Automotive   |   BMW AG
SUSTAINABLE  
VALUE  
REPORT 2019  
2
·
Introduction  
ABOUT THIS REPORT  
Preface  
ꢀ
1
The BMW Group aims to be the most successful and sus-  
tainable premium provider of individual mobility. To  
achieve this, we set ourselves ten ambitious goals along the  
entire value chain.  
Youꢀcanꢀfindꢀtheꢀlegallyꢀrequiredꢀinformation on the  
following pages, which are highlighted in beige:  
An overview of the BMW Group  
Key sustainability indicators  
Transformation of the BMW Group  
– Business model:  
Introduction, An overview of the BMW Group, page  
as well as further details in the Annual Report 2019  
6
The BMW Group Sustainable Value Report (SVR) has been  
published to provide stakeholders with comprehensive  
information about the company’s sustainability strategy  
and the progress made in integrating sustainability into  
its corporate processes. The Sustainable Value Report is  
published at the same time as the Annual Report on the  
date of the Annual Accounts Press Conference.  
1
–
Integration of top management:  
Fundamentals  
Chapter  
Chapter  
1
1.  
.
2
1
Sustainability strategy, pages 10  
–12  
Sustainability management, pages 17 –19  
2
– Stakeholder engagement:  
Chapter Stakeholder dialogue, pages 20–25  
Products and services  
1.  
3
3
The requirements of the German CSR Directive Implemen-  
– Environmental matters:  
tation Act (CSR  
-
RUG) obligate Bayerische Motoren Werke  
Chapter  
pages 36  
Chapter  
pages 63  
2
–
3
–
Products and services,  
42 and pages 47 50  
Production and value creation,  
67 and pages 84 92  
Production and  
value creation  
Aktiengesellschaft (BMWꢀAG)ꢀtoꢀpublishꢀaꢀnon-financialꢀ  
report at company and Group level. This will be published  
jointlyꢀasꢀanꢀintegrated,ꢀseparateꢀnon-financialꢀreportꢀ  
–
–
4
(
herein ꢀa fterꢀreferredꢀtoꢀasꢀ“separateꢀnon-financialꢀreport”)ꢀ  
–
Employee matters:  
Employees and society  
within this Sustainable Value Report for BMWAG and  
BMW Group.  
Chapter  
Chapter  
Chapter  
pages 110  
Chapter  
4
4
4
Employees and society, pages 98  
Health and performance, pages 101 –105  
Long-term employee development,  
115  
Diversity, pages 122  
–99  
.
.2  
–
1
Appendix  
In the SVR 2019 we focused on providing information that  
is required in order to comply with the German CSR Direc-  
tive Implementation Act (CSR RUG) and the Global Report-  
ing Initiative (GRI). We then added more detailed informa-  
tion on topics with strategic relevance for the BMW Group.  
Current examples on measures that support implementing  
our sustainability targets can be found on • our website.  
4.  
3
–125  
–
–
Social matters:  
Chapter  
Chapter  
1
.
4
5
Product safety, pages 32  
Corporate citizenship, pages 129–132  
–34  
4.  
Respect for human rights:  
Each chapter starts with a one-page overview of key per-  
formance indicators. The sub-sections of each chapter begin  
with an overview of the information required to comply  
with the relevant legislation. Further topics of strategic  
relevance to the BMW Group and information pertaining  
to the GRI Standards, which go beyond the legal report-  
ing requirements, are outlined in more detail on the sub-  
sequent pages.  
Chapter  
pages 26  
Chapter  
1
–
3.  
.
4
Compliance and human rights,  
29  
Supplier network, pages 88–92  
3
– Combatting corruption and bribery:  
Chapter  
pages 26  
1
–
.
4
Compliance and human rights,  
29 as well as further details in the  
Annual Report 2019  
Youꢀcanꢀfindꢀfurtherꢀinformationꢀonꢀourꢀreportꢀconceptꢀinꢀ  
the Appendix. • see Our reporting concept  
1
Search  
Diversity Concept in Board of Management and Supervisory Board is contained in the Statement on Corporate  
Governance. • see Annual Report 2019  
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•
3
CONTENTS  
•
see page 37  
see page 64  
see page 121  
Introduction  
Preface  
Appendix  
Our reporting concept  
4
6
7
8
133  
136  
138  
139  
140  
142  
An overview of the BMW Group  
Key sustainability indicators  
Transformation of the BMW Group  
TCFD Index  
Fuel consumption and CO emissions ratings  
2
Additional information on delivery figures  
Independent Practitioners’ Limited Assurance Report  
Imprint  
•
see page 46  
1
Fundamentals  
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
.4 Compliance and human rights  
.5 Product safety  
10  
18  
20  
26  
32  
1
1
1
1
•
2
Products and services  
2
2
2
.1 Emissions of CO and pollutants  
38  
47  
55  
2
.2 Electromobility  
.3 Mobility patterns  
3
•
see page 87  
Production and value creation  
3
3
3
.1 Consumption of resources  
65  
84  
88  
.2 Renewable energy  
.3 Supplier network  
4
•
Employees and society  
4
4
4
4
.1 Health and performance  
.2 Long-term employee development  
.3 Diversity  
101  
110  
122  
129  
.4 Corporate citizenship  
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•
4
Introduction  
Preface  
·
Preface  
An overview of the BMW Group  
Key sustainability indicators  
Transformation of the BMW Group  
1
Dear Readers,  
Fundamentals  
At the BMW Group we have a consistent approach across  
the company: we deliver on our promises. The same applies  
to the topic of sustainability. While others talk, we set  
actions into motion. Bold visions and distant targets are  
fineꢀandꢀgood,ꢀbecauseꢀtheyꢀprovideꢀorientation.ꢀHowever,ꢀ  
whatꢀreallyꢀmattersꢀisꢀthatꢀweꢀmakeꢀanꢀeffectiveꢀcontribu-  
tion to environmental and climate protection here and now.  
Because the only way to realise grand visions like that of  
a climate-neutral Europe in 2050 is by implementing con-  
crete measures today.  
2
Products and services  
3
Production and  
value creation  
4
Employees and society  
Sustainability is not just a trend for us.  
It is a call to action.  
Appendix  
For us it’s about thinking and acting beyond today for  
tomorrow. This can be seen in our Sustainable Value Report  
2
019.ꢀWeꢀhaveꢀalreadyꢀfulfilledꢀalmostꢀallꢀtheꢀ ꢀs ustainabilityꢀ  
targets that we set in 2012 for 2020ꢀorꢀareꢀinꢀtheꢀfinalꢀstretchꢀ  
towards achieving them.  
Oliver Zipse  
Chairman of the Board of Management of BMW AG  
Our road to sustainable mobility:  
we plan to meet Europe’s CO requirements  
2
for 2020 and 2021.  
A major focus of our sustainability strategy is lowering  
CO emissions. In recent years, we have steadily reduced  
2
the CO ꢀemissionsꢀofꢀourꢀvehicleꢀfleetꢀandꢀachievedꢀaꢀ  
2
decrease of around 40 per cent between 1990 and 2019. In  
2
020, we will once again lower our carbon emissions in  
Europeꢀ sꢀ ignificantly,ꢀwithꢀaꢀdecreaseꢀofꢀaroundꢀ20 per cent  
from the previous year. This means we plan to meet  
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Europe’s ambitious CO targets for 2020 and 2021. One  
2
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•
5
Introduction  
factor in achieving this is to inspire more customers to  
drive electric vehicles and plug-in hybrids. This accounts  
for about two-thirds of the reduction. The remaining third  
willꢀcomeꢀfromꢀfurtherꢀefficiencyꢀmeasuresꢀforꢀourꢀconven-  
tional engines.  
suppliers must commit to the BMW Group’s high sustain-  
ability standards. We support them, for instance, by sour-  
cing cobalt and lithium directly and making it available to  
our partners, starting 2020. Since 2017, all BMW Group  
locations in Europe have obtained their externally pur-  
chased electricity exclusively from renewable sources; from  
·
Preface  
An overview of the BMW Group  
Key sustainability indicators  
Transformation of the BMW Group  
2
020, all BMW Group locations worldwide will do the same.  
1
We have a clear e-mobility roadmap.  
A quarter of the vehicles we sell in Europe should be elec-  
This shows our full commitment to sustainability across  
the company.  
Fundamentals  
trifiedꢀbyꢀ2021; a third in 2025 and half in 2030  
.
2
In 2019, we delivered over 146 000 electric vehicles and  
,
The BMW Group is driving active  
environmental protection.  
Weꢀwereꢀtheꢀfirstꢀautomobileꢀmanufacturerꢀtoꢀappointꢀanꢀ  
environmentalꢀofficerꢀinꢀourꢀorganisationꢀbackꢀinꢀ1973  
Since 2001, we have been committed to the UN Global  
Compact and implement its ten principles at all our loca-  
Products and services  
plug-in hybrids to customers worldwide. That means we  
nowꢀhaveꢀaꢀtotalꢀofꢀmoreꢀthanꢀhalfꢀaꢀmillionꢀelectrifiedꢀvehi-  
cles on the roads across the globe. However, it is also clear  
that people all over the world will continue to buy vehicles  
with a conventional engine.  
3
.
Production and  
value creation  
tions worldwide. The fully-electric BMW  
60-degree approach, has been a pioneer in sustainable  
mobility since 2013  
i3, with its  
4
For many people worldwide, it is still the best choice for  
their individual mobility needs. It is precisely because we  
takeꢀclimateꢀprotectionꢀsoꢀseriouslyꢀthatꢀweꢀhaveꢀtakenꢀEffi-  
cient Dynamics to the next level by making our conven-  
tional engines systematically even more accomplished.  
3
Employees and society  
.
Now, we are going even further: we have set ourselves  
ambitious targets to successfully tackle a variety of new  
challenges. For this very reason, we have decided to fully  
incorporate our sustainability strategy into the BMW cor-  
porate strategy. This will fully ensure that the company’s  
thinking and actions are aligned in a sustainable manner.  
For me, this is how environmental and climate protection  
can achieve a real impact – across the company and within  
society.  
Appendix  
Effective climate protection cannot be  
achieved with bans.  
Weꢀwillꢀcontinueꢀtoꢀofferꢀourꢀcustomersꢀaꢀwideꢀrangeꢀofꢀ  
driveꢀtechnologies,ꢀwhereꢀtheyꢀcanꢀchooseꢀbetweenꢀdiffer-  
ent drive trains in all relevant vehicle segments – accord-  
ing to their mobility needs and desires. This gives our cus-  
tomersꢀtheꢀ“PowerꢀofꢀChoice”.  
From production to recycling: we take a  
holistic approach.  
Our understanding of sustainability is not limited to reduc-  
ingꢀtheꢀemissionsꢀofꢀourꢀvehicleꢀfleet.ꢀOurꢀsightsꢀareꢀfocusedꢀ  
on the entire value chain. In our supply chain, for example,  
we have created a high level of transparency. Moreover, our  
Oliver Zipse  
Chairman of the Board of Management of  
Bayerische Motoren Werke Aktiengesellschaft  
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•
6
Combined separate non-financial report  
1
Introduction  
AN OVERVIEW OF THE BMW GROUP  
Profit before tax  
in € million  
ꢀ
2
Preface  
Vehicle deliveries*  
in thousand units  
·
An overview of the BMW Group  
Key sustainability indicators  
Transformation of the BMW Group  
7
,118  
2,538.4  
1
2
019  
2019  
Fundamentals  
9
,627  
10,675  
2,483.3  
2,468.7  
2
2
018  
2017  
2018  
2017  
2
Products and services  
The figures for the previous year were adjusted in line with first-time  
application of IFRS 16, see [6] in the Group Appendix of the  
BMW Group Annual Report 2019.  
3
Research and development expenditure  
in € million  
CO emissions of BMW Group Automobiles  
2
Production and  
value creation  
(EU-28) in g/km  
4
6
,419  
127  
Employees and society  
3
2
019  
2019  
Appendix  
6
,890  
6,108  
128  
128  
122  
3
3
4
2
018  
2017  
2018  
2017  
2017  
3
adjusted value due to introduction of WLTP (Worldwide Harmonised  
Light Vehicles Test Procedure)  
using NEDC test procedure  
4
BMW Group employees at year-end  
in numbers  
Investment in further education and training  
in € million  
1
33,778  
370  
2
019  
2019  
1
34,682  
129,932  
373  
349  
2017  
2
•
018  
2017  
2018  
GRI 102-2, 102-7  
*
Delivery figures have been adjusted retrospectively going back to 2015. The basis for the adjustments is a change in the methodology used to collate data for the BMW Group’s most important markets (China,  
USA, Germany, UK, Italy and Japan). The retrospective adjustment enables better comparability. Additional information can be found in the Annex under “Additional information on delivery figures.”  
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1
•
ORGANISATION AND BUSINESS MODEL  
Back  
•
7
Introduction  
KEY SUSTAINABILITY INDICATORS  
5-year overview  
Preface  
Change to  
previous year in %  
An overview of the BMW Group  
Key sustainability indicators  
Transformation of the BMW Group  
2
015  
2016  
2017  
2018  
2019  
·
BUSINESS ACTIVITIES  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
Revenues (in € million)¹  
92,175  
9,224  
94,163  
9,665  
98,282  
10,675  
2,468.7  
96,855  
9,627  
104,210  
7,118  
7.6  
– 26.1  
2.2  
Profit before tax (in € million)¹  
Sales volume automobiles (in thousand units)*  
1
2, 257.9  
2,352.4  
2,483.3  
2,538.4  
Fundamentals  
PRODUCTS AND SERVICES  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
2
3
CO emissions of BMW Group Automobiles (EU-28) (in g/km)  
127  
124  
128  
128  
127  
– 0.8  
2.7  
2
2
Sales of electric and electrified vehicles (number)*  
32,732  
61,873  
103,103  
142,385  
146,160  
Products and services  
PRODUCTION AND VALUE CREATION  
Energy consumption per vehicle produced (in MWh/vehicle)  
Water consumption per vehicle produced (in m³/vehicle)  
Process waste water per vehicle produced (in m³/vehicle)  
2.19  
2.24  
0.45  
0.57  
4.00  
2.21  
2.25  
0.42  
0.54  
3.51  
2.17  
2.22  
0.40  
0.41  
3.86  
2.12  
2.39  
0.45  
0.40  
4.27  
2.04  
2.32  
0.44  
0.30  
4.09  
– 3.8  
– 2.9  
3
Production and  
value creation  
– 2.2  
CO emissions per vehicle produced (in t/vehicle)  
– 25.0  
– 4.2  
2
Waste for disposal per vehicle produced (in kg/vehicle)  
4
Volatile organic compounds (VOC) per vehicle produced  
(
in kg/vehicle)  
1.22  
58  
1.14  
63  
1.03  
81  
0.93  
79  
0.85  
87  
– 8.6  
10.1  
Employees and society  
4
Share of renewable energy purchased from third parties (in %)  
Share of production-relevant purchasing volume in the CDP Supply  
Chain Programme (in %)  
53  
69  
77  
75  
78  
4.0  
Appendix  
EMPLOYEES AND SOCIETY  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
Employees at end of year (number)  
122,244  
2.08  
124,729  
2.70  
129,932  
2.64  
134,682  
2.78  
133,778  
3.39  
– 0.7  
21.9  
– 0.5  
1.7  
5
Attrition rate (as a percentage of workforce)  
Share of women in total workforce (in %)  
18.1  
18.70  
15.30  
19.3  
19.9  
19.8  
Share of women in management positions (in %)  
14.5  
16.0  
17. 2  
17.5  
Average days of further training per BMW Group employee  
(
days per employee)  
4.1  
4.4  
3.80  
4.00  
3.4  
3.6  
3.4  
3.5  
3.3  
3.5  
– 2.9  
0.0  
Accident frequency (per one million hours worked)  
Expenditure on corporate citizenship (in thousand €)  
Expenditure on donations (in thousand €)  
6
6
39,109  
17,066  
87,837  
70,356  
33,436  
16,205  
37, 242  
15,829  
33,229  
14,847  
–10.8  
– 6.2  
*
Delivery figures have been adjusted retrospectively going back to 2015. The basis for the adjustments is a change in the methodology used to collate data for the BMW Group’s most important markets (China,  
USA, Germany, UK, Italy and Japan). The retrospective adjustment enables better comparability. Additional information can be found in the Annex under “Additional information on delivery figures.”  
The figures for the previous financial year were adjusted due to a change in accounting methods when IFRS 16 was introduced, see [6] in the Group appendix of the Annual Report 2019. In addition, the figures for  
the previous year were adjusted due to the change in how selected topics that are of subordinate importance overall are posted.  
1
2
Since 09/2018 all vehicles in the EU must be licensed according to the new WLTP test cycle. However, the calculation of CO  
Commission. Therefore, it is necessary to calculate WLTP fleet emissions back to NEDC values up to and including 2020 for reporting purposes. The changed WLTP test constraints lead to higher NEDC emissions  
NEDC correlated) due to the reversed calculations. In order to ensure comparability, the CO fleet emissions for 2017 (122 g/km NEDC) were converted to a correlated NEDC value of 128 g/km under WLTP test  
constraints and published originally with the 2/2018 quarterly report.  
2
emissions from fleet vehicles will only be switched to WLTP in 2021 by the European  
(
2
3
4
Adjusted value in line with planned change to WLTP (Worldwide harmonized Light vehicles Test Procedure)  
Calculated based on volumes of green energy purchased as well as the conservative calculation of country-specific energy shares from renewables purchased from third parties. Figures from 2015 onwards not  
directly comparable with figures for 2012–2014. Figures from 2015 onwards include all BMW Group production locations as well as corporate development and administration in Munich/DE.  
This figure refers to BMW AG.  
5
6
Significantly higher amount compared to other years due to a one-off donation to the BMW Foundation in the centenary year 2016  
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8
Introduction  
TRANSFORMATION OF THE BMW GROUP  
Preface  
An overview of the BMW Group  
Key sustainability indicators  
Transformation of the BMW Group  
Design  
Care for millions of customers  
Safety  
High production numbers  
Complexity of the vehicle  
Customisability  
Dealership network  
Supplier network  
·
1
Regulatory requirements  
Fundamentals  
High quality  
Drive diversity  
2
Flexibility for changing market demand  
Competitive prices  
Automated driving functions  
Digital services and interfaces  
Products and services  
3
Profitability  
Sustainability  
Production and  
value creation  
Core competency:  
system integration  
4
Employees and society  
The BMW Group is currently undergoing a fundamental  
transformation process that presents opportunities and  
risks for the business. While in the past they were purely  
hardware products, automobiles are now becoming parts  
of an interconnected mobility world. Modern vehicles are  
becoming increasingly more complex. System integration  
is a strength of the BMW Group, giving the company a  
competitive edge – in particular in the context of the tran-  
sition towards sustainable mobility.  
In practical terms, for us system integration means:  
Appendix  
– Meeting the needs of customers all over the world  
– Supplyingꢀdifferentꢀmarketsꢀaccordingꢀtoꢀtheirꢀ  
ꢀs pecificꢀrequirements  
– Mastering complexities concerning regulatory  
requirements and technology  
– Integrating technical innovations.  
– Andꢀofferingꢀaꢀcomplete,ꢀsustainableꢀandꢀsafeꢀ  
ꢀfi nishedꢀoverallꢀproductꢀinꢀspiteꢀofꢀitsꢀcomplexity  
To this end, developers, suppliers and our production sites  
collaborateꢀcloselyꢀinꢀanꢀefficientꢀglobalꢀnetwork.  
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Introduction  
FUNDAMENTALS  
1
·
Fundamentals  
1
1
1
1
1
.1 Strategy  
1
.2 Sustainability management  
.3 Stakeholder dialogue  
.4 Compliance and human rights  
.5 Product safety  
2
Products and services  
3
Production and  
value creation  
4
Employees and society  
Appendix  
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10  
Combined separate non-financial report  
1
.1  
Our strategy provides the practical framework for the  
BMW Group’s long-term development and sets out the stra-  
tegic approaches we will be taking through to 2025. We  
are helping to take individual mobility into a new dimen-  
sion, with electric, connected and autonomous vehicles. In  
this process, our work focuses on electromobility, autono-  
mous driving and digitalisation and is geared to our cus-  
tomers’ needs. As drivers of innovation, we are commit-  
ted to taking the leading role within the automotive indus-  
try in these areas.  
Introduction  
STRATEGY  
1
Fundamentals  
·
1.1 Strategy  
OUR MISSION  
1.2 Sustainability management  
1.3 Stakeholder dialogue  
1.4 Compliance and human rights  
1.5 Product safety  
The BMW Group is the most successful and sustainable  
premium provider of individual mobility.  
Strategy NUMBER ONE > NEXT  
• G1.01  
Sustainability is part and parcel of the BMW Group’s busi-  
ness model. We have set clear goals for sustainable individ-  
ual mobility, resource-efficient value creation, our employees’  
development and our engagement in society. In pursuing  
these goals, our aim is to ensure a viable future for our busi-  
ness while improving the customer experience.  
2
Products and services  
Mission  
Competitive  
3
edge  
Production and  
value creation  
Strategic  
approach  
Assuming responsibility is an integral part of the  
BMW Group’s core business vision. We are convinced that  
the lasting success of any enterprise in today’s economy  
comes down to acting responsibly and ensuring social  
acceptance. Global challenges such as climate change and  
urbanisation inspire and motivate us to develop innova-  
tive products and services.  
4
Culture  
Employees and society  
Appendix  
To add value to our business, our environment and the soci-  
ety we live in, the BMW Group integrates sustainability  
across the entire value chain and into all our basic pro-  
cesses. This covers everything from the sustainability  
requirements for the procurement process and the design  
of our products through to the development of new lines  
We achieve a competitive advantage by providing for-  
ward-looking solutions. Sustainability is an integral part  
of our corporate Strategy NUMBER ONE  
> NEXT.  
of business. • GRI 102-11  
Pursuing long-term sustainability goals  
•
see In 2012, the BMW Group set itself ten strategic sustainabil-  
graphic 1.02  
ity goals running through to 2020, which we have since con-  
sistently pursued. Our focus is on three key areas of action:  
–
–
–
Products and services  
Production and value creation  
Employees and society  
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11  
Combined separate non-financial report  
The ten sustainability goals of the BMW Group and their potential influence on the Sustainable Development Goals (SDGs)ꢀ1  
•
Introduction  
G1.02  
1
Fundamentals  
Mobility patterns  
·
1.1 Strategy  
1.2 Sustainability management  
1.3 Stakeholder dialogue  
1.4 Compliance and human rights  
1.5 Product safety  
Permanently changed  
mobility patterns in  
selected metropolitan areas  
by introducing integrated  
mobility services  
Leader in taking  
a holistic approach  
to premium  
Water, energy, waste,  
solvents per vehicle  
reduced by 45%  
•
Chapter 2.3  
electromobility  
(base year 2006)  
2
•
Chapter 2.2  
• Chapter 3.1  
Products and services  
Reduced by at least 50%  
in the European  
Leader in the use of  
3
renewable energy in  
production and  
value creation  
new vehicle fleet  
Production and  
value creation  
The BMW Group  
is the most successful  
and sustainable  
premium provider  
of individual  
(
base year 1995)  
•
Chapter 2.1  
• Chapter 3.2  
4
Employees and society  
Leader in  
intercultural  
understanding  
Increased transparency  
and resource efficiency in  
the supply chain  
mobility.  
Appendix  
• Chapter 4.4  
• Chapter 3.3  
Increase  
Foster individual  
competitiveness and  
enhance innovative  
strength  
responsibility and  
design the working  
environment  
Find employees,  
tap into young talent,  
develop potential  
and secure  
•
Chapter 4.3  
• Chapter 4.1  
employability  
•
Chapter 4.2  
Long-term employee  
development  
Search  
1
Back  
•
As part of our materiality analysis in 2018, we identified the areas that would have the most significant impact on the SDGs. Direct and indirect impacts are represented accordingly with the SDG icons in the graphic.  
12  
Combined separate non-financial report  
BMW Group 2020 sustainability goals: largely achieved  
•
Introduction  
G1.03  
2
020 goals  
Current status in 2019 and outlook  
1
PRODUCTS AND SERVICES  
Carbon emissions  
Fundamentals  
By 2020, the BMW Group will have reduced CO emissions in the European new vehicle fleet  
As of the end of 2019, the BMW Group has reduced CO emissions to a level 42.4 % lower than  
in 1995. We have specific plans to help us achieve the 2020 goal in full. • chapter 2.1  
2
2
(
EU-28) by at least 50 % compared to the base year (1995).  
·
1.1 Strategy  
Electromobility  
The BMW Group will be a leader in taking a holistic approach to premium electromobility.  
Thanks to our broad range of electrified vehicle products, the BMW Group is a market leader in  
new vehicle registrations in this field in Germany (based on total market share). In Europe: sec-  
ond (total market share); globally: third (premium segment). We therefore expect to achieve this  
goal by 2020 and have already announced further ambitious goals in addition. • chapter 2.2  
1
1
1
1
.2 Sustainability management  
.3 Stakeholder dialogue  
.4 Compliance and human rights  
.5 Product safety  
Mobility patterns  
By 2020, the BMW Group will have permanently changed mobility patterns in selected metro-  
politan areas by rolling out integrated mobility services.  
In recent years, we have begun to offer a number of urban mobility services (including a joint  
venture with Daimler AG), making a positive impact on mobility patterns in selected cities. As a  
result, we expect to meet this goal in 2020. • chapter 2.3  
2
PRODUCTION AND VALUE CREATION  
Products and services  
Consumption of resources  
By 2020, the BMW Group will have reduced its resource consumption (energy, water, waste for This goal has already been achieved in part. In terms of waste and solvents, we have already far  
disposal, solvents) per vehicle produced by 45 % (base year: 2006).  
surpassed the set goals as of 2019 (waste: – 78.4 %, solvents: – 66.1 %). As far as energy  
2019: – 40.4 %) and water (2019: – 28.8 %) are concerned, we are currently significantly  
3
(
ahead of our direct competitors based on their publicly accessible sustainability reports,  
although we are still yet to reach the 45 % target. • chapter 3.1  
Production and  
value creation  
Renewable energy  
The BMW Group will be the leader in the use of renewable energy in production and value  
creation.  
By 2018, our European plants were already powered by 100 % renewable energy or offsets were  
made to this effect. In 2020, we are aiming to reach this figure for all our plants worldwide.  
4
•
chapter 3.2  
Employees and society  
Sustainable, resource-efficient supply chain  
By 2020, the BMW Group will have significantly increased supply chain transparency and  
resource efficiency.  
In terms of transparency, we consider the target achieved, especially when it comes to critical  
raw materials (such as cobalt). However, we still see a need for resource efficiency to be  
improved in 2020. • chapter 3.3  
Appendix  
EMPLOYEES AND SOCIETY  
Health and performance  
To preserve the health and the performance of its employees in the long term, the BMW Group The BMW Group has already achieved its self-imposed goal thanks to various measures in the  
will promote a culture of personal responsibility and ensure an appropriately designed work  
environment  
area of occupational safety. We expect this to continue in 2020.  
• chapter 4.1  
Long-term employee development  
The BMW Group will ensure long-term employee development by seeking out the right  
From the BMW Group’s perspective, this goal has already been achieved as of 2019. Evidence  
employees, making the most of their talents, developing potential and ensuring employability. for this includes external studies on employer attractiveness and our in-house employee survey.  
In 2020, we expect to continue meeting this goal. • chapter 4.2  
Diversity  
Through its diverse workforce, the BMW Group will increase its competitiveness and enhance  
its innovative strength.  
The global reach of the BMW Group is also reflected in the diversity of our workforce. The pro-  
portion of women in management positions (17.5 %) is above our self-imposed target range.  
•
chapter 4.3  
Corporate citizenship  
The BMW Group will be a leader in intercultural understanding.  
Since 2011, we have been able to reach more than 3.6 million people with our intercultural  
understanding projects. • chapter 4.4  
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•
13  
We conduct materiality analyses on a regular basis to take  
account of ongoing developments. The latest update was  
undertaken in 2018. For a list of the material issues, please  
see the • GRI-Index. For detailed information about the  
Working towards the UN Sustainable Development Goals  
In autumn 2015, the General Assembly of the United  
Nations announced the • Sustainable Development Goals (SDGs).  
The SDGs are at the core of the 2030 Agenda, a global action  
plan aiming to ensure that economic progress is environ-  
mentally friendly and socially equitable.  
Introduction  
1
materiality process, please see last year’s  
•
Sustainable Value  
Report 2018 (pages 13–14). • GRI 102-46, 102-47  
Fundamentals  
Looking ahead  
We are convinced that companies, governments and other  
organisations can each make a positive contribution  
towards achieving the objectives set out in the SDGs. We  
also believe that it is our duty to uphold this social contract.  
We too are committed to supporting the SDGs as part of  
our sustainable business strategy, focusing on our value  
·
1.1 Strategy  
2
020 will be a transformational year for the BMW Group.  
1.2 Sustainability management  
1.3 Stakeholder dialogue  
1.4 Compliance and human rights  
1.5 Product safety  
As the year comes to a close, it will mark the end of the  
intended implementation phase for our current set of sus-  
tainability goals. In addition, we are already hard at work  
incorporating new sustainability goals into our business  
strategy.  
chain. For us, this also means factoring in the 2°C target  
set out in the Paris Climate Agreement.  
2
Some of the questions at the heart of this planning process  
are:  
Products and services  
In 2018, we provided a detailed explanation of which UN  
Sustainable Development Goals we were working on the  
most to help achieve our existing list of ten sustainability  
goals. In this spirit, at the beginning of each chapter of this  
report, we link the measures described in the relevant chap-  
ter to the SDGs.  
3
–
–
–
–
How can we incorporate the goals set in the Paris  
Production and  
value creation  
ꢀ
into our business activities?  
Building on the insights gained from recycling, how  
can we ensure an increasing number of closed-loop  
material cycles as part of a circular economy?  
How can we deal with new and changing  
requirements, expectations and risks pertaining  
to the company’s supply chain?  
How can we further improve our understanding of  
ourꢀcustomers’ꢀindividualꢀmobilityꢀchoicesꢀandꢀofferꢀ  
appropriate solutions?  
4
Employees and society  
Appendix  
We are taking new developments and standards from the  
regulatory code and the Sustainable Development Goals  
(SDGs) into account, as well as the expectations of our  
stakeholders in civil society and the capital market.  
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•
14  
BMW Group’s position on the recommendations of the  
Task Force on Climate-related Financial Disclosures  
Climate change is one of the greatest social challenges of  
our time. In light of this fact, the BMW Group has pledged  
toꢀrespectꢀtheꢀParisꢀClimateꢀAgreement.ꢀOurꢀeffortsꢀinꢀthisꢀ  
area are focused on establishing which technologies are  
We provide detailed reporting in our Annual Report and  
Sustainable Value Report, as well as for our Carbon Dis-  
closure Project (CDP) rating. The TCFD recommendations  
Introduction  
have been a part of the CDP questionnaire since 2018  
.
1
Table G1.05 provides a brief overview of the four core elem-  
ents of the TCFD and how they are enshrined in the  
Fundamentals  
best equipped to reduce global CO emissions from pas-  
2
senger transport.  
•
BMW Group CDP questionnaire.  
·
1.1 Strategy  
1.2 Sustainability management  
1.3 Stakeholder dialogue  
1.4 Compliance and human rights  
1.5 Product safety  
Some of the results of this approach represent extraordin-  
ary milestones in the BMW Group’s commitment to sus- •gr as pe he ic  
1.04  
tainability.  
The detailed TCFD Index in the • Appendix provides the  
company’s essential information related to climate change  
in line with the TCFD recommendations, as well as refer-  
encing further details in the CDP questionnaire.  
Our reporting takes the recommendations of the Task Force  
on Climate-related Financial Disclosures (TCFD) into  
account. This initiative, launched by the • Financial Stability  
Board,ꢀaimsꢀtoꢀprovideꢀconsistentꢀclimate-relatedꢀfinancialꢀ  
risk disclosures. The TCFD has published recommenda-  
tions for use by companies to help them report transpar-  
ently on climate risks and opportunities as part of their  
businessꢀandꢀfinancialꢀreporting.ꢀTheseꢀrecommendations,ꢀ  
which remain voluntary, focus on four core areas: govern-  
ance, strategy, risk management, and metrics and targets.  
2
The BMW Group’s 2019 CDP questionnaire, including a full  
set of responses, is available on the  
•
BMW Group website.  
Products and services  
•
BMW Group CDP questionnaire  
3
Production and  
value creation  
4
Employees and society  
Milestones in the BMW Group’s commitment to sustainability  
•
Appendix  
G1.04  
Past and present milestones  
Future milestones  
1973  
2007  
2013  
2019  
By 2021  
By 2023  
First in the automotive  
industry to appoint an envir-  
onmental protection officer.  
Introduced Efficient Dynamics,  
a bundled set of technologies  
to reduce carbon emissions.  
Launched the fully  
electric BMW i3.  
0.5 million electrified  
vehicles sold (cumulative).  
1 million electrified vehicles  
Product range includes  
25 electrified models.  
sold (cumulative).  
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•
15  
TCFD core elements and CDP reference  
•
Introduction  
G1.05  
1
• Reference to the BMW Group’s 2019 CDP questionnaire  
TCFD core elements  
Governance  
C1.1b  
C1.2, C1.2a  
1
Disclosure of the organisation’s governance around climate-related risks and opportunities.  
Strategy  
Fundamentals  
Disclosure of the actual and potential impacts of climate-related risks and  
opportunities on the organisation’s businesses, strategy and financial planning,  
provided that this information is material.  
C2.1, C2.3, C2.3a, C2.4, C2.4a  
C2.3, C2.3a, C2.4a, C2.5, C2.6, C3.1, C3.1c, C3.1d,  
C3.1a, C3.1d  
·
1.1 Strategy  
1.2 Sustainability management  
1.3 Stakeholder dialogue  
1.4 Compliance and human rights  
1.5 Product safety  
Risk management  
C2.2b, C2.2c  
C2.2d  
Disclosure of the processes used by the organisation to identify, assess and manage  
climate-related risks.  
C2.2  
Metrics and targets  
C4.2, C9.1  
C6.1, C6.3, C6.5  
C4.1, C4.1a, C4.1b, C4.2  
Disclosure of the metrics and targets used to assess and manage relevant climate-related risks  
and opportunities, provided that this information is material.  
1
These references are consistent with Table 1: CDP questions are aligned with TCFD recommendations in Section 3 of the official TCFD report  
2
“
CDP Technical Note on the TCFD Disclosing in line with the TCFD’s Recommendations in 2019”.  
Products and services  
Capital market ratings for sustainability  
3
In 2019 once again, the BMW Group was ranked among  
the top companies by renowned sustainability ratings,  
thusꢀconfirmingꢀitsꢀleadingꢀpositionꢀasꢀaꢀsustainableꢀcom-  
pany. The BMW Group was once again the only German  
carmaker to be ranked in the Dow Jones Sustainability  
Indices (DJSI)ꢀinꢀtheꢀ“World”ꢀandꢀ“Europe”ꢀcategories.  
In the year under report, the company achieved an A- rat-  
ing in the CDP rating in the Leadership category. The  
BMW Group was also listed again in the British FTSE4Good  
index in 2019. The company was also listed by MSCI, Sus-  
tainalytics and ISS-Oekom and holds a leading position  
among carmakers in each case.  
Production and  
value creation  
4
Employees and society  
Appendix  
Sustainability ratings  
•
G1.06  
RATINGS  
ASSESSMENT AND RESULTS  
In 2019, the BMW Group was the only German automobile  
manufacturer to be listed once again in the World and Europe  
For the • CDP rating (formerly: Carbon Disclosure Project),  
the company was given an A rating in the Leadership category  
in the year under review.  
The BMW Group was listed once again in 2019. The • FTSE-  
4Good Index is part of the British index family on sustainabil-  
ity and corporate governance provided by the FTSE Group in  
London.  
•
Dow Jones Sustainability Indices (DJSI), making it the  
only company in the automotive industry that has been contin-  
uously listed on the index since the very beginning.  
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•
16  
Developing positive impacts on the economy and society  
As a global company, the BMW Group acknowledges its  
responsibility to contribute to economic prosperity in the  
countries where we are active. For this reason, our mission  
isꢀnotꢀonlyꢀtoꢀaspireꢀtoꢀsustainedꢀprofitableꢀgrowthꢀforꢀtheꢀ  
company,ꢀbutꢀalsoꢀtoꢀmakeꢀspecificꢀcontributionsꢀtowardsꢀ  
economic development and quality of life at our locations.  
Byꢀpayingꢀourꢀownꢀtaxesꢀonꢀearningsꢀandꢀprofits,ꢀandꢀindir-  
ectly through the tax payments of our employees and sup-  
pliers, we boost the tax revenues of the regions where we  
andꢀourꢀsuppliersꢀoperate.ꢀTaxesꢀonꢀearningsꢀandꢀprofitsꢀ  
Introduction  
1
for the BMWꢀGroupꢀamountedꢀtoꢀaroundꢀ€ꢁ  
2
,
140 million  
1
in 2019  
(
2018ꢀ :ꢀ€ꢁ  
2
,
530 million). In addition, we help to fund  
Fundamentals  
publicꢀbudgetsꢀbyꢀpayingꢀtariffsꢀandꢀimportꢀduties.  
·
1.1 Strategy  
The growth of the BMW Group not only facilitates a rea-  
sonable return for investors, but also attractive salaries for  
employees, as well as our contribution to society through  
theꢀtaxesꢀweꢀpayꢀonꢀearningsꢀandꢀprofits.ꢀTheseꢀareꢀdirectꢀ  
economicꢀeffectsꢀwhichꢀareꢀquantifiedꢀbyꢀcalculatingꢀtheꢀ  
net value added.  
1
1
1
1
.2 Sustainability management  
.3 Stakeholder dialogue  
.4 Compliance and human rights  
.5 Product safety  
Analysing local effects  
An impact assessment study by the University of South  
Carolina in 2018 shows that the BMW Group made an  
appreciable economic impact on the prosperity of the US  
state of South Carolina.  
2
The BMWꢀGroup’sꢀnetꢀvalueꢀaddedꢀ(€ꢁ22  
,
189 million) is at  
The overall contribution to economic output by the  
BMW Group and its suppliers was estimated at US$ 21 bil-  
lion, which was achieved by the generation of jobs, contri-  
butions to local household incomes and the impact on the  
gross domestic product of the state. As a result, the  
BMW Group creates considerable economic multiplier  
effectsꢀinꢀSouthꢀCarolina.ꢀAꢀsimilarꢀstudyꢀinꢀSanꢀLuisꢀPotosí,ꢀ  
Mexico, also yielded positive results.  
Products and services  
ꢀ
1
a consistently high level (2018 :ꢀ€ꢁ24,542 million). The larg-  
estꢀshareꢀofꢀourꢀnetꢀvalueꢀaddedꢀbenefitsꢀourꢀemployeesꢀ  
3
1
(
2019  
:
56.1  
%; 2018ꢀ  
:
50.8  
%). The proportion accruing to  
Production and  
value creation  
lenders increased over the previous year, rising to 11  
2018  
public sector (including deferred tax expense) was 10  
2018 11  
to shareholders, at  
year (2018 %).  
.1  
%
(
:
9.2  
%). Meanwhile, the equivalent number for the  
.1  
%
4
(
:
.2  
ꢀ%).ꢀTheꢀproportionꢀofꢀnetꢀvalueꢀaddedꢀflowingꢀ  
%, was lower than in the previous  
7.4  
Employees and society  
: 9.4  
Appendix  
The BMW Group currently employs 133  
34 682) and is providing training to 801 young people  
at its locations around the world (2018 964). In addition,  
,778ꢀstaffꢀ(2018:  
1
,
4,  
: 4,  
a large number of jobs and training positions are being  
created in retail and sales. Our purchase of intermediate  
products also secures jobs worldwide in our supply chains.  
Since we source the components for vehicle production  
locally whenever possible, our business activities create  
jobs and increase prosperity in the areas where our facili-  
ties are located.  
1
The figures for the previous financial year were adjusted due to changes in accounting  
methods when IFRS 16 was introduced, see note [6] to the Group Financial Statements of  
the Annual Report 2019.  
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•
17  
Calculation of BMW Group net value added  
•
Introduction  
G1.07  
2
019  
2019  
(%)  
20181  
(€ m)  
20181  
(%)  
Change  
(%)  
(€ m)  
1
ORIGIN OF VALUE ADDED  
Sales revenue  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
Fundamentals  
104,210  
– 22  
99.0  
0.0  
96,855  
988  
98.2  
1.0  
7.6  
–
Financial income  
Other income  
·
1.1 Strategy  
1,031  
1.0  
774  
0.8  
33.2  
6.7  
1.2 Sustainability management  
1.3 Stakeholder dialogue  
1.4 Compliance and human rights  
1.5 Product safety  
Total revenue  
105,219  
100.0  
98,617  
100.0  
2
Material expenses  
57,358  
14,923  
72,281  
54.5  
14.2  
68.7  
53,132  
12,342  
65,474  
53.9  
12.5  
66.4  
8.0  
20.9  
10.4  
Other expenditures  
Payments in advance  
2
Gross value added  
32,938  
10,749  
22,189  
31.3  
10.2  
21.1  
33,143  
8,601  
33.6  
8.7  
– 0.6  
25.0  
– 9.6  
Products and services  
Depreciation of total fixed assets  
Net value added  
24,542  
24.9  
3
DISTRIBUTION OF NET VALUE ADDED  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
Production and  
value creation  
Employees  
12,451  
2,466  
2,250  
1,646  
3,269  
107  
56.1  
11.1  
10.1  
7.4  
12,479  
2,266  
2,733  
2,303  
4,671  
90  
50.8  
9.2  
– 0.2  
8.8  
Lenders  
Government/public sector  
Shareholders  
Group  
11.2  
9.4  
– 17.7  
– 28.5  
– 30.0  
18.9  
4
14.7  
0.5  
19.0  
0.4  
Employees and society  
Other partners  
Net value added  
1
22,189  
100.0  
24,542  
100.0  
– 9.6  
Appendix  
The figures for the previous financial year were adjusted due to a change in accounting methods when IFRS 16 was introduced, see [6] in the Group Appendix of the Annual Report 2019. In addition, the figures for  
the previous year were adjusted due to the change in how selected topics that are of subordinate importance overall are posted.  
Expenditure for material and supplies covers both the original material costs of the vehicle production as well as additional material costs (for example tariffs, insurances and freight).  
2
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18  
Combined separate non-financial report  
1
.2  
Introduction  
The Sustainability and Mobility department is under the  
direct organisational supervision of the Chairman of the  
Board of Management within the Corporate Strategy divi-  
sion. This unit is responsible for global sustainability man-  
agement. Its tasks include:  
SUSTAINABILITY  
MANAGEMENT  
1
Fundamentals  
–
Identifying challenges and opportunities for  
sustainable operations  
1.1 Strategy  
·
1.2 Sustainability management  
At the BMW Group, our business is based on sustainable  
value creation and responsible corporate governance prin-  
ciples. To ensure compliance with these principles across  
all divisions of the company, we have defined clear guide-  
lines and responsibilities. These are supported by oversight  
and incentive systems.  
– Developing and monitoring sustainability goals  
– Further developing, specifying and integrating  
sustainability into the individual divisions, taking  
the entire value chain into account  
– Ensuring the cooperation of all departments in the  
company involved in sustainability  
1
1
1
.3 Stakeholder dialogue  
.4 Compliance and human rights  
.5 Product safety  
2
–
Helping to deliver a sustainable mobility system,  
especially in urban areas  
Products and services  
Involving the Board in sustainability management  
3
The Board of Management governs the BMW Group under  
its own responsibility, acting in the interests of the com-  
pany and with the aim of achieving sustainable growth in  
value. It determines the strategic orientation of the enter-  
prise and ensures its implementation. The Board of Man-  
agement is also responsible for ensuring compliance with  
all provisions of the law and internal regulations as well  
as for adequate risk management and controlling. The  
Supervisory Board advises and supervises the Board of  
Management in conducting its duties (dual management  
Managing sustainability on a long-term basis  
The Board of Management works to ensure that the Group’s  
Production and  
value creation  
Strategy NUMBER ONE  
> NEXT is aligned with sustain-  
ability in the long term. The special-purpose Sustainabil-  
ity Board was fully involved in regular Board of Manage-  
ment meetings in 2019, allowing sustainability issues to be  
even more consistently integrated into the company’s deci-  
sion-making processes. Since then, sustainability issues  
have been treated like every other topic and discussed as  
needed at fortnightly Board of Management meetings. All  
specificꢀdecisionsꢀreferredꢀtoꢀtheꢀBoardꢀofꢀManagementꢀareꢀ  
subject to a mandatory sustainability evaluation. The deci-  
sions to be made by the Board of Management are prepared  
by the Strategy and Structure Working Group. This group  
consists of the top management of the company divisions  
and also addresses sustainability issues. The BMW Group’s  
governance principles are set down in the • Corporate Gov-  
4
Employees and society  
Appendix  
system). • GRI 102-18  
Following the restructuring of the BMW Group’s Corpor-  
ate Strategy division, there is now joint responsibility for  
sustainability and mobility. This involves taking the changes  
in mobility systems and their impacts on the BMW Group  
into account, analysing these changes and impacts in view  
of requirements for doing business sustainably, evaluating  
these changes and impacts, and translating them into stra-  
tegic assumptions for the company. At the same time, the  
operational duties related to environmental management  
system oversight at our various locations were transferred  
to the relevant central department.  
ernance Code. • GRI 102-18, 102-19, 102-20, GRI 102-26, 102-27, GRI 102-31  
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•
19  
Combined separate non-financial report  
Sustainability established as corporate objective  
Introduction  
Sustainability has been integrated at all corporate levels of  
the BMW Group since 2009 as a strategic objective based  
onꢀspecificꢀtargetsꢀandꢀmetrics.ꢀSustainabilityꢀisꢀthereforeꢀ  
an explicit component of the company’s management sys-  
tem. First, this means that every major issue and project  
must be measurable in terms of sustainability as a corpor-  
ate objective. This way, we ensure that, in addition to eco-  
nomic factors, environmental and social aspects are also  
accounted for in the decision-making process. It also means  
that sustainability as a corporate objective is broken down  
to the level of business areas and divisions. As a result, the  
personal targets set for managers include sustainability  
aspectsꢀandꢀcriteriaꢀwhichꢀhaveꢀanꢀeffectꢀonꢀtheirꢀperform-  
1
Fundamentals  
1.1 Strategy  
·
1.2 Sustainability management  
1.3 Stakeholder dialogue  
1.4 Compliance and human rights  
1.5 Product safety  
2
ance-based remuneration. • GRI 102-19, GRI 102-28  
Products and services  
Rewarding sustainable business success  
The Supervisory Board decides on the level of compensation  
received by members of the Board of Management, orient-  
ing its decisions on the sustainable development of the  
BMW Group. Bonuses are also based in part on personal  
performance, evaluated primarily according to qualitative  
criteria. These criteria include environmental innovation  
3
Production and  
value creation  
4
(e.ꢁg.ꢀreductionꢀofꢀcarbonꢀemissions),ꢀleadershipꢀaccomplish-  
Employees and society  
ments and the ability to lead change processes. Additional  
criteria are: enhancing the company’s attractiveness as an  
employer, progress in the implementation of the diversity  
concept, which is presented to the Supervisory Board in a  
report, as well as activities that advance corporate citizen-  
ship in the BMW Group. • Compensation Report within the Annual  
Appendix  
Report 2019  
•
GRI 102-27, GRI 102-28, GRI 102-35  
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•
2
0
Combined separate non-financial report  
1
.3  
These interactions are based on our • Stakeholder Engagement  
Policy.ꢀItꢀdefinesꢀtheꢀgoalsꢀofꢀtheꢀdialogue,ꢀdeterminesꢀtheꢀ  
criteria for identifying and prioritising our stakeholders  
and provides a template for a range of suitable dialogue  
Introduction  
STAKEHOLDER DIALOGUE  
1
formats and communication channels. • GRI 102-42  
Fundamentals  
Continuousꢀandꢀsystematicꢀidentificationꢀandꢀprioritisationꢀ  
of relevant stakeholders and their topics of interest is a cor-  
nerstone of stakeholder dialogue. To this end, we regularly  
carryꢀoutꢀ“stakeholderꢀmapping”ꢀonꢀstrategicallyꢀimport-  
ant topics at all relevant locations. We cover issues brought  
up by our stakeholders, as well as topics about which we  
actively seek out our stakeholders’ views.  
