BMW Group Report 2024

BM W GRO UP R E PO RT 2 0 2 4 On the path to electric and digitalised mobility in a sustainable circular economy. Report on the economic performance of the BMW Group and its environmental and social contribution. ↗ Link to the online report

2 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information The BMW Group maintained its strong market position in 2024, and the BMW brand retained the top position in the global premium segment. With its attractive products, the Company offers innovative and efficient drivetrain technologies aligned with the needs of customers across all brands. Vehicles with all-electric drivetrain systems are currently our biggest growth drivers. Our Vision Vehicles demonstrate how we are setting up the NEUE KLASSE as our next innovative leap. The BMW Group remains on course. You can find more information on the BMW Group and reporting year 2024 in the following report. KEY PERFORMANCE INDICATORS GROUP PROFIT/LOSS BEFORE TAX in € million EBIT MARGIN IN THE AUTOMOTIVE SEGMENT in % EBIT MARGIN IN THE MOTORCYCLES SEGMENT in % RoE IN THE FINANCIAL SERVICES SEGMENT in % 10,971 Significant decrease from previous year 6.3 Within the corridor of 6 to 7% 6.1 Within the corridor of 6 to 7% 15.1 Within the corridor of 15 to 18% EMPLOYEES OF THE GROUP at year-end DELIVERIES IN THE AUTOMOTIVE SEGMENT in units DELIVERIES IN THE MOTORYCLES SEGMENT in units SHARES OF ALL-ELECTRIC CARS IN DELIVERIES in % 159,104 Slight increase over previous year 2,450,854 Slight decrease from previous year 210,385 Previous year’s level 17.4 Significant increase over previous year BMW GROUP REPORT 2024 This is a simplified presentation of the data. Detailed information on the performance figures LINK TO CHAPTER as well as the identification of the depth of the audit can be found in the respective chapters. The BMW Group Strategy

3 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information FINANCIAL GOALS Group EBT margin EBIT margin in the Automotive segment Return on capital employed of Automotive segment > 10% 8-10% ≥ 18% NON-FINANCIAL GOALS – TARGETS FOR THE PERIOD UP TO 2030 Shares of all-electric cars in deliveries Reduction CO2e emissions Scope 1 and 2 compared to the base year 2019 Reduction CO2e emissions Scope 3 (supply chain and use phase) compared to the base year 2019 Share of women in management positions > 50% > 0.5 million t > 40 million t 23-25% THE BMW GROUP’S STRATEGIC GOALS This is a simplified presentation of the data. Detailed information on the performance figures LINK TO CHAPTER as well as the identification of the depth of the audit can be found in the respective chapters. The BMW Group Strategy

CONTENTS 4 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Contents 5 About This Report 1 – T O O U R S T A K E H O L D E R S 9 BMW Group in Figures 13 Report of the Supervisory Board 22 Statement of the Chairman of the Board of Management 30 The Board of Management 31 Composition of the Board of Management and Supervisory Board 35 Stakeholders and Capital Markets 2 – C O M B I N E D M A N A G E M E N T R E P O R T 39 Overview of the BMW Group 66 Financial Performance 91 Sustainability Statement 246 Internal Control System, Risks and Opportunities, Compliance 260 Outlook 264 Disclosures Relevant for Takeovers and Explanatory Comments 3 – G R O U P F I N A N C I A L S T A T E M E N T S 269 Income Statement for Group and Segments 270 Statement of Comprehensive Income for Group 271 Balance Sheet for Group and Segments at 31 December 2024 273 Cash Flow Statement for Group and Segments 275 Statement of Changes in Equity for Group 277 Notes to the Group Financial Statements 4 – R E S P O N S I B I L I T Y S T A T E M E N T A N D A U D I T O R ’ S R E P O R T 362 Responsibility Statement by the Company’s Legal Representatives 363 Independent Auditor’s Report 370 Assurance Report of the Independent German Public Auditor 5 – R E M U N E R A T I O N R E P O R T 374 Remuneration Report 374 Review of the 2024 Financial Year from a Renumeration Perspective 376 Remuneration of the Members of the Board of Management 409 Remuneration of the Members of the Supervisory Board 411 Comparison of Change in Remuneration and Earnings pursuant to § 162 (1) Sentence. 2 No. 2 of the German Stock Corporation Act (AktG) 415 Other Considerations 415 Outlook for the 2025 Financial Year 417 Auditor’s Report 6 – O T H E R I N F O R M A T I O N 419 SASB-Index 421 Consumption and Carbon Disclosures 425 BMW Group Ten-year Comparison 427 Glossary* 430 Financial Calender 431 Contacts * Part oft he Combined Management Report.

5 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information About This Report REPORTING CONCEPT Reporting and corporate strategy The BMW Group regards its balance of economic, ecological and social interests as the basis for its commercial success. This re- port is intended to provide qualified insight into the BMW Group and explain our activities in a transparent, comprehensible and measurable manner. We are keen to demonstrate to our stake- holders how economic, ecological and social issues affect what we do, and to identify the general external conditions that influ- ence the Company. For these reasons, we explain ↗ The BMW Group Strategy as well as the latest developments and the way in which the business is managed on the basis of key financial and non-financial indicators and targets. ↗ Dashboard Starting this re- porting year, the Sustainability Statement – a separate section of the Combined Management Report – also provides detailed in- sight into the key sustainability topics facing the Group. On 11 March 202511 March 2025, the Financial Statements of BMW AG were authorised for issue by the Board of Management and the Group Financial Statements approved for publication. The BMW Group Report (hereinafter also “the Report”) combines the management reports of Bayerische Motoren Werke Aktieng- esellschaft (BMW AG) and the BMW Group in a Combined Man- agement Report. The report is divided into the following sections: 1 – To Our Stakeholders 2 – Combined Management Report 3 – Group Financial Statements 4 – Responsibility Statement and Auditor’s Report 5 – Remuneration Report 6 – Other Information FRAMEWORKS APPLIED The BMW Group Report is based on the following reporting and accounting standards. Combined Management Report The Combined Management Report is based on the following le- gal frameworks: — German Commercial Code (HGB) (among other relevant legislation) — Content of the Management Report in accordance with §§ 289 and 315 HGB — Combined Non-Financial Statement (NFS) at Group and Company level in accordance with §§ 289 b and 315 b HGB (↗ Sustainability Statement) — German Accounting Standards (GAS 20) underpinning HGB requirements — German Stock Corporation Act (AktG) — Taxonomy Regulation (Regulation (EU) 2020 /852 of the European Council and of the European Parliament on the Establishment of a Framework to Facilitate Sustainable Investment, and amending Regulation (EU) 2019 /2088) and its delegated acts (↗ EU Taxonomy) ABOUT THIS REPORT

6 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information About This Report The Non-Financial Statement (NFS), in the form of the Sustain- abilityStatement, will be prepared for the first time based on the following regulations: — Delegated Regulation on the European Sustainability Reporting Standards (ESRS) SASB Standards according to the Sustainable Accounting Standards Board ↗ SASB Index. Further information on the appli- cation of the ESRS in the NFS can be found in the ↗ Principles and General Disclosures. The Combined Management Report is also based on: — Guidelines on Alternative Performance Measures issued by the European Securities and Markets Authority (ESMA) — German Corporate Governance Code (GCGC) BMW AG Group Financial Statements The Group Financial Statements of Bayerische Motoren Werke Aktiengesellschaft for the year ended 31 December 2024 have been prepared in accordance with the International Financial Re- porting Standards (IFRS) as endorsed by the European Union (EU) and the supplementary requirements of § 315 g HGB. ADDITIONAL INFORMATION ON THE REPORT Publication and scope The BMW Group Report is published annually to coincide with the BMW Group Annual Conference and is subsequently avail- able in both German and English on the BMW Group website. The reporting period covers the financial year from 1 January to 31 December 2024. The statements made in the report gener- ally relate to the BMW Group reporting entity. Any deviations are marked accordingly. The BMW Group Report 2025 will be pub- lished in March 2026. External audit The report, comprising the Combined Management Report and the Group Financial Statements, has been subject to an annual independent audit by PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft, Frankfurt am Main, Munich branch (“PwC” or “Auditor”). Unaudited sections are marked ac- cordingly. The external audit serves to underpin the reliability and trustworthiness of the information contained therein for the pub- lic. The external audit supports the Supervisory Board of BMW AG in fulfilling its auditing duties. Any links and disclosures that refer to information outside the BMW Group Report are not part of the audit. The ↗ Remuneration Report 2024 was prepared in ac- cordance with the requirements of § 162 of the German Stock Corporation Act (AktG) and its content audited by PwC. PwC has audited the Group Financial Statements and the Com- bined Management Report for the reporting year 2024 and is- sued an unqualified audit opinion thereupon. Further information is provided in the ↗ Independent Auditor’s Report and the ↗ Assurance Report of the Independent German Public Auditor on Non-financial Disclo- sures. The general content of the Combined Management Report and certain individual parts of the NFS were subjected to a reason- able assurance engagement. The contents of the Sustainabil- ityStatement, in accordance with §§ 289 b et seq. and 315 b et seq. HGB, were subjected to an audit to obtain limited assurance. Sustainable Development Goals With its business operations, the BMW Group is in a position to contribute directly to the achievement of Sustainable Develop- ment Goals (SDGs). Information about the importance of these goals for the BMW Group is provided on our ↗ website. Forward-looking statements This report contains various forward-looking statements con- cerning future developments that are based on the current status of the BMW Group’s assumptions and forecasts. These state- ments are therefore subject to a variety of predictable and unpre- dictable risks, uncertainties and other factors, which means that the actual outcome, including that of the BMW Group’s net as- sets, financial position and results of operations, its development or performance, could differ considerably from those statements.

7 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information About This Report Preparation of non-financial performance figures Certain non-financial performance figures reported by the BMW Group are based on a significant number of estimates and valuations. Some are complex and subjective in nature, or sub- ject to uncertainty for other reasons. The BMW Group is also con- tinuously updating the policies and procedures used to calculate its non-financial performance figures. It is not always practical to apply new policies and procedures to prior reporting periods. Alt- hough the methodology used to calculate indicators is in line with standard practice, some indicators are not directly comparable with the values reported by other companies. The BMW Group is also required to ensure that third parties re- port relevant data to the BMW Group correctly. These third par- ties include independent dealerships – the overwhelming major- ity of which report vehicle delivery* figures to the BMW Group – and suppliers, which provide the BMW Group with data on the implementation of agreed measures designed to reduce carbon emissions. Statement on Corporate Governance The Board of Management and the Supervisory Board of BMW AG prepare a yearly combined Statement on Corporate Govern- ance in accordance with §§ 289 f and 315 d HGB to report on corporate governance within the BMW Group. The Statement on Corporate Governance is published on BMW AG’s website at ↗ www.bmwgroup.com/. It also includes the Declaration of Compli- ance pursuant to § 161 AktG. Identification of ESRS disclosures outside of the Sustainability Statement ESRS disclosure requirements are partially covered by refer- ences in the general part of the Management Report or the Group Financial Statements. The relevant sections and the references themselves are identified using the symbols » «. Editorial comments Key figures presented in the report have been rounded in accord- ance with standard commercial practice. In individual cases, this may mean that figures do not add up exactly to the stated total and that percentages cannot be derived from the values shown. Summarised disclosures of fuel consumption, carbon emissions and electricity consumption are provided in the section ↗ Consumption and Carbon Disclosures. * See ↗ Glossary for a definition of deliveries.

TO OUR STAKEHOLDERS 01 8 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information 9 BMW Group in Figures 13 Report of the Supervisory Board 22 Statement of the Chairman of the Board of Management 30 The Board of Management 31 Composition of the Board of Management and Supervisory Board 35 Stakeholders and Capital Markets

9 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information BMW Group in Figures KEY PERFORMANCE INDICATORS 2020 2021 2022 2023 2024 Change in % G R O U P Profit/loss before tax in € million 5,222 16,060 23,509 17,096 10,971 – 35.8 Employees at year-end1 120,726 118,909 149,475 154,950 159,104 2.7 Share of women in management positions in %2 17.8 18.8 20.2 20.8 21.7 4.3 CO2e emissions Scope 1 and 2 in million tonnes3 – – – – 0.81 – A U T O M O T I V E S E G M E N T EBIT margin in % 2.7 10.3 8.6 9.8 6.3 – 35.7 RoCE in %4 12.7 24.0 18.1 20.2 11.4 – 43.6 Deliveries5 2,325,179 2,521,514 2,399,632 2,554,183 2,450,854 – 4.0 Share of all-electric cars in deliveries in % 1.9 4.1 9.0 14.7 17.4 18.4 CO2e emissions from the supply chain - Scope 3 in million tonnes6 – – – – 125.1 – CO₂ emissions of the EU new vehicle fleet in g/km7 99.1 (135.0) 8 115 105.0 102.1 99.5 – 2.5 CO2e emissions per vehicle produced (Scope 1 and 2 of BMW Group locations) in tonnes9 0.35 0.33 0.32 0.28 0.27 – 3.6 M O T O R C Y C L E S S E G M E N T EBIT margin in % 4.5 8.3 8.1 8.1 6.1 – 24.7 RoCE in %10 15.0 21.9 24.9 22.1 15.5 – 29.9 Deliveries 169,272 194,261 202,895 209,066 210,385 0.6 F I N A N C I A L S E R V I C E S S E G M E N T RoE in % 11.2 22.6 17.9 17.2 15.1 – 12.2 1 According to ESRS reporting, non-consolidated companies will be excluded from the financial year 2025 onwards (until 31.12.2024: all consolidated and non-consolidated companies in which the BMW Group holds more than 50% of the shares). For 2024, the figure for the consolidated companies is 157,457. Both key indicators do not include the joint operation Spotlight. 2 The change in the number of employees from the financial year 2025 onwards (see footnote 1) also applies to the share of women. For 2024, the figure for the consolidated companies is 21.6%. The joint operation Spotlight is not included. 3 New key performance indicator from the financial year 2025 onwards. Excl. sites without operational control, incl. biogenic emissions. See ↗ Glossary and Explanations of Key Figures for the definition. 4 The term “RoCE” has been redefined with effect from the reporting year 2022 (for definition, see ↗ Glossary). The 2021 figure was adjusted accordingly for comparison purposes (2021 before adjustment: 59.9%). 5 Deliveries including BMW Brilliance Automotive Ltd., also for the period prior to full consolidation in the Group Financial Statements (2020: 602,247 units, 2021: 651,236 units, 1 January to 10 February 2022: 96,133 units). 6 New key performance indicator from the financial year 2025 onwards. Comprises the scope 3 categories purchased goods and services, transport logistics, utilisation phase, incl. biogenic emissions. See ↗ Glossary and Explanations of Key Figures for the definition. 7 EU-27 countries including Norway and Iceland; with effect from 2021, values are calculated on a converted basis in line with WLTP (Worldwide Harmonised Light Vehicles Test Procedure), values for 2020 were calculated based on the New European Driving Cycle (NEDC).This is a preliminary internal calculation with a potential variation of +/– 0.5 g CO2/km, as official registration figures from the authorities are not available for all EU states. Figures officially published by the EU Commission are not expected to be available until November of the following year. Including an allowance for eco-innovations (amounts of clearly minor significance). 8 To improve comparability, the 2020 NEDC figures were converted to WLTP after adjusting for permissible flexibilities – specifically from 99 g CO2/km according to NEDC (including 5 g CO2/km phase-in, 7.5 g CO2/km supercredits and 2.4 g CO2/km eco-innovations) to 135 g CO2/km according to WLTP (excluding flexibilities). In 2020, a phase-in regulation was accepted, as was the recognition of supercredits, which ceased in 2021. 9 See ↗ Glossary and Explanations of Key Figures for the definition. 10 The term “RoCE” has been redefined with effect from the reporting year 2022 (for definition, see ↗ Glossary). The 2021 figure was adjusted accordingly for comparison purposes (2021 before adjustment: 35.9%). BMW GROUP IN FIGURES

10 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information BMW Group in Figures OTHER FINANCIAL PERFORMANCE FIGURES 2020 2021 2022 2023 2024 Change in % G R O U P Pre-tax return on sales in %1 5.3 14.4 16.5 11.0 7.7 – 30.0 Post-tax return on sales in %2 3.9 11.2 13.0 7.8 5.4 – 30.8 Earnings in € per share of common stock/preferred stock 5.73/5.75 18.77/18.79 27.31/27.33 17.67/17.69 11.62/11.64 –34.2/–34.2 Total capital expenditure3 6,222 7,518 10,610 11,440 12,581 10.0 Depreciation and amortisation 6,143 6,495 8,566 8,974 8,650 – 3.6 Capital expenditure ratio (excluding right-of-use assets and excluding capitalised development costs)4 3.6 3.9 4.3 4.9 5.7 16.3 Capitalisation rate5 36.6 36.5 39.3 33.6 38.8 15.5 Research and development expenditure ratio6 6.3 6.2 5.0 5.0 6.4 28.0 S E G M E N T A U T O M O T I V E Free cash flow 3,395 6,354 11,071 6,942 4,852 – 30.1 1 Group profit before tax as a percentage of Group revenues. 2 Group net profit as a percentage of Group revenues. 3 Expenditure for capitalised development costs, other intangible assets and property, plant and equipment. 4 Investments in property, plant and equipment (excluding right-of-use assets in accordance with IFRS 16) and other intangible assets (excluding capitalised development costs) as a percentage of Group revenues. 5 Capitalised development costs as a percentage of research and development expenditure. 6 Research and development expenditure as a percentage of Group revenues.

11 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information BMW Group in Figures OTHER FINANCIAL PERFORMANCE FIGURES in € million 2020 2021 2022 2023 2024 Change in % Group revenues 98,990 111,239 142,610 155,498 142,380 – 8.4 Automotive 80,853 95,476 123,602 132,277 124,917 – 5.6 Motorcycles 2,284 2,748 3,176 3,214 3,220 0.2 Financial Services 30,044 32,867 35,122 36,227 38,562 6.4 Other Entities 3 5 8 11 14 27.3 Eliminations – 14,194 – 19,857 – 19,298 – 16,231 – 24,333 49.9 Group profit/loss before financial result (EBIT) 4,830 13,400 13,999 18,482 11,509 – 37.7 Automotive 2,162 9,870 10,635 12,981 7,893 – 39.2 Motorcycles 103 227 257 259 198 – 23.6 Financial Services 1,721 3,701 3,163 3,055 2,511 – 17.8 Other Entities 36 – 8 – 203 – 13 – 25 92.3 Eliminations 808 – 390 147 2,200 932 – 57.6 Group profit/loss before tax (EBT) 5,222 16,060 23,509 17,096 10,971 – 35.8 Automotive 2,722 11,805 18,918 12,642 7,544 – 40.3 Motorcycles 100 228 269 258 198 – 23.3 Financial Services 1,725 3,753 3,205 2,962 2,538 – 14.3 Other Entities – 235 531 995 – 100 837 – Eliminations 910 – 257 122 1,334 – 146 – Group income taxes – 1,365 – 3,597 – 4,927 – 4,931 – 3,293 – 33.2 Profit/loss from continuing operations 3,857 12,463 18,582 12,165 7,678 – 36.9 Group net profit/loss 3,857 12,463 18,582 12,165 7,678 – 36.9 Attributable to shareholders of the BMW AG 3,775 12,382 17,941 11,290 7,290 – 35.4

12 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information BMW Group in Figures OTHER NON-FINANCIAL PERFORMANCE FIGURES 2020 2021 2022 2023 2024 Change in % G R O U P Spending on employee training and development (in € million)1 279 389 416 469 415 – 11.5 A U T O M O T I V E S E G M E N T Deliveries by brand BMW2 2,028,841 2,213,790 2,100,689 2,252,793 2,200,217 – 2.3 MINI 292,582 302,138 292,922 295,358 244,925 – 17.1 Rolls-Royce 3,756 5,586 6,021 6,032 5,712 – 5.3 Total2 2,325,179 2,521,514 2,399,632 2,554,183 2,450,854 – 4.0 thereof all-electric vehicles 44,541 103,854 215,752 375,716 426,536 13.5 Share of electrified cars in total deliveries 8.3 13.0 18.1 22.2 24.2 9.0 Production by brand BMW3 1,980,740 2,166,644 2,089,801 2,340,547 2,229,009 – 4.8 MINI 271,121 288,713 286,265 315,196 278,897 – 11.5 Rolls-Royce 3,776 5,912 6,239 6,179 5,924 – 4.1 Total3 2,255,637 2,461,269 2,382,305 2,661,922 2,513,830 – 5.6 Energy consumption per vehicle produced (in MWh)4 2.12 2.10 2.13 1.97 1.94 – 1.5 M O T O R C Y C L E S S E G M E N T Production BMW 168,104 187,500 215,932 221,988 215,727 – 2.8 F I N A N C I A L S E R V I C E S S E G M E N T New contracts financed or leased vehicles 1,845,271 1,956,514 1,545,490 1,542,514 1,693,876 9.8 1 See ↗ Glossary and Explanations of Key Figures for the definition. 2 Deliveries including BMW Brilliance Automotive Ltd. also for the period prior to full consolidation in the Group Financial Statements (2020: 602,247 units, 2021: 651,236 units, 1 January to 10 February 2022: 96,133 units). 3 Production including BMW Brilliance Automotive Ltd. also for the period prior to full consolidation in the Group Financial Statements (2020: 602,935 units, 2021: 700,777 units, 1 January to 10 February 2022: 58,507 units). 4 See ↗ Glossary and Explanations of Key Figures for the definition.

Norbert Reithofer Chairman of the Supervisory Board 13 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board DEAR SHAREHOLDERS, In the financial year 2024, the BMW Group performed well in a highly competitive environ- ment characterised by challenging geopolitical and macroeconomic conditions. We achieved our targets as revised in September with a combination of stringent management and a strong team performance. Our well-balanced global positioning enabled us to alleviate the pressure caused by the broad variety of changes taking place in our key sales markets. At the same time, our commitment to technology openness proved to be the right approach. By significantly growing the number of all-electric vehicles sold, the BMW Group also achieved a great deal in terms of sustainability. Our vehicle fleet in Europe once again at- tained figures below the EU’s target limit for fleet carbon emissions in 2024. We have ambitious plans for 2025 and beyond in light of the rapidly approaching launch of the NEUE KLASSE. We are convinced that this will mark a key milestone in the history of the BMW Group. In 2025, your Company will continue to adapt dynamically to changes, with its sights firmly set on long-term success. Our innovative and attractive range of products, cou- pled with a well-balanced distribution of value creation, will lay the foundations for this suc- cess. REPORT OF THE SUPERVISORY BOARD

14 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board Focus of Supervisory Board activities during the past financial year The Supervisory Board performed the duties incumbent upon it with the utmost diligence throughout the financial year 2024. We continuously and thoroughly monitored the governance of the BMW Group based on in- depth reports received from the Board of Management. We also advised the Board of Man- agement on key management issues as well as on the Group’s strategic development. At each of the five plenary sessions of the Supervisory Board (including one two-day meeting), we held detailed discussions with the Board of Management regarding the BMW Group’s position. The Board of Management also kept the Supervisory Board well informed regard- ing any matters of particular significance outside the framework of formal meetings. Fur- thermore, I discussed matters personally and on a regular basis with the Chairman of the Board of Management. In addition, the Chairman of the Audit Committee maintained a di- rect line of contact with the Board of Management member responsible for Finance as well as with the external auditor’s representatives outside of meetings. We regularly dealt with internal Supervisory Board issues and personnel-related matters without the presence of the Board of Management. Our cooperation, both within the Supervisory Board and its committees and with the Board of Management, was conducted in a spirit of trust, respect and constructiveness. As a general rule, the members received detailed documents on the topics of the meetings in advance. In addition, separate preliminary meetings of the share- holder and employee representatives were held on a regular basis prior to Supervisory Board meetings. In its reports on the BMW Group’s position, the Board of Management kept us well in- formed at each meeting regarding current developments and the Group’s overall perfor- mance. We were provided with information on current sales trends for both the BMW Group and its competitors, based on figures analysed by brand, segment and market region. There was also a keen focus on electric vehicles as well as on the Group’s key financial indi- cators and liquidity situation. The BMW Group’s corporate strategy, also with regard to sustainability, was the subject of comprehensive examination by the Supervisory Board. After analysing the impact of geopo- litical developments on the BMW Group, the Board of Management elaborated on the stra- tegic focus areas of drivetrain strategy, digitalisation and sustainability, emphasising just how important our flexible drivetrain strategy will be as we seek to exploit future growth op- portunities. With regard to electrification, the Board of Management outlined the efficiency improvements made in battery technology and the importance of cooperation initiatives for charging infrastructure. We also discussed the merits of hydrogen fuel cell technology. The strategic focus area of digitalisation relates to our products, customers and processes in particular, and encompasses driver assistance systems, over-the-air updates for the BMW Group’s vehicle fleet and the digital transformation of our interaction with customers. We discussed the potential that digitalisation has to offer, including artificial intelligence, and its implementation in our business processes. In the focus area of sustainability, the Board of Management presented the decarbonisation measures being taken in respect of our pro- duction and sites, as well as in the supply chain and during the vehicle usage phase. Strate- gic sales topics centred on developments in the Chinese market, the impact of EU duties on imports of all-electric vehicles from China, the positioning of MINI products and the switch to the new direct sales model. Furthermore, the Board of Management addressed the poten- tial offered by other sales markets, such as India. We also looked at the competitive land- scape and our future product portfolio. At each meeting, the Board of Management updated us on the current status of its strat- egy- and project-related work. The Board of Management also reported at regular intervals on recent events, such as the BMW Group’s investments in its plants in Shenyang, China and Spartanburg, USA, the latter including the opening of the BMW Group’s first pressing plant in that country, receipt of the approval for a combination of Level 2 and Level 3 auton- omous driving for the BMW Group in Germany (the first automotive manufacturer to be granted such approval), and the Group’s successful appearance at the Auto China trade fair in Beijing. We see the “German Car of the Year” award received for the new BMW 5 Series, both for the model with a combustion engine and an all-electric model, as an endorsement of our flexible drivetrain strategy. The award was based on the assessment of a panel of 40 German and international automotive journalists. In September, the Board of Management explained its reasons for adjusting the outlook for the financial year 2024 and discussed the Company’s relevant measures together with us. At Supervisory Board meetings we regularly addressed the topics of sustainability and ESG. In a report on recent developments within the BMW Group, the Board of Management informed us, among other things, about the expansion of the partnership with Toyota aimed at developing vehicles powered by hydrogen fuel cells. It also reported on the progress made by the Catena-X data ecosystem (in which the BMW Group is a partner) in capturing data-driven energy consumption measurements from the raw material to the end product stage in one data chain. Moreover, the Board of Management reported on the timely start of construction work for the battery assembly plant in Irlbach-Straßkirchen and on the ongoing renovation work at the Munich plant. We also discussed the review of social and environ- mental standards among suppliers, particularly in accordance with the German Supply Chain Due Diligence Act (Lieferkettensorgfaltspflichtengesetz) and in some cases with the involvement of external auditors. We were delighted to see the BMW Group perform so well in the Trendence Ranking Germany 2024 on employer attractiveness, and to acknowledge the BMW Group’s leading position among automotive manufacturers in the MSCI Implied Temperature Rise index.

15 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board We held in-depth discussions on the topic of the circular economy with regard to purchasing and the implementation of the BMW Group’s sustainability strategy, using the examples of steel and battery-related raw materials. Based on a self-assessment in the course of our work on corporate governance, we con- cluded that the composition of the Supervisory Board at 31 December 2024 fully meets the targets stipulated in the diversity concept and competency profile. We have also revised our committee structure: in December 2024 and with effect from 1 January 2025, we passed a resolution to establish a Remuneration Committee, which, on the shareholder side, will comprise a majority of independent members. In its role as a preparatory body, the Remu- neration Committee is responsible for reviewing the remuneration of both the Board of Management and the Supervisory Board and the reports related thereto. The Presiding Committee has assumed the former remit of the Presiding Board as well as responsibility for non-remuneration-related personnel matters concerning the Board of Management. In the Declaration of Compliance with the German Corporate Governance Code issued in December 2024, the Board of Management and the Supervisory Board jointly confirmed that they have complied with the recommendations of the Code as amended on 28 April 2022 without exception and will continue to fully comply with them in future. Following a preparatory review conducted by the Presiding Committee as well as a further review at Supervisory Board level, the Statement on Corporate Governance drawn up by the Board of Management was approved by the Supervisory Board in March 2025. In July 2024, the Board of Management informed us of the decision to hold the Annual General Meeting 2025 as a face-to-face event with the physical presence of shareholders, combined with online elements. We also engaged in detailed discussions on the topic of compliance. Both in the Audit Com- mittee and in the Supervisory Board, the Chief Compliance Officer used his annual report to update us on the further development of the BMW Group’s international compliance organi- sation, enhanced monitoring as part of the compliance risk assessment process and the on- going measures regarding communication with BMW Group employees. He emphasised that external certification in accordance with Auditing Standard 890 of the Institute of Public Auditors in Germany (IDW) in November 2024 confirmed the full appropriateness and effec- tiveness of the Compliance Management System in terms of anti-corruption and antitrust compliance. The specific risk analysis required by law in accordance with the Supply Chain Due Diligence Act was performed and follow-up action taken. The report also addressed the handling of individual cases. Furthermore, the members of the Supervisory Board were pro- vided with additional information on the topics of anti-corruption and lobbying. Moreover, the Board of Management regularly informed the Supervisory Board regarding the latest developments in relation to international trade policy and regulation. This in- cluded, in particular, the current status of the European Commission’s anti-subsidy investi- gation and of EU import duties on all-electric vehicles from China, as well as the impact of these measures on the BMW Group. We also held regular discussions on the further devel- opment of the EU7 emissions standard and the EU regulations on fleet carbon emissions. Board of Management remuneration was another important issue on the Supervisory Board’s agenda. We reviewed the target structure, maximum remuneration and expected remuneration for the Board of Management for the financial year 2024, considering in par- ticular the Group’s performance and the development of remuneration for senior executives and employees in Germany over the past few years. Based on a comparative study con- ducted by an external independent remuneration consultant and subsequent oral advice, we concluded that the remuneration paid to Board of Management members for the finan- cial year 2023 and the target remuneration for 2024 were appropriate. Detailed infor- mation on the Board of Management’s remuneration for the financial year 2024 is provided in the Remuneration Report. In the course of the year, the Board of Management updated the members of the Supervi- sory Board on the current level of attainment of defined financial KPIs as well as the KPIs for our non-financial targets, including those related to ESG, such as deliveries of all-electric automobiles, fleet carbon emissions in the EU, the BMW Group’s attractiveness as an em- ployer and diversity. Following thorough preparation work by the Personnel Committee, we also closely scruti- nised the Board of Management remuneration system, which is due to be presented to the Annual General Meeting 2025. In our deliberations, we not only took statutory requirements into account, but also the recommendations of an independent external remuneration con- sultant, as well as suggestions from investor representatives, market practices and remu- neration within the BMW Group. Given that the existing remuneration system has proven to be effective, no fundamental adjustments were required. As such, in December 2024 we approved only isolated improvements to the existing system for the financial years from 2025 onwards. Among other things, we updated the existing Share Ownership Guidelines. We have enclosed a summary of the main adjustments to the remuneration system with the invitation to the Annual General Meeting 2025. Taking this as a basis, in December 2024 we adopted the targets for the Board of Manage- ment’s variable remuneration for the financial year 2025. The targets are based on the BMW Group’s corporate planning for 2025, the long-range corporate planning and the ESG targets included in the corporate strategy.

16 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board In addition to the further development of the remuneration system for the Board of Manage- ment, we resolved for the first time in four years to increase target total remuneration mod- erately from the financial year 2025 onwards. The maximum remuneration thresholds con- tinue to apply unchanged. Subject to the approval of the remuneration system by the An- nual General Meeting 2025, the Board of Management service contracts were updated with effect from 1 January 2025. Key topics from the Board of Management’s individual areas of responsibility were also the subject of our deliberations. Following an introduction to the Chinese automotive mar- ket, the competitive environment and customer requirements, the China market report gave us an in-depth insight into the Group’s strategy for China and its implementation. The Board of Management member responsible for Customer, Brands and Sales also provided us with an update on the MINI brand’s transition to direct sales in the first few European markets. In the report on supply chain resilience, the Group’s strategy and actions were ex- plained to us against the backdrop of geopolitical challenges and regulatory requirements. As part of a presentation on the competitive standing of the BMW Group’s production activi- ties, we focused in particular on the global distribution of value creation and the BMW Group’s “local for local” approach. In the detailed risk report, we were brought up to date with the structure and working meth- ods of the Risk Management System. A key focus of the report was on geopolitical risk sce- narios. The Board of Management explained the processes in place for ensuring resilience in risk management and measures to mitigate risk. With regard to information security, the focus was placed on automotive security. We were provided with information on the auto- motive security protection targets, the BMW Group’s strategy in this area and its protection system. The Board of Management also reported on the strategy and its implementation, on business performance and on the risk situation of the Financial Services segment. In the report on the current business situation, the Board of Management member responsible for Finance provided us with regular information on key topics relating to the Group’s treasury system, such as funding, liquidity management, hedging strategies for price and currency risks, and the current status of share buyback programmes. In September, we took an in-depth look at the topic of product quality and the Group’s qual- ity strategy. In particular, we requested the Board of Management to brief us on quality is- sues relating to the Integrated Brake System provided by a supplier as well as on the measures taken by the BMW Group. In the report on Human Resources and Real Estate, we deliberated on the attractiveness of the BMW Group as an employer, the further development of HR structures and the Group’s potential to leverage digitalisation. The report also informed us on the current status of the Group’s diversity concepts and the extent to which targets have been achieved regarding the proportion of women employed at various levels of BMW AG and the BMW Group. The BMW Group’s long-range corporate planning was the subject of comprehensive ex- amination by the Supervisory Board. Against a backdrop of geopolitical tension, increasing regulatory requirements and a market environment that remains volatile, the Board of Man- agement explained the importance of the BMW Group’s flexible drivetrain strategy and its “local for local” approach to production. A greater focus on costs serves to safeguard the BMW Group’s independence. The Board of Management informed us about plans for the various vehicle and corporate segments and the ambitious long-term targets. We were pre- sented with key financial indicators for each segment, in addition to opportunities and risks for the planning period. After thorough examination, the Supervisory Board approved the long-range corporate planning drawn up by the Board of Management. In December 2024, the Board of Management presented the budget for the financial year 2025. After exhaustive discussion with the Board of Management, we gave the budget our approval. In the run-up to the Annual General Meetings 2024 and 2025, I discussed Supervisory- Board-specific topics with investor representatives at regular meetings and reported back to the Supervisory Board on the results of these meetings. We also dealt with corporate governance issues such as succession planning for the Supervisory Board with regard to expertise and diversity, the system for the Board of Management’s remuneration and the format of the Annual General Meeting as well as the composition and work of the commit- tees. In 2024, the BMW Group once again provided further training for members of the Supervi- sory Board. During a six-day trip to China in June, covering Beijing, Shenyang and Shang- hai, Supervisory Board members had the opportunity to visit the Group’s plants and sales and development sites in person and obtain a first-hand impression of the competitive situ- ation prevailing in the Chinese market. In July, we visited the Rolls-Royce Motor Cars plant in Goodwood, UK, and learned about the special features of boutique production in the ultra- luxury segment. In September, the members of the Supervisory Board were given an in- depth look at the main aspects of the BMW Group’s technology, architecture and product strategy for the period from 2025 onwards. We gained an overview of the new technologies associated with the NEUE KLASSE from 2025 onwards in the areas of digitalisation, ulti- mate driving, drivetrain technologies and the circular economy concept as well as with re- gard to hydrogen technology. The members of the Supervisory Board were then presented with new BMW, MINI and Rolls-Royce design models at the BMW M Driving Academy in Maisach near Munich, and given the opportunity to test the vehicles personally. A keynote speech held by an expert on US politics followed by a dialogue session allowed us to gain insights into US policy against the background of global geopolitical trends. During a guided tour of the BMW Group’s Cell Manufacturing Competence Centre in Parsdorf near Munich in December 2024, we were informed about the progress being made in battery technology and the production of high-voltage storage systems.

17 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board The onboarding programme for new Supervisory Board members was continued in 2024, with representatives of various specialist departments taking the time to provide useful in- sights into the key business areas as well as the planning processes deployed by the BMW Group. The programme also included an introduction to the ongoing work of the Supervi- sory Board. In late 2024, we reviewed the effectiveness of the work of the Supervisory Board and its committees with the aid of a questionnaire and discussed the findings at our subsequent meeting. Cooperation, both within the Supervisory Board itself and with the Board of Man- agement, was unanimously perceived as constructive and trustworthy, and the topics se- lected for meetings and further training events were considered to be good, sensible choices. In the course of the current financial year, we intend to act on proposals to explore certain topics in greater depth, such as maintaining a focus on geopolitical developments and the Chinese market as well as updating the BMW Group’s circular economy concept. In all its deliberations and decisions, the Supervisory Board takes precautions at an early stage to ensure that conflicts of interest are avoided. No conflicts of interest arose in the fi- nancial year 2024. Description of Presiding Board activities and committee work During the financial year 2024, the Supervisory Board had a Presiding Board and four com- mittees. The Chairman of the Audit Committee, Dr Bock and myself reported in detail on the work of the Presiding Board and the other committees at the following Supervisory Board meeting. Further information on the duties, composition and working methods of the Super- visory Board committees is provided in the Statement on Corporate Governance on the BMW Group website. Unless a particular committee was responsible, the Presiding Board prepared the topics for the plenary sessions at its four meetings in cooperation with the Board of Management. It also put forward proposals for reporting within the Supervisory Board. The Presiding Board focused on the BMW Group’s corporate strategy and the strategy’s sustainability-related aspects, in addition to long-range corporate planning. The Group’s current business posi- tion was discussed in detail at each of the meetings of the Presiding Board. In preparation for the topic of “Say on Pay” at the Annual General Meeting 2025, the Presiding Board also took into account a market comparison of supervisory board remuneration. The Audit Committee convened eight times in total during the financial year 2024. In March 2024, the focus was on preparing for the Supervisory Board meeting at which the financial statements and the non-financial statement for the financial year 2023 were dis- cussed and examined. After verifying the matter of independence, the Audit Committee rec- ommended to the Supervisory Board that PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft (“PwC”) be elected auditor at the Annual General Meeting 2024. There were no indications of conflicts of interest, grounds for exclusion or lack of in- dependence on the part of the auditor. The Audit Committee concluded that PwC’s fee proposal for the audit of the Company and Group Financial Statements and the BMW Group Report 2024, as well as for the review of the Half-Year Report 2024, was appropriate in light of the scope of its tasks. The Commit- tee therefore issued the corresponding contracts to PwC following its election at the Annual General Meeting held in May 2024. The Audit Committee also specified supplementary au- dit focus areas. Moreover, it approved the scope of the non-audit services to be performed by PwC and received regular reports regarding these services. At its meetings, the Audit Committee discussed the quality of the audit at regular intervals. In particular, it received a report from the relevant department on the Group’s experience with the audit of the finan- cial statements for the financial year 2023 as well as on the results of a survey conducted within the Group for this purpose. Based on this report, the auditor’s description of the qual- ity assurance processes and measures undertaken, and the Audit Committee’s own experi- ence with the auditor, the audit was found to be of good quality. The Audit Committee also examined the combined Non-financial Statement of BMW AG and the BMW Group for the financial year 2023, which was part of the BMW Group Report 2023, and had representatives from PwC explain the results of their assurance engage- ment. For the financial year 2024, PwC was again engaged to report on the disclosures in the Non-financial (Group) Statement on a “limited assurance” basis (with the exception of specific key indicators within the Sustainability Report that are required to be reported on a “reasonable assurance” basis). Going beyond the formal review required by law, the Audit Committee also engaged PwC to audit the contents of the Remuneration Report for the fi- nancial year 2024. We were regularly updated about the reporting obligations arising in conjunction with the EU Corporate Sustainability Reporting Directive and the European Sustainability Reporting Standards as well as on the status of implementation within the Group and the assurance work performed by the external auditor. We also addressed the status of the legislative pro- cess in Germany for implementing the Directive. The Board of Management presented the Half-Year Report and the Quarterly Statements to us prior to publication and discussed them with us. These meetings were also used to discuss key financial indicators and the development of free cash flow. Representatives of the external auditors were also present when the Half-Year Report was discussed in early August 2024. At its meeting held in June, the Audit Committee considered the effectiveness and appropri- ateness of the BMW Group’s Internal Control System (including the Corporate Audit function

18 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board and the Compliance Management System) and the Risk Management System. The head of Corporate Audit reported on the overarching audit focus areas and key audit findings, as well as the plans for further internal audits. We also received updates from the responsible head of department on the Internal Control System for accounting as well as on the Tax and Customs Control System in place across the BMW Group. In his half-year report, the Chief Compliance Officer of the BMW Group reported to us in particular on the further develop- ment of the Compliance Management System and the international compliance organisa- tion. Furthermore, he explained the preparatory work for, and the implementation of, the ex- ternal certification process for the Compliance Management System. As far as operational topics were concerned, he focused in particular on the implementation of export control re- quirements and the specific supply-chain-related risk analysis as well as the further devel- opment of the product compliance management system. The report also addressed the handling of individual cases and relevant official procedures related to compliance. The Au- dit Committee also scrutinised the annual compliance report (see Compliance section above). Risk reporting was conducted on a half-yearly basis. In addition to the main risks to which the BMW Group is exposed and the classification of those risks, particular emphasis was placed on geopolitical risk scenarios, especially for supply chains and sales markets, as well as risk-mitigating measures. We also discussed risks related to sustainability and the further development of the Internal Control System for non-financial reporting with regard to the Group’s sustainability-related targets. In its report on the audit of over-the-counter derivatives entered into by BMW AG during the financial year 2023, the external auditor confirmed to the Audit Committee the effectiveness of the system in place at BMW AG in complying with the regulatory requirements of the Eu- ropean Market Infrastructure Regulation. The Audit Committee received regular reports on the current status and development of sig- nificant legal proceedings and internal investigations and, in individual cases, discussed product- and emissions-related proceedings with external legal advisors brought in for that purpose. In its role as a preparatory body, the Personnel Committee convened four times to deliber- ate on the remuneration of, and succession planning for, the Board of Management. In par- ticular, it prepared the review and further development of certain aspects of the Board of Management remuneration system with the support of an independent external remunera- tion consultant. Thorough preparatory work was also performed with respect to the review of the appropriateness of the Board of Management’s remuneration for the financial year 2023 and the target remuneration for 2024, as well as the determination of the factors for the Board of Management’s variable remuneration for 2023 and the outlook for 2024. The proposals for setting financial and non-financial targets, including ESG targets, for the Board of Management remuneration for the financial year 2025 were also discussed in great depth. The renewal of the anticipatory resolution on the approval of loans and trans- actions by BMW Bank GmbH was also on the Personnel Committee’s agenda. The Nomination Committee held one meeting in the financial year 2024, in which it dis- cussed the composition of the Supervisory Board and succession planning for the share- holder representatives. Taking into account the composition, targets adopted by the Super- visory Board and the recommendations of the German Corporate Governance Code, the Nomination Committee issued recommendations for the Supervisory Board’s election pro- posals to the Annual General Meeting to be held in 2025. Dr Nicolas Peter, former member of the Board of Management responsible for Finance, was nominated as a new candidate for election to the Supervisory Board after a two-year cooling-off period. I had previously announced my intention to step down at the end of the Annual General Meeting 2025 after serving ten years on the Supervisory Board and 38 years with the BMW Group. At its subsequent meeting, the Supervisory Board also discussed the succession question regarding the chair position of the Supervisory Board at the end of the Annual General Meeting 2025. The members of the Supervisory Board agreed to elect Dr Peter as their chairman as well as to the other committee positions that I currently hold in the event of his election to the Supervisory Board. The Mediation Committee, which is prescribed by law, did not need to convene during the financial year 2024. Composition of the Board of Management In the financial year 2024, the Supervisory Board decided to extend the mandate of Dr Joa- chim Post, Member of the Board of Management responsible for the Purchasing and Sup- plier Network. Composition of the Supervisory Board, the Presiding Board and the Supervisory Board’s committees There were no changes to the composition of the shareholder representatives on the Su- pervisory Board in the past year. At the Annual General Meeting 2024, the shareholders re- elected Dr h.c. Susanne Klatten, Stefan Quandt and Dr Vishal Sikka to the Supervisory Board for a further term of office of approximately four years. Stefan Quandt was elected as Deputy Chairman of the Supervisory Board and, in this role, is a member of the Presiding Board (since 1 January 2025: Presiding Committee) in accordance with the rules of proce- dure. He was also elected as a member of the Audit Committee, the Personnel Committee, the Mediation Committee and the Nomination Committee. Dr h.c. Klatten was also elected to the Nomination Committee. The composition of the employee representatives on the Supervisory Board changed as a result of elections held in accordance with the German Co-Determination Act (Mitbes- timmungsgesetz). Christiane Benner, Bernhard Ebner and Johann Horn left the Supervisory

19 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board Board with effect from the end of the Annual General Meeting 2024. Professor Dr Johanna Wenckebach, Ulrich Bauer and Horst Ott were elected as new members of the Supervisory Board. Their terms of office began at the end of the Annual General Meeting 2024. Dr Mar- tin Kimmich was elected as first deputy chair and Stefan Schmid as a further deputy chair of the Supervisory Board. In these roles, they are members of the Presiding Board (since 1 January 2025: Presiding Committee) in accordance with the rules of procedure. They were both also elected to the Audit and Personnel Committees. Dr Dominique Mohabeer was also elected to the Audit Committee and Stefan Schmid to the Mediation Committee. Upon his retirement, Gerhard Kurz stepped down as senior executive representative on the Su- pervisory Board with effect from 31 October 2024. He was succeeded by the elected sub- stitute member Dr Michael Nikolaides with effect from 1 November 2024. We would like to thank the former members for their trusting and constructive cooperation and, in the case of Christiane Benner, for her many years of service. At the meeting held in December, Dr Dominique Mohabeer, Anke Schäferkordt, Dr Martin Kimmich, Stefan Quandt, Stefan Schmid and Dr Kurt Bock were elected to the Remunera- tion Committee, which was newly created with effect from 1 January 2025. As Chairman of the Supervisory Board, I am also a member and Chairman of the Remuneration Committee in accordance with the rules of procedure. Disclosure of attendance at meetings by individual members The attendance rate at Supervisory Board meetings was 96%, while attendance at the meetings of the committees and the Presiding Board was 100% in each case. The meet- ings were held in person, with individual members participating virtually in justified excep- tional cases. Three meetings of the Audit Committee that dealt with the Half-Year Report and the Quarterly Statements respectively were held as hybrid meetings, with individual members connected by video call as planned. Individual meeting attendance can be seen in the table on the right. 1 Member of the Supervisory Board until 15 May 2024. 2 Member of the Supervisory Board since 15 May 2024. 3 Member of the Supervisory Board until 31 October 2024. 4 Member of the Supervisory Board since 1 November 2024. Meetings Attendance Attendance in % Members of the Supervisory Board Plenum Presiding Board/ Committees Plenum Presiding Board/ Committees Plenum Presiding Board/ Committees Norbert Reithofer 5 17 5 17 100 100 Martin Kimmich 5 16 5 16 100 100 Stefan Quandt 5 17 5 17 100 100 Stefan Schmid 5 16 5 16 100 100 Kurt Bock 5 17 5 17 100 100 Ulrich Bauer2 4 – 4 – 100 – Christiane Benner1 1 – 1 – 100 – Marc Bitzer 5 – 5 – 100 – Bernhard Ebner1 1 – 1 – 100 – Rachel Empey 5 8 5 8 100 100 Heinrich Hiesinger 5 – 5 – 100 – Johann Horn1 1 – 1 – 100 – Susanne Klatten 5 1 5 1 100 100 Jens Köhler 5 – 5 – 100 – Gerhard Kurz3 4 – 3 – 75 – André Mandl 5 – 4 – 80 – Dominique Mohabeer 5 8 5 8 100 100 Michael Nikolaides4 1 – 1 – 100 – Horst Ott2 4 – 3 – 75 – Anke Schäferkordt 5 – 5 – 100 – Christoph M. Schmidt 5 – 5 – 100 – Vishal Sikka 5 – 4 – 80 – Sibylle Wankel 5 – 5 – 100 – Johanna Wenckebach2 4 – 4 – 100 –

20 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board Review of financial statements and the profit distribution proposal PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft (PwC) was appointed ex- ternal auditor for the financial year 2024. PwC initially conducted a review of the condensed Interim Group Financial Statements and the Interim Group Management Report for the first half of 2024 and presented its results to the Audit Committee. No issues were identified which might indicate that the condensed Interim Group Financial Statements and Interim Group Management Report had not been prepared in accordance with the applicable provi- sions in all material respects. The Company Financial Statements and the Group Financial Statements of BMW AG for the financial year ended 31 December 2024, including the Combined Management Report, on which PwC has issued unqualified audit opinions, were authorised by the Board of Manage- ment on 11 March 2025. These audit opinions were signed for the first time by Ralf Räpple and, for the third time in succession, by Michael Popp as the independent auditor (Wirtschaftsprüfer) responsible for the performance of the engagement. At its meeting held on 27 February 2025, the Audit Committee initially discussed thor- oughly the preliminary version of the Company and Group Financial Statements and the Combined Management Report (including the combined Non-financial (Group) Statement and the information on the EU Taxonomy) as well as the draft versions of the auditor’s long- form reports. Immediately after authorising their issue, the Board of Management submitted the Com- pany and Group Financial Statements for the financial year 2024 and the Combined Man- agement Report (including the Combined Non-financial (Group) Statement) to the Supervi- sory Board. The auditor’s long-form audit reports were also submitted to the Supervisory Board in a prompt manner. The Supervisory Board had previously received these docu- ments in draft form in advance to allow for thorough preparation. At its meeting held on 12 March 2025, the Audit Committee diligently examined and delib- erated on these documents before they were considered thoroughly at the Supervisory Board’s plenary session on 13 March 2025. At the two respective meetings, the Board of Management provided a detailed explanation of the reporting documents submitted to the Audit Committee and the Supervisory Board. The representatives of the external auditor reported on the main results of their audit and answered questions put to them by members of the Audit Committee and the Supervisory Board, partially without the members of the Board of Management being present. Both the Audit Committee and the Supervisory Board gave meticulous consideration to the key audit matters and the related audit procedures. The representatives of the external auditor confirmed that the Risk Management System established by the Board of Management is suitable for the early detection of developments that could threaten the Company’s going-concern status. They also confirmed that no ma- terial weaknesses in the Internal Control System and Risk Management System were identi- fied with regard to the financial reporting process. In the course of their audit work, they did not identify any facts inconsistent with the contents of the Declaration of Compliance pursu- ant to § 161 of the German Stock Corporation Act (AktG) jointly issued by the Board of Management and the Supervisory Board. Based on a thorough examination conducted by the Audit Committee and the Supervisory Board, we concurred with the results of the external audit. In accordance with the final result of this examination, no objections were raised. At our meeting held on 13 March 2025, we accordingly approved the Group and Company Financial Statements of BMW AG for the fi- nancial year 2024. The Company Financial Statements for the year ended 31 December 2024 have therefore been adopted. Furthermore, in both the Audit Committee and the Supervisory Board, we examined the Board of Management’s proposal to use the unappropriated profit to pay a dividend of € 4.30 for each share of common stock entitled to receive a dividend and € 4.32 for each share of preferred stock entitled to receive a dividend and to transfer the remaining amount to other revenue reserves. We consider the proposal appropriate and have therefore ap- proved it. The Audit Committee and the Supervisory Board also carefully examined the combined Non-financial (Group) Statement for the year ended 31 December 2024. Following an in- depth explanation of the statement by the Board of Management, representatives of the auditor PwC presented the key results of their assurance engagement and answered ques- tions posed by members of the Supervisory Board. PwC performed a “limited assurance” engagement with respect to the Combined Non-financial (Group) Statement integrated into the Sustainability Report chapter of the Management Report. Specific key indicators dis- closed in the Sustainability Report were audited to a “reasonable assurance” level. An Inde- pendent Practitioner’s Report with an unqualified assurance opinion was issued on the Non-financial Statement, signed for the first time by the independent auditor Ralf Räpple (Wirtschaftsprüfer) and for the third time in succession by the independent auditor Michael Popp (Wirtschaftsprüfer). The Supervisory Board acknowledged and approved the com- bined Non-financial (Group) Statement drawn up by the Board of Management. The Supervisory Board drew up the Remuneration Report for the financial year 2024 to- gether with the Board of Management in accordance with § 162 AktG, after preparatory work performed by the Remuneration Committee. Going beyond the formal review required by law, the Audit Committee also engaged PwC to audit the contents of the Remuneration Report. In line with the newly defined responsibilities, representatives of the auditor reported

21 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Report of the Supervisory Board firstly to the Remuneration Committee and then to the Supervisory Board on the results of the audit, and confirmed that the Remuneration Report complies in all material respects with the reporting provisions contained in § 162 AktG. Expression of appreciation by the Supervisory Board Due to their strong collaborative efforts and the considerable dedication shown during the past financial year, the members of the Board of Management and the employees of the BMW Group worldwide were once again successful in maintaining the BMW Group's strong market position. We therefore wish to express our deep thanks and appreciation to all of them. We are confident that in 2025, with their innovative strength, their willingness to deliver out- standing performance and their resolute team spirit, the Board of Management and the en- tire workforce will continue to successfully drive the future of mobility with the NEUE KLASSE. Munich, March 2025 On behalf of the Supervisory Board Norbert Reithofer Chairman of the Supervisory Board

Oliver Zipse Chairman of the Board of Management 22 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management The BMW way: robust, dependable and future-focused – keeping your Company on track for success. DEAR SHAREHOLDERS, LADIES AND GENTLEMEN: Every era brings its own challenges. Your Company finds answers, offering meaningful solu- tions and consistently charting its own course – profitably, with confidence and a clear focus on the future. Our actions are grounded in over 100 years of expertise and market experi- ence, a passion for individual mobility and our inherent ability to innovate. By anticipating market developments early, we consistently achieve major technological leaps at the right time, unlocking new potential for the entire Company. We are digitalising our business pro- cesses and our products – also by leveraging the vast possibilities of artificial intelligence. STATEMENT OF THE CHAIRMAN OF THE BOARD OF MANAGEMENT

23 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management We take a long-term approach to preparing for breakthrough innovations, making targeted investments in our future. In 2024, our investments reached new heights, with research and development expenditure of more than € 9 billion and capital expenditure of over € 11.8 bil- lion. In the coming years, these upfront investments in electrification, digitalisation, our pro- duction network, our product portfolio and the NEUE KLASSE will fully pay for themselves – exactly as we planned. BMW NEUE KLASSE – decided in 2020, start of production in 2025. In 2020 – in the middle of the global pandemic – the Board of Management committed to a completely new BMW product range. Later this year, the first model of the NEUE KLASSE – a Sports Activity Vehicle in the high-volume X segment – will roll off the production line at an entirely new plant. This will be followed shortly afterwards by a Sedan in the current BMW 3 Series segment from our main plant in Munich. The NEUE KLASSE will then be rolled out across our global production network. A total of at least six NEUE KLASSE models should be launched within 24 months of the start of production. No other manufacturer currently has a remotely comparable future-facing project ready for release onto the market, like we do with the NEUE KLASSE. The NEUE KLASSE exemplifies our long-term approach – strategically planning implemen- tation of our goals and executing them step by step, leveraging our financial strength, oper- ational excellence and strong team spirit. In this way, visions quickly become reality, improving the everyday lives of our customers around the world. All of us at the BMW Group are eagerly anticipating the next milestone in our Company’s history this year. What we announce, we bring to the roads – in the truest sense of the word – consistently and without excuses. This makes your Company stable and dependable in a highly volatile environment. Technology-open and market-oriented: our strategic approach prevails. If we look around our industry worldwide, there have been plenty of announcements and promises. Electromobility was long seen as the only path to the future – partly because it aligned with the prevailing mindset. Now, many manufacturers are reversing course and ad- justing their strategy. Your Company does not need to do that. We took a firm position from the beginning, even in the face of headwinds. We did so out of conviction – and because the facts and business logic said something dif- ferent. It is our technology-open approach that delivers a rapid climate impact in the here and now. Across all markets and regions, we exploit the available potential to the best of our ability: whether that means highly efficient internal combustion engines, plug-in hybrids or all-electric vehicles – or, from 2028 on, a production vehicle powered by a hydrogen fuel cell. This is why we deepened our partnership with Toyota last year. Customers and markets develop in different ways and at different speeds. Anyone who ig- nores this is passing up market opportunities. For this reason, we will continue to provide the right options for different mobility needs worldwide, across all segments and technolo- gies. “BMW – late winner of the drivetrain transition”. The idea of technology openness has since become firmly established among policymak- ers, the media and the public. It ultimately combines the exact two components our econ- omy and society need equally on the road to climate neutrality: on the one hand, technology – constant progress through innovation; on the other, openness – in other words, the ability to respond with flexibility and versatility when external conditions or market realities change at short notice, without prejudging the outcome. This is the situation we are experiencing right now. Our forward-looking approach is now recognised as a strategic advantage and robust busi- ness model. Evidence of this is provided not least by recent headlines, such as from the February 2025 edition of trade journal “auto, motor, sport” asserting: “BMW – late winner of the drivetrain transition”. I’m happy to leave it at that. Our BMW 540d xDrive Touring* and MINI Cooper SE* were awarded the “Goldene Lenkrad” (Golden Steering Wheel) in autumn 2024, as the best vehicles in their respective classes. The “Car of the Year Award” for the BMW 5 Series and BMW i5* also marks the first acco- lades for a technology-open model series in the history of the award. * ↗ Consumption and Carbon Disclosures. ‘‘This is our long-term approach: strategically planning the implementation of our goals. What we announce, we bring to the roads.’’

24 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management Our competitive edge: flexible architectures and powertrain components. Our architectures, which are able to accommodate all powertrains, form the backbone of our technological flexibility. We can also use different powertrain components and other parts in all vehicles, regardless of the architecture. This is highly relevant, as it enables substantial economies of scale. For example, the BMW iX* relies on the same electrical powertrain components as the BMW i4*. The BMW i4* is based on a flexible architecture, while the BMW iX* uses a specially developed platform. The NEUE KLASSE will introduce a whole range of new components that can be used with different powertrains, including hydrogen, across the entire portfolio in the future. One of your Company’s key strengths remains our plants’ ability to manufacture different model variants and drivetrain types on a single line. The ramp-up of electromobility is not linear, but progresses at different speeds across individual markets. For this reason, it has made sense up until now for our plants to be designed for flexible production – assembling vehicles with both conventional drivetrains and e-drives. This flexible substitution of drivetrain variants, combined with the smart allocation of vehicle concepts, ensures our de- livery capabilities in varying market situations and maintains strong capacity utilisation at our locations. This secures and enhances our competitiveness. Next step: e-mobility for plants Debrecen and Munich. While other manufacturers in our industry are reducing capacity and even planning for plant closures, our new location in Debrecen, Hungary, will begin producing the first model for the NEUE KLASSE this autumn. Following comprehensive refurbishment as a fully electric facility, plant Munich is poised to manufacture the second NEUE KLASSE model from 2026. Just one year later, Munich will only be producing electric vehicles. This will make our main plant the second all-electric fa- cility in our global network, further enhancing efficiency. Our global production network re- mains agile and adaptable to different scenarios in the continued ramp-up of e-mobility. 2024: we met our adjusted targets and made the most of the conditions. As you would expect from your Company, we had ambitious plans for financial year 2024. However, over the course of the year, things turned out differently. This includes the finan- cial impact of delivery stops and recalls for the supplied Integrated Brake System (IBS) com- ponent, general market weakness in China and subdued demand for electric vehicles in sev- eral markets, with corresponding effects on pricing. In light of these factors, we adjusted our guidance for the financial year in September 2024. We fought hard together to keep your Company on track. This clearly set us apart, leaving our established competitors far behind in last year’s sales figures. We achieved our adjusted targets for sales and financial key figures, by making the most of the changed conditions. We delivered 2.45 million vehicles to customers worldwide in 2024. At Group and BMW brand level, sales in the key Europe and Americas regions were on a par with or higher than the previous year. The same was true in our markets outside the three main sales regions in total. In eight European countries, BMW held the top spot in the premium segment. In Bel- gium and Switzerland, we even led the total market. We also reported growth in the US, where we occupy a strong second place in the premium segment. Although our sales figures in China decreased, the BMW brand successfully defended its position as segment number one. The fact that we sold more than twice as many electric vehicles in China in 2024 as two of our established German competitors combined also speaks for itself. Let us not forget that the whole Company has benefited from higher-than- average performance in the Chinese market for many years. Needless to say, we aim to re- turn to a growth path in China very soon – in line with our strategic plan. * ↗ Consumption and Carbon Disclosures. ‘‘One of your Company’s key strengths is the ability to manufacture different drivetrain types on a single line.’’

25 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management Our core BMW brand remains global number one in its segment. BMW M once again reaches all-time sales high. Our core BMW brand maintained its position as the global number one in its segment last year. BMW’s share of the premium segment climbed to 21.7%. For the 13th consecutive year, BMW M sales increased – surpassing 200,000 vehicles. BMW M GmbH plays a vital role in our overall success. Nearly one in ten BMWs sold in 2024 was an M model, with a healthy contribution margin. The best-selling M model was once again the all-electric BMW i4 M50*. This Gran Coupé not only offers a thrilling driving experience, with a range of up to 522 kilo- metres (WLTP), but also demonstrates that our technology-open approach fully delivers in the performance and high-performance segment. A word about BMW M Motorsport: The three current BMW M Motorsport racing cars – the M Hybrid V8, the M4 GT3 and the M4 GT4 – secured a combined 215 wins last season, competing in more than 1,000 races and clocking up over a million kilometres. MINI aims to hit the ground running with NEW MINI FAMILY. Our MINI brand aims to hit the ground running once more with the NEW MINI FAMILY. Of the five models, three are all-electric vehicles. MINI makes a valuable contribution to both our all-electric vehicle sales and our CO2e footprint – as exemplified by the new fully electric MINI Aceman*. Most importantly, the brand boasts a very large and very loyal fan commu- nity. The new MINI Convertible* entered production at plant Oxford in the UK in November 2024. Rolls-Royce launches Black Badge Spectre*. Our Rolls-Royce luxury brand, which achieved the third-best result in its history last year, unveiled four new models. In the coming years, we will invest more than 300 million pounds to expand the manufacturing facility in Goodwood. This will be the largest investment since the plant opened in 2003. BMW Motorrad once again posts record sales. Our two-wheeled vehicles are also extremely popular, with the brand reaching a new all- time sales high of more than 210,000 BMW motorcycles and scooters in 2024. BMW Motorrad remains number one in the global premium motorcycle segment. Models like the R 1300 GS and S 1000 RR play a significant part in this. In fact, we sold more than 68,000 GS models alone. Moreover, when it comes to superbikes, our Double-R is the benchmark. Growth will continue this year with the new 1300 Series model family. Highly attractive products remain the foundation of our success. As you can see, your Company is ideally positioned across all brands, segments and drive technologies, with a broad, fresh and highly attractive product line-up. This year, one of our core brand’s most successful models will celebrate its 50th anniversary: the in-demand, high-volume BMW 3 Series. The latest generation of the BMW X3* is also extremely popu- lar, which we produce at our plants in Spartanburg in the US, in our Chinese plant in Shen- yang and in Rosslyn, South Africa. It has been rolling out in the markets since the end of February. At our largest European plant in Dingolfing, we have been producing the model update of the unique BMW iX* since March – a vehicle that boasts an impressive electric range of more than 700 kilometres (WLTP), with significantly more drive power and effi- ciency. In the premium compact class, the new BMW 2 Series Gran Coupé* will also launch soon. The new BMW M3 CS Touring* also joined our BMW M model line-up in March. A total of more than 40 new vehicles will launch between now and the end of 2027 – span- ning all brands and drivetrain variants. This means that our customers will continue to have choices. New sales system for a holistic customer experience. As you know, we are also structuring our sales system with a clear focus on the future. In this way, we can also enable customers to move seamlessly between online and offline channels throughout the purchasing process. It goes without saying that we are implement- ing the transition to direct sales in close consultation with our retail partners, starting with the MINI brand. We have already achieved stable operation in ten European markets, with another five going live in early March 2025. As this process progresses, we are identifying and implementing additional opportunities for optimisation. * ↗ Consumption and Carbon Disclosures.

26 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management It is also clear that the roll-out for our core BMW brand will be significantly more extensive, demanding the highest quality standards. We intend to build on our experiences with MINI and will be making intensive preparations for the BMW brand roll-out this year and next. Here, too, the transition will take place in cooperation with our retail partners. All-electric vehicles remain key growth driver. By the end of 2024, nearly one in four of your Company’s vehicles was electrified – either all-electric or powered by a plug-in hybrid drivetrain. Looking specifically at our all-electric options, these vehicles already accounted for 17.4% of total BMW Group sales. At the MINI brand, about a quarter of all vehicles sold are already fully electric. At Rolls-Royce, it is even a third. All of this demonstrates how dynamically and systematically we are driving the ramp-up of e-mobility – which is, and will remain, our key growth driver. Your Company is among the leading sellers of electric vehicles in the industry. Despite the challenging market environ- ment, we delivered more than 426,000 all-electric vehicles to customers last year – ex- ceeding the previous year’s figure by 13.5%. Choice of more than 15 all-electric models. Our customers are currently able to choose from over 15 all-electric models across all BMW Group brands. Our BMW charging card already provides customers with access to more than 670,000 charging points throughout Europe. In 2025, we are once again targeting growth with our all-electric vehicles. Over the course of the year, we will reach two significant milestones: production of our three millionth electri- fied vehicle and our 1.5 millionth all-electric vehicle. Once again, your Company outperformed EU CO2 targets. Our electrified models – along with our other highly efficient drive technologies – will con- tribute to continuing reductions in our fleet-wide CO2 emissions. The same principle applies here: we can be relied on to deliver on our promises. In 2024, the BMW Group once again outperformed its CO2 fleet target – by more than 30 grams! Based on our internal calcula- tions, our numbers came in at 99.5 grams per kilometre at the end of 2024. The European Commission publishes the official data at year-end. Knowing your Company, you can rest assured that we will do everything possible to meet the significantly stricter targets for 2025 as well. We need and support ambitious political objectives that are ultimately viable for businesses. The European Union’s long-range CO2 requirements must be adjusted to market realities. This applies to the targets for 2030 and, especially, 2035. We believe the planned review in 2026 will be crucial in this regard. Europe needs, and benefits from, a strong automotive and supplier industry. That is why the BMW Group is participating in the European Commission’s strategic dia- logue on strengthening the competitiveness of the automotive industry. We view it as a pos- itive sign that the Commission is now focusing once more on Europe’s competitiveness with the “Green Industrial Deal”. Your Company is committed to free trade and fair competition. You, our shareholders, understand that, as a global player, your Company is dedicated to free trade and ensuring a level playing field across regions. Tariffs, on the other hand, hin- der free trade, slow down innovation and make products more expensive – setting a nega- tive spiral in motion. That is why we are standing firm on the issue of additional EU tariffs on imports of electric vehicles from China, which came into force in October 2024 and also ap- ply to our models produced there. Together with BMW Brilliance and our joint operation Spotlight, we have therefore filed a lawsuit against the EU. We will vigorously oppose negative developments and trade barriers. Since the same ap- plies to duties on vehicles imported from the US into the European Union, we have pro- posed that the EU send a positive signal by establishing a uniform tariff rate of 2.5% on both sides. Our proposal for a level playing field has garnered a lot of attention. ‘‘We support ambitious objectives that are adjusted to market realities.’’

27 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management Our global footprint – differentiating factor and competitive advantage in a fragmented world. In addition to political targets, geostrategic and protectionist developments around the world are more critical than ever to the business success of global companies like the BMW Group. Following decades of global free trade during the era of globalisation, the pendulum is now swinging back towards protectionism, resulting in a power struggle between interna- tional systems. We are witnessing a race for raw materials, access to critical technologies and energy availability. How can we successfully maintain our business model? How can we gain market share and continue to grow, while staying out of geopolitics? We align our product development, our structures and our individual market strategies with local conditions, always remaining adaptable and flexible – without losing sight of our long- term goals. Today, we benefit, in particular, from having set the right course early on and steering the Company in the necessary strategic direction. In the past decades, the BMW Group has not only accessed sales markets worldwide, but also established a strong presence, with our own value creation, in the key regions around the globe. You are already familiar with the principle behind this: “production follows the market”. At all our locations, we create added value. This is becoming more and more of an asset, and even a unique selling point, for the BMW Group. In light of the changing global environment and the trend towards regional market barriers, local value creation is increas- ingly a requirement for future market success. In addition to production, research and development, and sales and marketing, our pres- ence in key economic regions also includes local supply chains and partnerships. This en- ables us to respond quickly to unforeseen events and makes your Company more resilient overall. Today, the BMW Group is one of few genuine global manufacturers in our industry. Largest US automotive exporter by value – 30 years of value creation in South Carolina. This year, we are celebrating “50 years of BMW North America”. In January 2025, the BMW Group also received the “Honorary Sandlapper Award” from South Carolina Governor Henry McMaster, recognising 30 years of commitment in the state. We were honoured by both the South Carolina Senate and House of Representatives. The BMW Group is the first Company to receive such an honour. Without BMW, development in the region would have taken a very different path. Our footprint in the US remains a valuable asset. According to data published by the US De- partment of Commerce in February 2025, your Company was once again the leading auto- motive exporter from the US by value last year. Plant Spartanburg exported almost 225,000 BMW X vehicles last year, worth over 10 billion US dollars, bringing the total ex- port value since 2014 to more than 104 billion US dollars. Balanced sales and production volumes across global regions – our unique sell- ing point. Our global footprint has already evolved to the next level, achieving a balanced global distri- bution of value creation. This means: our sales and production are balanced within regions. In Europe, the US and China – our largest single market – we sold roughly the same num- ber of vehicles in each of these regions in 2024 as we produced there. Spartanburg provides a good example of this: the plant produced just under 400,000 BMW X models last year. This corresponds almost exactly to our US sales volume for the year. One out of every two vehicles from our largest plant was also sold in the US. We also continue to strengthen our home base in Germany in a targeted manner through local value creation: our German plants produced more than one million vehicles in 2024. Your Company therefore accounts for a quarter of the country’s total OEM passenger car production – as confirmed by an evaluation conducted by the German Association of the Automotive Industry (VDA). The BMW Group’s global distribution of value creation forms an important foundation for your Company’s resilience, strengthening its ability to navigate trade policy and geopolitics. We are also mitigating the risks associated with possible currency fluctuations. ‘‘We always remain adaptable and flexible --- without losing sight of our long-term goals.’’

28 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management “Local for local” – also for high-voltage batteries. We also apply our “local for local” global production strategy to the manufacture of high- voltage batteries, as part of the e-mobility value chain. Assembly of the sixth generation (Gen6) of our high-voltage batteries for the NEUE KLASSE will take place at five new cutting-edge production facilities being built close to our vehicle plants: in Irlbach-Straßkirchen (Lower Bavaria), Debrecen (Hungary), Shenyang (China), San Luis Potosí (Mexico) and Woodruff, near Spartanburg (USA). This approach safeguards production of high-voltage batteries from unforeseen political and economic events, strengthens our existing locations, and preserves and creates jobs at these sites. Gen6 high-voltage battery concept: 30% faster charging, 30% more range. With the sixth generation of BMW eDrive technology, your Company has achieved a quan- tum leap in technology, offering up to 30% faster charging and around 30% more range – in certain models, even more. For the first time, the Gen6 high-voltage batteries also feature the latest 800-volt technology and enable bidirectional charging. Gen6 will be used in the NEUE KLASSE, starting this year, and will subsequently power the BMW Group’s all-electric product range. Sustainability as a key element of our corporate strategy. The same applies to sustainability and climate protection: we act in a farsighted and reliable manner, conduct ourselves transparently and consistently meet legal requirements. To this end, we will continue to refine our target system in 2025, with a clear focus on impact. We take a holistic view of the entire value creation process, from the supply chain through production to energy consumption on the roads. We have further developed our goal to reduce our carbon footprint per vehicle by 40% by 2030 in line with new EU requirements: compared to 2019, we will save at least 40 million tonnes of CO2e by 2030. At many plant locations, we rely on self-generation of renewable energy – in each case the type that is most suitable locally. Be it solar power, wind energy, geothermal energy, biomass or district heating. Since 2020, we have obtained all the external power required for our plants worldwide from renewable sources. We have contractually agreed on the use of green electricity with a large number of our suppliers. At product level, we use the vehicle footprint to make CO2e data transparent over the entire life cycle, the proportion of secondary material, efficiency and supply chain security for new BMW and MINI models. We are working with partners to es- tablish a circular economy that enables high-quality recycling of steel, aluminium, glass and plastic. We ourselves will increase the proportion of secondary material in our vehicles in the future along the “Secondary First” principle. NEUE KLASSE – MORE THAN EVER: Embarking on the next era of tech leadership. We are entering the home stretch as we bring the Company’s largest-ever future-oriented project to the roads. At the IAA MOBILITY in Munich this September, the all-electric BMW iX3 will celebrate its world premiere as the first model of the NEUE KLASSE. This will also signal the beginning of the fundamental renewal of the entire BMW model range, across all drive technologies. The new BMW iX3 will set the standard for driving experience, electrification and digitalisa- tion alike. At this year’s Consumer Electronics Show (CES) in Las Vegas, the unveiling of the new BMW Panoramic iDrive met with great success. It is our tech expertise in digitalisation and driver orientation that sets BMW apart. With this world premiere, we also provided sig- nificant impetus for how our innovations are perceived in China. With the launch of the NEUE KLASSE, all BMW models will feature the new display and operating concept. ‘‘We are entering the home stretch as we bring the Company’s largest-ever future-oriented project to the roads.’’

29 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of the Chairman of the Board of Management We are also taking BMW’s original strength, “Sheer Driving Pleasure”, to a whole new level. At the Auto Shanghai in April, we will showcase the next highlight on our road to the NEUE KLASSE with the “BMW Vision Driving Experience”. With its strong emotional appeal, the VDX is the most powerful development prototype BMW has ever built. It showcases in im- pressive style what is technologically feasible. This is made possible by our “Heart of Joy” for driving dynamics – one of four highly integrated electronic control units developed in- house for the NEUE KLASSE. In the models of the NEUE KLASSE, the four high-performance computers we refer to as “superbrains” cluster the computing power for key customer functionality around infotain- ment, automated driving, driving dynamics and basic functions. These four “superbrains” provide more than 20 times the computing power of the current systems, ensuring long- term security for upcoming software and function updates, including AI features. As you can see, all our future products will benefit from the quantum leap in technology achieved with the NEUE KLASSE. This will be made possible by relying on our technology clusters, which can be integrated into all future vehicles, regardless of the drive technology. The success story continues. Dear Shareholders, Your Company is renowned for outstanding technologies, groundbreaking innovations and highly emotional products. We promise our customers the signature driving pleasure and unique experiences our brands are known for. That is both our mission and our obligation. It is how we drive the development of our industry and set the benchmark for our competitors. It secures our business model. We are growing profitably and gaining market share. As shareholders, you benefit from the long-term success of your Company – and we are con- tinually creating the conditions necessary to ensure this. The US-based Consumer Reports tested 32 brands in its latest report, ranking BMW first for luxury brands and second industry-wide. Evaluation criteria included road testing, reliability, customer satisfaction and safety. The BMW Group also performed exceptionally well in re- nowned employer attractiveness rankings. For instance, Germany’s Trendence Barometer named the BMW Group the best employer for professionals, graduates and specialists for the 13th consecutive year. Opportunities can be found in every environment: the BMW Group truly believes this – and this mindset will continue to guide us in financial year 2025. We have set ourselves ambitious goals. Our successful technology-open approach, our compelling product line-up and the launch of the NEUE KLASSE will give us the momentum we need. Our strategy is grounded in facts, experience and continuous assessment of the current situation. It has proven robust – especially in challenging conditions. We remain on course to achieve our long-term goals. At the same time, we are able to respond with a high degree of flexibility if our environment changes unexpectedly. We understand our challenges and remain committed to charting our own course – ↗ MORE THAN EVER. The heart of BMW beats around the globe. Your Company is made up of more than 159,000 employees at more than 30 production locations and across our sales network in over 140 countries. It is important to our entire team that you, our shareholders, continue to support us and stand behind our long-term strategic direction. On behalf of all our employ- ees, I would like to sincerely thank you for this. Oliver Zipse Chairman of the Board of Management ‘‘Our successful technology-open approach, our compelling product line-up and the launch of the NEUE KLASSE will give us the momentum we need.’’

T H E BOA R D OF MANAGE ME NT Ilka Horstmeier Member of the Board of Management, People and Real Estate Milan Nedeljković Member of the Board of Management, Production Walter Mertl Member of the Board of Management, Finance Oliver Zipse Chairman of the Board of Management Jochen Goller Member of the Board of Management, Customer, Brands, Sales Frank Weber Member of the Board of Management, Development Joachim Post Member of the Board of Management, Purchasing and Supplier Network 30 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information The Board of Management

31 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Composition of the Board of Management and Supervisory Board CURRENT MEMBERS OF THE BOARD OF MANAGEMENT OLIVER ZIPSE (b. 1964) Member since 2015 Chairman (since 2019) Mandates — Fraunhofer-Gesellschaft zur Förderung der angewandten Forschung e. V.*, Deputy Chairman JOCHEN GOLLER (b. 1966) Member since 2023 Customer, Brands, Sales Mandates — Rolls-Royce Motor Cars Ltd.*,**, Chairman ILKA HORSTMEIER (b. 1969) Member since 2019 People and Real Estate, Labour Relations Director WALTER MERTL (b. 1974) Member since 2023 Finance Mandates — BMW Brilliance Automotive Ltd.*,**, Chairman DR-ING MILAN NEDELJKOVIĆ (b. 1969) Member since 2019 Production Mandates — BMW (South Africa) (Pty) Ltd.*,**, Chairman — BMW Motoren GmbH*,**, Chairman DR-ING JOACHIM POST (b. 1971) Member since 2022 Purchasing and Supplier Network FRANK WEBER (b. 1966) Member since 2020 Development General Counsel: DR ANDREAS LIEPE * Not listed on the stock exchange. * * BMW Group mandate. *** Group mandate (other). — Memberships on other mandatory supervisory boards. — Memberships on comparable boards in Germany and abroad. COMPOSITION OF THE BOARD OF MANAGEMENT AND SUPERVISORY BOARD

32 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Composition of the Board of Management and Supervisory Board CURRENT MEMBERS OF THE SUPERVISORY BOARD DR-ING DR-ING Eh NORBERT REITHOFER (b. 1956) Member since 2015, elected until the AGM 2025 Chairman of the Supervisory Board Former Chairman of the Board of Management of BMW AG Mandates — Henkel Management AG* (until 22 April 2024) — Henkel AG & Co. KGaA (Shareholders‘ Committee, until 22 April 2024) DR MARTIN KIMMICH1 (b. 1972) Member since 2023, elected until the AGM 2029 Deputy Chairman of the Supervisory Board Chairman of the General Works Council of BMW AG and the BMW AG Works Council Munich STEFAN QUANDT (b. 1966) Member since 1997, elected until the AGM 2028 Deputy Chairman of the Supervisory Board Entrepreneur Mandates — DELTON Health AG*,***, Chairman — DELTON Technology SE*,***, Chairman — Frankfurter Allgemeine Zeitung GmbH* — AQTON SE*,***, Chairman — Entrust Corp.*,*** — SOLARWATT GmbH*,*** Note: Mr Quandt is the sole shareholder of DELTON Health AG, DELTON Technology SE and AQ- TON SE. He indirectly holds majority interests in Entrust Corp. and SOLARWATT GmbH. STEFAN SCHMID1 (b. 1965) Member since 2007, elected until the AGM 2029 Deputy Chairman of the Supervisory Board Chairman of the BMW AG Works Council Dingolfing DR KURT BOCK (b. 1958) Member since 2018, elected until the AGM 2027 Deputy Chairman of the Supervisory Board and Chairman of the Audit Committee Chairman of the Supervisory Board of BASF SE Mandates — BASF SE, Chairman ULRICH BAUER1 (b. 1964) Member since 15 May 2024, elected until the AGM 2029 Member of the BMW AG Works Council Munich DR MARC BITZER (b. 1965) Member since 2021, elected until the AGM 2025 Chairman and CEO of Whirlpool Corp. Mandates — Simex Trading AG* — Whirlpool Corp., Chairman RACHEL EMPEY (b. 1976) Member since 2021, elected until the AGM 2025 Member of Supervisory Boards Mandates — ZF Friedrichshafen AG* DR-ING HEINRICH HIESINGER (b. 1960) Member since 2017, elected until the AGM 2026 Chairman of the Supervisory Board of ZF Friedrichshafen AG Mandates — Deutsche Post AG — Fresenius Management SE* — ZF Friedrichshafen AG*, Chairman 1 Employee of BMW AG. 2 Union representative. 3 Executive employee of BMW AG. * Not listed on the stock exchange. * * BMW Group mandate. *** Group mandate (other). — Memberships on other mandatory supervisory boards. — Memberships on comparable boards in Germany and abroad.

33 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Composition of the Board of Management and Supervisory Board DR HC SUSANNE KLATTEN (b. 1962) Member since 1997, elected until the AGM 2028 Entrepreneur Mandates — ALTANA AG*, Deputy Chairwoman — SprinD GmbH* — UnternehmerTUM GmbH*, Chairwoman Note: Dr hc Klatten is the sole shareholder of UnternehmerTUM GmbH. Her mandates at SprinD GmbH and UnternehmerTUM GmbH are primarily an expression of her corporate citizenship. JENS KÖHLER1 (b. 1964) Member since 2021, elected until the AGM 2029 Chairman of the BMW AG Works Council Leipzig ANDRÉ MANDL1 (b. 1984) Member since 2022, elected until the AGM 2029 Chairman of the BMW AG Works Council Regensburg/ Wackersdorf DR DOMINIQUE MOHABEER1 (b. 1963) Member since 2012, elected until the AGM 2029 Member of the BMW AG Works Council Munich DR MICHAEL NIKOLAIDES3 (b.1974) Member since 1 November 2024, elected until the AGM 2029 Head of Production Network, Logistics at BMW AG Mandates — BMW Manufacturing Hungary Kft.*,** (since 1 October 2024) HORST OTT2 (b. 1966) Member since 15 May 2024, elected until the AGM 2029 District manager of IG Metall Bayern Mandates — Schaeffler AG, Deputy Chariman ANKE SCHÄFERKORDT (b. 1962) Member since 2020, elected until the AGM 2025 Member of Supervisory Boards Mandates — Serviceplan Group Management SE* — Wayfair Inc. PROF DR DR HC CHRISTOPH M. SCHMIDT (b. 1962) Member since 2021, elected until the AGM 2025 President of RWI - Leibniz-Institute for Economic Research Essen, University Professor Mandates — Basalt-Actien-Gesellschaft* — Thyssen Vermögensverwaltung GmbH* DR VISHAL SIKKA (b. 1967) Member since 2019, elected until the AGM 2028 CEO and Founder, Vianai Systems, Inc.* Mandates — GSK plc. — Oracle Corp. (until 14 November 2024) SIBYLLE WANKEL2 (b. 1964) Member since 2022, elected until the AGM 2029 Managing Director and First Representative of IG Metall’s Munich Office Mandates — KraussMaffei Group GmbH*, Deputy Chairwoman — MAN Truck & Bus SE* PROF DR JOHANNA WENCKEBACH2 (b.1982) Member since 15 May 2024, elected until the AGM 2029 General Legal Counsel at IG Metall, Professor of Labour Law 1 Employee of BMW AG. 2 Union representative. 3 Executive employee of BMW AG. * Not listed on the stock exchange. * * BMW Group mandate. *** Group mandate (other). — Memberships on other mandatory supervisory boards. — Memberships on comparable boards in Germany and abroad.

34 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Composition of the Board of Management and Supervisory Board OUTGOING MEMBERS OF THE SUPERVISORY BOARD CHRISTIANE BENNER2 (b. 1968) Member from 2014 until 15 May 2024 First Chairwoman of IG Metall Mandates — Continental AG, Deputy Chairwoman BERNHARD EBNER1 (b. 1978) Member from 2021 until 15 May 2024 Chairman of the BMW AG Works Council Landshut JOHANN HORN2 (b. 1958) Member from 2021 until 15 May 2024 Union Secretary Mandates — Siemens Healthcare GmbH* (until 19 April 2024) GERHARD KURZ3 (b. 1963) Member from 2022 until 31 October 2024 Former Head of Corporate Quality at BMW AG 1 Employee of BMW AG. 2 Union representative. 3 Executive employee of BMW AG. * Not listed on the stock exchange. * * BMW Group mandate. *** Group mandate (other). — Memberships on other mandatory supervisory boards. — Memberships on comparable boards in Germany and abroad.

35 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Stakeholders and Capital Market sTT DIALOGUE WITH STAKEHOLDERS The BMW Group operates within a highly interconnected world. Its business activities impact the environment in which it oper- ates, and can have both a direct and an indirect bearing on the interests of a wide variety of stakeholders. Conversely, societal trends and developments can influence many aspects of the Group’s business activities. Against this backdrop, the BMW Group maintains a continuous dialogue with its stakehold- ers worldwide. Dialogue builds mutual trust and provides clarity about perspectives and expectations. Incorporating different ex- ternal perspectives facilitates the transfer of knowledge and im- proves the BMW Group’s ability to innovate. The BMW Group’s interaction with stakeholders includes topics brought to its attention from outside the Group as well as those in which it proactively engages in dialogue. This combination re- sults in a comprehensive spectrum of topics: — NEUE KLASSE with a focus on innovations in the areas of electrification, digitalisation and sustainability — Competitiveness of the European Union and Germany — Establishment of a new site in Germany to assemble high- voltage batteries — The Paris Climate Agreement and climate neutrality goal of the BMW Group — Emissions limits with a focus on technological diversity in terms of drivetrain technologies and vehicle concepts — Hydrogen as a potential energy storage for electric drivetrain systems — Circular design and use of secondary materials (particularly in relation to battery recycling) — Active crisis management regarding the geopolitical situa- tion — Importance of a fair and rules-based global trade system that improves our competitiveness and promotes coopera- tion — Supply of critical raw materials — Compliance with statutory due diligence obligations in sup- ply chains, particularly environmental and social standards and respect for human rights, especially regarding the pro- curement of raw materials for electromobility applications — Social responsibility for employees The BMW Group Xchange encompasses the well-established forms of events organised by the Group, such as the BMW Group Dialogues and the rad°hub, providing the appropriate platforms to encourage dialogue with a variety of target groups. The for- mats selected usually take place several times a year. The results of these stakeholder dialogues are documented and incorpo- rated in the Group’s strategic considerations. Detailed information about stakeholder dialogues related to sus- tainability topics is included in the Sustainability Statement. ↗ Stakeholder Engagement STAKEHOLDERS AND CAPITAL MARKETS

36 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Stakeholders and Capital Market The BMW Group maintains an active, open and transparent dia- logue with decision makers and representatives of politics, trade unions, associations and non-governmental organisations (NGOs), with a view to playing a constructive and transparent role in helping shape the general political framework to the extent that it concerns the Group’s business activities. A comprehensive overview of the BMW Group’s key political po- sitions and its approach to representing its interests can be found in ↗ Advocacy, which was made available in 2023. Additional information about the BMW Group’s political involve- ment can be found in the ↗ Political Involvement and Lobbying Activities section of the Sustainability Statement. The BMW Group will continue to interact closely and construc- tively with its stakeholders and use existing dialogue opportuni- ties in 2025. Credit ratings remain at high level BMW AG continues to have one of the best credit ratings of any automobile manufacturer. In 2024, the rating agencies Moody’s and Standard & Poor’s (S&P) both confirmed BMW AG’s high in- vestment-grade credit ratings. Moody’s long-term rating re- mains at “A2 with stable outlook”, while the short-term rating is unchanged at “P-1”. S&P’s long-term rating remains at “A with stable outlook”, with a short-term rating of “A-1”. BMW AG’s solid position and consistent operating performance in previous years helped the Company to maintain stable credit ratings in a dynamic environment and despite the challenges of the 2024 financial year. The credit rating is also backed up by the Company’s solid capital structure, balanced financial policy and solid liquidity position. Moreover, the increasing proportion of Group sales of all-electric vehicles is seen as a particularly pos- itive factor. With this profile, the rating agencies view BMW AG as well prepared to master the numerous challenges facing the au- tomotive industry. These above-average credit ratings are testimony to BMW AG’s excellent creditworthiness. Accordingly, BMW AG enjoys good access to international capital markets and benefits from attrac- tive refinancing conditions. Company rating Moody’s1 Standard & Poor’s2 Long-term debt A2 A Short-term debt P-1 A-1 Outlook stable stable 1 Moody’s scale for long-term ratings: Aaa to C. Moody’s scale for short-term ratings: P-1 (Prime-1) to NP (Not Prime). 2 S&P scale for long-term ratings: AAA to D. S&P scale for short-term ratings: A-1 to D. Good placement in sustainability ratings The BMW Group again achieved a good ranking in prestigious sustainability ratings in 2024, confirming its strong position in this respect. As of 31 December 2024, the BMW Group has an A rating from MSCI ESG, a score of 22.9 from Sustainalytics, and a C+ rating and Prime status from ISS ESG. The BMW Group is recognized on the CDP Climate “A List” and has achieved a Leadership Scoring (A-) for CDP Water Security. BMW GROUP AND CAPITAL MARKETS

37 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Stakeholders and Capital Market Dividends once again at a high level The Board of Management and the Supervisory Board will pro- pose to the Annual General Meeting that the unappropriated profit of BMW AG amounting to € 2,677 million (2023: € 3,802 million) be used to pay a dividend of € 4.30 for each share of common stock entitled to receive a dividend (2023: € 6.00) and a dividend of € 4.32 for each share of preferred stock entitled to receive a dividend (2023: € 6.02). The payout ratio (unappropriated profit of BMW AG in accordance with HGB in relation to the Group net profit attributable to shareholders of BMW AG in accordance with IFRS) for 2024 therefore stands at 36.7% (2023: 33.7%). BMW AG Stock 2024 2023 2022 2021 2020 C O M M O N S T O C K Number of issued shares in 1,000 579,796 579,796 601,995 601,995 601,995 Shares bought back as of reporting date in 1,000 13,364 4,218 15,312 – – Stock exchange price in €1 Year-end closing price 78.98 100.78 83.38 88.49 72.23 High 114.75 112.90 99.32 95.89 76.68 Low 65.96 85.80 69.13 68.34 37.66 P R E F E R R E D S T O C K Number of issued shares in 1,000 58,920 58,920 60,844 59,404 57,689 Shares bought back as of reporting date in 1,000 3,093 943 1,449 – – Stock exchange price in €1 Year-end closing price 72.40 89.95 79.55 73.30 55.20 High 105.40 105.00 85.20 82.00 57.60 Low 62.00 80.15 58.85 51.60 32.50 K E Y D A T A P E R S H A R E I N € Dividend Common stock 4.302 6.00 8.50 5.80 1.90 Preferred stock 4.322 6.02 8.52 5.82 1.92 Earnings per share of common stock3 11.62 17.67 27.31 18.77 5.73 Earnings per share of preferred stock4 11.64 17.69 27.33 18.79 5.75 Free cash flow Automotive segment5 7.80 10.96 17.14 9.61 5.15 Equity5, 6 148.35 141.42 134.85 113.60 93.26 1 Xetra closing prices. 2 Proposed by management. 3 Weighted average number of shares for the year. 4 Stock weighted according to dividend entitlements. 5 The key figure is calculated without the repurchased shares. 6 From the 2022 financial year, the equity of BMW AG shareholders will be used for the calculation.

COMBINED MANAGEMENT REPORT 02 38 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information 39 Overview of the BMW Group 39 Organisation and Business Model 40 Segments 40 Locations 43 The BMW Group Strategy 54 Innovation and Product Technology 60 Production Network 63 Purchasing and Supplier Network 66 Financial Performance 66 Overall Assessment by Management of the Financial Year 67 General and Sector-specific Environment 69 Comparison of Forecasts with Actual Outcomes 70 Financial Position 79 Course of Business and Segments 87 Comments on the Financial Statements of BMW AG 91 Sustainability Statement 91 Foreword to the Sustainabilty Statement 93 Sustainability Statement ESRS 94 Principles and general Disclosures 116 Environmental Information 160 Social Information 188 Governance Information 195 Other ESG-Information 246 Internal Control System, Risks and Opportunities, Compliance 246 Appropriateness and Effectiveness of the Internal Control System and Risk Management System 247 Internal Control System 248 Risks and Opportunities 257 Compliance 260 Outlook 264 Disclosures relevant for Takeovers and Explanatory Comments

39 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group O V E R V I E W O F T H E B M W G R O U P 39 Organisation and Business Model 40 Segments 40 Locations 43 The BMW Group Strategy 54 Innovations and Product Technologies 60 Production Network 63 Purchasing and Supplier Network » The BMW Group develops and manufactures premium auto- mobiles and motorcycles. Its BMW, MINI, Rolls-Royce and BMW Motorrad brands are among the best-known in the world. The BMW Group occupies leading market positions in both the pre- mium segment and the financial services sector. Bayerische Motoren Werke Aktiengesellschaft (BMW AG), based in Munich, Germany, is the parent company of the BMW Group. The BMW Group comprises BMW AG itself and all subsidiaries over which BMW AG has either direct or indirect control. ↗ List of Investments. The BMW Group is subdivided into the ↗ Automotive, Motorcycles and Financial Services segments and the Other Entities segment. BMW AG assumes central responsibility for the management of the Automotive, Motorcycles and Financial Services operating segments. At 31 December 2024, the BMW Group employed a workforce of 158,441 people worldwide2. The BMW Group’s global sales network includes sales compa- nies and importers with representation in more than 140 coun- tries. The sales system is structured as a three-level sales model: sales and customer support are handled in stages by BMW AG, its sales companies or the dealership organisation, and import- ers. Vehicle maintenance and repair work is also carried out for customers at dealership organisations. « 1 This section contains disclosures in line with ESRS 2 SBM-1.42c). 2 For a definition, see ↗ Glossary and Explanation of Key Figures. 3 ↗ Consumption and Carbon Disclosures. OVERVIEW OF THE BMW GROUP ORGANISATION AND BUSINESS MODEL 1

40 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group » New vehicles are primarily sold via the dealership organisation. In this process, independent dealerships acquire the vehicles from the BMW Group and sell them to end customers in their own name and on their own account (wholesale model). In some mar- kets, the BMW Group also sells vehicles directly to end custom- ers (agency model). « SEGMENTS 1 Automotive segment » With its automobile brands BMW, MINI and Rolls-Royce, the BMW Group caters to a wide range of expectations and require- ments from private and business customers and public authori- ties across the globe. The essence of the BMW brand lies in the sporty seamless interplay between components and the driving dynamics synonymous with the brand. The attractive, extensive product portfolio is tailored precisely to differing customer needs. The different drive systems represent the BMW Group’s open- ness to technology and range from all-electric drives (BEV2), to modern plug-in hybrids (PHEV3) and highly efficient combustion engines. The range of vehicles sold by the BMW Group includes automobiles ranging from the premium compact class to the lux- ury class. The most popular BMW models in the reporting year included those in the X Family. The high-performance brand BMW M complements the Group’s products with modern high- performance vehicles. The BMW Group is leading the way in shaping tomorrow’s mo- bility, with the NEUE KLASSE model generation set to launch at the end of 2025, which will take the Group’s entire product port- folio to the next level. The driving experience is at the heart of the NEUE KLASSE, and the range brings together all three strategic areas of focus: electromobility, digitalisation and circularity. The MINI brand stands for maximum driving fun in the premium compact segment. MINI started to revamp its entire product port- folio in early 2024, with the new MINI family representing a dig- ital world of experience, innovative technologies and the driving pleasure associated with MINI. The highest-volume model in 2024 was again the all-electric MINI Cooper SE3. The new MINI Aceman3, launched in autumn 2024, was the first crossover model introduced to the market that is available exclusively with an all-electric drivetrain. The Rolls-Royce brand is steeped in tradition and offers automo- biles in the ultra-luxury class, with a focus on exclusive service and meeting bespoke customer specifications. Its most success- ful models include the Rolls-Royce Cullinan3 and the all-electric Rolls-Royce Spectre4, which marked the luxury brand’s success- ful introduction to electromobility. The global sales network of the BMW Group’s Automobile seg- ment currently comprises around 3,500 BMW, more than 1,600 MINI and 149 Rolls-Royce establishments. The BMW Group’s most lucrative automobile markets in reporting year 2024 were Europe, the USA and China. ↗ Automotive Segment « Motorcycles segment » BMW Motorrad develops, manufactures and sells motorcycles and scooters in the Sport, Tour, Roadster, Heritage, Adventure and Urban Mobility categories. As well as motorcycles for private use, BMW Motorrad also makes special-purpose vehicles (offi- cial vehicles) for operational use. BMW Motorrad is the leading manufacturer of motorised two- wheelers in the premium segment and sells its products through more than 1,300 dealerships in some 100 countries worldwide. The most important markets for BMW Motorrad are Germany, France, the USA, Italy and China. ↗ Motorcycles Segment « Financial Services segment » The Financial Services segment completes the BMW Group’s range of mobility services, offering tailored financial solutions. The Financial Services segment’s main lines of business com- prise credit financing and the leasing (including insurance and service products) of BMW Group brand automobiles and motor- cycles to retail customers. It also handles financing for dealer- ships and customer deposits. Operating under the brand name Alphabet, the BMW Group is a partner in the international cross- brand fleet business. Its services consist mostly of vehicle fleet financing for large customers, comprehensive management ser- vices for corporate car fleets and management of the Group’s own fleet. ↗ Financial Services Segment The BMW Group is a leading provider of financial services in the automotive sector. It offers these services in more than 50 coun- tries worldwide via subsidiaries and cooperation arrangements with local financial service providers and importers. The most im- portant markets for the Financial Services segment are the USA, Germany, the UK and China. « LOCATIONS Global overview The BMW Group operates on a worldwide basis. The BMW Group’s largest automobile and motorcycle markets are lo- cated in Europe, particularly in Germany and the UK, as well as in the USA and China. 1 This section contains disclosures in line with ESRS 2 SBM-1.40a) i., ii. 2 Battery Electric Vehicle ↗ Electrified Vehicles. 3 Plug-in Hybrid Electric Vehicle ↗ Electrified Vehicles. 4 ↗ Consumption and Carbon Disclosures.

1 2 3 4 6 5 7 8 9 10 11 12 13 14 15 16 17 18 19 41 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group LOC ATION S WOR LDWIDE 41 Sales subsidiaries and Financial Services locations worldwide 33 Production and assembly plants 18 Countries with research and development locations ■ Production outside Europe BMW Group plant Araquari, Brazil BMW Group plant Chennai, India BMW Group plant Manaus, Brazil BMW Group plant Rayong, Thailand BMW Group plant Rosslyn, South Africa BMW Group plant San Luis Potosí, Mexico BMW Group plant Spartanburg, USA BMW Brilliance Automotive, China (3 plants)  Spotlight Automotive, China (Joint operation) □ Partner plants outside Europe Partner plant, Chongqing, China Partner plant, Chu Lai, Vietnam Partner plant, Hosur, India Partner plant, Jakarta, Indonesia Partner plant, Cairo, Egypt Partner plant, Kulim, Malaysia ▲ Research and Development outside Europe BMW Group Technology Office USA, Mountain View, USA BMW Group Engineering and Emission Test Center, Oxnard, USA BMW Group Design, Technology and ConnectedDrive Lab, Shanghai, China BMW Group Development China, Beijing, China BMW Group Development and Technology Office, Tokyo, Japan BMW Group Development USA, Woodcliff Lake, USA BMW Group IT Technology Office, Greenville, USA BMW Group IT Technology Office, Nanjing, China BMW Group IT Technology Office, Singapore BMW Group IT DevOps Hub, Chennai, India BMW Group IT DevOps Hub, Rosslyn, South Africa BMW do Brasil Entwicklung, Araquari, Brazil BMW Group Technology Office Tel Aviv, Tel Aviv, Israel BMW Group R&D Center Seoul, Seoul, South Korea BMW Group Prototype Testing, Rosslyn, South Africa BMW Brilliance Automotive, Shenyang, China BMW Techworks, Pune, India

1 2 4 5 3 6 9 8 7 10 11 12 13 14 15 16 19 20 21 23 22 17 18 42 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group LOC ATION S IN EUR OP E ■ Production in Europe BMW Group plant Berlin BMW Group plant Dingolfing BMW Group plant Eisenach BMW Group plant Landshut BMW Group plant Leipzig BMW Group plant Munich BMW Group plant Regensburg BMW Group plant Wackersdorf BMW Group plant Steyr, Austria BMW Group plant Hams Hall, UK BMW Group plant Oxford, UK BMW Group plant Swindon, UK Rolls-Royce Manufacturing Plant, Goodwood, UK BMW Group plant Debrecen, Hungary □ Partner plants in Europe Partner plant, Born, the Netherlands (contract manufacturing) Partner plant, Graz, Austria (contract manufacturing) ▲ Research and Development in Europe BMW Group Research and Innovation Centre (FIZ), Munich, Germany BMW Car IT, Munich, Germany BMW Group Autonomous Driving Campus, Unterschleißheim, Germany BMW Group Designworks, Munich, Germany BMW Group Lightweight Construction and Technology Center, Landshut, Germany BMW Group Diesel Competence Center, Steyr, Austria Critical TechWorks S.A., Porto/Lisbon, Portugal BMW France, S. A. S., Miramas, France Rolls-Royce Motor Cars Ltd., Goodwood, UK BMW Group Vehicle Testing, Arjeplog, Sweden BMW Group Vehicle Testing, Granada, Spain BMW Group Vehicle Testing, Sokolov, Czech Republic BMW Group IT DevOps Hub, Bukarest, Romania

43 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group THE BMW GROUP STRATEGY » For the BMW Group, the further development of the corporate strategy is a continuous process that begins with the environ- mental analysis. There, trends of significant importance for the automotive industry are regularly examined, evaluated and the underlying assumptions are reviewed. The overarching corpo- rate strategy and the strategic goals of the BMW Group serve as the reference point for the departments to define specific direc- tions and implementation measures. This is done based on stra- tegic fields of action and success-critical tasks. The flexible strategy process enables planning in scenarios that take into account the increasingly complex business environ- ment. The strategy of the BMW Group is also based on funda- mental values. ↗ Compliance A feedback-based planning and control system translates the strategy into an annually revised, long-term corporate planning. A target system encompassing aspects of finance, customers, processes, learning, and development monitors the implemen- tation of the strategy. ↗ Performance Indicators and Performance Management « ENVIRONMENTAL ANALYSIS * » The success of a company largely depends on its ability to rec- ognise changes in the environment early, consider alternative development scenarios, effectively manage risks and seize op- portunities that may arise from changes ↗ Risks and Opportunities. To achieve this, the BMW Group consistently observes the con- ditions in key regions and analyses trends and developments that may impact future business operations. This is grounded in a regularly updated environmental analysis focused on selected thematic areas. The regular ↗ Dialogue with Stakeholders conducted by the company through the established BMW Group XChange formats, enhances the insights gained from the environmental analysis. In addition to the existing development directions, several trends are increasingly gaining momentum, particularly regarding digi- tal technologies, consumer behavior, and the political environ- ment. The currently most significant trends with long-term im- pacts on the business model of the BMW Group are categorized based on the influencing factors of society, technology, economy, ecology and politics. « Society » Individual mobility remains a fundamental human need. Vehi- cle ownership continues to depend significantly on income, household size and location. Particularly in urban areas, on-de- mand mobility (ODM) services are still primarily used as comple- mentary offerings. Supported by the use of digital technologies, new usage concepts are gaining importance. In this context, ve- hicles are increasingly being understood as living spaces. « Technology » For the BMW Group, as a technology-oriented company, trends and developments in this area are of particular im- portance. Changes occur continuously, the market environment is evolving very dynamically and new forms of collaboration are emerging. Offerings related to artificial intelligence expand pos- sibilities in almost all areas of life. Today, modern vehicles are already among the most complex digital products in consumer hands. Customers are shaping their requirements for vehicles with regard to the digital ecosystems they use daily. Automobiles are expected to provide reliable support in everyday life, seam- lessly integrate into personal living environments and create a holistic experience. Software updates and upgrades are becom- ing the standard. ↗ Innovations and Product Technologies Alongside digitalisation, the shift towards automated and auton- omous driving remains one of the key expectation for the future of mobility. There are varying development speeds and func- tional characteristics observed across different regions, with the use of AI being a significant driver of this development. Globally, electromobility is an important step towards climate neutrality. However, varying speeds of adoption can still be ob- served in different countries. Therefore, it can be expected that both electric vehicles and vehicles with internal combustion en- gines will continue to be offered in the long term. A key factor for the success of electromobility is addressing the existing uncer- tainties. These include issues related to regulation, the wide- spread and sufficiently rapid development of charging infrastruc- ture, the evolution of electricity versus fuel prices, and the availa- bility of raw materials. « * This chapter contains disclosures in line with ESRS 2 SBM-1.40e)-g); 42a)-c); ESRS 2 SBM-3.48b), f).

44 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group » To meet the generally increasing demand for climate-neutral energy through electricity from renewable sources1, the corre- sponding capacities would need to be expanded quickly. How- ever, the resulting increase in the share of renewable energies would lead to greater fluctuations in electricity generation and thus to new challenges for grid stability. Together with the limited capacities of the distribution networks, this would require further efforts for the sustainable success of electromobility. ↗ Innovations and Product Technologies « Economy » Economy and ecology are closely interconnected and influence each other. In addition to CO2 emissions, resource efficiency will gain importance. There are also increasing requirements for sec- ondary materials and recycling, such as quota mandates. At the same time, this can lead to cross-industry initiatives and oppor- tunities for new business models. ↗ Circular Economy and Resource Use Competition among different political systems dominates inter- national politics. Sanctions, tariffs and subsidies are altering in- ternational trade flows. The resulting geopolitical risks necessi- tate securing international supply chains. « Ecology » Governments around the world are working to translate the goals of the Paris Agreement on CO2 reduction into national laws. An ambitious climate policy orientation will become an important foundation for successful business operations. It is crucial to pre- pare for the impacts of climate change. Driven by the global need for decarbonization, the role of hydrogen as an energy carrier will fundamentally change in this context. « Politics » Politics and regulations restrict the scope of action across the entire automotive value creation model. The internationally var- ying legislation on similar issues significantly contributes to a heterogeneous regulatory landscape. Complying reliably with the often very complex requirements is frequently associated with high costs and increasingly poses a challenge for the automotive industry. « CORNERSTONES OF THE STRATEGY 2 The BMW Group strategy is aligned with the company's purpose “The BMW Group exists to move body, heart and mind.” This purpose is the driving force, the guiding principle and the orien- tation for our employees, and our commitment to our active role in society. Its long-term focus guides us purposefully into the fu- ture. Transitioning to the specific content of the BMW Group Strategy, the BMW Group Impact further develops the Company’s long- term strategic vision and emphasizes the ambition to contribute to societal advancement. “We make individual mobility more hu- man, intelligent and responsible – creating an inspiring future for all of us.” 1 See ↗ Glossary for a definition of electricity from renewable sources. 2 This chapter contains disclosures in line with ESRS 2 SBM-1.40e)-g); 42a)-c).

45 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group The BMW Group Strategy Position - What does the BMW Group stand for?1 » With its innovative products, the BMW Group represents first- class individual mobility. The key focus areas of the Group’s strategy are (1) a technology-open portfolio of highly efficient drive technologies with a strong focus on electromobility, (2) fur- ther digitalisation of customer interfaces as well as the develop- ment of corresponding products and complementary services, and (3) sustainability across the entire value chain, including the circular economy. The BMW Group is committed to the ambitious Paris Agreement targets and is taking ambitious steps in its efforts towards pro- gressive, holistic decarbonization, on the basis of the Science Based Targets initiative (SBTi). For the BMW Group, holistic means decarbonising the emissions generated by its vehicles over their entire life cycle – from raw materials to kilometres driven. ↗ Transition plan to achieve Net Zero emissions by 2050 From financial year 2024, carbon equivalent targets must be presented in absolute values (t CO2e), in line with the sustaina- bility reporting requirements as set out by ESRS. The relative tar- gets introduced in 2021 (expressed as reduction per vehicle) for Scope 1 and 2 (BMW Group locations) and Scope 3 (Purchased goods and services, Logistics, Use phase, in each case for the Automotive segment) will be replaced with absolute values from reporting year 2024 onwards. The BMW Group’s overall target claim remains unchanged with this adaptation and take account of growth forecasts and interaction between the scopes. Accord- ingly, by the target year 2030 (near-term target) the BMW Group aims to reduce its carbon equivalent emissions by at least 40 million tonnes CO2e as compared to the base year of 2019 (in- stead of a relative reduction target of 40% per vehicle) – from 150.1 million tonnes CO2e to 108.6 million tonnes CO2e ↗ Path to achieving the CO2e reduction targets in 2030. The resilience of the BMW Group’s business model to face the challenges posed by climate change should be ensured by incorporating all relevant aspects, risks and opportunities into its corporate planning. Our comprehensive digital reporting system also guarantees that cli- mate perspectives are consistently taken into account. Moreover, the BMW Group Strategy considers uncertainties in key frame- work conditions and the limits of the political controllability of markets, as last demonstrated in 2024. Flexibility is therefore also a focal point of the climate dimension of the BMW Group’s corporate strategy. The BMW Group achieved a leading position in the sale of elec- trified vehicles in 2024, yet the markets remain highly frag- mented, illustrating how manufacturers’ products alone cannot ensure sufficient demand. A reliable, continued expansion of charging infrastructure, calculable and sustained cost benefits and an expansion of cost-effective energy with zero carbon equivalent emissions remain the key factors for success. The BMW Group is actively working on numerous projects and initia- tives to improve the framework conditions for electromobility. This includes its contribution to the expansion of charging infra- structure in Germany and the use of electricity from renewable sources2 in our joint ventures IONITY, IONCHI and IONNA. Be- yond this work to expand the charging infrastructure, the BMW Group also supports customers in using the vehicles effi- ciently in a number of ways, for example by offering flexible con- tract options for charging all-electric vehicles (BMW Charging), and by showing customers their own driving style in the My BMW App. « 1 This section contains disclosures in line with ESRS 2 SBM-3.48b), c) i., ii., iv. 2 See ↗ Glossary for a definition of electricity from renewable sources. Strategic approach Position Direction Collaboration

46 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group » The BMW Group also intends to continue its efforts to signifi- cantly reduce its direct CO2e emissions (Scope 1 and 2). As in the past, the BMW Group remains committed to energy efficiency measures, electricity generated in-house from renewable sources, the purchase of electricity from renewable sources via Power Purchase Agreements and the use of Energy Attribute Certificates (e.g. guarantees of origin). The remaining emissions are largely attributable to the use of natural gas. In this respect, the BMW Group faces the challenge of replacing natural gas with non-fossil energy sources such as biogas, green hydrogen or electricity from renewable sources. However, the transition to al- ternative energy sources depends largely on their availability, the technical retrofitting of the systems, the political framework con- ditions and economic efficiency. Steering indicators such as carbon emissions over the entire product life cycle are important performance indicators during the development phase of our vehicle projects, ↗ Performance Indicators and Performance Management. The Board of Management discusses a status report on sustainability every quarter and de- rives appropriate measures as required. By implementing the sustainability targets enshrined in the Group’s overall strategy at corporate level and applying targets to new vehicle models (for example carbon equivalent targets at derivative level, availability of different drivetrains and design features), we create transparency for our customers in terms of our sustainability performance. Certified life cycle assessments allow the BMW Group to demonstrate how measures affect en- vironmental footprints both before and after purchase. At the same time, studies involving various customer groups (for exam- ple potential new customers, early buyers, existing customers and customers considering BMW Group) that have been carried out in major markets allow customers to experience sustainabil- ity concepts themselves and ensure that input from the studies is incorporated in the sustainability strategy in a continuous strat- egy development cycle. Sustainability aspects (ESG criteria) are built into individual mar- ket strategies across our global organisation. Best practices in the fields of environmental protection, social sustainability, cor- porate citizenship and governance are also shared within the in- ternational sustainability network. « Direction – What drives the BMW Group?* » The BMW Group stands for exciting products and ensures its entrepreneurial independence through strong profitability. With its innovative strength, the BMW Group shapes the future of in- dividual mobility. Exciting products are the fundamental prereq- uisite for the highest customer satisfaction, attractive brands and a strong competitive position. Economic performance plays a significant role in the corporate governance of the BMW Group. This is supported by our ambi- tious financial targets for strategic key figures, such as the EBIT margin in the Automotive segment (between 8% and 10%), a RoCE in the Automotive segment of at least 18% and an EBT margin in the Group of more than 10%. ↗ Performance Indicators and Performance Management Key factors for customer satisfaction and enthusiasm, as well as the economic success of the BMW Group, are the quality and re- liability of all products and services. Therefore, we have set a ho- listic understanding of quality aimed at providing the best cus- tomer experience. In 2024, this strategic direction was further specified. In addition to continuing overarching activities to strengthen quality awareness (the 'Mission Quality' initiative), quality efforts will be enhanced through both preventive and re- active measures from the operational departments. Digitalisation is being consistently advanced beyond the vehicle in corporate and customer processes, as well as throughout the automotive value chain, driving ↗ Innovations and Product Technologies strengthening the resilience and entrepreneurial flexibility of the BMW Group. There are corresponding initiatives in all areas of the Group that accelerate our internal processes and workflows across the organisation and consistently realise digital potential. There is also an overarching action plan to operationalise digital transformation along the entire value chain. The synergistic ap- proach of our four digital areas of focus – processes, data, tech- nology and people – serves as the central framework for effec- tiveness in the digital age. It is a common language, an organis- ing principle and a communicative basis for the digital transfor- mation across the Group. The establishment of a board commit- tee for digitalisation further emphasises its relevance and en- sures the cross-departmental networking and continuity of pro- cesses, data and IT up to Board level. ↗ Board of Management - Duties, diversity, expertise A focus topic in 2024 was the systematic use of generative arti- ficial intelligence (AI). The application of generative AI (GenAI) at the BMW Group supports the digital advancement of the com- pany by increasing efficiency, fostering innovation, and enhanc- ing customer experiences. Internally, the BMW Group uses GenAI strategically to better and more efficiently manage the complexity of the business and to promote accessibility to corpo- rate IT. This enables the assurance of affordability and quality while ensuring high speed in decision-making and process flows. The potentials of GenAI include improving software develop- ment, optimising business processes and enhancing customer experience. The goal is for all employees to acquire the same foundational knowledge of digitalisation and to recognise and leverage the potentials within their own areas of responsibility for the benefit of the BMW Group. « * This section contains disclosures in line with ESRS 2 SBM-3.48 b).

47 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Strategic approach – Where is the BMW Group heading?1 » The BMW Group consistently places the needs of its customers at the centre by combining forward-looking technologies, excit- ing products and personalised support into a comprehensive ex- perience. This allows the Company to meet a wide range of de- mands and expectations worldwide. The focus areas are drivetrains with an emphasis on electromobility as well as digi- talisation, sustainability and the circular economy. The BMW Group recognised the importance of electromobility early on. Since the end of 2023, the BMW Group has offered at least one all-electric model across all brands and segments. In 2024, the Group introduced several new vehicles to the market, including the BMW iX22, the extended-wheelbase version of the BMW i5 sedan tailored for the Chinese market, the BMW i5 Tour- ing2, the MINI Cooper SE2, the MINI Countryman SE2 and the all- electric MINI Aceman2, the brand’s first crossover model. Thanks to the attractive product portfolio, intelligent vehicle architectures and flexible production facilities, the number of deliveries in- creased to 426,536 fully electric vehicles in 2024, a rise of 13.5% (2023: 375,716 vehicles). ↗ Automotive Segment In 2025, the BMW Group also expects an increase in the deliver- ies of its fully electric vehicles. The NEUE KLASSE will enter pro- duction at the end of 2025. It will set benchmarks in electrifica- tion, digitalisation and circularity while maintaining BMW's typical driving pleasure and emotional design. The NEUE KLASSE is distinguished by its new cluster architecture (NCAR) exclusively focused on Battery Electric Vehicles (BEVs). The sixth-genera- tion BMW e-drive technology will significantly improve range, charging time and manufacturing costs. Inside, the next genera- tion of the BMW iDrive will provide a completely new digital user experience: Key elements include the BMW Panoramic Vision, a revolutionary new head-up technology, the new BMW 3D Head- up Display for presenting 3D animated and highly precise driving information, the multifunctional steering wheel for individual con- trol of display content and the central display with intuitive touch functionality. Furthermore, the NEUE KLASSE aims for a higher level of sustainability throughout the entire vehicle life cycle. To accomplish this, the BMW Group is increasingly integrating sec- ondary materials and implementing more resource-efficient pro- duction methods. ↗ Circular Economy and Resource Use The new technologies, modules and sustainability approaches that are built into the NEUE KLASSE will be rolled out across the entire vehicle portfolio by the end of the decade. We are also con- tinuously developing our combustion technology so that we can continue to offer customers state-of-the-art vehicles in all seg- ments in the future, independent of the drive system. The production of vehicles from the NEUE KLASSE will com- mence at the newly established BMW Group plant in Debrecen at the end of 2025 and will subsequently be expanded to addi- tional locations. ↗ Production Network The increase in customer demand for fully electric vehicles is de- pendent on the societal acceptance of electromobility and the development of the framework conditions, particularly the ex- pansion of infrastructure, the evolution of energy costs and the respective regional regulations. The BMW Group plans for a share of fully electric vehicles to exceed 50% by the year 2030. ↗ Innovations and Product Technologies Hydrogen fuel cell technology has the potential to serve as an- other all-electric pillar in our drive portfolio, in addition to battery electric drives. The BMW Group plans to launch its first series- produced BMW fuel cell electric vehicle (FCEV) in 2028. In order to develop this new generation of fuel cell drive technology, the BMW Group and the Toyota Motor Corporation are expanding their close, ten-year-plus partnership and combining their tech- nological expertise and innovative strength. The result of this col- laboration will be a jointly developed fuel cell drive system used in individual BMW and Toyota FCEV models. Working with Toyota in the development and procurement process will create synergies and scale effects that reduce the cost of the fuel cell technology. Furthermore, both companies continue to advocate for governments and investors to create suitable framework con- ditions for the early adoption of hydrogen mobility and are col- laborating with companies that establish low-emission facilities for hydrogen production, distribution and refuelling. With the market launch of the BMW CE 04 electric scooter in March 2022, BMW Motorrad has also successfully established itself in electromobility. Building on this success, the eParkourer – the BMW CE 02 – was introduced in April 2024 and will con- tinue the electrification strategy for urban mobility. ↗ Motorcycles Segment In addition to delivering product substance, we also offer custom- ers a 360˚ approach with an appropriate charging ecosystem. Beyond providing charging options at home and in the work- place, we are focusing on public charging with our BMW Charg- ing and MINI Charging offerings and are actively participating in the expansion of charging infrastructure in the most significant markets worldwide. Since 2017, the BMW Group has been strengthening the development of the European fast-charging network through its joint venture with IONITY. The BMW Group and six other automobile manufacturers founded the US joint venture IONNA in 2023 with the objective of strengthening the North American fast-charging network by installing 30,000 charging points. In China, the BMW Group, together with Mer- cedes-Benz, founded the joint venture IONCHI in early 2024, which aims to operate at least 1,000 fast-charging stations by the end of 2026. ↗ Access to public charging networks The BMW Group places the customer experience at the centre of its marketing and sales activities. In an increasingly digital envi- ronment with changing customer needs, the company is focusing on a forward-looking sales structure that emphasises the digital- isation of the customer interface and direct customer access. The aim is to provide the best premium customer experience in the industry. « 1 This section contains disclosures in line with ESRS 2 SBM-1.40 a) i.; ESRS 2 SBM-3.48 b), c) i., ii., iv. 2 ↗ Consumption and Carbon Disclosures.

48 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group » Customers will soon be able to choose whether to initiate the ordering process for their vehicle with a sales partner or online. Furthermore, they can seamlessly switch between both worlds, as the BMW Group is decisively and consistently advancing the digital sale (online sale) of vehicles. A key element of the newly aligned sales structure is the transi- tion to direct sales. Following the pilot market in South Africa, MINI was the first Group brand to implement the new sales model in China in 2023. Europe followed in the current reporting year with Italy, Poland, Sweden, Finland, Norway, France, Aus- tria, Belgium, Luxembourg and Germany. Additional European countries will transition to the MINI direct sales model throughout 2025. The introduction of direct sales for the BMW brand is planned for a later date in Europe. The new sales model benefits customers, sales partners and the BMW Group equally. The BMW Group relies on the existing dealer network, leveraging a central strength of the company: a highly effective and established sales structure. Thus, today's dealers will continue to act as active intermediaries between the BMW Group and our customers. In the Financial Services segment, we are also continually ex- panding our offerings to include comprehensive services, includ- ing insurance. As part of our strategic direction in the financial services business, we aim to make our product offerings acces- sible to all customer groups across all channels ↗ Financial Services Segment. This ensures that our customers receive personalised offers designed to meet their specific needs. Circular economy is a key focus for the BMW Group in the drive towards more resource-efficient mobility. The concept revolves around keeping materials circulating in the best possible way, ensuring that resources are used sustainably and retain their value over time. This approach opens up a range of opportunities across the entire value chain. Reusing valuable resources also reduces the BMW Group’s reliance on primary raw materials and their fluctuating prices. Furthermore, the use of high-quality sec- ondary materials should reduce the carbon footprint of our vehi- cles even further. For these reasons, the BMW Group is taking additional steps to increase the proportion of recycled materials. With this objective in mind, the BMW Group returns selected pro- duction residues to the supplier or material processor, enabling those materials to be recovered and returned in a new production process. Recycled and reused materials are already being used in BMW Group vehicles production today. Circular economy re- quires holistic thinking – from product design to vehicle recycling. ↗ Circular Economy and Resource Use « Collaboration – How does the BMW Group achieve this?* » The BMW Group is constantly striving for the best results. It supports its employees in further developing their strengths. The company promotes and demands strong teams, whose mem- bers complement each other's strengths, collaborate in a con- nected manner and develop optimal solutions in a complex envi- ronment. The BMW Group views its diversity as an important el- ement of its competitiveness ↗ Own Workforce. The diversity metric, for example, defines the proportion of women in leadership po- sitions as a strategic target, which also serves as a significant performance indicator for corporate governance. The aim is to increase the share of women in leadership positions at the BMW Group to 22% by the end of 2025. ↗ Performance Indicators and Performance Management Through long-established, stable relationships with our external partners, we aim to achieve maximum impact through trustwor- thy collaboration. The experiences gained during the recent COVID-19 pandemic have further strengthened these relation- ships within the partner network and supply chains. ↗ Purchasing and Supplier Network Together with our cooperation partners, we realise potential in terms of access to know-how, profitability and technology foot- print. In addition to the partnership with Qualcomm in the devel- opment of assisted and automated driving, the development partnership between the BMW Group and Solid Power offers benefits to both companies. ↗ Innovation and Product Technologies The development of the automotive industry, particularly with re- gard to electrification and digitalisation, is associated with pro- found changes. The BMW Group is proactively addressing the resulting challenges for the employment structure through tar- geted skills development and restructuring ↗ Own Workforce. As part of our integrative Just-Transition approach, we actively facil- itate a socially responsible transformation of our employees through comprehensive qualification and training measures. The realignment of our Munich headquarters in 2024 is an example of this. By 2027, the transformation of a full plant, including the production of internal combustion engines, to 100% electromo- bility will be implemented while production continues. Already to- day, the BMW Group develops and manufactures electrified drive components for its current electrified vehicles at its German loca- tions (Munich, Dingolfing, Landshut, Leipzig and Regensburg) as well as in China (Shenyang). For the next generation of high-volt- age batteries, new assembly sites will be established in Debre- cen (Hungary), San Luis Potosí (Mexico), Woodruff near Spartan- burg (USA), Shenyang (China) and in Germany at the new site in Irlbach-Straßkirchen, including the development of correspond- ing competencies. In this context, the BMW Group is making sig- nificant investments to drive continuous transformation across all aspects of sustainability (ESG criteria). ↗ Production Network, ↗ Own Workforce « * This section contains disclosures in line with ESRS 2 SBM-3.48 b), c) i., ii., iv.

49 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group PERFORMANCE INDICATORS AND PERFORMANCE MANAGEMENT 1 The BMW Group’s strategic targets are derived from the findings of the ↗ Environmental Analysis in an ongoing strategic process and subsequently translated into a system for measuring perfor- mance ↗ Cornerstones of the Strategy. The resulting target system is therefore a key instrument for anchoring strategy throughout the Company. For corporate management purposes, the strategic targets are backed by effective performance indicators. Long-range corporate planning for the Company as a whole and its segments is geared towards the structure of the BMW Group target system. In this way, the targets set out in the planning are regularly compared with the BMW Group’s strategic goals. Once approved by the Board of Management and the Supervi- sory Board, the target amounts decided upon within the strategic target system become the basis of planning for the current re- porting year and for the target agreements with BMW Group managers and the members of the Board of Management ↗ Remuneration Report. The following summarises the key perfor- mance indicators defined in DRS 20, which also form the basis for performance management in the BMW Group. From financial year 2025, the key performance indicators will be adapted to the newly defined strategic targets as regards carbon equivalent emissions. The absolute values will consequently be used as performance indicators in millions of tonnes of carbon equivalent emissions for Scope 1, Scope 2 and Scope 3 (supply chain and use phase), replacing the values per vehicle ↗ Path to achieving the CO2e reduction targets in 2030. Carbon emissions from the new EU vehicle fleet will remain a key performance indicator due to statutory requirements. These will, however, no longer be con- sidered the most important performance indicator in light of the new overarching indicator for Scope 3 emissions. Group — Profit before tax (EBT) — Number of employees at the end of the year — Share of women in management positions (in %) — Carbon equivalent emissions for Scope 1 and 2 (in millions of tonnes CO2e; from 2025)2 Automotive segment — Profit before financial result as a percentage of revenues (EBIT margin, in %) — Return on capital employed (RoCE, in %) — Deliveries (in units) — Share of all-electric automobiles in deliveries (in %) — Carbon equivalent emissions for Scope 3 (purchased goods and services, transport logistics, use phase; in millions of tonnes CO2e; from 2025)3 — Carbon equivalent emissions from the BMW Group loca- tions for Scope 1 and 2 per vehicle produced (in tonnes; until 2024) — Carbon emissions of the new EU vehicle fleet (in g/km; until 2024) Motorcycles segment — Profit before financial result as a percentage of revenues (EBIT margin; in %) — Return on capital employed (RoCE, in %) — Deliveries (in units) Financial Services segment — Return on equity (RoE) in % 1 This section contains disclosures in line with ESRS 2 SBM-1.40e)-g); 42a)-c). 2 Excluding locations where the Group does not have operational control, including biogenic emis- sions. 3 Only includes automobiles.

50 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Performance management » The BMW Group’s performance management system follows a value-based approach. that focuses on profitability, consistent company growth, value enhancement for capital providers, sus- tainability, climate change mitigation and job security. Capital is considered to be employed profitably when the amount of profit generated on a sustained basis exceeds the cost of equity and debt capital. This strategy also secures the desired degree of cor- porate autonomy in the long term. The BMW Group’s performance management system is based on a multi-layered structure. Operational performance is man- aged primarily at segment level. In order to influence long-term corporate performance, additional key performance figures are taken into account within the management system at Group level. In this context, the value added serves as one of several indicators to measure the contribution made to enterprise value during the financial year. This aspiration to add value is measured at both Group and seg- ment level by means of the key performance indicators. The link between value added and the relevant value drivers is presented in a simplified form below. « BMW Group – Value drivers Expense Revenues Profit Capital employed Weighted average cost of capital Cost of capital Value added Return on sales Capital turnover Return on capital (RoCE oder RoE) ÷ ÷ × − × −

51 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Managing sustainability The BMW Group’s long-term corporate strategies are deter- mined by the Board of Management. Responsibility for imple- menting the Group’s sustainability goals also lies with the Board of Management. Significant decisions are therefore evaluated from the point of view of sustainability. This ensures that sustain- ability issues are systematically integrated in decision-making processes and to compensation at top management levels. As part of the procedures for managing sustainability on an inte- grated basis at corporate level, a Group target system has been created that addresses environmental, social and governance is- sues. The allocation of sub-targets to specific areas and products ensures consistency in the management and responsibility model. For example, carbon equivalent reduction targets have been set specifically for projects working on the development of new vehicles. The Board of Management is made aware of the latest developments relating to target management in the course of the year, at least once a quarter. Managing operational performance at segment level » At segment level, operational performance is managed using an aggregated approach based on returns on capital employed. Depending on the business model, the segments are measured on the basis of return on capital employed or return on equity. Return on capital employed (RoCE) is used for the Automotive and Motorcycles segments and return on equity (RoE) for the Fi- nancial Services segment. These indicators combine a wide range of relevant economic information, such as profitability (re- turn on sales) and capital efficiency (capital turnover) to measure segment performance and the development of enterprise value. « Automotive segment » The most comprehensive key performance indicator used for the Automotive segment is RoCE, which provides information on the profitability of capital employed and business operations. Value driver analyses are used to interpret the causes of a change in RoCE and derive suitable measures to influence its de- velopment. The capital employed items taken into account reflect the focus of operational segment management. Capital employed is calcu- lated as the sum of intangible assets, property, plant and equip- ment and net working capital, the latter comprising inventories and trade receivables less trade payables. The amount of capital employed increased in light of the full consolidation of BMW Bril- liance in the 2022 BMW Group Financial Statements. The in- crease arose primarily due to the takeover of property, plant and equipment and intangible assets, as well as the capitalisation of reacquired rights in conjunction with the purchase price alloca- tion. The RoCE will be impacted temporarily by the higher capital base as well as the related amortisation expense expected to be recorded. The strategic target for RoCE is 18%. Due to the special significance of RoCE for the BMW Group, the Automotive segment is also managed on the basis of a number of additional key performance indicators that have a significant impact on RoCE and hence on segment performance. These value drivers include deliveries and the operating return on sales (EBIT margin: segment profit before financial result as a percent- age of segment revenues) as a key figure for profitability in the segment. Furthermore, the Automotive segment manages its compliance with fleet carbon emissions requirements in regulated markets. This also includes the share of all-electric automobiles in deliver- ies reported since financial year 2023 ↗ Performance Indicators and Performance Management. As compliance with regulatory require- ments is a significant factor in the BMW Group’s success, busi- ness decisions relating to vehicle projects also take targets for fleet carbon emissions into account. « Profit before financial result in € million Average capital employed in € million Return on capital employed in % 2024 2023 2024 2023 2024 2023 Automotive 7,893 12,981 69,205 64,412 11.4 20.2 Average capital employed Profit before Financial result = RoCE Automotive or Motorcycles Return on capital employed (Automotive segment)

52 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Motorcycles segment » The Motorcycles segment is largely managed based on the same logic applied to the Automotive segment. The principal key performance indicator is the return on capital employed (RoCE). The strategic RoCE target set for the Motorcycles segment is 18%. The main value drivers are the deliveries and the operating return on sales (EBIT margin: segment profit before financial result as a percentage of segment revenues) as the key performance in- dicator for segment profitability. « Financial Services segment » The performance of the Financial Services segment is meas- ured on the basis of the return on equity (RoE), a key perfor- mance indicator commonly used in the banking sector. Within the BMW Group, RoE is defined as segment profit/loss before tax, divided by the average amount of equity capital in the Financial Services segment. The target is a return on equity of at least 14%. « Return on capital employed (Motorcycles segment) Profit before financial result in € million Average capital employed in € million Return on capital employed in % 2024 2023 2024 2023 2024 2023 Motorcycles 198 259 1,281 1,171 15.5 22.1 Return on equity (Financial Services segment) Profit before tax in € million Average equity capital in € million Return on equity in % 2024 2023 2024 2023 2024 2023 Financial Services 2,538 2,962 16,775 17,176 15.1 17.2 Average equity capital Profit before tax = RoE Financial Services

53 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Strategic management at Group level Strategic management and the measurement of its financial im- pact are coordinated primarily at Group level in conjunction with the long-term corporate plan. Group profit/loss before tax pro- vides a comprehensive measure of the Group’s overall corporate performance after consolidation effects and enables a transpar- ent comparison over time. Other key performance indicators at Group level are the size of the workforce at the year-end as well as the share of women in management positions. By 2025, the BMW Group aims to increase the share of women in manage- ment positions to 22%, with a corridor of 23 to 25% by 2030. ↗ Cornerstones of the Strategy The information provided by these key performance indicators at Group level is complemented by the two financial performance indicators of pre-tax return on sales and value added. Value added, as a highly aggregated performance indicator, also pro- vides an insight into capital efficiency and the (opportunity) cost of capital required to generate Group profit. A positive value added means that a return on investment above the cost of cap- ital has been achieved. Capital employed comprises the amount of Group equity and pension provisions as well as the financial liabilities of the Auto- motive and Motorcycles segments employed on average at the end of each of the last five quarters. The earnings amount corresponds to Group profit/loss before tax, adjusted for interest expense incurred in conjunction with the pension provisions and on the financial liabilities of the Automo- tive and Motorcycles segments (profit/loss before interest ex- pense and tax). The cost of capital is the minimum rate of return expected by capital providers in return for the capital employed. Since capital employed comprises an equity capital (e.g. share capital) and a debt capital element (e.g. bonds), the overall cost of capital is determined on the basis of the weighted average rates for equity and debt capital, measured using standard mar- ket procedures. The pre-tax weighted average cost of capital (WACC) for the BMW Group in 2024 was 12%, unchanged from the previous year. In order to determine the internal rate of return, risk-adjusted cost of capital rates are based on the average of actual rates in recent years. In light of the long-term nature of product and investment decisions, the following internal rates of return are used in con- junction with segment management: in % 2024 2023 Automotive 12.0 12.0 Motorcycles 12.0 12.0 Financial Services 13.4 13.4 Value-based management for project decisions Operational business in the Automotive and Motorcycles seg- ments is largely shaped by the life-cycle-dependent character of investment projects that have a substantial influence on future performance. Project-related decisions are therefore a crucial el- ement of financial management in the BMW Group. Project deci- sions are based on calculations derived from the expected cash flows of each individual project. Calculations are made for the complete term of a project, incorporating future years in which the project is expected to generate cash flows. Project decisions are taken on the basis of net present value and the internal rate of return calculated for the project. The net present value indi- cates the extent to which the project will be able to generate fu- ture net cash inflows over and above the cost of capital. A project with a positive net present value enhances future value added and therefore results in an increase in enterprise value. The pro- ject’s internal rate of return measures the average return on the capital employed in the project. For all project decisions, the pro- ject criteria and long-term impact on periodic results are meas- ured and incorporated in the long-term Group plan. This ap- proach enables an analysis of the impact of project decisions on periodic earnings and rates of return for each year during the term of the project. Board of Management remuneration Performance criteria for the variable remuneration paid to mem- bers of the Board of Management are based on the key strategic targets and performance indicators. More information can be found in the ↗ Remuneration Report. Earnings amount Cost of capital (equity + debt capital) Value added Group in € million 2024 2023 2024 2023 2024 2023 BMW Group 11,178 17,257 11,973 11,615 – 795 5,642 Earnings amount – Cost of capital Value added Group Earnings amount – (cost of capital rate x capital employed) = = Value added Group

54 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group INNOVATIONS AND PRODUCT TECHNOLOGIES Remaining consistently one step ahead while keeping a firm eye on the future is a core aspect of the BMW Group’s philosophy and an expression of our firm commitment to innovation. Much of 2024 was devoted to preparing for the NEUE KLASSE. The BMW Group is thus setting the course for the future. With a focus on electrification, digitalisation and sustainability, the cus- tomer experience and a new design language are at the core of the NEUE KLASSE. This advancement is also evident in the rec- ord figures for research and development expenditure and the capitalisation rate in the reporting year. New BMW Panoramic iDrive with Operating System X from 2025 The new operating system BMW Operating System X forms the basis of the new BMW Panoramic iDrive, set to be deployed ini- tially in the NEUE KLASSE from late 2025 then subsequently in all new models. The BMW Panoramic iDrive is intuitive, conven- ient, offers improved ergonomics and provides the driver with ap- propriate information depending on the situation. The newest generation of the BMW Panoramic iDrive has four central ele- ments: the BMW Panoramic Vision, the BMW 3D Head-up Dis- play, the Central Display and the multifunctional steering wheel. The Panoramic Vision projects information across the width of the entire windscreen using three integrated displays beneath the dashboard. It creates a spatial image in the driver’s field of view that can be personalised in line with individual wishes. The 3D Head-up Display offers integrated displays for navigation and automated driving for the first time. These displays provide com- plementary content and are designed for the BMW Panoramic Vision. The Central Display with matrix backlight technology fea- tures a refined menu structure and can display up to six cus- tomisable widgets. The multifunctional steering wheel is the main physical control element and provides active haptic feed- back. These four elements combined offer a reinterpretation of BMW’s typical driver-oriented focus of “hands on the wheel, eyes on the road”. BMW Operating System X represents a further development in BMW’s current operating system. It is based on an Android Open Source Project (AOSP) software stack and offers improved up- date and upgrade capability. The state-of-the-art system is scal- able and can be integrated in all vehicle segments. Digitalisation for innovation and the customer experience Digitalisation is a key element in keeping the vehicle up to date for customers long after they have taken delivery of their new au- tomobile. Since the launch of Operating System 7 in 2018, a re- mote software upgrade (RSU – i.e. updating the vehicle’s soft- ware without taking the vehicle for servicing) has been available for BMW vehicles. At the end of 2024, over nine million BMW vehicles worldwide were already fully updatable.* In other words, these vehicles can be updated in every respect, including info- tainment, the drivetrain, driver assistance, convenience and safety. Independent of RSUs, BMW ConnectedDrive upgrades also al- low additional functions, such as apps or extended navigation, to be either bought or simply booked for a specific period after the vehicle has initially been purchased. The vehicle as a digital experience The latest generation of BMW Group vehicles offers customers a maximum of interaction, infotainment and connectivity. State-of- the-art on- and off-board technologies such as 5G connectivity and cloud services make the vehicles an integral part of their us- ers’ digital lives. The comprehensive connectivity enables a whole host of digital services and functions, from smart and learning navigation to in-car gaming and video streaming. The vehicle is thus becoming another living space for its users. Software expertise at the BMW Group The BMW Group began developing its own software more than 20 years ago. Since then, the Group has expanded its network to include teams of developers at key research centres worldwide. Additional IT hubs were added to the network in the reporting year in the form of BMW TechWorks in Romania and India. ↗ Locations * The availability and contents of remote software upgrades depends on the country, model, equip- ment and software version installed.

