slight increase g CO2 / km € million % % units % % 127 85,536 9.2 72.2 136,963 31.6 slight decrease slight increase between 8 and 10 moderate decrease slight increase slight decrease 20.2 in line with last year’s level 1 Including the joint venture BMW Brilliance Automotive Ltd., Shenyang (2015: 282,000 units). 2 EU-28. 68 Report on Outlook, Risks and Opportunities Report on Risks and Opportunities 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets As a worldwide leading manufacturer of premium cars and motorcycles and provider of premium financing and mobility services, the BMW Group is exposed to numerous uncertainties and changes. Making full use of the opportunities that present themselves is the basis for its entrepreneurial success. In order to achieve growth, drive profitability, boost efficiency and maintain sustain- able levels of business going forward, the BMW Group consciously takes certain risks. The prudent management of opportunities and risks is a fundamental prerequisite for the Group’s ability to react appropriately to changes in political, legal, techni- cal or economic conditions. All opportunities and risks identified are addressed in the Outlook Report, if they seem likely to materialise. The following sections focus on potential future developments or events, which could result in a positive variance (opportunities) or a nega- tive variance (risks) in the BMW Group’s outlook. The potential impact of risks and opportunities is assessed separately as a general rule, i.e. without set-off. As a general rule, opportunities and risks are assessed over a medium-term period of two years. All potential risks of losses (individual and accumulated risks) are monitored and managed from a risk management per- spective. As a matter of principle, any risks capable of posing a threat to the going-concern status of the BMW Group are avoided. If there is no specific reference to a segment, opportunities and risks relate to the Auto- motive segment. The scope of entities covered by the report on risks and opportunities corresponds to the scope of consolidated entities included in the BMW Group Financial Statements. Risk management system The objective of the risk management system, and one of the key functions of risk reporting, is to identify, record and actively manage any internal or external risks that could pose a threat to the attainment of the Group’s corporate targets. The risk management system covers all significant risks to the Group and any which could pose a threat to its going-concern status. In terms of the structure of the risk management system, the re- sponsibility for risk reporting lies with each individual employee and manager in their various roles – and not with any centralised unit in particular. Every person employed by the Group is required to report any risks identified via the available reporting channels. This re- quirement is set out in guidelines that apply throughout the Group. The Group risk management system comprises a decen- tralised network covering all parts of the business and is steered by a centralised risk management function. Each of the BMW Group’s fields of responsibility is represented within the risk management network by Risk management in the BMW Group Group-wide risk management Identification Effectiveness Reporting Analysis and Measurement Supervisory Board Usefulness Compliance Committee Risk management Completeness Monitoring Controlling Risk Management Steering Committee Board of Management Group Audit Internal Control System 69 COMBINED MANAGEMENT REPORT “Network Representatives”. The network’s formal or- ganisational structure helps promote its visibility and underline the importance of risk management within the BMW Group. The duties, responsibilities, and tasks of the centralised risk management unit and the above- mentioned Network Representatives are clearly de- scribed, documented and accepted. Group risk manage- ment is geared towards meeting the following three criteria: effectiveness, usefulness and completeness. Risks are also potentially capable of damaging the BMW Group’s reputation. Although reputational risks are dif- ficult to quantify, their importance is constantly grow- ing, particularly in view of an increasingly critical gen- eral public and the speed with which information can be distributed online. With this in mind, a new concept has been developed (and validated with the aid of exter- nal experts), aimed at strengthening links between the BMW Group’s risk management and its corporate com- munication functions. In order to take better account of reputational risks in the overall risk assessment, the Head of Group Communication Strategy, Corporate and Market Communication is now also a member of the Risk Management Steering Committee. A further focus was placed on checking the skill sets of staff and managers involved in risk management throughout the BMW Group. The revamped intranet portal used for centralised risk management provides helpful support for those working in this field, whilst ensuring that risk reporting is complete. Risk management for the Group as a whole falls under the remit of the Risk Management Steering Committee, the Compliance Committee, the Internal Control System and the Group Internal Audit. Risk management process The risk management process applies throughout the Group and comprises the early identification and pene- tration of risks, comprehensive analysis and risk meas- urement, the coordinated use of suitable management tools and also the monitoring and evaluation of any measures taken. Risks reported from within the network are firstly pre- sented for review to the Risk Management Steering Committee, for which Group Controlling is responsible. After review, the risks are reported to the Board of Management and the Supervisory Board. Any significant or going-concern-related risks are classified according to their potential to impact the Group’s results of opera- tions, financial position and net assets. The level of risk is then quantified in each case, depending on its proba- bility of occurrence and the respective risk mitigation measures. The risk management system is regularly examined by the Internal Audit. By sharing experiences with other companies on an ongoing basis, the BMW Group en- deavours to incorporate new insights in the risk manage- ment system, thus ensuring continual improvement. Regular basic and further training as well as information events held throughout the BMW Group, particularly within the risk management network, are invaluable ways of preparing people for new or additional challenges re- lating to the processes in which they are involved. In addition to comprehensive risk management, manag- ing the business on a sustainable basis also constitutes one of the Group’s core corporate principles. Any risks or opportunities relating to sustainability issues are ex- amined and discussed by the Sustainability Committee. Strategic options and measures open to the BMW Group are put forward to the Sustainability Board, which in- cludes the entire Board of Management. Risk aspects discussed at this level are integrated in the work of the group-wide risk network. The overall composition of the Risk Management Steering Committee and the Sus- tainability Committee ensures that risk and sustainability management are closely coordinated. Risk measurement In order to determine which risks can be considered significant in relation to results of operations, financial position and net assets and to identify changes in key performance indicators used by the BMW Group, risks are classified as high, medium or low. The impact of risks is measured and reported net of risk mitigation measures (net basis). The overall impact on results of operations based on the assumption that the risk will materialise is measured for the two-year assessment period and allocated to the following categories: Class Low Medium High Earnings impact > €0 – 500 million > €500 – 2,000 million > €2,000 million For the sake of simplicity, the overall impact on results of operations, financial position and net assets is referred to in the Report on Risks and Opportunities as “earnings impact”. The significance of risks for the BMW Group is deter- mined on the basis of risk amounts. The measurement of the amount of a risk takes account of both its impact 70 (net of appropriate countermeasures) and its likelihood of occurrence in each case. The amount of a risk is ap- proximated in the case of risks measured on the basis of “value-at-risk” and “cash-flow-at-risk” models. In this situation, the following assessment criteria are applied: Class Risk amount 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Low Medium High Position and Net Assets 59 Comments on Financial Statements > €0 – 50 million > €50 – 400 million > €400 million of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Opportunities management system and identifying opportunities New opportunities regularly present themselves in the dynamic business environment in which the BMW Group operates. General economic trends and sector- specific factors – including external regulations, sup- pliers, customers and competitors – are monitored on a continuous basis. Identifying opportunities is an integral part of the process of developing strategies and drawing up forecasts for the BMW Group. The Group’s product and service portfolio is continually reviewed on the strength of these analyses and new product projects are presented to the Board of Manage- ment for consideration, as deemed appropriate. a high return on capital employed. Any profitability im- provement measures likely to be implemented are in- corporated in the forecast. One example is the imple- mentation of modular-based production and common architectures, which enable a greater commonality of features between different models and product lines. This strategy, in turn, contributes to improved profita- bility by reducing development costs and other invest- ment on the series development of new vehicles. The new approach helps cut production costs and increase production flexibility. Moreover, a more competitive cost basis opens up opportunities to engage in new market segments. The implementation of identified opportunities is un- dertaken on a decentralised basis. The significance of opportunities for the BMW Group is classified in the categories “material” or “not material”. Risks and opportunities The following table provides an overview of all risks and opportunities and illustrates their significance for the BMW Group. Neither at the balance sheet date nor at the date on which the Group Financial Statements were authorised for issue were any risks identified that could pose a threat to the going-concern status of the BMW Group. The continuous improvement of important business pro- cesses and strict cost controls are essential in the Group’s ongoing endeavours to ensure good profitability and Any risks or opportunities which could, from today’s perspective, have a significant impact on the results of operations, financial position and / or net assets of the BMW Group are described in the following sections. Risks and opportunities Risk amount Change com- pared to prior year Opportunities Change com- pared to prior year Political and global economic risks and opportunities Strategic and sector risks and opportunities Risks and opportunities relating to operations High High Stable Insignificant Increased Insignificant Production and technology Purchasing Sales and marketing Pension obligations Information, data protection and IT Financial risks and opportunities Foreign currencies Raw materials Liquidity Risks and opportunities relating to the provision of financial services Credit risk Residual value Interest rate changes Liquidity / operational risks Legal risks Medium Medium High High Medium High High Low High High High Medium Low Stable Insignificant Reduced Insignificant Stable Stable Stable Stable Stable Stable Stable Stable Increased Stable Stable Insignificant Significant Insignificant Significant Significant – Significant Significant Significant – – Stable Stable Stable Stable Stable Stable Stable Stable Stable – Stable Stable Stable – – 71 COMBINED MANAGEMENT REPORT Political and global economic risks and opportunities As one of the world’s leading providers of premium products and services, the BMW Group faces a variety of major challenges. The world is changing at great speed and the resulting situations can give rise to risks on the one hand and opportunities on the other. Political and global economic risks Efficient individual mobility remains a key issue in many countries, in terms of the political regulation of both national environmental and industrial policymaking. Changing values in society call for innovative mobility and service solutions. The potential effect of unforesee- able disturbances in global economic interdependen- cies, increasingly fierce competition among established manufacturers and the emergence of new competitors is extremely difficult to predict. Shifts between volatile and stable economic phases, com- bined with the ready availability of information, also contribute to the uncertainty experienced by both mar- kets and consumers. Although the US and UK econo- mies may currently appear to be robust, the underlying macroeconomic risks – such as misallocations between asset price classes – have not become any less real com- pared to the previous year. The transition of the Chinese economy from an investment-driven to a consumer- driven market will entail slower growth rates and greater instability on financial markets. Apart from precipitat- ing a decline in automobile sales, this process may also result in lower demand for commodities, which is most likely to hurt mainly emerging economies such as Brazil or Russia. A further drop in commodities prices could result in political and economic upheavals and hence lead to lower aggregate demand from the coun- tries affected. The threat of distortions on the Chinese property, stock and banking markets on the one hand and / or an overly rapid hike in interest rates by the US Federal Bank pose considerable risks for global financial market stability. Unsolved structural problems in the eurozone or a re- newed deterioration in the economic climate, for instance in Greece, could potentially dampen growth prospects for the BMW Group. At a political level, the current refugee crisis poses a threat to European integration and hopes of further expanding or at least maintaining a single economic and monetary area. Increasing political unrest, military conflicts, terrorist activities, natural disasters and / or pandemics could have a lasting negative impact on the global economy and international capital markets. The risks referred to above could curtail purchasing power in the countries and regions involved and, among other things, lead to reduced demand for the products and services offered by the BMW Group. The Group counters these risks primarily by internationalising its sales and production structures, in order to minimise the extent to which earnings are dependent on the outcomes of risks in in- dividual countries and regions. The regular monitoring of macroeconomic data, which serve as the basis for sales volume and production planning, ensures that market changes are identified at an early stage. The ex- tent of political and global economic risks is determined by analysing historical data and applying a cash-flow-at- risk approach. If risks from this category were to materialise, they could – due to sales volume fluctuations – have a high earnings impact over the two-year assessment period. Overall, the risk amounts attached to political and global economic risks are classified as high. Political and global economic opportunities Economic conditions influence the operations, financial position and results of operations of the BMW Group. Should the global economy develop significantly better than reflected in the outlook, the revenues and earnings of the BMW Group could be significantly higher than originally predicted. A better-than-expected perfor- mance of the global economy with stronger growth in China, the introduction of economic stimulus pro- grammes, the implementation of structural reforms within the eurozone and robust consumer spending in the USA could – despite higher financing costs – result in significantly stronger sales volume growth, reduced competitive pressure and the possibility of achieving better selling prices. Economic opportunities present themselves for the BMW Group through the focused identification of, and engagement in, growth markets. Any political and / or global economic opportunities capable of having a positive sustainable impact on earnings are currently classified by the BMW Group as insignificant. Strategic and sector risks and opportunities New regulations and rising fuel and energy prices can also influence customer behaviour. Medium- and long-term targets have already been put in place in Europe, North America, Japan, China and other coun- tries to minimise both fuel consumption and carbon emissions. 72 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Risks arising from the tightening of laws and regulations One of the greatest risks for the automobile industry is the possible threat of short-term tightening of laws and regulations, as they could give rise to significantly higher levels of investment and ongoing expenses, and perhaps more importantly, result in changes in cus- tomer behaviour. The potential tightening of consumer protection laws could also result in a greater number of recalls. In some cases, changes in customer behaviour are not only brought on by new regulations, but also through changes in public opinion, values, environmen- tal issues and fuel / energy prices. There is a clear move towards increasingly stringent vehicle emissions regu- lations, particularly for conventional drive systems, not only in the developed markets of Europe and North America, but also in emerging markets such as China. The BMW Group counters this risk with its Efficient Dynamics technology and continues to play a pioneering role in the premium segment by continually reducing both fuel consumption and emissions. Since 2013, elec- tric drive systems built into BMW i vehicles have in- creasingly broadened the mix on offer, thus bolstering the BMW Group’s efforts to comply with statutory car- bon emissions regulations and requirements. The BMW Group is investing in the development of sustainable drive technologies and materials, with the aim of pro- viding highly efficient vehicles for individual mobility in the premium segment, both now and in the future. Further significant risks could be triggered by the tightening of existing import and export regulations, re- sulting primarily in additional expenses, but also in re- strictions in the import and export of vehicles and / or parts. Changes in the legal business environment are monitored and assessed regularly by the relevant central- ised departments, thus ensuring that the BMW Group always complies with statutory requirements. The impact of legislation that has either been enacted or is likely to be enacted is taken into account in the outlook. Employees make a vital contribution to sustainable growth and improved profitability through their innova- tive skills. One prerequisite in this regard is a consistent strategic approach to the management of human re- sources, even in the event of changes in the legal frame- work. The BMW Group has put appropriate measures in place for such eventualities. Risk amounts and earnings impact in this category are measured on the basis of ex- tensive scenario analyses. If strategic and sector category risks were to materialise, they could have a high earnings impact over the two- year assessment period. The amounts of risk attached to strategic and sector-specific risks are classified as high. Strategic and sector opportunities Additions to the product and mobility portfolio and ex- pansion in growth regions are seen as the most im- portant opportunities for growth in the medium to long term. Remaining on growth course depends above all on the ability to develop innovative products and bring them to market. The introduction of the BMW i brand opens up new customer target groups for the Group and con- solidates the position of BMW as a sustainable, forward- looking brand. BMW i products can be seen as “empower- ment projects” for new technologies and processes, which may also benefit other vehicle concepts. The existing product portfolio has been expanded to include mobility services such as DriveNow, ChargeNow and ParkNow. In 2015, the BMW Group entered new segments with the BMW 2 Series Active Tourer and the 2 Series Gran Tourer. The market acceptance and sales volumes of product innovations that are either planned for the future or have recently been launched could turn out to be greater than predicted in the outlook. In the short term, however, any potentially positive impact is classified as insignificant. The long-term trend towards greater sustainability pro- vides opportunities to boost sales of sustainable products and, under the right circumstances, achieve better sell- ing prices. Innovations such as the BMW i3 and i8 in the field of electric mobility or Efficient Dynamics across the entire product portfolio provide excellent platforms for future growth. Potential also exists in engaging in new product and market categories and developing new cus- tomer target groups. New business models and coopera- tion arrangements with the BMW Group’s growing network of business partners often provide the best means to exploit these opportunities. Good examples are the implementation of the 360° ELECTRIC portfolio in the field of electric mobility, the partnership with Sixt in the field of mobility services, and collaboration with Toyota on developing a hydrogen fuel cell system. The BMW Group is constantly refining the tools it uses to recruit staff, encourage career development and re- tain employees within the Group. This environment of- fers people the ideal situation in which to develop their skills. If these measures generate greater benefits than currently expected, the BMW Group’s revenues, results of operations and cash flows can be positively impacted 73 COMBINED MANAGEMENT REPORT and forecasted figures surpassed. Creating a successful performance culture and developing the expertise and skill sets of both staff and managers alike throughout the organisation can also have a positive impact on both revenue and profitability. The BMW Group’s earnings can be positively affected in the short to medium term by changes in the legal envi- ronment. A possible reduction in tariff barriers, import restrictions or direct excise duties could lower the cost of materials for the BMW Group, also enabling products and services to be offered to customers at lower prices. Overall, strategic and sector opportunities capable of having a positive and sustainable impact on earnings are currently classified by the BMW Group as insignifi- cant. Risks and opportunities relating to operations Production- and technology-related risks Production stoppages and downtimes – in particular due to fire, but also to manufacturing and control equipment breakdowns or transportation and logistical disruptions – pose risks against which the BMW Group has put suit- able measures in place. From the outset, production structures and processes are designed with a view to minimising any potential damage and its probability of occurrence. The broad array of measures taken includes technical fire protection solutions, land development measures including contingencies against flooding, pre- ventative maintenance, spare parts management on a multi-site basis, and backup plans for alternative trans- portation. The level of risk is also reduced by the deploy- ment of flexible work-schedule models and employee time accounts, but also by the ability to develop indi- vidual models at additional sites if necessary, thus en- abling any backlog arising from production interruptions to be clawed back within a short time. Moreover, risks arising from business interruption and loss of production due to fire are also insured up to economically reason- able levels with underwriters of good credit standing. The development and production of technologically com- plex vehicles in high volumes is technically challenging and a source of potential quality risks. In order to achieve the outstanding level of quality expected of the BMW Group’s products and minimise both statutory and non-statutory warranty costs, it may possibly be necessary to incur a higher level of expenditure than originally forecast. There is also a risk of limited avail- ability of products, particularly around the time of new vehicle production start-ups. These risks are mitigated through quality assurance activities in the form of regu- lar audits and the continual improvement of quality management systems. The BMW Group also recognises appropriate provisions for both statutory and non- statutory warranty obligations. These provisions reduce the risk to the BMW Group’s earnings, a fact already taken into account in the forecast. Further information on risks in conjunction with provisions for statutory and non-statutory warranty obligations is provided in note 36 of the Group Financial Statements. If risks from the production- and technology-related risks category were to materialise, they could have a high negative earnings impact over the two-year assess- ment period. The level of risk attached to production- and technology-related issues is classified as medium. Production- and technology-related opportunities Opportunities could arise as a result of product- or pro- cess-related technological innovations, or from organi- sational changes designed to improve efficiency or increase competitiveness. In the field of lightweight construction, for example, carbon is being utilised in high volumes for the first time in the automobile indus- try in the construction of the BMW i3. During the year under report, the BMW Group went one step further by introducing the use of carbon in the BMW 7 Series, thereby generating competitive benefits in the form of lower fuel consumption and better driving dynamics through reduced vehicle weight. Given the long lead times involved in developing new products and processes, the BMW Group does not expect these opportunities to have a material impact on earnings during the forecast period. Purchasing risks Close cooperation between carmakers and automotive suppliers in the development and production of vehicles and the provision of services generates economic bene- fits, but also raises levels of dependency. The increasing trend towards modular-based production with a set of common architectures covering various models and product lines exacerbates the consequences of the loss of an individual supplier or failure to supply on time. As part of the supplier preselection process, the BMW Group is careful to ensure that its future business part- ners meet the same high ecological, social and corporate governance standards by which the BMW Group itself expects to be measured. The BMW Group Sustain- ability Standard, which contains a set of fundamental principles and standards covering both production and 74 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets non-production aspects relevant for bought-in goods and services, serves as the basis for the supplier net- work, including the requirement to comply with inter- nationally recognised human rights and applicable labour and social standards. The principal tool for en- suring compliance with the BMW Group Sustainability Standard is a three-stage sustainability and risk manage- ment approach comprising a BMW Group-specific sus- tainability risk filter, a sustainability questionnaire and a sustainability audit. In addition, the technical and finan cial capabilities of suppliers – especially those sup- plying for modular-based production – are continuously monitored during both the development and the pro- duction phases of the Group’s vehicles. Particular atten- tion is paid to the quality of parts. In order to attain the level of quality required, it may become necessary to invest in new technological concepts or discontinue planned innovations, with the consequence that the cost of materials could exceed levels incorporated in the forecast. Supplier sites are assessed for exposure to nat- ural hazards, such as floods or earthquakes, in order to identify supply risks at an early stage and implement appropriate countermeasures. Fire risks at series sup- pliers are evaluated by means of questionnaires and selective site inspections. Raw materials management procedures are in place to mitigate the risk of a produc- tion interruption due to shortages of supplies of critical raw materials. In order to reduce supply risks, the BMW Group works hard to minimise the input of raw materials or to use alternative raw materials as a sub- stitute. The increasingly complex nature of the supplier network, especially at the level of sub-suppliers, whose operations can only be indirectly influenced by the BMW Group, is a further potential cause of downtimes at supplier locations. Production problems incurred by suppliers could have adverse consequences for the BMW Group, ranging from increased expenditure to production interruptions and a corresponding reduc- tion in sales volume. If purchasing risks were to materialise, they could have a high negative earnings impact over the two-year as- sessment period. The level of risk attached to supply risk is classified as medium. developed by suppliers, in some cases leading to a broader range of products. By observing and playing a proactive role in developing global supplier markets, the BMW Group continuously strives to increase its competitiveness by working to- gether with the best providers in the global marketplace for products and services. Opportunities arise particu- larly in conjunction with the introduction of new and innovative production technologies and by capitalising on favourable location-specific cost factors that present themselves when local supplier structures are devel- oped nearby new and existing BMW Group production plants. The integration of previously unidentified innovations from the supplier market in the product range is a fur- ther source of opportunities. Innovative suppliers are offered a variety of options when drawing up contracts, in order to make it more attractive for those developing innovative solutions. At regular intervals, the BMW Group honours its most inventive supplier entities with the Supplier Innovation Award. The BMW Group does not expect these opportunities to have a material earnings impact over the two-year as- sessment period when compared to the assumptions made in the outlook. Risks relating to sales and marketing Changes in global economic conditions and increasingly protectionist trends are among the factors that could result in lower demand as well as fluctuations in the re- gional spread and composition of sales in terms of vehicles and mobility services. Risks relating to these developments can be reduced with the aid of flexible selling and production processes. At the same time, in- creased pressure on selling prices and margins caused by intense competition on the world’s markets, particu- larly in western Europe, the USA and China, requires constant analysis, including keeping an eye on develop- ments in grey market volumes from the USA to China. Selling price and margin risks are measured using a scenario approach, based on a bottom-up survey of the key sales markets and an analysis of historical data. Purchasing opportunities Global sourcing is seen as a key area for generating opportunities within the Purchasing and Supplier Net- work, whereby the BMW Group benefits from effi- ciency improvements and access to innovative solutions If sales and marketing risks were to materialise, they could have a high negative earnings impact over the two-year assessment period. The level of risk attached to sales and marketing risks is classified as high. 75 COMBINED MANAGEMENT REPORT Opportunities relating to sales and marketing The BMW Group focuses its selling capacities primarily on markets with the greatest sales volume and revenue potential and fastest growth rates. Developments in the field of digital communication and connectivity are also opening up opportunities for marketing the BMW Group’s various brands. Consumers can meanwhile be reached on a more targeted and individual basis, thus helping to strengthen long-term relationships and brand loyalty. Investment in both existing and new mar- keting concepts is firmly aimed at intensifying relation- ships with customers. A new online sales platform was introduced in Great Britain, for example, which enables customers to select, finance and buy their vehicles online. There will be no relaxing of efforts in the ac- tive search for new opportunities to create even greater added value for customers than currently expected, whilst at the same time looking for ways to boost sales volumes and achieve better selling prices. The BMW Group keeps track of the latest developments and trends in communication technology, including the use of social media and networks, in order to extend customer reach for its brands. The automotive-related business activities of technology companies are also closely followed (e. g. automated driving). The BMW Group’s brands are present on numerous platforms, such as Facebook, YouTube and Twitter. Digital communication can result in a more intense product and brand experience for customers, which could, in turn, have a positive impact on revenues and earnings. and the related assets are kept separate from those of the Group. The amount of funds required to finance pen- sion payments out of operations in the future is there- fore substantially reduced, since most of the Group’s pension obligations are settled out of pension fund assets. The pension assets of the BMW Group comprise interest-bearing securities, equities, real estate and other investment classes. Assets held by pension funds and trust arrangements are monitored continuously and managed on a risk-and-yield basis. A broad spread of investments also helps to mitigate risk. In order to re- duce fluctuations in pension funding shortfalls, invest- ments are structured to coincide with the timing of pension payments and the expected pattern of pension obligations. Remeasurements on the obligations and fund asset sides are recognised, net of deferred taxes, in “Other comprehensive income” and hence directly in equity (within revenue reserves). If risks relating to pension obligations were to materialise, they could have a high negative earnings impact over the two-year assessment period. The level of risk relating to pension obligations is classified as high. Within a favourable capital market environment, the return generated by pension assets may exceed expecta- tions and reduce the deficit of the relevant pension plans. This, in turn, could have a materially favourable impact on the net assets position and earnings perfor- mance of the BMW Group. The BMW Group considers that these opportunities will not have a material earnings impact over the two-year assessment period compared to the assumptions made in the outlook. Further information on risks in conjunction with pen- sion provisions is provided in note 35 of the Group Financial Statements. Risks and opportunities relating to pension obligations The BMW Group’s pension obligations to its employees resulting from defined benefit plans are measured on the basis of actuarial reports. Future pension payments are discounted by reference to market yields on high- quality corporate bonds. These yields are subject to market fluctuation and therefore influence the level of pension obligations. Changes in other parameters, such as rises in inflation and longer life expectancy, also im- pact pension obligations and payments. Opportunities and risks arise depending on the nature and scale of changes in these parameters. Most of the BMW Group’s pension obligations are managed in external pension funds or trust arrangements Risks and opportunities relating to information, data protection and IT systems Information technology (IT) is used to an increasing extent in every aspect of the business. In this context, the significance of electronically processed data and the availability of IT systems is constantly growing. These developments create opportunities on the one hand, whilst also posing a source of risk on the other. Information, data protection and IT risks The BMW Group could incur damage if the confiden- tiality or integrity of sensitive information, data and systems were to be compromised and / or availability re- stricted. One of the direct consequences of such an eventuality would be additional expense incurred to re- cover data and restore systems. Such eventualities could 76 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets also possibly have a negative impact on operating per- formance due to the non-availability of products and services or even downtimes in the production of spare parts and / or vehicles. Indirectly, the BMW Group could also be exposed to unquantifiable reputational risks. Risk management procedures include the systematic documentation of all informational and IT risks, regu- lar monitoring, and the implementation of appropriate measures by the departments responsible. Technical data protection procedures include virus scanners, fire- wall systems, access authorisation controls at both oper- ating system and application level, regular data back- ups and data encryption. Regular analyses and controls (for example the testing of data protection requirements) and rigorous security management ensure a high level of security. The demands placed on IT facilities, both externally and internally, are changing at a breathtaking pace in the face of technological developments. Potential risks are therefore investigated continuously and appropriate measures put in place in order to either prevent them or minimise their impact. Despite regular testing and the whole gamut of preventative security measures em- ployed, it is nevertheless impossible to rule out risks completely in this area. Great emphasis is placed on protecting both business information and employee and customer data from un- authorised access and / or misuse. Data security based on International Security Standard ISO / IEC 27001 is an integral component in all business processes. Per- sonal data is protected in accordance with the stringent requirements of the EU Data Protection Directive and the Federal Data Protection Act (Bundes daten schutz- gesetz – BDSG). All employees are required to treat confidential infor- mation (such as customer and employee data) in an ap- propriate manner, ensure that information systems are properly used and that risks are handled with the ut- most transparency. Uniform requirements, documented in a coordinated and comprehensive set of principles, guidelines and work instructions, are applicable group- wide. Regular communication and awareness-raising activities create a high degree of security and risk con- sciousness among the employees involved. Employees receive training to ensure compliance with the applicable requirements and in-house rules. Responsibility for data protection in each Group entity lies with the Board of Management (of BMW AG) or the relevant company management team. Local Data Privacy Protection Officers are embedded in each of the Group’s entities. In the case of cooperation arrangements and business partner relationships, the BMW Group protects its intellectual property as well as customer and em- ployee data by stipulating clear instructions with regard to data protection and the use of information technology. Information pertaining to key areas of expertise as well as sensitive personal data are subject to particularly strin- gent security measures. In a clear signal to employees, customers and Europe’s data protection authorities that data protection is taken very seriously, the Board of Management of BMW AG has resolved a set of Binding Corporate Rules governing the handling of employee data. If information, data protection and IT risks were to materialise, they could have a medium earnings impact over the two-year assessment period. The levels of risk attached to information, data protection and IT risks are classified as medium. Information, data protection and IT opportunities Conversely, the deployment of information technology also opens up a great many opportunities for the BMW Group. New approaches to production and energy sup- ply systems currently being investigated in the context of the Industrial Internet (“Industrie 4.0”) are generat- ing significant efficiency improvements and resulting in greater sustainability. The range of services and apps on offer to customers via Connected Drive is constantly being expanded and updated. The BMW 7 Series offers the comfort of partially automated driving functions with the optional Driving Assistant Plus feature. The pur- chase of a stake in HERE mapping service was an im- portant step for the next generation of mobility and location-based services. For the automobile sector, it serves as the basis for a variety of new customer-oriented functions, ranging from innovative assistance systems through to fully automated driving. The BMW Group does not expect these opportunities to have a material earnings impact over the two-year 77 COMBINED MANAGEMENT REPORT assessment period compared to the assumptions made in the outlook. The principal objective of these management processes is to increase planning reliability for the BMW Group. Financial risks and risks relating to the use of financial instruments Currency risks and opportunities As an internationally operating enterprise, the BMW Group conducts business in a variety of currencies, thus giving rise to currency risks and opportunities. Since a substantial portion of Group revenues is generated out- side the eurozone (particularly in China and the USA) and the procurement of production material and fund- ing is also organised on a worldwide basis, fluctuations in exchange rates can play a significant role for Group earnings. Cash-flow-at-risk models and scenario analyses are used to measure currency risks and opportunities. Operational currency management is based on the results provided by these tools. In 2015 the Chinese renminbi, the US dollar, the British pound, the Russian rouble and the Japanese yen constituted approximately 70 % of the total foreign currency exposure of the BMW Group. The BMW Group manages currency risks at both strate- gic (medium and long term) and operating levels (short and medium term). Medium- and long-term measures include increasing production volumes in non-euro-re- gion countries (natural hedging) and increasing purchase volumes denominated in foreign currencies. Construct- ing new plants in countries such as the USA, China or Brazil has also helped reduce foreign currency expo- sures. Currency risks are managed in the short to me- dium term and for operational purposes by means of hedging. Hedging transactions are entered into only with financial partners of good credit standing. Opportunities are also secured through the deployment of options. Counterparty risk management procedures are carried out continuously in order to monitor the creditworthi- ness of business partners. If currency risks were to materialise, they could have a high earnings impact over the two-year assessment period. A high level of risk is attached to currency risks. Significant opportunities can arise if currency develop- ments are favourable for the BMW Group. Price risks and opportunities relating to precious metals (platinum, palladium, rhodium) and non-ferrous metals (aluminium, copper, lead) and, to some extent, to steel and steel ingredients (iron ore, coke / coal) and energy (gas, electricity) are hedged using financial derivatives and / or supply contracts with fixed pricing arrangements. If risks relating to raw materials were to materialise, they could have a medium earnings impact over the two-year assessment period. A high level of risk is at- tached to risks relating to raw materials. Conversely, significant opportunities can arise if prices of raw materials develop favourably for the BMW Group. Liquidity risks Based on experience gained during the financial crisis, a minimum liquidity concept has been developed and is rigorously adhered to. Solvency is assured at all times throughout the BMW Group by maintaining a liquidity reserve and by the broad diversification of refinancing sources. The liquidity position is monitored continu- ously at a separate entity level and managed by means of a cash flow requirements and sourcing forecast system in place throughout the Group. Liquidity risks may be reflected in rising refinancing costs. They may also manifest themselves in restricted access to funds as a consequence of the general market situation or the de- fault of individual banks. The major part of the Finan- cial Services segment’s credit financing and lease busi- ness is refinanced on capital markets. Thanks to its excellent creditworthiness, the BMW Group has good access to financial markets and, as in previous years, was able to raise funds at good conditions during the year under report, reflecting a diversified refinancing strategy and the solid liquidity and earnings base of the BMW Group. Internationally recognised rating agencies have additionally confirmed the BMW Group’s strong creditworthiness. Risks and opportunities relating to raw materials Changes in prices of raw materials are monitored on the basis of a set of well-defined management procedures. If liquidity risks were to materialise, they could have a low earnings impact over the two-year assessment period. The risk of incurring liquidity risk is classified as low – including the risk of the BMW Group’s rating 78 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets being downgraded and any ensuing deterioration in financing conditions. A description of the methods applied for risk measure- ment and hedging in conjunction with currency and commodity risks is provided in note 42 of the Group Finan cial Statements. If the relevant recognition criteria are fulfilled, derivatives used by the BMW Group as hedges are accounted for as hedging relationships. Further information on risks in conjunction with finan- cial instruments is provided in note 42 to the Group Financial Statements. Risks and opportunities relating to the Financial Services segment The categories of risk relating to the provision of finan- cial services are credit and counterparty risk, residual value risk, interest rate risk, liquidity risk and opera- tional risk. In order to identify, measure, manage and monitor these risks, a variety of internal methods has been developed based on regulatory environment re- quirements (such as Basel III) and which comply with both national and international standards. The adopted risk strategy, in combination with a set of strategic prin- ciples and rules derived from regulatory requirements, serve as the basis for risk management within the Finan- cial Services segment. At the heart of the risk manage- ment process is a clear division between front- and back-office activities and a comprehensive internal con- trol system. The key risk management tool employed within the Financial Services segment is aimed at en- suring that the Group’s risk-bearing capacity is not ex- ceeded. In this context, all risks (defined as “unexpected losses”) must be covered at all times by an appropriate asset cushion in the form of equity capital. Unexpected losses are measured using a variety of value-at-risk tech- niques that have been developed for each risk category. The appropriateness of these techniques is tested at reg- ular intervals. Risks are aggregated after taking account of correlation effects. The total amount of risks calculated in this way is then compared with the so-called “risk coverage amount”, i.e. the resources allocated to cover risks. The risk coverage amount is determined on the basis of the Financial Services segment’s willingness to take risks. The segment’s risk-bearing capacity is moni- tored continuously with the aid of an integrated limit system that also differentiates between the various risk categories. The segment’s total risk exposure was covered at all times during the past year by the available risk- coverage volumes. Credit and counterparty risks and opportunities Credit and counterparty default risk arises within the Financial Services segment if a contractual partner (i. e. a customer or dealer) either becomes unable or only partially able to fulfil its contractual obligations, such that either lower income is generated or losses are in- curred. The Financial Services segment uses a variety of rating systems in order to assess the creditworthiness of its contractual partners. Credit risks are managed at the time of the initial credit decision on the basis of a calculation of the present value of standard risk costs and subsequently, during the term of the credit, by using a range of risk provisioning techniques to cover risks emanating from changes in customer creditworthi- ness. In this context, individual customers are classified by category each month on the basis of their current contractual status, and appropriate levels of allowance recognised in accordance with that classification. If economies develop more favourably than assumed in the outlook, there is a chance that credit losses may be re- duced and earnings improved accordingly. If credit and counterparty risks were to materialise, they could have a medium earnings impact over the two- year assessment period. The level of risk attached to credit and counterparty risks is classified as high. The BMW Group classifies potential opportunities in this area as significant. Residual value risks and opportunities Risks and opportunities arise in conjunction with lease contracts if the market value of a leased vehicle at the end of the contractual term of a lease differs from the residual value estimated at the inception of the lease and factored into the lease payments. A residual value risk exists if the expected market value of the vehicle at the end of the contractual term is lower than its estimated residual value at the date the contract is entered into. Each vehicle’s estimated residual value is calculated on the basis of historical external and inter- nal data and used to predict the expected market value of the vehicle at the end of the contractual period. As part of the process of managing residual value risks, a calculation is performed at the inception of each con- tract to determine the net present value of risk costs. Market developments are observed throughout the con- tractual period and the risk assessment updated appro- priately. 79 COMBINED MANAGEMENT REPORT If residual value risks were to materialise, they could have a high earnings impact over the two-year assess- ment period. A medium earnings impact would then arise for the segments affected (Financial Services and Automotive). The level of risk is classified as high for the Group as a whole. The BMW Group classifies potential residual value op- portunities as significant. Interest rate risks and opportunities Interest rate risks in the Financial Services segment re- late to potential losses caused by changes in market interest rates and can arise when fixed interest rate pe- riods for assets and liabilities recognised in the balance sheet do not match. Interest rate risks in the Financial Services line of business are managed by raising refi- nancing funds with matching maturities and by em- ploying interest rate derivatives. If risks relating to interest rate risks were to materialise, they could have a medium earnings impact over the two-year assessment period. The level of risk attached to interest rate risks is classified as high. Interest rate developments that are positive compared to the forecast constitute interest rate opportunities which the BMW Group classifies as significant. If the relevant recognition criteria are fulfilled, deriva- tives used by the BMW Group are accounted for as hedging relationships. Further information on risks in conjunction with financial instruments is provided in note 42 to the Group Financial Statements. Liquidity and operational risks in the Financial Services segment Use of the “matched funding principle” to finance the Financial Services segment’s operations eliminates li- quidity risks to a large extent. Regular measurement and monitoring ensure that cash inflows and outflows from transactions in varying maturity cycles and cur- rencies offset each other. The relevant procedures are incorporated in the BMW Group’s target liquidity con- cept. Operational risks are defined in the Financial Services segment as the risk of losses arising as a conse- quence of the inappropriateness or failure of internal procedures (process risks), people (personnel-related risks), systems (infrastructure and IT risks) and external events (external risks). These four categories of risk also include related legal and reputational risks. The com- prehensive recording and measurement of risk scenarios, loss events and countermeasures in the Operational Risk Management Suite (OpRisk-Suite) provides the ba- sis for a systematic analysis and management of poten- tial and / or actual operational risks. Annual self-assess- ments are also carried out. If operational risks were to materialise, they could have a low earnings impact over the two-year assessment period. The level of risk attached to operational risks is classified as medium. Legal risks Compliance with the law is a basic prerequisite for the success of the BMW Group. Current law provides the binding framework for the BMW Group’s various busi- ness activities around the world. The growing interna- tional scale of the BMW Group’s operations, the com- plexity of the business world and the whole gamut of complex legal regulations increase the risk of laws not being adhered to, simply because they are either not known or not fully understood. The BMW Group has established a Compliance Organi- sation aimed at ensuring that its representative bodies, managers and staff act in a lawful manner at all times. Further information on the BMW Group’s Compliance Organisation can be found in the section “Corporate Governance”. Like all internationally operating enterprises, the BMW Group is confronted with legal disputes relating, in particular, to warranty claims, product liability, infringe- ments of protected rights and proceedings initiated by government agencies. Any of these matters could, among other outcomes, have an adverse impact on the Group’s reputation. Such proceedings are typical for the sector and can arise as a consequence of realigning product or purchasing strategies to suit changed market conditions. Particularly in the US market, class action lawsuits and product liability risks can have substantial financial consequences and cause damage to the Group’s public image. The high quality of the Group’s products, which is ensured by regular quality audits and ongoing improvement measures, helps reduce this risk. The BMW Group recognises appropriate levels of pro- vision for lawsuits. A part of these risks, particularly re- garding the US market, is insured where this makes on the BMW Group’s results of operations, financial position and net assets, as well as on its reputation. A comprehensive risk management system is in place to ensure that the BMW Group successfully manages risks to the greatest extent possible. In addition, the opportu- nities described above could potentially help the BMW Group to achieve its targets and forecasts. From today’s perspective, management does not see any threat to the BMW Group’s going-concern status. As in the previous year, identified risks are considered to be manageable, but could – just like opportunities – have an impact on the BMW Group’s forecasts if they were to materialise. The BMW Group’s liquidity is stable and all cash requirements are currently covered by available funds and accessible credit lines. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 80 business sense. The application of more rigorous con- sumer regulations or the stricter interpretation of exist- ing regulations could result in a greater number of recalls. Some risks, however, either cannot be estimated or only to a limited extent. In other cases, the incurrence of ex- penses or losses may only be considered possible, but not probable. Such items are reported as contingent lia- bilities. It cannot be ruled out, however, that losses from damages could arise that are either not covered or not fully covered by insurance policies or provisions, or which are only reported as contingent liabilities. In ac- cordance with IAS 37 (Provisions, Contingent Liabilities and Contingent Assets), the required information is not provided if the BMW Group concludes that disclosure of the information could seriously prejudice the out- come of the relevant legal proceedings. Further informa- tion on contingent liabilities is provided in note 41 to the Group Financial Statements. If legal risks were to materialise, they could have a low earnings impact over the two-year assessment period. The level of risk attached to legal risks is classified as low. However, it cannot be ruled out that new legal risks, as yet unidentified, could materialise that could have a high impact on the BMW Group’s results of operations and financial condition. Overall assessment of the risk and opportunities situation The overall risk assessment is based on a consolidated view of all significant individual risks and opportuni- ties. In terms of strategic and sector-specific risks, the BMW Group has identified a higher level of risk, par- ticularly in connection with the trend towards stricter statutory regulations. Operational risks on the purchas- ing side are decreasing, thanks to the successful imple- mentation of cost-cutting measures. The level of risk attached to the category “Risks relating to the Financial Services segment” has increased as a result of the grow- ing size of the portfolio. In view of these changes, the overall risk situation for the BMW Group has increased compared to the previous year. In addition to the risk categories described above, un- foreseeable events could possibly have a negative impact 81 COMBINED MANAGEMENT REPORT Internal Control System* and Risk Management System Relevant for the Financial Reporting Process The internal control system in place throughout the BMW Group is aimed at ensuring the effectiveness of operations. It makes an important contribution towards ensuring compliance with the laws that apply to the BMW Group as well as providing assurance on the pro- priety and reliability of internal and external financial reporting. The internal control system is therefore a significant factor in the management of process risks. The principal features of the internal control system and the risk management system, as far as they relate to individual entity and Group financial reporting pro- cesses, are described below. Information and communication One component of the internal control system is that of “Information and Communication”. It ensures that all the information needed to achieve the objectives set for the internal control system is made available to those responsible in an appropriate and timely manner. Infor- mation relevant for the various financial reporting pro- cesses – at BMW AG, other consolidated Group entities and for the BMW Group as a whole – is set out pri- marily in organisational manuals, internal and external financial reporting guidelines, accounting manuals and training documentation. This information, which can be accessed at all levels via the BMW Group’s intranet system, provide the framework for ensuring that the relevant rules are applied consistently throughout the Group. The quality and relevance of these instructions are ensured by regular review as well as by continuous communication between the relevant departments. Organisational measures All financial reporting processes (including Group finan- cial reporting processes) are structured in organisa- tional terms in accordance with the principle of segrega- tion of duties, thus making an important contribution to the early identification of errors and the prevention of potential wrongdoing. Regular comparison of inter- nal forecasts and external financial reports, for example, improves the quality of financial reporting. Moreover, the internal audit department, in its capacity as a pro- cess-independent function, tests and assesses the effec- tiveness of the internal control system and proposes improvements where appropriate. Controls Extensive controls are carried out by managers and staff in all financial reporting processes at an individual entity and Group level, thus ensuring that legal require- ments and internal guidelines are complied with and that all business transactions are properly executed. Con- trols are also carried out with the aid of IT applications, thus reducing the incidence of process risks. Moreover, the performance of controls on accounts deemed to be exposed to risk are subject to additional monitoring. IT authorisations All IT applications used in financial reporting processes throughout the BMW Group are subject to access re- strictions, allowing only authorised persons to gain ac- cess to systems and data in a controlled environment. Access authorisations are allocated on the basis of the nature of the duties to be performed. In addition, IT processes are designed and authorisations allocated using the dual control principle, as a result of which, for instance, requests cannot be submitted and approved by the same person. Technical monitoring procedures are also in place to ensure appropriate authorisation security throughout all IT systems. Internal control training for employees All employees are appropriately trained to carry out their duties and kept informed of any changes in regula- tions or processes that affect them. Managers and staff also have access to detailed best-practice descriptions relating to risks and controls in the various processes, thus increasing risk awareness at all levels. As a conse- quence, the internal control system can be evaluated regularly and further improved as necessary. Employees can, at any time and independently, deepen their un- derstanding of control methods and design using an information platform that is accessible throughout the entire Group. Evaluating the effectiveness of the internal control system Responsibilities for ensuring the effectiveness of the in- ternal control system in relation to individual entity * Disclosures pursuant to § 289 (5) HGB and § 315 (2) no. 5 HGB. 82 and Group financial reporting processes are clearly de- fined and allocated to the relevant managers and are subject to internal audits (e. g. management self-audits, internal audit department findings). Data analysis tools are also employed to identify risks relating to business transactions. Continuous revision and further develop- ment ensures the effectiveness of the internal control system. Group entities are required to confirm regularly as part of their reporting duties that the internal con- trol system is functioning properly. Effective measures are implemented whenever weaknesses are identified and reported. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 83 COMBINED MANAGEMENT REPORT Disclosures Relevant for Takeovers1 and Explanatory Comments Composition of subscribed capital The subscribed capital (share capital) of BMW AG amounted to € 656,804,600 (2014: € 656,494,740) at 31 December 2015 and, in accordance with Article 4 no. 1 of the Articles of Incorporation, is sub-divided into 601,995,196 shares of common stock (91.66 %) (2014: 601,995,196; 91.70 %) each with a par value of €1, and 54,809,404 (8.34 %) (2014: 54,499,544; 8.30 %) shares of non-voting preferred stock, each with a par value of €1. The Company’s shares are issued to bearer. The rights and duties of shareholders derive from the German Stock Corporation Act (AktG) in conjunction with the Company’s Articles of Incorporation, the full text of which is available at www.bmwgroup.com. The right of shareholders to have their shares evidenced is excluded in accordance with the Articles of Incorpora- tion. The voting power attached to each share corre- sponds to its par value. Each €1 of par value of share capital represented in a vote entitles the holder to one vote (Article 18 no. 1 of the Articles of Incorporation). The Company’s shares of preferred stock are shares within the meaning of § 139 et seq. AktG, which carry a cumulative preferential right in terms of the allocation of profit and for which voting rights are normally ex- cluded. These shares only confer voting rights in excep- tional cases stipulated by law, in particular when the preference amount has not been paid or has not been fully paid in one year and the arrears are not paid in the subsequent year alongside the full preference amount due for that year. With the exception of voting rights, holders of shares of preferred stock are entitled to the same rights as holders of shares of common stock. Article 24 of the Articles of Incorporation confers pref- erential treatment to the non-voting shares of preferred stock with regard to the appropriation of the Com- pany’s unappropriated profit. Accordingly, the unap- propriated profit is required to be appropriated in the following order: (a) subsequent payment of any arrears on dividends on non-voting preferred shares in the order of accrue- ment, (b) payment of an additional dividend of € 0.02 per € 1 par value on non-voting preferred shares and (c) uniform payment of any other dividends on shares on common and preferred stock, provided the shareholders do not resolve otherwise at the Annual General Meeting. Restrictions on voting rights or the transfer of shares As well as shares of common stock, the Company has also issued non-voting shares of preferred stock. Fur- ther information relating to this can be found above in the section “Composition of subscribed capital”. When the Company issues non-voting shares of pre- ferred stock to employees in conjunction with its Em- ployee Share Programme, these shares are subject as a general rule to a company-imposed vesting period of four years, measured from the beginning of the calen- dar year in which the shares are issued. Contractual holding period arrangements also apply to shares of common stock required to be acquired by Board of Management members and certain senior de- partment heads in conjunction with the share-based remuneration programmes (Compensation Report of the Corporate Governance section; note 19 to the Group Financial Statements). Direct or indirect investments in capital exceeding 10 % of voting rights Based on the information available to the Company, the following direct or indirect holdings exceeding 10 % of the voting rights at the end of the reporting period were held at the date stated2: Stefan Quandt, Germany Susanne Klatten, Germany AQTON SE, Bad Homburg v. d. Höhe, Germany Johanna Quandt GmbH, Bad Homburg v. d. Höhe, Germany Johanna Quandt GmbH & Co. KG für Automobilwerte, Bad Homburg v. d. Höhe, Germany Susanne Klatten Beteiligungs GmbH, Bad Homburg v. d. Höhe, Germany Direct share of voting rights (%) Indirect share of voting rights (%) 33.83, 4 28.93, 5 16.46 0.2 0.2 17.4 16.4 12.6 1 Disclosures pursuant to § 289 (4) HGB and § 315 (4) HGB. 2 Based on voluntary notifications provided by the listed shareholders as at 31 December 2015. 3 Voting rights held indirectly by the joint heirs of the Johanna Quandt estate are attributed in full in both cases to Stefan Quandt and Susanne Klatten. 4 Controlled entities, of which 3 % or more are attributed: Johanna Quandt GmbH, Johanna Quandt GmbH & Co. KG für Automobilwerte, AQTON SE. 5 Controlled entities, of which 3 % or more are attributed: Johanna Quandt GmbH, Johanna Quandt GmbH, Johanna Quandt GmbH & Co. KG für Automobilwerte, Susanne Klatten Beteiligungs GmbH. 6 Controlled entities, of which 3 % or more are attributed: Johanna Quandt GmbH & Co. KG für Automobilwerte. 84 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets The voting power percentages disclosed above may have changed subsequent to the stated date if these changes were not required to be reported to the Company. Due to the fact that the Company’s shares are issued to bearer, the Company is generally only aware of changes in shareholdings if such changes are subject to mandatory notification rules. Shares with special rights which confer control rights There are no shares with special rights which confer control rights. System of control over voting rights when employees participate in capital and do not exercise their control rights directly Like all other shareholders, employees exercise their control rights pertaining to shares they have acquired in conjunction with the Employee Share Programme and / or the share-based remuneration programme directly on the basis of relevant legal provisions and the Company’s Articles of Incorporation. Statutory regulations and Articles of Incorporation provisions with regard to the appointment and removal of members of the Board of Management and changes to the Articles of Incorporation The appointment or removal of members of the Board of Management is based on the rules contained in § 84 et seq. AktG in conjunction with § 31 of the German Co-Determination Act (MitbestG). Amendments to the Articles of Incorporation must comply with § 179 et seq. AktG. All amendments must be decided upon by the shareholders at the Annual General Meeting (§ 119 (1) no. 5, § 179 (1) AktG). The Supervisory Board is authorised to approve amend- ments to the Articles of Incorporation which only affect its wording (Article 14 no. 3 of the Articles of Incorpo- ration). Resolutions are passed at the Annual General Meeting by simple majority of shares unless otherwise explicitly required by binding provisions of law or, when a majority of share capital is required, by simple majority of shares represented in the vote (Article 20 no.1 of the Articles of Incorporation). Authorisations given to the Board of Management in particular with respect to the issuing or buying back of shares The Board of Management is authorised to buy back shares and sell repurchased shares in situations specified in § 71 AktG, e. g. to avert serious and imminent damage to the Company and / or to offer shares to persons em- ployed or previously employed by BMW AG or one of its affiliated companies. In accordance with the resolution passed at the Annual General Meeting on 15 May 2014, the Board of Manage- ment is also authorised – up to 14 May 2019 – to acquire shares of non-voting preferred stock of the Company via the stock exchange, up to a maximum of 1 % of the share capital existing at the date of the resolution. The consideration paid by the Company per share of non- voting preferred stock (excluding transaction costs) may not be more than 10 % above or below the market price determined by the opening auction on the date of trad- ing of the stock in the Xetra trading system (or a suc- cessor system having a comparable function). Moreover, the Board of Management is authorised to use the ac- quired Company’s own shares of non-voting preferred stock for all legally admissible purposes, specifically in- cluding the right to offer and transfer shares to persons employed by the Company or one of its affiliated com- panies up to a proportionate amount of € 5 million of share capital. The subscription rights of existing share- holders to the new shares of preferred stock used for the purpose stated above are excluded. The authorisa- tions may also be exercised in parts on more than one occasion. In accordance with § 4 no. 5 of the Articles of Incorpo- ration, the Board of Management is authorised – with the approval of the Supervisory Board – to increase BMW AG’s share capital during the period until 14 May 2019 by up to € 4,450,383 for the purposes of an Em- ployee Share Programme by issuing new non-voting shares of preferred stock, which carry the same rights as existing non-voting preferred stock, in return for cash contributions (Authorised Capital 2014). Existing shareholders may not subscribe to the new shares. No conditional capital is in place at the reporting date. Significant agreements entered into by the Company subject to control change clauses in the event of a takeover bid The BMW AG is party to the following major agreements which contain provisions for the event of a change in control or the acquisition of control as a result of a take- over bid: – An agreement concluded with an international con- sortium of banks relating to a syndicated credit line 85 COMBINED MANAGEMENT REPORT (which was not being utilised at the balance sheet date) entitles the lending banks to give extraordinary notice to terminate the credit line (such that all out- standing amounts, including interest, would fall due immediately) if one or more parties jointly acquire direct or indirect control of BMW AG. The term “con- trol” is defined as the acquisition of more than 50 % of the share capital of BMW AG, the right to receive more than 50 % of the dividend or the right to direct the affairs of the Company or appoint the majority of members of the Supervisory Board. – A cooperation agreement concluded with Peugeot SA relating to the joint development and production of a new family of small (1 to 1.6 litre) petrol-driven en- gines entitles each of the cooperation partners to give extraordinary notification of termination in the event of a competitor acquiring control over the other con- tractual party and if any concerns of the other con- tractual party concerning the impact of the change of control on the cooperation arrangements are not allayed during the subsequent discussion process. – BMW AG acts as guarantor for all obligations arising from the joint venture agreement relating to BMW Brilliance Automotive Ltd. in China. This agreement grants an extraordinary right of termination to either joint venture partner in the event that, either directly or indirectly, more than 25 % of the shares of the other party are acquired by a third party or the other party is merged with another legal entity. The termi- nation of the joint venture agreement may result in the sale of the shares to the other joint venture part- ner or in the liquidation of the joint venture entity. – Framework agreements are in place with financial in- stitutions and banks (ISDA Master Agreements) with respect to trading activities with derivative financial instruments. Each of these agreements includes an extraordinary right of termination which triggers the immediate settlement of all current transactions in the event that the creditworthiness of the party in- volved is materially weaker following a direct or indi- rect acquisition of beneficially owned equity capital which confers the power to elect a majority of the Supervisory Board of a contractual party or any other ownership interest that enables the acquirer to exer- cise control over a contractual party or which consti- tutes a merger or a transfer of net assets. – Financing agreements in place with the European Investment Bank (EIB) entitle the EIB to request early repayment of the loan in the event of an imminent or actual change in control at the level of BMW AG (partially in the capacity of guarantor and partially in the capacity of borrower), if the EIB has reason to assume – after the change in control has taken place or 30 days after it has made a request to discuss the situation – that the change in control could have a significantly adverse impact or if the borrower refuses to hold any such discussions. A change in control of BMW AG arises if one or more individuals take over or lose control of BMW AG, with control being defined in the above-mentioned financing agreements as (i) holding or having control over more than 50 % of the voting rights, (ii) the right to stipulate the majority of the members of the Board of Management or Super visory Board, (iii) the right to receive more than 50 % of dividends payable or (iv) any other comparable controlling influence over BMW AG. – BMW AG is party to an agreement with SGL Carbon SE, Wiesbaden, relating to the joint operations SGL Automotive Carbon Fibers LLC, Delaware, USA and SGL Automotive Carbon Fibers GmbH & Co. KG, Munich. The agreement includes call and put rights in case – either directly or indirectly – 50 % or more of the voting rights relating to the relevant other share- holder of the joint operations are acquired by a third party, or if 25 % of such voting rights have been ac- quired by a third party if that third party is a com- petitor of the party that has not been affected by the acquisition of the voting rights. In the event of such acquisitions of voting rights by a third party, the non- affected shareholder has the right to purchase the shares of the joint operations from the affected share- holder or to require the affected party to acquire the other shareholder’s shares. – The framework cooperation agreement entered into by BMW AG and Sixt SE (as well as other BMW and Sixt entities), relating to the foundation and operation of the car sharing joint venture DriveNow, may be terminated by Sixt SE if a car hire company acquires more than 50 % of the shares of common stock of BMW AG. In the event of such a termination, Sixt SE may, at its own discretion, stipulate the sale of BMW’s interest in the joint venture to Sixt SE or the pur- chase of Sixt’s interest in the joint venture by BMW AG or one its subsidiaries. – An engine supply agreement between BMW AG and Toyota Motor Europe SA relating to the sale of diesel engines entitles each of the contractual parties to give extraordinary notification of termination in the event that one of the contractual parties merges with an- other company or is taken over by another company. 86 – In accordance with the agreement between BMW AG, Daimler AG and AUDI AG pertaining to the acqui- sition of entities of the HERE Group and the related foundation of There Holding B.V., each contractual party is required to offer its shares in There Holding B.V. for sale to the other shareholders in the event of a change in control. If neither of the other two parties acquire these shares, these other parties are entitled to resolve that There Holding B.V. be dis- solved. Compensation agreements with members of the Board of Management or with employees in the event of a takeover bid The BMW Group has not concluded any compensation agreements with members of the Board of Management or with employees for situations involving a takeover offer. 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets 87 COMBINED MANAGEMENT REPORT BMW Stock and Capital Markets in 2015 BMW shares of common stock climbed to a new record high of € 122.60 during 2015. The BMW Group contin- ues to have the best ratings in the European automobile sector, enabling it to benefit from excellent access to in- ternational capital markets. Volatile stock markets in 2015 The 2015 stock market year was influenced by the slow- down of the Chinese economy, the weakness of the euro against the US dollar and the depreciation in value of the Chinese renminbi. The Greek debt crisis and the monetary policies pursued by the US Federal Reserve Bank were sources of additional uncertainty for inves- tors. Even the bond-buying programme put in place by the ECB in the first quarter, initially lauded by capital markets, was unable to fully counteract the negative con- sequences of these events. However, thanks to the im- proved mood towards the year-end, most stock markets recorded a gain for the twelve-month period. At the beginning of 2015, the ECB’s expansionary mone- tary policies prompted an upturn in Europe’s capital markets. The loss in value of the euro against the US dollar provided a boost for European exports and con- tributed to a more amenable stock market climate. This initial momentum was overshadowed in the second quarter by the renewed flare-up of the debt crisis in Greece, news of China’s faltering economy, and the Ukraine crisis. The Chinese government revised down its growth forecast for the domestic economy for 2015 from 7.5 % to 7.0 %. The Greek sovereign debt crisis took another turn for the worse in June, putting a further dampener on sentiment among investors. The financial situation in Greece eased in the third quarter, following Development of BMW stock compared to stock exchange indices (Index: December 2010 = 100) Development of BMW stock compared to stock exchange indices since 30 December 2010 in % 240 200 160 120 80 40 BMW preferred stock BMW common stock Prime Automobile DAX 201.1 165.9 187.9 155.4 the authorisation of a further rescue package. However, the Chinese government’s announcement of its inten- tion to devalue the renminbi triggered further shock waves on the world’s capital markets. Moreover, news of the manipulation of competitors’ diesel and petrol engines at the end of the third quarter had a negative effect on investor sentiment with respect to the auto- mobile industry as a whole. The general mood on stock markets proceeded to turn yet again during the final three months of the year. The ECB’s announcement that it is was considering expanding the scale of cheap money within the euro region and the news of a renewed re- duction in the reference interest rate by the Chinese government fuelled the hopes of investors that the global economy could pick up. As a consequence, the DAX and the EURO STOXX 50 finished the year with a tangi- ble gain, despite the losses arising in the interim period. 250 225 200 175 150 125 100 75 50 BMW preferred stock Prime Automobile BMW common stock DAX 11 12 13 14 15 BMW preferred stock Prime Automobile BMW common stock DAX 88 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers and Explanatory Comments 87 BMW Stock and Capital Markets Against this background, the DAX reached a new all- time high of 12,375 points in April. The slowdown of the Chinese economy and the debate regarding the manipulation of exhaust emissions of competitors had a strong negative subsequent influence on the index. The low for the year of 9,428 points was recorded in Sep- tember. Following an upturn in the market environment, the DAX finished the year at 10,743 points, up 9.6 % for the twelve-month period. The EURO STOXX 50 recorded a gain of 3.9 % in 2015, closing at 3,268 points on 31 December. The Prime Automobile Index performed even better, gain- ing 7.1 % over the year under report to reach 1,596 points. In March, BMW common stock climbed initially to reach a new high of € 122.60. After falling back to a low for the year of € 75.68 in September, it regained momentum in the fourth quarter, finishing the year at € 97.63, 8.8 % higher than at the end of 2014. BMW preferred stock gained 14.1 % in value compared to its closing price at the end of the previous year. At the end of the stock market year it stood at € 77.41 after recording a new all- time high of € 92.19 in March. With a market capitalisation of approximately € 63 bil- lion, the BMW Group was among the ten most valuable German enterprises listed on the stock market at the end of 2015. Employee Share Programme BMW AG has enabled its employees to participate in its success for more than 40 years. Since 1989, this participation has taken the form of an Employee Share Programme. A total of 309,944 shares of preferred stock were issued to employees as part of this programme in 2015. BMW stock Common stock Number of shares in 1,000 Stock exchange price in €1 Year-end closing price High Low Preferred stock Number of shares in 1,000 Stock exchange price in €1 Year-end closing price High Low Key data per share in € Dividend Common stock Preferred stock Earnings per share of common stock 3 Earnings per share of preferred stock 4 Operating cash flow Automotive segment Equity 1 Xetra closing prices. 2 Proposed by management. 3 Annual average weighted amount. 4 Stock weighted according to dividend entitlements. 2015 2014 2013 2012 2011 601,995 601,995 601,995 601,995 601,995 97.63 122.60 75.68 89.77 95.51 77.41 85.22 85.42 63.93 72.93 73.76 53.16 51.76 73.52 45.04 54,809 54,500 54,260 53,994 53,571 77.41 92.19 58.96 3.20 2 3.22 2 9.70 9.72 18.02 65.03 67.84 74.60 59.08 2.90 2.92 8.83 8.85 14.35 57.03 62.09 64.65 48.69 2.60 2.62 8.08 8.10 15.19 54.25 48.76 49.23 35.70 2.50 2.52 7.77 7.79 13.98 46.66 36.55 45.98 32.01 2.30 2.32 7.45 7.47 12.38 41.34 Intensive communication with capital markets The BMW Group continued to keep analysts, investors and rating agencies up to date throughout 2015 with regular quarterly and year-end financial reports. As in previous years, numerous one-to-one discussions, group discussions and dedicated Socially Responsible Investment (SRI) roadshows were held for investors wishing to incorporate sustainability criteria in their in- vestment decisions. This comprehensive communication with relevant capital market participants was supple- mented by debt roadshows for capital debt investors and credit analysts. Communication focused primarily on developments on the Chinese market, digitalisation and other technological trends in the automobile in- dustry, and the relevance of alternative drive systems. Events organised during the year included a Capital Markets Day for analysts and investors at the BMW Group’s Spartanburg plant in the USA. 89 COMBINED MANAGEMENT REPORT In this context, and with the approval of the Super- visory Board, the Board of Management increased BMW AG’s share capital by € 309,860 from € 656,494,740 to € 656,804,600 by issuing 309,860 new non-voting shares of preferred stock. The increase was executed on the basis of Authorised Capital 2014 in Article 4 (5) of the Articles of Incorporation. The new shares of pre- ferred stock carry the same rights as existing shares of preferred stock and were issued to enable employees to obtain an equity participation in the Company. In addi- tion, 84 shares of preferred stock were bought back via the stock market in order to service the Employee Share Programme. Proposed dividend increase Reflecting the good earnings performance, the Board of Management and the Supervisory Board will propose to the Annual General Meeting to use BMW AG’s un- appropriated profit of € 2,102 million (2014: € 1,904 mil- lion) to pay a dividend of € 3.20 for each share of com- mon stock (2014: € 2.90) and a dividend of € 3.22 for each share of preferred stock (2014: € 2.92), a distribution rate of 32.9 % for 2015 (2014: 32.7 %). Ratings remain at top level The BMW Group continues to have the best ratings in the European automobile sector. Since December 2013, BMW AG has had a long-term rating of A+ (stable out- look) and a short-term rating of A-1 from the rating agency Standard & Poor’s, currently the highest rating given by Standard & Poor’s to a European car manufac- turer. On 24 March 2015, Moody’s raised the outlook for BMW AG’s rating from “stable” to “positive”. At the same time, it confirmed BMW AG’s long-term rating (A2) and its short-term rating (P-1), both of which represent the best ratings currently awarded in the European automo- bile sector. The rating assessments underline the BMW Group’s ro- bust financial condition and excellent creditworthiness. Thanks to these attributes, the Group not only has good access to international capital markets, it also benefits from attractive refinancing conditions, which are par- ticularly helpful for the BMW Group’s financial services business. 90 GROUP FINANCIAL STATEMENTS BMW Group Income Statements for Group and Segments Statement of Comprehensive Income for Group Income Statements for Group and Segments in € million Revenues Cost of sales Gross profit Selling and administrative expenses Other operating income Other operating expenses Profit / loss before financial result Result from equity accounted investments Interest and similar income Interest and similar expenses Other financial result Financial result Profit / loss before tax Income taxes Net profit / loss Attributable to minority interest Attributable to shareholders of BMW AG Basic earnings per share of common stock in € Basic earnings per share of preferred stock in € Dilutive effects Diluted earnings per share of common stock in € Diluted earnings per share of preferred stock in € Statement of Comprehensive Income for Group in € million 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Note Group Automotive Motorcycles Financial Services Other Entities Eliminations (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 9 10 11 12 12 13 14 14 15 16 34 34 17 17 17 17 92,175 80,401 85,536 75,173 1,990 1,679 23,739 20,599 – 74,043 – 63,396 – 70,399 – 61,221 – 1,542 – 1,365 – 20,586 – 17,783 18,132 17,005 15,137 13,952 448 314 3,153 2,816 – 8,633 – 7,892 – 7,219 – 6,645 – 239 – 201 – 1,164 – 1,035 914 – 820 9,593 518 185 – 618 – 454 – 369 9,224 877 – 872 9,118 655 200 – 519 – 747 – 411 8,707 689 – 771 7,836 518 327 – 762 – 396 – 313 7,523 749 – 812 7,244 655 331 – 620 – 724 – 358 6,886 – 2,828 – 2,890 – 2,376 – 2,365 5,147 5 5,142 4,521 7 4,514 6,396 27 6,369 9.70 9.72 – 9.70 9.72 5,817 19 5,798 8.83 8.85 – 8.83 8.85 – – 27 182 – – – 3 – – 3 179 – 55 124 – 124 – – 1 112 – – – 5 – – 5 107 – 34 73 – 73 46 – 54 1,981 – 4 – 7 – 3 – 6 1,975 – 528 1,447 21 1,426 73 – 98 1,756 – 4 – 29 – 8 – 33 1,723 – 525 1,198 11 1,187 – 19,097 – 17,057 Revenues 18,484 16,973 Cost of sales – 84 Gross profit 17 Selling and administrative expenses – 81 Other operating income 83 Other operating expenses – 65 Profit / loss before financial result – Result from equity accounted investments – 1,323 – 1,430 Interest and similar income – 1,080 – 1,197 1,234 1,332 Interest and similar expenses 7 – 7 – 30 238 – 46 169 – 1,177 – 55 42 211 – 73 138 1 137 7 – 7 – 28 136 – 44 71 – 1,295 – 15 83 154 – 49 105 1 104 – 613 19 – 59 78 – 575 – – – 89 – 664 204 – 460 – – 460 – Other financial result – 98 Financial result – 163 Profit / loss before tax 83 Income taxes – 80 Net profit / loss – Attributable to minority interest – 80 Attributable to shareholders of BMW AG Basic earnings per share of common stock in € Basic earnings per share of preferred stock in € Dilutive effects Diluted earnings per share of common stock in € Diluted earnings per share of preferred stock in € Net profit Remeasurement of the net defined benefit liability for pension plans Deferred taxes Items not expected to be reclassified to the income statement in the future Available-for-sale securities Financial instruments used for hedging purposes Other comprehensive income from equity accounted investments Deferred taxes Currency translation foreign operations Items expected to be reclassified to the income statement in the future Other comprehensive income for the period after tax Total comprehensive income Total comprehensive income attributable to minority interests Total comprehensive income attributable to shareholders of BMW AG Note 35 20 34 2015 2014 6,396 1,413 – 401 1,012 – 170 5,817 – 2,298 706 – 1,592 40 – 1,301 – 2,194 71 516 765 – 119 – 48 732 764 – 706 893 – 2,298 7,289 27 7,262 3,519 19 3,500 91 GROUP FINANCIAL STATEMENTS Motorcycles Financial Services Other Entities Eliminations (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) 2015 2014 2015 2014 2015 2014 2015 2014 1,990 1,679 23,739 20,599 – 1,542 – 1,365 – 20,586 – 17,783 448 314 3,153 2,816 – 239 – 201 – 1,164 – 1,035 – – 27 182 – – – 3 – – 3 179 – 55 124 – 124 – – 1 112 – – – 5 – – 5 107 – 34 73 – 73 46 – 54 1,981 – 4 – 7 – 3 – 6 1,975 – 528 1,447 21 1,426 73 – 98 1,756 – 4 – 29 – 8 – 33 1,723 – 525 1,198 11 1,187 7 – 7 – 30 238 – 46 169 – 1,177 7 – 7 – 28 136 – 44 71 – 1,295 – 19,097 – 17,057 Revenues 18,484 16,973 Cost of sales – 613 19 – 59 78 – 575 – – 84 Gross profit 17 Selling and administrative expenses – 81 Other operating income 83 Other operating expenses – 65 Profit / loss before financial result – Result from equity accounted investments – 1,323 – 1,430 Interest and similar income – 1,080 – 1,197 1,234 1,332 Interest and similar expenses – 55 42 211 – 73 138 1 137 – 15 83 154 – 49 105 1 104 – – 89 – 664 204 – 460 – – 460 – Other financial result – 98 Financial result – 163 Profit / loss before tax 83 Income taxes – 80 Net profit / loss – Attributable to minority interest – 80 Attributable to shareholders of BMW AG Basic earnings per share of common stock in € Basic earnings per share of preferred stock in € Dilutive effects Diluted earnings per share of common stock in € Diluted earnings per share of preferred stock in € 92 BMW Group Balance Sheets for Group and Segments at 31 December Assets in € million Intangible assets Property, plant and equipment Leased products Investments accounted for using the equity method Other investments Receivables from sales financing Financial assets Deferred tax Other assets Non-current assets Inventories Trade receivables Receivables from sales financing Financial assets Current tax Other assets Cash and cash equivalents Current assets Note Group Automotive (unaudited supplementary information) 2015 2014 2015 2014 22 23 24 25 26 27 28 16 30 31 32 27 28 29 30 33 7,372 17,759 34,965 2,233 428 41,865 2,208 1,945 1,568 6,499 17,182 30,165 1,088 408 37,438 2,024 2,061 1,094 110,343 97,959 11,071 2,751 28,178 6,635 2,381 4,693 6,122 11,089 2,153 23,586 5,384 1,906 5,038 7,688 61,831 56,844 6,899 17,416 – 2,233 5,147 – 586 4,114 3,935 40,330 10,611 2,453 – 4,859 1,240 19,907 3,952 43,022 5,999 16,863 3 1,088 5,110 – 447 3,253 3,662 36,425 10,698 1,887 – 3,952 1,186 19,231 5,752 42,706 Total assets 172,174 154,803 83,352 79,131 Equity and liabilities in € million Subscribed capital Capital reserves Revenue reserves Accumulated other equity Equity attributable to shareholders of BMW AG Minority interest Equity Pension provisions Other provisions Deferred tax Financial liabilities Other liabilities Non-current provisions and liabilities Other provisions Current tax Financial liabilities Trade payables Other liabilities Current provisions and liabilities Note Group Automotive (unaudited supplementary information) 2015 2014 2015 2014 34 34 34 34 34 34 35 36 16 38 39 36 37 38 40 39 657 2,027 41,027 – 1,181 42,530 234 42,764 3,000 4,621 2,116 49,523 4,559 63,819 5,009 1,441 42,160 7,773 9,208 65,591 656 2,005 35,621 – 1,062 37,220 217 37,437 4,604 4,268 1,974 43,167 4,275 58,288 4,522 1,590 37,482 7,709 7,775 59,078 33,460 31,045 1,770 4,141 429 2,621 5,545 2,741 3,777 421 1,933 5,445 14,506 14,317 4,398 810 3,211 6,856 20,111 35,386 3,746 1,050 3,250 6,929 18,794 33,769 Total equity and liabilities 172,174 154,803 83,352 79,131 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 93 GROUP FINANCIAL STATEMENTS Motorcycles Financial Services Other Entities Eliminations (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) 2015 2014 2015 2014 2015 2014 2015 2014 Assets 48 313 – – – – – – 25 386 453 139 – – – – – 592 978 54 285 – – – – – – 20 359 383 128 – – – – – 511 424 30 445 34 41,148 35,366 – 2 – 6 41,865 37,438 236 222 2,469 86,396 7 158 28,178 1,354 37 4,540 1,359 35,633 210 287 1,913 75,699 8 137 23,586 1,048 102 3,953 1,783 30,617 1 – – – 5,966 – 1,985 205 22,268 30,425 – 1 – 1,121 1,104 45,379 811 48,416 1 – – – 5,808 – 1,751 367 21,895 29,822 – 1 – 898 618 – – – Intangible assets – Property, plant and equipment – 6,183 – 5,204 Leased products – – Investments accounted for using the equity method – 10,687 – 10,516 Other investments – – 599 – 2,596 – Receivables from sales financing – 384 Financial assets – 1,846 Deferred tax – 27,129 – 26,396 Other assets – 47,194 – 44,346 Non-current assets – – – – 699 – – Inventories – Trade receivables – Receivables from sales financing – 514 Financial assets – Current tax 36,682 – 65,133 – 54,828 Other assets 153 38,352 – – Cash and cash equivalents – 65,832 – 55,342 Current assets 870 122,029 106,316 78,841 68,174 – 113,026 – 99,688 Total assets Motorcycles Financial Services Other Entities Eliminations (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) 2015 2014 2015 2014 2015 2014 2015 2014 Equity and liabilities 9,948 9,357 15,225 12,031 – 15,869 – 14,996 Equity Subscribed capital Capital reserves Revenue reserves Accumulated other equity Equity attributable to shareholders of BMW AG Minority interest 55 313 6,158 16,030 23,613 46,169 518 223 23,038 630 41,503 65,912 75 273 5,078 14,695 23,680 43,801 432 162 19,122 571 32,871 53,158 31 28 31,471 835 33,495 8 408 16,610 24 13,071 30,121 1,130 1,710 58 13 26,923 – – – 4,499 – 599 – Pension provisions – Other provisions – 3,538 Deferred tax – 384 Financial liabilities 51 – 25,835 – 25,258 Other liabilities 28,755 – 30,933 – 29,180 Non-current provisions and liabilities 282 378 15,624 17 11,087 27,388 – – – 699 – – Other provisions – Current tax – 514 Financial liabilities – Trade payables – 65,525 – 54,998 Other liabilities – 66,224 – 55,512 Current provisions and liabilities 870 122,029 106,316 78,841 68,174 – 113,026 – 99,688 Total equity and liabilities – 78 160 – – 357 595 62 – – 192 21 275 – 45 136 – – 401 582 85 – – 263 48 396 978 94 BMW Group Cash Flow Statements for Group and Segments in € million Net profit Reconciliation between net profit and cash inflow / outflow from operating activities Current tax Other interest and similar income / expenses Depreciation and amortisation of other tangible, intangible and investment assets Change in provisions Change in leased products Change in receivables from sales financing Change in deferred taxes Other non-cash income and expense items Gain / loss on disposal of tangible and intangible assets and marketable securities Result from equity accounted investments Changes in working capital Change in inventories Change in trade receivables Change in trade payables Change in other operating assets and liabilities Income taxes paid Interest received Cash inflow / outflow from operating activities Investment in intangible assets and property, plant and equipment Proceeds from the disposal of intangible assets and property, plant and equipment Expenditure for investments Proceeds from the disposal of investments Investments in marketable securities and term deposits Proceeds from the sale of marketable securities and from matured term deposits Cash inflow / outflow from investing activities Issue / buy-back of treasury shares Payments into equity Payment of dividend for the previous year Intragroup financing and equity transactions Interest paid Proceeds from the issue of bonds Repayment of bonds Proceeds from new non-current other financial liabilities Repayment of non-current other financial liabilities Change in current other financial liabilities Change in commercial paper Cash inflow / outflow from financing activities Effect of exchange rate on cash and cash equivalents Effect of changes in composition of Group on cash and cash equivalents 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Note Group 2015 2014 6,396 5,817 2,751 239 4,686 296 – 3,299 – 6,637 77 47 – 144 – 518 – 293 298 – 566 – 25 550 2,774 127 4,323 1,103 – 2,720 – 3,898 116 331 – 63 – 655 – 551 – 971 379 41 323 – 3,323 – 4,252 132 960 137 2,912 – 5,889 – 6,099 38 – 7461 215 – 6,880 5,659 – 7,603 – 23 36 – 99 190 – 4,216 4,072 – 6,116 – 15 – 1,917 – 1,715 – – 264 13,007 – 8,908 9,715 – 8,802 2,648 – 498 5,004 73 – – – 133 10,892 – 7,249 5,900 – 5,697 2,132 – 1,012 3,133 86 2 17 7,671 7,688 43 43 43 Change in cash and cash equivalents 43 – 1,566 Cash and cash equivalents as at 1 January Cash and cash equivalents as at 31 December 7,688 6,122 1 Expenditure for investments includes the acquisition of shares in THERE Holding B. V., Amsterdam, amounting to € 668 million. 2 Interest relating to financial services business is classified as revenues / cost of sales. 95 GROUP FINANCIAL STATEMENTS Automotive Financial Services (unaudited supplementary information) (unaudited supplementary information) 2015 2014 2015 2014 5,147 4,521 1,447 1,198 Net profit 2,893 302 4,577 128 3 – – 369 316 – 138 – 518 – 337 367 – 541 – 163 2,295 2,786 159 4,230 1,034 15 – – 124 – 5 – 54 – 655 – 552 – 907 371 – 16 419 – 2,595 – 2,531 132 11,836 180 9,423 – 5,791 – 6,021 38 – 823 144 – 6,498 5,406 – 7,524 – 23 – 1,917 – 2,840 – 264 – – 108 – 521 – 719 – 36 – 134 177 – 3,775 3,881 – 5,836 – 15 – 1,715 – 4,299 – 136 – – 452 – 41 1,042 – – 125 12 31 172 – 4,026 – 6,637 579 5 – 5 – 46 1 – 15 60 Reconciliation between net profit and cash inflow / outflow from operating activities – 40 242 29 109 Current tax Other interest and similar income / expenses Depreciation and amortisation of other tangible, intangible and investment assets Change in provisions – 3,309 Change in leased products – 3,898 Change in receivables from sales financing 383 Change in deferred taxes 14 8 – 70 – 14 56 Other non-cash income and expense items Gain / loss on disposal of tangible and intangible assets and marketable securities Result from equity accounted investments Changes in working capital Change in inventories Change in trade receivables Change in trade payables – 1,706 858 Change in other operating assets and liabilities – 133 –2 – 161 –2 Income taxes paid Interest received – 10,351 – 4,715 Cash inflow / outflow from operating activities – 6 – – – – 387 253 – 140 – – – 5,913 –2 429 – 773 8,787 – 7,671 3,343 – – 9 Investment in intangible assets and property, plant and equipment – – – Proceeds from the disposal of intangible assets and property, plant and equipment Expenditure for investments Proceeds from the disposal of investments – 458 Investments in marketable securities and term deposits 170 Proceeds from the sale of marketable securities and from matured term deposits – 297 Cash inflow / outflow from investing activities – – – 4,094 –2 Issue / buy-back of treasury shares Payments into equity Payment of dividend for the previous year Intragroup financing and equity transactions Interest paid 1,009 Proceeds from the issue of bonds – 733 Repayment of bonds 5,298 Proceeds from new non-current other financial liabilities – 4,814 Repayment of non-current other financial liabilities 1,073 Change in current other financial liabilities – Change in commercial paper – 6,130 – 4,682 10,028 5,927 Cash inflow / outflow from financing activities 18 – 70 2 39 – – 11 Effect of exchange rate on cash and cash equivalents – Effect of changes in composition of Group on cash and cash equivalents – 1,800 – 1,023 – 424 904 Change in cash and cash equivalents 5,752 3,952 6,775 5,752 1,783 1,359 879 Cash and cash equivalents as at 1 January 1,783 Cash and cash equivalents as at 31 December 96 BMW Group Group Statement of Changes in Equity in € million Note Subscribed capital Capital reserves Revenue reserves 1 January 2014 Dividends paid Net profit Other comprehensive income for the period after tax Comprehensive income 31 December 2014 Subscribed share capital increase out of Authorised Capital Premium arising on capital increase relating to preferred stock Other changes 31 December 2014 34 34 656 – – – – – – – 656 1,990 – – – – – 15 – 33,122 – 1,707 5,798 – 1,592 4,206 – – – 2,005 35,621 in € million Note Subscribed capital Capital reserves Revenue reserves 1 January 2015 Dividends paid Net profit Other comprehensive income for the period after tax Comprehensive income 31 December 2015 Subscribed share capital increase out of Authorised Capital Premium arising on capital increase relating to preferred stock Other changes 31 December 2015 34 34 656 – – – – 1 – – 657 2,005 – – – – – 22 – 2,027 35,621 – 1,904 6,369 1,012 7,381 – – – 71 41,027 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 97 GROUP FINANCIAL STATEMENTS Accumulated other equity Equity attributable to shareholders of BMW AG Minority interest Total Currency translation differences Securities Derivative financial instruments – 1,627 135 1,136 35,412 – – 904 904 – – – – 723 – – 6 6 – – – 141 – – – 1,616 – 1,616 – – – – 1,707 5,798 – 2,298 3,500 – 15 – – 480 37,220 188 – 19 – 19 – – 10 217 35,600 1 January 2014 – 1,707 Dividends paid 5,817 Net profit – 2,298 Other comprehensive income for the period after tax 3,519 Comprehensive income 31 December 2014 – 15 10 Subscribed share capital increase out of Authorised Capital Premium arising on capital increase relating to preferred stock Other changes 37,437 31 December 2014 Accumulated other equity Equity attributable to shareholders of BMW AG Minority interest Total Currency translation differences Securities Derivative financial instruments – 723 141 – 480 37,220 – – 855 855 – – – 132 – – – 117 – 117 – – – – – – 857 – 857 – – – – 1,904 6,369 893 7,262 1 22 – 71 24 – 1,337 42,530 217 – 27 – 27 – – – 10 234 37,437 1 January 2015 – 1,904 Dividends paid 6,396 Net profit 893 Other comprehensive income for the period after tax 7,289 Comprehensive income 31 December 2015 1 Subscribed share capital increase out of Authorised Capital 22 Premium arising on capital increase relating to preferred stock – 81 Other changes 42,764 31 December 2015 98 BMW Group Notes to the Group Financial Statements Accounting Principles and Policies 1 Basis of preparation The consolidated financial statements of Bayerische Motoren Werke Aktiengesellschaft (BMW AG Group Finan- cial Statements or Group Financial Statements) at 31 De- cember 2015 have been drawn up in accordance with International Financial Reporting Standards (IFRS) as endorsed by the EU. The designation “IFRS” also in- cludes all valid International Accounting Standards (IAS). All Interpretations of the IFRS Interpretations Commit- tee (IFRIC) mandatory for the financial year 2015 are also applied. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information The Group Financial Statements comply with § 315a of the German Commercial Code (HGB). This provision, in conjunction with the Regulation (EC) No. 1606 / 2002 of the European Parliament and Council of 19 July 2002, relating to the application of International Finan- cial Reporting Standards, provides the legal basis for preparing consolidated financial statements in accord- ance with international standards in Germany and applies to financial years beginning on or after 1 January 2005. The BMW Group and segment income statements are presented using the cost of sales method. The Group and segment balance sheets correspond to the classi- fication provisions contained in IAS 1 (Presentation of Financial Statements). In order to improve clarity, various items are aggregated in the income statements and balance sheets presented. These items are disclosed and analysed separately in the notes. A Statement of Comprehensive Income is presented at Group level reconciling the net profit to comprehensive income for the year. In order to provide a better insight into the net assets, financial position and performance of the BMW Group and going beyond the requirements of IFRS 8 (Operat- ing Segments), the Group Financial Statements also include balance sheets and income statements for the Automotive, Motorcycles, Financial Services and Other Entities segments. The Group Cash Flow Statement is supplemented by statements of cash flows for the Auto- motive and Financial Services segments. This supple- mentary information is unaudited. In order to facilitate the sale of its products, the BMW Group provides various financial services – mainly loan and lease financing – to both retail customers and dealers. The inclusion of the financial services activities of the Group therefore has an impact on the Group Financial Statements. Inter-segment transactions – relating primarily to inter- nal sales of products, the provision of funds and the related interest – are eliminated in the “Eliminations” column. Further information regarding the allocation of activities of the BMW Group to segments and a description of the segments is provided in note 49. In conjunction with the refinancing of financial services business, a significant volume of receivables arising from retail customer and dealer financing is sold. Simi- larly, rights and obligations relating to leases are sold. The sale of receivables is a well-established instrument used by industrial companies. These transactions usually take the form of asset-backed financing transactions involving the sale of a portfolio of receivables to a trust which, in turn, issues marketable securities to refinance the purchase price. The BMW Group continues to “ser- vice” the receivables and receives an appropriate fee for these services. Such assets remain in the Group Finan- cial Statements although they have been legally sold. Gains and losses relating to the sale of such assets are not recognised until the assets are removed from the Group balance sheet. Special purpose trusts / entities are included as consolidated companies in accordance with IFRS 10 (Consolidated Financial Statements). In addition to credit financing and leasing contracts, the Financial Services segment also brokers insurance busi- ness via cooperation arrangements entered into with local insurance companies. These activities are not ma- terial to the BMW Group as a whole. The Group currency is the euro. All amounts are dis- closed in millions of euros (€ million) unless stated otherwise. Bayerische Motoren Werke Aktiengesellschaft has its seat in Munich, Petuelring 130, and is registered in the Commercial Register of the District Court of Munich under the number HRB 42243. 99 GROUP FINANCIAL STATEMENTS All consolidated subsidiaries have the same year-end as BMW AG with the exception of BMW India Private Ltd., Gurgaon, and BMW India Financial Services Private Ltd., Gurgaon, both of whose year-ends are 31 March in accordance with local legal requirements. The Group Financial Statements, drawn up in accord- ance with § 315a HGB, and the Combined Manage- ment Report for the financial year ended 31 December 2015 will be submitted to the operator of the elec- tronic version of the German Federal Gazette and can be obtained via the Company Register website. Printed copies will also be made available on re- quest. In addition the Group Financial Statements and the Combined Management Report can be downloaded from the BMW Group website at www. bmwgroup.com / ir. The Board of Management authorised the Group Financial Statements for issue on 18 February 2016. 2 Consolidated companies The scope of the consolidated financial statements is based on the application of IFRS 10 (Consolidated Financial Statements) and IFRS 11 (Joint Arrangements). The BMW AG Group Financial Statements include, besides BMW AG, all material subsidiaries, one spe- cial purpose securities fund and 21 special purpose Included at 31 December 2014 Included for the first time in 2015 No longer included in 2015 Included at 31 December 2015 trusts (almost all used for asset-backed financing transactions). The number of subsidiaries – including the special purpose securities fund and special purpose trusts – consolidated in the Group Financial Statements changed in 2015 as follows: Germany Foreign Total 22 – 1 21 167 7 17 157 189 7 18 178 41 subsidiaries (2014: 43), either dormant or generating a negligible volume of business, and four joint opera- tions (2014: 4) are not consolidated on the grounds that their inclusion would not influence the economic decisions of users of the Group Financial Statements. Non-inclusion of operating subsidiaries and joint opera- tions reduces total Group revenues by 0.3 % (2014: 0.3 %). Together with SGL Carbon SE, Wiesbaden, the BMW Group is party to three joint operations that manufacture carbon fibres and carbon fibre fabrics used in vehicle production. The joint operations – SGL Automotive Carbon Fibers GmbH & Co. KG, Munich, SGL Automo- tive Carbon Fibers Verwaltungs GmbH, Munich, and SGL Automotive Carbon Fibers LLC, Dover, DE – are consolidated proportionately on the basis of the BMW Group’s 49 % shareholding. The joint ventures, BMW Brilliance Automotive Ltd., Shenyang, DriveNow GmbH & Co. KG, Munich, and DriveNow Verwaltungs GmbH, Munich, are accounted for using the equity method. As in the previous year, seven participations are not consolidated using the equity method on the grounds of immateriality. They are included in the Group balance sheet in the line “Other investments”, measured at cost less – where applicable – accumulated impairment losses. A “List of Group Investments” pursuant to § 313 (2) HGB will be submitted to the operator of the electronic version of the German Federal Gazette. This list, along with the “List of Third Party Companies which are not of Minor Importance for the Group”, will also be posted on the BMW Group website at www.bmwgroup.com / ir. No entities were consolidated fully for the first time in the financial year 2015. LARGUS Grundstücks-Verwal- tungsgesellschaft mbH & Co. KG, Munich, was merged with LARGUS Grundstücks-Verwaltungsgesellschaft mbH, Munich, and therefore ceased to be a separate consolidated company. BMW Services Italia S.p.A., San Donato Milanese, was merged with BMW Italia S.p.A., Milan, and ceased to be a separate consolidated com- 100 pany. Furthermore, the non-consolidated entity, BMW Forschung und Technik GmbH, Munich, was merged with BMW AG. THERE Holding B. V., Amsterdam, is included in the BMW AG Group Financial Statements for the year ended 31 December 2015 as an associated company using the equity method (see also note 3). 