As a globally active enterprise, the BMW Group operates  
in a sensitive, highly connected world. Our production and  
ourꢀproductsꢀhaveꢀanꢀimpactꢀonꢀtheꢀenvironmentꢀandꢀaffectꢀ  
the interests of a variety of stakeholders. At the same time,  
the viewpoints, decisions and actions of our stakeholders  
have a decisive impact on the success of our enterprise. We  
therefore engage in ongoing dialogue regarding sustain-  
ability topics with our stakeholders in relevant markets  
and at all our locations.  
1.1 Strategy  
1.2 Sustainability management  
·
1.3 Stakeholder dialogue  
1
.4 Compliance and human rights  
.5 Product safety  
1
2
Some of the major topics our stakeholders raised with us  
in 2019 were:  
Products and services  
Our long-term involvement in the UN’s climate change  
conferences (COPs) is an important platform for our inter-  
action with stakeholders, with the most recent of these  
– Combating climate change (in particular,  
3
CO emissions)  
2
Production and  
value creation  
– Human rights in the supply chain (in particular, raw  
events held in Madrid in 2019  
.
materials for electromobility applications)  
–
Sustainableꢀfinance  
4
In dialogue with our stakeholders, we want to build trust,  
understand positions, identify trends as well as build on and  
consolidate partnerships. In doing so, we also deliberately  
address critical issues and debates.  
Some of the major topics on which we solicited our stake-  
holders’ views were:  
Employees and society  
Appendix  
–
Key aspects of corporate responsibility (responsibility  
for products and production, responsibility for  
resources, responsibility for the supply chain, respon-  
sibility for the mobility of the future, responsibility  
Thisꢀhelpsꢀusꢀtoꢀanalyseꢀmoreꢀeffectivelyꢀwhatꢀnextꢀstepsꢀ  
are required or are expected of us in the individual areas  
of action in sustainability management. At the same time,  
by engaging in dialogue, we can show in a transparent  
manner what scope we see for action when confronted  
with current challenges and the prerequisites and frame-  
work conditions that are important to us. With every type  
of stakeholder dialogue we engage in, feedback from our  
stakeholders is always factored into the company’s stra-  
tegic considerations.  
for employees, social responsibility) • GRI 102-44  
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•
21  
Combined separate non-financial report  
Our next steps:  
Introduction  
The BMW Group plans to continue to engage in dialogue  
with our stakeholders next year, both regionally and glob-  
ally. In addition to the ongoing dialogue, we use our estab-  
lished formats in order to meet stakeholders’ needs to dis-  
cuss current topics.  
1
Fundamentals  
1.1 Strategy  
As in previous years, we plan to hold a dialogue with our  
stakeholders in 2020 in our most important core markets:  
Europe, Asia and North America. These discussions will  
focus on various aspects of corporate responsibility.  
1
.2 Sustainability management  
·
1.3 Stakeholder dialogue  
1
.4 Compliance and human rights  
.5 Product safety  
1
Likewise, we also want to continue to engage in dialogue  
with our investors and analysts. As a result, in addition to  
our daily conversations, we plan to once again participate  
in socially responsible investment (SRI) roadshows and  
2
Products and services  
conferencesꢀinꢀtheꢀglobalꢀfinancialꢀcentresꢀinꢀ2020  
.
3
Production and  
value creation  
4
Employees and society  
Appendix  
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•
2
2
Other strategically relevant topics  
When engaging in dialogue with political stakeholders in  
the main markets, the following topics are key for the  
BMW Group:  
Introduction  
Transforming urban mobility  
1
Trafficꢀjams,ꢀhighꢀlevelsꢀofꢀairꢀpollutionꢀandꢀassociatedꢀ  
restrictions on quality of life present enormous challenges,  
particularly in regional conurbations. We discuss these  
problems and possible solutions with our stakeholders, who  
have increasingly been highlighting their expectation that  
companies should assume responsibility when it comes to  
transforming mobility in urban areas. Our urban mobility  
experts are also in close contact with cities and municipal-  
ities.  
– Support for electromobility and comprehensive  
expansion of charging infrastructure  
– Political control of emission limits without discrim-  
inating against individual drive technologies and  
vehicle concepts  
Fundamentals  
1.1 Strategy  
1.2 Sustainability management  
– Continued development of the regulatory framework  
for autonomous driving and digital networks  
– Supportꢀforꢀnewꢀefficiency-enhancingꢀtechnologies  
– Realistic relationship between emission targets and  
emission measurement methods  
– Consistency between supply-side and demand-side  
decarbonisation policies  
– Ensuringꢀaꢀsufficientꢀsupplyꢀofꢀcriticalꢀrawꢀmaterials  
·
1.3 Stakeholder dialogue  
1
.4 Compliance and human rights  
.5 Product safety  
1
2
We primarily develop our sustainable mobility solutions at  
our research and development centre in Munich, supported  
by our BMWꢀ Groupꢀ technologyꢀ officesꢀ inꢀ Mountainꢀ  
Viewꢁ/ꢁUS,ꢀ Shanghaiꢁ/ꢁCN,ꢀ Tokyoꢁ/ꢁJP,ꢀ Seoulꢁ/ꢁKRꢀ andꢀ Telꢀ  
Avivꢁ/ꢁIL.ꢀProximityꢀtoꢀtheꢀtechnologicalꢀhotspotsꢀofꢀtheꢀ  
world facilitates exchange with important stakeholders in  
order to develop innovations and technologies for urban  
mobility. The challenges and needs determined on this  
basisꢀareꢀthenꢀchannelledꢀintoꢀspecificꢀresearchꢀprojects.  
Products and services  
3
As a general rule, the BMW Group supports the pricing of  
scarce public goods to ensure that the transport system is  
managedꢀmoreꢀefficiently.  
Production and  
value creation  
4
Operating as a sustainable participant in the  
financial market  
Employees and society  
Decarbonisation and digitalisation are currently in the  
spotlight of social and political debate. There is an increas-  
ing degree of overlap between the two phenomena, as con-  
nectedꢀtechnologiesꢀofferꢀsignificantꢀopportunitiesꢀtoꢀmakeꢀ  
transportꢀmoreꢀefficientꢀ(and,ꢀinꢀturn,ꢀmoreꢀenvironmen-  
tally friendly with lower emissions levels). These possibil-  
ities range from better route planning to user-friendly inte-  
gration of public and private mobility options.  
A regular, in-depth dialogue with the capital market has  
always been regarded as a high priority for the BMW Group.  
Investors and analysts are giving increasing consideration  
to environmental, social and governance (ESG) aspects in  
their investment recommendations and decisions. Through  
Appendix  
face-to-face meetings and conversations, as well as road  
-
showsꢀandꢀconferencesꢀheldꢀatꢀinternationalꢀfinancialꢀcen-  
tres, we share information about the latest developments  
in the area of sustainability and the key focus areas that  
form part of our business strategy.  
From the BMW Group’s point of view, there must be favour-  
ableꢀconditionsꢀinꢀplaceꢀforꢀcompaniesꢀtoꢀeffectivelyꢀpro-  
vide these mobility services.  
TheꢀEuropeanꢀCommissionꢀpresentedꢀitsꢀsustainableꢀfinanceꢀ  
actionꢀplanꢀforꢀtheꢀfinancingꢀofꢀsustainableꢀgrowthꢀinꢀ  
March 2018,ꢀbeforeꢀdetailingꢀspecificꢀproposalsꢀforꢀlegallyꢀ  
binding regulations in May 2018. With the proposed regu-  
lationꢀforꢀaꢀEuropeanꢀUnionꢀclassificationꢀsystemꢀ(“taxon-  
omy”),ꢀstandardisedꢀcriteriaꢀareꢀtoꢀbeꢀestablishedꢀtoꢀdeter-  
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•
2
3
mine whether the economic activity of an enterprise is  
environmentally) sustainable, with the aim of helping the  
Engaging in a transparent dialogue with political  
decision-makers  
Introduction  
(
EU’s economy transition to a more environmentally friendly  
and sustainable circular economy. From the BMW Group’s  
perspective, these developments cannot be permitted to  
By engaging in active and open dialogue with political  
decision-makers, union representatives, associations and  
NGOs, we play a constructive and transparent role in help-  
ing to shape the general political framework for our busi-  
nessꢀactivities.ꢀWeꢀofferꢀourꢀexpertiseꢀtoꢀhelpꢀpromoteꢀfairꢀ  
competitionꢀforꢀallꢀinvolvedꢀandꢀfindꢀsustainableꢀsolutions.ꢀ  
We regard this as an important aspect of our corporate  
responsibility.  
1
result in disproportionate disadvantages for European com  
panies in the face of international competition. The EU’s  
legislative process on the taxonomy is expected to be com-  
-
Fundamentals  
1.1 Strategy  
pletedꢀinꢀtheꢀfirstꢀquarterꢀofꢀ2020  
.
1.2 Sustainability management  
·
1.3 Stakeholder dialogue  
Sustainability is also a factor that the BMW Group takes  
into consideration when it comes to pension fund invest-  
ments. The company regularly examines compliance with  
sustainability standards during the process of allocation  
of asset management mandates. The BMW pension fund  
is already selectively invested in various liquid asset classes  
with a targeted ESG focus. In the illiquid asset class, part  
of the fund has already been invested into targeted SDG  
achievementꢀefforts.ꢀInꢀaddition,ꢀclimateꢀrisksꢀassociatedꢀ  
with the fund are measured at regular intervals with the  
aim of long-term risk reduction.  
1
.4 Compliance and human rights  
.5 Product safety  
Ourꢀpoliticalꢀofficesꢀareꢀresponsibleꢀforꢀglobalꢀcommunica-  
tionsꢀonꢀenvironmental,ꢀfinancialꢀandꢀsocio-politicalꢀissues,ꢀ  
as well as dealing with relevant economic policy and indus-  
try-specificꢀissues.  
1
2
Products and services  
Inꢀtheseꢀefforts,ꢀweꢀalwaysꢀholdꢀaꢀclearꢀposition,ꢀwhichꢀweꢀ  
communicate transparently to external parties, including  
to critical stakeholders and regardless of the target audi-  
ence we are addressing. This principle also applies to  
issues such as climate change, where we have pledged to  
respect the Paris Climate Agreement and have long been  
committedꢀtoꢀprotectingꢀtheꢀclimate.ꢀThisꢀisꢀalsoꢀreflectedꢀ  
• see in our ambitious targets for electromobility, our produc-  
chapter 2.2 and  
tion facilities and our supply chain. In addition, as part  
chapter  
of the Science Based Targets initiative, we have joined  
other vehicle manufacturers in supporting a method for  
establishingꢀadequateꢀcompany-specificꢀtargetsꢀforꢀglobalꢀ  
3
Production and  
value creation  
4
Involvement in associations  
Employees and society  
The BMW Group is a member of various associations in a  
number of countries. Our membership is voluntary in the  
majority of cases, although there are some situations in  
which these memberships are necessary to comply with  
legal requirements.  
2.3  
Appendix  
value chain CO emissions.  
2
In all of these cases, the BMW Group’s role is to commu-  
nicate its position to obtain information about the stances  
the associations adopt. However, this does not mean that  
the BMW Group’s stances are fully in line with those of  
theꢀassociations.ꢀIfꢀthereꢀareꢀsignificantꢀdiscrepancies,ꢀtheꢀ  
company will consider which options are available for deal-  
ing with this situation.  
To provide greater transparency, the BMW Group always  
discloses its most important association memberships on  
its website. • BMW Group website • EU Transparency Register  
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24  
Main feedback from our stakeholders in the 2019  
dialogues on the topic “Responsibility in times of  
transformation”  
• see The stakeholders’ feedback painted a relatively balanced  
1.08  
Introduction  
graphic  
picture here, with participants expecting the BMW Group  
to adequately address all areas of corporate responsibility.  
In 2019, we held four • BMW Group dialogue meetings, in which  
we discussed corporate responsibility and sustainability  
with local stakeholders. These events were held in Tel  
Avivꢁ/ꢁIL,ꢀSanꢀLuisꢀPotosíꢁ/ꢁMX,ꢀSeoulꢁ/ꢁKRꢀandꢀMunichꢁ/ꢁDE.ꢀ  
The conversations touched on various aspects of corporate  
responsibility:  
•
GRI 102-44  
1
Fundamentals  
Ensuring respect for human rights and environmental  
standards in the supply chain  
1.1 Strategy  
Human rights in the supply chain are becoming an increas-  
ingly relevant topic in our stakeholder outreach. As a result,  
the BMWꢀGroupꢀfrequentlyꢀheardꢀaboutꢀspecificꢀissuesꢀfromꢀ  
this area in 2019. The discourse around sustainable raw  
material procurement is highly important to the BMW Group,  
andꢀweꢀmakeꢀregularꢀeffortsꢀtoꢀengageꢀinꢀaꢀproductiveꢀdia-  
logue on the subject. For instance, in March 2019, experts  
from the BMWꢀGroupꢀmetꢀwithꢀstakeholdersꢀinꢀBerlinꢁ/ꢁDE,ꢀ  
to discuss critical raw material supply chains.  
1.2 Sustainability management  
·
1.3 Stakeholder dialogue  
–
–
–
–
–
–
Responsibility for products and production  
Responsibility for resources  
Responsibility for the supply chain  
Responsibility for the mobility of the future  
Responsibility for employees  
1
.4 Compliance and human rights  
.5 Product safety  
1
2
Social responsibility  
Products and services  
We also discussed whether certain areas of corporate  
responsibility are more important than others and should  
be pursued more actively by the BMW Group.  
3
In addition to internal measures to increase transparency  
in our supply chain, we are involved in projects such as the  
Production and  
value creation  
•
Responsible Cobalt Initiative.  
4
Employees and society  
Stakeholder feedback about other aspects of corporate responsibilityꢀ1  
•
Appendix  
G1.08  
Willingness  
to spend more than  
an extra 10 %  
7
%
8
%
8 %  
7
%
9 %  
8
%
Willingness  
to spend up to  
an extra 10 %  
41 %  
38 %  
36 %  
3
4 %  
33 %  
3
0 %  
Responsibility for  
products/production  
Responsibility for  
resources  
• chapter 3  
Responsibility in the  
supply chain  
Responsibility  
for the mobility of  
the future  
Responsibility  
for employees  
• chapter 4  
Social  
responsibility  
• chapter 4  
•
chapters 2 and 3  
• chapter 3  
•
chapter 2  
1
5
00 people were surveyed in each of four locations: Mexico City, Munich, Seoul and Tel Aviv. We asked them the following questions: In which of the following BMW Group activity areas would improvements  
motivate you to pay more for a product or service? And how much more would you be willing to spend?  
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•
GRI 102-44  
Back  
•
2
5
During the year under review, the BMW Group, BASF SE,  
Samsung SDI and Samsung Electronics jointly launched the  
industry-wide Cobalt for Development pilot project in Kol-  
wezi, in the Democratic Republic of the Congo. To this end,  
we and the other project initiators commissioned the  
Deutsche Gesellschaft für Internationale Zusammenarbeit  
Local partners such as governmental authorities and small-  
scale mining cooperatives were involved in developing and  
implementing the measures from the outset, which was  
intended to strengthen local ownership and the sustaina-  
bilityꢀofꢀtheꢀefforts.ꢀTheꢀofficialꢀlaunchꢀinꢀSeptemberꢀ2019  
was attended by national government representatives as  
well as representatives from civil society and business.  
Introduction  
1
Fundamentals  
(GIZ) GmbH to investigate how living and working condi-  
tions can be improved over a period of three years at an  
artisanal cobalt mine site and in surrounding communities.  
1.1 Strategy  
1.2 Sustainability management  
·
1.3 Stakeholder dialogue  
1
.4 Compliance and human rights  
.5 Product safety  
1
Stakeholder groups and forms of dialogue  
•
G1.09  
2
Capital market  
Products and services  
Dialogue, conferences and technology workshops with investors and analysts  
Dialogue in the context of industry initiatives, joint events, training courses,  
presentations, supplier risk assessments  
Suppliers  
Networks  
and associations  
3
Production and  
value creation  
Participation of company experts in committees and working groups,  
memberships of initiatives and associations  
Political  
d e c i s i o n - m a k e r s  
Available to answer questions from policymakers and provide information to  
political decision-makers on relevant topics from the company’s perspective  
4
Employees and society  
Visiting universities and colleges, talks, discussions, dialogue events  
with students  
Research  
Dialogue within the context of press trips, press releases, information events on  
new products, test drives, trade fairs  
Mass media  
BMW Group  
in dialogue  
Appendix  
Dialogue with sales organisations and  
coordinating units of importers  
Business partners  
Local stakeholders  
Discussions with local residents, plant tours, press engagements  
Civil society and  
NGOs  
Face-to-face meetings/dialogue, responding to enquiries  
Dialogue with employees and managers, employee surveys, idea management,  
internal media  
Employees  
Surveys (including a corporate reputation study), social media, trade fairs,  
mass media  
Customers  
•
GRI 102-40, 102-43  
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2
6
Combined separate non-financial report  
1
.4  
In the year under review, we stepped up our activities to  
Introduction  
raise compliance awareness. Under the motto “We are com  
pliance”,ꢀweꢀhostedꢀtheꢀfirstꢀBMW Group Compliance Day  
at all our German plants and at locations worldwide, with  
interactive formats to engage the workforce.  
-
COMPLIANCE AND  
HUMAN RIGHTS  
1
Fundamentals  
To strengthen our company-wide compliance network, we  
invited around 130ꢀComplianceꢀManagersꢀfromꢀdifferentꢀ  
markets to a BMW Group Compliance Conference. In  
addition to specialist lectures and a panel discussion, the  
conference also provided an opportunity for best practice  
sharing.  
1
1
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
Sustainability goal:  
·
1.4 Compliance and human rights  
.5 Product safety  
1
The aim of our compliance management system is to  
ensure legal conformity of all BMW Group activities.  
Managing compliance  
2
Our company-wide compliance management system is ori-  
ented towards the BMW Group’s risk situation and also  
coversꢀtheꢀFinancialꢀServicesꢀsegment.ꢀWithꢀdefinedꢀstruc-  
turesꢀandꢀprocesses,ꢀitꢀcreatesꢀaꢀcompany-specificꢀregula-  
tory framework, so that every employee is aware of their  
compliance responsibility and lawful conduct is systemat-  
ically ensured. Key components of this system include inter-  
nal compliance regulations, legal monitoring, complaint  
Responsible and lawful conduct is firmly established as  
part of the BMW Group’s corporate culture. We strongly  
believe in respect for human rights and are committed to  
observance of such rights at all of our locations. We also  
expect this from our business partners throughout the  
value chain.  
Products and services  
3
Production and  
value creation  
4
and case management, compliance controls and compli  
-
Key measures:  
ance reporting, as well as compliance training and com-  
munications activities. • Annual Report 2019  
Employees and society  
The BMW Group regards integrity and compliance with  
the law as basic requirements for long-term business rela-  
tionships. Clear values and guidelines, together with a com-  
prehensive compliance management system, enable us to  
build trust among our customers, business partners, share-  
holders and the general public, thereby laying the founda-  
tion for the long-term success of our company.  
Appendix  
The compliance management system is applied to all com-  
pliance topics: in particular, to prevent corruption and anti-  
competitive conduct and to ensure respect for human  
rights – especially the core labour standards of the • Inter-  
national Labour Organization (ILO) – at all our locations.  
In our annual compliance reporting, we also ask all organ-  
isational units of the BMW Group to conduct a local risk  
assessment of potential for human rights violations. Their  
responses form the basis for developing further measures  
Establishing legal conformity within the BMW Group  
The BMW Group Legal Compliance Code forms the basis  
of our compliance management system. It spells out the  
Board of Management’s commitment to compliance as a  
joint responsibility and underlines all employees’ obligation  
to act responsibly and in compliance with applicable laws.  
to minimise risks. • GRI 412-1  
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7
Combined separate non-financial report  
Implementing labour standards and respect for human  
rights worldwide  
Due diligence processes:  
Introduction  
The • BMW Group Code on Human Rights and Working Conditions,  
published in 2018 along with the Joint Declaration on  
Human Rights and Working Conditions in the BMW Group,  
clarifiesꢀhowꢀtheꢀBMW Group promotes respect for human  
rights and implements the core labour standards of the ILO  
in its business activities worldwide. In the year under review,  
the Code was presented at international human rights con-  
ferences and through targeted communications campaigns  
inꢀdifferentꢀmarkets.  
Systematically ensuring lawful conduct  
To systematically reduce compliance-related and reputa-  
tional risks, the Board of Management created a Compli-  
ance Committee to control and monitor the necessary activ-  
ities. The scope and intensity of our compliance activities  
are determined on the basis of an annual company-wide  
compliance risk assessment. Company-wide compliance  
management activities are implemented at operational level  
by the BMWꢀGroupꢀComplianceꢀCommitteeꢀOfficeꢀandꢀ  
more than 70 local compliance functions across the  
BMW Group.  
1
Fundamentals  
1
1
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
·
1.4 Compliance and human rights  
.5 Product safety  
1
Specificꢀhumanꢀrightsꢀrisksꢀariseꢀinꢀtheꢀsupplyꢀchainꢀdueꢀ  
to the collaborative, continent-spanning nature of value cre-  
ation processes in the automotive industry. For this reason,  
we have integrated human rights into the BMW Group  
sustainabilitystandardforthesuppliernetwork• GRI 412-3 and  
established an appropriate risk management process.  
2
Compliance with and implementation of the BMW Group  
Legal Compliance Code and internal compliance regula-  
tions are audited regularly by Corporate Audit. The  
BMWꢀGroupꢀComplianceꢀCommitteeꢀOfficeꢀalsoꢀconductsꢀ  
additional spot checks in conjunction with a forensic service  
provider, focusing primarily on corruption prevention and  
antitrust compliance. In 2019, we launched a pilot project  
aimedꢀatꢀrefiningꢀtheseꢀspotꢀchecksꢀandꢀachievingꢀbetterꢀ  
coverage of BMW Group National Sales Companies and  
financialꢀservicesꢀcompanies.ꢀTheꢀorganisationalꢀunitsꢀforꢀ  
audit are selected on the basis of a company-wide compli-  
Products and services  
• see  
chapter 3.3  
3
Production and  
value creation  
In addition to the company’s international purchasing terms  
and conditions, BMW Group importer contracts also con-  
tain a clause on compliance and human rights, which will  
also gradually be included in all dealer contracts world-  
wide by the end of 2020. Human rights obligations are also  
taken into account in choosing sites and in investment  
4
Employees and society  
decisions. • GRI 205  
-
2
,
412  
-
3
ance risk assessment. • GRI 205-1  
Appendix  
Inꢀanꢀeffortꢀtoꢀmeetꢀincreasingꢀrequirementsꢀinꢀtheꢀareaꢀofꢀ  
human rights, we discuss various legislative proposals  
through associations and initiatives and participate in the  
Automotive Industry Dialogue as part of the German gov-  
ernment’s National Action Plan on Business and Human  
Rights. The German Federal Ministry of Labour and Social  
AffairsꢀfeaturedꢀaꢀpracticalꢀexampleꢀfromꢀtheꢀBMW Group  
on its • CSR website. We also co-founded the Human Rights  
Working Group of the • German Institute for Compliance in 2019  
and are represented on its governing board.  
Employees can address any questions relating to compli-  
ance to their managers or the BMW Group Compliance  
Contact. Non-employees may also use the option to report  
possible infringements. Within the company, possible vio-  
lations of the law can be reported anonymously via the  
BMW Group SpeakUP Line. The BMW Group Compliance  
CommitteeꢀOfficeꢀinvestigatesꢀreportsꢀandꢀinitiatesꢀmeas-  
ures to address any issues.  
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•
2
8
Combined separate non-financial report  
Identifying and minimising risk in the financial services  
business  
Theꢀonlineꢀtrainingꢀ“AntitrustꢀCompliance”ꢀisꢀalsoꢀmanda-  
toryꢀforꢀmanagersꢀandꢀstaffꢀwhoꢀmayꢀbeꢀexposedꢀtoꢀanti-  
trust risks as a result of their functions or in certain cir-  
cumstances.ꢀWeꢀalsoꢀcontinueꢀtoꢀofferꢀclassroomꢀtrainingꢀ  
on antitrust law.  
Introduction  
Dueꢀtoꢀtheꢀnatureꢀofꢀitsꢀproductsꢀandꢀprocesses,ꢀtheꢀfinan-  
cialꢀservicesꢀbusinessꢀentailsꢀspecificꢀrisks.ꢀOurꢀfocusꢀhereꢀ  
is on anti-money laundering measures, compliance with  
financialꢀsanctions,ꢀinformationꢀprivacyꢀandꢀdataꢀ ꢀp rotection,ꢀ  
fraud prevention, legislative and regulatory monitoring, as  
well as consumer lending protection. To address the risks  
inꢀtheseꢀareas,ꢀaꢀ“complianceꢀcoordination”ꢀfunctionꢀwasꢀ  
created within the Financial Services segment as a dele-  
gated function of the BMW Group Compliance Committee  
Office.ꢀBasedꢀonꢀanꢀannualꢀtrendꢀanalysis,ꢀitꢀidentifiesꢀnewꢀ  
orꢀmodifiedꢀregulatoryꢀrequirementsꢀinꢀtheꢀfinancialꢀser-  
vicesꢀsectorꢀandꢀdefinesꢀtheꢀnecessaryꢀmeasures.ꢀImple-  
mentation by the BMWꢀGroup’sꢀfinancialꢀservicesꢀcompa-  
nies worldwide is tracked on a quarterly basis. Compliance  
is incorporated into the target management process for the  
FinancialꢀServicesꢀsegment.ꢀIntegrationꢀofꢀspecificꢀtargetsꢀ  
into our balanced scorecard system underlines the impor-  
tance of this topic and helps monitor implementation. We  
also use a management system to identify risks of non-com-  
pliance with internal and external regulations at an early  
stage.  
1
Fundamentals  
ꢀ
1
Number of employees with a valid  
1
1
1
.1 Strategy  
“Compliance Essentials” certificate:  
.2 Sustainability management  
.3 Stakeholder dialogue  
over  
·
1.4 Compliance and human rights  
.5 Product safety  
1
4
8,500  
2
2
019  
Products and services  
over 44,000  
3
2
018  
Production and  
value creation  
ꢀ
1
Number of employees with a valid “Antitrust  
Compliance” certificate:  
4
Employees and society  
over  
Results and performance indicators:  
Appendix  
Compliance and human rights training expanded  
35,000  
The aim of our training programme is to reinforce compli-  
ance in our corporate culture. With the creation of the  
BMW Group Compliance Academy in 2019, existing  
employeeꢀtrainingꢀoptionsꢀwereꢀrestructuredꢀandꢀrefined.  
2
019  
over 22,000  
2
018  
Theꢀ“ComplianceꢀEssentials”ꢀtrainingꢀusesꢀcaseꢀstudiesꢀtoꢀ  
convey the content of the BMW Group Legal Compliance  
Code. The section on corruption prevention also covers the  
aspects of corporate hospitality and gifts. The training is  
mandatory for BMW Group managers and optional for all  
1
The training modules must be repeated every two years by the employees required to take  
them.  
other employees. • GRI 205-1, 205-2, 412-2  
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•
2
9
Combined separate non-financial report  
Weꢀorganiseꢀspecificꢀtrainingꢀonꢀtheꢀsubjectꢀofꢀhumanꢀrights.ꢀ  
Staffꢀatꢀallꢀhumanꢀresourcesꢀdepartmentsꢀworldwideꢀhaveꢀ  
received training on the BMW Group Code on Human  
Rights. Additional training on human rights topics was  
also held at our units in various Asian countries, for ex-  
ample. These internal training courses are primarily geared  
towards managers and focus groups such as purchasing  
Introduction  
1
Fundamentals  
staff.ꢀ• GRI 412-2  
1
1
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
Theꢀeffectivenessꢀofꢀourꢀcomplianceꢀmanagementꢀsystemꢀ  
is regularly reviewed by the BMW Group Compliance Com  
mittee. This process aims to ensure the legal conformity  
-
·
1.4 Compliance and human rights  
.5 Product safety  
1
of BMW Group activities. We view the increase in our train  
ingꢀfiguresꢀinꢀtheꢀyearꢀunderꢀreviewꢀasꢀanꢀindicatorꢀthatꢀ  
employees are receiving appropriate information and have  
greater awareness of compliance.  
-
2
Products and services  
3
Our next steps:  
Production and  
value creation  
Over the coming years, we will continue to expand our  
compliance network and use webinars and classroom  
events at our Munich location in Germany to provide the  
newꢀComplianceꢀOfficersꢀwithꢀanꢀintroductionꢀtoꢀtheirꢀrole.ꢀ  
We also plan to introduce further IT-based solutions to  
makeꢀourꢀcomplianceꢀmanagementꢀsystemꢀmoreꢀefficientꢀ  
andꢀmoreꢀeffective.  
4
Employees and society  
Appendix  
On the training side, we will continue to develop the  
BMW Group Compliance Academy and expand our train-  
ing on human rights.  
Monitoring for the German National Action Plan on Business  
and Human Rights should be concluded in 2020. We also  
remain committed to the German government’s Auto-  
motive Industry Dialogue, which promotes respect for  
human rights at German automotive companies and in  
their global supply and value creation chains, together with  
other stakeholders.  
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•
3
0
Other strategically relevant topics  
Fine issued by the Federal Cartel Office in connection  
with purchase of long steel products  
Introduction  
European Commission antitrust allegations against five  
German automobile manufacturers  
On 21 November 2019,ꢀtheꢀFederalꢀCartelꢀOfficeꢀconcludedꢀ  
proceedings against several automobile manufacturers,  
including the BMW Group. The investigations focused on  
purchasingꢀpricesꢀforꢀlongꢀsteelꢀproducts.ꢀPurchasesꢀofꢀflatꢀ  
steel,ꢀwhichꢀplaysꢀaꢀmuchꢀmoreꢀsignificantꢀroleꢀinꢀautomo-  
tiveꢀproduction,ꢀareꢀnotꢀaffected.  
1
In July 2017, the media reported on suspected antitrust  
infringements in the German automotive industry as a  
result of anticompetitive agreements between German  
manufacturers. Following an inspection at the BMW Group  
in October 2017, the European Commission opened for-  
mal proceedings in connection with antitrust allegations  
againstꢀfiveꢀGermanꢀautomobileꢀmanufacturersꢀonꢀ18 Sep-  
tember 2018 and provided its statement of objections relat-  
Fundamentals  
1
1
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
The BMW Group has agreed to settle the legal proceedings  
andꢀacceptedꢀaꢀfineꢀofꢀ28 million euros. BMW Group  
ꢀe mployeesꢀdoꢀnotꢀfaceꢀanyꢀfines.ꢀ  
·
1.4 Compliance and human rights  
.5 Product safety  
1
ing to the ongoing antitrust investigation on  
5
April 2019.  
There is no connection with the antitrust allegations against  
fiveꢀGermanꢀmanufacturersꢀthatꢀareꢀtheꢀsubjectꢀofꢀanꢀ  
investigation by the European Commission. Although the  
BMW Group acknowledges its wrongdoing in this case, the  
company’s position on the allegations made by the Euro-  
2
–
–
The BMW Group has reviewed the objections and  
information provided by the European Commission  
very carefully and submitted a reply to the authority.  
The BMW Group views these proceedings as an  
attempt to equate permissible coordination of  
industry positions on the regulatory framework  
with unlawful cartel agreements.  
Products and services  
3
pean Commission remains unchanged. • GRI 206-1  
Production and  
value creation  
–
The BMW Group will use all legal means to contest  
the European Commission’s allegations, if necessary.  
4
Employees and society  
In this context, the BMW Group wishes to underline the  
clear distinction between potential violations of antitrust  
law and illegal manipulation of exhaust gas treatment –  
which the BMW Group has not been accused of.  
Appendix  
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•
31  
International conventions and principles  
Introduction  
Our models for ensuring compliance with environmental  
and social standards throughout the value chain are based  
on various internationally recognised guidelines. This  
applies in particular to the • Guidelines for Multinational Enter-  
prises issued by the Organisation for Economic Cooperation and Devel-  
opment (OECD), the • UN Guiding Principles on Business and Human  
Rights, the content of the • ICC Business Charter for Sustainable  
Development and the • United Nations Environment Programme’s  
1
Fundamentals  
1
1
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
(
UNEP) International Declaration on Cleaner Production.  
·
1.4 Compliance and human rights  
.5 Product safety  
With the signing of the • UN Global Compact by the BMW AG  
Board of Management in 2001 and the introduction of the  
1
•
Joint Declaration on Human Rights and Working Conditions in the  
2
BMW Group, we committed to abide by internationally rec-  
ognisedꢀhumanꢀrightsꢀand,ꢀspecifically,ꢀtheꢀILO core labour  
standards.ꢀ Thisꢀ commitmentꢀ isꢀ alsoꢀ reflectedꢀ inꢀ theꢀ  
Products and services  
•
BMW Group Code on Human Rights and Working Conditions which  
3
hasꢀbeenꢀratifiedꢀbyꢀtheꢀBoardꢀofꢀManagementꢀandꢀemployeeꢀ  
representatives. Our due diligence process for human rights  
is geared towards the UN Guiding Principles on Business  
Production and  
value creation  
and Human Rights. • GRI 102-12, 102-16  
4
Employees and society  
Appendix  
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•
3
2
Combined separate non-financial report  
1.5  
Key measures:  
Introduction  
PRODUCT SAFETY  
The safety of our vehicles is a central component of our  
product responsibility as a premium manufacturing com-  
pany. We take a holistic approach to safety and security  
that includes technical solutions, training, information and  
data protection, based on our desire to meet our customers’  
high expectations for safety, comfort and convenience.  
1
Fundamentals  
1
1
1
1
.1 Strategy  
Sustainability goal:  
.2 Sustainability management  
.3 Stakeholder dialogue  
.4 Compliance and human rights  
Using safety systems to minimise risks  
The BMW Group offers its customers and other road  
users the highest safety standards  
The active and passive safety measures used in our vehicles,  
which meet the highest quality standards, allow us to  
reduce the risk of accidents and injuries faced by our cus-  
tomers and other road users.  
·
1.5 Product safety  
The BMW Group follows the principle of “safety first”.  
The active and passive safety systems used in our vehicles  
ensure greater safety on the road, and we avoid the use of  
substances hazardous to human health in our production  
processes. We also inform our customers about all the  
safety aspects of our products while enabling them to rec-  
ognise and overcome dangerous situations by taking  
driver safety training.  
2
These safety measures include perfect chassis tuning,  
strengthenedꢀpassengerꢀcompartments,ꢀeffectiveꢀbrakes,ꢀ  
airbags and driver assistance systems.  
Products and services  
3
Production and  
value creation  
Reducing hazardous materials – protecting health and  
the environment  
Starting at the design stage for our vehicles, we consciously  
avoid the use of problematic materials and take active steps  
to minimise emissions in the passenger compartment. In  
this way, we seek to ensure that legal requirements for  
product safety, protection of human health and the envir-  
onment are taken into account around the world for each  
phase of the vehicle life cycle (from development to use to  
recycling to disposal).  
4
Employees and society  
Appendix  
In addition, all vehicles that belong to the BMW, MINI and  
Rolls-Royce brands are equipped with passenger compart-  
mentꢀairꢀfiltersꢀasꢀstandardꢀcomponents,ꢀwhichꢀfilterꢀoutꢀ  
pollutants and particles such as dust or pollen from the  
outside air.  
Comprehensive information on safety aspects  
We give our customers access to comprehensive informa-  
tion on how to correctly use our products and services.  
Information about health and safety and how to properly  
use our vehicles is available in our integrated owner’s hand-  
book, which comes in both print and electronic editions  
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3
3
Combined separate non-financial report  
(
as a smartphone app or online resource). In addition to  
Our BMWꢀCarDataꢀserviceꢀoffersꢀcustomersꢀtransparencyꢀ  
and comprehensive protection for their vehicle and its data.  
As a result, customers have full data sovereignty and can  
decide at any time what data to share with service pro-  
vidersꢀ(suchꢀasꢀworkshops,ꢀinsuranceꢀcompaniesꢀandꢀfleetꢀ  
managers) in exchange for a custom-tailored service. The  
customer’s consent is required for personalised data to be  
passed on to third parties.  
Introduction  
this, there is also information about the vehicle and addi-  
tional background information on services, accessories and  
components.  
1
Improving skills and awareness with driver training  
In over 30 countries, the BMWꢀGroupꢀoffersꢀtrainingꢀforꢀ  
BMW cars, MINI cars and BMW motorcycles. We use the  
BMW and MINI Driving Experience to raise awareness of  
dangerous situations, helping to improve road safety.  
Fundamentals  
1
1
1
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
.4 Compliance and human rights  
BMW CarData was launched in Germany in May 2017 and  
rolled out across Europe in 2019. Plans are currently being  
made to introduce the service in other markets. Thanks to  
the programme’s transparent and secure data transfer, the  
BMW Group is able to promote the development of other  
innovative services based on vehicle data.  
In the year under review, we expanded our range of train-  
ing courses in response to our customers’ needs and the  
increasingꢀsignificanceꢀofꢀelectromobility.ꢀAllꢀinꢀall,ꢀweꢀ  
·
1.5 Product safety  
2
trained over 135  
,000 participants at international training  
locations in 2019  
.
Products and services  
Improving safety with automated driving  
Protecting data effectively  
The BMW Group is working on automated driving concepts  
in order to further improve vehicle and product safety. Our  
customers’ꢀconfidenceꢀinꢀtheꢀsafetyꢀofꢀtheirꢀvehiclesꢀplaysꢀaꢀ  
key role, especially with regard to connected and autono-  
mous driving.  
3
Given the spread of digitalisation, aspects such as data pro-  
tection, data security and cybersecurity are becoming ever  
more important. For the BMW Group, privacy by design  
means ensuring that the need to safeguard customers’ data  
is taken into account at an early stage during the develop-  
ment of features and services, with the aim of ensuring  
transparency, informational self-determination and data  
security. In order to maintain an appropriate level of pro-  
tection, we apply our Security by Design approach. This  
involves examining products and services for security  
aspects throughout the entire product life cycle.  
Production and  
value creation  
4
Given the growing relevance of this issue, we entered into  
a partnership with Daimler in 2019, which will allow us to  
work together on developing new security technologies for  
automatedꢀdrivingꢀapplicationsꢀwhileꢀbenefitingꢀfromꢀourꢀ  
combined synergy. One of the measures we would like to  
bring about is an industry-wide standard covering product  
safety factors in this area.  
Employees and society  
Appendix  
The BMW Group’s product responsibility includes the trans-  
fer of vehicle data to third parties. For security reasons,  
data is only ever to be transferred via a secure web-based  
data backend.  
As a result, none of the BMW Group’s vehicles are directly  
connected to the Internet, minimising the risk of hackers  
gaining access to the vehicle or the driver’s personalised  
data. The point of access to the Internet is controlled via a  
gateway and monitored by an administrator.  
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3
4
Combined separate non-financial report  
Due diligence processes:  
Results and performance indicators:  
Introduction  
Guaranteeing safety through systematic management  
Our vehicles are developed and manufactured in strict  
compliance with quality management systems. All models  
are subject to thorough audits with regard to vehicle safety.  
Continuous improvement of safety  
By constantly developing and improving our safety sys-  
tems, we are helping to reduce the risk of accidents and  
injuries for all road users. An important indicator for us is  
the European New Car Assessment Program (EuroNCAP),  
an evaluation scheme for vehicle safety. The results for our  
newly launched vehicles in 2019 (three top EuroNCAP  
1
Fundamentals  
Our quality management also covers the use of the vehicles.  
We monitor our products on the market and follow up on  
any reports relating to safety. If required, we will immedi-  
ately inform the responsible authorities and introduce all  
necessary measures to protect our customers.  
1
1
1
1
.1 Strategy  
.2 Sustainability management  
.3 Stakeholder dialogue  
.4 Compliance and human rights  
ratings in 2019 for the BMW 1 Series,  
3 Series and Z4)  
underline the BMW Group’s credentials as a company com-  
mitted to meeting industry safety standards for premium  
manufacturers.  
·
1.5 Product safety  
Even if there is an indication that a component may be  
faulty but does not present an immediate danger, we carry  
out voluntary technical campaigns. This involves the ve-  
hicles being inspected and, if necessary, the faulty compon-  
ents being replaced.  
2
Our next steps:  
Products and services  
In the years to come, we will keep working to enhance the  
safety of our vehicles even further. Our particular focus  
will be on connected and automated driving.  
3
Production and  
value creation  
In the event of a safety risk, we carry out technical meas-  
ures in cooperation with the responsible authorities. The  
BMW Group has established committees, processes and  
organisations for this purpose, which are managed by the  
central department for Product Support, Technical Cam-  
4
Employees and society  
paigns and Warranty Costs. • GRI 416-1  
Appendix  
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•
Introduction  
PRODUCTS AND SERVICES  
1
Fundamentals  
2
2
·
Products and services  
2
.1 Emissions of  
CO and pollutants  
2
2
2
.2 Electromobility  
.3 Mobility patterns  
3
Production and  
value creation  
4
Employees and society  
Appendix  
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•
3
6
Combined separate non-financial report  
Introduction  
PERFORMANCE INDICATORS  
1
Fundamentals  
CO emissions of BMW Group Automobiles  
CO emission reduction of BMW Group  
2
2
(
EU-28) in g/km  
Automobiles (EU-28) compared to the  
base year 1995 in %  
2
·
Products and services  
1
27  
2
.1 Emissions of  
4
2
CO and pollutants  
1
2
2
019  
2
2
.2 Electromobility  
.3 Mobility patterns  
2
019  
1
28  
128 122  
1 2  
2017 2017  
1
42  
42  
2017  
2
018  
3
2
018  
1
Figure adjusted due to introduction of the WLTP test procedure  
According to NEDC test procedure  
Production and  
value creation  
2
4
Electrified vehicles*  
Cumulated number since 2013  
Electrified vehicles*  
Annual sales  
Employees and society  
Appendix  
5
04,369  
146,160  
2
019  
2019  
3
58,209  
215,824  
142,385  
103,103  
2
018  
2017  
2018  
2017  
Public charging points accessible with  
ChargeNow number  
2
70,000  
2
019  
*
Delivery figures have been adjusted retrospectively going back to 2015. The basis for the  
adjustments is a change in the methodology used to collate data for the BMW Group’s most  
important markets (China, USA, Germany, UK, Italy and Japan). The retrospective adjust-  
ment enables better comparability. Additional information can be found in the Annex under  
2
23,000  
137,000  
2017  
Search  
“Additional information on delivery figures.”  
2
018  
Back  
•
Sustainability goal  
Products and services  
EMISSIONS OF CO AND POLLUTANTS  
2
By 2020, the BMW Group will have reduced  
CO emissions in the European new vehicle fleet  
2
(
EU-28) by at least 50% compared to the base  
year 1995.  
Efficient and cost-effective: the plug-in hybrid BMW 330e*  
consumes between and l/100 km according to WLTP.  
1.  
6
1.7  
*
2
See consumption and CO data, p. 138  
3
8
Combined separate non-financial report  
2
.1  
Key measures:  
Introduction  
EMISSIONS OF CO AND  
POLLUTANTS  
2
Lowering emissions with efficiency technologies and  
solutions for pollutant reduction  
In our conventional drive vehicles, we currently achieve  
1
Fundamentals  
theꢀmostꢀeffectiveꢀimpactꢀonꢀloweringꢀCO and pollutant  
2
emissionsꢀthroughꢀourꢀefficiencyꢀtechnologiesꢀandꢀthroughꢀ  
specificꢀsolutionsꢀforꢀpollutantꢀreduction.  
2
Sustainability goal:  
Products and services  
The BMWꢀGroupꢀisꢀcontinuingꢀtoꢀconcentrateꢀitsꢀeffortsꢀonꢀ  
By 2020, the BMW Group will have reduced CO emis-  
sions in the European new vehicle fleet (EU-28) by at  
least 50 % compared to the base year 1995  
reducing fuel consumption and CO emissions. For example,  
2
2
·
2.1 Emissions of  
the BMW 520d* and 520d Touring* models were launched  
with 48-volt technology in 2019. These models, powered  
by a 140ꢀkWꢁ/ꢁ190 Hp four-cylinder diesel engine, reduce  
fuel consumption by up to 0.3 litres per 100 km. The mild  
hybrid technology with a 48-volt electrical system will be  
gradually rolled out for our diesel and petrol engines in all  
CO and pollutants  
2
2
2
.2 Electromobility  
.3 Mobility patterns  
Climate change and the burdens placed on air quality,  
especially in cities, are among the key challenges we face.  
We therefore consistently strive to reduce emissions of  
3
CO and pollutants in the development of our vehicle fleet  
series. This will help to further reduce the CO emissions  
2
2
Production and  
value creation  
so that we can continue to meet the statutory limits world-  
wide.  
of our conventional drive vehicles.  