55 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Digital connectivity and automation Automated functions and digitally connected vehicles can help to reduce the risk of accidents, ease traffic congestion and cut emis- sions. That’s why the BMW Group is consistently driving this is- sue forward – with a sharp focus on customer convenience and safety. To ensure the safety of automated systems, the BMW Group is promoting the development of industry-wide ISO standards for partially, highly and fully automated driving functions. In prepa- ration for innovations, work began in 2024 based on SAE clas- sifications1 to revise the ISO standards for Level 1 and Level 2 functions, and the content of an ISO technical specification was adopted for Level 3 and Level 4 functions, which will allow it to be published in 2025. Moreover, an additional ISO PAS was ini- tiated based on the ISO PAS standard published in 2023 on the introduction of Level 2 systems with innovative driver integration. The documents define uniform technical standards for safe as- sisted and automated driving. The BMW Group is testing automated driving and parking func- tions and even fully automated driving (Level 4) at the Future Mobility Development Center - a facility built specifically for this purpose in Sokolov, Czech Republic. With the help of virtual sim- ulations and real-life testing, all driving situations are covered, whether in the city, in the country, on the highway or when park- ing. The BMW Group’s research facilities in China and the USA are also testing automated driving and gaining experience and kilometres for later practical application in the largest automotive markets. Even today, customers can use the BMW Highway Assistant and the Active Lane Change Assistant in the BMW 5 Series, the BMW 7 Series and the BMW X52, X62, X72, XM2 and BMW iX2. The Highway Assistant allows the driver to take their hands off the steering wheel while driving longer distances. The innovative Active Lane Change Assistant allows the vehicle to change lanes automatically without the driver having to touch the steering wheel, with the driver simply needing to look in the wing mirror to confirm the manoeuvre. The prerequisites for this technology in- clude high-precision sensors, a powerful computing platform and connection to the BMW Cloud. Take your hands off the steering wheel and temporarily turn your attention away from the traffic situation – this is highly auto- mated driving at Level 3 and has featured in new BMW 7 Series models since 2024. BMW Personal Pilot L3 is the name of the new function that relieves customers of the task of driving in de- fined traffic situations and regulates speed, distance and lane guidance for them. The innovative system enables drivers to en- gage in secondary activities (such as writing messages or watch- ing video streaming) on highways with structurally separated lanes and at speeds of up to 60 km/h. The BMW Group is also the first automobile manufacturer in the world to obtain approval to combine the BMW Highway Assistant (Level 2) and BMW Per- sonal Pilot L3 (Level 3) assistance systems in a single vehicle. The new BMW 7 Series therefore represents a milestone in the field of automated driving and presents a unique opportunity to enjoy the benefits offered by both systems in the same vehicle. Artificial intelligence The use of artificial intelligence (AI) provides a number of oppor- tunities for the BMW Group to improve its processes and provide new impetus in its collaborations. Generative language models (GPT) could play a key role here in particular. The use of AI can speed up operational processes and also support creative activ- ities, giving rise to significant opportunities to continuously im- prove working methods, knowledge sharing, interaction with cus- tomers and the customer experience. The Company is committed to integrating and industrialising generative AI in its own business processes. A self-service plat- form also helps employees to integrate AI-based solutions quickly and easily into their everyday work life. Different application scenarios are implemented along the entire value chain, including: — Image-generating AI for end-to-end support of design and vehicle construction processes — Large language models, such as those on which ChatGPT is based, for voice applications within the vehicle — Text and image generation applications, as well as knowledge management based on large language models for exploration for all employees — Application of generative AI in various processes at the BMW Group, such as: market and sales communication, e.g. generated marketing texts — Customer car: AI-supported customer chat to respond to product and service queries in selected markets (BMW/MINI Assistant) — Knowledge management for customer interaction in call centres — Knowledge management or comparison of offers in pur- chasing — Testing and comparison of vehicle specifications — Coding support for IT and vehicle development 1 SAE levels categorise the degree of automation from manual to autonomous driving in five stages. 2 ↗ Consumption and Carbon Disclosures. 2

56 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Products consistently focused on customer needs The BMW Group’s product portfolio is fully focused on custom- ers’ needs. It serves the growing demand for electrified vehicles while also taking account of the varying conditions and require- ments in different markets. In addition to all-electric models, the Group also offers a wide range of plug-in hybrids and vehicles with efficient combustion engines. The range of technologies used in our vehicles gives customers numerous options to choose from when selecting the right drivetrain for them. Flexible production systems and a scalable modular vehicle sys- tem are a visible expression of the BMW Group’s customer focus, with the BMW X1*, BMW X3*, BMW 3 Series, BMW 5 Series and BMW 7 Series now available across all three drive systems. The Group is also working to advance the development of fuel cell technology with a view to reducing carbon emissions even more quickly. Depending on the segment, the Group sees hydro- gen-powered electric vehicles as an important complement to battery-powered electric cars. The BMW Group plans to intro- duce the first fuel cell electric vehicle (FCEV) manufactured in se- ries production to the market in 2028. New generation of battery cells High-performance, innovative and sustainably produced battery cells are the key to success for individual electromobility. With the NEUE KLASSE, as of 2025 the BMW Group will be using newly developed battery cells for the first time, which are explicitly co- ordinated to suit the new vehicle architecture. The energy density in the sixth generation of our lithium-ion cells is around 20% higher than in previous generations, with charging speed im- proved by up to 30% and range by around 30%. Making conventional drivetrains more efficient The BMW Group works continuously to improve the high effi- ciency of its conventional drivetrains and will continue to do so in future, while also meeting the most stringent standards in effect worldwide. In Europe, the Group offers numerous model series that feature a 48-volt recuperation system, in addition to its all-electric mod- els and modern plug-in hybrids. The refinement of energy man- agement in vehicles and the adoption of further measures, such as the use of state-of-the-art tyres with reduced rolling resistance, have laid the technical foundations to achieve opti- mised consumption values. The level of nitrogen oxides is a crucial factor for air quality in cities. For this reason, since 2018 the BMW Group has been us- ing a highly effective combination of nitrogen oxide storage cat- alytic converters (NSCs) and selective catalytic reduction (SCR) systems that include urea injection (AdBlue) in almost all BMW diesel vehicles as well as in the larger diesel-powered MINI mod- els. The efficiency of exhaust gas aftertreatment has been further raised by the use of an improved oxidation catalytic converter in combination with a two-stage SCR system. This new technology has been available since 2020 with the revised generation of six- cylinder diesel engines and is expected to be in use in all models by 2026. The technology has been continually rolled out in four- cylinder diesel engines since 2021 and should be completed by 2027. There have already been signs of a reduction in NOx pol- lution in German and European cities over the last few years. Apart from various measures taken to reduce pollutants, the on- going renewal of the vehicle fleets of all automobile manufactur- ers has also contributed to the improvement. Hydrogen drives – series offering planned for 2028 After trialling fuel cell technology in the BMW iX5 Hydrogen in a pilot fleet worldwide, the BMW Group is taking the next steps to prepare for series production of hydrogen-powered cars from 2028. This will be an additional all-electric and locally emissions- free drivetrain option for the customers of the BMW Group. The next generation of fuel cell drive technology is being developed in collaboration with the Toyota Motor Corporation. Both coop- eration partners are advocating for framework conditions that will facilitate the early expansion of hydrogen mobility and ensure its economic viability. In supporting the requisite infrastructure, the two companies aim to establish the FCEV market as an addi- tional pillar to other drive technologies. They are also involved in regional and local projects that serve to advance the develop- ment of hydrogen infrastructure through joint initiatives. * ↗ Consumption and Carbon Disclosures. eFuels and HVO100 plant refuelling The Group also supports the use of sustainably produced, low-carbon fuels, which can effectively reduce the carbon emissions of combustion engine vehicles. A specific example here is the paraffinic diesel HVO (hydrotreated vegetable oil), which has been sold at fuel stations throughout Germany and Europe since late May 2024. HVO100, a fuel made entirely from renewable materials, can reduce greenhouse gas emissions by up to 90% throughout the entire life cycle, as compared to the fossil fuel diesel. In December, the BMW Group started to fill its current BMW diesel models with HVO100 at plants in Germany, prior to delivery of these models to dealer organisations. BMW Group diesel engines have been approved on a series- and model specific basis to use the new fuel in accordance with European fuel specification EN 15940 since the pro- duction month March 2015.

57 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group The BMW Group is also committed to promoting hydrogen tech- nology at a supranational level and is involved in international organisations and associations such as the ↗ Hydrogen Council. As an associated partner of ↗ H2 Mobility Deutschland GmbH, the BMW Group is also supporting the development of hydrogen in- frastructure in Germany. Reliable, comprehensive charging opportunities An expanded, customer-friendly charging infrastructure will pave the way for the rapid and widespread use of electric mobility. With the adoption of the Alternative Fuels Infrastructure Regulation (AFIR) in 2023, the EU resolved to set up a basic network of both electric charging stations and hydrogen filling stations by the end of 2030. From the BMW Group’s point of view, this is a first key step towards providing a customer-friendly charging infrastruc- ture. The BMW Group remains committed to achieving standardised framework conditions and develops and encourages offers that enable comprehensive and customer-friendly charging opportu- nities. Customers will be offered solutions for charging at home. The BMW Group also supports the expansion of public charging infrastructure through its cooperations. At its German locations, the BMW Group offers its own large charging network for its em- ployees. Charging should be as convenient as possible. The BMW Group is therefore also working on digital solutions. Up-to-date charg- ing information can be found on the Connected Charging appli- cation and the charging process can be managed with the push of a button. The eRoute function also helps customers to plan their charging stops on long-distance trips. With offers such as the BMW eDrive Zone and suitable electricity tariffs for driving, we are helping drivers of plug-in hybrids to drive electrically as frequently as possible and over long distances. Integrating electrified vehicles in the energy system The BMW Group is conducting its own research and develop- ment work with the aim of integrating electrified vehicles in the power grid. Smart charging technologies such as load- or solar- optimised charging are at the centre of this research. ↗ BMW ChargeForward enables customers in the USA to synchronise their charging behaviour with the current grid load and the use of re- newable energy. The technology has been available to all drivers of electrified vehicles in the USA since November 2023. Our new joint venture ChargeScape LLC, USA, was founded in this context in the reporting year with our partners Ford and Honda. ChargeScape will provide an open software platform for OEMs and energy providers that allows US customers to intelli- gently charge their electric vehicles at home. This should opti- mise the use of renewable energies and help to stabilise the grid. At the same time, the customer can be compensated for their contribution to reduced carbon equivalent emissions. Customers in Europe can use the BMW Connected Home Charging service to make use of solar- or load-optimised charging for their vehi- cles at home in Germany, Italy, Austria, Denmark, Norway and Sweden. The aim here is to establish a Europe-wide ecosystem for smart charging at home by means of a strategic cooperation with the grid operator E.ON. There are plans to steadily expand the service offering over the next few years, with cost-optimised charging introduced in the reporting year, at this point only in Germany. The next step forward: bidirectional charging In developing its charging services, the BMW Group is also work- ing on bidirectional charging. Bidirectional charging, which is to be launched with the NEUE KLASSE, allows the all-electric vehi- cle’s high-voltage battery to be used as an energy store and the buffered energy to be used in the household or fed back to the grid at a later time. Vehicle to Home, Vehicle to Grid and Vehicle to Load will provide new functions that allow part of the battery’s capacity to be made available externally on optimised terms (Ve- hicle to Grid) or allow the energy stored in the vehicle to be used for external electrical devices (Vehicle to Load). The NEUE KLASSE can therefore be used as a mobile power bank, for ex- ample to charge e-bikes or power electrical devices when camp- ing. Access to public charging networks With BMW and MINI Charging, we offer attractive electricity tariffs and convenient charging solutions – whether on the road, at home or at work. Customers can use a large number of public charging points via their BMW or MINI charging card and the My BMW and/or MINI app. Digital Charging Solutions GmbH (DCS) provides broad access to various charging networks throughout Europe. DCS is one of Europe’s leading providers of digital charg- ing solutions and a joint venture between the BMW Group, Mer- cedes-Benz and bp. BMW and MINI customers have access to 2.6 million charging points worldwide* through the navigation system or the relevant vehicle app. In Europe alone, we provide easy access to a net- work with over 820,000 charging points through the public BMW/MINI Charging service, covering over 90% of the region. These also include fast-charging stations from IONITY, a com- pany launched by the BMW Group, with a charging capacity of 350 kilowatts (kW). IONITY currently operates 720 stations with more than 4,800 charging points in a total of 24 countries, which are publicly accessible, brand-independent and designed in ac- cordance with the European Combined Charging System (CCS) charging standard. * Total number of charging points displayed on BMW front-ends (vehicle and app). The network can be accessed by registered customers wherever a local partner is available.

58 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Furthermore, they are all powered by 100% electricity from re- newable sources1. In addition to the BMW Group, Mercedes- Benz, Ford, Porsche, Volkswagen, Audi, Hyundai, Kia and BlackRock are all involved in the long-established IONITY joint venture. IONITY offers an efficient, high-power charging network for electric vehicles right across Europe. The BMW Group expanded its cooperation arrangements aimed at expanding charging infrastructure in the USA and China in the reporting year. In late 2023, the BMW Group jointly founded IONNA together with General Motors, Honda, Hyundai, Kia, Mer- cedes-Benz and Stellantis. The partners are working together with the aim of establishing a public charging network in the USA and Canada. Toyota joined IONNA as an additional partner in July 2024. The aim is to install at least 30,000 charging points in cities, towns and along major transport routes. The first charg- ing stations opened in late 2024. On 4 March 2024, BMW Brilliance Automotive Ltd. (BBA) and Mercedes-Benz China founded Beijing IONCHI New Energy Technology Ltd. with a view to developing the charging infra- structure in the Chinese market. BBA will hold a 50% stake in the founded entity. With the new charging infrastructure in the con- text of the new Chinese joint venture, the BMW Group is meeting its charging commitment in its three most important markets. With this aim in mind, at least 1,000 charging stations with around 7,000 charging points are to be installed by the end of 2026. The network will be open to drivers of all brands. The first charging stations went into operation as early as 2024 in regions with a high density of electrified vehicles. A Plug&Charge function was added to other BMW models in the reporting year for public charging in which both authentication and billing are carried out automatically by connecting the vehicle to the charging system. Using the so-called multi-contract func- tionality, individual driving electricity tariff contracts from various providers can also be stored digitally within the vehicle to facili- tate the use of charging stations from different operators. The BMW Group also promotes the use of renewable energy. For each charging process conducted via BMW and MINI Charging, the equivalent amount of energy consumed is fed into the power grid as electricity from renewable sources, which is certified via energy attribute certificates (EACs) as recognised proofs of origin. A thriving culture of inspiration and innovation Good ideas often emerge when different partners work together. According to this principle, we focus on collaborations in which the BMW Group complements its strengths with those of estab- lished partners and innovation drivers such as start-ups. The global network of BMW Group Technology Offices is also making an essential contribution in this regard, enabling the BMW Group to expand its innovative strength on a continuous basis. The Technology Offices are strategically positioned worldwide and focus on key hotspots of technology and innovation. The po- tential of new technologies is therefore being explored in pilot projects and transferred to the Group’s centralised teams. Whether manufacturing, developing smart city solutions or work- ing on the mobility of the future, these Technology Offices are driving forward innovations that benefit the Group in all its lines of business. Global dialogue with start-ups is an important means for the BMW Group to gain impetus. ↗ BMW i Ventures invests in technol- ogy start-ups and the ↗ BMW Startup Garage serves as the BMW Group’s venture client unit and is tasked with searching for innovations that represent a significant benefit for products, ser- vices, systems and processes. The aim of the programme is to evaluate and empower start-ups to become suppliers and part- ners. The trend research conducted by the technology offices enables the BMW Group to anticipate the technological developments of tomorrow. The results are made publicly available in the ↗ Trend Radar where scientific institutions, start-ups, but also potential partners can make use of them. When it opened in Silicon Valley in 1998, the BMW Group Tech- nology Office USA was the Group’s first research and develop- ment facility to be established outside of Munich. Originally based in Palo Alto, the tech office moved to its current location in Mountain View in 2011. Today, the Mountain View team is part of a global network of BMW tech offices strategically located in key technology hotspots around the world. They all play a crucial role in the BMW Group’s open approach to innovation. Apart from the locations in Silicon Valley and Munich, the worldwide network also includes Seoul, Shanghai, Tel Aviv and Tokyo. 1 See ↗ Glossary for a definition of electricity from renewable sources. 2 ↗ Consumption and Carbon Disclosures. Vehicle footprint – transparent vehicle data The BMW Group intends to use the ↗ Vehicle footprint to make its sustain- ability performance more transparent at product level. Vehicle footprints provide a quick and comprehensive insight into material sustainability matters, including social sustainability. Vehicle footprint reports are now available for ten BMW and five MINI models. 2

59 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Virtualisation For the BMW Group, the virtualisation of products, processes and interaction spaces are a catalyst for digitalisation, reflecting the fact that the combination of rapidly developing technologies such as Web 3.0, artificial intelligence, X-reality (virtual reality, augmented reality, mixed reality) and spatial computing gener- ates benefits across all areas of the value chain. Our activities comprise the following three pillars and underline the BMW Group’s commitment to innovation: — Corporate. The virtualisation of internal processes, methods and products with real-time collaboration, regardless of lo- cation For example, as part of the BMW iFACTORY, planners can use virtual reality to virtually assess buildings, systems, lo- gistics and the assembly of new production areas and test processes in 3D, long before construction is scheduled to begin. — Commercial. Interaction with both new and existing tech- savvy target groups in virtual spaces and virtual worlds. Engagement on digital platforms enables experience-ori- ented inter-action with young target groups (Gen Z) within their digital ecosystems with the aim of enhancing brand im- age and developing long-term customer loyalty. In dedi- cated virtual worlds, innovative products can be experienced in a new way and supported throughout the entire customer journey. — In-car experiences. Enhancing the quality of experience with a focus on infotainment, productivity and gaming. With the M Mixed Reality approach, for example, a team of engineers at BMW M GmbH has developed an immersive driving experience for the BMW M2*, M4* and BMW i5 M60*, which is made available to BMW M Driving Experience cus- tomers. Wearing VR goggles, drivers can be immersed in a virtual world while driving the real vehicle. In addition, the BMW Group has set new standards in varied in-car enter- tainment with the launch of the innovative casual gaming platform Air Console in numerous current BMW and MINI models, in particular with games such as UNO Car Party!. Worldwide cooperations and partnerships To ensure its long-term success, the BMW Group enters into tar- geted cooperations and partnerships with companies from vari- ous industries. Several of the Group’s largest collaborations and investments are listed below: Since 2022, the BMW Group and Qualcomm Technologies have been working together to develop solutions for the next genera- tion of automated driving. The companies aim to develop tech- nologies ranging from New Car Assessment Programme (NCAP) solutions and advanced Level 2 driving assistance systems to the Level 3 functionalities of highly automated driving. The joint development of software functions is based on BMW’s current software toolkit for automated driving. Within the terms of the co- operation, some 1,300 specialists will work together at various locations worldwide, including sites in Germany, the USA, Swe- den, China, Romania and the BMW Test Centre in Sokolov in the Czech Republic. Continuing their long-term supplier relationship, the BMW Group has collaborated with Valeo Comfort and Driving Assistance SAS since early 2023 on the joint development of highly automated parking functions. Since the launch of the first BMW voice assistant (BMW Intelli- gent Personal Assistant) in 2018, voice interaction has become an increasingly important part of the BMW iDrive display and op- erating concept. The next generation of the voice assistant is based on Alexa Custom Assistant technology. This new technol- ogy has been included in vehicles ex-factory since 2024 and is available for previously manufactured automobiles via a remote software up-grade, facilitating an even more natural dialogue be- tween drivers and vehicles. The HERE mapping service was acquired by BMW, Mercedes- Benz and Audi in 2015. Bosch, Continental, Intel, Mitsubishi (MC), NTT (Nippon Telegraph and Telephone Corporation of Ja- pan) and Pioneer are also current shareholders. The participa- tion in HERE ensures access to scalable, high-resolution maps for existing and new vehicles as well as geodata services and navigation software. Mobility services offered by the BMW Group Together with Mercedes-Benz, the BMW Group offers mobility services via the YOUR NOW joint venture. The range of services provides customers with access to various modes of transport other than their own vehicle. Apart from taxi cabs and private ride services, various types of e- scooters as well as car-sharing vehicles can also be booked via the FREE NOW app in European cities. FREE NOW also pro- motes the electrification of the vehicle fleet. Almost half of all journeys taken in taxis and personal hire vehicles (PHVs) were in vehicles with hybrid or all-electric drivetrains. The majority of multi-mobility journeys (e-scooters, e-mopeds, e-bikes, car shar- ing, car rentals) in the past year were emissions-free. The BMW Group offers a range of additional mobility services in the My BMW or MINI app. Through its cooperation with SIXT, for example, customers can access mobility services with exclusive special benefits. This BMW add-on mobility offering is currently available to BMW and MINI customers in a growing number of markets. * ↗ Consumption and Carbon Disclosures.

60 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group PRODUCTION NETWORK 1 » The BMW Group has a highly flexible production network. Con- sequently, the BMW Group is capable of manufacturing vehicles with both all-electric and plug-in hybrid drive systems as well as conventional combustion engines on one single line, making it far easier to tailor the product range to suit a wide variety of cus- tomer wishes and needs. The production system is based on the strategic vision of the BMW iFACTORY, with a keen focus on sustainability, electrifica- tion, digitalisation and profitability. The BMW iFACTORY utilises innovative technologies that facilitate flexible, efficient production with the aim of minimising the use of resources, and uses digital solutions in the fields of data science, AI, virtual planning and de- velopment to this end. « Component production for electrified vehicles » The Competence Centre at the BMW Group’s Dingolfing plant plays a central role in the manufacture of the current fifth-gener- ation electrified drivetrains. as battery modules, high-voltage batteries and electric motors are all produced at the site. The Group produces fifth-generation high-voltage batteries at four other sites worldwide. At the same time, we are preparing the network to produce next- generation electrified drivetrains. The sixth-generation electric motors will come from the engine manufacturing plant in Steyr, Austria, and will expand the local production of diesel and petrol engines. In line with the “local for local” principle, the BMW Group’s high- voltage battery assembly facilities worldwide are set up in or close to the Group’s vehicle plants. ↗ Expanding resilient supply chain. Five assembly facilities are currently being developed for the next generation of the high-voltage battery on three continents. These are located in Irlbach-Straßkirchen (Germany), Debrecen (Hungary), Woodruff near Spartanburg (USA), San Luis Potosí (Mexico) and Shenyang (China). The new Cell Manufacturing Competence Centre (CMCC) in Pars- dorf near Munich plays a key role for the BMW Group. In a pilot, it enabled the BMW Group to accurately replicate the value- added processes involved in manufacturing battery cells. The BMW Group will take the findings of this pilot scheme and apply them in close collaboration with its mass production partners for battery cells at a later stage. The strategy enables the BMW Group to set new standards regarding the quality, perfor- mance, cost and ecological sustainability of battery cells. « Electromobility in the production network » Electromobility has been growing in importance for the BMW Group for many years. Production of the BMW i5 Touring2 (Dingolfing) and the electric MINI Countryman2 (Leipzig) started in German plants in the reporting period. Internationally, produc- tion started on two electric vehicles, the MINI Aceman2 and the MINI Cooper in Zhangjiagang at the Spotlight plant, a plant man- aged jointly with Great Wall Motors in China. The Group therefore produces automobiles and motorcycles with electrified drivetrains worldwide at 17 ↗ Locations and at two partner plants. In 2024, all-electric automobiles were produced in Dingolfing, Munich, Regensburg, Leipzig, Goodwood (UK), Oxford (UK), Chennai (India), Shenyang (China) and Zhangjiagang (China). Moreover, all-electric motorcycles are manufactured both in Ber- lin and at our partner plant in Hosur (India). From 2025, the next vehicle generation will feature a vehicle ar- chitecture geared to suit all-electric drivetrains. The vehicle is due to be manufactured initially at the new Debrecen plant in Hun- gary and then in Munich starting in 2026. We aim to gradually transfer the new vehicle architecture to the global production net- work over the next few years. The BMW Group plans to produce all-electric vehicles at its plant in Spartanburg (USA), And at least six all-electric X models are scheduled to be manufactured there by 2030. « 1 This chapter contains disclosures in line with ESRS 2 SBM-1.42a)-c). 2 ↗ Consumption and Carbon Disclosures.

61 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group BMW Group vehicle plants Location Country Production programme 2024 Drivetrain portfolio Araquari Brazil BMW 3 Series, BMW X12, BMW X32, BMW X4, BMW X5 ICE, PHEV Berlin Germany BMW motorcycles ICE, BEV Chennai India BMW 2 Series, BMW 3 Series, BMW 5 Series, BMW 6 Series, BMW 7 Series, BMW X12, BMW iX12, BMW X32, BMW X5, BMW X7 ICE, BEV Debrecen1 Hungary BMW pre-series BEV Dingolfing Germany BMW 4 Series, BMW 5 Series, BMW i52, BMW 6 Series, BMW 7 Series, BMW i72, BMW 8 Series, BMW M, BMW iX2 ICE, BEV, PHEV Goodwood (Rolls-Royce Manufacturing) UK Rolls-Royce Cullinan, Ghost, Phantom, Spectre ICE, BEV Leipzig Germany BMW 1 Series, BMW 2 Series, MINI Countryman2 ICE, BEV, PHEV Manaus Brazil BMW motorcycles ICE Munich Germany BMW 3 Series, BMW 4 Series, BMW i42, BMW M ICE, BEV, PHEV Oxford UK MINI, MINI Clubman, MINI Cooper SE2, MINI Cooper2, MINI Cooper Convertible2 ICE, BEV Rayong Thailand BMW 2 Series, BMW 3 Series, BMW 5 Series, BMW 7 Series, BMW X12, BMW X32, BMW X5, BMW X6, BMW X7, MINI Countryman2 BMW motorcycles ICE, PHEV Regensburg Germany BMW X12, BMW iX12, BMW X22, BMW iX22 ICE, BEV, PHEV Rosslyn South Africa BMW X32 ICE, PHEV San Luis Potosí Mexico BMW 2 Series, BMW 3 Series, BMW M ICE, PHEV Shenyang (Dadong) China BMW 5 Series, BMW X32, BMW iX32, BMW X5 ICE, BEV Shenyang (Tiexi) China BMW 2 Series, BMW 3 Series, BMW i3, BMW X12, BMW iX12 ICE, BEV Spartanburg USA BMW X32, BMW X4, BMW X5, BMW X6, BMW X7, BMW XM2, BMW M ICE, PHEV Jointly controlled vehicle plants Location Country Production programme 2024 Drivetrain portfolio Zhangjiagang (Spotlight) China MINI Cooper2, MINI Aceman2 BEV Production sites in the Group’s markets » The BMW Group plants in Europe, South Africa, the USA and Mexico manufacture for the global market. Production started on the all-electric MINI Cooper2 in March 2024 and the all-electric MINI Aceman2 in August 2024 at the jointly managed Spotlight plant in China. Both models are also produced there for the global market. The BMW Brilliance plants in China mainly man- ufacture for the local market. The BMW Group plants in Araquari (Brazil), Rayong (Thailand) and Chennai (India) primarily serve their respective regional markets and produce BMW and MINI brand models. The same applies to the BMW Group’s automo- tive partner plants in Jakarta (Indonesia), Cairo (Egypt), Kulim (Malaysia) and Chu Lai (Vietnam). The BMW Group also awards contracts for the series production of automobiles and motorcy- cles to external partners (contract manufacturers). During the year under report, Magna Steyr Fahrzeugtechnik produced the BMW Z42 in Graz (Austria). The production of the MINI Cooper Cabrio2 and the MINI Countryman2 at VDL Nedcar3 in Born (the Netherlands) was discontinued in February 2024. The BMW Group manufactures BMW motorcycles, scooters and components at its Berlin plant as well as at two international lo- cations in Manaus (Brazil) and Rayong (Thailand). BMW motor- cycles and scooters are also produced by the partner companies TVS Motor Company in Hosur (India) and Loncin Motor Co., Ltd in Chongqing (China). The BMW Group’s production network also includes engine plants in Hams Hall (UK), Steyr (Austria) and Shenyang (China), as well as component plants at sites in Eisenach, Landshut and Wackersdorf (all in Germany) and Swindon (UK). The production network currently comprises a total of 33 plants in 16 coun- tries. « 1 Pre-series production only in 2024, opening in 2025. 2 ↗ Consumption and Carbon Disclosures. 3 Contract manufacturing.

62 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Production of electrified vehicles at record levels » The BMW Group manufactured a total of 2,513,830 BMW, MINI and Rolls-Royce brand vehicles in the reporting year (2023: 2,661,922 units; -5.6%). BMW brand models accounted for 2,229,009 units (2023: 2,340,547 units; -4.8%), MINI for 278,897 units (2023: 315,196 units; -11.5%), and Rolls-Royce Motor Cars for 5,924 units (2023: 6,179 units; -4.1%). Produc- tion of electrified vehicles increased to a new high level in 2024 of 650,324 units (2023: 613,640 units; +6.0%), of which 481,794 were all-electric (2023: 415,692 units; +15.9%). The number of motorcycles produced by BMW Motorrad decreased by 2.8% to 215,727 units (2023: 221,988 units) over the 12- month period. « BMW Group automobile production by plant in units 2024 2023 Change in % Spartanburg (USA) 396,117 410,793 – 3.6 Dadong (China) 343,973 420,586 – 18.2 Regensburg (Germany) 342,521 238,301 43.7 Dingolfing (Germany) 297,761 291,907 2.0 Tiexi (China) 284,045 307,972 – 7.8 Leipzig (Germany) 246,195 188,199 30.8 Munich (Germany) 200,590 217,480 – 7.8 Oxford (UK) 110,939 185,400 – 40.2 San Luis Potosí (Mexico) 95,236 117,576 – 19.0 Rosslyn (South Africa) 55,516 68,238 – 18.6 Chennai (India) 14,568 15,264 – 4.6 Araquari (Brazil) 11,472 10,608 8.1 Rayong (Thailand) 8,666 13,044 – 33.6 Goodwood (UK) 5,924 6,179 – 4.1 Debrecen (Hungary)* 92 – – Zhangjiagang - Spotlight (China) 67,561 2,871 2,253.2 Born - VDL Nedcar (The Netherlands) 7,515 120,235 – 93.7 Graz - Magna Steyr (Austria) 10,463 26,461 – 60.5 Partner plants 14,676 20,808 – 29.5 Total 2,513,830 2,661,922 – 5.6 * Pre-series production only in 2024, opening in 2025.

63 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group PURCHASING AND SUPPLIER NETWORK 1 Supply chains and supplier network » The BMW Group’s Purchasing and Supplier Network is respon- sible for the global procurement and quality assurance of produc- tion materials, raw materials, components, capital goods and services. as well as the in-house production of vehicle compo- nents. The division’s strategic areas of focus are as follows: — Ensuring security of supply to the production plants — Expanding resilient supply chains within a challenging geopolitical environment — Procuring high-quality components at competitive prices — Identifying and implementing innovative products and solutions at an early stage — Further digitalising all processes within the supplier network — Integrating social and ecological standards within the supplier network — Integrating in-house component production profitably and sustainably and empowering the supplier network — Continuing to improve and adapting flexibly to a constantly changing environment and changing conditions « Expanding resilient supply chains2 » Global supply chains are exposed to various challenges. In ad- dition to competition and procurement challenges such as secur- ing raw materials, also regulatory influences such as trade re- strictions, security, digitalisation and sustainability requirements as well as environmental and extreme weather events increas- ingly affect supply chains. The BMW Group RiskHub3 plays a key role in making our global supply chains more resilient to external factors. For example, ar- tificial intelligence (AI) can be used to recognise risks early on and take countermeasures. Moreover, the BMW Group sees the de- velopment of the Catena-X digital ecosystem as the key to stand- ardised data exchange across the relevant parts of the value chain and is in the process of gradually integrating its partners in the supply chain. The BMW Group follows the approach of procuring vehicle com- ponents close to its production sites, where reasonable. To this end, there are local purchasing units in all key markets so that the Group can respond to regional risks and opportunities imme- diately. Geostrategic aspects are taken into account in forecasts, and award decisions are consistently aligned with them. « Security of supply » Maintaining supplies and deliveries to BMW Group plants is a key target of the purchasing strategy. The BMW Group antici- pates potential risks in supply security in advance and protects itself against these. Supply chains have stabilised in the last three years. The measures taken by the Group have had their desired effect. For example, the semiconductor situation improved thanks to sound mitigation strategies that allowed the BMW Group to react quickly and flexibly to changes, in addition to a general easing of the situation on the global market. As in the previous year, there were shortages in 2024 owing to delivery failures caused by a rise in extreme weather events such as floods and storms. The BMW Group was able to manage the effects of this with targeted inventory coverage plans, spare parts supply, alternative supply channels as well as early crisis man- agement and the RiskHub’s warning systems. « Regional distribution of BMW Group purchasing volume4 in % Quality assurance » As a leading manufacturer of premium automobiles, our aim is to provide vehicles of the highest quality to customers. The BMW Group has comprehensive measures in place for quality control and assurance that are constantly being improved. A broad quality programme has been set up with defined work packages in order to respond to the growing challenges arising in the supply chain, with a focus on quality improvement, net- working and communication, stabilising the supply chain and making the best use of digitalisation. We systematically monitor the quality of the products provided by our suppliers in order to improve processes. In 2024 we also carried out an extensive requalification cam- paign to improve quality in the BMW Group, with audits under- taken at more than 500 of our suppliers’ and sub-suppliers’ pro- duction sites. « 1 This chapter contains disclosures in line with ESRS 2 SBM-1.42a)-c). 2 This section contains disclosures in line with ESRS 2 SBM-3.48f). 3 BMW Group IT system. 4 Direct and indirect purchasing. Germany 33.1 Eastern Europe 19.6 North America 15.3 China 17.3 Other Western Europe 10.7 Other 4.0 Total € 91.8 bn.

64 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group » The training for suppliers was also amended to include specific competencies, such as problem solving and risk assessment. « Risk management in purchasing » Forward-looking risk management is essential for a stable co- operation with our supplier network. The BMW Group takes a preventive approach to new project nominations. Moreover, we identify and assess the threat of supply bottlenecks responsively in order to minimise risks. To this end, the BMW Group’s RiskHub analyses information from external, publicly available data sources with regard to potential risks such as natural disasters or financial risks. The BMW Group also uses efficient methods de- rived from the fields of AI and big data analytics. Risk assessment extends to the locations of sub-suppliers in the supply chain, where required. In order to avoid cyber risks and deal effectively with an increas- ing number of supplier-related incidents, the BMW Group contin- ues to rely on supplier certification in accordance with the TISAX automotive standard. When it comes to purchasing materials both directly and indirectly, TISAX is an integral part of the pro- curement process and an inherent component of contracts with suppliers that meet the specific relevance criteria. The initiative to jointly analyse IT security and existing emergency processes in production also enables us to make the supplier network more resilient. Training courses and informational events are being organised both internally and externally for suppliers to raise awareness of the rapidly growing level of cyber risk. « Raw materials security and strategy1 » The BMW Group pursues an integrated raw materials strategy to reduce price and supply risks, as well as risks arising from ge- opolitical influences and regulations in the supply chain through to the end product. The long-term supply of critical raw materials remains a strategic challenge in view of trade and geopolitical developments. The BMW Group relies on its close cooperation with partners in the supply chain and can also secure raw materials such as lithium and cobalt itself directly, where required, in order to increase its security of supply, boost resilience in the supply chain and en- courage the purchasing of raw materials from responsible sources. Furthermore, the BMW Group analyses the development of raw materials prices and hedges against price fluctuations – provided the capital market offers the opportunity to do so – or concludes fixed-price agreements. To guarantee ↗ Social and Environmental Responsibility in the Supplier Network, the processes required to satisfy due diligence obliga- tions have been further developed and the requisite measures have been implemented. The further development of risk anal- yses, for example in the context of biodiversity, and new regula- tory requirements were all taken into account in this process. The BMW Group Supplier Code of Conduct contains provisions on the handling of critical raw materials. The BMW Group is also involved in the development and implementation of environmen- tal and social standards in the supply chain, including those at the Initiative for Responsible Mining (IRMA) and the Responsible Minerals Initiative (RMI), and the implementation of the same by suppliers. Moreover, the BMW Group has set itself the goal of generating a positive impact for selected raw materials through our involve- ment in local development projects. This currently applies to the raw materials mica, cobalt and natural rubber. In light of the key role secondary raw materials play in reducing carbon equivalent emissions and the positive contribution to the preservation of diversity, the BMW Group focuses on the requi- site technologies, market processes and extended applications of secondary raw materials. The BMW Group continues to press ahead with the further expansion of the ↗ Circular Economy and Resource Use. « Purchasing battery cells2 » The BMW Group plans to deploy a new generation of battery cells in the NEUE KLASSE. To this end, production capacities in Europe, China and the USA have been contractually agreed with strategic partners ahead of production. The BMW Group pursues a “local for local” approach as set out in its purchasing strategy and is establishing supply chains for battery cells close to its pro- duction sites. To strengthen this resilience even further, the Group considers the upstream value chain for critical components by assessing geopolitical risks and economic efficiency in the relevant regions, with a view to reducing geopolitical dependencies and the asso- ciated risks. The use of secondary materials and the use of electricity from renewable sources3 in particular in battery cell production signif- icantly reduce the Group’s carbon equivalent footprint. The measures taken in this regard were either agreed upon sepa- rately in sustainability agreements or taken into account in the award of projects. « In-house production as a strategic competitive advantage » The BMW Group regularly reviews the profitability and strategic importance of its product range. The focus here is on electromo- bility, digitalisation and sustainability, taking into account struc- tural conditions and additional opportunities in the supplier net- work. In these key areas of transformation, the BMW Group is expanding its in-house expertise on a targeted and long-term basis on matters relating to strategically important components. The Group would like to use in-house production to increase its security of supply and innovative strength, such as with the con- trol unit of the high-voltage storage system or components in the electric powertrain. At the same time, process expertise is to be expanded in relevant technologies to secure the quality and pro- ficiency of the supplier network. « 1 This section contains disclosures in line with ESRS 2 SBM-3.48f). 2 This section contains disclosures in line with ESRS S2-1.16-17. 3 See ↗ Glossary for a definition of electricity from renewable sources.

65 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Overview of the BMW Group Digitalisation in the supply chain* » For the BMW Group, digitalisation throughout the supply chain is an essential prerequisite for establishing sustainable, resilient and flexible supply chain management. The targeted use of digitalisation solutions applicable across the supply chain helps to continually improve component quality and enhance the robustness of the value chain. The Group relies on new technologies and in particular artificial intelligence to allow it, for example, to carry out camera-based quality checks effi- ciently when managing the shop floor and to safeguard key value creation processes in its in-house component production. The BMW Group applies these approaches to its supplier network so that the Group and its partners alike can benefit from the techno- logical advances found in digitalisation. A further example is the use of generative AI, which is used ef- fectively in the BMW Group in interdivisional processes from de- velopment to purchasing and production. Digital assistants use this technological basis to support employees in their daily work – primarily ancillary activities such as document and data analy- sis and information procurement – and thereby allow employees to devote their focus to value-adding activities in personal, direct collaboration with our suppliers. Catena-X is the pioneering initiative within the automotive indus- try for digitalising the supply and value chains between automo- bile manufacturers, suppliers, sub-suppliers and, in the future, recycling companies. The digital platform enables partners within value chains to tackle key issues facing the industry, such as enhancing resilience, meeting sustainability goals and regu- latory matters through digital collaboration. After two years of de- velopment work, including a significant contribution from the BMW Group as consortium leader, the first use cases have been live since December 2023 and Catena-X is focused on connect- ing other partner companies along the entire value chain. It is important for the BMW Group to be able to trace components along international, multi-level supply chains. Another key ad- vancement is the provision of digital product passports, which will be required for many products in future. They contain prod- uct-specific data for components such as batteries, steel, alumin- ium and wheels. Catena-X makes data from sub-supplier chains available, especially regarding origin, material composition and recycling. The BMW Group and other international partners in the automobile supply chain have founded the software brand Path.Era for this purpose. Path.Era is an IT service for partners in the automobile industry that aims to create the first industry- recognised ecosystem for digital product passports and to sup- port partners in the creation of product passports by offering dig- ital solutions and services. « Contribution to profitability » Within the scope of its responsibility for material costs, the Pur- chasing Division makes a significant contribution to the BMW Group’s earnings and therefore also its profitability. Reduc- ing material costs is an important part of the Purchasing Divi- sion’s regular activities and can be achieved by way of efficiency gains in ongoing series production, synergy effects from award- ing new contracts for future projects and negotiations on addi- tional costs caused by inflation. The Purchasing Division made a significant contribution to the BMW Group’s profitability in 2024. This contribution stems from an additional programme to reduce material costs, undertaken jointly by Purchasing and Development, in addition to regular purchasing activities. Technical and commercial measures have been developed and implemented together with suppliers with a broad focus on the sustainable optimisation of the cost positions in vehicle projects. The effect on earnings will extend beyond 2024. « Further development in Purchasing » The Purchasing Division also assumes a key role in the inter- disciplinary matrix of technology clusters and BMW vehicle pro- duction lines, working with other areas to optimise material costs. To this end, several initiatives led by the Purchasing Division are currently driving forward the consistent focus on optimal cost po- sitions for vehicle projects before and after the start of series pro- duction, the effective management of supplier performance, in particular with regard to quality optimisation, and new, collabo- rative working models with various interface partners. Success factors from previous programmes have been consolidated in line functions and processes. « Innovations » Working closely with technology partners and establishing new business relationships has allowed the BMW Group to integrate innovations in its vehicles quickly. In this context, the Group works closely with internal creative units created especially for this purpose such as BMW Startup Garage and BMW i Ventures. In-house component production also focuses on innovations that it can drive forward in pilot projects and roll out across the net- work. The different departments also cooperate in technology clusters to sharpen the focus on identifying innovative technolo- gies. This takes the form of strategic dialogue formats with sup- pliers (Future Vision Deep Dive), among other things. Findings from the supplier network are systematically incorporated and processed within the technology clusters. The BMW Group ben- efits from new technologies in the process that are developed through its partnerships and networks. These partners also show a great willingness to establish new fields of development to- gether, according to a recent survey. The BMW Group also relies on exchanges with its strategic suppliers across various for- mats. « * This section contains disclosures in line with ESRS 2 SBM-3.48f).

66 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance F I N A N C I A L P E R F O R M A N C E 66 Overall Assessment by Management of the Financial Year 67 General and Sector-specific Environment 69 Comparison of Forecasts with Actual Outcomes 70 Financial Position 79 Course of Business and Segments 87 Comments on the Financial Statements of BMW AG BMW Group stays on course and maintains its leading position in the global premium segment The BMW Group maintained its strong market position in the global premium segment in 2024 with sales up in both Europe and the USA. The BMW brand gained further market share in Europe, grew sales in the USA and maintained its leading posi- tion in China. Globally, the BMW brand was the leader in the pre- mium segment. While model changeovers at MINI and Rolls- Royce led to an expected downturn in delivery figures, the BMW Group’s all-electric automobiles (BEV) continued to per- form well and accounted for 17.4% (2023: 14.7%) of total de- liveries. The BMW Group is therefore pressing ahead with the ramp-up of electric mobility as planned. BMW Motorrad achieved a new record for deliveries in 2024. The Financial Services seg- ment saw a solid increase in the number of new contracts signed during the reporting period. The BMW Group adjusted its full-year forecast in September 2024. The adjustment was due to delivery stops and recalls linked to the Integrated Brake System (IBS) that is provided by a supplier, as well as ongoing muted demand in China. The sub- sequent significant decline in vehicle sales in the third quarter also had a considerable impact on earnings. The measures re- quired for the IBS were initiated in the third quarter and largely completed by the end of the year. The Chinese automotive mar- ket remains weak despite the government’s support measures, with consumers still very hesitant to spend. The BMW Group achieved its revised targets for 2024. At 6.3%, the EBIT margin of the Automotive segment was within the ad- justed target range of 6 to 7%. As in previous years, the carbon emissions generated by the EU new vehicle fleet continued to decrease and, at 99.5 g/km, remained well below the limits set for 2024. Maintaining a consistent focus on technology open- ness allows the BMW Group to develop innovative drive technol- ogies and to respond in a flexible manner to market develop- ments. The BMW Group believes it is well positioned on the basis of its robust strategy, balanced product range and continuous in- vestment in research and development. FINANCIAL PERFORMANCE OVERALL ASSESSMENT BY MANAGEMENT OF THE FINANCIAL YEAR

67 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance GENERAL AND SECTOR-SPECIFIC ENVIRONMENT * The global economy showed stable growth in 2024 and ex- panded by 3.2% overall. Significant impetus came from the USA, China and India. In Europe, the economy grew slightly compared to the previous year but remained below expectations. The eurozone’s gross domestic product (GDP) rose by 0.7% in 2024. The reasons for this subdued growth included higher in- terest rates and the restrained decline in consumer spending. In Germany, the situation was exacerbated by a 0.2% decline in export demand. Economic performance in France (+1.1%), Italy (+0.5%) and Spain (+3.2%) was more robust in 2024. The UK economy also grew by 0.9% compared to the previous year. The US economy proved very resilient despite high interest rates and grew by 2.8% in the reporting period. Low unemployment and rising wages gave private consumption a boost. China’s economy expanded by 5.0% in 2024, exactly in line with the country’s economic targets. Nevertheless, China’s economy con- tinues to be impacted by weak domestic demand and an ongoing crisis in the real estate sector. In Japan, GDP just grew by 0.1% compared to the previous year. Here, too, economic growth was slowed by persistently weak consumer demand and relatively high inflation. Declining inflation and interest rate cuts in many markets Amid falling inflation rates, many central banks began gradually lowering their benchmark interest rates from mid-2024 on- wards. The euro fluctuated between 1.04 and 1.12 US dollars to the euro, with an average annual exchange rate of 1.08 US dollars to the euro. The British pound strengthened slightly in 2024 compared to the previous year, trading between 0.82 and 0.86 pounds to the euro, with an average rate of 0.85 pounds to the euro. China’s central bank lowered some key benchmark interest rates during the reporting year with the aim of strengthening the weak- ening economy and supporting the crisis-hit real estate market. The Chinese renminbi fluctuated between 7.62 and 7.88 renminbi to the euro in 2024 and averaged 7.79 renminbi to the euro over the year. The Japanese yen fluctuated between 159 and 172 yen to the euro in 2024. With an average exchange rate of 164 yen, the Japanese currency continued to fall in value against the euro compared to the previous year. The South Korean won weak- ened slightly year on year and traded between 1,437 and 1,508 won to the euro, with an average rate of 1,475 won to the euro. The currencies of the major emerging markets changed little in some cases against the euro. While the Indian rupee depreciated by approximately 1% against the euro on average, the South Af- rican rand strengthened by 0.6%. By contrast, the Brazilian real recorded a significant decline against the euro and traded 8% lower on average. Energy and raw materials prices continue to fall The price of energy and raw materials continued to fall in 2024 in many areas, particularly for steel and the raw materials used to produce batteries. Prices for cobalt and lithium were even be- low the long-term average. By contrast, copper and aluminium prices rose slightly during the reporting period. Despite the crisis in the Middle East, average crude oil prices con- tinued to fall in 2024. US WTI crude fluctuated between 69 and 85 USD per barrel, while Brent crude traded between 73 and 91 USD per barrel. * Growth rates: Source: Focus Economics. Exchange rates: Source: ECB. Energy and raw material prices: Sources: CRU, LME, Fastmarkets. Oil price: Source: Weltbank.

68 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance International automobile markets up slightly International automobile markets performed well in 2024 and grew by 3.3% overall. Worldwide, the number of new registra- tions went up to 79.7 million vehicles. However, market dynam- ics varied across regions. In China, growth in the automobile sec- tor was primarily driven by local providers in the entry-level seg- ment. Key automobile markets developed as follows during the report- ing period: International automobile markets Change compared to previous year in % Europe + 1.1 thereof Germany – 1.0 thereof France – 3.2 thereof Italy – 0.8 thereof Spain + 8.5 thereof UK + 2.6 USA + 2.5 China + 4.6 Japan – 6.9 South Korea – 4.2 Total + 3.3 International motorcycle markets (500 cc plus) record growth In 2024, international motorcycle markets in the 500 cc plus class developed positively year on year (+8.3%). European mar- kets recorded a significant overall growth of 11.7%. Among the major motorcycle markets, Germany (+18.4%) and Spain (+18.1%) made strong contributions to this performance. Italy also recorded a significant increase of 12.7% year on year. The US market grew by 0.8% compared to the previous year. The Chinese motorcycle market saw a significant contraction (–10.6%). In Brazil, motorcycle registrations were up sharply, with year-on-year increase of 12.7%. Registration figures for in- ternational motorcycle markets developed as follows in the re- porting year 2024: International motorcycle markets Change compared to previous year in % Europe + 11.7 thereof Germany + 18.4 thereof France + 1.7 thereof Italy + 12.7 thereof Spain + 18.1 Americas + 5.8 thereof USA + 0.8 thereof Brazil + 12.7 Asia + 1.4 thereof China – 10.6 Total + 8.3

69 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance COMPARISON OF FORECASTS WITH ACTUAL OUTCOMES After a strong first half of 2024 in line with expectations, the BMW Group adjusted its forecast for the full year in September. The adjustment was due to delivery stops linked to the Inte- grated Brake System (IBS) that is provided by a supplier, as well as still muted demand in China. By the end of the year, the BMW Group’s actual business performance was in line with the adjusted outlook. Overall, volumes were slightly below the previ- ous year’s level. Selling prices were also down slightly. Personnel and supply chain costs continued to rise in 2024 due to the high level of inflation in recent years. The carbon emissions of the new EU vehicle fleet were signifi- cantly below the mandatory thresholds applicable for the report- ing year. Due to the decline in production volumes, the reduction in carbon emissions per vehicle produced (Scope 1 and 2 emis- sions of the BMW Group sites) was less than initially planned at the beginning of the year. The following table summarises the development of the BMW Group’s key performance indicators in the financial year 2024 compared to the forecasts made in the BMW Group Report 2023. Detailed information on the BMW Group’s key performance indi- cators is provided below in conjunction with the analysis of the Group’s results of operations, financial position and net assets. The development of the most significant performance indicators is described in the relevant chapters on the Automotive, Motor- cycles and Financial Services segments. An explanation of the development of other non-financial performance indicators is in- cluded in the ↗ Sustainability Statement. BMW Group: Comparison of the forecast for 2024 with actual outcomes in 2024 Forecast for 2024 in 2023 Group Report Forecast revision during the year Actual outcome in 2024 G R O U P Profit before tax Slight decrease Q3: Significant decrease € million 10,971 (–35.8%) Significant decrease Workforce at year-end1 Slight increase 159,104 (+2.7%) Slight increase Share of women in management positions1 Slight increase % 21.7 (+4.3%) Slight increase A U T O M O T I V E S E G M E N T EBIT margin Between 8 and 10 Q3: Between 6 and 7 % 6.3 (–3.5% points) Return on capital employed (RoCE) Between 15 and 20 Q3: Between 11 and 13 % 11.4 (–8.8% points) Deliveries Slight increase Q3: Slight decrease units 2,450,854 (–4.0%) Slight decrease Share of all-electric cars in deliveries Significant increase % 17.4% (+18.4%) Significant increase CO₂ emissions EU new vehicle fleet1, 2 Slight reduction g/km 99.5 (–2.5%) Slight reduction CO₂e emissions per vehicle produced (scope 1 and 2 of BMW Group locations)1, 3 Moderate reduction Q3: Slight reduction tonnes 0.27 (–3.6%) Slight reduction M O T O R C Y C L E S S E G M E N T EBIT margin Between 8 and 10 Q3: Between 6 and 7 % 6.1 (–2.0% points) Return on capital employed (RoCE) Between 21 and 26 Q3: Between 14 and 16 % 15.5 (–6.6% points) Deliveries Slight increase Q3: In line with last year's level units 210,385 (+0.6%) In line with last year's level F I N A N C I A L S E R V I C E S S E G M E N T Return on equity (RoE) Between 14 and 17 Q2: Between 15 and 18 % 15.1 (–2.1% points) 1 Definition of performance indicators in line with the outlook for 2024. From the financial year 2025 onwards, changes will result from the switch to ESRS reporting and new strategic targets relating to CO2e emissions, see ↗ Performance Indicators and Performance Management. 2 EU-27 countries including Norway and Iceland; with effect from 2021, figures are calculated in line with WLTP (Worldwide Harmonised Light Vehicles Test Procedure). This is a preliminary internal calculation with a potential variation of +/– 0.5 g CO2/km, as official registration figures from the authorities are not available for all EU states. Figures officially published by the European Commission are not expected to be available until November of the following year. Including an allowance for eco-innovations (amounts of minor significance). 3 See ↗ Glossary and Explanation of Key Figures for the definition.

70 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance FINANCIAL POSITION EARNINGS PERFORMANCE OF THE BMW GROUP BMW Group Condensed Income Statement in € million 2024 2023 Change in % Revenues 142,380 155,498 – 8.4 Cost of sales – 119,485 – 125,809 5.0 Gross profit 22,895 29,689 – 22.9 Selling and administrative expenses – 11,296 – 11,025 – 2.5 Other operating income and expenses – 90 – 182 50.5 Profit before financial result 11,509 18,482 – 37.7 Financial result – 538 – 1,386 61.2 Profit before tax 10,971 17,096 – 35.8 Income taxes – 3,293 – 4,931 33.2 Net profit 7,678 12,165 – 36.9 Earnings per share of common stock in € 11.62 17.67 – 34.2 Earnings per share of preferred stock in € 11.64 17.69 – 34.2 in % 2024 2023 Change in % points Gross profit margin1 16.1 19.1 – 3.0 Pre-tax return on sales2 7.7 11.0 – 3.3 Post-tax return on sales3 5.4 7.8 – 2.4 Effective tax rate4 30.0 28.8 1.2 1 Gross profit as a percentage of Group revenues. 2 Group profit before tax as a percentage of Group revenues. 3 Group net profit as a percentage of Group revenues. 4 Income taxes as a percentage of Group profit before tax. Group revenues by region were as follows: BMW Group revenues by region in % 2024 2023 Europe 42.7 37.7 Asia 32.7 36.4 Americas 22.4 23.9 Other regions 2.2 2.0 Group 100.0 100.0

71 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance Moderate decline in Group revenues* » Group revenues in the financial year 2024 were moderately lower than in the previous year (2024: € 142,380 million; 2023: € 155,498 million; –8.4%, adjusted for currency effects: –7.8%). The main reasons for this were lower sales volumes and a decline in selling prices in the Automotive segment. The pricing measures brought forward from the previous year partially com- pensated for the impact of increased competition on vehicle prices. The situation in China was particularly challenging during the financial year 2024. Although the market grew as a whole, the BMW Group’s sales volume decreased and fell short of ex- pectations. One of the reasons for this was the continued slow- down in consumer spending on vehicles in higher price seg- ments, which did not improve noticeably despite government support measures. Sales were also affected by vehicle delivery stops for vehicles linked to the supplied IBS. In the Financial Ser- vices segment, the upturn in revenues from credit financing for dealerships and retail customers was largely driven by a rise in contract values and expanded dealership inventories. The amount of revenues eliminated on consolidation rose due to the upturn in new leasing business. This development had a consid- erable negative impact on Group revenues. The cost of sales decreased in the reporting year due to lower manufacturing costs as a result of the lower production volumes. Warranty expenses went down in the reporting year. Both the lower sales volumes and increased eliminations in connection with the rise in new leasing business reduced additions to war- ranty provisions compared to the previous year. The previous year was affected by increased additions in connection with air- bags with inflators from the supplier ARC and the remeasure- ment of the provision for the exhaust gas recirculation cooler (EGR). Although increased additions were required in 2024 for recalls linked to the supplied IBS, additions to warranty provi- sions were lower than in the previous year as expected. Further- more, the provision relating to the supplier ARC was reversed, which resulted in a higher level of reversals compared to the pre- vious year. By contrast, increased expenses in connection with the supplier network had a negative impact compared to the pre- vious year. In the Financial Services segment, the cost of sales increased due to portfolio growth and a rise in refinancing costs. The Group’s research and development expenses increased slightly by 1.4% year on year. The BMW Group’s research and development expenditure to- talled € 9,078 million, as expected well above the previous year’s level (2023: € 7,755 million; +17.1%). The increase was primarily related to the cross-series digitalisation and electrifica- tion of the vehicle fleet. In addition, new models are being devel- oped, such as the successors to the BMW X3 and X5 models as well as further models in the NEUE KLASSE. As a consequence of the related higher costs in combination with lower revenues, the research and development expenditure ratio also increased. The capitalisation rate rose by 5.2 percentage points to 38.8% (2023: 33.6%) due to model-related factors. Selling and administrative costs increased slightly by 2.5% year on year, mainly due to increased administrative costs related to IT projects and software licences as well as higher personnel costs. The ratio of selling and administrative expenses to reve- nues rose to 7.9% (2023: 7.1%). Depreciation and amortisation on property, plant and equipment and intangible assets recorded in cost of sales as well as in sell- ing and administrative expenses totalled € 8,650 million (2023: € 8,974 million). The negative net amount of other operating income and ex- penses improved year on year, mainly due to gains arising on foreign currency transactions. Profit before financial result fell to € 11,509 million (2023: € 18,482 million; –37.7%), mainly due to the various factors de- scribed above. The financial result improved significantly to a net negative amount of € 538 million (2023: net negative amount of € 1,386 million). The negative financial result was attributable to fair value measurement losses on interest rate hedging transac- tions, which, however, had less of a negative impact in the re- porting period than in the previous year. « * This section contains disclosures in line with ESRS 2 SBM-1.42b); ESRS 2 SBM-3.48d). in € million 2024 2023 Change in % Manufacturing costs 75,680 82,549 – 8.3 Cost of sales relating to financial services business 30,277 27,764 9.1 thereof interest expense relating to financial services business 4,902 3,554 37.9 Research and development expenses 7,642 7,538 1.4 thereof amortisation of capitalised development costs 2,089 2,387 – 12.5 Expenses for service contracts, telematics and roadside assistance 2,885 2,780 3.8 Warranty expenditure 1,964 3,782 – 48.1 Other cost of sales 1,037 1,396 – 25.7 Cost of sales 119,485 125,809 – 5.0 BMW Group cost of sales

72 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance » Overall, Group profit before tax amounted to € 10,971 million and – in line with the most recent forecast – was significantly down year on year (2023: € 17,096 million). At € 3,293 million (2023: € 4,931 million; –33.2%), income tax expense in the reporting year was significantly lower than in the previous year due to the downturn in pre-tax profit. The effective tax rate was 30.0% (2023: 28.8%). « The size of the workforce on the reporting date was slightly higher than one year earlier at 159,1043, which was in line with expectations (2023: 154,950; +2.7%). Share buyback programme continued as planned At the Annual General Meeting of BMW AG held on 11 May 2022, the shareholders authorised the Board of Man- agement to acquire treasury shares via the stock exchange, up to a maximum of 10% of the share capital in place at the date of the resolution or – if this value is lower – of the share capital in place at the time that the authorisation is exercised, and to re- deem those shares without any further action required by the An- nual General Meeting. The buyback authorisation remains valid until 10 May 2027. Based on this authorisation, BMW AG decided on a first share buyback programme in July 2022. The programme had a volume of up to € 2.0 billion (total purchase price excluding incidental ac- quisition costs), comprising up to € 1.85 billion for shares of common stock and up to € 0.15 billion for shares of preferred stock. The programme was launched on 1 July 2022 and ended on 30 June 2023. BMW AG repurchased a total of 22,199,529 shares of common stock for € 1,850 million and 1,923,871 pre- ferred shares for € 150 million. All shares from the first pro- gramme were redeemed in the third quarter 2023. On 3 May 2023, the Board of Management decided to initiate a second share buyback programme, which commenced on 3 July 2023. The programme has a volume of up to € 2 billion (total purchase price excluding incidental acquisition costs). The buy- back programme pertains to common and preferred stock. The volume of preferred stock is limited to a maximum of € 350 mil- lion. The first tranche of the second share buyback program was suc- cessfully completed on 1 December 2023. As part of this first tranche, a total of 4,218,363 shares of common stock and 942,892 shares of preferred stock were acquired between 3 July 2023 and 1 December 2023. A total purchase price (ex- cluding incidental acquisition costs) of around € 500 million was paid for the shares repurchased as part of this tranche. The second tranche of the second share buyback program was successfully completed on 3 June 2024. As part of this second tranche, a total of 4,075,525 shares of common stock and 975,717 shares of preferred stock were acquired between 2 January 2024 and 3 June 2024. A total purchase price (ex- cluding incidental acquisition costs) of around € 500 million was paid for the shares repurchased as part of this tranche. The third tranche of the second share buyback programme was successfully completed on 25 October 2024. As part of this third tranche, a total of 5,069,724 shares of common stock and 1,174,535 shares of preferred stock were acquired between 5 June 2024 and 25 October 2024. A total purchase price (exclud- ing incidental acquisition costs) of around € 500 million was paid for the shares repurchased as part of this tranche. As at 31 December 2024, BMW AG held a total of 16,456,756 treasury shares, corresponding to a nominal amount of € 16,456,756. Based on the authorisation granted by the An- nual General Meeting on 11 May 2022, BMW AG has acquired shares equivalent to 6.35% of the share capital in place at 31 December 2024. The fourth and final tranche of the second share buyback pro- gramme will be carried out in the period from 2 January 2025 to 30 April 2025 at the latest. 1 Research and development expenditure as a percentage of Group revenues. 2 Capitalised development costs as a percentage of research and development expenditure. 3 Performance indicator according to previous definition for 2024. in € million 2024 2023 Research and development expenditure 9,078 7,755 Capitalised development costs – 3,525 – 2,604 Amortisation 2,089 2,387 Research and development expenses 7,642 7,538 in % 2024 2023 Change in % points Research and development expenditure ratio1 6.4 5.0 1.4 Capitalisation rate2 38.8 33.6 5.2 BMW Group performance indicators relating to research and development expenses BMW Group research and development expenses

73 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance FINANCIAL POSITION OF THE BMW GROUP The consolidated cash flow statements for the Group and the Automotive and Financial Services segments show the sources and applications of cash flows for the 2024 and 2023 reporting years, classified according to operating, investing and financing activities. Cash and cash equivalents in the cash flow statements correspond to the amounts disclosed in the balance sheet. Cash flows from operating activities are determined indirectly, starting with Group/segment profit before tax. By contrast, cash flows from investing and financing activities are based on actual payments and receipts. Net cash inflow from operating activities totalled € 7,566 million for the BMW Group and primarily consists of profit before tax plus depreciation and amortisation of total tangible, intangible and in- vestment assets. Income taxes paid and the rise in leased prod- ucts and receivables from sales financing reduce the cash inflow. The decrease in cash inflow from operating activities compared to the previous year was largely due to the lower profit before tax as well as a largely volume-related increase in leased products and the change in provisions. The corresponding lower amount of income taxes paid and the favourable development of working capital only partially offset the overall decrease. Net cash outflow from the BMW Group’s investing activities amounted to € 11,369 million, a significant portion of which was related to investments made by the Automotive segment. The cash inflow from financing activities totalled € 5,766 million and was largely related to changes in financial liabilities. The year-on-year increase in cash inflow from financing activities mainly reflected increased borrowing. Repayments of financial li- abilities were in line with the previous year. The payment of dividends to other shareholders (non-controlling interests), the acquisition of treasury shares and the payment of dividends to BMW AG shareholders (2024: € 3,781 million, 2023: € 5,430 million) reduced the cash inflow from financing activities. Free cash flow for the Automotive segment was as follows: in € million 2024 2023 Change Cash inflow (+)/outflow (–) from operating activities 7,566 17,542 – 9,976 Cash inflow (+)/outflow (–) from investing activities – 11,369 – 9,548 – 1,821 Cash inflow (+)/outflow (–) from financing activities 5,766 – 6,859 12,625 Effects of exchange rate and changes in composition of segment – 3 – 678 675 Change in cash and cash equivalents 1,960 457 1,503 in € million 2024 2023 Change Cash inflow (+)/outflow (–) from operating activities 16,791 17,675 – 884 Cash inflow (+)/outflow (–) from investing activities – 11,100 – 9,373 – 1,727 Adjustment for net investment in marketable securities and investment funds – 839 – 1,360 521 Free cash flow Automotive segment 4,852 6,942 – 2,090 BMW Group cash flows Free cash flow Automotive segment

74 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance The Automotive segment generated a net cash inflow from op- erating activities amounting to € 16,791 million, which consisted of primarily profit before tax plus depreciation and amortisation of tangible, intangible and investment assets and interest re- ceived. Income taxes paid reduced the cash inflow. The decrease in cash inflow from operating activities compared to the previous year was largely due to the lower profit before tax and the change in provisions. The decrease in income taxes paid as well as positive changes in working capital had an offsetting effect. Inventories were in line with the previous year, while the reduction in trade payables was largely offset by the reduction in trade receivables. In the previous year, by contrast, an increase in inventories and a simultaneous reduction in liabilities led to a negative change in working capital. Net cash outflow from investing activities amounted to € 11,100 million, a significant portion of which was related to investments in property, plant and equipment and intangible assets, particu- larly in connection with the Group’s continued expansion of elec- tric mobility and NEUE KLASSE models. The sale of marketable securities reduced cash outflows from investing activities. The Automotive segment generated a free cash flow totalling € 4,852 million (2023: € 6,942 million) at 31 December 2024. Automotive-related net financial assets comprised the following: Cash and cash equivalents held by the Financial Services seg- ment changed as follows: In the Financial Services segment, the net cash outflow from op- erating activities amounted to € 8,387 million, and primarily re- sulted from the increase in leased products and receivables from sales financing. Profit before tax reduced net cash outflow. The stronger volume-related increase in leased products com- pared to the previous year had a particularly noteworthy impact on the cash outflow from operating activities. The cash inflow from financing activities totalled € 8,538 million. Compared to the previous year, intragroup refinancing increased particularly in connection with the financing of the higher level of leased products and receivables from sales financing. Proceeds from the issue of external financial liabilities and repayments of external financial liabilities were in line with the previous year. 1 The 2024 Half-Year Report was the first report in which disclosures of the net financial assets of the Automotive segment were expanded in scope. For comparison purposes, the figures as at 31 December 2023 have been adjusted accordingly. 2 Excluding derivative financial instruments. in € million 2024 2023 Change Cash and cash equivalents 14,882 13,682 1,200 Marketable securities and investment funds 1,001 1,782 – 781 Intragroup net financial assets 33,844 32,832 1,012 Financial assets 49,727 48,296 1,431 Less: external financial liabilities2 – 3,948 – 2,794 – 1,154 Net financial assets Automotive 45,779 45,502 277 in € million 2024 2023 Change Cash inflow (+)/outflow (–) from operating activities – 8,387 488 – 8,875 Cash inflow (+)/outflow (–) from investing activities – 81 6 – 87 Cash inflow (+)/outflow (–) from financing activities 8,538 – 750 9,288 Effects of exchange rate and changes in composition of segment – 57 – 184 127 Change in cash and cash equivalents 13 – 440 453 Cash flows Financial Services segment Net financial assets – Automotive1

75 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance FINANCING ACTIVITIES A broad range of instruments on international money and capital markets is used to finance worldwide operations. The funds raised are used almost exclusively to refinance the BMW Group’s Financial Services business. The overall objective of Group fi- nancing is to ensure the solvency of the BMW Group at all times, focusing on three areas: 1. The ability to act through permanent access to strategically important capital markets 2. Autonomy through the diversification of refinancing instru- ments and investors 3. A focus on value through the optimisation of financing costs Financing measures undertaken at corporate level ensure ac- cess to liquidity for the Group’s operating subsidiaries at stand- ard market conditions and consistent credit terms. Funds are ac- quired in line with a target liability structure, comprising a well- balanced mix of financing instruments. The use of longer-term instruments to refinance the Group’s Financial Services business and the maintenance of a sufficiently high liquidity reserve serves to rule out any liquidity risk intrinsic to the portfolio. This con- servative financial approach also has a favourable effect on the Group’s rating. Further information is provided in the section Li- quidity Risks under ↗ Risks and Opportunities. Focused capital market management, good ratings and the high level of acceptance enjoyed by the BMW Group on the world’s debt capital markets enabled it to refinance itself on those mar- kets on favourable terms during the 12-month period under re- port. In addition to bonds, the BMW Group also issued commer- cial paper. Furthermore, retail customer and dealership financing receiva- bles, rights and obligations from leasing contracts, as well as col- lateral interests in the financed vehicles, were transferred to structured entities that securitise them and place them as collat- eralised securities on the capital market as part of the Group’s asset-backed securities financing arrangements (ABS financ- ing). Specific banking instruments, such as the customer deposits at the Group’s own banks in Germany and the USA, were also de- ployed for financing purposes. In addition, loans were taken out from international banks. During the reporting period, the BMW Group issued bonds total- ling approximately € 19.0 billion. The BMW Group refinanced it- self by means of 144A transactions with a total volume of USD 7.0 billion on the US capital market and by means of so- called Panda bonds with a volume of CNY 7.0 billion on the Chi- nese capital market. Furthermore, the BMW Group issued, among others, three euro benchmark bonds totalling € 6.2 bil- lion, as well as a pound sterling benchmark bond of GBP 0.4 bil- lion, a Swiss franc bond of CHF 0.5 billion and two Canadian bonds of CAD0.9 billion on the international capital markets. ABS transactions with a total financing volume equivalent to € 14.7 billion were executed in 2024, including both new and rolled-over ABS transactions. During the reporting period, the BMW Group was party to ABS transactions in the following mar- kets: Australia, Canada, China, France, Germany, Japan, South Africa, South Korea, Switzerland, the USA and the UK. The following table provides an overview of amounts utilised at 31 December 2024 in connection with the BMW Group’s money and capital market programmes: Programmes Programme volume Amount utilised in € billion Euro medium-term notes 50.0 27.2 Commercial paper* 13.7 4.1 * Measured at the exchange rate as of 31 December 2024. The BMW Group continued to deploy robust liquidity-related measures throughout 2024 to ensure its ability to act flexibly and independently at all times. As at 31 December 2024, the liquidity reserve amounted to € 20.8 billion, which was above the previous year’s level (2023: € 19.5 billion). The BMW Group also has access to a syndicated credit line, which was renewed in June 2023. The syndicated credit line of € 8 billion has a term without exercising extension options until June 2028 and is provided by a consortium of 43 international banks. As at the reporting date, the credit line has not been used. Fur- ther information with respect to financial liabilities is provided in ↗ note [37] to the Group Financial Statements.

76 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance NET ASSETS POSITION OF THE BMW GROUP BMW Group Condensed Balance Sheet at 31 December in € million 2024 2023 Change in % Currency-adjusted change* in % Proportion of balance sheet total in % A S S E T S Intangible assets 20,220 20,022 1.0 – 0.4 7.6 Property, plant and equipment 39,581 35,266 12.2 10.4 14.8 Leased products 48,838 43,118 13.3 11.2 18.2 Investments accounted for using the equity method 553 443 24.8 24.8 0.2 Other investments 1,099 1,197 – 8.2 – 12.0 0.4 Receivables from sales financing 93,718 87,355 7.3 4.7 35.0 Financial assets 3,399 5,518 – 38.4 – 39.1 1.3 Deferred and current tax 4,560 3,630 25.6 23.4 1.7 Other assets 9,256 9,133 1.3 0.8 3.5 Inventories 24,387 23,719 2.8 1.1 9.1 Trade receivables 2,834 4,162 – 31.9 – 33.2 1.1 Cash and cash equivalents 19,287 17,327 11.3 10.4 7.2 Total assets 267,732 250,890 6.7 4.8 100.0 E Q U I T Y A N D L I A B I L I T I E S Equity 95,003 92,923 2.2 0.7 35.5 Pension provisions 222 427 – 48.0 – 48.7 0.1 Other provisions 16,373 17,037 – 3.9 – 5.2 6.1 Deferred and current tax 3,752 4,198 – 10.6 – 10.9 1.4 Financial liabilities 111,261 95,010 17.1 14.3 41.6 Trade payables 14,126 15,547 – 9.1 – 10.6 5.3 Other liabilities 26,995 25,748 4.8 3.1 10.1 Total equity and liabilities 267,732 250,890 6.7 4.8 100.0 * The adjustment for exchange rate factors is calculated by applying the relevant current exchange rates to the prior-year figures. The Group’s total assets were slightly higher year on year at the end of the reporting year 2024 on a currency-adjusted basis. Positive currency effects, particularly those related to the US dol- lar and the Chinese renminbi, led to a 6.7% increase in total as- sets.* As at the reporting date, intangible assets were at the same level as the previous year when adjusted for currency effects. The main reason for this was the amortisation of the reacquired rights and dealership relationships from the acquisition of BMW Bril- liance. These effects were offset by higher additions to capital- ised development costs. Adjusted for currency effects, property, plant and equipment was up by 10.4% year on year. This rise was largely due to higher investments in the sixth generation of electric drivetrains, as well as for NEUE KLASSE vehicle projects such as the new BMW X3 and X5 Series. The capital expenditure ratio reached 6.4% (2023: 5.7%); excluding right-of-use assets, it stood at 5.7% (2023: 4.9%). Leased products were significantly higher than in the previous year on a currency-adjusted basis, driven by the rise in new leas- ing business and the increase in the average financing volume. The number of contracts in place increased slightly to a total of 1,740,720 contracts (2023: 1,712,330 contracts; +1.7%). Receivables from sales financing were up slightly at the end of the reporting period on a currency-adjusted basis. This was pri- marily due to the growth in retail customer financing, which in- cluded a higher average financing volume, as well as the in- crease in dealership financing, which reflected the rise in the number of contracts as well as higher contract values, particularly in the USA and the UK. In China, the lower volume of retail cus- tomer financing held down the increase in receivables. The main reason for this was the ongoing strong competition with local banks.

77 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance The managed contract portfolio of financed vehicles fell by 3.2% compared to the Group Financial Statements 2023 to 3,485,273 contracts. Group equity rose to € 95,003 million, with the increase resulting primarily from the Group net profit of € 7,678 million (2023: € 12,165 million). Equity attributable to shareholders of BMW AG rose to € 92,315 million. This increase was mainly due to the net profit for the year attributable to shareholders of BMW AG amounting to € 7,290 million. The dividend payout amounting to € 3,781 mil- lion reduced Group equity and, to an equal extent, equity attribut- able to BMW AG shareholders. The continued share buyback programme also reduced equity attributable to shareholders of the BMW Group. Pension obligations stood at € 222 million, significantly down on the previous year (2023: € 427 million). The decrease was due in particular to actuarial gains as a result of higher discount rates. Other provisions decreased moderately year on year on a cur- rency-adjusted basis. This was due to the lower level of person- nel-related obligations, in particular for profit-sharing payments and long-service awards. Currency-adjusted financial liabilities went up year on year due to the higher level of bonds and liabilities to banks. The backdrop to this was the increased financing requirement resulting from business growth in the Financial Services segment. BMW Group equity ratio* in % 31.12.2024 31.12.2023 Change in % points Group 35.5 37.0 – 1.5 Automotive segment 40.5 43.1 – 2.6 Financial Services segment 10.3 11.0 – 0.7 * Equity in each case as a percentage of corresponding balance sheet total.

78 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance VALUE ADDED STATEMENT The value added statement shows the value of work performed by the BMW Group during the financial year, less the value of work bought in. Depreciation and amortisation, cost of materials, and other expenses are treated as bought-in costs in the net value added calculation. The allocation statement applies value added to each of the participants involved in the value added pro- cess. The bulk of the net value added benefits the employees. The proportion remaining in the Group is retained to finance fu- ture operations. The gross value added amount treats deprecia- tion and amortisation as a component of value added which, in the allocation statement, would be treated as internal financing. Net value added by the BMW Group declined in 2024 due to lower year-on-year earnings. BMW Group value added statement 2024 in € million 2024 in % 2023 in € million 2023 in % Change in % W O R K P E R F O R M E D Revenues 142,380 99.2 155,498 100.1 – 8.4 Financial income – 325 – 0.2 – 1,227 – 0.8 – Other income 1,411 1.0 1,045 0.7 35.0 Total output 143,466 100.0 155,316 100.0 – 7.6 Cost of materials* 83,572 58.3 82,527 53.1 1.3 Other expenses 14,232 9.9 22,609 14.6 – 37.1 Bought-in costs 97,804 68.2 105,136 67.7 – 7.0 Gross value added 45,662 31.8 50,180 32.3 – 9.0 Depreciation and amortisation of total tangible, intangible and investment assets 14,628 10.2 14,565 9.4 0.4 Net value added 31,034 21.6 35,615 22.9 – 12.9 A L L O C A T I O N Employees 15,122 48.7 14,721 41.3 2.7 Providers of finance 5,061 16.3 3,665 10.3 38.1 Government/public sector 3,173 10.2 5,064 14.2 – 37.3 Shareholders 2,677 8.6 3,802 10.7 – 29.6 Group 4,613 14.9 7,488 21.0 – 38.4 Non-controlling interests 388 1.3 875 2.5 – Net value added 31,034 100.0 35,615 100.0 – 12.9 * Cost of materials comprises all primary material costs incurred for vehicle production plus ancillary material costs (such as customs duties, insurance premiums and freight).

79 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance COURSE OF BUSINESS AND SEGMENTS 1 AUTOMOTIVE SEGMENT BMW Group maintains strong market position » The BMW Group confirmed its strong market position in the re- porting year 2024 with sales growth in Europe and the Americas. The BMW brand gained additional market share in European markets in particular, while also maintaining its leading market position in China. Globally, BMW was the leader in the premium segment. The systematic ramp-up of electric mobility was also a further driver of growth in 2024. In particular, BEV deliveries across all brands saw a significant increase of 13.5%. The BMW, MINI and Rolls-Royce brands provide a broad yet cus- tomised range of premium automobiles to meet different cus- tomer needs. The BMW Group’s openness to technology is re- flected in the drivetrain systems available, encompassing all- electric models (BEV), state-of-the-art plug-in hybrids (PHEV) and highly efficient combustion engines. Deliveries2 of BMW Group vehicles totalled 2,450,854 units in the reporting year, representing a slight decrease on the previous year (2023: 2,554,183 units; -4.0%) and in line with the Group’s expectations as adjusted in the third quarter of 2024. This de- crease was largely due to delivery stops in the third quarter linked to the Integrated Brake System (IBS) provided by a supplier, as well as the challenging market situation in China. The BMW brand delivered a total of 2,200,217 automobiles to customers in the reporting year (2023: 2,252,793 units; –2.3%). For MINI, 2024 was a year for renewing its entire prod- uct portfolio. In this context, deliveries fell to 244,925 automo- biles (2023: 295,358 units; –17.1%). Rolls-Royce, the prestig- ious luxury brand, delivered 5,712 automobiles to customers, down on the previous year in line with expectations, owing to planned model changeovers and subdued demand in China (2023: 6,032 units; –5.3%). « Significant growth for all-electric vehicles » The BMW Group has at least one electrified model in each of its segments. Demand for all-electric automobiles across all three brands generated significant growth in sales in 2024, with a total of 426,536 vehicles sold (2023: 375,716 units; +13.5%). The number of electrified vehicles (BEV and PHEV) delivered to customers in the reporting year rose to a total of 593,150 units (2023: 565,875 units; +4.8%). The share of all-electric automobile deliveries increased in 2024 to 17.4% (2023: 14.7%), while electrified vehicles accounted for a total share of 24.2% (2023: 22.2%). The increasing electrifi- cation of the product portfolio had a positive effect on the devel- opment of fleet carbon emissions. ↗ Climate change mitigation and adaptation as a key part of the corporate strategy « BMW Group deliveries of electrified models in units 2024 2023 Change in % BEV 426,536 375,716 13.5 BMW 368,475 330,197 11.6 MINI 56,171 45,193 24.3 Rolls-Royce 1,890 326 479.8 PHEV 166,614 190,159 – 12.4 BMW 164,172 173,878 – 5.6 MINI 2,442 16,281 – 85.0 Total 593,150 565,875 4.8 1 This section contains disclosures in line with ESRS 2 SBM-1.40a) i.; 42b). 2 See ↗ Glossary for definition of deliveries. Retail vehicle deliveries during a given reporting period do not correlate directly to the revenues that the BMW Group recognises in respect of such report- ing period. 3 ↗ Consumption and Carbon Disclosures. 3 3

80 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance BMW Group deliveries of vehicles by region and market in 1,000 units 2024 2023 2022 2021 2020 Europe 948.5 943.0 878.5 949.1 913.6 thereof Germany 265.7 272.6 254.3 266.8 285.0 thereof UK 168.8 159.2 157.3 164.3 163.2 Americas 482.7 482.0 441.5 451.7 379.7 thereof USA 399.3 397.3 363.5 368.0 307.9 Asia 963.6 1,073.1 1,031.0 1,067.9 986.5 thereof China 715.2 826.3 793.5 847.9 778.4 Other markets 56.1 56.1 48.6 52.8 45.4 Total 2,450.9 2,554.2 2,399.6 2,521.5 2,325.2 BMW Group – largest automobile markets in 2024 (2023) in % of sales Sales growth for BMW in Europe and the Americas » The core BMW brand recorded sales growth in 2024 in Euro- pean markets and the USA. The brand expanded its market share primarily in Europe and confirmed its leading position in the global premium segment. In particular, sustained high de- mand for all-electric automobiles counteracted the overall down- ward trend recorded during the reporting year, with the brand’s BEV sales rising to 368,475 vehicles (2023: 330,197 units; +11.6%). In total, the brand delivered 2,200,217 units to cus- tomers (2023: 2,252,793 units; –2.3%). The X Family models were one again among the most popular BMW models over the course of the year. The BMW X1* in particular achieved double- digit growth rates. Demand for the all-electric version of this suc- cessful model accounted for more than one in five of the vehicles delivered. The BMW iX1* was also the BMW brand’s most suc- cessful BEV model in the reporting year. « New BMW products » 2024 was a year of significant new products for the BMW brand. The launch of the new BMW X2* – which is also available for the first time as the all-electric model BMW iX2* – kicked off the year in March. The new BMW 5 Series Touring* is now avail- able across all drivetrain types following the introduction of the all-electric variant in May 2024 and exemplifies the technology openness that characterises the BMW Group. The brand also presented further revisions to the successful BMW 3 Series and 4 Series in the first half of the year. Now in their fourth generation, two successful models – the new BMW X3* and the new BMW 1 Series – celebrated their launch in autumn, which also marked the 20-year anniversary of the successful BMW 1 Series. The new BMW 2 Series Gran Coupé* was presented to the public in October and is set to launch in spring 2025. The remainder of 2025 will be dominated by the NEUE KLASSE. The first NEUE KLASSE model will have its world premiere in the second half of 2025, with production starting towards the end of the year. « * ↗ Consumption and Carbon Disclosures. China 29.2 (32.3) USA 16.3 (15.6) Germany 10.8 (10.7) UK 6.9 (6.2) South Korea 3.5 (3.3) France 3.4 (3.4) Italy 3.3 (3.1) Other 26.6 (25.4) *

81 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance Deliveries of BMW vehicles by model series in units 2024 2023 Change in % Share of BMW deliveries 2024 in % BMW 1 Series/BMW 2 Series 198,226 225,827 – 12.2 9.0 BMW 3 Series/BMW 4 Series 519,228 558,462 – 7.0 23.6 BMW 5 Series/BMW 6 Series 250,674 273,877 – 8.5 11.4 BMW 7 Series/BMW 8 Series 56,542 59,763 – 5.4 2.6 BMW Z4 10,482 10,957 – 4.3 0.5 BMW X1/X2 413,386 318,051 30.0 18.8 BMW X3/X4 370,198 405,562 – 8.7 16.8 BMW X5/X6 275,318 280,684 – 1.9 12.5 BMW X7 59,949 61,117 – 1.9 2.7 BMW iX 38,365 50,989 – 24.8 1.7 BMW XM 7,813 6,749 15.8 0.4 BMW i3/i8 36 755 – 95.2 – BMW total 2,200,217 2,252,793 – 2.3 100.0 thereof BEV 368,475 330,197 11.6 16.7 thereof PHEV 164,172 173,878 – 5.6 7.5 BMW M sets new sales record » BMW M ended the reporting year with another sales record. With a total of 206,587 performance and high-performance ve- hicles delivered, BMW M exceeded the record figure from the previous year (2023: 202,431 units; +2.1%). This means that almost one in ten BMW brand vehicles delivered in 2024 was a BMW M model. The most sought-after model was again the all- electric BMW i4 M50*. Electrified vehicles continued to make inroads within the high- performance class in 2024, with the new version of the BMW M5* and the BMW M5 Touring* launching at the end of the year. Both models are available for the first time as electrified PHEVs and had already received positive feedback in the inter- national trade press ahead of their launch. BMW M also pre- sented updates to the BMW M2*, BMW M3* and BMW M4* in the course of the year. Another special highlight was the presenta- tion of the special edition BMW M4 CS*, which will only be in pro- duction for a limited period of twelve months. « * ↗ Consumption and Carbon Disclosures * *

82 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance Deliveries of MINI vehicles by model variant in units 2024 2023 Change in % Share of MINI deliveries 2024 in % MINI Hatch (3- and 5-door) 128,635 155,607 – 17.3 52.5 MINI Convertible 18,994 32,141 – 40.9 7.8 MINI Clubman 10,693 24,207 – 55.8 4.4 MINI Countryman 80,971 83,403 – 2.9 33.1 MINI Aceman 5,632 – – 2.3 MINI total 244,925 295,358 – 17.1 100.0 Deliveries of Rolls-Royce automobiles by model variant in units 2024 2023 Change in % Phantom 413 505 – 18.2 Ghost 808 1,510 – 46.5 Wraith/Dawn 11 168 – 93.5 Cullinan 2,590 3,523 – 26.5 Spectre 1,890 326 479.8 Rolls-Royce total 5,712 6,032 – 5.3 New MINI Family launched » The MINI brand began the reporting year by renewing its entire product portfolio and therefore, as expected, delivered fewer ve- hicles than in the previous year (2024: 244,925 units; 2023: 295,358 units; –17.1%). Significant impetus for growth again came from the ongoing electrification of the brand’s portfolio, with all-electric models representing 22.9% of the brand’s total deliveries (2023: 15.3%). The MINI Cooper SE* was the brand’s best-selling model again in 2024. The share of electrified MINI models (BEV and PHEV models) was 23.9% (2023: 20.8%). This means that almost one in four MINI vehicles delivered was electrified. The MINI Aceman joined the MINI Family in 2024. The all-elec- tric crossover model has been available since autumn and has delighted customers with the go-kart feeling synonymous with MINI. The next member of the family will excite fans of fresh air, with the popular MINI Convertible* leaving the production line in Oxford again from the end of 2024 and available to purchase from early 2025. « Rolls-Royce – Bespoke sales at record level » The luxury brand Rolls-Royce delivered a total of 5,712 auto- mobiles to clients in the reporting year (2023: 6,032 units; –5.3%). The moderate reduction was in line with the marque´s planning and was attributable to model changeovers ahead of the launch of the new models Cullinan Series II* and Ghost Se- ries II*. Rolls-Royce was also somewhat affected by muted de- mand in the luxury segment of the Chinese market. The marque´s Bespoke programme, centred on creating value for cli- ents through highly individualised products, enjoyed great suc- cess. Bespoke content reached a new record level in 2024. In terms of the average value per motor car, Bespoke content value increased 10% year-on-year, reaching the highest level in the history of the marque. The most sought-after models in 2024 were the Rolls-Royce Cullinan* and the all-electric Rolls-Royce Spectre*. The Spectre* had a highly successful first full year of sales, with high demand worldwide. In Europe, it was the most requested model. The year 2025 will mark a high point in the history of the luxury brand, with the marque´s flagship, the Rolls-Royce Phantom, celebrating its centenary. « * ↗ Consumption and Carbon Disclosures. * *

83 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance Automotive segment earnings performance in line with expectations » Automotive segment revenues decreased moderately year on year to € 124,917 million (2023: € 132,277 million; –5.6%, currency-adjusted: –4.8%) against the backdrop of lower sales volumes and falling selling prices. Pricing measures brought for- ward from the previous year partially compensated for the impact of increased competition on vehicle prices. The situation in China was particularly challenging in the financial year 2024. Although the Chinese market grew as a whole, the BMW Group’s sales there went down and fell short of expectations. One of the rea- sons for this was the continued slowdown in consumer spending on vehicles in higher price segments, which did not improve no- ticeably despite government support measures. Sales were also affected in the reporting year by vehicle delivery stops linked to the supplied IBS. The segment’s cost of sales totalled € 107,729 million, slightly down on the previous year (2023: € 109,920 million; –2.0%). The decrease in manufacturing costs in the reporting period was largely due to volume-related effects, with lower warranty ex- penses also playing a role. The lower level of warranty expenses in 2024 reflects the reduction of additions to warranty provisions in light of lower sales volumes. The previous year was also af- fected by increased additions in connection with airbags with in- flators from the supplier ARC and the remeasurement of the pro- vision for the exhaust gas recirculation cooler (EGR). Although in- creased additions were required in the reporting year for recalls linked to the IBS, additions to warranty provisions were lower than in the previous year as expected. Furthermore, the provision relating to the supplier ARC was reversed, which resulted in a higher level of reversals compared to the previous year. By con- trast, increased expenses in connection with the supplier network had a negative impact compared to the previous year. The purchase price allocation of BMW Brilliance resulted in de- preciation and amortisation amounting to € 1.3 billion. The anticipated increase in research and development expendi- ture related largely to the cross-series digitalisation and electrifi- cation of the vehicle fleet. In addition, development work took place on new models such as the successors to the BMW X3 and X5 models as well as further in the NEUE KLASSE. Selling and administrative expenses rose slightly to € 9,357 mil- lion in the reporting period (2023: € 9,195 million; +1.8%), mainly due to higher personnel costs and, above all, IT costs, pri- marily for projects and software licences. The net amount of other operating income and expenses im- proved year on year, mainly due to gains arising on foreign cur- rency transactions. The various factors described above had a corresponding impact on earnings. At € 7,893 million, profit before financial result in the Automotive segment was significantly down on the previous year (2023: € 12,981 million; –39.2%). 1 Gross profit as a percentage of segment revenues. 2 Profit before financial result as percentage of segment revenues. At 6.3%, the EBIT margin for the segment was within the ad- justed target range of 6 to 7% in the reporting year (2023: 9.8%; –3.5 percentage points). The financial result of the Automotive segment was a net nega- tive amount of € 349 million, slightly down on the previous year (2023: net negative amount of € 339 million). The deterioration was mainly due to the downturn in the net interest result, largely as a consequence of higher expenses related to unwinding the discounting of provisions. Impairment losses recognised in the previous year on investments accounted for using the equity method had an offsetting impact. Profit before tax remained significantly lower in 2024 than in the previous year at € 7,544 million (2023: € 12,642 million). The Automotive segment’s return on capital employed (RoCE) for 2024 finished at 11.4% and was therefore within the forecast target range of 11 to 13% (2023: 20.2%; –8.8 percentage points). The decrease was primarily due to the lower profit before financial result. « in % 2024 2023 Change in % points A U T O M O T I V E Gross profit margin1 13.8 16.9 – 3.1 EBIT margin2 6.3 9.8 – 3.5 M O T O R C Y C L E S Gross profit margin1 15.5 17.4 – 1.9 EBIT margin2 6.1 8.1 – 2.0 BMW Group margins by segment

84 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance MOTORCYCLES SEGMENT BMW Motorrad sets new record » Deliveries* in the Motorcycles segment rose to a new high of 210,385 units (2023: 209,066 units; +0.6%). However, the subdued economic development was also felt in the Motorcycles business, particularly in China, but also in other regions. « Deliveries worldwide – solid sales growth in Germany and Brazil » Germany and markets in North and South America in particular contributed to the positive sales performance in the reporting pe- riod. A total of 118,704 motorcycles were delivered in Europe in 2024, slightly up on the previous year (2023: 116,011 units; +2.3%). In Germany, sales volume grew solidly by 8.3% to 26,177 units (2023: 24,176 units). While France finished the re- porting year down on 2023 with a total of 20,693 units (2023: 21,668 units; –4.5%), slight growth was recorded in Italy (2024: 16,617 units; 2023: 16,179 units; +2.7%) and Spain (2024: 13,009 units; 2023: 12,716 units; +2.3%). Deliveries of motorcycles also rose in the Americas to 47,692 units (2023: 46,184 units; +3.3%), with Brazil the main driver of growth. Solid growth was recorded in that country in 2024 with 15,267 units delivered (2023: 14,106 units; +8.2%). In the USA, deliveries reached 17,272 units, exceeding the previous year’s level (2023: 17,017 units; +1.5%). In Asia, sales on the Chinese market, in contrast, fell to 13,872 units (2023: 15,832 units; –12.4%). « Market launches during the reporting year » BMW Motorrad continued to renew its product portfolio in 2024, also adding another electric vehicle in the form of the CE 02 eParkourer. Other highlights included the new BMW R 1300 GS Adventure, which has been available since No- vember 2024, and the addition of the BMW M 1000 XR to the M Family. Three models in the Adventure segment – the F 900 GS, F 900 GS Adventure and the F 800 GS – were revised and launched in the first half of the year. The S 1000 XR was revised in the Sport segment. In the Heritage segment, the new versions of the R 12 nineT and the R 12 were added to the successful R nineT Family. « Deliveries of BMW motorcycles in 1,000 units BMW Group – largest motorcycle markets 2024 (2023) in % of sales * See ↗ Glossary for a definition of deliveries. Retail vehicle deliveries during a given reporting pe- riod do not correlate directly to the revenues that the BMW Group recognises in respect of such reporting period. 169.3 194.3 202.9 209.1 210.4 0 2020 2021 2022 2023 2024 Germany 12.4 (11.6) France 9.8 (10.4) USA 8.2 (8.1) Italy 7.9 (7.7) Brazil 7.3 (6.7) China 6.6 (7.6) Spain 6.2 (6.7) Other 41.6 (41.8)

85 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance New products unveiled by BMW Motorrad » BMW Motorrad presented six model updates during the report- ing year 2024. Three model updates were announced for the Roadster segment, namely the F 900 R (November), S 1000 R and M 1000 R (both December), which will be introduced to the market in 2025. Two highly dynamic Sport motorcycles followed with the presentation of the BMW S 1000 RR (October) and the M 1000 RR. The updated scooters C 400 GT and C 400 X, which are ideal for urban mobility, were launched in early 2025. « Motorcycles segment earnings performance within forecast target » The EBIT margin of the Motorcycles segment came in at 6.1% (2023: 8.1%) and therefore within the adjusted forecast range of 6 to 7%. Profit before tax in the reporting period amounted to € 198 mil- lion (2023: € 258 million; –23.3%). Favourable pricing and product mix effects were offset by higher material and develop- ment costs. The return on capital employed (ROCE) in the Motorcycles seg- ment for the reporting year came in at 15.5% and therefore within the adjusted expected range of 14 to 16% (2023: 22.1%; –6.6 percentage points). The year-on-year change reflected mainly the downturn in profit before tax on the one hand and the increase in net working capital due to a rise in average inventory levels on the other. « FINANCIAL SERVICES SEGMENT Solid increase in new business in reporting period » The number of new credit financing and leasing contracts went up by a robust 9.8% in the reporting period to a total of 1,693,876 (2023: 1,542,514 contracts). In addition to the at- tractive product portfolio, the growth was achieved through the seamless integration of the segment’s customer-oriented finan- cial services products and its close cooperation with dealerships. The share of new BMW Group vehicles either leased or financed by the Financial Services segment in the year under review stood at 42.6%* (2023: 38.2%; +4.4 percentage points). Out of the new contracts concluded in 2024, 352,807 contracts were for the credit financing and leasing of pre-owned BMW Group vehicles, 8.4% more than in the previous year (2023: 325,320 contracts). New leasing business increased significantly by 19.6% year on year and accounted for 36.6% of all new business in the report- ing year 2024. Credit financing also went up (+4.9%) and ac- counted for 63.4% of new business. The total new business volume of all credit financing and leas- ing contracts increased by a significant 12.5% year on year, reaching € 64,519 million (2023: € 57,333 million). In addition to the higher number of new contracts, a higher financing volume per vehicle also contributed to this growth. « New BMW Group vehicles leased or financed by the Financial Services segment* in % *The calculation only includes automobile markets in which the Financial Services segment is rep- resented by a consolidated entity. Contract portfolio of leased or financed vehicles in the Financial Services segment in 2024 in 1,000 units 28.4 29.7 24.8 22.1 22.6 21.4 20.8 16.2 16.1 20.0 49.8 50.5 41.0 38.2 42.6 0 2020 2021 2022 2023 2024 Financing Leasing 5,592 5,577 5,210 4,952 4,850 0 2020 2021 2022 2023 2024

86 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance » At 31 December 2024, a total of 4,850,121 contracts for credit financing and vehicle leasing were in place (31 December 2023: 4,952,318 contracts; –2.1%). In the Americas region, the number of contracts managed by the Financial Services segment remained similar to the previous year (–0.2%). While the number of contracts went up slightly in Oceania (+6.4%) and Europe (+1.0%), a downward trend was observed in Africa (–5.3%) and particularly in Asia (–12.6%). The significant drop in the number of contracts in Asia can be attributed to the continued strong competition in the Chinese financial services sector and lower sales by the Automotive segment in China. « Contract portfolio of leased or financed vehicles in the Financial Services segment in 2024 (2023) in % by regions Slight increase in fleet business » Under the brand name Alphabet, the Financial Services seg- ment offers credit financing and leasing contracts, as well as re- lated services, mainly to commercial customers as part of its fleet management business. As at the end of the reporting period, the segment had contracts in place for a fleet of 741,935 vehicles (2023: 720,094 units; +3.0%). Alphabet has been responsible for the management and mar- keting of part of the Group’s own fleet since the second quarter 2024. The purpose of this move is to optimise the utilisation and remarketing of the vehicles involved. These volumes will be con- tinuously expanded as part of the transition to the direct sales model in Europe. At the end of the reporting period, the segment had a total of 21,152 vehicles under its management. « Dealership financing up significantly on previous year » The total business volume of dealership financing at 31 De- cember 2024 stood at € 21,273 million significantly up com- pared to the end of the previous financial year (2023: € 18,941 million; +12.3%). The main driver of this growth was the higher average financing volume per vehicle. « Financial Services segment profit before tax down on previous year » Profit before tax reported by the Financial Services segment for the financial year 2024 totalled € 2,538 million (2023: € 2,962 million; –14.3%) and was therefore significantly down on the previous year. The main reason for the decline in earnings was lower results achieved on the remarketing of lease returns. Earnings were also impacted in the fourth quarter 2024 due to additions to provisions for legal risks in the UK and higher ex- penses for credit risk provisioning, particularly as a result of the challenging nature of the Chinese automobile market. The credit loss ratio for the entire financing portfolio was 0.26% in 2024 (2023: 0.18%). Business volume in balance sheet terms stood at € 151,117 million and was therefore solidly higher than one year earlier (2023: € 137,910 million; +9.6%). « Slight decline in earnings performance of Financial Services segment » Return on equity for the Financial Services segment was lower than in the previous year, finishing at 15.1% for the reporting year (2023: 17.2%; –2.1 percentage points). The RoE for 2024 was within the adjusted forecast of between 15 and 18%. « THE OTHER ENTITIES SEGMENT AND ELIMINATIONS The profit before tax of the Other Entities segment amounted to € 837 million (2023: loss before tax of € 100 million). The main reason for the improvement was the lower negative impact of the remeasurement of interest rate hedging transactions compared to the previous year. At the level of profit/loss before tax, eliminations fell to a net neg- ative amount of € 146 million (2023: net positive amount of € 1,334 million). In comparison to the previous year, higher elim- inations in 2024 due to the increased level of new leasing and credit financing business had a negative impact on the profit/loss before tax. Europe 55.5 (53.8) America 24.5 (24.1) Asia 17.8 (19.9) Africa 1.2 (1.2) Oceania 1.0 (0.9)

87 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance COMMENTS ON THE FINANCIAL STATEMENTS OF BMW AG Bayerische Motoren Werke Aktiengesellschaft (BMW AG), based in Munich, Germany, is the parent company of the BMW Group. The comments on the BMW Group and Automotive segment provided in earlier sections apply to BMW AG, unless presented differently in the following section. The Financial Statements of BMW AG are drawn up in accordance with the provisions of the German Commercial Code (HGB) and the relevant supplemen- tary requirements contained in the German Stock Corporation Act (AktG). The key financial performance indicator for BMW AG is the divi- dend payout ratio. This corresponds to the unappropriated profit of BMW AG in accordance with HGB in relation to the profit at- tributable to shareholders of BMW AG, based on the BMW Group’s net profit for the year. The key non-financial per- formance indicators are identical and concurrent with those of the BMW Group. These are described in detail in the ↗ Comparison of Forecasts with actual Outcomes section of the Combined Manage- ment Report. Differences in accounting treatments based on HGB (used for the Company Financial Statements) and the International Finan- cial Reporting Standards (IFRS) as adopted by the European Un- ion (used for the Group Financial Statements) are mainly to be found in connection with the capitalisation of intangible assets, the measurement of property, plant and equipment and invento- ries, the creation of valuation units, the recognition and measure- ment of financial instruments and provisions as well as the recognition of deferred tax. Differences also arise in the presen- tation of assets and liabilities and of items in the income state- ment. Business environment and review of operations The general and sector-specific environment of BMW AG is the same as that of the BMW Group and is described in the ↗ General and Sector-specific Environment section of the Combined Manage- ment Report. BMW AG develops, manufactures and sells automobiles and motorcycles as well as spare parts and accessories manufac- tured in house, by foreign subsidiaries and by external suppliers, and performs services related to these products. Sales activities are carried out primarily through branches, subsidiaries, inde- pendent dealerships, agents and importers. Automobile deliver- ies decreased by 73,330 units to 2,547,590 units in the finan- cial year 2024. This figure includes 586,016 units relating to se- ries sets supplied to BMW Brilliance Automotive Ltd., Shenyang, a decrease of 106,251 units compared with the previous year. As at 31 December 2024, BMW AG had 87,823 employees, plus 5,942 apprentices, interns and thesis students (31 Decem- ber 2023: 85,168 employees, plus 5,733 apprentices, interns and thesis students). The BMW Group had a strong first half of 2024 in line with ex- pectations. Business then slowed over the remainder of the year due to delivery stops and recalls linked to the Integrated Brake System (IBS) provided by a supplier, as well as ongoing muted demand in China. Maintaining a consistent focus on technology openness allows the BMW Group to develop innovative drive technologies and to respond in a flexible manner to market developments. BMW AG believes it is well-positioned on the basis of its robust strategy, balanced product range and continuous investment in research and development. BMW AG’s solid financial condition is reflected in the results of operations, financial position and net assets reported for the fi- nancial year 2024. Business developed in line with manage- ment’s adjusted expectations. This assessment also takes into account events after the end of the reporting period.

88 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance Results of operations BMW AG Income Statement in € million 2024 2023 Revenues 105,317 107,874 Cost of sales – 88,214 – 90,865 Gross profit 17,103 17,009 Selling expenses – 4,261 – 4,123 Administrative expenses – 4,068 – 3,824 Research and development expenses – 8,315 – 6,924 Other operating income 2,062 1,872 Other operating expenses – 1,953 – 2,067 Result on investments 3,917 3,592 Financial result – 378 – 84 Income taxes – 566 – 1,067 Profit after income tax 3,541 4,384 Other taxes – 17 – 18 Net profit 3,524 4,366 Transfer to revenue reserves – 847 – 564 Profit from the reduction of the share capital – 24 Transfer to capital reserves according to § 237 V AktG – – 24 Unappropriated profit available for distribution 2,677 3,802 Revenues decreased by € 2,557 million compared to the previ- ous year to € 105,317 million, largely as a result of a downturn in sales volumes. The contraction was mainly due to the Chinese market, where revenues fell by € 2,773 million. A positive devel- opment was recorded in Europe, where revenues grew by € 1,056 million. Revenues totalled € 105,317 million (2023: € 107,874 million), of which Group internal revenues accounted for € 81,138 million (2023: € 83,231 million) or 77.0% (2023: 77.2%). The € 2,651 million decrease in cost of sales to € 88,214 million was largely due to lower volumes and was almost proportional to the change in revenues. This line item also includes expenses for statutory and non-statutory warranty and product guarantee obligations, which decreased by € 510 million year-on-year due to remeasurements. Gross profit rose by € 94 million to € 17,103 million. Overall, selling expenses increased slightly, while general ad- ministrative costs recorded a solid increase. A large proportion of research and development expenses re- lated to NEUE KLASSE models, new vehicle models (including the successors to the BMW X3* and BMW X5*), the ongoing dig- italisation across different series and the electrification of the fleet. Research and development expenses rose accordingly by 20.1% year on year. Other operating income increased to € 2,062 million (2023: € 1,872 million), and comprised mainly gains arising on financial transactions and income from the reversal of other provisions. Other operating expenses decreased to € 1,953 million (2023: € 2,067 million) and mainly included expenses from financial transactions and additions to other provisions. Income from profit and loss transfer agreements with Group companies, reported in the line item Result on investments, in- creased significantly. This was essentially due to the increase in the profits of BMW INTEC Beteiligungs GmbH, Munich, which re- ceived a higher level of distributions from its subsidiaries, includ- ing BMW Holding B.V., The Hague. The financial result deteriorated by € 294 million compared to the previous year. The previous year mainly included higher gains arising on the fair value measurement of plan assets offset against pension obligations. Income taxes resulted primarily from the current tax calculation for the financial year. * ↗ Consumption and Carbon Disclosures.

89 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance After deducting the expense for taxes, the Company reported a net profit of € 3,524 million, compared to € 4,366 million in the previous year. Subject to the shareholders’ approval of the appropriation of re- sults at the Annual General Meeting, the unappropriated profit available for distribution amounts to € 2,677 million (2023: € 3,802 million). This translates to a payout ratio of 36.7% cal- culated based on the BMW AG shareholders’ portion of the BMW Group’s consolidated net profit in accordance with IFRS. The payout ratio thus remains within the forecast range of 30 to 40%, as in 2023 (33.7%). The payout ratio takes into account the number of shares entitled to dividends at 31 December 2024 and may change prior to the Annual General Meeting due to the ongoing share buyback pro- gramme. Financial and net assets position BMW AG Balance Sheet at 31 December in € million 2024 2023 in € million 2024 2023 A S S E T S E Q U I T Y A N D L I A B I L I T I E S Intangible assets 1,606 1,823 Subscribed capital 639 639 Property, plant and equipment 16,623 15,560 Nominal amount of own shares – 17 – 5 Investments 12,020 12,077 Capital reserves 2,450 2,450 Tangible, intangible and investment assets 30,249 29,460 Revenue reserves 10,926 11,046 Inventories 7,766 8,505 Unappropriated profit available for distribution 2,677 3,802 Trade receivables 1,005 1,349 Equity 16,675 17,932 Receivables from subsidiaries 13,546 16,398 Registered profit-sharing certificates 23 24 Other receivables and other assets 3,845 3,120 Pension provisions 1,848 2,231 Marketable securities 1,912 2,705 Other provisions 10,660 11,537 Cash and cash equivalents 8,142 6,145 Provisions 12,508 13,768 Current assets 36,216 38,222 Liabilities to banks – 35 Prepaid expenses 105 142 Trade payables 6,892 7,552 Liabilities to subsidiaries 23,949 22,648 Other liabilities 1,794 1,364 Liabilities 32,635 31,599 Deferred income 4,729 4,501 Total assets 66,570 67,824 Total equity and liabilities 66,570 67,824

90 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Performance Capital expenditure on intangible assets and property, plant and equipment in the year under report totalled € 3,699 million (2023: € 4,571 million) and was directed towards the electrifica- tion of the vehicle portfolio and models in the NEUE KLASSE, among other projects. Depreciation and amortisation amounted to € 2,766 million (2023: € 2,607 million). Investment assets remained in line with the previous year’s level and totalled € 12,020 million (2023: € 12,077 million). Inventories went down to € 7,766 million (2023: € 8,505 mil- lion), primarily due to a reduction in inventories of finished and unfinished goods, including a decrease in plant inventories and the intragroup transfer of part of the Group’s own fleet. Receivables from subsidiaries decreased to € 13,546 million (2023: € 16,398 million). In particular, trade receivables were down as a result of the overall decline in sales volumes in China compared to the previous year. The increase in other receivables and other assets to € 3,845 million (2023: € 3,120 million) was due in particular to repurchase agreements for financial instruments reported under other assets. Liquidity within the BMW Group is ensured by means of a liquid- ity concept applied uniformly across the Group. This involves concentrating a significant part of the Group’s liquidity at the level of BMW AG. An important instrument in this context is the cash pool based at BMW AG. Cash and cash equivalents increased by € 1,997 million to € 8,142 million, mainly due to the higher net cash inflow from operating activities as a result of reduced receivables from sub- sidiaries compared to the previous year. This was offset by vari- ous factors, in particular the cash outflows from financing activi- ties due to the payment of the dividend for the financial year 2023. Equity fell by € 1,257 million to € 16,675 million, mainly due to lower unappropriated profit available for distribution and lower revenue reserves as a result of the share buyback programmes. The dividend payment for the financial year 2023 totalled € 3,781 million. The equity ratio deteriorated from 26.4% to 25.0%. In order to secure pension obligations, cash funds totalling € 446 million (2023: € 430 million) were transferred to BMW Trust e. V., Munich, in conjunction with a Contractual Trust Ar- rangement (CTA), to be invested in plan assets. Plan assets amounting to € 13,390 million (2023: € 12,528 million) have been offset against the related guaranteed obligations. After offsetting pension plan assets against pension obligations, provisions for pensions decreased from € 2,231 million to € 1,848 million. Other provisions decreased from € 11,537 million to € 10,660 million. This was mainly due to the lower level of per- sonnel-related provisions as well as provisions for statutory and non-statutory warranty and product guarantee obligations. The rise in liabilities to subsidiaries to € 23,949 million (2023: € 22,648 million) was mainly due to the increase in financial lia- bilities in conjunction with the overall increase in the size of the cash pool. Deferred income went up by € 228 million to € 4,729 million and included primarily amounts for services still to be performed relating to service and maintenance contracts. Risks and opportunities BMW AG’s performance is essentially dependent on the same set of risks and opportunities that affect the BMW Group and which are described in detail in the ↗ Risks and Opportunities chapter of the Combined Management Report. As a general rule, BMW AG participates in the risks entered into by Group compa- nies in proportion to the respective shareholding percentage. At the same time, the result on investments has a significant impact on the earnings of BMW AG. BMW AG is integrated in the Group-wide risk management sys- tem and internal control system of the BMW Group. Further in- formation is provided in the ↗ Internal Control System chapter of the Combined Management Report. Outlook For the financial year 2025, BMW AG expects an unchanged div- idend payout ratio (unappropriated profit of BMW AG in accord- ance with HGB in relation to the Group net profit attributable to shareholders of BMW AG in accordance with IFRS) within the targeted range of between 30 and 40% (2024: 36.7%). Due to its significance in the Group and its close ties with Group companies, expectations for BMW AG with respect to its non-fi- nancial performance indicators correspond largely to the BMW Group’s outlook. This is described in detail in the ↗ Outlook chapter of the Combined Management Report. PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesell- schaft, Frankfurt am Main, Munich branch, has issued an unqual- ified audit opinion on the Company Financial Statements of BMW AG, of which the balance sheet and the income statement are presented here. For the purposes of their inclusion in the Company Register, the Company Financial Statements of BMW AG will be submitted electronically to the body that main- tains the Company Register and may be obtained via the Com- pany Register website. The financial statements are also availa- ble on the BMW Group website at ↗ www.bmwgroup.com/ir.

91 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement FOREWORD TO THE SUSTAINABILITY STATEMENT* The BMW Group is committed to making continuous progress. Its innovative expertise aims to systematically reduce resource requirements. Taking a 360° approach to sustainability is a cen- tral pillar of the BMW Group Strategy. The BMW Group believes that its ability to create value and per- form at a high level lies in balancing its economic, environmental and social responsibilities. The BMW Group has a long tradition of being responsible and forward-thinking when it comes to en- vironmental protection, our people and our commitment to soci- ety. It is only natural, then, that in recent years we have expanded our focus beyond our own operations to our entire value chain, including our upstream supply chains and the lifecycle of our products after they have been delivered to our customers. The Company pioneered sustainable business practices by ap- pointing the first environmental officer in the German automotive industry over fifty years ago. Today, its robust environmental management systems and approach to corporate responsibility continue to uphold the BMW Group’s high standards. The BMW Group is making its contribution to Europe's overarch- ing goal of climate neutrality by striving to achieve net zero car- bon emissions across its entire value chain by 2050 at the latest. The BMW Group’s ambitious sustainability targets are aligned with the 1.5°C pathway of the Paris Agreement for its CO2e emis- sions (Scope 1 and Scope 2) and the Well-Below-Two-Degree (WB2C) approach for CO2e emissions from the supply chain and the use phase of automobiles (Scope 3 categories Purchased Goods and Services, Downstream Transportation and Distribu- tions, Use of Sold Products). The Group’s holistic, science-based approach involves This is built on — permanent reduction of energy requirements (Scope 1 and 2 emissions of BMW Group locations), — making greater use of renewable energy (Scope 1 and 2 emissions of BMW Group locations), — using the latest technology to improve efficiency (Scope 3 Use of Sold Products), — using electricity from renewable sources as a criterion when awarding contracts to suppliers (Scope 3 Purchased Goods and Services), and — a continuously increasing secondary raw material quota (Scope 3 Purchased Goods and Services). The BMW Group offers its customers state-of-the-art drive tech- nology, regardless of the drivetrain type. The Company recog- nised the challenges now facing the entire automotive industry at an early stage and is taking the initiative to find solutions. The BMW Group has been reducing fuel consumption for many years by using innovative EfficientDynamics technologies to develop highly efficient engines, thus ensuring the increasingly efficient use of fossil fuels at an early stage. The expansion of the PHEV fleet marked a significant step towards drivetrain electrification and reduced the carbon emissions of the Group’s own vehicle fleet even further. The BMW Group’s entry into electromobility began over 15 years ago with the development of the all-electric BMW i3. The extensive experience gained since then continues to shape the BMW Group’s manufacturing processes for all-elec- tric models, which have become a success story for the BMW Group. In 2024, they accounted for 17.4% of total deliver- ies, making the BMW Group one of the world's most successful suppliers of all-electric vehicles. This robust strategy has deliv- ered measurable success, with the BMW Group regularly surpas- sing EU carbon targets for its fleet. Consistently strong rankings in prestigious rating schemes highlight the priority that the BMW Group places on sustainability. The NEUE KLASSE, a new model generation, will be launched in 2025. It was developed with a strong emphasis on efficiency and sustainability throughout the supply chain. At the same time, with the NEUE KLASSE, the BMW Group is vigorously pursuing its strategic approach to close material cycles and thus gradually move closer to circularity. The BMW Group intends to introduce a second all-electric and locally emission-free variant to be pow- ered by hydrogen fuel cells in 2028. Climate change mitigation is a top priority for the BMW Group. Between 1995 and 2020, the BMW Group halvedthe CO₂ emis- sions of its new car fleet in Europe, thanks in no small part to an unwavering commitment to EfficientDynamics technologies. The EfficientDynamics approach brings together highly efficient drivetrains, intelligent lightweight construction and optimised ve- hicle energy management systems. * Not part of ESRS reporting. SUSTAINABILITY STATEMENT

92 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement However, the BMW Group doesn’t restrict its commitment to tak- ing impactful action to its own vehicles. The Group takes a broader perspective which encompasses the entirety of the vehi- cle population, which comprises over 250 million automobiles in Europe alone. The greatest untapped area of potential when it comes to reducing carbon emissions from road traffic in the near future lies in increasing the renewable, carbon-neutral compo- nents in fuel. Since the phased introduction of the B-series petrol engine in 2015, the BMW Group’s petrol engines have been ap- proved for use with fuel containing up to 25% ethanol (E25), in- stead of fuel that meets the current E10 standard. This switch reduces CO₂e emissions by approximately 20% to 45%, de- pending on the composition of the rest of the fuel. Once the nec- essary legal frameworks have been established, fuels of this kind will be ready for widespread adoption. For diesel drivetrains, an alternative already exists: HVO100, a fuel derived from waste materials with 90% fewer carbon emissions. This fuel can be used in vehicles from the BMW Group thanks to the gradual in- troduction of the B-diesel engine generation, a process which be- gan in 2015. In this regard, the BMW Group is contributing in ad- vance with a pilot project: since early 2025, all diesel models pro- duced in Germany have been filled with non-fossil HVO100 as their first factory fill prior to delivery to retail partners. The BMW Group launched this pilot project to demonstrate that HVO100 is a fully viable and practical diesel substitute. As of January 2025, the BMW Group's vehicle fleet includes around 4.5 million diesel engines and over 13 million B-series petrol en- gines. By using a higher share of renewable fuels, these engines are playing a significant role in cutting CO₂e emissions. This approach reflects the BMW Group’s commitment to tech- nology openness: a high-quality mix of state-of-the-art, efficient drivetrain types makes an effective contribution to the reduction of CO2e emissions. In 2020, the BMW Group expanded its strategic target system beyond the boundaries of its own Company and formulated its own targets for the reduction of carbon emissions in the supply chain. The BMW Group uses integrated management systems to cover a wide range of measures, from definition of its own climate objectives to individual operational decisions. This approach allows the Group to ensure that resources are used efficiently while also providing transparent information about the effective- ness of these measures. The BMW Group believes that the im- plementation of a holistic circular economy has enormous poten- tial to further reduce the consumption of resources and drive for- ward the development of closed material cycles. In 2030, the BMW Group intends to reduce its carbon emissions levels by at least 40 million tonnes compared to 2019. To achieve this aim, the Group will focus on using renewable ener- gies in production, electrifying the vehicle fleet, and using elec- tricity from renewable sources along with secondary materials to decarbonise the supply chain. This new target replaces the pre- vious goal of reducing carbon emissions per vehicle by 40% over the same period. The BMW Group places great emphasis on the responsible and efficient use of resources of all types. Guided by the principles of Re:think, Re:duce, Re:use, Re:cycle, the BMW Group is working closely with its partners in the circular economy to close material loops within the automotive industry and integrate circularity into its processes. The Group also monitors its fresh water and en- ergy consumption levels on a consistent basis so that they can be minimised. The BMW Group is expanding its water treatment systems to minimise fresh water usage and maximise efficiency. The BMW Group can rely on its workforce to meet these ambi- tious goals. It encourages its employees to develop their strengths, with diversity playing an important role. The BMW Group places great emphasis on fostering an unprejudiced, ap- preciative and inclusive working environment where the benefits of diverse teams allow individuals to unfold their full potential. The BMW Group is consistently working towards its strategic goal of increasing the proportion of women in management po- sitions. The Group’s performance and ability to compete are en- hanced by strong teams with complementary strengths who work together to achieve the best solutions in a complex environ- ment. To this end, the Company continuously invests in building up the expertise of its workforce. Continuous training guarantees jobs. With “Just Transition”, the BMW Group is combining the transfor- mation with modern workplaces that guarantee safety and relia- bility for its workforce in a productive environment. In the BMW Group’s production network, entire plants are being trans- formed and geared towards electromobility while production continues. Highly regarded employer ratings consistently rank the BMW Group as one of the world’s most attractive employers. Cooperation with external partners is based on stable and estab- lished relationships, as well as the same values that are culti- vated within the BMW Group. These partnerships explore new technologies and develop innovations. For the BMW Group, up- holding environmental and social standards across its global supplier network is of the utmost importance. This includes, in particular, the respect of human rights. This commitment is an- chored in the Group’s own ethical principles and reinforced through risk analyses and monitoring. The BMW Group’s raw materials strategy and commitment to responsible resource management are integral parts of its holistic corporate strategy. This Sustainability Statement has been prepared in accordance with the European Sustainability Reporting Standards (ESRS). It is based on a double materiality assessment that considers both the inside-out and outside-in perspectives. According to the ESRS, companies must classify ESG topics as either material or non-material. The BMW Group . factors in effective, Group-wide mitigating actions which have already been implemented. Mate- riality is assessed at the lowest topic level (bottom-up approach). Accordingly, topics classified as non-material under ESRS may still hold significant importance for the BMW Group. Legally com- pliant behaviour is also a top priority for the BMW Group in these areas. Because of this, the results of a materiality assessment carried out by the Group on an ESRS basis may not be fully comparable with those of other companies. This means that a sustainability topic may be classified or reported on differently by different companies in the same sector due to their specific assessment criteria and frameworks.

93 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement P R I N C I P L E S A N D G E N E R A L D I S C L O S U R E S 95 General Basis for Preparation of the Sustainability Statement 96 Sustainability Strategy 97 Materiality Assessment 103 Material Impacts, Risks and Opportunities and their Interaction with Strategy and Business Model 105 Stakeholder Engagement 108 Principles of Governance by the Board of Management and Supervisory Board 113 Renumeration of the Board of Management and the Supervisory Board 114 Internal Control System for Sustainability Reporting 115 Statement on Due Diligence E N V I R O N M E N T A L I N F O R M A T I O N 117 Climate Change Mitigation and Adaptation 127 Holistic Environmental Management within the BMW Group 128 Energy Efficiency and renewable Energy 131 Reduction of Environmental Pollution 133 Responsible Use of Water Resources 137 Commitment to protecting Biodiversity 140 Circular Economy and Resource Use 147 EU Taxonomy S O C I A L I N F O R M A T I O N 161 Social Responsibility 163 Own Workforce 175 Social and Environmental Responsibility in the Supplier Network 181 Consumers and End-Users G O V E R N A N C E I N F O R M A T I O N 189 Combating Corruption and Bribery 191 Political Involvement and Lobbying Activities O T H E R E S G I N F O R M A T I O N 195 Other Environmental Information 199 Glossary and Explanation of Key Figures 228 List of material Impacts, Risks and Opportunities 234 List of phased-in Disclosure Requirements 234 List of Datapoints that derive from other EU Legislation 237 ESRS-Index SUSTAINABILITY STATEMENT IN ACCORDANCE WITH ESRS

94 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement PRINCIPLES AND GENERAL DISCLOSURES 95 General Basis for Preparation of the Sustainability Statement 96 Sustainability Strategy 96 Operating segments 96 Employees 96 Business model and value chain 96 Strategic position – Sustainability-related goals 97 Materiality Assessment 97 Procedure and methodological basis for the materiality assessment 99 Comparison with previous period and next review of results 99 Procedures for identifying and assessing material climate-related and environmental impacts, risks and opportunities 103 Material Impacts, Risks and Opportunities and their Interaction with Strategy and Business Model 103 Description of material impacts, risks and opportunities and their link to strategy and business model 104 Current financial effects of material risks and opportunities 105 Stakeholder Engagement 108 Principles of Governance by the Board of Management and Supervisory Board 108 Board of Management – Duties, diversity, expertise 110 Supervisory Board – Composition, diversity, expertise 111 Supervisory Board – Duties and committees 113 Renumeration of the Board of Management and the Supervisory Board 113 Board of Management 114 Supervisory Board 114 Internal Control System for the Sustainability Reporting 115 Statement on Due Diligence

95 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement GENERAL BASIS FOR PREPARATION OF THE SUSTAINABILITY STATEMENT This Sustainability Statement fulfils the requirements for the combined non-financial statement (NFS) in accordance with §§ 289b (1) and 315b (1) to 315c of the German Commercial Code (HGB). It therefore represents the Combined Non-financial Statement of the BMW Group and BMW AG. Unless stated oth- erwise, all information relates to both the BMW Group and BMW AG. We have adopted the delegated act outlined in Article 29b of Di- rective 2013/34/EU on sustainability reporting standards (the European Sustainability Reporting Standards [ESRS]) in full for the first time. Contrary to expectations, the ESRS are not cur- rently mandatory due to the fact that the Corporate Sustainability Reporting Directive was not adopted into German law by 31 De- cember 2024. Due to the future mandatory application, the ESRS are nevertheless already used as a framework for the NFE for the 2024 financial year on a voluntary basis. Because Group-level information is of relevance for our stake- holders, the NFS for BMW AG will not use a different framework. In principle, the policies, measures and targets described for the Group also apply to BMW AG. This Sustainability Statement also takes the following legal frameworks into account: — Taxonomy Regulation (Regulation (EU) 2020 /852 of the European Council and of the European Parliament on the Establishment of a Framework to Facilitate Sustainable In- vestment, and amending Regulation (EU) 2019 /2088) and its delegated acts — Book IX of the German Social Code: Rehabilitation and Par- ticipation of People with Disabilities (SGB IX) § 154 The Sustainability Statement also draws on the SASB standards published by the Sustainable Accounting Standards Board. They provide information about sector-specific disclosures. Footnotes are used to identify these disclosures as additional disclosures. An overview is available in the ↗ SASB Index. Some of the data points in this report refer to the 2021 GRI Standards of the Global Reporting Initiative (GRI). This Sustainability Statement is prepared on a consolidated ba- sis for the entire BMW Group. The Sustainability Statement co- vers all companies that are included in the reporting entity for the BMW Group’s Financial Statements. Subsidiaries are incorpo- rated in full, while joint operations are included on a proportion- ate basis. Similar to the Group Financial Statements, individual companies are not included in the Sustainability Statement if they are deemed immaterial. An overview of the companies that have been included is available in the ↗ List of Investments. Devia- tions from the Group reporting entity have been noted for the rel- evant disclosures. The Sustainability Statement covers the BMW Group’s own busi- ness activities along with its upstream and downstream value chain. The BMW Group’s ESRS-based materiality assessment has identified the impacts, risks and opportunities that are consid- ered material in accordance with ESRS. A detailed description of this materiality assessment is provided in the ↗ Materiality Assessment section. Whenever the identified material impacts, risks and opportunities can be assigned to the upstream or downstream value chain, the policies used to address them, the targets defined in relation to the material sustainability matters, and the measures that have been taken or planned to achieve strategic targets and objectives also apply across the upstream or downstream value chain. The parameters that have been determined and applied in this Sustainability Statement also include the value chain to the ex- tent that this is required by law or useful for the purpose of pre- senting and explaining a material sustainability-related issue. The BMW Group is making use of the option to omit certain in- formation relating to intellectual property, expertise or the results of innovations for the 2024 financial year (§ 289e HGB). The safeguard clause applies to the disclosures specified in ESRS E1-1.16c) and E1-3.29c). The safeguard clause referenced in ESRS 2 BP-1.5e) has not been used for the 2024 financial year. The timeframes for collecting and assessing material impacts, risks and opportunities are aligned with our long-term corporate planning. The short-term period corresponds to the reporting year. In terms of material impacts, risks and opportunities, the medium-term time horizon covers the period from 2025 to 2030. Accordingly, the long-term time horizon extends to the pe- riod after 2030. For the main climate-related impacts, risks and opportunities, the period from 2025 to 2035 is considered to be medium-term. The long-term period begins after 2035. The pe- riods for the material climate-related impacts, risks and opportu- nities correspond to the periods previously used in the Group’s internal assessment and external reporting. A complete list of disclosure requirements and referenced data points is available in the ↗ ESRS Index. Due to the voluntary first-time application of ESRS, the previous year’s figures are not disclosed in this Sustainability Statement, with a few exceptions. Figures reported in the Group Financial Statements that enable a better understanding of the non-finan- cial statement are disclosed and explained.

96 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement SUSTAINABILITY STRATEGY The aim of the BMW Group Strategy is to find the right balance between business, the environment and society. The key areas of focus within the strategy are electrification, digitalisation and sustainability or circularity. Sustainability encompasses the stra- tegic organisation of the entire value chain. Sustainability consid- erations are therefore integrated in corporate structures and pro- cesses in a comprehensive and holistic manner. » The BMW Group Strategy Operating segments The BMW Group’s business model comprises the Automotive, Motorcycles and Financial Services segments. A detailed de- scription of the segments along with their products, services and key markets can be found in » Organisation and Business Model and » Segments. Information about relevant BMW Group products that were introduced in 2024 is also provided in » New BMW products, » New MINI Family launched, » Motorcycles Segment and » Strategic approach – where is the BMW Group heading?. Employees At 31 December 2024, the BMW Group employed a workforce of 158,441 people worldwide. The distribution of the workforce by region is presented in ↗ Own workforce characteristics. Business model and value chain The BMW Group develops and manufactures premium automo- biles and motorcycles, in addition to providing financial services. General information about the factors that impact its business model and management is provided in » The BMW Group Strategy. The BMW Group’s upstream value chain comprises a multi-lay- ered network of suppliers who provide production material, raw materials, components, capital goods and services to the BMW Group for the purpose of producing vehicles and parts. For a de- scription of the Purchasing and Production departments and the role that they play in the value chain, please refer to » Purchasing and Supplier Network and » Production Network. The BMW Group’s global sales network functions as a downstream value chain and serves to sell the vehicles produced, provide customer care, and carry out maintenance and repair work on vehicles owned by customers. An explanation of the BMW Group’s sales system and the relevant customer groups and markets is available in » Segments, » Organisation and Business Model. » Strategic approach – Where is the BMW Group heading? provides an insight into the sales strategy and the shift to direct sales. The recycling and reprocessing of parts and the recycling of vehicles is covered in ↗ Measures for the responsible use of resources. Thousands of vehicles are dismantled and recycled using efficient methods every year at the BMW Group’s recycling and dismantling centre. The BMW Group’s Financial Services segment focuses on credit financing, leasing BMW Group brand automobiles and motorcycles to pri- vate customers, and the fleet business. It plays a key role in the sales system. Further details are available in » Segments – Financial Services. Regardless of how the contracts are categorised for fi- nancial reporting purposes, the use of vehicles leased in the Fi- nancial Services segment and the associated environmental im- pacts are allocated in full to the downstream value chain. For information on financial performance and the course of busi- ness, please refer to » Financial Performance and » Course of Business and Segments. An overview of actual and potential material im- pacts, risks and opportunities, and how they relate to the BMW Group’s business model, strategy and value chain, can be found in ↗ Material Impacts, Risks and Opportunities and their Interaction with Strategy and the Business Model. This also provides information about the resilience of the BMW Group’s corporate strategy and busi- ness model with regard to management of material impacts and risks as well as utilisation of material opportunities. Strategic position - Sustainability-related goals Key sustainability-related goals are described as integral com- ponents of the BMW Group strategy in ↗ Position – what does the BMW Group stand for? and ↗ Climate Change Mitigation and Adaptation, ↗ Energy Efficiency and renewable Energies, ↗ Circular Economy and Resource Use and ↗ Own Workforce.