3 Business acquisitions In August 2015, BMW AG (Munich), Daimler AG (Stutt- gart) and AUDI AG (Ingolstadt) agreed with Nokia Corporation, Helsinki, to acquire that entity’s maps and location-based services business (HERE Group), as part of a joint strategy to secure the long-term availability of HERE’s products and services as an open, independent and value-creating platform for cloud-based maps and other mobility services. The HERE Group’s digital maps are fundamental for the next generation of mobility and location-based services, providing the basis for new assistance systems and, ulti- mately, fully autonomous driving. Using high-precision digital maps in combination with real-time vehicle data, it will be possible to increase road safety and facilitate the development of innovative new products and services. THERE Holding B. V., Amsterdam, and its wholly owned subsidiary, HERE International B. V., Amsterdam (until 28 January 2016: THERE Acquisition B. V., Amsterdam) were founded in connection with the acquisition. HERE International B. V., Amsterdam, acquired all of the shares of the HERE Group. Via BMW International Holding B. V., The Hague, the BMW Group has a 33.3 % share- holding in THERE Holding B. V., Amsterdam. BMW, AUDI and Daimler jointly acquired HERE’s map- ping service with effect from 4 December 2015. Out of the total purchase price of € 2.6 billion (subject to pur- chase price adjustments), an amount of € 0.6 billion was financed via bank loans taken up by the intermediary acquiring entity. The remainder is being financed by the three partners in equal parts. The BMW Group’s share of this amount was approximately € 0.67 billion. THERE Holding B. V., Amsterdam, is included in the BMW AG Group Financial Statements as an associated company using the equity method and allocated for segment reporting purposes to the Automotive segment. In view of the proximity of the reporting date and on the grounds of materiality, no fair value adjustments were recorded in conjunction with the at-equity carry- ing amount at 31 December 2015, with the consequence that the Group’s interest is accounted for at cost at that date. The purchase price allocation is expected to be com- pleted in the first quarter of 2016. Consolidation principles The equity of subsidiaries is consolidated in accordance with IFRS 3 (Business Combinations). IFRS 3 requires that all business combinations are accounted for using the acquisition method, whereby identifiable assets and liabilities acquired are measured at their fair value at acquisition date. An excess of acquisition cost over the Group’s share of the net fair value of identifiable assets, liabilities and contingent liabilities is recognised as good- will in a separate balance sheet line item and allocated to the relevant cash-generating unit (CGU). Receivables, payables, provisions, income and expenses and profits between consolidated companies (intragroup results) are eliminated on consolidation. Joint operations and joint ventures are forms of joint arrangements. Such an arrangement exists when the BMW Group jointly carries out activities on the basis of a contractual agreement with a third party that requires the unanimous consent of both parties with respect to all significant activities of the joint arrangement. In the case of a joint operation, the parties that have joint control of the arrangement have rights to the assets, and obligations for the liabilities, relating to the arrangement. Assets, liabilities, revenues and expenses of a joint operation are recognised proportionately in the Group Financial Statements on the basis of the BMW Group’s rights and obligations. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 4 101 GROUP FINANCIAL STATEMENTS Investments accounted for using the equity method (joint ventures and associated companies) are meas- ured at the BMW Group’s share of equity, taking account of fair value adjustments. Any difference be- tween the cost of investment and the Group’s share of equity is accounted for in accordance with the acquisi- tion method. Investments in other companies are ac- counted for as a general rule using the equity method when significant influence can be exercised (IAS 28 Investments in Associates and Joint Ventures). As a general rule, there is a rebuttable assumption that the Group has significant influence if it holds between 20 % and 50 % of the associated company’s or joint venture’s voting power. 5 Foreign currency translation The financial statements of consolidated companies which are drawn up in a foreign currency are translated using the functional currency concept (IAS 21 The Effects of Changes in Foreign Exchange Rates) and the modified closing rate method. The functional currency of a subsidiary is determined as a general rule on the basis of the primary economic environment in which it operates and corresponds therefore usually to the rele- vant local currency. Income and expenses of foreign subsidiaries are translated in the Group Financial State- ments at the average exchange rate for the year, and assets and liabilities are translated at the closing rate. Exchange differences arising from the translation of shareholders’ equity are recognised directly in accumu- lated other equity. Exchange differences arising from the use of different exchange rates to translate the income US Dollar British Pound Chinese Renminbi Japanese Yen Russian Rouble Korean Won statement are also recognised directly in accumulated other equity. Foreign currency receivables and payables in the single entity accounts of BMW AG and subsidiaries are re- corded, at the date of the transaction, at cost. At the end of the reporting period, foreign currency receivables and payables are translated at the closing exchange rate. The resulting unrealised gains and losses as well as the subsequent realised gains and losses arising on settle- ment are recognised in the income statement in accord- ance with the underlying substance of the relevant transactions. The exchange rates of those currencies which have a material impact on the Group Financial Statements were as follows: Closing rate Average rate 31.12. 2015 31.12. 2014 2015 2014 1.09 0.74 7.07 130.74 79.91 1.21 0.78 7.53 144.95 70.98 1.11 0.73 6.97 134.28 68.01 1.33 0.81 8.19 140.38 51.03 1,278.92 1,324.84 1,255.38 1,397.80 6 Accounting policies The financial statements of BMW AG and of its subsidi- aries in Germany and elsewhere have been prepared for consolidation purposes using uniform accounting poli- cies in accordance with IFRS 10 (Consolidated Financial Statements). Revenues from the sale of products are recognised when the risks and rewards of ownership of the goods are transferred to the dealer or customer, provided that the amount of revenue can be measured reliably, it is probable that the economic benefits associated with the transaction will flow to the entity and costs incurred or to be incurred in respect of the sale can be measured reliably. Revenues are stated net of settlement discount, bonuses and rebates. Revenues also include lease rentals and interest income earned in conjunction with finan- cial services. Revenues from leasing instalments relate to operating leases and are recognised in the income statement on a straight line basis over the relevant term 102 of the lease. Interest income from finance leases and from customer and dealer financing are recognised using the effective interest method and reported as rev- enues within the line item “Interest income on loan finan cing”. If the sale of products includes a determina- ble amount for subsequent services (multiple-compo- nent contracts), the related revenues are deferred and recognised as income over the relevant service period. Amounts are normally recognised as income by reference to the pattern of related expenditure. Profits arising on the sale of vehicles for which a Group company retains a repurchase commitment (buy-back contracts) are not recognised until such profits have been realised. The difference between the sales and buy-back price is ac- counted for as deferred income and recognised in in- stalments as revenue over the contract term. Cost of sales comprises the cost of products sold and the acquisition cost of purchased goods sold. In addition to directly attributable material and production costs, it also includes statutory and non-statutory warranty ex- penses, research costs, non-capitalised development costs, amortisation on capitalised development costs, production-related overheads (including depreciation of property, plant and equipment and amortisation of other intangible assets relating to production), write-downs on inventories, freight and insurance costs relating to deliveries to dealers and agency fees on direct sales. Expenses which are directly attributable to financial services business (including depreciation on leased products), the interest expense from refinancing the en- tire financial services business as well as the expense of risk provisions and write-downs relating to such busi- ness are also reported in cost of sales. In accordance with IAS 20 (Accounting for Government Grants and Disclosure of Government Assistance), public sector grants are not recognised until there is rea- sonable assurance that the conditions attaching to them have been complied with and the grants will be received. The resulting income is recognised in cost of sales over the periods necessary to match them with the related costs which they are intended to compensate. Basic earnings per share are computed in accordance with IAS 33 (Earnings per Share). Basic earnings per share are calculated for common and preferred stock by dividing the Group net profit after minority interests, as attributable to each category of stock, by the average number of outstanding shares. The net profit is accord- ingly allocated to the different categories of stock. The portion of the Group net profit for the year which is not being distributed is allocated to each category of stock based on the number of outstanding shares. Profits available for distribution are determined directly on the basis of the dividend resolutions passed for common and preferred stock. Diluted earnings per share are dis- closed separately. Share-based remuneration programmes which are ex- pected to be settled in shares are, in accordance with IFRS 2 (Share-based Payments), measured at their fair value at grant date. The related expense is recognised in the income statement (as personnel expense) over the vesting period, with a contra (credit) entry recorded against capital reserves. Share-based remuneration programmes expected to be settled in cash are revalued to their fair value at each balance sheet date between the grant date and the settle- ment date and on the settlement date itself. The ex- pense for such programmes is recognised in the income statement (as personnel expense) over the vesting pe- riod of the programmes and recognised in the balance sheet as a provision. The share-based remuneration programme for Board of Management members and senior heads of depart- ment entitles BMW AG to elect whether to settle its commitments in cash or with shares of BMW AG com- mon stock. Following the decision to settle in cash, this programme is accounted for as a cash-settled share- based transaction. Further information on share-based remuneration programmes is provided in note 19. Purchased and internally-generated intangible assets are recognised as assets in accordance with IAS 38 (Intangible Assets), where it is probable that the use of the asset will generate future economic benefits and where the costs of the asset can be determined reliably. Such assets are measured at acquisition and / or manu- facturing cost and, to the extent that they have a finite useful life, amortised over their estimated useful lives. With the exception of capitalised development costs, intangible assets are generally amortised over their esti- mated useful lives of between three and 20 years. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 103 GROUP FINANCIAL STATEMENTS Development costs for vehicle and engine projects are capitalised at manufacturing cost, to the extent that attributable costs can be measured reliably and both technical feasibility and successful marketing are assured. It must also be probable that the devel- opment expenditure will generate future economic benefits. Capitalised development costs comprise all expenditure that can be attributed directly to the de- velopment process, including development-related overheads. Capitalised development costs are amor- tised systematically over the estimated product life (usually four to eleven years) following the start of production. the Group’s share of the fair value of the individually identifiable assets acquired and liabilities and contin- gent liabilities assumed. All items of property, plant and equipment are consid- ered to have finite useful lives. They are recognised at acquisition or manufacturing cost less scheduled de- preciation based on the estimated useful lives of the assets. Depreciation on property, plant and equipment reflects the pattern of their usage and is generally com- puted using the straight-line method. Components of items of property, plant and equipment with different useful lives are depreciated separately. Goodwill arises on first-time consolidation of an ac- quired business when the cost of acquisition exceeds Systematic depreciation is based on the following useful lives, applied throughout the BMW Group: in years Factory and office buildings, residential buildings, fixed installations in buildings and outside facilities Plant and machinery Other equipment, factory and office equipment 8 to 50 3 to 21 2 to 25 For machinery used in multiple-shift operations, depre- ciation rates are increased to account for the additional utilisation. The cost of internally constructed plant and equipment comprises all costs which are directly attributable to the manufacturing process as well as an appropriate pro- portion of production-related overheads. This includes production-related depreciation and an appropriate proportion of administrative and social costs. As a general rule, borrowing costs are not included in acquisition or manufacturing cost. Borrowing costs that are directly attributable to the acquisition, construction or production of a qualifying asset are recognised as a part of the cost of that asset in accordance with IAS 23 (Borrowing Costs). Non-current assets also include assets relating to leases. The BMW Group uses property, plant and equipment as lessee on the one hand and leases out vehicles produced by the Group and other brands as lessor on the other. IAS 17 (Leases) contains rules for determining, on the basis of risks and rewards, the economic owner of the assets. In the case of finance leases, the assets are at- tributed to the lessee and in the case of operating leases the assets are attributed to the lessor. In accordance with IAS 17, assets leased under finance leases are measured at their fair value at the inception of the lease or at the present value of the lease payments, if lower. The assets are depreciated using the straight- line method over their estimated useful lives or over the lease period, if shorter. The obligations for future lease instalments are recognised as other financial liabili- ties. Where Group products are recognised by BMW Group entities as leased products under operating leases, they are measured at manufacturing cost. All other leased products are measured at acquisition cost. All leased products are depreciated over the period of the lease using the straight-line method down to their expected residual value. Changes in residual value expectations are recognised – in situations where the recoverable amount of the lease exceeds the asset’s carrying amount – by adjusting scheduled depreciation prospectively over the remaining term of the lease contract. If the recover- able amount is lower than the asset’s carrying amount, an impairment loss is recognised for the shortfall. A test is carried out at each balance sheet date to determine whether an impairment loss recognised in prior years no longer exists or has decreased. In these cases, the carry- ing amount of the asset is increased to the recoverable amount. The higher carrying amount resulting from the 104 reversal may not, however, exceed the rolled-forward amortised cost of the asset. If there is any evidence of impairment of non-financial assets (except inventories and deferred taxes), or if an annual impairment test is required to be carried out – i. e. for intangible assets not yet available for use, intan- gible assets with an indefinite useful life and goodwill acquired as part of a business combination – an impair- ment test pursuant to IAS 36 (Impairment of Assets) is performed. Each individual asset is tested separately unless the cash flows generated by the asset cannot be distinguished to a large degree from the cash flows generated by other assets or groups of assets (cash-gen- erating units / CGUs). For the purposes of the impair- ment test, the asset’s carrying amount is compared with its recoverable amount, the latter defined as the higher of the asset’s fair value less costs to sell and its value in use. An impairment loss is recognised when the recover- able amount is lower than the asset’s carrying amount. Fair value is the price that would be received to sell an asset in an orderly transaction between market partici- pants at the measurement date. The value in use corre- sponds to the present value of future cash flows ex- pected to be derived from an asset or group of assets. The first step of the impairment test is to determine the value in use of an asset. If the calculated value in use is lower than the carrying amount of the asset, then its fair value less costs to sell are also determined. If the lat- ter is also lower than the carrying amount of the asset, then an impairment loss is recorded, reducing the car- rying amount to the higher of the asset’s value in use or fair value less costs to sell. The value in use is deter- mined on the basis of a present value computation. Cash flows used for the purposes of this calculation are derived from long-term forecasts approved by manage- ment. The long-term forecasts themselves are based on detailed forecasts drawn up at an operational level and, based on a planning period of six years, correspond roughly to a typical product’s life-cycle. For the pur- poses of calculating cash flows beyond the planning pe- riod, the asset’s assumed residual value does not take growth into account. Forecasting assumptions are con- tinually brought up to date and regularly compared with external sources of information. The assumptions used take account in particular of expectations of the profita- bility of the product portfolio, future market share de- velopments, macro-economic developments (such as currency, interest rate and raw materials prices) as well as the legal environment and past experience. Cash flows of the Automotive and Motorcycles CGUs are dis- counted using a risk-adjusted pre-tax weighted average cost of capital (WACC) of 12.0 % (2014: 12.0 %). In the case of the Financial Services CGU, a sector-compatible pre-tax cost of equity capital of 13.4 % (2014: 13.4 %) is applied. In conjunction with the impairment tests for CGUs, sensitivity analyses are performed for the main assumptions. Analyses performed in the year under re- port confirmed, as in the previous year, that no impair- ment loss was required to be recognised. If the reason for a previously recognised impairment loss no longer exists, the impairment loss is reversed up to the level of the recoverable amount, capped at the level of rolled-forward amortised cost. This does not apply to goodwill: previously recognised impair- ment losses on goodwill are not reversed. No reversals of impairment losses were recorded in the financial year 2015. Investments accounted for using the equity method are (except when the investment is impaired) measured at the Group’s share of equity taking account of fair value adjustments on acquisition. As an exception from this rule, the associated company, THERE Holding B. V., Amsterdam, is included in the Group Financial State- ments for the financial year 2015 at its acquisition cost (at 4 December 2015). Investments accounted for using the equity method comprise joint ventures and signifi- cant associated companies. Investments in non-consolidated Group companies, non-consolidated joint operations and interests in asso- ciated companies, joint ventures and participations not accounted for using the equity method, are reported as Other investments, measured at their fair value. If this value is not available or cannot be determined relia- bly, they are measured at cost. Non-current marketable securities are measured accord- ing to the category of financial asset to which they are 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 105 GROUP FINANCIAL STATEMENTS classified. No held-for-trading financial assets are in- cluded under this heading. A financial instrument is a contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. Once a BMW Group entity becomes party to such to a contract, the financial instrument is recognised either as a financial asset or as a financial liability. Financial assets are accounted for on the basis of the set- tlement date. On initial recognition, they are measured at their fair value. Transaction costs are included in the fair value unless the financial assets are allocated to the category “financial assets measured at fair value through profit or loss”. The Group’s financial assets are allocated to either cash funds or to the categories “loans and receivables”, “available-for-sale”, “held for trading” or “fair value option”. The prerequisite for categorising an item as a “financial asset measured at fair value through profit and loss” is that – a measurement or recognition inconsistency (“ac- counting mismatch”) is eliminated or significantly reduced or – a group of financial instruments is managed, and its performance evaluated, on a fair value basis or – the financial instrument contains one or more embedded derivatives that are required to be separated. Financial assets, for which the fair value option is ap- plied, include other investments, and remain in the relevant balance sheet line item after initial recognition. Gains and losses are presented in the income statement line item “Other financial result” and interest income and expenses are presented within the net interest result. Subsequent to initial recognition, financial assets which are available-for-sale or held-for-trading or for which the fair value option is applied, are measured at their fair value. When market prices are not available, the fair value of available-for-sale financial assets is measured using appropriate valuation techniques e. g. discounted cash flow analysis based on market information available at the balance sheet date. Available-for-sale assets include non-current invest- ments, securities and investment fund shares. This cate- gory includes all non-derivative financial assets which are not classified as “loans and receivables” or “held-to- maturity investments” or as items measured “at fair value through profit and loss”. Loans and receivables which are not held for trading and held-to-maturity financial investments with a fixed term are measured at amortised cost using the effec- tive interest method. All financial assets for which pub- lished price quotations in an active market are not avail- able and whose fair value cannot be determined reliably are required to be measured at cost. In accordance with IAS 39 (Financial Instruments: Recognition and Measurement), assessments are made regularly as to whether there is any objective evidence that a financial asset or group of assets may be impaired. Available-for-sale financial assets are written down if there is objective evidence that impairment has occurred. In the case of equity capital instruments that are listed on a stock market, it is assumed that an item is impaired if its fair value falls significantly (more than 20 %) or on a prolonged basis (more that 5 % over nine months) be- low acquisition cost. Impairment losses identified after carrying out an impairment test are recognised as an ex- pense. Gains and losses on available-for-sale financial assets are recognised directly in other accumulated equity until the financial asset is disposed of or is deter- mined to be impaired, at which time the cumulative loss previously recognised in other comprehensive income is reclassified to profit or loss for the period. With the exception of derivative financial instruments, all receivables and other current assets relate to loans and receivables which are not held for trading. All such items are measured at amortised cost. Appropriate impairment losses are recognised to take account of all identifiable risks. 106 Receivables from sales financing comprise receivables from retail customer, dealer and lease financing. measured in accordance with IAS 39 at their fair value, irrespective of their purpose or the intention for which they are held. Impairment losses on receivables relating to financial services business are recognised using a uniform meth- odology that is applied throughout the Group and meets the requirements of IAS 39. This methodology results in the recognition of impairment losses both on individual assets and on groups of assets. If there is objective evi- dence of impairment, the BMW Group recognises im- pairment losses on the basis of individual assets. Within the retail customer business, the existence of overdue balances or the incidence of similar events in the past are examples of such objective evidence. In the event of overdue receivables, impairment losses are always rec- ognised individually based on the length of period of the arrears. In the case of dealer financing receivables, the allocation of the dealer to a corresponding rating category is also deemed to represent objective evidence of impairment. If there is no objective evidence of im- pairment, impairment losses are recognised on financial assets using a portfolio approach based on similar groups of assets. Company-specific loss probabilities and loss ratios, derived from historical data, are used to measure impairment losses on similar groups of assets. The recognition of impairment losses on receivables relating to industrial business is also, as far as possible, based on the same procedures applied to financial ser- vices business. Impairment losses (write-downs and allowances) on receivables are always recorded on separate accounts and derecognised at the same time the corresponding receivables are derecognised. Items are presented as financial assets to the extent that they relate to financing transactions. Derivative financial instruments are only used within the BMW Group for hedging purposes in order to reduce currency, interest rate, fair value and market price risks from operating activities and related financing require- ments. If there are no quoted prices on active markets for deriva- tive financial instruments, credit risk is taken into ac- count as an adjustment to the fair value of the financial instrument. The BMW Group applies the option of measuring the credit risk for a group of financial assets and financial liabilities on the basis of its net exposure. Portfolio-based value adjustments to the individual finan- cial assets and financial liabilities are allocated using the relative fair value approach (net method). The fair values of the derivative financial instruments are measured using market information and recognised valuation techniques. In those cases where hedge ac- counting is applied, changes in fair value are recognised either in profit or loss or in other comprehensive in- come as a component of accumulated other equity, de- pending on whether the transactions are classified as fair value hedges or cash flow hedges. In the case of fair value hedges, the results of the fair value measurement of the derivative financial instruments and the related hedged items are recognised in the income statement. In the case of fair value changes in cash flow hedges which are used to mitigate the future cash flow risk on a recognised asset or liability or on forecast transactions, unrealised gains and losses on the hedging instrument are recognised initially directly in accumulated other equity. Any such gains or losses are recognised subse- quently in the income statement when the hedged item (usually external revenue) is recognised in the in- come statement. The portion of the gains or losses from fair value measurement not relating to the hedged item is recognised immediately in the income statement. If, contrary to the normal case within the BMW Group, hedge accounting cannot be applied, the gains or losses from the fair value measurement of derivative finan- cial instruments are recognised immediately in the in- come statement. All derivative financial instruments (such as interest, currency and combined interest / currency swaps, for- ward currency and forward commodity contracts) are In accordance with IAS 12 (Income Taxes), deferred taxes are recognised on all temporary differences be- tween the tax and accounting bases of assets and lia- bilities and on consolidation procedures. Deferred 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 107 GROUP FINANCIAL STATEMENTS tax assets also include claims to future tax reductions which arise from the expected usage of existing tax losses available for carryforward to the extent that fu- ture usage is probable. Deferred taxes are computed using enacted or planned tax rates which are expected to apply in the relevant national jurisdictions when the amounts are recovered. Inventories of raw materials, supplies and goods for resale are stated at the lower of average acquisition cost and net realisable value. Work in progress and finished goods are stated at the lower of average manufacturing cost and net realisable value. Manufacturing cost comprises all costs which are directly attributable to the manufacturing process and an appropriate proportion of production-related overheads. This includes production-related deprecia- tion and an appropriate proportion of administrative and social costs. Borrowing costs are not included in the acquisition or manufacturing cost of inventories. Cash and cash equivalents comprise mainly cash on hand and cash at bank with an original term of up to three months. Assets held for sale and disposal groups held for sale are presented separately in the balance sheet in accord- ance with IFRS 5, if the carrying amount of the relevant assets will be recovered principally through a sale trans- action rather than through continuing use. This situa- tion only arises if the assets can be sold immediately in their present condition, the sale is expected to be completed within one year from the date of classifica- tion and the sale is highly probable. At the date of classification, property, plant and equipment, intangible assets and disposal groups which are being held for sale are measured at the lower of their carrying amount and their fair value less costs to sell and scheduled depre- ciation / amortisation ceases. This does not apply, how- ever, to items within the disposal group which are not covered by the measurement rules contained in IFRS 5. Simultaneously, liabilities directly related to the sale are presented separately on the equity and liabilities side of the balance sheet as “Liabilities in conjunction with assets held for sale”. Provisions for pensions are recognised using the pro- jected unit credit method in accordance with IAS 19 (Employee Benefits). Under this method, not only obli- gations relating to known vested benefits at the re- porting date are recognised, but also the effect of future increases in pensions and salaries. This involves taking account of various input factors which are evaluated on a prudent basis. The calculation is based on an inde- pendent actuarial valuation which takes into account all relevant biometric factors. Remeasurements of the net defined benefit liability for pension plans are recognised, net of deferred tax, directly in equity (revenue reserves). Net interest expense on the net defined benefit liability and / or net interest income on the net defined benefit asset are presented separately within the financial result. All other costs relating to allocations to pension pro- visions are allocated to costs by function in the income statement. Other provisions are recognised when the BMW Group has a present obligation (legal or constructive) arising from past events, the settlement of which is probable and when a reliable estimate can be made of the amount of the obligation. Measurement of provisions is based on the best estimate of the expenditure required to settle the present obligation at the end of the reporting period. Non-current provisions with a remaining period of more than one year are discounted to the present value of the expenditures expected to settle the obliga- tion at the end of the reporting period. Financial liabilities are measured on first-time recogni- tion at cost which corresponds to the fair value of the consideration given. Transaction costs are also taken into account except for financial liabilities allocated to the category “financial liabilities measured at fair value through profit or loss”. Subsequent to initial recogni- tion, liabilities are – with the exception of derivative financial instruments – measured at amortised cost using the effective interest method. The BMW Group 108 has no liabilities which are held for trading. Liabilities from finance leases are stated at the present value of the future lease payments and disclosed under other financial liabilities. 7 Assumptions, judgements and estimations The preparation of the Group Financial Statements in accordance with IFRS requires management to make certain assumptions and judgements and to use estimates that can affect the reported amounts of assets and lia- bilities, revenues and expenses and contingent liabilities. Major items requiring assumptions and estimations are described below. The assumptions used are con- tinuously checked for their validity. Actual amounts could differ from the assumptions and estimations used if business conditions develop differently to the Group’s expectations. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Estimations are required to assess the recoverability of a cash-generating unit (CGU). If the recoverability of an asset is being tested at the level of a CGU, assumptions must be made with regard to future cash inflows and outflows, involving in particular an assessment of the forecasting period to be used and of developments after that period. For the purposes of determining future cash inflows and outflows, management applies fore- casting assumptions which are continually brought up to date and regularly compared with external sources of information. The assumptions used take account in particular of expectations of the profitability of the product portfolio, future market share developments, macro-economic developments (such as currency, inter- est rate and raw materials), the legal environment and past experience. The BMW Group regularly checks the recoverability of its leased products. One of the main assumptions re- quired for leased products relates to their residual value since this represents a significant portion of future cash inflows. In order to estimate the level of prices likely to be achieved in the future, the BMW Group incorpo- rates internally available historical data, current market data and forecasts of external institutions into its cal- culations. Internal back-testing is applied to validate the estimations made. Further information is provided in note 24. The bad debt risk relating to receivables from sales financing is assessed regularly by the BMW Group. For these purposes, the main factors taken into consideration are past experience, current market data (such as the level of financing business arrears), rating classes and scoring information. Further information is provided in note 27. The calculation of deferred tax assets requires assump- tions to be made with regard to the level of future tax- able income and the timing of recovery of deferred tax assets. These assumptions take account of forecast oper- ating results and the impact on earnings of the reversal of taxable temporary differences. Since future busi- ness developments cannot be predicted with certainty and to some extent cannot be influenced by the BMW Group, the measurement of deferred tax assets is sub- ject to uncertainty. Further information is provided in note 16. Current income taxes are computed throughout the BMW Group in accordance with tax legislation appli- cable in each relevant country. In situations where a permissible element of discretion has been applied in determining the amount of a tax exposure to be recognised in the financial statements, there is always a possibility that local tax authorities may reach a dif- ferent conclusion. The calculation of pension provisions requires assump- tions to be made with regard to discount factors, salary trends, employee fluctuation and the life expectancy of employees. As in previous years, discount factors are determined by reference to market yields at the end of the reporting period on high quality corporate bonds. The salary level trend refers to the expected rate of salary increase which is estimated annually depending on inflation and the career development of employees within the Group. Further information is provided in note 35. Estimations are required for the purposes of recognising and measuring provisions for warranty obligations (statutory, contractual and voluntary). In addition to statutorily prescribed manufacturer warranties, the BMW Group also offers various categories of warranty 109 GROUP FINANCIAL STATEMENTS depending on the product and sales market concerned. Warranty provisions are recognised when the risks and rewards of ownership of the goods are transferred to the dealer or retail customer or when a new category of warranty is introduced. In order to determine the level of the provision, various factors are taken into considera- tion, including estimations based on past experience with the nature and amount of claims. These estima- tions also involve assessing the future level of potential repair costs and price increases per product and mar- ket. Provisions for warranties are adjusted regularly to take account of new circumstances and the impact of any changes recognised in the income statement. Further information is provided in note 36. Similar estimates are also made in conjunction with the measurement of expected reimbursement claims. In the event of involvement in legal proceedings or when claims are brought against a Group entity, provi- sions for litigation and liability risks are recognised when an outflow of resources is probable and a reliable estimate can be made of the amount of the obligation. Management is required to make assumptions with re- spect to the probability of occurrence, the amount in- volved and the duration of the legal dispute. For these reasons, the recognition and measurement of provi- sions for litigation and liability risks are subject to un- certainty. The outcome of legal proceedings is often difficult to predict. Further information is provided in note 36. If the recognition and measurement criteria relevant for provisions are not fulfilled and the possi- bility of any outflow in settlement is remote, the poten- tial obligation is disclosed as a contingent liability. In addition, judgement is required in particular when assessing whether the risks and rewards incidental to ownership of a leased asset have been transferred for the purposes of determining the classification of leasing arrangements. Determining the scope of consolidated companies to be included in the Group Financial Statements may involve the use of judgement. In particular when the BMW Group holds 50 % or less of the voting rights, a detailed assessment must be made as to whether sole control, joint control or significant influence applies. For instance, other contractual rights and / or other matters and cir- cumstances could result in the conclusion that the BMW entity concerned controls or jointly controls an entity in which it has a participation. In the latter case, it must then be decided whether the joint arrangement is a joint operation or a joint venture. In making its judgement, the BMW Group must take all contractual arrangements and other circumstances into account, and not just the structure and legal form of the entity. A new assessment is made in the event of any indication of changes in the previous assessment of (joint) control. Further informa- tion is provided in note 2. 8 Financial reporting rules (a) Financial reporting rules applied for the first time in the financial year 2015 The following Standards, Revised Standards, Amendments and Interpretations were applied for the first time in the financial year 2015: Standard / Interpretation Date of issue by IASB Date of mandatory application IASB Date of mandatory application EU Impact on BMW Group IAS 19 Employment Benefits: 21. 11. 2013 1. 7. 2014 1. 2. 20151 Insignificant Employee Contributions (Amendments to IAS 19) IFRIC 21 Levies 20. 5. 2013 1. 1. 2014 Annual Improvements to IFRS 2010 – 2012 12. 12. 2013 1. 7. 2014 17. 6. 20142 1. 2. 20151 Insignificant Insignificant Annual Improvements to IFRS 2011 – 2013 12. 12. 2013 1. 7. 2014 1. 1. 2015 Insignificant 1 Mandatory application in annual periods beginning on or after 1 February 2015. 2 Mandatory application in annual periods beginning on or after 17 June 2014. 110 (b) Financial reporting pronouncements issued by the IASB, but not yet applied Standard / Interpretation Date of issue by IASB Date of mandatory application IASB Date of mandatory application EU Expected impact on BMW Group IFRS 9 Financial Instruments / 12. 11. 2009 1. 1. 2018 No Significant in principle 28. 10. 2010 / 16. 12. 2011 / 19. 11. 2013 / 24. 7. 2014 IFRS 10 / Sale or Contribution of Assets between an 11. 9. 2014 –1 No Insignificant IAS 28 Investor and an Associate or Joint Venture (Amendments to IFRS 10 and IAS 28) IFRS 10 / IFRS 12 / IAS 28 Investment Entities: Applying the 18. 12. 2014 1. 1. 2016 No Insignificant Consolidation Exception (Amendments to IFRS 10, IFRS 12 and IAS 28) IFRS 11 Acquisition of an Interest in a Joint Operation 6. 5. 2014 1. 1. 2016 1. 1. 2016 Insignificant (Amendments to IFRS 11) IFRS 14 Regulatory Deferral Accounts 30. 1. 2014 1. 1. 2016 No2 Insignificant IFRS 15 Revenue from Contracts with Customers 28. 5. 2014 / 11. 9. 2015 1. 1. 2018 No Significant in principle IFRS 16 Leases 13. 1. 2016 1. 1. 2019 No Significant in principle IAS 1 Presentation of Financial Statements 18. 12. 2014 1. 1. 2016 1. 1. 2016 Significant in principle (Initiative to Improve Disclosure Require- ments – Amendments to IAS 1) IAS 7 Cash Flow Statements (Initiative to 29. 1. 2016 1. 1. 2017 No Insignificant Improve Disclosure Requirements – Amendments to IAS 7) IAS 12 Recognition of Deferred Tax Assets 19. 1. 2016 1. 1. 2017 No Insignificant for Unrealised Losses (Amendments to IAS 12) 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Clarification of Acceptable Methods of 12. 5. 2014 1. 1. 2016 1. 1. 2016 Insignificant IAS 16 / IAS 38 IAS 16 / IAS 41 Depreciation and Amortisation (Amendments to IAS 16 and IAS 38) Agriculture: Bearer Plants 30. 6. 2014 1. 1. 2016 1. 1. 2016 (Amendments to IAS 16 and IAS 41) IAS 27 Equity Method in Separate Financial 12. 8. 2014 1. 1. 2016 1. 1. 2016 Statements (Amendments to IAS 27) None None Annual Improvements to IFRS 2012 – 2014 25. 9. 2014 1. 1. 2016 1. 1. 2016 Insignificant Amendments to “International Financial 21. 5. 2015 1. 1. 2017 No None Reporting Standard for Small and Medium- sized Entities” (IFRS for SMEs) 1 The mandatory effective date for the Amendments was deferred by the IASB for an indefinite period on 17 December 2015. 2 Interim standard IFRS 14 will not be endorsed into EU law. In November 2009 the IASB issued IFRS 9 (Financial Instruments) as part of a project to revise the accounting for financial instruments. This Standard marks the first of three phases of the IASB project to replace the exist- ing IAS 39 (Financial Instruments: Recognition and Measurement). The first phase deals initially only with 111 GROUP FINANCIAL STATEMENTS financial assets. IFRS 9 amends the recognition and measurement requirements for financial assets, in- cluding various hybrid contracts. a single Standard. The new Standard also stipulates uni- form revenue recognition principles for all sectors and all categories. Financial assets are measured at either amortised cost or fair value. IFRS 9 harmonises the various rules con- tained in IAS 39 and reduces the number of valuation categories for financial instruments on the assets side of the balance sheet. The new categorisation is based partly on the entity’s business model and partly on the contractual cash flow characteristics. In October 2010, additional rules for financial liabilities were added to IFRS 9. The requirements for financial liabilities contained in IAS 39 remain unchanged with the exception of new requirements relating to the measurement of an entity’s own credit risk at fair value. A package of amendments to IFRS 9 was announced on 19 November 2013. On the one hand, the amend- ments overhaul the requirements for hedge accounting by introducing a new hedge accounting model. They also enable entities to change the accounting for lia- bilities they have elected to measure at fair value, such that fair value changes due to changes in “own credit risk” would not require to be recognised in profit or loss. The mandatory effective date of 1 January 2015 was re- moved and a new application date of 1 January 2018 set. The impact of adoption of the Standard on the Group Financial Statements is currently being investigated. Based on analyses to date, the new rules are not expected to have a material impact in terms of the classification and measurement of financial instruments when the Standard is adopted. As far as the accounting for hedging relationships is concerned, analyses to date indicate that it will be possible to account for the majority of commodity hedging contracts using hedge accounting rules. As a result, fluctuations in the price of hedging contracts during their term will be presented as a com- ponent of accumulated other equity, thus reducing vola- tility in reported earnings. In May 2014 the IASB issued IFRS 15 (Revenue from Contracts with Customers) together with the Financial Accounting Standards Board. The objective of the new Standard is to assimilate all the various existing require- ments and Interpretations relating to revenue recogni- tion (IAS 11 Construction Contracts, IAS 18 Revenue, IFRIC 13 Customer Loyalty Programmes, IFRIC 15 Agree- ments for the Construction of Real Estate, IFRIC 18 Transfers of Assets from Customers, SIC-31 Revenue – Barter Transactions involving Advertising Services) in The new Standard is based on a five-step model, which sets out the rules for revenue from contracts with cus- tomers, with the exception – among other things – of lease arrangements, insurance contracts, financial in- struments and specified contractual rights and obliga- tions relating to non-monetary transactions between entities within the same sector. Revenue can be recog- nised either over time or at a specific point in time. The five-step model describes the five steps necessary to recognise revenue on the basis of the transfer of control: 1. Identify the contract with the customer 2. Identify the performance obligations in the contract 3. Determine the transaction price 4. Allocate the transaction price to separate performance obligations 5. Recognise revenue when a performance obligation is satisfied. A major difference to the previous Standard is the in- creased scope of discretion for estimates and the intro- duction of thresholds that could influence the amount and timing of revenue recognition. The impact of adoption of the new requirements on the Group Financial Statements is currently being assessed. In the case of multi-component contracts with variable consideration components, it is possible that a change in the allocation of transaction prices may result in an earlier recognition of revenues. Buy-back arrangements with customers could result in the need to change the accounting treatment, with revenues being recognised either earlier or later by the BMW Group, depending on the individual case. Accounting for rights of return could, under certain circumstances, result in the need to record eliminations between the operating segments at an earlier stage. Any such changes would only have an impact at the moment of first-time adoption, not, however, during the period in which the new rules are adopted or in subsequent periods. IFRS 15 – subject to EU endorsement – is mandatory for the first time for annual periods beginning on or after 1 January 2018. Early adoption is permitted. In July 2015, the IASB also published an Exposure Draft containing clarifications to the Standard, as a consequence of which the Standard may be amended. For this reason, the potential impact of applying IFRS 15 cannot be reliably assessed at present. 112 In January 2016, the IASB published the new Standard IFRS 16 (Leases). IFRS 16 supersedes IAS 17 and the related Interpretations (IFRIC 4 Determining whether an Arrangement contains a Lease, SIC-15 Operating Leases – Incentives and SIC-27 Evaluating the Substance of Transactions involving the Legal Form of a Lease). quently reclassified to profit and loss” and “compo- nents, which will be not subsequently reclassified to profit and loss”. Fourthly, it is stressed that there is no standard template for the notes and that the emphasis should be on structuring the notes based on the rele- vance for the specific reporting entity. The new Standard stipulates a completely new approach to accounting for leases by lessees. Whereas under IAS 17, the accounting treatment of a lease was determined on the basis of the transfer of risks and rewards incidental to ownership of the relevant asset, in the future, all lease arrangements will be required as a general rule to be accounted for by the lessee in a similar way to finance leases. The Standard is mandatory for the first time for annual periods beginning on or after 1 January 2016. Applica- tion of the new rules will not have a material impact on the Group Financial Statements. Early adoption of all of the new IFRS requirements is permitted. As things stand, the BMW Group does not plan to adopt any of the new requirements early. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information By contrast, the accounting requirements for lessors, par- ticularly in relation to the requirement to classify leases, will remain largely unchanged. The new Standard is mandatory for annual periods be- ginning on or after 1 January 2019. Early adoption will be permitted, provided that IFRS 15 is also adopted at the same time. Given that the BMW Group is still in a very early phase of considering the implications of introducing IFRS 16 and the definitive version of the Standard was only pub- lished at the beginning of 2016, the detailed impact of the Standard on the IFRS Group Financial Statements from the perspective of lessees and lessors, cannot be foreseen at present. In December 2014, the IASB issued Amendments to IAS 1 (Presentation of Financial Statements) as part of its disclosure initiative. The amendments relate pri- marily to clarifications relating to the presentation of financial reports. Firstly, disclosures are only required to be made in the notes if their inclusion is material for users of the finan- cial statements. This also applies when an IFRS Stand- ard explicitly specifies a minimum list of disclosures. Secondly, items to be presented in the balance sheet, in- come statement and comprehensive income can be aggregated or disaggregated by using subtotals. Thirdly, it clarifies that an entity’s share of other comprehensive income of equity-accounted entities is required to be analysed – within the Statement of Comprehensive Income – to show “components, which will be subse- 113 GROUP FINANCIAL STATEMENTS BMW Group Notes to the Group Financial Statements Notes to the Income Statement 9 Revenues Revenues by activity comprise the following: in € million Sales of products and related goods Income from lease instalments Sales of products previously leased to customers Interest income on loan financing Other income Revenues 2015 2014 68,643 60,280 8,965 8,181 3,253 3,133 7,748 6,716 2,881 2,776 92,175 80,401 An analysis of revenues by segment and geographical region is shown in the segment information in note 49. 10 Cost of sales Cost of sales comprises: in € million Manufacturing costs Research and development expenses Warranty expenditure Cost of sales directly attributable to financial services Interest expense relating to financial services business Expense for risk provisions and write-downs for financial services business Other cost of sales Cost of sales 2015 2014 43,685 4,271 1,891 17,407 1,495 547 4,747 74,043 38,253 4,135 1,451 14,716 1,407 362 3,072 63,396 Group cost of sales include € 19,449 million (2014: € 16,485 million) relating to Financial Services business. based taxes amounting to € 71 million (2014: € 54 mil- lion). Manufacturing costs include impairment losses on intangible assets and property, plant and equipment totalling € 3 million (2014: € – million). Cost of sales is reduced by public-sector subsidies in the form of reduced taxes on assets and reduced consumption- Total research and development expenditure comprises research costs, non-capitalised development costs and capitalised development costs (excluding scheduled amortisation). Total research and development expendi- ture was as follows: in € million Research and development expenses Amortisation New expenditure for capitalised development costs Total research and development expenditure 2015 2014 4,271 – 1,166 2,064 5,169 4,135 – 1,068 1,499 4,566 11 Selling and administrative expenses Selling expenses amounted to € 5,758 million (2014: € 5,344 million) and comprise mainly marketing, adver- tising and sales personnel costs. Administrative expenses amounted to € 2,875 million (2014: € 2,548 million) and comprise expenses for administration not attributable to development, pro- duction or sales functions. 