Reducing local emissions of nitrogen oxide (NO ) in par-  
ticular is key to improving urban air quality. For this rea-  
son, all diesel models of the BMWꢀGroupꢀhaveꢀbeenꢀfittedꢀ  
x
4
Incentives for sustainable mobility also play an important  
role in the purchase decision of customers. Besides buyer’s  
premiums and reduced taxes, examples of these include  
exceptions to potential traffic restrictions as well as prefer-  
ential treatment in lane usage and parking concessions for  
electrified vehicles. We respond to the growing envir-  
onmental awareness of many customers by expanding our  
portfolio of low-emission, efficient vehicles. They can select  
the right drivetrain technology for their mobility needs  
thanks to our Power of Choice concept.  
Employees and society  
withꢀaꢀhighlyꢀeffectiveꢀcombinationꢀofꢀaꢀNO storage cata-  
x
lytic converter (NSC) and a SCR system (SCR, Selective  
Catalytic Reduction) with urea injection (AdBlue) since  
mid-2018 (except for MINI 3-door cars, 5-door cars and  
convertible models). The larger MINI diesel models also  
use these technologies.  
Appendix  
Reducing global CO emissions is also imperative when it  
2
comesꢀtoꢀprotectingꢀtheꢀclimate.ꢀInꢀlightꢀofꢀthis,ꢀourꢀEffi-  
cientꢀDynamicsꢀprojectsꢀhaveꢀhelpedꢀusꢀintegrateꢀefficiencyꢀ  
technologies in our vehicles since 2007, in accordance with  
theꢀspecificꢀrequirementsꢀofꢀindividualꢀmodels,ꢀenginesꢀ  
and the respective markets.  
By taking measures to reduce the emissions of CO and  
pollutants, we act in line with the UN Sustainable Devel-  
2
opment Goals (SDGs) 3 (Good health and well-being), 9  
Industry, innovation and infrastructure), 12 (Responsible  
consumption and production) and 13 (Climate action).  
(
*
2
See consumption and CO data, p. 138  
3
9
Combined separate non-financial report  
Offering more electrified models  
Our models with electric drivetrains also do their part in  
We intend to continue to meet the EU emissions targets in  
Introduction  
2020 and 2021, and beyond. In view of the global CO ꢀfleetꢀ  
2
lowering CO and pollutant emissions. To familiarise cus-  
tomers as well as possible with electromobility, we launched  
targets, the BMW Group pursues the clear objectives of  
meeting limits and, where we consider it to be appropriate,  
surpassing these. For example, together with other vehicle  
manufacturers we reached an agreement with the US state  
2
1
Fundamentals  
the fully electric battery model (BEV  
)
BMWi3* in 2013 and  
* in 2014  
the plug-in hybrid model (PHEV BMW  
)
i
8
.
of California which aims to reduce emissions by 3.7% per  
In addition to the BMWi vehicles, we have seven BMW  
PHEV models as well as a MINI BEV and PHEV model that  
weꢀofferꢀourꢀcustomersꢀworldwide.ꢀByꢀ2023, two years ear-  
lierꢀthanꢀpreviouslyꢀintended,ꢀweꢀplanꢀtoꢀofferꢀatꢀleastꢀ25  
electrifiedꢀmodels,ꢀofꢀwhichꢀmoreꢀthanꢀhalfꢀwillꢀbeꢀpurelyꢀ  
electric.  
year in the period between 2022 to 2026. We are planning  
toꢀvoluntarilyꢀalignꢀourꢀfleetꢀinꢀallꢀ50 states and apply a uni-  
form standard in accordance with this guideline.  
2
Products and services  
·
2.1 Emissions of  
In the EU, for example, we supported the development of the  
harmonised test procedure WLTP (Worldwide Harmonized  
Light Vehicles Test Procedure) through the VDA (German  
Association of the Automotive Industry) and ACEA (Euro-  
CO and pollutants  
2
2
2
.2 Electromobility  
.3 Mobility patterns  
AsꢀpartꢀofꢀourꢀPowerꢀofꢀChoiceꢀconcept,ꢀweꢀofferꢀflexibil-  
ity when it comes to technology options. Customers can  
choose the right drivetrain technology for their mobility  
needs. Following the launch of the BEV model, as of 2020  
pean Automobile Manufacturers’ Association).  
•
GRI 102-13  
3
Production and  
value creation  
the BMW  
X
3
ꢀisꢀourꢀfirstꢀmodelꢀthatꢀoffersꢀaꢀchoiceꢀbetweenꢀ  
Due diligence processes:  
a conventional, PHEV or BEVꢀengine.ꢀThisꢀflexibilityꢀisꢀalsoꢀ  
important in that it allows us to meet regulatory require-  
mentsꢀinꢀtheꢀdifferentꢀmarkets.  
Systematically taking account of emission reduction in  
product development  
4
Employees and society  
The above-mentioned aspects of product responsibility are  
an integral part of the target systems and organisational  
processes in our vehicle development units.  
Supporting the development of harmonised regulations  
Theꢀdiversityꢀandꢀlackꢀofꢀharmonisationꢀofꢀdifferentꢀregu-  
lations at the national and supranational level present us  
withꢀhugeꢀchallengesꢀandꢀhaveꢀaꢀsignificantꢀimpactꢀonꢀcus-  
tomer demand. The BMW Group supports the develop-  
ment of nationally, and where possible internationally, har-  
monised guidelines, since they make an important contri-  
bution towards combating climate change and improving  
air quality. This harmonisation results in dependable and  
predictable guidelines.  
Appendix  
We consistently take our reduction targets and market-spe-  
cificꢀfleetꢀrequirementsꢀintoꢀaccountꢀduringꢀproductꢀdevel-  
opment.ꢀToꢀdoꢀso,ꢀweꢀdefineꢀspecificꢀtargetsꢀforꢀemissionꢀ  
reduction over the whole life cycle for new vehicle projects  
in each product line. This extends from the development  
of vehicles, via the supply chain and production, right up  
toꢀutilisation,ꢀandꢀfinallyꢀvehicleꢀrecycling.  
•
see  
With this life cycle engineering, we intend to carry through  
our vision of achieving a substantial improvement from  
one vehicle generation to the next. We manage the imple-  
mentation of targets and evaluation of progress in the devel-  
opment process by applying the Life Cycle Assessment in  
chapter 2.2  
accordance with ISO standard 14040ꢁ/ꢁ44  
.
Search  
*
2
See consumption and CO data, p. 138  
Back  
•
4
0
Combined separate non-financial report  
Life cycle engineering  
•
Introduction  
G2.01  
1
Fundamentals  
2
Manufacturing  
Use  
Recycling  
X3  
Products and services  
Model year 2010  
X3  
−10 %  
·
2.1 Emissions of  
Model year 2014  
CO and pollutants  
X3  
2
Model year 2017  
2
2
.2 Electromobility  
.3 Mobility patterns  
3
Production and  
value creation  
4
Employees and society  
0
50,000  
Mileage (km)  
150,000  
200,000  
Appendix  
The BMW Group’s Strategy unit is responsible for monitor-  
ingꢀandꢀrefiningꢀourꢀtargets.ꢀInꢀaddition,ꢀtheꢀCompleteꢀ  
Vehicle Architecture unit coordinates the development and  
implementation of fuel-saving technologies in individual  
vehicle projects, which are implemented for example  
throughꢀEfficientꢀDynamicsꢀmeasures.  
Search  
Back  
•
41  
Combined separate non-financial report  
Results and performance indicators:  
TheꢀaverageꢀfleetꢀCO emissions of the BMW Group per  
2
ꢀ
1
Introduction  
kilometre in 2019 were 140 g CO ꢀ/ꢁkm (calculation for the  
2
Further reduction in emissions  
key markets of EU-28  
equals a % reduction compared to the previous year  
2018  
, USA, China, Japan and Korea). This  
1
The average CO emissions of our European new vehicle  
0.7  
2
Fundamentals  
ꢀ
1
ꢀ
1
fleetꢀ(EU-28) were 127ꢀgꢁ/ꢁkm in 2019 (internal BMW Group  
(
: 141 g CO ꢀ/ꢁkm ). • GRI 305-3, 305-5  
2
calculation).ꢀWeꢀthereforeꢀreducedꢀfleetꢀfuelꢀconsumptionꢀ  
ꢀ
1
by  
1
ꢀgꢁ/ꢁkmꢀinꢀtheꢀyearꢀunderꢀreviewꢀ(2018  
:
128ꢀgꢁ/ꢁkm ). The  
Since the beginning of the 1990s,ꢀweꢀhaveꢀsignificantlyꢀ  
reducedꢀpollutantꢀemissionsꢀbyꢀrefiningꢀourꢀtechnologies.ꢀ  
In Europe alone, the exhaust emissions of the new vehicle  
fleetꢀofꢀdieselꢀcarsꢀwereꢀreducedꢀbyꢀmoreꢀthanꢀ90% between  
fleetꢀvalueꢀconsistsꢀofꢀanꢀaverageꢀfuelꢀconsumptionꢀofꢀ  
5
.
0
l
2
ꢀ
1
1
dieselꢁ/ꢁ100 km and  
6.0  
ꢀlꢀpetrolꢁ/ꢁ100 km .  
Products and services  
The BMW Group reduced CO emissions of its newly sold  
1992 and 2019 compared to Euro  
limit values of the Euro standards Euro  
0
, in accordance with the  
2
·
2.1 Emissions of  
vehicles in Europe by around 42  
value) between 1995 and 2019 2018: approx. 42%). Adjusted  
for the switch from NEDC to NEDC correlated, the decrease  
during this period was around 40%.  
.4  
% (calculated as a NEDC  
1
•
to Euro 6. GRI 305-7  
CO and pollutants  
2
(
2
2
.2 Electromobility  
.3 Mobility patterns  
The introduction of new models with drivetrain technolo-  
gies that ensure lower emissions and pollutants continues  
•
GRI 302-5, 305-5  
toꢀhaveꢀaꢀpositiveꢀeffectꢀonꢀourꢀaverageꢀfleetꢀCO emissions.  
2
3
Fleet CO emissions in 2019 were slightly reduced com-  
Weꢀexpandedꢀourꢀproductꢀrangeꢀtoꢀtwelveꢀelectrifiedꢀmod-  
els at the end of 2019.  
2
pared to the previous year, which is in part due to the strong  
growthꢀinꢀsalesꢀofꢀelectrifiedꢀmodels.ꢀHere,ꢀtheꢀBMW Group  
exceeded the previously announced target of having  
Production and  
value creation  
5
00  
,
000ꢀelectrifiedꢀvehiclesꢀonꢀtheꢀroadꢀsinceꢀ2013 by sell-  
000 units.  
4
ing around 504  
,
Employees and society  
In the USA, the average fuel consumption for the model  
ꢀ
2
year 2019 was 35  
.
7
mpg for passenger cars (model year  
Appendix  
ꢀ
2
2
2
018  
018  
mpg or167 g CO ꢀ/ ꢁkm (modelyear2018  
:
:
35  
29.  
.
1
mpg) and 29  
.8  
mpg for light trucks (model year  
ꢀ
4
mpg). The average CO ꢀemissionsꢀofꢀbothꢀfleetsꢀisꢀ  
2
ꢀ
2
ꢀ
2
3
3
.
7
:
168 g CO ꢀ/ ꢁkm,ꢀ  
2
2
internal BMW calculation). In China, average petrol con-  
ꢀ
3
sumption was  
6.1  
ꢀlꢁ/ꢁ100 km in 2019  
(
2018  
:
6
.
2
ꢀlꢁ/ꢁ100 km),  
ꢀ
2
and the median CO emissions were 144 g CO ꢀ/ꢁkm (2018  
:
2
2
1
47 g CO ꢀ/ꢁkm).ꢀ  
•
GRI 302-5, 305-5  
2
1
Since September 2018 all vehicles in the EU must be licensed according to the new  
WLTP test cycle. However, the EU Commission will not start using WLTP to calculate fleet  
2
CO emissions until 2021. As a result, WLTP fleet emissions must be retroactively  
calculated as NEDC values for the purposes of reporting until and in 2020.  
Basis: USC (United States Combined)  
Basis: NEDC (New European Driving Cycle)  
2
3
Search  
Back  
•
4
2
Combined separate non-financial report  
Our next steps:  
From the perspective of the BMW Group, modern diesel  
engines will continue to play an important role. We will  
thereforeꢀcontinueꢀtoꢀworkꢀonꢀhighlyꢀeffectiveꢀair-purityꢀ  
technologies for our vehicle portfolio in 2020. And we will  
further optimise our combustion engines with 48-volt recu-  
peration systems and maximum emission reduction. All  
MINI and BMW models with three-cylinder diesel engines  
Introduction  
The BMW Group sees itself as a driving force in the devel-  
opment of sustainable individual mobility. In this process,  
weꢀfocusꢀonꢀbothꢀincreasinglyꢀefficient,ꢀcleanꢀcombustionꢀ  
engines and electromobility. Our EfficientꢀDynamicsꢀpack-  
ageꢀofꢀmeasuresꢀhasꢀplayedꢀaꢀroleꢀinꢀsignificantlyꢀreducingꢀ • see  
the fuel consumption, CO emissions and pollutant emis-  
sions of our vehicles since 2007. We intend to continue on  
this successful path with innovative approaches in the areas  
of combustion engine drive, aerodynamics and lightweight  
design.  
1
Fundamentals  
chapter 2.2  
as well as the BMW  
have met future exhaust emission standard Euro  
July 2019. From March 2020 onwards, all remaining models  
will be gradually converted to meet Euro d.  
X1* and X  
2
* models with a 25d engine  
2
2
6
d since  
Products and services  
6
·
2.1 Emissions of  
CO and pollutants  
2
Our customers and the public are asking critical questions  
about the future of diesel technology. We want to respond  
to these questions and communicate the advantages of  
diesel technology with transparency and open discussion.  
2
2
.2 Electromobility  
.3 Mobility patterns  
We see further potential for reducing fuel consumption  
andꢀpollutantꢀemissionsꢀinꢀtheꢀelectrificationꢀofꢀtheꢀdrive-  
train and the use of new digital services such as intermodal  
routing,ꢀreal-timeꢀtrafficꢀandꢀsearchingꢀforꢀparkingꢀspacesꢀ  
3
online. We are developing new models for 2020  
(BEV: BMW  
Production and  
value creation  
iX ,* PHEV BMW 1 25e,* X2 25e,* BMW 3-Series Tour-  
3
:
X
ing 330e* and 330e xDrive*). Since March 2019, we have  
offeredꢀtheꢀPHEV models BMW 3-Series Sedan 330e,*  
4
5
-Series Sedan 530e,* 745e,* X  
Roadster* and, since July 2019, the MINI Countryman  
Cooper SE* with the latest Gen eDrive PHEV technology.  
The BMW xDrive 30e* model was added to this range  
in December 2019  
5 xDrive45e,* i8 Coupe* and  
Employees and society  
i8  
4
X
3
Appendix  
.
The BMWiX3*ꢀmodelꢀwillꢀbeꢀfittedꢀwithꢀtheꢀfifthꢀ ꢀg enerationꢀ  
of the electric drivetrain following the start of production  
in 2020. In 2021, we will start producing the BMW and  
the BMW NEXT models. Following initial success with  
i4  
i
navigation-data-supported transmission control and the  
driving assistant, we are also investing in further research  
and development in this area.  
Search  
*
2
See consumption and CO data, p. 138  
Back  
•
4
3
Other strategically relevant topics  
In this regard, the German government assists the federal  
statesꢀandꢀaffectedꢀcitiesꢀinꢀcomplyingꢀwithꢀtheꢀapplicableꢀ  
air quality limits as quickly as possible and in exploiting  
the full potential of all measures seeking to reduce nitro-  
gen without restricting mobility. These include modern air  
protection plans and municipal measures, such as creating  
intelligent infrastructure, converting diesel buses and taxis,  
digitalisingꢀtrafficꢀsystemsꢀandꢀexpandingꢀelectromobility.ꢀ  
The BMW Group welcomes this concept and, in addition  
to the national • BMW UMWELTPRÄMIE (environmental pre-  
Introduction  
1
Emissions caused by diesel engines  
More and more cities worldwide are taking action to  
improve air quality, particularly in highly congested city  
Fundamentals  
centres. Reducing particulate matter and NO is an important  
x
starting point. Besides promoting alternative emission-free  
drivetrains and an improved range of mobility services,  
someꢀcitiesꢀareꢀalsoꢀintroducingꢀtrafficꢀrestrictionsꢀforꢀindi-  
vidual road sections or entire zones.  
2
Products and services  
mium), the • BMW UMWELTPRÄMIE+ (environmental premium  
·
2.1 Emissions of  
plus)ꢀwasꢀofferedꢀuntilꢀ31 December 2019 in selected cit-  
ies,ꢀwhichꢀaimsꢀtoꢀspeedꢀupꢀtheꢀrejuvenationꢀofꢀtheꢀcarꢀfleetꢀ  
andꢀthusꢀmakeꢀaꢀquickꢀandꢀeffectiveꢀcontributionꢀtowardsꢀ  
reducing nitrogen oxide emissions. Realignment of the pre-  
miumꢀstructureꢀtoꢀspeedꢀupꢀfleetꢀrejuvenationꢀisꢀplannedꢀ  
CO and pollutants  
2
For example, older petrol models (exhaust emission stand-  
2
2
.2 Electromobility  
.3 Mobility patterns  
ards Euro  
permanently prohibited from entering the green zone in  
Parisꢁ/ꢁFR.ꢀDriversꢀofꢀolderꢀvehiclesꢀ(Euroꢀ to ) are required  
toꢀpayꢀanꢀadditionalꢀfeeꢀinꢀtheꢀinnerꢀcityꢀofꢀLondonꢁ/ꢁUK.ꢀ  
In Germany, older vehicles (Euro to , depending on the  
classificationꢀofꢀtheꢀgreenꢀzone)ꢀhaveꢀbeenꢀbannedꢀsinceꢀ  
007 from entering certain city regions following the intro-  
0 and 1) and diesel engine cars (Euro 0 to 2) are  
0
3
3
for 2020. • GRI 416-2  
0
3
Production and  
value creation  
In addition, the BMW Group engages in continuous inter-  
national dialogue with cities, inhabitants and authorities  
around the world in order to develop joint solutions and  
preventꢀtheꢀrestrictionꢀofꢀmobility.ꢀInꢀthisꢀregard,ꢀweꢀofferꢀ  
ourꢀcustomersꢀelectrifiedꢀvehicles,ꢀaccessꢀtoꢀmobilityꢀser-  
vices and low-emission petrol and diesel engines. From the  
perspective of the BMW Group, the modern diesel engine  
can also continue to make an important contribution towards  
improving air quality and achieving national and interna-  
2
duction of environmental badges. A total of 58 such green  
zones, of which 57 carry the maximum restriction of at  
least Euro 4 or Euro 3ꢀwithꢀparticleꢀfilter,ꢀnowꢀexistꢀinꢀGer-  
man cities.  
4
Employees and society  
Appendix  
However, despite these measures, the public debate still  
centred around urban air quality in the year under review,  
particularly in Germany. Independent of the establishment  
of these green zones, which predominantly target particu-  
late matter, the BMW Group introduced a diesel particle  
filterꢀasꢀaꢀwayꢀtoꢀeffectivelyꢀreduceꢀparticulateꢀmatterꢀ ꢀs everalꢀ  
years before the legal requirement came into force. The cur-  
rent diesel models of the BMW Group are also proving to  
tional CO reduction targets in the short and medium term.  
2
A diesel engine emits up to 15 % less CO than a petrol  
2
engine and there is still no comprehensive infrastructure  
for alternative drivetrain technologies. In the view of the  
BMWꢀGroup,ꢀmodernisingꢀtheꢀvehicleꢀfleetꢀisꢀanꢀefficientꢀ  
way to reduce pollution. Political framework conditions at  
European level can provide important incentives for speed-  
ing up the market penetration of low-emission diesel.  
beꢀmoreꢀefficientꢀatꢀreducingꢀtheꢀamountꢀofꢀNO they emit.  
x
They are thus more environmentally friendly compared to  
theꢀaverageꢀfleet.ꢀInꢀseveralꢀGermanꢀcities,ꢀmuchꢀstricterꢀ  
trafficꢀrestrictionsꢀforꢀdieselꢀmodelsꢀ(emissionsꢀlevelꢀEuroꢀ  
Onꢀtheꢀotherꢀhand,ꢀretrofittingꢀtheꢀhardwareꢀofꢀdieselꢀcars,ꢀ  
which is currently a topic of political discussion in Ger-  
many only, is not worthwhile in our opinion. The priority  
is to improve air quality as quickly as possible. In this con-  
text,ꢀretrofittingꢀtheꢀhardwareꢀofꢀBMW Group vehicles is  
notꢀanꢀoption.ꢀRetrofittingꢀhardwareꢀincreasesꢀtheꢀweightꢀ  
of vehicles and their level of fuel consumption. Advances  
4
and, in some cases, 5) have already been decided upon  
and introduced.  
Search  
Back  
•
4
4
inꢀdieselꢀtechnologyꢀcannotꢀbeꢀeffectivelyꢀtransferredꢀtoꢀ  
series vehicles developed years ago with a technical solu-  
tion developed at a later point in time. Comprehensively  
retrofittingꢀhardwareꢀwouldꢀonlyꢀhelpꢀtoꢀimproveꢀairꢀ qꢀ ualityꢀ  
muchꢀtooꢀlate.ꢀItꢀwouldꢀbeꢀseveralꢀyearsꢀbeforeꢀretrofittingꢀ  
systems for several model series that satisfy our quality re-  
quirements and have been tested for durability become  
available in a fast-track approval process. From our perspec-  
tive,ꢀincentivesꢀforꢀmodernisingꢀtheꢀexistingꢀfleetꢀofꢀdieselꢀ  
models in a fast-track process, in addition to software up-  
dates, would be a preferable solution. Such action would  
have a negative impact on the quality, consumption and  
As one of the market leaders for electromobility in Europe,  
Introduction  
• see we findꢀthatꢀtheꢀpoliticalꢀfactorsꢀpromotingꢀelectromobil-  
chapter 2.2  
ity have a considerable impact on our sales. Although there  
is a legal framework for the domestic market for electric  
1
Fundamentals  
vehicles in Europe with uniform guidelines for manufac  
turers,ꢀtheꢀaspectsꢀthatꢀaffectꢀcustomers,ꢀsuchꢀasꢀchargingꢀ  
infrastructureꢀandꢀsubsidies,ꢀareꢀdefinedꢀatꢀtheꢀnationalꢀ  
level with a high level of fragmentation within Europe. We  
believe that this structural asymmetry poses a risk. The  
EU requirements placed on vehicle manufacturers must be  
accompanied by an ambitious programme to increase the  
demandꢀforꢀelectrifiedꢀvehiclesꢀinꢀorderꢀtoꢀachieveꢀtheꢀgreat-  
estꢀpossibleꢀeffect.ꢀInꢀourꢀopinion,ꢀfragmentedꢀandꢀnationalꢀ  
policiesꢀhaveꢀlittleꢀeffect.  
-
2
Products and services  
·
2.1 Emissions of  
CO and pollutants  
2
CO emissions as well as on the performance of vehicles  
2
2
2
.2 Electromobility  
.3 Mobility patterns  
dueꢀtoꢀtheꢀnecessaryꢀvehicleꢀmodificationꢀandꢀhigherꢀweight.  
3
CO limits stepped up in the EU  
In December 2018, the EU decided to step up CO limits  
2
2
Production and  
value creation  
by 2030. By then, CO emissions of new vehicles are  
2
expected to be reduced by 37,5% compared to 2021. From  
the perspective of the BMW Group, this goal can only be  
achievedꢀbyꢀsignificantlyꢀincreasingꢀtheꢀshareꢀofꢀelectrifiedꢀ  
vehiclesꢀinꢀtheꢀnewꢀvehicleꢀfleet.ꢀThisꢀmeansꢀthatꢀroughlyꢀ  
one quarter of vehicles sold by the BMW Group would need  
toꢀbeꢀelectrifiedꢀbyꢀ2021, one third by 2025 and half by  
4
Employees and society  
Appendix  
2
030.ꢀWeꢀalreadyꢀofferꢀaꢀbroadꢀportfolioꢀofꢀmodelsꢀthatꢀweꢀ  
are continually expanding. However, the trends in our var-  
iousꢀmarketsꢀshowꢀthatꢀthisꢀrangeꢀisꢀperceivedꢀinꢀdifferentꢀ  
ways.  
Search  
Back  
•
4
5
Further key indicators  
to the new WLTP test cycle. A comparison of the reduction  
Introduction  
in CO in the BMWꢀGroup’sꢀnewꢀvehicleꢀfleetꢀandꢀtheꢀaver-  
2
ageꢀfleetꢀvalueꢀinꢀtheꢀEUꢀisꢀthereforeꢀonlyꢀusefulꢀforꢀtheꢀ  
period between 1995 and 2017,ꢀi.ꢁe.ꢀonꢀtheꢀbasisꢀofꢀtheꢀoldꢀ  
• see NEDC test cycle. This reveals that the BMW Group con-  
1
Development of CO emissions of BMW Group new  
vehicle fleet in the European Union  
The BMWꢀGroupꢀhasꢀsignificantlyꢀreducedꢀtheꢀCO emis-  
2
Fundamentals  
graphic 2.02  
tinuesꢀtoꢀmoveꢀcloserꢀtoꢀtheꢀaverageꢀfleetꢀemissionsꢀofꢀallꢀ  
2
sionsꢀofꢀitsꢀnewꢀvehicleꢀfleetꢀsinceꢀ1995 thanks to improve-  
mentsꢀinꢀefficiencyꢀ(forꢀexampleꢀthroughꢀBMWꢀEfficientꢀ  
Dynamics)ꢀandꢀtheꢀelectrificationꢀstrategy.ꢀSinceꢀSeptem-  
ber 2018 all vehicles in the EU must be licensed according  
new vehicles in the EU and is almost on par in terms of  
CO reduction, despite the fact that the majority of our  
2
2
vehicles are in the segment of medium and large vehicle  
classes. • GRI 305-5  
Products and services  
·
2.1 Emissions of  
CO and pollutants  
2
Development of CO emissions of BMW Group new vehicle fleet in the European Union  
•
2
2
2
.2 Electromobility  
.3 Mobility patterns  
G2.02  
Base year 1995 = 210 g CO /km  
2
2
30  
1
Since September 2018, all vehicles in the EU must be licensed according to the new  
WLTP test cycle. However, the EU Commission will not start using WLTP to calculate fleet  
3
2
CO emissions until 2021. As a result, WLTP fleet emissions must be retroactively calcu-  
lated as NEDC values for the purposes of reporting until and in 2020. The amended WLTP  
test constraints result in higher NEDC emissions (NEDC-correlated) in the retroactive  
Production and  
value creation  
210  
2
calculation. To guarantee comparability, the EU fleet CO emissions in 2017 (122 g/km  
NEDC) were converted into a correlated NEDC value of 128 g/km under WLTP test con-  
straints and disclosed for the first time in the second quarterly report of 2018. This value  
remained at 128 g/km in 2018. In 2019 it decreased by 1 g/km to 127 g/km.  
4
Employees and society  
Appendix  
(
compared  
to base year  
995)  
1
–
42.4 %  
130  
110  
1
1995  
1996  
1997  
1998  
1999  
2000  
2001  
2002  
2003  
2004  
Year  
2010  
2011  
2012  
2013  
2014  
2015  
2016  
2017  
2018  
2019  
Development of CO2 emissions of BMW Group new vehicle fleet in  
the EU from 1995 to 2017 (on the basis of the NEDC test cycle).  
Development of CO2 emissions of BMW Group new vehicle  
fleet in the EU (on the basis of the NEDC test cycle; provisional  
value for 2018). Source: the International Council on Clean  
Transportation (ICCT), 1995–2009; European Environment  
Agency (EEA), 2010–2019.  
Development of CO emissions of BMW Group new vehicle fleet  
in the EU from 2017 to 2019 (on the basis of the NEDC test cycle,  
2
retroactively calculated as an NEDC value for the purposes of  
1
comparability).  
Search  
Back  
•
Sustainability goal  
Products and services  
ELECTROMOBILITY  
The BMW Group is a leader in taking a holistic  
approach to premium electromobility.  
The fully electric MINI Cooper SE*. The BMW Group  
plans to offer 25 electrified models by 2023  
.
*
2
See consumption and CO data, p. 138  
47  
Combined separate non-financial report  
2
.2  
Key measures:  
Introduction  
ELECTROMOBILITY  
Achieving sustainability over the entire life cycle  
From the very beginning of the BMWi project, we have  
beenꢀoneꢀofꢀtheꢀfirstꢀmanufacturersꢀtoꢀpursueꢀtheꢀgoalꢀofꢀ  
1
Fundamentals  
consistently reducing the emissions of CO and other pol-  
2
lutants over the entire life cycle. We are continuously work-  
Sustainability goal:  
ing on this. As most of the CO emissions emitted by BEV  
arise from the manufacture of the essential components,  
s
2
2
Products and services  
The BMW Group is a leader in taking a holistic approach  
to premium electromobility  
• see we rely on renewable resourcesꢀandꢀhighlyꢀresource-effi-  
chapter 3.1  
cient and environmentally friendly production processes.  
2
.1 Emissions of  
CO and pollutants  
2
Electromobility is one of the central topics of the future  
when it comes to making urban living and traffic sustain-  
able. This is reflected again and again in our dialogue with  
Another decisive factor is the use of renewable energy  
sources in the BMW value chain: from the manufacture of  
energy-intensive materials such as CFRPꢀ(carbonꢀfibreꢀrein-  
forced polymer), to vehicle production and the BMW Green  
Energyꢀpackageꢀweꢀofferꢀourꢀcustomersꢀwhenꢀtheyꢀpur-  
chase their vehicle.  
·
2.2 Electromobility  
.3 Mobility patterns  
2
ꢀ
1
stakeholders. Our electrified vehicles combine the advan-  
tages of sustainable mobility and technological conveni-  
ence. Fully electric battery models (BEV) have zero local  
emissions and can significantly reduce traffic noise in cit-  
ies. Compared to the conventional drivetrain technology,  
they have a more efficient electric engine and quicker  
acceleration. This means that we can offer our customers  
an entirely new driving experience.  
3
Production and  
value creation  
Other approaches include the recycling and reuse of bat-  
teries, for example in stationary storage units for improved  
use of renewables.  
4
Employees and society  
Improving range and expanding our vehicle portfolio  
A key challenge for the success of electromobility is improv-  
ing the range of our vehicles. For example, we increased  
We intend to set standards in electromobility and contrib-  
ute towards fulfilling the Paris Climate Agreement. To • see  
underline our claim to leadership, we are aiming to contin-  
Appendix  
chapter 1.1  
ꢀ
2
the range of the BMW X5 PHEV from 31 km (2015, accord-  
3 2  
ꢀ
ing to the NEDC cycle) to 80 km , the BMW 530  
from 45 km (2017, according to the NEDC cycle) to 60 km3,  
ually increase the sales of our electrified vehicles by 2025  
.
e PHEV  
By 2021, we are planning to more than double sales com-  
pared to 2019. By taking measures to further enhance elec-  
tromobility, we are contributing to the UN Sustainable  
ꢀ
2
the BMW 330  
e
PHEV from 40 km (2016, according to the  
ꢀ
3
3 BEVꢀ from 300 km  
2
NEDC cycle) to 60 km and the BMW  
2016, according to the NEDC cycle) to 359 km . We have  
i
4
Development Goals (SDGs)  
energy), (Industry, innovation and infrastructure), 11  
Sustainable cities and communities), 12 (Responsible con-  
7
(Affordable and clean  
(
9
doubled the range of the BMWi3 compared to 2013. We are  
working towards our goal of continually increasing range  
by taking a number of measures.  
(
sumption and production) and 13 (Climate action).  
2
2
See consumption and CO data, p. 138  
3
Range already calculated on the basis of the new WLTP test cycle and retroactively calcu-  
lated as an NEDC value for the purposes of comparability. Range is dependent on various  
factors, particularly personal driving style, route characteristics, ambient temperature,  
heating/climate control and preheating/precooling. Provisional value.  
Range already calculated on the basis of the new WLTP test cycle and retroactively calcu-  
lated as an NEDC value for the purposes of comparability. Range is dependent on various  
factors, particularly personal driving style, route characteristics, ambient temperature,  
heating/climate control and preheating/precooling.  
4
1
The term “electrified vehicles” has varying definitions in the automotive industry.  
The BMW Group defines these as fully electric and plug-in hybrid vehicles that can be  
charged and driven purely electrically.  
4
8
Combined separate non-financial report  
To ensure that we reach sales targets for our electric and  
hybrid vehicles, we are gradually expanding our product  
Improving framework conditions in dialogue with  
policy-makers  
Introduction  
portfolio to 25ꢀelectrifiedꢀmodelsꢀbyꢀ2023. The BMW  
i
3
is • see  
From the perspective of the BMW Group, in many coun-  
tries there is still a need for governments to catch up in  
terms of political support for electromobility. We seek out  
dialogue with policy-makers regarding the consistency of  
policy measures on the supply and demand sides.  
1
chapter 2.1  
oneꢀofꢀtheꢀmodelsꢀofferedꢀbyꢀSHARE NOW, which is part  
of our joint venture with Daimler AG. Furthermore, we  
are always expanding our network of dealerships and train-  
ingꢀspecialisedꢀstaffꢀforꢀtheꢀsaleꢀofꢀelectrifiedꢀvehicles.ꢀThisꢀ  
package of measures is rounded out with focused market-  
ingꢀcampaignsꢀandꢀfinancingꢀoffersꢀforꢀelectrifiedꢀcars.  
Fundamentals  
2
We are involved, for example, in the Nationale Plattform  
Elektromobilität (National Platform for Electromobility –  
NPE) in Germany and the Agora Verkehrswende (Agora  
trafficꢀtransition).ꢀInternationally,ꢀtheꢀBMW Group is a  
member of the international advisory committee of China  
EV 100, as well as VELOZ,ꢀaꢀnon-profitꢀorganisationꢀinꢀtheꢀ  
• see US state of California which promotes electromobility.  
Products and services  
Facilitating rapid charging and improving access to  
charging stations  
2
.1 Emissions of  
CO and pollutants  
2
In collaboration with other carmakers, charging station  
operators, energy suppliers and grid operators, we are work-  
ing towards simplifying access to charging stations and the  
charging procedure. We are working to achieve this by  
deployingꢀourꢀspecialistꢀexpertiseꢀandꢀwithꢀfinancialꢀ ꢀs upport.  
·
2.2 Electromobility  
.3 Mobility patterns  
2
chapter 1.3  
3
Due diligence processes:  
Production and  
value creation  
In joint venture with IONITY, we plan to establish a  
high-performing rapid charging network with 400 rapid  
charging stations along major transport axes by 2020 at  
the European level. This will facilitate charging that is up  
to seven times faster than normal 50 kw stations. This  
means that appropriately equipped vehicles can be charged  
in ten to 15 minutes.  
Anchoring carbon footprints in product development  
A holistic, life cycle-oriented regard for environmental  
impact is an integral part of the target systems and organ-  
isational processes in our vehicle development.  
4
Employees and society  
We manage the implementation of targets and evaluation  
of progress in the development process by applying the  
Life Cycle Assessment in accordance with ISO standard  
14040ꢁ/ꢁ44. These carbon footprints allow us to determine  
at the development stage the environmental impact the  
vehicle will have during its life cycle. This also allows for  
comparison with predecessor models.  
Appendix  
We want to make electromobility even more convenient for  
both private customers and companies who operate whole  
fleetsꢀandꢀcontinueꢀtoꢀexpandꢀourꢀBMW 360° ELECTRIC  
product and service portfolio for state-of-the-art charging  
solutions. To promote electromobility among our own  
employees, we are increasing the number of charging points  
at BMW Group locations. We plan to install more than  
As an example, the • BMW 745Le, Environmental Report  
shows that, assuming standard consumption levels, the  
potential greenhouse gas values of a plug-in hybrid vehicle  
are around 33% lower over the entire life cycle than in a  
conventional reference vehicle, taking account of the EU-25  
electricity mix. Furthermore, when charging electricity  
comes from renewable energy, the emission values are  
reduced by around 58%.  
4,100ꢀchargingꢀpointsꢀforꢀelectrifiedꢀcarsꢀatꢀourꢀGermanꢀ  
locations by 2021. Charging options at work are becoming  
increasingly important for our employees as more and more  
ofꢀthemꢀareꢀdrivingꢀelectrifiedꢀvehiclesꢀofꢀtheꢀBMW Group.  
We plan to make about half of the charging points available  
to the public.  
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•
4
9
Combined separate non-financial report  
We consistently take our reduction targets and market-  
specificꢀfleetꢀrequirementsꢀintoꢀaccountꢀduringꢀproductꢀ  
development.ꢀToꢀdoꢀso,ꢀweꢀdefineꢀspecificꢀtargetsꢀforꢀopti-  
misation over the whole life cycle for new vehicle projects  
in each product line. The BMW Group’s Strategy unit is  
responsibleꢀforꢀmonitoringꢀandꢀrefiningꢀourꢀtargets.  
Charging infrastructure further expanded  
From 2015 to the end of 2019, the BMW Group was involved  
in over 50 projects for improving the charging infrastruc-  
ture and initiated the installation of around 15,000 charg-  
ing points. High-performing and increasingly widespread  
50 kw direct current charging points ensure a BMW * can  
Introduction  
1
Fundamentals  
i
3
be charged to 80% in around 45 minutes. 202 of the 400  
IONITY rapid charging stations have been installed to date.  
2
Results and performance indicators:  
Products and services  
Further progress in environmental optimisation  
of electromobility  
In the year under review, we also pursued and expanded  
our approaches to the holistic environmental optimisation  
Electrified vehicles improved holistically and sales  
increased  
2
.1 Emissions of  
CO and pollutants  
2
In total, we had sold around 504  
and plug-in hybrid drives by the end of 2019, which means  
that we surpassed our goal of selling 500,000 vehicles. In • see  
performance  
160ꢀ ꢀelectrifiedꢀ ꢀv e ꢀh iclesꢀ indicators  
1
019, the BMW Group delivered 146.  
2018 142 385), making it once again a leading provider in  
the electromobility sector. Since 2018, new and existing  
customers have been able to opt for a BMW * model and  
,000 vehicles with electric  
·
2.2 Electromobility  
.3 Mobility patterns  
of BMW’s electromobility. Through our BMW i 360°  
2
ELECTRICꢀservices,ꢀweꢀalreadyꢀofferꢀourꢀcustomersꢀelec-  
tricity from renewable sources in many markets. Starting  
thisꢀyear,ꢀaꢀpilotꢀprojectꢀoffersꢀcustomersꢀtheꢀchanceꢀtoꢀ  
receive an additional package, which includes a supply of  
charging electricity for up to 10,000 km, when they pur-  
chaseꢀanꢀelectrifiedꢀmodelꢀfromꢀselectedꢀdealersꢀinꢀGer-  
2
3
(
:
.
Production and  
value creation  
i
3
the third generation of high-voltage batteries with a capacity  
of 42 kilowatt hours. As an urban brand, MINIꢀalsoꢀoffersꢀ  
aꢀveryꢀgoodꢀselectionꢀofꢀelectrifiedꢀmodels.ꢀTheꢀMINI  
Cooper SE*, available for order since its launch in 2019, has  
many. Vehicles can be charged at home with an included  
4
“greenꢀelectricityꢀagreement”,ꢀi.ꢁe.ꢀwithꢀelectricityꢀfromꢀ100  
%
Employees and society  
• see renewable energy sources. We also deepened our exper-  
chapter 3.1  
tise in the recycling of batteries and worked on developing  
new recycling methods that can be scaled at an industrial  
level.  
a range of 242 to 270 km according to the NEDC  
.
Appendix  
Competence centre for battery cells opened  
In 2019, we began pooling our many years of experience  
and comprehensive expertise in battery cells in a new com-  
petenceꢀcentreꢀinꢀMunichꢁ/ꢁDE.ꢀTheꢀcentreꢀaimsꢀtoꢀmakeꢀ  
advances in battery cell technology and fully penetrate pro-  
duction processes. Taking the current technology of the  
BMWi3* as a starting point, we intend to double the energy  
density of our battery cells by 2030 and thus increase the  
range for our customers. The new competence centre rep-  
resents the entire value chain of the battery cell technol-  
ogy – from research and development, through to the com-  
position and design of the battery cells. In accordance with  
our life cycle approach, sustainability is taken into consid-  
eration throughout all stages, from the procurement of raw  
materials to recycling.  
•
see  
chapter  
chapter  
* See consumption and CO data, p. 138  
Delivery figures have been adjusted retrospectively going back to 2015. The basis for the  
adjustments is a change in the methodology used to collate data for the BMW Group’s most  
important markets (China, USA, Germany, UK, Italy and Japan). The retrospective adjust-  
ment enables better comparability. Additional information can be found in the Annex under  
2
3
3
.
.
1
3
and  
1
Search  
“Additional information on delivery figures.”  
Back  
•
5
0
Combined separate non-financial report  
Breakdown of the CO e footprint by drive type (illustration)  
•
Introduction  
2
G2.03  
1
CO e stands for “CO equivalent”. Besides CO , this information also includes all other climate-relevant greenhouse gases produced in the cycle.  
2
2
2
Fundamentals  
Internal combustion engine  
1
2
3
4
5
6
Plug-in hybrid  
(
Renewable energy)  
1
2
2
3
3
4
5
6
2
Plug-in hybrid  
(
EU mix)  
1
4
5
6
Products and services  
Battery electric vehicle  
EU mix)  
(
1
1
2
3
3
4
6
2
.1 Emissions of  
CO and pollutants  
Battery electric vehicle  
Renewable energy)  
2
(
2
4
6
·
2.2 Electromobility  
.3 Mobility patterns  
2
3
1
. Raw materials  
2. Logistics  
3. Production  
(BMW Group)  
4. Fuel and  
charging power  
5. Product use  
6. Recycling  
Production and  
value creation  
and supply chain  
Source: internal life cycle analysis  
4
Our next steps:  
soꢀthatꢀinꢀtheꢀcomingꢀyearsꢀweꢀcanꢀcontinueꢀtoꢀofferꢀin-  
novative solutions for the mobility needs of our customers  
worldwide. Thanks to a scalable modular system, the  
Employees and society  
The BMW Group will continue to invest in the planning  
and development of new vehicle models and bring forward  
theirꢀintroduction:ꢀweꢀnowꢀhaveꢀplansꢀtoꢀofferꢀaꢀtotalꢀofꢀ25  
electrifiedꢀmodels,ꢀwhichꢀwasꢀpreviouslyꢀannouncedꢀforꢀ  
Appendix  
BMW X3ꢀwillꢀbeꢀtheꢀfirstꢀmodelꢀseriesꢀtoꢀbeꢀavailableꢀwithꢀ  
a combustion engine and PHEV, as well as the BMWiX  
model with a fully electric drivetrain. A special feature of  
the electric engine (eDrive Gen ), used in the BMWiX  
3*  
2
025, in 2023 – two years ahead of schedule. Our Power of  
5
3*  
Choiceꢀapproachꢀisꢀkeyꢀhere:ꢀflexibleꢀvehicleꢀdesignsꢀforꢀ  
fully electric vehicles, plug-in hybrids and combustion  
engine models. This will enable us to swiftly respond to  
changing framework conditions, diverse customer require-  
mentsꢀandꢀtheꢀdifferentꢀspeedsꢀatꢀwhichꢀalternativeꢀdrive-  
trains penetrate the market.  
modelꢀforꢀtheꢀfirstꢀtime,ꢀisꢀthatꢀitꢀisꢀdesignedꢀnotꢀtoꢀrequireꢀ  
rare earths.  
We are pressing ahead with the development of hydrogen  
fuelꢀcellꢀvehiclesꢀasꢀaꢀcomplementaryꢀelectrificationꢀoption,ꢀ  
withꢀaꢀviewꢀtoꢀpreservingꢀflexibilityꢀinꢀtermsꢀofꢀalternativeꢀ  
drivetrains. The current state of development work was  
presented to the public at the 2019 International Motor  
Show Germany with the concept car BMWi Hydrogen  
NEXT. BMW also supports the development of hydrogen  
infrastructure as an associated partner of H2 Mobility  
Deutschland.  
Weꢀplanꢀtoꢀofferꢀmoreꢀthanꢀhalfꢀofꢀtheꢀ25 models as fully  
electricꢀversions.ꢀWeꢀintendꢀtoꢀofferꢀourꢀhigh-volumeꢀ mꢀ odelsꢀ  
as pure battery vehicles as well. Depending on the segment,  
we want to extend the range of our fully electric vehicles  
to up to 700 km. The next step is the launch of the BMWiX3*  
model in 2020. The BMW Group is deliberately focusing  
Search  
itsꢀeffortsꢀonꢀbuildingꢀaꢀbroadꢀdrivetrainꢀ ꢀt echnologyꢀbaseꢀ  
*
2
See consumption and CO data, p. 138  
Back  
•
51  
Other strategically relevant topics  
As a result of the partnership, the car-sharing service of  
our joint venture, SHARE NOW,ꢀincreasedꢀitsꢀelectricꢀfleetꢀ  
Introduction  
in Munich from 85 to 200 BMWi3* models in 2019. This  
meansꢀthatꢀourꢀcompany’sꢀelectricꢀfleetꢀinꢀtheꢀBavarianꢀcap-  
ital more than doubled. In this context, the previous 85  
1
Supporting positive framework conditions for  
electromobility  
Fundamentals  
Expanding charging infrastructure is essential for the  
breakthrough of electromobility. Positive regulatory incen-  
tives,ꢀbothꢀfinancialꢀandꢀfunctional,ꢀspeedꢀupꢀtheꢀshiftꢀfromꢀ  
theꢀcombustionꢀengineꢀtoꢀtheꢀelectrifiedꢀvehicle.ꢀSuchꢀincen-  
tives that have been facilitated at the national level and still  
need to be put into practice by communal policy are cur-  
rently the main reason why our customers opt for an elec-  
tric vehicle.  
BMWi3* models were replaced with vehicles of the latest  
generation with improved range. This successful model is  
now being discussed with other cities as part of the coop-  
erative platform Urbane Mobilität in Germany and the EIT  
Urban Mobility (EIT: European Institute of Innovation and  
Technology).  
2
Products and services  
2
.1 Emissions of  
CO and pollutants  
2
Overall,ꢀthereꢀareꢀmarkedꢀdifferencesꢀinꢀconditionsꢀworld-  
wide.ꢀWeꢀwouldꢀlikeꢀtoꢀseeꢀallꢀmarketsꢀtakeꢀsimilarlyꢀeffec-  
tive measures to promote electromobility as those already  
in place in Norway, China and the US state of California.  