97 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement MATERIALITY ASSESSMENT Procedure and methodological basis for the materiality assessment After many years of applying the GRI materiality methodology, the BMW Group conducted its first materiality assessment based on the European Corporate Sustainability Reporting Directive (CSRD) and the ESRS. This assessment followed the double ma- teriality approach outlined in ESRS 1, which considers two key perspectives: Impacts (inside-out perspective): this perspective assesses the positive and negative impacts of the BMW Group’s business ac- tivities on the environment and society. It encompasses all rele- vant stakeholders of the BMW Group. Risks and Opportunities (outside-in perspective): this perspective assesses how external sustainability factors influence the BMW Group’s business model. It focuses on risks and opportu- nities that could arise from external developments and have a financial impact on the BMW Group. The BMW Group uses the steps outlined below to identify, as- sess and prioritise impacts, risks and opportunities as part of the materiality assessment process. The approach outlined in ESRS 1 is used for all sustainability topics, including aspects of business conduct (ESRS G1), biodiversity and ecosystems (ESRS E4) and resource use and circular economy (ESRS E5). Additional descriptions of the identification and assessment of material climate and environmental impacts, risks and opportu- nities follow this general overview. 1. Identification and assessment of relevant sustainability topics (identification of impacts, risks, and opportunities) for the BMW Group 2. Transparency regarding expectations and interests of key internal stakeholders and dialogue with relevant and af- fected stakeholders external to the BMW Group 3. Assignment of material sustainability topics to the corre- sponding disclosures in the topical ESRS 4. Validation of outcomes and finalisation of the materiality assessment. Additional analyses for specific sustainability topics are some- times performed before the materiality assessment itself. Scenario analyses are used to identify climate-related physical and transitory risks and opportunities ↗Procedures for identifying and assessing material climate-related and environmental impacts, risks and opportunities. The results of these analyses are incorporated into the materiality assessment to identify potential and actual mate- rial risks and opportunities and their scale. Analysis of opportu- nities and risks takes place in the three defined time horizons ↗ General Basis for Preparation of the Sustainability Statement. The following methodology is used for the inside-out as well as the outside-in perspective. Step 1 The first step in identifying and assessing relevant sustainability topics is to review the relevant sustainability topics identified on the basis of the BMW Group’s materiality assessments in previ- ous years, taking into account the extended requirements of ESRS. This step also involves determining the extent to which new or additional sustainability-related topics need to be added, for example in the areas of strategy, Board of Management re- muneration, competition, or environmental analysis. The out- come of this review is assigned to the sustainability topics spec- ified in ESRS 1 “General requirements”. Next, negative or positive impacts on the environment and soci- ety are formulated for each sustainability topic (e.g. water con- sumption at production sites) along the entire BMW Group value chain*. The starting point is the Company’s established environ- mental, social and governance due diligence processes. When needed, these are supplemented by new impacts that have not yet been subject to detailed monitoring (e.g. in the area of biodi- versity). The impacts form the basis for deriving potential risks and opportunities (e.g. regulatory risks to curb water consump- tion in water-sensitive areas) for the BMW Group’s business model. There are also sustainability-related risks and opportuni- ties that may affect the BMW Group regardless of their impact. Risks and opportunities of this kind are compared with the out- comes of the company-wide risk management process (infor- mation about the risk management process is provided in ↗ Risk and opportunity management, while the definition of non-financial risks in accordance with Section 289c HGB is provided in ↗ Non-financial risks as reported in the non-financial statement (NFS)). Each impact or opportunity and each risk is placed in a temporal con- text with three different categories: short-term (2024 financial year), medium-term (2025 to 2030 inclusive; up to and including 2035 for climate-related risks or opportunities) and long-term (> 2030 or > 2035 for climate-related risks/opportunities). The re- sulting list of impacts, risks and opportunities is validated in workshops with internal and external experts. Risks and oppor- tunities are derived at the level of sustainability sub-topics and sub-sub-topics whenever possible so that their materiality can be assessed on a differentiated basis within a topic-specific ESRS. Both the upstream value chain (supply chain) and the down- stream value chain are considered as part of the materiality as- sessment. The impact on the environment and people along the supply chain is addressed in the impacts, risks and opportunities that relate to environmental or social sustainability topics. * This encompasses all of the BMW Group’s operations, including all of its locations and regions, as well as its business relationships.

98 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The business conduct-related impacts, risks and opportunities in the context of the supply chain, on the other hand, focus exclu- sively on the management of relationships with suppliers, includ- ing payment practices.* This includes, for example, fair behaviour towards suppliers, transparent selection process criteria, and ad- equate payment practices. The subsequent tool-supported assessment of all formulated impacts, risks and opportunities is carried out by internal experts. Each assessment parameter is rated on a scale of 1 to 4. The range in the overall assessment can therefore be between 0.1 and a maximum of 4.0 when multiplied by a probability of occur- rence. If an impact, risk or opportunity exceeds 2, it is considered material. The severity of a negative or positive impact is deter- mined by multiplying its scope (how widespread is the impact?) by its scale (how grave or beneficial is the impact?). For negative impacts, the extent to which the impact can be remedied is also taken into account. In the case of a potential (positive or negative) impact, the assessment is assigned a probability of occurrence. Risks and opportunities are assessed on the basis of financial materiality. Potential risks and opportunities are the product of their financial scale and their probability of occurrence. The fol- lowing categories are used to specify the financial scale of a risk or opportunity: financial performance, strategic targets, reputa- tion effect, supply chain and compliance. Not all evaluation cate- gories necessarily have to be evaluated and the highest value from the five evaluation categories is always decisive. The assessment process is also based on the following assump- tions: — Mitigating actions that have already been implemented and are effective for the BMW Group during the reporting period are taken into account when assessing impacts and risks. — In cases where assessment results are provided by multiple assessors due to segment-specific differences, an average valuation is applied. — An additional detailed review of the outcomes is carried out in threshold cases where a rating is exactly or just below 2, as well as in extreme cases. — Assessment results are backed up using external sources or empirical studies whenever possible. Outcome: The sustainability sub-topics and sub-sub-topics specified in ESRS 1 are in line with the sustainability matters that the BMW Group has considered to date. On the basis of the sus- tainability sub-topics and sub-sub-topics specified in ESRS 1 and the mitigating action which has been implemented, a total of almost 800 impacts, risks and opportunities along the BMW Group value chain were available for assessment pur- poses. Of these, 85 impacts, risks and opportunities were as- sessed as material for the BMW Group via the internal analysis for the 2024 financial year. These can be assigned to 31 sus- tainability sub-topics and sub-sub-topics (for details, see ↗ List of material Impacts, Risks and Opportunities). Step 2 In the second step, the BMW Group involves affected stakehold- ers and users of sustainability statements in assessing the ma- terial sustainability topics. The following stakeholder groups were consulted in order to draw opinions from as wide a circle as possible: investors, the Works Council of BMW AG as employee representatives, customers, suppliers and other business part- ners, network partners, representatives from civil society, NGOs, and representatives from politics and science. Stakeholders are placed in E, S or G groups based on their expertise, and asked for their individual opinion of the assessment results. Opinions are gathered using structured interview formats, e.g. virtual stakeholder forums with external moderators. The BMW Group is also in continuous dialogue with a large number of external stakeholders in Germany and abroad regarding all sustainability matters listed below. These are involved in the materiality as- sessment process as part of the stakeholder management pro- cess. ↗ Stakeholder Engagement Outcome: The material sustainability sub-topics and sub-sub- topics identified by BMW Group’s internal materiality assess- ment were confirmed by the stakeholder groups surveyed. Infor- mation on adjusting the relevance of sustainability topics was taken into account as part of a validation of the assessment re- sults. Step 3 In the third step, the relevant sustainability topics for the BMW Group are assigned to the individual disclosure requirements of the topical ESRS. As the European Commission has yet to issue a final mapping matrix for the 2024 financial year, the BMW Group mapped sustainability topics independently and arranged for its mappings to be validated by two external consulting firms. For the mapping of a material sustainability sub-topic or sub- sub-topic to disclosure requirements in the area of strategies, measures and targets, the minimum disclosure requirements ac- cording to ESRS 2 and the disclosure requirements of the rele- vant topical standard are taken into account. Material sustainability sub-topics or sub-sub-topics are linked to quantitative disclosure requirements via the specific formulation of a material impact, a material risk or a material opportunity. By way of example, the material impact on “Social dialogue” makes the sustainability sub-sub-topic “Social dialogue” material. The material sustainability sub-topics and sub-sub-topics are then assigned to the disclosure requirements pursuant to ESRS. Outcome: The 31 material sustainability sub-topics and sub- sub-topics, which are distributed across 85 impacts, risks and opportunities, are associated with over 500 individual disclosure requirements (data points) for the BMW Group for the 2024 fi- nancial year in accordance with the respective ESRS. * Approach adopted by the BMW Group for ESRS G1 sustainability topic “Management of relation- ships with suppliers, including payment practices”.

99 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Step 4 In the fourth step, all outcomes of the materiality assessment are explained in detail to the relevant bodies, in particular the Board of Management and the Audit Committee of BMW AG. The re- sulting conclusions are discussed with the relevant decision mak- ers. If necessary, this is used to adjust selected results of the as- sessment. Outcome: The result of the materiality assessment for the BMW Group was confirmed by the committees of BMW AG after the entire process, including adjustments, was completed. Comparison with previous period and next review of results The materiality assessment in accordance with the ESRS was performed for the BMW Group for first time in the 2024 financial year. This means that a comparison with the prior year cannot be made. There will be a review of the results of the assessment of material sustainability topics following the publication of the 2024 BMW Group Report during the 2025 financial year, and on an ongoing basis in the financial years ahead. Procedures for identifying and assessing material climate- related and environmental impacts, risks and opportunities Climate-related impacts The BMW Group directly and indirectly generates greenhouse gas emissions worldwide through upstream processes, the pro- curement and processing of raw materials, products and services for development and production, and the supply and use of its own products and services. ↗ Climate Change Mitigation and Adaptation These emissions are assessed, recorded, measured and re- ported in accordance with the requirements of the Greenhouse Gas Protocol and the relevant scopes in terms of their signifi- cance. As an automobile manufacturer, most of the BMW Group’s emissions are generated during the production of purchased components and during the use of its products (Scope 3). The supply chain’s relevance is growing steadily due to rising emissions caused by the increasing electrification of the BMW Group’s vehicle fleet. Despite their lower volume compared to absolute values, the emissions from our own sites (Scopes 1 and 2) are measured and steered because of their direct influ- ence. The procedure for measuring all scopes or categories clas- sified as relevant is firmly established in the BMW Group’s non- financial reporting process ↗ CO2e footprint, ↗ Materiality of the various Scope 3 categories. These metrics are reviewed internally in the event of significant changes and adjusted if necessary. It is also checked whether there are any changes or additions to the rele- vant categories with reference to the requirements of the Green- house Gas Protocol. To assess the impact of its own business activities on green- house gas emissions, the BMW Group has made these analyses an integral part of its long-term corporate planning. The CO2e emissions resulting from sales planning (with a focus on the sup- ply chain and the use phase, as well as own production) are sim- ulated based on current assumptions and checked against the reduction targets. This is used to derive the measures required to achieve the objectives and to initiate their implementation. Variables that do not correlate to the volume and drivetrain mix are also controlled – for example, the infrastructure of non-man- ufacturing sites. Procedure and methodological basis for climate-related risks and opportunities Climate change may also impact the BMW Group business model in different ways. As a result, the company analyses a wide range of climate scenarios, identifies and measures cli- mate-related risks and opportunities and adopts the relevant measures. During the 2024 reporting year, all material risks and opportuni- ties for the BMW Group were analysed in terms of their sensitivity regarding three different climate scenarios. For the medium-term period until 2036, it is distinguished between transitory and physical climate risks. For the long-term period until 2050, the assessment focuses on the physical climate risks. Examples of physical climate risks include an increasing frequency and inten- sity of acute extreme weather events such as heavy rain, hail, storms and floods, along with longer-term changes in tempera- ture and total rainfall. Transitory risks, by contrast, arise from the transition to a low-emissions economy. These include, among others, regulatory risks, technology risks, capital and financial market risks, and market risks. The BMW Group uses three scenarios to identify and measure climate-related risks, which are based on the scenarios of the Shared Socioeconomic Pathways (SSP) of the Intergovernmen- tal Panel on Climate Change (IPCC). The 2014 IPCC Report was used for the scenario analyses in 2023, while the 2023 IPCC Re- port was used for 2024. These climate scenarios range from a low-emissions scenario with global warming of +4 °C (fos- sil-fueled development, SSP5-8.5) scenario. The wide range of scenarios which could occur over the long- term planning period and beyond covers plausible risks and un- certainties. Physical as well as transitory risks and opportunities are taken into account in internal management and in the prep- aration of the Group Financial Statements.* » Accounting policies, assumptions, judgments and estimations Physical climate risks The three IPCC climate scenarios set out above form the basis for the BMW Group’s risk model for physical climate risks in the entire value chain. To assess these scenarios, site-specific risk data provided by an external insurance company are used for all relevant BMW Group and supplier sites for the medium and long term. * The attainment of the Paris Agreement targets is part of the BMW Group’s long-term corporate planning, meaning that the low-emission scenario is incorporated into the assumptions for the Group Financial Statements in accordance with ESRS E1 AR 15.

100 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Risk-specific data, such as global weather and climate data, a digital elevation model and registered historical events, are used for the various physical risks. The spatial resolution is defined by the finest available representation of the relevant output data. In terms of physical climate-related risks, the periods mentioned above cover the long-term strategic corporate planning period as well as the expected service life of buildings and facilities. For the BMW Group, physical climate risks may result in damage to assets such as buildings, vehicles or parts. Climate-related events may also lead to downtime at BMW Group’s own or at suppliers’ sites. Physical climate risks are analysed on a location- specific basis, for example based on geo-coordinates of the rel- evant BMW Group sites and supplier sites. The average annual expected damage loss is calculated for each BMW Group or sup- plier site using the underlying location-related hazard situation, its exposure, and site-related vulnerabilities. The risk posed by climate change at the respective BMW Group or supplier site is modelled both in the medium and long term (time dimension) in accordance with the scenarios (intensity di- mension) of the globally recognized IPCC Report. Physical cli- mate risks also increase for the BMW Group particularly in the long-term period for 2050 and beyond within the context of the >+4°C scenario (SSP5-8.5). This affects both BMW Group pro- duction sites and supplier sites. Were such an event to occur, it could lead to production interruptions at individual sites. Updates on risks identified in climate scenarios are always taken into ac- count when planning new construction and conversion measures. After considering the physical climate risks in the various scenar- ios, the materiality of the risks was assessed in the overarching materiality analysis. The BMW Group has implemented a wide range of measures to mitigate these risks, so that no physical cli- mate risks as defined by the sense of the ESRS are categorised as material. All material climate-related risks are transitory risks. Transitory climate risks and opportunities Transitory risks arise from the transition to a low-emissions economy and are assessed for the medium-term using climate- related risk drivers and qualitative expert assessments. These risks become particularly apparent when conditions change more quickly or differently than expected. The potential short-term effects of climate change are already included in the short-term risks. All short-term risks from the BMW Group’s own operations and from the upstream and down- stream value chain are assessed for their transitory climate risks. Risks identified as being both material and climate-relevant are included in the scenario analysis. The potential development of climate-related transitory risks is assessed, as described above, for a medium-term period (2036) and for three global warming scenarios. It is assumed that measures to combat climate change will be less effective in higher scenarios than in a 1.5°C scenario, for example. An assessment is performed based on this premise. The BMW Group also recognises economic opportunities in the orientation towards the 1.5°C path. These arise from adjust- ments to products, production processes and the value chain. The opportunities are derived from the climate risk analysis for the medium-term period in the three different scenarios and evaluated as part of the materiality assessment. Opportunities for the BMW Group are arising particularly from the demand for low-emission products generated by the goal of slowing down climate change, efficiency and transport potential in the carbon footprint in the upstream value chain, as well as the increasing range of BMW Group drivetrain variants and the resulting grow- ing market share among environmentally conscious buyers. The potential transitory risks are deemed the highest over the medium-term as a result of the rapid, potentially unforeseeable developments in the Paris Agreement global warming scenario. It cannot be ruled out that more decisive measures will have to be taken globally in the next few years in order to achieve the

101 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement This includes all sites that require an environmental assessment and approval under national law (for example the Federal Immis- sion Control Act [BIMSchG] in Germany). In practice, this includes all production sites, component production, the Research and In- novation Centre (FIZ), test tracks and distribution centres. Other sites such as offices or branches may require country-specific environmental assessments, but are usually examined only as part of building permits due to their lower environmental rele- vance. These building permits also include environmental impact assessments in accordance with country-specific laws. A list of the material environmental effects is provided for all tech- nologies and indirect environmental effects (for example em- ployee commuting) in the ↗ BMW Group Environmental Statement. Water-related impacts, risks and opportunities The materiality assessment also encompasses the identification and assessment of the impacts, risks and opportunities relating to water and marine resources. The LEAP approach1 is applied in this context. For additional environmental information, please refer to ↗ Holistic Environmental Management within the BMW Group, and specifically regarding the topic of water, ↗ Responsible Use of Water Resources. Water and marine resources were identified in the first phase. Im- pacts related to water and marine resources that have been as- sessed include: — Water: consumption of surface and groundwater as well as withdrawals and discharges — Marine resources: extraction and use of these resources and related economic activities In this phase, the Aqueduct tool2 was used to identify the geo- graphic areas affected by water-related risks, along with the ar- eas where there is an interface with marine resources that could lead to significant impacts and dependencies. The following were considered: — BMW Group sites and the associated upstream and down- stream activities along the value chain — Sites in areas subject to high water stress — Sectors or business lines that interface with water or marine resources at these priority locations In the second phase, the materiality of the impacts and depend- encies were assessed using river basins as the relevant level for the site assessment and combining this with an operational risk assessment. The Company took into account the criteria of the Water Framework Directive 2000/60/EG and its guidelines. The following steps were undertaken with regard to the sites se- lected in the first phase: — Identification of business processes and activities that lead to impacts and dependencies on water and marine re- sources — Assessment of the severity and probability of occurrence of positive and negative impacts In the third phase, risks and opportunities were assessed. The basis is created from the results of the first two phases, including: — Transitory risks and opportunities: legal and political changes, technological progress, shifts in the market and reputational risk — Physical risks: water scarcity, water stress and deterioration in water quality — Opportunities: resource efficiency, market diversification and financing opportunities The analysis concluded that the consumption of water is material both in the BMW Group’s own operations and in the upstream supply chain. Measures to reduce water consumption and use alternative sources of water, such as rainwater, were developed specifically for the Company’s own facilities as early as 2009, when sustainability targets were first introduced. Please refer to ↗ Social and Environmental Responsibility in the Supplier Network for infor- mation on water withdrawal and concepts for the sustainable use of water. The BMW Group’s production sites, vehicle test facilities and joint ventures located in areas subject to water stress are indi- cated in the table. 1 The LEAP approach is an integrated environmental assessment process comprising four steps: Locate, Evaluate, Assess and Prepare. 2 The Aqueduct tool is a database maintained by the World Resources Institute (WIR) to map data on water risks and ESG risks, among other things. The database was used to compare the BMW Group’s sites with locations subject to water risk.

102 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Sites by water stress level* Water stress level Site(s) Country Extremely high water stress Granada Oxnard Chennai Rosslyn Spain USA India South Africa High water stress Berlin Leipzig Miramas Oxford Swindon Spartanburg Dadong Tiexi Rayong Germany Germany France UK UK USA China China Thailand Medium to high water stress Eisenach Wackersdorf Goodwood San Luis Potosí Zhangjiagang Germany Germany UK Mexico China Low to medium water stress Hams Hall UK Low water stress Munich Dingolfing Landshut Regensburg Eching Aschheim Steyr Arjeplog Araquari Manaus Germany Germany Germany Germany Germany Germany Austria Sweden Brazil Brazil * The share of water consumption at non-production-related sites in areas subject to water stress excluding vehicle testing facilities is relatively low, which is why the other non-production-related sites are not listed separately.

103 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement MATERIAL IMPACTS, RISKS AND OPPORTUNITIES AND THEIR INTERACTION WITH STRATEGY AND BUSINESS MODEL Description of material impacts, risks and opportunities and their link to strategy and business model As part of the preparation of the 2024 Sustainability Statement, the material impacts, risks and opportunities were evaluated for the first time in accordance with the double materiality require- ments for sustainability topics. A total of 85 material impacts, risks and opportunities were identified. These can be assigned to the BMW Group’s business model and economic activities, as well as to the upstream or downstream value chain. The material impacts, risks and opportunities can be categorised under the 31 sustainability sub-topics and sub-sub-topics defined in ESRS 1 (see figure). A full outline and explanation of all material sustainability-related impacts, risks and opportunities identified can be found in the ↗ List of material Impacts, Risks and Opportunities. The overview also in- cludes a representation of the effect that material negative and positive impacts have on people and the environment, or could have in the case of potential impacts. For each impact, risk and opportunity listed, it also indicates whether or not they are also addressed by company-specific disclosures. The time horizons in which the material impacts, risks and opportunities are ex- pected to occur are also included. Most of the material impacts have already materialised. Because the methodology for the materiality assessment has been adjusted to reflect the first-time application of the ESRS re- quirements, it is not possible to make a comparison of the mate- rial impacts, risks and opportunities with the previous year. Material sustainability topics of BMW Group for Financial Year 2024 following ESRS E (Environmental) S (Social) G (Governance) E1 Climate Change S1 Own Workforce G1 Business Conduct Climate change adaptation Health and safety Political engagement and lobbying activities Climate change mitigation Gender equality and equal pay for work of equal Energy Corruption and bribery – Prevention and detection including training Diversity E2 Pollution Training and skills development Pollution of water Secure employment Pollution of soil Social dialogue Microplastic S2 Workers in the value chain E3 Water and Marine Resources Working time Water consumption Freedom of association, including the existence of work councils Water withdrawals Health and safety E4 Biodiversity Training and skills development Direct exploitation Measures against violence and harassment in the workplace E5 Circular Economy Child labour Resources inflows, including resource use Forced labour Resource outflows related to products and services S4 Consumers and End-Users Access to (quality) information Waste Privacy Health and safety Protection of children Upstream material Own Operations material Downstream material Materiality assessment requires the consideration of the total value chain.

104 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement As part of the environmental analysis, material sustainability-re- lated impacts, risks and opportunities are also evaluated in terms of their effect on the strategy and business model, underlying as- sumptions are reviewed, and strategic goals are aligned accord- ingly » Environmental Analysis. The BMW Group’s strategy forms the baseline for its consistent focus on sustainability » Cornerstones of the Strategy. With its products, the BMW Group is contributing to sustainable development and, with its business activities, aims to create a connection between business, the environment and society. The strategy’s key areas of focus take into account ma- terial impacts, risks and opportunities across the entire value chain. This involves, in particular, all drivetrain technologies with a strong focus on electromobility, digitalisation to strengthen customer interaction and products, and increasing sustainability along the entire value chain, including circularity. The heteroge- neous nature and increasing complexity of the regulatory re- quirements and the material impacts, risks and opportunities that arise as a result are incorporated into the BMW Group’s po- sition and strategy development process. An overview of how the BMW Group takes the current and expected future effects of key material impacts, risks and opportunities into account in its busi- ness model, value chain and corporate strategy can be found in » Position - What does the BMW Group stand for?, » Direction –What drives the BMW Group?, » Strategic approach –Where is the BMW Group heading? and » Collaboration –How does the BMW Group achieve this?. Only in certain cases do material impacts arise out of the BMW Group’s strategy and its business model. They arise pri- marily from the business activities and relationships of the BMW Group. This applies particularly to material impacts in the up- stream and downstream value chain. The chapters » Position - What does the BMW Group stand for?, » Direction –What drives the BMW Group?, » Strategic approach –Where is the BMW Group heading? and » Collaboration –How does the BMW Group achieve this? discuss the key strategic priorities and areas of focus relating to material im- pacts, risks and opportunities. The BMW Group directly and indi- rectly generates greenhouse gas emissions worldwide through upstream processes, the procurement and processing of raw materials, products and services for development and produc- tion, and the supply and use of its own products and services. By offering electrified vehicles (BEV, PHEV, FCEV) and expanding the use of cost-effective CO2e-free energy, including through PPAs, the BMW Group is contributing to progressive decarboni- sation ↗ Position – What does the BMW Group stand for?. Strategic measures to reduce direct and indirect greenhouse gas emis- sions worldwide may necessitate adjustments within the supply chain and exert pressure on suppliers to adapt. The circular economy is a key component of the BMW Group’s strategy. Incorporating the principles of the circular economy into business models and products may be an important step to- wards reducing the use of natural and limited resources. Reduc- ing the use of primary materials contributes to the reduction of CO2 emissions and the preservation of biodiversity, and mitigates the impacts on the environment and society that are associated with the extraction and processing of primary materials. For these reasons, the BMW Group is taking further steps to increase the proportion of recycled materials in its products » Strategic approach – Where is the BMW Group heading?. With regard to its own workforce, diversity is an important ele- ment of the BMW Group’s competitiveness. The proportion of women in management positions is a strategic target variable. The BMW Group consistently supports its employees to acquire new professional qualifications and to achieve their personal de- velopment goals. The BMW Group supports the training and fur- ther education of its employees and helps them to remain pro- ductive by providing initial and further training at all locations » Collaboration – How does the BMW Group achieve this?, ↗ Own workforce. All other material impacts identified do not arise from the strat- egy or business model of the BMW Group and also do not have a material effect on their future development. » The BMW Group Strategy Strengthening the resilience of its strategy and business model in terms of managing material impacts and risks and making use of material opportunities is a key concern of the BMW Group. Therefore, it is important to recognise changes in the environ- ment early on, consider alternative development scenarios, ef- fectively manage risks and take advantage of opportunities that may arise from such changes » Risks and Opportunities. For this rea- son, the resilience analysis is conducted across the organisation and includes all topics of relevance to the BMW Group. This also includes sustainability topics and related risks and opportunities. A regularly updated analysis of the environment based on se- lected and relevant topics also forms the basis for this » Environmental Analysis. This also includes an assessment of politi- cal and regulatory framework conditions » Economy, » Politics. The BMW Group aims to reduce the influence of exogenous fac- tors, particularly those related to sustainability, by expanding the resilience of its global supply chains. » Expanding resilient supply chains, » Purchasing battery cells. Forward-looking risk management helps to strengthen the resilience of the supplier network. » Risk management in purchasing. Digitalisation across the entire supply chain provides the basis for sustainable and resilient supply chain management. » Digitalisation in the supply chain. The resilience analysis relating to biodiversity and ecosystems is discussed in ↗ Resilience analysis. Current financial effects of material risks and opportunities Competition in the electrified vehicle market intensified in the re- porting year. The financial effects of this development are dis- cussed in » Earnings Performance of the BMW Group. Regulatory restrictions mean that certain energy sources, such as biogas, can no longer be used for emission reduction measures. Hedging activities ensured that financial effects for the BMW Group were completely avoided.

105 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement No material risks or opportunities have been identified for which there is a significant probability of occurrence in 2025 that would result in a material adjustment to the carrying amounts of the as- sets and liabilities recognised in the corresponding financial statements. STAKEHOLDER ENGAGEMENT The BMW Group attaches great importance to regular, frank and transparent dialogue with its stakeholders. The goal is to build trust, increase transparency and awareness, and facilitate the transfer of knowledge by providing information and opportunities for dialogue. To this end, the Company revised its ↗ Stakeholder Engagement Policy in 2024, and in doing so also reviewed and redefined its key stakeholders. A distinction is made between affected stakehold- ers and users of sustainability statements. In addition, the indi- vidual stakeholders are summarised in stakeholder groups. Stakeholders are affected directly or indirectly by our business activities, while users of sustainability statements mainly include consumers of general reporting – for example, investors or busi- ness partners. The BMW Group promotes the exchange of ideas and infor- mation with stakeholders in all of its business activities and main- tains an ongoing dialogue with them in individual discussions, at conferences, or in response to specific queries. Material sustain- ability-related topics such as climate change, biodiversity or the transition to a circular economy, as well as working conditions in their own business area or other employee-related topics, are also discussed. The form of engagement taken depends on the initial situation. In addition to specific dialogues and interactions with stakeholders, for example during London Climate Week, the BMW Group also regularly participates in public and political dis- cussions and engages in intensive dialogue with capital market participants. This approach helps to establish lasting relation- ships, to inform the BMW Group about its impacts on (affected) stakeholders and to enhance processes for future stakeholder engagement activities. Incorporating a range of external view- points and expectations helps further develop the strategy » The BMW Group Strategy and promotes the innovative strength of the BMW Group. The BMW Group uses the feedback and results from its stake- holder engagement in its environmental and trend analyses, which are in turn incorporated into the development of its corporate and business department strategies. To this end, the HR strategy is reviewed annually using a comprehensive internal and external analysis of the environment and the company, and adjusted accordingly as and when required. Market research, a component of the corporate strategy, is conducted in the form of global surveys to determine customer needs and expectations. The findings from these and other surveys and analyses, includ- ing input from experts, form the basis for strategic recommenda- tions for the entire Company, individual departments and BMW Group brands. The Board of Management keeps itself regularly informed at its meetings on feedback from stakeholders and their views, either by means of separate documents or via direct dialogue with stakeholders such as investors or political decision makers. Brief- ings by in-house departments supplement the information pro- vided to the Board of Management, especially before attending major events such as OECD conferences or Annual General Meetings. The Chairman of the Supervisory Board of BMW AG also maintains regular contact with stakeholders. Moreover, the members of the Supervisory Board of BMW AG attend the An- nual General Meeting of BMW AG, and also interact with stake- holders as part of their other activities and mandates. The BMW Group also takes account of its most important exter- nal stakeholders in its materiality assessment. For further infor- mation, see ↗ Procedure and methodological basis for the materiality assessment. As one of its most important stakeholder groups, the BMW Group’s workforce plays an active role in shaping the Com- pany’s future direction. The BMW Group conducts a company- wide employee survey every two years to measure the perfor- mance of the organisation and the general mood among its workforce. Employees also have a key opportunity to participate through the company ideas management system, which can be used to submit ideas outside of their area of responsibility. The due diligence processes for respecting human rights and related environmental standards apply to our own business, our suppli- ers, and our other business partners. ↗ Collective bargaining coverage and social dialogue

106 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Likewise, the BMW Group works either directly with the affected communities or with their local representatives. For example, lo- cal stakeholders are closely involved in the planning of the new assembly plant for high-voltage batteries in Irlbach-Strasskir- chen. Through a variety of measures, the Company has created transparency and opportunities for dialogue and has therefore attached great importance to taking the interests of local resi- dents and communities fully into account and working together to find a solution. In addition, BMW Group locations have desig- nated contacts who are responsible for maintaining relations with local stakeholders. They serve as the first point of contact between the Company and its neighbours. Maintaining an ongo- ing dialogue with civil society, affected communities and other relevant stakeholders in the supply chain is another key compo- nent in our approach to dealing with critical raw materials. The ↗ BMW Group Supplier Code of Conduct stipulates that affected (local) communities, and indigenous peoples especially, must also be taken into account and protected across the supply chain. As part of the responsible management of raw materials and with a view to mitigating social impacts, specific areas of focus have been identified that, for example, justify local involvement. To help en- sure compliance with social and environmental standards, we have put due diligence processes in place, both across the or- ganisation and in our relationships with suppliers and other busi- ness partners. The Purchasing and Supplier Network depart- ment is responsible for developing the procedures and imple- menting due diligence processes in the supply chain. In 2024, this responsibility was firmly embedded in our purchasing strat- egy and strengthened by the establishment of a dedicated de- partment. ↗ Social and Environmental Responsibility in the Supplier Network The BMW Group stays abreast of the latest scientific findings and, to this end, engages in a targeted dialogue with scientists about sustainability targets in a range of different formats. The International Sustainable Mobility Research Platform (ISMO) is an international research partnership established in 2024. In ad- dition to the BMW Group, it includes four internationally re- nowned universities: the University of Cambridge in the UK, the Friedrich-Alexander-Universität Erlangen-Nürnberg in Germany, Harvard University in the USA, and Tsinghua University in China. The objective of the collaboration is to conduct research into sus- tainability and develop scientifically sound approaches that will help develop our strategy. The Board of Management of BMW AG plays an active role in the partnership and will be in- volved in discussing the research results twice a year from 2025. The first meeting took place in 2024. The ISMO makes a signif- icant contribution by keeping management informed about im- portant changes in the operating environment and supporting the development of business strategies in line with the latest sci- entific insights. The BMW Group is also actively engaged in both industry-spe- cific and cross-industry initiatives. These include the Branchen- dialog Automobilindustrie, the Supply Chain Sustainability Work- ing Group of the German Association of the Automotive Industry (VDA), the Responsible Business Alliance (RBA), and Drive Sus- tainability. Some of these are multi-stakeholder initiatives involv- ing companies as well as trade unions and NGOs that represent the interests of value chain workers. The BMW Group’s involve- ment in these initiatives is ongoing. The BMW Group is involved in RBA Voices, a standardised, cross-industry grievance mecha- nism available for download from the Apple App Store and the Google Play Store. All stakeholders - from customers to scientists to affected com- munities – have the opportunity to connect with the BMW Group through various communication channels. In addition to using the Group’s main email addresses, stakeholders can report com- pliance-related concerns through the ↗ BMW Group Compliance Contact or the ↗ BMW Group SpeakUP Line. The BMW Group SpeakUP Line can be reached in all countries in which BMW Group em- ployees work via local, toll-free telephone numbers in more than 30 languages. All reports received by the BMW Group through these communication channels are carefully reviewed in compli- ance with applicable regulations. In particular, the BMW Group observes the prohibition on penalising whistleblowers acting in good faith.

107 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Dummy 2 Politics Media Networks Civil society Suppliers Dummy 1 Dummy 2 Dummy 3 Employees Partners Financial world Customers Science Stakeholder groups and exemplary forms of dialogue * Affected stakeholders. BMW Group in dialogue Supplier theme days BMW Group award for social responsibility Participation of company experts in committees and working groups, memberships in initiatives and associations Trade fairs/ press conferences, press information/ press releases, presentations Discussions with consumer bodies, customer satisfaction surveys and market research (e.g. Corporate Reputation Study), My BMW App Conferences for/with investors and analysts, financial statement press conference Various dialogue formats Internal communication, dialogues with managers, idea management process, employee survey, BMW Group Academy, works council meeting, collective agreements and employment contracts with trade unions Dialogues with dealership organizations of the markets and importers, partner academy Discussion rounds/ round tables, working groups/mobility council, association meeting Lectures at and cooperation with schools and universities/chairs, mobility council, ISMO Dialogue tools for all stakeholder groups: Dialogues, one-to-one meetings, BMW Welt/BMW museum/plant tours, events, general meeting press releases, company website, brand website, Social Media, rankings, conferences, industry/sector dialogues, studies Speak-up Hotline, policies und statements, quarterly and annual report

108 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement PRINCIPLES OF GOVERNANCE BY THE BOARD OF MANAGEMENT AND SUPERVISORY BOARD BMW AG is a stock corporation (Aktiengesellschaft) within the meaning of the German Stock Corporation Act. It has an execu- tive Board of Management and a Supervisory Board that moni- tors how the Company is managed by the Board of Manage- ment. Board of Management – Duties, diversity, expertise The Board of Management has overall responsibility for the management of BMW AG. It defines the strategy and resource framework and takes actions to implement the strategy. The Board of Management decides on product and customer-related issues of particular importance and consequence to the BMW Group, as well as on automobile product strategy. The Board of Management incorporates various sustainability matters into the decisions taken at its meetings and addresses the material im- pacts, risks and opportunities associated with the Company’s course of business. It also monitors the key sustainability-related indicators and targets as well as department-specific sustaina- bility activities and developments. Details are available in the ↗ Rules of Procedure of the Board of Management of BMW AG. As at 31 December 2024, 14% of the seven members of the Board of Management were female and 86% were male based on the composition principles and taking into account the ESRS reporting obligations. In addition to the overall responsibility of the Board of Manage- ment, each member of the Board of Management is inde- pendently responsible for the material impacts, risks and oppor- tunities in their respective department. To ensure that the Board of Management has the necessary level of competence and diversity, the Supervisory Board has adopted a competency and diversity policy for the composition of the Board of Management, which is also aligned with the recom- mendations contained in the German Corporate Governance Code (DCGK). In view of the fact that the Board of Management is a representative body of the Company, the Supervisory Board is careful to consider diversity-related issues when assessing which candidates are most suitable for a seat on the Board of Management. “Diversity” in the context of the decision-making process is understood by the Supervisory Board to encompass various complementary individual profiles and work and life ex- periences at both national and international level, as well as the appropriate representation of genders. In reaching its decisions, the Supervisory Board also considers the following factors: — Board of Management members need to have a long- standing track record of management experience, ideally in a variety of professional fields. An adequate mix of different professional and management skills is sought here. — At least two members should have international manage- ment experience. — At least two members of the Board of Management should have a technical background. — Collectively, the Board of Management should have exten- sive experience in the fields of individual mobility, develop- ment, production, sales, finances and personnel manage- ment. The Board of Management must comprise at least one man and one woman. The Board of Management deals with the impacts, risks and opportunities arising from business development on a continuous basis. In addition to addressing reports related to the latest business developments, the Board of Management regu- larly discusses the current market environment, financial and non-financial risks, the Group risk strategy and the effectiveness of the risk management system and the internal control system. The Board of Management also deals with the development of the workforce, diversity, and ongoing qualification and retraining measures several times a year as part of the transformation pro- cess ↗ Just Transition - Developing expertise for the future. The Board of Management is kept up to date about ongoing compliance activ- ities and potential risks at regular intervals via the Chief Compli- ance Officer’s compliance reports. In addition to discussing the audit results regarding the appropriateness and effectiveness of the Compliance Management System (CMS), the Board of Man- agement also discusses the structural and organisational devel- opment of the Group Compliance Management System (CMS) and the implementation status of corporate due diligence re- quirements relating to respect for human rights and associated environmental standards along the value chain. In addition, the Board of Management holds regular discussions on the pro- cesses and actions involved in implementing new regulatory re- quirements and ensuring compliance with external reporting re- quirements in the area of sustainability, including the extent to which CSRD/ESRS requirements have been implemented. Sustainability considerations are therefore integrated into the BMW Group’s corporate structures and processes in a compre- hensive and holistic manner which involves decision makers at various levels. A decentralised approach is taken to integrate the Company’s strategic objectives. Defined specialist functions in each of the Board departments are responsible for anchoring the targets within the respective organisational structure, measuring their achievement, and ensuring compliance with the strategy. The strategy is translated into an annually revised, long-term corporate plan using a control loop-based planning and man- agement system. A target system monitors their progress, and reports on the targets and performance indicators agreed for the reporting year are submitted to the Board of Management and Supervisory Board on a regular basis. The Board of Manage- ment defines the BMW Group’s strategic objectives related to the sustainability topics. The Sustainability and Mobility function en- sures the high level management of sustainability topics as part of the Group strategy. It identifies areas where the Company po- tentially needs to take action, defines the targets to be achieved, and prepares corresponding resolutions to the Board of Man- agement. The function is also responsible for ensuring that sus- tainability issues and all relevant material impacts, risks and op- portunities are considered in all material decisions made by the Company, including at the level of the Board of Management. This includes significant transactions. The function submits pro- gress reports on the BMW Group’s overarching sustainability tar- gets to the Board of Management at least three times a year. The targets and measures with regard to reducing CO2e emissions in all scopes, the circular economy, environmental and social stand- ards and social sustainability are presented, and the strategic and operational implementation status is discussed. When tar- gets are not met, suitable actions are discussed and approved if

109 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement necessary. In addition, the Board of Management and the Super- visory Board regularly discuss the further development of the various key topics from the sustainability strategy. The identified material impacts, risks and opportunities are also taken into con- sideration. Even though these discussions are informative in na- ture, they also include decision papers, each orientated towards current thematic developments. The results of the materiality as- sessment, including the material impacts, risks and opportuni- ties, are presented to the Board of Management by the Group Reporting function for discussion. ↗ Materiality Assessment, ↗ List of material Impacts, Risks and Opportunities. Material impacts, risks and opportunities are also discussed by the Board of Management on a regular basis when updating the environmental analysis. The Board of Management sets the organisational, structural and content-related framework for business conduct, ensures that it is dovetailed with and integrated into the Company’s man- agement and governance systems, and receives reports on their implementation. This is also true for the topics of Combating cor- ruption and bribery and Political engagement and lobbying activ- ities ↗ Governance Information. The Supervisory Board receives re- ports on business conduct as part of its monitoring activities. In addition, the Board of Management of BMW AG has estab- lished the following committees with the participation of Board of Management members to address selected topics of particular importance in greater depth and across departments: — The Board of Management’s Digitalisation Committee (VA-D): The VA-D advises and makes cross-departmental decisions on all material issues related to improving and dig- italising the BMW Group’s corporate processes, and thereby makes a decisive contribution to ensuring that the Group’s performance is guided by its strategy. In this context, the VA-D deals with overarching IT projects, IT platforms and IT initiatives, in addition to process-specific and digital perfor- mance levers and key performance indicators (KPIs). The VA-D also consistently addresses obstacles to transfor- mation within the Company and defines the transformation focus, timing and resources, as well as the financial control model for platforms/data. Moreover, the VA-D is responsi- ble for prioritising/financing innovations in the area of digi- talisation as well as strategic recruiting measures and qual- ification programmes to ensure our employees have rele- vant skills. — The Board of Management’s Senior Executives Committee (VA-F): The VA-F deals with issues affecting managers of the BMW Group, either in their entirety or individually, such as the management structure, employees with particularly high levels of potential, and the appointment of senior exec- utives (OFK). The relevant specialist functions present infor- mation about general HR-related issues and developments to the VA-F so that the future direction of the Company’s personnel can be set as early as possible. In this context, the VA-F can act as a decision-making body, issue advice, make recommendations, or act in a preparatory function, depend- ing on the circumstances. — The Board of Management’s Operations Committee (VA-O): The VA-O provides advice and makes cross-depart- mental decisions related to automobile product projects fol- lowing confirmation by the Board of Management. In this context, the VA-O deals with the operational implementa- tion of vehicle projects, strategic modules from the develop- ment process to the start of production/market launch, on- going series production and further development. In addi- tion, the VA-O monitors the objectives set for focus and quality topics for automobile product projects and shapes the procedural framework for its area of responsibility across departments. Experience (Access to) expertise In relevant markets In relevant areas of competence Sustainability Europe Individual mobility Climate change US Corporate strategy Pollution China Technologies Water and marine resources Other Production Biodiversity and ecosystems Sales Circular economy and resource use Finance Own workforce Personnel management Workers in the value chain Digitalisation Consumers and end-users Supply chain Business conduct Development Skills matrix Board of Management

110 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement In December 2024, members of the Board of Management were surveyed for the first time on their specific sustainability skills re- lating to the key sustainability topics. The skills matrix for the Board of Management provides an overview of its sustainability- related expertise. This covers all sustainability topics for which material impacts, risks and opportunities were identified in the ↗ Materiality Assessment. Responsibility for completing the question- naires lies with each individual member of the Board of Manage- ment. The Legal, Patents and Group Compliance Management department of BMW AG verifies the plausibility of the information provided by the members of the Board of Management. If it transpires that the Board of Management does not have its own detailed expertise in certain areas, it can draw directly on the expertise and experience of the relevant departments that have knowledge of the material sustainability matters. The Board of Management is also permitted to use external resources such as training courses and experts at any time. Reviews are performed on a regular basis to ensure the availability of relevant expertise and necessary skills. If necessary, structural adjustments are made and relevant expertise is added or deepened. The skills matrix also indicates the experience of the Board of Management that is of relevance given the BMW Group’s sec- tors, products and geographical locations. Supervisory Board - Composition, diversity, expertise BMW AG’s Supervisory Board is composed of ten shareholder representatives (elected by the Annual General Meeting) and ten employee representatives (elected in accordance with the Ger- man Co-Determination Act). In the event of an early departure from the Board – for example, if a member resigns – the respon- sible court will appoint a new member of the Supervisory Board for the remainder of the term of office on request. The Supervi- sory Board members representing employees comprise seven Company employees, including one senior executive staff repre- sentative, and three members elected following nomination by trade unions. The DCGK recommends that more than half of the shareholder representatives should be independent, i.e. independent of the Company and its Board of Management, as well as of a control- ling shareholder. To be independent, a member of the Supervi- sory Board cannot have any personal or business relationship with the Company or its Board of Management that could give rise to a material and lasting conflict of interest. Eight of the ten shareholder representatives (80%) on the Supervisory Board of BMW AG are classified as independent. The Supervisory Board must be composed in such a way that its members collectively possess the knowledge, skills and experi- ence required to perform its tasks in a proper manner. To this end, BMW AG’s Supervisory Board passes annual resolutions specifying objectives regarding its composition, including a com- petency profile and a diversity policy. — The Supervisory Board is required to include at least six in- dependent shareholder representatives within the meaning of the recommendations of the GCGC. — The chairs of the Supervisory Board, the Audit Committee and the Personnel Committee – which is involved in prepar- ing decisions on Board of Management remuneration – should be independent of BMW AG and of the Board of Management. The chairperson of the Supervisory Board may not serve as the chair of the Audit Committee. — When seeking suitably qualified individuals for the Supervi- sory Board whose specialist skills and leadership qualities are most likely to be an asset to the Board as a whole, con- sideration also needs to be given to diversity. When prepar- ing nominations, the extent to which the work of the Super- visory Board will benefit from diverse professional and per- sonal backgrounds (including international experience) and appropriate gender representation should be considered on a case-by-case basis. It is the joint responsibility of all those participating in the nomination and election process to en- sure that qualified women are considered for Supervisory Board membership. — If possible, the Supervisory Board should have at least four members that have international experience or specialised knowledge of one or more non-German markets important to the BMW Group. — Furthermore, if possible, the Supervisory Board should in- clude seven members who have in-depth knowledge and experience within the BMW Group, no more than two of whom may be former members of the Board of Manage- ment. — Three members of the Supervisory Board should preferably have previous experience in the management or supervision of another medium-sized or large company. — The Supervisory Board should ideally have expertise in the areas relevant to the Company, namely corporate strategy, technology, purchasing/supply chains, production/manu- facturing, sales/customer needs, finance/accounting/audit- ing, capital markets, individual mobility, human re- sources/personnel management, compliance, IT/digitalisa- tion/artificial intelligence, change management/business transformation. Each member of the Supervisory Board should have expertise in at least one of these areas. — Three members of the Supervisory Board should preferably have expertise in the sustainability issues that are of key im- portance to the Company. The gender ratio on the Supervisory Board is in line with statu- tory requirements. Since the Act on Equal Participation of Women and Men in Management Positions in the Private and the Public Sector (“Act on Equal Gender Participation”) came into ef- fect in 2016, a minimum of 30% of the members of the Super- visory Board of BMW AG have been female and a maximum of 70% have been male. Female members made up 30% of the Supervisory Board at the end of 2024. BMW AG surveys the members of the Supervisory Board on an annual basis regarding their individual skills and expertise. BMW AG began surveying the members of the Supervisory Board in 2022 to determine their experience in the areas of relevance to the BMW Group on the basis of the DCGK. The results of the sur- vey are published in the form of a matrix. This survey includes questions about expertise in the areas of environmental and so- cial sustainability.

111 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement December 2024 marked the first time that Supervisory Board members were asked about their specific sustainability expertise in the sustainability matters of relevance to the Company within the meaning of the ESRS. The results of the survey and the ex- perience of Supervisory Board members in relation to the sec- tors, products and geographical locations that are material for the BMW Group are shown in the matrix below. The sustainabil- ity-related expertise of the Supervisory Board, including access to such expertise, covers all of the sustainability topics for which material impacts, risks and opportunities were identified in the ↗ Materiality Assessment. Responsibility for completing the questionnaires in accordance with the GCGC and ESRS lies with each individual member of the Supervisory Board. The Legal Affairs, Patents, Group Compli- ance Management department of BMW AG verifies the plausibil- ity of the information provided by respondents. The experience and expertise of the Supervisory Board members regarding key aspects of corporate policy and their expertise re- lated to the sustainability matters of relevance to the Company are primarily derived from their professional training or academic education, their main professional roles, and management or su- pervisory mandates at other companies. They are also able to access expertise of this nature through training sessions, expert consultations, and specialized articles. BMW AG provides training events for the members of the Super- visory Board on a regular basis. This training regularly covers sustainability matters. In 2023, training topics included an in- depth exploration of electromobility and hydrogen technology, an update on non-financial reporting and the EU Taxonomy, and a detailed discussion of processes for implementing carbon reduc- tion targets in the supply chain. In 2024, the circular economy was a focus topic. During a tour of the Tiexi plant on a trip to China in June 2024, Supervisory Board members received an overview of the production footprint. The circular economy was also highlighted in a presentation by an external speaker at Tsinghua University in Beijing. A guided tour of the BMW Group’s Cell Manufacturing Competence Centre in Parsdorf near Munich gave the members a deeper insight into battery production and technology. Following the election of a new Supervisory Board member, the BMW Legal Affairs, Patents, Group Compliance Management department informs the new member of the prin- cipal legal issues affecting their duties as well as corporate gov- ernance aspects. Moreover, the organisation submits various onboarding plans to introduce new members to topics that are important for the work of the Supervisory Board. The introduction to the corporate strategy provided to members of the Supervi- sory Board covers the strategic approach to material sustainabil- ity topics. Supervisory board – Duties and committees The Supervisory Board monitors the activities of the Board of Management and advises the Board of Management on im- portant matters relating to the management and the strategic development of the Group. Sustainability issues and their asso- ciated material impacts, risks and opportunities are of key im- portance to the Supervisory Board. — At each of its meetings, the Board of Management pre- sents the material impacts, risks and opportunities re- lated to the latest business developments in its report on the current business situation. — The Supervisory Board monitors significant selected material impacts, risks and opportunities of the Board of Management’s plans as part of its handling of the cor- porate strategy, long-term corporate planning, taking into account sustainability matters, in particular environ- mental and social aspects and objectives, and the Experience (Access to) expertise In relevant markets In relevant areas of competence Sustainability Europe Individual mobility Climate change US Corporate strategy Pollution China Technologies Water and marine resources Other Production Biodiversity and ecosystems Sales Circular economy and resource use Finance Own workforce Personnel management Workers in the value chain Digitalisation Consumers and end-users Supply chain Business conduct Skills matrix Supervisory Board

112 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement planning of business development for the following fi- nancial year. The Supervisory Board addresses all stra- tegically significant plans, transactions and measures for the Group, especially if these fundamentally change the Group’s prospects for success or risk position. The results of the materiality assessment are presented to the Supervisory Board by the Member of the Board of Management responsible for Finance ↗ Materiality Assessment. The approval of the Supervisory Board is re- quired for material changes to the corporate and prod- uct strategy as well as important transactions that are of fundamental strategic importance. Long-term corporate planning and business development planning for the upcoming financial year are submitted to the Supervi- sory Board on an annual basis for approval. — In the annual risk report, the Board of Management pro- vides the Supervisory Board with a detailed overview of the current risk situation, as well as the risk manage- ment system and risk strategy. This includes sustaina- bility matters. In accordance with its rules of procedure, the Supervisory Board of BMW AG has a number of committees with different duties (see in particular the ↗ Rules of Procedure of the Supervisory Board of BMW AG). Sustainability topics play an integral part in this struc- ture. In the 2024 financial year, the Supervisory Board had a Presid- ing Board and four committees, namely the Personnel Commit- tee, the Audit Committee, the Nomination Committee and the Mediation Committee. The Supervisory Board passed a resolution to restructure its committees and implemented the resolution on 1 January 2025. Instead of the Personnel Committee a Remuneration Committee was created, which focuses exclusively on the remuneration of the Board of Management and the Supervisory Board. The Pre- siding Board was transferred to a Presiding Committee, which, in addition to preparing Supervisory Board meetings, addresses non-remuneration-related personnel matters. The Remuneration Committee has seven members, strengthening both its independence and its diversity. As the report on the activities of the Supervisory Board and its committees primarily focuses on the 2024 financial year, the fol- lowing disclosures are based on the committee structure that was in place in 2024. The committees are involved as follows in the monitoring of ma- terial impacts, risks and opportunities: — The Presiding Board prepares the Supervisory Board meet- ings, assuming the subject matter to be discussed does not fall within the remit of any of the Committees. This includes preparatory work on the following topics and their associ- ated impacts, risks and opportunities, including sustainabil- ity matters: corporate strategy, long-term corporate plan- ning and business development planning for the following financial year; changes related to corporate governance; and the declaration of compliance with the recommenda- tions of the DCGK in accordance with § 161 of the German Stock Corporation Act . — The Audit Committee reviews the financial reporting and oversees the financial reporting process, including reporting on sustainability matters. It prepares the Supervisory Board’s resolution relating to the Company and Group Fi- nancial Statements, and discusses the combined manage- ment report and the Sustainability Statement with the Board of Management. The Committee also reviews interim re- ports with the Board of Management before their publica- tion. Moreover, the Audit Committee is responsible for over- seeing the external audit. In connection with the Company’s and the Group’s sustainability reporting, the Audit Commit- tee prepares the internal audit for the Supervisory Board, decides on an external audit and commissions an external auditor. The Audit Committee is responsible for monitoring the effectiveness of the internal control system, including the internal audit system and the internal Compliance Manage- ment System, as well as the internal risk management sys- tem, and is therefore deeply involved in monitoring material impacts, risks and opportunities. The Committee receives detailed reports every six months on risk management and risk strategy, the current risk situation, and the extent to which the risk cover funds have been utilised. ESG risks are included in these reports. The Chief Compliance Officer re- ports to the Audit Committee on compliance matters and changes to the Compliance Management System twice a year while taking the Board of Management’s due diligence responsibilities into consideration. He also reports to the Su- pervisory Board once a year. — The Personnel Committee prepares decisions with regard to the appointment and, where applicable, revocation of the appointment of members of the Board of Management. Its preparatory activities also extend to remuneration of the Board of Management and regular review of the remunera- tion system for the Board of Management in light of sustain- ability targets. The Personnel Committee also monitors the extent to which the targets established in this area have been achieved. — The Nomination Committee prepares election proposals for shareholder representatives on the Supervisory Board for the Annual General Meeting while taking the objectives re- garding its composition into account, as outlined in ↗ Supervisory Board - Composition, diversity, expertise. Over the course of the 2024 financial year, the Presiding Board and the Supervisory Board addressed sustainability matters, with a particular focus on the progress being made in electromo- bility and the prospects for hydrogen technology and the circular economy. A report to the Presiding Board and Supervisory Board at the end of the year addressed key strategic personnel topics and the status of diversity in the Company. The Audit Committee explored the responsible use of water, along with the associated material impacts, risks and opportunities. Every September, the Supervisory Board receives a report from the Chairman of the Board of Management and the Board of Management member responsible for Finance on the extent to which key ESG targets have been achieved. These include tar- gets for reducing carbon emissions, the proportion of all-electric vehicles to total deliveries, the fulfilment of sustainability

113 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement requirements by suppliers, the proportion of women in manage- ment positions, and the amount of spending on employee train- ing and development. The Audit Committee accords special at- tention to the audit of the non-financial statement. The achieve- ment of material ESG targets is also discussed as part of the re- porting on the annual and Group Financial Statements. These are also part of the remuneration system for the Board of Man- agement. The Board of Management’s remuneration targets for each year are set in December of the previous year. A meeting is held in March to review the extent to which the targets for the past financial year have been achieved and to pass a resolution on the Board of Management’s remuneration. Information about the Company’s Governing Constitution is pro- vided in the ↗ Corporate Governance Statement. This is prepared by the Presiding Board and is adopted by resolution of the Supervisory Board. REMUNERATION OF THE BOARD OF MANAGEMENT AND SUPERVISORY BOARD Board of Management The total remuneration provided to the members of the Board of Management consists of fixed and variable components. The fixed, non-performance-related remuneration comprises the base salary, fringe benefits and contributions to the company pension scheme. The variable remuneration consists of the bo- nus and the long-term share-based remuneration. Variable re- muneration accounts for 58-66% of the total target remunera- tion. At 100% target achievement, the bonus accounts for 27- 30% of the total target remuneration, while the share-based re- muneration accounts for 31-36%. Overview of total target remuneration for members of the Board of Management1 1 The remuneration structure as defined in the remuneration system for total target remuneration is depicted. 2 Excluding a possible payment to new members of the Board of Management to compensate for salary losses from a previous employment relationship and/or to cover relocation costs. The bonus consists of an earnings component and a perfor- mance component. If 100% of the target is achieved for both the performance and the earnings component, the share of the bo- nus attached to each component is 50% of the individual target amount of the bonus. The earnings component of the bonus re- wards the performance of the business in the vesting year, as measured by financial indicators. The performance component of the bonus rewards the achievement of certain non-financial performance criteria defined by the Supervisory Board. These criteria are divided into individual targets for the individual mem- bers of the Board of Management (departmental targets) and collective targets for the entire Board of Management (interde- partmental targets). Departmental targets account for 10% of the target amount for the performance component, with interde- partmental targets accounting for the remaining 90%. The inter- departmental targets include sustainability-related performance criteria and other non-financial criteria. With regard to the inter- departmental targets, 50% of the weighting is for sustainability- related targets, and 40% is for other non-financial targets, in each case in relation to the target amount of the performance component of the bonus. As part of the share-based remunera- tion as a variable long-term component of remuneration, the members of the Board of Management receive a cash payment earmarked for investment (the “personal cash investment amount”). The amount depends on the target achievement level for a financial indicator (return on capital employed (RoCE) in the Automotive Segment) and for defined non-financial indicators (“strategic focus targets”) in the vesting year. If 100% of the tar- get is achieved, the RoCE component and the strategic focus tar- gets component each account for 50% of the individual target amount. The remuneration system also provides for sustainability-related matters to be assessed for the purposes of the variable remuner- ation component. As part of the performance component of the bonus, at least 50% of the target amount is dependent on sus- tainability-related targets that have been defined as interdepart- mental targets. These may include targets relating to resource- efficient and climate-friendly products, gender diversity, em- ployee satisfaction and reputation. The Supervisory Board de- cides which indicators are used to assess performance against each criterion before the start of the financial year. Sustainability- related indicators may be related to measures such as the reduc- tion of CO2e emissions or further training. Performance criteria for the reporting year are environmental innovation performance (indicators: proportion of all deliveries accounted for by electrified vehicles and proportion of all deliveries accounted for by all- Variable Remuneration 58-66% Base salary 25-30% Contributions Retirement benefits 7-12% Fringe benefits² 1-4% Bonus 27-30% Share-based Remuneration 31-36%

114 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement electric vehicles), reputation (indicator: Corporate Reputation In- dex), adaptability (indicators: Sustainability index and spending on employee training and development) and attractiveness as an employer (indicator: placement in rankings). Also taken into ac- count are leadership performance (indicator: assessment of management performance) and the achievement of diversity tar- gets (indicator: diversity targets), as well as preventive activities in ensuring compliance (indicator: actions taken to strengthen compliance). In terms of the share-based remuneration, the Su- pervisory Board adopts strategic focus targets each year. Some or all of these may be related to sustainability matters. Strategic focus targets for the reporting year were the reduction of carbon fleet emissions (EU) and sales of all-electric vehicles (BEV). The remuneration system stipulates that at least 50% of the per- formance component of the bonus is dependent on sustainabil- ity-related matters. In relation to the total variable target remu- neration, the proportion is around 12%. Depending on the spe- cific annual targets for the individual departmental targets of the performance component of the bonus and for the strategic focus targets of the long-term variable remuneration component, the proportion of the variable target remuneration that is dependent on sustainability-related aspects can be as high as around 41% of the variable target remuneration. The Supervisory Board is responsible for defining and reviewing the remuneration system of the Board of Management and for determining the individual remuneration of the members of the Board of Management. It submits the remuneration system to the Annual General Meeting for approval in the event of signifi- cant changes, but at least every four years. The Supervisory Board adopted the current remuneration sys- tem for the members of the Board of Management for financial years starting on or after 1 January 2021 and submitted it to the Annual General Meeting for approval. The Annual General Meet- ing approved it on 12 May 2021 with a majority of 91.60% of the valid votes cast. The Supervisory Board set climate-related targets for the varia- ble remuneration of the Board of Management in the 2024 fi- nancial year. These were related to the reduction of GHG emissions. Target achievement levels were determined after the end of the financial year. The climate-related targets for the per- formance component of the bonus were the performance crite- rion “environmental innovation performance” based on the indi- cator of the proportion of electrified and all-electric vehicles sold. The targets for the long-term variable remuneration were tied to the reduction of carbon fleet emissions in the EU and global sales of all-electric vehicles (BEV). Climate-related remuneration accounted for around 17-18% of the total remuneration granted and owed for the 2024 financial year. Supervisory Board The regulation governing remuneration for the Supervisory Board is set out in § 16 of the Articles of Incorporation of BMW AG, and specifies both the remuneration system to be used and the precise framework for calculating the remuneration due to the members of the Supervisory Board. To ensure that the Supervisory Board monitors and advises the Board of Management as an independent body, the remunera- tion of the Supervisory Board is structured as fixed remuneration plus an attendance fee and is not dependent on sustainability matters. The remuneration of the Supervisory Board is determined by the Annual General Meeting. The regulation currently in effect was confirmed by the Annual General Meeting on 12 May 2021 with a majority of 99.40% of the valid votes cast. INTERNAL CONTROL SYSTEM FOR SUSTAINABILITY REPORTING The BMW Group’s Internal Control System (ICS) covers, among other things, risks and controls relating to sustainability report- ing. A general description of the ICS, including the aspects of the system related to sustainability reporting, is provided in » Internal Control System.

115 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement STATEMENT ON DUE DILIGENCE Core elements of Due Diligence Paragraphs in the sustainability statement a) Embedding due diligence in governance, strategy and business model ↗ Description of material impacts, risks and opportunities and their link to strategy and business model ↗ Principles of Governance by the Board of Management and Supervisory Board ↗ Renumeration of the Board of Management and Supervisory Board b) Engaging with affected stakeholders in all key steps of the due diligence ↗ Procedure and methodological basis for the materiality assessment ↗ Stakeholder Engagement ↗ Principles of Governance by the Board of Management and Supervisory Board c) Identifying and assessing adverse impacts ↗ Procedure and methodological basis for the materiality assessment ↗ Climate-related impacts ↗ Impact, risks and opportunities in relation to environmental pollution ↗ Water-related impacts, risks and opportunities ↗ Description of material impacts, risks and opportunities and their link to strategy and business model d) Taking actions to address those adverse impacts ↗ Transition plan to achieve Net-Zero emissions by 2050 ↗ Climate change mitigation and adaptation as a key part of the corporate strategy ↗ Measures for the responsible use of resources ↗ Due Diligence in the supplier network ↗ Responsible raw material management ↗ Measures to protect biodiversity ↗ Health management on a holistic basis ↗ Customer data protection e) Tracking the effectiveness of these efforts and communicating ↗ Path to achieving the CO2e reduction targets in 2030 ↗ Implemented actions and metrics for a holistic CO2e reduction ↗ Preparing for Net Zero ↗ Greenhouse gas emissions along the entire value chain ↗ Use of an internal carbon price to assess vehicle projects ↗ Reduction of Environmental Pollution ↗ Due Diligence in the supplier network ↗ Health management on a holistic basis ↗ Prevention and care ↗ Qualification ↗ Dealing with the opportunities and risks associated with digitalisation

116 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement ENVIRONMENTAL INFORMATION 117 Climate Change Mitigation and Adaption 118 Climate resilience of the business model 118 Climate change mitigation and adaptation as a key part of the corporate strategy 119 Transition plan to achieve Net Zero emissions by 2050 121 Path to achieving the CO2e reduction targets in 2030 122 Implemented actions and metrics for a holistic CO2e reduction 127 Holistic Environmental Management within the BMW Group 128 Energy Efficiency and renewable Energy 129 Energy management 129 Energy targets 130 Efficiency measures and energy mix 131 Reduction of Environmental Pollution 133 Responsible Use of Water Resources 134 Water management and water protection 135 Water consumption in production reduced again 135 Measures to reduce water usage 137 Commitment to protecting Biodiversity 138 Great importance of intact ecosystems 138 Holistic approach to sustainability goals 138 Measures to protect biodiversity 139 Resilience analysis 140 Circular Economy and Resource Use 142 Holistic approach for the transition to a circular economy 142 Milestones along the road to the circular economy 143 Measures for the responsible use of resources 146 Effective waste management 147 EU Taxonomy CO2 EMISSIONS EU NEW CAR FLEET CO2e EMISSIONS SCOPE 1 AND 2 CO2e EMISSIONS SCOPE 3 0.8 million t 130.3 million t 99.5 g/km

117 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CLIMATE CHANGE MITIGATION AND ADAPTATION Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions By emitting greenhouse gas emissions worldwide through upstream processes, sourcing and procuring raw material, products and services for the production, development and offering of its own products and services (Scope 3, Upstream), the BMW Group contributes to climate change. Negative Impact − BMW Group Climate Strategy − Reduce Scope 1, Scope 2 and Scope 3 emissions by at least 40 million tonnes CO2e in 2030 com- pared to 2019 levels − Production and BMW locations: en- ergy efficiency measures and in- creased use of renewable energies − Supply chain: use of electricity from renewable sources* and secondary materials − Logistics: expanded innovation and infrastructure management process for logistics actions − Use phase: consistent electrification of the vehicle fleet and efficiency im- provements for conventional drivetrains − Continuous increase in the use of charging electricity from CO2e-free generation By emitting greenhouse gas emissions worldwide through downstream processes, mainly through use of sold products (Scope 3 downstream), BMW Group contributes to climate change. Negative Impact The BMW Group emits greenhouse gas emissions (GHG) worldwide through processes in own operations (Scope 1 and 2) and thus contribute to climate change. Negative Impact Worldwide adaptation efforts by the BMW Group may require (disruptive) adjustments to the supply chain with negative effects on suppliers or local communities. Negative Impact New or changing worldwide government regulation including carbon tax could require to adjust operations in the supply chain (increasing costs). Risk Reputational risks can arise if the BMW Group fails to adhere to stakeholders expectations regarding the re- duction of CO2e emissions in the supply chain. Risk Ambitiously reducing CO2e emissions (Scope 3 downstream, e.g. by high efficient combustion engines and production of BEVs/PHEVs) can increase the market share in the customer segment of environmentally con- scious buyers. Opportunity Catena-X provides standardized calculation methods and exchange formats for scope 3 upstream GHG emis- sions. This allows the BMW Group to report comparable emissions along the actual supply chain in order to better identify reduction potentials and to define targeted reduction measures with suppliers. Opportunity By offering battery electric, hydrogen and plug-in hybrid electric vehicles, the BMW Group enables the society to more environmentally friendly alternatives to traditional combustion engines (use of electricity from re- newable sources implied). Positive Impact − Drivetrain strategy − None − Expansion of the drivetrain portfolio − Increase in the proportion of battery electric vehicles (BEVs) and effi- ciency increases in the wide range of drivetrain technologies Risk through increased competition in the field of electrified vehicles. Risk The currently very ambitious fleet legislation, which may become more stringent in some markets, can only be met with high additional marketing costs given weaker EV demand. Risk Upstream material Own Operations material Downstream material * See ↗ Glossary for a definition of electricity from renewable sources.

118 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Climate resilience of the business model The BMW Group actively works on improving the resilience of its business model with the aim of meeting the challenges posed by climate change. Through comprehensive consideration in Strat- egy and Planning, Development (products and production tech- nologies), Purchasing (raw materials and global procurement markets), Production (locations and cooperations), Sales, Fi- nance (profitability and liquidity) and Personnel (training), the BMW Group is able to identify and assess the short-, medium- and long-term adjustments to its business model that are re- quired in response to climate change while taking the necessary actions in all areas of its operations. To this end, the Company regularly reviews and updates its underlying climate scenarios and assumptions in order to make the effects its own business model visible. The BMW Group’s approach to assessing resili- ence extends to the entire value chain (own locations, supplier locations and sales locations) and is based on internal risk re- porting. Corporate planning (twelve-year planning period) is up- dated annually and takes the risks and opportunities arising from climate change into account. The scenario analyses are per- formed to assess physical and transitory climate risks. Further details related to the climate risk analysis process are available in the ↗ Materiality Assessment. The BMW Group takes steps to ensure the long-term viability of its business model by implementing operational measures, con- tinuously updating its sustainability strategy, and following the overarching corporate strategy. Uncertainties in underlying as- sumptions (primarily regulatory requirements, customer expec- tations, technological developments, macroeconomic trends) are recorded on an ongoing basis and any adjustments are made promptly. The results of scenario analyses are incorporated into operational measures and the further development of the sus- tainability strategy as an integral part of the corporate strategy. Sustainability targets are integrated into corporate planning on the basis of current premises and scenarios (including Interna- tional Energy Agency scenarios for energy generation, CO2e emissions from upstream value creation). Starting with sales and volume planning, all subsequent processes are interlinked in a coordinated procedure. Simulating the possible effects of this planning makes it possible for the BMW Group to take the nec- essary actions at an early stage. Assumptions about technolo- gies, customer behaviour and demand trends are taken into ac- count as planning premises. In particular, there are remaining uncertainties in the area of customer behavior and demand. These areas are reviewed on a regular basis in order to reduce this level of uncertainty. The same applies to planned actions re- lated to CO2e reduction, such as further efficiency improvements or the progressive electrification of the product portfolio. These are also included as planning premises. Global market sales forecasts and the planned product and drive portfolio are taken into account as key factors. This means that the resilience anal- ysis assesses the entire planning period based on the latest as- sumptions and forecasts as part of the annual planning process. Resulting actions are identified and taken into account in the fi- nancial planning process. Based on these assumptions, the BMW Group's business model is resilient to the impacts and ad- justments resulting from climate change and climate change ad- aptation. Climate change mitigation and adaptation as key parts of the corporate strategy The BMW Group regards its balance of economic, ecological and social interests as the basis for its economic success. The Com- pany has therefore anchored the material impacts, risks and op- portunities related to climate change mitigation and adaptation in its corporate strategy ↗ Cornerstones of the Strategy. The strategic fields of action of electrification, digitalisation and sustainability/ circular economy are geared towards achieving the sustainability targets. As a global Company, the BMW Group is also in contin- uous dialogue with a large number of external stakeholders in Germany and abroad regarding aspects of climate change. This includes affected communities and indigenous peoples. Stake- holder feedback is taken into account and contributes to the con- tinuous development of the corporate strategy ↗ Stakeholder Engagement, ↗ Social and Environmental Responsibility in the Supply Network. The BMW Group’s Strategy, including topic-specific strategies such as the sustainability strategy, is confirmed by the Board of Management. The CO2e strategy draws on the Greenhouse Gas Protocol, science-based targets and implementation pathways, as well as all relevant regulatory changes. Progress towards achieving these targets is reviewed on a regular basis. All neces- sary actions are discussed in the relevant committees and by the Board of Management. These bodies also reach decisions on the relevance and effectiveness of the actions. Specific decisions, such as overarching targets for reducing CO2e emissions and cir- cular economy initiatives, are addressed in topic-specific meet- ings of the Board of Management. Strategic aspects are imple- mented in the respective departments such as Purchase, Devel- opment, Production, HR and Sales on the basis of defined target processes. In line with established target-setting processes and target achievement monitoring systems, targets are broken down within the organisation to the individual implementation levels. The targets are further detailed as needed with specific requirements (for example within vehicle projects and down to the component level). Taking a coordinated approach and integrating all external and internal requirements enables the BMW Group to develop, im- plement and continuously update detailed guidelines and in- structions based on the strategies. This approach integrates cli- mate change mitigation and adaptation as well as energy use and efficiency. This extends from development guidelines (such as Design for Circularity) through to process specifications for procurement and CO2e reduction requirements for the supplier network*. Internal premises are established on the basis of cor- responding requirements with the aim of implementing the stra- tegic targets. * The BMW Group includes measures that reduce carbon emissions, such as the use of electricity from renewable sources, the use of secondary raw materials, new manufacturing processes for raw materials, and product and material innovations such as biomaterials. Accordingly, compen- sation measures are not included.

119 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Company-wide requirements related to climate change adapta- tion are continuously developed and implemented including with the help of infrastructure planning guidelines. One example is the planning premise that new sites will be operated without the use of fossil fuels, which has been approved by the Board of Man- agement. The implementation process is defined on the basis of relevant frameworks and guidelines, such as the Greenhouse Gas Protocol and science-based approaches for reducing CO2e emissions. The long-term corporate planning workflow was ex- panded in the 2024 reporting year to include the assessment and simulation of the impact on the BMW Group's absolute CO2e emissions. This was done to make the interactions between vol- ume, drivetrain mix, and supply chain more transparent within planning processes, and is achieved by integrating the impact on CO2e emissions directly into the scenarios used for volume and financial planning. In addition to the CO2e strategy, the BMW Group analyses the current and future regulatory requirements for emissions and drivetrain technologies as part of its long-term corporate plan- ning. This includes detailed strategic market and drivetrain fore- casts that are performed as part of volume planning. These fore- casts monitor and anticipate fleet carbon emissions limits, pollu- tants (including brake/tyre abrasion), quotas for electrified vehi- cles, and bans on registration of individual drivetrain technolo- gies. As part of the process for updating the BMW Group’s long- term corporate planning, vehicle volume plans, and the drivetrain mix of the BMW Group portfolio are updated on an annual and ongoing basis. The aim is to continue reducing emissions during the use phase of vehicles while also meeting changing market requirements. The consistent enhancement of the drivetrain portfolio therefore remains one of the BMW Group’s main levers for reducing carbon emissions in the use phase. ↗ Cornerstones of the Strategy Additionally to regulatory requirements, the BMW Group also factors regional and market-specific conditions into its strategic planning. This includes, in particular, the availability and expan- sion of the charging infrastructure for electrified vehicles, the pro- portion of renewable energies in the energy mix and the availa- bility of alternative low-carbon fuels. The analyses also include customer acceptance of different drivetrain options in different markets. Total-cost-of-ownership considerations, such as pur- chase incentives for electrified vehicles, vehicle taxation or the cost of the energy used to power a vehicle have a significant im- pact on customer acceptance. The findings are carefully as- sessed and incorporated into the process of designing the opti- mum drivetrain mix for the respective market. The BMW Group fulfils the regulatory requirements for fleet car- bon emissions in the main sales markets of the EU, USA and China while taking all of the relevant regulatory flexibilities into account, such as to the purchase of carbon credits. If regulatory carbon requirements change, the Company will determine whether the current planning needs to be adjusted as part of the annual strategic drivetrain forecast or whether additional action needs to be taken. This approach ensures that the regulatory re- quirements are met. Transition plan to achieve Net Zero emissions by 2050 The BMW Group aims to achieve net zero CO2e emissions across the entire value chain by latest 2050. This means that the una- voidable CO2e emissions remaining after the reduction measures will be equivalent to a maximum of 10% of the absolute emis- sions in the base year 2019. The Scope 3 emissions will account for around 99% of the remaining total emissions. The remaining 1% of the emissions are Scope 1 and 2 emissions. ↗ Preparing for Net Zero. This methodology is based on recognised definitions and specifications, including the ESRS. The transition plan for cli- mate change mitigation which will be used to achieve net zero consists initially of the CO2e reduction targets for 2030, which also relate to the base year 2019. These near-term targets (NTT) for the target year 2030 provide the guiding framework used to define the actions needed. These targets are in line with the climate targets set out in the Paris Agreement to limit global warming.1 From the 2024 reporting year onwards, the CO2e tar- gets will be converted from relative values to absolute values. By deriving guidelines for 2035, the time horizon of the target corri- dor will be extended. Science-based, cross-sectoral methods were used for each scope to derive CO2e reduction targets for 2030 in line with the approach of the Science Based Targets initiative (SBTi). Targets were assessed based on the source of the emissions according to the relevant categories of the Greenhouse Gas Protocol. Per- centage-based annual CO2e reduction targets relative to the base year 2019 were used. This is a representative base year that provides reliable and comparable values with regard to framework conditions such as sales volumes, emissions in each scope, and available technologies. By taking a systematic ap- proach, the BMW Group ensures that the climate targets for 2030 have been developed on the basis of solid data and have taken all relevant factors into consideration. The CO2e targets are integrated into the BMW Group's steering system. The Company has derived a 1.5°C-aligned pathway for Scope 1 and 22 emissions and integrated it in the corporate strategy. The BMW Group has defined a combined target for its Scope 3 emis- sions (including Purchased goods and services, Logistics, and the Use phase) in the Automotive segment due to the close in- terdependencies between the supply chain and use phase. The targets are based on the standards of a science-based Well-Be- low-Two-Degree approach in accordance with SBTi. The BMW Group uses a holistic approach for this purpose that con- siders the CO2e emissions of vehicles over their entire life cycle. 1 According to ESRS E1-1-16.g, the BMW Group is not exempt from the EU Paris-aligned bench- marks, as this only applies to financial services companies. 2 The combined Scope 1 and 2 target includes all of the categories reported. At present, sites with- out operational control are not included in the target. The base year 2019 also includes emis- sions from contract manufacturing (”insourcing”). In the base year 2019 and the target year 2030, the biogenic share of emissions is included in the figure for the category Company Vehicles (Scope 1), while the biogenic share of the average electricity mix supplied to the BMW Group is included in the Electricity/Heating/Cooling Procurement for BMW Group Locations category. Emissions under Scope 2 are included in the target using the market-based calculation.

120 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CO2e steering logic At the time of target derivation for Scope 3 target, the target value for 2030 fully meets the requirements of the SBTi Well Be- low Two Degrees pathway, but is approximately 30% higher than these theoretical targets with reference to an ideal 1.5°C pathway according to the requirements and methodology of in- dependent organisations. As part of the development of corridors up to 2035, the demand for an increasing acceleration of decar- bonization is being increasingly taken into account. To achieve the CO2e targets, specific decarbonisation levers are identified, assessed, approved and implemented specifically for each scope. The expected CO2e emissions from the corporate planning are compared with the scope-specific targets. Measures are derived from this process to ensure that the Company’s CO2e targets are achieved by 2030 by means of annual target paths. A structured process – in which the planned emissions are continuously com- pared with the targets and appropriate measures are defined – makes a significant contribution to the Company meeting its cli- mate targets as planned. These transitional measures are an integral part of the climate strategy, which is an integral part of the BMW Group Strategy. The planned product and infrastructure measures will provide a short-term outlook for the avoided or reduced CO2e emissions over a period of six years. The expected Scope 1, 2, and 3 emis- sions (Purchased goods and services, Logistics, Use phase in each case for the Automotive segment) are updated annually on the basis of volume and sales plans and long-term corporate planning. Sustainability matters of relevance to the product port- folio, such as the electrification strategy and the integration of these matters into the continuous strategic process, are pre- sented annually as part of corporate planning, which is approved by the Board of Management and the Supervisory Board. The ongoing implementation of these processes ensures that the corporate strategy and emissions reduction targets are harmo- nised and can be implemented. Monitoring und Reporting– Governance (Group reporting, publications) CO2e Steering logic Corporate strategy Consistency with the objectives of the Paris Agreement Targets for product projects and anchoring in the periodic targets (t CO2/vehicle) of the Purchasing, Development, and Production depart- ments Measures to meet targets and implementation in the technology clusters for all scopes Target guidance and target control (avoidance of CO2e emissions)

121 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The BMW Group's long-term corporate planning is based on the Company’s target system. In this way, the targets set out in the planning are regularly compared with the BMW Group’s strategic targets. Decisions related to the implementation of sustainability targets – particularly in connection with sales planning and the product portfolio – are confirmed in specific draft proposals or by the decision making bodies of the BMW Group. The BMW Group is drawing up a CapEx plan for capital expendi- ture and operating expenditure that expands Taxonomy-aligned economic activities or allows Taxonomy-eligible economic activ- ities to become taxonomy-aligned. This plan is being drawn up on the basis of the long-term planning of the BMW Group. ↗ EU Taxonomy. The level of investment required to achieve the CO2e targets is derived from this CapEx plan. Specific measures are also financed, such as the development of technologies that contribute directly to the implementation of the transition plan.1 The progress of the implementation plan, based on the measures for each scope, is reflected in the emissions reductions achieved and forms the basis for its further development. Path to achieving the CO2e reduction targets in 2030 The BMW Group is fully committed to the Paris Agreement and contributes to decarbonisation efforts by pursuing its own ambi- tious targets. To achieve this, the BMW Group promotes the re- duction of CO2e emissions throughout the whole life cycle of its products as well as the principles of the circular economy with a verifiable track record of continuous improvement – from the supply chain to production, the use phase and the recycling of its products. The relative targets introduced in 2021 (expressed as reduction per vehicle) for Scope 1 and 2 (BMW Group locations) and Scope 3 (Purchased goods and services, Logistics, Use phase in each case for the Automotive segment) will be replaced with absolute values measured in tonnes CO2e from reporting year 2024 on- wards. The BMW Group’s overall target claim remains un- changed with this adaptation and take account of growth fore- casts and interaction between the scopes. No future develop- ments, (for example changes in sales volumes or new technologies) were assumed as premises as part of the target setting process. The BMW Group aims to reduce its CO2e emissions by at least 40 million tonnes CO2e compared to the 2019 base year by 2030 - from 150.1 million tonnes CO2e to 108.6 million tonnes CO2e. The targets are based on scientific, cross-sector methods aligned with the approach of the SBTi. The BMW Group is com- mitted to proceeding exclusively according to scientifically recog- nised methods. For this reason, the BMW Group joined the SBTi and validated its relative decarbonisation targets in 2020. Ongo- ing revisions to the SBTi guidelines, which are expected to con- tinue until at least the end of 2025, and interim requirements valid until then (including the mandated commitment to phase out combustion engine technology by 2035) mean that it is cur- rently preventing the validation of the absolute targets. The BMW Group actively incorporated stakeholder expectations into the methodology used for its reduction pathways when de- fining targets for a 1.5°C-aligned CO₂e reduction pathway for Scope 1 and 2 emissions, as well as the Well-Below-Two-De- grees approach for Scope 3 emissions in the Automotive seg- ment (covering Purchased goods and services, Logistics, and the Use phase). Additionally, the fleet CO2 regulations in the respec- tive markets are applicable during the use phase. Scope 3 categories are considered for both current reporting and target-setting purposes based on the requirements of the Green- house Gas Protocol. In addition to the absolute volume of emis- sions and the proportion of total emissions, the most important criterion being the extent to which the BMW Group is able to in- fluence the emissions directly. Based on this approach, the categories Purchased goods and services, Upstream transportation and distribution (Logistics), and Use of sold products (Use Phase) are both reported and fac- tored into the target-setting process for the Automotive segment. These target-relevant categories account for more than 95% of all reported Scope 3 emissions. Additional reported categories (Business travelling and Employee commuting) are excluded from the target Scope because the volumes in question are relatively small (Business travelling and employee commuting) or because of the lack of direct influence by the BMW Group (End-of-Life treatment of sold products [Disposal]). An absolute target of 0.635 million tonnes of CO2e by 2030 has been set for direct (Scope 1) and indirect (Scope 2) emissions.2 This is equivalent to a 46.3% reduction in emissions compared to the base year 2019 (1.182 million tonnes of CO2e). The Scope 2 target derivation is based on the market-based method. This factors in the actual emissions of the electricity used instead of the values of regional electricity mixes. Approximately three quarters of the emissions are allocated to Scope 1 and approxi- mately one quarter to Scope 2. An absolute target of 108 million tonnes of CO2e for 2030 was defined for Scope 3 emissions in the Automotive segment, based on Purchased goods and services, Logistics and the Use phase. This is equivalent to a 27.5% reduction in emissions compared to the base year 2019 (148.9 million tonnes of CO2e). Energy efficiency measures and the use of renewable energy in particular should contribute to achieving the targets in the own production of the BMW Group. Fossil fuels are increasingly being replaced by alternative technologies, particularly site-specific ge- othermal energy, renewable district heating and power-to-heat systems. At the new plant in Debrecen, Hungary, all paint line processes are powered by electricity instead of natural gas. 1 In accordance with ESRS 1-106, significant monetary amounts related to CapEx and OpEx nec- essary for the implementation of current or planned measures outside the CapEx plan are not quantified for confidentiality reasons. 2 The combined Scope 1 and 2 target includes all of the categories reported. At present, sites with- out operational control are not included in the target. The base year 2019 also includes emis- sions from contract manufacturing (”insourcing”). In the base year 2019 and the target year 2030, the biogenic share of emissions is included in the figure for the category Company Vehicles (Scope 1), while the biogenic share of the average electricity mix supplied to the BMW Group is included in the Electricity/Heating/Cooling Procurement for BMW Group Locations category. Emissions under Scope 2 are included in the target using the market-based calculation.

122 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement This significantly reduces CO2e emissions, even if it increases electricity consumption. The plant in Debrecen sources all of its production-related electricity needs from electricity from renew- able sources. These decarbonisation levers are helping the BMW Group to achieve its overall targets in a manner which is proportionate to the total volume of emissions allocated to each scope. In the supply chain, the biggest lever for CO2e-reducing measures is the use of electricity from renewable sources, while the second biggest lever is the use of secondary materials and raw materials from CO2e-reduced production processes (for ex- ample steel and aluminium). Expanded innovation and infra- structure management process for logistics measures are reduc- ing emissions related to logistics. During the use phase, the big- gest lever is the electrification of the product portfolio across all brands. In addition, other drive technologies such as hydrogen are being further developed and will be gradually integrated into the product range. The BMW Group is also implementing effi- ciency improvements for conventional drivetrains and continu- ously increasing the use of electricity from CO2e-free sources for vehicle charging. The BMW Group expects the largest contribution to achieving the 2030 CO2e emissions reduction target – approximately 65% in absolute terms – to come from the electrification of the vehicle fleet (automobiles), which is allocated to the Scope 3 category Use phase. The majority of the remaining reductions will be achieved by implementing measures in the supply chain and lo- gistics. The LCA (Life Cycle Assessment) comparison of current all-elec- tric vehicles shows improvements that have already been real- ised. The next generation of battery technology in the NEUE KLASSE vehicles is expected to reduce emissions in the supply chain for the battery cell approximately by another third. By using electricity from renewable sources in selected process steps, CO2e emissions can be reduced further over the entire life cycle. Compared to comparable vehicle concepts with an internal com- bustion engine, Scope 3 CO2e emissions can be reduced by up to three quarters. Regardless of the drivetrain technology, the decarbonisation of the supply chain in particular makes significant contributions to achieving the target. The continuously growing proportion of electric vehicles in the BMW Group’s range may cause emissions in the supply chain to increase in the short to medium term. The main reason for this is the higher product carbon footprint (PCF) of the high-voltage battery compared to conventional drivetrain concepts. In the supply chain and in the component manufactur- ing process, the BMW Group therefore relies on electricity from renewable sources at selected stages of the process, in addition to using recycled materials and technical measures that have been developed to limit the increase in CO2e in the supply chain. High reduction contributions result from agreements with raw material suppliers for aluminium and precious metals as well as from suppliers of high-voltage battery cells. These measures are already being implemented with the current battery generation. With the use of upcoming battery generations, these effects are to be further expanded. For example, by using materials with CO2e-reduced manufacturing processes or higher proportions of recyclates, CO2e emissions can be reduced by up to 80% for al- uminium and up to 70% for steel. This includes the use of direct reduction processes in steel production. For other material groups such as glass and plastics, the use of electricity from re- newable sources has a particularly beneficial effect on the CO2e footprint of the supply chain. The BMW Group takes into account the trends in key customer segments, drivetrain technologies, and forecasts for the decar- bonisation of supply chains and energy generation when opera- tionalising emission targets across all three scopes. CO2e credits (certificates) are not factored in when these targets are set and monitored - Only actual reduction measures are counted. The target achievement is subject to uncertainties, some of which cannot partially or cannot be completely influenced by the BMW Group. For example, future deliveries of battery electric ve- hicles (BEV) as a proportion of total sales may not be in line with current assumptions. The availability of appropriate infrastruc- ture and incentives to purchase BEVs will have an impact on de- mand. It became clear in the reporting year that the BEV market remains fragmented worldwide. Different markets are develop- ing at different speeds. External factors such as the removal of incentives are having a significant impact. The flexibility of the BMW Group’s production network puts it in a position to react ef- fectively to these developments. Higher overall sales volumes or a higher proportion of combustion-engine vehicles would make additional supply chain decarbonisation measures necessary in order to achieve the CO2e targets. Geopolitical risks can also have a significant impact on the BMW Group’s ability to achieve climate targets. External market-specific developments in the supply chain may also lead to the decarbonisation of energy-intensive upstream stages in particular taking a different course than planned. Not all factors that impact decarbonisation can be directly influenced, particularly in the production of CO2e-intensive raw materials such as steel and aluminium and the subsequent value creation stages in the supply chain. Furthermore, the ambitious forecasts of the International Energy Agency (IEA) – which are used to cal- culate emissions in the use phase of electrified vehicles – may be missed if, for example, the use of renewable energy does not pro- gress quickly enough. In contrast, additional actions, such as the provision of CO2e-free charging for customers, may result in an improvement in downstream Scope 3 emissions (Use phase). Fi- nally, changes in legally prescribed measurement and assess- ment procedures may have an impact on the BMW Group's tar- gets and their achievement. Implemented actions and metrics for a holistic CO2e reduction The overarching CO2e targets for all scopes are the basis for the specific actions that are an integral part of the corporate, product and topic-specific strategies (including Purchasing, Develop- ment, Production and Sales). Specific targets and implementa- tion steps are derived from the overarching goals of the Com- pany. The actions taken to reduce emissions are identified, assessed, approved and implemented individually for each scope. Particu- larly as regards the own locations (Scope 1 and 2), these actions involve the gradual substitution of fossil fuels and making contin- uous increase in energy efficiency to reduce energy require- ments. To this end, emissions related to production are primarily reduced through energy efficiency actions and the use of

123 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement renewable energies to substitute fossil fuels. ↗ Energy Efficiency and renewable Energy In the area of own emissions (Scope 1 and 2), a reduction of around 38,000 t CO2e was achieved compared to the previous year as a result of new measures implemented in the reporting year. The reduction from the procurement of biomethane at the Spartanburg plant (USA) and from the conversion from fossil fuel district heating to district heating from wood chips at the plant in Steyr (Austria) have made a significant contribution to this. Scope 3 emissions in the categories Purchased goods and ser- vices, Logistics and Use phase account for the largest share of the BMW Group’s total CO2e emissions. As a result, the Com- pany’s CO2e reduction measures are focused on these areas in particular. The BMW Group has established the reduction of CO2e emis- sions in the supply chain as a key criterion when awarding con- tracts to suppliers. Since 2021, the requirement to use electricity from renewable sources has applied to both our direct (tier 1) suppliers and to energy-intensive pre-production (n-tier) pro- cesses involved in the production of CO2e-intensive components and materials. Other measures include the use of secondary ma- terials. This represents an important contribution to the decar- bonisation of the supply chain on the part of the Company. The BMW Group reviews the effectiveness of the CO2-reducing measures in its series production annually in cooperation with a specialised external service provider. 71 suppliers were as- sessed in this regard in 2024. In the reporting year, verified and implemented actions reduced supply chain emissions by around 2.8 million t CO2e. It is expected that it will be possible to reduce CO2e emissions again in subsequent years based on measures in the supply chain. In 2024, the BMW Group started to review the implementation concepts of new suppliers with contracts that stipulate the use of electricity from renewable sources prior to se- ries production. Moreover the Supply Chain Programme of the NGO CDP (for- merly the Carbon Disclosure Project) is used to assess the per- formance of the supply chain in terms of reducing CO2e emis- sions. Participating suppliers are provided support with defining CO2e reduction targets, integrating them into their business pro- cesses and reporting on the progress made on a regular basis. Associated with this is a rating from which the BMW Group de- rives measures for supplier development and empowerment. In 2024, 271 suppliers took part in the rating. This corresponds to 79% of the BMW Group’s direct production-related purchasing volume. The BMW Group is also starting to use nature-based materials in the production of its vehicles to reduce CO2e emissions related to components. This includes using renewable plant-based raw materials for certain components, such as panelling elements in vehicle interiors. In future, the BMW Group intends to use renew- able raw materials for the production of seat covers or interior panelling elements. The BMW Group is making a significant contribution to further reducing CO2e emissions in the use phase by electrifying the en- tire product portfolio across all automobile brands. The Group is also developing established drivetrain technologies with the aim of achieving greater efficiency (EfficientDynamics technologies) and adding new technologies to the drivetrain mix, for example hydrogen drive technology. The increased use of electricity from renewable sources for charging electrified vehicles is another area where the BMW Group has the potential to ramp up its de- carbonisation performance. The BMW Group is actively involved in the expansion of the charging infrastructure and is committed to supporting this goal worldwide. The BMW Group also fosters the development and use of sustainable fuels. ↗ Innovations and Product Technologies The BMW Group has been pursuing the aim of continuing emis- sions-reduced transportation within its global production and retail network since 2015. About half of the vehicles produced by the BMW Group leave its plants by rail. Electricity from renewable sources is used for some of the rail transport involved in our lo- gistics within Germany. In addition to second-generation biofuels (for example HVO 100, produced from residual and waste ma- terials), all-electric heavy commercial vehicles have been in- creasingly deployed for transporting goods at the Group’s main plant in Munich since 2023. Bio LNG (bio liquefied natural gas) has also been used on the road in a number of series transport processes in Germany and the UK. Moreover, the BMW Group has been involved in the “H2Haul” research project since 2022 in addition to the “HyCET” research project, in order to gain early experience in the use of hydrogen trucks. The implementation and financing of actions and the measure- ment of target achievement are all part of long-term corporate planning. Taking measures into account in the financial planning process ensures that adequate funding is available to implement them in the relevant periods. The implementation of these CO2e reduction measures is initially geared towards the year 2030. However, the measures extend well beyond 2030 in many areas, such as the adaptation of the product portfolio or making it possible to operate new sites with- out the use of fossil fuels. This also supports our aim to achieve Net Zero across the entire value chain by 2050 at the latest. Greenhouse gas emissions along the entire value chain Absolute CO2e emissions are presented for the reporting year and are disclosed per scope and per relevant category ↗ CO2e footprint. Emissions are presented and disclosed in line with the structure and requirements of the Greenhouse Gas Protocol and the relevant emission factors for each scope and category. These are reviewed as part of the annual data gathering process and updated if necessary.

124 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement In 2024, the BMW Group’s CO2e emissions, excluding biogenic CO2 emissions, totalled 836,963 t CO2e in Scope 1 and 2 and 130,297,238 t CO2e in Scope 3. These absolute CO2e emissions are set in relation to net sales revenue in accordance with the ESRS requirements. For the re- porting year 2024, this so called ↗ Greenhouse gas intensity is 933 t CO2e/€ million according to the market-based method and 941 t CO2e/€ million according to the location-based method. The BMW Group expects that the targets that have been set will re- duce this figure over the next few years. In the 2024 reporting year, the relative reporting metrics for CO2e emissions from BMW Group locations (Scope 1 and 2) are 0.27 t CO2e per vehi- cle produced,1 and 13.55 t CO2e per vehicle produced for CO2e emissions from the supply chain.1 With regard to Scope 3 emissions, the assessment criteria of the Greenhouse Gas Protocol were used to determine the relevant categories. The decision of which categories to disclose was made on the basis of volumes and proportion, measurability, the ability of the BMW Group to influence the emissions volumes, and the degree of risk. ↗ Materiality of the various Scope 3 categories Emissions in Scope 3 categories 2 (Capital goods), 3 (Fuel and energy-related activities), 5 (Waste generated in operations), 8 (Upstream leased assets), 10 (Processing of sold products), 13 (Downstream leased assets) and 15 (Investments) are not re- ported for reasons of materiality, as they account for around 3% of total emissions and are not significant. The BMW Group is therefore focusing on the emissions that are considered relevant in terms of the absolute volumes involved (category 1, Purchased goods and services, categories 4 and 9, Logistics, and category 11, Use of sold products) and those that can be directly or indi- rectly influenced by the BMW Group ↗ Materiality of the various Scope 3 categories. The significant categories included in the report cover 97% of the BMW Group’s total Scope 3 emissions. The BMW Group's greenhouse gas emissions are calculated us- ing recognised data sources and methods. These include the specialised software LCA for Experts, which is used to analyse the value chain and calculate the Global Warming Potential (GWP) values of the Intergovernmental Panel on Climate Change (IPCC). Until reliable primary data is available, for example based on emission measurements performed in the supply chain by the suppliers themselves, values from databases are used instead of primary data (0%). These values are adjusted in certain cases using more precise secondary data, provided that measures to reduce the CO2e emissions of relevant suppliers are verifiable. CO2e emissions of the BMW Group2 in t Developing generally recognised standards for the automotive industry, and ideally across industries, is a crucial step in ensur- ing that emissions data can be compared properly across com- panies. It is currently not possible to compare this data across compa- nies. The BMW Group has a long-term objective of developing a CO2e accounting system based on real data. The first steps have already been taken with the Catena-X project. Information about the system boundaries (upstream and downstream value chain), information on evaluation using market- and location-based methods and the data gathering methods can be found in the ↗ CO2e footprint and is explained in the glossary. The metrics for the Motorcycles segment were included in the re- porting metrics for Scope 3 supply chain (upstream) and the use phase (downstream) for the first time in the 2024 financial year. These values were initially collected as an extrapolation in line with the processes for the Automotive segment. CO2e emissions per vehicle produced (automotive)1 in t 1 Assurance level: reasonable assurance. Additional information is available in ↗ Glossary and Ex- planation of Key Figures. 2 Scope 2 emissions according to the market-based method. According to the location-based method, the Scope 2 emissions amount to 1,304,971 t CO2e. Additional information is available in ↗ Glossary and Explanation of Key Figures. 672,542 164,421 35,103,222 95,194,016 Scope 1 Scope 2 Scope 3 Upstream Scope 3 Downstream 0 13.55 13.91 13.13 0.27 0.28 0.40 0 2024 2023 2019 BMW Group locations Supply Chain

125 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement From the 2025 financial year onwards, the BMW Group’s sus- tainability reporting will be expanded to include Scope 3 category 14 (Franchise). This category comprises the global retail network for the BMW and MINI brands (excluding own branches). The global retail network of the BMW Group’s Automotive segment currently comprises around 4,800 sales locations. As the retail network is considered part of the downstream value chain, the associated activities are also included in the BMW Group's Scope 3 emissions. In tandem with the data gathering process, the preparation ofCO2e targets for the global retail network and the development of a pathway for achieving these targets began in 2024. The BMW Group plans to prepare measures by the end of 2025 that align the sales organisation's CO2e targets with the BMW Group’s overarching targets. This ensures that emissions from significant emission sources along the entire value chain, including the sales organisation, are fully documented and reduced in a targeted manner from 2025 onwards. In addition to absolute CO2e emissions, the BMW Group also as- sesses its fleet carbon emissions limits in the use phase. Despite a slowdown in the upwards sales trend for electrified vehicles in the 2024 reporting year, the BMW Group was able to further re- duce its fleet carbon emissions in the main sales markets of the EU, USA, and China by increasing the BEV share. Within the EU1, average fleet carbon emissions, taking into ac- count regulatory requirements2 and in accordance with WLTP, were 99.5 g CO2/km2. This is equivalent to reducing the ↗ CO2 emissions of the new vehicle fleet EU by a further 2.6 g compared to the previous year (2023: 102.1 g CO2/km). In the reporting year, the BMW Group remained significantly below the legal ap- plicable limit of approximately 130.1 g CO2/km by 30.6 g CO2/km. This continues the trend seen in recent decades, driven by the electrification of the vehicle fleet and the fleet-wide de- ployment of innovative technologies ↗ EfficientDynamics technologies. In the US market, the BMW Group once again met the regulatory GHG fleet consumption requirements during the reporting year. This was achieved using self-generated credits as well as credits carried over from previous years. The BMW Group did not pur- chase any credits from other manufacturers for the reporting year. The requirements were therefore met without exception by using self-generated, existing credits. The volume-weighted ↗ CO2 fleet carbon emissions (US market)3 averaged 114.6 g CO2/km2 (model year 2023: 126.5 g CO2/km). The increasing proportion of electric vehicles had a particularly significant effect in terms of reducing emissions. The volume-weighted ↗ CO2 fleet carbon emissions in China were 141.9 g CO2/km2 according to the WLTC test cycle (2023: 146.4 g CO2/km WLTC). The BMW Group has also met the ap- plicable regulatory CAFC fleet consumption requirements in that market. The BMW Group’s ↗ global fleet carbon emissions in the reporting year averaged 185.0 g CO2e/km2 (2023: 191.8 g CO2e/km4). These metrics correspond to a decrease of 18.4% compared to the base year 2019 (2019: 226.8 g CO2e/km4). As in previous years, when calculating the emissions metrics, the BMW Group takes into account volume-weighted fleet carbon emissions (including upstream emissions for fuel and electric charging) in the EU, the USA, and China and standardises them in accordance with the WLTP. With a share of more than 80% of BMW Group deliveries, these three core markets and regions form a reliable basis for calculating global average fleet carbon emissions. The BMW Group is involved in associations and also participates independently in political debates on future requirements related to carbon legislation in individual markets. The Company sup- ports the development of harmonised national and international regulations. Establishing comparable requirements creates a re- liable and predictable framework which can make an important contribution to effectively countering the effects of climate change. We provide information on the BMW Group’s most im- portant climate policy positions and activities in our ↗ Climate Engagement Report. Use of an internal carbon price to assess vehicle projects An ↗ internal carbon price is used as a shadow price in the develop- ment phase of vehicle projects (automobiles) to assess the measures taken to reduce carbon emissions in the use phase. This carbon price was determined on the basis of fleet regula- tions in the EU. These regulations stipulate a penalty of 95 € per gram of CO2 for each unit sold if the target is not met. The value is converted over an assumed mileage of 200,000 km to a price of 475 € per tonne of CO2. Vehicle projects are managed directly based on impacts in g CO2/km while drawing on expected vehicle emissions and their impact on the BMW Group fleet. The penalties that may be imposed are appropriate when as- sessing measures as they directly represent the costs that would be incurred if the targets were not met. The costs of carbon measures can therefore be directly compared to potential pen- alty payments and used as a basis for assessing emissions from the use phase. The BMW Group’s internal carbon price is applied to 100% of Scope 3 CO2e emissions from the use phase of the automobile sector. In the 2024 reporting year, this price was ap- plied to 90,667,226 t CO2e. This is equivalent to 69.1% of the total CO2e emissions of the BMW Group. 1 EU-27 countries including Norway and Iceland. 2 Assurance level: reasonable assurance. 3 Converted from g/mi to g/km for comparison purposes. 4 The calculated emissions include upstream emissions from supplying fuel. In the current data set provided for this purpose, Sphera uses the new IEA Methane Tracker. This determined that me- thane flaring was significantly more frequent during crude oil production than in previous years. Due to the significant influence that this effect has on the aforementioned indicator, the previous years were re-baselined back to 2019. Excluding this effect, the previous year's value was 185.4 g CO2e/km and the value in 2019 was 218.5 g CO2e/km.

126 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement In the supply chain, however, the actions taken to achieve targets for each material group are managed based on the required level of carbon reduction and the necessary avoidance costs. The pro- cess is carried out annually with the involvement of the Purchas- ing and Supplier Network, Development and Finance depart- ments. Similarly, the actions taken to achieve Scope 1 and 2 tar- gets are managed based on the specific avoidance costs. A con- tinuous coordination process ensures that requirements arising from changing conditions are reliably taken into account and that mitigation measures in the supply chain are optimised. Internal carbon prices are not used for financial reporting pur- poses. They are not used when assessing the duration of use and residual value of assets, assessing the possible impairment of assets or measuring the fair value of assets acquired through corporate takeovers. However, the BMW Group’s corporate planning does incorporate volume- and price-related assump- tions for emission allowances under the EU Emissions Trading System (ETS). These premises are also factored into the impair- ment testing process for assets in the Automotive segment. Preparing for Net Zero The BMW Group intends to achieve Net Zero by 2050, which means reducing CO2e emissions across all scopes within the value chain by at least 90% compared to the base year. To achieve this target at this point in time, the BMW Group focuses within the preparation of Net Zero on the decarbonization of its value chain. All emissions that cannot be technically reduced fur- ther at the point of Net Zero (maximum 10% of total base year CO2e emissions) must be neutralised from that point onwards using permanent carbon sinks. The BMW Group has been supporting the development of new permanent CO2e sequestration methods since 2024 to drive the development of these carbon sinks. These efforts have included purchasing certificates from biochar projects. * Additional information is available in ↗ Glossary and Explanation of Key Figures. The BMW Group is financing the permanent storage of initial vol- umes equivalent to 25,000 t of CO2e in cooperation with partners including Atmosfair and Firstclimate. By this means, it is intended to foster the scaling of promising Carbon Dioxide Removal (CDR) technologies at an early stage in order to also prepare for the BMW Group’s sub-target of neutralising a maximum 10% of its base year CO2e emissions at the point of Net Zero by 2050 at the latest. The BMW Group supports these projects voluntarily, which means their yields are not counted towards the Group's CO2e tar- gets. The projects are certified by independent institutions in line with international standards (for example CSI/EBC C-Sink) and have to meet a set of strict quality criteria as for instance perma- nence and additionality of the CO2e storage effects. 2024 Total (in t CO2e) 25,000 Share from removal projects (in %) 100 Share from reduction projects (in %) – Sink-type biochar (in %) 100 Recognised quality standards CSI/C-Sink (in %) 100 Share of projects within the EU (in %) – Share of projects with corresponding adjustments (in %) – CO2e certificates planned to be cancelled in the future (in t CO2e) Until and including reporting year 2026 46,000 – 57,500 CO2e certificates cancelled in the reporting year*

127 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement HOLISTIC ENVIRONMENTAL MANAGEMENT WITHIN THE BMW GROUP Protecting the environment is an important pillar of the BMW Group’s sustainability strategy. The BMW Group takes ac- tion to protect the environment at every stage of the vehicle life cycle, from the supply chain through to production and the end of the use phase. The BMW Group incorporates ecological effects into its planning and activities at an early stage and assesses en- vironmental impacts, risks and opportunities. Within the BMW Group’s global production network, energy and resource efficiency as well as the control of resource consump- tion have been integral parts in the environmental management system for decades. Alongside CO2e emissions, the other indica- tors are energy and potable water consumption, waste for dis- posal, and solvent emissions. Biodiversity is also analysed for each site individually. The environmental policy addresses the impacts, risks and op- portunities identified as material at the properties of the BMW Group in the areas of water, energy and climate change ↗ List of material Impacts, Risks and Opportunities. All of the actions we take are in compliance with legislation, regulations and stand- ards. A certified environmental management system in accord- ance with ISO 14001 has been implemented at all BMW Group production sites. Moreover, all the BMW Group’s German plants are certified under the EMAS environmental management sys- tem. The requirements of these regulations are specified in bind- ing specifications such as the BMW Group working instructions and guidelines, the BMW Group Management Manual (for qual- ity, environmental protection, occupational safety, ergonomics, health management and corporate security including information protection), in process descriptions and procedural instructions, as well as in work orders and standard operating procedures. The monitoring process of the environmental policy is based on annual audits which are required in order to meet the aforemen- tioned regulations. By providing information and training, we promote and develop a sense of responsibility for the environment among our employ- ees. The BMW Group’s environmental policy requires and facili- tates environmentally friendly conduct throughout the entire or- ganisation. This helps our workforce to play their part in improv- ing the environmental performance of the BMW Group. Manag- ers act as role models and the BMW Group provides targeted training and further education in this area. Proposals and ideas for improving operational processes and improving our environ- mental performance are assessed internally in the “cre8” idea management programme. The Board of Management is responsible for the implementation of the environmental policy. Managers bear particular responsi- bility for implementing and living out the environmental and en- ergy policy and motivating their employees accordingly. Environ- mental protection training is mandatory for managers. The dele- gation chain assigns operator responsibility to site management. Each facility, each building and each area is allocated to a re- sponsible operator who is responsible for the products, pro- cesses, facilities and technical systems in their area. Environ- mental protection units support and advise operators and em- ployees at each site. These units consist of the environmental management officers and the officers for waste, water protection and immission control. These individuals are responsible for making production processes as environmentally friendly as pos- sible in line with the environmental objectives. The BMW Group uses a number of tools to help operators fulfil their responsibili- ties, including operator inspections, regular meetings and an emergency communication system. At company level, the department for Strategy, Planning, Envi- ronmental protection and Energy Management advises the net- work of environmental protection units. This department heads up regular meetings involving the plants’ environmental man- agement officers in the Environmental Protection Steering Com- mittee. The steering committee coordinates environmental pro- tection activities in the area of production throughout the Group. The sites of the BMW Group also have cross-technology energy groups which are tasked with continuously optimising the energy consumption of production processes. The purpose of these groups is to minimise impacts on the environment accordingly. The BMW Group is committed to protecting people and the envi- ronment by acting responsibly beyond the confines of its plants. It is therefore expanding its influence throughout the value chain by establishing partnerships and dialogue formats with policy- makers, business partners and external partners such as cus- tomers, suppliers, contractual partners and non-governmental organisations (NGOs). As a global company, the BMW Group is in continuous dialogue with a large number of external stake- holders in Germany and abroad regarding environmental mat- ters. These include affected communities and indigenous people. ↗ Stakeholder Engagement, ↗ Social and Environmental Responsibility in the Supplier Network We inform the public about our environmental objectives and measures in a variety of ways. We also use events, conferences, presentations and plant tours to engage in dialogue with differ- ent target groups. Publications, brochures and environmental statements from the individual plants, the BMW Group Report and the websites of the BMW Group and its plants provide addi- tional transparency about our activities.

128 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement ENERGY EFFICIENCY AND RENEWABLE ENERGY Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Globally, the network of sales partners consumes energy - and thereby uses natural resources and contrib- utes to climate change. Negative Impact − None − None − None Concluding power purchase agreements support the development of more renewable energy capacity and saving resources and emissions. Positive Impact − Energy policy − Environmental policy ↗ Holistic Environmental Manage- ment within the BMW Group − Reduction of energy consumption by 25% by 2030 − Energy efficiency measures to opti- mise production technology and building services − Replacement of old and inefficient systems with new systems that are more efficient − Development of new processes that are more efficient and more envi- ronmentally friendly − Replacement of fossil fuels with re- newable energy sources Risk of limitations in the use of certain energy sources due to regulatory restrictions, which may confine their application to specific sectors or require physical delivery. As a result of these limitations some energy sources cannot be used for emission reduction measures. Risk Globally, the network of supplier locations consumes energy - and thereby uses natural resources and con- tributes to climate change. Negative Impact − BMW Group Climate Strategy ↗ Climate change mitigation and adaptation as a key part of the corporate strategy − Reduce Scope 1, Scope 2 and Scope 3 emissions by at least 40 m tonnes CO2e by 2030 ↗ Path to achieving the CO2e reduc- tion targets in 2030 − Supply chain: use of electricity from renewable sources* and secondary materials ↗ Implemented actions and metrics for a holistic CO2e reduction New or changing worldwide government regulations on energy use could require to adjust operations in the supply chain. Risk Upstream material Own Operations material Downstream material * See ↗ Glossary for a definition of electricity from renewable sources.

129 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The BMW Group attaches great importance to energy consump- tion and energy efficiency throughout the company. Our targets and the actions we take to reduce energy consumption are am- bitious. Instead of focusing exclusively on our energy costs, we give the same level of emphasis to reducing CO2e emissions through the increased use of renewable energy sources. The Group’s direct responsibility for its production processes is the starting point for these efforts. One of the criteria which we look at when awarding contracts is the use of electricity from renew- able sources by direct suppliers (Tier 1 suppliers) and in energy- intensive processes of pre-production stages (N-tier suppliers) involved in the manufacture of CO2e-intensive components and materials. Energy is a material topic for the BMW Group at all stages of the value chain. The effects of energy consumption in the supply chain and in the downstream value chain are pre- sented separately in ↗ Climate change mitigation and adaptation as a key part of the corporate strategy. Energy management The BMW Group’s energy management system includes a Group-wide energy policy which assigns clear roles – each with corresponding responsibilities, targets and reporting obligations – to central strategy departments, regional management units and sites at the local level. This facilitates the mitigation of the direct impacts and risks identified in relation to energy at the BMW Group’s own operations. The energy management system covers structural planning, system design, the procurement of energy and technical equipment as well as the management of the property portfolio. Energy management regulations apply to all important energy- related processes and properties throughout the BMW Group. The requirements therefore apply to all geographical areas and all locations under the operational control of the BMW Group. Overall responsibility for energy management lies with the Board of Management and extends across all organisational levels. The BMW Group uses electricity from renewable sources at the majority of its properties, including its own photovoltaic systems (PV). Additional PV systems were installed at the plants in Berlin (Germany), Leipzig (Germany) and Rosslyn (South Africa) in 2024. The Group also began the process of getting additional photovoltaic systems set up at other locations. The BMW Group sources energy (electricity, heating, steam, and cooling) exter- nally using direct supply contracts for regenerative energy (23%), including Power Purchase Agreements (PPAs) as well as from Energy Attribute Certificates (62%). These guarantees cer- tify that the energy we procure comes from renewable sources. Clear internal guidelines ensure that biomethane is procured and used in line with regulatory requirements. The BMW Group is progressively transitioning to using alternative sources for heat- ing purposes, including biomass, geothermal energy, and power- to-heat technologies. Boreholes are being drilled for a geother- mal plant at the Shenyang plant in China, while the foundations have already been laid for a wood chip heating plant at the Din- golfing (Germany) plant. By implementing and continuously monitoring environmental and energy policies, the BMW Group can mitigate risks, such as stricter environmental regulations or rising energy prices, while improving its environmental performance. A certified energy management system is in place for energy-in- tensive processes and locations to ensure the accuracy and completeness of CO₂e and energy data, as well as the effective- ness of our energy management processes. The BMW Group also uses regular reporting and mandatory internal and external audits for this purpose. The BMW Group has signed up to a number of initiatives, high- lighting its commitment to climate and environmental protection. The BMW Group adheres to the quality criteria of the RE100 standard when purchasing electricity from renewable sources. Since 2020, all of the external electricity used for production at all of the BMW Group’s plants worldwide has come from renew- able sources. The majority of our non-production sites are also powered by electricity from renewable sources. We foster close relationships with stakeholders - including local businesses, politicians and all relevant internal parties - to en- sure that their interests are taken into account when we imple- ment energy- and location-specific projects. A detailed descrip- tion of the strategy development process and our approach to engaging with external and internal stakeholders can be found in ↗ The BMW Group Strategy and ↗ Stakeholder Engagement. Energy targets The BMW Group is committed to continuously implementing en- ergy efficiency measures. It has set itself the target of reducing its energy consumption per vehicle produced by 25% by 2030 compared to the 2016 base year.* Progress toward these energy targets is tracked in an ongoing monitoring process. Each year, energy targets for internal management are set for the following year. These are based on historical energy consumption, com- pleted and planned measures, as well as factors like capacity and utilisation rates. The target is a relative target per unit pro- duced, measured in megawatt hours (MWh). The energy effi- ciency target is directly linked to controlling absolute CO₂e emis- sions in the context of the BMW Group’s planning processes. The targets are established based on an analysis of the market environment combined with an assessment of technical feasibil- ity. The analysis of technically feasible measures incorporates in- sights from technologic innovations. The objective of saving energy and increasing the use of renew- able energy primarily involves internal stakeholders, such as plant managers, whose opinions and interests are incorporated into the target-setting process. When it comes to using renewa- ble energy, local stakeholders within the energy infrastructure are engaged as needed. * Target for global vehicle production (BMW Group plants and partner plants). The efficiency target is based on internal historical data. It is specific to the Company and is not aligned with a science- based approach.

130 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Changes in production planning, the introduction of new produc- tion plants and modifications to technical systems can have an impact on our progress towards achieving these energy targets. End-of-year forecasts are developed and monitored monthly for all targets using an automated dashboard. Progress for 2024 was on track with the original plan. This same approach is used to manage Scope 1 and Scope 2 CO₂e emissions targets. Efficiency measures and energy mix In 2024, the BMW Group undertook a broad range of initiatives to meet carbon and energy efficiency targets at its locations. The measures implemented to reduce energy consumption can be summarised as follows: — Energy efficiency measures to optimise production technol- ogy and building services — Replacement of old and inefficient systems with new sys- tems that are more efficient — Development of processes that are more efficient and more environmentally friendly — Replacement of fossil fuels with renewable energy sources The measures implemented in these categories cover all proper- ties under the BMW Group’s operational control and all key en- ergy-related processes. A detailed breakdown of the contribu- tions from each category is not provided due to the measures having overlapping effects and due to external factors such as seasonal weather. Financial resources are allocated annually for energy efficiency measures so that the BMW Group can meet the 2030 energy efficiency target. Resources are made available for Scope 1 and 2 CO₂e reduction efforts on a rolling basis to align with the 1.5°C target pathway. These extensive measures un- derscore the BMW Group’s commitment to meeting its energy targets. In the 2024 financial year, the BMW Group's total ↗ energy consumption amounted to 6,205,004 MWh, with 48.5% sourced from renewables. ↗ Energy consumption per vehicle produced was 1.94 MWh, lower than in the previous year (2023: 1.97 MWh). In addition to fossil fuels and renewables, the average electricity mix supplied to the BMW Group also included 12,037 MWh from nuclear energy, which accounted for 0.2% of total energy con- sumption. Additionally, some of the fuel procured by the BMW Group was used to generate 556,173 MWh of electricity in the Group’s highly efficient combined heat and power plants in the reporting year. The BMW Group’s ↗ energy intensity for the 2024 financial year (measured as total energy consumption in MWh per million euros of net revenue) stood at 44.13 MWh/€ million. Energy consumption per vehicle produced (automotive)3 in MWh 1 For more information, see ↗ Glossary and Explanation of Key Figures. 2 In the average electricity mix supplied to the BMW Group considered here, besides fossil shares, renewable and nuclear components are also included. 3 Additional disclosure. Assurance level of the years 2023 and 2024: reasonable assurance. Addi- tional information is available in ↗ Glossary and Explanation of Key Figures. 1.94 1.97 2.21 0 2024 2023 2016 in MWh 2024 Total energy consumption 6,205,004 Total fossil energy consumption 3,195,726 Fuel consumption from natural gas 2,673,521 Fuel consumption from crude oil and petroleum products 7,005 Consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sources2 515,200 Share of fossil sources in total energy consumption (in %)2 51.5 Total renewable energy consumption 3,009,278 Fuel consumption from renewable sources, including biomass 166,907 Consumption of self-generated non-fuel renewable energy 5,603 Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources 2,836,768 Share of renewable sources in total energy consumption (in %) 48.5 Energy consumption and mix at BMW Group locations1

131 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement REDUCTION OF ENVIRONMENTAL POLLUTION Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Contamination with microplastics due to tyre wear particles. Negative Impact − None yet − None yet − Collaboration in the development of measurement methods for tyre abrasion Local pollution of water through unplanned discharges of polluting substances (e. g. leaks) at suppliers' pro- duction sites. Negative Impact − Multistage due diligence process to uphold environmental and social standards in the supply chain (in- cluding the BMW Group Supplier Code of Conduct) ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier net- work − Process for responsible raw mate- rial management ↗ Responsible raw material man- agement − No targets that focus exclusively and thematically on material im- pacts, risks, and opportunities − Overarching targets for the proce- dures used to perform due diligence in the supplier network ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Preventive and remedial measures ↗ Complaints procedure − Analysis of the effectiveness of the processes and measures imple- mented ↗ Due Diligence in the supplier net- work − Objectives for local projects ↗ Responsible raw material man- agement − Commitment to initiatives − Risk analysis − Sustainability questionnaire (online assessment) − On-site assessments of supplier lo- cations (on-site assessment) − Complaints procedure − Certification and traceability of raw materials supply chains − Implementation of local projects ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Risk analysis and control mechanisms ↗ Preventive and remedial measures ↗ Complaints procedure ↗ Responsible raw material man- agement Local pollution of soil through unplanned discharges of polluting substances (e. g. leaks) at suppliers' produc- tion sites. Negative Impact Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with pollution of water. Risk Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with pollution of water. Risk Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with pollution of soil. Risk Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with pollution of soil. Risk Upstream material Own Operations material Downstream material

132 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The BMW Group has a comprehensive environmental manage- ment system at its own operations. Detailed checks and inspec- tions are carried out during the planning and construction of new production and other sites with the aim of eliminating air, water, and soil pollution from the outset or reducing it as much as pos- sible. Extensive measures are implemented to ensure compli- ance with limits. As a result, there are no significant impacts, risks or opportunities related to pollution within the BMW Group’s own operations.* The BMW Group assumes responsibility within its supply chain by monitoring processes and taking action to protect the environ- ment. A materiality assessment identified risks and impacts in the supply chain related to soil and water. All guidelines, actions and targets for actively managing these material impacts and risks in the supply chain are part of the due diligence process for upholding environmental and social standards within the sup- plier network. These are elaborated in ↗ Social and Environmental Responsibility in the Supplier Network. The BMW Group’s products themselves do not present any ma- terial concerns related to air, water, or soil pollution. Further de- tails about applicable emissions standards can be found in ↗ Consumption and Carbon Disclosures and additional information about emission technologies in ↗ Innovations and Product Technologies. During the use phase of the BMW Group’s products, tyre abra- sion during driving produces microparticles which negatively im- pact the environment. Ongoing discussions on standardised methods for measuring tyre abrasion have yet to yield reliable definitions that accurately and comparably reflect the actual im- pact of vehicles. For this reason, the BMW Group has not yet es- tablished specific policies or targets aimed at reducing micropar- ticles from tyre wear. Until relevant thresholds are laid down, the BMW Group will be actively involved in developing measurement procedures for tyre abrasion and reducing wear levels while working closely with in- dustry associations. An obligation to meet any future thresholds will also be included in specifications for tyre suppliers. Systems are being implemented to establish internal processes for meas- uring tyre wear. Tyre wear thresholds are expected to be pub- lished in 2025 in line with the Euro 7 regulations, and will most likely be mandatory for tire manufacturers from 2028 onwards. The BMW Group will review these specifications and fully comply with the resulting requirements concerning tyre abrasion values through the manufacturers and then provide the disclosures re- quired under ESRS regarding the quantification of microplastics generated during driving. * We have reported on volatile organic compounds (VOC) used in the production process in the past. This metric is no longer reported due to the switch to ESRS reporting and the resulting cate- gorisation of air, water and soil pollution as immaterial in connection with our own operations. The BMW Group will continue to address this issue and monitor it internally. Information about site- specific solvent emissions will continue to be published in the environmental statements of the EMAS-certified plants.

133 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement RESPONSIBLE USE OF WATER RESOURCES Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Limiting the availability of water and/or harming the ecosystem through water withdrawals within the supply chain especially in areas of high-water stress. Negative Impact − Multistage due diligence process to uphold environmental and social standards in the supply chain (in- cluding the BMW Group Supplier Code of Conduct) ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier net- work − Process for responsible raw material management ↗ Responsible raw material man- agement − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Overarching targets for the proce- dures used to perform due diligence in the supplier network ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Preventive and remedial measures ↗ Complaints procedure − Analysis of the effectiveness of the processes and measures imple- mented ↗ Due Diligence in the supplier net- work − Objectives for local projects ↗ Responsible raw material man- agement − Commitment to initiatives − Risk analysis − Sustainability questionnaire (online assessment) − On-site assessments of supplier lo- cations (on-site assessment) − Complaints procedure − Certification and traceability of raw materials supply chains − Implementation of local projects ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Risk analysis and control mechanisms ↗ Preventive and remedial measures ↗ Complaints procedure ↗ Responsible raw material management Local water scarcity and threat to water supply due to high water intensity in production processes of suppli- ers and other preliminary products of BMW Group. Negative Impact Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with water, specifically water consumption. Risk Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with water, specifically water withdrawals. Risk Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with water, specifi- cally water consumption. Risk New or changing worldwide government regulations regarding water consumption could require to adjust operations and therefore increase dependencies and availability due to exclusion. Risk − BMW Group Water Strategy − Environmental policy ↗ Holistic Environmental Manage- ment within the BMW Group − Reduce potable water consumption by 25% by 2030 − Use of alternative water sources − Water treatment and reuse − Innovation and technologies for re- ducing water use − Risk-based water strategy and monitoring Upstream material Own Operations material Downstream material

134 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Using water responsibly is a priority for the BMW Group. The Company uses comprehensive water management policies and advanced water-saving and treatment technologies to reduce water consumption and minimise water stress1 along with the associated risks. The BMW Group works together with local stakeholders to ensure that it uses this valuable resource respon- sibly. Using potable water economically has long been an essential component of the BMW Group’s environmental management system. All of our production facilities are required to reduce wa- ter consumption and use alternative sources of water, such as rainwater. The management of and responsibilities for the BMW Group’s own operations are an integral part of the BMW Group’s environmental policy. ↗ Holistic Environmental Management within the BMW Group All guidelines, actions, and targets for actively managing these material impacts and risks related to water withdrawal and water consumption in the upstream value chain are part of the due dil- igence process for upholding environmental and social stand- ards within the supplier network. These are elaborated in ↗ Social and Environmental Responsibility in the Supplier Network. Water management and water protection Water is a critical resource in various stages of vehicle production including paint shop processes. Through the implementation of water-saving processes and innovative technologies across its global production network, the BMW Group successfully reduced water consumption per vehicle by over 30% between 2006 and 2024. As part of its environmental policy, the Group follows a water strategy that begins with a detailed analysis of water risks. This strategy addresses the risk deemed material in the Group’s own operations. The BMW Group uses the Aqueduct Atlas to identify sites in regions experiencing high or very high water stress ↗ Measures to reduce water usage. Water risks2 such as flooding are taken into account in the site assessment process. ↗ Water-related impacts, risks and opportunities. The BMW Group’s process for selecting new production sites in- corporates the responsible management of local water re- sources. The BMW Group takes a holistic approach to ensure that protecting water resources is a top priority from the outset. Hydrological and hydrogeological conditions are analysed during the site selection process alongside general water availability. Key considerations include groundwater depth, potential rises in groundwater and their consequences, groundwater extraction and flows, and rainwater infiltration options. The geothermal po- tential of the subsoil is also evaluated in this context. Engaging in dialogue with affected residents and interest groups is an important part of the site selection process for the BMW Group. Insights gained from these discussions are carefully as- sessed and factored into the BMW Group’s decisions. This ap- proach helps us to identify potential impacts on communities or farmers and mitigate them ahead of time with targeted measures. The BMW Group assesses water risks based on the potential ef- fects of water scarcity on its entire production network. Priorities are established and long-term measures are planned on the ba- sis of these assessments. Detailed implementation plans are created to support these measures. These plans detail the amount of investment required. Location-based monitoring pro- vides insights that allow us to continuously adjust our measures. Assessing geographical conditions and collaborating with stake- holders are an integral part of our planning process. The BMW Group is planning to install a dry separation system in the paint shop at the Leipzig plant by 2027 to further reduce water consumption. The evaluation system we use for our sites is based on the water stress index and updated as site conditions change. This allows us to react immediately as situations emerge. Locations in areas of water stress are identified and listed in the ↗ Materiality Assessment. The production sites (exclud- ing motorcycles) of the BMW Group are included in the target management process as part of the BMW Group’s water strat- egy. The BMW Group’s water strategy focuses on both water con- sumption and water quality. Uniform standards for wastewater treatment technology apply across the Group in line with national legislation and applicable limits. In Germany, these include the Ordinance on Installations for the Handling of Substances Haz- ardous to Water, the Water Resources Act, the Ordinance on the Protection of Surface Waters, and the Groundwater Ordinance as implemented under the Water Framework Directive. Regular in- spections are performed to ensure that these requirements are consistently met. Production sites without a connection to a pub- lic water treatment plant operate their own water treatment facil- ities. 1 Water stress refers to the ratio of water availability to demand at a given location. Additional infor- mation is available in ↗ Glossary and Explanation of Key Figures. 2 Water risk includes flooding risks (coastal and surface water) and reputational risks related to en- vironmental and social matters and compliance with the law. Water risk assessments look at the quantity and quality of the water that is available, in addition to access to water. Additional infor- mation is available in ↗ Glossary and Explanation of Key Figures.

135 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The BMW Group is also committed to protecting the oceans. However, as no material impacts, risks or opportunities have been identified in this area, the BMW Group is not pursuing any specific strategies or practices in order to protect marine waters. Due to the uncertainty surrounding the environmental conse- quences of deep sea mining, the BMW Group joined the World Wildlife Fund (WWF) and other companies in 2021 to issue a joint statement pledging not to extract raw materials from the deep sea ↗ BMW Group Biodiversity Policy. This commitment extends to the BMW Group's suppliers and their supply chains. Water consumption in production reduced again The BMW Group has set itself the target of reducing the amount of potable water used in automobile production by 25% by 2030 compared to the base year 2016.1 In the reporting period, spe- cific ↗ potable water consumption per vehicle in automobile production was 1.67 m3, lower than in the previous year (2023: 1.78 m3/ –6.2%). A continuous decrease in water consumption has been recorded in line with the planning of the BMW Group. The BMW Group places great emphasis on reducing water us- age, and achieves this by using the latest technologies in its wa- ter treatment and painting processes. Water-saving targets are voluntarily set for the BMW Group’s own operations on the basis of technological feasibility studies. Annual site-specific targets for relative water consumption in vehicle production are defined and monitored throughout the year to assess progress; this pro- cess is particularly relevant for management and other on-site stakeholders, whose opinions and interests are incorporated into the target-setting process. The BMW Group evaluates water stress in the areas where indi- vidual plants are located in addition to its impact on its entire pro- duction network. If existing measures have successfully allevi- ated water stress, these findings are integrated into broader planning and risk assessments. Water stress can thus be contin- uously reduced and responsible use of water resources ensured. Potable water consumption per vehicle produced (automotive)2 in m3 The goal of sustainably decreasing (potable) water consumption applies across all sites within the BMW Group, regardless of their location. Targets in this area were defined on the basis of general environmental conditions and relationships rather than any spe- cific environmental thresholds. Measures and targets incorpo- rate water stress analyses performed with the Aqueduct Atlas on the basis of scientific insights into regional water availability. Measures to reduce water usage The BMW Group implements extensive measures to reduce wa- ter consumption in regions experiencing high or very high water stress, such as the use of rainwater at the Chennai (India) plant. All measures are taken to support the BMW Group’s objective of reducing potable water consumption by 2030. The water con- sumption in stress-affected regions is also included in the metric ↗ Water consumption in water risk and stress areas. This figure comes to 3,079,270 m3 at the sites in question. Water treatment and reuse are measures that can play a vital role in the sustainable reduction of water consumption. Across the BMW Group, the ↗ total water recycled and reused amounts to 4,778,429 m³. Modern circular systems, such as those used in paint shops, and cascading systems, which reuse process water multiple times before painting, significantly reduce freshwater consumption. The efficient handling of freshwater, wastewater treatment in paint shops and assembly wash stations, and the use of slightly contaminated greywater as industrial or process water decrease wastewater volumes notably. Insights from wa- ter treatment processes and the targeted use of innovations and technologies serve to enhance water efficiency. Cascade rinse systems are being implemented alongside water recycling sys- tems, while painting systems are being converted from wet scrubbing to dry separation. During assembly, one of the most important measures is the recirculation of water in leak test chambers. This plays a key role in terms of the Group reducing its water consumption by 2030. In engine production, measures such as switching to water- based cooling lubricants and washing baths, the recirculation of emulsions and washing baths, extending service life through bath maintenance, and waste water treatment systems for in- dustrial waste water containing oil and heavy metals all contrib- ute to the reduction of water consumption. Measures used at motorcycle production sites include closed-loop treatment sys- tems, vacuum distillation for recycling process water, and the use of closed cooling systems and water-saving fixtures. Implemen- tation of the measures is scheduled for target achievement by 2030. 1 Efficiency target for vehicle production (BMW Group plants, excluding partner plants and contract manufacturing) based on internal historical data. 2 Additional disclosure. Additional information is available in ↗ Glossary and Explanations of Key Figures. 1.67 1.78 2.00 0 2024 2023 2016

136 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The BMW Group moreover reduces freshwater usage in all pro- duction areas by leveraging alternative water sources, including rainwater, recycled process water, and surface water. In Chennai, India, for example, rainwater is collected during the monsoon season, which can cover up to 100% of the annual water de- mand. Similar alternative water use policies are planned for other BMW Group production facilities. The BMW Group’s ↗ total water consumption amounted to 5,813,743 m³ in the reporting year. The ↗ water intensity (total wa- ter consumption in m³ per million € net revenue) is currently 41.35 m³/million €. In addition, as at 31 December 2024, the BMW Group had a total amount of 455,525 m³ of ↗ stored water in systems including extinguishing water or rainwater tanks. Water consumption* in m3 2024 Total water consumption 5,813,743 Total water consumption in areas at water risk, including areas of high water stress 3,079,270 Total water recycled and reused 4,778,429 Total water stored 455,525 Changes in storage during the year 333,720 The implementation of the water strategy and associated objec- tives follows a risk-based approach that accounts for regional specificities. The BMW Group takes particular care to implement additional measures to reduce water consumption in regions ex- periencing high or very high water stress. These measures in- clude the extensive use of rainwater at the Chennai plant in India and the process water-free paint shop at the San Luis Potosí pro- duction site in Mexico. The BMW Group ensures that the water strategy and its targets are implemented by making sure that the necessary resources are properly allocated. The investment planning of the Group in- cludes drawing up a detailed plan of all of the measures which are required and the necessary capital and operating expenses. Continuous site-specific monitoring ensures that targets are met. Close collaboration and regular communication with stakehold- ers provide a forum for identifying potential water risks and tak- ing appropriate countermeasures, particularly in regions with high water stress. Water risks are also taken into account in the early stages of the process of selecting sites. The BMW Group performs water risk analyses using tools like the Aqueduct Atlas to identify high-risk areas and derives priorities for specific actions from these analyses. This process also in- volves assessing the potential cost of forced downtime due to water shortages. Implementing a coordinated set of measures to conserve water and improve water quality contributes to mitigat- ing water stress at affected sites. This approach also reduces the amount of financial risk to which the Company is exposed. * Additional information is available in ↗ Glossary and Explanation of Key Figures.

137 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement COMMITMENT TO PROTECTING BIODIVERSITY Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Usage of primary raw materials impacts nature and biodiversity in extraction areas (e. g. mining). Negative Impact − Biodiversity Policy − Multistage due diligence process to uphold environmental and social standards in the supply chain (in- cluding the BMW Group Supplier Code of Conduct) ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier net- work − Process for responsible raw mate- rial management ↗ Responsible raw material man- agement − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Commitment to deforestation-free procurement − Commitment to initiatives − Implementation of local projects − Multistage due diligence process to uphold environmental and social standards in the supply chain ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier net- work − Process for responsible raw mate- rial management ↗ Responsible raw material man- agement Contribution to biodiversity loss through the direct exploitation and use of invasive resource extraction meth- ods in the supply chain (clearing, building infrastructure around (deep sea) mining and producing sites). Negative Impact Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with direct impact drivers of biodiversity loss, specifically direct exploitation. Risk Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with direct impact drivers of biodiversity loss, specifically direct exploitation. Risk Opportunities and financial benefits from increasing the supply chain resilience with respect to direct impact drivers of biodiversity loss, specifically direct exploitation, including independence from volatile markets or prevention of potentially supply-disrupting events. Opportunity Upstream material Own Operations material Downstream material

138 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement As part of its materiality assessment, the BMW Group identifies and evaluates potential impacts, risks and opportunities related to biodiversity. The assessment did not identify any negative im- pacts related to land degradation, desertification, soil sealing, or endangered species. In terms of the BMW Group’s own operations, the assessment found that the BMW Group’s environmental management sys- tem is effective in ensuring that no material topics were identified in direct connection with the Group’s operations. An analysis* showed that the BMW Group's own operations do not have a sig- nificant negative impact on nearby protected areas. In the supply chain, however, the extraction of raw materials was identified as a material topic. The BMW Group is currently as- sessing whether any risks exist in this area and what actions may be required to minimise negative impacts on biodiversity. Great importance of intact ecosystems The BMW Group acts in line with the aims of the EU Biodiversity Strategy and the Kunming-Montreal Global Biodiversity Frame- work. An internal guideline on protecting biodiversity and ecosys- tems informs the actions of both the BMW Group and its supply chain. This guideline refers to the material impacts, risks and op- portunities that have been identified, and lays out the BMW Group’s position on biodiversity. ↗ BMW Group Biodiversity Policy The department for Sustainability and Mobility is responsible for the Group’s approach to biodiversity. Implementation of the rel- evant topics relating to the supply chain is the responsibility of the Supply Chain Sustainability department. Holistic approach to sustainability targets Climate change is impacting land and marine ecosystems around the world and jeopardising the stability of natural habi- tats. This ultimately represents a threat to biodiversity itself. Be- cause of this, it is vital for the BMW Group to have targets for re- ducing its CO2e emissions that are both measurable and science- based, and to ensure that these targets are firmly integrated into its strategy. The BMW Group has set itself the target of signifi- cantly reducing the CO2e emissions of its products over their en- tire life cycle by 2030. ↗ Climate change mitigation and adaptation as a key part of the corporate strategy The BMW Group has defined clear targets to counteract the main causes of biodiversity loss. Particular attention is paid to climate change mitigation, conserving resources, improving water effi- ciency and environmental protection, and responsible land use. A general framework related to issues like land use is provided in an internal company document on the use of renewable raw ma- terials in product components. The use of marine resources was not considered to be a material topic for the BMW Group. Further information on the statement against the extraction of deep sea minerals can be found in the ↗ BMW Group Biodiversity Policy. Unlike CO2e emissions, there is currently no standardised scale for measuring biodiversity loss. This is probably due to the fact that these factors are valued and assessed differently in different parts of the world. Furthermore, there is no standard method for adding up local impacts on biodiversity to arrive at a global im- pact level. This makes it more difficult to set impact-based and quantitative targets that can serve as a starting point for devel- oping scenarios and assessing them from a business perspec- tive, implementing actions, and finally measuring their progress. The BMW Group believes that reducing our use of primary raw materials puts us in a position to have a positive impact by low- ering our consumption of natural resources and actively contrib- uting to the preservation of biodiversity. The circular economy strategy sets out clear principles in this area. In addition, the aim is to strengthen the supply chain with regard to secured sources of secondary raw materials and to examine the even more ex- tensive use of secondary raw materials. For further information, see ↗ Circular Economy and Resource Use. The BMW Group's environmental management system has the potential to influence the stability of ecosystems. Water use and resource efficiency are key topics that are addressed in ↗ Responsible Use of Water Resources and the ↗ Holistic Environmental Management within the BMW Group. Measures to protect biodiversity Compliance with environmental and social standards across the BMW Group’s own operations and supply chain is a core element of the Group’s corporate policy. The BMW Group's current measures are based on the logic of the reduction hierarchy: avoid – reduce – compensate. Priority is given to avoiding negative im- pacts on biodiversity and ecosystems wherever possible. The BMW Group considers compensation to mean restoration and improvement, often in the form of on-site projects. Offsetting measures are not used for biodiversity management purposes. The BMW Group has implemented a multistage due diligence process in the supply chain to minimise risks and negative im- pacts. Internal guidelines and procedures, such as the BMW Group Supplier Code of Conduct, address biodiversity and in- clude clear provisions on the handling of critical raw materials. Additional details as well as information on the monitoring pro- cess are available in ↗ Social and Environmental Responsibility in the Supplier Network and ↗ Responsible raw material management. * Additional information is available in ↗ Glossary and Explanation of Key Figures.