114 12 Other operating income and expenses in € million Exchange gains Income from the reversal of provisions Income from the reversal of impairment losses and write-downs Gains on the disposal of assets Sundry operating income Other operating income Exchange losses Expense for additions to provisions Expense for impairment losses and write-downs Losses on the disposal of assets Sundry operating expenses Other operating expenses 2015 2014 323 172 27 173 219 914 – 311 – 192 – 76 – 23 – 218 – 820 311 184 30 101 251 877 – 334 – 225 – 86 – 25 – 202 – 872 Other operating income and expenses 94 5 Income and expenses relating to impairment losses and write-downs (reversals and additions) relate primarily to allowances on receivables. Income from the reversal of provisions includes amounts arising on the termination of legal disputes relating to the Other Entities segment. Result from equity accounted investments The profit from equity accounted investments amounted to € 518 million (2014: € 655 million) and includes primarily the Group’s share of the result of the BMW Brilliance Automotive Ltd., Shenyang, joint venture. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 13 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 14 Net interest result in € million Other interest and similar income thereof from subsidiaries: € 19 million (2014: € 18 million) Interest and similar income Net interest expense on the net defined benefit liability for pension plans Expense relating to interest impact on other long-term provisions Other interest and similar expenses thereof to subsidiaries: € – 5 million (2014: € – 6 million) Interest and similar expenses Net interest result 2015 2014 185 185 – 123 – 72 – 423 200 200 – 88 – 105 – 326 – 618 – 519 – 433 – 319 115 GROUP FINANCIAL STATEMENTS 15 Other financial result in € million Income from investments in subsidiaries and participations thereof from subsidiaries: € – million (2014: € 2 million) Impairment losses on investments in subsidiaries and participations Result on investments Losses and gains relating to financial instruments Sundry other financial result 2015 2014 1 – 25 – 24 – 430 – 430 3 – 153 – 150 – 597 – 597 Other financial result – 454 – 747 The result on investments for the year under report includes impairment losses on other investments total- ling € 25 million (2014: € 153 million). In the previous year, this line item was influenced by an impairment loss of € 152 million recognised on the investment in SGL Carbon SE, Wiesbaden. The improvement in other financial result was primarily attributable to the lower net negative impact arising on currency derivatives. 16 Income taxes Taxes on income comprise the following: in € million Current tax expense Deferred tax expense Income taxes 2015 2014 2,751 77 2,828 2,774 116 2,890 Current tax expense includes € 164 million (2014: € 275 million) relating to prior periods. A deferred tax expense of € 52 million (2014: € 83 mil- lion) is attributable to new temporary differences and the reversal of temporary differences brought forward. The tax expense was reduced by € 64 million (2014: € 27 million) as a result of utilising tax losses / tax credits brought forward, for which deferred assets had not previously been recognised. The change in the valuation allowance on deferred tax assets relating to tax losses available for carryforward and temporary differences resulted in a tax expense of € 105 million (2014: € 49 million). Deferred taxes are computed using enacted or planned tax rates which are expected to apply in the relevant national jurisdictions when the amounts are recovered. A uniform corporation tax rate of 15.0 % plus solidarity surcharge of 5.5 % applies in Germany, giving a tax rate of 15.8 %, unchanged from the previous year. After taking account of an average municipal trade tax multiplier rate (Hebesatz) of 425.0 % (2014: 425.0 %), the municipal trade tax rate for German entities is 14.9 % (2014: 14.9 %). The overall income tax rate in Germany is therefore 30.7 % (2014: 30.7 %). Deferred taxes for non-German entities are calculated on the basis of the relevant country-spe- cific tax rates and remained in a range of between 12.5 % and 46.9 %. Changes in tax rates resulted in a deferred tax expense of € 36 million (2014: € 22 million). The actual tax expense for the financial year 2015 of € 2,828 million (2014: € 2,890 million) is € 4 million (2014: € 217 million higher) lower than the expected tax expense of € 2,832 million (2014: € 2,673 million) which would theoretically arise if the tax rate of 30.7 % 116 (2014: 30.7 %), applicable for German companies, was applied across the Group. The difference between the expected and actual tax ex- pense is explained in the following reconciliation: in € million Profit before tax Tax rate applicable in Germany Expected tax expense Variances due to different tax rates Tax increases (+) / tax reductions (–) as a result of non-deductible expenses and tax-exempt income Tax expense (+) / benefits (–) for prior years Other variances Actual tax expense Effective tax rate 2015 2014 9,224 30.7 % 2,832 – 119 42 164 – 91 2,828 30.7 % 8,707 30.7 % 2,673 – 55 150 275 – 153 2,890 33.2 % Tax increases as a result of non-deductible expenses and tax reductions due to tax-exempt income de- creased significantly compared to one year earlier. As in the previous year, tax increases as a result of non- tax-deductible expenses were attributable primarily to the impact of non-recoverable withholding taxes and transfer price issues. in € million The line “Other variances” comprises primarily recon- ciling items relating to the Group’s share of results of equity accounted investments. The allocation of deferred tax assets and liabilities to balance sheet line items at 31 December is shown in the following table: Deferred tax assets Deferred tax liabilities 2015 2014 2015 2014 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Intangible assets Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Property, plant and equipment Leased products Other investments Other assets Tax loss carryforwards Provisions Liabilities Eliminations Valuation allowance Netting Deferred taxes Net 10 20 367 5 1,363 548 4,187 2,654 3,281 11 50 393 5 1,289 566 4,175 2,827 2,945 1,977 376 6,260 11 2,109 – 178 478 715 1,706 400 5,486 12 2,687 – 95 602 690 12,435 12,261 12,104 11,678 – 502 – 9,988 1,945 – 496 – 9,704 2,061 87 – – 9,988 2,116 171 – – 9,704 1,974 117 GROUP FINANCIAL STATEMENTS Deferred tax assets on tax loss carryforwards and capital losses before allowances totalled € 548 million (2014: € 566 million). After valuation allowances of € 502 million (2014: € 496 million), their carrying amount stood at € 46 million (2014: € 70 million). increased to € 2,234 million due to exchange rate factors (2014: € 2,112 million). As in previous years, deferred tax assets recognised on these tax losses – amounting to € 402 million at the end of the reporting period (2014: € 422 million) – were fully written down since they can only be utilised against future capital gains. Tax losses available for carryforward – for the most part usable without restriction – amounted to € 468 mil- lion (2014: € 469 million). This includes an amount of € 345 million (2014: € 228 million), for which a valuation allowance of € 100 million (2014: € 74 million) was rec- ognised on the related deferred tax asset. For entities with tax losses available for carryforward, a net surplus of deferred tax assets over deferred tax liabilities is re- ported at 31 December 2015 amounting to € 104 mil- lion (2014: € 140 million). Deferred tax assets are recog- nised on the basis of management’s assessment of whether it is probable that the relevant entities will gen- erate sufficient future taxable profits, against which deductible temporary differences can be offset. Capital losses available for carryforward in the United Kingdom which do not relate to ongoing operations in € million Deferred taxes at 1 January (assets (–) / liabilities (+)) Deferred tax expense (+) / income (–) recognised through income statement Change in deferred taxes recognised directly in equity Exchange rate impact and other changes Deferred taxes at 31 December (assets (–) / liabilities (+)) Netting relates to the offset of deferred tax assets and liabilities within individual separate entities or tax groups to the extent that they relate to the same tax authorities. Deferred taxes recognised directly in equity amounted to € 2,004 million (2014: € 1,889 million), an increase of € 115 million (2014: € 1,438 million) compared to the end of the previous year. The change includes an increase in deferred taxes recognised in conjunction with cur- rency translation amounting to € 43 million (2014: € 9 mil- lion). Changes in deferred tax assets and liabilities during the reporting period can be summarised as follows: 2015 2014 – 87 77 – 72 253 171 839 116 – 1,429 387 – 87 Changes in deferred tax assets and liabilities include changes relating to items recognised either through the income statement or directly in equity as well as the impact of exchange rate and other factors. Deferred taxes recognised directly in equity increased in total by € 72 million (2014: € 1,429 million). Of this amount, € 520 million (2014: € 759 million) related to the fair value measurement of derivative financial instruments and marketable securities (recognised directly in equity), shown in the summary above in the line items “Other assets” and “Liabilities”. Working in the opposite direc- tion, deferred taxes relating to remeasurements of the net defined benefit liability for pension plans (recognised directly in equity), shown in the summary above in the line item “Provisions”, fell by € 448 million (2014: increase of € 670 million). Deferred taxes are not recognised on retained profits of € 33.7 billion (2014: € 30.7 billion) of foreign subsidiaries, as it is intended to invest these profits to maintain and expand the business volume of the relevant companies. A computation was not made of the potential impact of income taxes on the grounds of disproportionate ex- pense. The tax returns of BMW Group entities are checked regularly by German and foreign tax authorities. Taking account of a variety of factors – including existing inter- pretations, commentaries and legal decisions taken re- lating to the various tax jurisdictions and the BMW Group’s past experience – adequate provision has, to the extent identifiable and probable, been made for potential future tax obligations. 118 17 Earnings per share 2015 2014 Net profit for the year after minority interest € million 6,369.4 5,798.1 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in 18 Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Profit attributable to common stock Profit attributable to preferred stock Average number of common stock shares in circulation Average number of preferred stock shares in circulation Basic earnings per share of common stock Basic earnings per share of preferred stock Dividend per share of common stock Dividend per share of preferred stock * Proposal by management. € million € million 5,839.6 529.8 5,317.7 480.4 number 601,995,196 601,995,196 number 54,499,460 54,259,767 € € € € 9.70 9.72 3.20* 3.22* 8.83 8.85 2.90 2.92 Basic earnings per share of preferred stock are com- puted on the basis of the number of preferred stock shares entitled to receive a dividend in each of the relevant financial years. As in the previous year, diluted earnings per share correspond to basic earnings per share. Other disclosures relating to the income statement Personnel expenses The income statement includes personnel costs as follows: in € million Wages and salaries Social security, retirement and welfare costs thereof pension costs: € 1,250 million (2014: € 991 million) Personnel expenses 2015 2014 8,887 1,983 8,094 1,670 10,870 9,764 Personnel expenses include € 48 million (2014: € 42 mil- lion) of expenditure incurred to adjust the workforce size. The average number of employees during the year was: Employees thereof 214 (2014: 186) at proportionately-consolidated entities Apprentices and students gaining work experience thereof 2 (2014: 2) at proportionately-consolidated entities Average number of employees 2015 2014 111,905 105,743 7,783 7,560 119,688 113,303 The number of employees at the end of the reporting period is disclosed in the Combined Management Report. 119 GROUP FINANCIAL STATEMENTS Fee expense The fee expense pursuant to § 314 (1) no. 9 HGB recog- nised in the financial year 2015 for the Group auditor and its network of audit firms amounted to € 23 mil- lion (2014: € 23 million) and consists of the following: in € million 2015 2014 Audit of financial statements thereof KPMG AG Wirtschaftsprüfungsgesellschaft Other attestation services thereof KPMG AG Wirtschaftsprüfungsgesellschaft Tax advisory services thereof KPMG AG Wirtschaftsprüfungsgesellschaft Other services thereof KPMG AG Wirtschaftsprüfungsgesellschaft Fee expense thereof KPMG AG Wirtschaftsprüfungsgesellschaft 15 4 4 2 3 – 1 1 23 7 15 3 2 1 4 1 2 1 23 6 The total fee comprises expenses recorded by BMW AG, Munich, and all consolidated subsidiaries. and € 132 million (2014: € 73 million) respectively, were recognised in the income statement in 2015. The fee expense shown for KPMG AG Wirtschafts- prüfungsgesellschaft, Berlin, relates only to services provided on behalf of BMW AG, Munich, and its German subsidiaries. Government grants and government assistance Income from asset-related and performance-related grants, amounting to € 33 million (2014: € 30 million) A large part of these amount to public sector grants for the promotion of regional structures and to subsidies for plant expansion. 19 Share-based remuneration The BMW Group operates three share-based remunera- tion programmes, namely the Employee Share Pro- gramme (for entitled employees), share-based com- mitments to members of the Board of Management and share-based commitments to senior heads of de- partment. In the case of the Employee Share Programme, non- voting shares of preferred stock in BMW AG were granted to qualifying employees during the financial year 2015 at favourable conditions (see note 34 for the number and price of issued shares). The holding pe- riod for these shares is up to 31 December 2018. The BMW Group recorded a personnel expense of € 6 mil- lion (2014: € 6 million) for the Employee Share Pro- gramme in 2015, corresponding to the difference between the market price and the reduced price of the shares of preferred stock purchased by employees. The Board of Management reserves the right to decide anew each year with respect to an Employee Share Programme. For financial years beginning after 1 January 2011, BMW AG has added a share-based remuneration com- ponent to the existing compensation system for Board of Management members. Each Board of Management member is required to invest 20 % of his / her total bonus (after tax) in shares of BMW AG common stock, which are recorded in a separate custodian account for each member concerned (annual tranche). Each annual tranche is subject to a holding period of 120 four years. Once the holding period is fulfilled, BMW AG grants one additional share of BMW AG common stock for each three held or, at its discretion, pays the equiva- lent amount in cash (share-based remuneration com- ponent). Special rules apply in the case of death or in- validity of a Board of Management member or early termination of the contractual relationship before ful- filment of the holding period. With effect from the financial year 2012, qualifying senior heads of department are also entitled to opt for a share-based remuneration component, which, in most respects, is comparable to the share-based remunera- tion arrangements for Board of Management members. The share-based remuneration component is measured at its fair value at each balance sheet date between grant and settlement date, and on the settlement date itself. The appropriate amounts are recognised as personnel expense on a straight-line basis over the vesting period and reported in the balance sheet as a provision. The cash-settlement obligation for the share-based re- muneration component is measured at its fair value at the balance sheet date (based on the closing price of BMW AG common stock in Xetra trading at 31 Decem- ber 2015). The total carrying amount of the provision for the share- based remuneration component of current and former Board of Management members and senior heads of department at 31 December 2015 was € 4,989,668 (2014: € 3,096,674). The total expense recognised in 2015 for the share-based remuneration component of current and former Board of Management members and senior heads of depart- ment was €1,892,994 (2014: €1,449,486). The fair value of the programmes for Board of Manage- ment members and senior heads of department at the date of grant of the share-based remuneration compo- nents was € 1,605,147 (2014: € 1,479,939), based on a total of 18,143 shares (2014: 17,712 shares) of BMW AG common stock or a corresponding cash-based settle- ment measured at the relevant market share price pre- vailing on the grant date. Further details on the remuneration of the Board of Management are provided in the 2015 Compensation Report, which is part of the Combined Management Report. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 121 GROUP FINANCIAL STATEMENTS BMW Group Notes to the Group Financial Statements Notes to the Statement of Comprehensive Income 20 Disclosures relating to the statement of total comprehensive income Other comprehensive income for the period after tax comprises the following: in € million 2015 2014 Remeasurement of the net defined benefit liability for pension plans Deferred taxes Items not expected to be reclassified to the income statement in the future Available-for-sale securities thereof gains / losses arising in the period under report thereof reclassifications to the income statement Financial instruments used for hedging purposes thereof gains / losses arising in the period under report thereof reclassifications to the income statement Other comprehensive income from equity accounted investments Deferred taxes Currency translation foreign operations Items expected to be reclassified to the income statement in the future 1,413 – 401 1,012 – 170 – 26 – 144 – 1,301 – 2,619 1,318 71 516 765 – 119 – 2,298 706 – 1,592 40 109 – 69 – 2,194 – 1,939 – 255 – 48 732 764 – 706 Other comprehensive income for the period after tax 893 – 2,298 Deferred taxes on components of other comprehensive income are as follows: in € million 2015 2014 Before tax Deferred taxes After tax Before tax Deferred taxes After tax Remeasurement of the net defined benefit liability for pension plans Available-for-sale securities Financial instruments used for hedging purposes Other comprehensive income from equity accounted investments Currency translation foreign operations Other comprehensive income 1,413 – 170 – 1,301 71 765 778 – 401 53 459 4 – 115 1,012 – 117 – 2,298 40 – 842 – 2,194 75 765 893 – 48 764 706 – 34 719 47 – – 1,592 6 – 1,475 – 1 764 – 3,736 1,438 – 2,298 Other comprehensive income arising at the level of equity accounted investments is reported in the Statement of Changes in Equity within “Translation differences” with a positive amount of € 90 million (2014: positive amount of € 140 million) and within “Derivative financial instru- ments” with a negative amount of € 15 million (2014: negative amount of € 141 million). 122 BMW Group Notes to the Group Financial Statements Notes to the Balance Sheet 21 Analysis of changes in Group tangible, intangible and investment assets 2015 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information in € million Development costs Goodwill Other intangible assets Intangible assets Acquisition and manufacturing cost 1. 1. 20151 Translation differences Additions Reclassi- fications Disposals 31. 12. 2015 9,341 369 1,445 – – 15 2,064 – 146 – – – 883 – 152 10,522 369 1,454 11,155 15 2,210 – 1,035 12,345 Land, titles to land, buildings, including buildings on third party land Plant and machinery Other facilities, factory and office equipment Advance payments made and construction in progress Property, plant and equipment 9,806 32,770 2,517 2,020 47,113 164 551 47 4 766 240 1,954 218 1,268 3,680 Leased products 36,969 1,738 18,011 Investments accounted for using the equity method 1,088 – 1,293 Investments in non-consolidated subsidiaries Participations Non-current marketable securities Other investments 1 Including mergers, see note 2. 2 Including assets under construction of € 1,187 million. 226 641 – 867 3 – – 3 68 15 28 111 295 1,362 34 – 1,691 – – – – – – – 75 1,168 215 4 10,430 35,469 2,601 1,597 1,462 50,097 14,452 42,266 148 64 – – 64 2,233 233 656 28 917 Analysis of changes in Group tangible, intangible and investment assets 2014 in € million Development costs Goodwill Other intangible assets Intangible assets Acquisition and manufacturing cost 1. 1. 20141 Translation differences Additions Reclassi- fications Disposals 31. 12. 2014 9,667 374 1,459 – – 15 1,499 – 62 – – – 1,825 5 93 9,341 369 1,443 11,500 15 1,561 – 1,923 11,153 Land, titles to land, buildings, including buildings on third party land Plant and machinery Other facilities, factory and office equipment Advance payments made and construction in progress Property, plant and equipment 8,812 28,843 2,355 2,972 42,982 207 607 65 37 916 407 2,436 207 1,489 4,539 Leased products 32,486 1,954 14,576 Investments accounted for using the equity method Investments in non-consolidated subsidiaries Participations Non-current marketable securities Other investments 638 240 575 – 815 – 2 – – 2 600 41 66 – 107 428 2,023 32 – 2,483 – – – – – – – 51 9,803 1,145 32,764 149 1 2,510 2,014 1,346 47,091 12,047 36,969 150 57 – – 57 1,088 226 641 – 867 1 Including first-time consolidations. 2 Prior year figures have been adjusted for changes in accordance with IAS 8 as described in note 9 of the Financial Statements 2014. 3 Including assets under construction of € 1,679 million. 123 GROUP FINANCIAL STATEMENTS Depreciation and amortisation Trans- lation differ- ences – – 11 Current year Dis- posals 31. 12. 2015 Carrying amount 31. 12. 2015 31. 12. 2014 1,166 – 175 883 – 152 4,171 5 797 6,351 5,453 Development costs 364 657 364 Goodwill 682 Other intangible assets 11 1,341 1,035 4,973 7,372 6,499 Intangible assets 77 390 43 – 510 238 – 2 – – 2 319 2,795 204 – 62 1,150 208 – 4,515 25,876 1,941 6 5,915 9,593 660 1,5912 5,625 Land, titles to land, buildings, including buildings on third party land 8,930 Plant and machinery 613 Other facilities, factory and office equipment 2,014 Advance payments made and construction in progress 3,318 1,420 32,338 17,759 17,182 Property, plant and equipment 3,536 3,277 7,301 34,965 30,165 Leased products – 12 13 2 27 – – – – – – 76 411 2 489 2,233 1,088 Investments accounted for using the equity method 157 245 26 428 164 Investments in non-consolidated subsidiaries 244 Participations – Non-current marketable securities 408 Other investments 1. 1. 20151 3,888 5 763 4,656 4,181 23,841 1,902 6 29,930 6,804 – 62 398 – 460 1. 1. 20141 4,645 5 665 Depreciation and amortisation Trans- lation differ- ences – – 10 Current year Changes not effect- ing net income 1,068 – 178 – – – Dis- posals 31. 12. 2014 Carrying amount 31. 12. 2014 31. 12. 20132 1,825 3,888 5,453 5,022 Development costs – 92 5 761 364 682 369 Goodwill 788 Other intangible assets 5,315 10 1,246 – 1,917 4,654 6,499 6,179 Intangible assets 3,849 22,071 1,809 – 27,729 85 431 52 – 568 282 2,461 181 – 2,924 6,572 293 3,401 – 76 188 – 264 – 1 – – 1 – 1 152 – 153 – – – – – – – – 57 – 57 38 4,178 1,129 23,834 145 – 1,897 – 1,312 29,909 5,625 8,930 613 2,0143 4,890 Land, titles to land, buildings, including buildings on third party land 6,771 Plant and machinery 536 Other facilities, factory and office equipment 2,971 Advance payments made and construction in progress 17,182 15,168 Property, plant and equipment 3,462 6,804 30,165 25,914 Leased products – 16 – – 16 – 62 397 – 459 1,088 638 Investments accounted for using the equity method 164 244 – 408 166 Investments in non-consolidated subsidiaries 387 Participations – Non-current marketable securities 553 Other investments 124 22 Intangible assets Intangible assets mainly comprise capitalised develop- ment costs on vehicle and engine projects as well as subsidies for tool costs, licences, purchased development projects, software and purchased customer bases. Amortisation on intangible assets is presented in cost of sales, selling expenses and administrative expenses. Other intangible assets include a brand-name right amounting to € 48 million (2014: € 46 million), which is allocated to the Automotive segment and is not sub- ject to scheduled depreciation since its useful life is deemed to be indefinite. The year-on-year change is due entirely to currency factors. This line item also includes goodwill of € 33 million (2014: € 33 million) allocated to the Automotive cash-generating unit (CGU) and good- will of € 331 million (2014: € 331 million) allocated to the Financial Services CGU. Intangible assets amounting to € 48 million (2014: € 46 million) are subject to restrictions on title. As in the previous year, there was no requirement to recognise impairment losses or reversals of impairment losses on intangible assets in 2015. No borrowing costs were recognised as a cost compo- nent of intangible assets during the year under report. An analysis of changes in intangible assets is provided in note 21. 23 Property, plant and equipment A break-down of the different classes of property, plant and equipment disclosed in the balance sheet and changes during the year are shown in note 21. An impairment loss of € 3 million (2014: € – million) was recognised on plant and machinery in the Automotive segment in 2015. No borrowing costs were recognised as a cost compo- nent of property, plant and equipment during the year under report. ship is attributable to the BMW Group due to the na- ture of the lease arrangements (finance leases). Leases to which BMW AG is party, with a carrying amount of € 102 million (2014: € 64 million), run for periods up to 2030 at the latest and contain price adjustment clauses in the form of index-linked rentals as well as extension and purchase options. Assets leased by BMW Tokyo Corp., Tokyo, with a carrying amount of € 7 million (2014: € 2 million), have remaining terms up to 2039 at the latest. BMW Osaka Corp., Osaka, is party to a finance lease running until 2022 for an opera- tional building with a carrying amount of € 1 million at the end of the reporting period (2014: € 1 million). 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Property, plant and equipment include a total of € 110 million (2014: € 67 million) relating to land and operational buildings, for which economic owner- Minimum lease payments of the relevant leases are as follows: in € million 31. 12. 2015 31. 12. 2014 Total of future minimum lease payments due within one year due between one and five years due later than five years Interest portion of the future minimum lease payments due within one year due between one and five years due later than five years Present value of future minimum lease payments due within one year due between one and five years due later than five years 22 69 99 190 10 32 27 69 12 37 72 121 13 53 53 119 8 25 12 45 5 28 41 74 125 GROUP FINANCIAL STATEMENTS 24 Leased products The BMW Group, as lessor, leases out its own products and those of other manufacturers as part of its finan- cial services business. Minimum lease payments of € 16,527 million (2014: € 14,712 million) from non-can- cellable operating leases fall due as follows: in € million within one year between one and five years later than five years Minimum lease payments 31. 12. 2015 31. 12. 2014 8,079 8,445 3 16,527 7,267 7,442 3 14,712 Contingent rents of € 54 million (2014: € 56 million), based principally on the distance driven, were recognised in income. Some of the agreements contain price adjust- ment clauses as well as extension and purchase options. ment losses amounting to € 24 million (2014: € 44 million) were recognised on leased products in 2015 as a con- sequence of changes in residual value expectations. Impairment losses amounting to € 119 million (2014: € 137 million) and income from the reversal of impair- An analysis of changes in leased products is provided in note 21. 25 Investments accounted for using the equity method Investments accounted for using the equity method com- prise the joint ventures BMW Brilliance Automotive Ltd., Shenyang (BMW Brilliance), DriveNow GmbH & Co. KG, Munich, and DriveNow Verwaltungs GmbH, Munich (DriveNow), as well as the associated company THERE Holding B. V., Amsterdam (THERE). The BMW Brilliance Automotive Ltd., Shenyang, joint venture (in which the BMW Group has a 50.0 % share- holding) produces mainly BMW brand models for the Chinese market and also has engine manufacturing facilities, which supply the joint venture’s two plants with petrol engines. The joint ventures DriveNow GmbH & Co. KG, Munich, and DriveNow Verwaltungs GmbH, Munich, (in both cases with a 50.0 % shareholding) is a car sharing pro- vider which currently offers car-sharing services in major German cities and, going forward, increasingly outside Germany. The associated company, THERE Holding B. V., Amsterdam, (in which the BMW Group has a 33.3 % shareholding), wholly owns HERE International B. V., Amsterdam (until 28 January 2016: THERE Acquisition B. V., Amsterdam), which, in turn, serves as the parent company of the HERE Group. Further information is provided in note 3. The accounting treatment applied to investments ac- counted for using the equity method is described in note 6. Financial information relating to equity accounted investments is aggregated in the following table: in € million Disclosures relating to the income statement Revenues Scheduled depreciation Profit / loss before financial result Interest income Interest expenses Income taxes Other comprehensive income Total comprehensive income Dividends received by the Group BMW Brilliance DriveNow 2015 2014 2015 2014 THERE* 2015 13,220 380 1,399 40 15 369 – 1,081 144 11,550 247 1,702 24 – 449 – 1,339 147 47 – – 6 – – – – – 6 – 32 – – 5 – – – – – 5 – – – – – – – – – – * No disclosure of income statement figures for 2015 on the grounds of immateriality. See also note 3. 126 in € million Disclosures relating to the balance sheet Non-current assets Cash and cash equivalents Current assets Equity Non-current financial liabilities Non-current provisions and liabilities Current financial liabilities Current provisions and liabilities Reconciliation of aggregated financial information Assets Equity and liabilities Net assets Group’s interest in net assets Eliminations Carrying amount BMW Brilliance DriveNow 2015 2014 2015 2014 THERE1 2015 5,415 1,663 3,841 3,853 – 589 641 4,171 976 3,404 2,910 – 450 236 4,814 4,215 9,256 5,403 3,853 1,927 – 376 1,551 7,575 4,665 2,910 1,455 – 373 1,082 – 23 32 202 – – – 12 32 12 20 143 – 14 1 13 19 12 – – – 8 20 8 12 6 – 6 3,115 96 365 2,003 48 1,093 48 384 3,480 1,477 2,003 668 – 668 1 Carrying amounts as at acquisition date (4 December 2015). See also note 3. 2 Corresponds to the consolidated capital (provided by the shareholders) of DriveNow GmbH & Co. KG, Munich, and its subsidiaries. 3 The BMW Group holds 73.8 % (2014: 50.0 %) of net assets at 31 December 2015. Due to the allocation of voting rights within the decision-making bodies of the two entities, operations remain subject to joint control. Other investments Other investments relate to investments in non-consoli- dated subsidiaries, joints ventures, joint operations and associated companies, participations and non-current marketable securities. The additions to investments in non-consolidated sub- sidiaries relate to capital increases at the level of BMW SLP S. A. de C. V., San Luis Potosí, BMW i Ventures B. V., Rijswijk, and BMW i Ventures, LLC, WiImington, DE. The additions to non-current marketable securities re- late to the acquisition of part of a convertible bond, issued by SGL Carbon SE, Wiesbaden, with a nominal volume of € 28 million. Disposals of investment in non- consolidated subsidiaries result from the winding-up of BMW Services Netherlands B. V., Rijswijk. Impairment losses on investments in non-consolidated subsidiaries – recognised with income statement effect – related primarily to BMW i Ventures B. V., Rijswijk. Impairment losses on participations – recognised with income statement effect – related to the investment in SGL Carbon SE, Wiesbaden, which was written down on the basis of objective criteria, see also note 6. A break-down of the different classes of other invest- ments disclosed in the balance sheet and changes during the year are shown in note 21. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 26 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 127 GROUP FINANCIAL STATEMENTS 27 Receivables from sales financing Receivables from sales financing, totalling € 70,043 mil- lion (2014: € 61,024 million), comprise € 52,915 million (2014: € 45,849 million) for credit financing for retail customers and dealers and € 17,128 million (2014: € 15,175 million) for finance leases. Finance leases are analysed as follows: in € million 31. 12. 2015 31. 12. 2014 Gross investment in finance leases due within one year due between one and five years due later than five years Present value of future minimum lease payments due within one year due between one and five years due later than five years 5,974 12,816 134 18,924 5,429 11,572 127 17,128 5,366 11,231 109 16,706 4,898 10,175 102 15,175 Unrealised interest income 1,796 1,531 Contingent rents recognised as income (generally relat- ing to the distance driven) amounted to € 1 million (2014: € 2 million). Impairment losses on finance leases amounting to € 174 million (2014: € 183 million) were measured and recognised on the basis of specific credit risks. Non-guaranteed residual values that fall to the benefit of the lessor amounted to € 165 million (2014: € 140 million). Receivables from sales financing include € 41,865 mil- lion (2014: € 37,438 million) with a remaining term of more than one year. Allowances for impairment and credit risk in € million Gross carrying amount Allowance for impairment Net carrying amount 31. 12. 2015 31. 12. 2014 71,536 – 1,493 70,043 62,539 – 1,515 61,024 Allowances on receivables from sales financing – which only arise within the Financial Services segment – developed as follows: 2015 in € million Balance at 1 January Allocated (+) / reversed (–) Utilised Exchange rate impact and other changes Balance at 31 December Allowance for impairment recognised on a group basis specific item basis 1,000 265 – 319 17 963 515 30 – 22 7 530 Total 1,515 295 – 341 24 1,493 128 2014 in € million Balance at 1 January* Allocated (+) / reversed (–) Utilised Exchange rate impact and other changes Balance at 31 December Allowance for impairment recognised on a group basis specific item basis 1,098 239 – 371 34 1,000 482 41 – 20 12 515 Total 1,580 280 – 391 46 1,515 * Balance at 1 January adjusted due to deconsolidation of entities. At the end of the reporting period, impairment allow- ances of € 530 million (2014: € 515 million) were recog- nised on a group basis on gross receivables from sales financing totalling € 44,473 million (2014: € 38,780 mil- lion). Impairment allowances of € 963 million (2014: € 1,000 million) were recognised at 31 December 2015 on a specific item basis on gross receivables from sales financing totalling € 13,742 million (2014: € 12,951 million). Receivables from sales financing which were not over- due at the end of the reporting period amounted to € 13,321 million (2014: € 10,808 million). No impairment losses were recognised for these balances. The estimated fair value of collateral received for re- ceivables on which impairment losses were recognised totalled € 26,992 million (2014: € 25,443 million) at the end of the reporting period. This collateral related primarily to vehicles. The carrying amount of assets held as collateral and taken back as a result of pay- ment default amounted to € 40 million (2014: € 41 mil- lion). 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 28 Financial assets Financial assets comprise: in € million 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Derivative instruments Marketable securities and investment funds Loans to third parties Credit card receivables Other Financial assets thereof non-current thereof current 31. 12. 2015 31. 12. 2014 3,030 5,261 133 272 147 8,843 2,208 6,635 2,888 3,972 12 239 297 7,408 2,024 5,384 The increase in derivative instruments was primarily attributable to positive market price developments of currency derivatives. The rise in marketable securities and investment funds results primarily from investments in fixed income marketable securities. The amount by which the value of the investment funds exceeds obligations for part-time working arrange- ments (€ 12 million; 2014: € 48 million) is reported under “Other financial assets”. Investment funds are held to secure these obligations. These funds are managed by BMW Trust e. V., Munich, as part of a Contractual Trust Arrangement (CTA) and are therefore netted against the corresponding settlement arrears for pre-retirement part-time working arrangements. 129 GROUP FINANCIAL STATEMENTS Marketable securities and investment funds relate to available-for-sale financial assets and comprise: in € million Stocks Fixed income securities Other debt securities Marketable securities and investment funds The contracted maturities of debt securities are as follows: in € million Fixed income securities due within three months due later than three months Other debt securities due within three months due later than three months Debt securities Allowances for impairment and credit risk Receivables relating to credit card business comprise the following: in € million Gross carrying amount Allowance for impairment Net carrying amount 31. 12. 2015 31. 12. 2014 561 4,356 344 5,261 100 3,340 532 3,972 31. 12. 2015 31. 12. 2014 699 3,657 344 – 4,700 595 2,745 532 – 3,872 31. 12. 2015 31. 12. 2014 280 – 8 272 247 – 8 239 Allowances for impairment losses on receivables relating to credit card business developed as follows during the year under report: 2015 in € million Balance at 1 January Allocated (+) / reversed (–) Utilised Exchange rate impact and other changes Balance at 31 December 2014 in € million Balance at 1 January Allocated (+) / reversed (–) Utilised Exchange rate impact and other changes Balance at 31 December Allowance for impairment recognised on a group basis specific item basis 8 7 – 8 1 8 – – – – – Allowance for impairment recognised on a group basis specific item basis 9 6 – 8 1 8 – – – – – Total 8 7 – 8 1 8 Total 9 6 – 8 1 8 130 29 Income tax assets Income tax assets totalling € 2,381 million (2014: € 1,906 million) include claims amounting to € 519 million (2014: € 653 million) which are expected to be settled af- ter more than twelve months. Some of the claims may be settled earlier than this depending on the timing of proceedings. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 30 Other assets Other assets comprise: in € million Prepayments Receivables from subsidiaries Receivables from other companies in which an investment is held Other taxes Collateral receivables Expected reimbursement claims Sundry other assets Other assets thereof non-current thereof current 31. 12. 2015 31. 12. 2014 1,527 716 893 1,036 412 711 966 6,261 1,568 4,693 1,323 721 1,055 1,078 412 641 902 6,132 1,094 5,038 Prepayments of € 1,527 million (2014: € 1,323 million) re- late mainly to prepaid interest and commission paid to dealers. Prepayments of € 795 million (2014: € 674 mil- lion) have a maturity of less than one year. Receivables from other companies in which an invest- ment is held include € 892 million (2014: € 1,054 million) due within one year. Receivables from subsidiaries include trade receivables of € 39 million (2014: € 41 million) and financial receiva- bles of € 677 million (2014: € 680 million). They include € 265 million (2014: € 293 million) with a remaining term of more than one year. Collateral receivables comprise mainly customary collateral (banking deposits) arising on the sale of re- ceivables. 31 Inventories Inventories comprise the following: in € million 31. 12. 2015 31. 12. 2014 Raw materials and supplies Work in progress, unbilled contracts Finished goods and goods for resale Inventories 1,004 1,098 8,969 11,071 918 944 9,227 11,089 At 31 December 2015, inventories measured at their net realisable value amounted to € 1,054 million (2014: € 723 million) and are included in total inventories of € 11,071 million (2014: € 11,089 million). Write-downs to net realisable value amounting to € 486 million (2014: € 29 million) were recognised in 2015 and resulted pri- marily from accidents and natural disasters. No reversals of write-down were recognised in the period under re- port (2014: € 3 million). 131 GROUP FINANCIAL STATEMENTS 32 Trade receivables Trade receivables totalling € 2,751 million (2014: € 2,153 million) include € 53 million (2014: € 47 million) due later than one year. Allowances for impairment and credit risk in € million Gross carrying amount Allowance for impairment Net carrying amount 31. 12. 2015 31. 12. 2014 2,847 – 96 2,751 2,236 – 83 2,153 Allowances on trade receivables developed as follows during the year under report: 2015 in € million Balance at 1 January Allocated (+) / reversed (–) Utilised Exchange rate impact and other changes Balance at 31 December 2014 in € million Balance at 1 January Allocated (+) / reversed (–) Utilised Exchange rate impact and other changes Balance at 31 December Allowance for impairment recognised on a group basis specific item basis 76 36 – 27 – 1 84 7 7 – 1 – 1 12 Allowance for impairment recognised on a group basis specific item basis 98 – 6 – 15 – 1 76 9 – 2 – – 7 Total 83 43 – 28 – 2 96 Total 107 – 8 – 15 – 1 83 Some trade receivables were overdue for which an impairment loss was not recognised. Overdue balances are analysed into the following time windows: in € million 1 – 30 days overdue 31 – 60 days overdue 61 – 90 days overdue 91 – 120 days overdue More than 120 days overdue 31. 12. 2015 31. 12. 2014 128 20 10 15 22 195 100 73 26 30 52 281 132 Receivables that are overdue by between one and 30 days do not normally result in bad debt losses since the over- due nature of the receivables is primarily attributable to the timing of receipts around the month-end. In the case of trade receivables, collateral is generally held in the form of vehicle documents and bank guarantees so that the risk of bad debt loss is extremely low. 33 Cash and cash equivalents Cash and cash equivalents of € 6,122 million (2014: € 7,688 million) comprise cash on hand and at bank, all with an original term of up to three months. 34 Equity Number of shares issued Preferred stock Common stock 2015 2014 2015 2014 Shares issued / in circulation at 1 January 54,499,544 54,259,787 601,995,196 601,995,196 Shares issued in conjunction with Employee Share Programme 309,944 239,777 Less: shares repurchased and re-issued 84 20 – – – – Shares issued / in circulation at 31 December 54,809,404 54,499,544 601,995,196 601,995,196 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information At 31 December 2015 common stock issued by BMW AG was divided, as at the end of the previous year, into 601,995,196 shares of common stock with a par-value of € 1.00. Preferred stock issued by BMW AG was divided into 54,809,404 shares (2014: 54,499,544 shares) with a par-value of € 1.00. Unlike the common stock, no voting rights are attached to the preferred stock. All of the Company’s stock is issued to bearer. Preferred stock bears an additional dividend of € 0.02 per share. In 2015, a total of 309,944 shares of preferred stock was sold to employees at a reduced price of €53.66 per share in conjunction with the Company’s Employee Share Pro- gramme. These shares are entitled to receive dividends with effect from the financial year 2016. 84 shares of preferred stock were bought back via the stock exchange in conjunction with the Company’s Employee Share Programme. Further information on share-based remuneration is provided in note 19. Issued share capital increased by € 0.3 million as a result of the issue to employees of 309,860 shares of non-voting preferred stock. The number of authorised shares and the Authorised Capital of BMW AG amounted to 4.5 mil- lion shares and € 4.5 million respectively at the end of the reporting period. The Company is authorised to issue 5 million shares of non-voting preferred stock amounting to nominal € 5.0 million prior to 14 May 2019. The share premium of € 22.8 million arising on the share capital increase was transferred to capital reserves. Capital reserves Capital reserves include premiums arising from the issue of shares and totalled € 2,027 million (2014: € 2,005 mil- lion). The change related to the share capital increase in conjunction with the issue of shares of preferred stock to employees. Revenue reserves Revenue reserves comprise the post-acquisition and non- distributed earnings of consolidated companies. In addition, remeasurements of the net defined benefit lia- bility for pension plans are also presented in revenue reserves. Revenue reserves increased during the twelve-month period under report to € 41,027 million (31 December 2014: € 35,621 million). They were increased by the amount of the net profit attributable to shareholders of BMW AG amounting to € 6,369 million (2014: € 5,798 mil- lion) and reduced by the payment of the dividend for 2014 amounting to € 1,904 million (for 2013: € 1,707 mil- lion). Revenue reserves also increased by € 1,012 million (2014: reduced by € 1,592 million) as a result of re- measurements of net defined benefit liability for pen- sion plans (net of deferred tax recognised directly in 133 GROUP FINANCIAL STATEMENTS equity). Other miscellaneous changes reduced revenue reserves by € 71 million (2014: € – million). going concern in the long-term and to provide an ade- quate return to shareholders. The unappropriated profit of BMW AG at 31 December 2015 amounts to € 2,102 million and will be proposed to the Annual General Meeting for distribution. This amount includes € 175 million relating to preferred stock. The amount proposed for distribution represents an amount of €3.22 per share of preferred stock and €3.20 per share of common stock. The proposed distribution must be authorised by the shareholders at the Annual General Meeting of BMW AG. It is therefore not recog- nised as a liability in the Group Financial Statements. Accumulated other equity Accumulated other equity comprises all amounts recog- nised directly in equity resulting from the translation of the financial statements of foreign subsidiaries, the effects of recognising changes in the fair value of deriva- tive financial instruments and marketable securities directly in equity and the related deferred taxes recog- nised directly in equity. Minority interests Equity attributable to minority interests amounted to € 234 million (2014: € 217 million). This includes a mi- nority interest of € 27 million in the results for the year (2014: € 19 million). Capital management disclosures The BMW Group’s objectives when managing capital are to safeguard the Group’s ability to continue as a The BMW Group manages the capital structure and makes adjustments to it in the light of changes in eco- nomic conditions and the risk profile of the underlying assets. The BMW Group is not subject to any external minimum equity capital requirements. Within the Financial Ser- vices segment, however, there are a number of individual entities which are subject to equity capital requirements set by regulatory banking agencies. In order to manage its capital structure, the BMW Group uses various instruments including the amount of divi- dends paid to shareholders and share buy-backs. Moreover, the BMW Group pro-actively manages debt capital, determining levels of debt capital transactions with a target debt structure in mind. An important as- pect of the selection of financial instruments is the ob- jective to achieve matching maturities for the Group’s financing requirements. In order to reduce non-sys- tematic risk, the BMW Group uses a variety of financial instruments available on the world’s capital markets to achieve diversification. The capital structure at the end of the reporting period was as follows: in € million 31. 12. 2015 31. 12. 2014 Equity attributable to shareholders of BMW AG Proportion of total capital Non-current financial liabilities Current financial liabilities Total financial liabilities Proportion of total capital Total capital 42,530 31.7 % 49,523 42,160 91,683 68.3 % 37,220 31.6 % 43,167 37,482 80,649 68.4 % 134,213 117,869 134 Equity attributable to shareholders of BMW AG increased during the financial year by 0.1 percentage points, primarily reflecting the increase in revenue reserves. Since December 2013, the BMW AG has a long-term rating of A+ (with stable outlook) and a short-term rating of A-1 from the rating agency Standard & Poor’s, cur- rently the highest rating given by Standard & Poor’s to a European car manufacturer. Since July 2011, the BMW AG has a long-term rating of A2 (with stable out- look) and a short-term rating of P-1 from the rating agency Moody’s. In March 2015, Moody’s raised the outlook from “stable” to “positive” and at the same time confirmed the long-term and short-term ratings of A2 and P-1 respectively. This means that BMW AG continues to enjoy the best ratings of all European car manufacturers, clearly reflecting the financial strength of the BMW Group. Company rating Non-current financial liabilities Current financial liabilities Outlook Moody’s Standard & Poor’s A2 P-1 positive A + A-1 stable With their current long-term ratings of A+ (Standard & Poor’s) and A2 (Moody’s), the agencies continue to confirm BMW AG’s robust creditworthiness for debt with a term of more than one year. BMW AG’s credit- worthiness for short-term debt is also classified by the rating agencies as very good, thus enabling it to obtain refinancing funds on competitive conditions. Pension provisions Pension provisions are recognised as a result of commit- ments to pay future vested pension benefits and current pensions to present and former employees of the BMW Group and their dependants. Depending on the legal, economic and tax circumstances prevailing in each coun- try, various pension plans are used, based generally on the length of service, salary and remuneration structure of the employees involved. Due to similarity of nature, the obligations of BMW Group companies in the USA and of BMW (South Africa) (Pty) Ltd., Pretoria, for post- retirement medical care are also accounted for as pen- sion provisions in accordance with IAS 19. Post-employment benefit plans are classified as either defined contribution or defined benefit plans. Under defined contribution plans an enterprise pays fixed contributions into a separate entity or fund and does not assume any other obligations. The total pension ex- pense for defined contribution plans of the BMW Group amounted to € 71 million (2014: € 60 million). Employer contributions paid to state pension insurance programmes totalled € 571 million (2014: € 517 million). Under defined benefit plans the enterprise is required to pay the benefits granted to present and past employees. Defined benefit plans may be funded or unfunded, the latter sometimes covered by accounting provisions. Pension commitments in Germany are mostly covered by assets contributed to BMW Trust e. V. , Munich, in conjunction with a contractual trust arrangement (CTA). The main other countries with funded plans were the UK, the USA, Switzerland, the Netherlands, Belgium and Japan. In the meantime, most of the defined bene- fit plans have been closed to new entrants. In the case of externally funded plans, the defined bene- fit obligation is offset against plan assets measured at their fair value. Where the plan assets exceed the pen- sion obligations and the BMW Group has a right of re- imbursement or a right to reduce future contributions, it reports an asset (within “Other financial assets”) at an amount equivalent to the present value of the future economic benefits attached to the plan assets. If the plan is externally funded, a liability is recognised under pension provisions where the benefit obligation exceeds fund assets. Remeasurements of the net liability arise from changes in the present value of the defined benefit obligation, the fair value of the plan assets or the asset ceiling. Rea- sons for remeasurements include changes in financial and demographic assumptions as well as changes in the detailed composition of beneficiaries. Remeasurements are recognised immediately in “Other comprehensive 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in 35 Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 135 GROUP FINANCIAL STATEMENTS income” and hence directly in equity (within revenue reserves). Past service cost arises where a BMW Group entity in- troduces a defined benefit plan or changes the benefits payable under an existing plan. These costs are recog- nised immediately in the income statement. Similarly, gains and losses arising on the settlement of a defined benefit plan are recognised immediately in the income statement. The defined benefit obligation is calculated on an ac- tuarial basis. The actuarial computation requires the use of estimates and assumptions, which depend on the economic situation in each particular country. The most important assumptions applied by the BMW Group are shown below. The following weighted average values have been used for Germany, the United Kingdom and other countries: 31 December in % Discount rate Pension level trend Germany 2015 2014 United Kingdom 2015 2014 Other 2015 2014 2.51 1.60 2.10 1.60 3.58 2.43 3.40 2.43 3.83 0.02 3.48 0.03 The following mortality tables are applied in countries, in which the BMW Group has significant defined benefit plans: Germany Mortality Table 2005 G issued by Prof. K. Heubeck (with invalidity rates reduced by 50 %) United Kingdom S1PA tables weighted accordingly, and S1NA tables minus 2 years, both with a minimum long term annual improvement allowance USA RP2014 Mortality Table with collar adjustments projected with MP2015 In Germany, the so-called “pension entitlement trend” (Festbetragstrend) also represents a significant actuarial assumption for the purposes of determining benefits payable at retirement and was left unchanged at 2.0 %. By contrast, the salary level trend assumption is subject to a comparatively low level of sensitivity within the BMW Group. The calculation of the salary level trend in the UK also takes account of restrictions due to caps and floors. Based on the measurement principles contained in IAS 19, the following balance sheet carrying amounts apply to the Group’s pension plans: 31 December in € million Germany United Kingdom Other Total 2015 2014 2015 2014 2015 2014 2015 2014 Present value of defined benefit obligations Fair value of plan assets 9,215 7,855 9,636 9,327 7,323 8,153 Effect of limiting net defined benefit asset to asset ceiling – – – 9,499 7,734 – Carrying amounts at 31 December 1,360 2,313 1,174 1,765 thereof pension provision thereof assets 1,360 2,313 1,174 1,765 – – – – 1,384 1,327 19,926 20,462 922 3 465 466 – 1 804 16,930 15,861 2 525 526 – 1 3 2 2,999 4,603 3,000 4,604 – 1 – 1 136 The decrease in defined benefit obligations results mainly from the change in the discount rate used for the actuarial computation in Germany, the UK and the USA. The provision for pension-like obligations for post-em- ployment medical care in the USA and South Africa amounts to € 52 million (2014: € 57 million) and is deter- mined on a similar basis to the measurement of pension obligations in accordance with IAS 19. Increased costs do not have a direct impact on medical care obligations relating to pensioners in the USA. In the case of South Africa, however, it was assumed that costs would in- crease in the long term by 8.4 % (2014: 8.3 %) p. a. The expense recognised for obligations relating to post-em- ployment medical care amounted to € 10 million (2014: € 8 million). Numerous defined benefit plans are in place through- out the BMW Group, the most significant of which are described below. Germany Both employer- and employee-funded benefit plans are in place in Germany. Benefits paid in conjunction with these plans comprise old-age retirement pensions as well as invalidity and surviving dependants’ benefits. The Deferred Remuneration Retirement Plan is an em- ployee-financed defined contribution plan with a mini- mum rate of return. The fact that the plan involves a minimum rate of return means that it is classified as a defined benefit plan. Employees have the option to waive payment of certain remuneration components in return for a future benefit. Any employer social security contributions saved are credited in the following year to the individual’s benefits account. The converted re- muneration components and the social security contri- butions saved are invested on capital markets. When the benefit falls due, it is paid on the basis of the higher of the value of the depot account or a guaranteed mini- mum amount. Defined benefit obligations also remain in Germany, for which benefits are determined either by multiplying a fixed amount by the number of years of service or on the basis of an employee’s final salary. The defined bene- fit plans have been closed to new entrants. With effect from 1 January 2014, new employees receive a defined contribution entitlement with a minimum rate of return. The assets of the German pension plans are adminis- tered by BMW Trust e. V. , Munich, (German registered association) in accordance with a CTA. The repre- sentative bodies of this entity are the Board of Directors and the Members’ General Meeting. BMW Trust e. V., Munich, currently has seven members and three Board of Directors members elected by the Members’ General Meeting. The Board of Directors is responsible for in- vestments, drawing up and deciding on investment guidelines as well as monitoring compliance with those guidelines. The members of the association can be em- ployees, senior executives and members of the Board of Directors. An ordinary Members’ General Meeting takes place once every calendar year, and deals with a range of matters, including receiving and approving the association’s annual report, ratifying the activities of the Board of Directors and adopting changes to the as- sociation’s statutes. United Kingdom In the United Kingdom, the BMW Group has defined benefit plans, which are primarily employer-funded combined with employee-funded components based on the conversion of employee remuneration. These plans are subject to statutory minimum recovery require- ments. Benefits paid in conjunction with these plans comprise old-age retirement pensions as well as inva- lidity and surviving dependants’ benefits. These de- fined benefit plans have been closed to new entrants, who, since 1 January 2014, are covered by a defined contribution plan. The pension plans are administered by BMW Pension Trustees Limited, Hams Hall, and BMW (UK) Trustees Limited, Hams Hall, both trustee companies which act independently of the BMW Group. BMW (UK) Trustees Limited, Hams Hall, is represented by 14 trustees and BMW Pension Trustees Limited, Hams Hall, by five trustees. A minimum of one third of the trustees must be elected by plan participants. The trustees represent the interests of plan participants and decide on invest- ment strategies. Recovery contributions to the funds are determined in agreement with the BMW Group. USA The BMW Group’s defined benefit plans in the USA are primarily employer-funded and include final salary pension plans and a post-retirement medical care plan. Benefits paid in conjunction with these plans comprise old-age retirement pensions, early retirement benefits, 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 137 GROUP FINANCIAL STATEMENTS surviving dependants’ benefits as well as post-retirement medical care benefits. Statutory minimum funding requirements apply to the final salary pension plans. Plan participants are repre- sented by a committee consisting of six members, which is authorised to take all decisions pertaining to the relevant pension plan, including plan structure, invest- ments and selection of investment managers as well as regular allocations and retrospective allocations to the plan. The committee members are nominated by the management of the relevant participating US entities. Plan committees act in a fiduciary capacity and are subject to statutory framework conditions. The change in the net defined benefit liability for pen- sion plans can be derived as follows: in € million Defined benefit obligation Plan assets Total Limitation of the net defined benefit asset to the asset ceiling Net defined benefit liability 1 January 2015 20,462 – 15,861 4,601 Expense / income Current service cost Interest expense (+) / income (–) Past service cost Remeasurements Gains (–) or losses (+) on plan assets, excluding amounts included in interest income Gains (–) or losses (+) arising from changes in demographic assumptions Gains (–) or losses (+) arising from changes in financial assumptions Changes in the limitation of the net defined benefit asset to the asset ceiling Gains (–) or losses (+) arising from experience adjustments Transfers to fund Employee contributions Pensions and other benefits paid Translation differences and other changes 31 December 2015 thereof pension provision thereof assets 494 591 – 9 – – 468 – 494 123 – 9 – 325 325 – 224 – 1,181 – – 429 – 79 – 540 683 19,926 – – – – – 872 – 79 554 – 529 – 16,930 – 224 – 1,181 – – 429 – 872 – 14 154 2,996 2 – – – – – – 1 – – – – – 3 4,603 494 123 – 9 325 – 224 – 1,181 1 – 429 – 872 – 14 154 2,999 3,000 – 1 138 in € million Defined benefit obligation Plan assets Total Limitation of the net defined benefit asset to the asset ceiling Net defined benefit liability 1 January 2014 15,758 – 13,461 2,297 Expense / income Current service cost Interest expense (+) / income (–) Past service cost Gains (–) or losses (+) arising from settlements Remeasurements Gains (–) or losses (+) on plan assets, excluding amounts included in interest income Gains (–) or losses (+) arising from changes in demographic assumptions Gains (–) or losses (+) arising from changes in financial assumptions Changes in the limitation of the net defined benefit asset to the asset ceiling Gains (–) or losses (+) arising from experience adjustments Transfers to fund Employee contributions Pensions and other benefits paid Translation differences and other changes 31 December 2014 thereof pension provision thereof assets 337 628 – 3 – 8 – 53 3,490 – – 24 – 71 – 519 679 20,462 – – 540 – – 337 88 – 3 – 8 – 1,394 – 1,394 – – – – – 383 – 71 522 – 534 – 15,861 53 3,490 – – 24 – 383 – 3 145 4,601 4 – – – – – – – – 1 – – – – – 1 2 2,301 337 88 – 3 – 8 – 1,394 53 3,490 – 1 – 24 – 383 – 3 144 4,603 4,604 – 1 Net interest expense on the net defined benefit liability is presented within the financial result. All other com- ponents of pension expense are presented in the in- come statement under cost of sales, selling and adminis- trative expenses. Remeasurements on the obligations side gave rise to a negative amount of € 1,834 million (2014: positive amount of € 3,519 million) and related mainly to the higher discount rates used in Germany, the UK and the USA. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 139 GROUP FINANCIAL STATEMENTS The net defined benefit liability for pension plans in Germany, the UK and other countries changed as follows: Germany in € million 1 January Expense (+) / income (–) Remeasurements Payments to external funds Employee contributions Payments on account and pension payments 31 December United Kingdom in € million 1 January Expense (+) / income (–) Remeasurements Payments to external funds Employee contributions Defined benefit obligation Plan assets Net liability 2015 2014 2015 2014 2015 2014 9,636 7,400 – 7,323 – 6,749 518 475 – 825 1,872 – 53 – 167 9,215 – 48 – 159 9,636 – 155 – 7 – 490 – 53 173 – 237 – 351 – 97 – 48 159 2,313 363 – 832 – 490 – 6 651 238 1,521 – 97 – – – 7,855 – 7,323 1,360 2,313 Defined benefit obligation Plan assets Net liability 2015 2014 2015 2014 2015 2014 9,499 7,409 – 7,734 – 6,076 1,765 1,333 449 405 – 876 1,390 – 23 – 20 – 283 294 – 295 – 23 334 – 275 – 990 – 212 – 20 302 166 – 582 – 295 – 8 130 400 – 212 – 8 112 106 1,174 1,765 Payments on account and pension payments – 326 – 294 Translation differences and other changes 558 569 – 446 – 463 31 December 9,327 9,499 – 8,153 – 7,734 Other in € million 1 January Expense (+) / income (–) Remeasurements Payments to external funds Employee contributions Payments on account and pension payments Translation differences and other changes Defined benefit obligation Plan assets Effect of limiting the net defined benefit asset to the asset ceiling Net liability 2015 2014 2015 2014 2015 2014 2015 2014 1,327 109 – 133 – 3 – 47 125 949 74 257 – 3 – 66 110 – 804 – 636 – 30 38 – 87 – 3 47 – 83 – 922 – 28 – 53 – 74 – 3 61 – 71 – 804 2 – 1 – – – – 3 4 – – 1 – – – – 1 2 525 79 – 94 – 87 – – 42 465 317 46 203 – 74 – – 5 38 525 31 December 1,384 1,327 Depending on the cash flow profile and risk structure of the pension obligations involved, pension plan assets are invested in various investment classes. 140 Plan assets in Germany, the UK and other countries comprised the following: Components of plan assets in € million 2015 2014 2015 2014 2015 2014 2015 2014 Germany United Kingdom Other Total Equity instruments Debt instruments thereof investment grade thereof non-investment grade Real estate Money market funds Absolute return funds Other 1,807 4,834 3,525 1,309 – – – – 1,865 4,509 3,271 1,238 – – – – 1,340 4,623 4,437 186 – 255 33 – 1,230 4,562 4,331 231 3 100 26 5 224 420 383 37 20 19 – – 203 379 334 45 – 12 – – 3,371 9,877 8,345 1,532 20 274 33 – 3,298 9,450 7,936 1,514 3 112 26 5 Total with quoted market price 6,641 6,374 6,251 5,926 683 594 13,575 12,894 Debt instruments thereof investment grade thereof non-investment grade Real estate Cash and cash equivalents Absolute return funds Other 189 189 – 172 17 554 282 Total without quoted market price 1,214 183 183 – 107 11 424 224 949 207 2 205 783 24 705 183 298 111 187 683 9 557 261 1,902 1,808 31 December 7,855 7,323 8,153 7,734 3 1 2 12 12 – 105 105 – 34 97 239 922 – – 93 210 804 399 192 207 1,060 41 1,293 562 493 306 187 895 20 981 578 3,355 2,967 16,930 15,861 Employer contributions to plan assets are expected to amount to € 692 million in the coming year. Plan assets of the BMW Group include own transferable financial instruments amounting to € 6 million (2014: € 5 million). account in the actuarial assumptions applied. The financial risk of longer-than-assumed life expectancy is hedged for the majority of participants of the BMW Group’s largest pension plan in the UK by means of a so-called “longevity hedge”. The BMW Group is exposed to risks arising from defined benefit plans on the one hand and defined contribution plans with a minimum return guarantee on the other. Pension obligations to employees under such plans are measured on the basis of actuarial reports. Future pen- sion payments are discounted by reference to market yields on high quality corporate bonds. These yields are subject to market fluctuation and influence the level of pension obligations. Furthermore, changes in other actuarial parameters, such as expected rates of inflation, also have an impact on pension obligations. A substantial portion of plan assets is invested in debt instruments in order to minimise the effect of capital market fluctuations on the net liability. The asset port- folio also includes equity instruments, property and alternative investments – asset classes capable of gen- erating the higher rates of return necessary to cover risks (such as changes in mortality tables) not taken into In order to reduce currency exposures, a substantial portion of plan assets are either invested in the same currency as the underlying plan or hedged by means of currency derivatives. Pension fund assets are monitored continuously and managed from a risk-and-yield perspective. Risk is re- duced by ensuring a broad spread of investments. In this context, the BMW Group continuously monitors the degree of coverage of pension plans as well as ad- herence to the stipulated investment strategy. As part of the internal reporting procedures and for in- ternal management purposes, financial risks relating to the pension plans are reported on using a deficit- value-at-risk approach. The investment strategy is also subjected to regular review together with external con- sultants, with the aim of ensuring that investments are 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 141 GROUP FINANCIAL STATEMENTS structured to coincide with the timing of pension pay- ments and the expected pattern of pension obligations. In their own way, each of these measures helps to re- duce fluctuations in pension funding shortfalls. pension payments out of operations will be substan- tially reduced in the future, since most of the Group’s pension obligations are settled out of the assets of pension funds / trust fund arrangements. Most of the BMW Group’s pension assets are adminis- tered separately and kept legally segregated from company assets using trust fund arrangements. As a consequence, the level of funds required to finance The defined benefit obligation relates to current em- ployees, former employees with vested benefits and pensioners as follows: 31 December in € million Current employees Pensioners Former employees with vested benefits Defined benefit obligation Germany 2015 2014 United Kingdom 2015 2014 Other 2015 2014 6,114 2,635 466 6,495 2,650 491 9,215 9,636 2,183 4,537 2,607 9,327 2,295 4,208 2,996 9,499 1,038 1,003 231 115 212 112 1,384 1,327 The sensitivity analysis provided below shows the ex- tent to which – based on an appropriate review – the defined benefit obligation would have been affected by changes in the relevant assumptions that were possible at the end of the reporting period, if the other assump- tions used in the calculation were kept constant. It is only possible, however, to aggregate sensitivities to a limited extent. Since the change in obligations does not 31 December follow a linear pattern, all estimates made on the basis of the specified sensitivities have to be made subject to this restriction. The calculation of sensitivities using ranges other than those specified could result in a non- proportional changes in the defined benefit obligation. The defined benefit obligation amounted to € 19,926 mil- lion at 31 December 2015. Change in defined benefit obligation 2015 2014 in € million in % in € million in % Discount rate increase of 0.75 % – 2,577 – 12.9 – 2,888 – 14.1 Pension level trend Average life expectancy Pension entitlement trend decrease of 0.75 % increase of 0.25 % decrease of 0.25 % increase of 1 year decrease of 1 year increase of 0.25 % decrease of 0.25 % 3,253 655 – 610 632 – 633 134 – 128 16.3 3.3 – 3.1 3.2 – 3.2 0.7 – 0.6 3,675 727 – 679 703 – 700 152 – 146 18.0 3.6 – 3.3 3.4 – 3.4 0.7 – 0.7 In the UK, the sensitivity analysis for the pension level trend also takes account of restrictions due to caps and floors. The weighted duration of all pension obligations in Ger- many, the UK and other countries (based on present values of the defined benefit obligation) developed as follows: 31 December in years Germany 2015 2014 United Kingdom 2015 2014 Other 2015 2014 Weighted duration of all pension obligations 20.5 21.4 19.2 19.9 18.4 19.2 142 Statutory minimum funding and recovery requirements apply in the UK and the USA which may have an effect on future amounts. Valuations are performed regularly to measure the level of funding. In conjunction with these valuations, funding plans are drawn up and the amount of any necessary special allocations determined. 36 Other provisions Other provisions comprise the following items: in € million 31. 12. 2015 31. 12. 2014 Obligations for personnel and social expenses Obligations for ongoing operational expenses Other obligations Other provisions Total 1,939 5,811 1,880 9,630 thereof due within one year 1,475 2,430 1,104 5,009 Total 1,871 4,887 2,032 8,790 thereof due within one year 1,442 1,786 1,294 4,522 Provisions for obligations for personnel and social ex- penses comprise mainly performance-related remunera- tion components, early retirement part-time working arrangements and employee long-service awards. Obliga- tions for performance-related remuneration components are normally settled in the following financial year. fulfil obligations over the whole period of the war- ranty or guarantee. Expected reimbursement claims amounted to € 711 million at the end of the reporting period (2014: € 641 million). Also included are other provisions for expected payments for bonuses, rebates and other price deductions. Provisions for obligations for ongoing operational ex- penses relate primarily to warranty obligations and comprise both statutorily prescribed manufacturer warranties and other guaranties offered by the BMW Group. Depending on when claims are made, it is possible that the BMW Group may be called upon to Provisions for other obligations cover numerous specific risks and obligations of uncertain timing and amount, in particular for litigation and liability risks. Other provisions changed during the year as follows: in € million 1.1. 2015 Translation differences Additions Reversal of discounting Utilised Reversed 31. 12. 2015 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Obligations for personnel and social expenses Obligations for ongoing operational expenses Other obligations Other provisions 1,871 4,887 2,032 8,790 7 283 54 344 1,496 3,462 677 5,635 1 72 2 – 1,414 – 2,474 – 604 75 – 4,492 – 22 – 419 – 281 – 722 1,939 5,811 1,880 9,630 Income from the reversal of other provisions amounting to € 550 million (2014: € 198 million) is recorded in cost of sales and in selling and administrative expenses. 37 Income tax liabilities Income tax liabilities totalling € 1,441 million (2014: € 1,590 million) include obligations amounting to € 485 million (2014: € 956 million) which are expected to be settled after more than twelve months. Some of the liabilities may be settled earlier than this depend- ing on the timing of proceedings. Current tax liabilities of € 1,441 million (2014: € 1,590 mil- lion) comprise € 288 million (2014: € 151 million) for taxes payable and € 1,153 million (2014: € 1,439 million) for tax provisions. Tax provisions totalling € 8 million were reversed in the year under report (2014: € 1 mil- lion). 143 GROUP FINANCIAL STATEMENTS 38 Financial liabilities Financial liabilities include all liabilities of the BMW Group at the relevant balance sheet dates relating to financing activities. Financial liabilities comprise the following: 31 December 2015 in € million Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Other Financial liabilities 31 December 2014 in € million Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Other Financial liabilities Maturity within one year Maturity between one and five years Maturity later than five years 10,124 23,283 6,912 9,030 9,719 5,415 5,046 2,198 628 3,194 3,657 – 8,585 2,245 325 496 133 – – 107 586 42,160 41,289 8,234 Maturity within one year Maturity between one and five years Maturity later than five years 8,561 7,784 9,157 5,599 3,825 1,930 626 22,817 3,281 3,309 – 6,990 1,190 387 37,482 37,974 4,111 489 – – 69 23 501 5,193 Total 40,319 12,720 13,509 5,415 13,631 4,550 1,539 91,683 Total 35,489 11,554 12,466 5,599 10,884 3,143 1,514 80,649 The increase in liabilities relating to derivatives results from the fair value measurement of currency and com- modity derivative instruments. The main instruments used are corporate bonds, asset- backed financing transactions, liabilities to banks and liabilities from customer deposits (banking). The BMW Group uses various short-term and long-term refinancing instruments on money and capital markets to finance its operations. This diversification enables it to obtain attractive market conditions. Customer deposit liabilities arise in the BMW Group’s banks, notably in Germany and the USA, which offer a range of investment products. 144 Bonds comprise: Issuer BMW Finance N. V., The Hague BMW US Capital, LLC, Wilmington, DE 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information BMW Australia Finance Ltd., Melbourne, Victoria Other Interest variable variable variable variable fixed fixed fixed fixed fixed fixed fixed fixed variable variable variable variable fixed fixed fixed fixed fixed fixed fixed variable variable variable fixed fixed fixed fixed Issue volume in relevant currency (ISO-Code) Weighted average maturity period (in years) Weighted average nominal interest rate (in %) EUR 5,415 million GBP 25 million SEK 4,700 million USD 640 million AUD 500 million CHF 300 million EUR 15,064 million GBP 2,100 million HKD 500 million JPY 51,000 million NOK 750 million SEK 1,750 million EUR 1,500 million GBP 400 million SEK 500 million USD 2,100 million AUD 200 million EUR 4,340 million GBP 300 million HKD 500 million JPY 30,000 million NZD 100 million USD 2,280 million AUD 700 million EUR 50 million USD 170 million INR 3,500 million CAD 1,850 million JPY 48,000 million KRW 410,000 million 2.2 1.0 2.5 1.5 4.0 6.0 6.9 5.0 3.0 2.5 5.0 5.0 2.6 0.6 0.6 1.1 0.3 4.5 3.9 1.9 2.6 1.9 5.3 3.0 3.0 2.6 5.0 4.0 2.7 3.2 0.2 1.0 0.0 0.8 4.2 1.8 2.3 2.9 1.6 0.4 2.8 1.9 0.2 0.7 0.0 0.6 4.0 1.0 2.0 1.4 0.2 4.4 3.2 3.0 0.2 0.8 10.3 2.2 0.3 2.7 The following details apply to the commercial paper: Issuer BMW Finance N. V., The Hague BMW Malta Finance Ltd., Floriana BMW US Capital, LLC, Wilmington, DE Issue volume in relevant currency (ISO-Code) Weighted average maturity period (in days) Weighted average nominal interest rate (in %) EUR 1,440 million GBP 265 million EUR 268 million USD 3,645 million 81 74 13 23 0.00 0.62 0.01 0.32 145 GROUP FINANCIAL STATEMENTS 39 Other liabilities Other liabilities comprise the following items: 31 December 2015 in € million Other taxes Social security Advance payments from customers Deposits received Payables to subsidiaries Payables to other companies in which an investment is held Deferred income Other Other liabilities 31 December 2014 in € million Other taxes Social security Advance payments from customers Deposits received Payables to subsidiaries Payables to other companies in which an investment is held Deferred income Other Other liabilities Maturity within one year Maturity between one and five years Maturity later than five years 1,080 71 681 492 86 107 2,399 4,292 9,208 – 17 121 374 – – 3,640 176 4,328 – 1 – 5 – – 215 10 231 Maturity within one year Maturity between one and five years Maturity later than five years 929 69 460 415 162 5 1,894 3,841 7,775 – 7 105 348 – – 3,373 193 4,026 14 2 – 5 – – 221 7 249 Total 1,080 89 802 871 86 107 6,254 4,478 13,767 Total 943 78 565 768 162 5 5,488 4,041 12,050 Deferred income comprises the following items: in € million 31. 12. 2015 31. 12. 2014 Deferred income from lease financing Deferred income relating to service contracts Grants Other deferred income Deferred income Total 1,922 3,910 299 123 6,254 thereof due within one year 915 1,397 32 55 2,399 Total 1,685 3,370 306 127 5,488 thereof due within one year 780 1,027 31 56 1,894 Deferred income relating to service contracts relates to service and repair work to be provided under commit- ments given at the time of the sale of a vehicle (multi- component arrangements). Grants comprise primarily public sector funds to promote regional structures which have been invested in the production plants in Brazil, Leipzig and Berlin. The grants for the two Ger- man sites mentioned are subject to holding periods for the assets concerned of up to five years and mini- mum employment figures. All conditions attached to the grants were complied with at 31 December 2015. In accordance with IAS 20, grant income is recog- nised over the useful lives of the assets to which they relate. 146 40 Trade payables 31 December 2015 in € million Maturity within one year Maturity between one and five years Maturity later than five years Total Trade payables 7,701 72 – 7,773 31 December 2014 in € million Maturity within one year Maturity between one and five years Maturity later than five years Total Trade payables 7,580 129 – 7,709 The total amount of financial liabilities, other liabili- ties and trade payables with a maturity later than five years amounts to € 8,465 million (2014: € 5,442 mil- lion). 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 147 GROUP FINANCIAL STATEMENTS BMW Group Notes to the Group Financial Statements Other Disclosures 41 Contingent liabilities and other financial commitments Contingent liabilities No provisions were recognised for the following contingent liabilities (stated at estimated amounts), since an out- flow of resources is not considered to be probable: in € million Guarantees Performance guarantees Other Contingent liabilities 31. 12. 2015 31. 12. 2014 93 – 213 306 33 4 84 121 Contingent liabilities relate entirely to third parties. adverse impact on the result of operations, financial position and net assets of the Group. Other contingent liabilities comprise mainly legal dis- putes as well as risks relating to taxes and customs duties. The BMW Group determines its best estimate of contin- gent liabilities on the basis of the information available at the date of preparation of the Group Financial State- ments. This assessment may change over time and is adjusted regularly on the basis of new information and circumstances. A part of these risks is insured where this makes business sense. In accordance with IAS 37, the BMW Group does not disclose information relating to legal disputes and risks relating to taxes and customs duties, if such dis- closures could be expected to prejudice seriously the position of the BMW Group or if disclosure is not practicable. From today’s perspective, the BMW Group does not expect any pending proceedings to have a significant Other financial commitments In addition to liabilities, provisions and contingent lia- bilities, the BMW Group also has other financial com- mitments, primarily under lease contracts for land, buildings, plant and machinery, tools, office and other facilities. These contracts run for periods of one to 49 years. Some of them contain extension and purchase options as well as price adjustment clauses, based on index-linked or graduated rentals, including adjust- ments for inflation. In 2015 an amount of € 315 million (2014: € 350 million) was recognised as expense in con- junction with operating leases. All of these amounts re- late to minimum lease payments. The total of future minimum lease payments under non- cancellable and other operating leases can be analysed by maturity as follows: in € million 31. 12. 2015 31. 12. 2014 due within one year due between one and five years due later than five years Other financial obligations 371 1,003 816 2,190 299 888 603 1,790 Other financial commitments include € 14 million (2014: € 7 million) in respect of obligations to non-consolidated subsidiaries. No back-to-back operating leases were in place at the end of the reporting period (2014: € 1 million). Purchase commitments amounted to € 2,217 million (2014: € 2,247 million) for property, plant and equipment and € 757 million (2014: € 750 million) for intangible assets. 148 42 Financial instruments The carrying amounts and fair values of financial instruments are assigned to IAS 39 categories and cash funds as follows:1, 2 31 December 2015 in € million Cash funds Loans and receivables Held-to-maturity investments Fair value Carrying amount Fair value Carrying amount Fair value Carrying amount Assets Other investments Receivables from sales financing Financial assets Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Marketable securities and investment funds Loans to third parties Credit card receivables Other – – – – – – – – – – – – – – – – – – Cash and cash equivalents 6,122 6,122 – – 72,309 70,043 – – – 100 133 272 147 – – – – 100 133 272 147 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes Trade receivables Other assets Receivables from subsidiaries Receivables from companies in which an investment is held Collateral receivables 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Other Total 31 December 2015 in € million Liabilities Financial liabilities Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Other Trade payables Other liabilities Payables to subsidiaries Payables to other companies in which an investment is held Other Total – – – 314 – 6,436 – – – 314 – 6,436 2,751 2,751 716 893 – 1,050 78,371 716 893 – 1,050 76,105 Cash funds Loans and receivables Held-to-maturity investments Fair value Carrying amount Fair value Carrying amount Fair value Carrying amount – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – 1 The carrying amounts of cash flow and fair value hedges are allocated to the category “Held for trading” for the sake of clarity. 2 Based on the fact that maturities are generally short, it is assumed for some items that fair value corresponds to the carrying amount. 3 Carrying amount corresponds to fair value. 149 GROUP FINANCIAL STATEMENTS Other liabilities Fair value Carrying amount Available- for-sale Carrying amount 3 Fair value option Carrying amount 3 Held for trading Carrying amount1, 3 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – 402 – – – – 5,161 – – – – – – – 98 – 26 – – – – – – – – – – – – – – – – 830 1,194 1,006 – – – – – – – – – – Assets Other investments Receivables from sales financing Financial assets Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Marketable securities and investment funds Loans to third parties Credit card receivables Other Cash and cash equivalents Trade receivables Other assets Receivables from subsidiaries Receivables from companies in which an investment is held Collateral receivables Other – – 5,661 26 3,030 Total Other liabilities Fair value 2 Carrying amount Available- for-sale Carrying amount 3 Fair value option Carrying amount 3 Held for trading Carrying amount1, 3 40,701 12,783 13,543 5,415 13,611 – – – 1,539 7,773 40,319 12,720 13,509 5,415 13,631 – – – 1,539 7,773 86 86 107 5,075 107 5,075 – – – – – – – – – – – – – Liabilities Financial liabilities Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Other Trade payables Other liabilities Payables to subsidiaries Payables to other companies in which an investment is held Other – – – – – 2,535 563 1,452 – – – – – – – – – – – – – – – – – – 100,633 100,174 – – 4,550 Total 150 31 December 2014 in € million Cash funds Loans and receivables Held-to-maturity investments Fair value Carrying amount Fair value Carrying amount Fair value Carrying amount Assets Other investments Receivables from sales financing Financial assets Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Marketable securities and investment funds Loans to third parties Credit card receivables Other – – – – – – – – – – – – – – – – – – Cash and cash equivalents 7,688 7,688 – – 62,642 61,024 – – – 200 12 239 297 – – – – 200 12 239 297 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Trade receivables Other assets Receivables from subsidiaries Receivables from companies in which an investment is held Collateral receivables Other Total 31 December 2014 in € million Liabilities Financial liabilities Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Other Trade payables Other liabilities Payables to subsidiaries Payables to other companies in which an investment is held Other Total – – – 412 – – – – 412 – 2,153 2,153 721 721 1,055 – 971 1,055 – 971 8,100 8,100 68,290 66,672 – – Cash funds Loans and receivables Held-to-maturity investments Fair value Carrying amount Fair value Carrying amount Fair value Carrying amount – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – 1 The carrying amounts of cash flow and fair value hedges are allocated to the category “Held for trading” for the sake of clarity. 2 Based on the fact that maturities are generally short, it is assumed for some items that fair value corresponds to the carrying amount. 3 Carrying amount corresponds to fair value. 151 GROUP FINANCIAL STATEMENTS Other liabilities Fair value Carrying amount Available- for-sale Carrying amount 3 Fair value option Carrying amount 3 Held for trading Carrying amount1, 3 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – 408 – – – – 3,772 – – – – – – – – – – – – – – – – – – – – – – – – – – 708 1,294 886 – – – – – – – – – – Assets Other investments Receivables from sales financing Financial assets Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Marketable securities and investment funds Loans to third parties Credit card receivables Other Cash and cash equivalents Trade receivables Other assets Receivables from subsidiaries Receivables from companies in which an investment is held Collateral receivables Other – – 4,180 – 2,888 Total Other liabilities Fair value 2 Carrying amount Available- for-sale Carrying amount 3 Fair value option Carrying amount 3 Held for trading Carrying amount1, 3 36,083 11,636 12,487 5,599 10,886 – – – 1,514 7,709 162 5 4,281 90,362 35,489 11,554 12,466 5,599 10,884 – – – 1,514 7,709 162 5 4,281 89,663 – – – – – – – – – – – – – – Liabilities Financial liabilities Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Cash flow hedges Fair value hedges Other derivative instruments Other Trade payables Other liabilities Payables to subsidiaries Payables to other companies in which an investment is held Other – – – – – 1,302 721 1,120 – – – – – 3,143 Total – – – – – – – – – – – – – – 152 Fair value measurement of financial instruments The fair values shown are computed using market in- formation available at the balance sheet date, on the basis of prices quoted by the contract partners or using appropriate measurement methods, e. g. discounted cash flow models. In the latter case, amounts were discounted at 31 December 2015 on the basis of the following inter- est rates: ISO Code in % Interest rate for six months Interest rate for one year Interest rate for five years Interest rate for ten years EUR USD GBP JPY CNY – 0.04 – 0.06 0.33 1.02 0.70 0.85 1.72 2.20 0.83 0.84 1.59 2.03 – 0.16 0.12 0.17 0.43 3.08 3.07 3.26 3.31 Interest rates taken from interest rate curves were ad- justed, where necessary, to take account of the credit quality and risk of the underlying financial instrument. Commodity derivatives were measured on the basis of the following quoted market prices: 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information Raw material Iron ore Coke / coal Aluminium Palladium Derivative financial instruments are measured at their fair value. The fair values of derivative financial instru- ments are determined using measurement models, as a consequence of which there is a risk that the amounts calculated could differ from realisable market prices on disposal. Observable financial market price spreads are taken into account in the measurement of derivative financial instruments. The supply of data to the model used to calculate fair values also takes account of tenor and currency basis spreads, thus helping to minimise differences between the carrying amounts of the in- struments and the amounts that can be realised on the financial markets on their disposal. In addition, the Group’s own default risk and that of counterparties is taken into account in the form of credit default swap contracts which have matching terms and which can be observed on the market. 31 December 2015 in € million 31. 12. 2015 31. 12. 2014 USD / t USD / t USD / t USD / oz 43.05 76.45 1,507.00 561.70 71.75 110.00 1,852.50 591.00 Financial instruments measured at fair value are allo- cated to different measurement levels in accordance with IFRS 13. This includes financial instruments that are 1. measured at their fair values in an active market for identical financial instruments (Level 1), 2. measured at their fair values in an active market for comparable financial instruments or using measure- ment models whose main input factors are based on observable market data (Level 2), or 3. using input factors not based on observable market data (Level 3). The following table shows the amounts allocated to each measurement level at the end of the reporting period: Level hierarchy in accordance with IFRS 13 Level 2 Level 3 Level 1 Marketable securities, investment fund shares and collateral assets – available-for-sale Other investments – available-for-sale / fair value option Derivative instruments (assets) Interest rate risks Currency risks Raw materials price risks Derivative instruments (liabilities) Interest rate risks Currency risks Raw materials price risks 5,259 244 – – – – – – – – 1,939 1,086 5 1,352 2,136 1,062 – – – – – – – – 153 GROUP FINANCIAL STATEMENTS 31 December 2014 in € million Level hierarchy in accordance with IFRS 13 Level 1 Level 2 Level 3 Marketable securities, investment fund shares and collateral assets – available-for-sale Other investments – available-for-sale / fair value option Derivative instruments (assets)* Interest rate risks Currency risks Raw materials price risks Derivative instruments (liabilities)* Interest rate risks Currency risks Raw materials price risks 3,772 231 – – – – – – – – 1,846 981 61 1,392 1,281 470 – – – – – – – – * The amounts presented for derivative instruments in the previous year have been adjusted and are now based on risk classes. Other investments (available-for-sale) amounting to € 184 million (2014: € 177 million) are measured at amor- tised cost since quoted market prices are not available or cannot be determined reliably. These are therefore not included in the level hierarchy shown above. In ad- dition, other investments amounting to € 244 million (2014: € 231 million) are measured at fair value since quoted market prices are available. These items are in- cluded in Level 1. As in the previous year, there were no reclassifications within the level hierarchy during the financial year 2015. In situations where a fair value was required to be measured for a financial instrument only for disclosure in € million purposes, this was achieved using the discounted cash flow method and taking account of the BMW Group’s own default risk; for this reason, the fair values calculated can be allocated to Level 2. Offsetting of financial instruments In the BMW Group, financial assets and liabilities re- lating to derivative financial instruments would nor- mally be required to be offset. No offsetting takes place for accounting purposes, however, since the nec- essary criteria are not met. Since legally enforceable master netting agreements or similar contracts are in place, actual offsetting would be possible in principle, for instance in the case of insolvency. Offsetting would have the following impact on the carrying amounts of derivatives: 31. 12. 2015 31. 12. 2014 Reported on assets side Reported on equity and liabilities side Reported on assets side Reported on equity and liabilities side Balance sheet amounts as reported Gross amount of derivatives which can be offset in case of insolvency Net amount after offsetting 3,030 – 1,285 1,745 4,550 – 1,285 3,265 2,888 – 1,228 1,660 3,143 – 1,228 1,915 154 Gains and losses on financial instruments The following table shows the net gains and losses arising for each of the categories of financial instrument defined by IAS 39: in € million Held for trading 2015 2014 Gains / losses from the use of derivative instruments – 717 – 971 Fair value option Gains / losses on investments measured at fair value through profit and loss Available-for-sale Gains and losses on sale and fair value measurement of marketable securities held for sale (including investments in subsidiaries and participations measured at cost) Net income from participations and investments Accumulated other equity Balance at 1 January Total change during the year thereof recognised in the income statement during the period under report Balance at 31 December Loans and receivables Impairment losses / reversals of impairment losses Other income / expenses Other liabilities Income / expenses – 2 129 1 141 – 117 – 144 24 – 345 – 77 – – 65 3 135 6 – 69 141 – 278 – 506 32 238 Gains / losses from the use of derivatives relate primarily to fair value gains or losses arising on stand-alone derivatives. Net losses arising from other investments measured us- ing the fair value option amounted to € 2 million. The fair value option is applied for non-current marketable securities with embedded derivatives. No changes in fair values arose, either during the year under report or on an accumulated basis since acquisition, which were attributable to changes in the default risk. Such credit-risk related changes in fair values are calcu- lated as a general rule by deducting market-related changes in fair value from the overall change in fair value. Net interest expenses from interest rate and interest rate / currency swaps amounted to € 22 million (2014: net interest income of € 101 million). available-for-sale securities accounted for as participa- tions, for which fair value changes had previously been recognised directly in equity. No reversals of impair- ment losses on marketable securities were recognised directly in equity in the year under report (2014: € 7 mil- lion). The disclosure of interest income resulting from the un- winding of interest on future expected receipts would normally only be relevant for the BMW Group where as- sets have been discounted as part of the process of de- termining impairment losses. However, as a result of the assumption that most of the income that is subse- quently recovered is received within one year and the fact that the impact is not material, the BMW Group does not discount assets for the purposes of determining impairment losses. Impairment losses of € 13 million (2014: € 152 million) were recognised in the income statement in 2015 on Cash flow hedges The effect of cash flow hedges on accumulated other equity was as follows: in € million Balance at 1 January Total changes during the year thereof reclassified to the income statement Balance at 31 December 2015 2014 – 480 – 857 1,318 – 1,337 1,136 – 1,616 – 255 – 480 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 155 GROUP FINANCIAL STATEMENTS Fair value gains and losses recognised on derivatives and recorded initially in accumulated other equity are re- classified to cost of sales when the derivatives mature. revenues are recognised. It is expected that € 623 million of net losses, recognised in equity at the end of the re- porting period, will be reclassified to profit and loss in the new financial year (2014: losses of € 278 million). An amount of € 8 million (2014: € – million) attributable to forecasting errors (and the resulting over-hedging of currency exposures) was recognised as a loss in “Finan- cial Result” in the period under report. Gains attributable to the ineffective portion of cash flow hedges amount- ing to € 9 million were recognised in “Financial Result” (2014: losses of € 27 million). No gains or losses were recognised in “Financial Result” in 2015 in connection with forecasting errors relating to cash flow hedges for commodities (2014: losses of € 6 million). Losses attribut- able to the ineffective portion of cash flow hedges amounting to € 13 million were also recognised in “Finan- cial Result” (2014: gains of € 6 million). At 31 December 2015 the BMW Group held derivative financial instruments (mainly forward currency and option contracts) with terms of up to 55 months (2014: 60 months) in order to hedge currency risks attached to future transactions. These derivative instruments are intended to hedge forecast sales denominated in a foreign currency over the coming 55 months. The income state- ment impact of the hedged cash flows will be recognised as a general rule in the same periods in which external The BMW Group did not hold any derivative financial instruments at 31 December 2015, which had been designated as cash flow hedges to hedge against inter- est-rate risks. At 31 December 2015 the BMW Group held derivative financial instruments (mostly commodity swaps) with terms of up to 58 months (2014: 59 months) to hedge raw materials price risks attached to future transactions over the coming 58 months. The income statement im- pact of the hedged cash flows will be recognised as a general rule in the same periods in which the derivative matures. It is expected that € 127 million of net losses, recognised in equity at the end of the reporting period, will be reclassified to profit and loss in the new finan- cial year (2014: € 54 million). Fair value hedges The following table shows gains and losses on hedging instruments and hedged items which are deemed to be part of a fair value hedge relationship: in € million 31. 12. 2015 31. 12. 2014 Gains / losses on hedging instruments designated as part of a fair value hedge relationship Gains / losses from hedged items Ineffectiveness of fair value hedges – 269 276 7 369 – 359 10 The difference between the gains / losses on hedging instruments (mostly interest rate swaps) and the results recognised on hedged items represents the ineffective portion of fair value hedges. Fair value hedges are mainly used to hedge the market prices of bonds, other financial liabilities and receivables from sales financing. In the case of performance relationships underlying non-derivative financial instruments, collateral will be required, information on the credit-standing of the counterparty obtained or historical data based on the existing business relationship (i. e. payment patterns to date) reviewed in order to minimise the credit risk, all depending on the nature and amount of the exposure that the BMW Group is proposing to enter into. Bad debt risk Notwithstanding the existence of collateral accepted, the carrying amounts of financial assets generally take account of the maximum credit risk arising from the possibility that the counterparties will not be able to fulfil their contractual obligations. The maximum credit risk for irrevocable credit commitments relating to credit card business amounts to € 2,011 million (2014: € 1,181 million). The equivalent figure for dealer financ- ing is € 24,733 million (2014: € 22,025 million). Within the financial services business, the financed items (e. g. vehicles, equipment and property) in the retail cus- tomer and dealer lines of business serve as first-ranking collateral with a recoverable value. Security is also put up by customers in the form of collateral asset pledges, asset assignment and first-ranking mortgages, supple- mented where appropriate by warranties and guarantees. If an item previously accepted as collateral is acquired, it undergoes a multi-stage process of repossession and disposal in accordance with the legal situation prevailing 156 in the relevant market. The assets involved are generally vehicles which can be converted into cash at any time via the dealer organisation. Impairment losses are recorded as soon as credit risks are identified on individual financial assets, using a methodology specifically designed by the BMW Group. More detailed information regarding this methodology is provided in the section on accounting policies (note 6). Creditworthiness testing is an important aspect of the BMW Group’s credit risk management. Every borrower’s creditworthiness is tested for all credit financing and lease contracts entered into by the BMW Group. In the case of retail customers, creditworthiness is assessed using validated scoring systems integrated into the pur- chasing process. In the area of dealer financing, credit- worthiness is assessed by means of ongoing credit monitoring and an internal rating system that takes ac- count not only of the tangible situation of the borrower but also of qualitative factors such as past reliability in business relations. The credit risk relating to derivative financial instruments is minimised by the fact that the Group only enters into such contracts with parties of first-class credit standing. The general credit risk on derivative financial instru- ments utilised by the BMW Group is therefore not con- sidered to be significant. A concentration of credit risk with particular borrowers or groups of borrowers has not been identified in con- junction with financial instruments. Further disclosures relating to credit risk – in particular with regard to the amounts of impairment losses recog- nised – are provided in the explanatory notes to the relevant categories of receivables in notes 27, 28 and 32. Liquidity risk The following table shows the maturity structure of ex- pected contractual cash flows (undiscounted) for finan- cial liabilities: 31 December 2015 in € million Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Trade payables Other financial liabilities Total 31 December 2014 in € million Bonds Liabilities to banks Liabilities from customer deposits (banking) Commercial paper Asset backed financing transactions Derivative instruments Trade payables Other financial liabilities Total Maturity within one year Maturity between one and five years Maturity later than five years 10,774 24,241 9,464 9,805 5,416 5,195 2,564 7,701 261 3,485 3,990 – 8,849 3,366 72 372 7,230 405 133 – – 174 – 570 Total 42,245 13,354 13,928 5,416 14,044 6,104 7,773 1,203 51,180 44,375 8,512 104,067 Maturity within one year Maturity between one and five years 9,266 8,110 9,225 5,601 3,882 2,100 7,581 177 23,786 3,432 3,461 – 7,226 1,317 129 434 45,942 39,785 Maturity later than five years 4,232 489 – – 77 1 – 500 5,299 Total 37,284 12,031 12,686 5,601 11,185 3,418 7,710 1,111 91,026 The cash flows shown comprise principal repayments and the related interest. The amounts disclosed for de- rivatives comprise only cash flows relating to derivatives that have a negative fair value at the balance sheet date. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 157 GROUP FINANCIAL STATEMENTS At 31 December 2015 irrevocable credit commitments to dealers which had not been called upon at the end of the reporting period amounted to € 7,552 million (2014: € 7,247 million). maining after netting. Financial instruments are only used to hedge underlying positions or forecast trans- actions. Solvency is assured at all times by managing and moni- toring the liquidity situation on the basis of a rolling cash flow forecast. The resulting funding requirements are secured by a variety of instruments placed on the world’s financial markets. The objective is to minimise risk by matching maturities for the Group’s financing requirements within the framework of the target debt structure. The BMW Group has good access to capital markets as a result of its solid financial position and a diversified refinancing strategy. This is underpinned by the longstanding long- and short-term ratings issued by Moody’s and Standard & Poor’s. Short-term liquidity is managed primarily by issuing money market instruments (commercial paper). In this area too, competitive refinancing conditions can be achieved thanks to Moody’s and Standard & Poor’s short-term ratings of P-1 and A-1 respectively. Also reducing liquidity risk, additional secured and un- secured lines of credit are in place with international banks, including a syndicated credit line totalling € 6 bil- lion (2014: € 6 billion). Intra-group cash flow fluctua- tions are evened out by the use of daily cash pooling arrangements. Market risks The principal market risks to which the BMW Group is exposed are currency risk, interest rate risk and raw materials price risk. Protection against such risks is provided in the first instance through natural hedging which arises when the values of non-derivative financial instruments have matching maturities and amounts (netting). Derivative financial instruments are used to reduce the risk re- The scope of permitted transactions, responsibilities, financial reporting procedures and control mechanisms used for financial instruments are set out in internal guidelines. This includes, above all, a clear separation of duties between trading and processing. Currency, inter- est rate and raw materials price risks of the BMW Group are managed at a corporate level. Further information is provided in the “Report on out- look, risks and opportunities” section of the Combined Management Report. Currency risks As an enterprise with worldwide operations, business is conducted in a variety of currencies, from which cur- rency risks arise. Since a significant portion of Group revenues is generated outside the euro currency re- gion and the procurement of production material and funding is also organised on a worldwide basis, the currency risk is an extremely important factor for Group earnings. At 31 December 2015 derivative financial instruments, mostly in the form of forward currency and option contracts, were in place to hedge the main currencies. A description of the management of this risk is provided in the Combined Management Report. The BMW Group measures currency risk using a cash-flow-at-risk model. The starting point for analysing currency risk with this model is the identification of forecast foreign currency transactions or “exposures”. At the end of the reporting period, the principal exposures for the relevant coming year were as follows: in € million Euro / Chinese Renminbi Euro / US Dollar Euro / British Pound Euro / Korean Won Euro / Japanese Yen 31. 12. 2015 31. 12. 2014 9,973 4,770 5,396 1,985 1,162 10,937 4,743 4,818 1,584 1,004 In the next stage, these exposures are compared to all hedges that are in place. The net cash flow surplus represents an uncovered risk position. The cash-flow-at- risk approach involves allocating the impact of potential 158 exchange rate fluctuations to operating cash flows on the basis of probability distributions. Volatilities and correlations serve as input factors to assess the relevant probability distributions. The potential negative impact on earnings is computed for each currency for the following financial year on the basis of current market prices and exposures to a con- fidence level of 95 % and a holding period of up to one year. Correlations between the various currencies are taken into account when the risks are aggregated, thus reducing the overall risk. The following table shows the potential negative impact for the BMW Group – measured on the basis of the cash- flow-at-risk approach – attributable to unfavourable changes in exchange rates. The impact for the principal currencies, in each case for the following financial year, is as follows: in € million Euro / Chinese Renminbi Euro / US Dollar Euro / British Pound Euro / Korean Won Euro / Japanese Yen 31. 12. 2015 31. 12. 2014 163 48 86 99 68 173 73 66 37 6 Currency risk for the BMW Group is concentrated on the currencies referred to above. Interest rate risks The BMW Group’s financial management system involves the use of standard financial instruments such as short- term deposits, investments in variable and fixed-income securities as well as securities funds. The BMW Group is therefore exposed to risks resulting from changes in in- terest rates. These risks arise when funds with differing fixed-rate periods or differing terms are borrowed and invested. All items subject to, or bearing, interest are exposed to interest rate risk. Interest rate risks can affect either side of the balance sheet. The fair values of the Group’s interest rate portfolios for the five main currencies were as follows at the end of the reporting period: in € million Euro US Dollar British Pound Chinese Renminbi Japanese Yen 31. 12. 2015 31. 12. 