Particularly within the EU, harmonising the support  
measures and expanding the charging infrastructure more  
intensively would be necessary. This could also make a signif-  
·
2.2 Electromobility  
.3 Mobility patterns  
2
Withꢀregardsꢀtoꢀtheꢀfinancialꢀincentives,ꢀthereꢀisꢀstillꢀtheꢀ  
issue that promotional measures and the intensity of such  
vary widely from country to country, region to region and  
city to city. At present, customers also respond immedi-  
atelyꢀwhenꢀincentivesꢀareꢀremovedꢀ(e.ꢁg.ꢀtaxꢀincentives),ꢀ  
whichꢀisꢀreflectedꢀinꢀaꢀreductionꢀinꢀdemand.ꢀThisꢀwasꢀappar-  
entꢀinꢀtheꢀNetherlands,ꢀforꢀexample.ꢀAfterꢀtaxꢀbenefitsꢀforꢀ  
plug-in hybrids were removed in 2017, demand for these  
vehicles almost disappeared (–94% compared to the pre-  
vious year and this has not recovered since then).  
3
Production and  
value creation  
icant contribution towards achieving EU emission reduction  
targets.  
4
Employees and society  
Appendix  
In the case of functional incentives, for example the prior-  
itisationꢀofꢀelectrifiedꢀvehiclesꢀoverꢀcombustionꢀenginesꢀinꢀ  
car parks, local authorities need to independently develop,  
communicateꢀandꢀimplementꢀanꢀ“electrificationꢀstrategy”.ꢀ  
This would encompass all planned measures, build trust  
in the new technology and thus create security of invest-  
ment for private companies, particularly for the costly devel  
opment of charging infrastructure.  
-
Asꢀ hasꢀ previouslyꢀ beenꢀ doneꢀ inꢀ Hamburgꢁ/ꢁDE,ꢀ theꢀ  
BMW Group concluded a similar agreement with the city  
ofꢀMunichꢁ/ꢁDEꢀinꢀ2018 with a view to solving the chicken-  
and-eggꢀproblemꢀ(moreꢀinfrastructureꢀfirstꢀorꢀmoreꢀelec-  
trifiedꢀvehiclesꢀfirst)ꢀonꢀaꢀcollaborativeꢀbasis.ꢀItꢀwasꢀagreedꢀ  
that the city of Munich would set up a total of 550 charg-  
ingꢀstations,ꢀi.ꢁe.ꢀ1,100 charging points, in public areas by  
019  
2
.
Search  
*
2
See consumption and CO data, p. 138  
Back  
•
52  
Further key indicators  
Introduction  
Promoting sustainable employee mobility  
The BMW Group is currently working with partners to install and oper-  
ate one of the largest charging networks in Germany. In future, employ-  
ees of the BMW Group will be able to conveniently and inexpensively  
charge their electric vehicles with green electricity at more than 4,100  
new charging points in the parking areas of BMW Group production  
plants, development centres and office locations. About half of the  
charging points will be available to the public. The project is expected  
to be completed by 2021.  
1
The market for electromobility in Europe  
Fundamentals  
Withꢀitsꢀshareꢀofꢀelectrifiedꢀvehicles,ꢀtheꢀBMW brand is  
currently the market leader in Germany and ranks second  
in Europe. Nevertheless, we have noticed that our range  
ofꢀelectrifiedꢀvehiclesꢀisꢀreceivedꢀveryꢀdifferentlyꢀbyꢀcus-  
tomersꢀinꢀtheꢀindividualꢀEuropeanꢀcountries.ꢀDespiteꢀoffer-  
ing the same range across countries, there are some clear  
differencesꢀinꢀmarketꢀpenetration.  
2
By introducing discounts for tickets for public transport (Job Ticket),  
company buses and the BMW LeaseRad bike scheme, we provide in-  
centives for employees to use other means of transport and improve  
traffic conditions at our locations. We are not looking to replace the car  
completely but rather to demonstrate other mobility alternatives.  
Products and services  
2
.1 Emissions of  
CO and pollutants  
2
It is the view of the BMW Group that this fragmentation  
is directly related to the extremely heterogeneous national  
support and framework conditions and the required expan-  
sion of the charging infrastructure. This becomes clear  
when looking at the sales of the BMW Group in Europe. If  
youꢀcompareꢀtheꢀnumberꢀofꢀelectrifiedꢀvehiclesꢀofꢀtheꢀ  
BMW Group in Europe with the company’s market volume  
in each country, it is apparent that our share of electric  
vehicles is relatively low, particularly in the high-volume  
markets.  
·
2.2 Electromobility  
.3 Mobility patterns  
For example, some 45 % of employees commute to BMW Group’s  
Research and Innovation Centre in Munich every day by car or motor-  
bike, around 40 % by public transport and about 5 % by company bus.  
Around 10 % travel by bike or walk.  
2
3
Production and  
value creation  
4
Employees and society  
Alsoꢀinꢀoverallꢀterms,ꢀtheꢀgeneralꢀshareꢀofꢀelectrifiedꢀve-  
ꢀ
1
hicles, for example, in Germany (2019  
(
:
3
.
0
%) or France  
2019: 2.8%) is still relatively low. To achieve the new EU  
030 CO ꢀemissionsꢀtargets,ꢀweꢀbelieveꢀthatꢀeffectiveꢀpro-  
Appendix  
ꢀ
1
2
2
motional measures, combined with the comprehensive  
expansion of the charging infrastructure, which will  
ꢀs ignificantlyꢀincreaseꢀtheꢀshareꢀofꢀelectrifiedꢀvehicles,ꢀareꢀre-  
quired throughout Europe, especially in the volume markets.  
Search  
1
Source: German Association of the Automotive Industry, January 2019  
Back  
•
5
3
Share of electrified vehicles in BMW Group sales in  
Europe by country  
BMW Group market share in total European sales by  
Introduction  
country  
•
G2.04  
• G2.05  
1
in %  
in %  
Fundamentals  
31.4  
3
0
30  
7
7. 2  
2
2
2
5
0
25  
20  
2
2.2  
Products and services  
19.4  
2
.1 Emissions of  
CO and pollutants  
2
1
1
5
0
5
15  
10  
5
·
2.2 Electromobility  
.3 Mobility patterns  
12.1  
2
10.1  
10.0  
0
8
.6  
.2  
8.6  
7. 8  
7.5  
6
.9  
7.5  
7.6  
6
3
6.0  
5
.2  
4
.8  
5.2  
Production and  
value creation  
2.9 2.9  
2
.3 2.3  
1.1  
0
DE  
GB  
FR  
IT  
ES  
BE  
CH  
NL  
SE  
AT  
NO Other  
DE  
GB  
FR  
IT  
ES  
BE  
CH  
NL  
SE  
AT  
NO Other  
4
Employees and society  
Share of electrified vehicles in BMW Group  
sales in Europe according to country as at  
BMW Group average Europe market  
share BEV and PHEV 8.5 %  
BMW Group market share in total European sales by country as at 12/2019  
(BEV, PHEV and conventional drivetrains)  
12/2019 (BEV and PHEV)  
Appendix  
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•
Sustainability goal  
Products and services  
MOBILITY PATTERNS  
The BMW Group will have permanently changed mobility  
patterns in selected metropolitan areas by 2020 through  
the introduction of integrated mobility services.  
The “BMW i Interaction EASE study. Automated and net-  
worked mobility” has the potential to reduce traffic jams,  
lower the risk of accidents, reduce emissions and improve  
the quality of life in cities.  
5
5
Combined separate non-financial report  
2
.3  
Up until 2019, the BMW Group focussed on expanding its  
car-sharing services in cities in Germany, Europe and the  
USA. In 2019, mobility services were strategically  
reviewed and then reoriented. This involved the merging  
of a broad spectrum of mobility-related services with  
Daimler AG under YOUR NOW (car-sharing, taxiꢀ/ꢀride  
hailing, charging and parking).  
Introduction  
MOBILITY PATTERNS  
1
Fundamentals  
2
Sustainability goal:  
Products and services  
The BMW Group will have permanently changed mobility  
patterns in selected metropolitan areas by 2020 through  
the introduction of integrated mobility services  
Key measures:  
2
.1 Emissions of  
CO and pollutants  
2
Improving urban quality of life with networked and auto-  
mated driving  
2
.2 Electromobility  
·
2.3 Mobility patterns  
The BMW Group offers its customers individual mobility  
at premium quality. The focus is always on our brand  
promise of driving enjoyment. This has become a chal-  
lenge, especially in densely populated urban spaces, but  
also on the motorways around large cities. By 2030, a pro-  
jected 60% of people worldwide will live in cities.  
Automated and digitally networked vehicles have the poten-  
tialꢀtoꢀsignificantlyꢀreduceꢀtheꢀfrequencyꢀofꢀtrafficꢀjams,ꢀ  
lower the risk of accidents, reduce emissions and improve  
the quality of life in cities. This is particularly important if  
electromobility is to be pursued at the same time. Analys-  
ing anonymous vehicle data has a great deal of potential  
forꢀmakingꢀtrafficꢀmoreꢀsustainable.  
3
Production and  
value creation  
4
The related increase in traffic volumes often goes hand in  
hand with a significant rise in noise and air pollution, con-  
sumption of space as well as increased risk of accidents.  
We are proactive in taking these challenges into account  
as we develop our networked vehicles and mobility ser-  
vices. Our measures are designed to contribute to UN Sus-  
tainable Development Goals (SDGs)  
tion and infrastructure), 11 (Sustainable cities and com-  
munities) and 13 (Climate action).  
Employees and society  
State-of-the-art driver assistance systems are now available  
in the 8-Series, X5 and 3-Series BMW models. At present,  
theꢀfirstꢀhighlyꢀautomatedꢀresearchꢀvehiclesꢀnotꢀonlyꢀdriveꢀ  
on motorways but are also being used for testing purposes  
inꢀcityꢀtrafficꢀinꢀMunichꢁ/ꢁDEꢀasꢀwellꢀasꢀinꢀselectedꢀcitiesꢀinꢀ  
China and the USA. During these tests, drivers who can  
take over control in any situation are always in the vehicle.  
Appendix  
9 (Industry, innova-  
The technological shift towards electrification, digitalisa-  
tion and new mobility services is fundamentally changing  
the sector. The integration of cars into a multimodal,  
increasingly digitally networked mobility ecosystem –  
especially in urban areas – represents a great entrepre-  
neurial challenge.  
5
6
Combined separate non-financial report  
Weꢀintendꢀtoꢀbringꢀtheꢀfirstꢀhighlyꢀautomatedꢀvehicle,ꢀtheꢀ  
BMWiNext, onto the market. The driver can delegate driv-  
ing to the car during longer periods on open motorways  
and roads similar to motorways and carry out other activ-  
ities depending on regulatory requirements.  
When developing vehicles, we draw on both our own tech-  
nological strength and collaboration with innovative part-  
ners. In doing so, we also intend to establish an open indus-  
try standard for highly and fully automated driving (non-  
exclusive industry platform).  
Introduction  
1
Fundamentals  
The five development stages of automation  
•
2
G2.06  
Products and services  
2
.1 Emissions of  
0
1
2
3
4
5
CO and pollutants  
2
2
.2 Electromobility  
·
2.3 Mobility patterns  
3
Handsꢀoffꢀfromꢀ  
time to time  
Driver  
Feetꢀoff  
Eyesꢀoff  
Mindꢀoff  
Passenger  
Production and  
value creation  
4
Only possible on  
certain road sections  
Always ready  
to take over  
Supervision of vehicle  
control  
Employees and society  
Steering and super-  
vision of acceleration  
and braking  
Vehicle drives  
completely by itself  
and requires neither  
steering wheel nor  
pedals  
Vehicle guidance  
Appendix  
(
steering, braking,  
accelerating)  
Self-driving on longer  
road sections (entry-  
-exit). Hand over to  
driver or fall back to  
no-risk condition if  
required  
Self-driving on certain  
road sections, request  
to take over in certain  
situations. Falls back to  
minimum risk condition  
if required  
Vehicle tasks  
2
Driver tasks  
Vehicle takes over  
longitudinal and  
lateral control  
Vehicle takes over  
longitudinal control  
No assistance  
Assisted  
Partly automated Highly automated  
Fully automated  
Autonomous  
iNEXT  
iNEXT  
in series production  
in the pilot phase  
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•
57  
Combined separate non-financial report  
Providing services for more sustainable mobility  
The BMW Group also aims to implement scalable solutions  
in cooperation with cities by improving framework condi-  
tions. One example of this is our agreement with the cities  
ofꢀMunichꢁ/ꢁDEꢀandꢀHamburgꢁ/ꢁDE.  
Introduction  
In addition to our highly automated vehicles, we plan to  
provide our customers with mobility in a seamlessly net-  
worked, sustainable ecosystem consisting of car-sharing,  
ride-hailing, parking, charging and multimodality.  
1
Fundamentals  
Preventively protecting customer information and data  
The protection of information and data is an integral part  
of business processes at the BMW Group. Data protection  
adheres to the relevant laws, in particular the EU General  
Data Protection Regulation. Our information protection  
complies with the international security standard ISOꢁ/ꢁIEC  
27001. The personal data of our customers is only collected,  
processed or used to the extent legally permitted and with  
the consent of the person in question. We address com-  
plaints in a timely manner.  
For this purpose, we merged our mobility services with  
those of Daimler AG in a joint venture in 2019. The joint  
venture comprised the following activities and services:  
REACH NOW (multimodal and on-demand mobility),  
SHARE NOW (car-sharing), FREE NOW (ride-hailing),  
PARK NOW (parking) and CHARGE NOW (charging).  
BMW Group subsidiary Digital Charging Solutions, founded  
in 2017,ꢀalsoꢀoffersꢀotherꢀOEMs (Original Equipment Man-  
ufacturers) access to the CHARGE NOW network as a prod-  
uctꢀ–ꢀtheꢀfirstꢀcustomerꢀwasꢀtheꢀPSA Group.  
2
Products and services  
2
.1 Emissions of  
CO and pollutants  
2
2
.2 Electromobility  
·
2.3 Mobility patterns  
3
In order to protect our digital systems from manipulations,  
we systematically search out weak points with a view to  
closing any potential gaps in good time before releasing  
the respective component. We continuously convert new  
insights into mandatory standards. There are also clear  
guidelines for information and data protection for cooper-  
ation and partner relationships.  
Production and  
value creation  
Due diligence processes:  
Taking changes in urban mobility patterns into account  
at an early stage  
4
Employees and society  
The BMW Group has pooled the issue of changes in mobility  
systems in its corporate strategy and analysed the result-  
ing opportunities and challenges together with the issues  
of sustainability. The role of the car in the transport sys-  
tem of the future, particularly in urban areas, is one of the  
greatest challenges for the future of the car and is addressed  
accordingly by the BMW Group, along with the reduction  
We introduced BMW CarData in Germany in 2017 and  
then in Europe the following year. This is a service that  
gives our customers the option of deciding about the utili-  
sation and transmission of data from vehicles to third par-  
ties in compliance with data protection legislation. We now  
want to establish this service in other core markets such  
Appendix  
of the CO emissions and the sustainability of supply chains.  
2
Trends in the main markets are analysed very closely.  
as the USA.  
In order to understand changes, impacts and needs of urban  
mobility patterns worldwide in good time, the BMW Group  
takes part in projects focused on dialogue, initiators and  
research. These include the BMW Institute for Mobility  
Research (ifmo) and the BMW Group Dialogues with stake-  
holders. We systematically integrate the insights gained  
from these into the development processes for new vehicle  
models and services.  
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•
5
8
Combined separate non-financial report  
Results and performance indicators:  
of testing through to the approval of highly automated driv-  
ing functions.  
Introduction  
Autonomous driving further advanced with artificial  
intelligence  
1
Global cooperation network expanded  
Fundamentals  
ArtificialꢀintelligenceꢀhasꢀbeenꢀusedꢀinꢀtheꢀBMW assistance  
systems since 2018 to anticipate typical hazardous situ-  
ations,ꢀforꢀexampleꢀwhenꢀvehiclesꢀmergeꢀinꢀtraffic,ꢀandꢀ  
respond accordingly. The learning process always takes  
place on the central computer system of our development  
unit,ꢀsoꢀthatꢀallꢀvehiclesꢀareꢀfittedꢀwithꢀidenticalꢀandꢀpre-  
viously safeguarded features.  
We have also further expanded our cooperation network  
at the international level to ensure that we reach our tar-  
gets for automated and networked vehicles by 2021. In July,  
weꢀsignedꢀanꢀagreementꢀwithꢀTencentꢀinꢀBeijingꢁ/ꢁCNꢀregard-  
ing collaborating on the expansion of the BMW Group’s  
2
Products and services  
China High Performance D3 Platform. The BMW Group  
will use this platform to develop automated driving tech-  
nologiesꢀandꢀproductsꢀthatꢀrespondꢀtoꢀcomplexꢀlocalꢀ tꢀ rafficꢀ  
conditions and the requirements of our customers in China.  
2
.1 Emissions of  
CO and pollutants  
2
Toꢀensureꢀthatꢀtheꢀuseꢀofꢀartificialꢀintelligenceꢀisꢀalwaysꢀ  
hazard-free for humans, we have developed our own  
process to methodically safeguard this. We have shared  
our experiences in the cross-industry support project  
2
.2 Electromobility  
·
2.3 Mobility patterns  
We have also entered into a strategic partnership with  
Daimler AG in the area of automated driving. Together, we  
intend to develop the next generation of technology for  
driver-assistanceꢀsystemsꢀandꢀfindꢀnewꢀsolutionsꢀforꢀauto-  
mated driving on motorways and automated parking func-  
tions, each corresponding to Society of Automotive Engin-  
1
3
PEGASUS, which ended in 2019 after running for  
42 months. The collaboration allowed us to move closer  
Production and  
value creation  
towards streamlined and cross-manufacturer safeguard-  
ing tools for highly automated vehicles, always ensuring  
that the safety of our automated systems is the top priority.  
eers (SAE) Level 4.  
4
Employees and society  
Collectively creating the basis for an industry standard  
This year, we published the most comprehensive report to  
date on the development, testing and operation of safe,  
automated vehicles, together with eleven leading companies  
Furthermore, we hope to hold talks on expanding the scope  
of collaboration in future to higher levels of automation for  
urban environments and cities. The non-exclusive partner-  
ship is open to other car manufacturers and technology  
partners. The results of the partnership will also be pro-  
vided to other vehicle manufacturers for licensing purposes.  
Appendix  
in the automated driving sector (Aptiv, Audi, Baidu, BMW  
,
Continental, Daimler, Fiat Chrysler Automobiles, HERE  
,
Infineon,ꢀIntelꢀandꢀVolkswagen).  
The Safety First for Automated Driving (SaFAD) white  
paper aims to highlight how important safety by design,  
alongꢀwithꢀverificationꢀandꢀvalidation,ꢀisꢀinꢀestablishingꢀaꢀ  
standard for automated driving as an industry. The SaFAD  
white paper is centred around twelve guiding principles  
thatꢀdefineꢀtheꢀfeaturesꢀofꢀautomatedꢀvehiclesꢀinꢀgreatꢀdetail.  
The authors of the SaFAD white paper and experts from  
participating partner companies present the results of the  
joint project at industry and technology conferences around  
the world. The white paper represents an important step  
towards establishing industry-wide standards in the area  
1
Project to establish generally accepted quality criteria, tools and methods as well as  
scenarios and situations for the approval of highly automated driving functions.  
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5
9
Combined separate non-financial report  
Number of mobility services customers increased  
Our next steps:  
Introduction  
The YOUR NOWꢀ servicesꢀ offeredꢀ inꢀ partnershipꢀ withꢀ  
Daimler AG allowed us to reach even more customers with  
our mobility services, taking us closer to attaining our goal  
of sustainably changing mobility patterns in metropolitan  
We are continuously working on intelligently networking  
vehicles, infrastructure and mobility services. In doing so,  
weꢀintendꢀtoꢀmakeꢀurbanꢀmobilityꢀevenꢀmoreꢀflexible,ꢀcon-  
venient, sustainable and safer.  
1
Fundamentals  
ꢀ
1
areas. In 2019, several million customers in 27 cities and  
countries used the car-sharing service SHARE NOW  
with a total of 505ꢀelectricꢀcarsꢀinꢀtheꢀfleet.ꢀTheꢀservicesꢀ  
14  
The BMW Group expects that by 2030 many vehicles in  
urbanꢀtrafficꢀwillꢀbeꢀautomated,ꢀnetworkedꢀandꢀelectric.ꢀInꢀ  
dialogue with municipalities and in public partnerships,  
weꢀwishꢀtoꢀcontinueꢀtoꢀcontributeꢀtowardsꢀofferingꢀmoreꢀ  
sustainable and tailored mobility services to all residents.  
Besidesꢀofferingꢀourꢀcustomersꢀpersonalꢀconvenience,ꢀweꢀ  
wantꢀtoꢀmakeꢀroadꢀtrafficꢀmoreꢀefficient,ꢀfirstly,ꢀtoꢀreduceꢀ  
parking pressure and jams, secondly, to promote compli-  
ance with upper limits for immissions (air quality, noise)  
3
,
2
and their expansion are continuously reviewed and opti-  
mised on the basis of local regulatory requirements and  
customer demand. In 2019, the service was discontinued  
inꢀsomeꢀcitiesꢀinꢀNorthꢀAmericaꢀbutꢀintroducedꢀforꢀtheꢀfirstꢀ  
time in France and Hungary.  
Products and services  
2
.1 Emissions of  
CO and pollutants  
2
2
.2 Electromobility  
·
2.3 Mobility patterns  
The charging service of our joint venture CHARGE NOW  
currently provides access to around 270,000 public charg- • see  
performance  
ingꢀpointsꢀfromꢀdifferentꢀprovidersꢀinꢀ25 countries. In 2019  
indicators  
a number of customers running into the double-digit million  
and emissions (CO ) and, thirdly, to reclaim urban spaces  
2
3
,
for residents.  
Production and  
value creation  
ꢀ
1
range in 17 countries and 151 cities used the ride-hailing  
service FREE NOW. Thanks to the digital parking service  
PARK NOW, a number of customers running into the mid-  
To bring new technologies with the highest possible level  
of maturity into series production and to further build on  
our autonomous driving expertise, we are setting up new  
development and testing grounds in the Czech Republic,  
which are expected to be completed in 2022. Particularly  
complex (everyday) autonomous driving conditions will  
then be tested there in a real-life but controlled environment.  
4
ꢀ
1
dle double-digit million range in more than 1,346 cities  
Employees and society  
wereꢀableꢀtoꢀfindꢀandꢀpayꢀforꢀparkingꢀspacesꢀmoreꢀquicklyꢀ  
andꢀeasily.ꢀThisꢀalsoꢀhelpsꢀtoꢀreduceꢀtrafficꢀthatꢀbuildsꢀupꢀ  
in cities due to people searching for a parking space.  
Appendix  
Investment in new mobility concepts  
In 2020, we are planning to supplement our driver assist-  
ance systems in the BMW 3-Series Touring, BMW 4-Series  
and BMWiX3 models with an enhanced intelligent display  
of the vehicle’s environment sensor to improve the under-  
standing of the functions. We are gradually working  
towardsꢀstrengtheningꢀsupportꢀforꢀtheꢀdriverꢀusingꢀartifi-  
cial intelligence and highly automated systems.  
In 2019, the BMW Group invested through i Ventures in  
start-ups in the sectors of mobility services and electromo-  
bilityꢀasꢀwellꢀasꢀinꢀpioneeringꢀtechnologiesꢀinꢀtheꢀfieldsꢀofꢀ  
autonomous driving and digitalisation, including in • Yel-  
lowbrick, • Recogni, • Trifacta and • Zūm. With its own hard-  
wareꢀandꢀsoftware,ꢀYellowbrickꢀoffersꢀcheaperꢀandꢀquickerꢀ  
big data warehouse solutions that enable companies to  
obtain information from large datasets in real time. Rec-  
ogniꢀisꢀanꢀAI-basedꢀsoftwareꢀsolutionꢀforꢀvehiclesꢀthatꢀoffersꢀ  
quickerꢀandꢀmoreꢀenergy-efficientꢀobjectꢀrecognition.ꢀTheꢀ  
software from Trifacta organises large quantities of data  
in order to make better use of these for analysis purposes.  
Zūmꢀisꢀaꢀmobilityꢀplatformꢀforꢀschoolsꢀandꢀfamiliesꢀwithꢀ  
approved drivers, providing a reliable driving service that  
takes children to school.  
1
The customer base of the listed services and companies is still being consolidated, which  
is why it is currently not possible to specify exact figures on customers or compare with  
figures from the previous year.  
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6
0
Other strategically relevant topics  
We will expand and deepen the collaboration with cities at  
the national and international level, for example via the  
Urbane Mobilität (urban mobility) platform (DE), the Agora  
Verkehrswendeꢀ(Agoraꢀtrafficꢀtransition)ꢀ(DE),ꢀtheꢀEIT  
Urban Mobility (European Institute of Innovation and Tech-  
nology) and the World Economic Forum (US, EU, CN).  
Introduction  
1
Promoting electromobility and mobility services in  
urban areas  
Fundamentals  
The BMW Group is convinced that improving mobility  
hugely increases the quality of life in cities. Improved frame-  
work conditions combined with service innovations are  
key to this. Accordingly, we focus on developing innova-  
tive technologies and concepts.  
Addressing framework conditions and challenges of  
automated driving  
2
Products and services  
At the centre of our concepts and technical developments  
for automated driving is the safety of drivers, passengers,  
pedestrians and other road users. Therefore, clear legal  
framework conditions need to accompany the introduction  
and advancement of this technology. The data transfer that  
accompaniesꢀdigitalisationꢀandꢀautomationꢀalsoꢀintensifiesꢀ  
the requirements placed on aspects of manipulation and  
data privacy. We are meeting these requirements appro-  
priately.  
2
.1 Emissions of  
How successful electromobility and on-demand mobility  
services are in becoming established depends to a large  
degreeꢀonꢀtheꢀprevailingꢀframeworkꢀconditions.ꢀAꢀsignifi-  
cant market penetration of electromobility requires more  
than the availability of charging infrastructure. It is essen-  
tial that policy-makers provide incentives.  
CO and pollutants  
2
2
.2 Electromobility  
·
2.3 Mobility patterns  
3
Production and  
value creation  
If the users of electric or car-sharing vehicles gain privil-  
eged access to public parking spaces, for example, then this  
isꢀaꢀsignificantꢀadvantageꢀtheyꢀcanꢀenjoyꢀonꢀaꢀdailyꢀbasis.ꢀ  
Suchꢀsupportꢀmeasuresꢀhaveꢀtheꢀpotentialꢀtoꢀinfluenceꢀpur-  
chasing and utilisation decisions in the desired direction.  
4
Employees and society  
The German electromobility and car-sharing laws allow  
the granting of privileges for the respective vehicles in pub-  
lic spaces. However, giving privileges to certain vehicles  
canꢀalsoꢀcauseꢀconflict,ꢀespeciallyꢀbecauseꢀparkingꢀspacesꢀ  
in cities are so scarce and in high demand.  
Appendix  
The BMWꢀGroupꢀhasꢀinitiatedꢀpilotꢀprojectsꢀinꢀ Hꢀ amburgꢁ/ꢁDE,ꢀ  
Berlinꢁ/ꢁDEꢀandꢀMunichꢁ/ꢁDEꢀtoꢀdebateꢀtheꢀexistingꢀoppor-  
tunities with residents and local stakeholders, and develop  
andꢀimplementꢀthese.ꢀItꢀisꢀimportantꢀtoꢀtakeꢀtheꢀfirstꢀstepꢀ  
with residents and to communicate the results of other  
cities and communities. In our view, this contributes to a  
faster dissemination of sustainable mobility concepts.  
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•
6
1
With an increasing degree of automation, the challenges  
are not only legal in nature, but also societal and ethical.  
The legal framework is being adjusted worldwide through  
a variety of legal initiatives. With regard to legislation about  
automated driving, Germany is currently playing a lead-  
ing role. A separate ethics commission on behalf of the  
German federal government has also developed 20 guide-  
lines for programming automated drive systems.  
It is the view of the BMW Group that additional regula-  
tionsꢀareꢀalsoꢀrequiredꢀinꢀrelationꢀtoꢀtheꢀrollingꢀoutꢀofꢀfleetsꢀ  
of automated vehicles for customer operations in cities in  
conjunction with mobility services such as ride-sharing or  
ride-pooling. Passengers should, for example, be able to  
enter or exit the vehicle at locations they are already used  
to when taking conventional taxis, such as at entrances  
and in lay-bys. In conjunction with the above-mentioned  
mobility services, the Urban Mobility strategy unit of the  
BMW Group cooperates with many cities through the  
Urbane Mobilität platform of the German Association of  
the Automotive Industry (VDA), among others, in order to  
exploitꢀtheꢀopportunitiesꢀthatꢀnewꢀtechnologiesꢀofferꢀforꢀ  
cities and their residents.  
Introduction  
1
Fundamentals  
2
Products and services  
The BMW Group sees that there is still a way to go in terms  
of European approval of automated driving systems that  
are regulated in UN bodies. The EU commission is push-  
ing ahead with an exemption regulation similar to that in  
the USA. A number of activities have been launched in  
China to create a regulatory framework for automated  
driving.  
2
.1 Emissions of  
CO and pollutants  
2
2
.2 Electromobility  
·
2.3 Mobility patterns  
3
Production and  
value creation  
4
Employees and society  
Appendix  
Search  
Back  
•
Introduction  
PRODUCTION AND VALUE CREATION  
1
Fundamentals  
2
Products and services  
3
3
·
Production and  
value creation  
3
3
3
.1 Consumption of resources  
.2 Renewable energy  
.3 Supplier network  
4
Employees and society  
Appendix  
Search  
Back  
•
6
3
Combined separate non-financial report  
Introduction  
KEY PERFORMANCE INDICATORS  
1
Fundamentals  
2
Improvement in resource consumption and  
Change in resource consumption and emis-  
sions per vehicle produced compared with  
the previous year in %  
ꢀ
1
emissions per vehicle produced since 2006  
Products and services  
in %  
3
5
5
– 7. 8  
·
Production and  
value creation  
2
019  
2019  
5
2
53  
2.7  
–5.3  
2017  
3
3
3
.1 Consumption of resources  
.2 Renewable energy  
1
2018  
2017  
Average value  
2018  
.3 Supplier network  
Share of production-relevant purchasing  
volume in the CDP Supply Chain Programme  
in %  
Share of suppliers in the CDP Supply Chain  
Programme with at least a B rating in %  
4
Employees and society  
Appendix  
34  
7
8
2
019  
2
019  
3
0
25  
2017  
75  
77  
2017  
2
018  
2
018  
Share of renewable energy purchased from  
third parties in %  
Supplier locations evaluated using the  
sustainability questionnaire number  
8
7
3,921  
2
019  
2019  
7
9
81  
4,168  
4,886  
2017  
Search  
2
018  
2017  
2018  
Back  
•
Sustainability goal  
Production and value creation  
CONSUMPTION OF RESOURCES  
By 2020, the BMW Group will reduce its resource  
consumption (energy, water, waste, solvents) per  
vehicle produced by 45 % (base year 2006).  
The BMW Group Plant San Luis Potosí/MX opened in 2019. After  
its first full year of production it is set to become the most  
resource-efficient plant in the BMW Group.  
6
5
Combined separate non-financial report  
3
.1  
Introduction  
Key measures:  
CONSUMPTION OF  
RESOURCES  
1
Byꢀimplementingꢀmeasuresꢀforꢀincreasingꢀresourceꢀeffi-  
ciency, we are meeting our responsibilities to society and  
the environment. Through sustainable management we  
are taking into account our stakeholders’ expectations and  
in addition we are reducing our production costs in the  
medium term.  
Fundamentals  
2
Products and services  
Sustainability goal:  
Conserving resources by means of optimising processes  
and new technologies  
3
By 2020, the BMW Group will reduce its resource  
consumption (energy, water, waste, solvents) per vehicle  
produced by 45 % (base year 2006  
In order to reduce CO emissions and energy consumption  
2
Production and  
value creation  
in vehicle production, we are optimising processes and  
investingꢀinꢀmoreꢀefficientꢀtechnologies.ꢀInꢀ2019, we com-  
missionedꢀourꢀnewꢀplantꢀinꢀSanꢀLuisꢀPotosíꢁ/ꢁMX,ꢀwhichꢀ  
hasꢀbeenꢀequippedꢀwithꢀhighlyꢀefficientꢀtechnology.  
)
·
3.1 Consumption of resources  
The depletion of scarce resources, the effects of climate  
change and the impact a growing global population  
increasing consumption is having on the environment  
present enormous challenges for our society. Therefore,  
the BMW Group has set ambitious sustainability goals for  
itself and, by continuously improving energy- and  
3
3
.2 Renewable energy  
.3 Supplier network  
Continuous personal development and knowledge exchange  
between our employees are key components of our resource  
management. At the start of the reporting period, global  
expertsꢀinꢀtheꢀfieldꢀofꢀenergyꢀmanagementꢀmetꢀatꢀtheꢀ  
4
Employees and society  
resource-efficiency and reducing CO emissions in produc  
-
2
“
EnergyꢀDays”,ꢀwhichꢀtookꢀplaceꢀatꢀtheꢀlargestꢀBMW facility  
inꢀSpartanburgꢁ/ꢁUS,ꢀtoꢀdiscussꢀfurtherꢀenergy-savingꢀmeas-  
ures. At ten other BMW Group locations, best practices  
wereꢀsharedꢀatꢀworkshopsꢀonꢀenergyꢀefficiency,ꢀbasedꢀonꢀ  
the methods of the WPS-Lernwerkstatt (learning work-  
shop for a value creation-focused production system).  
tion processes, it is making a valuable contribution  
towards protecting the environment and the climate. In  
this way, we are contributing in particular towards achiev-  
Appendix  
ing the UN Sustainable Development Goals (SDGs)  
Industry, innovation and infrastructure), 12 (Responsible  
consumption and production) and 13 (Climate action).  
9
(
We also rely on optimised processes and state-of-the-art  
technology to reduce our water consumption and waste-  
water. In this context, key measures are introducing water-  
less processes in our foundries, repeatedly using treated  
process wastewater as well as further optimising processes  
in our paint shops and wastewater treatment plants.  
6
6
Combined separate non-financial report  
Closing gaps in material cycles and reducing waste  
In order to minimise waste, we are developing recycling  
and reprocessing concepts that are customised for waste  
streamsꢀinꢀtheꢀdifferentꢀplants,ꢀvaryingꢀlegalꢀrequirementsꢀ  
and existing disposal structures. This is not just important  
inꢀtermsꢀofꢀresourceꢀefficiency.ꢀTheꢀdisposalꢀofꢀcommercialꢀ  
waste poses a global challenge. At our German production  
locations, for example, many waste incinerators are work-  
ing at capacity.  
ꢀc ertifiedꢀaccordingꢀtoꢀISO 14001. The same applies to all  
production locations worldwide with the exception of  
motorcycleꢀproductionꢀinꢀManausꢁ/ꢁBR,ꢀwhereꢀthisꢀstepꢀisꢀ  
planned for 2020. The BMW Group’s environmental man-  
agement system is ISO 14001ꢀcertifiedꢀandꢀtheꢀqualityꢀman-  
agement system ISO 9001ꢀcertified.ꢀIndividualꢀprocessesꢀ  
and organisational structure of the ISO 50001 have been  
pooled in this integrated management system.  
Introduction  
1
Fundamentals  
2
Products and services  
Coordinating environmental protection measures  
globally through competence centres  
Starting in the product development phase, we are ensur-  
ing economical use of resources and design products with  
the aim of making certain that as many material cycles as  
possible can be closed. In 2019, we closed the gaps in addi- • see further  
tional waste metal cycles by sending waste metal from our  
pressing plants back to our steel suppliers.  
3
The BMWꢀGroupꢀhasꢀfiveꢀenvironmentalꢀcentresꢀofꢀcom-  
petence in the areas of emissions, water, waste, training  
andꢀenvironmentalꢀmanagementꢀsystem.ꢀTheyꢀareꢀstaffedꢀ  
byꢀenvironmentalꢀexpertsꢀfromꢀtheꢀdifferentꢀplantsꢀandꢀbyꢀ  
specialists from Corporate Environmental Protection.  
Production and  
value creation  
key indicators  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
The managers of participating plants as well as the Corpor-  
ate Energy Management department of the BMW Group  
workꢀcloselyꢀtogetherꢀinꢀtheꢀareaꢀofꢀenergyꢀefficiency.ꢀBothꢀ  
the competence centres and Energy Management discuss  
legal requirements and best-practice solutions with tech-  
nology experts from the production plants. In addition,  
they develop reference systems on which to base future  
planning and process improvements.  
Due diligence processes:  
4
Controlling consumption of resources through environ-  
mental management  
Employees and society  
In 2001, the BMW Group signed the United Nations Envi-  
ronment Programme’s “International Declaration on  
CleanerꢀProduction”ꢀandꢀexpresslyꢀcommittedꢀtoꢀkeepingꢀ  
the environmental impact and resource consumption of  
our production activities as low as possible.  
Appendix  
Environmentalꢀimprovementsꢀthatꢀhaveꢀbeenꢀeffectiveꢀatꢀ  
one location are implemented at other locations wherever  
possible. Furthermore, we pass on our experiences to our  
suppliers in order to foster sustainability in our supply  
chain as well.  
Controlling resource consumption is an integral part of  
environmental management at our plants. The processes  
are overseen by the steering committee of the BMW Group’s  
international environmental network. Each machine, build-  
ing and space in each plant is allocated to an operator. This  
person is responsible for the processes and procedures,  
machines and technical systems as well as their environ-  
mental impacts in their allocated area.  
We have introduced environmental management systems  
at all of our existing production plants and plan to roll them  
out at all future locations. All German BMW Group loca-  
tions including the Research and Innovation Centre in  
Munichꢁ/ꢁDEꢀasꢀwellꢀasꢀsixꢀothersꢀinꢀEuropeꢀ(Viennaꢁ/ꢁAT,ꢀ  
Zurichꢁ/ꢁCH,ꢀRomeꢁ/ꢁIT,ꢀMilanꢁ/ꢁITꢀandꢀMadridꢁ/ꢁES)ꢀareꢀnowꢀ  
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6
7
Combined separate non-financial report  
Results and performance indicators:  
Our next steps:  
Introduction  
Resource efficiency slightly below previous year’s level  
Since 2006, the BMW Group has reduced its consumption  
of energy and water in vehicle production; emissions from  
The tightening regulations concerning climate protection  
make the energy target even more relevant, because we  
1
Fundamentals  
need to reduce CO emissions from the production pro-  
2
waste and wastewater as well as solvents and CO per • see  
cesses of the BMW Group even further. In the coming year,  
we will thus continue to focus mainly on energy. Here, we  
wantꢀtoꢀtapꢀintoꢀtheꢀpotentialꢀofꢀcontinuousꢀefficiencyꢀ  
improvements.  
2
performance  
2
vehicle produced have been reduced by an average of 55%.  
Inꢀtheꢀsameꢀperiod,ꢀthroughꢀenergyꢀefficiencyꢀalone,ꢀweꢀ  
madeꢀcostꢀsavingsꢀtotallingꢀ€ꢁ171 million. Compared to the  
previous year, utilisation of resources per vehicle produced  
indicators  
Products and services  
in 2019 was reduced by an average of  
7
.
8
%.  
Inꢀaddition,ꢀweꢀwantꢀtoꢀsignificantlyꢀimproveꢀresourceꢀeffi-  
ciency by modernising technical equipment at our plants  
inꢀDingolfingꢁ/ꢁDE,ꢀRegensburgꢁ/ꢁDE,ꢀLeipzigꢁ/ꢁDEꢀandꢀRoss-  
3
With regard to VOC (volatile organic compounds) emis-  
sions, which occur in particular during the painting pro-  
cess, we were able to achieve a further reduction for the  
reporting period due to the new paint shop systems we  
introducedꢀatꢀourꢀplantsꢀinꢀMunichꢁ/ꢁDEꢀandꢀOxfordꢁ/ꢁUKꢀinꢀ  
Production and  
value creation  
lynꢁ/ꢁZAꢀbyꢀ2020  
.
Afterꢀitsꢀfirstꢀfullꢀproductionꢀyearꢀinꢀ2020, our new plant  
inꢀMexicoꢀisꢀsetꢀtoꢀbecomeꢀtheꢀmostꢀresource-efficientꢀplantꢀ  
of the BMW Group. After the start-up phase with increased  
consumption,ꢀtheꢀplantꢀisꢀexpectedꢀtoꢀmakeꢀaꢀsignificantꢀ  
contributionꢀtowardsꢀincreasingꢀefficiencyꢀoverꢀtheꢀnextꢀ  
few years.  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
2018. Despite an increase in volume, the new systems also  
contribute to the reduction in overall water consumption  
at the plants.  
4
Improvement in resource consumption and emissions  
from vehicle production since 2006  
Employees and society  
•
G3.01  
Appendix  
per vehicle produced  
Energy consumption  
– 40.4 %  
–71.4 %  
–78.4 %  
– 28.8 %  
– 46.3 %  
– 66.1 %  
CO emissions  
2
Waste for disposal  
Water consumption  
Process wastewater  
Solvent emissions  
Our main focus is currently on energy consumption. In this  
area, we are systematically following reduction plans in order  
to achieve our objectives. And we also continue to work on  
making further improvements in areas where we have  
already achieved our internal targets.  
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•
6
8
Other strategically relevant topics  
End-of-life vehicle recovery and recycling  
Introduction  
We do not consider end-of-life vehicles as waste to be dis-  
posed of, but as a secondary source of raw materials. There-  
fore, we promote the recovery of end-of-life vehicles, com-  
ponents and materials in order to reintegrate them into the  
raw materials cycle. Together with its sales organisations  
in each country, the BMW Group has installed recovery  
systems for end-of-life vehicles in 30ꢀcountriesꢀandꢀoffersꢀ  
environmentally friendly vehicle recycling at more than  
1
Using Design for Recycling  
Life Cycle Engineering ensures the environmentally • see  
friendly use of raw materials as early as the vehicle devel-  
opment phase. The requirements for recycling-optimised  
development and production of our vehicles as well as selec-  
tionꢀandꢀuseꢀofꢀsecondaryꢀmaterialsꢀareꢀdefinedꢀinꢀaꢀsep-  
arate BMW Group standard. We design our supply chains  
andꢀmaterialꢀflowsꢀaccordingly.  
Fundamentals  
graphic 2.01  
2
Products and services  
2,800 recovery centres. All vehicles brought onto the mar-  
ket since 2008 meet the global requirements set for the  
recycling of end-of-life vehicles, components and materi-  
3
When using potentially supply-critical raw materials such  
as rare earths, we carefully consider weight, function and  
costs. Wherever it makes technical and business sense, we  
replaceꢀartificialꢀmaterialsꢀwithꢀrecyclatesꢀorꢀrenewableꢀ  
materials.  
als. In this way we provide 95% total recycling, with 85%  
reuse and material recycling. • GRI 301  
Production and  
value creation  
-
3
In order to increase our recycling rate even further, we con-  
tinuously test recycling concepts for new vehicle compon-  
ents at our recycling and dismantling centre. Furthermore,  
we promote the implementation of new technologies, such  
asꢀtheꢀrecyclingꢀofꢀbatteriesꢀandꢀcarbonꢀfibreꢀcomponents,ꢀ  
through cooperation with research institutes and suppliers.  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
It is important to us to use recycled materials or renewable  
raw materials in our vehicles. Up to 20% of the thermo-  
plastic materials in our vehicles are made from recyclates.  
These thermoplastic materials account for an average of  
4
Employees and society  
1
2
% of vehicle weight. We use up to 50% secondary alu-  
minium in high-strength cast aluminium parts. In  
our BMW * in particular, we use a large proportion of  
•
GRI 301  
-
2
Reusing and recycling batteries  
Appendix  
i
3
Batteries that are no longer suitable for vehicles may be  
given a new lease of life in stationary storage systems. In  
this way they can contribute to integrating renewable  
energy into the power grid, increasing grid stability and  
reducing electricity costs for the consumer wherever pos-  
sible. We are also gradually installing battery storage sys-  
• see tems at our own sites.  
recycled plastics and natural fabrics. We also continue to  
exploreꢀtheꢀuseꢀofꢀnaturalꢀrawꢀmaterialsꢀsuchꢀasꢀflaxꢀorꢀ  
kapok and we are assessing how we can integrate ocean  
plastic as a material in future vehicle projects.  
As a member of the “Circular Economy Initiative Deutsch-  
land”,ꢀweꢀareꢀdrivingꢀtheꢀtransformationꢀtowardsꢀaꢀ ꢀc ircularꢀ  
economy with the support of representatives from politics,  
science, industry and society. The initiative was set up in  
chapter 3.2  
For batteries that are no longer suitable even for use as a  
stationary storage unit, we aim to achieve the highest  
possible rate of recycling of the valuable resources they  
contain. In collaboration with the technical university  
TU Bergakademie Freiberg, the BMW Group has developed  
aꢀprocedureꢀwhichꢀhasꢀincreasedꢀtheꢀrecyclingꢀrateꢀsignifi-  
2
018 by acatech, the German National Academy of Science  
and Engineering, in collaboration with SYSTEMIQ  
.
•
chapter  
see cantly compared to conventional methods. Here, we want  
2.2  
to ensure that resources are not downcycled to low-value  
secondary materials and, if possible, generate recyclates of  
suitable quality for producing new lithium-ion batteries. In  
a battery technology development project in collaboration  
Search  
*
2
See consumption and CO data, p. 138  
Back  
•
6
9
with Duesenfeld GmbH, we have developed a process to  
recycle electrolytes and graphite. It is our joint target to  
Further key indicators  
Introduction  
achieve a recycling rate of 96% at the cell level by 2020  
Eventually, we want to reach a recycling rate of almost  
.
BMW Group CO footprint  
Withꢀourꢀeffortsꢀtoꢀsupplyꢀallꢀlocationsꢀwithꢀcarbon-freeꢀ  
electricity, we want to contribute to climate protection.  
2
1
Fundamentals  
100 %.  
CO emissions at the BMW Group locations are generated  
2
ꢀ
1
1 emissions ) and  
2
Our new hi-tech competence centre for battery cells in  
directly from burning fossil fuels (Scope  
indirectly through the company’s electricity and heat con-  
Munichꢁ/ꢁDEꢀwasꢀofficiallyꢀopenedꢀinꢀtheꢀsummerꢀofꢀ2019  
thus enhancing our research capacities and enabling us to  
expand our expertise, particularly in the area of battery  
design and cellular chemistry.  
,
Products and services  
ꢀ
1
sumption (Scope 2 emissions ). Here, we focus on reduc-  
ing CO emissions from our production facilities, which  
2
• see  
chapter 2.2  
account for around 90% of these Scope 1 and 2 emissions.  