139 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement As part of its commitment to deforestation-free procurement, the BMW Group adheres to EU regulations and relevant industry standards. The Company takes a clear stance against deforesta- tion and forest degradation in its supply chains in the ↗ BMW Group Anti-Deforestation Policy. This policy addresses the extent of the BMW Group’s commitment, the scope of the policy as well as due diligence and traceability measures, complaint and monitoring mechanisms, and material-specific requirements. Safeguarding measures are used in the supply chains for relevant materials such as natural rubber, leather, paper, and wood. In addition to complying with legal requirements, the BMW Group joined the Global Platform for Sustainable Natural Rubber (GPSNR) multi-stakeholder initiative in 2019. The aim of the GPSNR is to prevent deforestation and forest degradation as a result of the cultivation of natural rubber. This commitment is set out in the BMW Group's High Level Commitment for sustainable natural rubber. The BMW Group is also part of the Leather Work- ing Group (LWG). As a signatory to the “Deforestation Free Call to Action for Leather” of the LWG, Textile Exchange and WWF the BMW Group is committed to sourcing cowhide (including stamped parts) and components containing cowhide from sup- ply chains that are free from deforestation and land conversion by 2030. When selecting and assessing measures to protect biodiversity, the BMW Group consults stakeholders such as local communi- ties and indigenous people. It takes part in initiatives like the Liv- ing Rubber natural rubber project in Indonesia to empower af- fected communities. In order for the BMW Group’s projects in this area to be effective, it is committed to actively involving local communities in the design and subsequent implementation of on-site projects. ↗ Social and Environmental Responsibility in the Supplier Network, ↗ Stakeholder Engagement Resilience analysis In view of the importance of the protection of biodiversity and ecosystems, the BMW Group performs a comprehensive as- sessment of the resilience of its strategic and business model to physical and transitory risks associated with biodiversity. This in- volves a thorough evaluation of the entire value chain and metic- ulous analyses. The materiality assessment served as a key indicator for identi- fying potential areas of action related to biodiversity. One of the key concerns identified was the extraction of raw materials. Po- tential short-term risks to individual stages of the supply chain are identified as part of the resilience analysis. This approach was used to assess the long-term resilience of the BMW Group’s strategy and business model to these risks. The guidelines of the Taskforce on Nature-Related Financial Dis- closure (TNFD) provided the basis for the scenarios used for this purpose. Various scenarios for the year 2035 were analysed with different characteristics related to the decrease in biodiver- sity and market coherence. The probability of occurrence of these scenarios was very low, which is why they were not assessed in the resilience analysis. In all other scenarios, the BMW Group’s business model was resilient to physical and transitory biodiver- sity risks. Uncertainties and factors were identified in collabora- tion with internal and external stakeholders to serve as the basis for the development of the scenarios.

140 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CIRCULAR ECONOMY AND RESOURCE USE Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Waste management of the increasing amounts of hazardous waste at Tier-1-Supplier sides (e.g. batteries) and incorrect disposal in the supply chain, including e.g. battery and electronics production, imposes detri- mental impacts of the environment and society. Negative Impact − Multistage due diligence process to uphold environmental and social standards in the supply chain (in- cluding the BMW Group Supplier Code of Conduct) ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier net- work − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Overarching targets for the proce- dures used to perform due diligence in the supplier network ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Preventive and remedial measures ↗ Complaints procedure − Analysis of the effectiveness of the processes and measures imple- mented ↗ Due Diligence in the supplier net- work − Commitment to initiatives − Risk analysis − Sustainability questionnaire (online assessment) − On-site assessments of supplier lo- cations (on-site assessment) − Complaints procedure ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Due Diligence in the supplier net- work ↗ Risk analysis and control mecha- nisms ↗ Preventive and remedial measures ↗ Complaints procedure Circular economy business models and products slow down the usage of natural and limited resources and reduce landscape and habitat disruption. Positive Impact − BMW Group Circular Economy Strategy − None yet − Increased share of secondary mate- rials − Improved recyclability − Expansion of repair and repro- cessing − Investments in innovative recycling technologies New regulations could require BMW Group to design products which meet additional recyclability require- ments (e.g. increased dismantling or restricting choice of certain materials) or incorporate recycled materials which may be in short supply, leading to increased product costs. Risk A product made without circular principles and with high embodied Carbon footprint of materials might lead to unfavorable market access, where regulatory requirements exist (for e.g. EU battery and End of Life Vehi- cle regulations). Risk Non-compliance regarding the usage of non-regenerable resources due to increasingly stringent regulations could lead to liabilities, penalties, fines, reputational damage or the loss of licenses and permits for BMW Group. Risk Financial opportunites and competitive advantages through innovation, research and development with re- spect to resources inflows, including resource use. Opportunity Possible policy instruments which favor use of low carbon footprint materials (carbon pricing) or favor recy- cled content (e.g. US IRA) could make the products eligible for financial incentives. Opportunity

141 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions The use of non-renewable primary raw materials impacts worldwide depletion of natural resources as well as the nature and communities at the mining location. Negative Impact − Process for responsible raw mate- rial management ↗ Responsible raw material man- agement − Raw materials strategy ↗ Raw materials security and strat- egy − BMW Group Supplier Code of Con- duct ↗ Due Diligence in the supplier net- work − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Overarching targets for the proce- dures used to perform due diligence in the supplier network ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Preventive and remedial measures ↗ Complaints procedure − Analysis of the effectiveness of the processes and measures imple- mented ↗ Due Diligence in the supplier net- work − Objectives for local projects ↗ Responsible raw material man- agement − Risk analysis − Certification and traceability of raw materials supply chains − Commitment to initiatives − Implementation of local projects ↗ Social and Environmental Re- sponsibility in the Supplier Network ↗ Responsible raw material man- agement − Complaints procedure ↗ Complaints procedure Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with resources in- flows, including resource use. Risk Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with resources inflows, including resource use. Risk Opportunities and financial benefits from increasing the supply chain resilience by direct purchasing of raw materials. Opportunity Upstream material Own Operations material Downstream material

142 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Holistic approach for the transition to a circular economy The circular economy is one of the strategic focus areas for the BMW Group as an automobile manufacturer. Making greater use of secondary material is therefore a pillar of ↗ The BMW Group Strategy. The BMW Group is committed to reducing its use of pri- mary materials and fostering the circular economy in order to re- duce CO2e emissions as well as the environmental and social im- pacts associated with the extraction and processing of primary raw materials. At the same time, dependencies on critical pri- mary raw materials will be reduced. In addition, using secondary materials can provide economic advantages and hedge against geopolitical risks and regional restrictions by reducing our reli- ance on primary materials. BMW Group vehicles are already manufactured with recycled and reused materials. Against the backdrop of volatile raw ma- terials markets and increasing global competition for limited re- sources, the BMW Group is implementing further measures to in- crease the proportion of recycled materials that it uses and thereby promote the expansion of the circular economy. These efforts are supported by guidelines for product, material and sup- plier requirements. The circular economy necessitates holistic thinking – from product development to vehicle recycling. For the BMW Group, the responsible use of raw materials is an important part of our daily activities as a manufacturing com- pany. ↗ Responsible raw material management The material impacts, risks and opportunities associated with the use of resources arise primarily from their procurement markets, climate change miti- gation targets, regulations relating to product or process require- ments, and the opportunities related to a reduction in the de- mand for raw materials. The BMW Group considers the use of resources to be closely linked to the preservation of biodiversity, particularly when it comes to land use and pollution. ↗ Commitment to protecting Biodiversity Information on the supply chain, such as due diligence in the supplier network (including waste manage- ment), is available in ↗ Social and Environmental Responsibility in the Supplier Network. The BMW Group’s objective is to reduce its dependency on pri- mary raw materials. The automotive industry uses a wide range of raw materials, particularly steel, aluminium and thermoplas- tics. Electrified vehicles use raw materials like lithium, nickel and cobalt in their batteries. The BMW Group has introduced a raw materials management system, including an annual risk analysis for critical raw materials, for the responsible procurement of raw materials. One approach is to reduce the use of critical virgin raw materials. ↗ Responsible raw material management The BMW Group’s secondary raw materials usage strategy (Secondary First) is of vital significance in this context. The waste disposal and recycling industry already recycles end- of-life vehicles, but only together with other products. A large pro- portion of the recycled materials obtained from these products are therefore no longer suitable for use in automotive engineer- ing. This results in downcycling in the material cycle. To reduce the automotive industry's dependency on primary raw materials, it is therefore vitally important to improve the quality and availa- bility of recycled materials across the board. The complex chal- lenges posed by the limited availability of high-quality secondary materials and the need to make entire economies and busi- nesses less dependent on the use of primary raw materials can only be met by policy makers working together with industry, raw material producers, recyclers and recycling companies. The BMW Group’s Strategy in the area of sustainability therefore has a particular focus on reducing its consumption of primary raw materials. This is mainly achieved by making increased use of secondary materials with lower CO2e emissions and the optimi- sation of resource efficiency. The four strategic core elements covered below have been approved by the Board of Manage- ment. The core elements relate to the material impacts, risks and op- portunities related to resource use and the circular economy. ↗ List of material Impacts, Risks and Opportunities. The strategy has a di- rect impact on suppliers and recycling companies in the up- stream and downstream supply chain. The underlying material- ity assessment is updated annually. The progress that has been made with implementing the strategy is reviewed on a regular basis. Information about how the concerns of different stake- holder groups are taken into account can be found in ↗ Stakeholder Engagement. Milestones along the road to the circular economy The BMW Group has set clear decarbonisation targets for itself ↗ Climate change mitigation and adaptation as a key part of the corporate strategy. To achieve this, the BMW Group is reducing CO2e emis- sions throughout the whole life cycle of its products. Increasing the use of secondary materials and implementing new processes in the production of primary raw materials, such as CO2e-reduced steel production, are helping to achieve the BMW Group’s CO2e emission reduction targets in the supply chain as planned. Already today, BMW Group vehicles are manufactured using re- cycled and reused materials to varying degrees. In line with the Secondary First approach, we aim to increase the use of second- ary materials going forward, starting with the NEUE KLASSE. This approach will take both technical feasibility and market availability into account. The BMW Group is currently working on a data model and Group-wide metrics and targets that will make the use of resources even more transparent and help to close material cycles. The Group’s aim is to transparently map and manage the complex relationships between market availability, internal and legal requirements as well as the material flows of secondary materials. A corresponding target is currently being defined at the Group level. Expected new legislation, such as the proposed regulation on the follow-up legislation to the current EU End-of-Life Vehicles Directive, are taken into account alongside international standards.

143 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The effectiveness of the defined strategies and actions in relation to the material impacts, risks and opportunities associated with resource use and the circular economy is currently measured and tracked on the basis of the contribution to the CO2e reduction tar- get for Scope 3 emissions (according to the Greenhouse Gas Protocol). The progress made in achieving this target compared to the 2019 base year is reported in ↗ Climate change mitigation and adaptation as a key part of the corporate strategy. The BMW Group plans to make the following internal targets components of a future Group-wide target in accordance with ESRS. Internal targets for the implementation of a circular economy will be set for future models (from the NEUE KLASSE onwards) at product level. Based on the four strategic core elements, the fo- cus is on circular product development in accordance with Design for Circularity, in which the use of secondary raw materials (Sec- ondary First) is implemented as a guiding principle in the devel- opment process. At the component level, the Design for Circularity principle is be- ing implemented by the “full Vehicle Development” corporate function in an operational concept so that it can be systematically applied in the development of new models (from the NEUE KLASSE onwards). Within the framework of selected product, material and supplier requirements, we have therefore decided to give preference to secondary materials in our future vehicles. The BMW Group has standards that define minimum require- ments for the secondary material content for materials such as steel, aluminium, plastic and copper. Secondary and primary ma- terials must meet the same high standards of quality, safety and reliability. However, the current availability of suitable secondary materials is limited due to increasing demand and the high qual- ity standards that need to be met for automotive applications. Measures for the responsible use of resources For the BMW Group, the responsible use of resources is an es- sential part of our claim as a manufacturing company. See, for instance, ↗ Responsible raw material management, ↗ Responsible Use of Water Resources The ↗ Resource inflows including process materials used to manufacture automobiles amount to 14,804,645 t. The main materials used by the BMW Group in its production processes are steel, alumin- ium and thermoplastics. Water, auxiliaries and operating materials are also relevant pro- cess materials. Compared to the total volume of materials used, biological materials play a minor role in terms of overall quantity. Therefore, 0.0% of the total resource inflows are ↗ sustainably sourced biological materials. ↗ Reused and recycled secondary components, products and materials account for 37.0% (5,476,984 t). Automo- biles are the main products of the BMW Group for this report. In the future, motorcycles will also be included in the reporting pro- cess. In terms of the total volume of materials used, motorcycles represent a negligibly small share. Ready for Circularity Group-wide empowerment of automotive production for the circular economy across the entire value chain Closing the Loop Establishing and promoting closed loops for certain components and materials in order to keep them as a source of secondary materials in various material loops 4 1 Secondary First Increase the share of secondary material in vehicles, thereby reducing the share of primary material in the value chain, expanding the transparency for vehicle data Design for Circularity Consistent alignment of product development with regard to circularity 3 2 Key strategic elements for the transition to a circular economy

144 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The key actions driving the transition to a circular economy over the next years are outlined below. The BMW Group has launched some comprehensive prepara- tory initiatives in line with the "Ready for Circularity" principle. These will serve as a foundation for achieving closed material loops within the Company and across its value chain. These ini- tiatives span research and development, material procurement, supplier qualification, production, sales, the product use phase, and optimised use of materials and components at the end of a product’s life cycle. These initiatives focus on continuously en- hancing expertise and implementing measures related to vehicle development with the aim of increasing the use of secondary ma- terials and promoting circular economy-friendly product design. To advance a circular approach to product development, the BMW Group is committed to drawing up global strategies for ma- terials and components, with a particular focus on key materials such as steel, aluminium, battery materials, and thermoplastics. The BMW Group is building up its expertise and technical capa- bilities in the area of high-voltage storage (HVS) system recy- cling. This includes planning dismantling processes, testing re- cycling technologies, and integrating these insights into the bat- tery development process. To maximise resource conservation, the BMW Group is drawing up requirements for diagnosing and reusing used components, including high-voltage storage sys- tems. Another key initiative involves creating a data model based on digital twins, which is designed to facilitate material tracking from the end of a product’s life cycle and to ensure that the circular economy is transparent. This data model will also support the verification of secondary raw materials by suppliers and the ful- filment of disclosure requirements. We expect this data model to facilitate cross-Company data exchange in the medium term. Other examples of measures can be found at a vehicle project level. The ambitions of the BMW Group are further exemplified in the BMW i Vision Circular, which was unveiled at the IAA in 2021. This concept vehicle is mostly made from recycled or renewable raw materials. Some of the insights gained from this project are also being incorporated into the NEUE KLASSE. Beginning in 2025 for example, requirements for the proportionate use of secondary materials for battery cell materials such as cobalt, lith- ium and nickel will be imposed as soon as the contract is awarded. The NEUE KLASSE will also contain a higher propor- tion of secondary materials in other material groups such as steel and aluminium. Starting in 2023 with the BMW 5 Series, the BMW Group has disclosed the share of secondary materials in its new vehicles as part of life cycle assessments ↗ Vehicle footprint. Since 2024, the MINI Countryman has used cast wheels contain- ing 70% secondary aluminium, measured using the mass bal- ance method. For the BMW Group, circularity involves a comprehensive strate- gic approach. The circular economy is considered in the develop- ment of products, taking into account their recyclability at the end of their use phase (Design for Circularity). This approach follows key principles that promote the use of secondary materials and make vehicles easier to dismantle and recycle. With the “Design for Circularity” strategy, resource conservation is addressed during the vehicle development phase. This en- sures that circular economy principles are embedded in the prod- uct development process from the outset. Design for Circularity also lays the groundwork for recovering high-quality secondary materials at the end of a vehicle’s life. Components are designed and developed to include a defined proportion of secondary raw materials whenever possible. This approach also focuses on se- lecting recyclable plastic materials during the development pro- cess that facilitate a high-quality recycling process at the end of the vehicle's life. Improved dismantling concepts make it faster and more cost-effective to disassemble parts and reintegrate materials into the parts and materials cycle. Used components need to be refurbished and materials recycled to fully close the loop. A prime example of this holistic approach is the BMW Group’s remanufacturing process, where used parts are reconditioned and given a second life. The BMW Group has held a 50% stake in the joint venture En- cory GmbH since 2016. Encory provides comprehensive circular economy solutions, processes, and products in the aftersales sector. The company develops and implements logistics and consulting solutions, particularly for the collection, recycling, and refurbishment of spare parts. Whenever feasible and practical, defective parts are retrieved in select European markets (in ad- dition to some other markets, like China) in partnership with the joint venture. All suitable parts undergo a refurbishment process before being reintroduced into the spare parts cycle as remanu- factured components. Worn or damaged parts are disassembled by refurbishment partners instead of being completely replaced. Selected components are then cleaned, mechanically processed or replaced as needed, before being reassembled into a spare part. This process provides high-quality replacement parts that offer a number of advantages, such as reducing our use of valu- able raw materials, cutting emissions and saving energy. reduc- ing the environmental footprint of spare parts and helping the Group to manage resources responsibly. The BMW Group operates its own vehicle recycling facility at the Recycling and Dismantling Centre in Lohhof near Munich (Ger- many) to promote best practices in vehicle recycling while con- tinuously learning about and implementing the latest recycling technologies. Each year, thousands of vehicles are systemati- cally dismantled and efficiently processed at this site. Most of these vehicles are pre-production vehicle models that are no longer required for testing purposes. The focus of the entire pro- cess is on identifying reusable series components and disman- tling components that are suitable candidates for recycling. The disassembly process begins with deactivating restraint systems and draining fluids. Functional components used in mass-pro- duced models are then passed on to registered retail partners, eliminating the need for disposal. During the mechanical disman- tling of the remaining vehicle, materials like copper, which have a significant impact on recyclability, are separated out. Once the engine block and transmission have been removed, the rest of

145 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement the vehicle structure is pressed and shredded. This method guar- antees that today’s scrap becomes tomorrow’s raw materials. Insights gained at the Recycling and Dismantling Centre regard- ing the recyclability of components and materials are already be- ing integrated into the BMW Group’s product development pro- cesses. The BMW Group actively promotes recycling waste, including end-of-life vehicles, to keep materials in circulation for longer; this includes reusing them to produce new automobiles. In the reporting year, the materials from the vehicles (including motor- cycles) taken back by the Munich Recycling and Dismantling Center were 85% in material form1 and 95% including thermal processing1 recycled. This corresponds to a total scrapping weight for vehicles (including motorcycles) of 7,263 t1. In relation to sold automobiles and motorcycles, 85%2 of materials are re- cycled as stipulated by legal requirements (European End-of- Life Vehicles Directive ELV 2000 /53 /EC). At least 95%1, 2 of sold automobiles can be recycled (including thermal utilisation). Together with its national sales companies and importers, the BMW Group has already organised the return of end-of-life vehi- cles for recycling at more than 2,800 collection points in 32 countries. Research in this area is being stepped up in terms of the technology being used, processing efficiency, and costs in or- der to drive forward improvements in the recycling of end-of-life vehicles. The Car2Car project focuses on the recycling of alumin- ium, steel, glass, copper and plastic from end-of-life vehicles. This project began in January 2023 and is expected to run until December 2025. Together with representatives of the recycling industry, raw materials processors, and the scientific community, the BMW Group is leading a project to improve the quality of sec- ondary raw materials obtained from the recycling of end-of-life vehicles. Innovative dismantling and automated sorting pro- cesses will enable recyclable materials to be extracted to a far greater extent than previously. As part of the funding project, the BMW Group provided 433 end-of-life vehicles in 2023. In order to cover a representative range, various models out of the BMW Group’s own inventories are used from different BMW Group brands with combustion engines, plug-in hybrid systems, and all-electric drivetrains. In order to increase resource efficiency, avoid waste, and keep materials permanently and efficiently in the loop, the BMW Group is expanding its closed loops to include materials to which the Company has direct access. This includes recycled materials from production and the sales organisation. Selected materials from production and the sales organisation are returned to se- lected material suppliers on an ongoing basis. Production resi- dues generated during production can be on the one hand waste that can be processed and fed back into the production cycle as well as materials not considered as waste that can be reused di- rectly without the need for processing. This approach makes it possible to recover recyclable materials like steel or aluminium and make them available as raw materials for new production processes. The Chinese subsidiary BMW Brilliance Automotive Ltd. estab- lished a collection and recycling network for high-voltage storage (HVS) systems in 2022 to reduce the amount of primary materi- als used to produce new HVS systems. Work began on imple- menting a network of this kind in the European Union in the re- porting year. Similar networks will be gradually established over the next years in the USA and elsewhere. The BMW Group plans to use HVS materials as secondary material for the production of new HVS cells. In addition to actions in its own operations and in the value chain, the BMW Group supports innovation within the ecosystem by in- vesting in start-ups to test out new innovations with the aim of bringing them to the mass market. Through BMW i Ventures, the BMW Group has invested in a number of pioneering companies which focus on resource use and resource efficiency. Cyclic Ma- terials is developing a recycling process that reintegrates rare earth elements (REEs) into manufacturing. This innovation helps reduce the environmental impact of the global energy transition, as REEs play an essential role in the production of electrified ve- hicles. DeepDrive has created a cost-efficient, resource-efficient dual-rotor electric motor for vehicles. This motor increases the range of vehicles, delivers high torque density, and requires fewer natural resources. Lilac Solutions is developing an ion-ex- change lithium extraction technology with enhanced recovery rates, reduced impurities, and lower acid consumption. Man- grove Lithium is working on an electrochemical process for producing high-purity, battery-grade lithium hydroxide more cost-effectively. Our Next Energy is designing batteries with im- proved range and lower production costs. The BMW Group is also investing in research and innovation pro- jects to implement closed material cycles for certain product groups. The Circular Republic initiative, formed by the organisa- tion UnternehmerTUM and the BMW Group in 2023, focuses on the transfer of knowledge between the world of science and com- panies to promote the circular economy. During the reporting year, the BMW Group continued to promote various formats and joint projects. The BMW Group also focuses on the reparability of its manufac- tured products. During the product development phase, the BMW Group already places a strong emphasis on ensuring its products can be repaired and that the components in its vehicles can be disassembled in a non-destructive manner. 1 Additional disclosure, based on SASB ↗ SASB Index. 2 The percentages relate to the legal minimum requirements. In practice, higher recycling/recovery rates are also possible due to differences between vehicle versions and/or recycling/recovery pro- cesses.

146 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Extensive repair manuals and documentation are made availa- ble to all specialist workshops. The BMW Group provides a benchmark catalogue which can be used to categorise damage. This provides guidance on whether and how repairs can be con- ducted, including the tools required. This catalogue can be used in combination with a visual inspection or measurement technol- ogy. A comprehensive vehicle diagnostic system can be used to pinpoint the cause of issues in connected electronic and electrical components. This makes it possible to get vehicles back on the road by replacing individual parts. Specialised spare parts for motorcycles (such as pistons and connecting rods) are provided to simplify complex repairs and significantly reduce repair times. The ease with which products can be repaired also has an impact on their ↗ expected durability. According to the BMW Group’s end- of-life vehicle statistics, the average age of automobiles volun- tarily returned to recycling centres is around 21.5 years. The in- dustry average is around 18 years, according to an analysis by the German Federal Environment Agency. The longevity of the vehicles produced is based on a number of pillars, which are described below: In order to maximise the useful life of its products, the BMW Group offers protection against the cost of unexpected re- pairs, such as the BMW 2+1 warranty for 36 months and other warranty services. BMW customers in Europe benefit from the fact that defects can be fixed under warranty at the original retail partner, or any other BMW Group recognised partner in the ser- vice network. In addition to the statutory warranty obligations, the BMW Group has given customers worldwide the right to have defects rectified in the event of corrosion within twelve years of the start of the quality period since 2004. The BMW Group also attaches particular importance to ensuring the long-term availa- bility of spare parts to keep customers’ cars on the road and make sure that they retain their value over a long period of time. The BMW Group currently offers several hundred thousand dif- ferent spare parts for automobiles and motorbikes. In addition, Condition Based Services (CBS) uses sensors and special algo- rithms to monitor the condition of every BMW Group car. De- pending on the customer's driving profile, the service life of maintenance components can thus be optimally utilised. Effective waste management Waste management is part of the BMW Group’s holistic ap- proach to a circular economy and the environmental manage- ment system at its own production sites. Reducing the amount of waste for disposal per vehicle produced is an objective of the BMW Group’s environmental policy. The BMW Group intends to reduce the amount of waste for disposal per vehicle produced by 25% by 2030 compared to the base year 2016. No material im- pacts, risks or opportunities related to this topic have been iden- tified for our own operations. The relevant disclosures are there- fore provided in addition to ESRS on the basis of SASB, ↗ SASB Index. Waste for disposal per vehicle produced (automotive)1, 2 In the reporting period, a total of 868,084 t of the waste gener- ated in production was recycled or recovered (2023: 922,554 t)1. Of the total volume of waste, 91.7%1 (800,582 t) was recycled (material recovery) and 7.7%1 (67,502 t) was ther- mally recovered. ↗ The amount of waste for disposal per vehicle produced fell significantly by –20.8% year on year to 1.68 kg (2023: 2.12 kg).1 Waste generated by production1, 2 in t 2024 Total waste 872,976 Waste for recovery 868,084 Share of material recovery (in %) 91.7 Share of thermal recovery (in %) 7.7 Waste for disposal 4,892 Share of disposed waste (in %) 0.6 The BMW Group is also committed to the responsible use of re- sources within the supply chain. Established processes and ac- tions help to minimise the material impacts identified here. All relevant policies, actions and targets for mitigating and manag- ing impacts identified as material in the upstream value chain are identified as part of the due diligence process for upholding en- vironmental and social standards within the supplier network. ↗ Social and Environmental Responsibility in the Supplier Network 1 Additional disclosure, based on SASB ↗ SASB Index. 2 Additional information is available in ↗ Glossary and Explanation of Key Figures. 1.68 2.12 3.51 0 2024 2023 2016

147 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement EU TAXONOMY Within the framework of the implementation of the European Green Deal and the Action Plan “Financing Sustainable Growth”, the EU Taxonomy is a cornerstone of the EU’s aspiration to be- come climate neutral by 2050. It aims to channel investment to- wards activities that are required to achieve climate neutrality. The EU Taxonomy is a classification system that defines eco- nomic activities as environmentally sustainable based on fulfil- ment of predetermined technical assessment criteria. An economic activity can only be classified as sustainable if it substantially contributes to one of the following six environmen- tal objectives: I. Climate change mitigation II. Climate change adaptation III. Sustainable use and protection of water and marine re- sources IV. Transition to a circular economy V. Pollution prevention and control VI. Protection and restoration of biodiversity and ecosystems Moreover, no other environmental objective may be significantly harmed during performance of the activity and the company must observe minimum safeguards, among them compliance with human rights. Since the 2022 reporting year, the BMW Group has reported on the Taxonomy-eligible and Taxon- omy-aligned proportion of its revenues, capital expenditure and operating expenditure for Environmental Objectives I and II.1 Fol- lowing the publication of the Delegated Regulation 2023/2486, the BMW Group reported the proportion of Taxonomy-eligible revenue for Environmental Objective IV (Transition to a Circular Economy) for the first time in the previous year. No economic ac- tivities of relevance for the BMW Group have been defined for the other environmental objectives. The BMW Group will be required to report on Taxonomy alignment for all relevant environmental objectives from reporting year 2024 onwards. Our holistic understanding of sustainability The BMW Group supports the overarching goal of the EU Tax- onomy to promote the private financing of environmentally sus- tainable economic activities in order to make Europe the world’s first climate-neutral continent by 2050. The BMW Group aims to achieve net zero carbon emissions across the entire value chain2 (Scope 1, 2 and 3) by no later than 2050. ↗ Transition plan to achieve Net Zero emissions by 2050 The BMW Group developed a holistic approach for this purpose that looks at the CO2e emissions of vehicles over their entire life cycle. The CO2e targets are integrated into the BMW Group’s control system. Due to the continuously growing proportion of all-electric vehicles in the BMW Group’s range, emissions in the supply chain will in- crease in the short to medium term. The main reason for this is the higher product carbon footprint of the high-voltage battery compared to conventional drivetrain concepts. In the manufac- turing process, the BMW Group therefore relies on electricity from renewable sources3, recycled materials and technical measures that have been developed to limit the increase in CO2e in the supply chain. However, for the economic activities that are relevant to the BMW Group, the EU Taxonomy focuses exclusively on reducing carbon emissions during the use phase that are attributable to low-emission (until 2025) and emission-free drivetrain systems. Indirect carbon emissions, for instance those produced when generating charging current or during the energy-intensive pro- duction of high-voltage batteries, are not taken into account in the context of these economic activities. Moreover, the EU Tax- onomy only reflects the impact of decarbonisation measures on in-house production to the extent that they serve to manufacture Taxonomy-aligned products or to the extent that they are explic- itly included in the description of an activity. Increasing the energy efficiency of paint-shop processes, for example, reduces carbon emissions in in-house production, even if a purely combustion- engine vehicle is painted. In light of the BMW Group’s previously defined economic activities, its sustainability efforts in this regard are not, or are only partially, taken into account in the EU Taxon- omy. ↗ Climate Change Mitigation and Adaption 1 The definition of the three performance indicators and their differentiation from IFRS can be found in the glossary ↗ Glossary and Explanation of Key Figures. 2 In this context the entire value chain is to be understood as Scope 1 and 2 as well as the Scope 3 categories (categories 1, 4 and 11 for the Automotive Segment) applicable to the BMW Group in accordance with the Greenhouse Gas Protocol. 3 See ↗ Glossary for definition of electricity from renewable sources.

148 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Explanatory comments on reporting procedures An economic activity is to be seen as Taxonomy-eligible if it is described in the Delegated Acts relating to one of the six envi- ronmental objectives, regardless of whether that economic activ- ity meets the technical screening criteria stipulated in those Del- egated Acts. Following an analysis, the BMW Group’s business activities can be summarised under the following economic ac- tivities*: Overview of economic activities Economic activities Code(s) Description Environmental objectives Reporting 2024 Comments Manufacture of low carbon technol- ogies for transport CCM 3.3, CCA 3.3 The production of automobiles and motorcycles, excluding - the sale of parts and components, such as after-sales business excluding the provi- sion of repair services, - the supply of components for production to third parties I „Climate change mitigation“ II „Climate change adaptation“ Taxonomy alignment Contribution to Environmental objec- tives II is subsumed under Environ- mental objective I Transport by motorbikes, passen- ger cars and light commercial vehi- cles CCM 6.5, CCA 6.5 The acquisition, financing, lease and operation of automobiles and motorcycles, ex- cluding banking and insurance services performed by our non-automotive Financial Services segment I „Climate change mitigation“ II „Climate change adaptation“ Taxonomy alignment Contribution to Environmental objec- tives II is subsumed under Environ- mental objective I Sale of second-hand goods CE 5.4 Sale of used third-party brand cars purchased by the BMW Group from external par- ties and resold to external third parties at the end of the lease agreement IV „Transition to a circular economy“ Taxonomy alignment In contrast to the previous year, economic activity CE 5.4 only includes the sale of used third-party brand automobiles that are purchased by the BMW Group from third parties and resold to external third parties at the end of the lease agreement. The sale of lease returns from BMW Group brands, on the other hand, is reported under CCM 6.5. While all lease and financing activities are still reported under CCM 6.5 in their entirety, this change draws a clear distinction between the remarketing of BMW Group brand vehicles on the one hand (CCM 6.5) and the sale or trade of second-hand automobiles on the other (CE 5.4). Explanatory comments on reporting procedures * The additional economic activities specified in Delegated Regulation (EU) 2022/1214 of 9 March 2022 (in particular with regard to nuclear energy and gaseous fossil fuels) are not relevant to the BMW Group. Economic activities are described in one of the Delegated Acts Substantial contribution to at least one of the environmental objectives Taxonomy eligibility Substantial Contribution Do No Significant Harm (DNSH) Economic activity is Taxonomy-aligned + + + = Minimum Safeguards Economic activity does not cause significant harm to other environmental objectives Company establishes minimum safeguard procedures for human rights, bribery and corruption, taxation and fair competition

149 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement In order to determine the Taxonomy alignment of economic ac- tivities CCM 3.3, CCM 6.5 and CE 5.4 in the reporting year, they must be reviewed against the technical screening criteria rele- vant to them: 5. Substantial contribution to fulfilment of the environmental objectives ”Climate change mitigation” and ”Climate change adaptation” based on the specific carbon emis- sions (CO2e) for the respective vehicles for economic ac- tivities CCM 3.3 and CCM 6.5 6. Substantial contribution to the fulfilment of the environ- mental objective ”Transition to a circular economy” based on the specific requirements for the vehicles under con- sideration (“Substantial contribution”) for economic activ- ity CE 5.4 7. Do no significant harm (“DNSH”) to other environmental objectives based on the specific requirements for each relevant economic activity It must also be ensured that the BMW Group has established minimum safeguards. Substantial contribution The BMW Group has reviewed its contribution to the environ- mental objectives “Climate change mitigation”, “Climate change adaptation” and “Transition to a circular economy” for the report- ing year. Economic activity CCM 3.3 and economic activity CCM 6.5 both make a substantial contribution to Environmental Ob- jective I “Climate change mitigation” due to the manufacture as well as financing and leasing of low-emission (PHEVs

150 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement In order to identify the specific carbon emissions of PHEV that are not determined in line with Regulation (EU) 2019/631 (among others USA and China), assumptions were made based on the worst-case value for that vehicle model, even though these emissions may have been lower in reality. Economic activity CE 5.4 makes a substantial contribution to the environmental objective “Transition to a circular economy”. Only trading with used third-party brand automobiles will be reported under CE 5.4 from the 2024 reporting year onwards. Do no significant harm It is not possible to fully verify compliance with the DNSH criteria for economic activity CE 5.4 due to a lack of data on tyre catego- ries and WLTP emissions values for third-party brands. As a re- sult, no Taxonomy-aligned share can be reported for economic activity CE 5.4. For this reason, economic activity CE 5.4 is not included in the following analysis of the DNSH criteria. Compliance with the DNSH criteria was reviewed in the reporting year for the five additional environmental objectives, based in each case on the specific requirements specifically for economic activity CCM 3.3 “Manufacture of low carbon technologies for transport” and economic activity CCM 6.5 “Transport by motor- bikes, passenger cars and light commercial vehicles”. The vehicle portfolio for economic activity CCM 6.5 includes BMW Group vehicles and vehicles from other manufacturers (third-party products). As no data are available regarding the rel- evant attributes of these third-party products, it is not currently possible to make a comprehensive assessment in relation to the DNSH criteria. For this reason, these third-party products are not currently reported as Taxonomy-aligned. Climate change adaptation A robust climate risk and vulnerability assessment is required for both economic activity CCM 3.3 and economic activity CCM 6.5 to determine that they do not cause significant harm to Environ- mental Objective II. To satisfy this requirement, the physical cli- mate risks at all major BMW Group production sites are consid- ered and an assessment of any damage that may occur as a re- sult of climate change is carried out. We use long-term climate scenarios* running up to 2035 and 2050 for this purpose. More- over, we consider potential natural hazards at all of our direct supplier locations in order to adequately take supply risks into account when selecting and evaluating suppliers. Adaptive solu- tions to mitigate risks are drawn up and implemented as appro- priate based on the results of this risk analysis and in consulta- tion with site representatives. Additional information is available in ↗ Procedure and methodological basis for climate-related risks and opportunities, ↗ Physical climate risks, ↗ Transitory climate risks and opportunities. The DNSH requirements for Environmental Objective II are ful- filled for economic activities CCM 3.3 and CCM 6.5. Sustainable use and protection of water and marine resources and protection and restoration of biodiversity and ecosystems In order to establish that no significant harm is caused to Envi- ronmental Objectives III and VI, it is necessary to perform a com- prehensive risk analysis that looks at the preservation and pro- tection of environmental, water and marine resources for eco- nomic activity CCM 3.3 (in both cases, not relevant for economic activity CCM 6.5). In this context, the BMW Group carries out environmental impact assessments in accordance with Directive 2011/92/EU during the construction of new and expansion of existing sites within the EU that also take account of water and biodiversity. At locations outside the EU, the BMW Group carries out an environmental im- pact assessment based on EU requirements. Moreover, a certi- fied environmental management system pursuant to ISO 14001 has been implemented at all BMW Group production sites and all local statutory requirements are observed. ↗ Holistic environmental Management within the BMW Group The DNSH requirements for Environmental Objectives III and VI are fulfilled for economic activity CCM 3.3. Transition to a circular economy The requirements for both economic activities of the BMW Group to do no significant harm to Environmental Objective IV differ for each stage of the value chain. We fulfil these requirements during the manufacturing process for BMW Group vehicles (economic activity CCM 3.3) by, for example, using secondary raw materials in our products, designing products to facilitate their recycling, managing waste at our production sites in a way that prioritises recycling over disposal, and systematically registering sub- stances of concern along the entire supply chain. With regard to the utilisation phase and recycling of BMW Group vehicles (eco- nomic activity CCM 6.5), we have set up appropriate processes to comply with recycling requirements and established measures for managing waste during maintenance and at the end of the life cycle. All these criteria also form part of our comprehensive approach to the ↗ Circular Economy and Resource Use. The DNSH requirements for Environmental Objective IV are ful- filled for economic activities CCM 3.3 and CCM 6.5. * SSP1-1.9, SSP2-4.5, SSP5-8.5.

151 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Pollution prevention and control The requirements to do no significant harm to Environmental Objective V differ considerably for economic activity CCM 3.3 and economic activity CCM 6.5. With regard to economic activity CCM 3.3, the BMW Group has established corresponding processes which aim to monitor and ensure legal compliance with any prohibitions and limits relating to the use of chemical substances at the vehicle level. With regard to the extended requirements for hazardous substances that ful- fil the criteria of any of the classes or categories specified in Arti- cle 57 of the REACH Regulation (EC) 1907/2006 in accordance with the CLP Regulation (EC) 1272/2008 and which constitute at least 0.1% of the mass of the final product, the BMW Group has initialised a process to assess the extent to which these sub- stances can be replaced with suitable alternatives. Firstly, the points of the supply chain at which these substances are used were identified and assessed in a further step against the background of the state of the art and taking business, regu- latory and technical concerns into account. If the use of these hazardous substances cannot be avoided, the BMW Group uses them under controlled conditions in accordance with hazardous material regulations. However, it is not possible to meet all crite- ria to do no significant harm to Environmental Objective V in the case of economic activity CCM 6.5. Current PHEV models with air pollutant emissions under 50 g CO2/km WLTP offered by the BMW Group and other manufacturers may make a substantial contribution as defined by the EU Taxonomy. However, manu- facturer specifications for air pollutant emissions in real driving conditions (real driving emissions [RDE]) can only be reduced for selected models to 80% of the limit as required by the EU Tax- onomy with reference to Table 2 in the Annex to the Clean Vehi- cles Directive, due to potentially extreme driving situations. The vast majority of PHEVs in the vehicle portfolio for economic ac- tivity CCM 6.5 must therefore be considered not Taxonomy- aligned. For the remaining PHEV and BEV models in the BMW Group’s vehicle portfolio, further deductions have to be made for individ- ual models in the context of economic activity CCM 6.5 in light of the requirements for rolling resistance coefficients for tyres and in particular the external rolling noise of tyres. Owing to the lim- ited availability of data, the eligibility of the models concerned is calculated in a simplified manner based on the tyres approved for these models, weighted by their purchase volumes and take rates. The DNSH requirements for Environmental Objective V are ful- filled for economic activity CCM 3.3; however, not all are fulfilled for economic activity CCM 6.5, due to the RDE and tyre label re- quirements described. Minimum safeguards Additionally, companies that carry out economic activities as de- fined by the EU Taxonomy are required to establish minimum safeguards. They require the implementation of processes to en- sure compliance with due diligence obligations both within an or- ganisation and in stages of the upstream and downstream value chain that have been outsourced. Specifically, this refers to com- pliance with human rights and regulations on bribery, corruption, taxation and fair competition. In its ↗ Policy statement on respect for human rights and corresponding environmental standards, the BMW Group has, among other things, committed to compliance with the fol- lowing standards for minimum safeguards as defined in Arti- cle 18 of the Taxonomy Regulation: Organization for Economic Cooperation and Development (OECD) Guidelines for Multina- tional Enterprises, the UN Guiding Principles on Business and Human Rights and the Ten Principles of the UN Global Compact, which we signed back in 2001. ↗ Purchasing and Supplier Network, ↗ Compliance The minimum safeguard requirements are met. EU Taxonomy performance indicators Please refer to the remarks in the glossary for the definition and calculation of the Taxonomy-specific performance indicators rev- enues, capital expenditure and operating expenditure and their differentiation from IFRS. ↗ Glossary and Explanation of Key Figures The proportion of total revenues, capital expenditure and oper- ating expenditure relating to eligible and non-eligible economic activities are shown in each case as an aggregate percentage for the BMW Group. All Taxonomy-eligible revenues, capital ex- penditure and operating expenditure for economic activities CCM 3.3 and CCM 6.5 are disclosed under Environmental Objective I “Climate change mitigation”, given that there are no identifiable values for Environmental Objective II “climate change adapta- tion” that can be separated from Environmental Objective I “Cli- mate change mitigation”. This approach avoids double counting of revenues, capital expenditure and operating expenditure when determining the KPI in the numerator across multiple economic activities. In the case of capital expenditure and operating expenditure, all Taxonomy-eligible expenditure is allocated to the two economic activities CCM 3.3 and CCM 6.5. There is no independent Tax- onomy-eligible capital expenditure and operating expenditure for economic activity CE 5.4. In most cases, values from financial data were allocated directly to the economic activities for all three performance indicators, based for example on the drivetrain or the vehicle model. In the remaining cases, an allocation mechanism was used for each economic activity and each performance indicator. For Taxon- omy-eligible and Taxonomy-aligned capital expenditure for eco- nomic activity CCM 3.3, the allocator is based on long-term Tax- onomy-aligned revenues generated from the Automotive and Motorcycles segments: — Allocator for economic activity CCM 3.3: Proportion (BEV + PHEV [

152 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The allocator is based on detailed long-term corporate planning for the next six years, as approved each year by the Board of Management and Supervisory Board. This formula is used for capital expenditure on property, plant and equipment (including right-of-use assets from lessee relationships), intangible assets and expenditure on research and development for economic ac- tivity CCM 3.3. For operating expenditure, the allocator is only applied to non-capitalised development costs. For other operating expenditure (non-capitalised right-of-use assets (lessee), maintenance/repair expenses) relating to eco- nomic activity CCM 3.3, the formula is based on the Taxonomy- aligned revenues generated from the Automotive and Motorcy- cles segments in the reporting period. For Taxonomy-eligible and Taxonomy-aligned capital expendi- ture for economic activity CCM 6.5, the allocator is based on the Taxonomy-aligned financing volume for new customers in the current financial year: — Allocator for economic activity CCM 6.5: DNSH alignment factor x BEV proportion x financing volume attributable to new customer contracts (2024) It refers to capital expenditure on leased products. Further increase in Taxonomy-aligned capital expenditure and operating expenditure in the 2024 reporting year The following overview tables summarise the performance indi- cators revenues, capital expenditure and operating expenditure from Taxonomy-eligible and Taxonomy-aligned economic activ- ities of the BMW Group. Regardless of the Taxonomy require- ments, the BMW Group regularly and comprehensively ad- dresses risks arising from climate change and their potential im- pact on its locations and supply chains. ↗ Climate change adaptation, ↗ Climate Change Mitigation and Adaptation — BMW Group perspective Both performance indicators - capital expenditure and oper- ating expenditure - continued to grow year on year at the BMW Group level. This reflects the BMW Group’s increased investment in sustainable products and plant infrastructure as part of the ongoing electrification process. The Taxon- omy-aligned proportion of capital expenditure was 29.1%, which was 3.1% higher than in 2023 (€ 10,687 million). Taxonomy-aligned capital expenditure as a proportion of the BMW Group’s total capital expenditure is impacted sig- nificantly by additions related to leased products. Conse- quently, an examination of the proportion of Taxonomy- aligned capital expenditure at the BMW Group level does not reflect the huge investment in sustainable economic activi- ties and products. Operating expenditure incurred for Tax- onomy-aligned economic activities amounted to € 2,146 million, corresponding to over 32% of Taxonomy- eligible operating expenditure (2023: 31%). The Taxonomy-aligned proportion of the BMW Group’s rev- enues fell slightly in 2024. They amounted to € 20,819 mil- lion (2023: € 23,690 million), corresponding to 14.6% of total Group revenues and a decrease on the previous year of about half a percentage point. This was mainly driven by changes in the pricing structure of the Taxonomy-aligned BEV portfolio and negative elimination effects between the Automotive segment and the Financial Services segment. ↗ Voluntary additional information on the Taxonomy-aligned share per economic activity — Economic activity CCM 3.3, “Manufacture of low-carbon technologies for transport” The Taxonomy-aligned share of revenues generated by the Automotive and Motorcycles segments corresponded to 13.4% (economic activity CCM 3.3 “Manufacture of low- carbon technologies for transport”) of total Group revenues (2023: 15.0%). As a percentage of third-party revenues of the two segments, the Taxonomy-aligned share equaled to 20.3% (2023: 22.1%). ↗ Course of Business and Segments The Taxonomy-aligned proportion of capital expenditure fell slightly by just under 2 percentage points to 20.9% (2023: 22.7%). This is due to the disproportionate increase in total capital expenditure relative to capital expenditure in the Au- tomotive and Motorcycles segments. Looking only at the Taxonomy-aligned additions to intangible assets and prop- erty, plant and equipment in the context of additions rec- orded by the Automotive and Motorcycles segments, how- ever, the proportion of Taxonomy-aligned capital expendi- ture went up by a percentage point to 61.5%. ↗ Voluntary additional information on the Taxonomy-aligned share per economic activity — Economic activity CCM 6.5, “Transport by motorbikes, passenger cars and light commercial vehicles” The Taxonomy-aligned shares for the three performance in- dicators are at a low single-digit level for the Financial Ser- vices segment, but are on an upwards trajectory. This is due to the fact that there is a time lag before the effects of the vehicle fleet electrification ramp-up impact the financing and leasing lines of business. A further reason is the varied, stricter DNSH requirements for economic activity CCM 6.5, in particular those relating to Environmental Objective V “Pollution prevention and control”, which lead to the exclu- sion of almost all PHEV and a significant restriction in the recognition of BEV (for details see section ↗ Do no significant harm). Third-party brands are not included in the vehicle port- folio in the reporting on Taxonomy alignment for economic activity CCM 6.5. A lack of available data regarding the tyre categories or WLTP emission values of third-party products makes it impossible to review compliance with the DNSH criteria in full. The Taxonomy-aligned proportion of capital expenditure in the Financial Services segment rose by almost 250% on the previous year to 8.2% (€ 3,006 million). Based on total cap- ital expenditure in the Financial Services segment, the Tax- onomy-aligned proportion more than doubled to 12.4%. Taxonomy-aligned revenues increased more than four-fold year on year to € 1,742 million.

153 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement — Economic activity CE 5.4, “Sale of second-hand goods” As stipulated by Delegated Regulation 2023/2486, the BMW Group is reporting on the Taxonomy-aligned propor- tion of revenues for economic activity CE 5.4 for the first time. This economic activity includes revenues from the sale of used third-party brand passenger cars after their intended use by clients in the Financial Services segment, but does not include revenues from the sale of used third-party brand motorcycles. Around 1.2% of total revenues are Taxonomy- eligible in reporting year 2024 (20231: 1.1%). The Taxon- omy-aligned share is zero due to a lack of data concerning the DNSH criteria. As the overview tables from Delegated Regulation (EU) 2023/2486 do not provide a detailed picture of the BMW Group’s business model per economic activity, the follow- ing table provides detailed information about the three perfor- mance indicators as regards Taxonomy alignment, reported separately for economic activities CCM 3.3, CCM 6.5 and CCM 5.4. Voluntary additional information on the Taxonomy-aligned share per economic activity 1 Prior-year figures for revenues related to CE 5.4 are adjusted due to a change in the calculation basis. 2 Taxonomy-aligned share calculated with denominator as third-party revenue from Taxonomy- eligible values of the respective economic activity. 3 Taxonomy-aligned share calculated with the Taxonomy-eligible value of the respective economic activity as denominator. See ↗ note [20] to the Group Financial Statements for details on the BMW Group’s capital expenditure. 4 Only includes the operating expenditure defined in the EU Taxonomy. 5 Prior-year figures for revenues related to CE 5.4 and CCM 6.5 adjusted due to change in the cal- culation basis. 2024 in € million 2024 in € million 2024 in % 2023⁵ in % Revenues2 by activity of which Taxonomy-aligned Proportion Proportion Manufacture of low carbon technologies for transport (CCM 3.3) 94,079 19,077 20.3 22.1 Transport by motorbikes, passenger cars and light commercial vehicles (CCM 6.5) 32,116 1,742 5.4 1.1 Sale of second-hand goods (CE 5.4) 1,775 n/a n/a n/a Taxonomy-non-eligible revenues 14,409 n/a n/a n/a Total revenues BMW Group 142,379 20,819 14.6 15.2 Capital expenditure3 by activity of which Taxonomy-aligned Proportion Proportion Manufacture of low carbon technologies for transport (CCM 3.3) 12,480 7,680 61.5 60.4 Transport by motorbikes, passenger cars and light commercial vehicles (CCM 6.5) 24,198 3,006 12.4 5.4 Taxonomy-non-eligible capital expenditure 87 n/a n/a n/a Total CapEx BMW Group 36,765 10,687 29.1 26.0 Operating expediture4 by activity of which Taxonomy-aligned Proportion Proportion Manufacture of low carbon technologies for transport (CCM 3.3) 6,331 2,125 33.6 32.2 Transport by motorbikes, passenger cars and light commercial vehicles (CCM 6.5) 305 21 6.9 4.2 Total OpEx BMW Group3 6,636 2,146 32.3 31.1

154 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Contextual KPI information related to Taxonomy-aligned economic activities in € million 2024 2023 Revenues Sales of products, related goods and revenue of service contracts 19,077 23,340 Revenues related to financial services 1,742 350 Total 20,819 23,690 Capital expenditure Economic activity CCM 3.3 Property, plant and equipment* 5,668 5,391 Development costs 2,012 1,516 Leased products – – Total 7,680 6,907 Economic activity CCM 6.5 Property, plant and equipment* 2 1 Development costs – – Leased products 3,005 1,018 Total 3,006 1,018 Total 10,687 7,926 Operating expenditure Economic activity CCM 3.3 Development costs – not capitalised 1,915 1,843 Right-of-use assets (lessee) – not capitalised 18 17 Maintenance/repair expenses 192 191 Total 2,125 2,051 Economic activity CCM 6.5 Development costs – not capitalised 18 9 Right-of-use assets (lessee) – not capitalised – – Maintenance/repair expenses 3 2 Total 21 11 Total 2,146 2,062 Revenues for economy activity CCM 3.3 include small amounts from Taxonomy-aligned activities related to the BMW Group’s company car programme. These company cars are generally transferred to the BMW Group’s external sales programme within twelve months after a short period of in-house use. * Including intangible assets and right-of-use assets from lessee relationships.

155 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CapEx plan for Environmental Objective I “Climate change mitigation” A CapEx plan is required to be drawn up for capital expenditure and operating expenditure that expand Taxonomy-aligned eco- nomic activities or allow Taxonomy-eligible economic activities to become Taxonomy-aligned. This plan has been approved by the Board of Management of BMW AG and covers a seven-year period (2024–2030). The CapEx plan covers capital expenditure and operating expenditure for the reporting year and planned capital expenditure and operating expenditure (only non-capital- ised development costs) for 2024–2030 for economic activities CCM 3.3 and CCM 6.5. The selected future period corresponds to the detailed long-term corporate planning of the BMW Group and contains various investment measures with different imple- mentation times (e.g. electrification of the vehicle fleet, model re- visions, structural investments in production sites). The CapEx plan earmarks € 73,451 million for economic activity CCM 3.3 and € 25,324 million for economic activity CCM 6.5. The in- crease in Taxonomy-aligned capital expenditure and operating expenditure as compared to the previous year’s plan can largely be attributed to generally higher capital expenditure and operat- ing expenditure associated with electrification until the end of the decade. CapEx plan for expansion of or transformation into Taxonomy-aligned economic activities in € million 2024 2023 Code(s) 2024–2030 2023–2029 Economic activities Manufacture of low carbon technologies for transport CCM 3.3 73,451 68,473 Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5 25,324 24,847 Total 98,775 93,320

156 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Revenues Financial year 2024 2024 Substantial contribution criteria DNSH criteria ("Does not significantly harm") 2023 Code(s)1 Revenues Proportion of Revenues3 Climate change mitigation Climate change adaption Water Pollution Circular economy Biodiversity Climate change mitigation Climate change adaption Water Pollution Circular economy Biodiversity Minimum safeguards Proportion of Taxonomy aligned (A.1) or eligible (A.2) revenues4 Category enabling activity Category transitional activity Economic activities in € million in % Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N Y;N Y;N Y;N Y;N Y;N Y;N in % E T A . T A X O N O M Y - E L I G I B L E A C T I V I T I E S A.1 Environmentally sustainable activities (Taxonomy-aligned) Manufacture of low carbon technologies for transport CCM 3.3; CCA 3.3 19,077 13.4 Y N N/EL N/EL N/EL N/EL Y Y Y Y Y Y Y 15.0 E Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5; CCA 6.5 1,742 1.2 Y N N/EL N/EL N/EL N/EL Y Y Y Y Y Y Y 0.2 T Revenues of environmentally sustainable activities (Taxonomy-aligned) (A.1) 20,819 14.6 14.6% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 15.2 Of which enabling 19,077 13.4 13.4% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 15.0 E Of which transitional 142 0.1 0.1% Y Y Y Y Y Y Y 0.0 T A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL Manufacture of low carbon technologies for transport CCM 3.3; CCA 3.3 75,002 52.7 EL EL N/EL N/EL N/EL N/EL 55.9 Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5; CCA 6.5 30,374 21.3 EL EL N/EL N/EL N/EL N/EL 19.7 Sale of second-hand goods2 CE 5.4 1,775 1.2 N/EL N/EL N/EL N/EL EL N/EL 1.1 Revenues of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 107,151 75.3 76.7 A. Revenues of Taxonomy-eligible activities (A.1+A.2) 127,970 89.9 91.9 B . T A X O N O M Y - N O N - E L I G I B L E A C T I V I T I E S Revenues of Taxonomy-non-eligible activities 14,409 10.1 Total 142,380 100.0 1 With reference to Annex II of Delegated Regulation (EU) of 27 June 2023 (EU 2023/2486). 2 No Taxonomy-aligned value can be determined for economic activity CE 5.4 due to it not being possible to track whether all relevant DNSH criteria (pollution) have been met. 3 Taxonomy-aligned share of revenues per economic activity is 20.3% for CCM 3.3 and 5.4% for CCM 6.5, see ↗ Voluntary additional information on Taxonomy-aligned share per economic activity. 4 Previous year’s value for CCM 6.5 and CE 5.4 adjusted due to CE 5.4 being restricted to third-party brands.

157 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Capital expenditure Financial year 2024 2024 Substantial contribution criteria DNSH criteria ("Does not significantly harm") 2023 Code(s)1 CapEx Proportion of CapEx2 Climate change mitigation Climate change adaption Water Pollution Circular economy Biodiversity Climate change mitigation Climate change adaption Water Pollution Circular economy Biodiversity Minimum safeguards Proportion of Taxonomy aligned (A.1) or eligible (A.2) CapEx Category enabling activity Category transitional activity Economic activities in € million in % Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N Y;N Y;N Y;N Y;N Y;N Y;N in % E T A . T A X O N O M Y - E L I G I B L E A C T I V I T I E S A.1 Environmentally sustainable activities (Taxonomy-aligned) Manufacture of low carbon technologies for transport CCM 3.3; CCA 3.3 7,680 20.9 Y N N/EL N/EL N/EL N/EL Y Y Y Y Y Y Y 22.7 E Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5; CCA 6.5 3,006 8.2 Y N N/EL N/EL N/EL N/EL Y Y Y Y Y Y Y 3.3 T CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) 10,687 29.1 29.1% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 26.0 Of which enabling 7,680 20.9 20.9% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 22.7 E Of which transitional 354 1.0 1.0% Y Y Y Y Y Y Y 0.6 T A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL Manufacture of low carbon technologies for transport CCM 3.3; CCA 3.3 4,800 13.1 EL EL N/EL N/EL N/EL N/EL 14.9 Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5; CCA 6.5 21,192 57.6 EL EL N/EL N/EL N/EL N/EL 58.9 CapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 25,991 70.7 73.7 A. CapEx of Taxonomy-eligible activities (A.1+A.2) 36,678 99.8 99.8 B . T A X O N O M Y - N O N - E L I G I B L E A C T I V I T I E S CapEx of Taxonomy-non-eligible activities 87 0.2 Total 36,765 100.0 1 With reference to Annex II of Delegated Regulation (EU) of 27 June 2023 (EU 2023/2486). 2 Taxonomy-aligned share of capital expenditure per economic activity is 61.5% for CCM 3.3 and 12.4% for CCM 6.5, ↗ Voluntary additional information on Taxonomy-aligned share per economic activity.

158 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Operating expenditure Financial year 2024 2024 Substantial contribution criteria DNSH criteria ("Does not significantly harm") 2023 Code(s)1 OpEx Proportion of OpEx2 Climate change mitigation Climate change adaption Water Pollution Circular economy Biodiversity Climate change mitigation Climate change adaption Water Pollution Circular economy Biodiversity Minimum safeguards Proportion of Taxonomy aligned (A.1) or eligible (A.2) OpEx Category enabling activity Category transitional activity Economic activities in € million in % Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N Y;N Y;N Y;N Y;N Y;N Y;N in % E T A . T A X O N O M Y - E L I G I B L E A C T I V I T I E S A.1 Environmentally sustainable activities (Taxonomy-aligned) Manufacture of low carbon technologies for transport CCM 3.3; CCA 3.3 2,125 32.0 Y N N/EL N/EL N/EL N/EL Y Y Y Y Y Y Y 30.9 E Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5; CCA 6.5 21 0.3 Y N N/EL N/EL N/EL N/EL Y Y Y Y Y Y Y 0.2 T OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) 2,146 32.3 32.3% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 31.1 Of which enabling 2,125 32.0 32.0% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 30.9 E Of which transitional 0 0.0 0% Y Y Y Y Y Y Y 0.0 T A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL Manufacture of low carbon technologies for transport CCM 3.3; CCA 3.3 4,206 63.4 EL EL N/EL N/EL N/EL N/EL 65.1 Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5; CCA 6.5 284 4.3 EL EL N/EL N/EL N/EL N/EL 3.8 OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 4,490 67.7 68.9 A. OpEx of Taxonomy-eligible activities (A.1+A.2) 6,636 100.0 100.0 B . T A X O N O M Y - N O N - E L I G I B L E A C T I V I T I E S OpEx of Taxonomy-non-eligible activities 0 0.0 Total 6,636 100.0 1 With reference to Annex II of Delegated Regulation (EU) of 27 June 2023 (EU 2023/2486). 2 Taxonomy-aligned share of operating expenditure per economic activity is 33.6% for CCM 3.3 and 6.9% for CCM 6.5, ↗ Voluntary additional information on Taxonomy-aligned share per economic activity.

159 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Nuclear and fossil gas-related activities Nuclear energy-related activities 1. The undertaking carries out, funds or has exposures to research, development, demonstration and deployment of innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle. No 2. The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear installations to produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production, as well as their safety upgrades, using best available technologies. No 3. The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production from nuclear energy, as well as their safety upgrades. No Fossil gas-related activities 4. The undertaking carries out, funds or has exposures to construction or operation of electricity generation facilities that produce electricity using fossil gaseous fuels. No 5. The undertaking carries out, funds or has exposures to construction, refurbishment, and operation of combined heat/cool and power generation facilities using fossil gaseous fuels. No 6. The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat generation facilities that produce heat/cool using fossil gaseous fuels. No

160 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement SOCIAL INFORMATION 161 Social Responsibility 161 Basis for action 163 Own Workforce 166 Employer attractiveness and secure employment 167 Collective bargaining coverage and social dialogue 169 Competency development and performance management 170 Health and occupational safety 172 Diversity, equity and inclusion 175 Social and Environmental Responsibility in the Supplier Network 177 Due Diligence in the supplier network 180 Responsible raw material management 181 Consumers and End-Users 182 Customer orientation 183 Access to information 184 Data security and data protection 185 Health and safety SHARE OF WOMEN IN MANAGEMENT SPENDING ON EMPLOYEE TRAINING AND DEVELOPMENT EMPLOYEES OF THE GROUP 158,441 21.6% 415 € million

161 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement SOCIAL RESPONSIBILITY As a global company, the BMW Group takes social responsibility. This includes, in particular, adherence with environmental and social standards along the entire value chain. The BMW Group works in close cooperation with the General Works Council to up- hold fair working conditions and respect for human rights, not only for our own employees, but also by suppliers and other busi- ness partners, such as sales partners. The BMW Group pursues a holistic approach in this regard. In addition to committing itself to meeting high social standards, it also takes action to enable that these are met along the entire value chain. In this way, the BMW Group assumes responsibility in areas beyond its own op- erations. As a global premium manufacturer of automobiles and motorcycles with a multinational workforce on all continents, the BMW Group has close ties with the societies in which it operates. There, the Company also enters into local long-term voluntary social commitments. Encouraging employees and ensuring their development is a core aspect of the BMW Group’s social responsibility. The Com- pany fosters a forward-looking and inclusive working environ- ment that offers individual training and further education oppor- tunities ↗ Own Workforce. Information about the multistage due diligence process regard- ing respect for human rights in the supplier network can be found in ↗ Social and Environmental Responsibility in the Supplier Network. High-quality products and transparent behaviour are of central importance to the BMW Group. The BMW Group focuses on meeting the needs of its customers and providing them with a unique experience. More information about this can be found at ↗ Consumers and End-Users. Basis for action The BMW Group is committed to respecting human rights and the associated environmental standards. This applies not only to our own business activities, but also to our relationships with suppliers and other business partners. The BMW Group uses clearly defined responsibilities and targeted actions to safeguard these fundamental rights. In 2005, the BMW Group reaffirmed its position in a joint declaration on human rights and working conditions, which was signed by the Board of Management and employee representatives. Multistage due diligence processes enable that internationally recognised standards are met. In ad- dition to country-specific requirements, the BMW Group takes the following international standards into account in particular: — International Bill of Human Rights, consisting of the United Nations Universal Declaration of Human Rights, as well as the International Covenant on Civil and Political Rights (IC- CPR) and the International Covenant on Economic, Social and Cultural Rights (ICESCR) — UN Guiding Principles on Business and Human Rights — International Labour Organization (ILO) Declaration on Fun- damental Principles and Rights at Work — ILO Tripartite Declaration of Principles concerning Multina- tional Enterprises and Social Policy (MNE Declaration) and ILO Convention 169 — Organisation for Economic Cooperation and Development (OECD) Guidelines for Multinational Companies and the, — Ten Principles of the UN Global Compact. The Human Rights Officer assumes an overarching manage- ment role within the BMW Group. In this role, the Human Rights Officer monitors the implementation of the risk management measures provided for in the German Supply Chain Due Dili- gence Act. The Human Rights Officer liaises closely with the rel- evant departments and reports directly to the Board of Manage- ment on a regular basis as well as on an ad hoc basis. Within the BMW Group, the Compliance function is responsible for the over- arching concept to ensure compliance with human rights and the associated environmental standards. In addition, the Compliance function coordinates the due diligence processes not only within its own business area, but also with other business partners, such as the dealership organisations. The BMW Group’s Compli- ance Management System (CMS) provides the organisational framework for adhering to the significant requirements. » Compliance and notification systems In addition to the international standards, the ↗ BMW Group Code on Human Rights and Working Conditions applies to our own business op- erations as well as our suppliers and other business partners. The respective responsible units (such as BMW Group depart- ments or companies) and business partners are responsible for complying with human rights due diligence obligations. Within the BMW Group, managers are responsible for imple- menting this Code and the ↗ BMW Group Code of Conduct in their own areas. They are obliged to inform employees about the content and significance of the Codes, in addition to advising them and supporting them with the application of the Codes’ principles in their daily work. Every employee must ensure that they are in compliance with the requirements related to human rights and working conditions and make sure that their professional conduct is in alignment with those principles. The BMW Group has estab- lished taking social responsibility as a prerequisite for prospec- tive business partners. Human rights-related and environmental due diligence obligations are incorporated into dealership and agency contracts for example.

162 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The BMW Group takes measures for prevention, control and re- mediation on a risk-based and ad hoc basis. It uses a catalogue of measures, questionnaires and an interlinked set of training courses, contractual agreements, certifications and inspections for this purpose. If actual or imminent violations of human rights and/or related environmental standards are identified, the BMW Group takes remedial action to prevent, end or minimise them. The purpose of the control measures is to thoroughly in- vestigate risks and indications and to check whether actual in- fringements have occurred. The issue of child labour is addressed by the BMW Group’s Group-wide policies. According to this, child’s development must not be hindered by undertaking any kind of work that keeps them from receiving an education Their dignity must be respected and their health and safety protected. In accordance with ILO Core Labor Standards and national legislation, we adhere to minimum employment ages and categorically reject child labour. This ap- plies in particular to the worst forms of child labour for children and young people under the age of 18, practices akin to slavery, or activities that are dangerous or immoral. We therefore verify whether applicants and employees have reached the minimum age for employment, for example, as well as determining which tasks may be performed by those under the age of 18. In line with the ILO Core Labour Standards, the BMW Group also does not tolerate forced or compulsory labour of any kind. In ac- cordance with ILO Core Labor Standards, we strongly oppose the use of forced or unlawful compulsory labour in our business activities, from the very beginning of the supply chain. This also includes all forms of modern slavery and human trafficking. All employment contracts with the BMW Group or with enterprises and suppliers commissioned by it must always be concluded on a voluntary basis. All employment relationships may be termi- nated by both parties, subject to reasonable or statutory notice. There are no activities at the BMW Group for which a risk of forced or child labour has been identified. The BMW Group has established an appropriate complaints mechanism as an integral part of its due diligence processes. This enables the Company to effectively prevent human rights and environmental violations and take immediate remedial ac- tion. The complaints mechanism includes various whistleblower systems, such as the ↗ BMW Group SpeakUP Line. Employees with questions or concerns relating to compliance can discuss these matters with their managers or relevant Compliance functions. 1 Department program design, prevention. 2 Performing duties for the Human Rights Officer. All ↗ Compliance incident reporting channels are published on the BMW Group website and are available to all internal and external persons, provided the underlying issue is related to the Com- pany. Reported cases are checked and remedial action is taken promptly if necessary. In the reporting year, no customer-related reports of human rights violations were received through the es- tablished channels. Human rights officer acc. to the German Supply Chain Due Diligence Act Group Compliance1 Program responsibility human rights compliance, design and monitoring2 of risk management and risk analysis, complaints mechanism, reporting Nachhaltigkeit Lieferkette Steuerung und Umsetzung von Sorgfaltspflichten- prozessen (z. B. Risikoanalyse, Präventions- und Abhilfemaßnahmen, Wirksamkeitsanalyse) für Ein- kauf und Lieferantennetzwerk Group Compliance1 Steuerung und Umsetzung von Sorgfaltspflichtenprozessen (z. B. Risikoanalyse, Präventions- und Abhilfemaß- nahmen, Wirksamkeitsanalyse) für eigenen Geschäftsbereich sowie für weitere Geschäftspartner Konzernweites Compliance Netzwerk sowie weitere unternehmensinterne Netzwerke Prozessverantwortung (zu u. a. Arbeitsschutz, Umweltschutz, Personal, Konzernsicherheit) im eigenen Ge- schäftsbereich sowie teilweise für weitere Geschäftspartner (z. B. Händler) Implementation of risk management and further measures at operational level The responsibility to comply with due diligence obligations resides with the responsible operating units of the BMW Group companies Risk management and responsibilities Group Compliance1 Steering and implementation of due diligence processes (e. g. risk analysis, prevention and remediation measures, effectiveness analysis) for own business area and for other business partners BMW Group-wide compliance network and further internal networks Process responsibility (for occupational health and safety, environmental management, personnel, corporate security among other topics) for own business area as well as partially for other business partners (e. g. dealers) Sustainability Supply Chain Steering and implementation of due diligence processes (e. g. risk analysis, prevention and re- mediation measures, effectiveness analysis) for purchasing and supplier network

163 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement OWN WORKFORCE Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Workplace accidents resulting in physical injury reduce an employee's ability to live a fulfilling life, or may in worst cases be fatal. Negative impact − BMW Group-wide health and safety management − Occupational safety along the value chain − None − Prevention and care through hazard and stress analyses − Qualification measures, quality au- dits and certification of the occupa- tional health and safety manage- ment system − Holistic health management system with access to in-house health ser- vices Emplaced preventive measures through health standards and offerings for the employees (e.g. sports offer- ings, health check-up) can improve the health and safety of the employees. Positive impact Secure employment for own workers provides financial stability, contributing to mental health and well-being to employees worldwide. Positive impact − Long-term strategic human re- sources planning − Integrative Just Transition Approach − Employer attractiveness − Measures derived from the long- term strategic human resources planning, for example the use of dif- ferent employment types − Use of working time accounts at all production sites where this is legally possible Promoting social dialogue can foster satisfaction and cooperation among workers globally, as it provides em- ployees with a platform and mechanism to voice their concerns and share their ideas. Positive impact − Change process of the BMW Group − Employee representatives and col- lective bargaining − None − Central opportunities to participate and regular dialogue between em- ployees and the Company − Measurement of the organisation’s performance using the High Perfor- mance Organisation Index as part of a biennial employee survey − Up to two meetings per year be- tween the BMW EURO Works Coun- cil and corporate management. Em- ployee representatives from produc- tion sites outside Europe are also invited to attend.

164 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Training and skill development of employees worldwide enhances qualification, allows for professional growth and continued employability. Positive impact − Integrative Just Transition approach − Performance and career develop- ment assessment processes − Investment in vocational training and further education − Comprehensive training measures determined using a system-sup- ported Training Needs Analysis pro- cess − Qualification and development of managers based on the Leadership Competency Model − BMW Group development pro- grammes to retain top talent at an early stage Diversity measures (in the dimensions gender, age and experience, cultural background, sexual orientation and identity, physical and mental ability) lead to a more diverse and inclusive work place and more integra- tion worldwide. Positive impact − Strategically integrated diversity management − Protection against discrimination − BMW AG’s general operating and in- clusion agreement − Share of women in management po- sitions − Training and awareness-raising measures to ensure a prejudice-free working environment − Points of contact for employees with concerns about diversity and inclu- sion − Employee engagement and net- working in Employee Resource Groups Increasing the proportion of women, particularly in management positions and including more women in networking activities, trainings, and mentoring programs in the own workforce are important measures to promote diversity and inclusion within the company. Positive impact − Gender distribution at management level − Competitive and performance-re- lated pay − Share of women in management po- sitions − Early identification and develop- ment of female high-potential can- didates − Regular review of remuneration structures, gender equal pay fac- tored into salary rounds and varia- ble payments Upstream material Own Operations material Downstream material

165 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Own workforce characteristics The BMW Group’s own workforce can be divided into two cate- gories in accordance with the ESRS S1 standard: BMW Group employees (ESRS S1-6) and non-employees (ESRS S1-7). BMW Group employees include all persons with temporary or permanent employment contracts with the BMW Group on 31 December of the reporting year. The total figure does not in- clude employees in inactive early retirement phase, women on maternity leave, employees who are absent for reasons including sabbaticals, parental or family care leave, long-term illnesses, military service or accompanying their partner abroad, other BMW Group employees and temporary agency workers. Using temporary employees contributes to the Company’s flexi- bility and responsiveness in a volatile market environment. In ad- dition to being assigned to specific projects, they also help to bal- ance out fluctuations and utilisation peaks. In addition to its own employees, the BMW Group also has non- employees within the meaning of ESRS S1-7. These are mainly temporary agency workers. The use of temporary agency work- ers provides the Company with the flexibility needed to react to short-term peaks in capacity utilisation, market or model-specific fluctuations, unforeseeable economic changes and structural and project-related issues. The BMW Group defines temporary agency work in accordance with the ILO Declaration on Fundamental Principles concerning temporary agency work: an employee is hired by a temporary employment agency and then hired out to perform their work un- der the supervision and direction of the user company. There is considered to be no employment relationship between the tem- porary agency worker and the user company, although there could be legal obligations of the user company towards the tem- porary agency worker, especially with respect to health and safety. The relevant labour contract is of limited or unspecified duration with no guarantee of continuation. The user company pays fees to the agency, and the agency pays the wages. The Company complies with the locally applicable legal require- ments, such as the German Temporary Employment Act, as well as internal agreements with employee representatives that reg- ulate the use of temporary agency workers. The entire workforce of the BMW Group, including non-employ- ees, was considered equally in the materiality assessment. All employee groups were covered through the involvement of dif- ferent stakeholder groups, including the Works Council ↗ Stakeholder Engagement. In addition, impacts resulting from the various areas of activity, production and indirect employment were taken into account. Employees by contract type and gender1 in headcount 2024 Total number of employees2 158,441 Number of permanent employees 145,846 Male 117,156 Female 28,649 Other – Not disclosed 41 Number of temporary employees 12,595 Male 10,161 Female 2,431 Other – Not disclosed 3 Number of non-guaranteed hours employees3 – Male – Female – Other – Not disclosed – Employees by geographical areas and country1, 4 in headcount 2024 Total number of employees2 158,441 Europe 107,408 thereof Germany 89,490 America 17,639 Asia 29,932 thereof China 27,330 Africa 3,165 Oceania 297 1 Assurance level: reasonable assurance. 2 Compared to the ↗ Key Performance Indicator, in accordance with ESRS only consolidated com- panies are included. The Joint Operation Spotlight, on the other hand, is included proportionally. 3 In addition to the temporary and permanent contract types, non-guaranteed hours employees are also reported in accordance with ESRS. This type of contract is not used by the BMW Group ↗ Glossary and Explanation of Key Figures. 4 Disclosed for each country in which the Company has at least 50 employees that account for at least 10% of the Company’s total number of employees.

166 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Overview of targets related to social sustainability Targets and key figures in the area of social sustainability are defined as part of the HR-related strategy and integrated into BMW Group’s target system. Both the inclusion of new key fig- ures and adjustments to existing ones are decided by the Board of Management. The degree of target achievement is reviewed as part of the target management process and discussed on a regular basis by the Board of Management and then presented to the joint Supervisory Board2. The annual review of target achievement ensures that the annual interim targets and the strategic targets for 2025 (and 2030 in future) are achieved. Three strategic topics in the area of social sustainability have been derived from the target management process: — Employer attractiveness ↗ Attractive employment conditions — Investment in vocational training and further development ↗ Just Transition - Developing expertise for the future — Increasing the share of women in management positions ↗ Breakdown by age and gender. For the implementation of different target scenarios, a multi-year assessment is carried out to analyse the impacts on the BMW Group's employee structure. This includes assessing the share of women in management positions in order to ensure equality in terms of development opportunities. The strategic tar- get for the share of women in management positions is calcu- lated in a multi-year simulation on the basis of the gender distri- bution in the workforce and the functional levels, as well as em- ployees who join or leave. Employer attractiveness and secure employment Attractive employment conditions The BMW Group is one of the most attractive employers world- wide. Several factors ensure this: challenging work, individual de- velopment and organisational opportunities for employees, per- formance-related pay with attractive fringe benefits and a mod- ern working environment. Ensuring that the BMW Group is an attractive employer is a core objective of the Group’s HR strategy. The BMW Group has set itself the target3 of being among the Top 3 each year in a clearly defined competitive environment in Germany. Its target groups include pupils, specialists, academic professionals and students in the fields of economics, engineering and IT. The target reflects our positive image in relevant target groups based on rankings. In order to maintain its attractiveness as an employer at a high level, the BMW Group continuously analyses and adapts its re- cruitment strategies for hard-to-fill positions and other areas. This includes the local recruitment of talent and personnel allo- cation in regions with available qualified workers. This approach ensures the availability of the necessary skills and ensures the competitiveness of the BMW Group despite the shortage of skilled labour. In 2024, the Trendence employer ranking system once again named the BMW Group the most attractive employer across all target groups within the defined competitive environment. The Company also secured the top position in multiple target groups including, for the thirteenth consecutive year, the no. 1 spot among academic professionals. The BMW Group also monitors employer attractiveness in individual markets on an international basis in order to recognise trends at an early stage. Due to the extremely varied international tool and provider landscape and the specificity of market requirements, the target applies exclu- sively to Germany. The underlying methodology is defined by the Trendence Institute for Germany; there are no plans to change the target. The BMW Group’s attractiveness as an employer is also re- flected in its low level of employee turnover worldwide: Employee turnover rate1 2024 Employees, who have left the undertaking during the reporting period (in headcount) 6,439 Attrition rate (in %) 4.1 1 Assurance level: reasonable assurance. 2 A joint supervisory board is a supervisory board which is composed of an equal number of share- holder representatives (e.g. shareholders) and employee representatives. 3 Absolute metric according to ESRS. in headcount Europe America Asia Africa Oceania Total Total number of employees 107,408 17,639 29,932 3,165 297 158,441 Number of permanent employees 105,952 17,634 20,008 1,960 292 145,846 Number of temporary employees 1,456 5 9,924 1,205 5 12,595 Number of non-guaranteed hours employees – – – – – – Employees by contract type and geographical areas 20241

167 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Long-term and strategic personnel planning The BMW Group’s long-term personnel planning forecasts per- sonnel requirements for the next six years. This planning is up- dated annually on the basis of the Company’s forecast perfor- mance. The impacts of the identified staffing requirements on new hires and leavers must be analysed in order to develop suit- able measures. The BMW Group duly involves the relevant inter- est groups in the structured and long-term process, in line with country-specific and statutory conditions. This makes it possible to identify restructuring requirements at an early stage and to or- ganise them responsibly. The Board of Management monitors the progress of personnel measures on a regular basis as part of the personnel manage- ment process during the year. A comparison is made between the personnel planning and the current or forecast number of employees for each Board of Management division at the end of the year so that measures can be implemented if necessary. The personnel requirements for each location are determined as part of the annual planning processes. The Company utilises working time accounts at its production sites where this is legally possi- ble. These provide a flexible tool for adapting the amount of work based on operational requirements and ensuring that employees receive a consistent salary even if capacity utilisation levels fluc- tuate. Collective bargaining coverage and social dialogue Central participation opportunities The employees of the BMW Group are among the most im- portant stakeholder groups, and are actively involved in shaping the future direction of the Company ↗ Stakeholder Engagement. Every two years, the BMW Group performs a company-wide employee survey to measure the general mood in the workforce and the performance of the organisation on the basis of the High Perfor- mance Organisation Index (HPO-I). The next survey is planned for 2025. The HPO-I indicator reflects the BMW Group’s performance and future viability and is an important key indicator for the long-term management of the BMW Group. The questions are reviewed before each employee survey and adapted to the current corpo- rate and HR-related strategy as needed in order to take into ac- count relevant new topics. In addition to collecting key indicators, the employee survey aims to stimulate continuous dialogue. Each manager receives a summarised result for their area, pro- vided at least six responses have been received. Managers are required to discuss the outcomes with their employees and iden- tify improvements and concrete measures for organisational de- velopment. The BMW Group’s change management team sup- ports managers in this with various workshop formats and guide- lines. In addition, the most recent employee surveys included questions on the assessment of the quality of the follow-up to the previous survey. Employees were asked whether they had been informed about the outcomes and whether measures had been identified and implemented. These outcomes are pre- sented to the Board of Management and discussed. Changes in the perceived effectiveness of the follow-up process can be as- sessed by comparing the relevant responses with the previous survey. Another important opportunity for employees to get involved is the idea management system, which is a valuable source of im- provements for the BMW Group and emphasises the lived culture of collaboration. Employees can suggest improvements also out- side the direct scope of their task. Awards are given for ideas which have positive impacts on the efficiency or sustainability of the BMW Group. Numerous ideas were submitted in the report- ing year. A noteworthy number of these were successfully imple- mented and brought significant benefits to the BMW Group. The proposals that were submitted focused on ideas with positive sustainability effects in particular. The ”HR Business and Talent Development” division is respon- sible for defining the strategic alignment in the areas of pro- cesses and change management. The HR departments at the respective locations are responsible for implementing and real- ising proposals, with the specific measures varying from location to location. Involvement of employees in change processes The BMW Group is continuously developing on the basis of its Corporate Development Framework (CDF). Our employees are a central influencing factor within this Framework. According to the CDF, affected employees and interest groups must be informed, empowered, involved and communicated with throughout change processes. The first step in the BMW Group’s estab- lished change process is to actively involve the affected interest groups. Depending on the project and its contextual parameters, the employee representation, if present at the site, is also in- volved as an important stakeholder. The BMW Group involves its workforce both directly and indi- rectly through employee representatives. The involvement of employee representatives provides an important impetus for de- cision-making processes as part of dialogue or negotiation pro- cesses, which are taken into account in accordance with the ap- plicable legal requirements. The nature and frequency of this in- volvement depends on the local legal standards. The HR depart- ment provides opportunities for involvement on an ad hoc, ongo- ing or regular basis in the form of information, consultation or co- determination. The level of the organisational units to be in- cluded depends on whether a change project is implemented lo- cally or across locations. Another factor is whether the Com- pany’s own employees are informed on a central or local basis. Cross-location initiatives are communicated with the involve- ment of the responsible central departments. At a European level, up to two meetings per year are held between the BMW EURO Works Council and corporate management. Workers’ rep- resentatives from production sites outside Europe are also in- vited to attend. In addition to indirect involvement, employees can address their concerns directly with their manager or HR de- partment. The BMW Group promotes regular dialogue between employees and the Company, particularly at locations where em- ployees do not have representation.

168 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The ”Corporate Human Resources” division is responsible for representing human resources policy interests vis-à-vis em- ployee representatives. It defines the strategic and conceptual framework for labour, collective bargaining and social regula- tions, which are then implemented locally. The “HR Business and Talent Development” division manages operational HR-related activities in Germany and at the international locations via the HR regions and the HR network. Financial and human resources are made available in accordance with the applicable legal require- ments. The BMW Group uses a number of different formats to keep its employees updated, such as Company meetings in Ger- many, communication via the intranet, email and town hall meet- ings. The most suitable channel is selected based on the nature of the information involved ↗ Stakeholder Engagement. Operational collaboration model The BMW Group recognises the right of all employees to repre- sentation and to conduct collective bargaining in order to negoti- ate working conditions. Around 78%1 of employees in the BMW Group are covered by collective bargaining agreements. The corporate culture of the BMW Group is characterised by trusting and constructive cooperation with the relevant employee representatives. Even during discussions, the common goal re- mains to maintain a strong cooperative relationship for the ben- efit of the Company and its employees. Employees are neither favoured nor disadvantaged on the basis of their membership or non-membership of a trade union or a body that represents em- ployees. The BMW Group respects the right to freedom of asso- ciation and collective bargaining. The BMW EURO Works Council has been in place since 1995. It was established on the basis of an agreement reached with em- ployee representatives. Group management communicates with this Council on a regular basis so that the interests of employees are effectively represented at the European level. The BMW EURO Works Council serves as a central platform for dialogue between employee representatives and Group management. This body makes it possible to discuss topics of pan-European relevance and develop solutions together. Through this institu- tionalised cooperation, the BMW Group ensures that the inter- ests of employees are taken into account in decision-making pro- cesses at the Group level. The workplace representation metric only looks at employees who are employed in a country in the European Economic Area (EEA) and in which the number of em- ployees is significant. For the BMW Group, this is only Germany in the year under review: The BMW Group is committed to maintaining the satisfaction and performance of its employees at all times in the context of social dialogue. Good operational collaboration at eye level is a fundamental principle of the BMW Group’s corporate policy. This is demonstrated by the percentage of employees covered by col- lective bargaining agreements and by the regular interaction with the BMW EURO Works Council. In addition, a wide range of par- ticipation opportunities are offered worldwide so that the inter- ests of the workforce are incorporated into the BMW Group’s de- cision-making processes. In 2024, work stoppages lasted a total of 01 days. The number of days idle for 2024 was 01. 1 Additional disclosure, based on SASB ↗ SASB Index. 2 The ESRS table does not contain any information on collective bargaining coverage, due to non- materiality. Collective Bargaining Coverage2 Social Dialogue Coverage rate in % Employees - EEA (for countries with >50 employees representing >10% total employees) Employees - Non-EEA (estimates for regions with >50 em- ployees representing >10% total employees) Workplace Representation (EEA only) (for countries with >50 employees representing >10% total employees) 0-19% – – – 20-39% – – – 40-59% – – – 60-79% – – – 80-100% – – Germany Percentage of employees in European Economic Area (EEA) countries covered by employee representation

169 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Competency development and performance management Just Transition - Developing competencies for the future Technological progress and the transformation of the automo- tive industry constantly require the acquisition of new skills and expertise, especially in the future-oriented fields of electrics and electronics, electromobility, digitalisation with a focus on artificial intelligence and agile working methods. The BMW Group proac- tively addresses the resulting challenges for the employment structure through targeted development and transformation of competencies. As part of an integrative and Just Transition ap- proach, the BMW Group is actively shaping a socially responsible transformation process for its employees. The vocational training for young people and the continuous development of all employ- ees are fundamental beliefs at BMW Group. High-quality voca- tional training and further education is the foundation for a suc- cessful transition to electrified, digital and circular mobility. The BMW Group considers qualification to be the key to its ability to innovate and compete. It also opens up opportunities for employ- ees in a changing world of work. The BMW Group specifically develops the individual skills of its employees through future-oriented vocational training and fur- ther education offerings to ensure that they maintain a high level of performance and employability over the long term. Besides the professional qualification the personal development also has a key role to play in this regard. During the reporting period, the BMW Group provided in-depth training centred around develop- ing the digital skills of its employees, this mainly focused on gen- erative artificial intelligence, further training in the field of high- voltage technology for NEUE KLASSE battery systems and train- ing for the new direct sales model of the MINI brand in Europe ↗ The BMW Group Strategy. The BMW Group continues to drive elec- tromobility forward. This approach is creating new jobs, such as those at the new plant Debrecen in Hungary. Employment will also be created at existing locations and through the establish- ment of additional production sites for batteries in Germany and abroad in the coming years. The BMW Group uses a system-supported process called Train- ing Needs Analysis to assess training requirements. It helps em- ployees to identify their training needs together with their man- agers. This ensures that employees are provided with targeted training to address future requirements in the respective func- tions. Based on the required competencies, the identified needs are matched with specific training. The Training Needs Analysis takes place on a regular basis and supports the targeted devel- opment of skills in the workforce. In 2024, the extensive training measures provided amounted to an average of 20.2 hours per employee. The effectiveness of the training measures is assessed using final tests and other meth- ods. Evaluations provided by the participants also help to keep the quality of the training courses at a high level. The BMW Group has committed itself to investing an amount in the mid three-digit million range per year in vocational training and further education for all employee groups worldwide. In 2024, these investments totalled € 415.5 million. Expenditure on vocational training and further education includes the central- ised and decentralised expenses incurred by the BMW Group. Leadership qualification The development and training of leaders is of central importance at BMW Group - especially in light of the transformation of the automotive industry. This aspect plays a key role for successful corporate management. The training programme for leaders is based on the BMW Group’s understanding of leadership and the BMW Group Leadership Competency Model, which forms the basis for the BMW Group requirements and expectations of lead- ership. A wide range of training and networking opportunities are provided for leaders, in addition to special workshop formats for management teams. In future, the leadership qualification framework will be even more modular, flexible and international in order to meet the growing need for networking, globalisation and high perfor- mance. Attract and develop talent In addition to an extensive range of training opportunities, the BMW Group uses special development programmes to retain top talent at an early stage. Participants in the ProMotion doctoral programme write their dissertation in collaboration with the BMW Group. The globally orientated Traineeship AcceleratiON is aimed specifically at young people with leadership potential and prepares them for the key roles of the future. As part of the student support programme Fastlane, the BMW Group supports students of STEM subjects during their master’s degree studies. They also have extensive opportunities to enhance their exper- tise. Vocational training, further education and future talents pro- grammes fall under the “HR Services, Recruiting, Qualification” division. The HR departments at the respective locations are re- sponsible for implementing these programmes locally, and, if necessary, carry out additional individual and local training measures. Performance management Every year, the BMW Group applies various performance and ca- reer assessment processes based on defined conditions and cri- teria. These are used on a regular and systematic basis to assess and develop the performance and potential of our employees. Depending on the specific process and the perspective role, both professional performance as well as leadership and social skills are assessed. The outcomes of these assessments play a vital role in staff development and can have an impact on remunera- tion. The aim of these processes is to strengthen the perfor- mance and future viability of the BMW Group. The Company pur- sues a holistic, Company-wide approach that combines perfor- mance assessment and talent development while also incorpo- rating regional differences. In the 2024 financial year, 81.3% of the workforce took part in annual assessment processes.

170 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Percentage of employees that participated in regular per- formance and career development reviews in % 2024 Percentage of total employees 81.3 Percentage of male employees 81.4 Percentage of female employees 81.2 Percentage of other employees – Percentage of not disclosed employees 13.6 Health and occupational safety Health management on a holistic basis The BMW Group attaches great importance to its employees be- ing healthy and performing at a high level. The variety of tasks at the Company’s sites places extensive demands on occupational safety, which is controlled by the “Working Environment, Group Safety, Group Data Protection” division. Every department is re- sponsible for compliance with the standards. The central func- tions provide these departments with support to assist with health management and occupational safety measures. Corre- sponding measures are implemented at the individual locations based on internal specifications, although local adjustments are possible. The BMW Group is committed to complying with the re- spective national occupational safety laws worldwide. In Ger- many, health services are managed on a centralised basis. Out- side of Germany, this is the responsibility of the individual loca- tions and is regulated in accordance with the applicable legal provisions. The medical staff is made up of both BMW Group em- ployees and employees of external service providers. The BMW Group has launched the “Health Initiative” based on global HR processes to prevent illness and maintain employee performance. First aid is organised at the locations in accordance with local regulations. In the absence of specific requirements, the BMW Group applies German standards; these stipulate a first aider quota of 10% in production areas and 5% in administrative areas. It is important to the BMW Group that all employees have access to the Group’s own healthcare services. The BMW Group’s medical professionals offer personalised advice on preventive measures and assist with designing the working environment to promote and maintain the health and perfor- mance of employees in the long term. Prevention and care The BMW Group’s international health management project groups are staffed by medical specialists and health experts. Their knowledge and experience provide valuable input for pre- ventive measures. During the reporting year, our preventive measures focused on heart health. Health talks and dialogue for- mats with experts were held in bilingual livestreams. Topics such as exercise, heart-healthy eating and the handling of indul- gences were covered in depth. Blood pressure measurements, resuscitation exercises and healthy eating days were organised to raise awareness of the factors that influence heart health. These activities were adapted internationally to reflect local cir- cumstances and needs. The BMW Group focuses on low-threshold preventive measures to raise employee awareness of the importance of a healthy life- style. All available internal channels of communication are used. Action days, dialogue events and training courses are held on a regular basis to provide employees with information about and raise their awareness of relevant health issues. The preventive measures also focus on reducing the number of musculoskeletal disorders that can be caused by a lack of exercise as well as met- abolic disorders that can be caused by an unbalanced diet. The reach and impact of these measures are analysed via participa- tion rates. Specific preventive actions are also evaluated in order to review and optimise their efficiency to the extent permitted by data protection regulations. The BMW Group conducts comprehensive risk and stress anal- yses in order to identify potential risks in both production and of- fice workplaces at an early stage. The aim is to take appropriate protective measures to prevent the health of employees being negatively impacted. Technical solutions take priority. All occu- pational accidents are carefully documented. Analyses are per- formed to identify the root cause of accidents. Findings are taken from incidents of this kind and incorporated into the existing risk and stress analyses with the intention of further improving pre- ventive strategies and taking effective measures. Information about these accidents is exchanged within the occupational safety network. This exchange plays a vital role in preventing similar accidents at other sites and ensuring that the BMW Group makes continuous improvements in occupational health and safety on a BMW Group-wide basis. One example of the initiatives being used to promote safety at work is the global “Watch your path!” campaign, which will run until 2025. Analysis of accident black spots has shown that a significant number of accidents are related to walking, climbing stairs and cycling. The purpose of the “Watch your path!” cam- paign is to raise awareness of these activities and provide infor- mation on how to take precautions in order to reduce the number of accidents. The BMW Group analyses the campaign’s effec- tiveness by comparing the latest accident figures to the initial metrics from the beginning of the campaign. This process not only measures the success of the campaign but also helps us to identify and implement further improvements when needed. Qualification The BMW Group uses a comprehensive, multi-layered pro- gramme to ensure that high-quality health services are available. Internal training and development initiatives keep medical spe- cialists and occupational health assistants up to date with the latest medical advancements. Annual quality audits are con- ducted in accordance with ISO 9001 to assess this ongoing pro- fessional development. Emergency and rescue paramedics also participate in external training courses to enhance their skills and expand their knowledge. Individual locations are responsible for complying with country-specific statutory training requirements. They organise training courses with local service providers and are responsible for issuing certificates to document adherence to training requirements. Monthly meetings are held to cover key health topics through monthly discussions at a national and in- ternational level. Annual workshops bring together medical spe- cialists and health managers to share their experiences, deepen their expertise, and contribute to keeping healthcare services at a high level.

171 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement As part of its training initiatives, the BMW Group provides occu- pational health and safety training for employees at all locations. Occupational safety trainings are assessed in consultation with experts in occupational safety and ergonomics. The seminar cur- riculum is drawn up in close collaboration with safety specialists, the Health Management department and the BMW Group Acad- emy. Continuous training is provided for safety specialists based on the current state of the art as well as emerging specialist ar- eas. Occupational health and safety management The BMW Group evaluates its international occupational health and safety strategy on a regular basis, making adjustments as needed. Suitable measures are developed, implemented and re- viewed based on the defined vision. The BMW Group follows the globally recognised ISO 45001 standard for occupational health and safety. Occupational health and safety management sys- tems are in place at all production sites and certified in accord- ance with this standard or OHRIS*, which is based on ISO 45001. This means that 100% of BMW Group employees, other BMW Group employees and temporary agency workers in the BMW Group work at a location that has an occupational health and safety management system. Employer and employee repre- sentatives work together at nearly all locations to bring about a continuous improvement in health and safety standards. The BMW Group has established standards on various occupa- tional safety topics to guide the implementation of safety measures. Regular assessments of methods and tools used in occupational health and safety ensure that internal requirements are improved on a continuous basis. Employee representatives are actively involved in this process and, where appropriate, with representatives for employees with severe disabilities and the HR department. The BMW Group conducts annual internal au- dits to ensure the quality of its processes. These audits verify compliance with occupational health and safety standards, and ensure that legal health and safety requirements are complied with. Audits and certifications of sites are conducted by external service providers. All necessary audits were again successfully carried out in 2024. The outcomes and the resulting measures are made available to all BMW Group sites. This is done to en- sure consistently high safety standards across the BMW Group. Accident frequency The BMW Group has found no evidence of systemic or wide- spread physical injuries resulting from occupational accidents. Occupational accidents refer to work-related accidents as speci- fied by ESRS. All occupational accidents were isolated individual incidents. In 2024, the accident frequency rate of the BMW Group stood at 2.7, with 891 occupational accidents. Number of work-related accidents and accident frequency rate 2024 Total number of work-related accidents 891 Employees and other BMW Group employees 502 Temporary agency workers 389 2024 Total rate of work-related accidents 2.7 Employees and other BMW Group employees 1.8 Temporary agency workers 7.7 There were in total 2 fatal accidents in the reporting year 2024. These involved two employees of external companies working on BMW Group premises. There were 0 reported fatalities due to work-related ill health during the 2024 reporting year. Number of fatalities from work-related injuries/accidents and other work-related ill health 2024 Total number with fatalaties 2 Employees and other BMW Group employees – Non-employees – Workers working on the undertaking's site 2 Occupational safety along the value chain The BMW Group regulates cooperation with contractual partners on safety-related aspects at the sites by way of a separate con- tractor declaration. At major BMW Group construction sites, all external workers of partner companies receive safety briefings from BMW Group experts. The contractor is responsible for providing safety instructions in the case of smaller orders. The department responsible for placing the order monitors compli- ance with the occupational health and safety regulations, sup- ported by the relevant occupational health and safety depart- ment. Suppliers to the BMW Group are obligated to comply with internationally recognised occupational health and safety re- quirements via the BMW Group Supplier Code of Conduct, which is an integral part of the Purchasing Terms and Conditions. * Occupational Health and Risk Management System

172 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Comprehensive preventive measures in occupational health and safety The BMW Group prioritises comprehensive preventive measures in the field of occupational health and safety. By consistently im- plementing occupational safety measures such as ISO 45001 certification, extensive training programmes, and the “Health In- itiative”, we ensure that the frequency of workplace accidents and health risks is minimised for our employees. These occupa- tional safety measures are part of a continuous improvement process, the effectiveness of which is reflected in a low accident frequency rate. Diversity, equity and inclusion Promoting diversity The BMW Group considers a working environment which en- sures that all employees are appreciated, included and free from prejudice to be a fundamental element of an open and inclusive corporate policy and the basis for successful collaboration. Dis- crimination has no place in the corporate culture of the BMW Group. Every individual is entitled to a workplace that is free from discrimination, preferential treatment or harassment based on characteristics such as their gender identity, skin col- our, religion, nationality, political or other beliefs, ethnicity, disa- bility, age or sexual orientation. This principle extends to other characteristics which are protected under local laws, including national minority status or former military affiliation (veteran sta- tus). The aim of our strategic approach to diversity management is to anchor the importance of diversity in the conduct of our employ- ees. The BMW Group actively fosters a culture of appreciation using initiatives to raise awareness about respectful interaction. One such initiative is the BMW Group-wide training programme combating workplace discrimination, which is mandatory for all employees in Germany. During the reporting year, the BMW Group’s engagement with regard to sexual orientation and identity was externally analysed. This took place within the framework of our membership with “PROUT AT WORK”, a foun- dation and consultancy in Germany focusing on LGBTIQ+1 is- sues in the workplace, aimed at promoting equal opportunities for individuals within the queer community. This analysis led to concrete actions, including the development of a transition guide. This guide helps our employees, HR specialists and managers to navigate issues related to gender identity. Additionally, a guide- line regarding collaboration with Employee Resource Groups (ERGs) was developed. As in the previous year, international Di- versity Days were held by the BMW Group in 2024. These in- volved a number of events throughout the year, including panel discussions, workshops and hands-on activities held throughout the year, including events for International Women's Day, the In- ternational Day of Cultural Diversity and the International Day of Persons with Disabilities. BMW Group employees play a key role in fostering diversity, eq- uity and inclusion within the Company. Employees can get in- volved in ERGs to further these efforts. These groups include family and women’s networks at numerous locations as well as the BMW Group PRIDE association. This association advocates for the interests of the LGBTIQ+ community. The spirit of coop- eration and dialogue with the internal networks provides the BMW Group with important impetus and support for the further development of its commitment. Continuous communication on our various channels contributes significantly to the success of our diversity management approach. In addition to the percent- age of female managers, we measure this success with a num- ber of indicators as well as participation in training courses and events and the associated feedback. We draw further conclu- sions from the outcomes of our employee survey and participa- tion in competitions. In the reporting year, we continued to work on measures that were adopted as part of the revised version of our general oper- ating and inclusion agreement for employees with disabilities. This included expanding the policy of training centres for the deaf at BMW AG production sites. Individuals with severe disabilities 5.7%2 of the workforce of BMW AG, in excess of the minimum threshold stipulated in the German Social Code. The inclusion agreement also sets out requirements for dealing with and pro- moting employees with severe disabilities, including the right to an accessible working environment. Corresponding guidelines are in place throughout the BMW Group. At the beginning of each year, global measures are planned and priority topics are defined under the various aspects of diversity. Finally, the results are reviewed at the end of the year; these then form the basis for planning initiatives and measures for the fol- lowing year. There are several people whom employees can con- tact regarding matters concerning diversity, equity and inclusion. These include managers, the responsible departments, HR, the Works Council and the representatives of severely disabled em- ployees. In addition, the ↗ BMW Group SpeakUP Line offers a point of contact available in more than 30 languages. All incoming cases are reviewed and processed. Appropriate action, including disci- plinary measures, is taken where necessary. Employees in Ger- many also have access to the Zero Tolerance hotline, a free, anonymous and professional advice centre, which provides sup- port on issues such as discrimination, bullying and sexual har- assment in the workplace. The BMW Group is not currently engaged in any court or arbitra- tion proceedings in connection with cases of discrimination and related remedial action, which, in the Company’s estimation, could have a material effect on its financial position. 1 Abbreviation commonly used internationally for lesbian, gay, bisexual, trans*, inter* and queer. 2 The share of employees with severe disabilities is based on the statutory requirements in accord- ance with the German Social Code (SGB IX).

173 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The “HR Business and Talent Development” division is respon- sible for defining the strategic alignment in the areas of diversity, equity and inclusion. Together with the HR departments at the individual locations, the unit manages and implements the cor- responding measures. Departments at the locations are respon- sible for implementation and develop additional programmes tai- lored to local needs where required. The HR, Compliance and Legal departments are responsible for ensuring adherence to the principle of non-discrimination. Breakdown by age and gender The Company is committed to increasing the number of women in management positions. In this context, initiatives such as the “Women Rising” programme are key when it comes to the early identification and development of talented individuals. Aware- ness among managers and employees that diversity and a bal- anced gender ratio contribute to the Company’s success is the basis for achieving our gender goals. That is why there is a par- ticular focus on actively communicating this topic and showcas- ing positive role models. In addition, cooperation with our inter- national networks helps to raise awareness among our employ- ees. Another focus for 2024 involved promoting cultural diversity and collaboration across mixed age groups. With the aid of in- depth analyses, measures were devised to enhance the integra- tion of international BMW Group employees within BMW AG. Language plays a crucial role in this regard. Also, the need for optimisation in the field of multi-generational management was examined in detail and recommendations for action were drawn up to promote cooperation and facilitate the transfer of knowledge between the individual generations. We regularly have the effectiveness of our activities evaluated by external organisations. The results show that the BMW Group’s position in the Women’s Career Index has consistently improved from year to year, with the Company ranking third in 2024. The Supervisory Board adopts composition targets once a year for the Board of Management and Supervisory Board. These targets incorporate a diversity policy. The BMW Group is also aware of the need to achieve a high per- centage of women in its future talents programmes. The aim is to ensure that the share of women in the total workforce and in management functions continues to rise in the future. Although more male applicants apply for apprenticeships in technical oc- cupations, there has been a steady increase in the share of women in management positions in technical professions. The BMW Group’s goal1 is to achieve a 22% share of women in man- agement positions by 2025 and to work towards attaining a 23- 25% corridor by 2030. There are two main goals behind in- creasing the share of women in management positions: — Increasing performance via diverse teams — Unlocking women’s earning potential. In doing so, the Company also fulfils legal requirements. The target indicator is determined on the basis of a comparison with competitors, developments in previous years, planned staff- ing ratios and the percentage of women in STEM subjects. The HR department reviews the progress achieved and reports reg- ularly to the Board of Management and the Supervisory Board, and also within the scope of long-term corporate planning and at the annual meeting of Works Council representatives. No adjust- ments to these objectives are planned at present. Number of employees by gender2 in headcount 2024 Total number of employees 158,441 Male 127,317 Female 31,080 Other – Not disclosed 44 Gender distribution at management level2 2024 in headcount in % Number of employees at management level 12,755 100.0 Male 10,003 78.4 Female 2,752 21.6 Other – – Not disclosed – – The distribution of employees by age group2 2024 in headcount in % Total number of employees 158,441 100.0 Employees under 30 years 23,213 14.7 Employees between 30 and 50 years 99,954 63.0 Employees over 50 years 35,274 22.3 1 Joint Operation Spotlight Automotive Ltd. is not included in the target. 2 Assurance level: reasonable assurance.

174 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Equal opportunities and equal pay for equal work At the BMW Group, equal opportunities are also reflected in our remuneration system, which applies irrespective of a person’s sex, gender identity, skin colour, religion, national origin, social background, political or other beliefs, ethnic origin, age, sexual orientation or disability. Gender-equal pay plays a key role, spe- cifically with regard to salary development and variable pay- ments. Regular comparisons of women’s and men’s pay are an integral part of this. The objective of the review is to ensure that the remuneration structures result in fair pay. Uniform principles form the basis for a fair and balanced remuneration system throughout the Company. In terms of total remuneration, we aim to ensure that our employees earn above median for the relevant labour market. To ensure this, we participate in remuneration studies each year on a worldwide basis. Uniform principles pro- vide the basis for a fair and balanced remuneration system worldwide. In addition, at all BMW Group locations, the level of performance and the results achieved by employees are an im- portant factor in determining their remuneration. The Company remunerates employees for their individual and collective perfor- mance in accordance with local labour laws. The measures re- ferred to above to ensure gender-equal pay are applied on an ongoing basis. In the reporting year, the Company determined an unadjusted ↗ Gender Pay Gap for the first time. This takes into account total di- rect remuneration plus key benefits. The gender pay gap in the reporting year stood at –10.9%. The gender pay gap in favour of female employees of the BMW Group is largely due to struc- tural effects. As an automobile manufacturer, a large share of the BMW Group's employees work in production, where a dispropor- tionately large percentage of the workforce is male. Given that wage levels are lower in production than for example for admin- istrative or development roles, female employees benefit from an advantage when it comes to pay.

175 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement SOCIAL AND ENVIRONMENTAL RESPONSIBILITY IN THE SUPPLIER NETWORK Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Inadequate working time impacts workers’ income, well-being and living conditions at tier-1 supplier loca- tions. Negative impact − Multistage due diligence process to uphold environmental and social standards in the supply chain BMW Group Supplier Code of Conduct − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Overarching targets for the proce- dures used to perform due diligence in the supplier network − Analysis of the effectiveness of the processes and measures imple- mented − Commitment to initiatives − Risk analysis − Sustainability questionnaire (online assessment) − On-site assessments of supplier lo- cations (on-site assessment) − Complaints procedure The non-existence of works councils and consultation impacts workers rights at tier-1 suppliers - especially when supplier locations are based in countries where such rights may be restricted in law and/or practice. Negative impact Workplace accidents at tier-1 supplier locations resulting in physical injury reduces an employee ability to live a fulfilling life, or may in worst cases be fatal. Negative impact The tier-1 suppliers' workplace conditions (incl. exposure to hazardous substances and excessive noise), may contribute to the development of chronic diseases and impairments among employees worldwide, e. g. inadequate ergonomic considerations in the workstations. Negative impact Lack of free choice of employment affects living and working conditions of workers at Tier-1 supplier loca- tions worldwide. Negative impact Violence, harassment (incl. inhumane treatment) and discrimination at the workplace affect the living and working conditions for employees at supplier locations (tier-1). Negative impact The non-existence of works councils and consultation impacts workers rights at n-tier suppliers - especially when supplier locations are based in countries where such rights may be restricted in law and/or practice. Negative impact − Process for the responsible man- agement of raw materials − Raw materials strategy » Raw materials security and strat- egy − BMW Group Supplier Code of Con- duct − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Overarching targets for the proce- dures used to perform due diligence in the supplier network − Analysis of the effectiveness of the processes and measures imple- mented − Objectives for local projects − Risk analysis − Reduction of critical virgin raw ma- terials ↗ Circular Economy and Resource Use − Certification and traceability of raw materials supply chains − Commitment to initiatives − Implementation of local projects − Complaints procedure Workplace accidents at n-tier supplier locations (exploitation of raw materials) resulting in physical injury re- duces an employee ability to live a fulfilling life, or may in worst cases be fatal. Negative impact The n-tier suppliers' workplace conditions (incl. exposure to hazardous substances and excessive noise), may contribute to the development of chronic diseases and impairments among employees worldwide, e. g. inadequate ergonomic considerations in the workstations. Negative impact Lack of free choice of employment affects living and working conditions of workers at n-tier supplier locations worldwide. Negative impact The use of child labour at n-tier supplier locations deprives children of education and a normal childhood, perpetuates poverty and inequality, and increases the likelihood of physical and emotional abuse. Negative impact

176 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Providing training and capacity building impact the skills and capabilities of the workers at suppliers' loca- tions. Positive impact − Multistage due diligence process to uphold environmental and social standards in the supply chain − BMW Group Supplier Code of Con- duct − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Analysis of the effectiveness of the processes and measures imple- mented − Objectives for local projects − Training programme − Implementation of local projects Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with working con- ditions, specifically working time. Risk − Multistage due diligence process to uphold environmental and social standards in the supply chain − Process for responsible raw mate- rial management − Raw materials strategy » Raw materials security and strat- egy − BMW Group Supplier Code of Con- duct − No targets that focus exclusively and thematically on material im- pacts, risks and opportunities − Overarching targets for the proce- dures used to perform due diligence in the supplier network − Analysis of the effectiveness of the processes and measures imple- mented − Objectives for local projects − Commitment to initiatives − Risk analysis − Sustainability questionnaire (online assessment) − On-site assessments of supplier lo- cations (on-site assessment) − Complaints procedure − Reduction of critical virgin raw ma- terials ↗ Circular Economy and Resource Use − Certification and traceability of raw materials supply chains − Implementation of local projects Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with working conditions, specifically working time. Risk Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with working con- ditions, specifically health and safety. Risk Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with working conditions, specifically health and safety. Risk Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with other work- related rights, specifically forced labour. Risk Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with other work-related rights, specifically forced labour. Risk Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with working con- ditions, specifically freedom of association, including the existence of work councils. Risk Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controver- sies in connection with working conditions, specifically freedom of association, including the existence of work councils. Risk Upstream material Own Operations material Downstream material

177 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Compliance with environmental and social standards is a key principle in the BMW Group’s purchasing and supplier network. This includes, in particular, respect for human rights and, in this connection, compliance with environmental standards and the principles of business ethics. Particular emphasis is placed on the responsible procurement of raw materials. The circular economy also makes a significant contribution to environmental and hu- man rights issues given that it reduces, among other things, the need for virgin raw materials. ↗ Circular Economy and Resource Use In the upstream value chain, the workforce employed by the BMW Group’s suppliers could potentially be affected by material negative impacts. This does not only affect the workforce in the production plants of direct suppliers, but also people who work in the extraction and processing of raw materials. In most cases, actual significant negative social or environmental impacts are the result of individual incidents. They are identified either via the BMW Group’s control mechanisms, such as on-site assess- ments, or via various grievance mechanisms for reporting poten- tial violations. The material risks for the BMW Group depend on the negative impacts identified. Negative impacts may result in risks of shortages or delays in the supply chain or in damage to the BMW Group’s reputation. The BMW Group has a multistage due diligence process in place that covers a range of topics related to environmental and social standards in the supply chain. Among other things, it takes into account the material impacts and risks in such areas as working conditions, equal treatment and opportunities for all, as well as other work-related rights. Environmental aspects such as pollu- tion of water and soil, water, resource use and waste are also included. ↗ List of material Impacts, Risks and Opportunities The BMW Group maintains a holistic overview of environmental and social standards within its supplier network, without narrow- ing its focus on any specific issue. For this reason, the procedures followed to perform due diligence in the supplier network are connected with overarching targets. The targets apply to the cur- rent financial year and are generally reviewed on a quarterly ba- sis. They also have a direct impact on the remuneration of the Board of Management and senior executives and are deter- mined using a comprehensive internal consultation process. Due consideration is also given to the concerns of external stakehold- ers. This applies in equal measure to all of the targets for envi- ronmental and social standards in the supply chain shown in the following. There are no specific targets relating exclusively to ma- terial sustainability topics, which is why no detailed information is presented in this regard. The Purchasing and Supplier Network division is responsible for developing and implementing due diligence processes within the supply chain. When integrating corporate due diligence into busi- ness processes, the BMW Group relies as far as possible on standardised procedures developed by industry-wide or cross- sector initiatives. The company is committed to the view that compliance with environmental and social standards in complex and dynamic supplier networks can, as a rule, only be guaran- teed by means of standardisation and concerted action. It is for this reason that the BMW Group is involved in a number of indus- try-wide and cross-sector initiatives. These include the Sector di- alogue (Branchendialog Automobilindustrie), the Supply Chain Sustainability Working Group of the German Association of the Automotive Industry (VDA), the Responsible Business Alliance (RBA), and Drive Sustainability. Some of these are multi-stake- holder initiatives involving companies such as the BMW Group as well as trade unions and NGOs which represent the interests of workers in the value chain. The BMW Group is committed to this on an ongoing, active and permanent basis. The ↗ Due Diligence process for environmental and social standards in the supplier network is presented in detail on the BMW Group Website. Due Diligence in the supplier network A multistage due diligence process firmly embeds responsibility for environmental and social standards in the supply chain within all relevant areas of the BMW Group. Environmental and social standards have been, amongst others, integrated as mandatory criteria to be observed during decision-making in the develop- ment of components, commodity strategies, procurement pro- cesses, supplier development and the target management pro- cess. The BMW Group sources components, materials and other ser- vices from a large number of manufacturing and distribution sites worldwide. The related social and environmental due diligence requirements are specified as minimum requirements for suppli- ers in the ↗ BMW Group Supplier Code of Conduct. The “BMW Group In- ternational Terms and Conditions for the Purchase of Production Materials and Automotive Components” (IPC) apply to suppliers of production material and vehicle components. The General Terms and Conditions for Indirect Purchasing (GTC) apply to suppliers of non-production-related material. Upon conclusion of the contract, suppliers who have a direct business relationship with the BMW Group (direct suppliers) un- dertake, on the basis of the BMW Group Supplier Code of Con- duct, to ensure that the stipulated human rights and environmen- tal requirements are met and that these requirements are also extended to suppliers who do not have a direct business relation- ship with the BMW Group (indirect suppliers). The BMW Group Supplier Code of Conduct is based, among other things, on the following external frameworks and guide- lines and incorporates relevant requirements from them: — the German Supply Chain Due Diligence Act (Lieferketten- sorgfaltspflichtengesetz [LkSG]) — the International Bill of Human Rights, comprising the United Nations (UN) Universal Declaration of Human Rights, the International Covenant on Civil and Political Rights (IC- CPR) and the International Covenant on Economic, Social and Cultural Rights (ICESCR)

178 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement — The UN Guiding Principles on Business and Human Rights — The International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work — The ILO’s Declaration of Principles concerning Multinational Enterprises and Social Policy (MNE Declaration) and ILO Standard 169 — Guidelines for Multinational Companies issued by the Or- ganisation for Economic Cooperation and Development (OECD) — The Ten Principles of the UN Global Compact The BMW Group Supplier Code of Conduct contains clear provi- sions on responsible business practices, environmental respon- sibility, social responsibility and the use of critical raw materials. The “Social Responsibility” section of the BMW Group Supplier Code of Conduct deals extensively with working conditions and human rights. This includes, among other things, the issues of child and forced labour, slavery and human trafficking. Freedom of association and the right to collective bargaining, protection against discrimination, and the right to health and safety in the workplace are also discussed at length. The section on environ- mental responsibility focuses on the reduction of air, water and soil pollution, and addresses the topics of decarbonisation, re- source conservation and the circular economy. This includes low- ering the consumption of energy, water and raw materials. The section also covers measures to protect biodiversity and the re- sponsible handling of hazardous materials and waste. This in- cludes, among other things, the application of the Minamata Convention, the Stockholm Convention, the Basel Convention and the REACH Regulation, in addition to other laws and provi- sions on the handling of hazardous materials, chemicals and substances. Standardised procedures are embedded in the procurement pro- cess. These include the industry-wide sustainability question- naire developed by the Drive Sustainability initiative (online as- sessment) and risk-based audits at supplier locations (onsite as- sessments) in accordance with the standards of the Responsible Business Alliance (RBA) and the Responsible Supply Chain Initi- ative (RSCI). These procedures enable that expectations regard- ing human rights and the environment are considered when di- rect suppliers are selected. A comprehensive analysis of the effectiveness of the due dili- gence procedures in the supplier network was developed in ac- cordance with the requirements of the German Supply Chain Due Diligence Act (LkSG). It includes a functionality assessment and a performance assessment, conducted regularly and refined on an ongoing basis. The functionality assessment focuses on due diligence instruments and procedures in the supply chain, such as risk analysis, the complaints procedure, and preventive and remedial measures. It can be used to identify weaknesses in the process. The findings of the analysis are incorporated into an on- going enhancement process. The performance assessment fo- cuses in particular on preventive and remedial measures. The re- sults and conclusions make it possible to implement targeted measures to enhance the due diligence process effectively. Risk analysis and control mechanisms The BMW Group consistently monitors and assesses the sus- tainability risks in its supplier network in business relationships at both potential and active supplier locations. It uses a range of in- ternal and external data sources, both its own and those com- monly used in the industry, to identify and assess abstract envi- ronmental and human rights risks. These include country- and commodity-specific indicators, as well as media analyses at the Group and location levels. The findings of the standardised online and on-site assessments form the basis for a specific risk analysis of direct suppliers, which is carried out annually and when circumstances require it. The inspections of supplier sites are generally carried out by external third parties or, to supple- ment quality assurance, by BMW Group’s sustainability experts. The online and on-site assessments are also used to establish if the supplier is complying with the standards set out in the BMW Group Supplier Code of Conduct. By signing a contract, di- rect suppliers undertake to implement, expand or continue to im- plement the necessary preventive or remedial measures, as well as control measures such as ISO certifications (ISO 14001 and ISO 45001), within a specified period. Depending on the risk, the requirements are to be extended to their suppliers. The extent of the preventive measures is based on the potential risks, the na- ture and scope of the business activity and the size of the sup- plier. These measures are queried, validated and evaluated as part of the procurement process using the Drive Sustainability online assessment. The aim is to minimise potential risks or to eliminate any deficiencies. In the reporting year, 12,078 supplier sites were assessed using the online assessment. If deviations from the BMW Group’s requirements are identified, the Purchas- ing department agrees preventive measures with the supplier and monitors their prompt implementation. In the reporting year, 79% of the suppliers of production-related material imple- mented the specified preventive measures at the time of award- ing. In the reporting year, a further 17% of the suppliers of pro- duction-related materials had agreed on specified preventive measures at the time of awarding. Suppliers of production-re- lated goods and services are required to successfully implement the measures up to the start of production. As part of the internal target management system, the implementation status of the externally validated prevention measures is measured in the year in which production starts. The BMW Group has put additional control mechanisms in place for direct suppliers in high-risk regions or high-risk commodities. Key instruments in this respect are on-site assessments of envi- ronmental and social standards at supplier locations using in- dustry-wide or cross-industry assessment programmes, such as the Validated Audit Programme (VAP) provided by the RBA and the Responsible Supply RSCI. In the reporting year, the Company inspected a total of 132 active and potential supplier sites. On- site assessments also include interviews with the workforce at the supplier sites being inspected to identify actual or potential impacts.

179 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Preventive and remedial measures Remedial or preventive measures are taken where risks or actual or potential impacts are identified at direct suppliers and, when circumstances require it, at indirect suppliers. These measures form an integral part of our processes ↗ Risk analysis and control mechanisms. They apply across all topics relating to due diligence on environmental and social standards in the BMW Group supply chain and are based on the requirements laid down by the LkSG. The measures are not limited to individual issue-specific content. In order to achieve positive impacts preventively, the BMW Group provides mandatory training for its own purchasing staff on a needs basis. The BMW Group also provides voluntary training for purchasing staff, process partners and suppliers on the topic of sustainability in the supply chain. In addition, training documen- tation is reviewed by the direct suppliers for their own field of business. The training courses explain how environmental and social standards are interrelated and clearly communicate the BMW Group’s expectations and due diligence measures. Partic- ipants in the training programme are made aware of the im- portance of due diligence in the supply chain and learn how to identify and minimise risks. The BMW Group provides specific training both as part of a comprehensive skills development pro- gramme and in special seminars for suppliers, such as a certified training course on the topic of sustainability. Moreover, suppliers can access industry-wide training programmes run by initiatives such as the RBA, in which the BMW Group is involved. These training programmes are integrated into the process of conduct- ing on-site assessments at supplier sites as, among other things, an additional measure to increase their effectiveness. Where risks or actual or potential impacts are identified during on-site assessments, individual measures are put in place to pre- vent or minimise them. This approach is a standard part of the follow-up to the assessments. In these cases, the supplier draws up an action plan to remedy the findings. The BMW Group mon- itors the implementation of the measures in cooperation with the RBA and the RSCI. Suppliers are provided with training to sup- port their efforts. If the findings are categorised as severe, the effectiveness of the agreed measures is verified in an on-site clo- sure assessment. The BMW Group has set itself the goal that all direct supplier sites that have completed an on-site assessment shall meet lo- cally applicable statutory requirements for sustainability as well as international human rights standards (BMW Group minimum requirements). In 2024, 22 of the 28 closure assessments car- ried out found that all violations of the BMW Group's minimum requirements (priority non-conformities) identified in the initial assessments had been remedied. In 6 cases, the closure assess- ment performed was not yet able to confirm that the agreed measures had been implemented successfully. In these cases, the BMW Group and suppliers jointly agreed on measures again, some of which were already completed during the reporting year. A further inspection in the form of another on-site assessment has either been planned or already successfully carried out in all of the cases. Two cases dating from 2023, where the closure assessment initially was not able to confirm that the measures had been implemented, have since been resolved by the suppli- ers. The effectiveness of the remedial measures was confirmed in further on-site assessments conducted in mid-2024. Complaints procedure The BMW Group’s objective is to protect its business operations from negative impacts related to human rights and the environ- ment, and to correct any substantiated (verified) evidence of en- vironmental or human rights violations in the upstream supply chain by arranging remedial measures. To this end, both our own and existing standardised instruments were established, some of which the BMW Group helped to de- velop. The instruments are accessible to employees, suppliers and other third parties alike. For more on the BMW Group Com- pliance organisation’s notification system, see » Compliance and notification systems. In addition to established internal grievance mechanisms, the BMW Group continuously monitors and tests new applications developed by external organisations, such as the RBA. These can be added to the existing complaints system as needed. In addition, the BMW Group has been involved in a working group of the sector dialogue (Branchendialog Automobilindustrie) on establishing a Company-wide complaints mechanism in Mexico and, since 2024, in piloting it. Information on the reporting channels available can be found on the BMW Group website and elsewhere. In the case of Company-wide channels, communica- tion also takes place via the relevant initiatives. All notifications received are checked and documented and processed using a Group-wide electronic case management system. In the report- ing year, 22 notifications of potential violations of the sustaina- bility principles in the supply chain were received through the re- porting channels. Of these, 16 were resolved in the reporting year, with none of the reports turning out to be justified. If the notifications are substantiated, we work with the supplier to initi- ate suitable remedial and preventive measures. A target date is agreed by which time the implementation of each measure is to be completed. The measures undertaken are evaluated after the deadline has passed. If a supplier refuses to implement the necessary remedial measures, an adjustment may be made to the supply chain. If necessary, the business relationship will be suspended tempo- rarily while efforts are made to mitigate the risk. A termination of the business relationship will only be considered if no other ef- fective means are available and the Company is unable to further leverage its ability to exert influence. The BMW Group strives to avoid this scenario by carefully selecting suppliers and providing them with the skills and support they need to further improve their own performance with regard to sustainability. In addition, the Company plays an active role in cross-sector initiatives to ad- dress systemic issues in a sustainable manner. In the reporting year, no existing supplier relationship was terminated due to se- vere sustainability violations.

180 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Responsible raw material management For the BMW Group, the responsible procurement of raw mate- rials is the result of a holistic approach that takes economic, en- vironmental and social aspects into account. Annual risk anal- yses of the BMW Group’s raw materials portfolio form the basis for raw material-specific preventive and remedial measures to reduce environmental and human rights risks. One approach is to reduce the use of critical virgin raw materials. In this context, the BMW Group’s secondary raw materials strategy, which aims to increase the share of secondary raw materials, is paramount. ↗ Circular Economy and Resource Use Supply chain mapping forms the basis for analysing risks at indi- rect suppliers. Therefore, the Company works continuously to in- crease transparency throughout its supply chain, making use of external databases, among other things. In addition, the condi- tions for certifying raw material supply chains are undergoing continuous development. The BMW Group focuses on close cooperation with its partners in its supplier network and is continually involved in specific raw material and cross-commodity initiatives and projects, such as the Initiative for Responsible Mining Assurance (IRMA), the Re- sponsible Minerals Initiative (RMI), the Towards Sustainable Mining (TSM) Initiative and the Aluminium Stewardship Initiative (ASI). The objective of this collaboration is to create a uniform international basis for the certification of raw material production and processing and to increase the acceptance and adoption of recognised standards. This is intended to accelerate their imple- mentation along the supply chain. Maintaining an ongoing dia- logue with civil society and other relevant stakeholders in the supply chain as part of these initiatives and projects is a key com- ponent in dealing with critical raw materials. These initiatives are multi-stakeholder efforts in which all relevant parties work to- gether to achieve improved environmental and social standards within the industry. The views of NGOs and affected population groups are taken into account in the decision-making processes. With regard to what are known as ↗ Conflict minerals (tin, tantalum, tungsten and gold (3TG), the BMW Group regularly uses RMI tools. This enables to trace raw materials back to the smelter. Moreover, for selected raw materials the BMW Group is commit- ted to the principle of “empowerment before withdrawal”. Local projects are run in collaboration with project partners and local stakeholders and maybe run for several years. Currently, this concerns the raw materials cobalt, lithium, mica and natural rub- ber. These projects aim to achieve specific goals, and their suc- cess is measured using performance indicators. ↗ Further information and raw material profiles are available on the BMW Group website. For an overview of the raw materials strat- egy, see » Raw materials security and strategy. 1 Basis: industry-specific sustainability questionnaire (online assessment). 2 All notifications are processed until they are fully resolved, if necessary over several financial years. Six notifications received in 2024 were still at the internal processing stage at the end of the financial year and had not yet been fully resolved. Similarly, six notifications from previous years that had not yet been resolved by the end of the 2023 financial year were still being pro- cessed in 2024. Three of these notifications were resolved in 2024 and were proven unjustified. The remaining notifications will continue to be processed in the next financial year. 2024 Number of assessed supplier sites 12,078 Proportion of suppliers of production-related material with implemented preventive measures at the time of awarding 79 Proportion of suppliers of production-related material with agreed preventive measures at the time of awarding 17 2024 Number of notifications of potential violations of our sustainability principles received through our reporting channels 22 of which number of notifications that were clarified during the reporting year² 16 of which number of justified notifications that were clarified during the reporting year – Sustainability assessment of relevant supplier locations1 Notifications of potential violations in the supply chain

181 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CONSUMERS AND END-USERS Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions The IT infrastructure used in the BMW Group could negatively impact personal data security, e.g., through fraudulent use of personal data. Negative impact − Systems-based incident manage- ment as part of the information security management system (ISMS) − Policies for the safe handling of cus- tomer data in IT − Securing departmental IT − Data protection projects on the rights of data subjects − Strengthening customers’ personal responsibility in relation to their personal data − Launch of the Passkey procedure − Synchronised and automated imple- mentation of data subject rights By not providing transparency about data privacy practices (such as data collection, storage, use of customer data) and how consumers can protect their data, customers could be prevented from making informed deci- sions and protecting their sensitive data. Negative impact Reputational risk in case of incidents concerning personal data security of consumers and end-users. Risk Access to information allows consumers to make informed decisions about products and services – both in terms of performance and durability of products as well as for proper handling, such as environmental im- pacts during the use phase and end-of-life. Positive impact − Customer experience at the core of the customer, brand and sales sys- tem (sales strategy framework) − Customer orientation (increasing customer satisfaction) − Training for employees in direct contact with customers − Review and optimisation of pro- cesses and responsibilities Information related to health & safety ensures that consumers can properly follow product and service in- structions to safeguard their wellbeing. Positive impact − Customer experience at the core of the customer, brand and sales sys- tem (sales strategy framework) − Customer orientation (increasing customer satisfaction) − Enhanced transparency via the ve- hicle footprint − Owner’s manual and safety booklet Increase of satisfaction, loyalty, and trust of existing customers through well informed decisions and satisfac- tion with their purchase. Opportunity The BMW Group’s product portfolio can contribute to reduce risks to the health and safety of end-users, e. g. through security systems for drivers and other road users. Positive impact − Corporate quality ensures that the highest quality and safety stand- ards are met − All BMW Group products and ser- vices are required to meet the high- est standards in terms of quality and safety − Adressing 100% of complaints re- garding safety-related deficiencies within one year − Implementation of product quality and product safety standards − Management of hazardous materi- als to exclude problematic sub- stances as early as during the vehi- cle design stage − Sensitising and empowering cus- tomers to drive safely BMW Group has a positive impact on health and safety of children when important security information and installations guidelines are made available to the public. Positive impact Reputational risk in the event of of regular or extremely harmful accidents and risks caused by BMW Group products and services. Risk Upstream material Own Operations material Downstream material

182 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Customer orientation Characteristics of consumers and end-users ESRS S4 relates to a company’s consumers and end-users. The BMW Group defines these stakeholders as all those who choose its products and services. In the materiality assessment, all con- sumers and end-users were considered on an equal footing, in line with this definition. No differentiation was made between specific groups of people. At the BMW Group, consumers and end-users comprise, among others, customers purchasing new and used vehicles of all brands, products from the Financial Services segment or digital services such as ConnectedDrive. The Company makes a dis- tinction between customers purchasing new vehicles for private or business use (corporate sales, B2B). Private customers pur- chase a vehicle for their own personal use in their own name and for their own account through purchase, financing or leasing. By contrast, business customers purchase, finance or lease vehicles on behalf of and for the account of their businesses. As a global company, the BMW Group bears a social responsi- bility across the entire value chain. This also includes ensuring that fair working conditions and human rights are upheld in the sales organisation. ↗ Social Responsibility The BMW Group always focuses on the customer The BMW Group’s consistent focus on the customer is the basis for its endeavour to create the best customer experience for the mobility of tomorrow. The BMW Group is entering the next era of individual mobility with its NEUE KLASSE in 2025. The NEUE KLASSE is an expression of the Company’s transformation within the strategic areas of focus: electromobility, digitalisation and circularity. With the Customer, Brands and Sales (CBS) system adopted in 2021, the BMW Group is making customer experience the focus of its marketing and sales activities. Key elements here include the seamless linking of digital and physical contact points, as well as addressing customers directly with a clear focus on their needs through the consistent development of processes, sys- tems and structures ↗ Access to information. Within the Company, the CBS Strategy, Sales Management, Digitalisation department is responsible for implementing the sales strategy. The relevant departments are responsible for implementing the measures. Analysing market trends and brand perception To identify customer perceptions and needs in relation to the Company, brands and products and design, specialist depart- ments focus on monitoring and analysing market trends and the changing dynamics of environmental conditions. The corporate strategy unit is ultimately responsible for market research. In addition, surveys are regularly conducted among new car buy- ers with regard to the product portfolio of the BMW Group’s brands. The perception of the individual brands BMW, MINI, BMW Motorrad and Rolls-Royce among buyers and potential buyers of premium and luxury vehicles is surveyed and analysed in detail on a regular basis. The gained customer insights are in- tegrated in brand and marketing strategies. These play a key role in how we address our target groups, design our advertising and our communications. In addition, these findings are taken into account in specific strategies for sales, product design and com- munication. All of this plays a major role in ensuring that the BMW Group is closely aligned with customer needs. Further- more, feedback from the general public and experts is incorpo- rated into the process. Ensuring customer satisfaction Customer satisfaction and enthusiasm are at the core of the cus- tomer relationship and form the basis for the long-term economic success of the BMW Group and, consequently, the profitability of the Company. The Corporate Quality department continually collects and anal- yses data to ensure a high level of customer satisfaction. Surveys that collect feedback on product, sales and after-sales service provide in-depth insights into the customer experience. Feed- back on the BMW, MINI and BMW Motorrad brands and the ser- vices provided is systematically collected after a purchase as part of customer satisfaction surveys. Customers can submit their re- sponses over a period of several weeks via a variety of touch- points in sales and service processes. In addition, customers are also asked about how they are using their vehicle and how satisfied they are with it in the first few months after taking deliv- ery of a new vehicle. The results of the surveys contribute directly to further improving processes. Together with the relevant departments, a catalogue of measures is drawn up based on a detailed analysis of feed- back from customers. This may include the following points: — Training for employees in direct contact with customers, both within the company and the sales organisation — Review and optimisation of processes and responsibilities To measure its success, the Company refers to a specific indica- tor in its core markets each year. The survey includes feedback from customers who interacted with BMW Group sales and ser- vice operations during the period of the survey. The insights gained are used to optimise processes and the product, sales and service experience for customers. Definition and implementation of sales targets at the BMW Group Strategic sales targets are defined as part of the overall Com- pany-wide strategy process. This provides for the permanent and long-term monitoring of the variables and the management of the measures geared towards achieving our ambitious goals. In this context, the Board of Management decides each year on the continuation of existing targets and the adoption of new ones, or any necessary adjustments. Once approved by the Su- pervisory Board, the results are integrated into the corporate tar- get system. These targets are converted into specific require- ments for the individual departments. This ensures that the im- plementation of the targets is closely monitored and that success in achieving them can be measured specifically. ↗ Performance Indicators and Performance Management

183 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The customer focus performance component (product and cus- tomer service quality) was once again set as a non-financial tar- get for the Board of Management in the reporting year. Customer satisfaction serves as a performance indicator. As part of the overall target management process, the Company reviews the progress made in achieving targets over the course of the year. The results, including any necessary adjustment measures, are reported regularly to the Board of Management and the Supervisory Board. Access to information Solutions-focused customer service The BMW Group provides numerous ways for customers to con- tact the Company. The Customer Interaction Centre (CIC), which can be contacted over the phone, by email or letter and, in an increasing number of countries, via a chat function, receives cus- tomer concerns. These concerns are handled by CIC agents who go through mandatory training to ensure a high standard of qual- ity. ↗ BMW Group Code of Conduct Once the CIC receives a customer request, the first step involves a CIC employee logging and categorising it. For product-related queries, vehicle data is recorded once the person has identified themselves. Standardised intake processes ensure that they are dealt with quickly and in a solutions-focused manner. At the end of the process, customers are invited to assess how well the is- sue was resolved. CICs operate on behalf of local companies. This ensures that specific national or regional regulations relat- ing to standards, systems and partner contracts are taken into account. Other means of contact can be used beyond the CICs. For exam- ple, customers may reach out to the Company’s global network of retail and service partners for direct and personal support. The My BMW and MINI apps also provide assistance. Furthermore, external social media channels operated by the BMW Group pro- vide customers and other interested parties with the opportunity to express their request. Access to quality information The BMW Group provides extensive documentation to ensure the safe use and operation of its products and services, as well as information on the broad range of options offered by (digital) services. Subject areas range from product and data safety to how to operate the product, health and safety, and information on accessories and components. The documents are available both in printed form, for example owner’s manuals and safety booklets, and digitally, accessible via the vehicle or the Driver’s Guide app. Following the launch of the new all-electric MINI Cooper* in No- vember 2023, the safety booklet will replace the printed owner’s manual in all markets where the legal requirements are met. Ongoing optimisation of access to information During the reporting period, the BMW Group took additional steps to maintain and ensure the high quality of the processing of inquiries regarding products and services for its customers across all touchpoints. To this end, a project focusing on optimis- ing all aspects of the customer experience, processes, digitalisa- tion and customer care structures holistically was set up in the sales organisation. In addition, the “Customer Channels, Digital Commerce, Con- nected Company” unit was established as part of a strategic re- alignment of the “CBS Management, Sales Strategy and Digital- isation” department. The aim is to further enhance the provision of information to customers. By combining content and channels in such a targeted way, we can ensure that customers have ac- cess to consistent, reliable and accurate information across all touchpoints. In doing so, the needs of all customers are ad- dressed equally. Making sustainability transparent In its communications on sustainability, the BMW Group focuses on openness and transparency, which are backed up by targeted measures and processes. This is also in response to greater ex- pectations within society with regard to the environmental cre- dentials of products and services, and tighter legal requirements. To this end, the company has extended the disclosure of sustain- ability information on product level. The vehicle footprint provides a summary of key vehicle data, including information on fuel/en- ergy consumption, CO2e emissions over the entire life cycle of the vehicle, the use of secondary materials, and important social sustainability factors. The vehicle footprint has been available for numerous new BMW and MINI models at launch since it was in- troduced in 2023. BMW and MINI customers can also use the My BMW and MINI apps to obtain access to detailed personal driving and efficiency statistics, which can help them to analyse their driving behaviour and their fuel consumption. * ↗ Consumption and Carbon Disclosures.