2014 21,785 10,742 4,220 1,006 536 17,535 12,087 5,091 574 113 Interest rate risks can be managed by the use of interest rate derivatives. The interest rate contracts used for hedging purposes comprise mainly swaps which are ac- counted for on the basis of whether they are designated as a fair value hedge or as a cash flow hedge. A descrip- tion of the management of interest rate risks is provided in the Combined Management Report. As stated there, the BMW Group applies a group-wide value-at-risk approach for internal reporting purposes and to manage interest rate risks. This is based on a state- of-the-art historical simulation, in which the potential future fair value losses of the interest rate portfolios are compared across the Group with expected amounts measured on the basis of a holding period of 250 days and a confidence level of 99.98 %. Aggregation of these results creates a risk reduction effect due to correlations between the various portfolios. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 159 GROUP FINANCIAL STATEMENTS In the following table the potential volumes of fair value fluctuations – measured on the basis of the value-at-risk approach – are compared with the expected value for the interest-rate-sensitive exposures of the BMW Group: in € million Euro US Dollar British Pound Chinese Renminbi Japanese Yen 31. 12. 2015 31. 12. 2014 472 449 186 33 12 398 347 108 44 11 Raw materials price risk The BMW Group is exposed to the risk of price fluctua- tions for raw materials. A description of the management of these risks is provided in the Combined Management Report. The first step in the analysis of the raw materials price risk is to determine the volume of planned purchases of raw materials (and components containing those raw materials). These amounts, which represent the gross exposure, were as follows at each reporting date for the following financial year: in € million Raw materials price exposures 31. 12. 2015 31. 12. 2014 3,720 3,770 In the next stage, these exposures are compared to all hedges that are in place. The net cash flow surplus represents an uncovered risk position. The cash-flow-at- risk approach involves allocating the impact of potential raw materials fluctuations to operating cash flows on the basis of probability distributions. Volatilities and cor- relations serve as input factors to assess the relevant probability distributions. The potential negative impact on earnings is computed for each raw material category for the following finan- cial year on the basis of current market prices and ex- posure to a confidence level of 95 % and a holding period of up to one year. Correlations between the various categories of raw materials are taken into ac- count when the risks are aggregated, thus reducing the overall risk. The following table shows the potential negative impact for the BMW Group – measured on the basis of the cash-flow-at-risk approach – attributable to fluctuations in prices across all categories of raw materials. The risk at each reporting date for the following financial year was as follows: in € million Cash flow at risk 31. 12. 2015 31. 12. 2014 155 230 43 Explanatory notes to the cash flow statements The cash flow statements show how the cash and cash equivalents of the BMW Group and of the Automotive and Financial Services segments have changed in the course of the year as a result of cash inflows and cash outflows. In accordance with IAS 7 (Statement of Cash Flows), cash flows are classified into cash flows from op- erating, investing and financing activities. Cash and cash equivalents included in the cash flow statement comprise cash on hand, cheques, and cash at bank, to the extent that they are available within three months from the end of the reporting period and are subject to an insignificant risk of changes in value. The cash flows from investing and financing activities are based on actual payments and receipts. By con- trast, the cash flow from operating activities is derived indirectly from the net profit for the year. Under this method, changes in assets and liabilities relating to op- erating activities are adjusted for currency translation effects and changes in the composition of the Group. The changes in balance sheet positions shown in the cash flow statement do not therefore agree directly with the 160 amounts shown in the Group and segment balance sheets. the lessor) is also reported within cash flows from operating activities. Cash inflows and outflows relating to operating leases, where the BMW Group is the lessor, are aggregated and shown on the line “Change in leased products” within cash flows from operating activities. The net change in receivables from sales financing (including finance leases, where the BMW Group is Income taxes paid and interest received are classified as cash flows from operating activities in accordance with IAS 7.31 and IAS 7.35. Interest paid is presented on a separate line within cash flows from financing activities. Dividends received in the financial year 2015 amounted to € 1 million (2014: € 1 million). 44 Related party relationships 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information In accordance with IAS 24 (Related Party Disclosures), related individuals or entities which have the ability to control the BMW Group or which are controlled by the BMW Group, must be disclosed unless such parties are already included in the Group Financial Statements of BMW AG as consolidated companies. Control is de- fined as ownership of more than one half of the voting power of BMW AG or the power to direct, by statute or agreement, the financial and operating policies of the management of the BMW Group. In addition, the dis- closure requirements of IAS 24 also cover transactions with associated companies, joint ventures and indi- viduals that have the ability to exercise significant in- fluence over the financial and operating policies of the BMW Group. This also includes close relatives and intermediary entities. Significant influence over the finan cial and operating policies of the BMW Group is presumed when a party holds 20 % or more of the voting power of BMW AG. In addition, the requirements con- tained in IAS 24 relating to key management personnel and close members of their families or intermediary entities are also applied. In the case of the BMW Group, this applies to members of the Board of Management and Supervisory Board. In the financial year 2015, the disclosure requirements contained in IAS 24 affect the BMW Group with regard to business relationships with non-consolidated sub- sidiaries, joint ventures and associated companies as well as with members of the Board of Management and Supervisory Board of BMW AG. The BMW Group maintains normal business relation- ships with non-consolidated subsidiaries. Transactions with these companies are small in scale, arise in the normal course of business and are conducted on the ba- sis of arm’s length principles. sold goods and services to BMW Brilliance Automotive Ltd., Shenyang, during the financial year under report for an amount of € 4,815 million (2014: € 4,417 million). At 31 December 2015, receivables of Group companies from BMW Brilliance Automotive Ltd., Shenyang, to- talled € 892 million (2014: € 943 million). Trade and finan- cial payables of Group companies to BMW Brilliance Automotive Ltd., Shenyang, amounted to € 107 million (2014: € – million). Group companies received goods and services from BMW Brilliance Automotive Ltd., Shenyang, in 2015 for an amount of € 43 million (2014: € 34 million). All relationships of BMW Group entities with the joint ventures DriveNow GmbH & Co. KG, Munich, and DriveNow Verwaltungs GmbH, Munich, are conducted on the basis of arm’s length principles. Transactions with these entities arise in the normal course of business and are small in scale. Transactions of BMW Group companies with the asso- ciated company THERE Holding B. V., Amsterdam, and that entity’s subsidiaries, all arise in the normal course of business and are conducted on the basis of arm’s length principles. The BMW Group did not sell any goods or services to THERE Holding B. V., Amsterdam, or its subsidiaries during the period from 4 to 31 December 2015. Goods or services totalling € 7 million were pur- chased by BMW Group entities from THERE Holding B. V., Amsterdam, during the period from 4 to 31 De- cember 2015. At 31 December 2015, payables of BMW Group entities to THERE Holding B. V., Amsterdam, and that entity’s subsidiaries totalled € 3 million. Business transactions between BMW Group entities and other associated companies are small in scale, arise in the normal course of business and are conducted on the basis of arm’s length principles. Transactions of BMW Group companies with the joint venture BMW Brilliance Automotive Ltd., Shenyang, all arise in the normal course of business and are conducted on the basis of arm’s length principles. Group companies Stefan Quandt is a shareholder and Deputy Chairman of the Supervisory Board of BMW AG. He is also the sole shareholder and Chairman of the Supervisory Board of 161 GROUP FINANCIAL STATEMENTS DELTON AG, Bad Homburg v. d. H., which, via its sub- sidiaries, performed logistic-related services for the BMW Group during the financial year 2015 amounting to € 23 million (2014: € 26 million). In addition, com- panies of the DELTON Group used vehicles provided by the BMW Group, mostly in the form of leasing con- tracts. Income recognised by the BMW Group on these transactions during the financial year 2015 amounted to € 3 million (2014: € 3 million). Amounts payable to DELTON Group entities at the end of the reporting pe- riod totalled € 3 million (2014: € 2 million). Group com- panies had no receivables from DELTON Group entities at the end of the reporting period (2014: € – million). Stefan Quandt is also the indirect majority shareholder of Solarwatt GmbH, Dresden. Cooperation arrangements are in place between BMW AG and Solarwatt GmbH, Dresden, within the field of electromobility. The focus of this collaboration is on providing complete photovol- taic solutions for rooftop systems and carports to BMW i customers. The BMW Group purchased goods or ser- vices amounting to € 3 thousand (2014: € 222 thousand) from Solarwatt GmbH, Dresden, during the financial year 2015. Solarwatt GmbH, Dresden, leased vehicles from the BMW Group in 2015, generating lease revenue of € 287 thousand (2014: € 223 thousand) for the BMW Group. All of the above-mentioned services, cooperation and lease contracts arise in the normal course of business and are conducted on the basis of arm’s length principles. Receivables of BMW Group entities from Solarwatt GmbH, Dresden, at 31 December 2015 amounted to € 7 thou- sand (2014: € – thousand). As in the previous financial year, there were no payables from Group entities to So- larwatt GmbH, Dresden, at 31 December 2015. and Deputy Chairman of the Supervisory Board of Altana AG, Wesel. Altana AG, Wesel, acquired vehicles from the BMW Group during the financial year 2015, mostly in the form of lease contracts, generating lease revenue of € 3 million (2014: € 3 million) for the BMW Group. The lease contracts all arise in the normal course of business and are conducted on the basis of arm’s length principles. The BMW Group purchased goods or services amounting to € 324 thousand (2014: € 230 thou- sand) from Altana AG, Wesel, during the financial year 2015. BMW Group companies had no payables to Altana AG, Wesel at the end of the reporting period (2014: € 4 thousand), while receivables amounted to € 312 thousand (2014: € 50 thousand). Apart from vehicle lease contracts concluded on an arm’s length basis, companies of the BMW Group have not entered into any contracts with members of the Board of Management or Supervisory Board of BMW AG. The same applies to close members of the families of those persons. BMW Trust e. V., Munich, administers assets on a trustee basis to secure obligations relating to pensions and pre-retirement part-time working arrangements in Germany and is therefore a related party of the BMW Group in accordance with IAS 24. This entity, which is a registered association (eingetragener Verein) under German law, does not have any assets of its own. It did not have any income or expenses during the period under report. BMW AG bears expenses on a minor scale and renders services on behalf of BMW Trust e. V., Munich. Susanne Klatten is a shareholder and member of the Supervisory Board of BMW AG and also a shareholder For disclosures relating to key management personnel pursuant to IAS 24.17, please see note 47 and the Com- pensation Report. 45 Declaration with respect to the Corporate Governance Code The Board of Management and the Supervisory Board of Bayerische Motoren Werke Aktiengesellschaft have issued the prescribed Declaration of Compliance pursu- ant to § 161 of the German Stock Corporation Act. It is reproduced in the Annual Report 2015 of the BMW Group and is also available to shareholders on the BMW Group website at www.bmwgroup.com / ir. 46 Shareholdings of members of the Board of Management and Supervisory Board The members of the Supervisory Board of BMW AG hold in total 43.00 % (2014: 27.61 %) of the issued common and preferred stock shares, of which 31.26 % (2014: 16.06 %) relates to Stefan Quandt, Germany, and 26.74 % (2014: 11.54 %) to Susanne Klatten, Germany, whereby 15.00 % are held by Mr. Quandt and Mrs. Klatten indi- rectly in a so-called “undivided community of heirs”, with the consequence that the 15.00 % shareholding is attributed to both in full. As at the end of the pre- vious financial year, shareholdings of members of the BMW AG Board of Management account, in total, for less than 1 % of issued shares. 162 47 Compensation of members of the Board of Management and Supervisory Board The total compensation of the current members of the Board of Management and the Supervisory Board of BMW AG for the financial year 2015 amounted to in € million Short-term employment benefits Share-based remuneration component Post-employment benefits Benefits in conjunction with the termination of an employment relationship Compensation € 43.6 million (2014: € 46.1 million) and comprised the following: 2015 2014 39.9 1.1 2.6 – 43.6 39.5 1.0 2.1 3.5 46.1 The total compensation of the current Board of Manage- ment members for 2015 amounted to € 35.9 million (2014: € 35.7 million). This comprised fixed components of € 7.7 million (2014: € 7.7 million), variable compo- nents of € 27.1 million (2014: € 27.0 million) and a share- based compensation component totalling € 1.1 million (2014: € 1.0 million). Pension obligations to current mem- bers of the Board of Management are covered by provi- sions amounting to € 23.2 million (2014: € 31.3 million), computed in accordance with IAS 19 (Employee Benefits). The compensation of the members of the Supervisory Board for the financial year 2015 amounted to € 5.1 mil- lion (2014: € 4.8 million). This comprised fixed compo- nents of € 2.0 million (2014: € 2.0 million) and variable components of € 3.1 million (2014: € 2.8 million). Pension obligations to former members of the Board of Management and their surviving dependants are covered by pension provisions amounting to € 71.8 mil- lion (2014: € 68.4 million), computed in accordance with IAS 19. The compensation systems for members of the Super- visory Board do not include any stock options, value appreciation rights comparable to stock options or any other stock-based compensation components. Apart from vehicle lease contracts entered into on customary market conditions, no advances or loans were granted to members of the Board of Management and the Super- visory Board, nor were any contingent liabilities entered into on their behalf. The remuneration of former members of the Board of Management and their dependants amounted to € 8.0 million (2014: € 5.8 million). Further details about the remuneration of current mem- bers of the Board of Management and the Supervisory Board can be found in the Compensation Report, which is part of the Combined Management Report. 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 48 Application of exemption provisions A number of companies and incorporated partnerships (as defined by § 264a HGB) which are consolidated sub- sidiaries of BMW AG and for which the Group Financial Statements of BMW AG represent exempting consoli- dated financial statements, apply the exemptions avail- able in § 264 (3) and § 264b HGB with regard to the draw- ing up of a management report. The exemptions have been applied by: – Alphabet International GmbH, Munich – Bavaria Wirtschaftsagentur GmbH, Munich – BMW Fahrzeugtechnik GmbH, Eisenach – BMW Hams Hall Motoren GmbH, Munich – BMW M GmbH Gesellschaft für individuelle Automobile, Munich – Rolls-Royce Motor Cars GmbH, Munich The following German entities apply the exemption available in § 264 (3) and § 264b HGB with regard to publication: – Alphabet International GmbH, Munich – Bavaria Wirtschaftsagentur GmbH, Munich – BMW Beteiligungs GmbH & Co. KG, Munich – BMW Fahrzeugtechnik GmbH, Eisenach – BMW Hams Hall Motoren GmbH, Munich – BMW INTEC Beteiligungs GmbH, Munich – BMW M GmbH Gesellschaft für individuelle Automobile, Munich – BMW Verwaltungs GmbH, Munich – MITEC Mikroelektronik Mikrotechnik Informatik GmbH, Munich – Rolls-Royce Motor Cars GmbH, Munich In addition, the Dutch entities, BMW International Holding B. V., The Hague, and Alphabet Nederland B. V., Breda, apply the exemption provision contained in Article 2:403 of the Civil Code of the Netherlands. 163 GROUP FINANCIAL STATEMENTS BMW Group Notes to the Group Financial Statements Segment Information 49 Explanatory notes to segment information Information on reportable segments For the purposes of presenting segment information, the activities of the BMW Group are divided into operating segments in accordance with IFRS 8 (Operating Seg- ments). Operating segments are identified on the same basis that is used internally to manage and report on per- formance and takes account of the organisational struc- ture of the BMW Group based on the various products and services of the reportable segments. The activities of the BMW Group are broken down into the operating segments Automotive, Motorcycles, Finan- cial Services and Other Entities. The Automotive segment develops, manufactures, as- sembles and sells cars and off-road vehicles, under the brands BMW, MINI and Rolls-Royce as well as spare parts and accessories. BMW and MINI brand products are sold in Germany through branches of BMW AG and by independent, authorised dealers. Sales outside Germany are handled primarily by subsidiary compa- nies and by independent import companies in a num- ber of markets. Rolls-Royce brand vehicles are sold in the USA, China and Russia via subsidiary companies and elsewhere by independent, authorised dealers. The BMW Motorcycles segment develops, manufactures, assembles and sells motorcycles as well as spare parts and accessories. The principal lines of business of the Financial Services segment are car leasing, multi-brand financing, fleet business, retail customer and dealer financing, customer deposit business and insurance activities. Holding and Group financing companies are included in the Other Entities segment. This segment also includes operating companies – BMW Services Ltd., Farnborough, BMW (UK) Investments Ltd., Farnborough, Bavaria Lloyd Reisebüro GmbH, Munich, and MITEC Mikroelektronik Mikrotechnik Informatik GmbH, Munich, – which are not allocated to one of the other segments. Internal management and reporting Segment information is prepared in conformity with the accounting policies adopted for preparing and presenting the Group Financial Statements. The only exceptions to this general principle is the treatment of inter-segment warranties (the earnings impact of which is allocated to the Automotive and Financial Services segments on the basis used internally to manage the business) and cross-segment impairment losses on investments in subsidiaries. Inter-segment receivables and payables, provisions, income, expenses and profits are eliminated in the column “Eliminations”. Inter-segment sales take place at arm’s length prices. The role of “chief operating decision maker” with re- spect to resource allocation and performance assess- ment of the reportable segment is embodied in the full Board of Management. In order to assist the decision- taking process, various measures of segment perfor- mance as well as segment assets have been set for the various operating segments. The performance of the Automotive and Motorcycles segments is managed on the basis of return on capital employed (RoCE). The relevant measure of segment results used is therefore profit before financial result. Capital employed is the corresponding measure of segment assets used to determine how to allocate re- sources and comprises all current and non-current operational assets after deduction of liabilities used operationally which are not subject to interest (e. g. trade payables). The performance of the Financial Services segment is measured on the basis of return on equity (RoE), with profit before tax therefore representing the measure of segment result used. For this reason, the measure of segment assets in the Financial Services segment corre- sponds to net assets, defined as total assets less total liabilities. The performance of the Other Entities segment is as- sessed on the basis of profit or loss before tax. The corresponding measure of segment assets used to manage the Other Entities segment is total assets less asset-side income tax items and intragroup invest- ments. 164 Segment information by operating segment is as follows: Segment information by operating segment in € million External revenues Inter-segment revenues Total revenues Segment result Result from equity accounted investments Capital expenditure on non-current assets Depreciation and amortisation on non-current assets Automotive Motorcycles 2015 2014 2015 2014 68,045 17,491 85,536 7,836 518 5,792 4,559 59,654 15,519 75,173 7,244 655 6,022 4,080 1,984 6 1,990 182 – 92 69 1,671 8 1,679 112 – 69 64 in € million 31. 12. 2015 31. 12. 2014 31. 12. 2015 31. 12. 2014 Automotive Motorcycles Investments accounted for using the equity method Segment assets * See note 3. 2,233* 10,024 1,088 11,489 – 557 – 575 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 165 GROUP FINANCIAL STATEMENTS Financial Services Other Entities Reconciliation to Group figures Group 2015 2014 2015 2014 2015 2014 2015 2014 22,144 1,595 23,739 1,975 – 23,689 8,686 19,073 1,526 20,599 1,723 – 19,206 7,539 2 5 7 211 – – – 3 4 – – 92,175 80,401 External revenues – 19,097 – 17,057 – – Inter-segment revenues 7 – 19,097 – 17,057 92,175 80,401 Total revenues 154 – – – – 980 – – 5,672 – 5,119 – 526 – – 4,621 – 4,112 9,224 518 23,901 8,195 8,707 Segment result 655 Result from equity accounted investments 20,676 Capital expenditure on non-current assets 7,571 Depreciation and amortisation on non-current assets Financial Services Other Entities Reconciliation to Group figures Group 31. 12. 2015 31. 12. 2014 31. 12. 2015 31. 12. 2014 31. 12. 2015 31. 12. 2014 31. 12. 2015 31. 12. 2014 – 9,948 – 9,357 – – – – 2,233 1,088 Investments accounted for using the equity method 71,709 61,516 79,936 71,866 172,174 154,803 Segment assets 166 An impairment loss of € 3 million (2014: € – million) was recognised on plant and machinery in the Automotive segment in 2015. Interest and similar income of the Financial Services segment amounting to € 4 million (2014: € 4 million) and interest and similar expenses amounting to € 7 million (2014: € 29 million) are included in the segment result. Write-downs on inventories to their net realisable value amounting to € 486 million (2014: € 29 million) were recognised by the Automotive segment in the financial year 2015 and resulted primarily from accidents and natural disasters. No reversals of write-downs were rec- ognised in the period under report (2014: € 3 million). Impairment losses and fair value changes on other in- vestments amounting to € 17 million (2014: € 153 million) relating to the Automotive segment and recognised in the financial result are not included in the segment result. The segment result of the Financial Services segment is stated after impairment losses of € 406 million (2014: € 268 million) recognised on leased products and € 3 mil- lion on other investments (2014: € – million). Reversals of impairment losses on leased products amounted to € 81 million (2014: € 169 million). in € million Reconciliation of segment result Total for reportable segments Financial result of Automotive segment and Motorcycles segment Elimination of inter-segment items Group profit before tax Reconciliation of capital expenditure on non-current assets Total for reportable segments Elimination of inter-segment items Total Group capital expenditure on non-current assets Reconciliation of depreciation and amortisation on non-current assets Total for reportable segments Elimination of inter-segment items Total Group depreciation and amortisation on non-current assets 90 GROUP FINANCIAL STATEMENTS 90 Income Statements 90 Statement of Comprehensive Income 92 Balance Sheets 94 Cash Flow Statements 96 Group Statement of Changes in Equity 98 Notes 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information The Other Entities’ segment result includes interest and similar income amounting to € 1,177 million (2014: € 1,295 million) and interest and similar expenses amounting to € 1,080 million (2014: € 1,197 million) as well as impairment losses on other investments totalling € 7 million (2014: € – million). The information disclosed for capital expenditure and depreciation and amortisation relates to non-current property, plant and equipment, intangible assets and leased products. Segment figures can be reconciled to the corresponding Group figures as follows: 2015 2014 10,204 – 316 – 664 9,224 29,573 – 5,672 23,901 13,314 – 5,119 8,195 9,233 – 363 – 163 8,707 25,297 – 4,621 20,676 11,683 – 4,112 7,571 in € million 31. 12. 2015 31. 12. 2014 Reconciliation of segment assets Total for reportable segments Non-operating assets – Other Entities segment Total liabilities – Financial Services segment Non-operating assets – Automotive and Motorcycles segments Liabilities of Automotive and Motorcycles segments not subject to interest Elimination of inter-segment items Total Group assets 92,238 7,132 112,081 41,932 31,817 – 113,026 172,174 82,937 6,658 96,959 39,449 28,488 – 99,688 154,803 167 GROUP FINANCIAL STATEMENTS In the case of information by geographical region, ex- ternal sales are based on the location of the customer’s registered office. Revenues with major customers were not material overall. The information disclosed for non-current assets relates to property, plant and equip- ment, intangible assets and leased products. Elimina- tions disclosed for non-current assets relate to leased products. External revenues Non-current assets 2015 2014 2015 2014 13,394 18,155 15,856 28,617 3,361 12,792 – 12,992 13,666 15,002 24,635 2,961 11,145 – 92,175 80,401 28,786 21,000 23 13,099 2,053 1,318 – 6,183 60,096 27,137 17,093 25 11,643 2,050 1,102 – 5,204 53,846 Information by region in € million Germany USA China Rest of Europe Rest of the Americas Other Eliminations Group Munich, 18 February 2016 Bayerische Motoren Werke Aktiengesellschaft The Board of Management Harald Krüger Milagros Caiña Carreiro-Andree Dr.-Ing. Klaus Draeger Dr. Friedrich Eichiner Klaus Fröhlich Dr. Ian Robertson (HonDSc) Peter Schwarzenbauer Oliver Zipse 168 STATEMENT ON CORPORATE GOVERNANCE Good corporate governance – acting in accordance with the principles of responsible management aimed at in- creasing the value of the business on a sustainable basis – is an essential requirement for the BMW Group em- bracing all areas of the business. Corporate culture within the BMW Group is founded on transparent reporting and internal communication, a policy of corporate governance aimed at the interests of stakeholders, fair and open dealings between the Board of Management and the Supervisory Board as well as among employees and compliance with the law. The Board of Management and Supervisory Board report in this statement on important aspects of corporate governance pursuant to § 289 a HGB and section 3.10 of the German Corporate Governance Code (GCGC). Information on the Company’s Governing Constitution The designation “BMW Group” comprises Bayerische Motoren Werke Aktiengesellschaft (BMW AG) and its group entities. BMW AG is a stock corporation (Aktien- gesellschaft) based on the German Stock Corporation Act (Aktiengesetz) and has its registered office in Munich, Germany. It has three representative bodies: the Annual General Meeting, the Supervisory Board and the Board of Management. The duties and authori- ties of those bodies derive from the Stock Corporation Act and the Articles of Incorporation of BMW AG. Shareholders, as the owners of the business, exercise their rights at the Annual General Meeting. The Annual General Meeting decides in particular on the utilisation of unappropriated profit, the ratification of the acts of the members of the Board of Management and of the Supervisory Board, the appointment of the external auditor, changes to the Articles of Incorporation, speci- fied capital measures and elects the shareholders’ representatives to the Supervisory Board. The Board of Management manages the enterprise under its own responsibility. Within this framework, it is monitored and advised by the Supervisory Board. The Supervisory Board appoints the members of the Board of Manage- ment and can, at any time, revoke an appointment if there is an important reason. The Board of Manage- ment keeps the Supervisory Board informed of all sig- nificant matters regularly, promptly and comprehen- sively, following the principles of conscientious and faithful accountability and in accordance with prevailing law and the reporting duties allocated to it by the Super- visory Board. The Board of Management requires the approval of the Supervisory Board for certain major transactions. The Supervisory Board is not, however, authorised to undertake management measures itself. In accordance with the requirements of the German Co-determination Act for companies that generally em- ploy more than 20,000 people, the Supervisory Board of BMW AG is required to comprise ten shareholder representatives elected at the Annual General Meeting (Supervisory Board members representing equity or shareholders) and ten employees elected in accordance with the provisions of the Co-determination Act (Super- visory Board members representing employees). The ten Supervisory Board members representing employees comprise seven Company employees, including one executive staff representative, and three members elected following nomination by unions. The close interaction between Board of Management and Supervisory Board in the interests of the enterprise as described above is also known as a “two-tier board structure”. Declaration of Compliance and the BMW Group Corporate Governance Code Management and supervisory boards of companies listed in Germany are required by law (§ 161 German Stock Corporation Act) to report once a year whether the offi- cially published and relevant recommendations issued by the “Government Commission on the German Cor- porate Governance Code”, as valid at the date of the declaration, have been, and are being, complied with. Com panies affected are also required to state which of the recommendations of the Code have not been or are not being applied, stating the reason or reasons. The full text of the declaration, together with explanatory comments, is shown on the following page of this Annual Report. The Board of Management and the Supervisory Board approved the Group’s own Corporate Governance Code based on the GCGC in previous years in order to pro- vide interested parties with a comprehensive and stand- alone document covering the corporate governance practices applied by the BMW Group. A coordinator responsible for all corporate governance issues reports directly and on a regular basis to the Board of Manage- ment and Supervisory Board. The Corporate Governance Code for the BMW Group, together with the Declaration of Compliance, Articles of Incorporation and other information, can be viewed and / or downloaded from the BMW Group’s website at www.bmwgroup.com/ir under the menu items “Facts about the BMW Group” and “Corporate Governance”. 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 169 STATEMENT ON CORPORATE GOVERNANCE Declaration of the Board of Management and of the Supervisory Board of Bayerische Motoren Werke Aktiengesellschaft with respect to the recommendations of the “Government Commission on the German Corporate Governance Code” pursuant to § 161 German Stock Corporation Act The Board of Management and Supervisory Board of Bayerische Motoren Werke Aktiengesellschaft (“BMW AG”) declare the following regarding the recom- mendations of the “Government Commission on the German Corporate Governance Code”: 1. Since issuance of the last Declaration in December 2014, BMW AG has complied with all of the recommen- dations published officially on 30 September 2014 in the Federal Gazette (Code version dated 24 June 2014), as announced with the exception of section 4.2.5 sentences 5 and 6. 2. BMW AG will in future comply with all of the recom- mendations published officially on 12 June 2015 in the Federal Gazette (Code version dated 5 May 2015), with the exception of section 4.2.5 sentences 5 and 6. 3. It is recommended in section 4.2.5 sentences 5 and 6 of the Code that specified information pertaining to management board compensation be disclosed in the Compensation Report. These recommendations have not been and will not be complied with, due to un- certainties with respect to their interpretation and doubts as to whether the supplementary use of model tables would be instrumental in making the BMW AG’s Compensation Report transparent and generally un- derstandable in accordance with generally applicable financial reporting requirements (see section 4.2.5 sen- tence 3 of the Code). Munich, December 2015 Bayerische Motoren Werke Aktiengesellschaft On behalf of the Supervisory Board Dr.-Ing. Dr.-Ing. E. h. Norbert Reithofer Chairman On behalf of the Board of Management Harald Krüger Chairman 170 Members of the Board of Management Harald Krüger (born 1965) Chairman (since 13. 05. 2015) Production (until 13. 05. 2015) Mandates BMW (South Africa) (Pty) Ltd. (Chairman) (until 13. 05. 2015) BMW Motoren GmbH (Chairman) (until 15. 05. 2015) Dr. Friedrich Eichiner (born 1955) Finance Mandates Allianz Deutschland AG FESTO Aktiengesellschaft BMW Brilliance Automotive Ltd. (Deputy Chairman) FESTO Management Aktiengesellschaft Klaus Fröhlich (born 1960) Development Mandates Dr.-Ing. Dr.-Ing. E. h. Norbert Reithofer (born 1956) Chairman HERE International B. V. (since 05. 12. 2015) (until 13. 05. 2015) Mandates Dr. Ian Robertson (HonDSc) (born 1958) Siemens Aktiengesellschaft Henkel AG & Co. KGaA (Shareholders’ Committee) Sales and Marketing BMW, Sales Channels BMW Group Milagros Caiña Carreiro-Andree (born 1962) Human Resources, Industrial Relations Director Dr.-Ing. Klaus Draeger (born 1956) Purchasing and Supplier Network Mandates Dyson James Group Limited (until 31. 12. 2015) Peter Schwarzenbauer (born 1959) MINI, Motorcycles, Rolls-Royce, Aftersales BMW Group Mandates Rolls-Royce Motor Cars Limited (Chairman) Oliver Zipse (born 1964) Production (since 13. 05. 2015) Mandates BMW (South Africa) (Pty) Ltd. (Chairman) (since 14. 05. 2015) BMW Motoren GmbH (Chairman) (since 15. 05. 2015) General Counsel: Dr. Jürgen Reul Membership of other statutory supervisory boards. Membership of equivalent national or foreign boards of business enterprises. Other mandates. 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 171 STATEMENT ON CORPORATE GOVERNANCE Members of the Supervisory Board Dr.-Ing. Dr.-Ing. E. h. Norbert Reithofer (born 1956) Member and Chairman since 13. 05. 2015 Former Chairman of the Board of Management of BMW AG Mandates Siemens Aktiengesellschaft Henkel AG & Co. KGaA (Shareholders’ Committee) Stefan Quandt (born 1966) Member since 1997 Deputy Chairman Entrepreneur Mandates DELTON AG (Chairman) AQTON SE (Chairman) Entrust Datacard Corp. Prof. Dr.-Ing. Dr. h. c. Dr.-Ing. E. h. Joachim Milberg (born 1943) Member from 2002 until 13. 05. 2015 Chairman until 13. 05. 2015 Chairman of the Board of Trustees of BMW Stiftung Herbert Quandt Former Chairman of the Board of Management of BMW AG Mandates Bertelsmann Management SE (Deputy Chairman) Bertelsmann SE & Co. KGaA (Deputy Chairman) Deere & Company Manfred Schoch1 (born 1955) Member since 1988 Deputy Chairman Chairman of the European and General Works Council Industrial Engineer Stefan Schmid1 (born 1965) Member since 2007 Deputy Chairman Chairman of the Works Council, Dingolfing Dr. jur. Karl-Ludwig Kley (born 1951) Member since 2008 Deputy Chairman Chairman of the Executive Management of Merck KGaA Mandates Bertelsmann Management SE Bertelsmann SE & Co. KGaA Deutsche Lufthansa Aktiengesellschaft Verizon Communications Inc. (since 05. 11. 2015) Christiane Benner 2 (born 1968) Member since 2014 Second Chairman of IG Metall Mandates Robert Bosch GmbH 1 Employee representatives (company employees). 2 Employee representatives (union representatives). 3 Employee representatives (members of senior management). Membership of other statutory supervisory boards. Membership of equivalent national or foreign boards of business enterprises. Other mandates. 172 Franz Haniel (born 1955) Member since 2004 Entrepreneur Mandates DELTON AG (Deputy Chairman) Franz Haniel & Cie. GmbH (Chairman) Heraeus Holding GmbH Metro AG (Chairman) (until 19. 02. 2016) TBG Limited Prof. Dr. rer. nat. Dr. h. c. Reinhard Hüttl (born 1957) Member since 2008 Chairman of the Executive Board of Helmholtz-Zentrum Potsdam Deutsches GeoForschungsZentrum – GFZ University Professor Prof. Dr. rer. nat. Dr.-Ing. E. h. Henning Kagermann (born 1947) Member since 2010 President of acatech – Deutsche Akademie der Technikwissenschaften e. V. Mandates Deutsche Bank AG Deutsche Post AG Franz Haniel & Cie. GmbH (until 25. 04. 2015) Münchener Rückversicherungs-Gesellschaft Aktiengesellschaft in München Susanne Klatten (born 1962) Member since 1997 Entrepreneur Mandates ALTANA AG (Deputy Chairman) SGL Carbon SE (Chairman) UnternehmerTUM GmbH (Chairman) Prof. Dr. rer. pol. Renate Köcher (born 1952) Member since 2008 Director of Institut für Demoskopie Allensbach Gesellschaft zum Studium der öffentlichen Meinung mbH Mandates Allianz SE Infineon Technologies AG Nestlé Deutschland AG Robert Bosch GmbH Ulrich Kranz3 (born 1958) Member since 2014 Head of Product Line BMW i Dr. h. c. Robert W. Lane (born 1949) Member since 2009 Former Chairman and Chief Executive Officer of Deere & Company Mandates General Electric Company Northern Trust Corporation (until 21. 04. 2015) Verizon Communications Inc. (until 07. 05. 2015) Horst Lischka2 (born 1963) Member since 2009 General Representative of IG Metall Munich Mandates KraussMaffei Group GmbH MAN Truck & Bus AG Städtisches Klinikum München GmbH Willibald Löw1 (born 1956) Member since 1999 Chairman of the Works Council, Landshut 1 Employee representatives (company employees). 2 Employee representatives (union representatives). 3 Employee representatives (members of senior management). Membership of other statutory supervisory boards. Membership of equivalent national or foreign boards of business enterprises. Other mandates. 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report  Werner Zierer1 (born 1959) Member since 2001 Chairman of the Works Council, Regensburg 173 STATEMENT ON CORPORATE GOVERNANCE Wolfgang Mayrhuber (born 1947) Member from 2004 until 13. 05. 2015 Chairman of the Supervisory Board of Deutsche Lufthansa Aktiengesellschaft Mandates Deutsche Lufthansa Aktiengesellschaft (Chairman) Infineon Technologies AG (Chairman) Münchener Rückversicherungs-Gesellschaft Aktiengesellschaft in München HEICO Corporation Simone Menne (born 1960) Member since 13. 05. 2015 Member of the Board of Management, Finance, of Deutsche Lufthansa Aktiengesellschaft Mandates Delvag Luftfahrtversicherungs-AG (Chairman) Deutsche Post AG LSG Lufthansa Service Holding AG (Chairman) Lufthansa Cargo AG Lufthansa Technik AG FWB Frankfurter Wertpapierbörse (Exchange Council) Miles & More GmbH (Chairman Advisory Board) Dr. Dominique Mohabeer1 (born 1963) Member since 2012 Member of the Works Council, Munich Brigitte Rödig1 (born 1963) Member since 2013 Member of the Works Council, Dingolfing Jürgen Wechsler 2 (born 1955) Member since 2011 Regional Head of IG Metall Bavaria Mandates Schaeffler AG (Deputy Chairman) Siemens Healthcare GmbH (since 29. 06. 2015) 174 Composition and work procedures of the Board of Management of BMW AG and its committees The Board of Management governs the enterprise under its own responsibility, acting in the interests of the BMW Group with the aim of achieving sustainable growth in value. The interests of shareholders, employees and other stakeholders are also taken into account in the pursuit of this aim. The Board of Management determines the strategic orientation of the enterprise, agrees upon it with the Supervisory Board and ensures its implementation. The Board of Management is responsible for ensuring that all provisions of law and internal regulations are complied with. Further details about compliance within the BMW Group can be found in the “Corporate Governance” section of the Annual Report. The Board of Management is also responsible for ensuring that appropriate risk management and risk controlling sys- tems are in place throughout the Group. During their period of employment for BMW AG, mem- bers of the Board of Management are bound by a com- prehensive non-competition clause. They are required to act in the enterprise’s best interests and may not pursue personal interests in their decisions or take ad- vantage of business opportunities intended for the enterprise. They may only undertake ancillary activities, in particular supervisory board mandates outside the BMW Group, with the approval of the Supervisory Board’s Personnel Committee. Each member of the Board of Management of BMW AG is obliged to disclose conflicts of interest to the Supervisory Board without delay and inform the other members of the Board of Management accordingly. Following the appointment of a new member to the Board of Management, the BMW Group Corporate Governance Officer informs the new member of the framework con- ditions under which the board member’s duties are to be carried out – in particular those enshrined in the BMW Group’s Corporate Governance Code – as well as the duty to cooperate when a transaction or event triggers reporting requirements or requires the approval of the Supervisory Board. The Board of Management consults and takes decisions as a collegiate body in meetings of the Board of Manage- ment, the Sustainability Board, the Operations Com- mittee and the Committee for Executive Management Matters. At its meetings, the Board of Management defines the overall framework for business strategies and the use of resources, takes decisions regarding the implementation of strategies and deals with issues of particular importance to the BMW Group. The full board also takes decisions at a basic policy level relating to the Group’s automobile product strategies and product projects inasmuch as these are relevant for all brands. The Board of Management and its committees may, as required and depending on the subject matters being discussed, invite non-voting advisers to participate at meetings. Terms of reference approved by the Board of Manage- ment contain a planned allocation of divisional respon- sibilities between the individual board members. These terms of reference also incorporate the principle that the full Board of Management bears joint responsibility for all matters of particular importance and scope. In addition, members of the Board of Management manage the relevant portfolio of duties under their responsi- bility, whereby case-by-case rules can be put in place for cross-divisional projects. Board members continually provide the Chairman of the Board of Management with all information regarding major transactions and developments within their area of responsibility. The Chairman of the Board of Management coordinates cross-divisional matters with the overall targets and plans of the BMW Group, involving other board members to the extent that divisions within their area of responsi- bility are affected. The Board of Management takes its decisions at meet- ings generally held on a weekly basis which are con- vened, coordinated and headed by the Chairman of the Board of Management. At the request of the Chairman, decisions can also be taken outside of board meetings if none of the board members object to this procedure. A meeting is quorate if all Board of Management members are invited to the meeting in good time. Members unable to attend any meeting are entitled to vote in writing, by fax or by telephone. Votes cast by phone must be subsequently confirmed in writing. Except in urgent cases, matters relating to a division for which the re- sponsible board member is not present will only be dis- cussed and decided upon with that member’s consent. Unless stipulated otherwise by law or in BMW AG’s statutes, the Board of Management makes decisions on the basis of a simple majority of votes cast at meetings. Outside of board meetings, decisions are taken on the basis of a simple majority of board members. In the event of a tied vote, the Chairman of the Board of Management has the casting vote. Any changes to the board’s terms of reference must be passed unanimously. A board meeting may only be held if more than half of the board members are present. In the event that the Chairman of the Board of Manage- ment is not present or is unable to attend a meeting, the 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 175 STATEMENT ON CORPORATE GOVERNANCE member of the board responsible for Finance will represent him. Minutes are taken of all meetings and the Board of Management’s resolutions and signed by the Chairman. Decisions taken by the Board of Management are binding for all employees. The rules relating to meetings and resolutions taken by the full Board of Management are also applicable for its committees. Members of the Board of Management not represented in a committee are provided with the agendas and minutes of committee meetings. Committee matters are dealt with in full board meetings if the committee con- siders it necessary or at the request of a member of the Board of Management. A secretariat for Board of Management matters has been established to assist the Chairman and other board members with the preparation and follow-up work con- nected with board meetings. At meetings of the Operations Committee (generally held every two weeks), decisions are reached in connec- tion with automobile product projects, based on the strategic orientation and decision framework stipulated at Board of Management meetings. The Operations Committee comprises the Board of Management mem- ber responsible for Development (who also chairs the meetings), together with the board members responsible for the following areas: Purchases and Supplier Network; Production; Sales and Marketing BMW, Sales Channels BMW Group; and MINI, Motorcycles, Rolls-Royce, Aftersales BMW Group. If the committee chairman is not present or unable to attend a meeting, the member of the board responsible for Production represents him. Resolutions taken at meetings of the Operations Committee are made online. The full board usually convenes twice a year in its func- tion as Sustainability Board in order to define strategy with regard to sustainability and decide upon measures to implement that strategy. The Head of Corporate Affairs and the Representative for Sustainability and Environmental Protection participate in these meetings in an advisory capacity. The Board’s Committee for Executive Management Matters deals with enterprise-wide issues affecting ex- ecutive managers of the BMW Group, either in their entirety or individually (such as the executive manage- ment structure, potential candidates for executive management, nominations for or promotions to senior management positions). This committee has, on the one hand, an advisory and preparatory role (e. g. making suggestions for promotions to the two remu- neration groups below board level and preparing decisions to be taken at board meetings with regard to human resources principles with the emphasis on executive management issues) and a decision-taking function on the other (e. g. deciding on appointments to senior management positions and promotions to higher remuneration groups or the wording of human resources principles decided on by the full board). The Committee has two members who are entitled to vote at meetings, namely the Chairman of the Board of Management (who also chairs the meetings) and the board member responsible for Human Resources. The Head of “Human Resources Management and Services” as well as the Head of “Human Resources Executive Management” also participate in these meetings in an advisory function. At the request of the Chairman, resolutions may also be passed outside of committee meetings by casting votes in writing, by fax or by tele- phone if the other member entitled to vote does not ob- ject immediately. The Committee for Executive Manage- ment Matters convenes up to ten times a year. The Board of Management is represented by its Chair- man in its dealings with the Supervisory Board. The Chairman of the Board of Management maintains regular contact with the Chairman of the Supervisory Board and keeps him informed of all important mat- ters. The Supervisory Board has passed a resolution specifying the information and reporting duties of the Board of Management. As a general rule, in the case of reports required by dint of law, the Board of Manage- ment submits its reports to the Supervisory Board in writing. To the extent possible, documents required as a basis for taking decisions are sent to the members of the Supervisory Board in good time before the relevant meeting. Regarding transactions of fundamental im- portance, the Supervisory Board has stipulated specific transactions which require the approval of the Super- visory Board. Whenever necessary, the Chairman of the Board of Management obtains the approval of the Supervisory Board and ensures that reporting duties to the Supervisory Board are complied with. In order to fulfil these tasks, the Chairman is supported by all members of the Board of Management. The fundamen- tal principle followed when reporting to the Supervisory Board is that the latter should be kept informed regu- larly, without delay and comprehensively of all signifi- cant matters relating to planning, business performance, risk exposures, risk management and compliance, as well as any major variances between actual and budgeted figures. 