3
Both upstream and downstream in the value chain, we con-  
tinually reduce emissions caused by the use and disposal  
of our products, in our supply chain, in transport logistics  
Production and  
value creation  
Opening of new plant in San Luis Potosí, Mexico  
The BMW Group has invested close to one billion euros in the new pro-  
duction site. Once the start-up phase is completed, the plant will have  
a capacity of up to 175,000 units per year and produce one of the most  
successful cars of the BMW brand, the BMW 3 Series Sedan.  
and by employees commuting to and from work (Scope  
3
·
3.1 Consumption of resources  
ꢀ
1
emissions ). Approximately 70 % of these emissions, cur-  
rently the largest proportion, are generated during utilisa-  
tion of the vehicles sold. The emissions generated during  
fuelꢀproductionꢀareꢀnotꢀcountedꢀhere.ꢀWithꢀourꢀEfficientꢀ  
Dynamicsꢀtechnologiesꢀandꢀourꢀelectrificationꢀstrategy,ꢀweꢀ  
see are continually reducing the average fleetꢀemissionsꢀofꢀCO2  
3
3
.2 Renewable energy  
.3 Supplier network  
New standards in sustainability  
From its first full production year, our San Luis Potosí plant is expected  
to become the most resource-efficient plant of the BMW Group.  
4
A particular sustainability goal within the context of local conditions is  
the efficient use of water resources. The site will have the lowest water  
consumption per vehicle manufactured in the production network. The  
plant operates BMW Group’s first process wastewater-free paint shop.  
The water required for painting the cars is treated and re-used.  
•
.
Employees and society  
chapter  
2
1
and  
per km.  
chapter 2.2  
Appendix  
Around a quarter of Scope  
3 emissions are generated in  
the upstream supply chain. Therefore, we constantly work  
with our suppliers to look for further possibilities to use  
Renewable energy sources will supply the plant with completely carbon-  
free electricity in the future. A part of this electricity is produced by a  
2
7
0,000 m photovoltaic plant on site.  
resourcesꢀmoreꢀefficiently.ꢀFurthermore,ꢀaroundꢀ2% of  
emissions are caused by the global transport volume  
•
chapter  
see Scope 3  
3.3  
Production for the global market  
required to supply our production plants with materials,  
to deliver our vehicles and to supply spare parts to the mar-  
With the new plant in Mexico, the BMW Group’s production network  
now spans a total of 31 locations. In line with the BMW Group Strategy  
NUMBER ONE > NEXT, the new plant will contribute towards building  
and maintaining a flexible and high-performing production network as  
well as a balanced distribution of value creation between Europe, Asia  
and the Americas.  
kets. In order to keep these CO emissions to an absolute  
2
•
see minimum, we are continuously working on expanding utili-  
graphic  
3
.17  
sation of low-carbon energy and transport modes.  
1
Differentiation between Scope 1, 2, 3 according to the Greenhouse Gas Protocol,  
a partnership of World Resources Institute (WRI) and World Business Council for Sustain-  
able Development (WBCSD).  
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•
70  
The BMW Group’s total CO emissions along the entire  
We are aware that we must contribute to climate protection  
through the reduction of overall emissions from the Group  
as well. This is one of the key strategic challenges we are  
faced with and that we are addressing by consistent CO2  
management along the entire life cycle.  
2
Introduction  
value chain have increased over the years. This is due to  
growing production and sales volumes. However, emissions  
per vehicle have gone down over time. The reduction of  
1
averageꢀfleetꢀemissionsꢀ(–ꢀ %) is overcompensated by the  
0.7  
Fundamentals  
increase in sold vehicles by 1.2%. The growing share of elec-  
trifiedꢀvehiclesꢀhasꢀbeenꢀreflectedꢀinꢀtheꢀcontinuousꢀriseꢀofꢀ  
2
CO emissions in the upstream chain over the years.  
2
Products and services  
BMW Group CO footprint  
2
•
G3.02  
3
in t CO2  
2015  
2016  
2017  
2018  
2019  
Production and  
value creation  
1
2
3
Total emissions  
68,991,955  
70,818,970  
72,850,724  
74,213,402  
75,987,119  
SCOPE 1: DIRECT GREENHOUSE GAS EMISSIONS  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
·
3.1 Consumption of resources  
Total emissions  
536,168  
443,575  
87,358  
5,235  
562,146  
472,021  
85,008  
5,117  
625,072  
529,728  
88,782  
6,562  
581,703  
487, 249  
88,272  
6,182  
642,259  
550,494  
85,667  
6,098  
4
3
3
.2 Renewable energy  
.3 Supplier network  
Emissions of BMW Group locations  
Emissions of company vehicles  
Emissions of company-owned planes  
4
SCOPE 2: INDIRECT GREENHOUSE GAS EMISSIONS  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
5
Total emissions  
923,313  
923,313  
868,089  
868,089  
510,911  
510,911  
538,622  
538,622  
302,574  
302,574  
Employees and society  
5
Electricity/heat purchased by BMW Group locations  
SCOPE 3: INDIRECT GREENHOUSE GAS EMISSIONS  
Total emissions  
Appendix  
2
2
3
67,532,474  
1,402,082  
138,522  
69,388,735  
1,427,399  
142,250  
71,714,741  
1,497,075  
169,233  
73,093,077  
1,563,919  
159,039  
75,042,286  
1,570,397  
129,646  
Emissions of logistics  
Emissions of business trips  
6
Emissions of employees’ commuter traffic  
133,690  
139,797  
140,187  
136,608  
146,298  
7
Emissions of upstream chain  
14,886,300  
49,582,958  
1,145,158  
15,391,154  
51,079,073  
1,185,148  
16,786,192  
51,887,708  
1,234,346  
17, 221,109  
52,759,567  
1,252,835  
18,505,921  
53,421,006  
1,269,018  
8
3
Emissions of utilisation phase  
7
Emissions of disposal  
1
Addition of emissions from employees’ commuter traffic, from 2012 onwards emissions from supply chain, utilisation phase and disposal as well as from 2015 onwards BMW Group location emissions from  
BMW Motorrad Berlin/DE and corporate functions, development and administration in Munich/DE. The emissions listed account for around 90 % of the Scope 1 to Scope 3 emissions of the BMW Group.  
2
Climate-relevant gases other than CO are not included in Scope 1 and 2 emissions.  
Due to new input data from an external service provider, the figures for 2017 were adjusted.  
Figure not directly comparable to previous years’ figures. Calculated using EU fleet emissions according to NEDC correlated. Using NEDC correlated values in 2017 would result in a value of 52,933,132 t of CO .  
2
This is equivalent to a reduction of absolute emissions by 0.3 % in 2018.  
Figures from 2015 onwards not directly comparable to figures from previous years due to changes in system boundaries: emissions from company production locations, including BMW Motorrad Berlin/DE as well  
as administration, development and central distribution centres. Application of VDA emissions factors revised in 2017.  
2
3
4
5
Figures from 2015 onwards not directly comparable to figures from previous years due to changes in system boundaries: emissions from company production locations, including BMW Motorrad Berlin/DE as well  
as administration, development and central distribution centres. Market-based emissions in accordance with GHG Protocol Scope 2 Guidance. Application of VDA emissions factors revised in 2017. Scope 2 emis-  
2
sions calculated using “location-based” method (overall third-party electricity and heat purchased calculated using VDA factors): 1,420,172 t CO .  
Calculation basis BMW AG. Extrapolation based on number of employees for the BMW Group.  
6
7
Thinkstep’s LCA tool GaBi calculates emissions from supply chain and disposal processes, based on the carbon footprints of representative vehicles from the product lines (including the climate-relevant gases  
CO , CH , N O, SF , NF , among others). Corresponding with the CO e emissions, energy consumption (lower heating value) is calculated based on the environmental footprints: around 85,805,214 MWh in the  
supply chain as well as 536,630 MWh at the disposal companies.  
2
4
2
6
3
2
8
The fleet emissions are extrapolated from the average fleet emissions of the main sales markets of the BMW Group. The calculation was based on an average mileage of 150,000 km.  
Search  
•
GRI 302-2, 305-1, 305-2, 305-3  
Back  
•
71  
CO emissions per vehicle produced  
Solvent emissions per vehicle produced  
VOC (volatile organic compounds) emissions, which occur  
in particular during the painting process, were reduced to  
0.85 kg per vehicle in the reporting year (2018: 0.93 kg).  
We achieved this reduction by introducing new painting  
technologies, among other measures.  
Introduction  
2
A further reduction of CO emissions in 2019 continues  
2
theꢀtrendꢀofꢀtheꢀlastꢀfewꢀyears,ꢀwhichꢀweꢀseeꢀasꢀconfirma-  
tionꢀthatꢀourꢀmeasuresꢀhaveꢀtheꢀdesiredꢀeffect.  
1
Fundamentals  
CO emissions from vehicle production per vehicle pro-  
2
2
duced decreased to  
to the previous year, (2018: 0.  
0
.
30 t in the reporting period compared  
40 t CO per vehicle). We were  
2
Products and services  
also able to reduce absolute emissions in the production  
network despite a slight increase in the production volume  
Solvent emissions per vehicle producedꢀ1  
• G3.04  
(
2019  
:
697  
,
025 t CO2; 2018  
:
962  
,
545 t CO ).  
2
in kg/vehicle  
3
Production and  
value creation  
2.0  
1
CO emissions per vehicle producedꢀ  
•
2
G3.03  
1.22  
1.14  
in t/vehicle  
·
3.1 Consumption of resources  
1.03  
0
.93  
0
.85  
1.0  
3
3
.2 Renewable energy  
.3 Supplier network  
1.0  
0
4
0.57  
2
015  
2016  
2017  
2018  
2019  
0
.54  
0
0
.5  
0.41  
0
.40  
Employees and society  
0
.30  
1
Efficiency indicator = VOC emissions from vehicle production divided by the total number  
of vehicles produced, without motorcycles, incl. BMW Brilliance Automotive Ltd. joint ven-  
ture Shenyang/CN, not including the vehicles from the Magna Steyr/AT and Nedcar contract  
production plants.  
Appendix  
2
015  
2016  
2017  
2018  
2019  
1
Efficiency indicator calculated from Scope 1 and Scope 2 CO  
2
emissions (market-based  
method according to GHG Protocol Scope 2 Guidance. Other climate-impacting gases than  
CO not included) from vehicle production, without motorcycles, minus CHP losses divided  
2
by the total number of vehicles produced, incl. BMW Brilliance Automotive Ltd. joint venture,  
Shenyang/CN, not including the vehicles from the Magna Steyr and Nedcar contract produc-  
tion plants.  
•
GRI 305-4, 305-5  
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•
72  
Energy consumption per vehicle produced  
In 2019, we were able to reduce energy consumption from  
Introduction  
our vehicle production by  
3.8% compared to the previous  
1
year to 04 MWh per vehicle produced. We regard having  
2
.
Fundamentals  
once again reduced our energy consumption per vehicle  
producedꢀasꢀconfirmationꢀthatꢀourꢀmeasuresꢀforꢀ ꢀi ncreasingꢀ  
energyꢀefficiencyꢀinꢀourꢀproductionꢀprocessesꢀareꢀ wꢀ orking.  
2
Products and services  
Energy consumption per vehicle producedꢀ1  
•
G3.05  
3
in MWh/vehicle  
Production and  
value creation  
3.0  
2
.19  
2.21  
2.17  
2
.12  
·
3.1 Consumption of resources  
2.04  
3
3
.2 Renewable energy  
.3 Supplier network  
1.5  
4
0
2
015  
2016  
2017  
2018  
2019  
Employees and society  
1
Efficiency indicator = electricity, heat, natural gas and heating oil consumption from vehicle  
production (without motorcycles) minus CHP losses, divided by the total number of vehicles  
produced, excluding vehicles from the Magna Steyr/AT and Nedcar contract production  
plants, plus energy consumption of the engine plants and electric engines as well as battery  
production, divided by engine production in Hams Hall/UK, Steyr/AT, Munich/DE and BMW  
Brilliance Automotive Ltd. in Shenyang/CN.  
Appendix  
•
GRI 302-3, 302-4  
Search  
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•
7
3
Energy consumption in detail  
Despite several production start-ups, including that of our  
newꢀplantꢀinꢀLuisꢀPotosíꢁ/ꢁMX,ꢀourꢀenergyꢀconsumptionꢀforꢀ  
Inꢀthisꢀcontext,ꢀourꢀefficientꢀwashingꢀtechnologyꢀinꢀengineꢀ  
production, preheating of combustion air in the alumin-  
iumꢀmeltingꢀfurnacesꢀasꢀwellꢀasꢀenergy-efficientꢀdrivesꢀforꢀ  
air conditioning systems, pumps and conveyor technology  
through the use of frequency inverters all play an import-  
Introduction  
1
2
019 has increased only slightly. We were able to compen-  
Fundamentals  
sate for the additional consumption with our measures for  
increasingꢀenergyꢀefficiency.ꢀOverall,ꢀweꢀsavedꢀ186 GWh  
compared to the developments without additional measures.  
ant part. • GRI 302-1  
2
Products and services  
Energy consumption in detail  
•
G3.06  
in MWh  
20151  
20161  
20171,2  
20181,2  
20191,2  
3
Production and  
value creation  
TOTAL ENERGY CONSUMPTION  
(
UPPER HEATING VALUE IN CASE OF FOSSIL FUELS)  
ꢀ
ꢀ
ꢀ
5,783,841  
5,328,856  
85,559  
ꢀ
ꢀ
Total energy consumption  
5,479,002  
5,054,722  
80,535  
5,852,666  
5,788,965  
5,974,625  
·
3.1 Consumption of resources  
of which vehicle production  
of which motorcycle production  
of which non-manufacturing areas  
5,362,618  
95,493  
5,169,266  
89,300  
5,226,227  
120,583  
627,815  
3
3
.2 Renewable energy  
.3 Supplier network  
3
343,745  
369,426  
394,555  
530,399  
TOTAL ENERGY CONSUMPTION IN DETAIL  
(
UPPER HEATING VALUE IN CASE OF FOSSIL FUELS)  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
2,584,570  
381,340  
ꢀ
ꢀ
ꢀ
ꢀ
4
Electricity (external source)  
Community heating  
2,485,881  
366,593  
1,002  
2,588,409  
408,735  
1,095  
2,513,308  
395,609  
1,072  
2,439,675  
358,992  
1,123  
Employees and society  
Community cooling in Mwh  
1,084  
Appendix  
FOSSIL FUELS  
Heating oil  
ꢀ
3,698  
4,829  
2,393,723  
214,569  
4,450  
2,624,557  
258,380  
2,888  
2,669,457  
294,724  
2,205  
3,005,902  
412,451  
Natural gas  
2,575,089  
245,899  
of which CHP losses  
NON-FOSSIL FUELS  
Biogas (landfill gas)  
of which CHP losses  
Wood pellets  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
237,446  
108,536  
220  
ꢀ
ꢀ
ꢀ
ꢀ
226,146  
98,670  
430  
224,819  
84,166  
220  
205,320  
86,787  
220  
164,957  
68,560  
68  
RENEWABLES  
ꢀ
Solar (photovoltaics)  
397  
394  
381  
1,091  
1,703  
1
To further increase transparency, energy consumption from the corporate functions, development and administration in Munich/DE as well as the motorcycle plant in Berlin/DE were included in the report for the  
first time in 2015.  
Including motorcycle production in Manaus/BR and Rayong/TH as well as the corporate areas in Tiexi/CN since 2017.  
2
3
Figures not directly comparable to previous years’ figures, mainly due to a more refined distinction between production and non-manufacturing areas (e.g. administration, development, central distribution centres).  
•
GRI 302-1  
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74  
Average distribution of materials in BMW Group vehicles  
Graphic 07 shows an overview of material composition  
Introduction  
3.  
of BMWꢀGroupꢀvehicles,ꢀonꢀwhichꢀtheꢀinput/outputꢀassess-  
ment is based.  
1
Fundamentals  
The calculation is based on data on representative vehicles  
from all product lines. The average is calculated using  
weightedꢀnumbersꢀofꢀunitsꢀforꢀtheꢀdifferentꢀproductꢀlines.  
2
Products and services  
Changes in the proportion of metal in the used materials  
are most likely due to the increased number of battery and  
hybrid vehicles that contain a high-voltage battery.  
3
Production and  
value creation  
Average distribution of materials in BMW Group  
ꢀ
1
vehicles  
•
·
3.1 Consumption of resources  
G3.07  
3
3
.2 Renewable energy  
.3 Supplier network  
in %  
2
9
Duromers  
Others  
1
M.O.N. (mod. organ. natural mat.)  
4
1
2
Thermoplastic resins  
Employees and society  
1
Textiles  
53  
Steel and iron  
Appendix  
1
8
Non-ferrous metals  
e.g. aluminium)  
(
4
Elastomers  
e.g. tyres and seals)  
(
1
Calculation based on aggregated mean values of vehicles of the BMW 1, 2, 3, 4, 5, 6, 7, X1,  
X2, X3, X4, X5 and X6 series, MINI and MINI Countryman as well as the i3 and i8 BMW i  
models and the PHEV versions of BMW 3, 5, 7, X1 and X5 series and MINI Countryman.  
•
GRI 301-1  
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•
75  
BMW Group input/output assessment for 2019 vehicle  
production  
Introduction  
The number of vehicles produced in the reporting period  
remained almost unchanged compared to the previous year,  
1
Fundamentals  
at 56 million vehicles (including BMW Brilliance) (2018:  
approximately 54 million). Based on an average weight  
of BMW Group vehicles of around t, the total weight  
of input materials is around million t. To calculate the  
2
.
2
.
2
1.6  
4
Products and services  
individualꢀmaterialꢀflows,ꢀtheꢀtotalꢀweightꢀisꢀmultipliedꢀbyꢀ  
the average distribution of the materials in BMW Group  
vehicles. • GRI 301  
-1  
• see  
graphic 3.07  
3
Production and  
value creation  
BMW Group inputꢀ/ꢀoutput assessment for 2019 vehicle production  
•
G3.08  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
INPUT  
1, 4  
3
5,417,428 m  
Water  
1
Energy  
5,226,227 MWh  
4
OUTPUT  
Employees and society  
1, 4  
Total waste  
780,911 t  
771,162 t  
9,749 t  
of which recyclable  
of which waste for disposal  
Appendix  
1, 4  
3
Total wastewater  
3,578,497 m  
1
, 3  
CO emissions  
767,585 t  
1,985 t  
693 t  
2
1, 2  
Volatile org. compounds (VOC)  
1, 2  
NO  
CO  
SO  
x
1, 2  
459 t  
1, 2  
2
10 t  
1, 2  
Particulates, dust  
46 t  
1
Incl. BMW Brilliance Automotive Ltd., Shenyang/CN, not including contract production.  
BMW Group measurements/capture as well as calculations based on energy consumption (primarily heating oil and gas) with the aid of the VDA emission factors.  
Calculated using revised emissions factors.  
2
3
4
The figure refers just to the vehicle production (without motorcycles).  
•
GRI 301-1, 302-1, 305-1, 305-7  
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76  
Water consumption  
Introduction  
Water consumption per vehicle producedꢀ1  
•
After a rise in the last reporting year, total water consump-  
tion in 2019 has dropped slightly. Water consumption per  
vehicleꢀproducedꢀwasꢀjustꢀbelowꢀtheꢀpreviousꢀyear’sꢀfigure,ꢀ  
G3.09  
1
3
in m /vehicle  
Fundamentals  
at  
water consumption in the Spartanburg and Landshut plants  
optimised processes). Nonetheless, water consumption  
2.32 m³ (2018: 2.39 m³). This is mainly due to reduced  
3
.0  
2
(
2.39  
2
.32  
2
.24  
2.25  
2.22  
also directly depends on the changing climate conditions  
with high temperatures and long drought periods at our  
locations.  
Products and services  
1
0
.5  
3
We are not aware of water removal from sensitive water  
sources (water from nature conservation areas) in the  
reporting period. There are no plans in this regard for the  
future either.  
2
015  
2016  
2017  
2018  
2019  
Production and  
value creation  
1
Efficiency indicator = water consumption from vehicle production divided by the total  
number of vehicles produced, incl. BMW Brilliance Ltd. joint venture in Shenyang/CN,  
not including vehicles from the Magna Steyr/AT and Nedcar contract production plants.  
BMW Motorrad is not included either.  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
Water consumptionꢀ1  
•
4
G3.10  
Employees and society  
2015  
2016  
2017  
2018  
2019  
Water consumption in m³  
of which drinking water in %  
of which groundwater in %  
of which surface water in %  
of which rainwater in %  
1
4,819,684  
5,017,816  
87.1  
5,073,220  
88.0  
5,425,073  
90.4  
9.6  
5,417,428  
87.4  
Appendix  
86  
14  
12.5  
11.7  
12.6  
0.0  
0.0  
0.5  
0.3  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
These figures refer to the production sites of the BMW Group incl. the BMW Brilliance Automotive Ltd. joint venture in Shenyang/CN. BMW Motorrad is not included.  
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7
7
Wastewater  
Introduction  
Materials input into wastewater should be limited to vol-  
umes that will not overtax natural decomposition processes.  
At all of our plants, we have thus introduced our own  
BMW-specificꢀwastewaterꢀstandards,ꢀsomeꢀofꢀwhichꢀcon-  
siderably exceed local regulations.  
The overall wastewater volume has increased slightly. This  
increase compared to the previous year concerns both the  
volume of wastewater from sanitary facilities and process  
wastewater volume. This slight increase in wastewater vol-  
umeꢀisꢀmainlyꢀdueꢀtoꢀtheꢀincreasedꢀproductionꢀfigures.  
1
Fundamentals  
2
Products and services  
Wastewaterꢀ1  
•
G3.11  
2
015  
2016  
2017  
2018  
2019  
3
Total wastewater in m³  
3,108,587  
960,234  
2,148,353  
502  
3,312,562  
944,008  
2,368,554  
742  
3,633,306  
914,016  
2,719,290  
406  
3,432,982  
1,015,736  
2,417, 246  
461  
3,578,497  
1,036,179  
2,542,318  
402  
Production and  
value creation  
of which process wastewater in m³  
of which wastewater from sanitary facilities in m³  
Total heavy metals and heavy metal compounds in kg  
·
3.1 Consumption of resources  
2
COD in kg  
2,152,073  
87  
2,085,398  
131  
2,273,678  
101  
1,902,577  
64  
1,960,211  
63  
3
3
.2 Renewable energy  
.3 Supplier network  
3
AOX in kg  
1
The key performance indicator “Process wastewater” is measured after wastewater treatment in BMW Group plants (incl. the BMW Brilliance Automotive Ltd. joint venture in Shenyang/CN) has taken place.  
BMW Motorrad is not included. Together with the wastewater from sanitary facilities at the plants, this is the figure for total wastewater. Due to factors such as evaporation, water input does not correspond to total  
wastewater.  
COD = chemical oxygen demand.  
AOX = absorbable organic halides in water.  
4
2
3
Employees and society  
Process wastewater per vehicle producedꢀ1  
•
Appendix  
G3.12  
3
in m /vehicle  
0
.8  
.4  
0
.45  
0.45  
0.44  
0
.42  
0
.40  
0
0
2
015  
2016  
2017  
2018  
2019  
1
Efficiency indicator = process wastewater from vehicle production divided by the total  
number of vehicles produced, incl. BMW Brilliance Automotive Ltd. joint venture in  
Shenyang/CN, not including vehicles from the Magna Steyr/AT and Nedcar contract  
production plants. BMW Motorrad is not included either.  
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7
8
Waste  
Introduction  
In the reporting period, we were largely able to reduce the  
figuresꢀthatꢀwereꢀalreadyꢀatꢀaꢀlowꢀlevelꢀinꢀ2018 further. The  
1
waste for disposal per vehicle produced was  
4.  
09 kg (2018  
:
Fundamentals  
4
.27 kg). This is equivalent to a reduction of 4  
% as com-  
pared to the year before.  
2
Products and services  
Wasteꢀ1  
•
G3.13  
in t  
2015  
2016  
2017  
2018  
2019  
3
Total waste  
Hazardous waste for recovery  
754,747  
31,099  
5,483  
762,924  
30,855  
4,219  
785,209  
36,379  
4,992  
789,817  
37, 259  
4,717  
780,911  
44,572  
4,894  
Production and  
value creation  
Hazardous waste for disposal  
Non-hazardous waste for recovery  
Non-hazardous waste for disposal  
Materials for recycling  
Metals for recycling (scrap)  
Waste for disposal  
714,887  
3,278  
723,632  
3,732  
739,799  
4,039  
742,652  
5,189  
726,590  
4,855  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
745,986  
569,959  
8,761  
754,486  
569,841  
7,951  
776,179  
571,685  
9,031  
779,911  
560,164  
9,906  
771,162  
503,928  
9,749  
4
1
These figures refer to the production sites of the BMW Group incl. the BMW Brilliance Automotive Ltd. joint venture in Shenyang/CN. BMW Motorrad is not included.  
Employees and society  
Waste for disposal per vehicle producedꢀ1  
•
Appendix  
G3.14  
in kg/vehicle  
10  
5
0
4.27  
4.09  
4
.00  
3.86  
3
.51  
2
015  
2016  
2017  
2018  
2019  
1
Efficiency indicator = waste for disposal from vehicle production divided by the total number  
of vehicles produced, incl. BMW Brilliance Automotive Ltd. joint venture, Shenyang/CN,  
not including vehicles from the Magna Steyr/AT and Nedcar contract production plants.  
BMW Motorrad is not included either.  
Search  
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•
7
9
Investment in environmental protection  
Certified environmental management systems in  
production facilities of the BMW Group  
Environmental management systems are in place at all  
BMW Group production facilities worldwide as well as in  
the central planning departments. With the exception of  
theꢀManausꢁ/ꢁBRꢀplant,ꢀallꢀsystemsꢀareꢀcertifiedꢀinꢀaccord-  
Introduction  
Atꢀ€ꢁ159 million, total investment by the BMW Group in  
environmental protection in the reporting period remained  
at almost the same level as in 2018ꢀ(€ꢁ161 million). Once  
again, a large share of these investments in 2019 went into  
paint shops. In addition, our implementation of environ-  
mental management measures meant that there were no  
significantꢀenvironmentalꢀincidencesꢀinꢀtheꢀentireꢀproduc-  
tion network in the reporting period. As in previous years,  
no penalties were imposed.  
1
Fundamentals  
2
ance with ISO 14001:2015.ꢀTheꢀSanꢀLuisꢀPotosíꢁ/ꢁMXꢀplantꢀ  
wasꢀcertifiedꢀinꢀ2019ꢀasꢀplanned.ꢀTheꢀManausꢁ/ꢁBRꢀplantꢀisꢀ  
due to follow in 2020.ꢀExternalꢀauditsꢀconfirmedꢀthatꢀtheꢀ  
German and Austrian sites additionally meet the EMAS  
European environmental management standard.  
Products and services  
3
Investment in environmental protectionꢀ1  
•
Production and  
value creation  
G3.15  
in € million  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
170  
161.0  
159.0  
154.3  
4
119.1  
109.6  
Employees and society  
Entire  
production  
network  
87.0  
85.2  
8
5
78.9  
Appendix  
6
9.7  
Germany  
4
9.8  
0
2
015  
2016  
2017  
2018  
2019  
1
Calculation of integrated environmental investments of the BMW Group production facilities  
according to VDA standard.  
Search  
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•
8
0
Certified environmental management systems in production facilities of the BMW Group  
•
Introduction  
G3.16  
Site  
Environmental management system Date of most recent ISO 14001 certification  
1
Fundamentals  
BMW GROUP PLANTS  
Araquari/BR plant  
Berlin/DE plant  
ISO 14001  
ISO 14001/EMAS  
ISO 14001  
January 2018  
January 2018  
January 2018  
January 2018  
January 2018  
January 2018  
January 2018  
January 2018  
January 2018  
Implemented  
January 2018  
January 2018  
January 2018  
January 2018  
January 2018  
March 2019  
2
Chennai/IN plant  
Products and services  
Dingolfing/DE plant  
Eisenach/DE plant  
Goodwood/UK plant  
Hams Hall/UK plant  
Landshut/DE plant  
Leipzig/DE plant  
ISO 14001/EMAS  
ISO 14001/EMAS  
ISO 14001  
3
ISO 14001  
ISO 14001/EMAS  
ISO 14001/EMAS  
National Standard  
ISO 14001/EMAS  
ISO 14001  
Production and  
value creation  
1
2
Manaus/BR plant  
Munich/DE plant  
·
3.1 Consumption of resources  
Oxford/UK plant  
3
3
.2 Renewable energy  
.3 Supplier network  
Rayong/TH plant  
ISO 14001  
Regensburg/DE plant  
Rosslyn/ZA plant  
San Luis Potosí/MX plant  
Spartanburg, US plant  
Steyr/AT plant  
ISO 14001/EMAS  
ISO 14001  
4
ISO 14001  
Employees and society  
ISO 14001  
January 2018  
January 2018  
January 2018  
January 2018  
ISO 14001/EMAS  
ISO 14001  
Swindon/UK plant  
Wackersdorf/DE plant  
Appendix  
ISO 14001/EMAS  
ASSEMBLY PLANTS  
Jakarta/ID assembly plant  
Cairo/EG assembly plant  
Kaliningrad/RU assembly plant  
Kulim/MY assembly plant  
ISO 14001  
ISO 14001  
ISO 14001  
ISO 14001  
July 2018  
November 2018  
August 2017  
December 2018  
BMW BRILLIANCE AUTOMOTIVE HOLDINGS LTD. JOINT VENTURE  
3
BMW Brilliance Automotive, Shenyang/CN (joint venture)  
ISO 14001  
December 2018  
CONTRACT PRODUCTION  
Chongqing/CN  
ISO 14001  
ISO 14001/EMAS  
ISO 14001  
August 2018  
July 2018  
Magna Steyr Fahrzeugtechnik Graz/AT  
TVS Motor Company Hosur/IN  
VDL Nedcar Born/NL  
January 2017  
July 2018  
ISO 14001  
1
Fulfilment of legal requirements.  
Certification planned for 2020.  
The joint venture comprises three locations.  
2
3
Search  
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•
8
1
Logistics: carriers and CO emissions  
The BMW Group is also involved in research and develop-  
ment for a maritime biofuel intended to reduce emissions  
from sea transport in the future.  
Introduction  
2
The use of CO -friendly energy sources and carriers are  
2
essential criteria for the BMW Group when it comes to  
selecting freight companies. For supplying our Chinese  
plants, for example, the Trans-Siberian Railway is used as  
an alternative to air transport, resulting in a reduction of  
1
Fundamentals  
Ahead of the United Nations Climate Change Conference  
2019 (COP 25) in Madrid and as part of the Group’s com-  
mitment to further reduce carbon emissions along the  
entire value chain, the BMWꢀGroupꢀwasꢀtheꢀfirstꢀcarꢀman-  
ufacturer to join the international “Getting to Zero Coali-  
tion”.ꢀTheꢀobjectiveꢀofꢀthisꢀinitiativeꢀisꢀtoꢀuseꢀzero-emissionꢀ  
2
CO emissions in the region of 56  
,000 t. In addition, more  
2
than 50% of vehicles produced leave the BMW Group plants  
by rail. Furthermore, since the US Continental Distribu-  
tion Center in Lower Nazareth opened in 2019 we have  
been able to cut down on overseas transports and procure  
more material locally in the NAFTA area.  
Products and services  
cargo vessels from 2030  
.
3
With the measures that have been implemented so far, we  
were able to curb the increase of CO emissions in 2019  
Production and  
value creation  
As part of the Green Logistics Strategy 2050, we are con-  
tinuously developing environmentally sustainable logistics  
concepts in collaboration with freight forwarders, infra-  
structure operators and producers of commercial vehicles.  
.
2
Compared to 2018, CO emissions rose by 0.4%. This increase  
2
is mainly due to more produced vehicle units, the commis-  
sioning of the plant in Mexico and starts and discontinua-  
tions of vehicle projects throughout the entire plant network.  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
Implemented projects include a total of nine electric lor-  
ries, which are used in plant logistics. In October 2019 the  
BMWꢀGroupꢀranꢀaꢀfieldꢀtrialꢀwithꢀanꢀelectricꢀlorryꢀforꢀinter-  
plant parts distribution. In addition, seven gas-powered  
lorriesꢀareꢀalreadyꢀinꢀuseꢀatꢀtheꢀLeipzigꢁ/ꢁDEꢀandꢀMunichꢁ/ꢁDEꢀ  
plants.  
4
Employees and society  
Appendix  
Search  
Back  
•
8
2
ꢀ
1
Logistics: carriers and CO emissions  
•
Introduction  
2
G3.17  
2
015  
2016  
2017  
2018  
2019  
1
Fundamentals  
INBOUND (MATERIAL PROVISION OF THE PLANTS  
AND SPARE PARTS DELIVERY)  
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
2
2
Transport volume in million tkm  
13,822  
15,202  
14,545  
14,491  
15,634  
2
CO emissions in t  
467,023  
506,604  
537,928  
589,730  
577,077  
2
Products and services  
OUTBOUND (DISTRIBUTION OF VEHICLES AND SPARE PARTS)  
Transport volume in million tkm  
25,584  
25,006  
25,881  
25,777  
26,489  
CO emissions in t  
935,059  
920,795  
959,147  
974,189  
993,320  
2
3
TOTAL (INBOUND AND OUTBOUND)  
2
2
Production and  
value creation  
Transport volume in million tkm  
39,406  
40,208  
40,426  
40,268  
42,123  
CO emissions in t  
1,402,082  
1,427,399  
1,497,075  
1,563,919  
1,570,397  
2
PERCENTAGE SHARE OF CARRIERS IN TOTAL (INBOUND  
AND OUTBOUND) IN TERMS OF TRANSPORT VOLUME AND  
·
3.1 Consumption of resources  
3
3
.2 Renewable energy  
.3 Supplier network  
CO  
2
EMISSIONS  
tkm  
78.9  
13.5  
7.0  
g CO2  
57.0  
27.8  
3.2  
tkm  
77.7  
14.9  
6.9  
g CO2  
55.0  
30.8  
3.1  
tkm  
75.8  
17. 2  
6.3  
g CO2  
52.9  
31.7  
tkm  
75.0  
17.6  
6.5  
g CO2  
50.3  
31.1  
2.3  
tkm  
g CO2  
47.8  
37.5  
2.6  
2
2
Sea  
73.0  
20.1  
6.3  
Road  
Rail  
Air  
2
2.5  
4
2
2
0.6  
12.0  
0.5  
11.1  
0.7  
12.9  
0.9  
16.3  
0.6  
12.2  
Employees and society  
1
Figures refer to BMW and MINI, excluding Rolls-Royce Automobiles. CO  
2
emissions calculated in accordance with DIN EN 16258 and TREMOD 5.2 (airfreight only – belly/freighter). Scope: inbound volumes  
(
material supplies to plants and spare parts delivery) for BMW and MINI vehicle plants worldwide as well as for delivery of spare parts to the parts supply centre. Outbound volumes (vehicle distribution and spare  
parts) as far as the distribution centres in the worldwide markets and in certain markets as far as the dealership.  
Due to new input data from an external service provider, the 2017 values were adjusted.  
2
Appendix  
•
GRI 305-3  
Search  
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•
Sustainability goal  
Production and value creation  
RENEWABLE ENERGY  
The BMW Group is the leader in the use of renewable  
energy in production and value creation.  
Solar energy. The new photovoltaic plant in San Luis Potosí/MX  
2
covers an area of 70,000 m and has an output of 5 MW.  
8
4
Combined separate non-financial report  
3
.2  
Key measures:  
Introduction  
RENEWABLE ENERGY  
By generating our own renewable electricity, we are fur-  
ther improving our environmental performance. In this  
way, we also match our stakeholders’ expectations to keep  
emissions from vehicle production to a minimum and to  
use a holistic approach towards implementing sustainabil-  
ity in the area of mobility.  
1
Fundamentals  
2
Products and services  
Sustainability goal:  
Using renewable energy at our plants  
The BMW Group is the leader in the use of renewable  
energy in production and value creation  
We are continuously increasing the use of renewable energy  
along the entire value chain, focusing in particular on our  
own plants. In order to decide which renewable energy  
sources are best suited to a particular location, we carry out  
country-specificꢀanalysesꢀtoꢀevaluateꢀtheꢀtechnical,ꢀpoliti-  
calꢀandꢀeconomicꢀconditions.ꢀAccordingly,ꢀweꢀuseꢀdifferentꢀ  
technologies and solutions. In this context we prioritise pro-  
ducing our own renewable energy. If this is not entirely  
feasible due to prevailing technical and economic condi-  
tions, we purchase additional electricity from local renew-  
able sources if possible. We compensate for the remaining  
electricity from non-renewable sources by purchasing cer-  
tificatesꢀofꢀorigin.  
3
Production and  
value creation  
In order to make a contribution towards climate protection  
and reduce CO emissions in production, the BMW Group  
2
uses renewable energy and energy-efficient systems. From  
3
.1 Consumption of resources  
3.2 Renewable energy  
.3 Supplier network  
2
020, we want to supply all production plants worldwide  
·
exclusively with electricity from renewable sources. To  
this end, we have further expanded our own renewable  
generation capacities at our sites.  
3
4
In this way, we are contributing in particular towards  
achieving the UN Sustainable Development Goals (SDGs)  
Employees and society  
9
(Industry, innovation and infrastructure), 12 (Responsible  
Appendix  
consumption and production) and 13 (Climate action).  
In 2019, one focus area was the expansion of solar capaci-  
ties at various sites. New photovoltaic systems were success-  
fullyꢀcommissionedꢀinꢀRayongꢁ/ꢁTHꢀasꢀwellꢀasꢀShenyangꢁ/ꢁCNꢀ  
2
plants. A 70  
,
000 m solar farm with a capacity of  
5
MW was  
installedꢀatꢀtheꢀnewlyꢀopenedꢀSanꢀLuisꢀPotosíꢁ/ꢁMXꢀplant.ꢀ  
During its ramp-up phase, the photovoltaic system already  
supplied almost half of the electricity required for install-  
ing the production facilities. We purchased the remaining  
electricity from other suppliers of renewable energy and  
madeꢀupꢀanyꢀshortfallsꢀbyꢀacquiringꢀcertificates,ꢀthusꢀachiev-  
ing a 100 % carbon-free electricity supply at this site for the  
reporting period.  
AndꢀatꢀtheꢀRosslynꢁ/ꢁZAꢀplantꢀtheꢀBMW Group has been  
cooperating since 2015 with the “Bio2Watt”ꢀcompany,ꢀwhichꢀ  
also aims to secure energy supply from renewable sources.  
In the future, a biogas system producing energy from organic  
waste and cattle manure will cover approximately 70% of  
the electricity demand at this plant.  
8
5
Combined separate non-financial report  
Stabilising the grid by storing energy  
Due diligence processes:  
Introduction  
In addition, we continuously work on innovative solutions  
for using and storing renewable energy. On our battery  
farmꢀonꢀtheꢀpremisesꢀofꢀourꢀLeipzigꢁ/ꢁDEꢀplant,ꢀweꢀuseꢀ  
Central management and local tracking of the use of  
renewable energies  
1
Fundamentals  
high-voltage batteries from the BMW  
i
3
. The storage farm  
The Real Estate, Facility Management and Corporate Secu-  
rity unit manages and controls the use of renewable energy  
in the BMW Group buildings. A steering group is respon-  
sible for coordinating current and future measures and for  
evaluating regularly whether the targets are being achieved.  
Weꢀhaveꢀdefinedꢀindependentꢀprocessesꢀthroughoutꢀtheꢀ  
Group for the planning and implementation of measures,  
which assign clear roles and responsibilities to the central  
strategy departments, regional control stations as well as  
plants at the local level.  
is connected to the public electricity grid and can take load  
offꢀtheꢀgridꢀinꢀtimesꢀofꢀpeakꢀrenewableꢀenergyꢀgeneration.ꢀ  
When supply is low, the storage system can feed the elec-  
tricity back into the grid. In this way the BMW Group con-  
tributes to keeping the public electricity grids stable.  
2
Products and services  
3
Promoting renewable energy in the supply chain  
We also promote an increase in the use of renewable energy  
inꢀourꢀsupplyꢀchain.ꢀMoreꢀthanꢀaꢀfifthꢀofꢀourꢀtotalꢀemis-  
Production and  
value creation  
sions (Scope  
1,  
2
and  
3), and thus many times the CO emis- • see  
2
graphic 3.02  
sions at our own plant locations, is generated at our sup-  
pliers. This share is set to grow even further due to the  
increasingꢀelectrificationꢀofꢀourꢀvehicles.ꢀAsꢀpartꢀofꢀtheꢀ  
Furthermore, the BMW Group works in close cooperation  
with its energy suppliers in the local markets in order to  
be able to respond to any changes in the supplied electri-  
city quality in terms of the green electricity share and CO  
2
freight.  
3
.1 Consumption of resources  
3.2 Renewable energy  
.3 Supplier network  
·
3
•
Supply Chain Programme of the Carbon Disclosure Project (CDP), we  
ask our suppliers for details on their CO emissions and  
the share of renewables in their overall energy consump-  
2
4
tion. In addition, we encourage suppliers to set themselves • see  
emission targets.  
Changes in the relevant regulations often present us with  
great challenges, as they make long-term planning more  
difficult.ꢀTheꢀmonitoringꢀprocess,ꢀalsoꢀwithꢀexternalꢀsup-  
port, helps the BMW Group to respond to corresponding  
developmentsꢀatꢀanꢀearlyꢀstageꢀinꢀorderꢀtoꢀfindꢀbothꢀtech-  
nically and economically as well as politically viable solu-  
tions.  
Employees and society  
chapter 3.3  
Appendix  
We ask our suppliers who take part in the CDP Supply  
Chain Programme to take measures to reduce their  
CO emissions and track their overall progress using their  
2
CDP rating.  
Search  
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•
8
6
Combined separate non-financial report  
Results and performance indicators:  
Raising awareness for sustainability among suppliers  
In 2019, a total of 40 2018 31) of the suppliers out of 199  
2018 190) who participated in the CDP programme  
reported to have a target in place that is at least “ -degree  
to 87 % (2018: 79%). We were able to reduce the relative • see performance  
indicators  
CO emissions in production from  
Introduction  
(
:
Use of renewable energy sources on the increase  
In 2019, we continued to expand our use of renewable energy  
(
:
1
2
Fundamentals  
compliant”.ꢀClearꢀstrategiesꢀforꢀtheꢀuseꢀofꢀrenewableꢀenergyꢀ  
are required in order to reach these targets. For this rea-  
son, we consider them to be important indicators of a strat-  
0.40 t (2018) to 0.30 t per  
2
vehicle (2019). The same applies to the absolute CO emis- • see  
sions in the production network, which were reduced by  
27.6% (2019: 697,025 t CO2; 2018: 962,545 t CO ).  
2
2
chapter 3.1  
egy change by the suppliers.  
refer to the international climate policy stipulation of lim-  
iting global warming to below °C. 54 further suppliers  
2018 55)ꢀareꢀplanningꢀtoꢀdefineꢀsuchꢀaꢀtargetꢀwithinꢀtheꢀ  
2-degree compliant targets  
Products and services  
2
2
Our strategy to expand renewable energy has proven to be  
anꢀeffectiveꢀfoundationꢀforꢀtheꢀplanningꢀofꢀconcreteꢀmeas-  
ures and can be applied in a wide variety of country con-  
texts. In addition to our production locations in Europe  
and Brazil that are already supplied exclusively with elec-  
tricityꢀfromꢀrenewableꢀsourcesꢀ(partiallyꢀviaꢀcertificates),ꢀ  
weꢀwereꢀalsoꢀableꢀtoꢀsupplyꢀourꢀShenyangꢁ/ꢁCN,ꢀSanꢀLuisꢀ  
Potosíꢁ/ꢁMXꢀandꢀRayongꢁ/ꢁTHꢀplantsꢀexclusivelyꢀwithꢀelec-  
tricity generated from renewable sources. We regard the  
continuous growth in the share of renewable energy in our  
productionꢀplantsꢀasꢀconfirmationꢀthatꢀourꢀmeasuresꢀhaveꢀ  
theꢀdesiredꢀeffect.  
(
:
3
next two years. By asking the suppliers to set such targets,  
we make our expectations in terms of sustainability clear  
andꢀstillꢀgiveꢀthemꢀsufficientꢀtimeꢀtoꢀmakeꢀthisꢀstrategyꢀ  
change with stipulations for the use of renewable energy.  
Production and  
value creation  
3
.1 Consumption of resources  
3.2 Renewable energy  
.3 Supplier network  
·
Our next steps:  
3
We are planning to achieve our target of supplying all our  
worldwide locations completely with energy from renew-  
able sources in 2020. To this end, we want to enter into  
suitableꢀsupplyꢀcontractsꢀorꢀacquireꢀcertificatesꢀforꢀallꢀsitesꢀ  
that are currently not yet fully supplied by green energy.  
4
Employees and society  
Share of green electricity purchased from  
Appendix  
1
third partiesꢀ  
•
G3.18  
Expanding renewable energy throughout the supply chain  
is an integral part of our strategy. Here, we also want to  
continue to increase the use of renewable energy and  
in %  
encourage more suppliers to introduce a “2-degree compli-  
ant”ꢀsetꢀofꢀobjectives.  
100  
8
7
8
1
7
9
6
3
5
8
5
0
0
2
015  
2016  
2017  
2018  
2019  
1
Calculated based on volumes of green energy purchased (among other things via certificates  
of origin) as well as the conservative calculation of country-specific green energy shares for  
the rest of electricity purchased from third parties. Figures from 2015 onwards not directly  
comparable to figure for 2014. Figures from 2015 onwards include all BMW Group production  
locations, incl. BMW Brilliance Automotive Ltd. joint venture, Shenyang/CN, as well as  
corporate functions, development and administration in Munich/DE.  
Search  
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•
Sustainability goal  
Production and value creation  
SUPPLIER NETWORK  
The BMW Group will significantly increase supply  
chain transparency and resource efficiency by 2020.  
Responsibility in the supply chain. Launch of the "Cobalt for Development"  
project in 2019 in the Democratic Republic of Congo.  