184 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Data security and data protection Customer data protection A relationship with our customers built on trust is of great im- portance to the BMW Group. In accordance with applicable laws, priority is given to protecting privacy, maintaining confidentiality and ensuring the integrity of personal data. Within the Company, the Group Data Protection department per- forms the role of data protection officer, who is responsible for coordinating the global data protection network. To ensure that personal data is processed in compliance with the law, their core tasks include monitoring compliance with all data protection laws. The department also provides training for employees. In addition, the Group Data Protection department advises on new projects, reviews compliance with data protection require- ments and conducts process audits. In this capacity, it acts inde- pendently and without being subject to outside or hierarchical di- rection. It works closely together with the relevant data protection authorities, especially when it comes to clarifying fundamental data protection issues arising out of the growing connectivity of vehicles. Dealing with the opportunities and risks associated with digitalisation Advancing digitalisation and automation are opening up a wealth of opportunities. Areas where artificial intelligence is applied, for example in self-driving cars, the optimisation of production pro- cesses or personalised customer experiences, offer great poten- tial, but also entail risks, such as risks to data privacy and the threat of cyberattacks ↗ Risks and Opportunities. It is for this reason that the BMW Group continually develops its processes and systems. Identified data protection risks that may have both systemic and individual impacts are dealt with imme- diately. In the reporting year, the following measures, among oth- ers, were implemented or expanded to ensure data quality and to increase data security: — The consolidation and revision of customer profiles helps to ensure data consistency and accuracy. — The CIC and the local data protection officers help custom- ers to take responsibility for how they manage their own data. — The launch of the Passkey procedure is a new, even safer way to register for online services. — A system-wide approach has been implemented for a syn- chronised and automated exercise of data subjects’ rights in accordance with the General Data Protection Regulation (GDPR). Furthermore, specific data protection guidelines have been de- fined for digital communication channels, such as the BMW and MINI websites and the My BMW and MINI apps. Among other things, they include requirements on app development, define terms such as ”personal data” and provide specific instructions on the secure handling of customer data. Organisation of and approach to preventing the misuse of data Personal data obtained through contact with customers is col- lected, processed and used in accordance with data protection laws. The BMW Group collects data related to vehicles-, custom- ers- and customer groups that could be linked to specific individ- uals using a combination of different identifiers. To prevent this and any possible negative repercussions for customers, the Company implements various measures, from anonymisation to solutions such as Privacy by Design. In addition, all systems are regularly checked for compliance with the latest IT security standards. Specialised teams of experts systematically search for potential weak points. New findings are integrated into the development of mandatory safety standards. The BMW Group uses the term “customer trust” to denote trust that data is processed correctly and securely, which is the cor- nerstone of a sustainable business relationship. A systematic ap- proach to incident management is essential in order to prevent, detect and resolve possible incidents involving customer data. In- cident management is an integral part of the information security management system (ISMS) and operates worldwide in cooper- ation with the Customer Data Delegates (CDDs). The CDD role is firmly established within the sales companies, financial services companies and corresponding central divisions. The global CDD network ensures that tasks are carried out sys- tematically and to a consistently high standard. The following on- going measures and targets are being implemented and are due to run until 2026: — internal auditing of sales companies — setting up of project teams to secure departmental IT — data protection projects on the rights of data subjects — regular global and regional CDD workshops With the aim of minimising risks when customer data is pro- cessed in various IT applications, the BMW Group takes a struc- tured approach that gives equal consideration to all customer groups. The goal of minimising the Company risk associated with a cus- tomer data breach is set out in the target management process which applies throughout the organisation. Responsibility for this lies with the CDDs. Those with functional responsibility in the business and IT departments are also involved. In the unlikely event of a customer experiencing a negative im- pact, a structured incident response process is activated. Group Data Privacy Protection, the subsidiary in question and the cor- responding CIC are involved in this process. Together they inves- tigate the incident and take steps to resolve it.

185 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Structured approach to minimizing risks when processing customer data Protecting vehicle data The BMW Group is responsible for protecting any vehicle data transmitted. This includes the secure transmission and pro- cessing of such data by BMW Group contractors. BMW Group automobiles use internet connections or private networks to con- nect to the ConnectedDrive backend or third-party services. A special gateway controls access to the internet in accordance with the extended vehicle approach, which is based on the ISO 20078 standard. This approach ensures compliance with data protection and data security requirements at a high level, while also fulfilling legal cybersecurity requirements, such as the UN R155 regulation. As part of the CarData service offering, customers purchasing BMW, MINI and Rolls-Royce automobiles are provided with full transparency and control over how their data is shared with third parties. CarData meets the requirements of the EU General Data Protection Regulation (EU GDPR) with regard to the right to ac- cess information and data portability, while also providing a basis for meeting the requirements of the Data Act in 2025. The roll- out of this service in Europe in 2017 and in the USA in 2020 is testament to the BMW Group’s commitment to complying with country-specific data protection regulations. The California Con- sumer Privacy Act (CCPA) that applies in the USA is another ex- ample of this. Health and safety Product quality and product safety standards All BMW Group products and services are required to meet the highest standards in terms of quality and safety, People’s safety has top priority, right from the vehicle development stage. The Corporate Strategy unit bears overall strategic responsibility for product quality. Responsibility for the vehicle safety strategy lies with the development for the entire vehicle. The relevant depart- ments are responsible for implementing the measures. Data transparency is created by collecting metadata for every IT application on a central platform. Monetary risk values are calculated automatically. The responsibilities for the respective applications are defined within the CDD network. The implementation of the measures is continuously measured and re- ported internally. Measures such as increasing IT security, decommissioning systems or adapting interfaces are carried out. Risk minimization in the processing of customer data in IT applications

186 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Optimum chassis tuning, highly effective braking systems and stable passenger compartments are of key importance in this re- gard. In addition, the vehicles are equipped with the latest safety systems for active and passive driving safety, which both reduce the risk of accidents occurring – for example, through collision warning or lane departure warning systems – and mitigate the consequences of an accident, for example via airbags or seat belts. To this end, the responsible Company departments con- tinuously monitor the latest research findings on health and safety and take them into account in the requirements for vehicle development. Safety concepts for BMW Group vehicles To protect occupants and other road users, the new vehicle mod- els meet stringent internal safety standards and comply with statutory requirements. The latest findings from in-house re- search into accidents and product monitoring, involvement in na- tional and international research projects, and analyses of exter- nal accident databases are fed into the development process. The growing demands of international consumer protection or- ganisations, such as the New Car Assessment Programmes (NCAP) worldwide, constitute an important element and are also taken into account. With this in mind, our security concepts are designed to be broadly applicable and consider, among other things, factors such as height, build and gender. In addition, all BMW Group automobiles worldwide have been equipped with an automatic emergency braking system since the roll-out of the most recent generation of on-board electrical systems. In particular, child protection requires specific criteria to be ap- plied in vehicle design. This is how the Company ensures that its vehicles are compatible with all commonly available types of child car seats. In addition, the safety of children is considered both in terms of vehicle occupants and as road users. To this end, crash tests are conducted for different age groups. Our automatic emergency braking system is designed with children in mind, es- pecially in challenging driving situations. The implementation of these safety criteria is monitored as part of the internal target and reporting system. In the reporting year, the BMW Group again scored highly in in- dependent tests conducted by consumer organisations. Follow- ing top ratings in Europe, the USA and Korea, the BMW 5 Series has now also been awarded by the Chinese C-NCAP and C-IASI programmes1. The new MINI Countryman and the BMW X2 were both awarded five stars by Euro NCAP and named “Top Safety Pick” by the Insurance Institute for Highway Safety (IIHS) in the USA. The BMW X5 achieved a Top SafetyPick+. Percentage of vehicle models2 rated by NCAP programmes with an overall five star safety rating3 in % 2024 European New Car Assessment Programme (Euro NCAP) 85.0 China New Car Assessment Programme (C-NCAP) 100.0 U.S. National Highway Traffic Safety Administration’s (NHTSA) New Car Assessment Programme (NCAP) 33.0 Korean New Car Assessment Programme (KNCAP) 100.0 In 2024, the Company performed safety- and compliance-re- lated technical operations that affected approximately 12.2 mil- lion vehicles3. All of these operations were voluntary and carried out in close coordination with the authorities. The BMW Group works accord- ing to the principle of prevention. To avoid technical operations of this type going forward, the BMW Group has also developed a comprehensive programme that has been in place since 2023. The Company works continuously to further improve the safety of its vehicles. Safeguarding quality standards The problem management process is another component of the quality strategy. It comprises all the elements required to identify, process and resolve technical problems in a sustainable manner, all the way from development and production to use by the cus- tomer. The logging of complaints regarding safety-related defects fulfils a legal requirement. This involves the use of defined sensors that collect and evaluate data relevant to products in series produc- tion. The problem management process ensures that irregulari- ties are identified reliably, forwarded for processing and that the solution is followed up. The BMW Group has set itself the goal to address 100% of these complaints within one year. This indicator has been published since the 2022 financial year and is compiled on an annual basis. The reference period is 1 December of the previous year to 30 November of the report- ing year. The target has not changed since the indicator was es- tablished, and the target has been met every year. In the report- ing year 2024, 100% of the safety and compliance-related problems were passed on to the responsible departments for resolution. In addition, the problem management process is continually monitored using other internal metrics, with any weak points be- ing identified and optimised. Raising awareness of safe driving The BMW Group is committed to road safety and, in this context, offers a range of driver training courses. The options range from the standard BMW Safety Training course to the compact half- day Safety Compact programme and a tailored course for people with disabilities. Each of these offerings aims to improve driving skills, boost self-confidence behind the wheel and, as a result, increase the safety of all road users. 1 China Insurance Automotive Safety Index. 2 Vehicle models that were listed in the BMW Group portfolio at the end of the 2024 reporting year. 3 Additional disclosure, based on SASB ↗ SASB Index.

187 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Exclusion of problematic substances All substances used by the BMW Group are in compliance with national and European laws. In addition, compliance with statu- tory prohibitions and limits on the use of chemical substances is monitored. Substitutes are sought for hazardous substances that are categorised as being of very high concern in accordance with Articles 57 and 59 of the REACH Regulation, provided they are used with a proportion exceeding 0.1% by mass in a mixture in the production processes, while taking factors such as eco- nomic and technical requirements into account. If such sub- stances cannot be avoided, they are used under controlled con- ditions and in strict compliance with hazardous substance regu- lations. To the extent possible, the BMW Group excludes the use of prob- lematic substances right from the vehicle design stage and sets out corresponding stipulations for its suppliers. Guidance is pro- vided in the form of the ↗ Global Automotive Declarable Substance List (GADSL). Furthermore, the Company is committed to reducing exposure to emissions inside the vehicle to a minimum. All BMW, MINI and Rolls-Royce brand Automobiles are equipped as standard with interior air filters for pollutants and particles. Since 2020, the BMW Group has been using interior air filters equipped with nan- ofibre technology that not only trap fine dust, but also certain mi- crobial particles and allergens. Given that vulnerable people react particularly sensitively, the statutory requirements for potentially hazardous substances in- clude children in particular. Therefore, complying with threshold values also regularly comprises the protection of children’s health.

188 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement GOVERNANCE INFORMATION 189 Combating Corruption and Bribery 189 Preventing, detecting and combating corruption and bribery 189 Avoiding conflicts of interest in compliance investigations 190 Reporting on compliance investigations 190 Communicating internal regulations 190 Training on governance matters 190 Scope of training on anti-corruption 190 Training rate of high-risk functions in relation to anti-corruption 190 Scope of anti-corruption training for the Board of Management and Super- visory Board 191 Political Involvement and Lobbying Activities 191 Supervision of lobbying activities 191 The BMW Group’s approach to representing its interests 191 BMW Group positions and lobbying activities 193 Political contributions 193 Positions in public administration 193 Transparency register entries

189 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement COMBATING CORRUPTION AND BRIBERY Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Having a clear selection and communication of core values and beliefs for employees (e. g. the BMW Group Code of Conduct) and trainings in place avoids negative environmental and social behaviour and strengthens the individual sense of responsibility of the employees, especially with regard to corruption prevention. Positive Impact − BMW Group Compliance Manage- ment System (CMS) » Compliance Management System (CMS) − Rate of completion of the manda- tory “Compliance Essentials” web- based training course − Internal compliance regulations − Internal communications activities and case-by-case consultation by Compliance − Regular monitoring, including re- porting to management Upstream material Own Operations material Downstream material Preventing, detecting and combating corruption and bribery The BMW Group’s corporate culture is based on values and fun- damental beliefs, founded on trust, mutual respect and tolerance. The Code of Conduct transposes the BMW Group’s corporate values into essential guiding principles for all employees. This boosts employees’ sense of individual responsibility. In this con- text, they are also supported by a Compliance organisation and a regulatory framework to ensure that the Company acts within the law at all organisational levels. The CMS comprises measures to combat corruption and bribery, thereby reinforcing a culture of integrity and compliance. In particular, it helps to re- duce sanction and liability risks, as well as risks arising from other (non-)financial disadvantages such as reputational risks. Clear assignment of roles and responsibilities is also essential. The CMS applies to all affiliated companies in which the BMW Group holds a majority interest of more than 50%, in par- ticular fully consolidated affiliated companies of the BMW Group, whereby BBA maintains its own CMS with the same level of ef- fectiveness as the Group’s CMS. Non-controlling interests and 50:50 joint ventures are not part of the BMW Group’s compli- ance organisation and are not covered by the CMS. These com- panies are required to set up and implement their own adequate and effective compliance programmes, by taking a risk-based approach, and to report on these to the BMW Group. This also applies to joint operation Spotlight Automotive Ltd. In exercising the rights as a shareholder of non-controlling interests with stra- tegic relevance, BMW AG seeks to ensure effective compliance (ongoing development of a risk-adequate CMS and its proper im- plementation). As a shareholder, BMW AG receives reports on CMS-related topics and information as required. Further infor- mation on the CMS can be found in the Compliance section. » Compliance Management System (CMS), » Compliance as a corporate function The central Group Compliance function sets out the basic struc- ture of the CMS, including the anti-corruption compliance pro- gramme. The key components of the programme include a spe- cific and Company-wide risk analysis, instructions containing specific guidance on how to act in situations where there is a risk of corruption, training courses, communications and case-by- case consultations. In addition, employees are provided with support in day-to-day situations via IT systems. Regular moni- toring is also carried out to ensure compliance with requirements. The BMW Group has set up a notification system to handle que- ries and notifications on compliance-related issues, including corruption and bribery. For more information on the notification system, please refer to the Compliance section. » Compliance and notification systems As part of the Detect function of central Group Compliance, com- pliance investigations are conducted on an ad hoc or non-ad hoc basis and where necessary, action measures are derived. Any infringements are immediately remedied, with an emphasis on reducing the risk of repeat offences as far as possible. Where in- fringements can be traced to an individual, that person will be appropriately sanctioned, in accordance with the processes de- fined for this purpose. This applies to all areas covered by the CMS, including combating corruption. For information on the monitoring and control mechanisms of the CMS, see the Compli- ance section. » CMS monitoring and controls Avoiding conflicts of interest in compliance investigations Compliance investigations are generally performed by the local Compliance functions in consultation with central Group Compli- ance, provided the issues are not of a Company-wide nature and there are no indications of conflicts of interest on the part of the local function. Compliance investigations with a company-wide impact are performed by Group Compliance. Should any suspi- cion arise in connection with the central Group Compliance func- tion, Group Corporate Audit assumes responsibility for investi- gating the matter. This means that the committee conducting the investigation is kept separate from the line management in- volved.

190 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Reporting on compliance investigations The Board of Management, the Supervisory Board and the au- ditor are informed annually of the number of notifications of com- pliance infringements, the number of audits conducted and the results of these audits within the scope of compliance reporting. In addition, more detailed half-yearly reports are prepared on the basis of materiality criteria. Communicating internal regulations New or amended principles and instructions are published on the intranet and communicated directly to all managers, who are re- quested to distribute the information within their respective areas of responsibility. Recently published internal regulations have a direct impact on the Prevent pillar of the CMS and, as a result, increase the likelihood that employees will act within the law. In addition, separate communication measures are implemented within the Company when there are compliance-specific modifi- cations to principles and instructions (including newsletters, communication formats and events to raise awareness among employees). In its internal regulations on anti-corruption, the BMW Group takes into account the standards established by the United Na- tions Convention against Corruption (UNCAC). Training on governance matters The key issues of combating corruption and bribery, as well as the compliance aspects related to lobbying, form part of the web- based Compliance Essentials training course, which the defined group of employees is required to complete every two years. The training course also covers information on notification systems, including points of contact for information providers and the BMW Group SpeakUp Line. Scope of training on anti-corruption The 30-minute Compliance Basics online training course primar- ily teaches the basics of corruption prevention using explanatory case studies and test questions. Information on the prohibition of corruption and bribery, including the prohibition of bribery of pub- lic officials and the prohibition of bribery and corruptibility in busi- ness dealings (active and passive), is presented using specific examples. Training rate of high-risk functions in relation to anti- corruption With regard to corruption and bribery, from the BMW Group’s perspective, those employees who are involved in indirect activi- ties are potentially particularly relevant from a risk perspective. Indirect activities include activities that do not primarily serve the manufacture of products. However, the group of people affected also includes senior employees from the direct areas, such as “Meister” (master craftsmen). The BMW Group strives to maintain a training rate of at least 95% at all times. This target is particularly relevant for the Pre- vent pillar of the CMS because it aims to raise awareness among a large number of employees. The overarching goal in this con- text is to combat corruption and bribery in accordance with ap- plicable national and international standards (e.g. UN Conven- tions). Only central Group Compliance was involved in setting the target. Compliance helps employees to meet the target using in- ternal communications activities. Training and communication measures play a crucial role in preventing corruption. Further- more, the training rate is regularly reported to management. Managers are responsible for monitoring the completion of re- quired training by their employees and are supported in this task by an IT escalation process. The percentage of valid training cer- tificates for functions involving risk at the reporting date 11 De- cember 2024 stood at 97%. Scope of anti-corruption training for the Board of Management and Supervisory Board The members of the Board of Management of BMW AG also complete the web-based Compliance Essentials training course. In the reporting year, the members of the Supervisory Board of BMW AG received training in the form of a written document on the subject of anti-corruption and bribery. The relevant content of the training, including the question-and-answer format, was also the subject of a presentation given to the members of the Supervisory Board by the Chief Compliance Officer as part of rou- tine reporting.

191 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement POLITICAL INVOLVEMENT AND LOBBYING ACTIVITIES Material impacts, risks and opportunities Type Stage of the value chain Policies Targets Specific actions Participation in political decision-making in an extensive manner leads to reputational damage and negative publicity. Risk − The BMW Group’s approach to rep- resenting its interests − Targets and effectiveness are not measured because lobbying activi- ties are dependent on external fac- tors. − Disclosure of the BMW Group’s po- sitions and lobbying activities − Compliance aspects related to lob- bying as part of the required web- based Compliance Essentials train- ing course. Upstream material Own Operations material Downstream material Supervision of lobbying activities The BMW Group’s lobbying activities are coordinated in commit- tees. The documents are fully recorded and made available us- ing the BMW Group’s internal committee management system. If new regulatory requirements and legislative proposals are communicated to the BMW Group via external networks (e.g. by industry associations or ministries) they are initially assessed and the relevant assumptions are prepared together with internal departments. The assumptions and lobbying positions which form part of the BMW Group’s involvement in discussions within associations are presented and adopted by the relevant commit- tees. Internal requirements are also derived from the BMW Group’s positions and must be implemented by the BMW Group’s busi- ness entities. The BMW Group’s approach to representing its interests The BMW Group’s strategy is developed from an analysis of the global megatrends that are crucial to the transformation of the automotive industry. As a global company with a complex value chain, the business activities of the BMW Group impinge on the interests of a range of stakeholders. Against this backdrop, the BMW Group maintains a continuous dialogue with its stakehold- ers and factors their different perspectives into its decision-mak- ing process. In doing so, the relevant regulatory framework is taken into account. The BMW Group is also increasing the transparency of its decision-making processes by communi- cating its BMW Group Strategy and positions on political, regula- tory and social issues. At the BMW Group, the Corporate and Governmental Affairs department is responsible for understand- ing the values and aims of the people around us, managing rela- tionships and communicating with relevant stakeholders. The governmental affairs structures within the BMW Group are an in- tegral component of this department and are responsible for its relationships with political stakeholders. Given that lobbying ac- tivities are dependent on external factors, the BMW Group ap- proach to the representation of its interests does not include the measurement of targets and effectiveness. Relevant measures include the disclosure of the BMW Group’s positions and lobby- ing activities, as well as raising the awareness of employees via the required web-based Compliance Essentials training course. The purpose and content of lobbying activities are described in the eight defined core segments. ↗ Training on governance matters, ↗ Training rate of high-risk functions in relation to anti-corruption BMW Group positions and lobbying activities Sector-specific advisory opinions from companies can exert a constructive influence on political decisions from the BMW Group’s perspective and contribute to sustainable and ef- fective legislation. It is with this in mind that the BMW Group ac- tively engages in discussions on key strategic topics such as cli- mate change mitigation, the circular economy, reducing its CO2e footprint as part of its efforts to meet the climate targets set out in the Paris Agreement, and transparent supply chain manage- ment. Involvement in political decision-making processes carries with it the risk of negative media coverage and a resulting loss of reputation. For this reason, the BMW Group engages in trans- parent dialogue and provides comprehensive information on its political positions on its website and in relevant transparency registers. ↗ Transparency register entries, ↗ Advocacy Lobbying activities are related to and influence the material risks, opportunities and impacts. Examples of how the main impacts, risks and opportunities interact with lobbying activities are pro- vided in the descriptions of the core segments. ↗ List of material Impacts, Risks and Opportunities Drivetrain policy The BMW Group is calling for a revision of the EU legislation on fleet-wide emissions targets from 2035 onwards. The aim is to include all available drive technologies as possible solutions. Be- sides battery-powered electric vehicles, these include plug-in hy- brids, fuel cell vehicles and vehicles with internal combustion en- gines. This is to be viewed within the context of the identified risk of increasing competition in the market for electrified vehicles. The increased use of renewable fuels (electricity-based fuels and advanced second- and third-generation biofuels) such as HVO100 is an effective way to reduce carbon emissions from existing and new vehicles with internal combustion engines. The BMW Group puts forward these proposals to the government ministries of the Federal Republic of Germany and at the

192 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement European level. From the BMW Group’s perspective, switching to emission-free mobility calls for a holistic framework. An approach that is open to technology with a diverse range of low- and zero- emission drive options will also ensure that the Company is stra- tegically resilient. Focusing on a single technology, with its indi- vidual limitations, creates geopolitical dependencies and could lead to bottlenecks, for example, in critical raw materials, which could delay the transition to electromobility. Climate and energy policy In the transport sector, a swift transition to electromobility in new vehicles is an important prerequisite on the road to achieving cli- mate neutrality. The BMW Group is also pursuing a clear course of reducing CO2e emissions holistically and across the entire value chain of its vehicles, and is committed to meeting the cli- mate targets set out in the Paris Agreement. In this context, the BMW Group is in dialogue with the German Bundestag and the German government with the aim to reduce CO2e emissions from the implementation of the Renewable Energy Directive III (RED III) in Germany. The measures are intended to help reduce CO2e in the energy sector (including electricity, hydrogen and combus- tion fuels) and achieve an effective reduction in overall sector emissions. To reduce the CO2e footprint of energy-intensive ma- terials, setting national and multinational CO2e limits and corre- sponding trading systems, for example, could serve as key in- struments for achieving a long-term decarbonisation goal across all industries. Furthermore, the BMW Group is committed to reliable recording of CO2e footprints based on real data and supports the ongoing international scientific and political discussions on effective car- bon accounting. The Catena-X automotive data space is devel- oping standardised global calculation methods and exchange formats for CO2e emissions. This is in keeping with the oppor- tunity defined for the BMW Group to report comparable emis- sions along the actual supply chain in order to better identify ar- eas with potential for reduction and to work with suppliers to de- fine targeted reduction measures. Based on its strategic focus on the circular economy, the BMW Group is committed to an efficient legal framework for the circular economy. The goal is to ensure high-quality recycling of end-of-life vehicles and the supply of suitable recycled materials for use in new vehicles. In this context, the BMW Group is not convinced of the merits of statutory requirements governing the use of recycled material or inefficient dismantling regulations. The circular economy needs to help boost competitiveness. For this reason, the focus needs to be on innovating the automation of recycling technologies. The BMW Group operates its own Re- cycling and Dismantling centre (RDC) near Munich for this pur- pose. Experience gained here in vehicle recycling is passed on directly to the development team. In addition, a number of pro- jects are under way to promote the use of recycled materials in vehicles. The BMW Group puts forward these proposals to the government ministries of the Federal Republic of Germany and at the European level. Urban mobility The increase in urban population is not only causing a housing shortage, but also traffic congestion. As a result, many cities and municipalities have introduced individual regulations and, to an increasing extent, bans as a means of controlling traffic. The BMW Group's goal is to work with cities and local authorities to develop and implement joint solutions that address the issue of increasing traffic volumes and related emissions. For example, the BMW Group has regularly piloted a number of projects with its partner city Rotterdam that increase the electrified driving range of plug-in vehicles, thereby reducing their CO2e emissions. The BMW eDrive Zones project has now been rolled out in more than 150 cities. There is a great deal of potential to be found in partnerships between cities, mobility service providers and vehi- cle manufacturers. In this context, the focus is on two key areas: measures to boost electromobility, such as the installation and expansion of charging infrastructure or the creation of eDrive zones where plug-in hybrids automatically switch to electric drive, and traffic management measures to maintain traffic flow. With regard to the German Act on Electromobility Infrastructure in Buildings (GEIG), the BMW Group is committed to a more am- bitious transposition in Germany of the EU requirements on equipping car parks with charging points. The availability of suf- ficient charging infrastructure at home, work, when shopping and around public facilities is the basis for ramping up electromobility. Geopolitics, trade and industrial policy The BMW Group is committed to cooperating with political stake- holders at the global level to promote free trade and unrestricted market access. This includes, among other things, dialogue with associations, NGOs and suppliers. In addition, the BMW Group maintains a dialogue with legislators (e.g. governments, opposition parties, various parliamentary groups) to fulfil its global responsibility. In this context, the BMW Group is particularly committed to the reduction of tariffs and non-tariff barriers to trade as a means of utilising the bene- fits of international partnerships and interlinked value chains. This provides the Company with financial opportunities and com- petitive advantages through innovation, research and develop- ment. In the EU’s anti-subsidy proceedings against China, the BMW Group is calling for an open and rules-based trading sys- tem that ensures a level playing field for domestic and foreign companies. With this in mind, the BMW Group maintains a dia- logue with the European Commission, EU Member States, polit- ical groups in the European Parliament and industry associa- tions. Digital policy Digitalisation affects all areas of the mobility sector. We continu- ously offer our customers new ways to experience digital services and automated driving features. However, advances in digital technology have implications for our products: not only do they create more possibilities, but also challenges, such as in the area of cyber security, due to the increased connectivity of vehicles.

193 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement In this context, the establishment of uniform global standards and a statutory framework (e.g. EU Data Act, China cross-border data transfer) is a key priority. This helps to offset, among other things, risk to the Company’s reputation in the event of incidents affecting the security of consumers’ or end-users’ personal data. The BMW Group continues to engage with relevant authorities in the EU, the corresponding Directorate General and the European Parliament, and China, in particular with the relevant administra- tive authority CAC and the free trade zones Lin-gang and Daxing. These standards should be flexible and agile enough not to im- pair innovation and to fully exploit the advantages provided by digital progress. In this context, compliance with the respective vehicle registration policies and the relevant cyber security regu- lations must be ensured at all times. The BMW Group is also in discussions with the German Federal Ministry of Transport and Digital Infrastructure (BMDV) regard- ing the law on establishing a national data trustee. This concerns access rights and the management of consent within a data trus- tee model that would supplement the EU Data Act. Human resources and social policy The BMW Group offers its employees a secure and attractive place to work as well as extensive personal development and professional training opportunities. Among other things, this has a positive impact on the skills and expertise of its workforce. At the same time, we are working with political stakeholders to up- date social and labour policy and adapt it to the way we work today. In a letter addressed to members of the German parliament and the German government, the BMW Group has called for a funda- mental overhaul of working time legislation to bring it into line with EU laws. In specific terms, this would involve creating greater flexibility in working hours by switching to a maximum weekly limit and making adjustments to break times. A potential regulation on recording working hours should take into account current Company practice and utilise the existing scope for ma- noeuvre. Political contributions The BMW Group made political contributions to the following re- cipient groups in the reporting year: — Dialogue events: Sponsoring of political events for collabo- ration and exchange purposes — Collaborations: Sponsoring with reciprocal business (for ad- vertising purposes) or lectures by representatives of the BMW Group The following table summarises significant political contributions made in the reporting year. Significant political contributions by recipient group 2024 by recipient group in € All recipients Dialog events / events Cooperations Europe 344,966 158,966 186,000 thereof Germany 327,261 141,261 186,000 Americas 273,155 69,798 203,357 thereof USA 268,514 65,157 203,357 Asia 15,136 15,136 – thereof China – – – Total 633,257 Any political contributions made by the BMW Foundation Herbert Quandt (BFHQ) are not included in the figures stated above. Due to its close ties to the BMW Group, BFHQ was also incorporated into the key performance indicators. As a result, BFHQ did not make any political contributions for the BMW Group in 2024. Any political contributions made by the BFHQ are independent of the BMW Group and are made solely in pursuit of the interests of the BFHQ, and without consideration of any interests of the BMW Group. Positions in public administration There were no changes to the Board of Management in the 2024 reporting year. As a result, no members were appointed to the Board of Management who held a comparable position in a public administration (including regulatory authorities) in the two years prior to their appointment. In the 2024 financial year, a member was appointed to the Supervisory Board as part of the employee representative elections. This member has held a comparable position in public administration since the 2023 fi- nancial year. Transparency register entries The BMW Group is listed in the EU Transparency Register and in the equivalent registers of the EU Member States listed below.

194 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Entries in the EU Transparency Register and in equivalent registers of the Member States Register name Identification number in the register BMW AG EU Transparency Register 7193977808-18 Lobby register for the representation of interests vis-à- vis the German Bundestag and the Federal Government R002370 Bavarian lobby register DEBYLT007F BMW Motoren GmbH Lobbying and interest representation register LIVR-01130 BMW Automotive (Ireland) Ltd. Register of Lobbying maintained by the Standards in Public Office Commission 1373 BMW France S.A. Register of Lobbying maintained by HAUTE AUTORITÉ POUR LA TRANSPARENCE DE LA VIE PUBLIQUE (HATVP) 5HABRCXV, ZV92LP1H, YVIKRQAH, PVXASO43, UVPUF1GH, GVTU7903, EVJFE0PH, LV1DGNI3, BHOB62A3, 0VE7PMF3, Y3GQAMLH, DHMZCMYV, Y3KG6M5V, 0V2ARJJV, LV1C6E0V, C34BL90V, Q36SB5KV

195 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement OTHER ESG INFORMATION OTHER ENVIRONMENTAL INFORMATION CO2e footprint1 in t CO2e 2024 2023 Base year: 2019 Deviation to previous year in % 2025 2030 2050 Annual % of target/base year Total emissions (market-based)2 131,134,201 – mainly guided – – mainly guided – – Total emissions (location-based) 132,274,751 – – – – – – – S C O P E 1 : D I R E C T G R E E N H O U S E G A S E M I S S I O N S Total emissions2 672,542 – mainly guided – – mainly guided – – BMW Group locations2 572,972 – mainly guided – – mainly guided – – Company vehicles2, 3 95,087 – mainly guided – – mainly guided – – Company-owned airplanes2 4,482 – mainly guided – – mainly guided – – Percentage of Scope 1 GHG emissions from regulated ETS (in %) 53.5 – – – – – – – S C O P E 2 : I N D I R E C T G R E E N H O U S E G A S E M I S S I O N S Total emissions (market-based)2 164,421 – mainly guided – – mainly guided – – Electricity/heating/cooling purchased by BMW Group locations (market-based)2, 4 150,508 – mainly guided – – mainly guided – – Electricity purchased for company vehicles (BEV) (market-based)2, 3, 4 13,913 – mainly guided – – mainly guided – – Entries in the EU Transparency Register 1,304,971 – – – – – – – S C O P E 1 + S C O P E 2 ( M A R K E T - B A S E D ) : R E D U C T I O N T A R G E T S D E R I V A T I O N 5 Total emissions scope 1+2 836,963 – – non-reduction-targeted scopes – 35,490 – – share of biogenic emissions 8,324 – – Reduction path targeted scopes 809,7976 – 1,182,000 – – 635,000 – 4.2 1 For more information, see ↗ Glossary and Explanation of Key Figures. 2 The marked categories are to a significant extent included in the reduction target. 3 Emissions from company vehicles (Scope 1 and 2) are also included on a pro-rata basis under Employee commuting and Use of sold products [Use phase]. A distinction in the systems is currently not possible. 4 Emissions from company vehicles (Scope 2) are also included on a pro-rata basis under the electricity/heat/cooling purchased by BMW Group locations. A distinction in the systems is currently not possible. 5 The combined Scope 1 and 2 target includes all of the categories reported. At present, sites without operational control are not included in the target. The base year 2019 also includes emissions from contract manufacturing (”insourcing”). In the base year 2019 and the target year 2030, the biogenic share of emissions of the category Company vehicles (Scope 1), as well as of the average electricity mix supplied to the BMW Group in the category electricity/heat/cooling purchased by BMW Group locations is included. Emissions under Scope 2 are included in the target using the market-based calculation. 6 Assurance level: reasonable assurance.

196 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CO2e footprint1 in t CO2e 2024 2023 Base year: 2019 Deviation to previous year in % 2025 2030 2050 Annual % of target / base year S C O P E 3 : I N D I R E C T G R E E N H O U S E G A S E M I S S I O N S Total emissions2 130,297,238 – mainly guided – – mainly guided – – Purchased goods and services2, 3 31,892,268 – mainly guided – – mainly guided – – Capital goods – – – – – – – – Fuel and energy-related Activities (not included in Scope 1 or Scope 2) – – – – – – – – Upstream transportation and distribution [Logistics]2, 4 2,931,346 – mainly guided – – mainly guided – – Waste generated in operations – – – – – – – – Business travelling 96,775 – – – – – – – Employee commuting [Employees' commuter traffic]5 182,833 – – – – – – – Upstream leased assets – – – – – – – – Downstream transportation – – – – – – – – Processing of sold products – – – – – – – – Use of sold products [Use phase]2, 5 93,652,616 – mainly guided – – mainly guided – – End-of-life treatment of sold products [Disposal]3 1,541,400 – – – – – – – Downstream leased assets – – – – – – – – Franchises – – – – – – – – Investments – – – – – – – – S C O P E 3 : R E D U C T I O N T A R G E T S D E R I V A T I O N 6 Total emissions scope 3 130,297,238 – – non-reduction-targeted scopes – 5,337,394 – – share of biogenic emissions 99,229 – – Reduction path targeted scopes 125,059,0737 – 148,900,000 – – 108,000,000 – 2.5 1 For more information, see ↗ Glossary and Explanation of Key Figures. 2 The marked categories are to a significant extent included in the reduction target. 3 Energy consumption (lower calorific value) of the purchased goods and services category and the end-of-life treatment of sold products [disposal] category are determined based on life cycle assessments of representative vehicles of the product lines in accordance with ISO 14040/44: 120 TWh in the purchased goods and services category and 1.01 TWh in the end-of-life treatment of sold products [disposal] category. 4 Includes the downstream transportation category in accordance with the Greenhouse Gas Protocol. 5 Emissions from company vehicles (Scope 1 and 2) are also included on a pro rata basis under Employee commuting and Use of sold products [Use phase]. A distinction in the systems is currently not possible. 6 At present, only the emissions from the automotive core segment are being targeted. The Scope 3 target includes the categories Purchased goods and services, Upstream transport and distribution (Logistics), and Use of sold products (Use phase). In the base year 2019 and the target year 2030, the biogenic share of emissions is included in the figure for the Purchased goods and services category. 7 Assurance level: reasonable assurance.

197 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Scope 3 categories are assessed for both current reporting and target-setting purposes in accordance with the guidelines of the Greenhouse Gas Protocol. Besides the absolute volume and share in total emissions, the most important criterion is the extent to which they can be influenced directly. Based on this approach, the categories “Purchased goods and services”, “Upstream transport and distribution [Logistics]”, and “Use of sold products [Use phase]” are both reported and factored into the target-set- ting process. In the target Scope, we therefore achieve coverage of more than 95% of all Scope 3 emissions. Additional reported categories are excluded from the reduction target because the volumes in question are relatively small (Business travelling and Employee commuting) or because the BMW Group is limited in terms of how much it can influence them directly (End-of-Life treatment of sold products [Disposal]). Biogenic emissions1 in t CO2 2024 Total biogenic emissions 4,624,896 Scope 1 42,959 Scope 2 (market-based)2 21,942 Scope 3 4,559,995 1 For additional information, see ↗ Glossary and Explanation of Key Figures. 2 The biogenic Scope 2 emissions (location-based) amount to 187,517 t CO2e.

198 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Materiality of the various Scope 3 categories Scope 3 categories Assessment Reason for significance Reporting 2024 Purchased goods and services Significant Significant share of Scope 3 emissions, measurable and influenceable Reporting Capital goods Not significant Minor share of Scope 3 emissions No reporting Fuel and energy-related activities (not included in Scope 1 or Scope 2) Not significant Minor share of Scope 3 emissions No reporting Upstream transportation and distribution [Logistics] Not significant Minor share of Scope 3 emissions, but can be directly influenced Reporting Waste generated in operations Not significant Minor share of Scope 3 emissions No reporting Business travelling Not significant Minor share of Scope 3 emissions, but can be directly influenced Reporting Employee commuting [Employees' commuter traffic] Not significant Minor share of Scope 3 emissions, but can be directly influenced Reporting Upstream leased assets Not significant Minor share of Scope 3 emissions No stand-alone reporting, leased infrastructure is recognised within the emissions reported under BMW Group locations (Scope 1) or Electricity/heating/cooling purchased by BMW Group locations (Scope 2) Downstream transportation Not significant Minor share of Scope 3 emissions, but can be directly influenced Subsumed under Upstream transportation and distribution [Logistics] Processing of sold products Not significant Minor share of Scope 3 emissions No reporting Use of sold products [Use phase] Significant Significant share of Scope 3 emissions, measurable and influenceable Reporting End-of-life treatment of sold products [Disposal] Not significant Minor share of Scope 3 emissions, but can be directly influenced Reporting Downstream leased assets Not significant Minor share of Scope 3 emissions No stand-alone reporting. Emissions from the use of vehicles for which BMW Group is a lessor as part of its Financial Services business are allocated in full to Use of sold products [Use phase] Franchises Not significant Minor share of Scope 3 emissions, but can be indirectly influenced No stand-alone reporting; reporting planned from reporting year 2025 onwards Investments Not significant Minor share of Scope 3 emissions No reporting

199 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement GLOSSARY AND EXPLANATION OF KEY FIGURES Where the data compiled has been validated by a second external party other than the auditor, this is indicated separately. In all other respects, it can be assumed that the metrics have not been validated by any other external body. ENVIRONMENTAL INFORMATION A Absolute weight of products, technical and biological materials The metric comprises the total weight of the resource inflows to the BMW Group for the production of automobiles in the report- ing period. The resource inflows contain the sum of the total weight of the vehicles produced, the supplies used in in-house production and other related process materials, as well as reused production residues, the freshwater required along with reused or recycled water. Data from BMW Group plants and in-house production are used to determine the quantity of other related process materials, re- used production residues and water (freshwater and reused/re- cycled water). The total weight of the vehicles produced is calculated on the ba- sis of the average values, adjusted for the number of units, of representative BMW Group automobiles. The average values are derived from the average total material tonnage for each vehicle group. The material tonnage is determined on the basis of real IMDS (International Material Data System) data and extrapo- lated to the vehicle fleet (BMW Group automobile production vol- ume). The collection of additional related process materials, which are required for the manufacturing process but do not form part of the final product, is done by recording the relevant production waste generated during BMW Group’s automobile production. This category comprises, among other things, metal cuttings, plastic film, wood, paper and glass, as well as relevant process materials that accrue during production. The relevant waste categories are determined from weighted and systemically rec- orded data for waste documentation. The auxiliaries and operat- ing materials data are gathered directly in BMW Group plants in Germany and Austria. An average is calculated based on these data and the BMW Group automobiles produced, and extrapo- lated to the other plants with product-relevant production (auto- mobile and component production) worldwide. The water share of the metric comprises total consumption of potable water, groundwater, surface water and rainwater, as well as reused or recycled water. This does not include water that is returned to the environment, reused on site or reused off site dur- ing the reporting period. The data on production waste and water, as well as the data for the extrapolation of auxiliaries and operating materials reported in the metric is derived from production sites that are certified ac- cording to the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. The unit of the metric is products and material tonnes [t]. The metric is composed of the resource inflows stated above and re- ported as a total mass in tonnes [t]. B Beyond Value Chain Mitigation Beyond Value Chain Mitigation (BVCM) refers to all measures that a company takes in addition to its own value chain’s Science Based Targets (SBTs) to reduce emissions outside its value chain. This includes activities that avoid or reduce greenhouse gas emissions as well as those that remove greenhouse gases from the atmosphere and store them. The BMW Group supports these initiatives voluntarily without taking them into account in the calculation of the BMW Group’s CO2e reduction targets. BVCM is strongly recommended by the Science Based Targets initiative (SBTi) to validated companies in addition to CO2e re- duction in their own value chain. One example of BVCM is the purchasing of CO2e-sink certificates on the voluntary carbon market. Criteria such as additionality, permanence, and certifica- tion by independent institutions following international standards (e.g. CSI/C-Sink) contribute to the quality of the certificates em- ployed, and thus also to the impact of our commitment outside our internal value chain. In addition, it is important to the BMW Group that the projects benefit society in accordance with the United Nations Sustaina- ble Development Goals (UN SDGs). These include, for example, initiatives and projects that result in generating income for the relevant target groups from new jobs created by the projects or that revitalise depleted soils. Biochar Biochar is a carbon-rich material obtained from the pyrolysis of (waste) biomass in the absence of oxygen. The process stabi- lizes the carbon over the long term and produces a versatile product. Biochar is added to soil to improve its quality and for water retention. It is also used to reduce erosion. Its porous struc- ture provides a habitat for beneficial microorganisms, improving soil health and contributing to carbon removal and sustainable agriculture efforts.

200 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Biogenic CO2 emissions (Scope 1 to Scope 3) Renewable fuels such as biogas, biomethane or wood are con- sidered as carbon neutral. In the case of wood, for example, the carbon released during combustion is previously absorbed from the surrounding air and bound in lignin. Biogenic CO2 is therefore part of a continuous cycle and does not contribute to any net in- crease in greenhouse gas emissions. It is only the equivalents released during combustion (e.g. N2O, soot, etc.) that contribute to an increase. The unit of the metrics is tonnes of CO2 [t CO2]. The BMW Group reports biogenic emissions separately from CO2e emissions in a stand-alone balance sheet. Bundled instruments For the BMW Group, bundling means the purchasing of Energy Attribute Certificates (e.g. guarantees of origin) and physical electricity from the same power plant. This includes, among other things, so-called power purchase agreements (PPAs). C Cancellation of CO2e certificates outside the undertaking’s value chain in the reporting year by removal type, per type of recognised quality standard, as well as contractually planned cancellations in the future The metrics represent the amount of t CO2e permanently re- moved from the atmosphere and stored in the reporting year, which are achieved by biochar projects, the operation of which is co-financed by the BMW Group to the amount of purchased credits. These projects are operated by external partners (“Be- yond Value Chain” – outside the BMW Group value chain). As proof serve the CO2e certificates in t CO2e generated by the BMW Group financing in the projects respectively their cancella- tion statements. The quantity of CO2e certificates generated by the projects is calculated and certified using the assumptions and methodologies of the independent CSI C-Sink CO2e standard, and confirmed annually by means of re-certifications by inde- pendent third-party auditors. In this context, only the proportion of the highly permanent PAC (Persistent Aromatic Carbon) frac- tion of the financed biochar yields is counted. The share of CO2e-negative emissions generated, which are re- moved and stored within the EU, is also shown, along with the share of projects that include corresponding adjustments (cur- rently not relevant for the biochar projects financed because they are not included in NDCs [Nationally Determined Contributions]). Furthermore, the currently planned quantity of cancellation statements of CO2e sink project results will be reported until 2026. CO2e certificate A transferable or tradeable instrument that represents the reduc- tion of one tonne of CO2e emissions or the removal of one tonne of CO2e from the atmosphere, which is issued and verified in ac- cordance with recognised quality standards. CO2 equivalents/CO2e CO2e represents an order of magnitude for standardising the cli- mate impact of different greenhouse gases (GHG). This is nec- essary because the individual gases (for example, methane or nitrous oxide [laughing gas]) do not all contribute equally to the greenhouse effect. In addition, the expert committee at the United Nations (Intergovernmental Panel on Climate Change, IPCC) has defined “global warming potential” (GWP). This is an index used to express warming impact compared with CO2 so that all GHGs are aggregated. For example, over a period of 100 years, methane has 28 times the impact of CO2, while for nitrous oxide the impact is 265 times higher. CO2e is measured in terms of weight (tonnes). CO2e emissions from BMW Group locations (Scope 1 and 2) per vehicle produced (automotive) This metric is derived from the direct and indirect CO2e emissions of BMW Group plants relating to the number of automobiles pro- duced in the reporting year. The CO2e emissions result from en- ergy consumption in the BMW Group plants (excluding partner plants, contract manufacturing and Spotlight Automotive Ltd.), as well as non-manufacturing sites over which the BMW Group has operational control, excluding supplies to third parties. Elec- tricity from on-site renewable generation, Power Purchase Agreements for electricity from renewable* sources and Energy Attribute Certificates (e.g. guarantees of origin) are all taken into account. Emissions are divided by the total number of vehicles produced (BMW Group production sites, excluding motorcycles, contract manufacturing and Spotlight Automotive Ltd.). Solvent emissions (VOC) are not considered in the calculation. The emissions data shown in the metric is derived from produc- tion sites that are certified according to the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. Mainly the emissions factors of the VDA (most current valid version) are used to calculate CO2e emissions. These are based on the latest GWP values in accordance with IPCC AR6. For district heating and cooling, local factors are occasionally applied instead of country-specific factors to account for regional differences. The Scope 2 emissions are considered with the market-based method. The unit of the metric is tonnes of CO2 equivalent [t CO2e] per vehicle produced. * See ↗ Glossary for a definition of electricity from renewable sources.

201 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CO2e emissions from the supply chain including transport logistics (Scope 3 upstream) per vehicle produced (automotive) The total Scope 3 emissions of the automobile fleet determined in ↗ Scope 3: CO2e emissions of purchased goods and services are added to the upstream transport emissions of the automobile fleet from ↗ Scope 3: CO2e emissions from upstream transportation and distribution [Logistics] and divided by the number of automobiles produced in the reporting year. Motorcycles and aftersales products, nor their related transport logistics (e.g. spare parts or merchandise items), nor products purchased by the BMW Group that are not components or raw materials for BMW Group automobile pro- duction (e.g. parts for motorsport vehicles) are not included. The unit of the metric is tonnes of CO2 equivalent [t CO2e] per vehicle produced. CO2 emissions of the new vehicle fleet in China (Scope 3 downstream, tank-to-wheel) The average carbon emissions of a manufacturer’s fleet (use phase) are calculated on the basis of the volume-weighted aver- age of CO2 emissions across all new vehicles produced in China and imported into China during the reporting period. The basis for this are the individual vehicle-specific CO2 emissions in the calendar year, which are determined using the WLTC type ap- proval procedure (Worldwide Harmonised Test Cycle under China-specific test conditions). The carbon emissions metric for the BMW Group fleet calculated internally, includes legally per- mitted offsetting of off-cycle technology, NEV multiplier and a phase-in. On the Chinese market, manufacturers receive positive credits for an overachievement of regulatory CAFC (Corporate Average Fuel Consumption) fleet limits. Failure to remain below the regulatory limits results in debits. In addition, manufacturers receive positive credits for meeting or an overachievement of the ZEV quota specifications (Zero Emissions Vehicle quota). At the end of a cal- endar year, a positive CAFC/ZEV credit balance must be achieved in order to meet regulatory requirements. As CAFC/ZEV credits are valid for three years on the Chinese mar- ket, a short-term failure to meet fleet limit targets in one year can be compensated by an overachievement in a previous year. Moreover, it is possible to purchase credits from other manufac- turers. The metric is calculated based on GB 27999-2019 (Fuel Con- sumption Evaluation Methods and Targets for Passenger Cars). This metric is a preliminary internal calculation. The unit of the metric is grams of CO2 [g CO2e] per kilometre driven (after conversion from L/100km to CO2 g/km). CO2 emissions of the new vehicle fleet in the EU (Scope 3 downstream, tank-to-wheel) The average CO2 emissions of the BMW Group fleet (use phase) are calculated on the basis of the volume-weighted average of CO2 emissions across all vehicles newly registered during the re- porting period. The calculation is based on all newly registered vehicles of a given manufacturer in the EU, including Norway and Iceland, during the calendar year, and the individual vehicle-spe- cific CO2 emissions determined using the WLTP type test proce- dure. Average CO2 fleet emissions within the EU (including Norway and Iceland) are required to be reported in accordance with the new Worldwide Harmonized Light Vehicles Test Procedure (WLTP) type test cycle as of 2021. This metric has been used by the EU Commission as the basis for calculating CO2 fleet emis- sions since 2021. The CO2 emissions metric for the BMW Group fleet calculated in- ternally, includes legally permitted offsetting of eco-innovations of minor significance. Disclosure in accordance with the provisions of EU Directive 2019/631, Article 7, in particular (1). The metric is a preliminary internal calculation with a potential variation of +/– 0.5 g CO2/km, as official registration figures from the authorities are not available for all EU member states. Fig- ures officially published by the EU Commission are not expected to be available until November of the following year. Prior-year figures have not been adjusted retrospectively. The unit of the metric is grams of CO2 [g CO2] per kilometre driven.

202 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement CO2 emissions of the new vehicle fleet in the US (Scope 3 downstream, tank-to-wheel) The average carbon emissions of a manufacturer’s fleet (use phase) are calculated on the basis of the volume-weighted aver- age of carbon emissions across all new vehicles produced in the US model year period. The basis for this is the number of vehicles produced and delivered for sale by the manufacturer in the US market and the individual vehicle-specific carbon emissions, which are determined according to the US combined type ap- proval procedure. The CO2 emissions metric for the BMW Group fleet calculated internally includes the legally permitted offsetting of off-cycle technology, Advanced Technology Credits (BEV, PHEV), and efficient air-conditioning systems. In the US market, manufacturers receive positive credits for an overachievement of regulatory GHG fleet limits. Failure to remain below the regulatory limits results in debits. At the end of a model year, a positive GHG credit balance must be achieved in order to meet regulatory requirements. As GHG credits are valid for five years on the US market, a short-term failure to meet fleet limit targets in one year can be compensated by an overachievement in a previous year. Moreover, it is possible to purchase credits from other manufacturers. The metric is calculated according to the EPA-420-F-21-060 (Environmental Protection Agency: Revised 2023 and Later Model Year Light-Duty Vehicle Greenhouse Gas Emissions Standards). This metric is a preliminary internal calculation. The unit of the metric is grams of CO2 [g CO2] per kilometre driven (after conversion from miles to kilometres). CO2e emissions of the new vehicle fleet worldwide (Scope 3 downstream, well-to-wheel) This metric documents the progress made by the BMW Group in its strategic objective of reducing CO2e emissions during the use phase including upstream emissions (drivetrain energy supply) by an average rate of at least 50% per kilometre driven by 2030 (base year 2019). For the purpose of calculating this metric, vol- ume-weighted average fleet CO2e emissions are calculated for the EU core markets (27 EU countries including Norway, Iceland, Switzerland and UK) (driving cycle: Worldwide Harmonized Light Vehicles Test Procedure; (WLTP) basis: vehicle registrations), USA (driving cycle: United States Combined; basis: production volume) and China (driving cycle: Worldwide Harmonized Test Cycle (WLTC), subject to China-specific framework conditions for testing; basis: import or local production volumes), in each case prior to deduction of legally permitted credit factors (e.g. super- credits and eco-innovations) and standardised in line with the WLTP (European driving cycle). These core markets account for more than 80% of the BMW Group’s sales. The calculated met- rics are increased by 10% to account for possible discrepancies between cycle values and real emissions, as required by the SBTi. In line with the well-to-wheel approach, the upstream emissions of the energy sources are included in the metric. The corresponding emissions factors provided by Sphera are used to calculate the upstream chain of fuel production (database ver- sion 2024.2, IPCC AR6, kg CO2e/kg fuel). To reflect the CO2e emissions resulting from the production of electricity in the re- spective core markets, the BMW Group uses the energy report published by the International Energy Agency (IEA; reference ba- sis: previous year, g CO2/kWh) as a basis. This covers the entire impact chain behind vehicle motion, i.e. from the extraction and provision of fuels to their conversion into drivetrain energy. This approach also includes the environmental impacts associated with the generation of fuel and electricity. The data collection method is based on the requirements of the Greenhouse Gas Protocol (Scope 3 Calculation Guidance Ver- sion 1.0, 2013). The unit of the metric is grams of CO2 equivalent [g CO2e] per kilometre driven. CO2e reduction in the supply chain (Scope 3 upstream) The metric expresses the absolute quantity of CO2e emissions that were saved during the reporting year as a result of measures taken to reduce CO2e emissions in the supply chain of the auto- mobiles produced. The saved CO2e emissions reductions are derived from the sum of the measures taken to reduce CO2e in the supply chain that were agreed upon with suppliers and demonstrably executed during the reporting year, for example, by using electricity from renewable sources and secondary materials. Agreements with suppliers of raw materials for aluminium and precious metals, as well as suppliers of high-voltage batteries, led to substantial re- ductions. The calculation is based on the same principles, methods and parameters applied in ↗ Scope 3: CO2e emissions from purchased goods and services. In the first step, the CO2e emissions generated by these compo- nents are calculated using the “LCA for Experts” database (sec- ondary database for life cycle analysis (LCA) provided by Sphera) without taking measures to reduce CO2e into account (secondary data). In the second step, the calculation of CO2e emissions is repeated including measures that have been directly agreed with suppliers. The difference between the two calculations yields the CO2e emissions saved. This metric is calculated on the basis of all goods ordered for the BMW Group and partner plants for which measures have been agreed with suppliers. To be eligible for recognition, it must also be possible to map the measures methodically in the calculation models used in the calculation of metrics. In 2024, the categories are: use of electricity from renewable sources in manufacturing and the extraction of raw materials, as well as the use of second- ary materials. An external service provider commissioned by the BMW Group conducts the verification of measures at affected suppliers and their subcontractors at the impacted manufacturing sites. A de- fined method is used to ensure that the contractually agreed measures to reduce CO2e emissions are implemented unambig- uously and without duplication in the reporting year. There are some limitations regarding the clear and non-repetitive alloca- tion of material flows with secondary raw materials. Due to the lack of regulatory provisions, there is currently neither a require- ment for the recording and documentation of material flows for secondary materials across the supply chain (for example on

203 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement delivery notes), nor is there a government-operated/regulatory registry similar to that for Energy Attributes Certificates (e.g. guarantees of origin) that facilitates the distinct allocation of sec- ondary materials to specific customers without duplication. Therefore, the secondary material quota is confirmed using sys- tem extracts from the relevant suppliers’ Enterprise Resource Planning systems, along with details and evidence of secondary material procurement through mass balances. Furthermore, written confirmation is obtained from suppliers and upstream suppliers in the value chain to clearly attribute secondary mate- rials to BMW Group products, preventing any possibility of dou- ble-counting with other customers. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. D Durability (expected product lifetime) This non-financial metric is defined as the average expected ser- vice life of vehicles, expressed as the average age of a vehicle. The age of the vehicle is determined on the basis of the data pro- vided by our end-of-life vehicle take-back points in the German market for BMW Group vehicles taken back, excluding motorcy- cles. The vehicles recorded for the metric are those that have reached the end of their useful life due to their age and irreparable condi- tion, or that have been taken back because of irreparable dam- age resulting from an accident. The date of first registration, the time of return and the number of vehicles taken back in a reporting year are used to calculate the average vehicle age. The calculated age of all vehicles (dif- ference between return and first registration date) is added up and divided by the total number of vehicles taken back. The data is based on information provided by partners in the end-of-life take-back network for BMW Group vehicles in Germany. The data originate from BMW Group take-back partners, represent- ing around 10% of all dismantling companies licensed in Ger- many. This is primary data. The partners provide the data once a year. The metric is hence collected once every calendar year and relates to the year prior to the reporting year. Furthermore, the industry average vehicle age in Germany is stated based on data supplied by the German Federal Environ- ment Agency (Umweltbundesamt) (data as per 2021). The unit of the metric is age indicated in years. E Energy consumption and mix The metric results from the energy consumption generated by BMW Group plants, in vehicle production, motorcycle and com- ponent production as well as other BMW Group non-manufac- turing sites (e.g. research centres, sales centres, office buildings). Partner plants and contract manufacturing are not included be- cause they are not consolidated financially. Starting in 2024, the energy consumption of third parties on BMW production sites will also be measured. This includes the energy consumed by third parties on the site, provided production equipment is not owned by the BMW Group, the employees work for third parties and the equipment is either in a separate building or in a clearly sepa- rated area within a building. This also includes energy consumed by third parties on the site while construction work is being com- pleted for future production up to the point when risk is trans- ferred to the BMW Group. The metric shows the energy consumption per energy source for the entire BMW Group, including the supply of third parties at BMW Group locations. Total energy consumption consists of the fuel consumption from natural gas and petroleum products, as well as the consumption of purchased or acquired electricity, heat, steam or cooling derived from fossil sources. In addition, renewable fuels, including wood fuel, landfill gas, biomethane and the consumption of purchased heat, steam and cooling from renewable sources, plus electricity from renewable sources, are included. The electricity from renewable sources is generated by the company itself via photovoltaic installations, or sourced from power purchase agreements (PPA) and Energy Attributes Certif- icates (e.g. guarantees of origin). The BMW Group generally calculates the share of electricity from renewable sources con- servatively, i.e. shares of renewable power generation in the electricity mix are not used for the calculation. Electricity from co- generation plants is counted as natural gas consumption. Some of the electricity in the energy mix supplied to the BMW Group may be sourced from nuclear power plants. From the 2024 reporting year onwards, the corresponding percent- ages will be derived from the statistical data for each country. These are provided worldwide by the Association of the Automo- tive Industry (VDA). The BMW Group uses the currently valid ver- sion. The metric also includes the non-manufacturing sites over which the BMW Group has exclusive financial control. Energy con- sumption for the sites is extrapolated based on the gross floor area (GFA) and the type of use. The extrapolation is based on an evaluation of the non-manufacturing sites for which primary data are recorded. The extrapolated consumption metrics are then added to the consumption of purchased electricity, heat, steam or cooling from fossil sources. All other sites are recorded on the basis of meter data or invoice values. The data from production sites included in the metric is certified by the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. Some of the non-manufacturing sites in- cluded in the metric are certified. All energy values stated in the report are based on the lower cal- orific value. The BMW Group uses the currently valid version of the conversion factors issued by the German Federal Office for Economic Affairs and Export Control (BAFA). The unit of the metric is megawatt hours (MWh). Energy consumption per vehicle produced (automotive) This metric is calculated based on the energy consumed by the BMW Group in the production of its automobiles, including com- ponent manufacturing (excluding partner plants, contract manu- facturing and Spotlight Automotive Ltd.), in relation to the num- ber of vehicles produced (excluding motorcycles, contract manu- facturing and Spotlight Automotive Ltd.) in the reporting year.

204 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The energy data shown in the metric is derived from production sites that are certified according to the Eco Management and Au- dit Scheme (EMAS), ISO 14001 and partly ISO 50001. The energy values shown in the metric are based on the higher calorific value. The unit of the metric is megawatt hours (MWh) per vehicle pro- duced. Energy intensity associated with activities in high climate impact sectors The BMW Group operates in NACE sectors C29.10 and C30.91. This includes the manufacture of motor vehicles and their en- gines, as well as the manufacture of motorcycles. As a vehicle manufacturer and provider of leasing services, our business ac- tivities therefore lie exclusively in climate-intensive sectors. In terms of the energy intensity metric, the total ↗ Energy consumption is included in the metric. The denominator is based on BMW Group net revenues ↗ note [7]. These net revenues are ad- justed by an item related to the Financial Services segment’s third-party business. Since the energy consumption associated with the production of vehicles sold under other brands is not in- cluded in the numerator of this metric, related revenues are de- ducted from the denominator. The unit of the metric is megawatt hours per euro [MWh/€]. EU Taxonomy – capital expenditure (CapEx) Capital expenditure is calculated on the basis of IAS 16.73(e)(i) and (iii) for property, plant and equipment, IAS 38.118(e)(i) for intangible assets and IFRS 16.53(h) for leases. In accordance with the definition of capital expenditure provided in Annex I of the Commission Delegated Regulation (EU) 2021/2178 and taking into account the adjustments made by Delegated Regula- tion (EU) 2023/2486, the KPI figure used for EU Taxonomy pur- poses comprises additions to intangible assets, in particular cap- italised development costs, additions to property, plant and equipment as well as right-of-use assets in accordance with IFRS 16, and leased-out products. Capital expenditure relating to the sale of parts to external third parties or the delivery of parts to cooperation partners are not taken into account. EU Taxonomy – operating expenditure (OpEx) Operational expenditure only comprises non-capitalised devel- opment costs, maintenance and refurbishment costs for build- ings, repairs to property, plant and equipment, relevant IT costs in the Financial Services segment, non-capitalised expenses re- lating to short-term lease contracts, expenditure for low value as- sets, and purely variable remuneration. The KPI figure calculated for Taxonomy purposes is not used by the BMW Group for finan- cial reporting purposes. EU Taxonomy – revenues Revenues are calculated in accordance with Article 2(5) of Di- rective 2013/34/EU. Revenues comprise the income and earn- ings reported in accordance with IAS 1.82(a). Revenues relating to the sale of parts and components (e. g. after-sales business excluding the provision of repair services) and the supply of pro- duction components to third parties, insurance premiums, and interest income on deposit-taking and credit business and from the end-of-lease business with motorcycles as third-party brands were not included, as these economic activities are not classified as Taxonomy-eligible. G Greenhouse gas intensity (market- and location-based) The greenhouse gas intensity is calculated based on the total greenhouse gas emissions of the BMW Group in tonnes of CO2e ↗ Scope 1 to Scope 3: CO2e emissions (total) (market- and location- based). The denominator is based on BMW Group net revenues ↗ note [7]. These net revenues are adjusted by an item related to the Financial Services segment's third-party business. Since the emissions associated with the production of vehicles sold under other brands are not included in the numerator of this metric, re- lated revenues are deducted from the denominator. The unit of the metric is CO2 equivalent per euro [CO2/€]. I Internal CO2 price The BMW Group calculates a CO2 price as a shadow price, which is applied by the Research and Development department for evaluation purposes in connection with decisions on vehicle pro- jects (Scope 3 downstream, Category 11 – use phase in accord- ance with the Greenhouse Gas Protocol). The CO2 price is based on the carbon emissions limit set by the EU fleet regulations. The EU fleet regulations set a value in euros per g of CO2 emitted over the target for each unit sold. Multiplying this by the average mileage of 200,000 km, as used in the life cycle analysis in ac- cordance with the assumptions of the Association of the Auto- motive Industry (VDA), yields the internal CO2 price for the BMW Group. A regular review (at least once a year) is carried out with regard to the revision of the European fleet regulations or, when needed, depending on potential amendments to the underlying regula- tory system, by the Group Controlling and Emissions and Sus- tainability Strategy units. The unit of the metric is euro per tonne CO2 [€/t CO2]. L Location-based method A method to quantify Scope 2 CO2e emissions based on average energy generation emissions factors for defined geographic lo- cations, including local, subnational, or national boundaries (Greenhouse Gas Protocol, Scope 2 Emissions Guidance, Glos- sary, 2015).

205 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement M Market-based method A method to quantify the Scope 2 CO2e emissions based on CO2e emissions emitted by the generators from which the reporter contractually purchases electricity ↗ bundled with contractual in- struments, or contractual instruments ↗ unbundled (Greenhouse Gas Protocol, Scope 2 Emissions Guidance, Glossary, 2015). Material Material is a collective term for substances and mixtures of sub- stances that are intended for the manufacture of products. This can include both ↗ raw materials and more highly processed sub- stances and mixtures of substances. A differentiation is made between ↗ primary and ↗ secondary materials. N Net Zero Reduction of Scope 1, 2 and 3 emissions (based on the science- based principles [SBTi]) to a residual level that corresponds with achieving Net Zero emissions at global or sectoral level in recog- nised 1.5°C scenarios or sectoral pathways. This means a re- duction in CO2e emissions in the value chain of at least 90% from the base year, while simultaneously neutralising a maximum of 10% of the (residual) emissions through the use of permanent CO2e sinks by the net zero target date and beyond. Number and area of sites in or near protected areas or key biodiversity areas Number and area of sites owned, leased, or managed by the BMW Group that are located in or near protected areas (PA) or key biodiversity areas (KBA) and on which the business activities of the BMW Group have a material negative impact. The metric is compiled by essentially performing two analytical steps: — Identifying BMW Group sites that are located in or near pro- tected areas or key biodiversity areas — Assessment of the identified sites in terms of negative im- pacts on biodiversity-sensitive areas The proximity of BMW Group sites to protected areas is deter- mined using the platform Integrated Biodiversity Assessment Tool (IBAT). IBAT was developed as a standard by the UN Envi- ronment World Conservation Monitoring Centre and draws on the three most important global biodiversity datasets: the World Database on Protected Areas (WDPA), Key Biodiversity Areas and the Red List of Threatened Species by the International Un- ion for Conservation of Nature (IUCN). In the analysis, a distance of 1 km to protected areas is used as a reference. This distance reference makes it possible to assess local environmental impacts on neighbouring protected areas, such as direct exploitation of natural resources, local pollution from air pollutants, noise or input into the soil, as well as loss and fragmentation of habitats. Within this radius, localised adverse effects on the environment can be recorded and assessed in a plausible manner. For all sites identified by the IBAT tool analysis as being near a protected area or key biodiversity area, the second step is to identify and assess the potential impacts of the BMW Group’s sites on biodiversity-sensitive areas. To this end, the potential impacts on protected areas are initially determined using the EN- CORE (Exploring Natural Capital Opportunities, Risks and Expo- sure) methodology developed by Global Canopy, UNEP FI (United Nations Environment Programme – Finance Initiative) and UNEP-WCMC (United Nations Environment Programme – Word Conservation Monitoring Centre). A detailed analysis is car- ried out for all identified sites that could have a significant poten- tial impact. These analyses are conducted manually by experts and take into account both the characteristics of the affected pro- tected areas and the business activities at the sites under inves- tigation (e.g. differentiating between production, development, logistics or office sites). Limitation to this approach is the assumption of regular opera- tion in the respective business activity. Disasters or other unfore- seeable and irregular events are not taken into account in the as- sessment. As a result, the metric shows the BMW Group sites that are lo- cated in or near biodiversity-sensitive areas, insofar as a material negative impact on this biodiversity is identified. The units of the two sub-elements of the metric are number (of sites) and hectares (total area of the sites). Number of suppliers participating in CDP CDP (formerly known as the Carbon Disclosure Project) is a non- governmental organisation that runs a global disclosure system to encourage companies, investors, cities, states and regions to disclose their (harmful) environmental impact. CDP collects data from participating organisations once a year using modular questionnaires and evaluates them in a rating format. The BMW Group encourages its suppliers to participate in the CDP rating, inviting in particular its top-selling direct suppliers of production- related materials, as well as well-known logistics service provid- ers and suppliers of non-production-related materials to partici- pate each year. The focus is on suppliers that generate more than €30 million in revenues with the BMW Group. The BMW Group uses the rating to derive measures for supplier de- velopment and qualification. The metric comprises the number of direct suppliers to the BMW Group that submitted assessable responses after being invited by the BMW Group to do so via the CDP platform. The metric does not include any information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd. as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain. Number of suppliers with verified measures This metric comprises all suppliers whose CO2e emissions-re- ducing measures were reviewed and positively verified during the reporting year. For corporations, all production sites of a sup- plier are summarised and not counted individually. An external service provider commissioned by the BMW Group is responsible for reviewing the implementation of the agreed measures at the suppliers’ production sites. A defined method is used to check

206 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement that the contractually agreed measures to reduce CO2e emis- sions are implemented clearly and without duplication in the re- porting year. The successfully verified emissions-reducing measures form the basis for calculation of the metric ↗ CO2e reduction in the supply chain (Scope 3 upstream). The metric includes no information on the supply chain of Spot- light Automotive Ltd. as the BMW Group does not have this in- formation for the reporting year. The BMW Group supports Spot- light Automotive Ltd. with the implementation and further devel- opment of management approaches and reporting structures on due diligence obligations in the supply chain. P Percentage share of biological materials which are sustainably sourced The metric includes the biological materials used in the BMW Group’s automobile production that were sustainably sourced. The metric is compiled based on primary data. Biological materials are defined in accordance with the German Ordinance on the Deposit of Biological Material (BioMatHintV) and the German Patent Act (PatG): “For the purposes of this Or- dinance, ‘biological material’ means any material containing ge- netic information and capable of reproducing itself or being re- produced in a biological system”. When assessing the criteria for sustainable sourcing, the BMW Group is guided by the standards of the International So- cial and Environmental Accreditation and Labelling (ISEAL) Alli- ance. At present, suppliers can provide proof of certification by the Forest Stewardship Council (FSC) and the Leather Working Group (LWG). Only those quantities of biological materials for which an accepted certificate is provided are considered. The BMW Group understands the cascading principle to mean a strategy for using raw materials or products made from them in consecutive steps over time, and to use them for as long, as fre- quently and as efficiently as possible, and only when the materi- als can no longer be recycled, to use them for energy recovery. The unit of the metric is percentage weight [%] and describes the relative content of the sustainably sourced biological materials in the total mass [t] of the BMW Group’s resource inflows in the re- porting period. The metric denominator is ↗ Absolute weight of products, technical and biological materials. Potable water consumption per vehicle produced (automotive) Efficiency metric calculated from the potable water consumption measured for automobile production (BMW Group plants, ex- cluding partner plants, contract manufacturing and Spotlight Au- tomotive Ltd.) divided by the number of vehicles produced (BMW Group plants and partner plants, excluding contract man- ufacturing and Spotlight Automotive Ltd.). Potable water con- sumption refers to water purchased from external water suppli- ers. If a BMW Group site does not purchase water from an exter- nal supplier, the primary source of supply is counted as potable water. This method of measurement applies to the BMW Group plants in San Luis Potosí (Mexico) and Araquari (Brazil) where groundwater is the main source of supply. The data shown in the metric is derived from production sites that are certified according to the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. The unit of the metric is cubic metres [m3] per vehicle produced. Primary material Primary material is a collective term for substances and mixtures of substances that are intended for the manufacture of products and are used in a production process for the first time. This can include both ↗ primary raw materials and more highly processed sub- stances and mixtures of substances. Primary raw materials Primary raw materials are substances sourced directly from na- ture. Q Quantity of CO2e emissions covered by an internal carbon pricing system (Scope 1, 2 and 3) and share of total emissions per scope As described in ↗ internal CO2 price, Scope 3 Category 11 use phase emissions, in accordance with the Greenhouse Gas Protocol, are affected by the internal CO2 price. This is limited to the Automo- tive segment only. The pro-rata emissions are calculated as a share of the total emissions and expressed as a percentage. The unit of the metric is tonnes of CO2 equivalent [t CO2e] (for the quantities) and percent [%] (for the share of total emissions). R Rates of recyclable content in the products (vehicles) This metric reports the share of recyclable content in relation to the entire vehicle programme (for all BMW Group vehicles world- wide, including motorcycles). Furthermore, the recyclable share is reported as an additional disclosure based on SASB, TR-AU-440b.3 for BMW Group au- tomobiles in accordance with the statutory requirements laid down in the EU Directive on End-of-Life Vehicles (ELV 2000/53/EC). These percentages are based on vehicle weight. These metrics apply to the individual product/type approval scopes. The quotas are verified as part of the European type approval (certification authority: Société Nationale de Certification et d'Ho- mologation (S.N.C.H), Luxcontrol S.A.)/Chinese type approval (certification authority: Ministry of Industry and Information Tech- nology (MIIT), Certification and Accreditation Administration of China (CNCA)) in accordance with ISO 22628 and can also be assumed to apply technically to all vehicles worldwide (BMW Group automobiles). The consideration of the calculated vehicles involves what is referred to as the “worst case” vehicle for the corresponding type approval. This means that vehicles within the same type approval may also have higher recycling/re- covery rates, for example, if they contain more metal due to larger

207 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement engines and/or transmissions. For BMW motorcycles, ISO 22628 certification has been demonstrated for five types of mo- torcycles. It can also be assumed that the quotas are met for the remaining motorcycle models. The unit of the metric is percent [%]. The percentages relate to the minimum required by law. In practice, higher recycling/recov- ery rates are also possible due to differences between vehicle versions and/or recycling/recovery processes. Raw materials A raw material describes an unprocessed or processed sub- stance that is used as an input for the manufacture of materials or intermediates or finished products. A differentiation is made between ↗ primary and ↗ secondary raw materials. The term “raw ma- terial” includes substances of a mineral and organic nature. It is to be distinguished from ↗ resources and materials. Resources/natural resources The term refers to natural resources that occur in nature and can be exploited for economic or consumption purposes. The defini- tion excludes financial or human resources. Depending on the context, the term “resource” also contains ↗ material, ↗ raw materials or, for example, “air”, “water” or “soil”. S Scope 1 to Scope 3: CO2e emissions (total) CO2e emissions generated by a company are categorised into different scopes. The Greenhouse Gas Protocol, a partnership between the World Resources Institute (WRI) and the World Busi- ness Council for Sustainable Development (WBCSD), distin- guishes between Scope 1, Scope 2 and Scope 3 emissions, based on their various sources. Whereas direct emissions (Scope 1) are generated within a company through the combustion of fossil fuels, Scope 2 refers to the indirect emissions caused by the consumption of electricity and heat from externally generated sources of energy. Additional indirect (Scope 3) emissions are generated in the upstream and downstream stages of the value chain, for instance in the supply chain (upstream) and in the use of products and services. More details on the different categories reported by the BMW Group within the individual scopes are pro- vided below. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Bio- genic emissions are reported separately. Scope 1: CO2e emissions (total) Scope 1 emissions are generated directly within a company, for example, through the combustion of fossil fuels. The different categories reported by the BMW Group are described in more detail below. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Bio- genic emissions are reported separately. Scope 1: CO2e emissions from BMW Group locations The metric includes all direct emissions from BMW Group loca- tions that result from the combustion of a variety of fossil fuels at all BMW Group locations. In addition, the metric includes emissions from the operation of test benches and the resulting CO2e from destroyed volatile or- ganic compounds (VOC). These are produced, for example, by the post-combustion of solvent residues in the painting process. The CO2e emissions are calculated mainly by using the emis- sions factors of the VDA (most current valid version). These are based on the latest GWP values in accordance with IPCC AR6, which take into account the composition of the various sources of energy specific to each country. Renewable fuels such as wood are considered carbon neutral, because its CO2 content is absorbed from the surrounding air and bound in lignin. However, they are reported together with their equivalents (e.g. N2O, soot). Biogenic CO2 emissions from bio-based fuels are reported sepa- rately. The data from production sites included in the metric is certified by the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. Some of the non-manufacturing sites in- cluded in the metric are certified. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. The emissions factors [t/MWh] are applied to energy consumption [MWh]. Scope 1: CO2e emissions from Company vehicles The metric includes all direct emissions from the BMW Group’s vehicle fleet expressed in tonnes of CO2e. The vehicle fleet includes personally and non-personally as- signed company and multi-purpose vehicles. Personally as- signed vehicles may be used for business and personal pur- poses. The metric is calculated based on consumption for all markets where fleet consumption data can be obtained (#1 consumption- based method). If consumption-based data cannot be obtained for a market, the calculation is based on the mileage-based method (#2). When calculating CO2e emissions, the consumption-based method is the most accurate because there is a direct correlation between consumption and emissions. #1 Consumption-based method The data is sourced from aggregated fuel receipts (such as fuel card data reports) and filling station data. The following data is calculated over the period of a reporting year: — Fuel quantities and types (diesel, petrol) including the unit of measurement (e.g. litres) — Emissions factors for the relevant fuels including the unit of measurement (e.g. CO2e kg/litre). The calculation formula used in the consumption-based method per country is: CO2e emissions = Σ (quantity of fuel consumed x emissions fac- tor for the respective fuel)

208 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement #2 Mileage-based method The mileage-based method consists of compiling activity data (i.e. kilometres driven per vehicle type) multiplied by fuel con- sumption factors (as a rule, the country-specific standard values by vehicle type) and emissions factors for fuel types. The data is sourced from fleet management systems and rec- ords (such as Excel tables). The following data is calculated over the period of a reporting year: — Total distance driven by each vehicle in the reporting year, including unit of measurement (e.g. kilometres, miles) — The specific vehicle type, including VINs — Vehicle-specific fuel consumption factor as per WLTP, WLTC, US EPA, etc. (e.g. litre/100 km) — Emissions factors for the relevant fuels including the unit of measurement (e.g. CO2e kg/litre) The calculation formula used in the consumption-based method per country is: CO2e emissions = Σ (distance driven by the respective vehicle type x fuel consumption specific to the vehicle and country x emissions factor for the respective fuel) The data for the respective countries resulting from calculation methods #1 and #2 is ultimately added up to yield the total re- ported Scope 1 CO2e emissions. The metric includes all BMW Group Company vehicles and multi- purpose vehicle emissions. Data is collected from all BMW Group plants and its twelve major markets. Emissions are preferably calculated based on tank refills. This is the case for the plants and/or markets in Australia, Austria, Brazil, France, Germany, Hungary, India, Japan, Mexico, South Africa, Thailand and the UK. In the remaining cases, they are determined based on kilo- metres driven. If the data was not complete at the time it was compiled or did not cover the entire period, the metrics are ex- trapolated for the country or legal entity in question. The data compiled cover approximately 97% of all BMW Group employ- ees. The metric is extrapolated based on the number of employ- ees in order to factor in the entire BMW Group. Emissions from company vehicles are also included on a pro rata basis under ↗ Scope 3: CO2e emissions from employee commuting [Employees’ commuter traffic] and ↗ Scope 3: CO2e emissions from use of sold products [Use phase]. A distinction in the systems is currently not possible. Due to the system used, refuelling of Company vehicles include both business and private trips, with the exception of re- fuelling paid for by employees themselves. The VDA’s emissions factors for diesel and petrol (most current valid version) are used to determine the CO2e emissions. The VDA factors are based on the latest GWP values in accordance with IPCC AR6. The values are used globally for all regions. Bio- genic emissions are reported separately. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Scope 1: CO2e emissions from Company-owned planes The metric includes the emissions generated by Company- owned planes on the basis of all flights operated worldwide. Emissions from business travel undertaken on scheduled or chartered flights are not included in the metric, rather, they are reported under ↗ Scope 3: CO2 e emissions from business travelling. Only those emissions that are generated directly as a result of operating the respective aircraft itself in the air and on the ground (turbine and auxiliary turbine) are taken into account. Emissions generated by external factors (e.g. the potential use of a ground power unit or aircraft tug) are not taken into account. Fuel consumption, which forms the basis for calculating emis- sions, is calculated using “Method B” as defined in Commission Implementing Regulation (EU) 2018/2066 of 19 December 2018 on the monitoring and reporting of greenhouse gas emis- sions pursuant to Directive 2003/87/EC of the European Parliament and of the Council and amending Commission Regu- lation (EU) No 601/2012 in the version dated 1 July 2024, which is defined as follows: Actual fuel consumption for each flight [t] = Amount of fuel re- maining in aircraft tanks at block-on at the end of the previous flight [t] + Fuel uplift for the flight [t] – Amount of fuel contained in tanks at block-on at the end of the flight [t] Fuels with biogenic content (sustainable aviation fuel [SAF]) are treated in accordance with the DEHSt guidance on the use of fuel mixtures with a biogenic content. The BMW Group applies the simplified approach for reporting as set out in Section 6.4.2 of the January 2024 version of the Guidelines for Aircraft Opera- tors. At present, the BMW Group is not aware of any suppliers of sustainable aviation fuel that are in a position to provide the nec- essary documentation for the required acceptance by the Ger- man Federal Ministry of Food and Agriculture’s NABISY system. Given the intention to not only report CO2 emissions, but also to take into account the impact of other greenhouse gases which are produced through the combustion of kerosene, a combined emissions factor for 2024 published by the UK Department for Energy Security and Net Zero will be applied as of the 2024 re- porting year. These factors are based on the GWP values over a 100-year time horizon stated in the IPCC’s Fifth Assessment Re- port (AR5). Other effects that are not based on the reported CO2e emissions, such as condensation trails, are currently still subject to great un- certainty in terms of their evaluation and calculation and, as a re- sult, are not included in the calculations for the metric. The Euro- pean Union Aviation Safety Agency (EASA) has been tasked by the European Commission to establish the Aviation Non-CO2 Ex- perts Network (ANCEN). The network’s inaugural conference was held between 11 and 13 June 2024. Once results and a de- fined calculation method for these non-CO2e emissions effects are available at the European level, the results will be included in the calculation of this metric. See also the ↗ Announcement by EASA. It should be noted that the metric defined in this context (unit: CO2e) deviates from the emissions to be calculated for the

209 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement respective Emissions Trading System (e.g. EU-ETS, SWISS- ETS, UK-ETS). These are determined in accordance with the clearly defined requirements of the relevant authorities. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Scope 2: CO2e emissions (total) Scope 2 emissions relate to the indirect emissions from exter- nally purchased electricity, heating and cooling. The BMW Group distinguishes between two categories, which are described in more detail below. The values are calculated using both the ↗ Market- and ↗ Location-based method. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Bio- genic emissions are reported separately. Scope 2: CO2e emissions from electricity/heating/cooling purchased by BMW Group locations The metric includes all indirect emissions from purchased elec- tricity, heat and cooling at all BMW Group locations. For non-pro- duction sites over which BMW Group does not have operational control, it is assumed that non-renewable energy is used exclu- sively. This metric also includes partly the ↗ Scope 2: CO2e emissions from Company vehicles from charging at BMW Group locations. A distinc- tion in the systems is currently not possible at some locations. As with Scope 1, country-specific emissions factors, primarily VDA factors (most current valid version), are used to calculate CO2e emissions in each country. The VDA factors are based on the latest GWP values in accordance with IPCC AR6. In district heating and cooling, local factors are occasionally applied in- stead of country-specific factors to account for regional differ- ences. Biogenic emissions are reported separately. The data from production sites included in the metric is certified by the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. Some of the non-manufacturing sites in- cluded in the indicator are certified. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. The emissions factors [t/MWh] are applied to energy consumption [MWh]. Scope 2: CO2e emissions from Company vehicles The metric includes indirect emissions (consumption of electric- ity) from the BMW Group’s vehicle fleet expressed in tonnes of CO2e. The vehicle fleet includes personally and non-personally as- signed Company and multi-purpose vehicles. Personally as- signed vehicles may be used for business and personal pur- poses. The metric is calculated based on consumption for all markets where fleet consumption data can be obtained (#1 consumption- based method). If consumption-based data cannot be obtained for a market, the calculation is based on the mileage-based method (#2). When calculating CO2e emissions, the consumption-based method is the most accurate because there is a direct correlation between consumption and emissions. #1 Consumption-based method Electricity consumption is made up of the @work charging op- tions (charging stations at BMW Group locations), @public (charging at public charging stations) and @home (charging at employees’ homes). Consumption is relevant if the BMW Group pays for it. Where a charging type relies on verified electricity from renewable sources (as per the requirements under E1-5-AR32j), the quantities are not included in the calculation of the metric. Consequently, a conservative approach is taken in respect of the classification of the consumption of electricity from renewable sources. The data are sourced from aggregated fuel receipts (such as fuel card data reports) and charging system data and meter readings. The following data is calculated over the period of a reporting year: — Available charging options within a country/legal entity: @work, @public and @home — Information on whether the charging type relies on electricity from renewable sources (in accordance with local and BMW Group requirements and taking into account ESRS criteria) — Quantity of electricity consumed (broken down by charging option) in kWh — Emissions factors for electricity in the relevant country (ex- pressed in t CO2e/MWh) Calculation formula for the consumption-based method per country: Carbon emissions = Σ (quantity of energy consumed (kWh) x country-specific emissions factor for electricity (t CO2e/MWh)) #2 Mileage-based method The mileage-based method consists of compiling activity data (i.e. kilometres driven by vehicle type) multiplied by energy con- sumption factors (standard factors by vehicle type) and the coun- try-specific emissions factors for electricity. The country- and vehicle-specific energy consumption factor must be specified by the respective market, stating the source (e.g. WLTP weighted combined). The data is sourced from fleet management systems, fleet man- agement records (such as Excel tables) and meter readings, re- ceipts and fuel card reports for electricity from renewable sources.

210 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement The following data is calculated over the period of a reporting year: — Total distance driven by each vehicle in the reporting year, including unit of measurement (e.g. kilometres, miles) — The specific vehicle type, including VINs — Vehicle-specific energy consumption factor including unit of measurement (e.g. kWh/100 km or km/kWh) — Emissions factors for electricity in the relevant country (ex- pressed in t CO2e/MWh) Calculation formula for the mileage-based method per country: CO2e emissions = Σ (distance driven by the respective vehicle type x vehicle-specific energy consumption factor) x country-spe- cific emissions factor for electricity (t CO2e/MWh) The data for the respective countries resulting from calculation methods #1 and #2 is ultimately added up to yield the total re- ported CO2e emissions. Includes all BMW Group Company vehicles and multi-purpose vehicle emissions. Data is collected from all BMW Group plants and its twelve major markets. Emissions are preferably calcu- lated on the basis of tank refills. This is the case for the plants and/or markets in Austria, France, Germany, India, Japan, South Africa and the UK. In the remaining cases, they are determined based on kilometres driven. If the data was not complete at the time it was compiled or did not cover the entire period, the met- rics are extrapolated for the country or legal entity in question. The data compiled cover approximately 97% of all BMW Group employees. The metric is extrapolated based on the number of employees in order to factor in the entire BMW Group. Emissions from Company vehicles are also partly included under ↗ Scope 3: CO2e emissions from employee commuting [Employees’ commuter traffic], ↗ Scope 3: CO2e emissions from use of sold products [Use phase] and ↗ Scope 2: CO2e emissions from electricity/heating/cooling purchased by BMW Group locations. A distinction in the systems is currently not possible. For system-related reasons, the charging of Company vehicles includes both business and private trips, except charg- ing paid for by employees themselves. The main basis for determining CO2e emissions is the VDA’s emissions factors (most current valid version). The VDA factors are based on the latest GWP values in accordance with IPCC AR6. Biogenic emissions are reported separately. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Scope 3: CO2e emissions (total) Scope 3 emissions are generated in the upstream and down- stream stages of the value chain. For details of the BMW Group’s main categories in accordance with the Greenhouse Gas Proto- col, see ↗ Materiality of the various Scope 3 categories. Each of the reported categories is described in more detail below. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Bio- genic emissions are reported separately. Scope 3: CO2e emissions from purchased goods and services The metric describes the absolute quantity of CO2e emissions re- lated to the production of purchased goods and services which are emitted during the production of BMW Group vehicles (auto- mobiles and motorcycles). It therefore reflects Scope 3 Category 1 of the Greenhouse Gas Protocol. The following are currently not considered in this category: racing vehicles and aftersales products, as well as purchased IT cloud services and engineering or development services. A specific methodology has been developed for the BMW Group to determine CO2e supply chain emissions. Due to the absence of supplier-specific CO2e values across the entire supply chain, a model based on industry averages and, where available, sup- plier-specific data is used. This method draws upon components of ISO 14040/44 and follows common practice in preparing life cycle analyses (LCA). However, it should be noted that this ap- proach may not be directly comparable with methods or values employed by other companies. Due to the absence of data, vari- ous estimates, assumptions and average values are used to de- termine the metric. The aim is to improve the model quality for calculating the metrics over the reporting years by increasing transparency in the supply chains and by expanding the model details, while maintaining a consistent methodology. The methodology outlined in the following is used to calculate the emissions data for BMW Group automobiles. Emissions data for motorcycles produced by BMW Group is determined using a simplified calculation. BMW Group automobiles: the initial calculation of the supply chain CO2e emissions for a representative selection of vehicles is based on their bill of materials. This selection reflects the range of vehicle classes (from premium compact to luxury) and drive models (petrol, diesel, PHEV and BEV) produced during the pe- riod under review. The bill of materials is configured in such a way that it already contains engine and drive variants, along with op- tional equipment. For the representative vehicles, the CO2e emissions of all in- stalled components are calculated on the basis of their material composition and related processing steps. In each case, up to around 60,000 individual entries are evaluated per vehicle. The CO2e value of the relevant vehicle is calculated by adding up these contributions. For the vast majority of vehicle models produced that are not in- cluded in the representative vehicles, there is no individual CO2e calculation available on a bill of materials basis. A modular scal- ing calculation method has been developed to include these in the overall result: the bill of materials of the representative vehi- cles is divided into sections (modules) according to functional cri- teria, and these are assessed in terms of their total CO2e emis- sions. Vehicle derivatives that have not yet been evaluated can now be custom built using these basic components, with the components selected being determined by the specific technical features of the target vehicles, including engine type, all-wheel drive or body style. Components that do not fit are scaled from existing ones. The scaling techniques are based on calculations as well as on expert evaluations. This encompasses the scaling of detailed bodywork calculations ranging from sedans to touring models with identical engine specifications.

211 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement For example, a calculation would be available for a BMW 520i as a vehicle evaluated on a bill of materials basis, but not for a BMW 520i Touring in this instance. To ensure that the latter is accu- rately represented, the calculated CO2e emissions for compo- nents such as the drivetrain, wheels and seats remain un- changed, while the body values are multiplied by a scaling factor when calculating the touring model. The methodology outlined above draws on the established LCA for Experts database from Sphera to ascertain CO2e factors for energy, raw materials and manufacturing processes. In this process, the current datasets are consistently used, starting with the 2023 reporting year. The most recent Sphera database, which takes into account GWP factors in accordance with IPCC (AR6), is used for 2024. Data from 2019 is used to calculate CO2e emissions retrospectively from 2019 until the release of the datasets at the end of Febru- ary 2023. The CO2e emissions of supply chains vary across different re- gions of the world. Therefore, for reasons of simplicity, the pro- duction sites of the vehicles are allocated to one of three regions: Europe, Asia or the USA. Then the emissions are calculated for the entire vehicle supply chain using the Sphera datasets that are valid for that region. The design of the BMW Group calculation method both facilitates and requires the use of a large number of different materials, for which the secondary data of the emissions factors must be provided for the calculation. This data is not equally available for all regions of the world. The approach taken by the BMW Group in this context involves closing gaps in the required secondary data by means of scaling using VDA material classes. The emission-intensive battery cells and catalytic con- verter coating are specifically calculated based on their actual production region, irrespective of the vehicle’s manufacturing lo- cation. Given the significant impact of battery cell production on the ve- hicles’ total CO2e emissions, a detailed calculation model is used to assess the cells. In addition to the actual assembly sites of the battery cells, the material compositions and related production processes, it also accounts for the unique characteristics of the cell chemistry (anode and cathode) as well as the emissions as- sociated with supplier-specific energy consumption. This approach gives each vehicle (automobile) built during the period under review its specific CO2e base value for supply chain emissions (hereinafter referred to as the base value). The total fleet value of CO2e supply chain emissions is calculated by add- ing up the CO2e contributions of all automobiles produced in the reporting year. Since the method described is based primarily on the use of sec- ondary data – i.e. industry average values – individually agreed on CO2e-reducing measures must be deducted from the fleet base value in a subsequent process step. The calculation of the total quantities of CO2e emissions saved is described in the met- ric ↗ CO2e reduction in the supply chain (Scope 3 upstream). Therefore, the metric is derived from the base value described above, minus the ↗ CO2e reduction in the supply chain (Scope 3 upstream). BMW motorcycles: the share of supply chain emissions at- tributed to the motorcycle fleet is calculated using a simplified method. In this case, a representative motorcycle (or scooter) is selected for each family of vehicles (with the same drivetrain: in- line or boxer, electric drive); the supply chain emissions are then assessed for this derivative. This also involves analysing the bill of materials at the compo- nent level, with a focus on the materials used and the associated manufacturing processes. Secondary data from “LCA for Ex- perts” (Sphera) is used here. This method draws upon compo- nents of ISO 14040/44 and follows common practice in prepar- ing life cycle analyses (LCA). When scaling the emissions to the entire motorcycle fleet, the CO2e values obtained for the supply chain of the assessed vehicle are scaled to all other derivatives of the same family using the vehicle mass. This value is then mul- tiplied by the total number of vehicles (motorcycles) produced in the reporting year. This estimation method for motorcycles does not work by scaling component elements and as a result is unable to model differen- tiations within the individual vehicle families in as much detail as is the case in the calculation for automobiles. CO2e-reducing measures are not currently verified by motorcycle suppliers inde- pendently and are therefore also not accounted for in ↗ CO2e reduction in the supply chain (Scope 3 upstream). The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Bio- genic emissions are reported separately. Scope 3: CO2e emissions from upstream transportation and distribution [Logistics] The metric comprises the CO2e emissions generated by transport logistics, which include inbound (production supply), outbound (vehicle distribution) and customer support (spare parts). All modes of transport used within the BMW Group transport net- work for BMW Group automobiles and motorcycles up to the sales organisation are taken into account: — Road — Rail — Sea — Inland waterway — Air freight In accordance with Scope 3 of the Greenhouse Gas Protocol, transport emissions fall under Categories 4 (“Upstream trans- portation and distribution”) and 9 (“Downstream transportation and distribution”). Only the definition of Category 4 applies to the BMW Group’s transport logistics because the BMW Group bears the transport costs up to the point of sale. Emissions after the point of sale are reported in Scope 3 under Category 11 in the use phase because it is usually from this point onwards that the automobile or motorcycle is put into operation by the customer. Emissions from the BMW Group’s own warehouses and distribu- tion centres are reported in Scopes 1 and 2. The distance-based method (in accordance with the Greenhouse Gas Protocol) is used to calculate the CO2e emissions of transport logistics. First, the transport performance is calculated (weight multiplied by distance) in tonne-kilometres [tkm]. The relevant weight in tonnes [t] comprises the gross weight (com- ponent/motorcycle weight including packaging and shipping ma- terial) for inbound, customer support (spare parts) and motorcy- cle outbound, while the vehicle mass is used for automobile out- bound. Distance is the distance travelled in kilometres [km]. In the second step, the transport volume is multiplied by specific

212 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement emissions factors in grams of CO2e per tonne-kilometre [g CO2e/tkm], depending on the technology used in the means of transport and the carrier. The emissions factors used account for the entire chain of emissions (well-to-wheel). This means they include all greenhouse gas emissions generated over the entire life cycle, from production and transport of the fuel/energy (well- to-tank) to combustion of the fuel/use of the energy (tank-to- wheel). When it comes to specific emissions factors, the BMW Group draws on primary data from logistics service providers wherever possible. In case no primary data is available, the specific emis- sions factors are modelled in line with ISO 14083 and IPCC AR6. The main sources of information are GLEC (Global Logistics Emissions Council) Framework (reporting year 2024: GLEC V3.1) and shipping company-specific emissions data by CleanCargo (reporting year 2024: published in October 2024). In this context, “modelled” means that the default values defined in the GLEC framework are converted using parameters specific to the BMW Group (e.g. load factors for sea, freight and road transportation). Standardised reference values (default values) only need to be applied in individual cases. For the calculation of CO2e emissions in inbound logistics, all transport flows of component parts for automobile (BMW, MINI and Rolls Royce) and motorcycle manufacturing are considered. This includes transportation from the Tier 1 supplier’s shipping location to the receipt of goods at the BMW Group production plants worldwide, including partner plants and excluding contract manufacturing sites. For this purpose, supported by internal IT applications, the billing and movement data are entered. Due to a time lag in the technical availability of data as of the reporting date, correction factors are applied based on historical data from previous years for certain transactions in the calendar months of November and December. The relevant CO2e emissions are cal- culated for each individual transport flow in line with the method- ology described, and an average derivative-specific inbound CO2e value is assigned to each vehicle produced, depending on the production site and drivetrain variant. The transport flows of new vehicles from the production sites to warehouses and to points of sale worldwide are considered for outbound automobile emissions. In this case, too, the billing and movement data are recorded supported by internal IT applica- tions. The associated CO2e emissions for each vehicle produced are calculated using the methodology described above. An aver- age derivative-specific outbound CO2e value is calculated for each plant-market combination. A simplified procedure is used to calculate motorcycle outbound emissions in the 2024 reporting year. This involves calculating a volume-weighted average weight including packaging and then identifying the sales markets, which together account for 80% of the retail volume. The main transport routes are analysed, the corresponding distances travelled are determined and motorcy- cle-specific emissions factors are modelled for these markets. The CO2e emissions calculated on this basis are added up and extrapolated to 100% by applying the retail volume. The transport flows of transported new vehicles from the production plants, including manufacturing sites, via warehouses to points of sale worldwide are taken into account in a similar way to au- tomobile outbound emissions. The calculation of customer support (spare parts) emissions con- siders the billing and movement data of transport flows for auto- mobile (BMW, MINI, Rolls-Royce) and motorcycle spare parts from the receipt of goods to markets worldwide. Due to time lags and technical issues related to the availability of data as of the reporting date, correction factors are applied for certain amounts for the calendar months of November and December based on historical data from previous years and industry averages. The corresponding CO2e emissions are calculated for each transport flow in accordance with the methodology described and pre- sented together with inbound and outbound data in the Group Report. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Bio- genic emissions are reported separately. Scope 3: CO2e emissions of business travelling The metric includes all BMW Group business travel. Business travel using BMW Group-owned planes, Company vehicles and privately owned vehicles is not included in the metric. The metric reflects Scope 3 Category 6 of the Greenhouse Gas Protocol. The CO2e emissions generated by business travel are calculated based on real activity data relating to destinations, distances and the means of transport used. The flight data are based on the number of tickets sold per route booked at contract-based travel agencies. Where flight route distances are not provided by indi- vidual markets, these are calculated manually based on the point of departure and the destination. To calculate CO2e emissions, the flight routes are divided into short-haul or long-haul flights in economy, premium economy, business or first class. Business travel with rental cars is based on data from all bookings made with BMW Group accounts with car rental companies and include distance, fuel and vehicle class. The travel agencies also provide distance data for rail travel. Exception: rail journeys undertaken on Deutsche Bahn AG trains in Germany are carbon neutral be- cause energy from 100% renewable sources is used for long- distance and electrified commuter trains, and indirect emissions and emissions from diesel transaction in commuter trains are off- set by Deutsche Bahn AG. This means that these rail journeys are included in the calculation as having zero emissions. The calculation is made using the emissions factors published by the UK Department for Environment, Food and Rural Affairs (DE- FRA). These factors are based on the GWP values over a 100- year time horizon stated in the IPCC’s Fifth Assessment Report (AR5). The calculation is carried out in the same way as the met- ric in ↗ Scope 1: CO2e emissions from Company-owned planes, without the inclusion of radiative forcing. Biogenic emissions are reported separately. The unit of the metric is tonnes of CO2 equivalent [t CO2e].

213 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Scope 3: CO2e Emissions of employee commuting [Employees’ commuter traffic] The metric includes the CO2e emissions generated by BMW Group employees commuting to work. The metric reflects Scope 3 Category 7 of the Greenhouse Gas Protocol. BMW Group employees are all persons with temporary or per- manent employment contracts at the BMW Group as at 31 De- cember of the reporting year. This does not include employees in the inactive early retirement phase, women on maternity leave, temporary agency workers and employees who are absent for reasons including sabbaticals, parental or family care leave, long-term sick leave, military service, or accompanying their part- ner abroad and other BMW Group employees (apprentices, dual students, interns, authors of theses, post-graduate students, scholarship holders, assistants, working students and (journalist) trainees). Commuting refers to the journey from home to the pri- mary place of work and back. Only direct emissions generated during commuting are included; emissions resulting from the production of the means of transport are not accounted for. A differentiation is made between the following modes of transport: (1) motorised private transport (automobile, motorcy- cle), (2) Company shuttle bus, (3) bicycle and pedestrian traffic and (4) public transport. For technical reasons, the emissions generated from the use of Company cars for commuting purposes are included in this met- ric as well as in ↗ Scope 1: CO2e emissions from Company vehicles and ↗ Scope 2: CO2e emissions from Company vehicles. The metric does not include journeys between BMW Group locations or business travel. The data is calculated using real activity data for over 85% of employees. The remaining 15% is extrapolated based on the to- tal number of employees. For each location, the CO2e emissions resulting from employee commuting are calculated based on the number of employees, the absence rate, the take-up of mobile working, the number of production days and the average distance between the primary place of work and home address. The distance is calculated per employee. Residential location data at the postcode level is avail- able and is taken as a basis for the calculation. The average per capita values for the respective sites are used in subsequent cal- culations. The average distance per mode of transport was cal- culated separately for each site. The distance travelled by Com- pany shuttle buses is calculated in kilometres. To calculate the metric, a usage factor is attributed to each car- rier, known as the modal split, on a site-specific basis. This indi- cates the percentage of employees who use a particular means of transport. The data for the usage factor is collected by external providers via surveys or provided by the BMW Group’s plants and non-manufacturing sites (in-house mobility departments) based on their own data. The data is further validated by comparing it with the use of parking spaces, the number of employees with subsidised season tickets for public transport, the registration of Company shuttle buses and the number of bicycle parking spaces available. The automobile occupancy rate ranges be- tween 1.05 and 1.1 people per vehicle. The figure is measured directly (by counting) at some sites and estimated on the basis of comparative figures at others. Three different values are used to calculate CO2e emissions: — VDA’s emissions factors (most current valid version) based on the most recent GWP values for emissions related to work shuttle buses in accordance with IPCC AR6. The cal- culation is based on kilograms of CO2e per litre of fuel — Emissions factors as per the TREMOD report published by the German Environment Agency (Umweltbundesamt), based on IPCC AR5 for personal vehicles. The calculation is based on CO2e per kilometre — Values calculated in-house at BMW Group based on the VDV 2019 statistics on public transport emissions. The cal- culation is based on CO2e per passenger kilometre The values are applied globally for all regions. The kilometre distance is multiplied by the usage factor for each mode of transport and subsequently by the allocated emissions factor and the number of employees per location. The sum adds up to the total CO2e emissions resulting from employee commut- ing. Biogenic emissions are reported separately. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Scope 3: CO2e emissions from use of sold products [Use phase] The metric describes the absolute quantity of CO2e emissions calculated for the use phase of BMW Group vehicles (automo- biles and motorcycles) delivered in the reporting year. The abso- lute emissions in the use phase are based on the average CO2e emissions by the global new vehicle fleet, including upstream emissions (Scope 3 downstream, well-to-wheel, see ↗ CO2e emissions of the new vehicle fleet worldwide (Scope 3 downstream, well-to- wheel). The metric reflects Scope 3 Category 11 of the Green- house Gas Protocol. The total value in t CO2e is the result of multiplying the average CO2e emissions per km for the EU, US and Chinese markets by the number of BMW Group vehicles delivered worldwide in the reporting period and an assumed average mileage over the en- tire life cycle (Automotive segment: 200,000 km, as per VDA 900-100; Motorcycles segment: 40,000 - 100,000 km depend- ing on the model, based on statistical analyses). These core mar- kets account for more than 80% of the BMW Group’s sales. The actual values may differ from the calculated values depending on individual use and location. This metric records the use phase emissions of all units sold in the reporting period over their entire expected life cycle. In addition to the emissions generated during the use of the ve- hicles (tank-to-wheel), the emissions generated during provision of the required drive energy (well-to-tank) are also taken into ac- count. A detailed description of the global average CO2e emissions per kilometre of a new BMW Group car can be found at ↗ CO2e emissions of the new vehicle fleet worldwide (Scope 3 downstream, well-to- wheel). The calculation of the average value is based on the reg- ulatory consumption values of the vehicles delivered in the major core regions (EU, USA, China). BMW Motorrad uses certified

214 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement consumption values according to the Worldwide Harmonized Motorcycle Test Cycle (WMTC). A factor of 10% is added to these values in order to reflect devi- ations in customer driving behaviour compared to the statutory reference cycles and thus meet the SBTi specification. This is how the tank-to-wheel emissions are calculated. In line with the well-to-wheel approach, the upstream emissions of the energy sources are included in the metric. The corresponding emissions factors from the company Sphera are used to calculate the up- stream chain of fuel production (database version 2024.2, IPCC AR6, kg CO2e/kg fuel). To calculate the CO2 emissions resulting from electricity production in the respective markets, the BMW Group uses the energy report published by the Interna- tional Energy Agency (IEA) (reference basis: previous year, g CO2/kWh) as a basis. This covers the entire impact chain behind vehicle motion, i.e. from the extraction and provision of fuels to their conversion into drivetrain energy. This approach also includes the environmental impacts associated with the generation of fuel and electricity. The data collection method is based on the requirements of the Greenhouse Gas Protocol (Scope 3 Calculation Guidance Ver- sion 1.0, 2013). Biogenic emissions are reported separately. The CO2e emissions of ↗ Scope 1: CO2e emissions from Company vehicles and ↗ Scope 2: CO2e emissions from Company vehicles are also partly in- cluded in this metric. A distinction in the systems is currently not possible. The unit of the metric is tonnes of CO2 equivalent [t CO2e]. Scope 3: CO2e emissions from end-of-life treatment of sold products [Disposal] The metric describes the absolute amount of CO2e emissions from the end-of-life treatment of sold products [disposal] (Scope 3 downstream). The metric reflects Scope 3 Category 12 of the Greenhouse Gas Protocol. The CO2e emissions from recycling in tonnes of CO2e are based on TÜV-certified life cycle assessments of vehicles that are representative of the overall fleet. These were carried out at the respective start of production between 2019 and 2024 (accord- ing to ISO 14040/44) and form the basis for deriving the metric by scaling to the production volume for the entire fleet. Representative vehicles (automobiles and motorcycles) of the vehicle variants produced in the reporting year are used for the metric. The calculation is carried out via the established "LCA for Experts" database provided by Sphera (taking into account, among other things, the climate-impacting gases CO2, CH4, N2O, SF6, NF3) in the database version available at the respective ac- counting dates between 2018 and 2024 and in accordance with IPCC AR5 and IPCC AR6. The modelling is based on conven- tional procedures specified in the End-of-Life Vehicles Directive (ELV Directive), covering draining and dismantling procedures. Additionally, it includes the separation of metals during shred- ding and the use of energy from the shredder’s light fraction, which comprises non-metallic components. The average values for the emissions generated by the disposal of existing vehicle types are used and multiplied by the number of vehicles pro- duced per vehicle type. The calculation provides both the CO2e emissions and the energy consumption associated with the pro- cesses. The unit of the metric is tonnes of CO2 equivalent [t CO2e] for emissions and gigawatt hours [GWh] for energy consumption. Secondary material Secondary material is a collective term for substances and mix- tures of substances that are intended for the manufacture of products and are obtained from waste or production residues. Secondary material can be used as a substitute for ↗ primary raw materials. This can include both ↗ secondary raw materials and more highly processed substances and mixtures of substances. Secondary raw materials A secondary raw material is a raw material or material obtained from waste or production residues. Secondary raw materials can be used as a substitute for ↗ primary raw materials. Share of coverage of production-related purchasing volume from suppliers participating in CDP The metric describes the degree of coverage of the production- related purchasing volume of all reporting CDP suppliers of the production-related purchasing volume of the BMW Group within the reporting period. The metric is calculated based on the share of the purchasing volume of suppliers in the data set provided by CDP (formerly Carbon Disclosure Project) in the BMW sales vol- umes derived from the purchasing system. The metric does not include any information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd. as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain. The unit of the metric is percent [%].

215 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement T Total volume of recycled and reused water This metric includes water and wastewater (treated or untreated) that has been reused more than once to reduce the water de- mand before it is discharged beyond the boundaries of the Com- pany sites or shared plants. This may be within the same process (recycled) or another pro- cess within the same plant (owned or shared with other compa- nies) or another plant within the organisation (reused). Cooling and hot water circuits are not included. This metric relates to wa- ter (recycled and reused) from the BMW Group’s automobile pro- duction, the BMW Group’s motorcycle production and the BMW Group’s non-production sites. The volume of water is rec- orded using meters or extrapolated from the data sheets of the respective plants. The unit of the metric is cubic metres [m3]. Total water stored and changes in storage The metric comprises the total volume of water stored as well as the changes in the storage volume at all production sites (includ- ing automobile and motorcycle production) and non-production sites. The metric relates both to the size of the storage volume and to any changes in it. All storage tanks with a minimum volume of 100 m³ and a storage time of > 1 day are taken into account. The storage capacities are derived from data sheets and meas- urements and then totalled across all storage systems. Changes in volume are obtained by totalling all water inflows and con- sumption throughout the reporting year. These are either meas- ured or otherwise extrapolated based on the measurements car- ried out in the plants or technologies. The unit of the metric is cubic metres [m3]. U Unbundled instruments For the BMW Group, unbundling means the separate and inde- pendent purchase of Energy Attributes Certificates and actual physical quantities of electricity. The Energy Attributes Certifi- cates may originate from generation plants and suppliers differ- ent from the physical electricity quantities. W Waste (total quantity, breakdown and shares) This metric includes the total quantity of waste generated by pro- duction, along with a breakdown of the types and percentages. It includes waste from the production of automobiles, motorcycles and components at BMW Group plants, excluding partner plants and contract manufacturing. Waste resulting from structural changes is not taken into account. The metric includes the following information: (1) total waste, (2) waste for recovery (including both material and thermal recy- cling), (3) share of material recovery in the total quantity, (4) share of thermal recovery in the total quantity, (5) waste for disposal, (6) share of disposed waste in the total quantity. The data shown in the metric is derived from production sites that are certified according to the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. The waste quantities are determined from weighed and systematically rec- orded data for waste documentation. Quantities from the new plant in Debrecen (Hungary) are currently not included due to the fact that production has not yet started. The unit of the metrics are tonnes [t] (for quantities) and percent [%] (for shares). The metrics are additional disclosures based on SASB, TR-AU-440b.1 (1, 3, 4) and calculated based on SASB, TR-AU-440b.1 (2, 5, 6). Waste for disposal per vehicle produced (automotive) The metric is calculated from the waste for disposal generated by automobile production (BMW Group plants, excluding partner plants, contract manufacturing and Spotlight Automotive Ltd.) di- vided by the number of vehicles produced (BMW Group plants and partner plants, excluding contract manufacturing and Spot- light Automotive Ltd.). The data shown in the metric is derived from production sites that are certified according to the Eco Management and Audit Scheme (EMAS), ISO 14001 and partly ISO 50001. The waste quantities are determined from weighed and systematically rec- orded data for waste documentation. The unit of the metric is kilograms [kg] per vehicle produced. The metric is an additional disclosure calculated based on SASB, TR- AU-440b.1 and the number of vehicles produced. Water consumption (total) The metric includes water consumption at all production plants (automobiles and motorcycles) and non-manufacturing sites, in- cluding test tracks, office buildings and branches of the BMW Group. The metric measures the amount of water that enters the Com- pany's (or plant's) sites during the reporting period and is not dis- charged into bodies of water or transferred to third parties. Total consumption includes the consumption of potable water, groundwater, surface water and rainwater. This does not include water released back into the environment or returned to third parties during the reporting period. In general, the water in question is freshwater. This corresponds to groundwater and surface water with an average annual salin- ity of < 0.5% (limit mentioned in Annex II of the Water Frame- work Directive). All water that is below the saturation zone and in direct contact with the ground or subsoil is referred to as groundwater. By con- trast, surface water refers to inland waters, except groundwater, as well as transitional and coastal waters. With regard to the

216 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement chemical status, territorial waters are also included by way of ex- ception. Meters record water consumption at production plants and at some non-manufacturing sites. The water consumption of the remaining sites is extrapolated based on the number of BMW Group employees, other BMW Group employees and temporary agency workers and, in the case of the branches, also on the ba- sis of the number of passes through car washes, which is deter- mined by the sales figures and the number of services. This is based on an average freshwater consumption of 20 litres per employee per working day. A consumption of 50 litres per car washing pass is estimated based on a car wash with circulation. Furthermore, the metric is corrected by a value which results from the average water consumption of all sites for which exact measurement values are available. Since personal water con- sumption in particular varies greatly between countries, water consumption at international locations is adjusted for a country- specific factor. The underlying average consumption per employee per day for German locations is based on the German Federal Ministry for Sustainable Building (BNB) and the Federal Statistical Office. The average consumption of car washes with circulation corre- sponds to BMU/LAGA regulations for wastewater containing mineral oil. The data from production sites included in the metric is certified by the Eco Management and Audit Scheme (EMAS), ISO14001 and partly ISO 50001. Some of the non-manufacturing sites in- cluded in the metric are certified. Quantities from the new plant in Debrecen (Hungary) are currently not included due to the fact that production has not yet started. The unit of the metric is cubic metres [m3]. Water consumption in areas affected by water risks or water stress The metric includes the total consumption of freshwater at the production sites (automobiles and motorcycles) and test tracks of sites located in areas with high or very high water stress or high or very high water risk. Water stress measures the ratio of total water demand of the available renewable surface and groundwater resources in a re- gion. If the ratio of water demand to renewable water supplies is below 10%, this is referred to as low water stress. Other categories are low-medium (10-20%), medium-high (20-40%), high (40- 80%) and extremely high (>80%). The metric includes all pro- duction plants and test tracks in areas with a water stress level of more than 40%. Other non-manufacturing sites are below the materiality threshold and are therefore not taken into account. In terms of water risk, in addition to water stress, flood risks as well as regulatory and reputational risks are considered on the basis of the ESG risk defined in the Aqueduct Atlas and RepRisk. The ESG Risk Index measures the extent to which a country is exposed to potential financial, reputational and compliance risks related to environmental, social and governance (ESG) issues that could jeopardise the quantity, quality and access to water. The index values are relative to the highest index achieved in a particular country in the previous two years. The higher the value, the higher the risk. Risk classes vary from low (75%), with only the last two categories be- ing relevant for the metric. The flood risk refers to river and coastal flooding. The risk is de- termined by the hazard (flooding due to river overflow), the extent to which the population is exposed to the risk, and vulnerability. The index indicates the percentage of the population that is ex- pected to be affected by flooding. Existing flood defences are also taken into account. In contrast to reputational risk, the risk is not determined for the entire country, rather at the regional level. The index for flood risk is calculated on the basis of the hazard (river flooding), the exposure (population in the floodplain) and the actual risk of the risk occurring, taking into account existing flood protection measures, where appropriate. Extreme but in- frequent flood years are averaged with more frequent, less se- vere flood years. The calculation for flood risk in coastal areas is similar, though on a different scale. The assessment thresholds for flood risks are as follows: Assessment thresholds for flood risks River flooding Coastal flooding Low < 1/1.000 < 9/1.000.000 Low-Medium 1 to 2/1.000 9/1.000.000 to 7/100.000 Medium-High 2 to 6/1.000 7/100.000 to 3/10.000 High 6/1.000 to 1/100 2/10.000 to 2/1.000 Extremely high > 1/100 > 2/1.000 The unit of the metric is cubic metres [m3]. Water intensity The water intensity is calculated based on the BMW Group's total water consumption in m3 ↗ Water consumption (total). The denomi- nator is based on BMW Group net revenues ↗ note [7]. These net revenues are adjusted by an item related to the Financial Ser- vices segment's third-party business. Since water consumption associated with the production of vehicles sold under other brands is not included in the numerator of this metric, related rev- enues are deducted from the denominator. The unit of the metric is cubic metres per euro [m3/€]. Weight and percentage of secondary reused or recycled components, products, and materials The metric comprises the weight [t] and the percentage [%] of reused and recycled secondary components, products and ma- terials of the resource inflows for the BMW Group’s automobile production in the reporting period. The following definition is applied in accordance with DIN EN ISO 14021 to determine the quantities that are reused and recycled. Reused material is defined in DIN EN ISO 14021:2021-10 as “reutilisation of materials such as rework, regrind or scrap gener- ated in a process and capable of being reclaimed within the same process that generated it”. It includes materials that accrue as

217 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement production residue in the production process and are not de- clared as waste. Recycled material is defined in DIN EN ISO 14021:2021-10 as “material that has been reprocessed from recovered [reclaimed] material by means of a manufacturing process and made into a final product or into a component for incorporation into a prod- uct”. Only pre-consumer and post-consumer materials shall be considered as recycled content according to DIN EN ISO 14021:2021-10. The material is declared as waste in these ma- terial streams. The metric describes the percentages of recycled and reused materials, that is contained in the BMW Group’s automobile pro- duction. It is composed of the total quantity of recycled material, as well as the quantities of recycled auxiliaries and operating ma- terials used in the in-house production of supplies, other associ- ated process ma-terials and recycled water, as well as the quan- tity of reused materi-als and reused water in in-house produc- tion, which are required in automobile production in the reporting period. To determine the recycled material required for automobile pro- duction in the reporting period, an allocation is carried out to as- certain whether recyclate values are available for the compo- nents, products and materials. This allocation is based on sev- eral data sources. Primary data from the suppliers is used where available. If not, material-specific data sets taken from the Sphera database (based on average industrial values) are used. Material-specific data sets are allocated according to the mate- rial classification. The recyclate value is assumed to be zero if no data is available from suppliers or the Sphera database. The cal- culation is performed in accordance with DIN EN ISO14021*. To calculate the quantity of recycled and reused materials, the quantities are extrapolated across the entire fleet based on the vehicle groups used to calculate the vehicle weight (BMW Group automobile production volume). Since there is no information available on the percentage of re- cycled materials contained in the auxiliaries and operating mate- rials, a recyclate value of zero is assumed for these quantities. A recycled material content based on average industrial values can be counted for the other process materials from the BMW Group’s automobile production. The material reused in in-house production is recorded and re- ported by the sites with in-house production. Where there is no data on reuses material in in-house production, the value is as- sumed to be zero. The categories of reused material and recycled material are allo- cated in accordance with the definitions set out above and there is no overlap, thus eliminating double counting. The volume of reused or recycled water is recorded using meters or extrapolated from the data sheets of the respective plants. This metric records water and wastewater (treated or untreated) that has been used more than once to reduce the water demand before it is discharged beyond the boundaries of the Company site or shared plants. This may be within the same process (re- cycled) or another process within the same plant (owned or shared with other companies) or another plant within the organ- isation (reused). The categories of reused water and recycled water are allocated in accordance with the definitions set out above and there is no overlap, thus eliminating double counting. The unit of the metric is the total mass [t] of the BMW Group’s secondary reused and recycled components, products and ma- terials in the reporting period. Furthermore, the percentage value is stated: the unit of the metric is the percentage weight [%] and describes the relative content of secondary reused and recycled components, products and materials in total mass [t] of the BMW Group’s resource inflows in the reporting period. The met- ric denominator is ↗ Absolute weight of products, technical and biological materials. Weight of materials recovered at the recycling and dismantling centre Weight of materials recovered at end of life, in tonnes: this metric is calculated for vehicles (automobiles and motorcycles) taken back and dismantled at the BMW Group’s recycling and disman- tling centre (RDZ) in Munich (Germany) (as required by law in Germany). Almost all of these vehicles have been used by the Company, for example, as prototypes or pre-production vehicles. When the vehicle arrives at the RDZ, a decision is made as to which parts can be reused and which need to be recycled (includ- ing the catalytic converter, high-voltage battery, etc.). The parts that can be reused are weighed during the loading process and then sold externally via selected retail partners. These parts form the first component of the metric. The second component is the metal waste (ferrous and non-ferrous metals) removed from the automobiles, which is recycled rather than sold. The material is weighed at the Munich (Germany) plant before the automobiles are shredded. This is not included in the metal waste resulting from production at the Munich (Germany) site. Some of the re- maining waste is recycled (e.g. plastics) and included in the met- ric. This metric is an additional disclosure based on SASB, TR-AU- 440b.2. The unit of the metric is tonnes [t] and/or percent [%]. The per- centages relate to the minimum required by law. In practice, higher recycling/recovery rates are also possible due to differ- ences between vehicle versions and/or recycling/recovery pro- cesses. * DIN EN ISO 14021:2021-10. Environmental labels and declarations - Self-declared environ- mental claims (Type II environmental labelling) (ISO 14021:2016 + Amd 1:2021); German ver- sion EN ISO 14021:2016 + A1:2021.

218 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Well-to-wheel The well-to-wheel method takes into account the entire impact chain behind vehicle motion – from the generation and supply of drivetrain power to its conversion into energy. This approach also includes the environmental impacts associated with the genera- tion of fuel and electricity. For example, the BMW Group uses the current energy report from the International Energy Agency (IEA) (reference basis: previous year) as the basis for calculating emis- sions from electrified vehicles (provision of electrical energy). The approach can be divided into the following two components: The well-to-tank method takes into account the carbon emis- sions from the supply chain as well as the upstream fuel supply from the oil well or the energy generation source. As such, this approach considers the causal chain that arises until the energy is supplied to the vehicle, but does not include the vehicle itself. By contrast, the tank-to-wheel method takes into account the chain of effects from the absorption of energy consumed (fuel, electricity) to its conversion into kinetic energy by the vehicle. As such, this approach considers the impact chain that arises during the use of the vehicle.

219 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement SOCIAL INFORMATION A Accident frequency rate ↗ Number and rate of recordable work-related accidents Apprentices People who complete a multi-year vocational training pro- gramme at a BMW Group company that includes practical and theoretical stages. Assistants People with a temporary contract at a BMW Group company working as temporary assistants for a contractually agreed, lim- ited number of hours. Authors of theses Persons with a temporary contract who are writing a student re- search project at a BMW Group company during their study. This can also be a final-year thesis. Average number of hours of training and further education per employee The average number of hours of training and further education per employee is calculated on the basis of the total number of training hours in the reporting year in relation to the average number of employees in each month of the BMW Group in the reporting year. The training hours taken into account include all training and qualification measures carried out, including e- learning. B BMW Group employees The definition of BMW Group employees includes the number of all persons with temporary or permanent employment contracts at the BMW Group as at 31 December of the reporting year. The figure does not include employees in the inactive early retirement phase, women on maternity leave, employees who are absent for reasons including sabbaticals, parental or family care leave, long-term sick leave, military service or accompanying their part- ner abroad, other BMW Group employees and temporary agency workers. BMW Safety Compact Training In half a day, the BMW Safety Compact Training course gives customers the confidence they need to enjoy everyday driving. Under the guidance of experienced instructors, the course ena- bles customers to feel more confident in handling their Automo- bile. BMW Safety Training BMW Safety Training helps customers to react calmly in unex- pected situations and to continue driving in a relaxed manner. Experienced instructors guide participants through various exer- cises in emergency and targeted braking, dynamic lane changes, and understeering and oversteering. C CarData CarData is an IT platform providing vehicle data to both private and business customers, in particular to fulfil the requirements of the GDPR (General Data Protection Regulation) and, in the fu- ture, the EU Data Act. In this context, the BMW Group does not pursue any business models that go beyond the legal require- ments ↗ CarData. Customer data breach A customer data breach is an incident in which unauthorised third parties gain access to sensitive customer data, or that data is compromised or stolen. Customer Data Delegate (CDD) The Customer Data Delegate (CDD) is a central role within the BMW Group that is responsible for the management and protec- tion of customer data. The CDD acts as a point of contact for all topics related to customer data governance and ensures that measures for the secure and legally compliant handling of customer data are implemented in the respective organisational department. Customer Interaction Centre (CIC) A Customer Interaction Centre (CIC) serves as a central point of contact for customer interaction and support for the BMW Group. It enables the Company to coordinate and process customer re- quests via various contact options, such as by telephone, email or chat. Customer Trust Customer Trust is a central component of the BMW Group's cor- porate culture and forms the basis for long-term customer rela- tionships by ensuring security, reliability and integrity in interac- tions ↗ BMW Group Code of Conduct. D Direct suppliers (Tier 1 suppliers) Suppliers of products or services whose delivery is necessary for the manufacture of our products and provision of our services, and who maintain a direct contractual relationship with entities of the BMW Group for the delivery and/or provision of services. Distribution of employees by age group The distribution of employees by age group in percentage terms is calculated as the number of employees in the respective age group in relation to the total number of employees as at 31 De- cember of the reporting year. Dual study students People with a temporary contract who are combining a degree programme with practical training/internships at a BMW Group company.

220 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement E Employees accompanying partners abroad Family members/partners who accompany their partner on an international assignment if the family member/partner is also employed by the BMW Group. Employees by contract type and gender The number of employees by contract type and gender is rec- orded as at 31 December of the reporting year. Gender identities are defined in line with the ESRS. In addition to the temporary and permanent contract types, non-guaranteed hours employ- ees are also reported in accordance with ESRS. This type of con- tract is not used by the BMW Group. Employees by contract type and geographical area The number of employees by contract type and geographical area is recorded in terms of the number of individuals as at 31 December of the reporting year. In addition to the temporary and permanent contract types, non-guaranteed hours employ- ees are also reported in accordance with ESRS. This type of con- tract is not used by the BMW Group. The breakdown by geo- graphical area is based on the division into six continents as de- fined by the United Nations. Employees by geographical area and country The number of employees is recorded as at 31 December of the reporting year. The breakdown by geographical area is based on the division into six continents as defined by the United Nations. Countries in which the headcount is at least 50 employees, rep- resenting at least 10% of the Company’s total number of em- ployees, are reported separately. For the BMW Group, these are Germany and China in the reporting year. Employees covered by collective bargaining agreements This metric is an additional disclosure based on SASB, TR-AU- 310a.1. The percentage of employees covered by collective bar- gaining agreements is calculated as the ratio of the number of employees covered by collective bargaining agreements to the number of employees as at 31 December of the reporting year. Employees in the inactive early retirement phase BMW Group employees who take advantage of the option of re- tirement via the Company’s partial retirement working arrange- ment and are in the phase of the scheme in which they no longer work for the BMW Group. Expatriates Expatriates are employees who are temporarily sent by the BMW Group to another country to fulfil a task there. These em- ployees establish their primary residence in the destination coun- try. The foreign assignment is usually limited in time, after which the employee returns to the original place of work. G Gender distribution at the management level in number and percentage The gender distribution in management positions in percent is calculated on the basis of the sum of employees in management positions for each gender identity in relation to the total number of employees in management positions as at 31 December of the reporting year. Gender identities are defined in line with the ESRS. In the BMW Group, management positions are those at hierarchical functional levels I to IV below the Board of Manage- ment. Gender pay gap According to the ESRS, the unadjusted gender pay gap between female and male employees is calculated on the basis of average gross hourly pay level. This is calculated on the basis of the sum of the gross annual income as stated in the employee’s payslip (including bonus payments, commissions, additional non-recur- ring payments), Company car as a benefit, employer’s contribu- tion to the Company pension and health insurance, divided by the annual paid working hours less unpaid absences, on average for all male and female BMW Group employees. Expatriates are not taken into account. The unadjusted gender pay gap is first calculated locally for each company or location using the following formula: Gender Pay Gap = Average gross hourly pay level of male employees - Average gross hourly pay level of female employees × 100 Average gross hourly pay level of male employees To determine the total BMW Group gap, the weighted average of the location gaps is calculated based on the number of male and female employees as at 31 December of the reporting year. This approach takes into account a fair consideration of different wage levels and avoids annual volatility due to exchange rate changes or varying purchasing power adjustments in countries with high inflation.

221 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement I Identifiers Identifiers are specific characteristics or data points that are used to clearly identify a person or object and distinguish them from others. In data processing, identifiers can take various forms, such as names, telephone numbers or e-mail addresses. Incident management ↗ Incident response procedure Incident response procedure The BMW Group's incident response procedure is a structured approach to identifying, assessing and responding to security in- cidents in order to minimise potential damage and ensure the in- tegrity of IT systems. Indirect suppliers (N-tier suppliers) Suppliers who do not maintain a direct contractual relationship with entities of the BMW Group, but whose deliverables are also necessary for the manufacture of our products and provision of our services. Information Security Management System (ISMS) The BMW Group’s information security management system (ISMS) is a comprehensive framework. Its objective is to protect the confidentiality, integrity and availability of information within the Company. It is based on the international ISO/IEC 27001 standard and integrates specific requirements and best practices from the automotive industry to meet the increasing threats and regulatory requirements. Interns Persons who complete a mandatory or voluntary internship at the BMW Group as part of their studies. They are usually enrolled at a university. Investment in vocational training and further education This key figure comprises all costs incurred in the BMW Group currency in the reporting year for vocational training within the subsidiaries of the BMW Group (excluding Spotlight Automotive Ltd). This extends to personnel costs for trainers and apprentices as well as other costs and investments related to vocational training. The investments in further training are calculated for all consolidated subsidiaries of the BMW Group. This includes prep- aration and implementation costs, opportunity costs and invest- ments made in order to provide such further education. These costs also include notional depreciation, measured on the basis of inventory lists. The target is defined as absolute in accordance with ESRS. J Journalist trainee People with a temporary contract at a BMW Group company who have recently completed a university degree (usually in commu- nications or politics) and have two years of practical experience in the field of corporate communications and politics. N Non-guaranteed hours employees In addition to temporary and permanent contracts, metrics in the tables on BMW Group employees also show non-guaranteed hours employees in accordance with ESRS. This type of contract is not used by the BMW Group. According to ESRS S1-6, non- guaranteed hours employees are employed by the company without a guarantee of a minimum or fixed number of working hours. The employee may need to make themselves available for work as required, but the company is not contractually obliged to offer the employee a minimum or fixed number of working hours per day, week, or month. This category includes for example cas- ual employees, employees with zero-hour contracts and on-call workers. Number and rate of recordable work-related accidents The accident frequency rate is calculated based on the total number of accidents in the reporting year per million hours worked. Accidents are only included in the total if they result in at least one day of absence. This includes work-related accidents in the employee’s own household (accidents in the home office). Accidents that occur on the way to or from work are not included. The analysis covers accidents involving BMW Group employees, other BMW Group employees and temporary agency workers. Occupational accidents refer to work-related accidents as speci- fied by ESRS. The metric includes Spotlight Automotive Ltd. with a share of 100%. Number of closure assessments (in which the mitigation of non-conformities was confirmed) This metric refers to the closure assessments carried out at BMW Group supplier locations that are directly linked to a previ- ous initial on-site assessment. For all findings categorised as se- rious during an initial assessment (for details see ↗ Number of supplier assessments), the effectiveness of the agreed measures is reviewed on-site as part of a closure assessment. This metric considers the total number of closure assessments carried out in the reporting year and the subset of these for which it was pos- sible to confirm that the agreed measures had been successfully implemented by the supplier location. The metric is based on GRI 308-2 and 414-2. The metric includes no information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd., as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain.