176 Composition and work procedures of the Supervisory Board of BMW AG and its committees BMW AG’s Supervisory Board, comprising ten share- holder representatives (elected by the Annual General Meeting) and ten employee representatives (elected in accordance with the Co-Determination Act), has the task of advising and supervising the Board of Manage- ment in its governance of the BMW Group. It is in- volved in all decisions of fundamental importance for the BMW Group. The Supervisory Board appoints the members of the Board of Management and decides upon the level of compensation they receive. The Super- visory Board can revoke appointments for important reasons. Together with the Personnel Committee and the Board of Management, the Supervisory Board ensures that long-term successor planning is in place. In their assess- ment of candidates for a post on the Board of Manage- ment, the underlying criteria applied by the Supervisory Board for determining the suitability of candidates are their expertise in the relevant area of board responsi- bility, outstanding leadership qualities, a proven track record, and an understanding of the BMW Group’s business. The Supervisory Board takes diversity into ac- count when assessing, on balance, which individual would best complement the Board of Management, in view of the fact that it is a representative body of the Company. “Diversity” in the context of the decision- making process is understood by the Supervisory Board to encompass various complementary individual pro- files, work and life experience at both national and in- ternational level and also the appropriate representa- tion of both genders. As its target for the proportion of women on the Board of Management by 31 December 2016, the Supervisory Board has stipulated that the Board of Management should continue to have at least one female member. Assuming that the Board of Management continues to comprise eight members, this would correspond to a ratio of at least 12.5 %. The Supervisory Board considers that it would be de- sirable to further increase the proportion of women on the board, and therefore supports the Board of Manage- ment’s current raft of measures aimed at increasing the proportion of women at the highest executive manage- ment levels of the BMW Group. The Board of Manage- ment reports to the Personnel Committee and the Super- visory Board at regular intervals on the proportion of, and changes in, management positions held by women, in particular within senior executive level and at upper- most management level. When actually selecting an individual for a post on the Board of Management, the Supervisory Board decides in the best interest of the Group and after amply considering all of the relevant circumstances. The Supervisory Board holds a minimum of two meet- ings in each of the first and second six-month periods of the calendar year. Normally, five plenary meetings are held per calendar year. One meeting each year is planned to cover a number of days and is used, among other things, to enable an in-depth exchange on strategic and technological matters. The main emphases of meet- ings in the period under report are described in the Report of the Supervisory Board. As a general rule, the shareholder representatives and employee representa- tives prepare the Supervisory Board meetings separately and, if necessary, together with members of the Board of Management. In particular, members of the Super- visory Board are legally bound to maintain secrecy with respect to any confidential reports they receive and any confidential discussions in which they partake. The Chairman of the Supervisory Board coordinates work within the Supervisory Board, chairs its meetings, handles the external affairs of the Supervisory Board and represents it in its dealings with the Board of Management. The Supervisory Board is quorate if all members have been invited to the meeting and at least half of its mem- bers participate in the vote on a particular resolution. A resolution relating to an agenda item not included in the invitation is only valid if none of the members of the Supervisory Board who were not present at the meeting object to the resolution and if a minimum of two-thirds of the members are present. As a basic rule, resolutions are passed by the Super- visory Board by a simple majority. The German Co- determination Act contains specific requirements with regard to majority voting and technical procedures, par- ticularly with regard to the appointment and revoca- tion of the appointment of management board mem- bers and the election of a supervisory board chairman or deputy chairman. In the event of a tied vote in the Supervisory Board, the Chairman of the Supervisory Board has two votes in a renewed vote, assuming it also results in a tie. In practice, resolutions are taken by the Supervisory Board and its committees at the relevant meetings. If a Supervisory Board member is not present at a meeting, that member can have his / her vote cast by another Supervisory Board member, assuming an appropriate request has been made in writing, by fax or in electronic form. This rule also applies to the casting of the second vote by the Chairman of the Supervisory Board. The Chairman of the Supervisory Board can also accept the retrospective casting of votes by any members not present at a meeting if this is done within the time limit 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 177 STATEMENT ON CORPORATE GOVERNANCE previously set. In special cases, resolutions may also be taken outside of meetings, i. e. in writing, by fax or by electronic means. Minutes are taken of all resolutions and meetings, which are then signed by the relevant Chairman. After its meetings, the Supervisory Board is generally provided with information on new vehicle models in the form of a short presentation. Following the election of a new Supervisory Board mem- ber, the Corporate Governance Officer informs the new member of the principal issues affecting his or her duties – in particular those enshrined in the BMW Group Corporate Governance Code – including the duty to cooperate when a transaction or event triggers reporting requirements or is subject to the approval of the Super- visory Board. Members of the Supervisory Board of BMW AG are re- quired to ensure that they have sufficient time to perform their mandate. If members of the Supervisory Board of BMW AG are also members of the management board of a listed company, they may not accept more than a to- tal of three mandates on non-BMW Group supervisory boards of listed companies or in other bodies with com- parable requirements. skills and expertise to perform its tasks in a proper manner. The Supervisory Board has set out specific targets for its own composition (see section “Composition targets for the Supervisory Board”). The members of the Supervisory Board are responsible for undertaking appropriate basic and further training measures, if such measures are deemed necessary to competently perform the tasks assigned to them. The Company provides appropriate assistance to members of the Supervisory Board in this respect. Taking into account the specific circumstances of the BMW Group and the number of board members, the Supervisory Board has set up a Presiding Board and four committees, namely the Personnel Committee, the Audit Committee, the Nomination Committee and the Mediation Committee (see “Overview of Supervisory Board committees and their composition”). Such com- mittees serve to raise the efficiency of the Supervisory Board’s work and facilitate the handling of complex issues. The establishment and function of a mediation committee is prescribed by law. The person chairing a committee reports in detail on its work at each plenum meeting. The Supervisory Board examines the efficiency of its activities on a regular basis. Joint discussions are also held at plenum meetings, prepared on the basis of a questionnaire previously devised by and distributed to the members of the Supervisory Board. The composition of the Presiding Board and the com- mittees is based on legal requirements, BMW AG’s Articles of Incorporation, terms of reference and corpo- rate governance principles. The expertise and technical skills of its members is also taken into account. Each member of the Supervisory Board of BMW AG is bound to act in the best interest of the organisation as a whole. Members of the Supervisory Board may not pursue personal interests in their decisions or take ad- vantage of business opportunities intended to benefit the BMW Group. Members of the Supervisory Board are obliged to inform the full Supervisory Board of any conflicts of interest which may result from a consultant or directorship func- tion with clients, suppliers, lenders or other business partners, enabling the Supervisory Board to report to the shareholders at the Annual General Meeting on how it has dealt with such issues. Material conflicts of interest which are not merely temporary in nature, re- sult in the termination of the mandate of the relevant Supervisory Board member. With regard to nominations for the election of members of the Supervisory Board, care is taken that the Super- visory Board in its entirety has the required knowledge, According to the relevant terms of reference, the Chair- man of the Supervisory Board is, in this capacity, auto- matically a member of the Presiding Board, the Person- nel Committee and the Nomination Committee, and also chairs these committees. The number of meetings held by the Presiding Board and the committees depends on current requirements. The Presiding Board, the Personnel Committee and the Audit Committee normally hold several meetings in the course of the year (see “Report of the Supervisory Board” for details of the number of meetings held in 2015). In line with the terms of reference for the activities of the plenum, the Supervisory Board has also set out terms of reference for the Presiding Board and the various committees. The committees are only quorate if all mem- bers are present. Resolutions taken by the committees are passed by a simple majority, unless stipulated other- wise by law. 178 Members of the Supervisory Board may not delegate their duties. However, the Supervisory Board, the Presiding Board and the committees may call on experts and other suitably informed persons to attend meetings to give advice on specific matters. The Supervisory Board, the Presiding Board and the committees also meet without the Board of Management if deemed necessary. BMW AG ensures that the Supervisory Board and its committees are sufficiently equipped to carry out their duties, including the services provided by a centralised secretariat to support the chairmen in coordinating the work of the Supervisory Board. In accordance with the relevant terms of reference, the Presiding Board comprises the Chairman of the Super- visory Board and board deputies. The Presiding Board prepares Supervisory Board meetings to the extent that the subject matter to be discussed does not fall within the remit of any of the committees. This in- cludes, for example, preparing the annual Declaration of Compliance with the German Corporate Governance Code and the Supervisory Board’s efficiency exami- nation. The Personnel Committee prepares the decisions of the Supervisory Board with regard to the appointment and revocation of appointment of members of the Board of Management and, together with the full Supervisory Board and the Board of Management, ensures that long-term successor planning is in place. The Personnel Committee also prepares the decisions of the Super- visory Board with regard to the Board of Management’s compensation and the Supervisory Board’s regular review of the Board of Management’s compensation system. In conjunction with the resolutions taken by the Supervisory Board regarding the compensation of the Board of Management, the Personnel Committee is responsible for drawing up, amending and revoking service / employment contracts or, when necessary, other relevant contracts with members of the Board of Management. In specified cases, the Personnel Com- mittee also has the authority to grant the necessary ap- proval for a particular transaction (instead of the Super- visory Board). This includes loans to members of the Board of Management or Supervisory Board, specified contracts with members of the Supervisory Board (in each case taking account of the consequences of related parties) and other activities of members of the Board of Management, including the acceptance of non-BMW Group supervisory board mandates. The Audit Committee deals in particular with issues re- lating to the supervision of the financial reporting pro- cess, the effectiveness of the internal control system, the risk management system, internal audit arrange- ments and compliance as well as the performance of Supervisory Board duties in connection with audits pursuant to § 20 of the German Securities Trading Act (WpHG). It also monitors the external audit, auditor independence and any additional work performed by the external auditor. It prepares the proposal for the election of the external auditor at the Annual General Meeting, makes a recommendation regarding the elec- tion of the external auditor, issues the audit engage- ment letter and agrees on points of audit focus as well as the auditor’s fee. The Audit Committee prepares the Supervisory Board’s resolution relating to the Company and Group Financial Statements and discusses interim reports with the Board of Management prior to publi- cation. The Audit Committee also decides on the Super- visory Board’s agreement to use Authorised Capital 2014 (Article 4 no. 5 of the Articles of Incorporation) and on amendments to the Articles of Incorporation which only affect its wording. In line with the recommendations of the German Cor- porate Governance Code, the Chairman of the Audit Committee is independent, and not a former Chairman of the Board of Management, and has specific knowledge and experience in applying financial reporting stand- ards and internal control procedures. He or she also ful- fils the requirement of being an independent financial expert as defined by § 100 (5) and § 107 (4) AktG. The Nomination Committee is charged with the task of finding suitable candidates for election to the Super- visory Board (as shareholder representatives) and for inclusion in the Supervisory Board’s proposals for elec- tion at the Annual General Meeting. In line with the recommendations of the German Corporate Governance Code, the Nomination Committee comprises only share- holder representatives. The establishment and composition of a mediation com- mittee are prescribed by the German Co-determination Act. The Mediation Committee has the task of making proposals to the Supervisory Board if a resolution for the appointment of a member of the Board of Manage- ment has not been carried by the necessary two-thirds majority of members’ votes. In accordance with statutory requirements, the Mediation Committee comprises the Chairman and the Deputy Chairman of the Supervisory Board, one member selected by shareholder repre- sentatives and one by employee representatives. 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 179 STATEMENT ON CORPORATE GOVERNANCE Overview of Supervisory Board committees and their composition Principal duties, basis for activities Presiding Board – preparation of Supervisory Board meetings to the extent that the subject matter to be discussed does not fall within the remit of a committee – activities based on terms of reference Personnel Committee – preparation of decisions relating to the appointment and revocation of appointment of mem- bers of the Board of Management, the compen sation and the regular review of the Board of Management’s compensation system – conclusion, amendment and revocation of employment contracts (in conjunction with the resolutions taken by the Supervisory Board regarding the compensation of the Board of Management) and other contracts with members of the Board of Management – decisions relating to the approval of ancillary activities of Board of Manage ment members, including acceptance of non-BMW Group supervisory mandates as well as the approval of trans- actions requiring Supervisory Board approval by dint of law (e. g. loans to Board of Management or Supervisory Board members) – set up in accordance with the recommendation contained in the German Corporate Governance Code, activities based on terms of reference Members Norbert Reithofer1 (since 13. 05. 2015) Joachim Milberg1 (until 13. 05. 2015) Manfred Schoch Stefan Quandt Stefan Schmid Karl-Ludwig Kley Norbert Reithofer1 (since 13. 05. 2015) Joachim Milberg1 (until 13. 05. 2015) Manfred Schoch Stefan Quandt Stefan Schmid Karl-Ludwig Kley Audit Committee – supervision of the financial reporting process, the effectiveness of the internal control system, the risk management system, internal audit arrangements and compliance as well as the performance of Supervisory Board duties in connection with audits pursuant to § 20 of the German Securities Trading Act (WpHG) – supervision of external audit, in particular auditor independence and additional work performed by external auditor Karl-Ludwig Kley 1, 2 Norbert Reithofer (since 13. 05. 2015) Joachim Milberg (until 13. 05. 2015) Manfred Schoch Stefan Quandt Stefan Schmid – preparation of proposals for election of external auditor at Annual General Meeting, engagement of external auditor and compliance of audit engagement, determination of areas of audit emphasis and fee agreements with external auditor – preparation of Supervisory Board’s resolution on Company and Group Financial Statements – discussion of interim reports with Board of Management prior to publication – decision on approval for utilisation of Authorised Capital 2014 – amendments to Articles of Incorporation only affecting wording – establishment in accordance with the recommendation contained in the German Corporate Governance Code, activities based on terms of reference Nomination Committee – identification of suitable candidates (male / female) as shareholder representatives on the Supervisory Board to be put forward for inclusion in the Super visory Board’s proposals for election at the Annual General Meeting – establishment in accordance with the recommendation contained in the German Corporate Governance Code, activities based on terms of reference Norbert Reithofer1 (since 13. 05. 2015) Joachim Milberg1 (until 13. 05. 2015) Susanne Klatten Karl-Ludwig Kley Stefan Quandt Mediation Committee – proposal to Supervisory Board if resolution for appointment of Board of Management member has not been carried by the necessary two-thirds majority of Supervisory Board members’ votes – committee required by law 1 Chair. 2 Independent financial expert within the meaning of § 100 (5) AktG and § 107 (4) AktG. (In line with the recommendations of the German Corporate Governance Code, the Nomination Committee comprises only shareholder repre- sentatives.) Norbert Reithofer (since 13. 05. 2015) Joachim Milberg (until 13. 05. 2015) Manfred Schoch Stefan Quandt Stefan Schmid (In accordance with statutory require ments, the Mediation Committee comprises the Chairman and Deputy Chairman of the Supervisory Board and one member each selected by shareholder representatives and employee representatives.) 180 Composition objectives of the Supervisory Board The Supervisory Board must be composed in such a way that its members as a group possess the knowledge, skills and experience required to properly complete its tasks. To this end, the Supervisory Board has formally speci- fied the following concrete objectives regarding its com- position, taking into account the recommendations contained in the German Corporate Governance Code: – If possible, four of the members of the Supervisory Board should have international experience or spe- cialist knowledge with regard to one or more of the non-German markets important to the BMW Group. – If possible, the Supervisory Board should include seven members who have acquired in-depth knowl- edge and experience from within the enterprise. The Supervisory Board should not, however, include more than two former members of the Board of Management. – If possible, three of the shareholder representatives in the Supervisory Board should be entrepreneurs or persons who have already gained experience in the management or supervision of another medium or large-sized company. – Ideally, three members of the Supervisory Board should be figures from the worlds of business, science or research who have gained experience in areas relevant to the BMW Group, e. g. chemistry, energy supply, in- formation technology, or who have acquired spe- cialist knowledge in subjects relevant for the future of the BMW Group, e. g. customer requirements, mobility, resources or sustainability. – When seeking suitably qualified individuals for the Supervisory Board whose specialist skills and leader- ship qualities are most likely to strengthen the Board as a whole, consideration should also be given to diversity. When preparing nominations, the extent to which the work of the Supervisory Board would bene- fit from diversified professional and personal back- grounds (including international aspects) and from an appropriate representation of both genders should also be taken into account. It is the joint responsibility of all persons and groupings participating in the nomination and election process to ensure that the Supervisory Board includes an appropriate number of qualified women. – At least twelve of the 20 members of the Supervisory Board should be independent members within the meaning of section 5.4.2 of the German Corporate Governance Code, including at least six members representing the Company’s shareholders. – Two independent members of the Supervisory Board should have expert knowledge of accounting or auditing. – No persons carrying out directorship functions or ad- visory tasks for important competitors of the BMW Group may belong to the Supervisory Board. In com- pliance with prevailing legislation, the members of the Supervisory Board will strive to ensure that no persons will be nominated for election with whom a serious conflict of interests could arise (other than temporarily) due to other activities and functions carried out by them outside the BMW Group; this in- cludes in particular advisory activities or director- ships with customers, suppliers, creditors or other business partners. – As a general rule, the age limit for membership of the Supervisory Board should be set at 70 years. In ex- ceptional cases, members may be allowed to remain on the Board up until the end of the Annual General Meeting following their 73rd birthday, in order to fulfil legal requirements or to facilitate smooth succes- sion in the case of persons with key roles or specialist qualifications. – Supervisory Board members should not, as a general rule, hold office in the Supervisory Board for an over- all period longer than up to the end of the Annual General Meeting at which the shareholders vote on the ratification of the member’s activities for the 14th financial year since the beginning of the first period of office, excluding the financial year in which the first period of office began. This rule does not apply to natural persons, who either directly or indirectly hold significant investments in the Company. It may also be in the Company’s interest to diverge from the general maximum period, e. g. in order to work towards another composition target, in particular gender diversity and diversified professional and per- sonal backgrounds. The time schedule set by the Supervisory Board for achieving the above-mentioned composition targets is the period up to 31 December 2016. Future proposals for nomination made by the Supervisory Board at the Annual General Meeting – insofar as they apply to shareholder Supervisory Board members – should take account of these objectives in such a way that they can be achieved with the support of the appropriate reso- lutions at the Annual General Meeting. The Annual General Meeting is not bound by nominations for elec- tion proposed by the Supervisory Board. The freedom of employees to vote for the employee members of the Supervisory Board is also protected. Under the 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 181 STATEMENT ON CORPORATE GOVERNANCE procedural rules stipulated by the German Co-Deter- mination Act, the Supervisory Board does not have the right to nominate employee representatives for elec- tion. The objectives which the Supervisory Board has set itself with regard to its composition are therefore not intended to be instructions to those entitled to vote or restrictions on their freedom to vote. In the Supervisory Board’s opinion, its composition as at 31 December 2015 fulfilled the composition objec- tives detailed above. In order to make it easier to assess actual composition and composition targets, brief curricula vitae of the current members of the Super- visory Board are available on the Company’s website at www.bmwgroup.com. Information relating to mem- bers’ practised professions and to mandates in other statutory supervisory boards and equivalent national or foreign company boards, including the length of their periods of service on the Supervisory Board, is provided in the section “Statement on Corporate Governance”. Judging from this information, it is evident that the Supervisory Board of BMW AG is extremely diversified, with significantly more than the targeted four members having international experience or specialist knowledge with regard to one or more of the non-German markets important to the Company. In-depth knowledge and experience from within the enterprise are provided by seven employee representatives and the Supervisory Chairman himself. Only one previous Board of Manage- ment member holds office in the Supervisory Board. At least four members of the Supervisory Board have experience in managing another entity. The Super- visory Board also has three entrepreneurs as members. Most of the members of the Supervisory Board – in- cluding the employee representatives – have some ex- perience in supervising another medium-sized or large company. Moreover, more than three members of the Supervisory Board have experience and specialist knowledge in subjects relevant for the future of the BMW Group, such as customer requirements, mobility, resources, sustainability and information technology. For the purpose of assessing the independence of its members, the Supervisory Board follows the recommen- dations of the German Corporate Governance Code. In the opinion of the Supervisory Board, the fact that a member has a substantial shareholding in the Com- pany, or holds office as an employee representative, or was previously a member of the Board of Manage- ment, does not rule out that he or she is independent. A “substantial and not merely temporary conflict of interests” within the meaning of section 5.4.2 of the German Corporate Governance Code does not apply to any of the Supervisory Board members. Employees holding office in the Supervisory Board are protected by law when performing their duties. At any rate, all other Supervisory Board members have a sufficient degree of economic independence from the Company. Business with entities, in which the members of the Supervisory Board carry out a significant function, is conducted on an arm’s length basis. Overall, the Supervisory Board has concluded that all of its members are independent. At least three members meet the requirements for being designated as an independent financial expert. At the end of the reporting period, the Supervisory Board had six female members (30 %), comprising three shareholder representatives and three employee repre- sentatives. The Supervisory Board has 14 male mem- bers (70 %), comprising seven shareholder representa- tives and seven employee representatives. The Company therefore complies with the statutory gender quota of at least 30 % female members applicable in Germany with effect from 1 January 2016. The Supervisory Board does not currently have any members more than 70 years old. The principles specified by the Supervisory Board regarding the length of office of its members will be taken into account in all future proposals for election. Disclosures pursuant to the Act on Equal Gender Participation – targets for the proportion of women at executive management levels I and II The Act on Equal Participation of Women and Men in Executive Positions in the Private and the Public Sector (“Act on Equal Gender Participation”) was passed into German law in 2015. Under the new legislation, the Supervisory Board of BMW AG is required to set a target for the proportion of women on its Board of Management and a time limit for meeting this target. Likewise, the Board of Manage- ment of BMW AG is required to establish targets and time limits for attaining these targets with respect to the two executive management levels below the Board of Management. In each case, the first of these time limits may be no later than 30 June 2017. Since the Com- pany’s financial year corresponds to the calendar year, the Supervisory Board and the Board of Management have each decided to set 31 December 2016 as the date of the first time limit for attaining these targets. As its target for the proportion of women on the Board of Management by 31 December 2016, the Supervisory Board has stipulated that the Board of Management should continue to have at least one female member. Assuming that the Board of Management continues to 182 comprise eight members, this would correspond to a proportion of at least 12.5 %. The Super visory Board considers it desirable to increase the proportion of women on the board and supports the Board of Manage- ment’s current raft of measures, which is also aimed at increasing the proportion of women at the highest executive management levels of the BMW Group. The Board of Management has established target ranges of 10 to 12 % for executive management level I and 6 to 8 % for executive management level II, each to be reached by 31 December 2016. The targets set out are relatively modest in view of the imminence of the deadline. Top management within the BMW Group is structured in terms of functions, following a cohesive job evalua- tion system based on Mercer. At 31 December 2015, the proportion of female execu- tives within management / function level I stood at 9.6 % and within management / function level II at 5.5 %. Proportion of female executives within management / function level I and II at BMW AG in % 10 8 6 4 2 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report Function level I Function level II 9.6 5.5 The deployment of diverse, complementary talents in the workforce increases both the ability of a company to perform and its customer orientation. Sufficient diver- sity in the BMW Group makes a major contribution to improving competitiveness. Promoting an appropriate gender balance is a key part of this skill mix. The aim of the Board of Management therefore continues to be to increase the proportion of women at all management levels. The proportion of women has risen further during the financial year 2015, both in the workforce as a whole and in management positions, accompanied also by a large number of programmes, dialogues and infor- mation events. Further information on the social di- versity in the BMW Group can be found in the section “Workforce”. Information on corporate governance practices applied beyond mandatory requirements Core principles Within the BMW Group, the Board of Management, the Supervisory Board and the employees base their actions on twelve core principles which are the cornerstone of the success of the BMW Group: Customer focus The success of our Company is determined by our cus- tomers. They are at the heart of everything we do. The results of all our activities must be valued in terms of the benefits they will generate for our customers. Peak performance We aim to be the best – a challenge to which all of us must rise. Each and every employee must be prepared to deliver peak performance. We strive to be among the elite, but without being arrogant. It is the Company and its products that count – and nothing else. Responsibility Every BMW Group employee has the personal responsi- bility for the Company’s success. When working in a team, each employee must assume personal responsibility for his or her actions. We are fully aware that we are working to achieve the Company’s goals. For this reason, we work together in the best interests of the Company. Effectiveness The only results that count for the Company are those which have a sustainable impact. In assessing leader- ship, we must consider the effectiveness of performance on results. Adaptability In order to ensure our long-term success we must adapt to new challenges with speed and flexibility. We there- fore see change as an opportunity – adaptability is essen- tial to be able to capitalise on it. Frankness As we strive to find the best solution, it is each em- ployee’s duty to express any opposing opinions they may have. The solutions we agree upon will then be consistently implemented by all those involved. Respect, trust, fairness We treat each other with respect. Leadership is based on mutual trust. Trust is rooted in fairness and reliability. 183 STATEMENT ON CORPORATE GOVERNANCE Employees People make companies. Our employees are the strongest factor in our success, which means our per- sonnel decisions will be among the most important we ever make. Leading by example Every manager must lead by example. Sustainability In our view, sustainability constitutes a lasting contribu- tion to the success of the Company. This is the basis upon which we assume ecological and social responsibility. Society Social responsibility is an integral part of our corporate self-image. Independence We secure the corporate independence of the BMW Group through sustained profitable growth. The core principles are also available at www.bmwgroup. com under the menu items “Careers” and “Working at the BMW Group”. to collective bargaining, the prohibition of child labour, the right to appropriate remuneration, regulated working times and compliance with work and safety regulations. The complete text of the UN Global Compact and the recommendations of the ILO and other relevant in- formation can be found at www.unglobalcompact.org and www.ilo.org. The Joint Declaration on Human Rights and Working Conditions in the BMW Group can be found at www.bmwgroup.com under the menu item “Responsibility” and “Supply Chain Manage- ment”. It goes without saying that the BMW Group abides by these fundamental principles and rights worldwide. Employees have therefore been sensitised to this issue since 2005 by means of regular internal communica- tions and further training on recent developments in this area. Two dedicated helplines – the “Human Rights Contact” and the BMW Group SpeakUP Line – are available to employees wishing to raise queries or com- plaints relating to human rights issues. The UN Guiding Principles for Business and Human Rights provide a framework for critical reflection and continuous improve- ment in our endeavours to ensure that human rights are respected throughout the organisation. Social responsibility towards employees and along the supplier chain The BMW Group stands by its social responsibilities. Our corporate culture combines the drive for success with a willingness to be open, trustworthy and trans- parent. We are well aware of our responsibility towards society. Our models for sustainable social responsibility towards employees and for ensuring compliance with international social standards are based on various in- ternationally recognised guidelines. The BMW Group is committed to adhering to the OECD’s guidelines for multinational companies and the contents of the ICC Business Charter for Sustainable Development. De- tails of the contents of these guidelines and other rele- vant information can be found at www.oecd.org and www.iccwbo.org. The Board of Management signed the United Nations Global Compact in 2001 and, in 2005, together with employee representatives, issued a “Joint Declaration on Human Rights and Working Conditions in the BMW Group”. This Joint Declaration was recon- firmed in 2010. With the signature of these documents, we have given our commitment to abide worldwide by internationally recognised human rights and with the fundamental working standards of the International Labour Organization (ILO). The most important of these are freedom of employment, the prohibition of discrimination, the freedom of association and the right Further information on social responsibility to employees can be found in the section “Workforce”. Activities can only be sustainable, however, if they cover the entire value-added chain. That is why the BMW Group not only sets high standards for itself, but also expects its suppliers and partners to meet the ecological and social standards it sets and strives con- tinually to improve the efficiency of processes, measures and activities. For instance, we consistently require our dealers and importers to comply with ecological and social standards on a contractual basis. Moreover, cor- responding criteria are embedded throughout the entire purchasing system – including in enquiries to suppliers, in the sector-wide OEM Sustainability Questionnaire, in our purchasing terms and in our evaluation of sup- pliers – in order to promote sustainability aspects in line with the BMW Group Sustainability Standard. The BMW Group expects suppliers to ensure that the BMW Group’s sustainability criteria are also adhered to by their sub-suppliers. Purchasing terms and con- ditions and other information relating to purchasing can be found in the publicly available section of the BMW Group Partner Portal at https: /  / b2b.bmw.com. We also work in close partnership with our suppliers and promote their commitment to sustainability. 184 Compliance in the BMW Group Responsible and lawful conduct is fundamental to the success of the BMW Group. It is an integral part of our corporate culture and the reason why customers, shareholders, business partners and the general public place their trust in us. The Board of Management and the employees of the BMW Group are obliged to act responsibly and in compliance with applicable laws and regulations. This principle has been embedded in BMW’s internal rules of conduct for many years. In order to protect itself systematically against compliance-related and reputa- tional risks, the Board of Management created a Com- pliance Committee several years ago, mandated to es- tablish a worldwide Compliance Management System throughout the BMW Group. The BMW Group Compliance Committee comprises the heads of the following departments: Legal Affairs, Corporate and Governmental Affairs, Corporate Audit, Group Reporting, Organisational Development and Corporate Human Resources. It manages and monitors activities necessary to avoid non-compliance with the law. These activities include training, information and communication measures, compliance controls and following up cases of non-compliance. The BMW Group Compliance Committee reports regu- larly to the Board of Management on all compliance- related issues, including the progress made in refining the BMW Group Compliance Management System, details of investigations performed, known infringements of the law, sanctions imposed and corrective / preven- tative measures implemented. This ensures that the Board of Management is immediately notified of any cases of particular significance. The decisions taken by the BMW Group Compliance Committee are drafted in concept, and implemented operationally, by the BMW Group Compliance Committee Office. The BMW Group Compliance Committee Office comprises ten employees and is allocated in organisational terms to the Chairman of the Board of Management. The Chairman of the BMW Group Compliance Commit- tee keeps the Audit Committee (which is part of the Supervisory Board) informed on the current status of compliance activities within the BMW Group, both on a regular and a case-by-case basis as the need arises. BMW Group Compliance Management System Supervisory Board BMW AG Board of Management BMW AG BMW Group Compliance Committee BMW Group Compliance Committee Office Company-wide Compliance Network Annual Report Annual Report Annual Compliance Reporting Compliance Risk Analysis Legal Compliance Code and Regulations Compliance Investigations and Controls Compliance Reporting Compliance Instruments and Measures of the BMW Group Compliance Communication Compliance Training Compliance Contact and SpeakUP Line Compliance Governance and Processes The Board of Management keeps track of and analyses compliance-related developments and trends on the basis of the Group’s compliance reporting and input from the BMW Group Compliance Committee. Meas- ures to improve the Compliance Management System are initiated on the basis of identified requirements. A coordinated set of instruments and measures is em- ployed to ensure that the BMW Group, its representative bodies, its managers and staff act in a lawful manner. Particular emphasis is placed on compliance with anti- trust legislation and the avoidance of corruption risks. Compliance measures are supplemented by a whole range of internal policies, guidelines and instructions, which in part reflect applicable legislation. The BMW Group Policy “Corruption Prevention” and the BMW Group Instruction “Corporate Hospitality and Gifts” 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 185 STATEMENT ON CORPORATE GOVERNANCE deserve particular mention: these documents deal with lawful handling of gifts and benefits and define appro- priate assessment criteria and approval procedures for specified actions. Compliance measures are determined and prioritised on the basis of a group-wide compliance risk assessment covering all 346 business units and functions worldwide within the BMW Group. The assessment of compliance risks is updated annually. Measures are realised with the aid of a regionally structured compliance manage- ment team covering all parts of the BMW Group, which oversees a network of more than 200 Compliance Respon- sibles. The various elements of the BMW Group Compliance Management System are shown in the diagram on the previous page and are applicable for all BMW Group entities worldwide. To the extent that additional com- pliance requirements apply to individual countries or specific lines of business, these are covered by supple- mentary compliance measures. The BMW Group Legal Compliance Code is the corner- stone of the Group’s Compliance Management System, spelling out the Board of Management’s commitment to compliance as a joint responsibility (“tone from the top”). This document, which was revised and expanded in 2014, explains the significance of legal compliance and provides an overview of the various areas relevant for the BMW Group. It is available both as a printed brochure and for download in German and English. In addition, translations into nine other languages are avail- able in the BMW Group intranet. Managers in particular bear a high degree of responsi- bility and must set a good example with regard to pre- venting infringements. Managers throughout the BMW Group acknowledge this principle by signing a written declaration, in which they also undertake to inform staff working for them of the content and significance of the Legal Compliance Code and make them aware of legal risks. Managers must, at regular intervals and on their own initiative, verify compliance with the law and com- municate regularly with staff on this issue. Any indication of non-compliance with the law must be rigorously in- vestigated. the introduction of the BMW Group Compliance Man- agement System. The training material is available on an Internet-based training platform in German and English and includes a final test. Successful completion of the training programme, which is documented by a cer tifi cate, is mandatory for all BMW Group managers. Appropriate processes are in place to ensure that all newly recruited managers and promoted staff undergo compliance training. In this way, the BMW Group en- sures full training coverage for its managers in com- pliance matters. In addition to this basic training, more in-depth training is also provided to certain groups of staff on specific compliance issues. Since early 2014, a total of 1,900 em- ployees at BMW AG branches received further training as anti-money-laundering measures were upgraded. Antitrust law training was also expanded in 2013, tar- geting employees who come into contact with antitrust- related issues as a result of their functions within sales and marketing, purchasing, production or develop- ment. Around 10,100 employees have already com- pleted this training. The relevant divisions also imple- mented and stepped up further antitrust compliance measures and processes in 2015 to make employees who participate in meetings with competitors or work with suppliers or sales partners sufficiently aware of antitrust risks. Additional compliance coaching has also been imple- mented for international sales and financial service loca- tions. These multi-day classroom seminars strengthen the understanding of compliance in selected units and enhance cooperation between the central BMW Group Compliance Committee Office and decentralised com- pliance offices. In 2015, market coaching was conducted in Belgium, Denmark, Finland, Italy, Norway, Portugal, Spain and Sweden. In order to avoid legal risks, all members of staff can discuss compliance matters with their managers and with the relevant departments within the BMW Group, in particular Legal Affairs, Corporate Audit and Cor- porate Security. The BMW Group Compliance Contact serves as a further point of contact for both employees and non-employees for any questions regarding com- pliance. More than 31,500 managers and staff worldwide have received training in essential compliance matters since Employees also have the opportunity to submit informa- tion – anonymously and confidentially – via the BMW 186 Group SpeakUP Line about possible breaches of the law within the Company. The BMW Group SpeakUP Line is available in a total of 34 languages and can be reached via local toll-free numbers in all countries in which BMW Group employees are engaged in activities. Compliance-related queries and concerns are docu- mented and followed up by the BMW Group Compliance Committee Office using an electronic Case Manage- ment System. If necessary, Corporate Audit, Corporate Security, the Works Council and legal departments may be called upon to assist in the investigation process. Through the group-wide reporting system, Compliance Responsibles throughout the BMW Group report on compliance-relevant issues to the Compliance Commit- tee on a regular basis, and, if necessary, on an ad hoc basis. This includes reporting on the compliance status of the relevant entities, on identified legal risks and in- cidences of non-compliance, as well as on corrective / pre- ventative measures implemented. Compliance with and implementation of the Legal Com- pliance Code are audited regularly by Corporate Audit and subjected to control checks by Corporate Security and the BMW Group Compliance Committee Office. As part of its regular activities, Corporate Audit carries out on-site audits. The BMW Group Compliance Com- mittee also engages Corporate Audit to perform com- pliance-specific checks. In addition, four BMW Group Compliance Spot Checks, sample tests specifically de- signed to identify potential corruption risks, were carried out in 2015. Compliance control activities are coordi- nated by the BMW Group Panel Compliance Controls. Any necessary follow-up measures are organised by the BMW Group Compliance Committee Office. It is essential that employees are aware of and comply with applicable legal regulations. The BMW Group does not tolerate violations of the law by its employees. Cul- pable violations of the law result in employment-con- tract sanctions and may involve personal liability conse- quences for the employee involved. To avoid this, BMW Group employees are kept fully up- to-date with the instruments and measures used by the Compliance Management System via various internal channels. As of 2014, all new staff receive a welcome email underscoring the BMW Group’s special commit- ment to compliance when they join the Company. The central means of communication is the Compliance website within the BMW Group’s intranet, where em- ployees can find compliance-related information and have access to training materials in both German and English. The website contains a special service area where various practical tools are made available to employees to help them deal with typical compliance-related mat- ters. Since mid-2015, BMW Group employees have also had access to an IT system, which helps them verify legal admissibility and approve and document benefits, especially in connection with corporate hospitality. In the same way that the BMW Group is committed to lawful and responsible conduct, it expects no less from its business partners. In 2012, the BMW Group devel- oped a new Business Relations Compliance programme aimed at ensuring the reliability of its business relations. Relevant business partners are checked and evaluated with a view to identifying potential compliance risks. These procedures are particularly relevant for relations with sales partners and service providers, such as agen- cies and consultants. Depending on the results of the evaluation, appropriate measures – such as communica- tion measures, training and possible monitoring – are implemented to manage compliance risks. The Business Relations Compliance programme has already been in- troduced in 37 units since its launch and, over the com- ing years, will be rolled out successively throughout the BMW Group’s worldwide sales organisation. In 2015, the Company also continued integrating compliance clauses to protect contractual relationships into dealer and im- porter contracts. Compliance is also an important factor in safeguarding the future of the BMW Group workforce. With this in mind, the Board of Management and the national and in- ternational employee representative bodies of the BMW Group have agreed on a binding set of Joint Principles for Lawful Conduct. In doing so, all parties involved made a commitment to the principles contained in the BMW Group Legal Compliance Code and to trustful co- operation in all matters relating to compliance. Employee representatives are therefore regularly involved in the process of refining compliance measures within the BMW Group. In the interest of investor protection and to ensure that the BMW Group complies with regulations relating to potential insider information, the Board of Management appointed an Ad Hoc Committee back in 1994, consist- ing of representatives of various specialist departments, whose members examine the relevance of issues for 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 187 STATEMENT ON CORPORATE GOVERNANCE ad hoc disclosure purposes. All persons working on be- half of the Company who have access to insider informa- tion in accordance with existing rules have been, and continue to be, included in a corresponding, regularly updated list and informed of the duties arising from in- sider rules. programme for Board of Management members is de- scribed in detail in the Compensation Report (see also the “Share-based remuneration” section in the Com- pensation Report and note 19 to the Group Financial Statements). Reportable securities transactions (“Directors Dealings”) Pursuant to § 15 a of the German Securities Trading Act (WpHG), members of the Board of Management and the Supervisory Board, and any persons related to those members, are required to give notice to BMW AG and the Federal Agency for the Supervision of Financial Services of transactions with BMW stock or related finan- cial instruments if the total sum of such transactions reaches or exceeds an amount of € 5,000 during any given calendar year. BMW AG publishes such informa- tion without delay and communicates it to the Com- panies Register for archiving. Notice of publication is issued to the Federal Agency for the Supervision of Finan cial Services. Securities transactions notified to BMW AG during the financial year 2015 were also re- ported on the Company’s website. Shareholdings of members of the Board of Management and the Supervisory Board The members of the Supervisory Board of BMW AG hold a total of 43.00 % of the Company’s shares of common and preferred stock (2014: 27.61 %), of which 31.26 % (2014: 16.06 %) relates to Stefan Quandt, Germany, and 26.74 % (2014: 11.54 %) to Susanne Klatten, Germany, whereby 15.00 % are held by Mr Quandt and Ms Klatten indirectly in a so-called “undivided community of heirs”, with the consequence that the 15.00 % shareholding is attributed to both in full. The shareholdings of the members of the Board of Management total less than 1 % of all issued shares. Share-based compensation programmes for employees and members of the Board of Management Three share-based remuneration programmes were in place at BMW AG during the year under report, namely the Employee Share Programme (under which entitled employees of BMW AG have been able to participate in the enterprise’s success since 1989 in the form of non- voting shares of preferred stock), a share-based remu- neration programme for Board of Management mem- bers, and a share-based remuneration programme for senior heads of department (relating in both cases to shares of common stock). The share-based remuneration The share-based remuneration programme for qualify- ing senior heads of department, introduced with effect for financial years beginning after 1 January 2012, is closely based on the programme for Board of Manage- ment members and is aimed at rewarding a long-term, entrepreneurial approach to running the business on a sustainable basis. Under the terms of this programme, participants give a commitment to invest an amount equivalent to 20 % of their performance-based bonus in BMW common stock and to hold the shares so acquired for four years. In re- turn for this commitment, BMW AG pays 100 % of the in- vestment amount as a net subsidy. Once the four-year holding period requirement has been fulfilled, the par- ticipants receive – for each three common stock shares held and at the Company’s option – one further share of common stock or the equivalent amount in cash. Under the terms of the Employee Share Programme, in 2015 employees were entitled to acquire packages of between five and twelve shares of non-voting preferred stock with a discount of € 20.83 (2014: € 25.00) per share compared to the market price (average closing price in Xetra trading during the period from 5 to 11 November 2015: € 74.49). All employees of BMW AG and its (di- rectly or indirectly) wholly owned German subsidiaries (if agreed to by the directors of those entities) were en- titled to participate in the programme. Employees were required to have been in an uninterrupted employment relationship with BMW AG or the relevant subsidiary for at least one year at the date on which the alloca- tion for the year was announced. Shares of preferred stock acquired in conjunction with the Employee Share Programme are subject to a vesting period of four years, starting from 1 January of the year in which the employees acquired the shares. A total of 309,944 (2014: 239,777) shares of preferred stock were acquired by em- ployees under the programme in 2015; 309,860 (2014: 239,757) of these shares were drawn from Authorised Capital 2014, the remainder were bought back via the stock exchange. Every year the Board of Management of BMW AG decides whether the programme is to be con- tinued. Further information is provided in notes 19 and 34 to the Group Financial Statements. 188 Compensation Report The following section describes the principles govern- ing the compensation of the Board of Management and the stipulations set out in the statutes relating to the compensation of the Supervisory Board. In addition to explaining the compensation system, the components of compensation are also disclosed in absolute figures. Furthermore, the compensation of each member of the Board of Management and the Supervisory Board for the financial year 2015 is disclosed by individual mem- ber and analysed in its component parts. 1. Board of Management compensation Responsibility The Supervisory Board is responsible for determining and regularly reviewing the Board of Management’s compensation. The Personnel Committee plays a pre- paratory role in this process. Principles of compensation The compensation system for the Board of Management at BMW AG is designed to encourage a management approach focused on the sustainable development of the BMW Group. One further principle applied when designing remuneration systems at BMW is that of con- sistency at different levels. In other words, compensation systems for the Board of Management, senior manage- ment and employees of BMW AG should all have a similar structure and contain similar components. The Supervisory Board carries out regular checks to ensure that all Board of Management compensation compo- nents are appropriate, both individually and in total, and do not encourage the Board of Management to take inappropriate risks on behalf of the BMW Group. At the same time, the compensation model used for the Board of Management needs to be sufficiently attractive for highly qualified executives in a competitive environment. The compensation of members of the Board of Manage- ment is determined by the full Supervisory Board on the basis of performance criteria and after taking into account any remuneration received from Group com- panies. The principal performance criteria are the na- ture of the tasks allocated to each member of the Board of Management, the economic situation and the per- formance and future prospects of the BMW Group. The Supervisory Board sets ambitious and relevant para- meters as the basis for variable compensation. It also ensures that variable components based on multi-year assessment criteria take account of both positive and negative developments and that the package as a whole encourages a long-term approach to business perfor- mance. Targets and other parameters may not be changed retrospectively. The Supervisory Board reviews the ap- propriateness of the compensation system annually. In preparation, the Personnel Committee also consults remuneration studies. The Supervisory Board reviews the appropriateness of the compensation system in hori- zontal terms by comparing compensation paid by other DAX companies and in vertical terms by compar- ing board compensation with the salaries of executive managers and with the average salaries of employees of BMW AG based in Germany, in both cases with regard to their various levels and to changes over time. Recom- mendations made by an independent external remuner- ation expert and suggestions made by investors and analysts are also considered in the consultative process. Compensation system, compensation components The compensation of the Board of Management com- prises both fixed and variable remuneration as well as a share-based component. Retirement and surviving dependants’ benefit entitlements are also in place. Fixed remuneration Fixed remuneration consists of a base salary (paid monthly) and other remuneration elements, which comprise mainly the use of Company and leased cars as well as the payment of insurance premiums, contribu- tions towards security systems and an annual medical check-up. Members of the Board of Management are also entitled to purchase vehicles and other services of the BMW Group at conditions that also apply in each relevant case for employees. The basic remuneration of members of the Board of Management is unchanged from the previous year, namely € 0.75 million p. a. for a board member during the first period of office, € 0.9 million p. a. for a board member from the second term of appointment or fourth year of office onwards and € 1.5 million p. a. for the Chairman of the Board of Management. Variable remuneration The variable remuneration of Board of Management members comprises variable cash remuneration on the one hand and a share-based remuneration component on the other. Variable cash remuneration, in particular bonuses Variable cash remuneration consists of a cash bonus and share-based remuneration component equivalent to 20 % of a board member’s total bonus after taxes, which the board member is required to invest in BMW AG com- mon stock. Taxes and social insurance relating to the share-based remuneration are also borne by the Com- pany. In substantiated cases, the Supervisory Board also has the option of paying an additional special bonus. 