8
8
Combined separate non-financial report  
3
.3  
Key measures:  
Introduction  
SUPPLIER NETWORK  
With an estimated share of more than 70 % of all value  
1
ꢀ
1
added, our supplier network ꢀcanꢀcontributeꢀsignificantlyꢀ  
to sustainability within the BMW Group. The increasing  
complexity of the supply networks presents us with great  
challenges. With electromobility consistently expanding,  
our demand for raw materials is changing. These special-  
ised supply chains can bring with them particular environ-  
mental and social risks. Therefore, we are working closely  
with our direct suppliers in order to make our supply chains  
Fundamentals  
2
Products and services  
Sustainability goal:  
The BMW Group will significantly increase supply chain  
transparency and resource efficiency by 2020  
3
more transparent. • GRI 102-9  
Production and  
value creation  
It is of the utmost importance for the BMW Group that  
environmental and social standards are adhered to and  
that there is a focus on resource efficiency along the  
entire value chain. Here, we are committed to reaching  
out beyond our direct suppliers. We believe that we can  
achieve our objectives in this regard only through con-  
tinuous and collaborative supplier development and con-  
sistent supplier management. In addition, we support  
initiatives for standardising sustainability requirements  
and introducing monitoring mechanisms, for example in  
mining and processing critical raw materials, through-  
out the entire supplier network.  
Establishing sustainability firmly within the  
supplier network  
As one of the pioneers in the automotive sector, we have  
made sustainability an integral part of our procurement  
3
3
.1 Consumption of resources  
.2 Renewable energy  
process and an essential purchasing criterion since 2014  
Our sustainability requirements apply to all suppliers of  
production materials as well as service providers. In turn,  
they are also obliged to forward these requirements to their  
sub-suppliers.  
.
·
3.3 Supplier network  
4
Employees and society  
We identify raw materials and other materials that are par-  
ticularly critical in terms of sustainability. We analyse the  
impact of these resources on the environment and society  
Appendix  
With our measures along the supply chain we want to  
contribute towards fulfilling the UN Sustainable Develop-  
• see other along the entire supply chain, develop rawꢀmaterial- ꢀs pecificꢀ  
strategically  
hedging strategies and carry out pilot projects to increase  
relevant topics  
ment Goals (SDGs)  
(Reduced inequalities), 12 (Responsible consumption  
and production) and 13 (Climate action).  
8
(Decent work and economic growth),  
sustainability performance.  
10  
In order to ensure an active transformation towards a sus-  
tainable supplier network, we seek close collaboration with  
our suppliers and are committed to their further develop-  
ment in all aspects of sustainability. To this end, we deliver  
training, information events and various other activities  
as part of our development programme.  
1
At present, the BMW Group supplier network comprises approximately 12,000 suppliers.  
8
9
Combined separate non-financial report  
In addition to carrying out our own activities and provid-  
ing due diligence tools, we are participating in various auto-  
motiveꢀindustry-specificꢀcross-sectorꢀinitiatives.ꢀHere,ꢀweꢀ  
are committed to driving the standardisation of sustain-  
ability requirements as strongly as possible. By collaborat-  
ing with other companies, we can drive positive changes  
evenꢀmoreꢀeffectively.  
Addressing resource efficiency and CO emissions at our  
suppliers  
Introduction  
2
By encouraging them to participate in the Carbon Disclosure  
Project’s (CDP) • Supply Chain Programme we support our sup-  
pliersꢀinꢀtheirꢀeffortsꢀtoꢀreduceꢀtheꢀimpactꢀofꢀtheirꢀbusinessꢀ  
activities on the climate. At the heart of the programme is  
annual reporting taking into account a multitude of aspects.  
1
Fundamentals  
2
In this context, measures for reducing CO emissions and  
2
Products and services  
Among other initiatives, we are involved in • Drive Sustain-  
increasing the share of renewable energy play an impor-  
tant role, as do strategic and management-relevant topics  
such as the integration of climate protection into the cor-  
porate strategy and active risk management. One example  
ability, the • Responsible Business Alliance (RBA  
subsidiary organisation, the • Responsible Minerals Initiative  
(RMI). In addition, we want to foster transparency in min-  
) as well as its  
3
eral supply chains through our membership in the • Initiative  
for Responsible Mining Assurance (IRMA) and other raw material-  
specificꢀinitiatives.  
are measures for reducing CO emissions in the produc-  
2
Production and  
value creation  
tionꢀofꢀbatteryꢀcells.ꢀTheseꢀmakeꢀupꢀaꢀsignificantꢀpropor-  
• see other  
topics with  
strategic relevance  
tion of the overall CO emissions in battery-powered elec-  
2
tric vehicles. When the BMW Group and its BMW Bril-  
3
3
.1 Consumption of resources  
.2 Renewable energy  
AsꢀpartꢀofꢀaꢀspecificꢀworkingꢀgroupꢀofꢀtheꢀGermanꢀAssoci-  
ation of the Automotive Industry (VDA), the BMW Group  
helped develop a standardised assessment protocol on  
labour and social standards. In future, it will be possible  
to acknowledge and share the results of on-site checks  
within the supplier network, in order to avoid supplier sites  
being audited repeatedly and to ensure widespread coverage.  
lianceꢀjointꢀventureꢀawardedꢀtheꢀ€ꢁ7 billion-plus contract  
for supplying battery cells to battery manufacturer CATL  
,
·
3.3 Supplier network  
for example, it was agreed that large proportions of elec-  
tricity from renewable sources in Germany and secondary  
raw materials must be used by the supplier. The CATL bat-  
tery cell plant is currently under construction in Erfurt  
(Germany). Among the advantages of this location are a  
high availability of electricity from renewable sources and  
efficientꢀtransportꢀlinksꢀtoꢀourꢀEuropeanꢀve ꢀh icleꢀplants.  
4
Employees and society  
Appendix  
Furthermore, the BMW Group has been called into the  
OECD stakeholder group and the “National CSRꢀForum”ꢀ  
of the German Federal Government. Here, we contribute  
our experiences with various aspects of sustainability and  
the procurement of raw material as well as due diligence  
in supplier networks.  
Theꢀreportingꢀresultsꢀinꢀanꢀoverallꢀevaluationꢀreflectingꢀtheꢀ  
increaseꢀinꢀresourceꢀefficiencyꢀandꢀtheꢀreductionꢀofꢀemis  
-
sions. It is our aim that 60% of our suppliers participating  
in the CDP Supply Chain programme achieve at least a B  
rating by 2020 (A is the highest and D is the lowest rating  
in terms of implementing the CDP criteria).  
In 2017, we initiated the setting up of a working group  
within the CDP, in which we have been working in collab-  
oration with other companies from the automotive sector  
since 2018 to further advance the implementation of the  
CDP Supply Chain Programme along the entire supply  
chain. In the year under review, the working group contin-  
ued to develop a set of performance indicators and work on  
a joint invitation for the reporting period.  
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9
0
Combined separate non-financial report  
Due diligence processes:  
Our employees in Strategic Purchasing are responsible for  
sustainability topics concerning the supplier network. We  
use due diligence processes to monitor the implementation  
of sustainability standards at our suppliers.  
Introduction  
Increasing transparency and minimising risks  
1
Theꢀincreaseꢀofꢀtransparencyꢀandꢀresourceꢀefficiencyꢀinꢀourꢀ  
supply chains is based on compliance with environmental  
andꢀsocialꢀstandardsꢀasꢀdefinedꢀinꢀtheꢀ• BMW Group sustain-  
ability standard for the supplier network. The standard is an inte-  
gral part of the application documents for suppliers and  
mustꢀbeꢀtakenꢀintoꢀaccountꢀwhenꢀpreparingꢀanꢀoffer.  
Fundamentals  
Any information about potential breaches of our sustain-  
ability standards in the supplier network is processed by  
the Supply Chain Response Team. Furthermore, we have  
established the Human Rights Contact Supply Chain as a  
central contact point, which can be reached by phone  
2
Products and services  
In addition, all supplier agreements concluded by the  
BMW Group for materials required for production as well  
asꢀforꢀmaterialsꢀnotꢀrequiredꢀforꢀproductionꢀcontainꢀspecificꢀ  
clauses in the • Purchasing conditions. These conditions are  
based on the principles of the • UN Global Compact and the  
•
+ 49 89 382-71230 and • e-mail to anonymously report  
potential infringements against social and also environ-  
mental standards by our suppliers.  
3
Production and  
value creation  
•
International Labour Organization (ILO) • GRI 412-3 and contain  
speci ꢀfi cationsꢀforꢀresourceꢀefficiency.  
3
3
.1 Consumption of resources  
.2 Renewable energy  
·
3.3 Supplier network  
At the start of the year under review, we implemented even  
more stringent sustainability requirements for suppliers.  
In addition to an ISO 14001, or EMAS-certifiedꢀenviron-  
mental management system, we now also require an occu-  
pationalꢀhealthꢀandꢀsafetyꢀmanagementꢀsystemꢀcertifiedꢀ  
according to OHSAS 18001 or the new ISO 45001 stand-  
ard. By signing a contract with us, our suppliers also com-  
mit to ensuring that their own suppliers in turn comply  
with these agreements.  
4
Employees and society  
Appendix  
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•
91  
Combined separate non-financial report  
Due diligence at the BMW Group is observed based on OECD Due Diligence Guidance for Responsible Business Conduct  
•
Introduction  
G3.19  
1
Fundamentals  
1
2
3
Identify and evaluate  
negative effects in  
business activities,  
supply chains and  
business relations  
Include RBC in strategies  
and management systems negative effects in busi-  
ness activities, supply  
— BMW Group Legal  
Compliance Code  
—
—
Identify and evaluate  
Eliminate, prevent or limit  
negative effects  
2
Communication  
about how we  
manage effects  
chains and business  
relations  
— Cross-OEM sustainability  
questionnaire  
— Third-party (external)  
sustainability audits  
— Second-party  
Products and services  
5
2
BMW Group sustain-  
ability standard for the  
supplier network  
BMW Group terms and  
conditions of purchase  
for direct and indirect  
material  
— BMW-specific risk filter  
— Media screening  
— Cross-OEM sustainability  
questionnaire  
— Third-party (external)  
sustainability audits  
— Second-party  
(internal) sustainability  
assessments  
3
— Supply chain  
assessments  
1
— Escalation process  
Production and  
value creation  
6
(
internal) sustainability  
Include responsible business  
conduct in strategies and  
management systems  
Provide or help with  
compensation where  
appropriate  
assessments  
Supply chain  
assessments  
—
3
3
.1 Consumption of resources  
.2 Renewable energy  
4
5
6
·
3.3 Supplier network  
Audit of implementation  
and results  
Communication about  
how we manage effects  
Provide or help with  
compensation where  
appropriate  
4
3
Eliminate, prevent  
Audit of  
implementation  
and results  
4
—
—
Media screening  
— Sustainability report  
Cross-OEM sustainability — Stakeholder dialogues  
or limit negative  
effects  
— BMW Group Human  
Rights Contact  
(complaint procedure)  
— Ad-hoc team  
— Escalation process  
— Supplier development  
and training  
Employees and society  
questionnaire  
— CDP Supply Chain  
— Sustainability ratings  
(e.g. DJSI)  
—
—
Third-party (external)  
sustainability audits  
Second-party  
(internal) sustainability  
assessments  
Appendix  
—
Supply chain  
assessments  
Results and performance indicators:  
Relevant supplier locations evaluated  
All previously nominated as well as potential supplier loca-  
tions of the BMW Group are evaluated based on our risk  
filter,ꢀwhichꢀaccessesꢀvariousꢀcountry-ꢀandꢀcommodityꢀ  
group-specificꢀriskꢀdatabases.ꢀFurthermore,ꢀweꢀevaluatedꢀ  
fore, the evaluation included 95% (2018  
of materials required for production with a tendering vol-  
umeꢀofꢀmoreꢀthanꢀ€ꢁ million from BMWAG, as well as 72  
2018 80%) of suppliers of materials that are not required  
for production with a tendering volume of more than  
: 97%) of suppliers  
2
%
(
:
€ꢁ10 million from BMWAG. • GRI 308-1, 412-1, 414-1  
3,921 supplier locations (2018: 4,168) based on the industry- • see  
performance  
specificꢀquestionnaireꢀduringꢀtheꢀreportingꢀperiod.ꢀOurꢀ indicators  
focus is on suppliers with a large tendering volume. There-  
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9
2
Combined separate non-financial report  
Sustainabilityꢀdeficitsꢀwereꢀidentifiedꢀatꢀ  
2
,
131 potential and  
Increase in transparency due to the CDP Supply Chain  
Programme  
In 2019, a total of 199 of our suppliers (2018: 190) reported  
onꢀtheirꢀresourceꢀefficiencyꢀviaꢀtheꢀCDP Supply Chain  
Programme. These suppliers account for 78% of the pur-  
Introduction  
existing supplier locations, for example in the area of envi-  
ronmental management or with regard to a human rights  
policy not being in place at the company in question. Cor-  
rectiveꢀmeasuresꢀtoꢀremedyꢀtheꢀsustainabilityꢀdeficitsꢀwereꢀ  
1
Fundamentals  
definedꢀforꢀ  
1
,
317 of those cases. With the new, more strin-  
chase volume of the BMW Group (2018  
: 75%).  
2
gent requirements for occupational health and safety, the  
numberꢀofꢀdeficitsꢀroseꢀduringꢀthatꢀyear.ꢀForꢀallꢀotherꢀcases,ꢀ  
it is yet to be reviewed whether corrective measures will  
beꢀdefined.ꢀTherefore,ꢀweꢀenteredꢀintoꢀwrittenꢀagreementsꢀ  
on introducing new occupational health and safety man-  
agement systems or certifying existing ones with the  
affectedꢀcompanies.  
As in the previous year our evaluated suppliers, including  
the 24 companies that entered the programme in 2019  
achieved an average score of C. 34% achieved a rating of B  
and higher (2018: 30 ꢀ% ).ꢀThereꢀhaveꢀbeenꢀsignificantꢀimprove-  
ments with suppliers who have been reporting for at least  
three years. We regard this as evidence that the programme  
is well established at the companies which have been partici-  
pating for longer periods and that it yields the expected  
results.  
Products and services  
,
3
Production and  
value creation  
In addition, 94 audits and eleven assessments were carried  
out by or on behalf of the BMW Group in the reporting  
period.ꢀCrucialꢀareasꢀofꢀactionꢀidentifiedꢀbyꢀauditsꢀandꢀ  
assessments have been highlighted, particularly in the areas  
of hazardous substance management, waste management  
3
3
.1 Consumption of resources  
.2 Renewable energy  
Participating suppliers reduced their CO emissions by  
32 million t in 2019 (2018: 39 million t). This was mainly  
2
·
3.3 Supplier network  
and working conditions or occupational safety. • GRI 308  
-
1
,
due to one larger divestment, renewable energy projects  
andꢀanꢀincreaseꢀinꢀenergyꢀefficiency.  
4
3
08  
-
2
,
414  
-
1
,
414  
-
2
Employees and society  
A total of 153 supplier locations were not commissioned  
because they do not meet the sustainability requirements  
of the BMW Group, among other things. We did not, how-  
ever, terminate any existing cooperation in 2019. We regard  
thisꢀasꢀconfirmationꢀofꢀtheꢀsuccessꢀofꢀourꢀapproachꢀofꢀ  
addressing and demanding sustainability requirements  
The positive results that have been achieved thus far by the  
programmeꢀwouldꢀseemꢀtoꢀindicateꢀthatꢀourꢀeffortsꢀtoꢀ  
increaseꢀtransparencyꢀandꢀresourceꢀefficiencyꢀinꢀtheꢀ sꢀ upplyꢀ  
chainꢀareꢀeffective.  
Appendix  
early on in the procurement process. • GRI 308  
-
2
,
414  
-
2
Our next steps:  
Two potential incidents involving infringements of our  
principles for sustainability in the supply chain were  
reported using the relevant channels, for example the  
Human Rights Contact Supply Chain, during the report-  
ingꢀyear.ꢀTheseꢀnotificationsꢀconcernedꢀoccupationalꢀhealthꢀ  
and safety matters. We were able to investigate and close  
In the coming years, sustainability aspects will play an even  
bigger role during the tendering process at the BMW Group.  
In particular, we will evaluate how best to establish CO2  
indicators as a criterion for awarding contracts. In addition,  
we want to further expand risk management for sustain-  
ability in our supplier network, for example through  
in-depth,ꢀstandardisedꢀriskꢀidentificationꢀandꢀaudits.  
all enquiries in 2019 before the end of the year. • GRI 308-2,  
414-2  
Furthermore, we are planning to hedge further supply  
chains that are particularly associated with certain risks  
and drive active transformation through standardisation  
and enabling measures. Here, we will focus increasingly  
on local and on-site measures.  
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9
3
Other strategically relevant topics  
them to disclose the origin of this raw material. We made  
details concerning our cobalt supply, for example on smelt-  
ers and countries of origin, available to the public and we  
update this information regularly. In a next step, we will  
restructure our cobalt supply chains. In addition, the  
BMWꢀGroupꢀwillꢀprocureꢀcobaltꢀforꢀtheꢀfifthꢀgenerationꢀofꢀ  
battery cells directly from mines outside the Democratic  
Republic of Congo, i.e. in Australia and Morocco, from 2020  
and make it available to the partners in the supply chain.  
In this way, we are increasing transparency concerning the  
origin of this raw material.  
Introduction  
1
Action taken on selected raw materials:  
Fundamentals  
Steel and aluminium  
2
In terms of weight, steel and aluminium make up the largest  
share of materials used in our vehicles. We are consistently  
lookingꢀforꢀwaysꢀtoꢀincreaseꢀefficiencyꢀandꢀtransparencyꢀ  
in the supply chains and to ensure that we source our  
materials in an environmentally friendly and socially via-  
ble manner.  
Products and services  
3
In the Congo, we are involved in the “Cobalt for Develop-  
ment”ꢀpilotꢀproject,ꢀwhichꢀwasꢀofficiallyꢀlaunchedꢀinꢀSep-  
tember 2019. In collaboration with BASF SE, Samsung SDI  
and Samsung Electronics as well as the German develop-  
ment agency Gesellschaft für Internationale Zusammenar-  
beit (GIZ), we are promoting responsible artisanal cobalt  
mining. Over a three-year period, we are investigating how  
working and living conditions in small-scale mining in the  
Democratic Republic of Congo can be improved. The pro-  
ject focuses on a pilot mine where cobalt is extracted using  
artisanal methods. If the project is successful, these  
approaches can then also be used for other artisanal mines  
in the long term.  
Production and  
value creation  
As a founding member of the Aluminium Stewardship Ini-  
tiative (ASI),ꢀweꢀhaveꢀhelpedꢀdefineꢀtheꢀstandardꢀforꢀaꢀtrans-  
parent and sustainable supply chain from mine to vehicle  
from the outset (Performance Standard, Chain of Custody).  
Asꢀaꢀfirstꢀstep,ꢀweꢀhadꢀanꢀauditꢀcarriedꢀoutꢀasꢀanꢀindustrialꢀ  
user at our light metal foundry in Landshut according to  
the performance standard and we are working very closely  
with our partners in the supplier network on gaining cer-  
tificationꢀforꢀtheꢀremainingꢀlinksꢀinꢀtheꢀsupplyꢀchain,ꢀallꢀ  
the way upstream to the mine.  
3
3
.1 Consumption of resources  
.2 Renewable energy  
·
3.3 Supplier network  
4
Employees and society  
Appendix  
We have also been supporting the formalisation of the  
Responsible Steel Initiative (RSI) for a long time now and  
we are actively contributing towards developing a sustain-  
ability standard. As part of a multi-stakeholder process, a  
sustainability standard of steel industry production sites  
wasꢀpublishedꢀinꢀtheꢀreportingꢀperiod.ꢀTheꢀfirstꢀcertifica-  
tions are to follow from 2020, including the sustainability  
standard at the product level, starting at the mine.  
Furthermore, we are participating in cross-sector initia-  
tives, such as the Responsible Cobalt Initiative (RCI) and  
the Responsible Minerals Initiative (RMI), in order to  
increase transparency in the cobalt supply chain and  
develop measures pertaining to overcoming social and  
environmental risks. In collaboration with the RMI and  
the Chinese Chamber of Commerce (CCCMC), we devised  
anꢀauditingꢀstandardꢀandꢀanꢀauditingꢀprocessꢀforꢀrefiner-  
iesꢀandꢀsmelters,ꢀwhichꢀareꢀvalidatedꢀandꢀfurtherꢀrefinedꢀ  
byꢀmeansꢀofꢀpilotꢀaudits.ꢀTwoꢀrefineriesꢀwereꢀalreadyꢀfullyꢀ  
audited during the reporting period, 15 more have started  
the process.  
Cobalt  
Another relevant raw material is cobalt, a key component  
inꢀtheꢀproductionꢀofꢀelectrifiedꢀvehicles.ꢀLargeꢀamountsꢀofꢀ  
cobalt are contained in batteries of electric vehicles and  
plug-in hybrids. As cobalt mining is associated with high  
risks, in particular in terms of human rights, we are work-  
ing towards establishing maximum transparency in the  
supply chain. We are in constant contact with the battery  
cell manufacturers and, for some years now, we have asked  
• see In addition, we are actively involved in the Global Battery  
chapter 1.3  
Alliance, which advocates more sustainability in supply  
chains for batteries.  
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9
4
Lithium  
Natural rubber  
Introduction  
Apart from cobalt, lithium is another key material for electro-  
mobility and large amounts are contained in battery cells  
of electric vehicles and plug-in hybrids. Lithium is mined  
from hard rock, for example in Australia, as well as from  
brine deposits, for example in South America. There is  
some criticism in particular with regard to brine production  
amid concerns about local groundwater.  
Fostering sustainability in the natural rubber supply chains,  
a raw material which is mainly used in tyre products, is  
also particularly important to us. The BMW Group has  
been seeking opportunities for dialogue and collaboration  
with the relevant stakeholders in this sector for several  
years. In March 2019, a collaboration between all parties  
involved in the processing of natural rubber was success-  
fully established and, at a founding meeting in Singapore,  
the independent • Global Platform for Sustainable Natural Rubber  
1
Fundamentals  
2
Products and services  
In order to further increase traceability within the supply  
chain, BMW has decided to purchase lithium directly, start-  
ingꢀwithꢀtheꢀfifthꢀgenerationꢀofꢀbatteryꢀdrives.ꢀWeꢀwillꢀthenꢀ  
make the lithium available to our partners in the supply  
chain, in the same way as we do with cobalt. We intend to  
source 100 % of the lithium hydroxide needed for the  
high-voltage batteries in our vehicles in this way. When  
procuring the material, we will continue to ensure that any  
effectsꢀonꢀtheꢀgroundwaterꢀareꢀkeptꢀtoꢀaꢀminimum.  
(
GPSNR) was set up. The foundation of the GPSNR was ini-  
tiated by the management of the • World Business Council for  
. At  
3
•
Sustainable Development (WBCSD) Tire Industry Project (TIP)  
Production and  
value creation  
present, more than 50 organisations and institutions are  
participating in the GPSNR, most of them vehicle or tyre  
producers, suppliers of natural rubber and NGOs. The  
BMW Group is the only vehicle manufacturer represented  
on the executive committee of the GPSNR. All members  
are committed to environmental protection and improv-  
ing working conditions, to adhering to improved social and  
ecological standards and to promoting sustainability with  
business partners.  
3
3
.1 Consumption of resources  
.2 Renewable energy  
·
3.3 Supplier network  
4
Copper  
Withꢀtheꢀelectrificationꢀofꢀourꢀfleet,ꢀtheꢀdemandꢀforꢀcopperꢀ  
is also on the rise, since large amounts of the material are  
contained in the vehicles’ electrical systems as well as the  
high-voltage battery and the drivetrain. Therefore, we want  
to assess this supply chain in terms of potential negative  
effectsꢀonꢀtheꢀenvironmentꢀasꢀwellꢀasꢀonꢀsociety.  
Employees and society  
Appendix  
In this context, we have initiated several pilot projects to  
make the copper supply chain for the vehicles’ electrical  
system more transparent. Together with our suppliers  
DRÄXLMAIER Group and LEONI AG we have mapped  
all steps in the supply chain and visited cable production,  
copper processing and mining locations. We are using the  
results from these activities to develop solutions in collab-  
oration with stakeholders from politics, society and industry.  
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9
5
Conflict minerals  
National human rights initiatives in the supply chain  
Initiatives concerning sustainability aspects and human  
rights in the supply chain are active in various countries.  
In Germany these initiatives include the National Action  
Plan for Business and Human Rights (NAP) by the German  
government and a draft for a Sustainable Value Chains Act  
(NaWKG).  
Introduction  
Inꢀorderꢀtoꢀpromoteꢀresponsibleꢀsupplyꢀchainsꢀfromꢀconflict-ꢀ  
affectedꢀandꢀhigh-riskꢀareasꢀ(inꢀparticularꢀtheꢀDemocraticꢀ  
Republic of Congo and neighbouring countries, including  
Rwanda, Uganda and Burundi), the BMW Group uses the  
relevant OECD Due Diligence Guidance. In view of the EU  
ConflictꢀMineralsꢀRegulation,ꢀwhichꢀwillꢀcomeꢀintoꢀforceꢀ  
1
Fundamentals  
2
on  
regard to the origins of “  
stenꢀandꢀgold)ꢀandꢀensureꢀtheyꢀareꢀ“conflict-free”.ꢀInꢀthisꢀ  
context we are surveying TG-relevant suppliers of the  
BMW Group via a • standardised form about their supply  
chain from mine to smelter on an annual basis. This sur-  
veyꢀisꢀpartꢀofꢀtheꢀsector-specificꢀsustainabilityꢀquestion-  
naire and is thus an integral part of our procurement pro-  
cess. Since the campaign was launched in August 2019, we  
1
January 2021, we want to foster transparency with  
Products and services  
3TG”ꢀmineralsꢀ(tin,ꢀtantalum,ꢀtung-  
We are participating in many of these initiatives, for exam-  
ple via the automotive industry dialogue, which is part of  
the NAP. Through our membership in various associations,  
weꢀareꢀparticipatingꢀinꢀtheꢀdiscussionꢀonꢀdifferentꢀlegisla-  
tive initiatives.  
3
3
Production and  
value creation  
In some areas, the activities of the BMW Group exceed the  
national legal requirements. Our measures concerning the  
sourcing of • cobalt are a good example.  
3
3
.1 Consumption of resources  
.2 Renewable energy  
achieved around 99% coverage of the 3TG volume to the  
BMW Group. The survey process is due to be completed  
in April 2020. In addition, • the BMW Group conflict minerals  
team provides training, information and additional support  
for the suppliers.  
·
3.3 Supplier network  
However, against the backdrop of complex value chains in  
the age of globalisation, national regulations are often not  
sufficient.ꢀTherefore,ꢀtheꢀBMW Group is strongly support-  
ingꢀEuropeanꢀandꢀinternationalꢀeffortsꢀtoꢀestablishꢀaꢀlegalꢀ  
framework, ideally with a global scope.  
4
Employees and society  
Appendix  
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•
9
6
Further key indicators  
Introduction  
1
Distribution of BMW Group purchase volumes  
Fundamentals  
It is the BMW Group’s strategy to maintain a good long-  
term balance of sales, production and purchasing volumes  
in the various regions. The BMW Group plans the devel-  
opment of regional purchasing volumes in such a way that  
it correlates to the global distribution of development,  
investment, production and sales activities.  
2
Products and services  
3
Regional distribution of the direct and indirect BMW Group purchase volumes  
•
Production and  
value creation  
G3.20  
1
2
Basis: direct production material in € billion  
Basis: indirect goods and services in € billion  
3
3
.1 Consumption of resources  
.2 Renewable energy  
Asia/Australia 6.5 %  
Rest 2.3 %  
Eastern Europe 1.9 %  
Asia/Australia 6.0 %  
Rest 1.5 %  
·
3.3 Supplier network  
Rest of  
western Europe 16.8 %  
Germany 33.4 %  
4
Rest of  
western Europe 21.3 %  
Total  
Total  
4
4.9  
17.3  
Germany 55.7 %  
Employees and society  
North America 19.0 %  
North America 13.6 %  
Appendix  
Eastern Europe 22.0 %  
1
Incl. raw materials, based on production locations  
Incl. production partners, based on order locations  
2
•
GRI 102-9  
Search  
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•
Combined separate non-financial report  
Introduction  
EMPLOYEES AND SOCIETY  
1
Fundamentals  
2
Products and services  
4
3
Production and  
value creation  
4
·
Employees and society  
4
.1 Health and performance  
4
.2 Long-term  
employee development  
4
4
.3 Diversity  
.4 Corporate citizenship  
Appendix  
Search  
Back  
•
9
8
Combined separate non-financial report  
Introduction  
PERFORMANCE INDICATORS  
1
Fundamentals  
2
BMW Group employees at end of year  
in numbers  
Attrition rate at BMWAG  
as a percentage of workforce  
Products and services  
3
1
33,778  
3.4  
Production and  
value creation  
2019  
2019  
1
34,682  
129,932  
2.8  
2.6  
2017  
2
018  
2017  
2018  
4
·
Employees and society  
4
.1 Health and performance  
Employee satisfaction  
in %  
Average days of further training  
per employee  
4
.2 Long-term  
employee development  
4
4
.3 Diversity  
.4 Corporate citizenship  
8
2
3.3  
2
019  
2019  
Appendix  
8
7
88  
3.4  
3.4  
2017  
2
017  
2015  
2018  
Share of female employees in total workforce  
in %  
Share of female employees in management  
positions in %  
1
9.8  
17. 5  
2
019  
2019  
1
9.9  
19.3  
17. 2  
16.0  
2017  
Search  
2
018  
2017  
2018  
Back  
•
9
9
Combined separate non-financial report  
Introduction  
PERFORMANCE INDICATORS  
1
Fundamentals  
2
Accident frequency in number of accidents with at least  
one day absent per one million hours worked  
Sickness rate at BMWAG  
in %  
Products and services  
3
3
.5  
5.0  
Production and  
value creation  
2019  
2019  
3
.5  
3.6  
4.9  
4.6  
2017  
2
018  
2017  
2018  
4
·
Employees and society  
4
.1 Health and performance  
Expenditure on donations worldwide  
in € thousand  
Total expenditure on corporate citizenship  
in € thousand  
4
.2 Long-term  
employee development  
4
4
.3 Diversity  
.4 Corporate citizenship  
1
4,847  
33,229  
2
019  
2019  
Appendix  
1
5,829  
16,205  
37,242  
33,436  
2
018  
2017  
2018  
2017  
Search  
Back  
•
Sustainability goal  
Employees and society  
HEALTH AND PERFORMANCE  
To preserve the health and the performance of  
its employees in the long term, the BMW Group  
promotes personal responsibility and an  
appropriately designed work environment.  
BMW Group gym. The company offers courses in nutrition,  
exercise, relaxation and addiction prevention.  
101  
Combined separate non-financial report  
4
.1  
Key measures:  
Introduction  
HEALTH AND PERFORMANCE  
An extensive management system for occupational safety  
and protection of health forms the basis of our activities in  
this area. This system complies with the respective local  
legislation in each case, and also often goes far beyond it.  
For example, all except two of the BMW Group’s produc-  
see tion sites areꢀcertifiedꢀinꢀaccordanceꢀwithꢀtheꢀinternationalꢀ  
graphic 4.06  
standards OHSAS 18001ꢁ/ꢁISO45001 (Occupational Health  
1
Fundamentals  
2
•
Products and services  
Sustainability goal:  
and Safety Assessment Series) or OHRIS (Occupational  
3
To preserve the health and the performance of its  
employees in the long term, the BMW Group promotes  
personal responsibility and an appropriately designed  
work environment  
Health and Risk Management System). • GRI 403  
-1  
Production and  
value creation  
Inꢀaddition,ꢀourꢀ“HealthꢀInitiative”ꢀwasꢀintroducedꢀinꢀ2011  
.
It coordinates all measures to promote the health and per-  
formance of our employees. The initiative addresses the  
areas of health management, work safety and ergonomics  
as well as corporate catering.  
Our employees are the BMW Group’s most important suc-  
cess factor. Maintaining their health and performance is  
therefore a top priority for us. In addition to the high  
demands we place on our employees at work, as an  
employer we must be able to react flexibly to changes in  
lifestyles and the needs of an ageing society. Our occupa-  
tional health and safety concept therefore includes a holis-  
tic health management programme, occupational safety  
and ergonomics, ageing-appropriate work systems and a  
wide variety of healthy food in our canteens.  
4
Employees and society  
4.1 Health and performance  
Health management  
·
As part of our Health Initiative, we have developed an  
extensive prevention and rehabilitation programme cover-  
ing the areas of nutrition, exercise, relaxation and addic-  
tion prevention. In addition, we run international cam-  
paigns designed to promote health awareness among  
employees. In 2019 for example, we focused on mental  
healthꢀwithꢀourꢀ“Powerꢀupꢀyourꢀmind”ꢀcampaign.ꢀWeꢀalsoꢀ  
hold information days, dialogue events, courses and train-  
ing for executives in order to regularly inform our employ-  
ees about current health topics such as cancer prevention,  
4
.2 Long-term  
employee development  
4
4
.3 Diversity  
.4 Corporate citizenship  
Appendix  
The right to health and safety at the workplace is a key com-  
ponent of our  
•
BMW Group Code on Human Rights and Working  
Conditions. In it, the BMW Group undertakes to consistently  
comply with the currently applicable occupational health  
and safety legislation worldwide and in addition to set its  
the dangers of addiction, and resilience. • GRI 403-6  
own standards for improving occupational safety.  
•
GRI 403-1  
These programmes also help us contribute towards achiev-  
ing the UN Sustainable Development Goals (SDGs) num-  
bers 3 (Good health and well-being) and 8 (Decent work  
and economic growth).  
102  
Combined separate non-financial report  
And since 2014, the “Health Management 2020”ꢀ(GMꢀ2020  
)
Work safety and ergonomics  
At all of our locations, we continually evaluate and improve  
• see workꢀsafetyꢀonꢀtheꢀbasisꢀofꢀcertifications such as ISO 45001  
Introduction  
programme has been running in collaboration with our  
company doctors. The programme is designed to strengthen  
each and every employee’s sense of individual responsibil-  
ity and to provide a work environment that meets the  
respective requirements for optimal health and perform-  
ance. Employees who voluntarily take part in the pro-  
gramme undergo a health check and answer questions  
regarding their work environment, after which they receive  
an extensive personal medical report and have the option  
of consulting a physician for advice on any preventive meas-  
ures required. The participating employees’ departments  
also receive a consolidated report laying out the relevant  
health aspects and information on how to structure the  
workingꢀenvironment.ꢀWhileꢀtheyꢀdoꢀnotꢀallowꢀidentifica-  
tion of any individual person, these reports do help to deter-  
mine general areas for improvement. In Germany, for  
,
1
graphic 4.06  
OHSAS 18001 and OHRIS, through health and safety com-  
mittees and by way of internal BMW risk assessments. The  
Safety and Ergonomics Risk Assessment (SERA) is the tool  
used to assess risks in production and production-related  
areas. This was rolled out throughout the BMW Group  
from 2016 onwards. Today, we use SERA at twelve manu-  
facturing and non-manufacturing sites.  
Fundamentals  
2
Products and services  
3
Production and  
value creation  
It is of the utmost importance to us that all third-party com-  
panies that are present at the BMW Group locations also  
work as safely as possible. Safe collaboration with contract-  
ors is regulated by the contractor declaration, which deter-  
minesꢀrisksꢀandꢀderivesꢀprotectiveꢀmeasuresꢀfromꢀtheꢀfirstꢀ  
day of work onwards. In addition, BMW provides all  
employees of external companies who are working on the  
large construction sites with safety instructions delivered  
by specialists, above and beyond the statutory stipulations  
(on smaller construction sites this is the task of the exter-  
nal company). The contracting departments must monitor  
compliance with the occupational safety stipulations them-  
selves. In order to promote occupational health and safety  
in our upstream value creation chains too, our • Purchasing  
terms and conditions require our suppliers to comply with the  
international stipulations regarding occupational health  
and safety in accordance with OHSAS 18001ꢁ/ꢁISO 45001  
and with the management systems derived from the ILO  
(International Labour Organization) or the UNGC (United  
4
instance, we had invited around 85  
programme between 2014 and the end of 2019 and had  
compiled over 35 000 individual reports and around 850  
reports for departments. • GRI 403  
,000 employees to the  
Employees and society  
4.1 Health and performance  
·
,
4
.2 Long-term  
-2, 403-3  
employee development  
4
4
.3 Diversity  
It is of particular importance to us that all our employees  
have access to our health services. While in Germany these  
services are provided to our employees (including temp-  
agency workers) in acute situations, in some other coun-  
tries such as Thailand, India and Mexico, the BMW Group  
healthꢀservicesꢀofferꢀbasicꢀhealthꢀcare.ꢀToꢀmaintainꢀtheꢀhighꢀ  
quality of service delivery, our medical specialists take part  
in internal and external further education programmes.  
.4 Corporate citizenship  
Appendix  
•
GRI 403  
-
3
Nations Global Compact), such as OHRIS. • GRI 403-7  
Search  
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•
103  
Combined separate non-financial report  
Enabling long-term employment  
In order to identify work-related risks, we carry out a num-  
ber of risk and stress analyses. For example, we conduct a  
mental stress risk assessment that records mental stress  
experienced at the workplace by carrying out observational  
interviews. Based on the results, we have the department  
concerned introduce measures to counteract relevant men-  
tal stressors. Mental stress risk assessments must be  
reviewed at least every two years to ensure they remain  
relevant. Risk assessment in production plants and in pro-  
duction-adjacentꢀareasꢀwasꢀsimplifiedꢀbyꢀtheꢀSERA risk  
analysis.ꢀFurtherꢀproceduresꢀincludeꢀtheꢀofficeꢀworkstationꢀ  
analysis (BAPA), the safety diagnosis, which can be applied  
as needed, and the central logging system for environmen-  
Introduction  
The increasing average age of our workforce brings new  
challenges in terms of health. With our “Today for Tomor-  
row > NEXT”,ꢀprogrammeꢀweꢀareꢀhelpingꢀtoꢀensureꢀthatꢀ  
our employees remain healthy and able to work as they age.  
The programme focuses on muscular-skeletal disease as  
well as physical indications. It includes measures in the  
four action areas of prevention, ergonomics, management  
of employee’s work, and leadership. In Germany, the pro-  
gramme additionally includes a prevention and integration  
process that integrates employees with health constraints  
1
Fundamentals  
2
Products and services  
3
Production and  
value creation  
as well as possible into the work processes. • GRI 403-3, 403-6  
tally relevant substances (ZEUS).  
•
GRI 403-2 Based on the  
Due diligence processes:  
management systems used at BMW, all methods and tools  
are regularly evaluated according to the plan-do-check-act  
cycle (at BMW:ꢀ“HealthꢀandꢀWorkꢀEnvironmentꢀCycle”).ꢀ  
Theꢀresultsꢀareꢀusedꢀtoꢀfurtherꢀrefineꢀtheꢀrespectiveꢀstand-  
ard requirements – taking account of the co-determination  
rights of the works council; if required, the representatives  
of severely disabled employees and HR management are  
consulted, too. We also ensure the quality of our processes  
by having them assessed by the annual internal BMW Audit.  
Theꢀcertifiedꢀlocationsꢀareꢀauditedꢀbyꢀexternalꢀcertificationꢀ  
organisations. In addition, the skilled workers who imple-  
ment the processes participate in regular training.  
4
Allꢀtopicsꢀwithinꢀtheꢀcompanyꢀthatꢀaffectꢀoccupationalꢀ  
health and safety are consolidated within the “Work Envir-  
onmentꢀandꢀHealth”ꢀunit,ꢀwhichꢀisꢀpartꢀofꢀourꢀHumanꢀ  
Resources portfolio within the Board of Management. In  
general, the on-site managers are responsible for all related  
operational processes. The health management and occu-  
pational safety teams (company doctors, medical assistants,  
safetyꢀexpertsꢀandꢀofficers)ꢀsupportꢀandꢀadviseꢀtheꢀrespect-  
ive departments in carrying out the statutory tasks involved  
Employees and society  
4.1 Health and performance  
·
4
.2 Long-term  
employee development  
4
4
.3 Diversity  
.4 Corporate citizenship  
in occupational health and safety. • GRI 403-1  
Appendix  
•
GRI 403-2, 403-4, 403-9, 403-10  
Evaluating risks and implementing measures at our  
locations  
At present, 27 of our 31 production locations have occupa-  
tionalꢀhealthꢀandꢀsafetyꢀmanagementꢀsystemsꢀcertifiedꢀ  
Our employees can approach their line managers and the  
works council at any time to report dangers and risks. At  
severalꢀ locationsꢀ suchꢀ asꢀ Goodwoodꢁ/ꢁUKꢀ andꢀ Hamsꢀ  
according to OHRIS  
,
OHSAS 18001 or ISO 45001. In add-  
Hallꢁ/ꢁUK,ꢀanꢀappꢀcanꢀbeꢀusedꢀforꢀthisꢀpurpose.ꢀ• GRI 403-2  
ition, occupational health and safety committees with rep-  
resentation from both the employer and employee sides  
are active at almost all BMW Group locations, making con-  
tinuous improvements in health and safety standards at  
the workplace. • GRI 403-4  
Search  
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•
104  
Combined separate non-financial report  
Results and performance indicators:  
Introduction  
Accident frequency rate at BMW Groupꢀ1  
•
G4.01  
Theꢀsuccessꢀofꢀourꢀeffortsꢀisꢀdemonstratedꢀbyꢀtheꢀaccidentꢀ  
frequency rate, the rate of absenteeism due to illness (sick-  
ness rate) and the number of days missed.  
1
in %  
Fundamentals  
8
.0  
.0  
2
Accident frequency kept at a low level  
The accident frequency rate among employees on regular • see  
Products and services  
performance  
work contracts was kept stable on a low level, at 3.5 acci-  
indicators  
dents per one million hours worked (2018 ). On-site  
2
4
.4  
3
4.0  
3
.6  
3.5  
3.5  
4
: 3.5  
3
occupational health and safety management systems, the  
continuous improvement of safety conditions in the work-  
place as well as targeted safety training are decisive factors  
for this success. The target we set ourselves in 2011 of halv-  
ing the accident frequency rate by 2020 was already achieved  
in 2015. And we will continue to work on further reduc-  
Production and  
value creation  
0
2
015  
2016  
2017  
2018  
2019  
1
Number of occupational accidents with at least one day of absence from work per  
one million hours worked among employees with regular work contracts.  
Figure not directly comparable to previous year’s figures due to expansion of scope of plants  
in Brazil, Thailand and India. Around 90 % of BMW Group employees captured.  
Expansion of scope to include 100 % of BMW Group employees.  
4
2
3
ing it in the future. • GRI 403-9  
Employees and society  
4.1 Health and performance  
•
GRI 403-9  
·
4
.2 Long-term  
To further increase our high level of safety, additional safety  
checks were introduced. To support this process, a safety  
employee development  
4
4
.3 Diversity  
app for system maintenance has been available since 2020  
.
.4 Corporate citizenship  
There were no fatal accidents in 2019. • GRI 403  
-
9
Appendix  
Search  
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•
105  
Combined separate non-financial report  
Days of absence and sickness rate kept at a low level  
The number of days of absence due to severe accidents  
Our next steps:  
Introduction  
(
number of days of absence due to an occupational accident  
In 2020, the BMWꢀGroupꢀwillꢀcontinueꢀitsꢀeffortsꢀtoꢀpro-  
mote personal responsibility and an appropriately designed  
work environment in order to maintain the health and the  
performance of its employees in the long term. With this  
in mind, in 2020 we will expand the spectrum of our Health  
Management 2025 programme to include additional focus  
areas. Furthermore, we will implement the international  
“Powerꢀupꢀyourꢀmind”ꢀcampaignꢀatꢀfurtherꢀlocations.ꢀTheꢀ  
“BeꢀaꢀHero”ꢀcampaign,ꢀwhichꢀresultedꢀfromꢀactionꢀtakenꢀatꢀ  
one dealership to introduce preventive measures against  
injuries from cuts and bruises, will be implemented at fur-  
ther BMWAG locations.  
1
per one million working hours), which has been consoli-  
dated at BMW Group level since 2017, increased slightly  
compared to the previous year (2018  
does not represent a trend towards severe accidents for the  
year 2019. • GRI 403-9  
Fundamentals  
: 71.3, 2019: 78.3). This  
2
Products and services  
The sickness rate at BMWAG (number of hours of absen- • see  
teeism due to illness, divided by the contractually agreed  
number of hours to be worked) was 5.0% (2018: 4.9%),  
slightly higher than in the previous years. We aim to  
improveꢀthisꢀfigureꢀgoingꢀforward.ꢀ• GRI 403  
3
performance  
indicators  
Production and  
value creation  
-10  
4
ꢀ
1
Sickness rate at BMW AG  
•
G4.02  
Employees and society  
4.1 Health and performance  
in %  
·
4
.2 Long-term  
employee development  
7.0  
4
4
.3 Diversity  
.4 Corporate citizenship  
5.0  
4
.9  
4
.6  
4.6  
4.6  
4
2
.5  
.0  
Appendix  
2
015  
2016  
2017  
2018  
2019  
1
Number of hours: absenteeism due to illness, divided by the contractually agreed number of  
hours to be worked. This figure refers only to BMW AG, as the sickness rate is not consoli-  
dated to BMW Group level.  
•
GRI 403-10  
Search  
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•
106  
Further information:  
Long-term employment for people with performance  
constraints  
Introduction  
Atꢀourꢀlocations,ꢀweꢀmakeꢀeveryꢀeffortꢀtoꢀenableꢀemploy-  
ees with health-related performance constraints to remain  
in long-term employment with us. The share of employees  
1
Number of employees covered by the management  
system for occupational health and safety  
Fundamentals  
1
28  
,
628, or 96  
.
15 % of BMW Group employees work at loca-  
with severe disabilities at BMWAG was  
ing on a similar level as in the previous years (2018: 6.4  
6
.
5
%, thus remain-  
%).  
2
tionsꢀcertifiedꢀaccordingꢀtoꢀOHSAS 18001  
,
OHRIS or ISO  
4
5001. • GRI 403-8  
Products and services  
Share of employees with severe disabilities at  
3
ꢀ
1
BMW AG  
Key accident factors at BMW Group  
Graphic G 03 shows the main activities during which acci-  
Production and  
value creation  
• G4.04  
4.  
dents occur at the BMW Group. It shows that most acci-  
dents happen while employees are walking or doing assem-  
bly and dismantling work. Walking accidents can result in  
injuries such as concussions, fractures, sprains and contu-  
sions. To counteract this, we continued to implement the  
in%  
8
.0  
.0  
6
.4  
6.4  
6.3  
6.4  
6.5  
4
BMWꢀGroupꢀ“SafeꢀWalking”ꢀcampaignꢀlaunchedꢀinꢀ2016  
.