222 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Number of employees who have left the BMW Group and rate of employee turnover The turnover rate is based on the number of employees leaving the Company in the reporting year in relation to the average num- ber of employees in each month (annual value as a percentage). Reasons for leaving include, in particular, resignations by em- ployees and dismissals by employers, resignations by mutual agreement (including ↗ Employees in the inactive early retirement phase) and natural turnover due to retirement or death. Number of fatalities as a result of work-related injuries/accidents and work-related ill health This metric covers all occupational accidents resulting in fatalities suffered by BMW Group employees and other BMW Group em- ployees, temporary agency workers and external workers work- ing on BMW Group’s sites. Occupational accidents refer to work- related accidents as specified by ESRS. This includes deaths due to work-related accidents in the employee’s own household (ac- cidents in the home office). Deaths that occur on the way to or from work are not included. An accident is defined as a tempo- rary event caused by an external influence that results in injury, damage to health or death. Only accidents that occur on BMW Group premises, or in the home office while performing an activity in the interest of the employer which result in death, are counted. The BMW Group’s “communication instruction” and its health and safety policy ensure that the relevant people are in- formed in the event of an accident resulting in death. This in- cludes the occupational health and safety management officer as the responsible point of contact. Deaths resulting from work-related illnesses are included in this figure. They include fatal health disorders for which a company has been held responsible and successfully sued following a final court ruling. This presupposes that an official investigation has shown that the fatal illness or death is causally linked to the Com- pany's working conditions. The metric includes Spotlight Automotive Ltd. with a share of 100%. Number of (justified) notifications that could be clarified during the reporting year This metric is a subset of the reported information in ↗ Number of notifications of potential sustainability violations in the supply chain. The met- ric includes all cases that were opened and closed during the re- porting year. The metric consists of two sub-indicators: — #1: Number of indications of potential violations that could be clarified during the reporting year — #2: Number of justified notifications that were clarified dur- ing the reporting year Clarified means that the internal investigation has been finalised and the case is closed in the case management system. A case can be closed if the investigation has revealed that a case is un- justified or, if the identified violation has been shown to be justi- fied, it has already been remedied. Both scenarios lead to an in- tegration of the cases into sub-indicator #1. The subset of cases that can be assigned to the latter scenario are also included in sub-indicator #2. The BMW Group carries out a plausibility check to process the information received. If a case turns out to be justified, a plan for elimination of the identi- fied deficit is developed together with the supplier. Finally, the conclusion of these cases is preceded by an individual assess- ment by the BMW Group of the successful implementation of measures by the supplier concerned. After the measures have been implemented, the case is closed, archived, and docu- mented in the case management system. The definition of justi- fied cases is based, among other things, on the German Supply Chain Due Diligence Act (LkSG) and the criteria for appropriate- ness defined therein (severity, ability to influence, probability of occurrence). The metric is based on GRI 308-2 and 414-2. The metric includes no information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd., as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain. Number of notifications of potential sustainability violations in the supply chain This metric includes the number of notifications of potential vio- lations of our sustainability principles in the supply chain that have been received through the BMW Group reporting channels. It includes all notifications on suppliers along the entire supply chain of all entities of BMW Group that were entered into the Group-wide electronic case management system during the fi- nancial year. The reference date for the period cut-off is therefore the date on which a case was entered into the system. The metric includes all personal notifications. Personal notifica- tions are usually made through the following sources: BMW Group SpeakUp Line, BMW Group Compliance Contact, lo- cal Compliance Offices, Ombuds Office, BMW Group Human Rights Contact Supply Chain, RBA Voices Complaint Mechanism, internal and external letters to the Board of Management/exec- utives, as well as other personal notifications to BMW Group units and departments. In addition, non-personal notifications, for example from media reports, are entered into the case management system and are thus included in the metric, provided that they are substantiated following an initial review. The metric is based on GRI 308-2 and 414-2. The metric includes no information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd., as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain.

223 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Number of supplier assessments This metric includes the total number of on-site assessments carried out at BMW Group supplier sites with a start date within the reporting year. This includes on-site assessments of direct suppliers and their surrounding facilities such as dormitories, canteens and warehouses. Remote assessments and certifica- tion audits such as ISO 14001, ISO 45001, ISO 50001 and sim- ilar, which have been paid for by the supplier, are not included in this metric. The number of assessments refers to initial assess- ments (first assessments) and follow-up assessments (assess- ments shortly before the certification expires). Closure assess- ments (second assessments after initial auditing for successful completion of certification), which are directly linked to an initial assessment to provide evidence of corrective action for possible deviations, are not included in the metric. The on-site assess- ments are largely carried out in accordance with the standards of RBA-VAP (Validated Assessment Program of the Responsible Business Alliance) and VDA-RSCI (Responsible Supply Chain In- itiative of the German Association of the Automotive Industry). These assessments are carried out on behalf of the BMW Group by external audit companies approved by the standard setter, such as TÜV Rheinland, Intertek, SGS, Elevate, DNV, etc., in ac- cordance with the requirements of the standards mentioned and, in addition, by BMW Group sustainability experts for quality as- surance purposes. The number and results of the assessments are documented in a database of the standard-setting organisa- tions and transmitted to the IT systems of the BMW Group via an interface. The metric is based on GRI 308-1, 308-2, 414-1 and 414-2. The metric includes no information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd., as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain. Number of supplier locations assessed with self- assessment questionnaire The metric includes all sustainability questionnaires completed by supplier locations (also referred to below as the online assess- ment) that the BMW Group obtained and evaluated during the reporting year. Both active and potential (new) supplier locations from all purchasing areas of the BMW Group are taken into ac- count. The online assessments, which are based on the Drive Sustain- ability initiative's industry-wide sustainability questionnaire, are used as part of the awarding process. This is required for the pur- chase of production-related material with a contract value of more than €2 million. A risk-based analysis is carried out for non- production-related purchasing processes, which currently in- cludes all orders that are potentially exposed to a risk based on the abstract risk analysis, and which have a master agreement volume of over €2 million or an individual agreement volume of over €10 million. This metric only includes online assessments that were fully completed by the supplier location, validated by an external ser- vice provider and sent to the BMW Group for assessment via an interface. Each supplier location is counted based on its site-spe- cific online assessment, regardless of the number of times its as- sessment was revised during the reporting year. This metric pri- marily refers to all new questionnaires requested by the BMW Group within the reporting year. Since the right to view a questionnaire on the external service provider’s platform can only be purchased for a period of twelve months, any question- naires that are still required during the reporting year are also added to the newly requested questionnaires. The basis for the calculation of the total number of online assess- ments in the reporting year are the monthly overviews of the ex- ternal service provider’s invoices, which are provided on its plat- form. The metric is based on GRI 308-1, 308-2, 414-1 and 414-2. The indicator includes no information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd., as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain. Number of supplier relationships terminated due to severe sustainability violations This metric refers to all supplier relationships that were termi- nated in the reporting year due to severe sustainability violations. Only supplier locations with a clearly defined supplier ID that were escalated due to severe sustainability violations and that resulted in a suspension or temporary suspension of the respec- tive supplier relationship are counted. This includes cases in which the sustainability violations were identified and escalated prior to the reporting year, but in which termination of the supplier relationship was only initiated during the reporting year. Escala- tion can, for example, be initiated on an event-driven basis in the case of incidents with legitimate criticality (predefined "escalation criteria" based, among other things, on the German Supply Chain Due Diligence Act, LkSG), which are handled as part of the sup- plier escalation process (ESPRO). This process is standardised across the entire BMW Group and includes sustainability-related criteria. The metric is based on GRI 308-2 and 414-2. The metric includes no information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd., as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain. Number of vehicles recalled This metric is an additional disclosure based on SASB, TR-AU- 250a.3. The metric represents the total number of vehicles re- called due to safety- and compliance-related technical measures.

224 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Number of work stoppages This metric is an additional disclosure based on SASB, TR-AU- 310a.2. The BMW Group discloses the number of work stop- pages (strikes and lockouts) that affected more than 1,000 em- ployees and lasted an entire shift or longer. The length of a shift varies depending on the type of shift and location, but usually co- vers the daily working hours of a full-time employee. If a trigger (e.g. a collective agreement negotiation) leads to several events at different times, this is evaluated as one work stoppage based on the same cause. O Other BMW Group employees This includes apprentices, dual students, interns, authors of the- ses, post-graduate students, scholarship holders, assistants, working students and (journalist) trainees. P Parental leave Parental leave is a period of absence from work granted to an employee of the BMW Group before and/or after the birth of a child or in the case of adoption, usually on the basis of national legal regulations. People on long-term sick leave BMW Group employees who are absent due to illness for an ex- tended period of time. According to the country-specific defini- tions, the employee is no longer counted as an employee of the BMW Group, but is expected to return to work after recovery. Percentage of all employees who have participated in regular performance and career development reviews The percentage of employees who have received an annual per- formance and career development assessment is calculated by dividing the number of annual performance and career develop- ment assessments conducted by the number of employees as at 31 December of the reporting year. The calculation broken down by gender is calculated in the same way. Gender identities are defined in line with the ESRS. Only the regular annual performance and career development assessment agreed with management and carried out by 31 December of the reporting year is counted. Every employee who has been employed by the BMW Group for at least six months during the assessment period and is present when this process is applied in the respective BMW Group company is entitled to it. If an individual has received two assessments, for example due to a change of position or an extraordinary interim assessment, only one per employee is taken into account. In the international environment, team as- sessments rather than individual assessments are common in the production sector. These are not included in the indicator. Percentage of employees in the European Economic Area (EEA) covered by employee representation The percentage is calculated as the number of employees who have employee representation, divided by the number of all em- ployees as at 31 December of the reporting year. Only employ- ees who work in a country in the European Economic Area (EEA) are considered. Reporting covers those EEA countries in which BMW Group has significant employment, defined as at least 50 employees by head count representing at least 10% of its total number of employees. Percentage of employees who are covered by an occupational health and safety management system All BMW Group locations have an occupational health and safety management system that is based on the globally applicable ISO 45001 standard and the internal regulations of the BMW Group’s occupational health and safety policy. Occupa- tional health and safety management systems are in place at all production sites and certified in accordance with this standard or OHRIS, which is based on ISO 45001. This means that 100% of BMW Group employees, other BMW Group employees and temporary agency workers in the BMW Group work at a location that has an occupational health and safety management system. The metric includes Spotlight Automotive Ltd. with a share of 100%. Percentage of safety and compliance problems investigated This metric is an additional disclosure based on SASB, TR-AU- 250a.2 (2). The percentage of investigated safety and compliance problems covers all technical problems in BMW Group vehicles that are recorded as safety and/or compli- ance-relevant in the internal problem management process. The data are recorded by defined sensors that continuously analyse relevant data from vehicles in series production and report any anomalies. The number of problems that were processed in the reporting year is compared with the total number of problems recorded in the reporting year. Percentage of vehicle models rated by NCAP programmes with an overall safety rating of 5 stars by region The metric is an additional figure based on SASB, TR-AU- 250a.1. The BMW Group reports the percentage of vehicle mod- els by region that have received an overall safety rating of 5 stars from NCAP programmes. The BMW Group focuses its reporting on Europe, China, the USA and Korea. The percentage is calcu- lated as the number of vehicle models rated by an NCAP pro- gramme with an overall rating of 5 stars divided by the total num- ber of vehicle models rated by an NCAP programme. The New Car Assessment Programmes (NCAP) are assessments of the safety level of a vehicle model by independent consumer protec- tion organisations. The ratings shown are valid until the end of the reporting year. The report lists models that will be produced until the end of the reporting year. Postgraduate students People with a temporary contract at a BMW Group company who are studying at a university and are working on their dissertation. Privacy by Design Privacy by Design is a concept that aims to integrate data pro- tection and privacy into the development of products, services and business processes from the very beginning. It is based on the assumption that data protection should not be seen as an afterthought, but as a fundamental element that must be built into all phases of the life cycle of a system or application.

225 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement R Raw materials supplier A raw materials supplier is an economic operator in the raw ma- terial supply chain. Raw materials supply chain All activities and processes in the raw material value chain up to the point at which a raw material is used as input to produce ma- terials, intermediate or final products. S Sabbatical BMW Group employees who use the option to take an employee- financed leave of absence for a specified period of time. Scholarship holders Persons with a temporary contract at a BMW Group company who either regularly gain practical experience in the same BMW Group company during their studies or who are completing a trainee programme. Share of employees with severe disabilities at BMW AG The share of severely disabled employees is a special feature of German legislation in accordance with Volume IX of the German Social Code (SGB IX) and is to be determined for BMW AG with all its German company locations and units. In accordance with legal requirements, the share of severely dis- abled employees is calculated from the ratio of the total number of jobs at BMW AG to the number of mandatory jobs filled and is expressed as a percentage. According to § 154 SGB IX, compa- nies with more than 20 jobs must staff at least 5% of them with severely disabled persons or persons with equivalent status. People with a degree of disability of at least 50% are considered severely disabled. Further information on the calculation can be found in the Ger- man legislation according to SGB IX. Exceptions to the total and compulsory jobs defined in SGB IX can be viewed at the employ- ment agency. Share of suppliers of production-related material with implemented or agreed preventive measures at the time of awarding The metric consists of two sub-indicators: — #1: Share of suppliers of production-related materials (di- rect suppliers) who had already implemented preventive measures at the time of awarding in the respective reporting year — #2: Share of suppliers of production-related materials (di- rect suppliers) with whom agreements on preventive measures have been made in the respective reporting year By signing a contract with the BMW Group, direct suppliers un- dertake to implement, expand or continue the necessary preven- tive or remediation and control measures by an agreed target date. The measures, which are queried, validated and evaluated as part of the procurement process using the Drive Sustainability online assessment, serve to minimise potential risks or to elimi- nate any deficiencies. For more details on the online assess- ment, see the metric ↗ Number of supplier locations assessed with self- assessment questionnaire. This online assessment, which is validated by an external service provider, is assessed in the BMW Group system with regard to the minimum requirements defined by the BMW Group for sup- plier sites along the entire global value chain. The metric is based on supplier sites that were awarded a contract in the reporting year. Each supplier's site is only counted once, regardless of the number of times its online assessment was revised during the reporting year. If all measures that fulfil the minimum requirements of the BMW Group have already been taken at a supplier site, the status is set to "green" and it is included in sub-indicator #1. If a supplier site and the purchasing department have agreed on a date for implementing the necessary preventive measures as part of the awarding process, the status is set to “yellow” and included in sub-indicator #2. The metric is based on GRI 308-1, 308-2, 414-1 and 414-2. The metric includes no information on the supply chain of the Chinese joint operation Spotlight Automotive Ltd., as the BMW Group does not have this information for the reporting year. The BMW Group supports Spotlight Automotive Ltd. with the implementation and further development of management approaches and reporting structures on due diligence obligations in the supply chain. Share of women in management positions The BMW Group's strategic goal for women in management po- sitions is both an absolute and a relative target according to ESRS and is calculated in line with ↗ Gender distribution at the management level in number and percentage.

226 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement T Temporary agency workers Temporary agency work is where a worker is employed by a tem- porary work agency, and then hired out to perform his/her work at and under the supervision and direction of the user company. There is considered to be no employment relationship between the temporary agency worker and the user company, although there could be legal obligations of the user company towards the temporary agency worker, especially with respect to health and safety. The relevant labour contract is of limited or unspecified duration with no guarantee of continuation. The user company pays fees to the agency, and the agency pays the wages. Total number of days idle This metric is an additional disclosure based on SASB, TR-AU- 310a.2. The BMW Group reports on the total number of idle days resulting from work stoppages (including strikes and lockouts). This metric is calculated by multiplying the number of employees affected by each work interruption by the duration of the respec- tive interruption in days, and then adding up these results. Turnover rate ↗ Number of employees who have left the BMW Group and rate of employee turnover W Women on maternity leave Maternity leave is a period of leave from work granted to an em- ployee of the BMW Group before and/or after the birth of a child or in the case of adoption, usually on the basis of national legal regulations. Working students People with a temporary contract working at a BMW Group com- pany during their studies for a contractually agreed, limited num- ber of hours.

227 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement GOVERNANCE INFORMATION P Political contributions In addition to financial benefits, political contributions include benefits in kind. The conversion of the respective benefit in kind is carried out as part of an equivalency calculation under the re- sponsibility of the department providing the benefit and, if appli- cable, the responsible divisional controlling department. The Purchasing division is also included above a materiality threshold of € 20,000. Political contributions are recorded by means of a Group-wide IT-supported enquiry. The feedback is analysed by the respon- sible office, checked for plausibility, and broken down by type of recipient. The reported metric includes all contributions above a materiality threshold of € 2,000 per recipient. The BMW Group made political contributions to the following re- cipient groups in the reporting year: — Dialogue events: sponsoring of political events for collabo- ration and exchange purposes — Collaborations: sponsoring of reciprocal businesses (for ad- vertising purposes) or lectures by representatives of the BMW Group T Training rate of high-risk functions in relation to anti- corruption The 30-minute Compliance Essentials online training course pri- marily teaches the basics of corruption prevention using explan- atory case studies and test questions. Information on the prohi- bition of corruption and bribery, including the prohibition of brib- ery of public officials and the prohibition of bribery and corrupti- bility in business dealings (active and passive), is presented us- ing specific examples. With regard to corruption and bribery, from the BMW Group's perspective, those employees who are engaged in indirect activ- ities are potentially particularly relevant from a risk perspective. Indirect activities include activities that do not primarily serve the manufacture of products. However, the group of people affected also includes senior employees from the direct areas, such as supervisors or “Meister” (master craftsmen). The rate is calcu- lated on the basis of the number of persons with a valid training certificate in relation to the number of persons assigned to com- plete the training.

228 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement LIST OF MATERIAL IMPACTS, RISKS AND OPPORTUNITIES Topic Material impacts, risks and opportunities Type Time horizon* Stage of the value chain ESRS/ Entity specific disclo- sures (ESD) Sub-sub-topic E1 By emitting greenhouse gas emissions worldwide through upstream processes, sourcing and procuring raw material, products and services for the produc- tion, development and offering of its own products and services (Scope 3, Upstream), the BMW Group contributes to climate change. Negative Impact Short term ESRS/ESD Climate change mitigation E1 The BMW Group emits greenhouse gas emissions (GHG) worldwide through processes in own operations (Scope 1 and 2) and thus contribute to climate change. Negative Impact Short term ESRS/ESD Climate change mitigation E1 By emitting greenhouse gas emissions worldwide through downstream processes, mainly through use of sold products (Scope 3 downstream), BMW Group contributes to climate change. Negative Impact Short term ESRS Climate change mitigation E1 Worldwide adaptation efforts by the BMW Group may require (disruptive) adjustments to the supply chain with negative effects on suppliers or local com- munities. Negative Impact Short term ESRS Climate change mitigation E1 Globally, the network of sales partners consumes energy - and thereby uses natural resources and contributes to climate change. Negative Impact Mid term ESRS Energy E1 Globally, the network of supplier locations consumes energy - and thereby uses natural resources and contributes to climate change. Negative Impact Short term ESRS/ESD Energy E1 By offering battery electric, hydrogen and plug-in hybrid electric vehicles, the BMW Group enables the society to more environmentally friendly alternatives to traditional combustion engines (use of electricity from renewable sources implied). Positive Impact Short term ESRS Climate change mitigation E1 Concluding power purchase agreements support the development of more renewable energy capacity and saving resources and emissions. Positive Impact Mid term ESRS Energy E1 Risk through increased competition in the field of electrified vehicles. Risk Short term ESRS Climate change mitigation E1 New or changing worldwide government regulation including carbon tax could require to adjust operations in the supply chain (increasing costs). Risk Mid term ESRS Climate change mitigation E1 Reputational risks can arise if the BMW Group fails to adhere to stakeholders expectations regarding the reduction of CO2e emissions in the supply chain. Risk Mid term ESRS/ESD Climate change mitigation E1 The currently very ambitious fleet legislation, which may become more stringent in some markets, can only be met with high additional marketing costs given weaker EV demand. Risk Mid term ESRS Climate change mitigation E1 New or changing worldwide government regulations on energy use could require to adjust operations in the supply chain. Risk Short term ESRS Energy E1 Risk of limitations in the use of certain energy sources due to regulatory restrictions, which may confine their application to specific sectors or require physi- cal delivery. As a result of these limitations some energy sources cannot be used for emission reduction measures. Risk Short term ESRS Energy E1 Catena-X provides standardized calculation methods and exchange formats for scope 3 upstream GHG emissions. This allows the BMW Group to report comparable emissions along the actual supply chain in order to better identify reduction potentials and to define targeted reduction measures with suppli- ers. Opportunity Mid term ESRS Climate change mitigation E1 Ambitiously reducing CO2e emissions (Scope 3 downstream, e.g. by high efficient combustion engines and production of BEVs/PHEVs) can increase the market share in the customer segment of environmentally conscious buyers. Opportunity Mid term ESRS Climate change mitigation

229 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Topic Material impacts, risks and opportunities Type Time horizon* Stage of the value chain ESRS/ Entity specific disclo- sures (ESD) Sub-sub-topic E2 Local pollution of water through unplanned discharges of polluting substances (e.g. leaks) at suppliers' production sites. Negative Impact Short term ESRS/ESD Pollution of water E2 Local pollution of soil through unplanned discharges of polluting substances (e.g. leaks) at suppliers' production sites. Negative Impact Short term ESRS/ESD Pollution of soil E2 Contamination with microplastics due to tyre wear particles. Negative Impact Short term ESRS Microplastics E2 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with pollution of water. Risk Short term ESRS/ESD Pollution of water E2 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with pollution of water. Risk Long term ESRS/ESD Pollution of water E2 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with pollution of soil. Risk Short term ESRS/ESD Pollution of soil E2 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with pollution of soil. Risk Short term ESRS/ESD Pollution of soil E3 Local water scarcity and threat to water supply due to high water intensity in production processes of suppliers and other preliminary products of BMW Group. Negative Impact Mid term ESRS/ESD Water consumption E3 Limiting the availability of water and/or harming the ecosystem through water withdrawals within the supply chain especially in areas of high-water stress. Negative Impact Mid term ESRS/ESD Water withdrawals E3 New or changing worldwide government regulations regarding water consumption could require to adjust operations and therefore increase dependencies and availability due to exclusion. Risk Mid term ESRS Water consumption E3 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with water, specifically water consumption. Risk Long term ESRS/ESD Water consumption E3 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with water, specifically water consumption. Risk Short term ESRS/ESD Water consumption E3 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with water, specifically water withdrawals. Risk Mid term ESRS/ESD Water withdrawals E4 Contribution to biodiversity loss through the direct exploitation and use of invasive resource extraction methods in the supply chain (clearing, building infra- structure around (deep sea) mining and producing sites). Negative Impact Mid term ESRS Direct exploitation E4 Usage of primary raw materials impacts nature and biodiversity in extraction areas (e.g. mining). Negative Impact Mid term ESRS Direct exploitation E4 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with direct impact drivers of biodiversity loss, specifically direct exploitation. Risk Mid term ESRS Direct exploitation E4 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with direct impact drivers of biodiversity loss, specifically direct exploitation. Risk Mid term ESRS Direct exploitation E4 Opportunities and financial benefits from increasing the supply chain resilience with respect to direct impact drivers of biodiversity loss, specifically direct exploitation, including independence from volatile markets or prevention of potentially supply-disrupting events. Opportunity Mid term ESRS Direct exploitation

230 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Topic Material impacts, risks and opportunities Type Time horizon* Stage of the value chain ESRS/ Entity specific disclo- sures (ESD) Sub-sub-topic E5 The use of non-renewable primary raw materials impacts worldwide depletion of natural resources as well as the nature and communities at the mining location. Negative Impact Mid term ESRS Resources inflows, including resource use E5 Waste management of the increasing amounts of hazardous waste at tier-1 supplier sides (e.g. batteries) and incorrect disposal in the supply chain, includ- ing e.g. battery and electronics production, imposes detrimental impacts of the environment and society. Negative Impact Short term ESRS/ESD Waste E5 Circular economy business models and products slow down the usage of natural and limited resources and reduce landscape and habitat disruption. Positive Impact Short term ESRS Resource outflows related to products and services E5 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with resources inflows, in- cluding resource use. Risk Mid term ESRS Resources inflows, including resource use E5 Non-compliance regarding the usage of non-regenerable resources due to increasingly stringent regulations could lead to liabilities, penalties, fines, repu- tational damage or the loss of licenses and permits for BMW Group. Risk Mid term ESRS Resources inflows, including resource use E5 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with resources inflows, including resource use. Risk Mid term ESRS Resources inflows, including resource use E5 New regulations could require BMW Group to design products which meet additional recyclability requirements (e.g. increased dismantling or restricting choice of certain materials) or incorporate recycled materials which may be in short supply, leading to increased product costs. Risk Mid term ESRS Resource outflows related to products and services E5 A product made without circular principles and with high embodied Carbon footprint of materials might lead to unfavourable market access, where regula- tory requirements exist (for e.g. EU battery and End of Life Vehicle regulations). Risk Mid term ESRS Resource outflows related to products and services E5 Financial opportunities and competitive advantages through innovation, research and development with respect to resources inflows, including resource use. Opportunity Mid term ESRS Resources inflows, including resource use E5 Opportunities and financial benefits from increasing the supply chain resilience by direct purchasing of raw materials. Opportunity Mid term ESRS Resources inflows, including resource use E5 Possible policy instruments which favour use of low carbon footprint materials (carbon pricing) or favour recycled content (e.g. US IRA) could make the products eligible for financial incentives. Opportunity Mid term ESRS Resource outflows related to products and services S1 Workplace accidents resulting in physical injury reduce an employee's ability to live a fulfilling life, or may in worst cases be fatal. Negative Impact Short term ESRS Health and safety

231 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Topic Material impacts, risks and opportunities Type Time horizon* Stage of the value chain ESRS/ Entity specific disclo- sures (ESD) Sub-sub-topic S1 Secure employment for own workers provides financial stability, contributing to mental health and well-being to employees worldwide. Positive Impact Short term ESRS Secure employment S1 Promoting social dialogue can foster satisfaction and cooperation among workers globally, as it provides employees with a platform and mechanism to voice their concerns and share their ideas. Positive Impact Short term ESRS/ESD Social dialogue S1 Emplaced preventive measures through health standards and offerings for the employees (e.g. sports offerings, health check-up) can improve the health and safety of the employees. Positive Impact Short term ESRS Health and safety S1 Increasing the proportion of women, particularly in management positions and including more women in networking activities, trainings, and mentoring programs in the own workforce are important measures to promote diversity and inclusion within the company. Positive Impact Short term ESRS Gender equality and equal pay for work of equal value S1 Training and skill development of employees worldwide enhances qualification, allows for professional growth and continued employability. Positive Impact Short term ESRS/ESD Training and skills development S1 Diversity measures (in the dimensions gender, age and experience, cultural background, sexual orientation and identity, physical and mental ability) lead to a more diverse and inclusive work place and more integration worldwide. Positive Impact Mid term ESRS/ESD Diversity S2 Inadequate working time impacts workers’ income, well-being and living conditions at tier-1 supplier locations. Negative Impact Long term ESRS/ESD Working time S2 The non-existence of works councils and consultation impacts workers rights at n-tier suppliers - especially when supplier locations are based in countries where such rights may be restricted in law and/or practice. Negative Impact Mid term ESRS/ESD Freedom of association, including the existence of work councils S2 The non-existence of works councils and consultation impacts workers rights at tier-1 suppliers - especially when supplier locations are based in countries where such rights may be restricted in law and/or practice. Negative Impact Mid term ESRS/ESD Freedom of association, including the existence of work councils S2 Workplace accidents at tier-1 supplier locations resulting in physical injury reduces an employee ability to live a fulfilling life, or may in worst cases be fatal. Negative Impact Short term ESRS/ESD Health and safety S2 The tier-1 suppliers' workplace conditions (incl. exposure to hazardous substances and excessive noise), may contribute to the development of chronic diseases and impairments among employees worldwide, e.g. inadequate ergonomic considerations in the workstations. Negative Impact Mid term ESRS/ESD Health and safety S2 Workplace accidents at n-tier supplier locations (exploitation of raw materials) resulting in physical injury reduces an employee ability to live a fulfilling life, or may in worst cases be fatal. Negative Impact Short term ESRS/ESD Health and safety S2 The n-tier suppliers' workplace conditions (incl. exposure to hazardous substances and excessive noise), may contribute to the development of chronic diseases and impairments among employees worldwide, e.g. inadequate ergonomic considerations in the workstations. Negative Impact Long term ESRS/ESD Health and safety S2 Violence, harassment (incl. inhumane treatment) and discrimination at the workplace affect the living and working conditions for employees at supplier locations (tier-1). Negative Impact Short term ESRS/ESD Measures against vio- lence and harassment in the workplace S2 The use of child labour at n-tier supplier locations deprives children of education and a normal childhood, perpetuates poverty and inequality, and increases the likelihood of physical and emotional abuse. Negative Impact Short term ESRS/ESD Child labour

232 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Topic Material impacts, risks and opportunities Type Time horizon* Stage of the value chain ESRS/ Entity specific disclo- sures (ESD) Sub-sub-topic S2 Lack of free choice of employment affects living and working conditions of workers at tier-1 supplier locations worldwide. Negative Impact Short term ESRS/ESD Forced labour S2 Lack of free choice of employment affects living and working conditions of workers at n-tier supplier locations worldwide. Negative Impact Short term ESRS/ESD Forced labour S2 Providing training and capacity building impact the skills and capabilities of the workers at suppliers' locations. Positive Impact Mid term ESRS Training and skills development S2 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with working conditions, specifically working time. Risk Short term ESRS/ESD Working time S2 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with working conditions, specifically working time. Risk Short term ESRS/ESD Working time S2 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with working conditions, specifically freedom of association, including the existence of work councils. Risk Short term ESRS/ESD Freedom of association, including the existence of work councils S2 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with working conditions, specifically freedom of association, including the existence of work councils. Risk Short term ESRS/ESD Freedom of association, including the existence of work councils S2 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with working conditions, specifically health and safety. Risk Short term ESRS/ESD Health and safety S2 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with working conditions, specifically health and safety. Risk Short term ESRS/ESD Health and safety S2 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with working conditions, specifically health and safety. Risk Short term ESRS/ESD Health and safety S2 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with working conditions, specifically health and safety. Risk Short term ESRS/ESD Health and safety S2 Risk and financial effect due to reputational damage to BMW Group's brand value with respect to controversies in connection with other work-related rights, specifically forced labour. Risk Short term ESRS/ESD Forced labour S2 Risk of supply chain shortages and delays in the BMW Group's supply chain in connection with other work-related rights, specifically forced labour. Risk Short term ESRS/ESD Forced labour S4 The IT infrastructure used in the BMW Group could negatively impact personal data security, e.g., through fraudulent use of personal data. Negative Impact Mid term ESRS Privacy S4 By not providing transparency about data privacy practices (such as data collection, storage, use of customer data) and how consumers can protect their data, customers could be prevented from making informed decisions and protecting their sensitive data. Negative Impact Mid term ESRS Privacy S4 Information related to health & safety ensures that consumers can properly follow product and service instructions to safeguard their wellbeing. Positive Impact Mid term ESRS Access to (quality) information

233 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Topic Material impacts, risks and opportunities Type Time horizon* Stage of the value chain ESRS/ Entity specific disclo- sures (ESD) Sub-sub-topic S4 Access to information allows consumers to make informed decisions about products and services – both in terms of performance and durability of products as well as for proper handling, such as environmental impacts during the use phase and end-of-life. Positive Impact Mid term ESRS Access to (quality) information S4 The BMW Group’s product portfolio can contribute to reduce risks to the health and safety of end-users, e.g. through security systems for drivers and other road users. Positive Impact Mid term ESRS/ESD Health and safety S4 BMW Group has a positive impact on health and safety of children when important security information and installations guidelines are made available to the public. Positive Impact Mid term ESRS Protection of children S4 Reputational risk in the event ofregular or extremely harmful accidents and risks caused by BMW Group products and services. Risk Long term ESRS/ESD Health and safety S4 Reputational risk in case of incidents concerning personal data security of consumers and end-users. Risk Mid term ESRS Privacy S4 Increase of satisfaction, loyalty, and trust of existing customers through well informed decisions and satisfaction with their purchase. Opportunity Mid term ESRS Access to (quality) information G1 Having a clear selection and communication of core values and beliefs for employees (e.g. the BMW Group Code of Conduct) and trainings in place avoids negative environmental and social behaviour and strengthens the individual sense of responsibility of the employees, especially with regard to corruption prevention. Positive Impact Mid term ESRS Prevention and detection including training G1 Participation in political decision-making in an extensive manner leads to reputational damage and negative publicity. Risk Mid term ESRS Political engagement Upstream material Own Operations material Downstream material * The specified time horizon indicates when the material impacts, risks and opportunities can be expected for the first time.

234 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement LIST OF PHASED-IN DISCLOSURE REQUIREMENTS ESRS Disclosure Requirement Full name of the Disclosure Requirement Complete/ partial use ESRS 2 SBM-1 paragraph 40b Breakdown of total revenue by significant ESRS sector Complete use ESRS 2 SBM-1 paragraph 40c List of additional significant ESRS sectors Complete use ESRS 2 SBM-1 paragraph 40e Anticipated financial effects Complete use ESRS E1 E1-9 Anticipated financial effects from material physical and transition risks and potential climate-related opportunities Complete use ESRS E2 E2-6 Anticipated financial effects from pollution-related impacts, risks and opportunities Complete use ESRS E3 E3-5 Anticipated financial effects from water and marine resources-related impacts, risks and opportunities Complete use ESRS E4 E4-6 Anticipated financial effects from biodiversity and ecosystem-related impacts, risks and opportunities Complete use ESRS E5 E5-6 Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities Complete use ESRS S1 S1-7 Characteristics of nonemployee workers in the undertaking’s own workforce Complete phase-in for KPI, qualitative information as early as reporting year 2024. ESRS S1 S1-11 Social protection Complete use ESRS S1 S1-13 Training and skills development Partial use for “breakdown by gender” ESRS S1 S1-14 Health and safety Partial use for “Work-related illnesses and the number of days lost due to work-related accidents and due to work-related fatalities, injuries and illnesses” LIST OF DATAPOINTS THAT DERIVE FROM OTHER EU LEGISLATION Disclosure Requirement and related datapoint Material / Not material Location ESRS 2 GOV-1 (ESRS 2.21 (d)) Board's gender diversity Material ↗ Supervisory Board – Componsation, diversity, expertise ↗ Board of Management - Duties, diversity, expertise ESRS 2 GOV-1 (ESRS 2.21 (e)) Percentage of board members who are independent Material ↗ Supervisory Board – Componsation, diversity, expertise ESRS 2 GOV-4 (ESRS 2.30) Statement on due diligence Material ↗ Statement on Due Diligence ESRS 2 SBM-1 (ESRS 2.40 (d) i) Involvement in activities related to fossil fuel activities Not material ESRS 2 SBM-1 (ESRS 2.40 (d) ii) Involvement in activities related to chemical production Not material ESRS 2 SBM-1 (ESRS 2.40 (d) iii) Involvement in activities related to controversial weapons Not material ESRS 2 SBM-1 (ESRS 2.40 (d) iv) Involvement in activities related to cultivation and production of tobacco Not material ESRS E1-1.14 Transition plan to reach climate neutrality by 2050 Material ↗ Transition plan to achieve Net Zero emissions by 2050 ESRS E1-1.16 (g) Undertakings excluded from Paris-aligned Benchmarks

235 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Disclosure Requirement and related datapoint Material / Not material Location ESRS E1-4.34 GHG emission reduction targets Material ↗ Path to achieving the CO2e reduction targets in 2030 ESRS E1-5.38 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) Material ↗ Efficiency measures and energy mix ESRS E1-5.37 Energy consumption and mix Material ↗ Efficiency measures and energy mix ESRS E1-5.40-43 Energy intensity associated with activities in high climate impact sectors Material ↗ Efficiency measures and energy mix ESRS E1-6.44 Gross Scope 1, 2, 3 and Total GHG emissions Material ↗ Greenhouse gas emissions along the entire value chain ESRS E1-6.53-55 Gross GHG emissions intensity Material ↗ Greenhouse gas emissions along the entire value chain ESRS E1-7.56 GHG removals and carbon credits Material ↗ Preparing for Net Zero ESRS E1-9.66 Exposure of the benchmark portfolio to climate-related physical risks no application 2024 ESRS E1-9.66(a) Disaggregation of monetary amounts by acute and chronic physical risk no application 2024 ESRS E1-9.66 (c) Location of significant assets at material physical risk no application 2024 ESRS E1-9.67(c) Breakdown of the carrying value of its real estate assets by energy-efficiency classes no application 2024 ESRS E1-9.69 Degree of exposure of the portfolio to climate- related opportunities no application 2024 ESRS E2-4.28 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil Not material ESRS E3-1.9 Water and marine resources Material ↗ Due Diligence in the supplier network ↗ Responsible raw material management ESRS E3-1.13 Dedicated policy Material ↗ Water management and water protection ESRS E3-1.14 Sustainable oceans and seas Not material ESRS E3-4.28(c) Total water recycled and reused Material ↗ Measures to reduce water usage ESRS E3-4.29 Total water consumption in m3 per net revenue on own operations Material ↗ Measures to reduce water usage ESRS 2- IRO 1 - E4.16(a)i Material ↗ Commitment to protecting Biodiversity ESRS 2- IRO 1 - E4.16(b) Material ↗ Commitment to protecting Biodiversity ESRS 2- IRO 1 - E4.16(c) Material ↗ Commitment to protecting Biodiversity ESRS E4-2.24(b) Sustainable land / agriculture practices or policies Not material ESRS E4-2.24(c) Sustainable oceans / seas practices or policies Not material ESRS E4-2.24(d) Policies to address deforestation Material ↗ Measures to protect biodiversity ESRS E5-5.37(d) Non-recycled waste Not material ESRS E5-5.39 Hazardous waste and radioactive waste Not material ESRS 2- SBM3 - S1.14(f) Risk of incidents of forced labour Material ESRS 2- SBM3 - S1.14(g) Risk of incidents of child labour Material ESRS S1-1.20 Human rights policy commitments Material ↗ Basis for action

236 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Disclosure Requirement and related datapoint Material / Not material Location ESRS S1-1.21 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8 Material ↗ Basis for action ESRS S1-1.22 Processes and measures for preventing trafficking in human beings Material ↗ Basis for action ESRS S1-1.23 Workplace accident prevention policy or management system Material ↗ Occupational health and safety management ESRS S1-3.32(c) Grievance/complaints handling mechanisms Material ↗ Basis for action ESRS S1-14.88(b)&(c) Number of fatalities and number and rate of work-related accidents Material ↗ Accident frequency ESRS S1-14.88(e) Number of days lost to injuries, accidents, fatalities or illness no application 2024 ESRS S1-16.97(a) Unadjusted gender pay gap Material ↗ Equal opportunities and equal pay for equal work ESRS S1-16.97(b) Excessive CEO pay ratio Not material ESRS S1-17.103(a) Incidents of discrimination Not material ESRS S1-17.104(a) Non-respect of UNGPs on Business and Human Rights and OECD Not material ESRS 2- SBM3 – S2.11(b) Significant risk of child labour or forced labour in the value chain Material ↗ Social and Environmental Responsibility in the Supplier Network ESRS S2-1.17 Human rights policy commitments Material ↗ Due Diligence in the supplier network ESRS S2-1.18 Policies related to value chain workers Material ↗ Due Diligence in the supplier network ESRS S2-1.19 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines Material ↗ Due Diligence in the supplier network ESRS S2-1.19 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8 Material ↗ Due Diligence in the supplier network ESRS S2-4.36 Human rights issues and incidents connected to its upstream and downstream value chain Material ↗ Complaints procedure ESRS S3-1.16 Human rights policy commitments Not material ESRS S3-1.17 Non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelines Not material ↗ Commitment to protecting Biodiversity ESRS S3-4.36 Human rights issues and incidents Not material ESRS S4-1.16 Policies related to consumers and end-users Material ↗ Characteristics of consumers and end-users ESRS S4-1.17 Non-respect of UNGPs on Business and Human Rights and OECD guidelines Material ↗ Characteristics of consumers and end-users ESRS S4-4.35 Human rights issues and incidents Material ↗ Characteristics of consumers and end-users ESRS G1-1.10 (b) United Nations Convention against Corruption Material ↗ Communicating internal regulations ESRS G1-1.10(d) Protection of whistle blowers Not material ESRS G1-4.24(a) Fines for violation of anticorruption and anti-bribery laws Not material ESRS G1-4.24(b) Standards of anti- corruption and anti- bribery Not material

237 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement ESRS-INDEX In the ESRS index, references to the general part of the Management Report or the Group Financial Statements are denoted with the symbol ». All other references refer to the Sustainability Statement. Mandatory discosures pursuant to ESRS BMW Group Report 2024 General information BP-1 – General basis for preparation of sustainability statements ↗ General Basis for Preparation of the Sustainability Statement BP-2 – Disclosures in relation to specific circumstances ↗ General Basis for Preparation of the Sustainability Statement ↗ Glossary and Explanation of Key Figures GOV-1 – The role of the administrative, management and supervisory bodies ↗ Supervisory Board - Composition, diversity, expertise ↗ Supervisory Board - Duties and committees ↗ Board of Management - Duties, diversity, expertise GOV-2 – Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies ↗ Supervisory Board - Duties and committees ↗ Board of Management - Duties, diversity, expertise GOV-3 - Integration of sustainability-related performance in incentive schemes ↗ Remuneration of the Board of Management and Supervisory Board GOV-4 - Statement on due diligence ↗ Statement on Due Diligence GOV-5 - Risk management and internal controls over sustainability reporting ↗ Internal Control System for Sustainability Reporting » Internal Control System SBM-1.40a) i. – Significant groups of products and services ↗ Operating segments » Segments » Strategic approach – Where is the BMW Group heading? » Course of Business and Segments SBM-1.40a) ii. – Significant markets and customer groups ↗ Operating segments » Segments SBM-1.40a) iii. – Number of employees by geographic region ↗ Own workforce characteristics SBM-1.40e)-g) – Disclosure on sustainability-related strategy and goals ↗ Strategic position - Sustainability-related goals ↗ Description of material impacts, risks and opportunities and their link to strategy and business model ↗ Climate change Mitigation and Adoption ↗ Circular Economy and Resource Use » The BMW Group Strategy SBM-1.42a) – Inputs ↗ Business model and value chain » The BMW Group Strategy » Production Network » Purchasing and Supplier Network SBM-1.42b) – Outputs ↗ Business model and value chain » The BMW Group Strategy » Production Network » Purchasing and Supplier Network » Course of Business and Segments » Earnings Performance of the BMW Group

238 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 SBM-1.42c) – Main features of the upstream and downstream value chain and the undertakings position in the value chain ↗ Business model and value chain ↗ Measures for the responsible use of resources » Organisation and Business Model » The BMW Group Strategy » Production Network » Purchasing and Supplier Network SBM-2 – Interests and views of stakeholders ↗ Stakeholder Engagement SBM-3.48a – Descriptions of material impacts, risks and opportunities ↗ Description of material impacts, risks and opportunities and their link to strategy and business model ↗ List of material Impacts, Risks and Opportunities SBM-3.48b - Effects of material impacts, risks and opportunities on business model, value chain, strategy and decision-making ↗ Description of material impacts, risks and opportunities and their link to strategy and business model » Environmental Analysis » Position – What does the BMW Group stand for? » Direction – What drives the BMW Group? » Strategic approach – Where is the BMW Group heading? » Collaboration – How does the BMW Group achieve this? SBM-3.48c -Impacts - Effects on people, environment, time horizons and their connection to strategy, business model and business relationships ↗ Description of material impacts, risks and opportunities and their link to strategy and business model ↗ List of material Impacts, Risks and Opportunities » Position - What does the BMW Group stand for? » Strategic approach – Where is the BMW Group heading? » Collaboration – How does the BMW Group achieve this? SBM-3.48d – Current financial effects of material risks and opportunities ↗ Current financial effects of material risks and opportunities » Earnings Performance of the BMW Group SBM-3.48f – Resilience of strategy and business model » Environmental Analysis » Expanding resilient supply chains » Risk management in purchasing » Purchasing battery cells » Digitalisation in the supply chain SBM-3.48g – Changes to material impacts, risks and opportunities compared to the previous reporting period ↗ Description of material impacts, risks and opportunities and their link to strategy and business model SBM-3.48h – Impacts, risks and opportunities that are covered by entity-specific disclosures ↗ List of material Impacts, Risks and Opportunities IRO-1 - Description of the processes to identify and assess material impacts, risks and opportunities ↗ Procedure and methodological basis for the materiality assessment ↗ Comparison with previous period and next review of results IRO-2 – Disclosure requirements in ESRS covered by the undertaking’s sustainability statement ↗ Procedure and methodological basis for the materiality assessment ↗ List of Datapoints that derive from other EU Legislation ↗ ESRS-Index ESRS E1 – Climate change Disclosure requirement related to ESRS 2 GOV-3 Integration of sustainability-related performance in incentive schemes ↗ Remuneration of the Board of Management and Supervisory Board E1-1 – Transition plan for climate change mitigation ↗ Transition plan to achieve Net Zero emissions by 2050

239 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 Disclosure Requirement related to ESRS 2 SBM-3 – Material impacts, risks and opportunities and their interaction with strategy and business model ↗ Climate-related impacts ↗ Procedure and methodological basis for climate-related risks and opportunities ↗ Physical climate risks ↗ Transitory climate risks and opportunities ↗ Climate resilience of the business model Disclosure requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material climate-related impacts, risks and opportunities ↗ Physical climate risks ↗ Procedure and methodological basis for climate-related risks and opportunities ↗ Physical climate risks ↗ Transitory climate risks and opportunities E1-2 – Policies related to climate change mitigation and adaptation ↗ Climate change mitigation and adaptation as a key part of the corporate strategy E1-3 – Actions and resources in relation to climate change policies ↗ Implemented actions and metrics for a holistic approach to CO2e reduction E1-4 – Targets related to climate change mitigation and adaptation ↗ Transition plan to achieve Net Zero Emissions by 2050 E1-5 – Energy consumption and mix ↗ Efficiency measures and energy mix E1-6 – Gross Scopes 1, 2, 3 and Total GHG emissions ↗ Greenhouse gas emissions along the entire value chain ↗ Other Environmental Information E1-7 – GHG removals and GHG mitigation projects financed through carbon credits ↗ Preparing for Net Zero E1-8 – Internal carbon pricing ↗ Use of an internal carbon price to assess vehicle projects E1-9 – Anticipated financial effects from material physical and transition risks and potential climate-related opportunities n. a./phase-in ESRS E2 – Pollution Disclosure Requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material pollution-related impacts, risks and opportunities ↗ Impact, risks and opportunities in relation to environmental pollution ↗ Stakeholder Engagement E2-1 – Policies related to pollution ↗ Reduction of Environmental Pollution ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E2-2 – Actions and resources related to pollution ↗ Reduction of Environmental Pollution ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E2-3 – Targets related to pollution ↗ Reduction of Environmental Pollution ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E2-4 – Pollution of air, water and soil ↗ Reduction of Environmental Pollution E2-6 – Anticipated financial effects from pollution-related impacts, risks and opportunities n. a./phase-in

240 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 ESRS E3 – Water and marine resources Disclosure Requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material water and marine resources-related impacts, risks and opportunities ↗ Water-related impacts, risks and opportunities ↗ Stakeholder Engagement E3-1 – Policies related to water and marine resources ↗ Water management and water protection ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E3-2 – Actions and resources related to water and marine resources policies ↗ Measures to reduce water usage ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E3-3 – Targets related to water and marine resources ↗ Water consumption in production reduced again ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E3-4 – Water consumption ↗ Measures to reduce water usage E3-5 – Anticipated financial effects from water and marine resources-related risks and opportunities n. a./phase-in ESRS E4 – Biodiversity and ecosystems Disclosure Requirement related to ESRS 2 SBM-3 – Material impacts, risks and opportunities and their interaction with strategy and business model ↗ Comittment to protecting Biodiversity Disclosure Requirement related to ESRS 2 IRO-1 Description of processes to identify and assess material biodiversity and ecosystem-related impacts, risks and opportunities ↗ Procedure and methodological basis for the materiality assessment ↗ Stakeholder Engagement ↗ Commitment to protecting Biodiversity E4-1 – Transition plan and consideration of biodiversity and ecosystems in strategy and business model ↗ Resilience analysis E4-2 – Policies related to biodiversity and ecosystems ↗ Great importance of intact ecosystems ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E4-3 – Actions and resources related to biodiversity and ecosystems ↗ Measures to protect biodiversity ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E4-4 – Targets related to biodiversity and ecosystems ↗ Holistic approach to sustainability targets E4-6 – Anticipated financial effects from biodiversity and ecosystem-related risks and opportunities n. a./phase-in

241 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 ESRS E5 – Resource use and circular economy Disclosure Requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities ↗ Procedure and methodological basis for the materiality assessment ↗ Stakeholder Engagement E5-1 – Policies related to resource use and circular economy ↗ Holistic approach for the transition to a circular economy ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management » Raw materials security and strategy E5-2 – Actions and resources related to resource use and circular economy ↗ Measures for the responsible use of resources ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E5-3 – Targets related to resource use and circular economy ↗ Milestones along the road to the circular economy ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management E5-4 – Resource inflows ↗ Measures for the responsible use of resources E5-5 – Resource outflows ↗ Measures for the responsible use of resources E5-6 – Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities n. a./phase-in ESRS S1 – Own workforce Disclosure Requirement related to ESRS 2 SBM-2 – Interests and views of stakeholders ↗ Stakeholder Engagement Disclosure Requirement related to ESRS 2 SBM-3 – Material impacts, risks and opportunities and their interaction with strategy and business model ↗ Description of material impacts, risks and opportunities and their link to strategy and business model S1-1 – Policies related to own workforce ↗ Basis for action ↗ Operational collaboration model ↗ Occupational health and safety management ↗ Occupational safety along the value chain ↗ Promoting diversity S1-2 – Processes for engaging with own workers and workers’ representatives about impacts ↗ Basis for action ↗ Central participation opportunities ↗ Involvement of employees in change processes ↗ Operational collaboration model ↗ Just Transition - Developing expertise for the future ↗ Promoting diversity S1-3.32, 34 – Procedures for improving negative impacts and channels through which the company's workforce can raise concerns ↗ Basis for action ↗ Promoting diversity S1-3.33 – Procedures for improving negative impacts and channels through which the company's workforce can raise concerns » Compliance and notification systems

242 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 S1-4 – Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions ↗ Attractive employment conditions ↗ Long-term strategic personnel resources planning ↗ Central participation opportunities ↗ Just Transition - Developing expertise for the future ↗ Leadership qualification ↗ Attract and develop talent ↗ Health management on a holistic basis ↗ Prevention and care ↗ Qualification ↗ Occupational health and safety management ↗ Occupational safety along the value chain ↗ Comprehensive preventive measures in occupational health and safety ↗ Promoting diversity ↗ Breakdown by age and gender ↗ Equal opportunities and equal pay for equal work S1-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities ↗ Overview of targets related to social sustainability matters ↗ Attractive employment conditions ↗ Just Transition - Developing expertise for the future ↗ Breakdown by age and gender S1-6 – Characteristics of the undertaking’s employees ↗ Own workforce characteristics S1-7 – Characteristics of non-employee workers in the undertaking’s own workforce ↗ Own workforce characteristics S1-8 – Collective bargaining coverage and social dialogue ↗ Operational collaboration model S1-9 – Diversity metrics ↗ Breakdown by age and gender S1-11 – Social protection n. a./phase-in S1-13 – Training and skills development metrics ↗ Just Transition - Developing expertise for the future ↗ Performance management S1-14 – Health and safety metrics ↗ Occupational health and safety management ↗ Accident frequency S1-16 – Compensation metrics (pay gap and total compensation) ↗ Equal opportunities and equal pay for equal work ESRS S2 – Workers in the value chain Disclosure Requirement related to ESRS 2 SBM-2 – Interests and views of stakeholders ↗ Stakeholder Engagement Disclosure Requirement related to ESRS 2 SBM-3 – Material impacts, risks and opportunities and their interaction of with strategy and business model ↗ Material Impacts, Risks and Opportunities and their Interaction with Strategy and Business Model ↗ Social and Environmental Responsibility in the Supplier Network S2-1.16-17 – Human rights policy commitments relevant to value chain workers ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management » Raw materials security and strategy S2-1.18 - Human rights policy commitments relevant to value chain workers ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network

243 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 S2-1.19 - Human rights policy commitments relevant to value chain workers ↗ Due Diligence in the supplier network S2-2 – Processes for engaging with value chain workers about impacts ↗ Social and Environmental Responsibility in the Supplier Network ↗ Risk analysis and control mechanisms ↗ Responsible raw material management S2-3.27-28 – Processes for improving negative impacts and channels through which workers in the value chain can raise concerns ↗ Due Diligence in the supplier network ↗ Responsible raw material management » Compliance and notification systems S2-4 – Taking Action on material impacts, and approaches to mitigating material risks and pursuing material opportunities related to value chain workers, and effectiveness of those actions and approaches ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management S2-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities ↗ Social and Environmental Responsibility in the Supplier Network ↗ Due Diligence in the supplier network ↗ Responsible raw material management ESRS S4 – Consumers and end-users Disclosure Requirement related to ESRS 2 SBM-2 – Interests and views of stakeholders ↗ Stakeholder Engagement Disclosure Requirement related to ESRS 2 SBM-3 – Material impacts, risks and opportunities and their interaction with strategy and business model ↗ Description of material impacts, risks and opportunities and their link to strategy and business model ↗ Basis for action ↗ Characterisitics of consumers and end-users ↗ The BMW Group always focuses on the customer ↗ Analysing market trends and brand perception ↗ Ensuring customer satisfaction ↗ Access to quality information ↗ Dealing with the opportunities and risks associated with digitalisation ↗ Organisation of and approach to preventing the misuse of data ↗ Safety concepts for BMW Group vehicles ↗ Raising awareness of safe driving ↗ Exclusion of problematic substances » Compliance and notification systems S4-1.15-17 –Policies on consumer and end-user engangement ↗ Basis for action ↗ The BMW Group always focuses on the customer ↗ Customer data protection ↗ Organisation of and approach to preventing the misuse of data ↗ Protecting vehicle data ↗ Product quality and product safety standards S4-1.16b) – Policies on consumer and end-user engangement » Compliance and notification systems S4-2 – Processes for engaging with consumers and end-users about impacts ↗ Analysing market trends and brand perception ↗ Ensuring customer satisfaction

244 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 S4-3 – Processes to remediate negative impacts and channels for consumers and end-users to raise concerns ↗ Solutions-focused customer service ↗ Access to quality information ↗ Ongoing optimisation of access to information ↗ Making sustainability transparent ↗ Customer data protection ↗ Dealing with the opportunities and risks associated with digitalisation ↗ Organisation of and approach to preventing the misuse of data ↗ Protecting vehicle data ↗ Product quality and product safety standards ↗ Safety concepts for BMW Group vehicles ↗ Exclusion of problematic substances S4-4 – Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end- users, and effectiveness of those actions ↗ Ensuring customer satisfaction ↗ Access to quality information ↗ Ongoing optimisation of access to information ↗ Organisation of and approach to preventing the misuse of data ↗ Safety concepts for BMW Group vehicles S4-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities ↗ Ongoing optimisation of access to information ↗ Dealing with the opportunities and risks associated with digitalisation ↗ Safety concepts for BMW Group vehicles ↗ Safeguarding quality standards ESRS G1 – Business conduct Disclosure Requirement related to ESRS 2 GOV-1 – The role of the administrative, supervisory and management bodies ↗ Supervisory Board - Composition, diversity, expertise ↗ Supervisory Board - Duties and committees ↗ Board of Management - Duties, diversity, expertise Disclosure Requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material impacts, risks and opportunities ↗ Procedure and methodological basis for the materiality assessment G1-1.9 – Policies for establishing, developing and promoting Corporate Governance and Corporate Culture ↗ Preventing, detecting and combating corruption and bribery ↗ Avoiding conflicts of interest in compliance investigations ↗ Reporting on compliance investigations G1-1.10 – Policies for establishing, developing and promoting Corporate Governance and Corporate Culture ↗ Communicating internal regulations ↗ Training on governance matters ↗ Scope of training on anti-corruption ↗ Training rate of high-risk functions in relation to anti-corruption » Compliance and notification systems G1-3.18a) – Procedures to prevent and detect corruption and bribery ↗ Preventing, detecting and combating corruption and bribery » Compliance as a corporate function » Compliance Management System (CMS) » Compliance and notification systems » CMS monitoring and controls G1-3.18b) – Procedures to prevent and detect corruption and bribery ↗ Avoiding conflicts of interest in compliance investigations G1-3.18c) – Procedures to prevent and detect corruption and bribery ↗ Reporting on compliance investigations

245 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Sustainability Statement Mandatory discosures pursuant to ESRS BMW Group Report 2024 G1-3.20 – Procedures to prevent and detect corruption and bribery ↗ Communicating internal regulations G1-3.21a) – Procedures to prevent and detect corruption and bribery ↗ Scope of training on anti-corruption G1-3.21b) – Procedures to prevent and detect corruption and bribery ↗ Training rate of high-risk functions in relation to anti-corruption G1-3.21c) – Procedures to prevent and detect corruption and bribery ↗ Scope of anti-corruption training for the Board of Management and Supervisory Board G1-5 – Political influence and lobbying activities ↗ Supervision of lobbying activities ↗ BMW Group positions and lobbying activities ↗ Political contributions ↗ Positions in public administration ↗ Transparency registers entries

246 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System I N T E R N A L C O N T R O L S Y S T E M , R I S K S A N D O P P O R T U N I T I E S , C O M P L I A N C E 246 Appropriateness and Effectiveness of the Internal Control System and Risk Management System 247 Internal Control System 248 Risks and Opportunities 257 Compliance APPROPRIATENESS AND EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEM AND RISK MANAGEMENT SYSTEM * The BMW Group complies with recommendation A.5 of the Ger- man Corporate Governance Code and accordingly provided its statement in accordance with § 161 of the Stock Corporation Act ↗ www.bmwgroup.com/ in December 2024 on the following basis: The BMW Group has set up an Internal control system and a risk management system in accordance with the German Corporate Governance Code. The Internal control system includes all the principles, instruc- tions and measures introduced by the Board of Management to ensure: — the effectiveness and efficiency of business operations — the propriety of accounting and financial reporting — compliance with the statutory regulations relevant to the BMW Group The BMW Group’s Internal control system comprises the follow- ing: the Internal control system for accounting and financial re- porting, the Internal control system for reporting non-financial key figures ↗ Internal Control System (ICS in the narrower sense), the Compliance Management System ↗ Compliance Management System (CMS) and the Corporate Audit Function (IAF). The Risk Management System (RMS) comprises the entire set of organisational rules and measures in place to identify, assess, manage and communicate risks, including system monitoring ↗ Risk and Opportunity Management. The ICS (in the narrower sense), the RMS and the CMS are au- dited independently on a risk-oriented basis by Corporate Audit as part of the “Three Lines” model, with all systems intercon- nected by overarching structural elements. Internal Audit’s find- ings are reported to the Board of Management and the Supervi- sory Board on a regular basis. The design and implementation of the Internal control system and the Risk management system take into account the size, structure and complexity of the BMW Group in particular. These systems are intended to detect, manage and mitigate material risks. However, despite the comprehensive analysis of risks in general, any Control and Risk management system has inherent limitations. For this reason, the occurrence of risks cannot be ruled out in all circumstances. Taking this into account, the Board of Management is not aware of any circumstances that give rise to doubts regarding the ap- propriateness and effectiveness of the systems. In particular, no material cases of non-compliance or systemic weakness were identified that preclude such appropriateness and effectiveness. * The information provided in this section is extraneous to management reports which are not cov- ered by PwC’s audit. INTERNAL CONTROL SYSTEM, RISKS AND OPPORTUNITIES, COMPLIANCE

247 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System INTERNAL CONTROL SYSTEM 1 » The Internal Control System2 (ICS in the narrower sense) is part of the BMW Group’s overall system of internal governance and based on a set of measures and control activities that are inte- grated in processes and organisational structures. Its purpose is to ensure the accuracy of external financial and non-financial re- porting. The requirements for the design and structure of ICS procedures incorporated in accounting and financial reporting processes as well as those used to generate non-financial infor- mation are defined on a Group-wide basis. Non-financial infor- mation comprises information from sustainability reporting as well as other non-financial information. The BMW Group’s ICS for financial reporting has the task of en- suring that significant accounting and financial reporting pro- cesses are both accurate and reliable. The ICS for non-financial reporting focuses on the further development of data collection processes and reporting processes for non-financial perfor- mance indicators. As such, the ICS for non-financial reporting es- sentially covers the risks relating to sustainability reporting. Sus- tainability risks are reflected and managed in the BMW Group’s risk management. The ICS is based on the “three lines” model, including a clear def- inition of how the various functions are required to interact with one another in order to manage risks. As a component of the second line, the ICS serves as the link between the operating units (first line) and Corporate Audit (third line). An appropriate and effective ICS aims to safeguard external fi- nancial and non-financial reporting. The design of the BMW Group’s Internal Control System is based on internationally recognised standards such as the COSO model3. The principal features of the BMW Group’s ICS are a role-based approach embedded throughout the organisation, a clearly de- fined control environment that is underpinned by a combination of risk assessment procedures, control activities, information and communication, and monitoring activities. Standardised methods are used to safeguard the reporting pro- cesses for both the financial and non-financial ICS. On the basis of an end-to-end process analysis, all potential risks are identi- fied that essentially relate to the completeness and integrity of data, data availability or partially automated processes. Based on the classification of the risks identified, suitable control measures to mitigate risks are prioritised and developed. The controls, such as plausibility checks, validation and segregation of duties, are intended to have a preventive or detective effect depending on their appropriateness. They are specifically de- signed and purposefully anchored within the Group reporting process. The effectiveness and execution of the controls is en- sured by systematic control tests, among other things. In addi- tion, the ICS monitoring processes are supplemented by an in- dependent assessment of the ICS maturity level. Both the system itself and the methods applied are subject to continuous improvement, with system functionality being as- sessed on a regular basis. Notwithstanding the measures taken, every control system is subject to inherent limitations, given that it is not possible to prevent all incorrect disclosures or detect them in a timely manner. BMW Group working instructions and guidelines for recognising, measuring and allocating items to accounts as well as definitions of non-financial performance indicators are available to all em- ployees via the BMW Group’s intranet system. New reporting standards such as the European Sustainability Reporting Stand- ards (ESRS) are assessed for their potential impact on the BMW Group. ICS requirements such as the segregation of duties are already embedded in the IT systems that are relevant for accounting and financial reporting and are also taken into account in their further development. Furthermore, the BMW Group deploys IT or AI- supported data analysis tools to identify and subsequently elim- inate any weaknesses detected in its processes and/or control systems. Responsibilities for ensuring the appropriateness and effective- ness of ICS procedures for accounting and financial reporting processes as well as those relating to non-financial performance indicators are defined in a role-based model and allocated to the relevant line and process managers. They report annually on their assessment of the ICS for accounting processes and the processes for non-financial key figures. The assessment takes into account the results of internal and external audits as well as the results of continuous monitoring. The results are gathered and documented in a centralised IT system. Both the Board of Management and the Audit Committee are informed about the status of the ICS on an annual basis. The Board of Management and, where appropriate, the Supervisory Board are promptly in- formed in the event of significant changes to the ICS. « 1 Contains disclosures pursuant to ESRS 2 GOV-5. 2 Disclosures pursuant to § 289 and § 315 HGB as well as ESRS 2, paragraphs 34-36 and AR 11. 3 Committee of Sponsoring Organizations of the Treadway Commission.

248 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance RISKS AND OPPORTUNITIES RISK AND OPPORTUNITY MANAGEMENT The foundation of the BMW Group’s business success lies in ef- fectively managing risks and making use of any opportunities. This is based on an effective and efficient risk and opportunity management strategy. A key prerequisite is the ability to react quickly and flexibly to changes in geopolitical, economic, environ- mental, social, technological or legal conditions. The general risk and opportunity situation is regularly evaluated as part of this. The aim of our risk management system (RMS) is to identify, measure and manage risks, both individual and cumulative, that could pose a threat to the success of the business. Risks and opportunities (including risks to reputation and sus- tainability-related risks) are reported for the current and subse- quent financial year. ↗ Material Risks and Opportunities Risks and opportunities relating to sustainability (including cli- mate risks) are also considered for the medium and long term in the non-financial statement in accordance with the ESRS. ↗ Sustainability Statement Organisation of risk management Risk management is organised globally as a decentralised net- work and steered by a centralised risk management function. The various BMW Group divisions are represented by Network Representatives. The responsibilities and tasks of the centralised risk management function and the Network Representatives are documented and clearly assigned. All material risks are firstly presented for review to the Risk Management Steering Commit- tee, which is chaired by Group Controlling. Any material risks are then reported to both the Board of Management and the Super- visory Board’s Audit Committee. Other functions such as Group Compliance and the Internal Con- trol System (ICS) form key interfaces to the Risk management system. In its capacity as an independent control body, Corporate Audit reviews the RMS established by the Board of Manage- ment. According to Group-wide guidelines, all employees and manag- ers have a duty to report risks through the designated reporting channels. The key elements of the risk management processes and an appropriate risk culture are embedded in the BMW Group’s core values, the Group’s extensive rules and reg- ulations on risk management and in its overall risk strategy. Fur- thermore, the BMW Group’s risk management strategy is contin- ually being refined in order to reflect new findings and require- ments. Training programmes and informational events are reg- ularly conducted throughout the BMW Group, particularly within the risk management network. The risk management process comprises the early identification, analysis and measurement of risks, the use of appropriate risk management tools and the monitoring and assessment of the measures taken. If no specific reference is made, risks and op- portunities relate to the Automotive segment. Risk measurement Risks relating to the current and subsequent financial year are shown in the section ↗ Material Risks and Opportunities. The risks are measured using value-at-risk models and assessed on the basis of uniform loss distribution metrics, thereby enabling better com- parability of risks for both internal and external reporting pur- poses. Risks are evaluated net of any effective risk mitigation measures (net basis). Risks are classified according to the risk amount (average earn- ings impact, taking into account the probability of occurrence). However, the earnings impact may also be significantly higher if the risk actually materialises (worst-case scenario, confidence level: 99%). The impact of risks and opportunities is presented separately without offsetting against each other. Group-wide effects and trends are identified by aggregating all material risks at Group level. For this purpose, the potential earn- ings impact of the risks is aggregated, taking correlation effects into account. In order to assess the risk-bearing capacity of the BMW Group, the aggregated amount of risks is compared with the risk cover amount (i.e. the equity capital of the BMW Group recognised for accounting purposes). A limit system for various risks helps monitor the risk-bearing capacity. Reputational risks Quite apart from the financial consequences, risks can also have an impact on the BMW Group’s reputation. For these purposes, the BMW Group assesses all material risks with regard to their impact on its reputation using a scoring model. Moreover, other overarching topics are monitored by means of regular media analysis. Any material reputational repercussions are described in the section ↗ Material Risks and Opportunities.

249 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance Risk Management in the BMW Group Non-financial risks as reported in the non-financial statement (NFS) Alongside the maintenance of a comprehensive system of risk management, sustainability constitutes a core strategic principle of the BMW Group. Risks resulting from sustainability matters are identified both via the Group-wide risk management network and the materiality analysis process in accordance with ESRS. In accordance with § 289c of the German Commercial Code (HGB), risks that could have an impact on the non-financial as- pects referred to in the relevant legislation are reviewed as part of the reporting process. Material risks in this context are defined as those stemming from business activities, business relation- ships and products and services provided by the BMW Group that are highly likely to have a seriously adverse impact. The ma- terial sustainability risks identified in accordance with the ESRS during the reporting year are presented in the ↗ Sustainability Statement. Otherwise, no material non-financial risks were identi- fied. Opportunity management Identifying opportunities is an integral part of the BMW Group’s strategy and planning processes. The Group’s range of products and services is continually reviewed on the basis of these anal- yses. ↗ The BMW Group Strategy The regular monitoring of key business processes and strict cost controls are also key factors for ensuring high levels of profitabil- ity and returns on capital employed. The importance of opportunities for the BMW Group is classified on a qualitative basis in the categories “material” and “immate- rial”. Probable measures aimed at safeguarding profitability are already considered in the outlook. Board of Management Supervisory Board Internal Control System Appropriateness Effectiveness Compliance Management System Internal and external audit Risk Management- System Steering Committee Risk Management Measures Steering Analysis and Evaluation Identification Reporting/ Monitoring

250 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance MATERIAL RISKS AND OPPORTUNITIES Although interest rates in the reporting year were slightly lower than in the previous year, the ongoing high interest rate level could continue to restrain economic growth and have a negative impact on sales volume. In general, there is also the risk that the introduction of additional tariffs and corresponding counter- measures could lead to trade disputes. A prolonged war between Russia and Ukraine as well as further escalation in the Middle East could also significantly strain the global economy. The ongoing challenges in the sales markets have already been taken into account in the outlook. Risks beyond this for the BMW Group remain stable at a high level. On balance, neither the Board of Management nor the Supervi- sory Board see any threat to the BMW Group’s status as a going concern at the balance sheet date or at the date on which the Group Financial Statements were drawn up. As in the previous year, the current set of risks to the BMW Group are considered to be manageable. All risks and opportunities that are expected to materialise have already been addressed in the Outlook Report in terms of their impact as well as in the long- term corporate planning and are accordingly not included in the risk and opportunity assessment below. Liquidity requirements are currently covered by existing liquidity as well as the various financing instruments available. The following sections illustrate potential future developments or events that could result in a negative (risk) or a positive (oppor- tunity) deviation from the outlook for 2025 and 2026 and indi- cate their significance to the BMW Group. In addition, unforeseen events could affect business operations and hence the BMW Group’s results of operations, financial po- sition and net assets as well as its reputation. The following overview provides a summary of the material risks and opportunities: Risks Opportunities Classification of the risk level1 Change compared to prior year2 Classification Change compared to prior year Macroeconomic risks and opportunities Very high – Immaterial – Strategic and sector-specific risks and opportunities Changes in legislation and regulatory requirements High – Immaterial – Market developments Very high Increased Immaterial – Risks and opportunities relating to operations Production and technology High – Immaterial – Purchasing High – Immaterial – Sales network Low – Immaterial – Information security, data protection and IT High – Immaterial – Financial risks and opportunities Foreign currencies Medium Decreased Material – Raw materials Medium – Material – Liquidity Low – – – Other financial risks Medium – Immaterial – Pension obligations Medium – Material – Legal risks Medium – – – 1 For the purpose of further differentiation, the additional risk category “Very high” has been intro- duced. 2 The change shown here relates to the classification of prior-year risks using the updated classifi- cation.

251 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance In order to further differentiate risks with the highest risk level, the category "Very high" has also been introduced. The following ranges thus apply for the purpose of classifying the risk amount for material risks: Class Risk amount Low < € 200 million Medium > € 200–1,000 million High > € 1,000-2,000 million Very high > € 2,000 million Due to the particular features of the business model, material risks and opportunities relating to the Financial Services seg- ment are presented separately in the section ↗ Risk management system in the Financial Services segment. Macroeconomic risks and opportunities Economic conditions have an impact on business performance and hence on the level of earnings generated by the BMW Group. Unforeseen disruptions in global economic relations can have highly unpredictable effects. The level of risk is classified as very high. With regard to the war in Ukraine, there is a risk of a further es- calation and therefore of further sanctions on Russia as well as possible counter-sanctions and/or retaliatory measures by Rus- sia. A reduction in or even withdrawal of US support for Ukraine could have significant ramifications for the course of the war. Any further escalation in the Middle East could have a negative impact on the oil price, which in turn would cause inflation to rise, potentially leading to higher costs and lower profitability. In the relationship between the US and China, the focus is cur- rently shifting from simple tariff increases to further import and export restrictions on specific technologies. These could also lead to less favourable import and export conditions for the BMW Group. In the meantime, the EU has also imposed punitive tariffs on battery-powered vehicles from China. This harbours significant risks, as it increases the likelihood of countermeasures by China and could trigger a spiralling escalation. Although there has been a turnaround in interest rates in the USA and Europe due to the decrease in inflation rates, the persistently high interest rate level is having a dampening effect on growth and consumption. In particular, the current weakness of the Ger- man economy could slow down growth in the eurozone as a whole. The current state of the Chinese economy also poses a risk to sales. If the ongoing crisis in the real estate sector and a general downturn in domestic demand were to further restrain growth, the potential effects on the global economy would be clearly felt. Economic risks are regularly assessed as part of the Group's in- ternal strategy process and their impact identified. To enable better management of potential negative effects, sales markets are being monitored on an ongoing basis, and individual measures are being defined by standardised processes and in- ternal committees. These include changes to the allocation of planned sales volumes. The aim is to achieve an overall optimum between production, sales and inventories across all plants, mar- kets and model series. At the moment, macroeconomic opportunities that could posi- tively influence the BMW Group's earnings situation are rather immaterial. However, if significantly more positive economic de- velopment were to occur in a market due to stronger fiscal or monetary policy measures, this could also have a positive im- pact. Strategic and sector-specific risks and opportunities Changes in legislation and regulatory requirements The introduction of more stringent legislation and regulations, particularly regarding emissions, safety and consumer protection as well as regional vehicle-related purchase and usage taxes, poses a significant risk for the automobile industry. Country- and sector-specific trade barriers can be subject to change at short notice. To mitigate the risks of climate change, new regulatory requirements could be adopted. Any tightening up of regulations could necessitate significantly increased invest- ments and costs, influence customer behaviour, and lead to in- terruptions in supply. The risk in this regard is categorised as high. The BMW Group is seeing increasingly stringent vehicle emis- sions regulations for conventional and electrified drivetrain sys- tems. In the EU, the new EU7 regulation was adopted in April 2024. Risks may arise from the details of the regulation still to be finalised by the European Commission. In addition to pollutant emissions, brake particle emissions, tyre abrasion, and high-volt- age battery durability are being regulated for the first time. The European Commission has the initial right to propose legislation. Additional tightening measures are anticipated around 2030. In China, legislators are planning to tighten emissions legislation. Risks may arise from additional requirements. The legally required fleet-wide carbon emissions target in the EU has been reduced to 0 g/km for 2035, thus requiring complete electrification of the passenger car new vehicle fleet by 2035. Moreover, the European Commission is working on a proposal to determine if and how vehicles powered exclusively by e-fuels can be recognised as zero-emissions vehicles. In 2026, the EU will conduct a review to analyse the framework conditions required to meet the 0 g/km target for 2035. A possible adjustment of the 0 g/km target for 2035 depends on the results of this review. Risks can arise from the non-availability of renewable energies, inadequate private and public charging infrastructure as well as limited access to resources for the construction of electric drives. A discussion of consumption values and CO2e emissions may have an impact on the Company’s reputation.

252 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance Furthermore, the BMW Group maintains a dialogue with decision makers and representatives of politics, trade unions, associa- tions and non-governmental organisations (NGOs), with a view to playing a constructive and transparent role in helping shape the general political framework to the extent that it concerns the Group’s business activities. ↗ Stakeholder Engagement Changes in trade policies could also have a positive impact on the BMW Group’s earnings in the short to medium term. Any re- duction in tariff barriers, import restrictions or direct excise duties could result in lower manufacturing costs or enable products and services to be offered to customers at more attractive conditions. Opportunities potentially arising from changes in legislation and regulations are classified as immaterial. Market developments The constant change in customer preferences, an altered brand perception, or a tense market and competitive situation harbour risks as well as opportunities. For instance, the BMW Group could continue to be confronted with short-term supply and de- mand distortions in the transition from conventionally powered vehicles to alternative drivetrain types. This effect could be exac- erbated by subdued demand due to a reluctance to buy on the part of customers in individual markets. In China, consumer spending in particular remains subdued de- spite the central government’s support measures. The challeng- ing market environment and competition from Chinese manufac- turers may have a corresponding impact on the BMW Group. The likelihood of market risks occurring has increased year on year and is currently classified as very high. The BMW Group’s sales markets are continuously monitored in order to minimise risks, meet changing customer needs and, at the same time, capitalise on opportunities in terms of sales growth and pricing. The BMW Group considers the resulting ad- ditional opportunities to be insignificant. Risks and opportunities relating to operations Production and technology Production interruptions are the main risk in the plants. These can have various causes, such as system failures and tool break- ages, supplier-related restrictions in logistics or in the supply of parts, and in certain countries also failures in the energy supply. Furthermore, IT disruptions caused by cyberattacks, for example, play a significant role in disruptions to production. Damage to the factory infrastructure, caused by fire or natural events such as hail, storms or heavy rainfall, can lead to production downtime. The effects of climate change that are already apparent, and short-term future effects such as an increase in natural disasters, are taken into account. The risk level for the occurrence of risks from production and technology is considered to be high. All BMW Group plants have implemented measures for risk avoidance and reduction. These include, for example, preventive maintenance. The risk of production downtime due to parts sup- ply is reduced via measures related to logistics, purchasing and the highly flexible production network. A variety of measures are also being taken to prevent and coun- teract downtimes of manufacturing equipment due to targeted cyberattacks. These include the establishment of strict firewall regulations, application whitelisting and the use of endpoint se- curity software. Potential natural hazards are already taken into account during site selection and construction measures. The risk posed by the potential effects of natural events or fire is mitigated thanks to the use of on-site fire services and preventive employee training. The risk resulting from property-related damage and damage due to downtime in the production process, as well as transport damage to vehicles already manufactured, is transferred to highly solvent insurance companies. Due to the volatility of the international insurance markets, the BMW Group itself bears sig- nificant risks today. This solution may become increasingly rele- vant if premiums and deductibles continue to rise. Potential short-term changes to the relevant legislation and reg- ulations or changes in their national interpretation by the author- ities may jeopardise our ability to receive type approvals in good time. In extreme cases, this could lead to the non-admission of a vehicle derivative, sub-market or even a complete market. A de- layed start of production for new models could also lead to sales losses. Numerous control points have been implemented as part of the homologation process in order to identify and mitigate risks. Product recalls can lead to additional costs. The BMW Group es- tablishes appropriate provisions for statutory and non-statutory warranty obligations. It cannot be ruled out, however, that addi- tional costs could be incurred that are either not covered or not fully covered by these provisions. Despite the deployment of thorough quality assurance processes, such risks can always arise if the materials and/or processing procedures used prove insufficient – in some cases years after a product has been launched. A high number of recalls could also have a negative impact on the BMW Group’s reputation. Further information on risks in conjunction with provisions for statutory and non-statu- tory warranty obligations is provided in ↗ note [34] to the Group Financial Statements. If cost items such as expenses for warranty claims develop more favourably than expected, this could lead to insignificant oppor- tunities for financial performance.

253 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance Purchasing The main risk regarding purchasing relates to supply shortages due to disruptions at the supplier level. Production problems at the supplier level could lead to short or long-term increases in costs and even production interruptions, prompting a reduction in sales for the BMW Group. Furthermore, the Group could suffer damage to its reputation if customer demand cannot be ade- quately met. Potential reasons for the failure of suppliers to deliver include shortages of raw materials, energy and base products, natural disasters and fires, security risks in certain countries, IT prob- lems, and non-compliance with sustainability or quality stand- ards. The BMW Group classifies this risk as high. During the selection of suppliers, risk criteria such as location or sustainability requirements are assessed as standard practice. The effects of climate change that are already apparent, and short-term future effects such as an increase in natural disasters, are taken into account. An increasingly complex supplier network, particularly with indi- rect sub-suppliers, may jeopardise the delivery of supplies to plants. A prevention programme was put in place by the BMW Group in order to identify such developments early on and to take suitable measures. Shifts in sales planning and thus also in the product mix could lead to over- or under-utilisation by sup- pliers. This in turn could result in subsequent claims due to ca- pacity expansions, or to compensation claims due to residual costs. Additional risks arise from the high level of inflation in recent years, prompting higher price demands from suppliers. Further- more, the number of suppliers at risk of insolvency which the BMW Group supports to maintain supplier operations is increas- ing. Cyberattacks along the entire value chain also represent risks to the security of supply and the protection of expertise. The BMW Group actively supports the supplier network by requiring certificates (such as TISAX) when awarding projects and by implementing other preventive measures, in some cases directly at suppliers’ locations. ↗ Purchasing and Supplier Network The BMW Group sees opportunities in the development of local supplier structures and in innovative manufacturing technologies that could lead to lower material expenses. These opportunities are classed as insignificant. Sales network In order to sell its products and services, the BMW Group uses various sales models and operates a global sales network com- prising subsidiaries, importers, branches and independent deal- erships. The insolvency of major dealerships may have a nega- tive impact on global vehicle sales and the range of services available to our customers. Developments in the dealerships are monitored on an ongoing basis so that measures can be imple- mented at an early stage if necessary. Overall, the risks arising from the sales network can be catego- rised as low. The BMW Group is aligning its sales organisation with the needs of the future and prioritising the expectations and needs of its customers even more consistently. Additional opportunities aris- ing as a result are classified as insignificant. Information security, data protection and IT Digitalisation and automation across all areas of the business and its products offer numerous opportunities for the BMW Group. Potential uses as well as risks are evaluated on a continuous basis, especially in the field of Artificial Intelligence. Any opportunities beyond this are classified as insignificant. At the same time, information technology (IT) requirements regard- ing the confidentiality, integrity and availability of information are becoming increasingly strict. The threat level has continued to rise over recent years. Increasing geopolitical conflicts are also contributing to the rise in cyberattacks. Moreover, legal and reg- ulatory requirements are becoming ever stricter worldwide, which could also necessitate higher investments in hardware and software. Due to the continuing increase in the number of attacks ob- served, the level of risk – despite extensive security measures – is classified as high. In order to protect IT systems, we have introduced processes such as standardised safety assessments and regular penetra- tion tests. However, in this environment, risks cannot be fully ruled out due to the high complexity and increasing connectivity. Information and data can also be compromised by a lack of risk awareness and inappropriate behaviour. The main direct conse- quences would be negative effects on business performance, disruption in production or reputational damage. For this reason, the BMW Group has launched a programme to increase em- ployee awareness of information and IT security through appro- priate measures and to establish a lasting security culture. The BMW Group has implemented the known requirements of the EU AI Act and set up corresponding processes. Protecting information, for example from unauthorised access or misuse, has the highest priority. In conjunction with risk manage- ment requirements, risks relating to information security, data protection and IT are systematically documented, provided with measures by internal specialised departments, and continuously monitored with regard to threat level and risk mitigation. Regular analyses and controls as well as tight security management pol- icies ensure an appropriate level of security. However, despite continuous testing and preventive security measures, it is impossible to completely eliminate risks in this area. All authorised persons are required to treat information such as confidential business, customer and employee data with great care, use information systems securely and handle risks in a transparent manner. Uniform requirements that apply through- out the Group are documented in a comprehensive set of rules and guidelines. A consistently applied policy of updating such rules and regulations to the current situation, coupled with regu- lar communication, awareness-raising and training measures, form the basis for a high level of security and risk awareness in general.

254 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance Financial risks and risks relating to the use of financial instruments Currencies As an internationally operating enterprise, the BMW Group con- ducts business in a variety of currencies, thus giving rise to cur- rency risks and opportunities. A high portion of revenues, produc- tion, other purchases and funding occur outside the eurozone. The BMW Group manages currency risks at both the strategic (medium to long term) and operational level (short to medium term). Over the medium and long term, it will be possible to ramp up production or the purchase volume in foreign currency regions (natural hedging). Currency risks are managed in the short to me- dium term and for operational purposes by means of hedging on financial markets, the primary objective of which is to improve planning reliability for the BMW Group as a whole. Continually updated cash-flow-at-risk models are used to limit currency risks. Due to the relatively moderate volatility of exchange rates in the recent past, the level of risk has fallen slightly compared with the previous year and is now classified as moderate. Depending on exchange rate fluctuations, opportunities may also arise, which means they can be considered significant. Raw materials As a manufacturing company, the BMW Group is subject to price risks, particularly in relation to the raw materials used in vehicle production. The analysis of raw materials price risks is based on planned pur- chases of raw materials and components containing those prod- ucts. A cash-flow-at-risk model is deployed to measure risks re- lating to raw materials prices. Price fluctuations for raw materials such as precious metals, non-ferrous metals, raw materials for batteries and steel, and also energy, are hedged using financial derivatives and supply contracts with fixed pricing arrangements. The prices of many raw materials continue to be subject to un- certainty on commodity markets. This entails a medium level of risk as well as significant opportunities. Liquidity The major part of the Financial Services segment’s credit financ- ing and leasing business is refinanced on capital markets. The risk of restricted access to funds is deemed low. The liquidity concept, based on experience gained during various crises, is rigorously adhered to and continuously developed. In the Financial Services segment, the use of the “matched funding principle” ensures that liquidity risks are generally avoided. The solvency of the BMW Group is assured at all times by adher- ing to liquidity ratios and using a broadly diversified range of re- financing sources. The liquidity position is monitored continuously and managed through the Group-wide planning of financial requirements and funding. Further information on risks in conjunction with financial instruments is provided in ↗ note [40] to the Group Financial State- ments. Other financial risks Other financial risks worth mentioning include counterparty risks as well as those arising in connection with investments in other entities. The BMW Group works together with banks to ensure that the available liquidity is optimally invested in order to hedge against financial market risks (particularly currency, commodity and in- terest rate risks) using derivative financial instruments and to protect payments made in advance. Counterparty risk denotes the risk that the BMW Group will not receive, or not receive in full, the payments due to it in connection with the investment and hedging transactions referred to above. A value-at-risk model is employed to measure counterparty risk, taking into account the creditworthiness of the banks and the business volumes in- volved. Risk is managed using a limit system, which includes daily monitoring of the extent to which limits are being utilised at the level of the individual counterparties. The BMW Group holds equity investments of varying amounts in numerous entities. The recoverability of these investments is monitored on an ongoing basis as part of a standardised pro- cess. However, risks from impairment losses could still arise. The risk associated with other financial risks is classified as me- dium. Potential opportunities resulting from the revaluation of in- vestments are considered immaterial. Pension obligations Future pension obligations are financed largely via external pen- sion funds or trust constructs that are legally separate from the BMW Group. Externally managed funds are invested on capital markets in a broadly diversified portfolio with a view to enabling future pension payments to be disbursed out of pension assets. These arrangements greatly reduce the need to fund pension payments out of ongoing operations. Fluctuations in pension provisions and the related pension assets give rise to risks that may have varying effects due to the differences in accounting standards between IFRS and HGB. The risk associated with pension provisions based on IFRS val- uations is categorised as medium. Material opportunities can arise if the value of pension assets on the capital markets devel- ops favourably or if pension provisions decreased at a more pro- nounced rate than the related assets. Pension obligations are chiefly measured by projecting future payouts, gauged with a current discount rate derived from mar- ket yields from top-rated corporate bonds. This discount rate is subject to market fluctuations and therefore influences the level of pension obligations in terms of present value. Changes in other parameters, such as inflation rates and life expectancy, also impact the amount as well as the duration of future pension payments. Regulatory requirements may also affect the amount of pension obligations.

255 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance The fluctuation of pension assets reflects the volatility of various asset classes on capital markets. Investments are broadly diver- sified (interest-bearing securities, equities, real estate and other asset classes). Revaluations on the liabilities and assets sides are recognised net of deferred taxes through other comprehensive income and hence directly in equity of the BMW Group (within revenue re- serves). Further information on risks in conjunction with pension provisions is provided in ↗ note [33] to the Group Financial State- ments. Legal risks Like all entities with international operations, the BMW Group is confronted with legal disputes, alleged claims relating in particu- lar warranty and product liability or intellectual property rights in- fringements and proceedings initiated by government agencies. Any of these could, amongst other consequences, have an ad- verse impact on the Group’s reputation. Such proceedings are typical for the sector, may result as a consequence of realigning product or purchasing strategies to changed market conditions, or are antitrust-related. Particularly in the US market and Great Britain, class action lawsuits, group proceedings and product li- ability risks can have substantial financial consequences and cause damage to the Group’s reputation. More rigorous applica- tion, interpretation of, or changes to, existing regulations could result in a greater number of recalls. The level of risk from legal risks is classified as moderate. International movements of goods require compliance with ex- tensive export control regulations. In addition to goods-related restrictions, international trading may also involve personal, country-specific and end-use-related restrictions. In particular, non-compliance with applicable EU, US and Chinese export con- trol regulations could result in significant legal consequences for the BMW Group. In light of the BMW Group’s strong presence in the USA and China, any intensification of the trade dispute be- tween the countries could be a potential source of additional risk exposure. BMW Group companies are subject to governmental tax and customs audits in each country where they operate, potentially resulting in back taxes, retrospective customs duties, interest, penalties and similar payments. Payments of this nature may, for instance, result from the non-recognition of inter-company trans- fer prices in the countries concerned. Further substantial legal risks may emerge from contested interpretations of tax or cus- toms legislation. In addition, the findings of the tax audit in the countries are effective for the audit period and, if applicable, in subsequent years. Risk management relating to tax and customs legislation is enshrined in the BMW Group’s RMS. In order to minimise material procedural tax and customs risks, the BMW Group has set up a comprehensive Tax Compliance Man- agement System (Tax CMS) that is already being applied in its principal entities in Germany, China and Austria, and will be grad- ually rolled out in other major countries. The BMW Group recognises appropriate levels of provision for lawsuits and risks. In addition, a part of these risks is insured to an economically reasonable extent. Nevertheless, it cannot be ruled out that damages may occur in excess of the insured amounts. In accordance with IFRS, the required information is not provided if the BMW Group concludes that disclosure of the information could seriously prejudice the outcome of the relevant legal proceedings. Further information on contingent liabilities is provided in ↗ note [39] to the Group Financial Statements. The potential finan- cial impact of the matters covered under contingent liabilities, in- cluding those related to tax and customs risks as well as legal and warranty risks, cannot be conclusively assessed at this stage. A Compliance Management System is in place across the BMW Group to ensure, among other things, that its representa- tive bodies, executives and employees worldwide consistently act in a lawful manner. Further information on this can be found in the ↗ Compliance chapter. Risk management system in the Financial Services segment Risk management in the Financial Services segment is divided into various areas: the prevailing risk culture, the risk strategy, and the defined risk appetite for the various types of risk. In ad- dition to this, there are risk guidelines in place worldwide that are implemented by the individual companies in the Group. The central goal of risk management in the Financial Services segment is the continuous assurance of risk-bearing capacity. Limits are assigned depending on the type of risk, and various value-at-risk models, which are regularly validated, are used for quantification purposes. The confidence interval on which this model is based is conservative. Care is always taken to ensure that the coverage amounts based on the equity of the Financial Services segment are sufficient. Regular stress tests are carried out to support this model. These are another indicator of potential risk management measures and create a high degree of transparency with regard to extreme, realistic events, particularly in volatile times. In principle, risk management in the Financial Services segment is based on the requirements of the supervisory authorities and is implemented consistently worldwide.

256 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Internal Control System, Risks and Opportunities, Compliance The following table provides an overview of the material short- term risks and opportunities in the Financial Services segment: Credit risks and opportunities In the Financial Services segment, the risk of default is factored into the interest rate when concluding an agreement. Further- more, the credit portfolio is evaluated on an ongoing basis with the aim of determining if any impairment allowances need to be made for financial receivables. This evaluation is based on sta- tistical methods and takes into account the following aspects, among others: the creditworthiness of the customer, the cus- tomer’s payment history and the economic context in the cus- tomer’s region. The amount allocated to credit risks remains cat- egorised as medium. There may be positive effects in the ongoing assessment of the portfolio’s creditworthiness that lead to a reduction of the overall risk and therefore constitute an opportunity. The BMW Group continues to classify potential opportunities in this area as imma- terial. In order to take account of the volatile economic environ- ment, parameters within the credit awarding process were re- viewed and adjusted to factor in or not accept declining credit ratings. Residual value risks and opportunities Residual value risks are classified as high in terms of their risk level, while residual value opportunities are deemed material. They arise primarily when leased vehicles are sold after they are returned at the end of the leasing period. A negative deviation from the residual value forecast results in a residual value risk, while a positive deviation represents a residual value oppor- tunity. Each lease contract is assigned a forecasted sales value for the vehicle at the end of the lease term. Contemporary market trends are taken into consideration in the routine portfolio evaluation. Changes relating to the portfolio composition (e.g. by drivetrain type) and their impacts are also incorporated into the portfolio evaluation. To this end, these developments are constantly ana- lysed. The residual value calculation models, as well as the port- folio evaluation models, are continuously being refined. Interest rate risks and opportunities To a limited degree, interest rate risks are deliberately accepted in order to make use of the associated return potential. Risks thereby result when there is a partial mismatch between fixed in- terest rate periods, which means they are rated as low. Interest rate risks are kept within a certain limit and are managed through the use of derivatives. The associated opportunities are classed as significant. Operational risks Operational risks result from any form of defective internal pro- cesses and systems, external events or erroneous behaviour. Because the risks arise in a wide range of areas of the Company, such as IT security or supplier management, the close dovetail- ing of these areas is very important and ensures that there is ad- equate transparency regarding the current risk situation of the entire division. All individual operational risks are recorded in a system and measures are defined to limit the risks. The risk level is categorised as medium. SUMMARY AND OUTLOOK The risks described highlight potential challenges for the BMW Group. The BMW Group actively considers the risks and corresponding opportunities and takes them into account in de- cision-making and planning processes. Drawing on internal and external momentum, the Risk management system is developed on an ongoing basis. Risks Opportunities Classification of the risk level Change compared to prior year Classification Change compared to prior year Credit risk Medium – Immaterial – Residual value High – Material – Interest rate changes Low – Material – Operational risks Medium – – –

257 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Compliance and Human Rights COMPLIANCE Compliance lays the foundation for the long-term success of the BMW Group. Compliance builds trust in our products and brands and shapes our public image. Compliance means much more to the BMW Group than simply observing applicable laws and Group directives around the globe. It forms part of our identity, our understanding of leadership, and our living culture of integ- rity. Compliance creates a binding framework for all our business activities. Compliance as a corporate function* » Compliance is the managerial responsibility of the Board of Management of BMW AG, executed by creating an appropriate regulatory and supervisory framework, as well as through regular and ad-hoc reporting, accompanied by clear communications. This approach is based on the core belief that compliance with applicable laws and related internal regulations is the responsi- bility of all employees. As role models, managers are tasked with anchoring compliance culture in their area of responsibility and ensuring compliance requirements and processes are imple- mented accordingly. In addition to being responsible for the Group-wide Compliance Management System, the BMW Group’s Chief Compliance Of- ficer also manages the Group Compliance division and briefs the Board of Management and Supervisory Board of BMW AG at regular intervals. « Compliance Management System (CMS)* » The BMW Group’s Company-wide Compliance Management System (CMS) reinforces the culture of compliance and integrity and helps reduce sanction and liability risks, as well as risks aris- ing from other (non-)financial disadvantages, such as reputa- tional risks. The CMS focuses on adequacy and effectiveness and is based on the Prevent, Detect, Respond model, which de- fines specific preventive, monitoring, control and response measures. Clear assignment of roles and responsibilities is also essential. The CMS is tailored to the Group’s risk situation and addresses all relevant compliance topics. Group-wide, these include Anti- Corruption and Fraud Prevention, Anti-Money Laundering, Anti- trust and Human Rights Compliance, Export Control Compliance, Data Privacy, Product Compliance, External Workforce Compli- ance and Compliance for regulated Financial Services units. Re- sponsibility for Data Privacy, Product Compliance, External Work- force Compliance and Compliance for Regulated Financial Ser- vices Units outside Group Compliance lies with independent de- partments. « Further development of CMS The CMS is reviewed on a regular basis and refined as needed. This primarily involves evaluating strategic focus topics, legal and regulatory requirements and trends, best practices as well as industry standards, all of which are taken into account from a risk perspective. The objective is to consistently improve the CMS. The BMW Group is an active member of various associa- tions and interest groups, including the German Institute for Compliance e. V. (DICO), at Board level. Priority areas in the reporting period were export control due to the war in Ukraine, and anti-money-laundering, due to the in- crease in legislative initiatives. One component of the CMS is the Data Privacy Protection com- pliance programme, which is the responsibility of Group Data Pri- vacy Protection. This is based on the Privacy Corporate Rules and the Binding Corporate Rules, which contractually protect the transfer of employee data within the Group. Implementation of the programme is validated through regular reporting by affili- ated companies and independent audits carried out by Group Data Privacy Protection. The Quality Management department is responsible for product compliance as part of the CMS. with a focus on preventing in- fringements of product-related laws and official regulations as well as ensuring compliance with directly associated requirements for products within the BMW Group’s Automotive and Motorcycles segments. In the reporting year, the Product Compliance Programme’s entire working method was specified in terms of its self-image, systems and processes, and the Ger- man Association of the Automotive Industry (VDA)’s Product Compliance System was incorporated as a new external orienta- tion framework. With a focus on prevention, product compliance audits further strengthened the Detect processes, and extensive communication measures strengthened compliance awareness. As part of the CMS, the Group’s HR department oversees the Ex- ternal Workforce Compliance programme. This is designed to safeguard the Group from the repercussions of collaborations with employees of external entities that are not compliant with labour law. In the reporting period, External Workforce Compli- ance was expanded with the aim of ensuring the requirements for compliant contracts for work and labour are even more firmly rooted in the Company with regard to the procurement of ser- vices and cooperation with service providers. The compliance programme for the specific requirements of reg- ulated Financial Services Units takes into account the particular- ities of the financial services business and the risks and regula- tions involved. The specific focus of the programme – in addition to the proper implementation of other compliance topics – is on legislative and regulatory monitoring, consumer protection and the implementation of financial services supervisory require- ments. * This section contains disclosures in line with ESRS G1-3.18a).

258 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Compliance and Human Rights Three-stage approach of the Compliance Management System The Financial Services segment has established its own dedi- cated risk management unit, which works closely with the central Group Compliance function as part of the CMS. On the basis of an annual analysis, it identifies the possible need for adjustments and defines appropriate measures. Group-wide implementation by the BMW Group’s financial services companies is continu- ously reviewed and reported on to the management of the Fi- nancial Services segment on a quarterly basis. A management system also supports the early identification of risks arising from non-compliance with internal and external reg- ulations. In 2024, an external audit of the CMS was conducted with a fo- cus on the Anti-Corruption and Antitrust Compliance pro- grammes in accordance with the auditing standard of the Insti- tute of Public Auditors in Germany (IDW PS 980). This was con- cluded with an unqualified audit opinion. Group-wide compliance network Relevant compliance risks are identified in the business depart- ments on the basis of internal guidelines; an initial assessment is then made and measures taken to mitigate them. Group-wide, around 180 managers perform these tasks for their areas of re- sponsibility as operational Compliance Responsibles. Specialist departments worldwide are supported in their work by the central Group Compliance function, as well as the network of business unit and division Compliance Officers (heads of relevant compliance functions), supplemented by around 80 local Com- pliance Officers (heads of local compliance functions) at BMW AG’s international subsidiaries. Every Compliance Officer is tasked with implementing the CMS and compliance pro- grammes for defined topics in their area of activity, as well as identifying and realising division-specific compliance measures. Compliance risk assessment Code of Conduct and compliance regulations Risk-reducing compliance measures including sanctions Compliance communication and training 1 2 3 4 5 6 7 8 10 Compliance IT systems and processes Compliance reporting 9 Notification system COMPLIANCE ORGANISATION Compliance investigations Compliance monitoring Compliance consulting COMPLIANCE CULTURE

259 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Compliance and Human Rights Compliance training Compliance training opportunities are continuously refined for specific target groups. The online training courses with case studies and test questions, repeated every two years, strength- ens the compliance culture and reinforces compliant behaviour. This offering is supplemented by target-group-specific class- room training on antitrust compliance in addition to online train- ing courses on data privacy and product compliance. Digitalisation supports compliance IT-based compliance systems are used for transparent and effi- cient documentation, assessment and approval of compliance- relevant matters Group-wide. This includes topics such as money laundering and sanctions lists, exchange activities with competitors, business partner due diligence and verifying the le- gal admissibility of benefits in kind. The data collected in this way forms the basis for the compliance risk assessment. Compliance and notification systems1 » Employees with questions or concerns relating to compliance can discuss these matters with their managers or relevant de- partments and, specifically, with the Compliance functions. The Compliance contact serves as a further point of contact for both employees and external parties. Reports of potential compliance violations can also be submitted anonymously and confidentially in several languages via the BMW Group SpeakUP Line notification system or via the ombud- sperson. Incoming information is addressed in accordance with the BMW Group guideline “Indications of compliance violations”. The BMW Group protects information providers in two ways: first, individuals may provide information without disclosing their identity; second, no one providing information faces retaliatory action. All queries and concerns relating to compliance are doc- umented and processed using a Group-wide electronic case management system. If necessary, Corporate Audit, Corporate Security, the legal departments or the Works Council are brought in. « CMS monitoring and controls2 » The CMS provides differentiated monitoring levels for review- ing observance and implementation of compliance rules and pro- cesses at regular intervals. In addition to the direct checks per- formed by Compliance Responsibles as business managers, risks are further reduced by additional measures integrated into business processes, which generally form part of the ↗ Internal Control System. Compliance investigations are carried out when the need arises or ad hoc as part of the Detect function of central Group Compli- ance. These include internal investigations in connection with of- ficial investigations, which serve to clarify the facts internally. Risk-based compliance audits aimed at identifying specific com- pliance risks are focused on antitrust law as well as on the issues of export control and money laundering prevention. Corporate Audit also monitors adherence to compliance requirements by business managers, as well as selected elements of the CMS. All control checks are geared towards reducing compliance risks. Any infringements are immediately remedied, with an emphasis on reducing the risk of repeat offences as far as possible. Where infringements can be traced to an individual, that person will be appropriately sanctioned, in accordance with the processes de- fined for this purpose. As part of the annual internal review of the BMW Group CMS, its appropriateness and effectiveness are assessed on the basis of defined criteria. In addition to the assessment of the Compliance Responsibles, the measurement also takes into account the as- sessment of compliance and other governance functions. Our overall statement on the adequacy and effectiveness of the In- ternal Control and Risk Management System, including the CMS, can be found in the section ↗ Adequacy and effectiveness of the Internal Control System and Risk Management System. « Regular compliance reporting to the Board of Management and Supervisory Board The Board of Management and Supervisory Board of BMW AG, the Audit Committee (a committee of the Supervisory Board) and the company’s other executive committees are briefed regularly (at least twice a year), as well as on a case-by-case basis, by the CCO. 1 This section contains disclosures in line with ESRS S1-3.33; ESRS S2-3.27; ESRS S4-1.16b); ESRS G1-1.10a), e); ESRS G1-3.18a). 2 This section contains disclosures in line with ESRS G1-3.18a).

260 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Outlook The outlook and ↗ Risks and Opportunities of the BMW Group pre- sented in this report reflect the expected development in 2025 from the perspective of Group management. In line with the Group’s performance management, the outlook covers a period of one year. The continuous forecasting process applied within the BMW Group ensures that it is constantly ready to take advantage of opportunities as they arise, but also to react appropriately to any unexpected risks. The principal ↗ Risks and Opportunities are de- scribed in detail in the section of the same name and concern all performance indicators. Actual outcomes may, however, deviate from the outlook due to unexpected events. Economic outlook The International Monetary Fund currently expects the global economy to grow by 3.3% in 2025. The greatest risks include geopolitical developments, trade conflicts and a more gradual loosening of monetary policy. Further information on political and global economic risks is available in the ↗ Risks and Opportunities section. In 2025, the eurozone could see somewhat stronger growth of 1.0% compared to the previous year. The reasons for this are lower inflation, additional moderate cuts in key interest rates and a slight increase in private consumer spending. However, higher tariffs in some countries could weaken growth. Germany’s econ- omy is also expected to expand, albeit at a very low level (+0.3%). Some countries, such as France (+0.7%), Italy (+0.7%) and Spain (+2.4%), are expected to see slightly lower rates of GDP growth than in the previous year. An uptick in economic output (+1.2%) is forecast for the UK due to a fall in interest rates and increased government spending. Bolstered by tax cuts for companies and households and by de- regulation, the US economy is expected to grow by 2.2% in 2025. However, tariff increases and lower immigration could slow the momentum. In China, the government is expected to bolster the domestic economy amid the ongoing real estate crisis and weak domestic demand by instituting more expansive monetary and fiscal poli- cies. Given these conditions, economic growth in 2025 is ex- pected to reach 4.5%. At the People’s Congress, the Chinese government announced a growth target of around 5% in con- junction with further state support measures. Forecasts for Japan’s economy have recently been revised slightly upwards due to a strong fourth quarter in the previous year. However, at +1.2%, overall growth in 2025 is still expected to surpass the previous year’s level. Currency markets and international interest rate environment Currencies of particular importance for the BMW Group’s inter- national operations are the Chinese renminbi, the British pound, the US dollar, the Japanese yen and the South Korean won. In the Eurozone, it is currently assumed that inflation rates will approach the 2% target again. This may lead to further moder- ate key interest rate cuts during the outlook period. However, higher tariffs in some countries could cause inflation to rise again. Inflation in the USA is expected to remain above the target of 2.0% due to higher tariffs and a tight labour market resulting from stricter immigration policies. The US Federal Reserve could therefore lower key interest rates more slowly, which would likely lead to an appreciation of the dollar against the euro. In the UK, too, key interest rates are likely to continue to fall in 2025, and the pound/euro exchange rate is expected to remain stable. In Japan, interest rates are expected to rise slightly in 2025.The yen is likely to remain weak but stable against the euro. Low inflation in China could lead to a more expansionary mone- tary policy on the part of the Chinese central bank, nevertheless, the renminbi is expected to appreciate slightly against the euro. The South Korean won is expected to recover somewhat from its lower level and regain value in 2025. General developments on international automobile markets Global automobile markets could see slight growth in 2025 against the backdrop of favourable economic forecasts. Positive momentum is expected to come mainly from the USA and China, In China, growth in the lower price ranges is expected, as it was in 2024. In Europe, the market for electrified vehicles is expected to grow due to stricter CO2 regulations. However, the BMW Group expects the overall market to decline. International motorcycle markets In 2025, the BMW Group expects the world’s motorcycle mar- kets in the 500 cc plus class to remain stable overall. Europe is likely to see slight growth, while the USA is expected to stabilise. In China, the development of the motorcycle market in the 500 cc plus class is forecast to remain in line with last year’s level. The motorcycle market in Brazil is expected to remain stable in 2025, as in the previous year. OUTLOOK

261 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Outlook Expected consequences for the BMW Group Developments on international automobile markets have a direct impact on the BMW Group. A challenging competitive environ- ment and macroeconomic, trade and geopolitical developments could all have a significant impact on business performance. The close cooperation between our sales network and our production network and a flexible vehicle architecture allow the BMW Group to respond even to unforeseeable developments. ↗ Risks and Opportunities Assumptions used in the outlook The outlook contains forward-looking statements based on the BMW Group’s expectations and assessments and may be influ- enced by unforeseeable events. As a result, actual outcomes may vary, either positively or negatively, from the expectations described below due to changes in the political and economic en- vironment and other factors. The following outlook covers a forecast period of one year and is based on the composition of the BMW Group during that time. The outlook takes account of all information available at the time of reporting that could have an impact on the BMW Group’s per- formance. The expectations contained in the outlook are based on the BMW Group’s forecast for 2025 and reflect its status at the time of preparing the Group Financial Statements. The basis for the preparation of and the principal assumptions used in the fore- casts – which consider the consensus opinions of leading organ- isations, such as economic research institutes and banks – are set out below. The BMW Group is anticipating the following developments in the 2025 financial year: Demand is expected to increase in 2025 due to further stabilisa- tion of inflation and additional moderate cuts in key interest rates in many countries. In China, the BMW Group expects the market environment to re- main challenging as the level of competition continues to in- crease. Vehicles in the lower price segments are likely to account for the majority of growth. The price level in China is expected to be the same as in the second half of 2024 and is therefore lower than in the first half of the previous year. In the USA, the positive market development is expected to continue in view of the robust economic situation. In Europe, growth is expected to be driven by electrified vehicles due to stricter CO2 regulations. Full-year rev- enues per vehicle in the Automotive segment are expected to be in line with last year’s figure. The situation in the raw material markets is expected to improve further in 2025. However, currency effects are having a negative impact on earnings, leading to an overall negative impact on earnings compared to the previous year. The challenging situation in the supplier environment and the im- pact of inflation in previous years are expected to continue to re- sult in increased support measures for the supply chain. The anti-subsidy tariffs imposed by the EU in 2024 on battery- powered electric vehicles from China, against which the BMW Group has submitted a legal challenge to the European Commission, will have a negative impact in the mid three-digit million euro range on the financial year 2025 results and are in- cluded in the forecast. While the Chinese government could po- tentially implement countermeasures as the year progresses, they are not included in the forecast. The tariff increases imposed by the new US administration on imports from China (a 20% tariff on all products imported from China) and the Chinese government’s countermeasures (includ- ing a 10% tariff on imported vehicles with engine sizes over 2.5 litres) will have a negative impact on earnings in the low three- digit million range and are included in the forecast. US tariffs will have the biggest impact on vehicles exported from the United States to China, as well as on production parts and components imported from China to the United States. On March 4, tariff increases by the US administration on imports from Canada and Mexico of 25% came into effect. These will have a negative mid-three-digit million impact on the results and are included in the outlook. The outlook also includes tariff increases on steel and aluminium imported to the USA with a high-double-digit million negative im- pact on earnings. The BMW Group has thus factored into its outlook for the 2025 financial year the effects of all tariff increases that had come into force as of 12 March. Given the volatile geopolitical situation, it is possible that tariffs maybe be reduced or further increased dur- ing the financial year. The situation in the Middle East remained tense throughout 2024. However, in January 2025, Israel and Hamas reached an agreement on the initial phase of a ceasefire with a six-week lull in hostilities. Negotiations are currently underway to extend the ceasefire. As in the 2024 financial year, this conflict does not have a significant effect on the BMW Group’s operations at pre- sent since the Group does not operate directly in the region. Our outlook does not account for any further escalation of the situa- tion.

262 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Outlook The war in Ukraine and the temporary suspension of US military aid, and the resulting discussions in Europe about further sup- port, are being closely monitored. All applicable restrictions have been factored into the outlook. In view of the growing unpredictability of macroeconomic and ge- opolitical developments, actual economic growth in some re- gions may deviate from expected trends and outcomes. Particu- lar sources of uncertainty include trade and tariff policy, security policy and a possible further escalation of international trade conflicts. New strategic targets for CO2e emissions have been established for the upcoming financial year. These targets reflect the close interconnection between the supply chain and the use phase, as well as the requirements of ESRS reporting. The most significant performance indicators have been defined in line with these new targets. Starting in the 2025 financial year, the key performance indicators CO2e emissions (Scope 1 and 2) will be reported at Group level in millions of tonnes. Additionally, Scope 3 CO2e emissions from the supply chain and the use phase will be re- ported together within the Automotive segment in millions of tonnes. This replaces the previously reported performance indi- cators of CO2e emissions from the BMW Group locations for Scope 1 and 2 per vehicle produced and the carbon emissions of the EU new car fleet in g/km. Outlook for the BMW Group – key performance indicators The BMW Group expects the full availability of new models such as the BMW 5 Series, the BMW X3* and the updated MINI model range to boost deliveries. The launch of the BMW 2 Series Gran Coupé* is also expected to provide positive momentum. Deliveries of BMW, MINI and Rolls-Royce brand vehicles in the Automotive segment are expected to rise slightly year-on-year due to an increase in demand, full availability of new models and the updated MINI model range. The share of all-electric cars rel- ative to total deliveries will increase slightly compared to 2024. Depreciation will increase due to investments and capitalised de- velopment costs in previous years. The electrification and digital- isation strategy will continue in 2025, although costs and invest- ments are expected to decline after peaking in 2024. Expendi- ture in the 2025 financial year is connected with preparations for the launch of the NEUE KLASSE models, including the ongoing development of the sixth generation of our battery technology. Rising deliveries and easing tensions in the raw materials mar- kets are having a positive impact in the financial year. By con- trast, currency effects, the ongoing challenges in China, the ad- ditional tariffs and the continued increased support measures for the supply chain are weighing on earnings. Against this back- drop, the EBIT margin is expected to be in the range of 5% to 7%. The RoCE for the Automotive segment is expected to finish within a range between 9% and 13%. A slight increase in absolute Scope 1 and 2 CO2e emissions is forecast. Measures to reduce the company’s own CO2e emis- sions are more than offset by a higher production volume com- pared to the previous year. The absolute Scope 3 CO2e emissions from the supply chain and use phase in the Automotive segment are also expected to rise slightly, but the increase will be disproportionately low compared to the volume. The stable demand situation can also be seen in the Motorcycles segment, where deliveries are predicted to increase slightly ow- ing to the full availability of models, including the BMW R 1300 GS Adventure. The EBIT margin is expected to range between 5.5% and 7.5% and the segment RoCE between 13% and 17%. The RoE in the Financial Services segment is predicted to finish within a range between 13% and 16%. The downward trend in pre-owned vehicle markets is expected to continue, leading to a further decline in revenues from remarketing lease returns com- pared to 2024. Group profit before tax will remain at the previous year's level based on the developments mentioned above. For this specific key performance indicator, beginning with the financial year 2025, this reflects a change compared to 2024 in the range of between +/– 4.9%. The aforementioned targets will be met with a number of em- ployees that is in line with last year’s level. The share of women in management positions in the BMW Group is expected to in- crease slightly. From the 2025 financial year onwards, the per- formance indicators related to employees will include fully con- solidated subsidiaries in accordance with ESRS reporting re- quirements. The BMW Group’s actual business performance may also devi- ate from current expectations due to the risks and opportunities discussed below in the ↗ Risks and Opportunities section. * ↗ Consumption and Carbon Disclosures.

263 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Outlook BMW Group key performance indicators 2024 Reported 2025 Outlook G R O U P Profit before tax1 € million 10,971 At previous year's level Employees at year-end2 157,457 At previous year's level Share of women in management positions3 % 21.6 Slight increase CO2e emissions scope 1 and 24 million tonnes 0.810 Slight increase A U T O M O T I V E S E G M E N T EBIT margin % 6.3 Between 5 and 7 Return on capital employed (RoCE) % 11.4 Between 9 and 13 Deliveries units 2,450,854 Slight increase Share of all-electric cars in deliveries % 17.4 Slight increase CO2e emissions scope 3 (supply chain and use phase)5 million tonnes 125.1 Slight increase M O T O R C Y C L E S S E G M E N T EBIT margin % 6.1 Between 5.5 and 7.5 Return on capital employed (RoCE) % 15.5 Between 13 and 17 Deliveries units 210,385 Slight increase F I N A N C I A L S E R V I C E S S E G M E N T Return on equity (RoE) % 15.1 Between 13 and 16 1 Beginning with the 2025 financial year, the range has been adjusted. For information on terminology and ranges, see ↗ Glossary. 2 According to ESRS reporting, fully consolidated companies will be reported from the financial year 2025 onwards (until 31.12.2024: all consolidated and non-consolidated companies in which the BMW Group holds more than 50% of the shares). 3 The change in the number of employees from the financial year 2025 onwards (see footnote 2) also applies to the share of women. 4 Total Scope 1 and 2 CO2e emissions, excluding locations where the Group does not have operational control, including biogenic emissions. 5 CO2e emissions from the categories of purchased goods and services, transport logistics, and use phase for the Automotive segment, including biogenic emissions.

264 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Disclosures Relevant for Takeovers and Explanatory Comments Composition of subscribed capital As of 31 December 2024, the subscribed capital (share capital) of BMW AG amounted to € 638,716,075 (2023: € 638,716,075) and, in accordance with § 5 of the Articles of Incorporation, is subdivided into 579,795,667 shares of com- mon stock (90.78%) (2023: 579,795,667/90.78%), each with a par value of € 1 and 58,920,408 (9.22%) (2023: 58,920,408/9.22%) shares of non-voting preferred stock, each with a par value of € 1. The Company’s shares are issued to the bearer. The rights and duties of shareholders derive from the German Stock Corporation Act (AktG) in conjunction with the Group’s Ar- ticles of Incorporation, the full text of which is available at ↗ www.bmwgroup.com. The right of shareholders to have their shares evidenced is excluded in accordance with the Articles of Incorporation. The voting power attached to each share corre- sponds to its par value. Each € 1 of par value of share capital represented in a vote entitles the holder to one vote (§ 19 no. 1 of the Articles of Incorporation). The Company’s shares of preferred stock are shares as defined in §§ 139 et seq. AktG, which carry a cumulative preferential right in terms of the allocation of profit and for which voting rights are excluded. These shares confer voting rights only in excep- tional cases stipulated by law, in particular if the preference amount has either not been paid or not been paid in full within one year and the arrears are not paid in the subsequent year alongside the full preference amount due for that year. With the exception of voting rights, holders of shares of preferred stock are entitled to the same rights as holders of shares of common stock. In addition, § 25 (3) of the Articles of Incorporation confers preferential treatment to the non-voting shares of preferred stock with regard to the appropriation of the Company’s unappropri- ated profit. Accordingly, the unappropriated profit is required to be appropriated in the following order: (a) subsequent payment of any arrears on dividends on non- voting shares of preferred stock in the order of accruement, (b) payment of an additional dividend of € 0.02 per € 1 par value on non-voting preferred stock, and (c) uniform payment of any other dividends on shares of com- mon and preferred stock, provided the shareholders do not resolve otherwise at the Annual General Meeting. Restrictions affecting voting rights or the transfer of shares In addition to shares of common stock, the Company has also issued non-voting shares of preferred stock. Further information can be found in the section ↗ Composition of subscribed capital. As of 31 December 2024, the Company owned a total of 16,456,756 common and preferred stock (2023: 5,161,255), from which the Company has no rights pursuant to § 71 b AktG. The Company regularly provides information about the current status of the share buyback on its website. When the Company issues non-voting shares of common or pre- ferred stock to employees in conjunction with its Employee Share Programme, these shares are generally subject to a Company- imposed blocking period of four years in compliance with private law, calculated from the beginning of the calendar year in which the shares were issued. Contractual holding period arrangements also apply to shares of common stock acquired by Board of Management members and senior department heads in conjunction with share-based remu- neration programmes. ↗ Remuneration Report (on shareholding periods for members of the Board of Managers). * Information according to § 289a and § 315a HGB. DISCLOSURES RELEVANT FOR TAKEOVERS* AND EXPLANATORY COMMENTS

265 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Disclosures Relevant for Takeovers and Explanatory Comments Direct or indirect investments in capital exceeding 10% of voting rights Based on the information available to the Company, the follow- ing direct or indirect holdings exceeding 10% of the voting rights at the end of the reporting period were held at the stated report- ing date:1 Shareholder Direct share of voting rights Indirect share of voting rights Stefan Quandt, Germany 0.2 26.62 AQTON SE, Bad Homburg v. d. Höhe, Germany 9.4 17.23 AQTON Verwaltung GmbH, Bad Homburg v. d. Höhe, Germany – 17.24 AQTON GmbH & Co. KG für Automobilwerte, Bad Homburg v. d. Höhe, Germany 17.2 – Susanne Klatten, Germany 0.2 21.55 Susanne Klatten Beteiligungs GmbH, Bad Homburg v. d. Höhe, Germany 21.5 – 1 Based on voluntary notifications provided by the listed shareholders as at 31 December 2024. 2 Controlled entities, of which 3% or more are attributed: AQTON SE, AQTON Verwaltung GmbH, AQTON GmbH & Co. KG für Automobilwerte 3 Controlled entities, of which 3% or more are attributed: AQTON Verwaltung GmbH, AQTON GmbH & Co. KG für Automobilwerte. 4 Controlled entities, of which 3% or more are attributed: AQTON GmbH & Co. KG für Automobilwerte. 5 Controlled entities, of which 3% or more are attributed: Susanne Klatten Beteiligungs GmbH The percentages of the share capital with voting rights disclosed above may have changed subsequent to the stated date if these changes were not required to be reported to the Company. As the Company’s shares are issued to bearer, the Company is gen- erally aware of changes in shareholdings only if such changes are subject to mandatory notification requirements. Shares with special rights that confer control rights There are no shares with special rights that confer control rights. Control of voting rights when employees participate in capital and do not directly exercise their control rights Like all other shareholders, employees exercise their control rights pertaining to any shares they have acquired in conjunction with the Employee Share Programme and/or the share-based remuneration programme directly on the basis of relevant legal provisions and the Company’s Articles of Incorporation. Statutory regulations and provisions contained in the Articles of Incorporation governing the appointment and removal of members of the Board of Management and changes to the Articles of Incorporation The appointment or removal of members of the Board of Man- agement is based on the rules contained in §§ 84 et seq. AktG in conjunction with § 31 of the German Co-Determination Act (MitbestG). Amendments to the Articles of Incorporation must comply with §§ 179 et seq. AktG. Amendments must be decided upon by the shareholders at the Annual General Meeting (§ 119 (1) no. 6, § 179 (1) sentence 1 AktG). The Supervisory Board is authorised to adopt amendments to the Articles of Incorporation that only concern the wording (§ 179 (1) sentence 2 in conjunction with § 15 (3) of the Articles of Incorporation). Resolutions are passed at the Annual General Meeting by a simple majority of shares cast unless otherwise explicitly required by binding provisions of law or, if a majority of share capital is required, by a simple ma- jority of shares represented in the vote (§ 21 (1) of the Articles of Incorporation).

266 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Disclosures Relevant for Takeovers and Explanatory Comments Authorisations of the Board of Management, in particular with respect to the issuing or buying back of shares The Board of Management is authorised to buy back shares and sell repurchased shares in situations specified in § 71 AktG, for example to avert serious and imminent damage to the Company and/or to offer shares to persons either currently or previously employed by BMW AG or one of its affiliated companies. In accordance with the resolution taken at the Annual General Meeting on 11 May 2022, the Board of Management is author- ised until 10 May 2027 to acquire treasury shares (shares of common and/or preferred stock) representing a total of up to 10% of the share capital in place at the date on which the reso- lution was adopted or – if lower – at the date on which the au- thorisation is exercised. Significant agreements of the Company taking effect in the event of a change in control following a takeover bid BMW AG is party to the following major agreements, which con- tain provisions that would apply in the event of a change in con- trol or the acquisition of control as a result of a takeover bid: — An agreement concluded with an international consortium of banks relating to a syndicated credit line, which was not being utilised at the balance sheet date, entitles the lending banks to give extraordinary notice to terminate the credit line, such that all outstanding amounts, including interest, would fall due with immediate effect if one or more parties jointly acquire direct or indirect control of BMW AG. The term “control” is defined as the acquisition of more than 50% of the share capital of BMW AG, the right to receive more than 50% of the dividend, or the right to direct the affairs of the Company or appoint the majority of members of the Super- visory Board. — BMW AG is the guarantor for all obligations under the agree- ment regarding the joint venture BMW Brilliance Automotive Ltd. in China. This agreement generally grants an extraordi- nary right of termination to either joint venture partner in the event of a change in control at either one of the parties, or if more than 25% of the shares of the other party are acquired by a third party – either directly or indirectly – or if the other party is merged with another legal entity. Termination of the joint venture agreement may lead to the dissolution of the joint venture, with an optional purchase right for BMW AG (or the partner) to acquire the shares of the other partner or to the liquidation of the joint venture company. — BMW AG has entered into framework agreements with fi- nancial institutions for trading in derivative financial instru- ments (ISDA Master Agreements). In the event of a signifi- cant deterioration in creditworthiness, the contracting par- ties are entitled to terminate the agreement with immediate effect if the deterioration in creditworthiness results from a direct or indirect acquisition of the majority of the capital in a contracting party, which confers the right to elect the major- ity of the Supervisory Board members (or a comparable body) on a contracting party, from any other transaction that enables control over a contracting party or from a merger or transfer of assets. In the event of extraordinary termination, all current transactions will be settled. — BMW AG and Mercedes-Benz Group AG have entered into a joint venture agreement relating to mobility services, which includes the areas of ride-hailing and vehicle charging, and entitles both Mercedes-Benz Group AG and BMW AG (here- after referred to as “principals”) to initiate a bidding proce- dure in the event that (i) the other principal receives notice in accordance with § 33 of the German Securities Trading Act (WpHG) that – including shares attributed pursuant to § 34 WpHG – a shareholding of more than 50% has been at- tained or, in accordance with § 20 of the German Stock Cor- poration Act (AktG) that a shareholding of more than 50% has been attained or (ii) a shareholder or a third party – in- cluding shares attributed pursuant to § 30 WpHG – holds more than 50% of the voting rights or shares in the other principal, or (iii) the other principal has concluded a control agreement as a dependent company. The outcome of such a bidding procedure is that the joint venture will go to the principal making the highest bid. — Several supply and development contracts between BMW AG and various industrial customers relating to the sale of components for drivetrain systems, grant an extraordinary right of termination to the relevant industrial customer in specified cases of a change in control at BMW AG (for example if BMW AG merges with a third party or is taken over by a third party; an automobile manufacturer acquires more than 50% of the voting rights or share capital of BMW AG). — Together with AUDI AG, Mercedes-Benz Group AG and other companies, BMW AG is party to the shareholder agreement relating to There Holding B.V., which is the ma- jority shareholder of the HERE Group, a provider of digital maps. In accordance with the shareholder agreement, each contracting party is required to offer its directly or indirectly held shares in There Holding B.V. for sale to the other share- holders in the event of a change in control. A change in con- trol of BMW AG arises if a person takes over or loses control of BMW AG, with control defined as (i) holding or having control over more than 50% of the voting rights, (ii) the pos- sibility to control more than 50% of voting rights exercisable at Annual General Meetings on all or nearly all matters, or (iii) the right to determine the majority of members of the Board of Management or the Supervisory Board. Further- more, a change in control occurs if competitors of the HERE Group, or certain potential competitors of the HERE Group from the technology sector, acquire at least 25% of the share capital or voting rights of BMW AG. If none of the other shareholders acquire these shares, the other shareholders are entitled to resolve that There Holding B.V. be dissolved. — Together with Great Wall Motor Company Limited, BMW AG has established Spotlight Automotive Ltd. in China as a joint operation. The underlying agreement generally grants an extraordinary right of termination to either joint operation partner in the event that – either directly or indirectly – more than 25% of the shares of the other party are acquired by a third party or the other party is merged with another legal entity. The termination of the agreement may result in the sale of the shares to the other joint operation partner, or in the liquidation of the entity.

267 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Disclosures Relevant for Takeovers and Explanatory Comments — The software license agreements concluded between BMW AG and Google LLC for the use of “Projected Mode” in BMW vehicles’ head units grant both parties the right to extraordinary termination in the event of a change of control (not further defined in the agreement). — The agreement concluded between BMW AG and Toyota Motor Corporation to supply fuel cells can be extraordinarily terminated by either party if the other party merges or is con- solidated with another company. Compensation agreements with members of the Board of Management or with employees in the event of a takeover bid The BMW Group has not concluded any compensation agree- ments with members of the Board of Management or with em- ployees for situations involving a takeover offer.