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 189 STATEMENT ON CORPORATE GOVERNANCE The bonus comprises two components, each equally weighted, namely a corporate earnings-related bonus and a personal performance-related bonus. The tar- get bonus (100 %) for a Board of Management member, for both components of variable compensation, totals € 1.5 million p. a., rising to € 1.75 million p. a. from the second term of appointment or fourth year of office on- wards. The equivalent figure for the Chairman of the Board of Management is € 3 million p. a. The bonus figure is capped for all Board of Management members at 200 % of the relevant target bonus. The corporate earnings-related bonus is based on the BMW Group’s net profit and post-tax return on sales (which are combined in a single earnings factor) and the level of the dividend (common stock). The corpo- rate earnings-related bonus is derived by multiplying the target amount fixed for each member of the Board of Management by the earnings factor and by the divi- dend factor. In exceptional circumstances, for instance when there have been major acquisitions or disposals, the Supervisory Board may adjust the level of the corpo- rate earnings-related bonus. An earnings and dividend factor of 1.00 would give rise to an earnings-based bonus of € 0.75 million for the finan cial year 2015 for a member of the Board of Manage- ment during the first period of office and € 0.875 million during the second term of appointment or from the fourth year in office. The equivalent bonus for the Chair- man of the Board of Management is € 1.5 million. The earnings factor is 1.00 in the event of a Group net profit of € 3.1 billion and a post-tax return on sales of 5.6 %. The dividend factor is 1.00 in the event that the dividend paid on the shares of common stock is between 101 and 110 cents. If the Group net profit were below € 1 billion, or if the post-tax return on sales were less than 2 %, the earnings factor for the financial year 2015 would be zero. In this case, no corporate earnings-related bonus would be paid. The personal performance-related bonus is derived by multiplying the target amount set for each member of the Board of Management by a performance factor. The Supervisory Board sets the performance factor on the basis of its assessment of the contribution of the rele- vant Board of Management member to sustainable and long-term oriented business development. In setting the factor, equal consideration is given to personal perfor- mance, decisions taken in previous forecasting periods, key decisions affecting the future development of the business and the effectiveness of measures taken in re- sponse to changing external conditions as well as other activities aimed at safeguarding the future viability of the business to the extent not included directly in the basis of measurement. Performance factor criteria include innovation (economic and ecological, e. g. reduction of carbon emissions), customer focus, ability to adapt, leadership accomplishments, contributions to the Com- pany’s attractiveness as an employer, progress in imple- menting the diversity concept, and activities that foster corporate social responsibility. The target bonus and the key figures used to determine the corporate earnings- related bonus are fixed in advance for a period of three financial years, during which time they may not be amended retrospectively. Share-based remuneration programme The compensation system includes a share-based remu- neration programme, in which the level of share-based remuneration is based on the amount of bonus paid. The system is aimed at creating further long-term incen- tives to encourage sustainable governance. This programme envisages a share-based remuneration component equivalent to 20 % of the board member’s total bonus after taxes, which the board member is re- quired to invest in BMW AG common stock. Taxes and social insurance relating to the share-based remunera- tion component are borne by the Company. As a general rule, the shares must be held for a minimum of four years. As part of a matching plan, at the end of the holding period the Board of Management members will normally receive from the Company either one addi- tional share of common stock or an equivalent cash amount for three shares of common stock held, to be decided at the discretion of the Company (share-based remuneration component / matching component). Spe- cial rules apply in the case of death or invalidity of a Board of Management member or early termination of the contractual relationship before fulfilment of the holding period. Retirement and surviving dependants’ benefits The provision of retirement and surviving dependants’ benefits for Board of Management members was changed to a defined contribution system with a guaranteed minimum return with effect from 1 January 2010. How- ever, given the fact that board members appointed for the first time prior to 1 January 2010 for the most part had a legal right to receive the benefits already prom- ised to them, these board members were given the option to choose between the previous system and the new one. In the event of the termination of mandate, Board of Management members appointed for the first time prior to 1 January 2010 are entitled to receive certain defined 190 Overview of compensation system and compensation components Component Parameter / measurement base Basic compensation p. a. Variable compensation Bonus a) Corporate earnings-related bonus (corresponds to 50 % of target bonus if target is 100 % achieved) Member of the Board of Management: – € 0.75 million (first term of appointment) – € 0.90 million (from second term of appointment onwards or fourth year in office) Chairman of the Board of Management: – € 1.50 million Target bonuses p. a. (if target is 100 % achieved): – € 1.50 million (first term of appointment) – € 1.75 million (from second term of appointment onwards or fourth year in office) – € 3.00 million (Chairman of the Board of Management) – Quantitative criteria fixed in advance for a period of three financial years – Formula: 50 % of target bonus x earnings factor x dividend factor (common stock) – The earnings factor is derived from the Group net profit and the Group post-tax return on sales b) Performance-related bonus – Primarily qualitative criteria, expressed in terms of a performance factor aimed at (corresponds to 50 % of target bonus if target is 100 % achieved) measuring the board members’ contribution to sustainable and long-term performance and the future viability of the business Special bonus payments – Formula: 50 % of target bonus x performance factor – Criteria for the performance factor also include: innovation (economic and ecological, e. g. reduction of CO2 emissions), customer orientation, ability to adapt, leadership ac- complishments and attractiveness as employer, progress in implementing the diversity concept and activities that foster corporate social responsibility May be paid in justified circumstances on an appropriate basis, contractual basis, no entitlement Share-based remuneration programme – Requirement for Board of Management members to each invest an amount equivalent a) Cash compensation component – Earmarked cash remuneration equivalent to the amount required to be invested in to 20 % of their total bonus (after tax) in BMW AG common stock b) Share-based remuneration component (matching component) Other compensation Retirement and surviving dependants’ benefits Model a) Defined benefits (only applies to board members appointed for the first time before 1 January 2010; based on legal right to receive the benefits already promised to them, this group of persons is entitled to opt between (a) and (b)) BMW AG shares, plus taxes and social insurance contributions – Once the four-year holding period requirement is fulfilled, Board of Management mem- bers receive for each three common stock shares held either – at the Company’s option – one further share of common stock or the equivalent amount in cash. Contractual agreement, main points: use of Company cars, insurance premiums, contributions towards security systems, medical check-up Principal features Pension of € 120,000 p. a. plus fixed amounts based on length of Company and board service b) Defined contribution system with guaranteed minimum rate of return Pension based on amounts credited to individual savings accounts for contributions paid and interest earned, various forms of disbursement Pension contributions p. a.: Member of the Board of Management: € 350,000 – € 400,000 Chairman of the Board of Management: €500,000 – € 700,000 Remuneration caps (maximum remuneration) in € p. a. Bonus Cash compensation for share acquisition Share-based compensation programme Monetary value of matching component Possible special bonus Total * Member of the Board of Management in the first term of appointment Member of the Board of Management in the second term of appointment or from fourth year in office Chairman of the Board of Management 3,000,000 700,000 700,000 1,000,000 4,925,000 3,500,000 6,000,000 800,000 1,400,000 800,000 1,400,000 1,200,000 1,500,000 5,500,000 9,850,000 * Including basic remuneration, other fixed remuneration elements and pension contribution. The overall cap is lower than the sum of the maximum amounts for each of the individual components. 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 191 STATEMENT ON CORPORATE GOVERNANCE benefits in accordance with the rules of an older (de- fined benefit) pension plan. Under the defined benefit plan, the entitlement to retirement benefits arises at the earliest on reaching the age of 60 or in case of invalidity. The amount of the pension comprises a basic monthly amount of € 10,000 plus a fixed amount. The fixed amount is made up of approximately € 75 for each year of ser- vice in the Company before becoming a member of the Board of Management and between € 400 and € 600 for each full year of service on the board (up to a maximum of 15 years). Pension payments are adjusted based on the rules applicable for the adjustment of civil servants’ pensions, i. e. the pensions of members of the Board of Management are adjusted when the civil servants re- muneration level B6 (excluding allowances) is increased by more than 5 % or in accordance with the Company Pension Act. If a mandate is terminated, the new defined contribution system provides entitlements which can be paid either (a) in case of death or invalidity as a one-off amount, in instalments, or (b) upon retirement – depending on the wish of the ex-board member concerned – optionally in the form of a lifelong monthly pension, as a one-off amount, or in instalments, or in a combined form (e. g. a combination of a one-off payment and a proportion- ately reduced lifelong monthly pension). Former mem- bers of the Board of Management are entitled to receive the retirement benefit at the earliest upon reaching the age of 60, or in the case of entitlements awarded after 1 January 2012, upon reaching the age of 62. The amount of the benefits to be paid is determined on the basis of the amount accrued in each board mem- ber’s individual pension savings account. The amount on this account arises from annual contributions paid in, plus interest earned depending on the type of investment. If a member of the Board of Management with a vested entitlement dies prior to the commencement of benefit payments, a surviving spouse or otherwise surviving children – in the latter case depending on their age and education – are entitled to receive benefits as surviving dependants. In case of invalidity or death, a minimum benefit based on the potential annual contributions (up to a maximum of 10) will be paid until the person con- cerned would have reached the age of 60. In addition, following the death of a retired board member who has elected to receive a lifelong pension, 60 % of that amount is paid as a lifelong widow’s pension. Pensions are in- creased annually by at least 1 %. Depending on the length of membership in the Board of Management and the board member’s previous ac- tivities, the annual contribution to be paid amounts to between € 350,000 and € 400,000 for a member of the Board of Management and between € 500,000 and € 700,000 for its Chairman. The guaranteed minimum rate of return p. a. corresponds to the maximum interest rate used to calculate insurance reserves for life insur- ance policies (guaranteed interest on life insurance poli- cies). When granting pension entitlements, the Super- visory Board considers the targeted level of pension provision in each case as well as the resulting expense for the BMW Group. Contributions falling due under the defined contribution model are paid into an external fund in conjunction with a trust model that is also used to fund pension ob- ligations to employees. Income earned on an employed or a self-employed basis up to the age of 63 may be offset against pension entitle- ments. In addition, certain circumstances have been specified, in the event of which the Company no longer has any obligation to pay benefits. In such cases, no transitional payments will be made. Board of Management members who retire immediately after their service on the board and who draw a retire- ment pension are entitled to purchase vehicles and other BMW Group services at conditions that also apply in each relevant case for pensioners and to lease BMW Group vehicles in accordance with the guidelines appli- cable to senior heads of departments. Retired Chairmen of the Board of Management are entitled to use a BMW Group vehicle as a Company car on a similar basis to senior heads of departments, and depending on availa- bility and against payment, use BMW chauffeur services. Termination benefits on premature termination of board activities, benefits paid by third parties In conjunction with the amicable early termination of Dr Reithofer’s Board of Management mandate with effect from the end of the Annual General Meeting 2015, the Company also reached an agreement with Dr Reithofer concerning the early termination of his service contract with effect from the end of the Annual General Meeting 2015. The contract termination agree- ment envisages the calculation of variable cash remu- neration for prorated activities in the financial year 2015 based on target attainment for the financial year 2013. This arrangement ensures that, having been elected to the Supervisory Board, he will not be involved in decid- 192 ing on the level of his own performance-related remu- neration. Other entitlements resulting from the service contract were settled subsequent to Dr Reithofer leaving the Board of Management, in line with agreed terms, by a payment of € 2.5 million in 2015. The Company made a final pension contribution of € 0.7 million on behalf of Dr Reithofer for the financial year 2015. No commitments or agreements exist to pay compensa- tion if a board member’s mandate is terminated early in the event of a change of control or a takeover offer. No members of the Board of Management received any pay- ments or benefits from third parties in 2015 on account of their activities as members of the Board of Manage- ment of BMW AG. Remuneration caps The Supervisory Board has stipulated caps for all variable remuneration components and for the remuneration of Board of Management members in total. The caps are shown in the table “Overview of compensation system and compensation components”. Total compensation of the Board of Management for the finan cial year 2015 (2014) The total compensation of the current members of the Board of Management of BMW AG for the financial year 2015 amounted to € 35.5 million (2014: € 35.4 million), of which € 7.7 million (2014: € 7.7 million) relates to fixed components (including other remuneration). Variable components amounted to € 27.1 million (2014: € 27.0 mil- lion) and the share-based remuneration component to € 0.7 million (2014: € 0.7 million). in € million 2015 2014 Amount Proportion in % Amount Proportion in % Fixed compensation 7.7 21.7 7.7 21.8 Variable cash compensation Share-based compen- sation component* Total compensation 27.1 76.3 27.0 76.3 0.7 35.5 2.0 100.0 0.7 35.4 1.9 100.0 * Matching component; provisional number or provisional monetary value calculated at grant date (date on which the entitlement became binding in law). The final number of matching shares is determined in each case when the requirement to invest in BMW AG common stock has been fulfilled. Compensation of the individual members of the Board of Management for the financial year 2015 (2014) in € or number of matching shares Harald Krüger Norbert Reithofer3 Milagros Caiña Carreiro-Andree Klaus Draeger Friedrich Eichiner Klaus Fröhlich Ian Robertson Peter Schwarzenbauer Oliver Zipse5 Fixed compensation Basic compen- sation Other compen- sation 1,280,645 (900,000) 552,419 (1,500,000) 825,000 (750,000) 900,000 (900,000) 900,000 (900,000) 750,000 (46,371) 900,000 (900,000) 750,000 (750,000) 475,806 (–) 21,809 (18,071) 11,652 (30,152) 74,717 (68,555) 24,797 (24,790) 23,982 (21,952) 71,792 (394) 14,501 (14,161) 31,101 (26,481) 44,089 (–) Total 1,302,454 (918,071) 564,071 (1,530,152) 899,717 (818,555) 924,797 (924,790) 923,982 (921,952) 821,792 (46,765) 914,501 (914,161) 781,101 (776,481) 519,895 (–) Variable cash com- pensation Share-based compensation component (matching component)1 Monetary Number value Com- pensation Total Total value of benefits allocated in financial year 2 4,786,438 (3,245,550) 1,940,9814 (5,563,800) 3,058,588 (2,781,900) 3,293,863 (3,245,550) 3,293,863 (3,245,550) 2,823,290 (172,000) 3,293,863 (3,245,550) 2,823,311 (2,781,900) 1,791,119 (–) 1,478 (1,055) – (1,810) 1,014 (971) 1,092 (1,133) 1,092 (1,133) 871 (52) 1,092 (1,133) 936 (971) 457 (–) 8,032 (8,258) 130,079 (88,135) – (151,207) 89,242 (81,117) 96,107 (94,651) 96,107 (94,651) 76,657 (4,623) 96,107 (94,651) 82,377 (81,117) 48,602 (–) 6,218,971 (4,251,756) 2,505,052 (7,245,159) 4,047,547 (3,681,572) 4,314,767 (4,264,991) 4,313,952 (4,262,153) 3,721,739 (223,388) 4,304,471 (4,254,362) 3,686,789 (3,639,498) 2,359,616 (–) 6,088,892 (4,163,621) 2,505,052 (7,093,952) 3,958,305 (3,600,455) 4,218,660 (4,170,340) 4,217,845 (4,167,502) 3,645,082 (218,765) 4,208,364 (4,159,711) 3,604,412 (3,558,381) 2,311,014 (–) 715,278 35,472,904 34,757,626 (690,152) (35,437,174) (34,747,022) Total 6 7,333,870 318,440 7,652,310 27,105,316 (7,490,726) (225,136) (7,715,862) (27,031,160) 1 Provisional number or provisional monetary value calculated at grant date (date on which the entitlement became binding in law). The final number of matching shares is determined in each case when the requirement to invest in BMW AG common stock has been fulfilled. See note 19 to the Group Financial Statements for a description of the accounting treatment of the share-based compensation component. 2 Value of benefits allocated in financial year 2015 for work performed on the Board of Management during the financial year 2015. No share-based remuneration component (matching component) from previous years fell due for payment in the financial year 2015, since holding period requirements had not yet been fulfilled. 3 Member of the Board of Management until 13. 05. 2015. 4 In line with agreed terms, the variable cash remuneration of Dr Reithofer for the financial year 2015 was calculated based on target attainment for the financial year 2013. 5 Member of the Board of Management since 13. 05. 2015. 6 Disclosures for the previous year include amounts relating to a member of the Board of Management who left office during the financial year 2014. 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report 193 STATEMENT ON CORPORATE GOVERNANCE In addition, an expense of € 2.6 million (2014: € 2.1 mil- lion) was recognised in the financial year 2015 for current members of the Board of Management for the period after the end of their service relationship, which relates to the expense for allocations to pension provisions. Share-based compensation component of the individual members of the Board of Management for the financial year 2015 (2014) in € Expense in 2015 in accordance with HGB and IFRS Provision at 31.12. 2015 in accordance with HGB and IFRS1 Total benefits paid to former members of the Board of Management and their surviving dependants for the finan cial year 2015 amounted to € 8.0 million (2014: € 5.8 million). This amount includes the above-men- tioned settlement of € 2.5 million paid to Dr Reithofer. Harald Krüger Norbert Reithofer2 Milagros Caiña Carreiro-Andree Pension obligations to former members of the Board of Management, including Dr Reithofer, and their surviv- ing dependants are fully covered by pension provisions amounting to € 71.8 million (2014: € 68.4 million), com- puted in accordance with IAS 19. Klaus Draeger Friedrich Eichiner Klaus Fröhlich Ian Robertson Peter Schwarzenbauer Oliver Zipse3 Total4 166,581 (94,542) 278,201 (191,845) 109,760 (103,493) 90,275 (191,814) 133,415 (181,389) 34,245 (130) 224,354 (125,621) 59,311 (31,055) 9,915 (–) 369,498 (202,917) 690,016 (411,815) 268,970 (159,210) 497,690 (407,415) 497,259 (363,844) 34,375 (130) 491,185 (266,831) 100,747 (41,435) 9,915 (–) 1,106,057 (1,012,523) 2,959,655 (1,253,625) Pension benefits of the individual members of the Board of Management in € Service cost in accordance with IFRS for the financial year 20155 Service cost in accordance with HGB for the financial year 20155 Present value of pension obligations (defined benefit plans), in accordance with IFRS6 Present value of pension obligations (defined benefit plans), in accordance with HGB6 Harald Krüger Milagros Caiña Carreiro-Andree Klaus Draeger Friedrich Eichiner Klaus Fröhlich Ian Robertson Peter Schwarzenbauer Oliver Zipse3 Total 4 Norbert Reithofer2 175,287 (220,609) 360,767 (366,848) 184,066 (147,483) 201,018 (177,335) 350,000 (3,643) 448,139 (356,067) 360,305 (369,234) 221,667 (–) 2,301,249 (1,922,497) 354,143 (281,278) 358,331 (359,256) 364,656 (368,968) 408,960 (409,663) 408,960 (409,663) 350,000 (2,747) 411,555 (414,827) 364,312 (371,398) 221,667 (–) 2,888,441 (3,054,178) 715,679 (717,656) 3,993,819 (3,927,671) 1,427,599 (990,507) 5,251,799 (5,359,750) 5,465,539 (5,599,794) 1,510,725 (2,138,633) 3,279,690 (3,029,448) 1,081,408 (688,271) 1,188,313 (–) 23,198,892 (31,334,919) 8,232,832 (9,600,845) 3,992,702 (3,204,346) 1,427,072 (989,277) 5,011,606 (4,485,792) 5,163,692 (4,633,694) 1,510,706 (1,286,247) 2,968,379 (2,395,377) 1,081,155 (687,570) 1,187,721 (–) 22,343,033 (25,028,384) 8,232,832 (7,346,081) 1 Provisional number or provisional monetary value calculated on the basis of the closing price of BMW common stock in the Xetra trading system on 30 December 2015 (€ 97.63) (fair value at reporting date). 2 Member of the Board of Management until 13. 05. 2015. 3 Member of the Board of Management since 13. 05. 2015. 4 Disclosures for the previous year include amounts relating to a member of the Board of Management who left office during the financial year 2014. 5 Service cost differs due to the different valuation bases used to measure pension obligations for HGB purposes (expected settlement amount) and for IFRS purposes (present value of the defined benefit obligation). 6 Based on a legal right to receive the benefits already promised to them, Board of Management members appointed for the first time prior to 1 January 2010 were given the option of choosing between the previous defined benefit model and the new defined contribution model. 194 2. Supervisory Board compensation Responsibilities, regulations pursuant to the Articles of Incorporation The compensation of the Supervisory Board is specified either by a resolution of the shareholders at the Annual General Meeting or in the Articles of Incorporation. The compensation regulation valid for the financial year un- der report was resolved by shareholders at the Annual General Meeting on 14 May 2013 and is set out in Arti- cle 15 of BMW AG’s Articles of Incorporation, which can be viewed and / or downloaded at www.bmwgroup.com / ir under the menu items “Facts about the BMW Group” and “Corporate Governance”. Compensation principles, compensation components The Supervisory Board of BMW AG receives a fixed compensation component as well as a corporate perfor- mance-related compensation component, which is ori- ented toward sustainable growth and based on a multi- year assessment. The corporate performance-related component is based on average earnings per share of common stock for the remuneration year and the two preceding financial years. These two interacting components are intended to ensure that the compensation of Supervisory Board members is commensurate overall in relation to the tasks performed and the Company’s financial condition and also takes account of business performance over several years. In accordance with the Articles of Incorporation, each member of BMW AG’s Supervisory Board receives, in ad- dition to the reimbursement of reasonable expenses, a fixed amount of € 70,000 (payable at the end of the year) as well as a corporate performance-related compensation of € 170 for each full € 0.01 by which the average amount of (undiluted) earnings per share (EPS) of common stock reported in the Group Financial Statements for the re- muneration year and the two preceding financial years exceeds a minimum amount of € 2.00 (payable after the Annual General Meeting held in the following year). An upper limit corresponding to twice the amount of the fixed compensation (€ 140,000) is in place for the corpo- rate performance-related compensation. With this combination of fixed compensation elements and a corporate performance-related compensation component oriented toward sustainable growth, the compensation structure in place for BMW AG’s Supervi- sory Board complies with the recommendation on su- pervisory board compensation contained in section 5.4.6 paragraph 2 sentence 2 of the German Corporate Governance Code (version dated 5 May 2015). 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report exercising of chair and deputy chair positions in the Supervisory Board as well as the chair and membership of committees should also be considered when deter- mining the level of compensation. Accordingly, the Articles of Incorporation of BMW AG stip- ulate that the Chairman of the Supervisory Board shall receive three times the amount and each Deputy Chair- man shall receive twice the amount of the remuneration of a Supervisory Board member. Provided the relevant committee convened for meetings on at least three days during the financial year, each chairman of the Super- visory Board’s committees receives twice the amount and each member of a committee receives one-and-a-half times the amount of the remuneration of a Supervisory Board member. If a member of the Supervisory Board exercises more than one of the functions referred to above, the compensation is measured only on the basis of the func- tion that is remunerated with the highest amount. In addition, each member of the Supervisory Board re- ceives an attendance fee of € 2,000 for each full meeting of the Supervisory Board (Plenum) that the member has attended (payable at the end of the financial year). At- tendance at more than one meeting on the same day is not remunerated separately. The Company also reimburses to each member of the Supervisory Board reasonable expenses and any value- added tax arising on the member’s remuneration. The amounts disclosed below are net amounts. In order to be able to perform his duties, the Chairman of the Supervisory Board is provided with secretariat and chauffeur services. Compensation of the Supervisory Board for the financial year 2015 (total) In accordance with Article 15 of the Articles of Incor- poration, the compensation of the Supervisory Board for activities during the financial year 2015 amounted to € 5.1 million (2014: € 4.8 million). This amount includes fixed compensation of € 2.0 million (2014: € 2.0 million) and variable compensation of € 3.1 million (2014: € 2.8 million). in € million 2015 2014 Amount Proportion in % Amount Proportion Fixed compensation Variable compensation Total compensation 2.0 3.1 5.1 39.2 60.8 100.0 2.0 2.8 4.8 in % 41.7 58.3 100.0 The German Corporate Governance Code also recom- mends in section 5.4.6 paragraph 1 sentence 2 that the Supervisory Board members did not receive any further compensation or benefits from the BMW Group for ad- visory and / or agency services personally rendered. 195 STATEMENT ON CORPORATE GOVERNANCE Compensation of the individual members of the Supervisory Board for the financial year 2015 (2014) in € Fixed compensation Attendance fee Variable compensation Total Norbert Reithofer (Chairman)1 Joachim Milberg (Chairman) 2 Manfred Schoch (Deputy Chairman)3 Stefan Quandt (Deputy Chairman) Stefan Schmid (Deputy Chairman)3 Karl-Ludwig Kley (Deputy Chairman) Christiane Benner 3 Franz Haniel Reinhard Hüttl Henning Kagermann Susanne Klatten Renate Köcher Ulrich Kranz Robert W. Lane Horst Lischka 3 Willibald Löw 3 Wolfgang Mayrhuber 4 Simone Menne5 Dominique Mohabeer 3 Brigitte Rödig 3 Jürgen Wechsler 3 Werner Zierer 3 Total 6 134,055 (–) 76,521 (210,000) 140,000 (140,000) 140,000 (140,000) 140,000 (140,000) 140,000 (140,000) 70,000 (44,301) 70,000 (70,000) 70,000 (70,000) 70,000 (70,000) 70,000 (70,000) 70,000 (70,000) 70,000 (44,301) 70,000 (70,000) 70,000 (70,000) 70,000 (70,000) 25,507 (70,000) 44,685 (–) 70,000 (70,000) 70,000 (70,000) 70,000 (70,000) 70,000 (70,000) 8,000 (–) 2,000 (10,000) 10,000 (10,000) 10,000 (10,000) 10,000 (10,000) 4,000 (6,000) 10,000 (8,000) 10,000 (10,000) 10,000 (8,000) 10,000 (10,000) 10,000 (10,000) 10,000 (10,000) 10,000 (8,000) 10,000 (8,000) 8,000 (10,000) 10,000 (10,000) 2,000 (8,000) 8,000 (–) 10,000 (10,000) 10,000 (10,000) 8,000 (10,000) 10,000 (10,000) 223,986 (–) 127,855 (317,730) 233,920 (211,820) 233,920 (211,820) 233,920 (211,820) 233,920 (211,820) 116,960 (67,028) 116,960 (105,910) 116,960 (105,910) 116,960 (105,910) 116,960 (105,910) 116,960 (105,910) 116,960 (67,028) 116,960 (105,910) 116,960 (105,910) 116,960 (105,910) 42,618 (105,910) 74,662 (–) 116,960 (105,910) 116,960 (105,910) 116,960 (105,910) 116,960 (105,910) 366,041 (–) 206,376 (537,730) 383,920 (361,820) 383,920 (361,820) 383,920 (361,820) 377,920 (357,820) 196,960 (119,329) 196,960 (185,910) 196,960 (183,910) 196,960 (185,910) 196,960 (185,910) 196,960 (185,910) 196,960 (119,329) 196,960 (183,910) 194,960 (185,910) 196,960 (185,910) 70,125 (183,910) 127,347 (–) 196,960 (185,910) 196,960 (185,910) 194,960 (185,910) 196,960 (185,910) 1,820,768 (1,820,382) 190,000 (190,000) 3,042,241 (2,754,240) 5,053,009 (4,764,622) 1 Member and Chairman of the Supervisory Board since 13. 05. 2015. 2 Member and Chairman of the Supervisory Board until 13. 05. 2015. 3 These employee representatives have – in line with the guidelines of the Deutsche Gewerkschaftsbund – requested that their remuneration be paid into the Hans Böckler Foundation. 4 Member of the Supervisory Board until 13. 05. 2015. 5 Member of the Supervisory Board since 13. 05. 2015. 6 Figures for the previous year include the remuneration of members of the Supervisory Board who left office during the financial year 2014. 3. Other Apart from vehicle lease contracts entered into on cus- tomary market conditions, no advances and loans were granted by the Company to members of the Board of Management and the Supervisory Board, nor were any contingent liabilities entered into on their behalf. 196 Responsibility Statement by the Company’s Legal Representatives Statement pursuant to § 37y No. 1 of the Securities Trading Act (WpHG) in conjunction with § 297 (2) sentence 4 and § 315 (1) sentence 6 of the German Commercial Code (HGB) “To the best of our knowledge, and in accordance with the applicable reporting principles, the Consolidated Financial Statements give a true and fair view of the assets, liabilities, financial position and profit of the Group, and the Group Management Report includes a fair review of the development and performance of the business and the position of the Group, together with a description of the principal opportunities and risks associated with the expected development of the Group.” Munich, 18 February 2016 Bayerische Motoren Werke Aktiengesellschaft The Board of Management Harald Krüger Milagros Caiña Carreiro-Andree Dr.-Ing. Klaus Draeger Dr. Friedrich Eichiner Klaus Fröhlich Dr. Ian Robertson (HonDSc) Peter Schwarzenbauer 168 STATEMENT ON CORPORATE GOVERNANCE (Part of Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 170 Members of the Board of Management 171 Members of the Supervisory Board 174 Work Procedures of the Board of Management 176 Work Procedures of the Supervisory Board 181 Disclosures pursuant to the Act on Equal Gender Participation 182 Information on Corporate Governance Practices 184 Compliance in the BMW Group 188 Compensation Report Oliver Zipse 197 BMW Group Auditor’s Report We have audited the consolidated financial statements prepared by Bayerische Motoren Werke Aktiengesell- schaft, comprising the income statement for group and statement of comprehensive income for group, the balance sheet for group, cash flow statement for group, group statement of changes in equity and the notes to the group financial statements and its report on the position of the Company and the Group for the business year from 1 January to 31 December 2015. The prepara- tion of the consolidated finan cial statements and group management report in accordance with IFRSs, as adopted by the EU, and the additional requirements of German commercial law pur suant to § 315 a (1) HGB (Handelsgesetzbuch “German Commercial Code”) are the responsibility of the parent company’s management. Our responsibility is to express an opinion on the con- solidated financial statements and on the group manage- ment report based on our audit. We conducted our audit of the consolidated financial statements in accordance with § 317 HGB and German generally accepted standards for the audit of financial statements promulgated by the Institut der Wirtschafts- prüfer (Institute of Public Auditors in Germany) (IDW). Those standards require that we plan and perform the audit such that misstatements materially affecting the presentation of the net assets, financial position and results of operations in the consolidated financial state- ments in accordance with the applicable financial report- ing framework and in the group management report are detected with reasonable assurance. Knowledge of the business activities and the economic and legal environment of the Group and expectations as to possi- ble misstatements are taken into account in the deter- mination of audit procedures. The effectiveness of the accounting-related internal control system and the evi- dence supporting the disclosures in the consolidated financial statements and in the group management report are examined primarily on a test basis with in the framework of the audit. The audit also includes assess- ing the annual financial statements of those entities included in consolidation, the determination of entities to be included in consolidation, the accounting and consolidation principles used and significant estimates made by the management, as well as evaluating the overall presentation of the con solidated finan cial state- ments and group management report. We believe that our audit provides a reasonable basis for our opinion. Our audit has not led to any reservations. In our opinion, based on the findings of our audit, the consolidated financial statements comply with IFRSs, as adopted by the EU, the additional requirements of German commercial law pursuant to § 315 a (1) HGB and give a true and fair view of the net assets, financial position and results of operations of the Group in ac- cordance with these requirements. The group manage- ment report is consistent with the consolidated finan- cial statements and as a whole provides a suitable view of the Group’s position and suitably presents the opportunities and risks of future development. Munich, 25 February 2016 KPMG AG Wirtschaftsprüfungsgesellschaft Pastor Wirtschaftsprüfer Feege Wirtschaftsprüfer 198 OTHER INFORMATION BMW Group Ten-year Comparison Sales volume Automobiles Motorcycles1 Production volume Automobiles Motorcycles1 Financial Services 2015 2014 2013 2012 units units units units 2,247,485 2,117,965 1,963,798 1,845,186 136,963 123,495 115,215 106,358 2,279,503 2,165,566 2,006,366 1,861,826 151,004 133,615 110,127 113,811 Contract portfolio Business volume (based on balance sheet carrying amounts) 2 contracts 4,718,970 4,359,572 4,130,002 3,846,364 € million 111,191 96,390 84,347 80,974 Income Statement Revenues Gross profit margin Group3 Profit before financial result Profit before tax Return on sales (earnings before tax / revenues) Income taxes Effective tax rate Net profit for the year Balance Sheet Non-current assets Current assets Equity Equity ratio Group Non-current provisions and liabilities Current provisions and liabilities Balance sheet total Cash Flow Statement Cash and cash equivalents at balance sheet date Operating cash flow Automotive segment 4 Capital expenditure Capital expenditure ratio (capital expenditure / revenues) Personnel Workforce at year-end5 Personnel cost per employee Dividend Dividend total Dividend per share of common stock / preferred stock € million 92,175 80,401 76,059 76,848 % € million € million % € million % € million € million € million € million % € million € million € million € million € million € million % 19.7 9,593 9,224 10.0 2,828 30.7 6,396 110,343 61,831 42,764 24.8 63,819 65,591 21.2 9,118 8,707 10.8 2,890 33.2 5,817 97,959 56,844 37,437 24.2 58,288 59,078 20.1 7,978 7,893 10.4 2,564 32.5 5,329 86,193 52,184 35,600 25.7 51,643 51,134 20.2 8,275 7,803 10.2 2,692 34.5 5,111 81,305 50,530 30,606 23.2 52,834 48,395 172,174 154,803 138,377 131,835 6,122 11,836 5,890 6.4 7,688 9,423 6,100 7.6 7,671 9,964 6,711 8.8 8,370 9,167 5,240 6.8 122,244 97,136 116,324 92,337 110,351 89,869 105,876 89,161 € € million € 2,102 3.206/ 3.226 1,904 1,707 1,640 2.90 / 2.92 2.60 / 2.62 2.50 /2.52 1 Excluding Husqvarna, sales volume up to 2013: 59,776 units; production up to 2013: 59,426 units. 2 Amount computed on the basis of balance sheet figures: until 2007 from the Group balance sheet, from 2008 onwards from the Financial Services segment balance sheet. 3 Research and development expenses included in cost of sales with the effect from 2008. 4 Figures are reported in the cash flow statement up to 2006 as cash inflow from operating activities of Industrial Operations. 5 Figures exclude dormant employment contracts, employees in the non-work phases of pre-retirement part-time arrangements and low wage earners. 6 Proposal by management. 198 OTHER INFORMATION 198 BMW Group Ten-year Comparison 200 BMW Group Locations 202 Glossary 204 Index 205 Index of Graphs 206 Financial Calendar 207 Contacts 199 OTHER INFORMATION 2011 2010 2009 2008 2007 2006 1,668,982 1,461,166 1,286,310 1,435,876 1,500,678 1,373,970 104,286 98,047 87,306 101,685 102,467 100,064 1,738,160 1,481,253 1,258,417 1,439,918 1,541,503 1,366,838 110,360 99,236 82,631 104,220 104,396 103,759 Sales volume Automobiles Motorcycles1 Production volume Automobiles Motorcycles1 Financial Services 3,592,093 3,190,353 3,085,946 3,031,935 2,629,949 2,270,528 75,245 66,233 61,202 60,653 51,257 44,010 Contract portfolio Business volume (based on balance sheet carrying amounts) 2 68,821 60,477 50,681 53,197 56,018 21.1 8,018 7,383 10.7 2,476 33.5 4,907 74,425 49,004 27,103 22.0 49,113 47,213 18.1 5,111 4,853 8.0 1,610 33.1 3,243 67,013 43,151 23,930 21.7 46,100 40,134 10.5 289 413 0.8 203 49.2 210 62,009 39,944 19,915 19.5 45,119 36,919 11.4 921 351 0.7 21 6.0 330 62,416 38,670 20,273 20.1 41,526 39,287 123,429 110,164 101,953 101,086 7,776 8,110 3,692 5.4 7,432 8,149 3,263 5.4 7,767 4,921 3,471 6.8 7,454 4,471 4,204 7.9 21.8 4,212 3,873 6.9 739 19.1 3,134 56,619 32,378 21,744 24.4 33,469 33,784 88,997 2,393 6,246 4,267 7.6 100,306 84,887 95,453 83,141 96,230 72,349 100,041 75,612 107,539 76,704 Income Statement 48,999 23.1 Revenues Gross profit margin Group3 4,050 Profit before financial result 4,124 Profit before tax 8.4 Return on sales (earnings before tax / revenues) 1,250 Income taxes 30.3 Effective tax rate 2,874 Net profit for the year Balance Sheet 50,514 Non-current assets 28,543 Current assets 19,130 Equity 24.2 Equity ratio Group 31,372 Non-current provisions and liabilities 28,555 Current provisions and liabilities 79,057 Balance sheet total Cash Flow Statement 1,336 5,373 Cash and cash equivalents at balance sheet date Operating cash flow Automotive segment 4 4,313 Capital expenditure 8.8 Capital expenditure ratio (capital expenditure / revenues) 106,575 Personnel Workforce at year-end5 76,621 Personnel cost per employee Dividend 1,508 852 197 197 694 458 Dividend total 2.30 / 2.32 1.30 /1.32 0.30 / 0.32 0.30 / 0.32 1.06 / 1.08 0.70 / 0.72 Dividend per share of common stock / preferred stock 200 BMW Group Locations The BMW Group is present in the world markets with 30 production and assembly plants, 42 sales subsidiaries and a research and development network. 198 OTHER INFORMATION 198 BMW Group Ten-year Comparison 200 BMW Group Locations 202 Glossary 204 Index 205 Index of Graphs 206 Financial Calendar 207 Contacts — H Headquarters — R Research and Development BMW Group Research and Innovation Centre (FIZ), Munich, Germany BMW Group Research and Technology, Munich, Germany BMW Car IT, Munich, Germany BMW Innovation and Technology Centre, Landshut, Germany BMW Diesel Competence Centre, Steyr, Austria BMW Group Designworks, Newbury Park, USA BMW Group Technology Office USA, Mountain View, USA BMW Group Engineering and Emission Test Center, Oxnard, USA BMW Group ConnectedDrive Lab China, Shanghai, and BMW Group Designworks Studio Shanghai, China BMW Group Engineering China, Beijing, China BMW Group Engineering Japan, Tokyo, Japan BMW Group Engineering USA, Woodcliff Lake, USA BMW Technology, Chicago, USA 201 OTHER INFORMATION — P Production — A Partner plants — S Sales subsidiary markets / Locations Financial Services Partner plant, Born, Netherlands Partner plant, Cairo, Egypt Partner plant, Graz, Austria Partner plant, Jakarta, Indonesia Partner plant, Kaliningrad, Russia Partner plant, Kulim, Malaysia Partner plant, Manaus, Brazil BMW Group plant Araquari, Brazil BMW Group plant Berlin BMW Group plant Chennai, India BMW Group plant Dingolfing BMW Group plant Eisenach BMW Group plant Hams Hall, GB BMW Group plant Landshut BMW Group plant Leipzig BMW Group plant Munich BMW Group plant Oxford, GB BMW Group plant Rayong, Thailand BMW Group plant Regensburg BMW Group plant Rosslyn, South Africa BMW Group plant Spartanburg, USA BMW Group plant Steyr, Austria BMW Group plant Swindon, GB BMW Group plant Wackersdorf Rolls-Royce Manufacturing Plant, Goodwood, GB BMW Brilliance Automotive, China (joint venture – 3 plants) SGL Automotive Carbon Fibers (joint operation – 2 plants) Argentina* Australia Austria Belgium Brazil Bulgaria* Canada China Czech Republic* Denmark Finland* France Germany Great Britain Greece Hungary* India Indonesia* Ireland Italy Japan Luxembourg Malaysia Malta* Mexico Netherlands New Zealand Norway Poland Portugal Romania* Russia Singapore* Slovakia* Slovenia* South Africa South Korea Spain Sweden Switzerland Thailand USA * Sales locations only. 202 Glossary CFRP Abbreviation for carbon-fibre reinforced polymer. CFRP is a composite material, consisting of carbon-fibres sur- rounded by a plastic matrix (resin). On a comparative basis, CFRP is approximately 50 % lighter than steel and 30 % lighter than aluminium. Combined heat and power Combined heat and power (CHP) or cogeneration is the simultaneous conversion of energy sources into electricity and useful heating. In comparison to separate generation of electricity in conventional power plants, energy is converted more efficiently and with greater flexibility. As a result, this technology helps to reduce CO2 emissions. Common stock Stock with voting rights (cf. preferred stock). Connected Drive Under the term Connected Drive, the BMW Group already unites a unique portfolio of innovative features that enhance comfort, raise infotainment to new levels and significantly boost safety in BMW Group vehicles. Cost of materials Comprises all expenditure to purchase raw materials and supplies. DAX Abbreviation for “Deutscher Aktienindex”, the German Stock Index. The index is based on the weighted market prices of the 30 largest German stock corporations (by stock market capitalisation). Deferred taxes Accounting for deferred taxes is a method of allocating tax expense to the appropriate accounting period. DJSI World Abbreviation for “Dow Jones Sustainability Index World”. A family of indexes created by Dow Jones and the Swiss investment agency SAM Sustainability Group for com- panies with strategies based on a sustainability concept. The BMW Group has been one of the leading companies in the DJSI since 1999. EBIT Abbreviation for “Earnings Before Interest and Taxes”. The profit before income taxes, minority interest and financial result. EBITDA Abbreviation for “Earnings Before Interest, Taxes, Depre- ciation and Amortisation”. The profit before income taxes, minority interest, financial result and depreciation / amortisation. Effectiveness The degree to which offsetting changes in fair value or cash flows attributable to a hedged risk are achieved by the hedging instrument. Efficient Dynamics The aim of Efficient Dynamics is to reduce consumption and emissions whilst simultaneously increasing dynamics and performance. This involves a holistic approach to achieving optimum automobile potential, ranging from efficient engine technologies and lightweight construc- tion to comprehensive energy and heat management inside the vehicle. Equity ratio The proportion of equity (= subscribed capital, reserves, accumulated other equity and minority interest) to the balance sheet total. Derivatives Financial products, whose measurement is derived principally from market price, market price fluctuations and expected market price changes of the underlying instrument (e. g. indices, stocks or bonds). Free cash flow Free cash flow corresponds to the cash inflow from oper- ating activities of the Automotive segment less the cash outflow for investing activities of the Automotive seg- ment adjusted for net investments in marketable securities and term deposits. Gross margin Gross profit as a percentage of revenues. 198 OTHER INFORMATION 198 BMW Group Ten-year Comparison 200 BMW Group Locations 202 Glossary 204 Index 205 Index of Graphs 206 Financial Calendar 207 Contacts Subsidiaries Subsidiaries are those enterprises which, either directly or indirectly, are under the uniform control of the management of BMW AG or in which BMW AG, either directly or indirectly – holds the majority of the voting rights – has the right to appoint or remove the majority of the members of the Board of Management or equivalent governing body, and in which BMW AG is at the same time (directly or indirectly) a shareholder – has control (directly or indirectly) over another enter- prise on the basis of a control agreement or a provision in the statutes of that enterprise. Supplier relationship management Supplier relationship management (SRM) uses focused procurement strategies to organise networked supplier relationships, optimise processes for supplier qualifica- tion and selection, ensure the application of uniform standards throughout the Group and create efficient sourcing and procurement processes along the whole value added chain. Sustainability Sustainability, or sustainable development, gives equal consideration to ecological, social and economic develop- ment. In 1987 the United Nations “World Commission on Environment and Development” defined sustainable development as development that meets the needs of the present without compromising the ability of future generations to meet their own needs. The economic relevance of corporate sustainability to the BMW Group is evident in three areas: resources, reputation and risk. 203 OTHER INFORMATION IFRS International Financial Reporting Standards, intended to ensure global comparability of financial reporting and consistent presentation of financial statements. The IFRS are issued by the International Accounting Standards Board and include the International Accounting Standards (IAS), which are still valid. Indicator for water consumption The indicators for water consumption refer to the pro- duction sites of the BMW Group. The water consumption includes the process water input for the production as well as the general water consumption, e. g. for sani- tation facilities. Operating cash flow Cash inflow from the operating activities of the Auto- motive segment. Preferred stock Stock which receives a higher dividend than common stock, but without voting rights. Rating Standardised evaluation of a company’s credit standing which is widely accepted on the global capital markets. Ratings are published by independent rating agencies, e. g. Standard & Poor’s or Moody’s, based on their analysis of a company. Return on sales Pre-tax: Profit before tax as a percentage of revenues. Post-tax: Profit as a percentage of revenues. Risk management An integral component of all business processes. Following enactment of the German Law on Control and Trans- parency within Businesses (KonTraG), all companies listed on a stock exchange in Germany are required to set up a risk management system. The purpose of this system is to identify risks at an early stage which could have a significant adverse effect on the assets, liabilities, financial position and results of operations, and which could endanger the continued existence of the Company. This applies in particular to transactions involving risk, errors in accounting or financial reporting and violations of legal requirements. The Board of Management is required to set up an appropriate system, to document that system and monitor it regularly with the aid of the internal audit department. 204 Index A Accounting policies Apprentices Automotive segment 44 101 et seq. 29 et seq. B Balance sheet structure 54, 143 et seq. Bonds 56 4, 50 et seq. 51 et seq., 132 4, 51 et seq., 94 et seq., 159 et seq. 51 et seq., 94 et seq., 159 et seq. 33 et seq. C Capital expenditure Cash and cash equivalents Cash flow Cash flow statement CFRP CO2 emissions Compensation Report Compliance Connected Drive Consolidated companies Consolidation principles Contingent liabilities Corporate Governance Cost of materials Cost of sales 57 50, 102, 113 184 et seq. 147 3, 27 et seq., 47, 66 et seq. 188 et seq. 38, 42, 46, 76 99 et seq. 100 et seq. 168 et seq. D Dealer organisation /dealerships Declaration with respect to the Corporate Governance Code Dividend Dow Jones Sustainability Index World 89, 118 19, 42 169 46 E Earnings per share Efficient Dynamics Employees Equity Exchange rates 44 et seq. 55 et seq., 132 et seq. 49, 102, 118 39 23 et seq., 64, 77, 101, 157 et seq. F Financial assets Financial instruments Financial liabilities Financial result Financial Services segment Fleet emissions 50 et seq., 60 55, 106, 128 et seq. 105 et seq., 148 et seq. 55, 107 et seq., 143 36 et seq. 3, 27 et seq., 47, 66 et seq. 198 OTHER INFORMATION 198 BMW Group Ten-year Comparison 200 BMW Group Locations 202 Glossary 204 Index 205 Index of Graphs 206 Financial Calendar 207 Contacts G Group tangible, intangible and investment assets 122 et seq. 49, 59, 90 et seq., 113 et seq. I Income statement Income taxes Intangible assets Inventories Investments accounted for using the equity method and other investments 50, 107, 115 et seq., 142 55 et seq., 102, 124 125 et seq. 107, 130 K Key data per share 88 L Lease business Leased products Locations 125 200 et seq. 36 et seq. M Mandates of members of the Board of 170 Management Mandates of members of the Supervisory Board Marketable securities Motorcycles segment 171 et seq. 105 35 et seq. N Net profit New financial reporting rules 4, 49 et seq. 109 et seq. 115 O Other financial result Other investments Other operating income and expenses Other provisions Outlook 65 et seq. 142 126 114 56, 60, 107, 134 et seq. 20 et seq., 27 et seq., 65 et seq. 118 P Pension provisions Performance indicators Personnel expenses Production Production network Profit before financial result Profit before tax Property, plant and equipment 41 Purchasing 31 et seq. 31 et seq. 4 et seq., 49 et seq. 4 et seq., 27 et seq., 49 et seq., 65, 67 103 205 OTHER INFORMATION Index of Graphs 55, 106, 127 et seq. 89, 134 160 et seq. 188 et seq. R Rating Receivables from sales financing Related party relationships Remuneration system Report of the Supervisory Board Research and development Result from equity accounted investments Return on sales Revenue reserves Revenues 101 et seq., 113 Risks report 20 et seq., 49 et seq. 68 et seq. 38 et seq. 132 6 et seq. 114 4 et seq., 27 et seq., 49 et seq., 59, 66 et seq., 3, 27 et seq., 29, 65 et seq. 163 et seq. S Sales volume Segment information Selling and administrative expenses 113 Shareholdings of members of the Board of Management and the Supervisory Board Statement of Comprehensive Income Stock Sustainability 45 et seq. 87 et seq. 161 90, 121 T Tangible, intangible and investment assets Trade payables Trade receivables 103, 122 et seq. 60 et seq., 131 146 5 25 24 24 20 Finances BMW Group in figures Value drivers Exchange rates compared to the euro Oil price trend 24 Steel price trend Precious metals price trend Contract portfolio of Financial Services segment BMW Group new vehicles financed by Financial Services segment Contract portfolio retail customer financing of Financial Services segment 37 Development of credit loss ratio Regional mix of purchase volumes Change in cash and cash equivalents Financial liabilities 54 Balance sheet structure – Automotive segment Balance sheet structure – Group BMW Group value added Risk management in the BMW Group 56 68 58 41 37 38 52 56 36 Production and sales volume BMW Group – key automobile markets BMW Group sales volume by region BMW Group – key motorcycle markets BMW Group sales volume of motorcycles 29 29 35 Workforce BMW Group apprentices at 31 December Employee attrition rate at BMW AG Proportion of non-tariff female employees Proportion of female executives 182 45 35 44 45 Environment Materiality matrix 46 Stock Development of BMW stock 87 Compliance BMW Group Compliance Management System 184 This version of the Annual Report is a translation from the German version. Only the original German version is binding. 206 Financial Calendar Annual Accounts Press Conference Analyst and Investor Conference Quarterly Report to 31 March 2016 Annual General Meeting Quarterly Report to 30 June 2016 Quarterly Report to 30 September 2016 Annual Report 2016 Annual Accounts Press Conference Analyst and Investor Conference Quarterly Report to 31 March 2017 Annual General Meeting Quarterly Report to 30 June 2017 Quarterly Report to 30 September 2017 16 March 2016 17 March 2016 3 May 2016 12 May 2016 2 August 2016 4 November 2016 21 March 2017 21 March 2017 22 March 2017 4 May 2017 11 May 2017 3 August 2017 7 November 2017 198 OTHER INFORMATION 198 BMW Group Ten-year Comparison 200 BMW Group Locations 202 Glossary 204 Index 205 Index of Graphs 206 Financial Calendar 207 Contacts 207 OTHER INFORMATION Contacts Business and Finance Press Telephone Fax E-mail Investor Relations Telephone Fax E-mail +49 89 382-2 45 44 +49 89 382-2 41 18 +49 89 382-2 44 18 presse@bmwgroup.com +49 89 382-2 42 72 +49 89 382-2 53 87 +49 89 382-1 46 61 ir@bmwgroup.com The BMW Group on the Internet Further information about the BMW Group is available online at www.bmwgroup.com. Investor Relations information is available directly at www.bmwgroup.com/ir. Information about the various BMW Group brands is available at www.bmw.com, www.mini.com and www.rolls-roycemotorcars.com A FURTHER CONTRIBUTION TOWARDS PRESERVING RESOURCES The BMW Group Annual Report was printed on paper with the Blue Angel eco-label. The paper used was produced, climate-neutrally and without optical brighteners and chlorine bleach, from recycled waste paper. The corresponding emissions were compensated by additional climate protection measures as part of a hydroelectric project (certificate number: ID53152-1602-1014). PUBLISHED BY Bayerische Motoren Werke Aktiengesellschaft 80788 Munich Germany Tel. +49 89 382-0 

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