Employees and society  
4.1 Health and performance  
4
0
·
An analysis of accidents at the BMW Group dealerships  
showed that most occupational accidents in the workshops  
result in cuts or bruises. In 2018 we therefore introduced  
a campaign to prevent these types of injury; the campaign  
4
.2 Long-term  
employee development  
4
4
.3 Diversity  
2
015  
2016  
2017  
2018  
2019  
.4 Corporate citizenship  
will continue until 2020. • GRI 403-9, 403-10  
1
The share of employees with severe disabilities is based on the statutory requirements in  
accordance with the German Social Code (SGB IX). In addition, the BMW Group awarded  
contracts amounting to around €35.3 million to workshops for the severely disabled in  
Germany in 2019, of which around €8.5 million can be written off in accordance with the  
compensatory levy act. The order volume was thus at a consistently high level in 2019 again.  
Appendix  
Main accident factors  
•
G4.03  
in %  
Processing 5.7  
Driving 4.3  
6
6
1
.9 Other  
.6 Transport  
.9 Cleaning  
1.8 Testing  
Walking 26.1  
15.2 Secondary activities  
Handling parts 11.6  
19.9 Assembly/dismantling  
•
GRI 403-9  
Search  
Back  
•
107  
Training and further education  
Voluntary health programmes  
Introduction  
Training in environmental protection and work safety is  
generally organised by the BMW Group Academy. The  
Academy compiles its seminar curriculum in collaboration  
withꢀtheꢀ“Qualification”ꢀCenterꢀofꢀCompetence,ꢀtheꢀrespect-  
ive departments for work safety, ergonomics and environ-  
mental protection as well as the health management unit.  
In exceptional cases, when certain events occur or imme-  
diate action is required, the work safety, ergonomics and  
environmental protection departments or the health ser-  
vicesꢀcanꢀdevelopꢀandꢀofferꢀtheirꢀownꢀtrainingꢀmeasures.ꢀ  
Such events could be workplace accidents, near-accidents  
For us, prevention includes promoting healthy behaviour as  
well as optimising the working environment.  
1
Fundamentals  
Prevention and health care  
• G4.05  
2
Products and services  
Behaviour  
Conditions  
Corporate culture and  
leadership behaviour  
3
Production and  
value creation  
or the introduction of new plant and processes. • GRI 403-5  
Promotion of  
healthy behaviour patterns  
Optimisation of  
the work environment  
The mandatory seminars on work safety and environmen-  
tal protection are presented in the work safety and envir-  
onmentalꢀprotectionꢀqualificationꢀmap.ꢀAdditionalꢀtrain-  
ing should be logged by line managers in the training logs  
ofꢀtheirꢀdirectꢀsubordinates.ꢀAnꢀeffectivenessꢀcheckꢀmustꢀ  
be documented using a suitable tool, for example the  
4
Individual responsibility  
— Exercise  
Ergonomic and safe workplace  
design  
(included in the ITO and in the  
ongoing production process)  
—
Acting safely  
— Ergonomic behaviour  
Workplace healthcare services  
— Addiction prevention  
Mental health  
— Nutrition  
Employees and society  
4.1 Health and performance  
—
Work structures and other rele-  
vant regulations  
—
·
4
.2 Long-term  
Infrastructure  
BMW Group Academy’s competency analysis tool. Respon  
-
(
e.g. facilities, company catering,  
employee development  
BMW gym)  
sibility for training lies with direct line managers, who con-  
firmꢀtheꢀeffectivenessꢀofꢀtheꢀinstructionꢀinꢀcollaborationꢀ  
with the team member concerned. Employees are expected  
to implement what they have learned. Line managers have  
a duty of oversight in this regard. Temporary workers are  
treated the same as BMW employees in this context.  
4
4
.3 Diversity  
.4 Corporate citizenship  
Healthy behaviour is promoted in the areas of exercise,  
nutrition, mental health, addiction prevention, workplace  
healthcare services, acting safely and ergonomic behaviour.  
It includes health risks such as muscle and skeletal disease  
due to lack of exercise and posture issues as well as meta-  
bolic disorders that can arise due to imbalanced diets.  
Appendix  
Instruction of employees of third-party companies and their  
suppliers is carried out by the person responsible for this  
at the contractor company. The requirements relevant to  
health check-ups and instruction of temporary workers are  
set down in the general agreement between the contrac-  
•
GRI 403-6  
tor and BMW. BMW provides a matrix that maps out the  
mandatory health check-ups. • GRI 403  
-7  
Instruction of temp workers consists of general instruction  
topics carried out by the contractor and by the BMW Group,  
asꢀwellꢀasꢀinstructionꢀaboutꢀspecificꢀhazardsꢀatꢀtheꢀwork-  
place. • GRI 403-7  
Search  
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•
108  
Occupational health and safety management systems at BMW Group production plants  
•
Introduction  
G4.06  
Production plant  
Management system  
Most recent year of certification  
1
Fundamentals  
BMW GROUP PLANTS  
Araquari/BR plant  
Berlin/DE plant  
ISO 45001  
OHSAS 18001  
OHSAS 18001  
OHRIS  
December 2019  
December 2017  
December 2018  
May 2018  
2
Chennai/IN plant  
Products and services  
Dingolfing/DE plant  
Eisenach/DE plant  
Goodwood/UK plant  
Hams Hall/UK plant  
Landshut/DE plant  
Leipzig/DE plant  
OHSAS 18001  
OHSAS 18001  
OHSAS 18001  
OHRIS  
September 2018  
September 2018  
January 2017  
October 2018  
March 2019  
3
Production and  
value creation  
OHRIS  
1
Manaus/BR plant  
Munich/DE plant  
National standard  
OHRIS  
Implemented  
March 2018  
4
Oxford/UK plant  
OHSAS 18001  
OHSAS 18001  
OHRIS  
January 2019  
November 2018  
June 2018  
Employees and society  
4.1 Health and performance  
Rayong/TH plant  
Regensburg/DE plant  
Rosslyn/ZA plant  
San Luis Potosí/MX plant  
Spartanburg/US plant  
Steyr/AT plant  
·
OHSAS 18001  
National standard  
ISO 45001  
December 2017  
3
Introduced  
4
.2 Long-term  
2
1
employee development  
April 2019  
4
4
.3 Diversity  
ISO 45001  
April 2019  
.4 Corporate citizenship  
Swindon/UK plant  
Wackersdorf/DE plant  
OHSAS 18001  
OHRIS  
December 2018  
June 2018  
Appendix  
ASSEMBLY PLANTS  
Jakarta/ID assembly plant  
Cairo/EG assembly plant  
Kaliningrad/RU assembly plant  
Kulim/MY assembly plant  
OHSAS 18001  
OHSAS 18001  
March 2017  
August 2017  
1
National standard  
OHSAS 18001  
Implemented  
December 2018  
BMW BRILLIANCE AUTOMOTIVE HOLDINGS LTD. JOINT VENTURE  
4
BMW Brilliance Automotive Ltd., Shenyang/CN (joint venture)  
OHSAS 18001  
December 2019  
CONTRACT PRODUCTION  
Chongqing/CN  
OHSAS 18001  
OHSAS 18001  
OHSAS 18001  
National standard  
4
January 2018  
August 2018  
January 2017  
Implemented  
Magna Steyr Fahrzeugtechnik Graz/AT  
TVS Motor Company Hosur/IN  
VDL Nedcar Born/NL  
1
1
2
3
ISO 45001 certification planned for 2020.  
Fulfilment of legal requirements.  
2018 only pre-series production, opened in 2019.  
The joint venture comprises three locations.  
The BMW Group (including all contract manufacturers and external production companies) currently has certified occupational health and safety management systems in accordance with OHRIS and OHSAS in  
place at 27 of its 31 production locations and corresponding systems in accordance with national standards at four further sites.  
•
GRI 403-8  
Search  
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•
Sustainability goal  
Employees and society  
LONG-TERM EMPLOYEE DEVELOPMENT  
The BMW Group ensures long-term employee  
development by seeking out the right employees,  
making the most of their talents, developing  
potential and ensuring employability.  
Employee satisfaction. In the current Universum agency  
ranking, the BMW Group was again voted the most attractive  
employer among automotive groups in the world.  
110  
Combined separate non-financial report  
4
.2  
Key measures:  
Introduction  
LONG-TERM EMPLOYEE  
DEVELOPMENT  
1
Offering attractive overall remuneration  
Fundamentals  
We want to exceed the statutory minimum standards at all  
of our locations when it comes to working conditions. We  
haveꢀdefinedꢀthisꢀmissionꢀinꢀtheꢀBMW Group Code on  
Human Rights and Working Conditions. In order to guar-  
antee that the BMW Group remains an attractive employer,  
we aim to ensure that the total compensation package is  
above the average for the respective labour market. To ver-  
ify this, we carry out annual compensation studies world-  
wide. The total compensation package is made up of  
monthly remuneration and a variable compensation com-  
ponent;ꢀandꢀthereꢀareꢀaꢀwideꢀrangeꢀofꢀadditionalꢀbenefits,ꢀ  
such as a company pension. The variable remuneration  
component was reviewed in 2019 and brought back to a  
2
Products and services  
3
Sustainability goal:  
Production and  
value creation  
The BMW Group ensures long-term employee develop-  
ment by seeking out the right employees, making the  
most of their talents, developing potential and ensuring  
employability  
4
The success of the BMW Group is based on the dedication  
and technical expertise of its employees. We make every  
effort to recruit and keep the best people. This means  
offering them attractive and secure jobs, comprehensive  
development and training opportunities, as well as a range  
of options for achieving a better work-life balance.  
levelꢀthatꢀisꢀinꢀlineꢀwithꢀtheꢀmarketꢀwithꢀeffectꢀfromꢀ2020  
thus ensuring that it remains competitive.  
,
Employees and society  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
·
The same remuneration policies apply for all of the  
BMW Group companies – regardless of employees’ gender,  
religion, origin, age, disability, sexual orientation or coun-  
try-specificꢀcharacteristics.ꢀOurꢀremunerationꢀpolicyꢀisꢀthusꢀ  
an integral part of a consistent and transparent process of  
4
4
Providing long-term prospects for its employees is of key  
significance to the BMW Group. Especially in these vola-  
tile times of digitalisation and technological transforma-  
tion, we want to offer our employees reliable working con-  
ditions and continuous learning opportunities. The com-  
pany is facing considerable challenges in terms of  
increasing competition from leading technology compa-  
nies, a global scarcity of qualified technical workers and  
demographic change. With this in mind, it is all the more  
important for the BMW Group to be an attractive employer.  
By investing in our employees and offering them individ-  
ual development opportunities, we are acting in the spirit  
employee development worldwide. • GRI 401-2  
Appendix  
Encouraging work-life balance  
The working hours that function best for employees vary  
depending on what phase of life they are in, their individ-  
ual life plans and their work situation. For this reason, the  
BMWꢀGroupꢀoffersꢀaꢀrangeꢀofꢀoptionsꢀtoꢀhelpꢀthemꢀfindꢀ  
theꢀrightꢀwork-lifeꢀbalanceꢀ–ꢀforꢀexampleꢀthroughꢀflexibleꢀ  
working hours, sabbaticals or mobile working. In principle,  
such work time options can be used by all employees and  
are not limited to certain life events.  
of the UN Sustainable Development Goals (SDGs)  
Quality education) and (Decent work and economic  
growth).  
4
(
8
111  
Combined separate non-financial report  
Ourꢀuniqueꢀ“VollzeitꢀSelect”ꢀ(“Full-timeꢀSelect”)ꢀmodelꢀ  
allows employees to acquire up to 20 additional holiday  
days. Since 2019,ꢀourꢀ“dynamischeꢀTeilzeit”ꢀ(“Dynamicꢀ  
Part-time”)ꢀoptionꢀenablesꢀBMWAG employees to talk to  
theirꢀlineꢀmanagersꢀaboutꢀpostponingꢀtheꢀfixedꢀdaysꢀofꢀ  
leave in their part-time model and collecting them for use  
Against the backdrop of the restructuring of our vocational  
training, which started in 2018, we continued to implement  
our strategic action packages (action areas were compe-  
tence orientation and digitalisation @vocational training).  
Here, the focus remains on the digital transformation of  
the company and training people in the new skills required  
for that, such as digital manufacturing processes and auto-  
mation techniques. In addition to the fundamental skills  
that continue to be necessary (training content in accord-  
ance with the framework curriculum), vocational training  
is focusing on qualifying people in new specialist and inter-  
disciplinary skill sets in 30 vocational occupations and 17  
courses of study under the dual system. The key to success  
here is the integration of new teaching and learning meth-  
odsꢀ(learningꢀplatforms,ꢀOffice365ꢁ/ꢁTeams,ꢀnewꢀwaysꢀofꢀ  
working etc.) into the learning ecosystem of our vocational  
training, programmes. This is designed to secure state-of-  
the-art initial vocational training of future talent that will  
beꢀofꢀbenefitꢀtoꢀusꢀforꢀtheꢀlongꢀterm.  
Introduction  
1
Fundamentals  
2
during school holidays for example. Since 1996, BMW has  
alsoꢀofferedꢀtheꢀoptionꢀofꢀtemporarilyꢀworkingꢀpart-timeꢀ  
with a guarantee of returning to full-time work after this  
period.ꢀWeꢀhaveꢀalsoꢀbeenꢀofferingꢀemployeesꢀfamilyꢀsup-  
port services for many years.  
Products and services  
3
Production and  
value creation  
Offering a wide range of training and further education  
options  
Every BMW Group employee receives a consistent and com  
-
prehensive performance and behaviour review at least once  
a year in order to support their individual development.  
4
•
GRI 404-3 The BMW Group also invests on an ongoing basis  
Employees and society  
in training its employees and fostering their talents. This  
lets us ensure that they have the skills needed to keep pace  
withꢀfutureꢀchallenges.ꢀAgainstꢀthisꢀbackdrop,ꢀweꢀofferꢀ  
training for new areas of competence in particular, for  
exampleꢀinꢀdigitalisation,ꢀelectrificationꢀandꢀdataꢀanalyt-  
ics. The BMW Group thus consistently pursues the prin-  
ciple of life-long learning. With innovative, needs-based  
training courses and by creating the necessary time and  
space for people to learn, we encourage our employees to  
enjoy their learning experiences and actively enable them  
to become involved in shaping the future of the BMW Group.  
In connection with this, our managers have a decisive role  
to play in digital and agile transformation. As part of our  
development and further training for managers, we sup-  
portꢀmanagersꢀandꢀmanagementꢀteamsꢀbyꢀofferingꢀinno-  
vative programmes that address the current requirements  
placedꢀonꢀleadershipꢀ(e.ꢁg.ꢀtheꢀcentralꢀCAMPUS programmes  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
·
The portfolio within the academic young talent programmes  
is targeted at a diverse range of groups: we open up entry  
opportunities to students in bachelor’s and master’s degrees,  
PhD programmes as well as graduates and young profes-  
sionals. Our core task is to attract the right talent at an  
early stage, to bind them to the company and to foster their  
personal development.  
4
4
Appendix  
orꢀ“TreffpunktꢀFührungꢀNEXT”).ꢀ• GRI 404-2  
Search  
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•
112  
Combined separate non-financial report  
Focus on fostering expertise and leadership qualities  
Our aim is to develop leaders who stand out as much for  
their personal initiative as for their ability to successfully  
manage teams and build networks. With this in mind, we  
continuouslyꢀrefineꢀandꢀdevelopꢀtheꢀtrainingꢀprogrammesꢀ  
both for managers and for experts in areas where future  
skills are needed.  
Due diligence processes:  
Introduction  
Systematically identifying and managing the need for  
action  
1
Fundamentals  
We have established a strategic process for human resources  
planning (Strategic Workforce Planning) in recent years in  
order to identify and address the new skills required at the  
companyꢀinꢀgoodꢀtimeꢀandꢀpromptlyꢀfindꢀtheꢀrightꢀpeopleꢀ  
for the tasks at hand. This process takes place every year,  
and is steered by the “Group Human Resources, Strategy  
andꢀGoals”ꢀsection.ꢀTheꢀplanningꢀresultsꢀserveꢀasꢀaꢀbasisꢀ  
for the systematic alignment and success tracking of our  
training and further education programmes as well as rel-  
evant HR tools such as personnel marketing, recruitment  
and young talent programmes.  
2
Products and services  
The international Expert Career programme was rolled out  
in 2019. This career development option enables the  
BMWꢀGroupꢀtoꢀofferꢀanꢀadditionalꢀcareerꢀpathꢀopportun-  
ity at international level. In addition to the classical man-  
agement career with its focus on disciplinary leadership,  
the Expert Career programme focuses on specialist, pro-  
ject or company-relevant topics that do not entail line  
responsibility for others. This means that the BMW Group  
can in future do an even better job of attracting, develop-  
ing and further training talented specialists, project man-  
agers or corporate experts in their key skills and future  
competencies. The Expert Career programme is in prin-  
ciple open to all employees and is not limited to selected  
specialist departments or divisions. Employees who have  
both career options can be deployed according to their  
strengths. Both development paths are permeable so it is  
possible to switch between the two at any time if the nec-  
essaryꢀpotentialꢀisꢀthere.ꢀThisꢀallowsꢀforꢀfocussedꢀandꢀflex-  
ible training based on the personal development goals of  
the employee and the company’s requirements.  
3
Production and  
value creation  
4
We conduct an employee survey every two years. The most  
recent survey was carried out between September and the  
beginning of October 2019. Compared to the 2017 survey,  
the High-Performance-Index (HPO-I), which is made up  
ofꢀtheꢀfiveꢀcategoriesꢀofꢀstrategy,ꢀculture,ꢀteam,ꢀprocessesꢀ  
and leadership, improved slightly once again. This index  
is anchored within the BMW Group’s management system,  
it measures the performance capability of the organisation  
and is at the same time the basis for internal and external  
benchmarking. Compared to the 2017 survey, the results  
inꢀ theꢀ “Imageꢀ andꢀ employerꢀ attractiveness”ꢀ categoryꢀ  
decreased; however, they remain relatively high overall.  
Very positive ratings were given for example to attractive-  
ness as an employer (85ꢀ%),ꢀsocialꢀbenefitsꢀ(87 %) and job  
security (85%). However, we should note that most of these  
see figuresꢀareꢀdeclining.ꢀByꢀcontrast,ꢀemployeesꢀratedꢀtheꢀ“Pro-  
graphic 4.07  
cessesꢀandꢀstructures”ꢀcategoryꢀhigherꢀthanꢀinꢀ2017  
Employees and society  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
·
4
4
Appendix  
•
.
The results of the 2019 employee survey are currently being  
systematicallyꢀevaluatedꢀinꢀorderꢀtoꢀderiveꢀspecificꢀmeas-  
ures to be taken.  
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•
113  
Combined separate non-financial report  
Group-wide BMW Group employee surveyꢀ1  
•
Introduction  
G4.07  
in %  
1
Fundamentals  
1
00  
100  
50  
0
9
0
89  
8
8
87  
88  
87  
87  
8
5
86  
86  
85  
8
2
2
Products and services  
5
0
Overall  
satisfaction  
Attractiveness  
as employer  
Additional social  
Job security  
benefits  
3
Production and  
value creation  
0
2015  
2017  
2019  
2015  
2017  
2019  
2015  
2017  
2019  
2015  
2017  
2019  
1
The percentages represent the positive responses “strongly agree” and “somewhat agree” for the respective question.  
4
Results and performance indicators:  
Employees and society  
Attractiveness as an employer confirmed  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
In 2019, the BMW Group was again one of the most attract-  
ive employers worldwide. In the current The World’s Most  
Attractive Employers ranking of the Universum agency, the  
company was again voted the most attractive employer  
among automotive groups in the world. The BMW Group  
was in top place again in the Trendence Young Professional  
BarometerꢀGermany.ꢀThisꢀisꢀalsoꢀconfirmedꢀbyꢀtheꢀlowꢀattri-  
·
4
4
Appendix  
tion rate of 3.4% at BMWAG (2018: 2.8%). More informa-  
tion about the company’s attractiveness as an employer can  
be found in our • Annual Report 2019  
.
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•
114  
Combined separate non-financial report  
Further training programmes expanded  
• see The average time spent in training and further education  
Introduction  
performance  
indicators  
We were able to expand our training and further education  
offeringꢀinꢀ2019. We also introduced new learning pro-  
grammes as part of the digitalisation initiative in order to  
teach the latest skills in the areas of agile working methods  
and data analytics.  
per employee was 3.3 days (2018: 3.4). Web-based prep-  
aration is designed to ensure that all participants have a  
similar level of knowledge before the actual course begins,  
thus optimising the duration of training. And we used new  
e-learning courses to make employees less time-depend-  
entꢀandꢀtoꢀincreaseꢀefficiencyꢀbyꢀofferingꢀcondensedꢀlearn-  
1
Fundamentals  
2
Our activities in the area of human resources help us main-  
tain our standing as an attractive employer and ensure that  
we achieve our goal of long-term employee development.  
ing content. • GRI 404-1  
Products and services  
3
As at the reporting date,  
training contracts or were employed in youth talent pro-  
grammes at the BMW Group (2018 964). The number of  
people starting their working life at the company’s Ger-  
man training centres remained constant at 200 2018  
200).  
4,  
801 young people had vocational  
Average days of further trainingꢀ1  
• G4.09  
Production and  
value creation  
: 4,  
Number of days  
1,  
(
:
5
.0  
1,  
4
4
.1  
3
.8  
Employees and society  
3
.4  
3.4  
3
.3  
Apprentices and participants in youth talent  
programmes  
• G4.08  
3.5  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
·
Number  
2
.0  
4
4
2
015  
2016  
2017  
2018  
2019  
4
,964  
5
,000  
1
Further training of employees and temp workers of the BMW Group in the consolidated com-  
panies worldwide. Data retrieved by direct representation of the number of participants as  
well as a small share by qualified extrapolation. The data also include e-learning courses.  
4
,801  
4
,750  
4
,700  
Appendix  
4,613  
•
GRI 404-1  
4
4
,500  
,000  
2
015  
2016  
2017  
2018  
2019  
Search  
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•
115  
Combined separate non-financial report  
The BMW Group continued to invest substantially in train-  
ing and further education in 2019, with expenditure of  
Our next steps:  
Introduction  
€
ꢁ
370 million (2018:ꢀ€ꢁ373 million).  
Further training is becoming a decisive factor in the employ-  
ability of our workforce. Our managers have a key role to  
play in the transformation process of the BMW Group.  
Employees and managers are supported in their necessary  
up-skillingꢀandꢀre-skillingꢀeffortsꢀbyꢀtheꢀBMW Group Acad-  
emy, which provides tailored courses that focus on new  
areas of expertise and ways of working.  
1
Fundamentals  
Investment in further education and trainingꢀ1  
•
2
G4.10  
in € million  
Products and services  
3
4
00  
3
73  
In 2020, the focus will be on continuing to drive the digit-  
alisationꢀoffensive,ꢀtheꢀtransferꢀtoꢀelectromobilityꢀandꢀtheꢀ  
introduction of additional new learning formats.  
3
70  
3
52  
352  
Production and  
value creation  
349  
3
2
00  
00  
4
2
015  
2016  
2017  
2018  
2019  
Employees and society  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
1
Training and further education encompasses BMW Group vocational training in 11 countries  
and further education for employees and temp workers of the BMW Group in the consolidated  
companies worldwide.  
·
4
4
Appendix  
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•
116  
Further key indicators  
Thisꢀmeantꢀthatꢀfutureꢀareasꢀsuchꢀasꢀartificialꢀintelligenceꢀ  
and autonomous driving, electromobility, smart produc-  
tion and logistics as well as data analysis, software archi-  
tecture, agile software development and innovative drive-  
trains can be further strengthened and the international  
production network as well as the production of electric  
Introduction  
BMW Group employees  
As at 31 December 2019, the number of employees work-  
ing for the BMW Group worldwide was 133  
Thisꢀfigureꢀisꢀatꢀtheꢀlevelꢀofꢀtheꢀpreviousꢀyearꢀ(2018  
To secure its future viability as a company, in 2019 the  
BMW Group continued to restructure its workforce by util-  
ising natural attrition.  
1
Fundamentals  
,
778 in total.  
:
134 682).  
,
2
drivetrains further expanded. Around 3,800 employees  
haveꢀfixed-termꢀcontractsꢀwithꢀtheꢀBMW Group (2018  
:
4,638).  
Products and services  
•
GRI 102-7,  
GRI 102-8  
3
Production and  
value creation  
BMW Group employees at end of year  
•
G4.11  
2
015  
2016  
2017  
2018  
2019  
4
Workforce by segment  
Employees and society  
Automotive  
111,410  
3,021  
7,697  
116  
112,869  
3,351  
8,394  
115  
117,664  
3,506  
8,645  
117  
121,994  
3,709  
8,860  
119  
121,208  
3,658  
8,798  
114  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
Motorcycles  
·
Financial Services  
Other  
4
4
1, 2  
Share of employees with fixed-term contracts  
5,359  
4,497  
4,270  
4,753  
4,685  
5,553  
4,638  
6,299  
3,803  
6,318  
Employees in part-time employment  
1
Figures exclude suspended employment contracts, employees in non-work phases of pre-retirement part-time arrangements, low income earners, trainees, interns and students.  
Within BMW AG (which employs around two-thirds of the entire workforce of BMW Group), 0.4 % of the 1.5 % of people on fixed-term contracts are women. For systemic reasons, these data are only calculated for  
BMW AG.  
2
Appendix  
•
GRI 102-8  
Search  
Back  
•
117  
BMW Group employees at end of yearꢀ1  
•
Share of employees per country with  
production location(s)  
Introduction  
G4.12  
•
G4.13  
Number of employees  
1
Number of employees  
Fundamentals  
2
00,000  
Brazil 913  
India 686  
of which fixed-term 3  
of which fixed-term 22  
2
5
6
4
2
3
129,932  
134,682 133,778  
1
22,244 124,729  
China 2,163  
Thailand 607  
Products and services  
of which fixed-term 885  
of which fixed-term 109  
Employees in  
foreign countries  
1
0
00,000  
Mexico 2,860  
of which fixed-term 3  
Other countries 8,601  
3
Employees in  
Germany  
of which fixed-term 498  
South Africa 3,384  
Production and  
value creation  
of which fixed-term 735  
2
015  
2016  
2017  
2018  
2019  
Austria 4,040  
of which fixed-term 152  
Germany 90,418  
of which fixed-term 1,219  
1
Figures exclude suspended employment contracts, employees in non-work phases of  
pre-retirement part-time arrangements, low income earners, trainees, interns and students.  
Of whom 36.3 % are tariff-bound production employees of the BMW Group.  
Of whom 35.4 % are tariff-bound production employees of the BMW Group.  
Of whom 35.7 % are tariff-bound production employees of the BMW Group.  
Of whom 35.3 % are tariff-bound production employees of the BMW Group.  
Of whom 36.7 % are tariff-bound production employees of the BMW Group.  
UK 7,452  
2
3
4
5
6
of which fixed-term 177  
4
USA 12,654  
of which fixed-term 0  
Employees and society  
•
GRI 102-7  
A good two-thirds the BMW Group workforce are employed in Germany,  
followed by the USA with 9.5 % and the UK with 5.6 %.  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
·
•
GRI 102-8  
4
4
Appendix  
Search  
Back  
•
118  
Number of people leaving and employee attrition rate at  
BMW AG  
The number of people leaving BMWAG was higher than  
in the previous year, in particular due to part-time pre-  
retirement. The share of women in the total number of  
The attrition rate at BMWAG remained on a very low level  
in 2019, at % (2018 ꢀ%).ꢀIfꢀfiguresꢀforꢀretirement,ꢀpart-  
time pre-retirement and death are excluded, the attrition  
rate for 2019 was % (2018 %). Overall, our pro-  
grammes and measures help to ensure that the BMW Group  
can continue to position itself as an attractive employer.  
Introduction  
3.4  
: 2.8  
1
1
.
3
: 1.2  
Fundamentals  
people leaving the company (  
2018 247). The number of newly recruited permanent  
employees also remained constant at 20 % (2018 22%).  
2,794) was 14.6% in 2019  
2
(
:
2
,
•
GRI 401-1  
.
3
:
Products and services  
Total number of employees leaving BMWAG, by reason for leavingꢀ1  
•
3
G4.14  
Production and  
value creation  
Number  
2015  
2016  
2017  
2018  
2019  
Total  
1,577  
2,067  
2,077  
2,247  
2,794  
1,700  
Part-time retirement, retirement, death  
978  
1,199  
1,207  
1,314  
Voluntarily left company  
4
(termination or suspension of employment contract by employee)  
556  
43  
809  
59  
809  
61  
873  
60  
1,029  
65  
Dismissed by employer  
Employees and society  
1
Figures refer to employees with permanent contracts.  
•
GRI 401-1  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
·
Employee attrition rate at BMW AGꢀ1  
Alternative ways of working at BMW AG  
4
4
•
G4.15  
In principle, all employees whose tasks permit can work  
remotely and outside the classical working hours. There is  
noꢀfixedꢀupperꢀlimitꢀtoꢀremoteꢀworking.ꢀInꢀ2019, over  
in %  
3
6,  
000 employees, or around 70 % of those working outside  
the direct production areas, chose to take at least one par-  
tial or full remote-working day (2018 66%). This represents  
Appendix  
5.0  
:
3
.40  
2
.78  
a renewed increase compared to 2018. Outside of agreed  
working hours, employees have the right to be unavailable.  
2
.70  
2.64  
2
0
.5  
2.08  
Theꢀtrendꢀinꢀtheꢀkeyꢀindicatorsꢀshowsꢀthatꢀourꢀflexibleꢀwork  
ing arrangements are responding to an existing need on  
the part of our employees. • GRI 102  
-
-8, 401-3  
2
015  
2016  
2017  
2018  
2019  
1
Number of employees on unlimited employment contracts leaving the company.  
GRI 401  
•
-1  
Search  
Back  
•
119  
Alternative ways of working at BMW AGꢀ1  
•
Introduction  
G4.16  
Number of employees  
2015  
2016  
2017  
2018  
2019  
1
Fundamentals  
2
Part-time workers  
3,943  
5.1  
4,294  
5.0  
4,572  
5.2  
5,000  
5.6  
5,630  
6.4  
in % of total number of employees  
3
2
Teleworking positions  
25,072  
53.0  
3,592  
4.7  
28,088  
59.4  
3,998  
5.1  
31,754  
63.3  
4,690  
5.3  
34,339  
66.1  
5,508  
6.1  
36,066  
69.4  
5,500  
6.2  
in % of total number of employees  
Products and services  
Number of employees who use “Vollzeit Select”  
4
in % of total number of employees  
3
Sabbaticals  
462  
598  
567  
648  
764  
Production and  
value creation  
in % of total number of employees  
Parental leave  
0.6  
0.7  
0.6  
0.7  
0.9  
2,535  
3.3  
3,028  
3.5  
3,389  
3.9  
3,675  
4.1  
4,096  
4.6  
in % of total number of employees  
1
Figures refer to employees with permanent and part-time contracts.  
Of which 3,649 were female (65 %). For systemic reasons, this number is only calculated for BMW AG.  
Only workers in administrative positions who engaged in teleworking.  
Statistical population not including apprentices, interns, thesis students working at the company and doctoral candidates.  
2
3
4
4
•
GRI 102 401  
-
8
,
-3  
Employees and society  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
·
Training and further education  
Worldwide, the BMW Group invests on an ongoing basis  
in training its managers. In the year under review, the com-  
Average training hours at the BMWAG Academy,  
by employee category  
4
4
• G4.17  
Employee category  
2017  
2018  
2019  
pany logged a total of 13,260 days of manager training.  
Non-tariff employees  
“Meister” (master craftsmen)  
Tariff  
19.2  
17.7  
12.8  
22.7  
17.7  
11.9  
16.7  
14.1  
10.6  
In 2019, a total of over  
logue-based training to prepare them for future leadership  
challenges (2018 696). 107 days of participation in man-  
agementꢀdialogueꢀeventsꢀ(suchꢀasꢀ“TreffpunktꢀFührungꢀ  
NEXT”)ꢀwereꢀloggedꢀ(2018  
1,225 managers took part in dia-  
Appendix  
:
1,  
1,  
•
GRI 404-1  
: 1,424). • GRI 404-1  
Search  
Back  
•
120  
Unions and collective bargaining  
The BMW Group complies with conventions 87 and 98 of  
the ILO (International Labour Organization), which guar-  
antee workers freedom of association and the right to col-  
lective bargaining. This also includes the right to establish  
and to join independent trade unions and other advocacy  
organisations as well as protection against discrimination  
on the grounds of membership in an employee represent-  
ative body. Freedom of association is thus one of the prin-  
ciples set down in the • Joint Declaration on Human Rights and  
Working Conditions at the BMW Group. The timely and compre-  
hensive involvement of employee representatives is ensured  
in the BMW Group by the Supervisory Board of BMWAG  
with equal representation of all parties as well as by works  
Introduction  
As laid down in the • BMW Group Code on Human Rights and Work-  
ing Conditions, the company recognises the rights of all  
employees to set up employee representation and carry out  
collective bargaining to regulate working conditions. At  
the BMW Group, institutionalised co-determination is  
implemented Group-wide according to the applicable  
national regulations. At all BMWAG plants and dealer-  
ships as well as in Austria and the UK, elected works coun-  
cillors observe co-determination for the employees. In  
China and South Africa, employees are represented by  
local works’ councils. At locations that have no such worker  
representatives, the BMW Group encourages regular dia-  
logue between employees and the company.  
1
Fundamentals  
2
Products and services  
3
Production and  
value creation  
councils and local employee representatives. • GRI 102-41  
4
Share of employees represented by a trade union or falling under collective agreements  
•
G4.18  
Employees and society  
in %  
2015  
2016  
2017  
2018  
2019  
4
.1 Health and performance  
4.2 Long-term  
employee development  
.3 Diversity  
.4 Corporate citizenship  
1
Germany  
UK  
100  
86  
100  
100  
59  
0
100  
85  
100  
100  
58  
0
100  
86  
100  
100  
53  
0
100  
85  
100  
100  
62  
0
100  
85  
·
4
4
China (plant)  
100  
100  
59  
1
Austria  
South Africa  
USA (no collective agreements exist)  
0
Appendix  
1
Mexico  
–
–
–
–
100  
1
Excluding executives and contractors.  
•
GRI 102-41  
Saving money thanks to employee ideas  
For almost 80 years now, the BMW Group has been rewarding its employees’ good ideas. Employee involvement and the CRE8 ideas management programme play an  
important role in continuously optimising processes and workflows and thus also contributes towards keeping the BMW Group competitive. In 2019, around 2,150 of over  
8
,000 submitted ideas were implemented. This led to first-year savings of €60 million. These ideas also provide additional benefit in terms of quality, environmental pro-  
tection, customer focus and occupational safety.  
Search  
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•
Sustainability goal  
Employees and society  
DIVERSITY  
Through its diverse workforce, the BMW Group  
increases its competitiveness and enhances its  
innovative strength.  
Diversity as a driver. The BMW Group fosters a culture in which  
diversity is seen as a strength. Employees from over 120 countries  
work together successfully at our company.  
122  
Combined separate non-financial report  
4
.3  
Key measures:  
Introduction  
DIVERSITY  
Promoting diversity and equal opportunity in the company  
The • BMW Group Code on Human Rights and Working Conditions  
declares that equal treatment of all employees is a funda-  
mental principle of our corporate policy. The Diversity Con-  
cept for the BMW Group workforce passed by our Board  
of Management in 2010ꢀdefinesꢀthreeꢀdimensionsꢀwhereꢀ  
diversity is to be strengthened across the company while  
taking due consideration of local conditions: gender, cul-  
tural background as well as age and experience.  
1
Fundamentals  
2
Products and services  
Sustainability goal:  
3
Through its diverse workforce, the BMW Group increases  
its competitiveness and enhances its innovative strength  
Production and  
value creation  
The BMW Group fosters a culture in which diversity is seen  
as a strength. With workshops, talks and dialogue formats,  
we raise awareness among our employees and managers  
for a range of diversity-related aspects. We also take meas-  
ures in the areas of recruitment and human resources devel-  
opment to foster diversity and equal opportunity through-  
out the company. In addition, we develop programmes that  
addressꢀdifferentꢀtargetꢀgroupsꢀinꢀspecificꢀcompanyꢀport-  
folios and divisions. Diversity-promoting concepts were  
also developed for the management boards (Board of Man-  
agement and Supervisory Board). These concepts contain  
diversity criteria for succession planning on the Board of  
Management and the composition of the Supervisory Board.  
We report in detail on the criteria and their implementa-  
Our employees’ wide variety of life plans, ways of viewing  
the world and cultural backgrounds reflects the increasing  
diversity of modern society. The BMW Group sees this as  
a real benefit. We are convinced that a diverse workforce  
increases our innovative strength. That is why we deliber-  
ately foster diversity in our workforce.  
4
Employees and society  
4
.1 Health and performance  
4
.2 Long-term  
The BMW Group regards an appropriate gender balance,  
an intercultural workforce and a good age mix as making  
a decisive contribution towards the company’s competi-  
tiveness. We benefit from the diversity of our workforce  
as they help us to better understand the individual needs  
and expectations of our customers. And beyond that, our  
measures to foster diversity and equal opportunities  
employee development  
·
4.3 Diversity  
.4 Corporate citizenship  
4
Appendix  
tion in our • Annual Report 2019  
.
enable us to work towards the UN Sustainable Develop  
-
ment Goals (SDGs)  
inequalities).  
5
(Gender equality) und 10 (Reduced  
In 2019, special focus was placed on the events taking place  
as part of Diversity Week. These were carried out at 39  
BMW Group locations under the banner “Diversity is our  
strength”.ꢀManagementꢀcommitmentꢀtoꢀdiversityꢀwasꢀspot-  
lighted in a large number of communications activities. In  
addition,ꢀinteractiveꢀofferingsꢀprovidedꢀanꢀexchangeꢀplat-  
form for employees and opened up new ways of engaging  
with the topic.  
123  
Combined separate non-financial report  
Promoting women has been a particular focus at the  
BMW Group for many years now. In order to continue to  
move towards a gender balance in the company, we are  
implementing a large number of measures in the areas of  
talentꢀidentificationꢀandꢀHRꢀdevelopment.ꢀForꢀexample,ꢀweꢀ  
ensure that we have a high share of women in the young  
talent programmes in order to secure tomorrow’s talents  
at an early stage. In the area of HR development, we have  
improved our methods of identifying and developing female  
talent. In addition we introduced a parental coaching course  
for parents-to-be in 2019, which supports a seamless return  
to work after a period of parental leave.  
Due diligence processes:  
Introduction  
Ensure equality of compensation  
1
In order to ensure gender pay parity, the BMW Group has  
established a monitoring process that compares the monthly  
pay of men and women based on the categories of full-time,  
part-time, pay grade and age. The analysis carried out in  
2019ꢀfoundꢀnoꢀsignificantꢀdifferencesꢀbetweenꢀtheꢀoverallꢀ  
Fundamentals  
2
Products and services  
compensation packages of women and men. • GRI 405-2  
3
Counteracting discrimination through clear policies and  
contact officers  
Production and  
value creation  
The BMW Group Legal Compliance Code prohibits dis-  
crimination of any sort. Employees can address related  
quer ꢀi esꢀtoꢀtheirꢀownꢀmanagers,ꢀtheꢀrelevantꢀofficesꢀofꢀtheꢀ  
BMW Group, the HR department or the works council. The  
BMW Group SpeakUP Line, a telephone hotline available  
in over 30 languages, furthermore gives our employees  
worldwideꢀaꢀwayꢀtoꢀanonymouslyꢀandꢀconfidentiallyꢀreportꢀ  
possible breaches of the Legal Compliance Code. The  
department of Human Resources Policy and Strategy, in  
cooperationꢀwithꢀtheꢀoperationalꢀhumanꢀresourcesꢀstaffꢀ  
and the disciplinary executives, is responsible for all meas-  
uresꢀspecifiedꢀbyꢀourꢀDiversityꢀConcept.ꢀWeꢀreportꢀonꢀtheꢀ  
responsibility for diversity concepts in the Board of Man-  
agement and Supervisory Board and the monitoring of  
To further promote an international perspective and inter-  
cultural understanding among our new employees, we  
designed our young talent programmes such as the “Global  
LeaderꢀDevelopmentꢀProgramme”ꢀwithꢀinternationalꢀpar-  
ticipants in mind. The increasingly international charac-  
ter of our workforce raises the bar in terms of people of dif-  
ferent cultures being able to work together and cooperate  
across borders. The BMW Group equips its employees for  
thisꢀbyꢀofferingꢀaꢀwideꢀrangeꢀofꢀHRꢀdevelopment,ꢀtrainingꢀ  
and further education opportunities.  
4
Employees and society  
4
.1 Health and performance  
4
.2 Long-term  
employee development  
·
4.3 Diversity  
.4 Corporate citizenship  
4
Weꢀbenefitꢀfromꢀtheꢀageꢀdiversityꢀofꢀourꢀworkforceꢀbyꢀlev-  
eragingꢀtheꢀstrengthsꢀofꢀdifferentꢀageꢀgroupsꢀandꢀfosteringꢀ  
the exchange of knowledge and experience between the  
generations. Against this backdrop we introduced the  
BMW Group Senior Experts Programme in 2019. This en-  
ables retired employees to continue to work on a task-by-  
task and project basis, passing their experience on to the  
younger generation.  
Appendix  
their implementation in our • Annual Report 2019  
.
Since 2013, the share of BMW Group employees aged  
between 30 and 50 has been steadily decreasing. At the  
same time, the proportion of those over 50 years of age has  
grown  
•
GRI 405-1 For this reason, we continued to imple-  
mentꢀtheꢀ“TodayꢀforꢀTomorrow”ꢀprogrammeꢀinꢀorderꢀtoꢀ  
maintain employee performance. To complement this, we  
raise awareness among managers of the opportunities and  
challenges posed by mixed-age teams. • GRI 404-2  
Search  
Back  
•
124  
Combined separate non-financial report  
Results and performance indicators:  
Introduction  
Share of female employees in management positions  
ꢀ
1
and in the entire workforce  
Diversity campaigns expanded  
By holding a total of 146 events as part of Diversity Week,  
we were able to reach around 45,800 employees worldwide  
1
•
G4.19  
Fundamentals  
in%  
in 2019, and create a common understanding of diversity  
within and for the company.  
2
19.9  
7. 2  
19.8  
17.5  
2
0.0  
19.3  
1
8.7  
Entire  
workforce  
18.1  
Products and services  
1
Diversity within company remains at a high level  
1
6.0  
1
5.3  
The share of female managers at BMWAG rose by 0.7 per-  
centage points to 15 % in the year under review. The share  
of female managers at the BMW Group increased to 17 %,  
thus exceeding the self-imposed target range of 15 17 %.  
The share of female employees at BMWAG is 16 % of the  
total workforce and 19  
3
14.3  
1
5.0  
0.0  
.8  
Production and  
value creation  
.
5
Management  
positions  
–
1
.
3
2
015  
2016  
2017  
2018  
2019  
.8% at the BMW Group. In the young • see  
performance  
indicators  
talent groups, the proportion of women in the year under  
review was around 39 % for the trainee programme and  
4
1
The share of female employees at BMW AG is 16.3 % of the total workforce and 15.8 % in  
management positions. The share of women on the Supervisory Board is 35.0 % and 14.3 %  
on the Board of Management.  
about 28% for the academic youth talent programmes (2018  
:
Employees and society  
•
GRI 405-1  
4
4
and 28% respectively). With a share of 35% of women  
4
.1 Health and performance  
on the Supervisory Board, we are in compliance with the  
recommendation of the German Corporate Governance  
Code. • GRI 405-1  
Inꢀtermsꢀofꢀculturalꢀdiversity,ꢀweꢀcontinueꢀtoꢀbenefitꢀfromꢀ  
the great variety of cultural backgrounds in our workforce.  
In 2019, employees from a total of 122 countries were work  
4
.2 Long-term  
employee development  
-
·
4.3 Diversity  
.4 Corporate citizenship  
ing together successfully at BMWAG alone (2018 124 coun-  
:
4
tries). When it comes to securing talent for the future, we  
also take an international approach: in 2019, young peo-  
ple from eleven countries took part in the Global Leader  
Appendix  
Development Programme that fosters young talent (2018  
:
eight countries).  
Age diversity also continued to increase in 2019. At  
BMWꢀAGꢁ¹ꢀ theꢀ shareꢀ ofꢀ employeesꢀ overꢀ theꢀ ageꢀ ofꢀ 50  
increased from 29.1% (2018) to 29.8%. This is the result not  
onlyꢀofꢀdemographicꢀchangeꢀbutꢀalsoꢀofꢀourꢀeffortsꢀtoꢀsup-  
port age(ing)-appropriate working conditions. • GRI 405-1  
Search  
1
This figure is currently not consolidated to BMW Group level.  
Back  
•
125  
Combined separate non-financial report  
BMW AG employees according to age group, divided  
Our next steps:  
Introduction  
ꢀ
1
into functions and gender  
•
G4.20  
The timeframe for achieving our self-imposed goals with  
regard to improving the gender balance in the overall work-  
force and in leadership positions terminates at the end of  
the 2020ꢀfinancialꢀyear.ꢀByꢀthen,ꢀweꢀwillꢀhaveꢀsetꢀourselvesꢀ  
new, ambitious goals for the subsequent years. In this pro-  
cess,ꢀweꢀwillꢀcontinueꢀtoꢀrefineꢀourꢀdiversityꢀmeasures.  
1
<
30  
30–50  
> 50  
in %  
years old years old years old  
Fundamentals  
2
2
017 total  
018 total  
12.0  
11.7  
11.1  
15.2  
8.6  
59.7  
59.2  
59.1  
52.3  
63.3  
58.5  
62.1  
28.3  
29.1  
29.8  
32.6  
28.1  
31.5  
20.7  
2
Products and services  
2019 total  
direct  
2
The measures already implemented as part of our holistic  
diversity concept will be further pursued and expanded  
next year.  
3
3
indirect  
male  
10.0  
17. 2  
Production and  
value creation  
female  
1
2
3
Figures refer to employees with permanent contracts.  
Clock-controlled and production employees.  
All employees without clock control.  
•
GRI 405-1  
4
Theseꢀfiguresꢀconfirmꢀtheꢀeffectivenessꢀofꢀourꢀmeasuresꢀtoꢀ  
further strengthen diversity in the BMW Group. This helps  
to enhance our competitiveness and innovative strength  
as a company.  
Employees and society  
4
.1 Health and performance  
4
.2 Long-term  
employee development  
·
4.3 Diversity  
.4 Corporate citizenship  
We report in detail on the achievement of diversity goals  
in the Board of Management and Supervisory Board in our  
4
•
Annual Report 2019.  