GROUP FINANCIAL STATEMENTS 03 268 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information 269 Income Statement for Group and Segments 270 Statement of Comprehensive Income for Group 271 Balance Sheet for Group and Segments at 31 December 2024 273 Cash Flow Statement for Group and Segments 275 Statement of Changes in Equity for Group 277 Notes to the Group Financial Statements 277 Principles 289 Notes to the Income Statement 296 Notes to the Statement of Comprehensive Income 298 Notes to the Balance Sheet 319 Other Disclosures 346 Segment Information 349 List of Investments at 31 December 2024

269 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Income Statement for Group and Segments Group Automotive Motorcycles Financial Services Other Entities Eliminations (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) in € million Note 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 Revenues 7 142,380 155,498 124,917 132,277 3,220 3,214 38,562 36,227 14 11 – 24,333 – 16,231 Cost of sales 8 – 119,485 – 125,809 – 107,729 – 109,920 – 2,721 – 2,656 – 34,183 – 31,548 – – 25,148 18,315 Gross profit 22,895 29,689 17,188 22,357 499 558 4,379 4,679 14 11 815 2,084 Selling and administrative expenses 9 – 11,296 – 11,025 – 9,357 – 9,195 – 296 – 303 – 1,675 – 1,559 – 41 – 34 73 66 Other operating income 10 1,411 1,045 1,335 967 4 6 59 63 23 13 – 10 – 4 Other operating expenses 10 – 1,501 – 1,227 – 1,273 – 1,148 – 9 – 2 – 252 – 128 – 21 – 3 54 54 Profit/loss before financial result 11,509 18,482 7,893 12,981 198 259 2,511 3,055 – 25 – 13 932 2,200 Result from equity accounted investments 24 – 14 – 159 – 14 – 159 – – – – – – – – Interest and similar income 11 655 701 1,363 1,389 5 7 10 5 4,593 3,403 – 5,316 – 4,103 Interest and similar expenses 11 – 573 – 656 – 1,572 – 1,502 – 5 – 8 – 20 – 11 – 3,214 – 2,372 4,238 3,237 Other financial result 12 – 606 – 1,272 – 126 – 67 – – 37 – 87 – 517 – 1,118 – – Financial result – 538 – 1,386 – 349 – 339 – – 1 27 – 93 862 – 87 – 1,078 – 866 Profit/loss before tax 10,971 17,096 7,544 12,642 198 258 2,538 2,962 837 – 100 – 146 1,334 Income taxes 13 – 3,293 – 4,931 – 2,262 – 3,685 – 60 – 75 – 735 – 861 – 241 29 5 – 339 Net profit/loss 7,678 12,165 5,282 8,957 138 183 1,803 2,101 596 – 71 – 141 995 Attributable to non-controlling interests 388 875 392 857 – – – 5 17 1 1 – – Attributable to shareholders of the BMW AG 7,290 11,290 4,890 8,100 138 183 1,808 2,084 595 – 72 – 141 995 Basic earnings per share of common stock in € 14 11.62 17.67 Basic earnings per share of preferred stock in € 14 11.64 17.69 Dilutive effects – – Diluted earnings per share of common stock in € 14 11.62 17.67 Diluted earnings per share of preferred stock in € 14 11.64 17.69 INCOME STATEMENT FOR GROUP AND SEGMENTS

270 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of Comprehensive Income for Group in € million Note 2024 2023 Net profit/loss 7,678 12,165 Remeasurement of the net liability for defined benefit pension plans 33 302 – 142 Income taxes – 50 24 Items not expected to be reclassified to the income statement in the future 252 – 118 Marketable securities (at fair value through other comprehensive income) 2 113 Derivative financial instruments – 3,306 – 1,808 Costs of hedging 919 766 Other comprehensive income from equity accounted investments 7 26 Income taxes 678 281 Currency translation foreign operations 1,108 – 1,772 Items that can be reclassified to the income statement in the future – 592 – 2,394 Other comprehensive income for the period after tax 19 – 340 – 2,512 Total comprehensive income 7,338 9,653 Total comprehensive income attributable to non-controlling interests 324 607 Total comprehensive income attributable to shareholders of BMW AG 7,014 9,046 TT STATEMENT OF COMPREHENSIVE INCOME FOR GROUP

271 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Balance Sheet for Group and Segments at 31 December 2024 Group Automotive Motorcycles Financial Services Other Entities Eliminations (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) in € million Note 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 A S S E T S Intangible assets 21 20,220 20,022 19,630 19,439 220 216 369 366 1 1 – – Property, plant and equipment 22 39,581 35,266 38,909 34,639 588 533 84 94 – – – – Leased products 23 48,838 43,118 – – – – 57,249 50,415 – – – 8,411 – 7,297 Investments accounted for using the equity method 24 553 443 553 443 – – – – – – – – Other investments 1,099 1,197 14,662 14,697 – – 25 28 23,187 23,084 – 36,775 – 36,612 Receivables from sales financing 25 55,149 50,517 – – – – 55,299 50,657 – – – 150 – 140 Financial assets 26 834 1,387 315 588 – – 192 256 471 643 – 144 – 100 Deferred tax 13 3,244 2,431 3,336 3,216 – – 597 506 57 22 – 746 – 1,313 Other assets 28 1,827 1,537 2,061 2,296 18 18 2,906 2,852 41,499 35,249 – 44,657 – 38,878 Non-current assets 171,345 155,918 79,466 75,318 826 767 116,721 105,174 65,215 58,999 – 90,883 – 84,340 Inventories 29 24,387 23,719 22,372 22,121 919 905 1,096 693 – – – – Trade receivables 30 2,834 4,162 2,449 3,875 132 102 252 184 1 1 – – Receivables from sales financing 25 38,569 36,838 – – – – 38,569 36,838 – – – – Financial assets 26 2,565 4,131 1,561 2,888 – – 613 558 423 692 – 32 – 7 Current tax 27 1,316 1,199 715 911 – – 154 102 447 186 – – Other assets 28 7,429 7,596 23,152 24,925 17 7 4,375 3,753 64,227 57,638 – 84,342 – 78,727 Cash and cash equivalents 19,287 17,327 14,853 13,590 21 36 3,103 3,090 1,310 611 – – Current assets 96,387 94,972 65,102 68,310 1,089 1,050 48,162 45,218 66,408 59,128 – 84,374 – 78,734 Total assets 267,732 250,890 144,568 143,628 1,915 1,817 164,883 150,392 131,623 118,127 – 175,257 – 163,074 BALANCE SHEET FOR GROUP AND SEGMENTS AT 31 DECEMBER 2024

272 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Balance Sheet for Group and Segments at 31 December 2024 Group Automotive Motorcycles Financial Services Other Entities Eliminations (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) (unaudited supplementary information) in € million Note 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 E Q U I T Y A N D L I A B I L I T I E S Subscribed capital 31 639 639 – – – – – – – – – – Capital reserves 31 2,456 2,456 – – – – – – – – – – Revenue reserves 31 92,812 89,072 – – – – – – – – – – Accumulated other equity 31 – 2,090 – 2,071 – – – – – – – – – – Treasury shares 31 – 1,502 – 500 – – – – – – – – – – Equity attributable to shareholders of BMW AG 31 92,315 89,596 – – – – – – – – – – Non-controlling interests 2,688 3,327 – – – – – – – – – – Equity 95,003 92,923 58,562 61,971 – – 16,954 16,573 61,550 56,031 – 42,063 – 41,652 Pension provisions 33 222 427 134 326 – 7 16 17 72 77 – – Other provisions 34 7,830 7,797 7,411 7,559 107 80 312 158 – – – – Deferred tax 13 2,621 2,797 2,500 2,601 – – 2,099 2,603 92 226 – 2,070 – 2,633 Financial liabilities 36 66,770 52,880 3,145 2,726 1 2 21,205 18,003 42,563 32,249 – 144 – 100 Other liabilities 37 7,597 7,065 8,271 8,041 779 808 43,461 36,848 410 485 – 45,324 – 39,117 Non-current provisions and liabilities 85,040 70,966 21,461 21,253 887 897 67,093 57,629 43,137 33,037 – 47,538 – 41,850 Other provisions 34 8,543 9,240 7,813 8,547 130 128 549 558 51 7 – – Current tax 35 1,131 1,401 737 1,045 – – 241 141 153 215 – – Financial liabilities 36 44,491 42,130 3,012 1,680 – – 26,901 25,392 14,610 15,065 – 32 – 7 Trade payables 38 14,126 15,547 12,556 13,906 561 566 997 1,071 12 4 – – Other liabilities 37 19,398 18,683 40,427 35,226 337 226 52,148 49,028 12,110 13,768 – 85,624 – 79,565 Current provisions and liabilities 87,689 87,001 64,545 60,404 1,028 920 80,836 76,190 26,936 29,059 – 85,656 – 79,572 Total equity and liabilities 267,732 250,890 144,568 143,628 1,915 1,817 164,883 150,392 131,623 118,127 – 175,257 – 163,074 BALANCE SHEET FOR GROUP AND SEGMENTS AT 31 DECEMBER 2024

273 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Cash Flow Statement for Group and Segments Group Automotive Financial Services (unaudited supplementary information) (unaudited supplementary information) in € million 2024 2023 2024 2023 2024 2023 Profit/loss before tax 10,971 17,096 7,544 12,642 2,538 2,962 Income taxes paid – 3,794 – 5,049 – 2,043 – 3,472 – 1,059 – 698 Interest received* 644 683 1,342 1,417 10 3 Other interest and similar income/expenses* – 433 – 515 – 135 – 350 9 5 Depreciation and amortisation of tangible and intangible assets 8,650 8,974 8,504 8,826 28 32 Other non-cash income and expense items 339 179 167 103 20 – 11 Result from equity accounted investments 14 159 14 159 – – Change in leased products – 5,231 – 999 – – – 6,186 – 1,346 Change in receivables from sales financing – 4,144 – 3,622 – – – 4,154 – 3,649 Changes in working capital – 396 – 2,715 173 – 2,674 – 534 – 31 Change in inventories – 128 – 4,135 270 – 3,835 – 385 – 179 Change in trade receivables 1,379 – 187 1,474 – 154 – 69 – 70 Change in trade payables – 1,647 1,607 – 1,571 1,315 – 80 218 Change in provisions – 726 1,616 – 698 1,471 132 53 Change in other operating assets and liabilities 1,672 1,735 1,923 – 447 809 3,168 Cash inflow/outflow from operating activities 7,566 17,542 16,791 17,675 – 8,387 488 Total investment in intangible assets and property, plant and equipment – 12,205 – 10,881 – 12,006 – 10,688 – 16 – 9 Proceeds from subsidies for intangible assets and property, plant and equipment 192 – 192 – – – Proceeds from the disposal of intangible assets and property, plant and equipment 21 116 19 115 2 1 Expenditure for investment assets – 162 – 222 – 157 – 219 – – Proceeds from the disposal of investment assets and other business units 13 65 13 59 – – Investments in marketable securities and investment funds – 1,062 – 583 – 913 – 530 – 149 – 14 Proceeds from the disposal of marketable securities and investment funds 1,834 1,957 1,752 1,890 82 28 Cash inflow/outflow from investing activities – 11,369 – 9,548 – 11,100 – 9,373 – 81 6 CASH FLOW STATEMENT FOR GROUP AND SEGMENTS

274 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Cash Flow Statement for Group and Segments Group Automotive Financial Services (unaudited supplementary information) (unaudited supplementary information) in € million 2024 2023 2024 2023 2024 2023 Payments out of equity – 22 – 20 – 22 – 20 – – Treasury shares acquired – 1,002 – 1,222 – 1,002 – 1,222 – – Payment of dividends to shareholders of BMW AG – 3,781 – 5,430 – 3,781 – 5,430 – – Payment of dividends to non-controlling interests – 1,013 – 1,485 – 1,013 – 1,485 – – Intragroup financing and equity transactions – – 2,001 2,076 5,148 – 2,961 Interest paid* – 196 – 186 – 1,207 – 1,031 – 18 – 9 Proceeds from issue of non-current financial liabilities 30,025 20,633 10 34 11,752 11,614 Repayment of non-current financial liabilities – 22,182 – 22,430 – 528 – 515 – 10,466 – 10,790 Change in other financial liabilities 3,937 3,281 1,125 247 2,122 1,396 Cash inflow/outflow from financing activities 5,766 – 6,859 – 4,417 – 7,346 8,538 – 750 Effect of exchange rate on cash and cash equivalents – 3 – 705 – 11 – 502 – 57 – 184 Effect of changes in composition of Group on cash and cash equivalents – 27 – 27 – – Change in cash and cash equivalents 1,960 457 1,263 481 13 – 440 Cash and cash equivalents as at 1 January 17,327 16,870 13,590 13,109 3,090 3,530 Cash and cash equivalents as at 31 December 19,287 17,327 14,853 13,590 3,103 3,090 * With the exception of interest for lease liabilities, interest relating to financial services business is classified as revenues/cost of sales. The reconciliation of liabilities from financing activities is presented in ↗ note [36] to the Group Financial Statements. CASH FLOW STATEMENT FOR GROUP AND SEGMENTS

275 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of Changes in Equity for Group Accumulated other equity in € million Note Subscribed capital Capital reserves Revenue reserves Translation differences Marketable securities Derivative financial instruments Costs of hedging Treasury shares Equity attributable to shareholders of BMW AG Non- controlling interests Total 1 January 2024 31 639 2,456 89,072 – 2,083 – 29 699 – 658 – 500 89,596 3,327 92,923 Net profit – – 7,290 – – – – – 7,290 388 7,678 Other comprehensive income for the period after tax – – 252 978 1 – 2,085 578 – – 276 – 64 – 340 Comprehensive income at 31 December 2024 – – 7,542 978 1 – 2,085 578 – 7,014 324 7,338 Dividend payments – – – 3,781 – – – – – – 3,781 – 1,013 – 4,794 Treasury shares acquired – – – – – – – – 1,002 – 1,002 – – 1,002 Treasury share redemption – – – – – – – – – – – Reclassification resulting from share redemption – – – – – – – – – – – Other changes – – – 21 – – 509 – – 488 50 538 31 December 2024 31 639 2,456 92,812 – 1,105 – 28 – 877 – 80 – 1,502 92,315 2,688 95,003 STATEMENT OF CHANGES IN EQUITY FOR GROUP

276 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Statement of Changes in Equity for Group Accumulated other equity in € million Note Subscribed capital Capital reserves Revenue reserves Translation differences Marketable securities Derivative financial instruments Costs of hedging Treasury shares Equity attributable to shareholders of BMW AG Non- controlling interests Total 1 January 2023 31 663 2,432 85,425 – 584 – 107 1,728 – 1,154 – 1,278 87,125 4,163 91,288 Net profit – – 11,290 – – – – – 11,290 875 12,165 Other comprehensive income for the period after tax – – – 118 – 1,499 78 – 1,201 496 – – 2,244 – 268 – 2,512 Comprehensive income at 31 December 2023 – – 11,172 – 1,499 78 – 1,201 496 – 9,046 607 9,653 Dividend payments – – – 5,430 – – – – – – 5,430 – 1,485 – 6,915 Treasury shares acquired – – – – – – – – 1,222 – 1,222 – – 1,222 Treasury share redemption – – – 2,000 – – – – 2,000 – – – Reclassification resulting from share redemption – 24 24 – – – – – – – – – Other changes – – – 95 – – 172 – – 77 42 119 31 December 2023 31 639 2,456 89,072 – 2,083 – 29 699 – 658 – 500 89,596 3,327 92,923 STATEMENT OF CHANGES IN EQUITY FOR GROUP

277 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements PRINCIPLES 01 Basis of preparation The consolidated financial statements of Bayerische Motoren Werke Aktiengesellschaft (BMW Group Financial Statements or Group Financial Statements) at 31 December 2024 were drawn up in accordance with International Financial Reporting Stand- ards (IFRS), as endorsed by the European Union (EU), and the supplementary requirements of § 315e (1) of the German Com- mercial Code (HGB). Pursuant to § 325 HGB, the Group Finan- cial Statements and the Group Management Report are required to be submitted electronically to the operator of the Company Register and made accessible via that agency’s website. Bayer- ische Motoren Werke Aktiengesellschaft (BMW AG), which has its seat in Germany, Munich, Petuelring 130, is registered in the Commercial Register of the District Court of Munich under the number HRB 42243. BMW AG manufactures automobiles and motorcycles in the premium segment. The Group Financial Statements have been drawn up in euros. All amounts are disclosed in millions of euros (€ million) unless stated otherwise. Key figures presented in this report have been rounded in ac- cordance with standard commercial practise. In certain cases, this may mean that values do not add up exactly to the stated total and that percentages cannot be derived from the values shown. The income statement for the BMW Group and segments is pre- sented using the cost of sales method. In order to provide a better insight into the results of operations, financial position and net assets of the BMW Group, and going beyond the requirements of IFRS 8, the Group Financial State- ments also include an income statement and a balance sheet for the Automotive, Motorcycles, Financial Services and Other Enti- ties segments. The Group Cash Flow Statement is supple- mented by a statement of cash flows for the Automotive and Fi- nancial Services segments. Inter-segment transactions relate primarily to internal sales of products, the provision of funds for Group companies and the related interest. A description of the nature of the business and the major operating activities of the BMW Group’s segments is provided in ↗ note [46] (Explanatory notes to segment information). Approval for the publication of the Group Financial Statements was granted by the Board of Management on 11 March 2025. 02 Group reporting entity and consolidation principles The BMW Group Financial Statements include BMW AG and all material subsidiaries over which BMW AG – either directly or in- directly – exercises control. This also includes 58 structured en- tities, consisting of asset-backed financing arrangements and special purpose funds. In some cases, contractual agreements are in place with the asset-backed securities companies to offset their losses in connection with residual value risks arising from the receivables sold to them. In relation to fully consolidated companies, the following changes took place in the Group reporting entity in the financial year 2024: Germany Foreign Total Included at 31 December 2023 20 187 207 Included for the first time in 2024 1 12 13 No longer included in 2024 – 18 18 Included at 31 December 2024 21 181 202 All consolidated subsidiaries have the same year end as BMW AG with the exception of BMW India Private Ltd., Gurgaon, and BMW India Financial Services Private Ltd., Gurgaon, whose year- ends are 31 March in accordance with local legal requirements, as well as BMW i Ventures SCS SICAV-RAIF, Senningerberg, BiV Carry I SCS, Senningerberg, and BiV Carry II SCS, Senningerberg, whose year-ends are 30 September. Interim financial state- ments are prepared as at 31 December for the companies with divergent reporting dates. When assessing whether an investment gives rise to a controlled entity, a joint operation, a joint venture or an associated com- pany, the BMW Group considers contractual arrangements and other circumstances, as well as the structure and legal form of the entity. Discretionary decisions may also be required. If indi- cations exist of a change in the judgement of (joint) control, the BMW Group undertakes a new assessment. NOTES TO THE GROUP FINANCIAL STATEMENTS

278 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements An entity is deemed to be controlled if BMW AG – either directly or indirectly – has power over it, is exposed or has rights to vari- able returns from it and has the ability to influence those returns. Joint operations and joint ventures are forms of joint arrange- ments. Such an arrangement exists when a BMW Group entity jointly carries out activities with a third party on the basis of a contractual agreement. In the case of a joint operation, the parties that have joint control of the arrangement have rights to the assets, and obligations for the liabilities, relating to the arrangement. The assets, liabilities, revenues and expenses of one joint operation that is classified as material are recognised proportionately in the Group Financial Statements on the basis of the BMW Group entity’s rights and obligations (proportionate consolidation). The impact of joint op- erations on the Group Financial Statements is of minor signifi- cance. The BMW Group's largest joint operation is Spotlight Automotive Ltd., Zhangjiagang, which has been operated together with the Chinese automobile manufacturer Great Wall Motor Company Limited since 2019, jointly developing and manufacturing elec- tric vehicles for the MINI and Great Wall brands in China. The BMW Group and Great Wall each hold 50% of the joint opera- tion’s equity. In the case of a joint venture, the parties which have joint control only have rights to the net assets of the arrangement. An entity is classified as an associated company if BMW AG – either directly or indirectly – has the ability to exercise significant influence over the entity’s operating and financial policies. As a general rule, the Group is assumed to have significant influence if it holds 20% or more of the entity’s voting power. Interests in material associated companies and joint ventures are accounted for using the equity method. BMW Fleet GmbH, Munich, which acquired part of the Group's own fleet and thus also assumed responsibility for the manage- ment and marketing of these vehicles, was fully included in the Group Financial Statements for the first time with effect from 31 March 2024. On 19 July 2023, the BMW Group signed an agreement with the companies of the Mercedes-Benz Group, the Stellantis Group, the Honda Group, the Hyundai Motor Group and the General Mo- tors Company Group to establish IONNA LLC, Torrance, in the USA with the aim of developing charging infrastructure in North America. Following approval by the relevant antitrust authorities, the transaction was completed on 18 October 2023. The BMW Group's stake in IONNA LLC was diluted from 16.67% to 14.29% in the financial year 2024 following the entry of Toyota Motor Corporation. Although this is below 20%, the newly founded entity is included in the BMW Group Financial State- ments as an associated company using the equity method, re- flecting the fact that the BMW Group is represented on the man- agement board and therefore has significant influence. On 6 November 2023, the BMW Group signed an agreement with a company of the Mercedes-Benz Group to establish Beijing Ionchi New Energy Technology Ltd., Beijing, in China with the aim of developing the charging infrastructure there. Following approval by the relevant antitrust authorities, the transaction was completed on 4 March 2024. The BMW Group holds a 50% in- terest in the newly founded entity, which is accounted for as a joint venture using the equity method. The other changes to the Group reporting entity do not have a material impact on the results of operations, financial position and net assets of the Group. 03 Other significant events Russia-Ukraine war Major uncertainties remained at 31 December 2024 with re- spect to the ongoing Russia-Ukraine war. The current sanctions and the countermeasures taken significantly restrict economic activities with Russia and also have an impact on the Russian companies of the BMW Group. The restrictions currently in place for payments continue to re- strict the transfer of liquid funds from Russia. Developments in this area are reviewed by the BMW Group on a regular basis. In total, the Russian companies hold around 4% (2023: 4%) of the BMW Group's cash and cash equivalents.

279 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 04 Foreign currency translation and measurement The financial statements of consolidated companies which are presented in a foreign currency are translated using the modified closing rate method. Under this method, assets and liabilities are translated at the closing exchange rate, while income and ex- penses are translated at the average exchange rate. Differences arising on foreign currency translation are presented in “Accu- mulated other equity“. In the single entity accounts of BMW AG and its subsidiaries, foreign currency receivables and payables are measured on initial recognition using the exchange rate pre- vailing at the date of first-time recognition. Advance payments to suppliers or from customers in a foreign currency that result in the addition of non-monetary assets or liabilities are recorded at the exchange rate prevailing at the date of payment. At the end of the reporting period, foreign currency receivables and paya- bles are measured using the closing exchange rate. The resulting unrealised gains and losses, as well as realised gains and losses arising on settlement, are recognised in the income statement, in line with the underlying substance of the transaction. Non-mon- etary balance sheet line items denominated in foreign currencies are rolled forward on the basis of historical exchange rates. The exchange rates of currencies which have a material impact on the Group Financial Statements were as follows: Closing rate Average rate 1 euro = 31.12.2024 31.12.2023 2024 2023 US dollar 1.04 1.11 1.08 1.08 Chinese renminbi 7.57 7.86 7.78 7.66 British pound 0.83 0.87 0.85 0.87 Japanese yen 162.74 156.58 163.84 151.98 South Korean won 1,530.75 1,435.44 1,475.62 1,412.98 Argentina has fulfilled the definition of a hyperinflationary econ- omy since 1 July 2018. Since that date, International Accounting Standard (IAS) 29 has therefore been applied to the BMW sub- sidiary in Argentina. The price indices published by the Feder- ación Argentina de Consejos Profesionales de Ciencias Económicas are used to adjust non-monetary asset, liability and income statement line items. The resulting effects are not mate- rial for the BMW Group.

280 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 05 Financial reporting rules a Financial reporting standards applied for the first time in the financial year 2024 Standards and Revised Standards applied for the first time in the financial year 2024 did not have any significant impact on the BMW Group Financial Statements. b Financial reporting pronouncements issued by the IASB, but not yet applied In April 2024, the International Accounting Standards Board (IASB) published IFRS 18 Presentation and Disclosure in Finan- cial Statements. The Standard replaces IAS 1 and contains new rules on the structure of the income statement, on key perfor- mance indicators defined by management, and on the aggrega- tion and disaggregation of items in the income statement. The new rules are mandatory for financial years beginning on or after 1 January 2027. The BMW Group is analysing the impact of IFRS 18 on the Group Financial Statements. Early adoption of IFRS 18 is not currently intended. In December 2024, the IASB also published Amendments to IFRS 9 and IFRS 7 – Contracts Referencing Nature-dependent Electricity. The targeted amendments contained therein deal with the accounting treatment of nature-dependent electricity ar- rangements, in particular to long-term energy supply contracts (power purchase agreements). The amendments to IFRS 9 are primarily intended to address current challenges in the applica- tion of the “own-use” exception and hedge accounting. The amendments to IFRS 7 include additional disclosure require- ments for nature-dependent electricity contracts. Subject to their implementation by the law-making bodies of the European Un- ion, the new regulations are mandatory, at the latest, for financial years beginning on or after 1 January 2026. A decision on whether to apply the new regulations early will be made after tak- ing into account the date of their transposition into European Community law as well as an implementation cost analysis. The BMW Group expects that the amended criteria for assessing the applicability of the “own-use” exemption will make it possible to apply it to a larger total volume of power purchase agreements, thereby supporting the BMW Group's decarbonisation efforts. With the exception of the additional disclosure requirements, this does not result in any change to the accounting treatment of the existing portfolio of power purchase agreements. Other financial reporting standards and revised standards issued by the IASB that have not yet been applied are not expected to have any significant impact on the BMW Group Financial State- ments. 06 Accounting policies, assumptions, judgements and estimations » The impact of climate change has been taken into account by the Board of Management when preparing the Group Financial Statements. As a matter of principle, the Group Financial State- ments are prepared in accordance with the BMW Group's long- term corporate plan, as approved by management, taking into account issues – such as the expansion of electric mobility, reg- ulatory requirements and changes in production conditions – that are relevant for expected climate change. In this context, the BMW Group incurs expenditure on research and development for electrified models, invests in resource-saving production facilities for the manufacture of electrified automobiles and, in particular, is gradually converting its production processes from fossil fuels to green energy by concluding power purchase agreements for electricity and gas from renewable sources. In order to reduce emissions of carbon dioxide equivalents (CO2e), the BMW Group has set itself science-based, cross-sec- tor targets for 2030, in line with the approach of the Science Based Targets initiative (SBTi). Long-term corporate planning is also geared towards achieving these targets. The target set for the BMW Group’s Scope 1 and 2 emissions is in line with the 1.5°C-compliant pathway. The overarching target set for Scope 3 Automobiles (purchased goods and services, transpor- tation logistics, use phase) is in line with a well-below-two-de- gree (WB2D) approach. The targets set for the period up to 2030 envisage a reduction in CO2e emissions of at least 40 million tonnes of CO2e compared to the reference year 2019. This equates to an absolute target for Scopes 1 and 2 CO2e emissions of 0.635 million tonnes, a reduction of 46.3% compared to the reference year 2019. At the level of Scope 3 emissions an absolute target of 108 mil- lion tonnes of CO2e has been set for purchased goods and ser- vices, transportation logistics and the use phase of automobiles, a reduction of 27.5% compared to the reference year 2019. Physical and transitory climate-related risks and opportunities, as well as the targets set to reduce CO2e emissions (as explained above) are taken into account both for internal performance management as well as for financial reporting purposes. These aspects, referred to below as “climate-related aspects”, are highly relevant for the preparation of the Group Financial State- ments, particularly in the case of assumptions, judgements and estimations relating to future developments that impact the BMW Group and its environment, and are therefore included in their assessment. More detailed information on how climate-related aspects are taken into account for recognition and measurement purposes is provided below, particularly in the comments on property, plant and equipment, leased products and the performance of impair- ment tests. This includes an indication of the extent to which cli- mate-related aspects have been taken into account in the esti- mations and assumptions for the recognition and measurement of balance sheet items. « (Section contains information in line with ESRS E1-1 AR 15.)

281 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Revenues from customer contracts include in particular reve- nues from the sale of products (primarily new and pre-owned ve- hicles and related products) as well as revenues from services. Revenues are recognised when control of the product is trans- ferred to the dealership or retail customer, whereby the point in time of transfer is becoming increasingly important due to the phased introduction of the direct sales model. In the case of sales of products, control is transferred and revenue therefore recog- nised as a general rule at the point in time when the risks and rewards of ownership are transferred. Revenues are stated net of settlement discount, bonuses and rebates as well as interest and residual value subsidies. The consideration arising from these sales is usually due for payment in advance, immediately or within 30 days. In exceptional cases, a longer payment may also be agreed. In the case of services, control is transferred over time. Consideration for the rendering of services to customers usually falls due for payment at the beginning of a contract and is therefore deferred as a contract liability. The deferred amount is released over the service period and recognised as revenue in the income statement. As a general rule, amounts are released on the basis of the expected expense trend, as this best reflects the performance of the service. If the sale of products includes a determinable amount for services (multiple-component con- tracts), the related revenues are deferred and recognised as in- come in the same way. Variable consideration components, such as bonuses, are measured at the expected value, and in the case of multiple-component contracts, allocated to all performance obligations unless directly attributable to the sale of a vehicle. Revenues from the sale of products, for which repurchase ar- rangements are in place, are not recognised immediately in full. Instead, revenues are either recognised proportionately or the difference between the sales and repurchase price is recognised in instalments over the term of the contract depending on the na- ture of the agreement. In the case of vehicles sold to a dealership that are expected to be repurchased in a subsequent period as part of leasing business, revenues are not recognised at Group level at the time of the sale of the vehicle. Instead, assets and liabilities arising from rights of return are recognised in the bal- ance sheet for these vehicles. Revenues from leases of own-manufactured vehicles are recog- nised at Group level in accordance with the requirements for manufacturer or dealer leases. In the case of operating leases, revenues from lease payments are recognised on a straight-line basis over the lease term. Finance leases, on the other hand, are accounted for as a sale. At the lease commencement date, rev- enues are recognised at the amount of the fair value of the leased asset and reduced by any unguaranteed residual value of vehi- cles that are expected to be returned to the Group at the end of the lease term. In addition, initial direct costs are recognised as cost of sales at the lease commencement date. Revenues also include interest income from financial services. In- terest income arising on finance leases as well as on retail cus- tomer and dealership financing is recognised using the effective interest method and reported as interest income on credit financ- ing within revenues. The BMW Group offers various products that meet the definition of an insurance contract in accordance with IFRS 17. However, for the majority of these products, either an exemption applies (e.g. for warranty agreements) or the insurance arrangements qualify as fixed-fee service contracts, which continue to be ac- counted for in accordance with IFRS 15 due to the option availa- ble in IFRS 17. In some markets, however, products (e.g. com- prehensive vehicle insurance) are offered that are required to be accounted for in accordance with IFRS 17. These contracts are recognised using the so-called premium allocation approach. In- surance premiums arising on insurance contracts are presented in other revenues. Public sector grants are not recognised until there is reasonable assurance that the conditions attaching to them have been com- plied with and the grants will be received. The resulting income is recognised in cost of sales over the periods in which the costs occur that they are intended to compensate. Government grants received for assets are deducted from the carrying amount of the relevant assets, and recognised in profit or loss over the respec- tive useful lives of the assets in the form of reduced deprecia- tion/amortisation. For information on the accounting treatment of government grants for assets granted before 31 Decem- ber 2022, please refer to the disclosures provided in ↗ note [37]. Earnings per share are calculated as follows: basic earnings per share are calculated for common and preferred stock by dividing the net profit for the year (after non-controlling interests) that is attributable to each category of stock, by the average number of shares of each category in circulation. Net profit for the year is accordingly allocated to the different categories of stock. The portion of the net profit that is not being distributed is allocated to each category of stock based on the number of outstanding shares. Profits available for distribution are determined directly on the basis of the dividend proposals or resolutions for common and preferred stock. Diluted earnings per share are calculated and separately disclosed in accordance with IAS 33. Intangible assets are measured on initial recognition at acquisi- tion or manufacturing cost. Subsequently, intangible assets with finite useful lives are amortised on a straight-line basis over their useful lives of between three and 20 years. Impairment losses are recognised where necessary. Intangible assets with indefi- nite useful lives are tested annually for impairment. Internally generated intangible assets mainly comprise development costs for vehicle, module and architecture projects.

282 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Development costs are capitalised if all of the criteria specified by IAS 38 are met. They are measured on the basis of direct costs and directly attributable overhead costs. Project-related capitalised development costs are amortised on a straight-line basis following the start of production over the estimated product life (usually five to twelve years). Goodwill arises when the cost of acquiring a business exceeds the Group’s share of the net fair value of the assets, liabilities and contingent liabilities identified during the acquisition. Intangible assets also include emission allowances and similar rights arising from programmes aimed at reducing carbon or other climate-damaging emissions (for example in conjunction with the EU Emissions Trading System or vehicle-related emis- sions regulations in the USA or China). These allowances and rights are carried at cost and, in the event that they are allocated free of charge, recorded at a value of zero. Amounts are derec- ognised when they are returned or, in exceptional cases, when they are sold or expire. In parallel to the recognition of these al- lowances and rights as assets, provisions are recognised in ac- cordance with IAS 37 corresponding to the amount of obliga- tions expected to arise in conjunction with the related emissions regulations. Provisions are measured on the basis of the ex- pected value of the allowances or rights that are to be returned. If there is any indication of impairment of intangible assets, or if an annual impairment test is required (i.e. intangible assets with an indefinite useful life, intangible assets during the devel- opment phase and goodwill), an impairment test is performed. Each individual asset is tested separately unless the cash flows generated by the asset are not sufficiently independent from the cash flows generated by other assets or other groups of assets. In these cases, impairment is tested at the level of a cash-gener- ating unit, which is the norm for the BMW Group. For the purpose of the impairment test, the carrying amount of an asset (or a cash-generating unit) is compared with the recov- erable amount. The first step of the impairment test is to deter- mine the value in use. If the value in use is lower than the carrying amount, the next step is to determine the fair value less costs to sell and compare the amount so determined with the asset’s car- rying amount. If the fair value is lower than the carrying amount, an impairment loss is recognised, reducing the carrying amount to the higher of the asset’s value in use or fair value less costs to sell. If the reason for a previously recognised impairment loss no longer exists, the impairment loss is reversed up to the level of the recoverable amount, but no higher than the amortised acqui- sition or manufacturing cost. Impairment losses on goodwill are not reversed. As part of the process of assessing recoverability, it is generally necessary to apply estimations and assumptions – in particular regarding future cash inflows and outflows and the length of the forecast period – which could differ from actual amounts. Actual amounts may differ from the assumptions and estimations used if business conditions develop differently to ex- pectations. The BMW Group determines the value in use of intangible assets on the basis of a present value computation. The cash flows used for this calculation are derived from the long-term corporate plan approved by management, corresponding to a forecast period of six years. For the purposes of calculating cash flows beyond the planning period, a perpetual annuity return is assumed which does not take growth into account. Forecasting assumptions are adjusted to current information and regularly compared with external sources. The assumptions used take account in particular of ex- pectations of the profitability of the product portfolio, future mar- ket share development, macroeconomic developments (such as currency, interest rate and raw materials prices) as well as the legal environment and past experience. Assumptions also take into account the impact of climate-related aspects and the influence of other sustainability factors on busi- ness performance and the product portfolio, for example as a re- sult of changes in demand patterns, regulatory requirements or changes in production conditions. In line with the BMW Group’s strategy process and the ongoing expansion of electric mobility, the detailed forecast takes account of key assumptions such as the planned increase in the share of electrified automobiles to over 50%, the required level of expenditure on research and de- velopment with regard to vehicle models with battery-powered electric drives, the scale of investments in resource-saving pro- duction facilities (including any expected efficiency improve- ments) and the cost of converting production processes from fos- sil fuels to renewable energy sources. Last but not least, the ex- pected impact on the current leasing portfolio is also considered. Amounts are discounted on the basis of a market-related cost of capital rate. Impairment tests are performed for accounting and financial reporting purposes and using a risk-adjusted pre-tax cost of capital (WACC) for the Automotive excluding BMW Bril- liance, BMW Brilliance and Motorcycles cash-generating units. In the case of the Financial Services cash-generating unit, a pre-tax cost of equity capital is used, as is customary in the sector. The following pre-tax discount factors were applied: in % 2024 2023 Automotive excluding BMW Brilliance 13.4 13.7 BMW Brilliance 13.6 15.6 Motorcycles 13.4 13.7 Financial Services 13.9 15.2 The risk-adjusted discount rate, calculated using a capital asset pricing model (CAPM), also takes into account specific peer- group information relating to beta-factors, capital structure data and borrowing costs. No adjustments to the WACC were made for environmental, social or governance (ESG) aspects.

283 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements In conjunction with the impairment tests for cash-generating units, sensitivity analyses are performed for the main assump- tions in order to rule out that possible changes to the assump- tions used to determine the recoverable amount would result in the requirement to recognise an impairment loss. Even in the case of a 10% deterioration in the individual measurement as- sumptions, the need to recognise an impairment loss did not arise. All items of property, plant and equipment are measured at ac- quisition or manufacturing cost less accumulated depreciation and accumulated impairment losses. The cost of internally constructed plant and equipment com- prises all costs which are directly attributable to the manufactur- ing process as well as an appropriate proportion of production- related overheads. This includes production-related depreciation and amortisation as well as an appropriate proportion of admin- istrative and social costs. Financing costs are not included in ac- quisition or manufacturing cost unless they are directly attributa- ble to the asset. The carrying amount of items of depreciable property, plant and equipment is written down according to scheduled usage-based depreciation – as a general rule on a straight-line basis – over the useful lives of the assets. Depreci- ation is recorded as an expense in the income statement. The following useful lives are applied throughout the BMW Group: in years Factory and office buildings, residential buildings, fixed installations in buildings and outside facilities 8 to 50 Plant and machinery 3 to 30 Other facilities, factory and office equipment 2 to 25 The useful lives of plant and equipment are reviewed regularly and extended or shortened as necessary. This review also takes account of the impact of climate-related aspects on useful lives, for example due to changes in demand patterns or regulatory re- quirements. In addition to the assumptions used for long-term corporate planning as described above, product-relevant deci- sions taken during the year are also considered. Climate-related aspects have an indirect impact on the utilisation of property, plant and equipment. Adjustments to the useful lives of items of plant and machinery are avoided by means of by a combination of flexible manufacturing arrangements (independent of drivetrain type and capable of handling all vehicle generations) as well as asset-preservation measures. The useful lives of plant and machinery that are used exclusively for internal combustion vehicle production are also covered by up-to-date planning as- sumptions. For machinery used in multiple-shift operations, de- preciation rates are increased to account for the additional utili- sation. If there is any indication of impairment of property, plant and equipment, an impairment test is performed as described above for intangible assets. A lease arises for IFRS 16 purposes either when an actual legal rental/lease agreement for property, plant and equipment is in place or when other contractual arrangements are in place that are equivalent to a lease in substance. Depending on the specific facts and circumstances of each individual case, power purchase agreements and long-term supply contracts for battery cells may also constitute a lease. The BMW Group recognises a right-of-use asset and a liability for the outstanding lease payments with effect from the date on which the leased asset becomes available for use by the BMW Group. The cost of the right-of-use asset is the sum of the amount at which the lease liability is initially measured, any lease payments made at or before the lease commencement date, any initial direct costs incurred by the lessee and the estimated costs of dismantling, removing or restoring the leased asset. Lease incentives granted by the lessor are deducted. Right-of-use as- sets are depreciated on a straight-line basis over the shorter of the useful life of the leased asset and the expected lease term. If ownership of the leased asset is automatically transferred at the end of the lease term or the exercise of a purchase option is re- flected in the lease payments, the right-of-use asset is depreci- ated on a straight-line basis over the expected useful life of the leased asset. Right-of-use assets are reported in the balance sheet within the relevant line items for property, plant and equip- ment. The depreciation expense on right-of-use assets is re- ported in the income statement in cost of sales as well as in sell- ing and administrative expenses. The lease liability is measured on initial recognition at the present value of the future lease payments. Subsequent to initial recog- nition, the carrying amount of the lease liability is increased to reflect interest on the lease liability and reduced, without income statement impact, by the lease payments made. Lease liabilities are reported within financial liabilities, while interest expense is reported as part of net interest result. In the cash flow statement, both the repayment portion and the interest portion of lease pay- ments are shown as cash outflows from financing activities. The lease payments to be taken into account to measure the right-of-use asset and the lease liability comprise fixed pay- ments, variable lease payments that depend on an index or an interest rate as well as amounts expected to be payable under residual value guarantees. If it is reasonably certain that a pur- chase or lease extension option will be exercised, the relevant payments are also included. Payments for periods for which the lessee has an option to terminate a lease unilaterally are only in- cluded in the lease payments if it is reasonably certain that the termination option will not be exercised. For the purposes of as- sessing options, the BMW Group takes account of all facts and circumstances that create an economic incentive to exercise or not to exercise the option.

284 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements IFRS 16 requires that lease payments are discounted as a gen- eral rule using the interest rate implicit in the lease. However, since the interest rate in leases entered into by the BMW Group cannot readily be determined, amounts are discounted on the basis of the incremental borrowing rate. The incremental borrowing rate comprises the risk-free interest rate in the relevant currency for matching maturities plus a pre- mium for the credit risk. Specific risks attached to an asset are generally not taken into account, given that collateral received in the context of alternative financing arrangements is not relevant within the BMW Group. Determining which items are to be counted as lease payments – including the issue of the lease term underlying those payments – and which discount rate to apply involves using estimates and assumptions that may differ from actual outcomes. As lessee, the BMW Group makes use of the application exemp- tions available for short-term leases and leases of low-value as- sets. Group products recognised by BMW Group entities as leased products under operating leases are measured at manufactur- ing cost and all other leased products at acquisition cost, in each case including initial direct costs. All leased products are depre- ciated over the period of the lease using the straight-line method down to their expected residual value. Where the recoverable amount of a lease exceeds the asset’s carrying amount, changes in residual value expectations are rec- ognised by adjusting scheduled depreciation prospectively over the remaining term of the lease. If the recoverable amount is lower than the asset's carrying amount, an impairment loss is recognised for the shortfall. A test is carried out at each balance sheet date to determine whether an impairment loss recognised in prior years no longer exists or has decreased. In such cases, the carrying amount of the asset is increased to the recoverable amount, at a maximum up to the amount of the asset’s amor- tised cost. Assumptions and estimations are required regarding future re- sidual values, since these represent a significant part of future cash inflows. Relevant factors to be considered include the trend in market prices and demand on the pre-owned automobile mar- ket. The expected change in the drive-system mix going forward, which is subject to regular analysis, is also taken into account. The BMW Group has developed and implemented methods and processes that enable sustainability aspects of residual value risks, particularly climate-related aspects, to be appropriately as- sessed and managed. A scenario-based approach is applied to quantify the impact of the transition towards zero-emissions mo- bility and factor in the technological progress of the products in- volved, resulting potentially in the need to adjust the estimated residual values of both internal combustion and electrified vehi- cles. However, the transition to new drive systems will stretch over a period of time. Under these circumstances, regulatory as- pects, customer behaviour and the structure of the product range all have to be taken into account. To varying degrees, the afore- mentioned aspects will play a role in bringing about changes to the existing product portfolio over the coming years. The nature of these planned changes can already be anticipated today to some extent, highlighting potential but calculable risks for future operations. Disproportionate risks are only likely to arise in the event of unexpected regulatory changes that would also be to the detriment of customers. In addition to these various considera- tions, the vehicle portfolio subject to residual value risks is re- measured on a quarterly basis, allowing new aspects to be incor- porated in the valuation at an early stage. In this case, valuations relevant for new business which are subject to the same turn of events would also be adjusted. The models used to determine residual value are also subject to regular review and can be sup- plemented where appropriate to include aspects relating to changes in the market. Using this approach, different scenario analyses can be used to take into account upward or downward adjustments to esti- mated values. The assumptions are based on internally available historical data and current market data, as well as on data from external institutions. Furthermore, assumptions are regularly val- idated by comparison with external data. Certain types of con- tracts require a high degree of judgement when deciding whether they give rise to operating leases or receivables from sales fi- nancing. Investments accounted for using the equity method are measured – provided no impairment has been recognised – at cost of investment adjusted for the Group’s share of earnings and changes in equity capital. If there is any indication that an investment is impaired, an impairment test is performed on the basis of the discounted cash flow method. An indicator exists, for example, in the event of a serious shortfall compared to budget, the loss of an active market or if funds are required to avoid in- solvency. With the exception of lease receivables, financial assets are measured on initial recognition at their fair value. Financial as- sets include, in particular, other investments, receivables from sales financing, finance receivables, trade receivables and cash and cash equivalents. As a general rule, initial recognition takes place as soon as the BMW Group becomes a party to a contract. In the case of so-called “regular way” purchases or sales of non- derivative financial assets, initial recognition takes place at the settlement date. Financial assets are derecognised when con- tractual cash flows attached to them have expired or are trans- ferred and all significant risks and rewards have been passed on to the acquirer. Depending on the business model and the structure of contrac- tual cash flows, financial assets are classified as measured at amortised cost, at fair value through comprehensive income or at fair value through profit or loss. The category “measured at fair value through comprehensive income” at the BMW Group com- prises mainly marketable securities and investment funds used for liquidity management purposes. In the BMW Group, selected marketable securities, shares in investment funds, money mar- ket funds and convertible bonds are measured at fair value through profit or loss, as their contractual cash flows do not solely represent payments of principal and interest.

285 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The BMW Group does not make use of the option to measure equity instruments at fair value through other comprehensive in- come or debt instruments at fair value through profit or loss. The market values of financial instruments measured at fair value are determined on the basis of market information availa- ble at the balance sheet date, such as quoted prices or using ap- propriate measurement methods, in particular the discounted cash flow method. Items reported under other investments within the scope of IFRS 9 are measured at fair value through profit or loss. Invest- ments in subsidiaries, joint arrangements and associated com- panies that are not material to the BMW Group are also included in other investments. Receivables from sales financing are measured as a general rule at amortised cost using the effective interest rate method. As part of its asset-backed securities (ABS) financing activities, the BMW Group transfers some of its receivables from sales fi- nancing – primarily retail customer and dealership financing re- ceivables – to structured companies, which in turn securitise them and place them on the capital market as collateralised mar- ketable securities. The transferred receivables are not derecognised and therefore remain on the BMW Group’s balance sheet. For this reason, re- ceivables from sales financing fulfil the criteria of the "hold" busi- ness model. Receivables from sales financing also include finance lease re- ceivables which are measured at the amount of the net invest- ment in the lease. This balance sheet line item also includes op- erating lease receivables at the end of the reporting period. The related vehicles are reported within the line item Leased prod- ucts. With the exception of receivables from operating leases and trade receivables, the BMW Group applies the general approach described in IFRS 9 to determine impairment of financial assets. Under the general approach, loss allowances are measured on initial recognition on the basis of the expected 12-month credit loss (stage 1). If the credit loss risk at the end of the reporting period has increased significantly since initial recognition, the im- pairment allowance is measured on the basis of lifetime ex- pected credit losses (stage 2 – general approach). The measure- ment of the change in default risk is based on a comparison of the default risk at the date of initial recognition and at the end of the reporting period. The default risk at the end of each reporting period is determined on the basis of credit checks, current key economic performance indicators and any overdue payments. The BMW Group applies the simplified approach described in IFRS 9 to operating lease and trade receivables, whereby the amount of the loss allowance is measured subsequent to the in- itial recognition of the receivable on the basis of lifetime expected credit losses (stage 2 – simplified approach). For the purposes of allocating an item to stage 2, it is irrelevant whether the credit risk of the assets concerned has increased significantly since in- itial recognition. As a general rule, the BMW Group assumes that a receivable is in default if it is more than 90 days overdue or if there are objec- tive indications of insolvency, such as the opening of insolvency proceedings. Credit-impaired assets are identified as such on the basis of this definition of default. In the case of credit-impaired assets which had not been credit-impaired at the time they were acquired or originated, an impairment allowance is recognised at an amount equal to lifetime expected credit losses (stage 3). This is the case regardless of whether the general or simplified ap- proach is applied. In the case of stage 3 assets, interest income is calculated on the asset’s carrying amount less any impairment loss. In addition, post-model adjustments are recorded if the risk is not fully covered by the standard models. The BMW Group derecognises financial assets when it has no reasonable expectation of recovery. This may be the case, for in- stance, if the debtor is deemed not to have sufficient assets or other sources of income to service the debt. Loss allowances relating to the balance sheet line item Receiva- bles from sales financing are determined primarily on the basis of past experience with credit losses, current data on overdue re- ceivables, rating classes and scoring information. Forward-looking information (for instance forecasts of key eco- nomic performance indicators) is also taken into account if, based on past experience, such indicators show a substantive correlation to actual credit losses. Loss allowances on trade receivables are determined primarily on the basis of information relating to overdue amounts. Further- more, both positive and negative economic scenarios are used alongside the latest forecasts of key economic performance indi- cators when determining the level of valuation allowances. These scenarios are based on local analyses and take into ac- count, for example, anticipated political and economic develop- ments. Input factors available on the market, such as ratings and prob- abilities of default, are used to calculate valuation allowances for cash and cash equivalents, financial assets, receivables from subsidiaries and receivables from companies in which an invest- ment is held. In the case of marketable securities and investment funds, the BMW Group usually applies the option not to allocate financial assets with a low default risk to different stages. Accord- ingly, assets with an investment grade rating are always allo- cated to stage 1.

286 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Financial assets include in particular marketable securities and shares in investment funds as well as derivative financial instru- ments. Derivative financial instruments are used within the BMW Group for hedging purposes in order to reduce currency, interest rate, fair value and market price risks. Derivative financial instru- ments are recognised as of the trade date, measured at their fair value. Depending on their market value at measurement date, these financial instruments are reported in the balance sheet line items Financial assets or Financial liabilities. Fair values are determined on the basis of valuation models. Ob- servable market price, tenor and currency basis spreads are taken into account in the measurement of derivative financial in- struments. Furthermore, the Group's own credit risk and that of counterparties is taken into account on the basis of credit default swap values for market contracts with matching terms. The BMW Group applies the option to recognise the credit risks arising from the fair values of a group of derivative financial as- sets and liabilities on the basis of their total net amount. Portfo- lio-based valuation adjustments (credit valuation adjustments and debit valuation adjustments) to the individual derivative fi- nancial assets and financial liabilities are allocated using the rel- ative fair value approach (net method). Where hedge accounting is applied, changes in fair value of de- rivative financial instruments are presented as part of other fi- nancial result in the income statement or within other compre- hensive income as a component of accumulated other equity, depending on whether the hedging relationship is classified as a fair value hedge or a cash flow hedge. Fair value hedges are mainly used to hedge interest rate risks relating to financial liabilities. The currency basis is not desig- nated as part of the hedging relationship in the case of cross cur- rency interest rate hedges accounted for as fair value hedges. Accordingly, changes in the market value of such components are recorded as costs of hedging within accumulated other eq- uity. Amounts accumulated in equity are reclassified to other fi- nancial result within the income statement over the term of the hedging relationship. In addition, for selected fixed-interest assets, a portion of the in- terest rate risk is hedged on a portfolio basis in accordance with IAS 39. The designated hedged items (underlying transactions) are reported in the balance sheet as receivables from sales fi- nancing or financial liabilities. Interest rate risks are hedged on the basis of the present value of net cash flows relating to fixed income assets (on the asset side) less cash flows relating to var- iable-rate financing (on the liabilities side). The net cash flow de- termined in this way is hedged by purchasing corresponding in- terest rate swaps that have the effect of reducing the interest rate risk. Hedge relationships are terminated and redesignated on a monthly basis at the end of each reporting period, thereby taking account of the constantly changing content of each portfolio. Fair value hedge ineffectiveness is generally recognised in other financial result. The time values of option transactions and the interest compo- nent – including the currency basis – of forward currency con- tracts are not designated as part of the hedging relationship in the case of currency hedges accounted for as cash flow hedges. Changes in the fair value of such components are recorded as costs of hedging on a separate line within accumulated other eq- uity. Amounts recorded in accumulated other equity from cur- rency hedges are reclassified to cost of sales when the related hedged item is recognised in profit or loss. In the case of raw materials hedges that are accounted for as cash flow hedges, the hedging instruments are designated in full as part of the hedging relationship. Amounts recorded in accu- mulated other equity are included in the carrying amount of in- ventories on initial recognition. Ineffectiveness arising on cash flow hedges is recognised directly in cost of sales, whereas the impact of prematurely terminated hedging relationships is recognised in other operating income and expenses. Deferred income taxes are recognised for all temporary differ- ences between the tax and accounting bases of assets and lia- bilities, including differences arising on consolidation procedures, as well as on unused tax losses and unused tax credits, when it is probable that they can be utilised. As an exception to this, de- ferred tax assets and liabilities resulting from the implementation of the Organisation for Economic Co-operation and Develop- ment (OECD) Pillar Two model rules are neither recognised nor disclosed. Deferred tax assets and liabilities are measured at the tax rates that are expected to apply to the period when the asset is real- ised or the liability settled, based on tax rates and tax laws that have been enacted or substantively enacted at the balance sheet date. The recoverability of deferred tax assets is assessed at each bal- ance sheet date on the basis of planned taxable income in future financial years. If with a probability of more than 50% future tax benefits will not be realised, either in part or in total, a valuation allowance is recognised on the deferred tax assets. The calcula- tion of deferred tax assets requires assumptions to be made with regard to the level of future taxable income and the timing of re- covery of deferred tax assets. These assumptions take account of forecast operating results, announced legislative changes in connection with climate change and the impact on earnings of

287 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements the reversal of taxable temporary differences. Since future busi- ness developments cannot be predicted with certainty and to some extent cannot be influenced by the BMW Group, the meas- urement of deferred tax assets is subject to uncertainty. Deferred tax liabilities on taxable temporary differences arising from investments in subsidiaries, branches and associated com- panies as well as interests in joint arrangements are not recog- nised if the Group is able to control the timing of the reversal and it is probable that the temporary difference will not reverse in the foreseeable future. This is particularly the case if it is intended that profits will not be distributed, but rather will be used to main- tain the substance and expand the volume of business of the en- tities concerned. Current income taxes are calculated within the BMW Group on the basis of tax legislation applicable in the relevant countries. To the extent that judgement was necessary to determine the treat- ment and amount of tax items presented in the financial state- ments, there is in principle a possibility that local tax authorities may take a different position. As a general rule, each income tax treatment is considered inde- pendently when accounting for uncertainties in income taxes. If it is not considered probable that an income tax treatment will be accepted by the local tax authorities, the BMW Group uses the most likely amount of the tax treatment when determining taxa- ble profit and the tax base. Inventories of raw materials, supplies and goods for resale are stated at the lower of average acquisition cost and net realisable value. Work in progress and finished goods are stated at the lower of manufacturing cost and net realisable value. Manufacturing cost comprises all costs which are directly attributable to the manufacturing process as well as an appropriate proportion of production-related overheads. This includes production-related depreciation and amortisation and an appropriate proportion of administrative and social costs. Financing costs are not included in the acquisition or manufacturing cost of inventories. Inventories also include vehicles held for sale in the financial ser- vices business, measured at their amortised cost or lower net re- alisable value. Cash and cash equivalents comprise mainly cash on hand and cash at bank with an original term of up to three months. With the exception of money market funds, cash and cash equivalents are measured at amortised cost. Financial liabilities, with the exception of lease liabilities, are measured on first-time recognition at their fair value. For these purposes, transaction costs are taken into account except in the case of financial liabilities allocated to the category “measured at fair value through profit or loss”. Subsequent to initial recognition, liabilities are – with the exception of derivative financial instru- ments – measured at amortised cost using the effective interest method. Provisions for pensions are measured using the projected unit credit method. Under this method, not only obligations relating to known vested benefits at the reporting date are recognised, but also the effect of future expected increases in pensions and sal- aries. The calculation is based on independent actuarial valua- tions which take into account the relevant biometric factors. In the case of funded plans, the pension obligation is offset against plan assets measured at their fair value. If the plan as- sets exceed the pension obligation, the surplus is tested for re- coverability. In the event that the BMW Group has a right of reim- bursement or a right to reduce future contributions, it reports an asset (within Other financial assets), measured on the basis of the present value of the future economic benefits attached to the plan assets. For funded plans, in cases where the obligation exceeds plan assets, a liability is recognised under pension pro- visions. The calculation of the amount of the provision requires assump- tions to be made with regard to discount rates, pension trends, employee fluctuation and the life expectancy of employees, among other things. Discount rates are determined by reference to market yields at the end of the reporting period on high-quality fixed-interest corporate bonds. Net interest expense on the net defined benefit liability or net in- terest income on the net defined benefit assets are presented separately within the financial result. All other costs relating to allocations to pension provisions are allocated to costs by func- tion in the income statement. Past service cost arises where a BMW Group company intro- duces a defined benefit plan or changes the benefits payable un- der an existing plan. This cost is recognised immediately in the income statement. Similarly, gains and losses arising on the set- tlement of a defined benefit plan are recognised immediately in the income statement. Remeasurement of the net liability can result from changes in the present value of the defined benefit obligation, the fair value of the plan assets or the asset ceiling. Remeasurement can result, amongst others, from changes in financial and demographic pa- rameters, as well as changes following the portfolio develop- ment. Remeasurements are recognised immediately through other comprehensive income and ultimately in equity (within rev- enue reserves).

288 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Other provisions are recognised when the BMW Group has a present legal or factual obligation towards a third party arising from past events, the settlement of which is probable and when the amount of the obligation can be reliably estimated. The cur- rent obligation is also recognised as a provision in the case of an onerous contract. An onerous contract is a contract for which the unavoidable expenditure necessary to fulfil the contractual obli- gation exceeds the economic benefits expected to be received from that contract. In principle, this cost-benefit analysis – which is often subject to judgement – is carried out at the level of the entire contract. Provisions with a remaining period of more than one year are measured at their net present value. The measurement of provisions for statutory and non-statu- tory warranty obligations (statutory, contractual and volun- tary) involves estimations. In addition to manufacturer warran- ties prescribed by law, the BMW Group offers various further standard (assurance-type) warranties depending on the product and sales market. No provisions are recognised for additionally offered service packages that are treated as separate perfor- mance obligations. Provisions for statutory and non-statutory warranties are recog- nised at the point in time when control over the goods is trans- ferred to the dealership or retail customer or when it is decided to introduce new warranty measures. With respect to the level of the provision, estimations are made in particular based on past experience of damage claims and processes. Future potential re- pair costs and price increases per product and market are also taken into account. Provisions for warranties for all companies of the BMW Group are adjusted regularly to take account of new information, with the impact of any changes recognised in the in- come statement. Further information is provided in ↗ note [34]. Similar estimates are also made in conjunction with the meas- urement of expected reimbursement claims. The recognition and measurement of provisions for litigation and liability risks necessitate making assumptions in order to determine the probability of liability, the amount of claim and the duration of the legal dispute. The assumptions made, especially the assumption about the outcome of legal proceedings, are sub- ject to a high degree of uncertainty. The appropriateness of as- sumptions is regularly reviewed, based on assessments under- taken both by management and external experts, such as law- yers. If new developments arise in the future that result in a dif- ferent assessment, provisions are adjusted accordingly. If the recognition criteria relevant for provisions are not fulfilled and the outflow of resources on fulfilment is not unlikely, the po- tential obligation is disclosed as a contingent liability. Related party disclosures comprise information on associated companies, joint ventures and non-consolidated subsidiaries as well as individuals which have the ability to exercise a controlling or significant influence over the financial and operating policies of the BMW Group. This includes all persons in key positions of the Company, as well as their close family members or interme- diary companies. In the case of the BMW Group, this also applies to members of the Board of Management and the Supervisory Board. Details relating to these individuals and entities are provided in ↗ note [41] and in the list of investments disclosed in ↗ note [47]. Share-based remuneration programmes that provide for set- tlement in shares or a cash payment with a direct obligation to invest in shares of BMW AG common stock are measured at their fair value at grant date. The related expense is recognised as personnel expense in the income statement over the vesting pe- riod and offset against capital reserves. Share-based remuneration programmes expected to be settled in cash are revalued to their fair value at each balance sheet date between the grant date and the settlement date and on the set- tlement date itself. The expense is recognised as personnel ex- pense in the income statement over the vesting period and pre- sented in the balance sheet as a provision. The share-based remuneration programme for Board of Man- agement members and senior heads of department entitles BMW AG to elect whether to settle its commitments in cash or with shares of BMW AG common stock. Based on the decision to settle in cash, the share-based remuneration programmes for Board of Management members and senior heads of depart- ment are accounted for as cash-settled, share-based remunera- tion programmes. Further information on share-based remuner- ation programmes is provided in ↗ note [42].

289 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements NOTES TO THE INCOME STATEMENT 07 Revenues Revenues by activity comprise the following: in € million 2024 2023 Sales of products and related goods 103,984 118,769 Sales of products previously leased to customers 14,356 14,262 Income from lease instalments 12,523 11,664 Interest income on credit financing and finance leases 6,092 5,279 Revenues from service contracts, telematics and roadside assistance 3,822 3,648 Other income 1,603 1,876 Revenues 142,380 155,498 Revenues recognised from contracts with customers in accord- ance with IFRS 15 totalled € 123,386 million (2023: € 138,190 million), spread across the first, second and fifth categories of the above table and proportionately to other income. Revenues by segment are shown in the explanatory comments on segment information provided in ↗ note [46]. Revenues from the sale of products and related goods are gen- erated primarily in the Automotive segment and, to a lesser ex- tent, in the Motorcycles segment. Revenues from the sales of products previously leased to customers, income from lease in- stalments and interest income on credit financing and finance leases are allocated to the Financial Services segment. Reve- nues from service contracts, telematics and roadside assistance are attributable mainly to the Automotive and Financial Services segments, and, to a lesser extent, to the Motorcycles segment. Other income relates mainly to the Automotive segment and the Financial Services segment. This figure includes insurance pre- miums relating to insurance contracts amounting to € 89 million (2023: € 89 million). The major part of revenues expected to arise from the Group’s order book at the end of the reporting period relates to the sale of vehicles. Revenues resulting from those sales will be recog- nised in the next financial year. The services included in vehicle sale contracts that will be recog- nised as revenues in subsequent years represent an insignificant portion of expected revenues. Accordingly, use has been made of the practical expedient contained in IFRS 15, permitting an en- tity not to disclose information on a quantitative basis due to the short-term nature of items and the lack of informational value of such disclosures. Interest income on credit financing and finance leases includes interest calculated on the basis of the effective interest method totalling € 4,684 million (2023: € 4,081 million). This interest income is not reported separately in the income statement as it is not significant compared to total Group revenues. 08 Cost of sales Cost of sales comprises: in € million 2024 2023 Manufacturing costs 75,680 82,549 Cost of sales relating to financial services business 30,277 27,764 thereof interest expense relating to financial services business 4,902 3,554 Research and development expenses 7,642 7,538 Expenses for service contracts, telematics and roadside assistance 2,885 2,780 Warranty expenditure 1,964 3,782 Other cost of sales 1,037 1,396 Cost of sales 119,485 125,809 Manufacturing costs are reduced by public-sector subsidies in the form of reduced taxes on assets and reduced consumption- based taxes amounting to € 111 million (2023: € 107 million). Impairment losses recognised in the income statement in con- nection with receivables from sales financing amounted to € 352 million (2023: € 168 million). In view of the fact that the impairment losses are of minor importance compared to total Group cost of sales, they have not been disclosed separately in the income statement.

290 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Research and development expenses were as follows: in € million 2024 2023 Research and development expenditure 9,078 7,755 New expenditure for capitalised development costs – 3,525 – 2,604 Amortisation 2,089 2,387 Research and development expenses 7,642 7,538 09 Selling and administrative expenses in € million 2024 2023 Selling expenses 6,135 6,091 Administrative expenses 5,161 4,934 Selling and administrative expenses 11,296 11,025 Selling and administrative expenses relate mainly to expenses for marketing and communication, personnel and IT. 10 Other operating income and expenses Other operating income and expenses comprise the following items: in € million 2024 2023 Exchange gains 757 429 Income from the reversal of provisions 235 240 Income from the reversal of impairment allowances and write-downs 18 2 Gains on the disposal of assets 26 58 Sundry operating income 375 316 Other operating income 1,411 1,045 Exchange losses – 510 – 401 Expense for additions to provisions – 228 – 399 Expense for impairment allowances and write-downs – 35 – 15 Loss on the disposal of assets – 141 – 67 Sundry operating expenses – 587 – 345 Other operating expenses – 1,501 – 1,227 Other operating income and expenses – 90 – 182 In 2024, exchange gains and losses include a net positive amount of € 233 million arising primarily on the de-designation of renminbi currency hedging transactions. Income from the reversal of provisions includes income arising on the reassessment of risks from legal disputes. The expense for additions to provisions includes litigation and other legal risks. Income from the reversal of and expenses for the recognition of impairment allowances and write-downs relate mainly to impair- ment allowances on receivables. Impairment losses recognised on receivables from contracts with customers amounted to € 35 million (2023: € 15 million). 11 Net interest result Net interest result comprises the following: in € million 2024 2023 Other interest and similar income 653 691 thereof from subsidiaries 35 37 Net interest income on the net defined benefit liability for pension plans 2 10 Interest and similar income 655 701 Net interest impact on other long-term provisions – 330 – 467 Net interest expense on the net defined benefit liability for pension plans – 11 – 9 Other interest and similar expenses – 232 – 180 thereof to subsidiaries – 4 – 4 Interest and similar expenses – 573 – 656 Net interest result 82 45 Interest expense from unwinding the discounting of other non- current provisions on the one hand and interest income from ad- justing the discount rate on the other are netted and, as in previ- ous years, reported as a net interest effect within interest ex- pense.

291 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 12 Other financial result in € million 2024 2023 Income from investments in subsidiaries and participations 99 85 thereof from subsidiaries: 24 22 Expenses from investments in subsidiaries and participations – 248 – 142 thereof from subsidiaries: – 6 – Result on investments – 149 – 57 Income (+) and expenses (–) from financial instruments – 457 – 1,215 Sundry other financial result – 457 – 1,215 Other financial result – 606 – 1,272 In addition to the investment result, the other financial result in- cludes income and expenses arising on the measurement of stand-alone derivatives and fair value hedge relationships, as well as income and expenses from the measurement and sale of marketable securities and shares in investment funds. The negative sundry other financial result was attributable in par- ticular to the unfavourable fair value development of interest rate hedges as a consequence of the decline in yield curves and port- folio effects. 13 Income taxes Taxes on income of the BMW Group can be classified according to their origin as follows: in € million 2024 2023 Current tax expense 3,844 5,370 Deferred tax expense (+) / deferred tax income (–) – 551 – 439 thereof relating to temporary differences – 532 – 457 thereof relating to tax loss carryforwards and tax credits – 19 18 Income taxes 3,293 4,931 The tax expense was reduced by € 16 million (2023: € 33 mil- lion) as a result of utilising tax loss carryforwards, for which de- ferred assets had not previously been recognised and in conjunc- tion with previously unrecognised tax credits and temporary dif- ferences. The tax income resulting from the change in the valuation allow- ance on deferred tax assets relating to tax losses available for carryforward and temporary differences amounted to € 42 mil- lion (2023: € 19 million). The BMW Group falls within the scope of the OECD Pillar Two model rules aimed at ensuring a global minimum taxation rate of 15%. The income tax expense resulting from the first-time ap- plication of the OECD Pillar Two model rules amounted to € 9 million in the financial year 2024. The BMW Group applies the exemption relating to the recognition of deferred tax assets and liabilities in connection with Pillar Two. Deferred taxes are determined on the basis of tax rates which are currently applicable or expected to apply in the relevant na- tional jurisdictions when the amounts are recovered. After taking account of an average municipal trade tax multiplier rate (Hebe- satz) of 429% (2023: 430%), the underlying income tax rate for Germany was as follows: in % 2024 2023 Corporate tax rate 15.0 15.0 Solidarity surcharge 5.5 5.5 Corporate tax rate including solidarity surcharge 15.8 15.8 Municipal trade tax rate 15.0 15.1 German income tax rate 30.8 30.9 Deferred taxes for non-German entities are calculated on the ba- sis of the relevant country-specific tax rates. These ranged in the financial year 2024 between 9.0% and 40.0% (2023: between 9.0% and 40.0%).

292 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The difference between the expected tax expense based on the underlying tax rate for Germany and actual tax expense is ex- plained in the following reconciliation: in € million 2024 2023 Profit before tax 10,971 17,096 Tax rate applicable in Germany 30.8% 30.9% Expected tax expense 3,379 5,283 Variances due to different tax rates – 472 – 786 Tax increases (+) / tax reductions (-) due to: Tax-exempt income – 159 – 217 Non-deductible expenses 487 632 Equity accounted 4 44 Tax expense (+) / benefits (–) for prior years – 16 – 284 Effects from tax rate changes – 25 – 7 Other variances 95 266 Actual tax expense 3,293 4,931 Effective tax rate 30.0% 28.8% The tax increases due to non-deductible expenses were mainly attributable to withholding tax expenses. Other variances included an amount of € 106 million (2023: € 304 million) attributable to deferred tax effects relating to prior periods. The allocation of deferred tax assets and liabilities to balance sheet line items at 31 December is shown in the following table: Deferred tax assets Deferred tax liabilities in € million 2024 2023 2024 2023 Intangible assets 21 18 4,866 4,674 Property, plant and equipment 183 263 1,985 1,987 Leased products 405 394 2,622 2,895 Other investments 6 3 – – Sundry other assets 1,938 1,478 3,152 3,334 Tax loss carryforwards and unused tax credits 178 182 – – Capital losses 484 461 – – Provisions 5,090 5,012 9 19 Liabilities 4,584 4,575 836 1,027 Eliminations 4,348 4,162 2,463 2,332 17,237 16,548 15,933 16,268 Valuation allowances on tax loss carryforwards and temporary differences – 197 – 185 – – Valuation allowances on capital losses – 484 – 461 – – Netting – 13,312 – 13,471 – 13,312 – 13,471 Deferred taxes 3,244 2,431 2,621 2,797 Net 623 – – 366

293 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Tax loss carryforwards relating to Germany and foreign opera- tions amounted to € 575 million (2023: € 601 million). This in- cludes tax losses available for carryforward amounting to € 321 million (2023: € 382 million), on which a valuation allow- ance of € 106 million (2023: € 129 million) was recognised on the related deferred tax asset. Of these loss carryforwards, € 264 million (2023: € 349 million) can be used indefinitely, while € 35 million (2023: € 33 million) expires after one to three years and € 22 million (2023: € 0 million) after more than three years. A net surplus of deferred tax assets over deferred tax liabilities amounting to € 97 million (2023: € 95 million) is reported for entities that have suffered tax losses in the financial year 2024 or the preceding year. The basis for the recognition of deferred taxes is the BMW Group business model or management's as- sessment that there is material evidence that the entities will generate future taxable profit, against which deductible tempo- rary differences can be offset. Capital losses available for carryforward in the UK which do not relate to ongoing operations changed due to currency factors to a total of € 1,937 million (2023: € 1,845 million). As in previous years, deferred tax assets recognised on these tax losses amounting to € 484 million (2023: € 461 million) were fully writ- ten down since they can only be utilised against future capital gains. Deferred tax assets and deferred tax liabilities are netted for each relevant tax entity if they relate to the same tax authority. The change in deferred taxes relating to amounts recognised with income effect or without income effect is shown in the fol- lowing reconciliation: No deferred taxes are recognised on taxable temporary differ- ences arising from investments in subsidiaries, associated com- panies and joint ventures if the BMW Group is able to determine the timing of the reversal of the temporary differences and it is probable that the temporary differences will not reverse in the foreseeable future, in particular in view of the fact that there is no intention to distribute the profits, but rather to use them to main- tain substance and reinvest in the companies concerned. Tem- porary differences of this kind, for which no deferred taxes were recognised, amounted to € 39,647 million (2023: € 36,081 mil- lion). No computation was made of the potential impact of in- come taxes on the grounds of proportionality. Deferred tax liabilities on expected dividends amounted to € 131 million (2023: € 187 million) and related primarily to divi- dends from foreign subsidiaries. The tax returns of BMW Group entities are checked regularly by German and foreign tax authorities. Taking account of numerous factors – including interpretations, commentaries and legal deci- sions relating to the various tax jurisdictions as well as past ex- perience – adequate provision has been made, to the extent identifiable and probable, for potential future tax obligations. in € million 2024 2023 Deferred taxes at 1 January (assets (+) / liabilities (–)) – 366 – 1,007 Deferred tax expense (–) / income (+) recognised through income statement 551 439 Change in deferred taxes recognised directly in equity 392 227 thereof relating to fair value gains and losses on financial instruments and marketable securities recognised directly in equity 440 203 thereof relating to the remeasurements of net liabilities for defined benefit pension plans – 70 24 thereof from currency translation 22 – Exchange rate impact and other changes 46 – 25 Deferred taxes at 31 December (assets (+) / liabilities (–)) 623 – 366

294 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 14 Earnings per share 2024 2023 Net profit attributable to the shareholders of BMW AG € million 7,290.0 11,290.3 thereof profit attributable to common stock € million 6,629.6 10,250.3 thereof profit attributable to preferred stock € million 660.4 1,040.0 Average number of common stock shares in circulation number 570,599,065 579,941,360 Average number of preferred stock shares in circulation number 56,741,178 58,776,197 Basic/diluted earnings per share of common stock € 11.62 17.67 Basic/diluted earnings per share of preferred stock € 11.64 17.69 Dividend per share of common stock € 4.30* 6.00 Dividend per share of preferred stock € 4.32* 6.02 * Proposal by the Board of Management. As in the previous year, diluted earnings per share correspond to basic earnings per share. 15 Personnel expenses The income statement includes personnel expenses as follows: in € million 2024 2023 Wages and salaries 12,394 12,170 Pension and welfare expenses 1,480 1,377 Social insurance expenses 1,248 1,174 Personnel expenses 15,122 14,721 Personnel expenses include € 54 million (2023: € 44 million) of costs relating to workforce measures. The total pension expense for defined contribution plans of the BMW Group amounted to € 189 million (2023: € 179 million). Employer contributions paid to state pension insurance schemes totalled € 859 million (2023: € 806 million). The average number of employees during the year was: 2024 2023 Average number of employees 157,110 152,111 Automotive 144,605 139,779 Motorcycles 4,043 3,794 Financial Services 8,367 8,440 Other 95 98 Of the average number of employees, 966 (2023: 995) are at- tributable to one proportionately consolidated entity within the Automotive segment. 16 Leases a As lessee In terms of accounting for leases as a lessee, the following ex- penses are included in the income statement: in € million 2024 2023 Expenses for leases of low-value assets and short-term leases 79 81 Expenses relating to variable lease payments not included in the measurement of lease liabilities 16 12 Interest expense arising on the measurement of lease liabilities 66 66 Most of the expenses for leases of low-value assets and short- term leases relate to low-value assets.

295 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The BMW Group is party to leases at the end of the reporting period which have not yet commenced. These leases are ex- pected to give rise to future cash outflows amounting to € 144 million (2023: € 480 million). The BMW Group is also party to a number of long-term supply contracts for battery cells and to one heat supply contract that give rise to fixed and variable payment obligations. Based on the current interpretation, these arrangements include a lease com- ponent in accordance with IFRS 16. The fixed payment obliga- tions arising from these contracts in accordance with IFRS 16 amounted to € 705 million (2023: € 749 million). The payments for the supply of heat are required to be made from the beginning of the financial year 2025, while the payment obligations under the long-term supply contracts for battery cells will arise as from the beginning of series delivery in the financial year 2026. Cash outflows for leases in the financial year 2024 amounted to € 677 million (2023: € 675 million). In addition, cash outflows for right-of-use assets paid in advance amounted to € 309 mil- lion (2023: € 674 million). Information on right-of-use assets, lease liabilities as well as fur- ther explanatory comments are provided in ↗ note [6], ↗ note [20], ↗ note [22] and ↗ note [36]. b As lessor in € million 2024 2023 Income from variable lease payments for operating leases 141 110 Income from variable lease payments for finance leases 8 4 Financial income on the net investment in finance leases 1,324 1,127 Selling profit on the sale of vehicles leased to retail customers under finance leases 1,650 1,919 Variable lease payments are based on distance driven. The agreements have, in part, extension and purchase options. 17 Fee expense for the Group auditor The fee expense pursuant to § 314 (1) no. 9 HGB recognised in the financial year 2024 for the Group auditor and the PwC net- work of audit firms amounted to € 22 million (2023: € 19 mil- lion) and consists of the following: Services provided during the financial year 2024 by the Group auditor PricewaterhouseCoopers GmbH Wirtschaftsprüfungs- gesellschaft, Frankfurt am Main, Munich branch, on behalf of BMW AG and subsidiaries under its control relate to the audit of financial statements and other attestation services. The audit of financial statements comprises mainly the audit of the Group Fi- nancial Statements and the separate financial statements of BMW AG and subsidiaries, and all work related thereto, including the review of the Interim Group Financial Statements. Other at- testation services include mainly project-related audits, comfort letters and statutorily prescribed, contractually agreed or volun- tarily commissioned attestation work. 18 Government grants and government assistance Income from asset-related and performance-related grants, amounting to € 112 million (2023: € 98 million) and € 274 mil- lion (2023: € 215 million) respectively, was recognised in the in- come statement in 2024. These amounts relate mainly to public sector grants aimed at the promotion of regional structures as well as to subsidies received for plant expansions and development. PwC International thereof PwC GmbH in € million 2024 2023 2024 2023 Audit of financial statements 20 18 6 5 Other attestation services 2 1 2 1 Tax advisory services – – – – Other services – – – – Fee expense 22 19 8 6

296 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements NOTES TO THE STATEMENT OF COMPREHENSIVE INCOME 19 Disclosures relating to the statement of comprehensive income Other comprehensive income for the period after tax comprises the following: in € million 2024 2023 Remeasurement of the net liability for defined benefit pension plans 302 – 142 Income taxes – 50 24 Items not expected to be reclassified to the income statement in the future 252 – 118 Marketable securities (at fair value through other comprehensive income) 2 113 thereof gains/losses arising in the period under report 12 33 thereof reclassifications to the income statement – 10 80 Derivative financial instruments – 3,306 – 1,808 thereof gains/losses arising in the period under report – 1,571 – 507 thereof reclassifications to the income statement – 1,735 – 1,301 Costs of hedging 919 766 thereof gains/losses arising in the period under report 72 – 102 thereof reclassifications to the income statement 847 868 Other comprehensive income from equity accounted investments 7 26 Income taxes 678 281 Currency translation foreign operations 1,108 – 1,772 Items that can be reclassified to the income statement in the future – 592 – 2,394 Other comprehensive income for the period after tax – 340 – 2,512

297 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Income taxes on components of other comprehensive income are as follows: 2024 2023 in € million Before tax Income taxes After tax Before tax Income taxes After tax Remeasurement of the net liability for defined benefit pension plans 302 – 50 252 – 142 24 – 118 Marketable securities (at fair value through other comprehensive income) 2 – 1 1 113 – 35 78 Derivative financial instruments – 3,306 941 – 2,365 – 1,808 536 – 1,272 Costs of hedging 919 – 262 657 766 – 220 546 Other comprehensive income from equity accounted investments 7 – 7 26 – 26 Currency translation foreign operations 1,108 – 1,108 – 1,772 – – 1,772 Other comprehensive income – 968 628 – 340 – 2,817 305 – 2,512 Other comprehensive income from equity accounted invest- ments amounted to € 7 million (2023: € 26 million) and is re- ported in the Group Statement of Changes in Equity within cur- rency translation differences. The hedging effects of derivative financial instruments that are subsequently recycled to the acquisition cost of inventories are not included in other comprehensive income after tax.

298 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements NOTES TO THE BALANCE SHEET 20 Analysis of changes in Group tangible, intangible and investment assets 2024 Acquisition and manufacturing cost Depreciation and amortisation Carrying amount in € million 1.1.2024 Translation differences Additions due to changes in consolidated companies Additions Reclassifi- cations Disposals 31.12.2024 1.1.2024 Translation differences Current year Reclassifi- cations Value adjustments1 Disposals 31.12.2024 31.12.2024 31.12.2023 Development costs 23,028 – – 3,525 – 5,085 21,468 10,684 – 2,089 – – 5,085 7,688 13,780 12,344 Goodwill 1,487 42 – – – – 1,529 – – – – – – – 1,529 1,487 Other intangible assets 9,461 315 – 83 – 251 9,608 3,270 128 1,431 – – 132 4,697 4,911 6,191 Intangible assets 33,976 357 – 3,608 – 5,336 32,605 13,954 128 3,520 – – 5,217 12,385 20,220 20,022 Land, titles to land, buildings, including buildings on third party land 21,957 388 – 1,066 1,664 185 24,890 8,709 131 999 – – 150 9,689 15,201 13,248 thereof right-of-use assets from leases 4,449 58 – 497 1 95 4,910 1,659 12 457 – – 78 2,050 2,860 2,790 Plant and machinery 46,425 679 – 2,856 1,828 3,191 48,597 31,496 464 3,723 – 7 – 3,093 32,583 16,014 14,929 thereof right-of-use assets from leases 1,717 4 – 300 167 52 2,136 444 1 395 – – 23 817 1,319 1,273 Other facilities, factory and office equipment 3,519 49 – 506 105 343 3,836 2,248 27 408 7 – 326 2,364 1,472 1,271 thereof right-of-use assets from leases 156 7 – 79 – 33 209 67 2 46 – – 28 87 122 89 Advance payments made and construction in progress 5,818 142 – 4,5452 – 3,597 14 6,894 – – – – – – – 6,8943 5,818 Property, plant and equipment 77,719 1,258 – 8,973 – 3,733 84,217 42,453 622 5,130 – – 3,569 44,636 39,581 35,266 Leased products 52,948 967 – 24,171 – 19,757 58,329 9,830 128 5,978 – – 6,445 9,491 48,838 43,118 Investments accounted for using the equity method 683 3 – 105 – – 2 793 240 – – – – – 240 553 443 Investments in non-consolidated subsidiaries 323 10 – 10 – 4 339 89 3 – – 6 1 97 242 234 Participations 1,152 25 – 31 – 18 1,190 189 – 20 – – 163 – 1 333 857 963 Other investments 1,475 35 – 41 – 22 1,529 278 – 17 – – 169 – 430 1,099 1,197 1 Thereof expense amounting to € 169 million recognised in profit or loss. 2 Including advance payments for right-of-use assets amounting to € 38 million. 3 Including assets under construction amounting to € 5,963 million.

299 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Analysis of changes in Group tangible, intangible and investment assets 2023 Acquisition and manufacturing cost Depreciation and amortisation Carrying amount in € million 1.1.2023 Translation differences Additions due to changes in consolidated companies Additions Reclassifi- cations Disposals 31.12.2023 1.1.2023 Translation differences Current year Reclassifi- cations Value adjustments1 Disposals 31.12.2023 31.12.2023 31.12.2022 Development costs 21,576 – – 2,604 – 1,152 23,028 9,449 – 2,387 – – 1,152 10,684 12,344 12,127 Goodwill 1,562 – 75 – – – – 1,487 – – – – – – – 1,487 1,562 Other intangible assets 10,067 – 534 – 162 – 234 9,461 1,980 – 104 1,470 – – 76 3,270 6,191 8,087 Intangible assets 33,205 – 609 – 2,766 – 1,386 33,976 11,429 – 104 3,857 – – 1,228 13,954 20,022 21,776 Land, titles to land, buildings, including buildings on third party land 21,442 – 413 112 998 356 538 21,957 8,147 – 74 996 – 1 – 359 8,709 13,248 13,295 thereof right-of-use assets from leases 4,541 – 114 – 444 – 422 4,449 1,512 – 27 473 – – 299 1,659 2,790 3,029 Plant and machinery 44,928 – 471 – 3,221 1,520 2,773 46,425 30,738 – 222 3,726 – 14 – 2,732 31,496 14,929 14,190 thereof right-of-use assets from leases 979 – 3 – 701 43 3 1,717 141 – 303 – – – 444 1,273 838 Other facilities, factory and office equipment 3,524 – 54 1 405 91 448 3,519 2,295 – 27 395 15 – 430 2,248 1,271 1,229 thereof right-of-use assets from leases 154 – 4 – 49 – 43 156 63 – 1 47 – – 42 67 89 91 Advance payments made and construction in progress 3,412 – 81 405 4,0502 – 1,967 1 5,818 – – – – – – – 5,8183 3,412 Property, plant and equipment 73,306 – 1,019 518 8,674 – 3,760 77,719 41,180 – 323 5,117 – – 3,521 42,453 35,266 32,126 Leased products 52,893 – 534 – 18,927 – 18,338 52,948 10,073 – 86 5,591 – – 5,748 9,830 43,118 42,820 Investments accounted for using the equity method 660 – – 168 – 145 683 240 – – – – – 240 443 420 Investments in non-consolidated subsidiaries 381 – 6 – 6 – 58 323 90 – 1 – – – – 89 234 291 Participations 1,102 – 16 – 101 – 35 1,152 42 13 – – 115 – 19 189 963 1,060 Other investments 1,483 – 22 – 107 – 93 1,475 132 12 – – 115 – 19 278 1,197 1,351 1 Thereof expense amounting to € 115 million recognised in profit or loss. 2 Including advance payments for right-of-use assets amounting to € 79 million. 3 Including assets under construction amounting to € 4,565 million.

300 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 21 Intangible assets Intangible assets mainly comprise capitalised development costs on vehicle, module and architecture projects as well as rights re- acquired in conjunction with a business acquisition. Also included are subsidies for tool costs, licences, purchased development projects, emissions allowances, software and purchased cus- tomer bases. Other intangible assets include brand-name rights amounting to € 98 million (2023: € 96 million) which are allocated to the Au- tomotive segment and are not subject to scheduled amortisation since their useful life is deemed to be indefinite. The brand-name rights are, to an extent, subject to a limited right of ownership. Intangible assets also include goodwill of € 33 million (2023: € 33 million) allocated to the Automotive excluding BMW Bril- liance cash-generating unit (CGU) and goodwill of € 1,149 mil- lion (2023: € 1,107 million) allocated to the BMW Brilliance CGU. Goodwill amounting to € 347 million (2023: € 347 million) related to the Financial Services CGU. In addition, emission certificates and similar rights from pro- grammes to reduce CO2e emissions with a carrying amount of € 74 million (2023: € 180 million) are included in other intangi- ble assets. As in the previous year, there was no requirement to recognise impairment losses or reversals of impairment losses on intangi- ble assets in 2024. As in the previous year, no financing costs were recognised as a cost component of intangible assets in 2024. In 2024, government grants totalling € 3 million (2023: € 2 mil- lion) were deducted from the acquisition cost of intangible as- sets. These grants include public sector funds aimed at promot- ing development. 22 Property, plant and equipment (including right-of-use assets arising from leasing) No impairment losses were recognised in 2024, as in the previ- ous year. As in the previous year, no financing costs were recognised as a cost component of property, plant and equipment in 2024. Right-of-use assets arising from leases of land and buildings re- late primarily to logistics and office premises and, to a lesser ex- tent, to selling and production premises. In order to secure these premises and, in the interests of flexibility, the property rental agreements concerned often contain extension and termination options. In 2024, government grants totalling € 195 million (2023: € 121 million) were deducted from the acquisition cost of prop- erty, plant and equipment. These amounts relate mainly to public sector grants aimed at the promotion of regional structures as well as to subsidies received for plant expansions. The regular review of the useful lives of items of property, plant and equipment subject to systematic depreciation takes into ac- count the assumptions contained in the long-term corporate plan, and hence the progressive expansion of electric mobility as well as the associated short- and medium-term impact on the product portfolio. The review of useful lives did not lead to any material adjustments in the financial year 2024. 23 Leased products Minimum lease payments of non-cancellable operating leases fall due as follows: in € million 31.12.2024 31.12.2023 within one year 11,011 9,601 between one and two years 8,127 6,872 between two and three years 4,659 3,875 between three and four years 2,105 1,813 between four and five years 439 305 later than five years 72 52 Minimum lease payments 26,413 22,518 Impairment losses amounting to € 533 million (2023: € 553 million) were recognised on leased products in 2024 as a consequence of changes in residual value expectations. Income from the reversal of impairment losses amounted to € 292 mil- lion (2023: € 274 million). In 2024, public sector grants totalling € 355 million (2023: € 252 million) were deducted from the acquisition cost of leased products. These amounts relate mainly to investment tax credits in the form of tax credits for electric vehicles. It is expected that the investment tax credits can be utilised. The actual utilisation of investment tax credits will, however, depend on the extent to which they can be offset against income tax liabilities and is therefore subject to a degree of uncertainty.

301 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 24 Investments accounted for using the equity method Investments accounted for using the equity method comprise in- terests in the joint ventures YOUR NOW Holding GmbH, Munich (YOUR NOW), and Beijing Ionchi New Energy Technology Ltd., Beijing (IONCHI), as well as interests in the associated compa- nies IONITY Holding GmbH & Co. KG, Munich (IONITY), IONNA LLC, Torrance (IONNA), Solid Power Inc., Wilmington, Delaware (Solid Power), and THERE Holding B.V., Rijswijk (THERE). YOUR NOW Together with the Mercedes-Benz Group, the BMW Group offers mobility services via the YOUR NOW joint venture. The at-equity loss relating to YOUR NOW for the financial year 2024 amounted to € 14 million (2023: € 82 million). IONCHI In the financial year 2024, the BMW Group and the Mercedes- Benz Group jointly founded the company IONCHI in China with the aim of developing charging infrastructure there. The 50% in- terest in the newly founded entity is accounted for as a joint ven- ture using the equity method. The at-equity loss relating to IONCHI in 2024 amounted to € 9 million. IONITY The BMW Group operates the entity IONITY in collaboration with the Mercedes-Benz Group, the Ford Motor Company, the Volkswagen Group and the Hyundai Motor Group. IONITY's busi- ness model envisages the construction and operation of high- performance charging stations for battery-powered vehicles in Europe. On 1 November 2021, IONITY signed a contract with GRP III HPC Lux S.á.r.l. (Blackrock) for the provision of financing amounting to € 500 million for the further expansion of the charging network. In addition, the existing shareholders have contributed € 200 million. With effect from 28 April 2022, on completion of the transaction, Blackrock became IONITY’s larg- est shareholder. As a result, the former joint venture became an associated company of the BMW Group. The BMW Group has significant influence as it is represented on IONITY's Supervisory Board. The at-equity profit relating to IONITY amounted to € 11 million (2023: € 12 million). This includes remeasurement effects aris- ing in conjunction with the transaction with Blackrock. IONNA In 2023, the BMW Group, together with the Mercedes-Benz Group, the Stellantis Group, the Honda Group, the Hyundai Mo- tor Group and the General Motors Company Group, founded the company IONNA in the USA with the aim of developing a charg- ing network in North America. Following the entry of Toyota Mo- tor Corporation during the financial year 2024, the BMW Group’s interest was diluted from 16.67% to 14.29%. The BMW Group has significant influence as it is represented on IONNA’s Board of Directors. The at-equity loss relating to IONNA amounted to € 3 million (2023: € 0 million). Solid Power The BMW Group holds shares in Solid Power, an industry-lead- ing manufacturer of solid-state batteries for electric vehicles. Joint development partnerships are in place with Solid Power with a view to securing the supply of solid-state batteries for fu- ture generations of electric vehicles. The BMW Group has signif- icant influence as it is represented on Solid Power’s Board of Di- rectors. The at-equity profit relating to Solid Power for the financial year 2024 amounted to € 4 million (2023: at-equity loss of € 12 mil- lion). An impairment loss was reversed in 2024, whereas an im- pairment loss was recognised in the previous financial year. in € million 2024 2023 D I S C L O S U R E S R E L A T I N G T O T H E I N C O M E S T A T E M E N T Profit/loss after tax – 61 – 43 thereof from continuing operations – 61 – 43 Other comprehensive income 1 – Total comprehensive income – 60 – 43 THERE Together with AUDI AG, the Mercedes-Benz Group and other companies, the BMW Group holds shares in THERE. HERE In- ternational B.V. (HERE) is an associated company of THERE. HERE's digital maps are laying the foundations for the next gen- eration of mobility and location-based services, providing the ba- sis for new assistance systems and, ultimately, fully automated driving. The at-equity loss relating to THERE for the financial year 2024 amounted to € 3 million (2023: at-equity loss of € 77 million). In the previous year, impairment losses were recognised in relation to THERE’s associated company HERE.

302 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Financial information relating to equity-accounted investments is summarised in the following tables (from a 100% perspective): YOUR NOW IONCHI IONITY IONNA THERE in € million 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 D I S C L O S U R E S R E L A T I N G T O T H E B A L A N C E S H E E T Non-current assets 60 68 94 – 750 574 22 – 1,104 1,109 Current assets 93 128 171 – 147 164 78 33 2 3 thereof cash and cash equivalents 56 77 168 – 87 96 78 33 1 3 Equity 66 77 166 – 725 573 90 31 959 973 Non-current financial liabilities, provisions and liabilities 23 28 80 – 109 41 3 – 146 137 Current financial liabilities, provisions and liabilities 64 91 19 – 63 124 7 2 1 2 R E C O N C I L I A T I O N O F A G G R E G A T E D F I N A N C I A L I N F O R M A T I O N Assets 153 196 265 – 897 738 100 33 1,106 1,112 Provisions and liabilities 87 119 99 – 172 165 10 2 147 139 Net assets 66 77 166 – 725 573 90 31 959 973 Group’s interest in net assets 33 38 83 – 110 87 13 5 293 299 Carrying amount 33 38 83 – 110 87 13 5 296 299 D I S C L O S U R E S R E L A T I N G T O T H E I N C O M E S T A T E M E N T Revenues 200 271 1 – 158 130 – – – – Scheduled depreciation 7 11 – – 71 46 – – – – Profit/loss before financial result – 12 – 131 – 20 – – 59 – 27 – 22 – 2 – 1 – 1 Interest income 2 3 2 – – – 4 – 21 23 Interest expense – – – – 2 2 – – 8 9 Income taxes – 3 – – 1 25 – – 3 8 Profit/loss after tax – 30 – 168 – 18 – – 62 – 54 – 18 – 2 – 11 – 339 thereof from continuing operations – 30 – 168 – 18 – – 62 – 54 – 18 – 2 – 11 – 339 thereof from discontinued operations – – – – – – – – – – Other comprehensive income 19 51 – – – – – – – 6 2 Total comprehensive income – 11 – 117 – 18 – – 62 – 54 – 18 – 2 – 17 – 337

303 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 25 Receivables from sales financing Receivables from sales financing comprise the following: in € million 31.12.2024 31.12.2023 Credit financing for retail customers and dealerships* 70,121 65,733 Finance lease receivables 23,597 21,622 Receivables from sales financing 93,718 87,355 * Including operating leases. As part of its ABS financing activities, the BMW Group transfers some of its receivables from sales financing – primarily retail cus- tomer and dealership financing receivables – to structured com- panies, which in turn securitise them and place them on the cap- ital market as collateralised securities. For the purposes of ABS financing, only the senior tranches of the issued securities are sold to external investors. Subordinated tranches are retained by the BMW Group. Furthermore, the BMW Group retains the exposure to interest rate risk in many transac- tions for which it concludes corresponding interest rate deriva- tives. The risk of delayed payments by debtors is reduced in the majority of ABS financing agreements by cash reserves financed by the BMW Group. Due to the risks remaining with the BMW Group, the ABS financing arrangements did not result in the de- recognition of the securitised financial assets. The carrying amount of receivables from sales financing trans- ferred but not derecognised at 31 December 2024 stood at € 15,758 million (2023: € 15,152 million). The fair value of those receivables at that date was € 16,038 million (2023: € 15,332 million). The carrying amount of the corresponding liabilities from asset- backed financing transactions at 31 December 2024 stood at € 12,580 million (2023: € 12,089 million). The fair value of these liabilities at that date was € 12,735 million (2023: € 12,148 million). Impairment allowances on receivables from sales financing in accordance with IFRS 9, which only arise within the Financial Services segment, developed as follows: Stage 1 Stage 2 Stage 3 in € million General Simplified Total Impairment allowances at 1 January 2024 581 929 36 643 2,189 Reclassification to Stage 1 7 – 75 – – 3 – 71 Reclassification to Stage 2 – 23 253 – – 43 187 Reclassification to Stage 3 – 5 – 72 – 2 302 223 Derecognition and origination of receivables 43 14 1 – 9 49 Write-off of receivables – 1 – 30 – 1 – 184 – 216 Changes in risk parameters – 9 7 – 9 7 Other changes – 51 – 35 – 4 47 – 43 Impairment allowances at 31 December 2024 542 991 30 762 2,325 Stage 1 Stage 2 Stage 3 in € million General Simplified Total Impairment allowances at 1 January 2023 576 935 35 599 2,145 Reclassification to Stage 1 5 – 47 – – 1 – 43 Reclassification to Stage 2 – 23 234 – – 39 172 Reclassification to Stage 3 – 3 – 52 – 1 215 159 Derecognition and origination of receivables 54 26 2 – 20 62 Write-off of receivables – 1 – 24 – 1 – 98 – 124 Changes in risk parameters – 8 – 5 – 1 – 2 – 16 Other changes – 19 – 138 2 – 11 – 166 Impairment allowances at 31 December 2023 581 929 36 643 2,189

304 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements In order to take into account the impact of the weaker macroeco- nomic environment on its retail and dealership business, the Group has recognised an additional risk allowance for expected credit losses that are not fully reflected in the standard models (post-model adjustments). The level of the risk allowance is re- viewed regularly and has been reduced compared to the previ- ous year across the countries concerned, as some of the weaker overall economic development is now also taken into account in the standard models. By contrast, the allowance for the Chinese market was increased year on year and means – in combination with the ongoing uncertainties and the overall subdued macroe- conomic outlook – that the additional risk allowance remains within the mid-three-digit million range. Impairment allowances include € 133 million (2023: € 95 mil- lion) on credit-impaired receivables relating to finance leases. The estimated fair value of vehicles held as collateral for credit- impaired receivables at the end of the reporting period totalled € 656 million (2023: € 488 million). The carrying amount of as- sets held as collateral and taken back as a result of payment de- fault amounted to € 83 million (2023: € 19 million). Finance leases are analysed as follows: in € million 31.12.2024 31.12.2023 due within one year 7,579 7,107 due between one and two years 7,168 6,560 due between two and three years 6,152 5,677 due between three and four years 4,987 4,134 due between four and five years 938 942 due later than five years 36 32 Gross investment in finance leases 26,860 24,452 due within one year 6,546 6,232 due between one and two years 6,376 5,857 due between two and three years 5,604 5,191 due between three and four years 4,670 3,935 due between four and five years 835 836 due later than five years 32 29 Net investment in finance leases without loss allowances 24,063 22,080 Unrealised interest income 2,797 2,372 Loss allowances 466 458 Net investment in finance leases 23,597 21,622 26 Financial assets Financial assets comprise: in € million 31.12.2024 31.12.2023 Marketable securities and investment funds 1,470 2,170 Derivative instruments 1,497 2,926 Loans to third parties 22 18 Other 410 404 Financial assets 3,399 5,518 thereof non-current 834 1,387 thereof current 2,565 4,131 27 Income tax assets Income tax assets totalling € 1,316 million (2023: € 1,199 mil- lion) include claims amounting to € 26 million (2023: € 29 mil- lion), which are expected to be settled after more than one year. Claims may be settled earlier than this depending on the timing of the underlying proceedings.

305 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 28 Other assets Other assets comprise: in € million 31.12.2024 31.12.2023 Return right assets for future leased products 2,000 2,263 Collateral assets 892 455 Receivables from subsidiaries 684 642 Deposits 98 98 Receivables from companies in which an investment is held 55 48 Other assets (financial instruments) 3,729 3,506 Other taxes 1,686 1,987 Advance payments 1,168 847 Expected reimbursement claims 818 819 Prepaid expenses 555 517 Other assets (non-financial instruments) 4,227 4,170 Sundry other assets 1,300 1,457 Other assets 9,256 9,133 thereof non-current 1,827 1,537 thereof current 7,429 7,596 Collateral assets comprise mainly customary collateral (banking deposits) arising on the sale of asset-backed financing instru- ments. 29 Inventories Inventories comprise the following: in € million 31.12.2024 31.12.2023 Finished goods and goods for resale 16,851 16,103 Work in progress, unbilled contracts 3,130 3,190 Raw materials and supplies 3,310 3,722 Vehicles held for sale in the financial services business 1,096 693 Advance payments to suppliers – 11 Inventories 24,387 23,719 Out of the total amount recognised for inventories at 31 Decem- ber 2024, inventories measured at net realisable value amounted to € 2,537 million (2023: € 1,346 million). Write- downs to net realisable value in the financial year 2024 amounted to € 522 million (2023: € 189 million), while rever- sals of write-downs amounted to € 15 million (2023: € 13 mil- lion). The expense recorded in conjunction with inventories during the financial year 2024 amounted to € 75,333 million (2023: € 81,497 million). At 31 December 2024, the carrying amounts of inventories ex- pected to be realised after more than twelve months amount to € 54 million (2023: € 86 million). 30 Trade receivables Trade receivables comprise the following: in € million 31.12.2024 31.12.2023 Gross carrying amount 2,917 4,232 Allowances for impairment of Stage 2 – simplified approach – 11 – 18 Allowances for impairment of Stage 3 – 72 – 52 Net carrying amount 2,834 4,162 thereof non-current 3 3 thereof current 2,831 4,159 Impairment allowances on trade receivables in accordance with IFRS 9 developed as follows: in € million 2024 2023 Balance at 1 January 70 59 Allocated 22 17 Reversed – 6 – 2 Utilised – 3 – 3 Exchange rate impact and other changes – – 1 Balance at 31 December 83 70 In the case of trade receivables, collateral is generally held in the form of vehicle documents and bank guarantees so that the risk of bad debt loss is very limited. Expenses for impairment losses and income from the reversal of impairment losses are not significant for the BMW Group and are therefore not reported separately in the income statement.

306 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 31 Equity Number of shares issued BMW AG's issued share capital totalling € 638,716,075 com- prises 579,795,667 shares of common stock, each with a par value of € 1, and 58,920,408 shares of non-voting preferred stock, each with a par value of € 1. The issued share capital and the number of shares were reduced by € 24,123,400 in the pre- vious financial year 2023 following the redemption of 22,199,529 shares of common stock and 1,923,871 shares of preferred stock. These treasury shares had been acquired in con- junction with the first share buyback programme 2022/2023. The amount of the share capital reduction was reclassified to capital reserves. All Company stock is issued to bearer. Preferred stock bears an additional dividend of € 0.02 per share. Capital reserves Capital reserves include mainly premiums arising from the issue of shares, and totalled € 2,456 million (2023: € 2,456 million). Revenue reserves Revenue reserves include the non-distributed earnings of com- panies consolidated in the Group Financial Statements. In addi- tion, remeasurements of the net liability for defined benefit pen- sion plans (and related income taxes) that are recognised through other comprehensive income are also presented in rev- enue reserves. The Board of Management and the Supervisory Board propose that the unappropriated profit of BMW AG for the financial year 2024 amounting to € 2,676,831,616.98 be utilised to pay a dividend of € 4.32 for each share of preferred stock entitled to receive a dividend, and a dividend of € 4.30 for each share of common stock entitled to receive a dividend, and that the re- maining amount be transferred to revenue reserves. Based on the number of shares at 31 December 2024 entitled to receive a dividend, the proposed distribution represents a total payout of € 2.7 billion. The proposal for the appropriation of unappropriated profit takes into account 13,363,612 treasury shares of common stock and 3,093,144 treasury shares of preferred stock held directly or in- directly by the Company at 31 December 2024. In accordance with § 71b of the German Stock Corporation Act (AKTG), these shares are not entitled to receive a dividend. The number of shares entitled to receive a dividend may change prior to the Annual General Meeting. In this case, based on an unchanged distribution per share of common and preferred stock entitled to receive a dividend, a correspondingly amended reso- lution concerning the appropriation of profit will be submitted to the Annual General Meeting. The proposed distribution was not recognised as a liability in the Group Financial Statements. Accumulated other equity Accumulated other equity comprises amounts recognised through other comprehensive income resulting from the transla- tion of the financial statements of foreign subsidiaries, changes in the fair value of derivative financial instruments and marketa- ble securities, the cost of hedging measures as well as income taxes relating to those items. Treasury shares At the Annual General Meeting of BMW AG held on 11 May 2022, the shareholders authorised the Board of Man- agement to acquire treasury shares via the stock exchange, up to a maximum of 10% of the share capital in place at the date of the resolution or – if this value is lower – of the share capital in place at the date of the respective exercise of the authorisation, and to withdraw these shares from circulation without any further resolution by the Annual General Meeting. The buyback authori- sation remains valid until 10 May 2027. In conjunction with this authorisation, on 3 May 2023, the Board of Management approved a second share buyback programme via the stock exchange. Under this programme, BMW AG is au- thorised to acquire treasury shares of common and preferred stock amounting to a maximum of € 1.65 billion and € 0.35 bil- lion respectively. The second programme commenced immedi- ately following completion of the first buyback programme and will be completed by 31 December 2025 at the latest. The acquisition serves the purpose of either redeeming the shares at a later date and reducing share capital or using them in conjunction with the Employee Share Programme. Up to 31 December 2024, a total of 13,363,612 shares of com- mon stock had been bought back via the stock exchange under the second share buyback programme at an average price per share of € 92.42 and a total acquisition cost of € 1,235 million. This corresponds to 2.09% of share capital. The shares con- cerned are held by BMW AG as treasury shares at the end of the reporting period. Preferred stock Common stock 2024 2023 2024 2023 Shares in circulation at 1 January 57,977,516 59,395,329 575,577,304 586,683,189 Less: shares repurchased and withdrawn from circulation 2,150,252 1,417,813 9,145,249 11,105,885 Shares in circulation at 31 December 55,827,264 57,977,516 566,432,055 575,577,304 Treasury shares 3,093,144 942,892 13,363,612 4,218,363 Number of shares issued at 31 December 58,920,408 58,920,408 579,795,667 579,795,667

307 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Up to 31 December 2024, a total of 3,093,144 shares of pre- ferred stock had been bought back via the stock exchange under the second share buyback programme at an average price per share of € 85.67 and a total acquisition cost of € 265 million, corresponding to 0.48% of share capital. The shares concerned are held by BMW AG as treasury shares at the end of the report- ing period. Under the authorisation granted at the Annual General Meeting in 2022, a total of 35,563,141 shares of common stock and 5,017,015 shares of preferred stock had been repurchased on the stock exchange up to 31 December 2024, corresponding to 6.35% of share capital at the end of the reporting period. On 10 September 2024 and on the basis of § 71 (1) no.2 AktG, the Board of Management resolved a programme – carried out during the period from 12 November to 29 November 2024 – to buy back shares of common stock for employees. The acquisition of shares under this programme was solely for the purpose of fulfilling obligations arising from the existing Employee Share Programme. Based on the applications received from eligible employees, 1,352,000 shares of common stock were bought back and subsequently sold to employees at a preferential price of € 54.75 per share. These shares are entitled to receive divi- dends for the first time with effect from the financial year 2024. Capital management disclosures The BMW Group’s objectives with regard to capital management are to safeguard over the long-term the Group’s ability to con- tinue as a going concern and to provide an adequate return to shareholders. The capital structure is managed in order to meet needs arising from changes in economic conditions and the risks of the under- lying assets. The BMW Group is not subject to any unified external minimum equity capital requirements. Within the Financial Services seg- ment, however, there are a number of individual entities which are subject to equity capital requirements of relevant regulatory banking authorities. In order to manage its capital structure, the BMW Group uses various instruments, including the amount of dividends paid to shareholders and share buybacks. Moreover, the BMW Group actively manages debt capital, carrying out funding activities with a target debt structure in mind. A key aspect in the selection of financial instruments is the ob- jective to achieve matching maturities for the Group’s financing requirements. In order to reduce non-systematic risk, the BMW Group uses a variety of financial instruments available on the world’s capital markets to achieve diversification. The capital structure at the end of the reporting period was as follows: in € million 31.12.2024 31.12.2023 Equity attributable to shareholders of BMW AG 92,315 89,596 Proportion of total capital 45.3% 48.5% Non-current financial liabilities 66,770 52,880 Current financial liabilities 44,491 42,130 Total financial liabilities 111,261 95,010 Proportion of total capital 54.7% 51.5% Total capital 203,576 184,606 Equity attributable to shareholders of BMW AG increased during the financial year by 3.0%, primarily reflecting the increase in revenue reserves. 32 Non-controlling interests The 25% non-controlling interests of other shareholders in the subsidiary BMW Brilliance represent a significant item in the BMW Group’s balance sheet. Total comprehensive income allocated to the other shareholders of BMW Brilliance amounts to € 376 million (2023: € 615 mil- lion). A dividend of € 984 million (2023: € 1,447 million) was distributed to these shareholders during the financial year. At 31 December 2024, non-controlling interests in BMW Brilliance amounted to € 2,415 million (2023: € 2,970 million). Financial information relating to BMW Brilliance is summarised in the following table (from a 100% perspective): in € million 2024 2023 D I S C L O S U R E S R E L A T I N G T O T H E I N C O M E S T A T E M E N T Revenues 26,453 33,227 Profit after tax 1,413 3,262 Total comprehensive income 1,613 2,327 D I S C L O S U R E S R E L A T I N G T O T H E B A L A N C E S H E E T Non-current assets 15,826 16,352 Current assets 7,151 11,044 Non-current provisions and liabilities 3,314 3,601 Current provisions and liabilities 8,254 9,773 D I S C L O S U R E S R E L A T I N G T O T H E C A S H F L O W S T A T E M E N T Total cash flows – 1,555 – 621

308 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 33 Pension provisions In the case of defined benefit plans, the BMW Group is required to pay the benefits it has granted to present and past employees. Defined benefit plans may be covered by provisions or pension assets. In Germany, pension obligations of the BMW Group are almost entirely covered by assets transferred to BMW Trust e.V., Munich (BMW Trust), in conjunction with a Contractual Trust Ar- rangement (CTA) (funded plan). In addition, funded plans also exist in the UK as well as in the USA, Switzerland, Belgium and Japan. In the meantime, all of the main defined benefit plans have been closed for new entrants and replaced by defined con- tribution plans. The assumptions stated below, which depend on the economic situation in the relevant country, are used to measure the defined benefit obligation of each pension plan. The following weighted average values have been used for Germany, the UK and other countries: The following mortality tables are applied in countries in which the BMW Group has significant defined benefit plans: Germany United Kingdom Other in % 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 Discount rate 3.36 3.19 5.48 4.54 6.13 5.57 Pension level trend 2.01 2.24 2.28 2.17 – – Weighted duration of all pension obligations in years 13.0 13.8 12.1 13.1 12.2 12.8 Germany Mortality Table 2018 G issued by Prof. K. Heubeck (with invalidity rates reduced by 70%) United Kingdom S4PA Tables and CMI_2023 model with improvement factor of 1.25%

309 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Based on the measurement principles contained in IAS 19, the following balance sheet carrying amounts apply to the Group’s pension plans: Germany United Kindgom Other Total in € million 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 Present value of defined benefit obligations 13,255 12,721 4,847 5,306 892 891 18,994 18,918 Fair value of plan assets 13,391 12,528 5,560 6,079 752 740 19,703 19,347 Effect of limiting net defined benefit asset to asset ceiling – – 766 797 5 2 771 799 Carrying amounts – 136 193 53 24 145 153 62 370 thereof pension provisions 3 193 72 77 147 157 222 427 thereof assets – 139 – – 19 – 53 – 2 – 4 – 160 – 57 The most significant of the BMW Group’s pension plans are de- scribed below. Germany Employer-funded as well as employee-funded benefit plans exist in Germany. In addition to retirement benefits, pension benefits also include disability and surviving dependents' benefits. The level of ongoing pension payments is adjusted in accordance with § 16 of the Company Pensions Act (Betriebsrentengesetz). Two employer-funded pension plans are in place that are based on defined contributions for which the level of benefits depends on developments on the capital markets. Benefits granted by the two plans are funded by a combination of the payment of fixed monthly contributions by the Company, a deferred remuneration option for employees and a matching contribution by the Com- pany. Further contributions are made on the basis of the BMW Group’s performance. A further plan is in place that is funded en- tirely out of deferred remuneration. Due to the minimum interest rate guaranteed by the BMW Group, these plans are all classified as defined benefit plans in accordance with IAS 19. In addition to the above plans, an employer-funded, defined benefit pension plan with lifelong pension benefits remains in place which is now closed to new entrants. The pension benefit is calculated by mul- tiplying a fixed amount by the number of completed years of ser- vice. Only employees who did not agree to a one-time option to switch to the defined contribution system in 2021 and 2022 will receive future increases in entitlements under this plan. The assets of the German pension plans are invested by BMW Trust (a German association) in accordance with a CTA. The rep- resentative bodies of the association are the Board of Directors and the Members' General Meeting. BMW Trust currently has seven members and three members of the Board of Directors elected by the Members' General Meeting. The Board of Directors is responsible for investments, drawing up and deciding on in- vestment guidelines as well as monitoring compliance with those guidelines. The members of the association can be employees, employee representatives, senior executives and members of the Board of Management of BMW AG. An ordinary Members' Gen- eral Meeting takes place once every calendar year, and deals with a range of matters, including receiving and approving the associ- ation's annual report, ratifying the activities of the Board of Direc- tors and adopting changes to the association's statutes. UK Defined benefit plans exist in the UK which are closed for all plan participants. Vested benefits remain in place. New benefits are covered by contributions made to a defined contribution plan. The defined benefit pension plans are administered by BMW Pension Trustees Limited, Farnborough, and BMW (UK) Trustees Limited, Farnborough, both trustee companies which act inde- pendently of the BMW Group. BMW (UK) Trustees Limited is rep- resented by ten trustees and BMW Pension Trustees Limited by five trustees. A minimum of one-third of the trustees must be elected by plan participants. The trustees represent the interests of plan participants and decide on investment strategies. Funding contributions to the funds are determined in agreement with the BMW Group.

310 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The change in the net defined benefit liability for pension plans can be derived as follows: in € million Defined benefit obligation Plan assets Total Effect of limitation of the net defined benefit asset to the asset ceiling Net defined benefit liability 1 January 2024 18,918 – 19,347 – 429 799 370 E X P E N S E / I N C O M E Current service cost 382 – 382 – 382 Interest expense (+)/income (–) 677 – 711 – 34 43 9 Past service cost 41 – 41 – 41 R E M E A S U R E M E N T S Gains (–) or losses (+) on plan assets, excluding amounts included in interest income – 407 407 – 407 Gains (–) or losses (+) arising from changes in financial assumptions – 906 – – 906 – – 906 Gains (–) or losses (+) arising from changes in demographic assumptions – 48 – – 48 – – 48 Gains (–) or losses (+) arising from experience adjustments 277 – 277 – 277 Changes in the limitation of the net defined benefit asset to the asset ceiling – – – – 112 – 112 Transfers to fund – – 362 – 362 – – 362 Employee contributions 111 – 111 – – – Pensions and other benefits paid – 742 743 1 – 1 Translation differences and other changes 284 – 322 – 38 41 3 31 December 2024 18,994 – 19,703 – 709 771 62 thereof pension provisions 222 thereof assets – 160

311 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements in € million Defined benefit obligation Plan assets Total Effect of limitation of the net defined benefit asset to the asset ceiling Net defined benefit liability 1 January 2023 17,685 – 18,383 – 698 894 196 E X P E N S E / I N C O M E Current service cost 366 – 366 – 366 Interest expense (+)/income (–) 704 – 748 – 44 43 – 1 Past service cost 27 – 27 – 27 R E M E A S U R E M E N T S Gains (–) or losses (+) on plan assets, excluding amounts included in interest income – – 317 – 317 – – 317 Gains (–) or losses (+) arising from changes in financial assumptions 458 – 458 – 458 Gains (–) or losses (+) arising from changes in demographic assumptions – 174 – – 174 – – 174 Gains (–) or losses (+) arising from experience adjustments 329 – 329 – 329 Changes in the limitation of the net defined benefit asset to the asset ceiling – – – – 155 – 155 Transfers to fund – – 353 – 353 – – 353 Employee contributions 107 – 107 – – – Pensions and other benefits paid – 673 667 – 6 – – 6 Translation differences and other changes 89 – 106 – 17 17 – 31 December 2023 18,918 – 19,347 – 429 799 370 thereof pension provisions 427 thereof assets – 57 Due to the fact that there is no right of reimbursement or right to reduce future contributions, particularly to the fund of one pen- sion plan in the UK, the amount of plan assets reported has been limited to the amount of the obligations.

312 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Depending on the cash flow profile and risk structure of the pen- sion obligations involved, plan assets relating to defined benefit plans are invested in a diversified portfolio. Plan assets in Germany, the UK and other countries comprised the following: In the financial year 2024, disbursements out of plan assets are expected to exceed the employer's contributions to plan assets by € 388 million. Plan assets of the BMW Group include own transferable financial instruments amounting to € 11 million (2023: € 17 million). The BMW Group is exposed to risks arising both from defined benefit plans and defined contribution plans with a minimum re- turn guarantee. The discount rates used to calculate pension ob- ligations are subject to market fluctuations and therefore influ- ence the level of the obligations. Furthermore, changes in other actuarial parameters, such as expected rates of inflation, also have an impact on pension obligations. In order to reduce cur- rency exposures, a substantial portion of plan assets is either in- vested in the same currency as the underlying plan or hedged by means of currency derivatives. As part of the internal reporting procedures and for internal management purposes, financial risks relating to the pension plans are reported using a value-at- risk approach by reference to the pension deficit. The investment strategy is also subject to regular review together with external consultants, with the aim of ensuring that investments are struc- tured to match the timing of pension payments and the expected development of pension obligations. In this way, fluctuations in pension provisions recognised in the balance sheet are reduced. Germany United Kingdom Other Total in € million 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 Equity instruments 3,527 2,729 – – 50 41 3,577 2,770 Debt instruments 6,479 6,561 3,592 4,237 58 53 10,129 10,851 thereof investment grade 5,789 5,479 3,592 4,237 58 53 9,439 9,769 thereof non-investment grade 690 1,082 – – – – 690 1,082 Real estate funds 56 51 – – 31 27 87 78 Money market funds – – 77 51 30 27 107 78 Other 272 289 – – 4 1 276 290 Total with quoted market price 10,334 9,630 3,669 4,288 173 149 14,176 14,067 Debt instruments 345 341 962 682 1 1 1,308 1,024 thereof investment grade 341 336 – – – – 341 336 thereof mixed funds (funds without a rating) 4 5 962 682 – – 966 687 thereof non-investment grade – – – – 1 1 1 1 Real estate 424 431 513 622 – – 937 1,053 Cash and cash equivalents 142 73 – – – – 142 73 Absolute return funds 409 466 2 52 – – 411 518 Other 1,737 1,587 414 435 578 590 2,729 2,612 Total without quoted market price 3,057 2,898 1,891 1,791 579 591 5,527 5,280 Total plan assets 13,391 12,528 5,560 6,079 752 740 19,703 19,347

313 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The defined benefit obligation relates to current employees, pen- sioners and former employees with vested benefits as follows: Germany United Kingdom Other in % 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 Current employees 59.6 58.2 – – 56.7 57.1 Pensioners 34.1 35.2 66.2 59.2 35.7 35.6 Former employees with vested benefits 6.3 6.6 33.8 40.8 7.6 7.3 Defined benefit obligation 100.0 100.0 100.0 100.0 100.0 100.0 The sensitivity analysis provided below shows the extent to which changes in individual factors – independently of each other – could influence the defined benefit obligation at the end of the reporting period. It is only possible to aggregate sensitivities to a limited extent. Since the change in obligation follows a non-linear pattern, estimates made on the basis of the specified sensitivities are only possible with this restriction. The calculation of sensitivities using ranges other than those specified could result in a dispropor- tional change in the defined benefit obligation. In the UK, the sensitivity analysis for the pension level trend also takes account of restrictions due to caps and floors. Change in defined benefit obligation 31.12.2024 31.12.2023 in € million in % in € million in % Discount rate increase of 0.75% – 1,238 – 6.5 – 1,418 – 7.5 decrease of 0.75% 1,455 7.7 1,671 8.8 Pension level trend increase of 0.25% 299 1.6 325 1.7 decrease of 0.25% – 285 – 1.5 – 319 – 1.7 Average life expectancy increase of 1 year 445 2.3 515 2.7 decrease of 1 year – 446 – 2.3 – 533 – 2.8

314 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 34 Other provisions Other provisions changed during the year as follows: in € million 1.1.2024 Additions due to changes in consolidated companies Translation differences Additions Reversal of discounting Utilised Reversed 31.12.2024 thereof due within one year Statutory and non-statutory warranty obligations, product guarantees 9,650 – 217 3,007 287 – 3,217 – 672 9,272 3,595 Obligations for personnel and social expenses 2,964 – 15 1,464 44 – 1,763 – 246 2,478 1,664 Bonus and price reductions 1,677 – 30 1,822 – – 1,276 – 187 2,066 1,914 Other obligations 2,746 4 28 1,407 17 – 999 – 646 2,557 1,370 Other provisions 17,037 4 290 7,700 348 – 7,255 – 1,751 16,373 8,543 in € million 1.1.2023 Additions due to changes in consolidated companies Translation differences Additions Reversal of discounting Utilised Reversed 31.12.2023 thereof due within one year Statutory and non-statutory warranty obligations, product guarantees 8,251 – – 235 4,243 391 – 2,674 – 326 9,650 4,333 Obligations for personnel and social expenses 3,249 – – 12 1,782 47 – 2,061 – 41 2,964 1,979 Bonus and price reductions 1,443 – – 44 1,144 – – 761 – 105 1,677 1,545 Other obligations 2,818 – – 44 1,399 38 – 932 – 533 2,746 1,383 Other provisions 15,761 – – 335 8,568 476 – 6,428 – 1,005 17,037 9,240 Depending on when claims occur, it is possible that the BMW Group may be called upon to fulfil the warranty or guarantee ob- ligations over the whole period of the warranty or guarantee. Warranty obligations decreased in the financial year 2024. Com- pared to the previous year, lower sales volumes and increased eliminations in connection with the rise in new leasing business reduced additions to the provision. Warranty obligations in the previous financial year were also impacted by increased addi- tions in connection with airbags with inflators supplied by ARC Automotive as well as by the remeasurement of the provision for the exhaust gas recirculation cooler. Despite the recognition of higher additions at 31 December 2024 for vehicle recalls in con- nection with the Integrated Brake System, the expense for addi- tions to warranty provisions was lower year on year. Furthermore, reversals of provisions increased in 2024 due to reversal of the provision relating to ARC Automotive. Expected reimbursement claims at 31 December 2024 amounted to € 818 million (2023: € 819 million) and are disclosed within other assets (see ↗ note [28]). Provisions for obligations for personnel and social expenses comprise mainly obligations relating to performance-related re- muneration components, workforce measures as well as pre-re- tirement part-time working arrangements and long-service awards. The provisions for other obligations cover numerous specific risks and uncertain obligations, in particular for litigation and lia- bility risks as well as risks relating to the order backlog. 35 Income tax liabilities Current income tax liabilities totalling € 1,131 million (2023: € 1,401 million) include € 170 million (2023: € 50 million) which are expected to be settled after more than twelve months. Liabilities may be settled earlier than this depending on the tim- ing of the underlying proceedings.

315 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 36 Financial liabilities Financial liabilities of the BMW Group comprise the following: 31.12.2024 31.12.2023 in € million Maturity within one year Maturity between one and five years Maturity later than five years Total Maturity within one year Maturity between one and five years Maturity later than five years Total Bonds 9,338 28,418 10,790 48,546 10,583 21,471 7,754 39,808 Asset-backed financing transactions 7,977 13,620 – 21,597 7,697 12,388 – 20,085 Liabilities from customer deposits (banking) 14,446 4,987 6 19,439 14,125 3,883 8 18,016 Liabilities to banks 5,711 2,171 808 8,690 3,868 1,272 684 5,824 Lease liabilities 520 1,399 634 2,553 484 1,367 688 2,539 Derivative instruments 1,566 2,825 816 5,207 1,349 2,124 927 4,400 Commercial paper 4,118 – – 4,118 3,292 – – 3,292 Other 815 102 194 1,111 732 108 206 1,046 Financial liabilities 44,491 53,522 13,248 111,261 42,130 42,613 10,267 95,010 Planned future cash outflows from variable lease payments, which are not taken into account in the measurement of lease liabilities, are expected to amount to € 39 million (2023: € 42 million). Similarly, potential future cash outflows amounting to € 1,703 million (2023: € 1,639 million) (undiscounted) have not been taken into account in the measurement of lease liabilities as it is not reasonably certain that the leases will be renewed (or not terminated). These cash outflows relate to periods of up to 89 years (2023: up to 90 years).

316 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Liabilities related to financing activities can be reconciled as follows: in € million 1.1.2024 Cash inflows/outflows Changes due to exchange rate factors Basis adjustments from hedge accounting Other changes 31.12.2024 Bonds 39,808 6,985 1,485 328 – 60 48,546 Asset-backed financing transactions 20,085 1,021 483 – 8 21,597 Liabilities from customer deposits (banking) 18,016 937 464 4 18 19,439 Liabilities to banks 5,824 2,713 107 46 – 8,690 Lease liabilities 2,539 – 516 31 2 497 2,553 Commercial paper 3,292 693 131 – 2 4,118 Financial liabilities towards companies in which an investment is held – 2 – – – 2 Other (excluding interest payable) 493 – 55 – 34 – 5 1 400 Liabilities relating to financing activities 90,057 11,780 2,667 375 466 105,345 in € million 1.1.2023 Cash inflows/outflows Changes due to exchange rate factors Basis adjustments from hedge accounting Other changes 31.12.2023 Bonds 41,084 – 1,825 – 563 1,135 – 23 39,808 Asset-backed financing transactions 18,746 1,796 – 464 – 7 20,085 Liabilities from customer deposits (banking) 16,511 1,727 – 247 10 15 18,016 Liabilities to banks 7,255 – 1,201 – 279 49 – 5,824 Lease liabilities 2,764 – 516 – 64 – 355 2,539 Commercial paper 1,712 1,634 – 54 – – 3,292 Financial liabilities towards companies in which an investment is held – – – – – – Other (excluding interest payable) 662 – 131 – 38 – – 493 Liabilities relating to financing activities 88,734 1,484 – 1,709 1,194 354 90,057 The total amount of interest payments received and interest pay- ments made is comprised primarily of interest received and in- terest paid in the Group Cash Flow Statement as well as the cash-relevant portion of the interest income shown in Revenues (see ↗ note [7]) and interest expense in Cost of sales respectively (see ↗ note [8]).

317 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Bonds comprise the following: Issuer Interest Issue volume in relevant currency (ISO Code) Weighted average maturity period (in years) Weighted average nominal interest rate (in %) BMW Finance N.V. variable EUR 1,500 million 2.0 3.9 fixed EUR 15,150 million 7.6 1.4 fixed CNY 2,500 million 3.0 3.1 fixed HKD 1,670 million 6.2 3.5 fixed USD 500 million 10.0 2.9 fixed AUD 273 million 10.0 3.2 BMW US Capital, LLC variable USD 2,800 million 2.4 6.0 fixed USD 17,345 million 6.8 4.1 fixed EUR 2,500 million 7.9 2.8 BMW International Investment B.V. variable EUR 1,200 million 2.0 3.7 variable SEK 1,000 million 2.0 3.7 fixed EUR 4,200 million 6.2 3.2 fixed NOK 2,500 million 9.4 4.0 fixed CHF 765 million 6.6 1.1 fixed GBP 750 million 4.6 5.1 BMW China Capital B.V. fixed CNY 10,000 million 2.4 2.6 BMW Canada Inc. fixed CAD 1,550 million 3.2 4.0 BMW Japan Finance Corp. fixed JPY 20,000 million 3.0 0.8 Commercial paper comprises the following: Issuer Issue volume in relevant currency (ISO-Code) Weighted average maturity period (in days) Weighted average nominal interest rate (in %) BMW US Capital, LLC USD 1,921 million 27 4.4 BMW Finance N.V. EUR 1,870 million 43 3.0 BMW International Investment B.V. GBP 340 million 29 4.9

318 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 37 Other liabilities Other liabilities comprise the following items: in € million 31.12.2024 31.12.2023 Bonuses and sales aides 5,113 5,447 Refund liabilities for future leased products 2,803 2,963 Deposits received 1,239 1,079 Payables for supplier development cost* 1,079 380 Payables to subsidiaries 336 241 Payables to other companies in which an investment is held 21 38 Other liabilities (financial instruments) 10,591 10,148 Contract liabilities 8,644 7,998 Deferred income 3,568 3,359 Other taxes 1,409 1,613 Social security 145 130 Other advance payments received for orders 115 237 Other liabilities (non-financial instruments) 13,881 13,337 Sundry* 2,523 2,263 Other liabilities 26,995 25,748 * Presentation adjusted compared to previous year. Liabilities arising from supplier development contracts include development costs incurred during the series development phase. In the financial year 2024 these liabilities were mainly at- tributable to new vehicle models, in particular the NEUE KLASSE, as well as expenses in connection with the further electrification of the vehicle fleet. Contract liabilities relate to obligations for service and repair work as well as telematics services and roadside assistance agreed to be part of the sale of a vehicle (in some cases multiple-compo- nent arrangements). An amount of € 3,932 million (2023: € 4,239 million) was released from contract liabilities in the fi- nancial year and recognised as revenues from contracts with customers. Deferred income includes down payments received on leases with customers as well as deferred grants. Grants comprise mainly public sector funds to promote regional structures and which have been invested in the production plants in Brazil, China, Germany, Mexico, Austria and South Africa amongst others. The grants are partly subject to holding periods for the assets concerned of up to five years and/or minimum em- ployment figures or minimum production figures. Grants and subsidies awarded before 31 December 2022 are released to income over the useful life of the assets to which they relate. Other non-financial liabilities also include insurance liabilities for the remaining contractual terms of contracts accounted for in ac- cordance with IFRS 17 amounting to € 331 million (2023: € 289 million). 38 Trade payables Trade payables mainly have a remaining term of up to one year.

319 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements OTHER DISCLOSURES 39 Contingent liabilities and other financial commitments Contingent liabilities The following contingent liabilities existed at the balance sheet date: in € million 31.12.2024 31.12.2023 Taxes and customs duties1 1,701 1,707 Litigation 299 80 Investment subsidies 55 66 Guarantees 52 22 Other1 - 182 Contingent liabilities 2,107 1,8932 1 Presentation adjusted compared to previous year. 2 Prior year figures adjusted. In the previous year, other contingent liabilities mainly included obligations for irrevocable loan commitments. In the financial year 2024, these amounts are reported in the following table as other financial commitments. The BMW Group determines its best estimate of contingent lia- bilities on the basis of the information available at the date of preparation of the Group Financial Statements. This assessment may change over time and is adjusted regularly on the basis of new information and circumstances. A part of the risks is covered by insurance. Since March 2019, the Chinese State Administration for Market Regulation is conducting an antitrust proceeding against BMW AG. In July 2024, the Brazilian antitrust authority launched an antitrust proceeding against BMW AG and provided its prelimi- nary statement of objections. The investigations each relate to largely the same facts which were the subject of a proceeding which was concluded by the European Commission in 2021 (see ↗ note [10] to the BMW Group Financial Statements for the finan- cial year 2021 included in the BMW Group Report 2021). Possible risks for the BMW Group in connection with the antitrust proceedings in China and Brazil cannot be currently foreseen, neither in terms of their outcome nor the amounts involved. In relation to these allegations two individual customers’ lawsuits have been pending in South Korea since June 2018. In addition, claimants in a group litigation in England and Wales have brought damages claims based on the European Commission’s decision. Further civil lawsuits based on the allegations are pos- sible going forward. Further disclosures pursuant to IAS 37.86 cannot be provided at present. Beginning in 2014, regulatory authorities have ordered the BMW Group to recall various vehicle models in conjunction with airbags supplied by the Takata group of companies. Provision for the costs involved has been recognised within warranty provisions. In addition to the risks already covered by warranty provisions, it cannot be ruled out that further vehicles of the BMW Group will be affected by future recall actions. Further disclosures pursuant to IAS 37.86 cannot be provided at present. In May 2023, the National Highway Traffic Safety Administration (NHTSA), an agency of the US federal government, requested a recall of airbags in the USA that are equipped with airbag inflat- ors produced by ARC Automotive. In the second half of 2024, the NHTSA announced that it will continue its investigation before deciding how to proceed and whether to issue a final decision. Implications thereof for the BMW Group as well as implications from class action lawsuits, which have been brought in this con- text against the BMW Group in the USA and Canada, cannot be estimated at present. Further disclosures pursuant to IAS 37.86 cannot be provided at present. In March 2022, the European Commission (EC) conducted in- spections at the premises of automobile manufacturers and as- sociations located in several member states. In parallel, the EC sent out formal requests for information to several automobile manufacturers, including BMW AG. The inspections and requests for information concern possible collusion in relation to the collection, treatment and recovery of end-of-life vehicles and light commercial vehicles. The inspections were conducted in co- ordination with the UK Competition and Markets Authority, which has initiated formal proceedings in respect of the UK market. The competition authorities allege that car manufacturers (i) coordi- nated the remuneration to be paid to dismantlers for the provi- sion of their services and (ii) agreed that issues related to end- of-life vehicles should be dealt with in a non-competitive way. Appropriate risk provisions were recognised in the second quar- ter 2022 in connection with these investigations. At the current stage of the investigations, further risks for the BMW Group in connection with the proceedings of the two authorities cannot be quantified at present. In December 2023, the South Korean anti- trust authority conducted an inspection at the premises of sev- eral car manufacturers, including BMW Korea and opened formal proceedings in March 2024. In June 2024, the Chinese Antitrust Authority (SAMR) sent BMW AG a request for information, which was answered within the set deadline. The investigation by the South Korean antitrust authority and the request for information by the Chinese Antitrust Authority have the same background as the investigations of the European Commission and the UK Com- petition and Markets Authority. Due to the relatively early stage of these investigations, it is also not possible to provide further information in this regard. Further disclosures pursuant to IAS 37.86 cannot be provided at present. Following a request for legal assistance from the Korean author- ities in 2020 in connection with leaks in exhaust gas recirculation modules in BMW Group vehicles, the Munich public prosecutor’s office initiated an investigation and searched BMW Group offices in Munich and Steyr in June 2022. The proceedings were finally concluded in March 2024 and BMW Group agreed to pay a fine. To the extent that aspects of this matter are under review by au- thorities, the BMW Group continues to cooperate. Potential risks for the BMW Group cannot be quantified at the present time.

320 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Further disclosures pursuant to IAS 37.86 cannot be provided at present. In several recent judgements, the European Court of Justice has ruled on emission control systems in diesel vehicles and has sig- nificantly tightened requirements pertaining to the justification of these systems. As a result of these judgements by the European Court of Justice, the interpretation of regulatory requirements for emission control systems is evolving. This is reflected, amongst other things, by the fact that established administrative practices of type approval authorities are being questioned from numerous sides. This development leads to a reassessment of civil pro- ceedings pending in Germany due to the emissions performance of BMW and MINI diesel vehicles. According to the previous es- tablished case law of German national courts, damage claims could only be asserted on the basis of intentional damage in- flicted in a manner offending common decency. In its judgements from 2023 linked to proceedings against other manufacturers and taking into account the case law of the European Court of Justice, the German Federal Court of Justice has ruled that a manufacturer can also be held liable for negligent breach of EU homologation standards and on the basis of a far-reaching re- versal of the burden of proof to the detriment of the manufac- turer. An increase in the effort and complexity of the defence in individual cases, an increasing number of new court proceedings, increased legal risks and increased financial expenditure are still to be expected. Further disclosures pursuant to IAS 37.86 can- not be provided at present. In addition, the Kraftfahrt-Bundesamt (KBA) determined in Feb- ruary 2024 that two functionalities of the emission control sys- tem of the BMW vehicle model X3 with 2.0 litre diesel engine (EU5), built between September 2010 and March 2014 do not comply with legal requirements. The KBA views these function- alities as prohibited defeat devices. The BMW Group has filed a timely objection against this decision. Corrective measures are currently being carried out after coordination with the responsible type approval authorities. Furthermore, the BMW Group is conducting an internal investi- gation, supported by external legal advisers and technical ex- perts, considering all relevant legal and factual aspects, to deter- mine whether and to what extent functionalities of the emission control systems of this and other past diesel vehicle models com- ply with legal requirements and is in dialogue with responsible authorities in this regard. In this context, the Munich public pros- ecutor’s office has opened an investigation against unknown (“Ermittlungsverfahren gegen Unbekannt”) in July 2024 and conducted searches. Also, against the background of the devel- opment in case law referred to above, it is possible that these and further authorities, including type approval and law enforce- ment authorities, and courts find fault with functionalities of the emission control systems or deem them as non-compliant with legal requirements. The investigation is complex and will still take some time to complete. At this stage, it is not possible to make any disclosures pursuant to IAS 37.86 with regard to the results of the aforesaid investigation and the internal investigation and possible measures to be taken as well as possible effects, includ- ing administrative and court proceedings, and any financial risks that may be related thereto. Furthermore, several BMW Group entities have been facing a number of diesel emissions-related court claims in England and Wales since November 2021 as well as in Scotland since March 2023. In November 2023, the High Court approved a group litigation regarding the proceeding in England and Wales. In addition to the BMW Group, several other OEMs are facing similar proceedings in the same court. In March 2024, the court selected the proceedings against five OEMs as lead proceedings; BMW Group is not among them. In Scotland, the court also ap- proved the combination of relevant claims in group proceedings. In the course of 2024, the sued BMW Group entities filed their defences in the two proceedings. Given that proceedings are still at an early stage, the probability, amount or timing of any liability cannot be determined at present. Further disclosures pursuant to IAS 37.86 cannot be provided at present. In the United Kingdom, motor finance customers file complaints and civil lawsuits regarding commissions paid to motor dealers, inter alia against BMW Financial Services (GB) Ltd., Farnborough (BMW FS UK). In three cases not involving BMW FS UK but brought against other lenders, the UK Court of Appeal (CoA) handed down a single judgement on 25 October 2024. The CoA concluded that motor dealers owe both a disinterested duty and an ad hoc fiduciary duty to their customers (as borrowers) and therefore are obligated to disclose the amount and nature of any commission payments received and obtain informed customer consent for such payments. Where the payment of commission is not adequately disclosed, it is deemed "secret" and treated as a civil bribe, which constitutes a breach of a motor dealer's fidu- ciary duty. While the motor dealer is responsible for disclosing the commission and obtaining informed consent, the CoA held that where there is no disclosure of commission, the lender is also di- rectly liable to the customer on the basis that the lender knew or should have known that the commission payment was a civil bribe. In the case of a partial disclosure of commission, the lender is liable as an accessory to a claim for breach of fiduciary duty against the motor dealer. As this ruling appears to conflict with known market practice, it could have far reaching consequences for the UK finance sector and potentially impact all of BMW FS UK's finance products involving a commission paid to a motor dealer. Accordingly, an application for permission to appeal the judgment to the UK Supreme Court was made by the lenders in- volved in the CoA cases with the written support of BMW FS UK, various trade bodies, and the Financial Conduct Authority. That application has been granted and due to the significance for the UK finance sector, the expedited appeal is set to take place in April 2025. An appropriate contingent liability is recognised and reflected as litigation risk in the preceding table.

321 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Other financial commitments In addition to liabilities, provisions and contingent liabilities, the following commitments exist for the BMW Group at the end of the reporting period: in € million 31.12.2024 31.12.2023 Purchase commitments for property, plant and equipment 8,001 7,712 Purchase commitments for intangible assets 2,980 2,252 Obligations for irrevocable loan commitments 363 76

322 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 40 Financial instruments The carrying amounts of financial instruments are assigned to IFRS 9 categories in the following table: 31.12.2024 31.12.2023 in € million At amortised cost At fair value through other comprehensive income At fair value through profit or loss Not allocated to an IFRS 9 category At amortised cost At fair value through other comprehensive income At fair value through profit or loss Not allocated to an IFRS 9 category A S S E T S Other investments – – 802 297 – – 911 286 Receivables from sales financing 69,523 – – 24,195 65,092 – – 22,263 Financial assets Derivative instruments Cash Flow Hedges – – – 518 – – – 1,525 Fair Value Hedges – – – 273 – – – 444 Other derivative instruments – – 706 – – – 957 – Marketable securities and investment funds – 1,366 104 – – 2,127 43 – Loans to third parties 19 – 3 – 17 – 1 – Other 250 – – 160 347 – – 57 Cash and cash equivalents 17,214 – 2,073 – 16,055 – 1,272 – Trade receivables 2,834 – – – 4,162 – – – Other assets Receivables from subsidiaries 684 – – – 642 – – – Receivables from companies in which an investment is held 55 – – – 48 – – – Collateral assets 892 – – – 455 – – – Remaining other assets 1,270 – – 6,355 1,218 – – 6,770 Total 92,741 1,366 3,688 31,798 88,036 2,127 3,184 31,345

323 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 31.12.2024 31.12.2023 in € million At amortised cost At fair value through other comprehensive income At fair value through profit or loss Not allocated to an IFRS 9 category At amortised cost At fair value through other comprehensive income At fair value through profit or loss Not allocated to an IFRS 9 category L I A B I L I T I E S Financial liabilities Bonds 48,546 – – – 39,808 – – – Liabilities to banks 8,690 – – – 5,824 – – – Liabilities from customer deposits (banking) 19,439 – – – 18,016 – – – Commercial paper 4,118 – – – 3,292 – – – Asset-backed financing transactions 21,597 – – – 20,085 – – – Derivative instruments Cash Flow Hedges – – – 1,978 – – – 1,598 Fair Value Hedges – – – 1,953 – – – 2,073 Other derivative instruments – – 1,276 – – – 729 – Lease liabilities – – – 2,553 – – – 2,539 Other 1,111 – – – 1,046 – – – Trade payables 14,126 – – – 15,547 – – – Other liabilities – – – – Payables to subsidiaries 336 – – – 241 – – – Payables to other companies in which an investment is held 21 – – – 38 – – – Remaining other liabilities 9,023 – – 17,615 8,171 – – 17,298 Total 127,007 – 1,276 24,099 112,068 – 729 23,508

324 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Disclosures relating to financial instruments measured at amortised cost The following table shows the fair values and carrying amounts of financial assets and liabilities that are measured at amortised cost and whose carrying amounts differ from their fair value. The fair values are generally determined using the discounted cash flow method, taking into account the relevant risk of default. For the purposes of fair value measurement using the discounted cash flow method, expected future cash flows are discounted on the basis of up-to-date interest-rate curves observable on the market. The fair values of receivables from sales financing are measured using the discounted cash flow method, taking into account customer-specific credit risk. In view of the fact that these allow- ances are calculated in part on the basis of internal information, receivables from sales financing are allocated to Level 3 in the level hierarchy in accordance with IFRS 13. In the case of financial liabilities, own credit risk is taken into ac- count based on credit default swaps available on the market, so that the fair values of these items are allocated to Level 2. For all other financial instruments not listed here that are meas- ured at amortised cost, the carrying amount corresponds to the fair value. For this reason, they are not presented separately. 31.12.2024 31.12.2023 in € million Fair value Carrying amount Fair value Carrying amount Receivables from sales financing - credit financing 72,672 69,523 67,307 65,092 Receivables from sales financing - finance and operating leases 25,599 24,195 23,539 22,263 Financial liabilities Bonds 49,977 48,546 40,919 39,808 Asset-backed financing transactions 22,220 21,597 19,951 20,085 Liabilities from customer deposits (banking) 19,149 19,439 17,591 18,016 Liabilities to banks 8,791 8,690 5,906 5,824

325 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Disclosures relating to financial instruments measured at fair value The carrying amounts of financial instruments measured at fair value are allocated to the measurement levels pursuant to IFRS 13 as below: 31.12.2024 31.12.2023 Level hierarchy in accordance with IFRS 13 Level hierarchy in accordance with IFRS 13 in € million Level 1 Level 2 Level 3 Level 1 Level 2 Level 3 Marketable securities and investment funds 1,138 332 – 1,864 306 – Other investments 91 – 711 146 – 765 Cash equivalents 2,073 – – 1,272 – – Loans to third parties – – 3 – – 1 Derivative instruments (assets) Interest rate risks – 276 – – 794 – Currency risks – 525 – – 1,278 – Combined interest rate/currency risks – 435 – – 472 – Raw material market price risks – 197 – – 324 – Other risks – – 64 – – 58 Derivative instruments (liabilities) Interest rate risks – 2,336 – – 2,319 – Currency risks – 889 – – 318 – Combined interest rate/currency risks – 594 – – 373 – Raw material market price risks – 1,388 – – 1,390 – As a general rule, any transfers between fair-value hierarchy lev- els are made at the end of the relevant reporting period. There were no reclassifications within the level hierarchy in the financial year 2024 or in the previous year.