Appendix  
Search  
Back  
•
126  
Further information  
Introduction  
Share of women in the workforce per country with  
production site(s)  
1
Fundamentals  
The share of women in our workforce varies strongly in the  
differentꢀfunctionalꢀareas:ꢀinꢀGermany,ꢀtheꢀshareꢀofꢀwomenꢀ  
in production-related activities is less than 10 %, while it is  
over 20% in sales-related activities. At international level  
too, the share of women is lower in production-intensive  
2
Products and services  
countries. • GRI 405-1  
3
Production and  
value creation  
Share of women in the workforce by country with  
production site(s)  
•
G4.21  
in %  
4
Employees and society  
16.9 Germany  
7.0 UK  
1
4
.1 Health and performance  
4
.2 Long-term  
2
5.4 USA  
employee development  
1
5.2 Austria  
·
4.3 Diversity  
.4 Corporate citizenship  
4
2
2.8 South Africa  
8
.0 India  
Appendix  
31.0 Thailand  
5
0.5 China  
21.4 Brazil  
3
0.5 Mexico  
5.3 Other countries  
50  
3
0
25  
•
GRI 405-1  
Search  
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•
127  
Share of local employees per country with production  
location(s)  
Introduction  
While the share of local employees in leadership positions  
in Germany is very high, at our other locations it ranges  
between 48 and 88% (2018: between 57 and 87 %)  
1
Fundamentals  
•
GRI 405-1  
2
Products and services  
Share of local employees in management positions at major company locationsꢀ1  
•
G4.22  
3
in %  
2015  
2016  
2017  
2018  
2019  
Production and  
value creation  
Germany  
UK  
99.2  
85.2  
86.1  
75.1  
85.4  
71.1  
67. 2  
65.2  
72.4  
–
99.3  
87.5  
89.4  
84.8  
85.4  
66.7  
67.6  
65.8  
65.6  
–
99.4  
86.3  
87.7  
82.8  
83.0  
70.0  
76.1  
76.5  
56.8  
–
99.5  
86.9  
88.3  
85.6  
82.8  
74.4  
77.6  
76.7  
56.8  
–
99.7  
87.5  
87.4  
82.3  
82.7  
82.1  
78.2  
73.7  
57.1  
48.4  
USA  
Austria  
South Africa  
India  
4
Employees and society  
Brazil  
4
.1 Health and performance  
2
China  
4
.2 Long-term  
Thailand  
employee development  
3
Mexico  
·
4.3 Diversity  
.4 Corporate citizenship  
1
“
Local” refers to managers with local contracts. People deployed to work at the location who do not have a local employment contract are not included. These are reflected in the difference to 100 in each case.  
2
3
4
Including employees of the joint venture BMW Brilliance Automotive Ltd., Shenyang/CN, which is not consolidated in the BMW Group.  
Production launch in Mexico in June 2019.  
•
GRI 405-1  
Appendix  
Search  
Back  
•
Sustainability goal  
Employees and society  
CORPORATE CITIZENSHIP  
The BMW Group is a leader in intercultural  
understanding.  
Schoolchildren at the United Nations’ Education Day. The BMW Group  
develops and supports selected education projects worldwide that give  
young people a better chance in life.  
129  
Combined separate non-financial report  
4
.4  
Key measures:  
Introduction  
CORPORATE CITIZENSHIP  
Corporate citizenship forms an integral part of the  
BMW Group’s vision of itself as a business enterprise.  
Through our projects, we make a contribution towards  
prosperity and development at the BMW Group locations.  
Atꢀtheꢀsameꢀtimeꢀweꢀbenefitꢀasꢀaꢀcompanyꢀfromꢀdialogueꢀ  
with our partners from civil society, government and the  
scientificꢀcommunity.ꢀTheirꢀideasꢀandꢀexperienceꢀgiveꢀusꢀ  
valuable input in terms of innovations and our strategic  
direction. Corporate citizenship at the BMW Group focuses  
on long-term solutions that are internationally transferable  
and bring lasting results according to the principle of “help-  
ingꢀpeopleꢀtoꢀhelpꢀthemselves”.  
1
Fundamentals  
2
Products and services  
Sustainability goal:  
3
The BMW Group is a leader in intercultural understanding  
Production and  
value creation  
As a global company, the BMW Group addresses social  
issues worldwide. We take responsibility for the living  
conditions and career opportunities at our locations and  
with this in mind, we collaborate with a large number of  
people and organisations. Intercultural understanding,  
fair working conditions, education, gender equality and  
participation on the part of employees form the focal  
points of our corporate citizenship activities. These are the  
areas in which we can best bring our competencies to bear  
to achieve measurable progress towards the UN Sustain-  
able Development Goals (SDGs).  
Strengthening intercultural understanding and  
facilitating social inclusion  
4
As a corporation with a multinational workforce and loca-  
tionsꢀonꢀfiveꢀcontinents,ꢀtheꢀBMW Group has a vital inter-  
estꢀinꢀtoleranceꢀandꢀunderstandingꢀbetweenꢀdifferentꢀ  
nations, cultures and religions. In order to promote this,  
we present the • Intercultural Innovation Award every two years  
in collaboration with the • United Nations Alliance of Civilizations  
Employees and society  
4
.1 Health and performance  
4
.2 Long-term  
employee development  
4
.3 Diversity  
·
4.4 Corporate citizenship  
(
UNAOC). The award recognises innovative projects that seek  
Taking the SDGs as a basis, we focus here on our core  
solutionsꢀforꢀinterculturalꢀtensionsꢀandꢀconflict.ꢀTheꢀwinningꢀ  
individuals and initiatives receive support in the form of both  
a grant and expert advice. The main focus here is on projects  
that promote gender equality.  
expertise and work in particular towards SDG  
education), (Gender equality), (Decent work and eco-  
nomic growth), 10 (Reduced inequalities) as well as 17 (Part-  
nerships for the goals). We also contribute towards SDG  
(Clean Water and Sanitation) and 11 (Sustainable cities  
and communities).  
s 4 (Quality  
Appendix  
5
8
s
6
The BMW Group develops education projects at its loca-  
tionsꢀthatꢀfacilitateꢀyoungꢀpeople’sꢀfirstꢀstepsꢀintoꢀtheꢀlabourꢀ  
marketꢀandꢀofferꢀthemꢀbetterꢀlifeꢀprospects.ꢀWithꢀpro-  
grammes from primary level through to higher education,  
we make a lasting contribution to more equality of oppor-  
tunity.ꢀWeꢀdesignꢀtheꢀprogrammesꢀaroundꢀtheꢀspecificꢀ  
needs and requirements of each location. In 2019 again,  
the BMW Group continued to implement education pro-  
grammes in the USA, Thailand, India, Brazil, Mexico,  
China, South Korea and Germany. For further informa-  
tion and projects see the BMW Group’s • Corporate citizen-  
ship website.  
130  
Combined separate non-financial report  
Involving and rewarding employees  
The foundation encourages leaders worldwide to take action  
asꢀ“ResponsibleꢀLeaders”ꢀtoꢀhelpꢀshapeꢀaꢀpeaceful,ꢀjustꢀandꢀ  
sustainable future. These activities are also designed to sup-  
port the UN Sustainable Development Goals (SDGs).  
Introduction  
Within the company, we focus on the increasing participa-  
tion of the workforce. With this in mind, we involved our  
employees more closely in project implementation, a move  
that was met with great enthusiasm.  
1
Fundamentals  
The BMWꢀFoundationꢀoffersꢀtheseꢀleadersꢀaꢀplatformꢀforꢀ  
their personal and professional development and its global  
Responsible Leaders network brings them into contact with  
each other across borders and sectors. The third element in  
the foundation’s work is to invest in initiatives and organ-  
isationsꢀthatꢀdesignꢀsolutionsꢀtoꢀgloballyꢀsignificantꢀsocial,ꢀ  
political and environmental crises.  
2
Since 2015, the BMW Group has been partnering with the  
Waves4Water organisation. The aim of this project is to  
supply families living close to BMW Group locations in  
Mexico,ꢀIndiaꢀandꢀThailandꢀwithꢀwaterꢀfiltersꢀsoꢀthatꢀtheyꢀ  
have better access to clean drinking water. By the end of  
Products and services  
3
Production and  
value creation  
2
019, the project had resulted in  
distributed, from which 462 000 people living in the direct  
proximity of BMWꢀ Groupꢀ locationsꢀ benefited.ꢀ Overꢀ  
00ꢀemployeesꢀhelpedꢀtoꢀdistributeꢀwaterꢀfiltersꢀinꢀtheirꢀ  
4,620ꢀfilterꢀsystemsꢀbeingꢀ  
,
3
Due diligence processes:  
communities.  
4
Avoiding risks by applying clear guidelines  
Since 2011, the company has also awarded the “BMW Group  
AwardꢀforꢀCorporateꢀCitizenship”ꢀtoꢀemployeesꢀwhoꢀstandꢀ  
out for their voluntary work, thus making an important  
contribution to society. The annual award is under the  
patronageꢀofꢀtheꢀChiefꢀHumanꢀResourcesꢀOfficerꢀofꢀtheꢀ  
BMW Group. In addition, the Doppelfeld Foundation set  
up by the former BMW Board member and Supervisory  
Board Chair Volker Doppelfeld awards a special prize for  
particularly dedicated young employees. The winners  
The hallmarks of all of the corporate citizenship activities  
undertaken by the BMW Group are transparency, compli-  
ance with all statutory requirements as well as careful docu-  
mentation of the measures taken. The BMW Group policy  
onꢀ“Sponsorship,ꢀdonationsꢀandꢀmemberships”ꢀwasꢀdraftedꢀ  
for this purpose in 2011. It prescribes binding rules of con-  
duct for all internal departments and locations of the  
BMW Group.  
Employees and society  
4
.1 Health and performance  
4
.2 Long-term  
employee development  
4
.3 Diversity  
·
4.4 Corporate citizenship  
Appendix  
receiveꢀprizeꢀmoneyꢀofꢀ€ꢁ  
5,000 each, which they can use for  
In this way, we want to make sure that our corporate citi-  
zenshipꢀeffortsꢀaddressꢀactualꢀneedsꢀandꢀhaveꢀaꢀlastingꢀ  
impact. The Corporate Social Responsibility department  
playsꢀaꢀleadingꢀroleꢀhere.ꢀItꢀcollaboratesꢀwithꢀtheꢀdifferentꢀ  
locations in shaping, coordinating and evaluating corpor-  
ateꢀcitizenshipꢀefforts.ꢀToꢀobtainꢀaꢀcompleteꢀoverviewꢀofꢀallꢀ  
a dedicated purpose.  
BMW Foundation Herbert Quandt: fostering responsible  
leadership  
The BMW Foundation Herbert Quandt is an independent  
corporate foundation whose activities contribute towards  
the BMW Group’s corporate citizenship and mission.  
activities, the department conducts an annual global sur  
vey in all relevant areas of the company.  
-
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131  
Combined separate non-financial report  
BasedꢀinꢀMunichꢁ/ꢁDE,ꢀtheꢀdepartmentꢀalsoꢀmonitorsꢀtheꢀ  
impact of the BMW Group as a whole with respect to cor-  
porate citizenship. Since 2010, the iooi (Input Output Out-  
come Impact) method has been used for this purpose. By  
listing the resources deployed (inputs), the services pro-  
vided (outputs), the results achieved (outcomes) and the  
effectsꢀattainedꢀ(impacts),ꢀthisꢀmethodꢀmakesꢀitꢀpossibleꢀtoꢀ  
differentiateꢀcorporateꢀcitizenshipꢀactivitiesꢀaccordingꢀtoꢀ  
theꢀeffortꢀinvolvedꢀandꢀtheꢀbenefitsꢀrealised,ꢀmakingꢀtheirꢀ  
impact measurable and demonstrable. This gives us a basis  
for evaluating and further developing our projects.  
Results and performance indicators:  
Introduction  
Further increase in number of people reached  
1
We regularly formulate clear objectives that allow us to  
measure the impact of our sponsorship measures. For ex-  
ample, between 2011 and 2025, we want to reach six mil-  
lion people through the diverse projects recognised by the  
Intercultural Innovation Award. We are on the right track.  
Between 2011 and the end of 2019, the winning projects  
Fundamentals  
2
Products and services  
supported over  
reached 60% of our target.  
3
.
6
million people, meaning we had already  
3
1
Production and  
value creation  
In addition, between 2017 and 2025 we intend to provide  
good quality education to one million young people – par-  
ticularly in technical areas. Our education and training  
programmes had already reached over 400,000 children  
and young people at international BMW Group locations  
4
by the end of 2019  
(
2018  
:
316  
,000), meaning that we had  
Employees and society  
2
reached 40% of our target.  
4
.1 Health and performance  
4
.2 Long-term  
employee development  
People reached by corporate citizenship activities of the BMW Group  
•
4
.3 Diversity  
G4.23  
·
4.4 Corporate citizenship  
in %  
Appendix  
People reached by  
Intercultural Innovation Award  
winning projects since 2011  
People reached by  
BMW Group education  
programmes  
By the end of 2019:  
over 3.6 million  
By the end of 2019:  
400,000  
Target 2025:  
Target 2025:  
six million  
one million  
1
The number of people supported is provided by the award winners at the end of each year.  
It is calculated based on combined data from media and sources.  
The number of people reached is calculated based on combined data from the respective  
education initiatives.  
2
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132  
Combined separate non-financial report  
In 2019,ꢀweꢀspentꢀaꢀtotalꢀofꢀ€ꢁ33  
.
2
2
million on our corporate  
million). To see how these • see  
Donations worldwide  
Introduction  
citizenship activities (2018:ꢀ€ꢁ37  
.
• G4.25  
performance  
indicators  
funds were allocated to our various areas, please refer to  
graphics 24 and 25 BMW Group expenditure on com-  
1
in %, total €14,846,506  
1
4.  
4.  
.
Fundamentals  
munityꢀinvestmentꢀroseꢀcomparedꢀtoꢀfiscalꢀ2018 as a result  
of new education projects being implemented. Expendi-  
ture on commercial activities on the other hand decreased,  
as a number of sponsorship activities in the areas of cul-  
Politics 0.1  
5
.8 Sports  
1.1 Environment/Sustainability  
2
12.1 Culture  
Products and services  
ture and sports were discontinued in 2019  
.
14.3 Society/Community  
3
These results, in particular those from the Intercultural  
Innovation Award lighthouse project, are proof of our con-  
tribution to strengthening intercultural understanding and  
social inclusion worldwide.  
Science/education 66.5  
Production and  
value creation  
1
In the form of donations and payments in kind.  
4
Total expenditure on corporate citizenship, by type  
ꢀ
1
of activity  
Our next steps:  
Employees and society  
•
G4.24  
4
.1 Health and performance  
in thousand €  
The BMW Group will continue to engage in corporate  
citizenship activities worldwide in the future. In order to  
make the activities of the company and individual employ-  
ees transparent, we will be bringing all activities together  
on a single platform. This will also make it easier to directly  
contact the people responsible for the projects.  
4
.2 Long-term  
employee development  
100,000  
2
87,837  
4
.3 Diversity  
·
4.4 Corporate citizenship  
5
0
0,000  
39,109  
3
7, 242  
Commercial  
activities  
Community  
3
3,436  
33,229  
Appendix  
In addition, we want to foster employee involvement in our  
corporate citizenship activities by providing a platform for  
them to engage in voluntary work in their free time. With  
this in mind, an intranet platform was established at the  
end of 2019 that pulls together all of the key information  
on social responsibility at the BMW Group. In line with  
theꢀmottoꢀ“inform,ꢀinspire,ꢀconnect”,ꢀemployeesꢀcanꢀpre-  
sent their initiatives on the platform and engage in exchange  
with their colleagues. The company also uses the platform  
to inform the general works council about ongoing initia-  
tives and projects.  
investment  
Donations/ pay-  
ments in kind  
2
015  
2016  
2017  
2018  
2019  
1
The activities of the BMW Group in the area of corporate citizenship are divided into three  
main areas: monetary donations and payments in kind; community investment, which refers  
to investment in project initiatives and partnerships conceived in-house as well as corporate  
volunteering by BMW Group employees, and our commercial activities, which encompass  
sponsorship and so-called cause-related marketing.  
2
The relatively high amount in 2016 is due to a one-off donation to increase the capital of the  
BMW Foundation in the BMW centenary year 2016 from €50 million to €100 million.  
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OUR REPORTING CONCEPT  
CSR Directive Implementation Act  
Introduction  
Main topics  
1
Based on the results of the materiality analysis updated in  
see 2018 in accordance with the Global Reporting Initiative  
Fundamentals  
•
chapter 1.1  
(GRI) as well as with the current long-term sustainability  
2
goals of the BMW Group, we derived the main topics to be  
complied with pursuant to the CSR Directive Implemen-  
tation Act (CSR RUG). Both our own business activities,  
productsꢀandꢀservicesꢀasꢀwellꢀasꢀbusinessꢀrelationships,ꢀe.ꢁg.ꢀ  
along the supply chain, were taken into consideration. The  
topics of high relevance are presented in the integrated,  
separateꢀnon-financialꢀreport.  
Products and services  
The BMW Group Sustainable Value Report (SVR) 2019  
has been published to provide stakeholders with compre-  
hensive information about the company’s sustainability  
strategy and the progress made in integrating sustainabil-  
ity into its corporate processes. The requirements of the  
3
Production and  
value creation  
German CSR Directive Implementation Act (CSR RUG  
obligate Bayerische Motoren Werke Aktiengesellschaft  
BMW AG) to publish a non-financial report at company  
and Group level. This will be published as an integrated,  
separate non-financial Group report within this Sustain-  
able Value Report. The legally required informationꢀ¹ will  
be provided in the chapter sub-sections on the beige-  
coloured pages. If information only applies to parts of the  
BMW Group (e.ꢀg. to BMW AG), this will be indicated in  
the text. This report has been prepared in accordance with  
)
4
The order of the topics described is aligned with the long-  
term sustainability goals of the BMW Group and does not  
represent any particular weighting of the topics. An over-  
view of the information on the main topics that is relevant  
to the legislation is presented at the beginning of each  
sub-section of the respective chapter. Here, in accordance  
with the statutory materiality requirements, we have com-  
piled the information that in each case is required for an  
understandingꢀofꢀtheꢀbusinessꢀperformance,ꢀtheꢀfinancialꢀ  
result and the current situation of the BMW Group and  
whichꢀclearlyꢀexpressesꢀtheꢀeffectsꢀofꢀbusinessꢀactivitiesꢀonꢀ  
theꢀnon-financialꢀaspectsꢀspecifiedꢀinꢀtheꢀlegislation.  
(
Employees and society  
Appendix  
·
Our reporting concept  
TCFD Index  
Fuel consumption and  
CO emissions ratings  
2
the GRI Standards: “Comprehensive Option”. • GRI 102-54  
Additional information on  
delivery figures  
Independent Practitioners’  
Limited Assurance Report  
Imprint  
1
The diversity concept within the Board of Management and Supervisory Board is part of the  
Statement on Corporate Governance.  
Search  
•
see Annual Report BMW Group 2019  
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•
134  
Combined separate non-financial report  
Risks  
relevant information. The external auditors support the  
SupervisoryꢀBoardꢀinꢀfulfillingꢀitsꢀobligationꢀtoꢀundertakeꢀ  
Introduction  
During the reporting process, we assessed whether any  
risks are associated with our own business activities, our  
business relationships and the products and services, which  
would very probably have, either currently or in the future,  
severeꢀnegativeꢀeffectsꢀonꢀtheꢀnon-financialꢀaspectsꢀspeci-  
fiedꢀinꢀtheꢀlegislation.ꢀBasedꢀonꢀtheꢀnet-riskꢀassessmentꢀandꢀ  
the general legal requirements on selecting the main report-  
ing content, we have no risks to report in the context of  
the CSR RUG. For the above-mentioned anti-trust allega-  
tions by the EU Commission and in line with the Inter- • see  
audits within the context of the CSR RUG  
.
1
Fundamentals  
References to information external to the report are con-  
sidered additional information that is not part of the audit.  
Third-party auditing enables us to document for the pub-  
lic the reliability and trustworthiness of the information  
provided. In addition, we receive impetus for improvement  
2
Products and services  
and innovation in the reporting process. • GRI 102-32, 102-56  
3
chapter 1.4  
Production and  
value creation  
national Financial Reporting Standards, we have already  
made a provision of around €1.4 billion for as yet unfore-  
seeableꢀfinancialꢀeffects.ꢀ• Annual Report BMW Group 2019  
4
Connection to figures in financial statements  
Employees and society  
For each topic, an assessment was carried out to identify  
anyꢀfiguresꢀinꢀtheꢀfinancialꢀstatementsꢀthatꢀareꢀrequiredꢀinꢀ  
orderꢀtoꢀunderstandꢀtheꢀCombinedꢀseparateꢀnon-financialꢀ  
report and are therefore to be reported and explained. The  
assessment concluded that there are no further connec-  
tionsꢀtoꢀfiguresꢀinꢀtheꢀfinancialꢀstatements,ꢀapartꢀfromꢀtheꢀ  
provision already made and communicated in relation to  
the anti-trust allegations of the EU Commission as well as  
the penalty payment in relation to Langstahl.  
Appendix  
·
Our reporting concept  
TCFD Index  
Fuel consumption and  
CO emissions ratings  
2
Additional information on  
delivery figures  
Independent Practitioners’  
Limited Assurance Report  
Assurance engagement  
The entire report (including the integrated, separate non-  
financialꢀreport)ꢀwasꢀauditedꢀbyꢀPricewaterhouseCoopersꢀ  
GmbH Wirtschaftsprüfungsgesellschaft, with limited assur- • see  
Imprint  
Assurance Report  
ance in accordance with ISAE 3000 (revised). • GRI 102-56  
With the exception of the auditors of the legislation-rele-  
vant information – who were selected by the Supervisory  
Board of BMWAG – the Corporate Reporting, Corporate  
Communications and Policy as well as Corporate Planning  
and Product Strategy departments selected the external  
auditors for the Sustainable Value Report. Ms Ursula Mathar  
and Dr Thomas Becker (sustainability, mobility) as well as  
MrꢀGlennꢀSchmidtꢀ(governmentalꢀandꢀexternalꢀaffairs)ꢀareꢀ  
responsible for expert approval of the SVR. Overall respon-  
sibility lies with the Board of the BMW Group. The Super-  
Search  
visory Board is responsible for reviewing the CSR RUG  
-
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•
135  
Report content in compliance with  
GRI Standard  
UN Global Compact – report on progress  
Introduction  
The BMW Group committed to implement the principles  
of the United Nations • Global Compact in 2001 and in this  
report once again provides information on progress  
achieved in complying with these principles. References  
to the Global Compact principles have been integrated into  
the • GRI Content Index.  
1
Reporting period  
The reporting period is the 2019ꢀfinancialꢀyear.ꢀTheꢀeffect-  
iveꢀdateꢀforꢀallꢀfactsꢀandꢀfiguresꢀisꢀ31 December 2019. • GRI  
Fundamentals  
2
1
02  
-
50 The SVR is published annually.  
report was published in March 2019 as an interactive PDF  
coveringꢀfinancialꢀyearꢀ2018. • GRI 102  
•
GRI 102-52 The last  
Products and services  
-
51  
Forward-looking statements  
The BMW Group Sustainable Value Report 2019 contains  
various forward-looking statements about future develop-  
ments which are based on the current status of the  
BMW Group’s assumptions and forecasts. They are thus  
subject to a variety of predictable and unpredictable risks,  
uncertainties and other factors, so that the actual outcome,  
includingꢀtheꢀcompany’sꢀfinancialꢀandꢀassetsꢀposition,ꢀitsꢀ  
developmentꢀorꢀperformanceꢀcouldꢀdifferꢀconsiderably.ꢀTheꢀ  
BMW Group makes no commitment to update such for-  
ward-looking statements or to adapt them to future events  
or developments.  
3
The statements made in the SVR 2019 about the BMW Group  
generally refer to the group of consolidated companies in  
the 2019 Annual Report. Any deviations from that are indi-  
catedꢀandꢀtheirꢀscopeꢀspecifiedꢀinꢀtheꢀfootnotesꢀofꢀtheꢀ  
respective tables and charts or within the text. • GRI 102-45  
Nothingꢀsignificantꢀhasꢀchangedꢀinꢀtheꢀreportingꢀperiodꢀ  
Production and  
value creation  
4
Employees and society  
with regard to the organisation of the BMW Group or its  
supply chain. • GRI 102-10  
Appendix  
The BMW Group Sustainable Value Report 2019 will be  
published at the same time as the Annual Report on the  
BMW Group website. The • GRI Content Index for the SVR  
·
Our reporting concept  
TCFD Index  
The report is published in German and English.  
Fuel consumption and  
CO emissions ratings  
2
•
019 is available in a separate document on the website.  
55 The next SVR will be published in early 2021  
2
GRI 102  
-
.
Additional information on  
delivery figures  
Independent Practitioners’  
Limited Assurance Report  
Imprint  
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•
136  
Introduction  
TCFD INDEX  
With reference to  
• CDP Questionnaire 2019  
1
1
Key elements of TCFD  
Governance  
Summary of disclosure pursuant to TCFD  
Fundamentals  
A. Board’s responsibility for climate-related risks and opportunities.  
C1.1b  
Disclose the organisation’s governance  
around climate-related risks and  
opportunities.  
The Board of Directors is the highest entity with direct responsibility for climate  
change matters. The Board determines the strategic direction with regard to sus-  
tainability topics and climate change. Every document submitted to the Board for  
decision must include a sustainability assessment of the planned project and/or the  
alternatives presented for decision.  
2
Products and services  
B. The role of management in assessing and managing climate-related risks  
and opportunities.  
C1.2, C1.2a  
3
All Board members are responsible for climate-related topics and ensure that the  
strategic direction with regard to sustainability is implemented more systematically  
as a driver in all Board divisions.  
Production and  
value creation  
Strategy  
A. A. Climate-related risks and opportunities Main opportunities:  
C2.1, C2.3, C2.3a, C2.4, C2.4a  
4
Disclosure of actual and potential impacts — As the industry is significantly affected by future regulatory requirements, manufac-  
of climate-related risks and opportunities  
on the organisation’s businesses, strate-  
gy and financial planning where such in-  
formation is material.  
turers that implement sustainability strategies at an early stage can gain a competi-  
tive edge through lower ongoing development costs and benefit from higher sales  
due to earlier market penetration.  
Employees and society  
— Increasing demand for vehicles with efficient and new technologies that comply  
with CO regulations.  
Shifts in consumer preferences towards CO -efficient and sustainable products and  
Appendix  
2
—
2
services.  
Our reporting concept  
TCFD Index  
—
Improved access to capital due to the increasing significance of sustainability on the  
capital market.  
·
Fuel consumption and  
Main risks:  
Emissions requirements (e.g. from EU28, USA and China) are implemented  
CO emissions ratings  
2
—
Additional information on  
delivery figures  
and force the automotive industry to adapt its products.  
— Further requirements focus on taxation of vehicles on the market.  
—
Interruptions in the supply chain due to environmental and weather-related  
Independent Practitioners’  
Limited Assurance Report  
damage.  
—
Changes linked to natural resources that lead to bottlenecks in the availability  
of raw materials.  
Imprint  
B. Impacts of climate-related risks and opportunities on the organisation’s  
businesses, strategy and financial planning.  
C2.3, C2.3a, C2.4a, C2.5, C2.6, C3.1,  
C3.1c, C3.1d  
The necessity of combatting climate change has a high impact both on the short-  
term and long-term decision-making processes of the BMW Group. Examples of  
strategic decisions taken in the past can be found in the CPD chapters.  
C. Resilience of the organisation’s strategy  
C3.1a, C3.1d  
The BMW Group carries out stress tests using qualitative and quantitative sensitivity  
analyses; product planning, sales volumes and R&D investments take account of the  
Paris Agreement climate targets. A detailed assessment of the resilience of the or-  
ganisation’s strategy can be found in our CDP answers.  
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137  
Risk management system  
A. The organisation’s processes for identifying and assessing climate-related  
risks  
C2.2b, C2.2c  
Introduction  
Offenlegen, wie das Unternehmen klima-  
bedingte Risiken identifiziert, bewertet und The Group Risk Management unit is formally organised as a localised company-wide  
1
managt  
network and is managed by a central risk management function. Material risks re-  
ported by the network are initially presented for review and then classified according  
to the level of their impact on the result and/or on the risk-bearing capacity.  
Fundamentals  
In addition, topics that may bring opportunities and risks to our business, today or in  
the future, are determined using an “environmental radar”, that enables continuous  
observation of external changes.  
2
Products and services  
B. The organisation’s processes for managing climate-related risks  
C2.2d  
Risks and opportunities are logged, monitored and managed depending on their  
probability and potential threat for the company, or they are avoided completely.  
3
Methods have been developed to address each of the material risks identified.  
Production and  
value creation  
C. Integration of processes for identifying, assessing and managing  
climate-related risks into the organisation’s overall risk management  
C2.2  
The process of identifying, assessing, monitoring and managing climate-related  
risks is integrated into the company-wide risk management process.  
4
Employees and society  
Metrics & targets  
A. Metrics used by the organisation to assess climate-related risks and  
opportunities  
C4.2, C9.1  
Disclose the metrics and targets used to  
assess and manage climate-related risks  
and opportunities in line with its strategy  
where such information is material.  
The Sustainable Value Report offers an overview of key sustainability indicators that  
the BMW Group uses to measure, monitor and manage risks related to climate  
Appendix  
change. As CO emissions are of key significance for the assessment of climate-re-  
2
lated issues, we consider Scope 1, Scope 2 and Scope 3 emissions as well as the  
Our reporting concept  
TCFD Index  
emissions (gCO /km) of the new vehicle fleet as key metrics.  
2
·
B. Disclosure of Scope 1, Scope 2 and Scope 3 greenhouse gas emissions  
C6.1, C6.3, C6.5  
Fuel consumption and  
CO emissions ratings  
Further information can be found in the CDP chapters as well as in graphic G3.02  
2
CO footprint of BMW Group in the SVR 2019, p.70.  
2
Additional information on  
delivery figures  
C. Targets used by the organisation to manage climate-related risks and  
opportunities  
C4.1, C4.1a, C4.1b, C4.2  
Independent Practitioners’  
Limited Assurance Report  
In its Strategy NUMBER ONE > NEXT, the BMW Group set itself ten sustainability goals  
(
SVR 2019, p.11). These goals relate among other things to climate-related topics such  
Imprint  
as resource scarcity, CO emissions, e-mobility, climate-neutral energy procurement etc.  
2
In addition, further short and long-term goals were set to manage Scope 1-3 emissions.  
1
These references correspond to Table 1: Allocation of CDP questions to TCFD recommen-  
dations in section three of the official TCFD Report “CDP Technical Note on the TCFD  
Disclosing in line with the TCFD’s Recommendations in 2019”  
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138  
Introduction  
FUEL CONSUMPTION AND CO EMISSIONS RATINGS  
2
1
Figures in brackets () refer to automatic vehicles  
Fundamentals  
Electricity consumption in  
kWh/100 km  
Fuel consumption in l/100 km  
(combined)  
CO2 emissions in g/km  
(combined)  
Fully electric models (BEV)  
(combined)  
2
BMW i3 (120 Ah)  
BMW i3s (120 Ah)  
MINI Cooper SE  
BMW iX3  
0
0
0
0
0
0
0
0
0
0
0
0
13.1  
14.6 – 14.0  
16.8 – 14.8  
n.v.  
Products and services  
3
2
2
2
Production and  
value creation  
BMW i4  
n.v.  
BMW iNEXT  
n.v.  
Electricity consumption in addition  
CO2 emissions in g / km to fuel consumption in kWh / 100 km  
(combined) (combined)  
Fuel consumption in l / 100 km  
(combined)  
4
Plug-in hybrid models (PHEV)  
Employees and society  
BMW i8 Coupe  
1.8  
2.0  
42  
46  
14  
14.5  
BMW i8 Roadster  
Appendix  
BMW X1 xDrive25e  
BMW X2 xDrive25e  
BMW X3 xDrive30e  
BMW X5 xDrive45e  
BMW 330e Sedan  
BMW 330e Touring  
BMW 330e xDrive  
BMW 530e Sedan  
BMW 745e Sedan  
2.1 – 1.9  
2.1 – 1.9  
2.4 – 2.1  
2.0 – 1.7  
1.7 – 1.6  
2.3 – 2.1  
from 2.0  
1.8 – 1.6  
2.2 – 2.1  
2.1 – 1.9  
48 – 43  
47 – 43  
54 – 49  
46 – 38  
38 – 36  
52 – 42  
from 46  
41 – 36  
51 – 48  
47 – 43  
14.3 – 13.8  
14.2 – 13.7  
17. 2 – 16.4  
23.5 – 21.3  
15.0 – 14.8  
16.3 – 15.7  
from 17.8  
3
3
3
Our reporting concept  
TCFD Index  
·
Fuel consumption and  
CO emissions ratings  
2
3
3
3
3
3
3
Additional information on  
delivery figures  
14.5 – 13.6  
15.5 – 15.1  
13.9 – 13.5  
Independent Practitioners’  
Limited Assurance Report  
MINI Cooper S E Countryman ALL4  
Imprint  
Electricity consumption in addition  
CO2 emissions in g / km to fuel consumption in kWh / 100 km  
(combined) (combined)  
Fuel consumption in l / 100 km  
(combined)  
Internal combustion engine models (ICE)  
BMW X1 xDrive25d  
BMW X2 xDrive25d  
BMW 320d Sedan  
BMW 520d Sedan  
BMW 520d Touring  
5.2 – 4.9  
5.1 – 4.8  
4.1 – 4.0  
4.1 – 4.3  
4.3 – 4.5  
135 – 128  
135 – 127  
107 – 105  
108 – 112  
114 – 118  
–
–
–
–
–
1
Provisional figures, not yet confirmed, the right to change them is reserved.  
The final consumption figures were not yet confirmed as at 31 December 2019. This model is still in development, the emission data have not yet been homologated.  
The data on fuel consumption, CO emissions, power consumption and range are calculated according to the current versions of the prescribed measuring methods Regulation (EC) 2007/715 respectively.  
2
2
3
The data refer to a vehicle in its basic version in Germany. The ranges account for differences in the selected wheel and tyre size and optional extras; they may change during configuration.  
As at: 31 December 2019  
The figures have already been calculated based on the new WLTP test cycle and reverse-calculated to make them comparable with the NEDC. Other values than those stated here may be applicable for these  
vehicles when calculating taxes and other vehicle-related charges that are (also) based on CO emissions.  
2
2
Further information on the measuring methods used to calculate fuel consumption of new passenger vehicles can be found in the “Guideline for fuel consumption, CO -Emissions and Power Consumption  
of all New Passenger Car Models”, available free of charge from all sales outlets, the Deutsche Automobil Treuhand GmbH (DAT), Hellmuth-Hirth-Strasse 1, 73760 Ostfildern-Scharnhausen and at  
https://www.dat.de/co2/.  
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139  
Introduction  
ADDITIONAL INFORMATION  
ON DELIVERY FIGURES  
Forꢀtheꢀdefinitionꢀofꢀdeliveriesꢀseeꢀbelow*.  
1
In connection with reviewing its sales practices and related  
reporting practices, BMW Group also reviewed prior period  
retail vehicle delivery data and separately determined that  
certain vehicle deliveries were not reported in the correct  
periods. The BMW Group has revised the data on those  
vehicle deliveries that had not been reported in the correct  
periods as further described below, and is making, and will  
continue to make in the future, certain adjustments to its  
policies and procedures in order to improve the reliability  
and validity of its retail vehicle delivery data, in particular  
with respect to the timing of the recognition of deliveries.  
Fundamentals  
2
In December 2019, BMW Group was informed by the U.S.  
Securities and Exchange Commission (the SEC) that  
the SEC had commenced an inquiry into BMW Group’s  
Products and services  
vehicle sales practices and reporting. On January 22, 2020,  
3
the SEC formally opened an investigation into potential  
violations of U.S. securities laws by BMW Group relating  
to disclosures regarding BMW Group’s unit sales of new  
vehicles. The BMW Group is reviewing the matter and  
cooperating with the SEC’s investigation. Information on  
contingent liabilities is provided in note 38 to the Group  
Financial Statements in the annual report.  
Production and  
value creation  
4
Specifically,ꢀtheꢀretailꢀvehicleꢀdeliveryꢀdataꢀpresentedꢀinꢀ  
the annual report (years 2015 through 2019) and in this  
Sustainable Value Report have been revised by adjusting  
the data for BMWꢀGroup’sꢀsixꢀmostꢀsignificantꢀmarketsꢀtoꢀ  
reflectꢀtheꢀabove.ꢀInꢀtheꢀyearsꢀ2015 through 2019, these six  
markets (China, USA, Germany, UK, Italy and Japan) rep-  
Employees and society  
Appendix  
The preparation of BMW Group’s retail vehicle delivery  
data involves estimates and judgments and is subject to  
other uncertainties, including:  
Our reporting concept  
TCFD Index  
resented on average 68  
deliveries. For each of the years 2015 through 2019, these  
revisions amounted to less than % of BMW Group’s total  
.3% of BMW Group’s total vehicle  
Fuel consumption and  
–
The vast majority of deliveries of vehicles are carried  
out by independent dealerships or other third parties,  
and BMW Group is reliant on such third parties to  
correctly report relevant data to BMW Group.  
CO emissions ratings  
1
2
·
Additional information on  
delivery figures  
retail vehicle deliveries. The retail vehicle delivery data for  
BMW Group’s other markets have not been adjusted, as  
BMW Group believes the impact to be immaterial.  
Independent Practitioners’  
Limited Assurance Report  
–
Inꢀaddition,ꢀtheꢀdefinitionꢀofꢀdeliveriesꢀincludesꢀanyꢀ  
Imprint  
vehicles delivered in the United States or Canada if:  
While BMW Group believes the retail vehicle delivery data  
presented in the annual report and in this Sustainable  
Value Report to be materially correct in accordance with  
BMWꢀGroup’sꢀdefinitionꢀofꢀdeliveries,ꢀchallengesꢀandꢀfur-  
ther revisions of such data cannot be ruled out.  
–
the relevant dealers designate such vehicles as  
service loaner vehicles or demonstrator vehicles  
(
BMWꢀGroupꢀprovidesꢀfinancialꢀincentivesꢀinꢀ  
this regard to such dealers); or  
–
such vehicles are company vehicles purchased  
by dealers or other third parties at auctions or by  
dealers directly from BMW Group,  
*
Deliveries: A new or used vehicle will be recorded as a delivery once handed over to the end user  
which also includes leaseholders under lease contracts with BMW Financial Services). In the  
each of which may not correlate to a sale to a consumer or  
other end user in the relevant reporting period.  
(
US and Canada, end users also include (1) dealers when they designate a vehicle as a service  
loaner or demonstrator vehicle and (2) dealers and other third parties when they purchase a  
company vehicle at auction and dealers when they purchase company vehicles directly from  
BMW Group. Deliveries may be made by BMW AG, one of its international subsidiaries, a  
BMW Group retail outlet, or independent third party dealers. The vast majority of deliveries –  
and hence the reporting to BMW Group of deliveries – is made by independent third party deal-  
ers. Retail vehicle deliveries during a given reporting period do not correlate directly to the rev-  
enue that BMW Group recognises in respect of such reporting period.  
Retail vehicle deliveries during a given reporting period  
do not correlate directly to the revenue that BMW Group  
recognises in respect of such reporting period.  
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140  
Introduction  
INDEPENDENT PRACTITIONERS’ LIMITED ASSURANCE REPORT  
Independent Practitioner’s Report on a Limited Assurance Engagement on Non-financial Reporting and Sustainability Information  
1
Fundamentals  
To BMW AG, Munich  
Practitioner’s Responsibility  
2
We have performed a limited assurance engagement on the sustainability  
disclosures (hereinafter the “Sustainability Information”) and the combined  
separate non-financial report pursuant to §§ (Articles) 289b Abs. (para-  
graph) 3 and 315b Abs. 3 HGB ("Handelsgesetzbuch": "German Commer-  
cial Code") (hereinafter the “Non-financial Report”) contained therein and  
highlighted in color before the respective chapters in the “Sustainable Value  
Report” of BMW AG, Munich (hereinafter the “Company”) for the period  
from 1 January to 31 December 2019 (hereinafter the “Sustainable Value  
Report”).  
Our responsibility is to express a limited assurance conclusion on the Sus-  
tainability Information and the information contained in the Non-financial  
Report and highlighted in color before the respective chapters in the Sus-  
tainable Value Report based on the assurance engagement we have  
performed.  
Products and services  
3
Production and  
value creation  
Within the scope of our engagement we did not perform an audit on external  
sources of in-formation or expert opinions, referred to in the Sustainable  
Value Report.  
4
We conducted our assurance engagement in accordance with the Interna-  
tional Standard on Assurance Engagements (ISAE) 3000 (Revised): Assur-  
ance Engagements other than Audits or Reviews of Historical Financial Infor-  
mation, issued by the IAASB. This Standard requires that we plan and perform  
the assurance engagement to allow us to conclude with limited assurance  
that nothing has come to our attention that causes us to believe that  
Employees and society  
Responsibilities of the Executive Directors  
The executive directors of the Company are responsible for the preparation  
of the Sustainability Information in accordance with the principles stated in  
the Sustainability Reporting Standards of the Global Reporting Initiative  
Appendix  
(
hereinafter the “GRI-Criteria”) and the Non-financial Report in accordance  
Our reporting concept  
TCFD Index  
with §§ 315 c in conjunction with 289c to 289e HGB.  
– the Sustainability Information in the Sustainable Value Report for the  
period from 1 January to 31 December 2019 has not been prepared,  
in all material aspects, in accordance with the relevant GRI-Criteria,  
This responsibility of Company’s executive directors includes the selection  
and application of appropriate methods of sustainability reporting and non-  
financial reporting as well as making assumptions and estimates related to  
individual non-financial disclosures which are reasonable in the circum-  
stances. Furthermore, the executive directors are responsible for such inter-  
nal control as they have considered necessary to enable the preparation of  
a Sustainable Value Report that is free from material misstatement whether  
due to fraud or error.  
Fuel consumption and  
CO emissions ratings  
2
or  
Additional information on  
delivery figures  
– the Non-financial Report highlighted in color before the respective  
chapters contained within the Sustainable Value Report of the Com-  
pany for the period from 1 January to 31 December 2019 has not  
been prepared, in all material aspects, in accordance with §§ 315 c in  
conjunction with 289c to 289e HGB.  
·
Independent Practitioners’  
Limited Assurance Report  
Imprint  
Independence and Quality Control of the Audit Firm  
We have complied with the German professional provisions regarding inde-  
pendence as well as other ethical requirements.  
Our audit firm applies the national legal requirements and professional stand-  
ards – in particular the Professional Code for German Public Auditors and  
German Chartered Auditors (“Berufssatzung für Wirtschaftsprüfer und verei-  
digte Buchprüfer“: “BS WP/vBP”) as well as the Standard on Quality Con-  
trol 1 published by the Institut der Wirtschaftsprüfer (Institute of Public  
Auditors in Germany; IDW): Requirements to quality control for audit firms  
(
IDW Qualitätssicherungsstandard 1: Anforderungen an die Qualitäts-  
sicherung in der Wirtschaftsprüferpraxis – IDW QS 1) – and accordingly  
maintains a comprehensive system of quality control including documented  
policies and procedures regarding compliance with ethical requirements,  
professional standards and applicable legal and regulatory requirements.  
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141  
Introduction  
In a limited assurance engagement the assurance procedures are less in  
extent than for a reasonable assurance engagement, and therefore a sub-  
stantially lower level of assurance is obtained. The assurance procedures  
selected depend on the practitioner’s judgment.  
Assurance Conclusion  
Based on the assurance procedures performed and assurance evidence  
obtained, nothing has come to our attention that causes us to believe that  
1
Fundamentals  
–
the Sustainability Information in the Sustainable Value Report for the  
period from 1 January to 31 December 2019 has not been prepared,  
in all material aspects, in accordance with the relevant GRI-Criteria,  
Within the scope of our assurance engagement, we performed amongst  
others the following assurance procedures and further activities:  
2
–
Obtaining an understanding of the structure of the sustainability  
organization and of the stakeholder engagement  
or  
Products and services  
–
the Non-financial Report highlighted in color before the respective  
chapters contained within the Sustainable Value Report of the Com-  
pany for the period from 1 January to 31 December 2019 has not  
been prepared, in all material aspects, in accordance with §§ 315 c in  
conjunction with 289c to 289e HGB.  
–
Inquiries of personnel involved in the preparation of the Sustainable  
Value Report regarding the preparation process, the internal control  
system relating to this process and selected disclosures in the  
Sustainable Value Report  
3
Production and  
value creation  
–
–
–
Identification of the likely risks of material misstatement of the  
Sustainable Value Report  
4
Intended Use of the Assurance Report  
Performance of site visits as part of the inspection of processes for  
collecting, analyzing and aggregating selected data  
Employees and society  
We issue this report on the basis of the engagement agreed with the Com-  
pany. The assurance engagement has been performed for purposes of the  
Company and the report is solely intended to inform the Company about  
the results of the limited assurance engagement. The report is not intended  
for any third parties to base any (financial) decision thereon. Our responsi-  
bility lies only with the Company. We do not assume any responsibility  
towards third parties.  
Analytical evaluation of selected disclosures in the Sustainable Value  
Report  
Appendix  
Our reporting concept  
TCFD Index  
– Inquiries of personnel responsible for the reporting of fleet emissions  
and fuel consumption contained in the report, as well as reconciliation  
of selected data points regarding fleet emissions and fuel consump-  
tions with the technical vehicle data  
Fuel consumption and  
CO emissions ratings  
2
Munich, 11 March 2020  
Additional information on  
delivery figures  
– Comparison of selected disclosures with corresponding data in the  
financial statements and in the management report  
PricewaterhouseCoopers GmbH  
·
Independent Practitioners’  
Limited Assurance Report  
Wirtschaftsprüfungsgesellschaft  
–
Evaluation of the presentation of selected sustainability information  
Andreas Fell  
Hendrik Fink  
Imprint  
Wirtschaftsprüfer  
Wirtschaftsprüfer  
(German public auditor)  
(German public auditor)  
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142  
WE LOOK FORWARD TO  
HEARING FROM YOU  
Introduction  
1
Fundamentals  
2
Products and services  
Numerous BMW Group employees participated in creat-  
ing this Sustainable Value Report 2019. We will be happy  
to answer your questions and forward them to the relevant  
department if needed.  
If you want to stay up-to-date on sustainability at the  
BMW Group, you can register for the • Sustainability News-  
letter right here.  
3
Production and  
value creation  
4
Sustainable Value Report 2019 project team  
BMW Group  
Petuelring 130  
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Kai Zöbelein • Martina Hilmer • Edgar Berger  
Contact details for Press Spokesperson Sustainability  
Kai Zöbelein  
The BMW Group brands on the Internet  
• www.bmw.com  
Sustainability Communications  
Telephone: +49 89 382-21170  
E-mail: Kai.Zoebelein@bmwgroup.com  
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