326 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Financial instruments measured at fair value using input factors not based on observable market prices are allocated to Level 3. The fair values of these financial instruments are shown in the following table: in € million Fair value 31.12.2024 Fair value 31.12.2023 Unquoted equity instruments 711 765 Convertible bonds 3 1 Options on unquoted equity instruments 64 58 Financial instruments allocated to Level 3 relate mainly to in- vestments in a private-equity fund. The valuation of unlisted eq- uity instruments is determined primarily using the market-based approach. In particular, the financing rounds that take place within the private equity sector (generally every 12–24 months) represent a significant input factor for these purposes. In addi- tion, the investment advisor provides the external fund manager with relevant, investment-specific information on an ongoing ba- sis (at least quarterly). The latter subsequently assesses the un- derlying individual companies in accordance with the guidelines for International Private Equity and Venture Capital Valuations (IPEV). As part of the process of analysing valuations, the external fund manager reviews the investment-specific milestones, including an analysis of financial, technical and liquidity-specific perfor- mance indicators, among others. Based on this analysis, it is considered whether the price of the most recent financing round is acceptable as a reasonable market valuation, in particular for early-stage or growth-phase investments. Key performance in- dicators used for the purpose of milestone analysis are depend- ent on the business model underlying the investment. Typical technical key performance indicators relate to licenses and pa- tents held, the stage of technology development such as evi- dence of feasibility and prototypes, market entries, customer and user growth and appointments to key management positions. Key financial performance indicators used are revenues, EBITDA and the corresponding growth rate and/or development of spe- cific contribution margins. Key liquidity-specific performance indicators are cash on hand, cash burn rates and prospects for future financing rounds. Since the pricing from the financing rounds is considered to be the decisive input factor for the valuation, increases and de- creases in valuation give rise to a similar change in the equity instrument that is recognised in the income statement. In addition, equity instruments that are held outside the private equity fund are measured using the income approach. This in- volves discounting cash flows on the basis of current business cases using the weighted average cost of capital to determine the fair value of the financial instrument. Changes in fair values determined in connection with adjustments to significant input factors are not material for the BMW Group. The convertible bonds that have been classified to Level 3 are primarily used as instruments in advance of future financing rounds relating to private equity investments. Valuations are therefore performed in accordance with the IPEV guidelines. Mandatory conversions are usually structured in such a way that the number of shares to be received depends on the future share price. Due to the generally short maturities, the instruments are subject to only insignificant fluctuations in value. Irrespective of this fact, impairment tests are performed at regular intervals. The fair value of the options that the BMW AG holds in shares of such investee companies is measured primarily on the basis of a binomial model, taking into account the respective conditions un- der which the options were granted. The comments provided on the income-based approach used to measure equity instruments held outside the private equity fund apply analogously for the purposes of determining the relevant share price that is taken into account when measuring the fair value of the options. The exercise price for share options arising in conjunction with the private equity fund is generally low, verging towards zero. Con- sequently, financing rounds have a direct impact on the fair value of the options. In this respect, the valuation of options and as- sessment of their impact on sensitivity is similar to the approach taken to unquoted equity instruments, as described above.

327 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The balance sheet carrying amount of Level 3 financial instru- ments developed as follows: in € million Unquoted equity instruments Convertible bonds Options on unquoted equity instruments Financial instruments Level 3 1 January 2024 765 1 58 824 Additions 27 9 – 36 Disposals – 11 – – – 11 Gains (+)/losses (–) recognised in the income statement – 113 – 7 5 – 115 Currency translation differences 43 – 1 44 31 December 2024 711 3 64 778 in € million Unquoted equity instruments Convertible bonds Options on unquoted equity instruments Financial instruments Level 3 1 January 2023 839 8 2 849 Additions 99 – – 99 Disposals – 54 – 4 – 1 – 59 Gains (+)/losses (–) recognised in the income statement – 94 – 2 57 – 39 Currency translation differences – 25 – 1 – – 26 31 December 2023 765 1 58 824 Gains and losses recognised in the income statement are re- ported within the line item Other financial result and included a net negative amount of € 115 million (2023: net negative amount of € 39 million) relating to unrealised items.

328 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Offsetting of financial instruments Derivative financial instruments of the BMW Group are subject to legally enforceable master netting agreements or similar con- tracts. However, receivables and payables relating to derivative financial instruments are not netted due to non-fulfilment of the stipulated criteria. Offsetting would have the following impact on the carrying amounts of derivatives: 31.12.2024 31.12.2023 in € million Assets Liabilities Assets Liabilities Balance sheet amount as reported 1,497 5,207 2,926 4,400 Gross amount of derivatives which can be offset in case of insolvency – 957 – 957 – 1,638 – 1,638 Cash collateral – 233 – 19 – 1 – 95 Net amount after offsetting 307 4,231 1,287 2,667 Non-derivative financial assets and liabilities are only offset if a legally enforceable right currently exists and it is actually in- tended to offset the relevant amounts. No financial assets and liabilities have been netted in the BMW Group due to the fact that the necessary requirements for netting have not been met. Gains and losses on financial instruments The following table shows the net gains and losses arising on financial instruments in accordance with IFRS 9: in € million 2024 2023 Financial instruments measured at fair value through other comprehensive income 2 113 Financial instruments measured at fair value through profit or loss – 122 – 161 Financial assets measured at amortised cost – 349 – 482 Financial liabilities measured at amortised cost – 71 – 67

329 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Net gains and losses arising on financial instruments measured at fair value through other comprehensive income mainly relate to changes in the fair value of marketable securities. Further de- tails are provided in ↗ note [19]. Total interest income arising on financial assets measured at fair value through other compre- hensive income amounted to € 67 million (2023: € 82 million) and total interest expense to € 0 million (2023: € 18 million). Net gains and losses arising on financial instruments measured at fair value through profit and loss mainly include results from the fair value measurement of stand-alone derivatives, marketa- ble securities and shares in investment funds, as well as other financial assets. Net gains and losses arising on financial assets measured at amortised cost include mainly exchange rate gains/losses and impairment losses/reversals. Net gains and losses arising on financial liabilities measured at amortised cost comprise mainly exchange rate gains/losses. Financial instruments measured at amortised cost are some- times subject to carrying amount adjustments that are recog- nised through profit or loss as part of the application of hedge accounting. These carrying amount changes are largely neutral- ised by the offsetting changes in fair value arising on hedging transactions and for this reason are not reported in the figures for net gains and losses. Total interest income arising on financial assets measured at amortised cost relates mainly to the interest income earned on credit financing and reported within revenues. Total interest ex- penses arising on financial instruments measured at amortised cost amounted to € 3,270 million (2023: € 2,505 million). Credit risk The BMW Group is exposed to counterparty credit risks if con- tractual partners, for example a retail customer or a dealership, are unable or only partially able to meet their contractual obliga- tions. Information on the management of credit risk for receiva- bles from financial services is provided in the Combined Manage- ment Report (sections ↗ Outlook and ↗ Risks and Opportunities). Notwithstanding the existence of collateral accepted, the carry- ing amount of financial assets (with the exception of derivative financial instruments) generally represents the maximum credit risk. In addition, the credit risk is increased by additional unu- tilised loan commitments in the dealership financing line of busi- ness. Total dealership financing credit risk at the end of the re- porting period therefore amounted to € 36,059 million (2023: € 32,149 million). In the case of all relationships underlying non-derivative financial instruments, in order to minimise the credit risk and depending on the nature and amount of exposure, collateral is required, credit information and references obtained or historical data based on the existing business relationship, in particular pay- ment behaviour, reviewed. In the case of trade receivables, customers are regularly as- sessed with regard to their credit risk. Depending on contractual status, necessary measures, such as dunning procedures, are in- itiated in good time. The credit risk relating to cash deposits and derivative financial instruments is minimised by the fact that the Group only enters into such contracts with parties of first-class credit standing. Within the financial services business, items financed for retail customers and dealerships (such as vehicles, facilities and prop- erty) serve as first-ranking collateral with a recoverable value. Security is also put up by customers in the form of collateral asset pledges, asset assignment and first-ranking mortgages, supple- mented where appropriate by warranties and guarantees. Items previously held as collateral that are subsequently acquired re- late mainly to vehicles. As a rule, these assets can be converted into cash at short notice through the dealership organisation. Creditworthiness testing is an important aspect of the BMW Group’s credit risk management. Every borrower’s creditworthi- ness is tested for all credit financing and lease contracts entered into by the BMW Group. In the case of retail customer financing, creditworthiness is assessed using validated scoring systems in- tegrated in the purchasing process. Transitory climate-related risks are limited by the fact that customer financing can be re- stricted if the customer is exposed to risks prevalent in a particu- lar industry, and could therefore have an impaired credit rating. In the area of dealership financing, creditworthiness is assessed by means of ongoing credit monitoring and an internal rating sys- tem that takes account not only of the material credit standing of the borrower, but also of qualitative factors, such as past reliabil- ity in business relations. At several group companies, part of the creditworthiness assessment for dealership and importer financ- ing also involves a classification with regard to physical and tran- sitory climate-related risks, as well as risks relating to social and governance factors. This approach will be rolled out worldwide in 2025. The credit risk on trade receivables is assessed mainly on the basis of information relating to overdue amounts. The gross car- rying amounts of these receivables are allocated in accordance with IFRS 9 to overdue ranges used for management purposes as follows: in € million 31.12.2024 31.12.2023 Not overdue 2,543 3,718 1–30 days overdue 170 339 31–60 days overdue 63 42 61–90 days overdue 16 29 More than 90 days overdue 125 104 Total 2,917 4,232

330 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Receivables from sales financing are allocated to internally de- fined rating categories based on credit risk. The classification into creditworthiness levels is based on default probabilities. The re- lated gross carrying amounts in accordance with IFRS 9 are al- located as follows: 31.12.2024 31.12.2023 Stage 1 Stage 2 Stage 3 Stage 1 Stage 2 Stage 3 in € million General Simplified Total Expected credit loss General Simplified Total Expected credit loss Gross carrying amount of financial assets with good credit ratings 75,482 2,038 501 – 78,021 330 71,882 1,901 509 – 74,292 388 Gross carrying amount of financial assets with medium credit ratings 10,206 3,721 25 – 13,952 760 8,311 3,971 32 – 12,314 797 Gross carrying amount of financial assets with poor credit ratings 88 2,590 22 1,370 4,070 1,235 251 1,600 19 1,068 2,938 1,004 Total 85,776 8,349 548 1,370 96,043 2,325 80,444 7,472 560 1,068 89,544 2,189 Further disclosures relating to credit risk – in particular with re- gard to the amounts of impairment losses recognised – are pro- vided in the explanatory notes to the relevant categories of re- ceivables in ↗ note [25] and ↗ note [30].

331 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Liquidity risk The following table shows the maturity structure of expected contractual cash flows (undiscounted) for financial liabilities: 31.12.2024 31.12.2023 in € million Maturity within one year Maturity between one and five years Maturity later than five years Total Maturity within one year Maturity between one and five years Maturity later than five years Total N O N - D E R I V A T I V E F I N A N C I A L L I A B I L I T I E S Bonds 10,800 31,872 12,412 55,084 11,308 23,450 9,150 43,908 Asset-backed financing transactions 8,526 14,057 – 22,583 8,161 12,996 – 21,157 Liabilities to banks 6,110 2,494 944 9,548 3,998 1,386 850 6,234 Liabilities from customer deposits (banking) 14,597 5,222 6 19,825 14,280 4,037 8 18,325 Trade payables 14,119 7 – 14,126 15,512 35 – 15,547 Lease liabilities 522 1,487 831 2,840 497 1,460 882 2,839 Commercial paper 4,133 – – 4,133 3,298 – – 3,298 Other financial liabilities 114 145 159 418 191 146 174 511 D E R I V A T I V E F I N A N C I A L L I A B I L I T I E S With gross settlement 1,122 1,475 271 2,868 – 951 – 522 4 – 1,469 Cash outflows 21,234 30,650 4,643 56,527 18,145 12,650 598 31,393 Cash inflows – 20,112 – 29,175 – 4,372 – 53,659 – 19,096 – 13,172 – 594 – 32,862 With net settlement 1,494 2,520 184 4,198 – 1,614 – 2,398 – 249 – 4,261 Cash inflows / outflows 1,494 2,520 184 4,198 – 1,614 – 2,398 – 249 – 4,261 Total financial liabilities 61,537 59,279 14,807 135,623 54,680 40,590 10,819 106,089 The cash flows from non-derivative liabilities comprise principal repayments and the related interest. The amounts disclosed for derivative financial liabilities comprise only cash flows relating to derivatives that have a negative fair value at the balance sheet date. It should be noted that, due to the various yield curves used, an overall net positive cash flow may arise from inflows/outflows relating to derivative instruments with negative fair values. At 31 December 2024, credit commitments available at short notice to dealerships which had not been called upon at the end of the reporting period amounted to € 14,803 million (2023: € 13,218 million). Solvency is assured at all times by managing and monitoring the liquidity situation on the basis of a rolling cash flow forecast. The resulting funding requirements are covered by a variety of instruments placed on the world’s financial markets, with the aim to minimise risk by matching maturities with financing require- ments and in alignment with a dynamic target debt structure. As a further reduction of risk, a syndicated credit line totalling € 8 billion (2023: € 8 billion) from a consortium of international banks is available to the BMW Group. Intra-group cash flow fluc- tuations are balanced out by the use of daily cash pooling ar- rangements. Further information is provided in the Combined Management Report.

332 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Market risks The principal market risks to which the BMW Group is exposed are currency risk, interest rate risk and raw materials market price risk. Protection against such risks is provided in the first instance though natural hedging which arises when the values of non-de- rivative financial instruments have matching maturities and amounts (netting). Derivative financial instruments are used to reduce the risk remaining after netting. Currency, interest rate and raw materials market price risks of the BMW Group are managed at a corporate level. Further information is provided in the ↗ Outlook and ↗ Risks and Opportunities sections of the Combined Management Report. Currency risk As an enterprise with worldwide operations, the BMW Group conducts business in a variety of currencies, from which currency risks arise. In order to hedge currency risks, derivative financial instruments are in place at 31 December 2024, mostly in the form of forward currency contracts and currency swaps. As part of the implementation of the risk management strategy, the extent to which risk exposures should be hedged is decided at regular intervals. The economic relationship between the hedged item and the hedging instrument is based essentially on the fact that they are denominated in the same currency and have the same maturities. Items are hedged on the basis of a constant ratio of one to one between hedging instrument and risk exposure. Causes of hedge ineffectiveness are seen potentially only for counterparty credit risk. However, in view of the processes that have been established for credit risk management, ineffective- ness is not expected to arise. The BMW Group measures currency risk using a cash-flow-at- risk model. The analysis of currency risk is based on forecast foreign currency transactions which could result in exposures to surpluses of foreign currency cash inflows and cash outflows. At the end of the reporting period, the overall currency exposure – in each case for the following year and determined by aggregat- ing the individual currency exposures based on their absolute amount – was as follows: in € million 31.12.2024 31.12.2023 Currency exposure 34,979 39,157 Currency exposures include short positions amounting to € 5,354 million (2023: € 2,136 million). The currency exposure is compared to all hedges that are in place. The net cash flow surplus represents an uncovered risk position. The cash-flow-at-risk approach involves showing the impact of potential exchange rate fluctuations on operating cash flows on the basis of probability distributions. Volatilities and cor- relations serve as the main input factors to determine the rele- vant probability distributions. The potential negative impact on earnings is calculated at the re- porting date for each currency for the following financial year on the basis of current market prices and exposures with a confi- dence level of 95%. The risk mitigating effect of correlations be- tween the various currencies is taken into account when the risks are aggregated. The following table shows the potential negative impact for the BMW Group for the following year resulting from unfavourable changes in exchange rates, measured on the basis of the cash- flow-at-risk approach. in € million 31.12.2024 31.12.2023 Cash flow at risk 353 493 Interest rate risk Interest rate risks arise when funds are borrowed and invested with differing fixed-rate periods or differing terms. At the BMW Group, all items subject to, or bearing, interest are exposed to interest rate risk and can therefore affect both the assets and li- abilities side of the balance sheet. The fair value of the Group’s interest rate portfolios was as fol- lows at the end of the reporting period: in € million 31.12.2024 31.12.2023 Fair values of interest rate portfolios 68,725 73,510 Interest rate risk is managed through the use of interest rate de- rivatives. As part of the implementation of the risk management strategy, interest rate risks are monitored and managed at regu- lar intervals. The interest rate contracts used for hedging pur- poses comprise mainly swaps, which, if hedge accounting is ap- plied, are accounted for as fair value hedges. The economic re- lationship between the hedged item and the hedging instrument is based on the fact that the main parameters of the hedged item and the related hedging instrument (e.g. start date, term and cur- rency), are the same. Items are hedged on the basis of a constant ratio of one to one between hedging instrument and risk expo- sure. In view of the fact that own credit risk is excluded from the hedg- ing relationship, ineffectiveness is expected to be low. For selected fixed-interest assets, part of the interest rate risk is hedged on a portfolio basis. In this case, swaps are used as the hedging instrument. Hedge relationships are terminated and re- designated on a monthly basis at the end of each reporting pe- riod, thereby taking account of the constantly changing content of each portfolio. In light of the reform and replacement of certain benchmark in- terest rates, some of the BMW Group’s hedging relationships have been redesignated to take account of alternative bench- mark interest rates.

333 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The transition to the newly created or revised benchmark interest rates is being managed, monitored and assessed with regard to risk management implications as part of a multidisciplinary pro- ject. The tasks of the conversion project include the continual monitoring of regulatory developments, the initiation of neces- sary changes to systems, processes, risk and measurement models as well as the clarification of the associated accounting and financial reporting implications. In the financial year 2024, all contracts based on CAD CDOR were converted to alternative benchmark interest rates (€ 34 million). In the prior year, all con- tracts based on USD LIBOR were converted to alternative benchmark interest rates (€ 412 million). The BMW Group applies a value-at-risk approach throughout the Group for internal reporting purposes and to manage interest rate risk. This approach is based on a historical simulation in which the potential future fair value losses of the interest rate portfolios are compared across the Group with expected amounts on the basis of a holding period of 250 days and a confidence level of 99.98%. The risk mitigating effect of correlations between the various portfolios is taken into account when the risks are aggre- gated. In the following table, the potential volumes of fair value fluctua- tions – measured on the basis of the value-at-risk approach – are compared with the expected value for the interest-rate-sen- sitive exposures of the BMW Group: in € million 31.12.2024 31.12.2023 Value at risk 1,921 1,967 Raw materials price risk The BMW Group is exposed to market price risks on raw materi- als. In order to hedge these risks, the Group mainly uses forward commodity contracts. As part of the implementation of the risk management strategy, the extent to which risk exposures should be hedged is decided at regular intervals and the corresponding hedging ratio defined. Items are hedged on the basis of a constant ratio of one to one between hedging instrument and risk exposure. Causes of hedge ineffectiveness are seen potentially only for counterparty credit risk. However, in view of the processes that have been established for credit risk management, ineffective- ness is not expected to arise. The economic relationship between the hedged item and the hedging instrument is based essentially on the fact that they have the same basis and term. The BMW Group designates only the commodity price index-linked raw materials surcharge, which is specified in the purchase contracts of vehicle components, as a hedged item. The proportion of the hedged risk component as a percentage of the total fair value depends on the specific types of vehicle component involved. Other price components con- tained in the contract are not designated as being part of the hedge relationship as no effective hedging instruments exist for these components. The starting point for analysing raw materials price risk is to iden- tify planned purchases of raw materials or components contain- ing raw materials, the so-called “exposure”. At each reporting date, the exposure for the following financial year amounted to: in € million 31.12.2024 31.12.2023 Raw material price exposures 8,303 9,033 This exposure is compared to all commodity hedging transac- tions that are in place. The net cash flow surplus represents an uncovered risk position. The cash-flow-at-risk approach involves showing the impact of potential raw materials market price fluc- tuations on operating cash flows on the basis of probability dis- tributions. Volatilities and correlations serve as input factors to assess the relevant probability distributions. The potential negative impact on earnings is calculated at the re- porting date for each raw materials category for the following fi- nancial year on the basis of current market prices and exposure with a confidence level of 95%. The risk mitigating effect of correlations between the various categories of raw materials is taken into account when the risks are aggregated. The following table shows the potential negative impact for the BMW Group resulting from fluctuations in prices across all cate- gories of raw materials, measured on the basis of the cash-flow- at-risk approach. The risk at each reporting date for the following financial year was as follows: in € million 31.12.2024 31.12.2023 Cash flow at risk 880 1,045

334 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Disclosures on hedging measures The following disclosures on hedging measures include deriva- tives of fully consolidated companies that are designated as a hedging instrument. The amounts shown in the table are stated before deferred taxes and take account of additional effects aris- ing from the application of the modified closing rate method. The nominal amounts of hedging instruments were as follows: 31.12.2024 in € million Maturity within one year Maturity between one and five years Maturity later than five years Currency risks 15,804 18,452 283 Interest rate risks 7,299 18,614 8,232 Combined interest/currency risks – 4,759 4,045 Raw material price risks 3,236 4,466 – Nominal amounts of hedging instruments 26,339 46,291 12,560 31.12.2023 in € million Maturity within one year Maturity between one and five years Maturity later than five years Currency risks 22,648 18,328 – Interest rate risks 7,055 19,169 8,626 Combined interest/currency risks 908 961 791 Raw material price risks 3,519 5,329 – Nominal amounts of hedging instruments 34,130 43,787 9,417 The following table shows the average hedging rates of the fi- nancial instruments used by the BMW Group to hedge significant currency risk exposures: Currency risks 31.12.2024 31.12.2023 EUR/CNY 7.37 7.40 EUR/GBP 0.89 0.87 EUR/KRW 1,453.03 1,405.05 The following table shows the average hedging rates of the fi- nancial instruments used by the BMW Group to hedge significant raw materials risk exposures: Raw material price risks 31.12.2024 31.12.2023 Aluminium (EUR/t) 2,427 2,270 Copper (EUR/t) 8,201 7,398 Palladium (EUR/oz) 1,264 1,465 Lithium (EUR/t) 22,127 29,726 Due to the concentration on significant raw materials risk expo- sures, nickel no longer represents a significant raw materials risk exposure. Information on average interest hedge rates is not provided, since interest rate derivatives designated as hedging instru- ments are used exclusively to hedge items in fair value hedges. The hedge rates therefore correspond in each case to the current market interest rate level. Most of the hedges used in this context relate to variable yield curves relating to the euro, US dollar and British pound currency areas.

335 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The following table provides information on the nominal amounts, carrying amounts and fair value changes of contracts designated as hedging instruments: 31.12.2024 31.12.2023 Nominal amounts Carrying amounts Change in fair value of designated components Nominal amounts Carrying amounts Change in fair value of designated components in € million Assets Liabilities Assets Liabilities Cash Flow Hedges Currency risks 34,539 329 680 -679 40,976 1,200 211 1,654 Raw material price risks 7,702 189 1,298 -892 8,848 325 1,387 -2,161 Fair Value Hedges Interest rate risks 54,325 183 1,650 582 49,236 288 1,956 1,414 Combined interest rate/currency risks 8,804 90 303 123 2,660 156 117 78

336 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The following table shows key information on hedged items for each risk category as well as the balances of designated compo- nents within accumulated other equity: 31.12.2024 31.12.2023 Carrying amounts Change in value of hedged items Balances in accumulated other equity Carrying amounts Change in value of hedged items Balances in accumulated other equity in € million Assets Liabilities Continuing hedge relationships Terminated hedge relationships Assets Liabilities Continuing hedge relationships Terminated hedge relationships Cash Flow Hedges Currency risks – – 679 – 188 – – – – 1,654 2,377 – Raw material price risks – – 892 – 1,162 – – – 2,161 – 1,206 – Fair Value Hedges Interest rate risks 20,071 51,432 – 582 – – 13,443 41,854 – 1,401 – – Combined interest rate/currency risks – 31 – 120 – – – 2,605 – 75 – – The accumulated amount of hedge-related fair value adjust- ments is a negative amount of € 60 million (2023: negative amount of € 11 million) for assets and a negative amount of € 1,039 million (2023: negative amount of € 1,551 million) for liabilities.

337 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Hedge relationships give rise to the following effects: 2024 2023 in € million Change of designated components in other comprehensive income Change in costs of hedging in other comprehensive income Hedge ineffectiveness recognised in income statement Change of designated components in other comprehensive income Change in costs of hedging in other comprehensive income Hedge ineffectiveness recognised in income statement Cash Flow Hedges Currency risks – 2,565 946 – 351 765 – Raw material price risks 44 – – – 1,868 – – Fair Value Hedges Interest rate risks – – – – – 13 Combined interest/currency risks – – 27 3 – 1 3 Designated components and costs of hedging within accumu- lated other equity changed as follows: 2024 2023 Currency risks Interest rate risk Combined interest / currency risk Raw material price risk Currency risks Interest rate risk Combined interest / currency risk Raw material price risk in € million Designated component Costs of hedging Costs of hedging Costs of hedging Designated component Costs of hedging Designated component Costs of hedging Costs of hedging Costs of hedging Designated component Costs of hedging Opening balance at 1 January 2,377 – 1,018 – – 2 – 1,206 – 2,026 – 1,783 – – 3 662 – Change in fair value during the reporting period – 679 99 – – 27 – 892 – 1,654 – 103 – 1 – 2,161 – Reclassification to profit or loss for continuing hedge relationships – 1,458 656 – – – – – 1,153 733 – – – – for terminated hedge relationships – 428 191 – – 151 – – 150 135 – – 2 – Reclassification to acquisition costs for inventories – – – – 785 – – – – – 291 – Closing balance at 31 December – 188 – 72 – – 29 – 1,162 – 2,377 – 1,018 – – 2 – 1,206 –

338 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The increase in prematurely terminated hedges of currency and raw materials risk exposures was primarily due to the challenging situation in the Chinese sales market. If, due to a change in ex- pectations, an adequate hedging relationship no longer exists with respect to a derivative currency or raw materials instrument, the hedge accounting relationship is discontinued with immedi- ate effect. All amounts recognised through other comprehensive income up to this point in time are reclassified to the income statement. 41 Related party relationships The following individuals and entities are related parties in ac- cordance with IAS 24: — Stefan Quandt and Susanne Klatten as well as companies controlled by them — The Board of Management and the Supervisory Board of the BMW Group — Associated companies, joint ventures, non-consolidated subsidiaries, BMW Trust e.V., Munich, and BMW Founda- tion Herbert Quandt, Munich Transactions of the Group companies with related parties were carried out, without exception, in the normal course of business of each of the parties concerned and conducted at market condi- tions, i.e. conditions that are also granted to other third-party manufacturers. No loans were granted by entities of the BMW Group to members of the Board of Management and the Supervisory Board in the financial year 2024, nor were any contingent liabilities entered into on their behalf. During the year under report, members of the Board of Management and the Supervisory Board concluded contracts with BMW Group entities on customary market terms and conditions for the purchase of vehicles, maintenance and re- pair work, vehicle leasing and the investment of cash deposits in the low single-digit million range. Stefan Quandt is a shareholder and Deputy Chairman of the Su- pervisory Board of BMW AG. He is also the sole shareholder and Chairman of the Supervisory Boards of DELTON Health AG, Bad Homburg v.d.H., and DELTON Technology SE, Bad Homburg v.d.H., as well as the sole shareholder of DELTON Logistics S.à r.l. Grevenmacher. During the financial year 2024, DELTON Logistics S.à r.l. – via its subsidiaries – performed logistic-related services for the BMW Group. In addition, the DELTON companies held by Stefan Quandt acquired vehicles from the BMW Group by way of leas- ing. Stefan Quandt is also the indirect majority shareholder of SOLARWATT GmbH, Dresden. Cooperation arrangements are in place between the BMW Group and SOLARWATT GmbH within the field of electric mobility. The focus of this collaboration is on the provision of complete photovoltaic solutions for rooftop systems and carports of BMW Group customers. In addition, SOLARWATT GmbH purchases battery cells and related com- ponents for home battery storage applications as part of a supply project. In addition to the deliveries of goods described above, SOLARWATT GmbH also purchased vehicles from the BMW Group by way of leasing during the financial year 2024. Susanne Klatten is a shareholder and member of the Supervisory Board of BMW AG and also the sole shareholder and Chair- woman of the Supervisory Board of UnternehmerTUM GmbH, Garching. In 2024, the BMW Group bought in services from UnternehmerTUM GmbH mainly in the form of consultancy ser- vices. Due to the change in the indirect shareholding structure of ALTANA AG, Wesel, with effect from 1 July 2024 the latter no longer qualifies as a related party. For this reason, only the goods and services provided and received up to that date are reported.

339 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Seen from the perspective of BMW Group entities, the volume of significant transactions with the aforementioned entities was as follows: Supplies and services performed Supplies and services received Receivables at 31 December Payables at 31 December in € thousand 2024 2023 2024 2023 2024 2023 2024 2023 DELTON Health AG 1,993 2,058 – – 3 16 – – DELTON Logistics S.à r.l. 689 753 9,642 9,698 22 29 1,188 986 SOLARWATT GmbH 32,680 21,452 146 60 – 3,083 50 – UnternehmerTUM GmbH – – 3,294 3,387 – – 66 71 ALTANA AG 1,125 2,900 – 1,066 – 361 – 118 In total, the following amounts of goods and services were sup- plied to or received from joint ventures and associated compa- nies: Supplies and services performed Supplies and services received Receivables at 31 December Payables at 31 December in € million 2024 2023 2024 2023 2024 2023 2024 2023 Joint ventures and associated companies 18 4 33 86 55 - 7 17 Business relationships with non-consolidated entities are small in scale. BMW Trust e.V. administers assets on a trustee basis to secure obligations relating to pensions in Germany and is therefore a related party of the BMW Group in accordance with IAS 24. This entity has no assets of its own. It had no income or expenses during the period under report. BMW AG bears expenses on an immaterial scale and performs services for BMW Trust e.V. The BMW Foundation Herbert Quandt is an independent corpo- rate foundation and, due to the BMW Group’s significant influ- ence, qualifies as a related party according to IAS 24. The BMW Group made donations to the BMW Foundation Herbert Quandt during the financial year 2024 totalling € 5.9 million (2023: € 6.0 million) for ongoing foundation work and other services. No other significant transactions arose.

340 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements 42 Share-based remuneration The BMW Group has three share-based programmes: one for el- igible employees, one for eligible senior department heads and one for members of the Board of Management. Employee Share Programme Within the scope of the Employee Share Programme in the 2024 financial year, eligible BMW Group employees were granted shares of BMW AG common stock on preferential terms (see ↗ note [31] for information on the number and price of the shares of common stock issued). At their discretion, participants in the programme were able to purchase packages of 10, 20, 30, 40 or 50 shares of common stock (2023: 10, 20, 30, 40 or 50 shares of common stock) at a discount of € 16.00 (2023: € 20.00) on each share as compared to the market price (aver- age closing price in Xetra trading in the period from 4 to 7 No- vember 2024: € 70.75). Employees who are currently employed by BMW AG or a wholly owned subsidiary of BMW AG based in Germany were able to partake in the programme, insofar as the subsidiary’s management had decided to participate. Employees were required to have been in their positions for at least one year without interruption at the time the programme was announced, and had to remain in their positions until the shares of common stock were transferred. The shares of common stock acquired within the scope of the Employee Share Programme are subject to a vesting period of four years calculated from 1 January of the year in which the shares of common stock were acquired. These shares of com- mon stock are eligible for dividends for the first time for the 2024 financial year. A total of 1,352,000 shares of common stock were transferred to employees in the reporting year (2023: 1,290,000). The 1,352,000 shares of common stock were acquired as part of the Employee Share Programme. BMW AG’s Board of Management decides each year anew whether to continue the programme. As at 31 December 2024, the BMW Group recorded personnel expenses resulting from the Employee Share Programme relat- ing to the difference between the market price and the discounted price for the shares of preferred stock purchased by employees totalling € 18 million (2023: € 28 million). Senior department head and Board of Management programme Both the share-based remuneration programme for members of the Board of Management that was in effect in the reporting year and the share-based remuneration programme for eligible sen- ior department heads serve to reward long-term entrepreneurial conduct with sustainable business management in mind. Board of Management members and eligible senior department heads receive an earmarked cash amount (personal cash invest- ment amount) that is, net of tax and deductions, to be invested in shares of BMW AG common stock. This amount depends on the attainment of specific financial and non-financial targets in the previous financial year (vesting year). Payment of the personal cash investment amount is made after the Annual General Meeting at which the Financial Statements are presented for the relevant financial year. The shares of com- mon stock are purchased immediately after the personal cash in- vestment amount has been paid out and are subject to a holding period of four years from the date of purchase. The RoCE com- ponent and the strategic focus target component each make up half of the target amount for the personal cash investment amount. For the RoCE component, an RoCE factor is determined based on the RoCE achieved in the Automotive segment for the grant year. For the strategic focus target component, a minimum of two strategic focus targets are defined prior to the start of the financial year. Minimum, target and maximum values are defined and factors are assigned for the RoCE in the Automotive seg- ment and for each strategic focus target. The relevant factors are determined after the end of the financial year based on the extent to which targets were achieved. For financial years up to and including 2020, Board of Manage- ment members received an earmarked cash amount (investment component) corresponding to 45% of the gross amount of the bonus that, net of tax and deductions, they were obliged to invest in shares of the Company’s common stock. This amount was also subject to a four-year holding period and on expiry thereof the Board of Management members received one additional share of the Company’s common stock or the equivalent value in cash (matching component) for every three shares of common stock held, at BMW AG’s discretion. In the event of death or invalidity, special rules apply for early payment of share-based remuneration components (matching components) based on the target amounts, and the holding pe- riod is also eliminated for shares of common stock that were ac- quired with share-based remuneration components. Where the service contract is terminated prematurely and the Company has an extraordinary right of termination, or if the Board member re- signs without the Company’s agreement, entitlements to amounts as yet unpaid relating to share-based remuneration (matching components) are forfeited; a personal cash invest- ment amount will be settled based on the target amount. Up to and including financial year 2021, eligible senior depart- ment heads undertook to invest 26% of their earnings-related bonus in shares of BMW AG common stock and to hold the ac- quired shares for four years. For the investment obligation, BMW AG granted an amount corresponding to the entire invest- ment amount as a net subsidy. Participants receive one additional share of common stock or the equivalent value in cash for every three shares of common stock held once the four-year holding requirement has been fulfilled, at the Company’s discretion. The members of the Board of Management in office on the bal- ance sheet date hold 164,474 shares of BMW common stock with a holding obligation arising from share-based remuneration for financial years 2020 to 2023 (2023: 112,969). The expenses and the corresponding allowance against the cash reserve for the personal cash investment amount of the eligible active Board of Management members and senior department heads amount to € 4,682,583 (2023: € 21,776,062). The share-based remuneration component is revalued at its fair value at each balance sheet date between the grant date and the

341 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements settlement date and on the settlement date itself. The expense for such programmes is recognised in the income statement (as personnel expense) on a straight-line basis over the vesting pe- riod of the options and in the balance sheet as a provision. The remuneration system does not provide for any further matching components for the members of the Board of Manage- ment from financial year 2021 or for the senior department heads from financial year 2022. The cash settlement of the share-based remuneration compo- nent is measured at fair value on the balance sheet date (closing price of BMW AG common stock in Xetra trading on 31 Decem- ber 2024). The total carrying amount of the provision for the share-based remuneration component for eligible active and former Board of Management members and senior department heads was 2024 € 2,783,721 (2023: € 5,982,815). The total income from the share-based remuneration compo- nent for eligible active and former Board of Management mem- bers and senior department heads amounted to € 65,186 in fi- nancial year (2023: expense of € 1,598,368). 43 Declaration with respect to the Corporate Governance Code The Board of Management and the Supervisory Board of Bayer- ische Motoren Werke Aktiengesellschaft have issued the pre- scribed Declaration of Compliance with the recommendations of the "Government Commission on the German Corporate Govern- ance Code" required by § 161 AktG. The declaration has been made permanently available on the Company's website ↗ www.bmwgroup.com. 44 Remuneration for members of the Board of Manage- ment and the Supervisory Board The expenses recorded in accordance with IFRS in financial year 2024 for remuneration for the active members of the Board of Management and Supervisory Board are broken down as fol- lows: in € million 2024 2023 Remuneration for the members of the Board of Management Short-term benefits 19.1 32.9 Other long-term benefits 3.2 3.2 Benefits resulting from termination of the Board mandate – 5.4 Share-based remuneration – 0.1 0.2 Remuneration for the members of the Supervisory Board Short-term benefits 5.8 5.8 Total expense 28.0 47.5 The income for the active members of the Board of Management arising from share-based remuneration, in effect up to and in- cluding 2020, amounted to € 0.1 million (2023: expense € 0.2 million). The provision for the share-based remuneration component amounted to € 0.3 million (2023: € 0.9 million). The remuneration of former members of the Board of Manage- ment and their dependants amounted to € 13.2 million (2023: € 11.9 million). Provisions have been recognised for pension obligations to ac- tive members of the Board of Management in accordance with IAS 19 in the amount of € 22.7 million (2023: € 16.5 million). Provisions have been recognised for pension obligations to for- mer members of the Board of Management and their depend- ants in accordance with IAS 19 in the amount of € 93.3 million (2023: € 101.6 million). The remuneration system for members of the Supervisory Board does not include any stock options, value appreciation rights comparable to stock options or any other share-based remuner- ation components. In accordance with the Articles of Incorporation, each member of the Supervisory Board of BMW AG who does not exercise any additional function relevant to remuneration receives fixed remu- neration of € 200,000 p.a. in addition to the reimbursement of his or her reasonable expenses, plus an attendance fee of € 2,000 for every plenary meeting that the member has at- tended. Members of the Supervisory Board who perform a function rele- vant to remuneration such as the Chairman or Deputy Chairman of the Supervisory Board or the chairmen or members of com- mittees, provided these committees meet on at least three days in the financial year, receive higher remuneration on account of these additional requirements. Overview of the remuneration of the Supervisory Board1 in € million Factor Amount in € p.a.3 Member of the Supervisory Board 1.00 200,000 Chairman of the Supervisory Board 3.00 600,000 Deputy Chairman of the Supervisory Board 2.00 400,000 Chairman of the Audit Committee2 2.25 450,000 Chairman of another committee2 2.00 400,000 Member of the Audit Committee2 2.00 400,000 Member of another committee2 1.50 300,000 1 If a Supervisory Board member performs more than one of the functions referred to above, their remuneration is measured only on the basis of the function that is remunerated with the highest amount. 2 Provided that the committee has met on at least three days during the financial year. 3 Plus an attendance fee of € 2,000 per plenary session. BMW Group companies did not grant any loans to members of the Board of Management or the Supervisory Board in the 2024 financial year, nor did they enter into any contingent liabilities in their favour. In the reporting year, members of the Board of Man- agement and the Supervisory Board concluded contracts with BMW Group companies for the purchase of vehicles, other ser- vices (including maintenance and repair work), vehicle leasing and cash deposits at arm’s length conditions.

342 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The remuneration of members of the Board of Management is structured as follows: COMPONENT Parameters/measurement base, applicable amounts FIXED REMUNERATION COMPONENTS Base salary Member of the Board of Management: — € 0.90 million p.a. (first period of office = first remuneration level) — € 1.05 million p.a. (from second period of office or fourth year of mandate = second remuneration level) Chairman of the Board of Management: — € 1.95 million p.a. Base salary is paid monthly on a pro rata basis Fringe benefits Contractual agreement, main points: non-cash benefits from the use of company cars and the BMW chauffeur service, insurance premiums, contributions towards security systems, employee discounts Compensation payments The Supervisory Board may award payments to compensate for loss of salary from a previous employment relationship and to cover relocation costs in the case of new entrants Retirement benefits Defined contribution system with a guaranteed minimum return Benefits based on amounts credited to individual savings accounts for contributions paid and interest earned, various forms of disbursement Pension contribution p.a.: Member of the Board of Management: € 400,000 Chairman of the Board of Management: € 700,000 Strategic relevance — The base salary counteracts the temptation to take disproportionately high risks in order to achieve short-term goals, and thus contributes to the long-term development of the Company — Fixed remuneration components are required for remuneration to be competitive in order to attract and retain qualified members of the Board of Management VARIABLE REMUNERATION COMPONENTS Bonus Bonus (sum of earnings component and performance component) — Target amount p.a. (at 100% target achievement): — € 0.95 million (first period of office = first remuneration level) — € 1.15 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.10 million (Chairman of the Board of Management) — Capped at 180% of target amount — Payment as part of the next payroll run after the Annual General Meeting at which the Financial Statements are presented for the relevant vesting year Earnings component (at 100% target achievement corresponds to 50% of target amount) — Assessment period one year — Base amount p.a. (50% of target bonus amount): — € 0.475 million (first period of office = first remuneration level) — € 0.575 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.050 million (Chairman of the Board of Management) — Formula: 50% of target amount x performance factor — Earnings factor is derived from an allocation matrix determined in advance based on the parameters “profit attributable to shareholders of BMW AG” and “Group post-tax return on sales” in the vesting year — The earnings factor is 1.0 e.g. in case of a profit attributable to shareholders of BMW AG amounting to € 7.0 billion and a Group post-tax return on sales of 6.0% — The earnings factor is 1.5 e.g. in case of a profit attributable to shareholders of BMW AG amounting to € 8.6 billion and a Group post-tax return on sales of 7.7% — The earnings factor is 0 in case of a profit attributable to shareholders of BMW AG below € 4.0 billion and/or a Group post-tax return on sales of below 3.2% — Earnings factor may not exceed 1.8 — Maximum amount of earnings component p.a.: — € 0.855 million (first period of office = first remuneration level) — € 1.035 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.890 million (Chairman of the Board of Management)

343 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements COMPONENT Parameters/measurement base, applicable amounts Bonus (continued) Performance component (at 100% target achievement corresponds to 50% of target amount) — Assessment period one year — Base amount p.a. (50% of target bonus amount): — € 0.475 million (first period of office = first remuneration level) — € 0.575 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.050 million (Chairman of the Board of Management) — Formula: 50% of target amount x performance factor — Non-financial criteria, expressed in terms of a performance factor, aimed at measuring the Board member’s contribution to sustainable and long-term performance and the future orientation of the Company — Relevant period is the vesting year — Additional trend analysis over at least three financial years — Composition of performance factor: — 50% cross-divisional targets with ESG criteria — 40% other cross-divisional targets — 10% individual targets — Criteria for cross-divisional targets with ESG criteria include in particular: Innovation performance (environmental, e.g. reduction of carbon emissions), development of the BMW Group’s reputation based on ESG aspects (e.g. corporate culture, promotion of integrity and compliance), adaptability, attractiveness as an employer, leadership performance — Criteria for the other cross-divisional targets include in particular: Market position compared to competitors, innovation performance (economic), development of the BMW Group’s reputation based on non-ESG-related aspects (e.g. perception on capital markets, brand strength), customer orientation — Measurement parameters and target values are determined before the start of the financial year — Performance factor may not exceed 1.8 — Maximum amount of performance component p.a.: — € 0.855 million (first period of office = first remuneration level) — € 1.035 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.890 million (Chairman of the Board of Management) Strategic relevance — Earnings component of bonus rewards attainment of financial targets and is beneficial for earnings-related aspects of business strategy — Performance component of bonus motivates the pursuit of non-financial strategic targets and is therefore beneficial for the long-term development of the BMW Group Share-based remuneration Personal cash investment amount — Requirement for Board of Management members to invest an earmarked cash amount (personal cash investment amount), net of tax and deductions, in shares of BMW common stock immediately after disbursement — Payment as part of the next payroll run after the Annual General Meeting at which the Financial Statements are presented for the relevant vesting year — Requirement for Board of Management members to hold the acquired shares of common stock for at least four years; this requirement remains in effect for individuals who step down from the Board of Management (share ownership guideline) — Assessment period of five years in total (one year for determining the personal cash investment amount, four years holding requirement) Calculation — Target amount p.a. (at 100% target achievement): — € 1.10 million (first period of office = first remuneration level) — € 1.28 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.35 million (Chairman of the Board of Management) — 50% of target amount depends on RoCE achieved in the Automotive segment (RoCE component) — 50% of the target amount depends on the achievement of predefined strategic focus targets (strategic focus target component) — Capped at 180% of target amount — Payment after the Annual General Meeting at which the Financial Statements are presented for the relevant vesting year

344 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements COMPONENT Parameters/measurement base, applicable amounts Share-based remuneration (continued) RoCE component (at 100% target achievement corresponds to 50% of target amount) — Target amount of RoCE component p.a. (50% of target amount for personal cash investment amount): — € 0.55 million (first period of office = first remuneration level) — € 0.64 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.175 million (Chairman of the Board of Management) — Formula: 50% of target amount x RoCE factor — RoCE factor is derived from the RoCE achieved in the Automotive segment for the vesting year — Minimum, target and maximum values for RoCE are defined before the start of the financial year — RoCE factor may not exceed 1.8 — Maximum amount of RoCE component p.a.: — € 0.990 million (first period of office = first remuneration level) — € 1.152 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.115 million (Chairman of the Board of Management) Strategic focus target component (at 100% target achievement corresponds to 50% of target amount) — Target amount of strategic focus target component p.a. (50% of target amount for personal cash investment amount): — € 0.55 million (first period of office = first remuneration level) — € 0.64 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.175 million (Chairman of the Board of Management) — At least two strategic focus targets derived from the strategic plan — Weighting of the strategic focus targets is decided before the start of the financial year — Formula in the event of two strategic focus targets with equal weighting p.a.: 25% of target amount for personal cash investment amount x factor for strategic focus target 1 + 25% of target amount for personal cash investment amount x factor for strategic focus target 2 — Minimum, target and maximum values are defined before the start of the financial year — Factor for each strategic focus target may not exceed 1.8 — Maximum amount of strategic focus target component p.a.: — € 0.990 million (first period of office = first remuneration level) — € 1.152 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.115 million (Chairman of the Board of Management) Strategic relevance — 50% of the personal cash investment amount within the target structure depends on the RoCE and is therefore directly linked to a key target for the corporate strategy and reflects BMW AG’s aspiration to generate a significant premium on the cost of capital — The remaining 50% of the personal cash investment amount encourages achievement of strategic focus targets and therefore contributes to business performance in key strategic areas — Commitment to purchase shares of the Company’s common stock and the four-year holding period provide additional motivation to support the Company’s long-term development Malus and clawback rules Malus — Agreement to withhold variable remuneration in the event of specified serious compliance violations or (withholding amounts provisionally) in the event of reasonable suspicions of such — Amounts may also be withheld in principle after a member has left the Board of Management Clawback — Agreement entitling the BMW Group to reclaim variable remuneration already paid out in the event of specified serious incidences of non-compliance, incorrect calculation bases or incorrect financial statements — Amounts may also be clawed back in principle after a member has left the Board of Management

345 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements COMPONENT Parameters/measurement base, applicable amounts Maximum amounts p.a. in € million p.a. Bonus Share-based remuneration (personal cash investment amount) Maximum remuneration Member of the Board of Management in the first period of office € 1.710 million € 1.980 million € 4.925 million Member of the Board of Management in the second period of office or fourth year of mandate € 2.070 million € 2.304 million € 5.500 million Chairman of the Board of Management € 3.780 million € 4.230 million € 9.850 million 45 Events after the end of the reporting period By March 12, 2025, the following tariff increases came into ef- fect: tariff increases by the new US administration on imports from China (+20% tariffs on all products imported from China), on imports from Canada and Mexico of 25%, and on imported steel and aluminum, as well as countermeasures from the Chi- nese government (including +10% on imported vehicles with an engine size greater than 2.5 litres). These tariff increases are included in the outlook for the fiscal year 2025 and will burden the results by a high three-digit million amount. No other events have occurred after the balance sheet date with a particular significance for the results of operations, financial po- sition or net assets of the BMW Group.

346 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements SEGMENT INFORMATION 46 Explanatory notes to segment information Information on reportable segments For the purposes of presenting segment information, the activi- ties of the BMW Group are divided into operating segments in ac- cordance with IFRS 8. The segmentation follows the internal management and reporting system and takes account of the or- ganisational structure of the BMW Group based on the various products and services of the reportable segments. The activities of the BMW Group are broken down into the oper- ating segments Automotive, Motorcycles, Financial Services and Other Entities. Within the Automotive segment, the BMW Group develops, man- ufactures, assembles and sells automobiles powered with all- electric drive systems, plug-in hybrid systems and highly efficient combustion engines, as well as spare parts, accessories and mo- bility services under the BMW, MINI and Rolls-Royce brands. BMW brand products are sold via the brand’s network of branches as well as through independent authorised dealerships and independent import companies. MINI brand products are sold via the direct sales model operated by BMW AG and its sub- sidiaries as well as through dealerships, branches and import companies. Rolls-Royce brand products are sold via authorised dealerships, import companies and subsidiary companies. Activities relating to the development, manufacture, assembly and sale of motorcycles as well as spare parts and accessories are reported in the Motorcycles segment. Automobile and motorcycle leasing, retail and dealership financ- ing, multi-brand fleet business, customer deposit business and insurance activities are the main activities allocated to the Finan- cial Services segment. Holding and Group financing companies are reported in the Other Entities segment. This segment also includes the operating com- pany BAVARIA-LLOYD Reisebüro GmbH, Munich, which is not allocated to the other segments. Internal management and reporting Segment information is prepared as a general rule in conformity with the accounting policies adopted for preparing and presenting the Group Financial Statements. Exceptions to this general prin- ciple include the treatment of inter-segment warranties, the earn- ings impact of which is allocated to the respective segments on the basis used internally to manage the business. In addition, in- tragroup repurchase agreements between the Automotive and Financial Services segments pursuant to IFRS 15, impairment al- lowances on intragroup receivables and changes in the value of consolidated other investments pursuant to IFRS 9 are also ex- cluded. Intragroup leasing arrangements are not reflected in the internal management and reporting system on an IFRS 16 basis and therefore, in accordance with IFRS 8, do not give rise to any changes in the presentation of segment information. Inter-seg- ment receivables and payables, provisions, income, expenses and profits are eliminated upon consolidation. Inter-segment rev- enues are based on market prices. Centralised cost components are included in the respective segments, without resulting in cash flows. The role of “chief operating decision maker” with respect to re- source allocation and performance assessment of the reportable segment is embodied in the full Board of Management. For this purpose, different measures of segment performance as well as segment assets are taken into account in the operating seg- ments. The Automotive and Motorcycles segments are managed on the basis of return on capital employed (RoCE). The relevant meas- ure of segment results used is therefore profit before financial re- sult. Capital employed is the corresponding measure of segment assets used to determine how to allocate resources. Capital em- ployed is calculated as the sum of intangible assets, property, plant and equipment and net working capital, the latter compris- ing inventories as well as trade receivables less trade payables. Further information is provided in the section “Managing opera- tional performance at segment level” within the Combined Man- agement Report. The success of the Financial Services segment is measured on the basis of return on equity (RoE). Profit before tax therefore rep- resents the relevant measure of segment earnings. The measure of segment assets in the Financial Services segment corresponds to net assets, defined as total assets less total liabilities. The success of the Other Entities segment is assessed on the ba- sis of profit or loss before tax. The corresponding measure of seg- ment assets used to manage the Other Entities segment is total assets less asset-side income tax items and intragroup invest- ments.

347 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Segment information by operating segment is as follows: Automotive Motorcycles Financial Services Other Entities Reconciliation to Group figures Group in € million 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 Revenues 124,917 132,277 3,220 3,214 38,562 36,227 14 11 – 24,333 – 16,231 142,380 155,498 thereof external revenues 103,524 118,266 3,259 3,255 35,595 33,976 2 1 – – 142,380 155,498 thereof inter-segment revenues 21,393 14,011 – 39 – 41 2,967 2,251 12 10 – 24,333 – 16,231 – – Cost of sales – 107,729 – 109,920 – 2,721 – 2,656 – 34,183 – 31,548 – – Selling and administrative expenses – 9,357 – 9,195 – 296 – 303 – 1,675 – 1,559 – 41 – 34 Other operating income 1,335 967 4 6 59 63 23 13 Other operating expenses – 1,273 – 1,148 – 9 – 2 – 252 – 128 – 21 – 3 Segment result Automotive and Motorcycles 7,893 12,981 198 259 – – – – Interest and similar income 10 5 4,593 3,403 Interest and similar expenses – 20 – 11 – 3,214 – 2,372 Other financial result 37 – 87 – 517 – 1,118 Segment result Financial Services and Other Entities 2,538 2,962 837 – 100 Result from equity accounted investments – 14 – 159 – – – – – – – – – 14 – 159 Capital expenditure on non-current assets 12,371 11,239 183 184 31,478 24,896 – – – 7,280 – 5,952 36,752 30,367 Depreciation and amortisation on non-current assets 8,504 8,826 118 116 10,705 9,759 – – – 4,699 – 4,136 14,628 14,565 Automotive Motorcycles Financial Services Other Entities Reconciliation to Group figures Group in € million 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 31.12.2024 31.12.2023 Segment assets 70,804 66,168 1,298 1,190 16,954 16,573 108,181 95,145 70,495 71,814 267,732 250,890 Investments accounted for using the equity method 553 443 – – – – – – – – 553 443 Write-downs on inventories to their net realisable value amount- ing to € 522 million (2023: € 189 million) were recognised by the Automotive segment in the financial year 2024. The reversal of impairment losses had a positive impact of € 15 million (2023: € 13 million) on the segment result of the Automotive segment. The result of the Financial Services segment was negatively im- pacted by impairment losses totalling € 607 million (2023: € 616 million) recognised on leased products. Income from the reversal of impairment losses on leased products amounted to € 311 million (2023: € 289 million). Revenues with other segments result mainly from the sale of ve- hicles, for which the Financial Services segment has concluded a financing or lease contract.

348 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements The information disclosed for capital expenditure and deprecia- tion and amortisation relates to non-current property, plant and equipment, intangible assets and leased products. The total of the segment figures can be reconciled to the corre- sponding Group figures as follows: in € million 2024 2023 Reconciliation of segment result Total for reportable segments 11,466 16,102 Financial result of Automotive segment – 349 – 339 Financial result of Motorcycles segment – – 1 Elimination of inter-segment items – 146 1,334 Group profit before tax 10,971 17,096 Reconciliation of capital expenditure on non-current assets Total for reportable segments 44,032 36,319 Elimination of inter-segment items – 7,280 – 5,952 Total Group capital expenditure on non-current assets 36,752 30,367 Reconciliation of depreciation and amortisation on non-current assets Total for reportable segments 19,327 18,701 Elimination of inter-segment items – 4,699 – 4,136 Total Group depreciation and amortisation on non-current assets 14,628 14,565 in € million 31.12.2024 31.12.2023 Reconciliation of segment assets Total for reportable segments 197,237 179,076 Financial and other assets - Automotive 61,208 63,554 Trade payables - Automotive 12,556 13,906 Financial and other assets - Motorcycles 56 61 Trade payables - Motorcycles 561 566 Total liabilities – Financial Services 147,929 133,819 Non-operating assets – Other Entities 23,442 22,982 Elimination of inter-segment items – 175,257 – 163,074 Total Group assets 267,732 250,890 The reconciliation of segment figures to the corresponding total Group figures shows the inter-segment items. Eliminations of in- ter-segment items in the reconciliation to the Group profit before tax, capital expenditure and depreciation and amortisation mainly result from the sale of vehicles in the Automotive seg- ment, which are subsequently accounted for as leased vehicles in the Financial Services segment. In the reconciliation of seg- ment assets to Group assets, eliminations relate mainly to in- tragroup financing balances. In the information by region, external sales are based on the lo- cation of the customer. The information disclosed for non-current assets relates to property, plant and equipment, intangible as- sets and leased products. Eliminations disclosed for non-current assets relate to leased products. External revenues Non-current assets in € million 2024 2023 2024 2023 Europe 60,780 58,677 73,538 66,170 thereof Germany 19,845 18,829 47,051 44,012 Asia 46,558 56,522 16,819 17,216 thereof China 31,786 40,833 13,419 13,961 Americas 31,941 37,231 26,312 22,032 thereof USA 27,048 31,845 22,924 19,106 Other regions 3,101 3,068 381 285 Eliminations – – – 8,411 – 7,297 Group 142,380 155,498 108,639 98,406

349 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements LIST OF INVESTMENTS AT 31 DECEMBER 2024 47 List of investments at 31 December 2024 The list of investments of BMW AG pursuant to § 285 and § 313 HGB is presented below. Disclosures for equity and earn- ings and for investments are not made if they are of "minor sig- nificance" for the results of operations, financial position and net assets of BMW AG pursuant to § 286 (3) sentence 1 no. 1 HGB and § 313 (3) sentence 4 HGB. It is also shown in the list which subsidiaries apply the exemptions available in § 264 (3) and § 264b HGB with regard to the publication of annual financial statements and the drawing up of a management report and/or notes to the financial statements (footnotes 5 and 6). The Group Financial Statements of BMW AG serve as exempting consoli- dated financial statements for these companies. Affiliated companies (subsidiaries) of BMW AG at 31 December 2024 Companies Equity in € million Profit/loss in € million Capital investment in % D O M E S T I C 1 BMW INTEC Beteiligungs GmbH, Munich3, 6 11,559 – 100 BMW Beteiligungs GmbH & Co. KG, Munich6 6,140 1 100 BMW Bank GmbH, Munich3 2,075 – 100 BMW Finanz Verwaltungs GmbH, Munich 282 32 100 BMW Vertriebszentren Verwaltungs GmbH, Munich 214 14 100 BMW Anlagen Verwaltungs GmbH, Munich3, 6 179 – 100 Parkhaus Oberwiesenfeld GmbH, Munich 141 12 100 Alphabet International GmbH, Munich4, 5, 6 140 – 100 BMW High Power Charging Beteiligungs GmbH, Munich4, 6 103 – 100 Alphabet Fuhrparkmanagement GmbH, Munich4 – – 100 Bavaria Wirtschaftsagentur GmbH, Munich3, 5, 6 – – 100 BMW Fahrzeugtechnik GmbH, Eisenach3, 5, 6 – – 100 BMW Fleet GmbH, Munich4, 5, 6, 9 – – 100 BMW Hams Hall Motoren GmbH, Munich4, 5, 6 – – 100 BMW M GmbH Gesellschaft für individuelle Automobile, Munich3, 5, 6 – – 100 BMW Vermögensverwaltungs GmbH, Munich – – 100 Bürohaus Petuelring GmbH, Munich – – 100 LARGUS Grundstücks-Verwaltungsgesellschaft mbH, Munich – – 100 Rolls-Royce Motor Cars GmbH, Munich4, 5, 6 – – 100 BAVARIA-LLOYD Reisebüro GmbH, Munich – – 51

350 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Companies Equity in € million Profit/loss in € million Capital investment in % F O R E I G N 2 , 1 0 Europe BMW Holding B.V., The Hague 33,515 5,667 100 BMW International Holding B.V., Rijswijk 13,665 2,207 100 BMW Österreich Holding GmbH, Steyr 4,499 350 100 BMW (Schweiz) AG, Dielsdorf 1,609 136 100 BMW España Finance S.L., Madrid 1,529 161 100 BMW (UK) Holdings Ltd., Farnborough 1,190 298 100 BMW Financial Services (GB) Ltd., Farnborough 1,130 23 100 BMW Motoren GmbH, Steyr 1,078 174 100 BMW i Ventures SCS SICAV-RAIF, Senningerberg 695 – 50 100 BMW (UK) Manufacturing Ltd., Farnborough 691 80 100 BMW Finance S.N.C., Guyancourt 643 60 100 BMW (UK) Ltd., Farnborough 466 197 100 ALPHABET (GB) Ltd., Farnborough 311 61 100 BMW France S.A., Montigny-le-Bretonneux 301 99 100 BMW Russland Trading OOO, Moscow 273 80 100 BMW Austria Leasing GmbH, Salzburg 266 – 100 Rolls-Royce Motor Cars Ltd., Farnborough 258 120 100 Alphabet France Fleet Management S.A.S., Saint-Quentin-en-Yvelines 251 54 100 BMW Austria Bank GmbH, Salzburg 205 16 100 BMW Financial Services Nederland B.V., Breda 196 43 100 BMW Finance N.V., The Hague 182 – 139 100 BMW International Investment B.V., The Hague 174 – 34 100 BMW Italia S.p.A., San Donato Milanese 174 84 100 BMW Finanzdienstleistungen (Schweiz) AG, Dielsdorf 170 13 100 BMW Vertriebs GmbH, Salzburg 135 45 100 Bavaria Reinsurance Malta Ltd., Floriana 130 18 100 BMW Manufacturing Hungary Kft., Debrecen 126 – 41 100 BMW Malta Ltd., Floriana 124 – 100 BMW Austria GmbH, Salzburg 107 37 100

351 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Companies Equity in € million Profit/loss in € million Capital investment in % BMW Iberica S.A., Madrid 105 40 100 Alphabet Belgium Long Term Rental N.V., Aartselaar – – 100 Alphabet España Fleet Management S.A.U., Madrid – – 100 Alphabet Fuhrparkmanagement (Schweiz) AG, Dielsdorf – – 100 Alphabet Italia S.p.A., Trento – – 100 Alphabet Luxembourg S.A., Leudelange – – 100 Alphabet Polska Fleet Management Sp. z o.o., Warsaw – – 100 BiV Carry I SCS, Senningerberg – – 100 BiV Carry II SCS, Senningerberg – – 100 BMW Automotive (Ireland) Ltd., Dublin – – 100 BMW Belgium Luxembourg S.A./N.V., Bornem – – 100 BMW Bulgaria EOOD, Sofia – – 100 BMW Central Medical Trustees Ltd., Farnborough – – 100 BMW China Capital B.V., The Hague – – 100 BMW Czech Republic s.r.o., Prague – – 100 BMW Danmark A/S, Copenhagen – – 100 BMW Distribution S.A.S., Vélizy-Villacoublay – – 100 BMW Financial Services (Ireland) DAC, Dublin – – 100 BMW Financial Services Belgium S.A./N.V., Bornem – – 100 BMW Financial Services Denmark A/S, Copenhagen – – 100 BMW Financial Services Polska Sp. z o.o., Warsaw – – 100 BMW Financial Services Scandinavia AB, Sollentuna – – 100 BMW Hellas Trade of Cars A.E., Athens – – 100 BMW Hungary Kft., Vecsés – – 100 BMW Italia Retail S.r.l., Rome – – 100 BMW Nederland B.V., The Hague – – 100 BMW Norge AS, Fornebu – – 100 BMW Northern Europe AB, Stockholm – – 100 BMW Portugal Lda., Porto Salvo – – 100 BMW Renting (Portugal) Lda., Porto Salvo – – 100 BMW Romania S.R.L., Bucharest – – 100 BMW Slovenia, distribucija motornih vozil, d.o.o., Ljubljana – – 100

352 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Companies Equity in € million Profit/loss in € million Capital investment in % BMW Slovenská republika s.r.o., Bratislava – – 100 OOO BMW Bank, Moscow – – 100 Oy BMW Suomi AB, Helsinki – – 100 Park Lane Ltd., Farnborough – – 100 Riley Motors Ltd., Farnborough – – 100 Swindon Pressings Ltd., Farnborough – – 100 Triumph Motor Company Ltd., Farnborough – – 100 Bavarian Sky Europe S.A., Compartment Swiss Auto Lease A, Luxemburg11 – – 0 Bavarian Sky S.A., Compartment A, Luxemburg11 – – 0 Bavarian Sky S.A., Compartment German Auto Leases 7, Luxemburg11 – – 0 Bavarian Sky S.A., Compartment German Auto Leases 8, Luxemburg11 – – 0 Bavarian Sky S.A., Compartment German Auto Loans 11, Luxemburg11 – – 0 Bavarian Sky S.A., Compartment German Auto Loans 12, Luxemburg11 – – 0 Bavarian Sky S.A., Compartment German Auto Loans 13, Luxemburg11 – – 0 Bavarian Sky S.A., Luxemburg11 – – 0 Bavarian Sky FTC, Compartment French Auto Leases 4, Paris11 – – 0 Bavarian Sky UK 5 plc, London11 – – 0 Bavarian Sky UK 6 plc, London11 – – 0 Bavarian Sky UK A Ltd., London11 – – 0 Bavarian Sky UK B Ltd., London11 – – 0 Bavarian Sky UK C Ltd., London11 – – 0 Bavarian Sky UK D Ltd., London11 – – 0 The Americas BMW Manufacturing Co., LLC, Wilmington, Delaware 2,666 474 100 BMW (US) Holding Corp., Wilmington, Delaware 2,642 1,855 100 BMW of North America, LLC, Wilmington, Delaware 1,860 914 100 BMW Bank of North America, Salt Lake City, Utah 1,666 258 100 BMW Financial Services NA, LLC, Wilmington, Delaware 1,054 735 100 BMW Canada Inc., Richmond Hill, Ontario 636 149 100 Financial Services Vehicle Trust, Wilmington, Delaware 607 – 282 100 BMW do Brasil Ltda., Araquari 526 51 100 BMW SLP, S.A. de C.V., Villa de Reyes 451 21 100

353 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Companies Equity in € million Profit/loss in € million Capital investment in % BMW US Capital, LLC, Wilmington, Delaware 234 – 79 100 BMW Acquisitions Ltda., São Paulo – – 100 BMW Auto Leasing LLC, Wilmington, Delaware – – 100 BMW Consolidation Services Co., LLC, Wilmington, Delaware – – 100 BMW de Argentina S.A., Buenos Aires – – 100 BMW de Mexico, S.A. de C.V., Mexico City – – 100 BMW Extended Service Corporation, Wilmington, Delaware – – 100 BMW Facility Partners, LLC, Wilmington, Delaware – – 100 BMW Financeira S.A. Credito, Financiamento e Investimento, São Paulo – – 100 BMW Financial Services de Mexico S.A. de C.V. SOFOM, Mexico City – – 100 BMW Floorplan Master Owner Trust, Wilmington, Delaware – – 100 BMW FS Funding Corporation, Wilmington, Delaware – – 100 BMW FS Receivables Corporation, Wilmington, Delaware – – 100 BMW FS Securities LLC, Wilmington, Delaware – – 100 BMW Insurance Agency, Inc., Wilmington, Delaware – – 100 BMW Leasing do Brasil, S.A., São Paulo – – 100 BMW Manufacturing Indústria de Motos da Amazônia Ltda., Manaus – – 100 BMW Manufacturing LP, Woodcliff Lake, New Jersey – – 100 BMW of Manhattan, Inc., Wilmington, Delaware – – 100 BMW Receivables 1 Inc., Richmond Hill, Ontario – – 100 BMW Receivables 2 Inc., Richmond Hill, Ontario – – 100 BMW Receivables Ltd. Partnership, Richmond Hill, Ontario – – 100 Rolls-Royce Motor Cars NA, LLC, Wilmington, Delaware – – 100 SB Acquisitions, LLC, Wilmington, Delaware – – 100 BMW 2023-A Lease Conduit, Wilmington, Delaware11 – – 0 BMW 2024-A Lease Conduit, Wilmington, Delaware11 – – 0 BMW Canada Auto Trust 2022-1, Richmond Hill, Ontario11 – – 0 BMW Canada Auto Trust 2023-1, Richmond Hill, Ontario11 – – 0 BMW Canada Auto Trust 2024-1, Richmond Hill, Ontario11 – – 0 BMW Vehicle Lease Trust 2023-1, Wilmington, Delaware11 – – 0 BMW Vehicle Lease Trust 2023-2, Wilmington, Delaware11 – – 0 BMW Vehicle Lease Trust 2024-1, Wilmington, Delaware11 – – 0

354 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Companies Equity in € million Profit/loss in € million Capital investment in % BMW Vehicle Lease Trust 2024-2, Wilmington, Delaware11 – – 0 BMW Vehicle Owner Trust 2022-A, Wilmington, Delaware11 – – 0 BMW Vehicle Owner Trust 2023-A, Wilmington, Delaware11 – – 0 BMW Vehicle Owner Trust 2024-A, Wilmington, Delaware11 – – 0 BMWCA 2023-A SMBC, Richmond Hill, Ontario11 – – 0 Africa BMW (South Africa) (Pty) Ltd., Pretoria 741 49 100 BMW Financial Services (South Africa) (Pty) Ltd., Midrand 198 19 100 SuperDrive Investments (RF) Ltd., Cape Town11 – – 0 Asia BMW Brilliance Automotive Ltd., Shenyang 6,040 2,458 75 BMW Automotive Finance (China) Co., Ltd., Beijing 2,269 51 100 BMW China Investment Ltd., Beijing 790 151 100 BMW Financial Services Korea Co., Ltd., Seoul 772 71 100 BMW Japan Finance Corp., Tokyo 398 62 100 BMW Japan Corp., Tokyo 355 129 100 Herald International Financial Leasing Co., Ltd., Tianjin 325 6 100 BMW Korea Co., Ltd., Seoul 245 89 100 BMW Leasing (Thailand) Co., Ltd., Bangkok 244 21 100 BMW India Financial Services Private Ltd., Gurgaon 116 10 100 BMW (Thailand) Co., Ltd., Bangkok – – 100 BMW Asia Pacific Capital Pte. Ltd., Singapore – – 100 BMW Asia Pte. Ltd., Singapore – – 100 BMW Asia Technology Centre Sdn Bhd, Kuala Lumpur – – 100 BMW China Automotive Trading Ltd., Beijing – – 100 BMW China Services Ltd., Beijing – – 100 BMW Credit (Malaysia) Sdn Bhd, Kuala Lumpur – – 100 BMW Holding Malaysia Sdn Bhd, Kuala Lumpur – – 100 BMW India Private Ltd., Gurgaon – – 100 BMW Lease (Malaysia) Sdn Bhd, Kuala Lumpur – – 100 BMW Manufacturing (Thailand) Co., Ltd., Rayong – – 100 BMW Tokyo Corp., Tokyo – – 100

355 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Companies Equity in € million Profit/loss in € million Capital investment in % PT BMW Indonesia, Jakarta – – 100 BMW Malaysia Sdn Bhd, Kuala Lumpur – – 51 2021-3 ABL, Tokyo11 – – 0 2021-9 ABL, Tokyo11 – – 0 2022-9 ABL, Tokyo11 – – 0 2023-3 ABL, Tokyo11 – – 0 2023-9 ABL, Tokyo11 – – 0 2024-6 ABL, Tokyo11 – – 0 Bavarian Sky China 2022-2, Beijing11 – – 0 Bavarian Sky China 2023-1, Beijing11 – – 0 Bavarian Sky China 2024-1, Beijing11 – – 0 Bavarian Sky China Leasing 2023-1, Tianjin11 – – 0 Bavarian Sky Korea 2022-A, Seoul11 – – 0 Bavarian Sky Korea 2023-6, Seoul11 – – 0 Bavarian Sky Korea 2023-7, Seoul11 – – 0 Bavarian Sky Korea 2023-A, Seoul11 – – 0 Bavarian Sky Korea 2024-8, Seoul11 – – 0 Bavarian Sky Korea 2024-A, Seoul11 – – 0 Oceania BMW Australia Finance Ltd., Mulgrave 178 13 100 BMW Australia Ltd., Melbourne 165 28 100 BMW Financial Services New Zealand Ltd., Auckland – – 100 BMW Melbourne Pty. Ltd., Melbourne – – 100 BMW New Zealand Ltd., Auckland – – 100 BMW Sydney Pty. Ltd., Sydney – – 100 Bavarian Sky Australia Trust A, Mulgrave11 – – 0 BMW Australia Trust 2011-2, Mulgrave11 – – 0

356 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements BMW AG’s non-consolidated companies at 31 December 2024 Companies Equity in € million Profit/loss in € million Capital investment in % D O M E S T I C 7 Automag GmbH, Munich – – 100 BMW Car IT GmbH, Munich4 – – 100 BMW i Ventures GmbH, Munich – – 100 F O R E I G N 7 Europe Alphabet Insurance Services Polska Sp. z o.o., Warsaw – – 100 BMW (GB) Ltd., Farnborough – – 100 BMW (UK) Pensions Services Ltd., Hams Hall – – 100 BMW Car Club Ltd., Farnborough – – 100 BMW Drivers Club Ltd., Farnborough – – 100 BMW Financial Services Czech Republic s.r.o., Prague – – 100 BMW Financial Services Slovakia s.r.o., Bratislava – – 100 BMW Group Benefit Trust Ltd., Farnborough – – 100 BMW Hellas Leasing Single Member Private Company, Kifissia – – 100 BMW Mobility Development Center s.r.o., Prague – – 100 BMW Motorsport Ltd., Farnborough – – 100 BMW Poland sp. z o.o., Warsaw – – 100 BMW Russland Automotive OOO, Kaliningrad – – 100 John Cooper Garages Ltd., Farnborough – – 100 John Cooper Works Ltd., Farnborough – – 100 OOO BMW Leasing, Moscow – – 100 BMW TechWorks Romania S.R.L., Cluj-Napoca – – 50 The Americas 217-07 Northern Boulevard Corporation, Wilmington, Delaware – – 100 BMW Experience Centre Inc., Richmond Hill, Ontario – – 100 BMW i Ventures, Inc., Wilmington, Delaware – – 100 BMW i Ventures, LLC, Wilmington, Delaware – – 100 BMW Mobility Services, LLC, Wilmington, Delaware – – 100 BMW Operations Corp., Wilmington, Delaware – – 100

357 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Companies Equity in € million Profit/loss in € million Capital investment in % BMW Shared Services, LLC, Wilmington, Delaware – – 100 BMW Technology Corporation, Wilmington, Delaware – – 100 Designworks/USA, Inc., Newbury Park, California – – 100 MINI Business Innovation, LLC, Wilmington, Delaware – – 100 Africa BMW Automobile Distributors (Pty) Ltd., Midrand – – 100 BPF Midrand Property Holdings (Pty) Ltd., Midrand – – 100 Asia BMW (China) Insurance Brokers Co., Ltd., Beijing – – 100 BMW Finance (United Arab Emirates) FZE, Dubai – – 100 BMW Financial Services Singapore Pte Ltd., Singapore – – 100 BMW Hong Kong Services Ltd., Hong Kong – – 100 BMW India Foundation, Gurgaon – – 100 BMW India Leasing Private Limited, Gurgaon – – 100 BMW Insurance Broker (Thailand) Co., Ltd., Bangkok – – 100 BMW Insurance Services Korea Co. Ltd., Seoul – – 100 BMW Middle East Retail Competency Centre DWC-LLC, Dubai – – 100 BMW Parts Manufacturing (Thailand) Co., Ltd., Rayong Province – – 100 BMW Technology Office Israel Ltd., Tel Aviv – – 100 Herald Hezhong (Beijing) Automotive Trading Co., Ltd., Beijing – – 100 Ling Yue Digital Information Technology Co., Ltd., Beijing – – 100 BMW Philippines Corp., Manila – – 70 BMW Financial Services Hong Kong Ltd., Hong Kong – – 51 BMW ArcherMind Information Technology Co., Ltd., Nanjing – – 50 BMW TechWorks India Private Ltd., Pune – – 50

358 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements BMW AG’s associated companies, joint ventures and joint operations at 31 December 2024 Companies Equity in € million Profit/loss in € million Capital investment in % Joint ventures - equity accounted D O M E S T I C YOUR NOW Holding GmbH, Munich8 66 – 30 50 F O R E I G N Beijing Ionchi New Energy Technology Ltd., Beijing8 166 – 18 50 Associated companies - equity accounted – – - D O M E S T I C IONITY Holding GmbH & Co. KG, Munich8 725 – 62 15 F O R E I G N THERE Holding B.V., Rijswijk8 959 – 11 31 IONNA LLC, Torrance – – 14 Solid Power, Inc., Wilmington, Delaware – – 6 Joint operations - proportionately consolidated entities F O R E I G N Spotlight Automotive Ltd., Zhangjiagang8 128 33 50 Not equity accounted or proportionately consolidated entities D O M E S T I C 7 Encory GmbH, Unterschleissheim – – 50 The Retail Performance Company GmbH, Munich – – 50 IDEALworks GmbH, Munich – – 49 PDB - Partnership for Dummy Technology and Biomechanics GbR, Gaimersheim – – 20 F O R E I G N 7 BMW AVTOTOR Holding B.V., Amsterdam – – 50 Critical TechWorks S.A., Porto – – 50 BMW Albatha Finance PSC, Dubai – – 40 BMW Albatha Leasing, LLC, Dubai – – 40 ChargeScape, LLC, Wilmington, Delaware – – 33 Bavarian & Co Co., Ltd., Incheon – – 20

359 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements BMW AG’s participations at 31 December 2024 Companies Equity in € million Profit/loss in € million Capital investment in % D O M E S T I C 7 IVM Industrie-Verband Motorrad GmbH & Co. Dienstleistungs KG, Essen – – 28 SGL Carbon SE, Wiesbaden – – 18 Hubject GmbH, Berlin – – 16 Joblinge gemeinnützige AG Leipzig, Leipzig – – 16 Joblinge gemeinnützige AG Berlin, Berlin – – 10 Racer Benchmark Group GmbH, Landsberg am Lech – – 8 Joblinge gemeinnützige AG München, Munich – – 6 Deutsches Forschungszentrum für Künstliche Intelligenz GmbH, Kaiserslautern – – 5 GSB Sonderabfall-Entsorgung Bayern GmbH, Baar-Ebenhausen – – 3 F O R E I G N 7 Northvolt AB, Stockholm – – 3 1 The amounts shown for domestic affiliated companies correspond to the annual financial statements drawn up in accordance with German accounting rules (HGB). 2 The amounts shown for foreign affiliated companies correspond to the annual financial statements drawn up in accordance with uniform IFRS rules. Equity and earnings not denominated in euro are translated into euro using the closing exchange rate at the balance sheet date. 3 Profit and Loss Transfer Agreement with BMW AG. 4 Profit and Loss Transfer Agreement with a subsidiary of BMW AG. 5 Exemption from drawing up a management report applied in accordance with § 264 (3) and § 264b HGB. 6 Exemption from publishing financial statements applied in accordance with § 264 (3) and § 264b HGB. 7 These entities are neither consolidated nor accounted for using the equity method due to their overall immateriality for the Group Financial Statements. 8 The amounts shown for entities accounted for using the equity method and for proportionally consolidated entities correspond to the annual financial statements drawn up in accordance with uniform IFRS rules. Equity not denominated in euro is translated into euro using the closing exchange rate at the balance sheet date, earnings are translated using the average rate. 9 First-time consolidation. 10 Deconsolidation in financial year 2024: BMW (UK) Capital plc., Farnborough. 11 Control on basis of economic dependence.

360 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Notes to the Group Financial Statements Munich, 11 March 2025 Bayerische Motoren Werke Aktiengesellschaft The Board of Management Oliver Zipse Jochen Goller Ilka Horstmeier Walter Mertl Dr-Ing Milan Nedeljković Dr-Ing Joachim Post Frank Weber

RESPONSIBILITY STATEMENT AND AUDITOR’S REPORT 04 361 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information 362 Responsibility Statement by the Company’s Legal Representatives 363 Independent Auditor’s Report 370 Assurance Report of the Independent German Public Auditor

362 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Responsibility Statement by the Company’s Legal Representatives Statement pursuant to § 117 No.1 of the German Securities Trading Act (WpHG) in conjunction with § 297 (2) sentence 4 and § 315 (1) sentence 5 of the German Commercial Code (HGB) “To the best of our knowledge, and in accordance with the appli- cable reporting principles, the Group Financial Statements give a true and fair view of the assets, liabilities, financial position and results of operations of the Group, and the Group Management Report includes a fair review of the development and perfor- mance of the business and position of the Group, together with a description of the principal opportunities and risks associated with the expected development of the Group.” Munich, 11 March 2025 Bayerische Motoren Werke Aktiengesellschaft The Board of Management Oliver Zipse Jochen Goller Ilka Horstmeier Walter Mertl Dr-Ing Milan Nedeljković Dr-Ing Joachim Post Frank Weber RESPONSIBILITY STATEMENT BY THE COMPANY’S LEGAL REPRESENTATIVES

363 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Independent Auditor’s Report To Bayerische Motoren Werke Aktiengesellschaft, Munich Report on the audit of the consolidated financial statements and of the group management report Audit Opinions We have audited the consolidated financial statements of Bay- erische Motoren Werke Aktiengesellschaft, Munich, and its sub- sidiaries (the Group), which comprise the balance sheet for group as at 31 December 2024, and the income statement for group, the statement of comprehensive income for group, state- ment of changes in equity for group and cash flow statement for group for the financial year from 1 January to 31 December 2024, and notes to the consolidated financial statements, in- cluding material accounting policy information. In addition, we have audited the group management report of Bayerische Mo- toren Werke Aktiengesellschaft, which is combined with the Company’s management report, for the financial year from 1 January to 31 December 2024. In accordance with the German legal requirements, we have not audited the content of those parts of the group management report listed in the "Other Infor- mation" section of our auditor’s report. In our opinion, on the basis of the knowledge obtained in the audit, — the accompanying consolidated financial statements com- ply, in all material respects, with the IFRS Accounting Standards issued by the International Accounting Stand- ards Board (IASB) (the IFRS Accounting Standards) as adopted by the EU and the additional requirements of Ger- man commercial law pursuant to § [Article] 315e Abs. [par- agraph] 1 HGB [Handelsgesetzbuch German Commercial Code] and, in compliance with these requirements, give a true and fair view of the assets, liabilities, and financial po- sition of the Group as at 31 December 2024, and of its fi- nancial performance for the financial year from 1 January to 31 December 2024, and — the accompanying group management report as a whole provides an appropriate view of the Group’s position. In all material respects, this group management report is con- sistent with the consolidated financial statements, complies with German legal requirements and appropriately pre- sents the opportunities and risks of future development. Our audit opinion on the group management report does not cover the content of those parts of the group manage- ment report listed in the “Other Information” section of our auditor’s report. Pursuant to § 322 Abs. 3 Satz [sentence] 1 HGB, we declare that our audit has not led to any reservations relating to the legal compliance of the consolidated financial statements and of the group management report. Basis for the Audit Opinions We conducted our audit of the consolidated financial statements and of the group management report in accordance with § 317 HGB and the EU Audit Regulation (No. 537/2014, re- ferred to subsequently as “EU Audit Regulation”) in compliance with German Generally Accepted Standards for Financial State- ment Audits promulgated by the Institut der Wirtschaftsprüfer [Institute of Public Auditors in Germany] (IDW). Our responsibil- ities under those requirements and principles are further de- scribed in the “Auditor’s Responsibilities for the Audit of the Con- solidated Financial Statements and of the Group Management Report” section of our auditor’s report. We are independent of the group entities in accordance with the requirements of Euro- pean law and German commercial and professional law, and we have fulfilled our other German professional responsibilities in accordance with these requirements. In addition, in accordance with Article 10 (2) point (f) of the EU Audit Regulation, we de- clare that we have not provided non-audit services prohibited under Article 5 (1) of the EU Audit Regulation. We believe that the audit evidence we have obtained is sufficient and appropri- ate to provide a basis for our audit opinions on the consolidated financial statements and on the group management report. INDEPENDENT AUDITOR’S REPORT

364 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Independent Auditor’s Report Key Audit Matters in the Audit of the Consolidated Financial Statements Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consoli- dated financial statements for the financial year from 1 January to 31 December 2024. These matters were addressed in the context of our audit of the consolidated financial statements as a whole, and in forming our audit opinion thereon; we do not provide a separate audit opinion on these matters. In our view, the matters of most significance in our audit were as follows: 1/ Measurement of leased products 2/ Valuation of receivables from sales financing 3/ Valuation of provisions for statutory and non-statutory warranty obligations as well as product guarantees Our presentation of these key audit matters has been structured in each case as follows: 1/ Matter and issue 2/ Audit approach and findings 3/ Reference to further information Hereinafter we present the key audit matters: 1/ Measurement of leased products 1/ The BMW Group leases vehicles to end customers under op- erating leases (leased products). At the balance sheet date, the amount reported under the "leased products" line item for oper- ating leases was EUR 48,383 million. Leased products are measured at cost, which is depreciated on a straight-line basis over the lease term to the expected residual value. A key esti- mated value for subsequent measurement of leased products is the expected residual. For the determination of the residual value the BMW Group uses internally available data on historical empirical values, current market data and market estimates as well as data from external market research institutes. The resid- ual value estimates also contain regulatory changes in the indi- vidual markets and changes in the customer behavior, among others including climate policy considerations. The estimation of future residual values is subject to judgment due to the large number of assumptions to be made by the executive directors and the amount of data included in the determination. Against this background and due to the resulting significant un- certainties with regard to estimates in the context of measuring the residual values of the leased products, this matter was of particular significance in the context of our audit. 2/ As part of our audit we obtained an understanding of the de- velopment of operating leases, the underlying residual value risks as well as the business processes for the identification, management, monitoring and measurement of residual value risks, among other things by inquiries and inspection of docu- ments related to the internal calculation methods. Furthermore, we evaluated the appropriateness and effectiveness of the in- ternal controls, particularly regarding the determination of ex- pected residual values. This included the evaluation of the pro- priety of the relevant IT systems as well as the implemented in- terfaces therein by our IT specialists. In addition, we evaluated the appropriateness of the methods, the model assumptions as well as the parameters used for the measurement of the resid- ual values based on the validations carried out by the BMW Group. For this purpose, we inquired with the BMW Group's ex- perts responsible for the management and monitoring of resid- ual value risks and inspected the internal analysis on residual value developments as well as the validation results. We exam- ined the mathematical correctness of the residual values using the key calculation steps. Based on our audit procedures, we were able to satisfy our- selves that the methods and processes for determining the ex- pected residual values of leased products underlying the valua- tion are appropriate and the assumptions and parameters in- cluded in the residual values are appropriate as a whole. 3/ The Company's disclosures on the applied "Accounting poli- cies, assumptions, judgments and estimations" are contained in the notes to the consolidated financial statements under note 6 and on leased products are contained under note 23. 2/ Valuation of receivables from sales financing 1/ The BMW Group offers end customers, dealerships and im- porters various financing models for vehicles. In this context, current and non-current receivables from sales financing total- ing EUR 93,718 million are reported in the consolidated state- ment of financial position as at the balance sheet date. Impair- ment losses amounting to EUR 2,325 million were recognized on these receivables as at the balance sheet date. In order to determine the amount of the necessary valuation allowances to be recognized with respect to receivables from sales financing, the BMW Group, among others, evaluates the creditworthiness of the dealers, importers and end customers, as well as any loss ratios, and risk provisioning parameters are derived based on historical default probabilities and loss ratios. The determination of the valuation allowances by the executive directors is subject to a significant degree of judgment due to several value-influencing factors such as the estimation of cre- ditworthiness, the determination of probabilities of default and loss ratios and was therefore of particular significance in the context of our audit. 2/ As part of our audit we obtained a comprehensive under- standing of the development of receivables from sales financing, the associated default-related risks as well as the business pro- cesses for the identification, management, monitoring and measurement of default risks, among other things by inquiries and inspection of documents on the internal calculation meth- ods. Furthermore, we evaluated the appropriateness and effec- tiveness of the internal controls regarding the determination of

365 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Independent Auditor’s Report the impairment loss to be recognized. In this context, we also evaluated the relevant IT systems and internal processes. The evaluation included an assessment by our IT-specialists of the appropriateness of the systems concerned and associated in- terfaces to ensure the completeness of data as well as the audit of automated controls for data processing. As part of our audit we assessed in particular the appropriateness of the risk classi- fication procedures as well as the risk provisioning parameters used. For this purpose, we analyzed in particular the validations of parameters that are regularly conducted by the Company. To assess the default risk, we also used targeted sampling of indi- vidual cases to examine whether the attributes for assignment to the respective risk categories were suitably available and the impairment losses had been calculated using the parameters defined for these risk categories. In our view, the assumptions and parameters used in the meas- urement of receivables from sales financing were appropriate overall. 3/ The Company's disclosures on the applied "Accounting poli- cies, assumptions, judgments and estimations" are contained in the notes to the consolidated financial statements under note 6 and on "receivables from sales financing" are contained under note 25. 3/ Valuation of provisions for statutory and non-statutory warranty obligations as well as product guarantees 1/ Provisions for statutory and non-statutory warranty obliga- tions as well as product guarantees are included in the consoli- dated financial statements of BMW Group as a material amount in other provisions. The obligations amounted to EUR 9,272 million as at 31 December 2024. The BMW Group is responsi- ble for the legally required warranty and product guarantees in the respective sales market. In order to estimate the liabilities arising from statutory and non-statutory warranty obligations as well as product guarantees for vehicles sold, information on the type and volume of damages arising and on remedial measures is recorded and analyzed at vehicle model level. The expected amount of obligations is extrapolated from costs of the past and recognized as a provision in the corresponding amount, if the criteria of IAS 37 have been met. For specific or anticipated in- dividual circumstances, for example recalls for vehicles sold, ad- ditional provisions are recognized provided they have not al- ready been taken into account. The determination of provisions is associated with unavoidable estimation uncertainties and is subject to a high risk of change, depending on factors such as notification of detected defects as well as claims made by vehicle owners. Against this background, this matter was of particular significance during our audit. 2/ In order to assess the appropriateness of the valuation method used for the determination of the provisions for statu- tory and non-statutory warranty obligations as well as product guarantees including the assumptions and parameters, we pri- marily obtained an understanding of the process for determining the assumptions and parameters through discussions with the responsible employees of the BMW Group. We also evaluated the appropriateness as well as effectiveness of controls for de- termining the assumptions and parameters. With the involve- ment of our IT specialists, we checked the IT systems used re- garding their compliance. We compared the expenses for claims and technical actions with actual costs incurred in order to draw conclusions on the forecast accuracy. Based on a targeted sam- ple of vehicle models, the mathematical correctness of the valu- ation model used across the Group was examined. We exam- ined and evaluated the assumptions used by the BMW Group concerning the extent to which the past values were representa- tive of the expected susceptibility of damage, the expected value of damage per vehicle (comprising parts and labor input) as well as the expected assertion of claims from statutory and non-stat- utory warranties. In our view, the method for the valuation of provisions for statu- tory and non-statutory warranty obligations as well as product guarantees is overall appropriate. Taking into consideration the information available, we believe that, overall, the measurement parameters and assumptions used by the executive directors are appropriate. 3/ The Company's disclosures on the applied "Accounting poli- cies, assumptions, judgments and estimations" are contained in the notes to the consolidated financial statements under note 6 and on "Other provisions" are contained under note 34. Other Information The executive directors are responsible for the other infor- mation. The other information comprises the following non-au- dited parts of the group management report: — the non-financial statement to comply with §§ 289b to 289e HGB and with §§ 315b to 315c HGB included in section “SUSTAINABILITY STATEMENT” of the group management report — the section „APPROPRIATENESS AND EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEM AND THE RISK MANAGEMENT SYSTEM“ of the group management re- port The other information comprises further — the statement on corporate governance pursuant to § 289f HGB and § 315d HGB — the remuneration report pursuant to § 162 AktG [Aktieng- esetz: German Stock Corporation Act], for which the super- visory board is also responsible — all remaining parts of the annual report – excluding cross- references to external information – with the exception of the audited consolidated financial statements, the audited group management report and our auditor’s report Our audit opinions on the consolidated financial statements and on the group management report do not cover the other

366 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Independent Auditor’s Report information, and consequently we do not express an audit opin- ion or any other form of assurance conclusion thereon. In connection with our audit, our responsibility is to read the other information mentioned above and, in so doing, to consider whether the other information — is materially inconsistent with the consolidated financial statements, with the group management report disclosures audited in terms of content or with our knowledge obtained in the audit, or — otherwise appears to be materially misstated. Responsibilities of the Executive Directors and the Supervisory Board for the Consolidated Financial Statements and the Group Management Report The executive directors are responsible for the preparation of the consolidated financial statements that comply, in all material respects, with IFRS Accounting Standards as adopted by the EU and the additional requirements of German commercial law pur- suant to § 315e Abs. 1 HGB and that the consolidated financial statements, in compliance with these requirements, give a true and fair view of the assets, liabilities, financial position, and fi- nancial performance of the Group. In addition, the executive di- rectors are responsible for such internal control as they have de- termined necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud (i.e., fraudulent financial reporting and mis- appropriation of assets) or error. In preparing the consolidated financial statements, the execu- tive directors are responsible for assessing the Group’s ability to continue as a going concern. They also have the responsibility for disclosing, as applicable, matters related to going concern. In addition, they are responsible for financial reporting based on the going concern basis of accounting unless there is an inten- tion to liquidate the Group or to cease operations, or there is no realistic alternative but to do so. Furthermore, the executive directors are responsible for the preparation of the group management report that, as a whole, provides an appropriate view of the Group’s position and is, in all material respects, consistent with the consolidated financial statements, complies with German legal requirements, and ap- propriately presents the opportunities and risks of future devel- opment. In addition, the executive directors are responsible for such arrangements and measures (systems) as they have con- sidered necessary to enable the preparation of a group man- agement report that is in accordance with the applicable Ger- man legal requirements, and to be able to provide sufficient ap- propriate evidence for the assertions in the group management report. The supervisory board is responsible for overseeing the Group’s financial reporting process for the preparation of the consoli- dated financial statements and of the group management re- port. Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements and of the Group Management Report Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and whether the group management report as a whole provides an appropriate view of the Group’s position and, in all material respects, is consistent with the consolidated financial state- ments and the knowledge obtained in the audit, complies with the German legal requirements and appropriately presents the opportunities and risks of future development, as well as to issue an auditor’s report that includes our audit opinions on the con- solidated financial statements and on the group management report. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with § 317 HGB and the EU Audit Regulation and in compliance with Ger- man Generally Accepted Standards for Financial Statement Au- dits promulgated by the Institut der Wirtschaftsprüfer (IDW) will always detect a material misstatement. Misstatements can arise from fraud or error and are considered material if, individ- ually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements and this group man- agement report. We exercise professional judgment and maintain professional skepticism throughout the audit. We also: — Identify and assess the risks of material misstatement of the consolidated financial statements and of the group management report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our audit opinions. The risk of not de- tecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may in- volve collusion, forgery, intentional omissions, misrepre- sentations, or the override of internal controls. — Obtain an understanding of internal control relevant to the audit of the consolidated financial statements and of ar- rangements and measures (systems) relevant to the audit of the group management report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an audit opinion on the effectiveness of the internal control and these arrange- ments and measures (systems), respectively. — Evaluate the appropriateness of accounting policies used by the executive directors and the reasonableness of esti- mates made by the executive directors and related disclo- sures. — Conclude on the appropriateness of the executive directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast signifi- cant doubt on the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in the auditor’s report to the related disclosures in the consolidated financial state- ments and in the group management report or, if such dis- closures are inadequate, to modify our respective audit opinions. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However,

367 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Independent Auditor’s Report future events or conditions may cause the Group to cease to be able to continue as a going concern. — Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclo- sures, and whether the consolidated financial statements present the underlying transactions and events in a manner that the consolidated financial statements give a true and fair view of the assets, liabilities, financial position and fi- nancial performance of the Group in compliance with IFRS Accounting Standards as adopted by the EU and the addi- tional requirements of German commercial law pursuant to § 315e Abs. 1 HGB. — Plan and perform the group audit to obtain sufficient appro- priate audit evidence regarding the financial information of the entities or business units within the Group as a basis for forming audit opinions on the consolidated financial state- ments and on the group management report. We are re- sponsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opinions. — Evaluate the consistency of the group management report with the consolidated financial statements, its conformity with German law, and the view of the Group’s position it provides. — Perform audit procedures on the prospective information presented by the executive directors in the group manage- ment report. On the basis of sufficient appropriate audit ev- idence we evaluate, in particular, the significant assump- tions used by the executive directors as a basis for the pro- spective information, and evaluate the proper derivation of the prospective information from these assumptions. We do not express a separate audit opinion on the prospective information and on the assumptions used as a basis. There is a substantial unavoidable risk that future events will differ materially from the prospective information. We communicate with those charged with governance regard- ing, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant de- ficiencies in internal control that we identify during our audit. We also provide those charged with governance with a state- ment that we have complied with the relevant independence re- quirements, and communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, actions taken to eliminate threats or safeguards applied. From the matters communicated with those charged with gov- ernance, we determine those matters that were of most signifi- cance in the audit of the consolidated financial statements of the current period and are therefore the key audit matters. We de- scribe these matters in our auditor’s report unless law or regu- lation precludes public disclosure about the matter.

368 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Independent Auditor’s Report OTHER LEGAL AND REGULATORY REQUIREMENTS Report on the Assurance on the Electronic Rendering of the Consolidated Financial Statements and the Group Management Report Prepared for Publication Purposes in Accordance with § 317 Abs. 3a HGB Assurance Opinion We have performed assurance work in accordance with § 317 Abs. 3a HGB to obtain reasonable assurance as to whether the rendering of the consolidated financial statements and the group management report (hereinafter the “ESEF doc- uments”) contained in the electronic file BMW_AG_KA+KLB_ESEF-2024-12-31.zip and prepared for publication purposes complies in all material respects with the requirements of § 328 Abs. 1 HGB for the electronic reporting format (“ESEF format”). In accordance with German legal re- quirements, this assurance work extends only to the conversion of the information contained in the consolidated financial state- ments and the group management report into the ESEF format and therefore relates neither to the information contained within these renderings nor to any other information contained in the electronic file identified above. In our opinion, the rendering of the consolidated financial state- ments and the group management report contained in the elec- tronic file identified above and prepared for publication purposes complies in all material respects with the requirements of § 328 Abs. 1 HGB for the electronic reporting format. Beyond this as- surance opinion and our audit opinion on the accompanying consolidated financial statements and the accompanying group management report for the financial year from 1 January to 31 December 2024 contained in the “Report on the Audit of the Consolidated Financial Statements and on the Group Manage- ment Report” above, we do not express any assurance opinion on the information contained within these renderings or on the other information contained in the electronic file identified above. Basis for the Assurance Opinion We conducted our assurance work on the rendering of the con- solidated financial statements and the group management re- port contained in the electronic file identified above in accord- ance with § 317 Abs. 3a HGB and the IDW Assurance Standard: Assurance Work on the Electronic Rendering of Financial State- ments and Management Reports, Prepared for Publication Pur- poses in Accordance with § 317 Abs. 3a HGB (IDW AsS 410 (06.2022)) and the International Standard on Assurance En- gagements 3000 (Revised). Our responsibility in accordance therewith is further described in the “Group Auditor’s Responsi- bilities for the Assurance Work on the ESEF Documents” sec- tion. Our audit firm applies the IDW Standard on Quality Man- agement: Requirements for Quality Management in the Audit Firm (IDW QMS 1 (09.2022)). Responsibilities of the Executive Directors and the Supervisory Board for the ESEF Documents The executive directors of the Company are responsible for the preparation of the ESEF documents including the electronic ren- dering of the consolidated financial statements and the group management report in accordance with § 328 Abs. 1 Satz 4 Nr. [number] 1 HGB and for the tagging of the consolidated finan- cial statements in accordance with § 328 Abs. 1 Satz 4 Nr. 2 HGB. In addition, the executive directors of the Company are respon- sible for such internal control as they have considered necessary to enable the preparation of ESEF documents that are free from material non-compliance with the requirements of § 328 Abs. 1 HGB for the electronic reporting format, whether due to fraud or error. The supervisory board is responsible for overseeing the process for preparing the ESEF documents as part of the financial re- porting process. Group Auditor’s Responsibilities for the Assurance Work on the ESEF Documents Our objective is to obtain reasonable assurance about whether the ESEF documents are free from material non-compliance with the requirements of § 328 Abs. 1 HGB, whether due to fraud or error. We exercise professional judgment and maintain professional skepticism throughout the assurance work. We also: — Identify and assess the risks of material non-compliance with the requirements of § 328 Abs. 1 HGB, whether due to fraud or error, design and perform assurance procedures responsive to those risks, and obtain assurance evidence that is sufficient and appropriate to provide a basis for our assurance opinion. — Obtain an understanding of internal control relevant to the assurance work on the ESEF documents in order to design assurance procedures that are appropriate in the circum- stances, but not for the purpose of expressing an assurance opinion on the effectiveness of these controls. — Evaluate the technical validity of the ESEF documents, i.e., whether the electronic file containing the ESEF documents meets the requirements of the Delegated Regulation (EU) 2019/815 in the version in force at the date of the consol- idated financial statements on the technical specification for this electronic file. — Evaluate whether the ESEF documents provide an XHTML rendering with content equivalent to the audited consoli- dated financial statements and to the audited group man- agement report. — Evaluate whether the tagging of the ESEF documents with Inline XBRL technology (iXBRL) in accordance with the re- quirements of Articles 4 and 6 of the Delegated Regulation (EU) 2019/815, in the version in force at the date of the consolidated financial statements, enables an appropriate and complete machine-readable XBRL copy of the XHTML rendering.

369 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Independent Auditor’s Report Further Information pursuant to Article 10 of the EU Audit Regulation We were elected as group auditor by the annual general meeting on 15 May 2024. We were engaged by the supervisory board on 27 June 2024. We have been the group auditor of the Bay- erische Motoren Werke Aktiengesellschaft, Munich, without in- terruption since the financial year 2019. We declare that the audit opinions expressed in this auditor’s report are consistent with the additional report to the audit com- mittee pursuant to Article 11 of the EU Audit Regulation (long- form audit report). REFERENCE TO AN OTHER MATTER– USE OF THE AUDITOR’S REPORT Our auditor’s report must always be read together with the au- dited consolidated financial statements and the audited group management report as well as the assured ESEF documents. The consolidated financial statements and the group manage- ment report converted to the ESEF format – including the ver- sions to be filed in the company register – are merely electronic renderings of the audited consolidated financial statements and the audited group management report and do not take their place. In particular, the “Report on the Assurance on the Elec- tronic Rendering of the Consolidated Financial Statements and the Group Management Report Prepared for Publication Pur- poses in Accordance with § 317 Abs. 3a HGB” and our assur- ance opinion contained therein are to be used solely together with the assured ESEF documents made available in electronic form. GERMAN PUBLIC AUDITOR RESPONSIBLE FOR THE ENGAGEMENT The German Public Auditor responsible for the engagement is Michael Popp. Munich, 12 March 2025 PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft Ralf Räpple Michael Popp Wirtschaftsprüfer Wirtschaftsprüfer (German Public Auditor) (German Public Auditor)

370 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Assurance Report of the Independent German Public Auditor On an assurance engagement to obtain limited and reasonable assurance in relation to the Group Sustainability Report To Bayerische Motoren Werke Aktiengesellschaft, Munich Assurance Conclusions We have conducted a limited assurance engagement on the group sustainability report of Bayerische Motoren Werke Ak- tiengesellschaft, Munich, (hereinafter the „Company“) taking into account, as set forth in the subsequent paragraph, the reasona- ble assurance engagement on the disclosures marked with the footnote “Assurance Level: reasonable assurance” in the group sustainability report included in section "Sustainability Report" of the group management report, which is combined with the Com- pany's management report, for the financial year from 1 January to 31 December 2024 (hereinafter the "Group Sustainability Re- port"). The Group Sustainability Report has been prepared to ful- fil the requirements of Directive (EU) 2022/2464 of the Euro- pean Parliament and of the Council of 14 December 2022 (Cor- porate Sustainability Reporting Directive, CSRD) and Article 8 of Regulation (EU) 2020/852 as well as §§ [Articles] 289b to 289e HGB [Handelsgesetzbuch: German Commercial Code] and §§ 315b to 315c HGB to prepare a combined non-financial statement. Based on the particular engagement, we have conducted a rea- sonable assurance engagement on the disclosures — CO2e footprint - Scope 1 and Scope 2 – Reduction path guided scopes — CO2e footprint - Scope 3 - Reduction path guided scopes — CO2e emissions form BMW Group locations (Scope 1 and 2) per vehicle produced — CO2e emissions in the supply chain (Scope 3) per vehicle produced — BMW Group’s global fleet carbon emissions — CO2 emissions of the new vehicle fleet EU — CO2 fleet emissions in the US market (volume-weighted) — CO2 fleet emissions in China (volume-weighted) — Number of employees at the end of the year and break- down by contract type, gender, geographical areas and country, age group) — Gender distribution at management level — Employee turnover rate marked with the footnote “Assurance Level: reasonable assur- ance” (together hereinafter the “Disclosures marked with the footnote “Assurance Level: reasonable assurance” ”) in the Group Sustainability Report. A reasonable assurance engage- ment on these disclosures fulfils the requirements for a limited assurance engagement and, in accordance with Recital 60 to the CSRD, thereby complies with the requirements of the CSRD re- lating to assurance of the Group Sustainability Report. Based on the procedures performed and the evidence obtained as part of our limited assurance engagement, nothing has come to our attention that causes us to believe that the accompanying Group Sustainability Report, taking into account the Disclosures in the Group Sustainability Report marked with the footnote “As- surance Level: reasonable assurance” and subject to a reasona- ble assurance engagement, is not prepared, in all material re- spects, in accordance with the requirements of the CSRD and Ar- ticle 8 of Regulation (EU) 2020/852, § 315c in conjunction with §§ 289c to 289e HGB to prepare a combined non-financial statement as well as with the supplementary criteria presented by the executive directors of the Company. This assurance con- clusion includes that no matters have come to our attention that cause us to believe: — that the accompanying Group Sustainability Report does not comply, in all material respects, with the European Sustain- ability Reporting Standards (ESRS), including that the pro- cess carried out by the Company to identify the information to be included in the Group Sustainability Report (hereinafter the “materiality assessment”) is not, in all material respects, in accordance with the description set out in section "Proce- dure and methodological basis for the materiality assess- ment" of the Group Sustainability Report, or — that the disclosures set out in section "Environmental Infor- mation" of the Group Sustainability Report do not comply, in all material respects, with Article 8 of Regulation (EU) 2020/852. In our opinion, on the basis of our reasonable assurance engage- ment, the Disclosures marked with the footnote “Assurance Level: reasonable assurance” in the Group Sustainability Report were prepared, in all material respects, in accordance with the requirements applicable to these disclosures and the supple- mentary criteria presented by the executive directors of the Com- pany. Basis for the Assurance Conclusions We conducted our limited assurance engagement in accordance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised): Assurance Engagements Other Than Audits or Reviews of Historical Financial Information, issued by the International Auditing and Assurance Standards Board (IAASB). The procedures in a limited assurance engagement vary in na- ture and timing from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of assurance obtained is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed. ASSURANCE REPORT OF THE INDEPENDENT GERMAN PUBLIC AUDITOR

371 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Assurance Report of the Independent German Public Auditor Our responsibilities under ISAE 3000 (Revised) are further de- scribed in the "German Public Auditor's Responsibilities for the Assurance Engagement on the Group Sustainability Report" sec- tion. We are independent of the Company in accordance with the re- quirements of European law and German commercial and pro- fessional law, and we have fulfilled our other German profes- sional responsibilities in accordance with these requirements. Our audit firm has complied with the quality management system requirements of the IDW Standard on Quality Management: Re- quirements for Quality Management in the Audit Firm (IDW QMS 1 (09.2022)) issued by the Institut der Wirtschaftsprüfer (Insti- tute of Public Auditors in Germany; IDW). We believe that the ev- idence we have obtained is sufficient and appropriate to provide a basis for our assurance conclusions. Responsibility of the Executive Directors and the Supervisory Board for the Group Sustainability Report The executive directors are responsible for the preparation of the Group Sustainability Report in accordance with the requirements of the CSRD and the relevant German legal and other European regulations as well as with the supplementary criteria presented by the executive directors of the Company. They are also respon- sible for the design, implementation and maintenance of such in- ternal controls that they have considered necessary to enable the preparation of a Group Sustainability Report in accordance with these regulations that is free from material misstatement, whether due to fraud (i.e., manipulation of the Group Sustaina- bility Report) or error. This responsibility of the executive directors includes establish- ing and maintaining the materiality assessment process, select- ing and applying appropriate reporting policies for preparing the Group Sustainability Report, as well as making assumptions and estimates and ascertaining forward-looking information for indi- vidual sustainability-related disclosures. The supervisory board is responsible for overseeing the process for the preparation of the Group Sustainability Report. Inherent Limitations in the Preparation of the Group Sustainability Report The CSRD and the relevant German statutory and other Euro- pean regulations contain wording and terms that are still subject to considerable interpretation uncertainties and for which no au- thoritative, comprehensive interpretations have yet been pub- lished. Therefore, the executive directors have disclosed their in- terpretations of such wording and terms in section “Materiality Assessment” of the Non-Financial Group Reporting. The execu- tive directors are responsible for the defensibility of these inter- pretations. As such wording and terms may be interpreted differ- ently by regulators or courts, the legal conformity of measure- ments or evaluations of sustainability matters based on these in- terpretations is uncertain. These inherent limitations also affect the assurance engagement on the Group Sustainability Report. German Public Auditor's Responsibilities for the Assurance Engagement on the Group Sustainability Report Our objectives are a) to express a limited assurance conclusion, based on the as- surance engagement we have conducted, on whether any matters have come to our attention that cause us to believe that the Group Sustainability Report, taking into account the Disclosures in the Group Sustainability Report marked with the footnote “Assurance Level: reasonable assurance” and subject to a reasonable assurance engagement, has not been prepared, in all material respects, in accordance with the CSRD and the relevant German legal and other Euro- pean regulations as well as with the supplementary criteria presented by the executive directors of the Company, and to issue an assurance report that includes our assurance con- clusion on the Group Sustainability Report, taking into ac- count the Disclosures in the Group Sustainability Report marked with the footnote “Assurance Level: reasonable as- surance” and subject to a reasonable assurance engage- ment. b) to express a reasonable assurance opinion, based on the assurance engagement we have conducted on whether the Disclosures marked with the footnote “Assurance Level: reasonable assurance” in the Group Sustainability Report are prepared, in all material respects, in accordance with the requirements applicable to these disclosures and the sup- plementary criteria presented by the executive directors of the Company. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised), we exercise professional judgment and maintain professional skepticism. We also: a) for the limited assurance engagement — obtain an understanding of the process to prepare the Group Sustainability Report, including the materiality as- sessment process carried out by the Company to identify the information to be included in the Group Sustainability Re- port. — identify disclosures where a material misstatement due to fraud or error is likely to arise, design and perform proce- dures to address these disclosures and obtain limited assur- ance to support the assurance conclusion. The risk of not detecting a material misstatement resulting from fraud is higher than the risk of not detecting a material misstatement resulting from error, as fraud may involve collusion, forgery, intentional omissions, misleading representations, or the override of internal controls. In addition, the risk of not de- tecting a material misstatement within value chain infor- mation from sources not under the control of the company (value chain information) is generally higher than the risk of not detecting a material misstatement of value chain infor- mation from sources under the control of the company, as both the executive directors of the Company and we, as as- surance practitioners, are ordinarily subject to limitations on direct access to the sources of value chain information. — consider the forward-looking information, including the ap- propriateness of the underlying assumptions. There is a substantial unavoidable risk that future events will differ ma- terially from the forward-looking information.

372 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Assurance Report of the Independent German Public Auditor b) for the reasonable assurance engagement — perform risk assessment procedures, including obtaining an understanding of the internal controls that are relevant to the assurance engagement on the Disclosures marked with the footnote “Assurance Level: reasonable assurance” in the Group Sustainability Statement in order to identify and assess the risks of material misstatement at the assertion level due to fraud or error, but not for the purpose of express- ing an assurance opinion on the effectiveness of these inter- nal controls of the Company. The risk of not detecting a ma- terial misstatement resulting from fraud is higher than the risk of not detecting a material misstatement resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or override of internal con- trol. In addition, the risk of not detecting a material misstate- ment in information obtained from sources in the value chain not within the entity’s control (value chain information) is or- dinarily higher than the risk of not detecting a material mis- statement in information obtained from sources within the entity’s control, as both the entity’s executive directors and we as practitioners are ordinarily subject to restrictions on direct access to the sources of the value chain information. — evaluate the appropriate derivation of the forward-looking information from the significant assumptions and the appro- priateness of these assumptions. We do not express a sep- arate assurance opinion either on the forward-looking infor- mation nor on the assumptions on which they are based. There is a substantial unavoidable risk that future events will differ materially from the forward-looking information. Summary of the Procedures Performed by the German Public Auditor An assurance engagement involves the performance of proce- dures to obtain evidence about the sustainability information. The nature, timing and extent of the selected procedures are subject to our professional judgement. a) In conducting our limited assurance engagement, we have, amongst other things: — evaluated the suitability of the criteria as a whole presented by the executive directors in the Group Sustainability Report. — inquired of the executive directors and relevant employees involved in the preparation of the Group Sustainability Re- port about the preparation process, including the materiality assessment process carried out by the company to identify the information to be included in the Group Sustainability Report, and about the internal controls relating to this pro- cess. — evaluated the reporting policies used by the executive direc- tors to prepare the Group Sustainability Report. — evaluated the reasonableness of the estimates and the re- lated disclosures provided by the executive directors. If, in accordance with the ESRS, the executive directors estimate the value chain information to be reported for a case in which the executive directors are unable to obtain the infor- mation from the value chain despite making reasonable ef- forts, our assurance engagement is limited to evaluating whether the executive directors have undertaken these esti- mates in accordance with the ESRS and assessing the rea- sonableness of these estimates, but does not include iden- tifying information in the value chain that the executive di- rectors have been unable to obtain. — performed analytical procedures and made inquiries in rela- tion to selected information in the Group Sustainability Re- port. — considered the presentation of the information in the Group Sustainability Report. — considered the process for identifying taxonomy-eligible and taxonomy-aligned economic activities and the corre- sponding disclosures in the Group Sustainability Report. b) In conducting our reasonable assurance engagement, we have performed the assurance procedures listed under a) to a greater extent and, amongst other things: — evaluated the preparation process and the internal controls relating to this process. — tested the operating effectiveness of selected internal con- trols. — performed test of details on selected disclosures in the Group Sustainability Report on a sample basis. Restriction of Use We draw attention to the fact that the assurance engagement was conducted for the Company’s purposes and that the report is intended solely to inform the Company about the result of the assurance engagement. Accordingly, the report is not intended to be used by third parties for making (financial) decisions based on it. Our responsibility is solely towards the Company. We do not accept any responsibility, duty of care or liability towards third parties. Munich, 12 March 2025 PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft Ralf Räpple Michael Popp Wirtschaftsprüfer Wirtschaftsprüfer (German Public Auditor) (German Public Auditor)

05 REMUNERATION REPORT 373 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information 374 Remuneration Report 374 I. Review of the 2024 Financial Year from a Remuneration Perspective 376 II. Remuneration of the Members of the Board of Management 409 III. Remuneration of the Members of the Supervisory Board 411 IV. Comparison of Change in Remuneration and Earnings Pursuant to § 162 (1) Sentence 2 No. 2 of the German Stock Corporation Act (AktG) 415 V. Other Considerations 415 VI. Outlook for the 2025 Financial Year 417 VII. Auditor’s Report

374 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information I. Review of the 2024 Financial Year from a Remuneration Perspective R E MUN ER A TI O N R E P O R T 374 I. Review of the 2024 Financial Year from a Remuneration Perspective 376 II. Remuneration of the Members of the Board of Management 376 1. Principles of the remuneration system and the contribution of remuneration to the promotion of the Company’s business strategy and its long-term development 377 2. Overview of the remuneration system 380 3. Determination and review of the remuneration system and individual remuneration 385 4. Remuneration for the 2024 financial year 395 5. Share ownership guideline 396 6. Retirement benefits 396 7. Malus and clawback provisions 396 8. Premature termination of activities and post-contractual non-competition clause 397 9. Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG) 405 10. Remuneration granted and owed to former members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG) 407 11. Maximum remuneration and remuneration vested in the 2024 financial year (vesting year) 409 III. Remuneration of the Members of the Supervisory Board 409 1. Articles of incorporation and procedure 409 2. Principles and elements of remuneration 409 3. Remuneration granted and owed to members of the Supervisory Board pursuant to § 162 of the German Stock Corporation Act (AktG) 411 IV. Comparison of Change in Remuneration and Earnings pursuant to § 162 (1) Sentence 2 No. 2 of the German Stock Corporation Act (AktG) 415 V. Other Considerations 415 VI. Outlook for the 2025 Financial Year 417 VII. Auditor’s Report The Board of Management and the Supervisory Board have pre- pared this Remuneration Report in accordance with the require- ments of § 162 of the German Stock Corporation Act (AktG). The report shows and explains the remuneration granted and owed to the individual current and former members of the Board of Management and the Supervisory Board of Bayerische Motoren Werke Aktiengesellschaft (BMW AG), Munich, in the financial year 2024.1,2 In order to facilitate understanding, the basic features of the re- muneration system applicable to the members of the Board of Management and the Supervisory Board, as applied in the 2024 financial year, are also set out below. In view of the fact that indi- vidual members of the Board of Management also received re- muneration components from the remuneration system in effect in the 2019 financial year during the 2024 financial year, ele- ments of these systems are also explained to the extent neces- sary for comprehension. PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesell- schaft, Frankfurt am Main, Munich branch, has audited the Re- muneration Report beyond the requirements of § 162 (3) Sen- tences 1 and 2 AktG. The Auditor’s Report is attached to this re- port. I. REVIEW OF THE 2024 FINANCIAL YEAR FROM A REMUNERATION PERSPECTIVE The BMW Group maintained its strong market position in the global premium segment in reporting year 2024 with sales growth in Europe and the USA. The BMW brand gained further market share in Europe, achieved an increase in sales in the USA and maintained its leading position in China. Globally, BMW was the leader in the premium segment. The company adjusted its guidance for the year in September 2024. This was largely due to delivery stops and recalls related to the supplied Integrated Brake System (IBS) component and continued subdued demand in China. The BMW Group achieved its revised targets for 2024. Compared with the previous year, the BMW Group expanded sales of both electrified and all-electric vehicles and remained significantly below the regulatory CO2 limit for the new car fleet in the EU. The BMW Group achieved a net profit of € 7.7 billion in the 2024 financial year. € 7.3 billion was attributable to BMW AG share- holders, while the Group post-tax return on sales amounted to 5.4%. 1 For reasons of simplicity, this report partially uses the masculine form in reference to persons. It is intended to represent all genders. 2 Due to rounding, it is possible that individual figures in this report may not add up exactly to the totals provided, and that the percentages presented here may not be an exact reflection of the absolute values to which they relate. REMUNERATION REPORT

375 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information I. Review of the 2024 Finacial Year from a Remuneration Perspectiver The remuneration system applicable for the members of the Board of Management in the 2024 financial year has been in ef- fect since 1 January 2021. The Annual General Meeting ap- proved it on 12 May 2021 with a majority of 91.60% of the valid votes cast. The Supervisory Board did not resolve any changes to the remuneration system or the target remuneration for the 2024 financial year. In December 2023, the Supervisory Board set ambitious targets linked to the variable remuneration of the members of the Board of Management for the 2024 financial year. Of the total variable target remuneration available, around 39% was linked to envi- ronmental, social or governance (ESG) targets. As in previous years, the Supervisory Board has set environmental targets as part of the strategic focus targets, which account for 50% of long-term variable remuneration (share-based payments) in the target, linked to the reduction of fleet carbon emissions in the EU and global sales of all-electric vehicles (BEVs), and has set am- bitious indicators. The Supervisory Board has thus incorporated the strategic importance of the Company’s transformation and compliance with the external requirements for fleet carbon emis- sions into the remuneration of the Board of Management. Target achievement for variable remuneration reflects the chal- lenging market environment. The financial and non-financial tar- gets for the short-term variable remuneration (bonus) were largely achieved thanks to the strong overall performance by the Board of Management ↗ Bonus for the 2024 financial year. However, in the context of long-term variable remuneration (share-based remuneration), the ambitious RoCE targets in the Automotive segment and the sales targets for all-electric vehicles were not achieved. By contrast, the ambitious targets related to the reduc- tion of fleet carbon emissions in the EU were exceeded ↗ Share- based remuneration for the 2024 financial year. The Board of Management’s total remuneration for the 2024 fi- nancial year is significantly lower than in the previous year, re- flecting appropriately the success and challenges involved in the Company’s performance. If necessary, and in the interest of the long-term success of BMW AG, the Supervisory Board may temporarily deviate from the remuneration system – as provided for in § 87a (2) Sentence 2 AktG. In accordance with G.11 of the German Corporate Gov- ernance Code dated 28 April 2022 (“GCGC”), the Supervisory Board has also reserved the right to make adjustments if extraor- dinary developments occur, such as significant acquisitions and disposals, or changes in accounting standards or tax regulations that have a significant impact. After due examination, it did not make use of these options for the 2024 financial year. The composition of the Board of Management and the level of remuneration applicable to the individual members of the Board of Management did not change during the year. The remuneration system for the members of the Supervisory Board is set out in § 16 of the Articles of Incorporation and pro- vides only for fixed remuneration. It was confirmed by the Annual General Meeting on 12 May 2021 with a majority of 99.40% of the valid votes cast, and implemented for the 2024 financial year in accordance with the provisions of the Articles of Incorporation. The composition of the Supervisory Board changed in the report- ing year following elections held in accordance with the German Co-Determination Act (Mitbestimmungsgesetz). Christiane Ben- ner, Bernhard Ebner and Johann Horn left the Supervisory Board with effect from the end of the Annual General Meeting on 15 May 2024. Ulrich Bauer, Horst Ott and Prof. Dr. Johanna Wenckebach were elected as new members of the Supervisory Board with effect from the same date. Due to retirement, Gerhard Kurz stepped down with effect from 31 October 2024. His re- placement, Dr. Michael Nikolaides, took his place with effect from 1 November 2024. The composition of the Personnel Committee, which is responsi- ble for the preparation of remuneration decisions, did not change in the 2024 financial year. With effect from 1 January 2025, the Supervisory Board revised the structure of the committees and resolved to establish a Remuneration Committee. The Remuner- ation Committee is responsible for the remuneration of the Board of Management and the Supervisory Board. In this capacity, it prepares the Remuneration Report and the decisions by the Su- pervisory Board on the remuneration of the Board of Manage- ment. The members of the Remuneration Committee acting as shareholder representatives are Dr.-Ing. Dr.-Ing. E.h. Norbert Reithofer, Stefan Quandt, Dr. Kurt Bock and Anke Schäferkordt, and employee representatives are Dr. Martin Kimmich, Stefan Schmid and Dr. Dominique Mohabeer. This increased the share of independent shareholder representatives and enhanced di- versity with regard to the handling of remuneration issues. The Remuneration Report for the 2023 financial year was con- firmed by the Annual General Meeting on 15 May 2024 with a majority of 94.99% of the valid votes cast. In view of the high level of approval, there was no reason to reconsider fundamental aspects of the implementation of the remuneration system in place during the past financial year or the manner of reporting. Changes were made to the presentation to make certain issues clearer.

376 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management II. REMUNERATION OF THE MEMBERS OF THE BOARD OF MANAGEMENT 1. Principles of the remuneration system and the contribution of remuneration to the promotion of the Company’s business strategy and its long-term development The remuneration system, which has been in place since the 2021 financial year, complies with the provisions of the German Stock Corporation Act (AktG) and the recommendations and suggestions of the GCGC. The Supervisory Board has applied the following principles in designing the remuneration system for the Board of Management: — The remuneration structure is geared towards the sustaina- ble and long-term development of the Company. Therefore, variable remuneration components are predominantly granted on the basis of a multi-year assessment. — The remuneration system ensures that both positive and negative developments are appropriately reflected in the re- muneration (“pay for performance”). — It takes into account both the performance of the entire Board of Management and the achievement of individual targets. — The remuneration system observes the principle of con- sistency in the Company’s remuneration systems: remuner- ation systems for the Board of Management, executives and employees of BMW AG are all designed in a similar way. — The total remuneration of the members of the Board of Management is commensurate with their tasks and perfor- mance as well as the Company’s situation. It is in line with market practice both in terms of amount and structure, and takes the size, complexity and economic situation of the Company into account. The BMW Group’s business strategy focuses on the customer and the provision of sustainable individual mobility in the pre- mium segment, taking into account high profitability, in order to safeguard the Company’s independence in the future. The remu- neration system contributes to the implementation of the busi- ness strategy and the sustainable and long-term development of the Company. It also takes into account the concerns of the Com- pany’s important stakeholders (in particular shareholders, cus- tomers and employees). The incentive effects of the various re- muneration components have a complementary effect. — The fixed basic remuneration counteracts the taking of dis- proportionately high risks in order to achieve short-term goals, and thus contributes to the long-term development of the Company. It ensures a minimum income appropriate to the tasks and responsibilities of a member of the Board of Management and is required for remuneration to be com- petitive in order to attract and retain qualified members of the Board of Management. — The variable bonus is divided into two parts which have dif- ferent incentive effects. The earnings-related component of the bonus rewards recipients for achieving the Company’s financial targets in the vesting year, and promotes the earn- ings-related parts of the business strategy. In contrast, the performance component of the bonus is based on non-fi- nancial performance criteria, which are also derived from the business strategy. In this respect, the performance compo- nent of the bonus also offers particular incentives to encour- age individuals to pursue the goals of the business strategy consistently for the long-term development of the Company. These goals do not have to be directly reflected in the key financial indicators for a given vesting year. — The amount of the variable share-based remuneration also depends on the fulfilment of financial and non-financial tar- gets derived from the business strategy, since 50% of the target personal cash investment amount earmarked for share purchases is linked to a financial key indicator (RoCE in the Automotive segment), and 50% is linked to strategic focus targets. The obligation to use the total net amount to purchase shares of common stock in the Company and to hold these shares for at least four years is a share ownership guideline that strengthens the entrepreneurial long-term orientation of the Board of Management. Implementing the corporate strategy sustainably by taking appropriate deci- sions also creates lasting value for the shareholders, and thus regularly provides the basis for positive long-term cap- ital market performance. Due to the substantial investment and the four-year holding period, which continues to apply even after the member has left the Board, members of the Board of Management participate in the long-term positive (and negative) development of the Company, as reflected in the share price and dividend trends.

377 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the board of Management 2. Overview of the remuneration system The table below shows an overview of the current remuneration system. COMPONENT Parameters/measurement base, applicable amounts FIXED REMUNERATION COMPONENTS Base salary Member of the Board of Management: — € 0.90 million p.a. (first period of office = first remuneration level) — € 1.05 million p.a. (from second period of office or fourth year of mandate = second remuneration level) Chairman of the Board of Management: — € 1.95 million p.a. Base salary is paid monthly on a pro rata basis Fringe benefits Contractual agreement, main points: non-cash benefits from the use of company cars and the BMW chauffeur service, insurance premiums, contributions towards security systems, employee discounts Compensation payments The Supervisory Board may award payments to compensate for loss of salary from a previous employment relationship and to cover relocation costs in the case of new entrants Retirement benefits Defined contribution system with a guaranteed minimum return Benefits based on amounts credited to individual savings accounts for contributions paid and interest earned, various forms of disbursement Pension contribution p.a.: Member of the Board of Management: € 400,000 Chairman of the Board of Management: € 700,000 Strategic relevance — The base salary counteracts the temptation to take disproportionately high risks in order to achieve short-term goals, and thus contributes to the long-term development of the Company — Fixed remuneration components are required for remuneration to be competitive in order to attract and retain qualified members of the Board of Management VARIABLE REMUNERATION COMPONENTS Bonus Bonus (sum of earnings component and performance component) — Target amount p.a. (at 100% target achievement): — € 0.95 million (first period of office = first remuneration level) — € 1.15 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.10 million (Chairman of the Board of Management) — Capped at 180% of target amount — Payment as part of the next payroll run after the Annual General Meeting at which the Financial Statements are presented for the relevant vesting year Earnings component (at 100% target achievement corresponds to 50% of target amount) — Assessment period one year — Base amount p.a. (50% of target bonus amount): — € 0.475 million (first period of office = first remuneration level) — € 0.575 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.050 million (Chairman of the Board of Management) — Formula: 50% of target amount x performance factor — Earnings factor is derived from an allocation matrix determined in advance based on the parameters “profit attributable to shareholders of BMW AG” and “Group post-tax return on sales” in the vesting year — The earnings factor is 1.0 e.g. in case of a profit attributable to shareholders of BMW AG amounting to € 7.0 billion and a Group post-tax return on sales of 6.0% — The earnings factor is 1.5 e.g. in case of a profit attributable to shareholders of BMW AG amounting to € 8.6 billion and a Group post-tax return on sales of 7.7% — The earnings factor is 0 in case of a profit attributable to shareholders of BMW AG below € 4.0 billion and/or a Group post-tax return on sales of below 3.2% — Earnings factor may not exceed 1.8 — Maximum amount of earnings component p.a.: — € 0.855 million (first period of office = first remuneration level) — € 1.035 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.890 million (Chairman of the Board of Management)

378 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the board of Management COMPONENT Parameters/measurement base, applicable amounts Bonus (continued) Performance component (at 100% target achievement corresponds to 50% of target amount) — Assessment period one year — Base amount p.a. (50% of target bonus amount): — € 0.475 million (first period of office = first remuneration level) — € 0.575 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.050 million (Chairman of the Board of Management) — Formula: 50% of target amount x performance factor — Non-financial criteria, expressed in terms of a performance factor, aimed at measuring the Board member’s contribution to sustainable and long-term performance and the future orientation of the Company — Relevant period is the vesting year — Additional trend analysis over at least three financial years — Composition of performance factor:* — 50% cross-divisional targets with ESG criteria — 40% other cross-divisional targets — 10% individual targets — Criteria for cross-divisional targets with ESG criteria include in particular: Innovation performance (environmental, e.g. reduction of carbon emissions), development of the BMW Group’s reputation based on ESG aspects (e.g. corporate culture, promotion of integrity and compliance), adaptability, attractiveness as an employer, leadership performance — Criteria for the other cross-divisional targets include in particular: Market position compared to competitors, innovation performance (economic), development of the BMW Group’s reputation based on non-ESG-related aspects (e.g. perception on capital markets, brand strength), customer orientation — Measurement parameters and target values are determined before the start of the financial year — Performance factor may not exceed 1.8 — Maximum amount of performance component p.a.: — € 0.855 million (first period of office = first remuneration level) — € 1.035 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.890 million (Chairman of the Board of Management) Strategic relevance — Earnings component of bonus rewards attainment of financial targets and is beneficial for earnings-related aspects of business strategy — Performance component of bonus motivates the pursuit of non-financial strategic targets and is therefore beneficial for the long-term development of the BMW Group Share-based remuneration Personal cash investment amount — Requirement for Board of Management members to invest an earmarked cash amount (personal cash investment amount), net of tax and deductions, in shares of BMW common stock immediately after disbursement — Payment as part of the next payroll run after the Annual General Meeting at which the Financial Statements are presented for the relevant vesting year — Requirement for Board of Management members to hold the acquired shares of common stock for at least four years; this requirement remains in effect for individuals who step down from the Board of Management (share ownership guideline) — Assessment period of five years in total (one year for determining the personal cash investment amount, four years holding requirement) Calculation — Target amount p.a. (at 100% target achievement): — € 1.10 million (first period of office = first remuneration level) — € 1.28 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.35 million (Chairman of the Board of Management) — 50% of target amount depends on RoCE achieved in the Automotive segment (RoCE component) — 50% of the target amount depends on the achievement of predefined strategic focus targets (strategic focus target component) — Capped at 180% of target amount — Payment after the Annual General Meeting at which the Financial Statements are presented for the relevant vesting year * See below for the targets set for the 2024 financial year ↗ Variable remuneration for the 2024 financial year.

379 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the board of Management COMPONENT Parameters/measurement base, applicable amounts Share-based remuneration (continued) RoCE component (at 100% target achievement corresponds to 50% of target amount) — Target amount of RoCE component p.a. (50% of target amount for personal cash investment amount): — € 0.55 million (first period of office = first remuneration level) — € 0.64 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.175 million (Chairman of the Board of Management) — Formula: 50% of target amount x RoCE factor — RoCE factor is derived from the RoCE achieved in the Automotive segment for the vesting year — Minimum, target and maximum values for RoCE are defined before the start of the financial year — RoCE factor may not exceed 1.8 — Maximum amount of RoCE component p.a.: — € 0.990 million (first period of office = first remuneration level) — € 1.152 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.115 million (Chairman of the Board of Management) Strategic focus target component (at 100% target achievement corresponds to 50% of target amount) — Target amount of strategic focus target component p.a. (50% of target amount for personal cash investment amount): — € 0.55 million (first period of office = first remuneration level) — € 0.64 million (from second period of office or fourth year of mandate = second remuneration level) — € 1.175 million (Chairman of the Board of Management) — At least two strategic focus targets derived from the strategic plan — Weighting of the strategic focus targets is decided before the start of the financial year — Formula in the event of two strategic focus targets with equal weighting p.a.: 25% of target amount for personal cash investment amount x factor for strategic focus target 1 + 25% of target amount for personal cash investment amount x factor for strategic focus target 2 — Minimum, target and maximum values are defined before the start of the financial year — Factor for each strategic focus target may not exceed 1.8 — Maximum amount of strategic focus target component p.a.: — € 0.990 million (first period of office = first remuneration level) — € 1.152 million (from second period of office or fourth year of mandate = second remuneration level) — € 2.115 million (Chairman of the Board of Management) Strategic relevance — 50% of the personal cash investment amount within the target structure depends on the RoCE and is therefore directly linked to a key target for the corporate strategy and reflects BMW AG’s aspiration to generate a significant premium on the cost of capital — The remaining 50% of the personal cash investment amount encourages achievement of strategic focus targets and therefore contributes to business performance in key strategic areas — Commitment to purchase shares of the Company’s common stock and the four-year holding period provide additional motivation to support the Company’s long-term development Malus and clawback rules Malus — Agreement to withhold variable remuneration in the event of specified serious compliance violations or (withholding amounts provisionally) in the event of reasonable suspicions of such — Amounts may also be withheld in principle after a member has left the Board of Management Clawback — Agreement entitling the BMW Group to reclaim variable remuneration already paid out in the event of specified serious incidences of non-compliance, incorrect calculation bases or incorrect financial statements — Amounts may also be clawed back in principle after a member has left the Board of Management

380 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the board of Management COMPONENT Parameters/measurement base, applicable amounts Maximum amounts p.a. in € million p.a. Bonus Share-based remuneration (personal cash investment amount) Maximum remuneration* Member of the Board of Management in the first period of office € 1.710 million € 1.980 million € 4.925 million Member of the Board of Management in the second period of office or fourth year of mandate € 2.070 million € 2.304 million € 5.500 million Chairman of the Board of Management € 3.780 million € 4.230 million € 9.850 million * Maximum remuneration as defined in section 87a (1) sentence 2 no. 1 AktG. The overall cap is lower than the sum of the maximum amounts for the individual components. 3. Determination and review of the remuneration system and individual remuneration Determining the system and structure of Board of Management remuneration, and reviewing it regularly, is a task of the full Su- pervisory Board, as is determining the individual level of remu- neration of members of the Board of Management. The respon- sible Personnel Committee (Remuneration Committee since 1 January 2025) of the Supervisory Board assumes a prepara- tory function. The Supervisory Board reviews the remuneration system annu- ally to ensure it is appropriate in terms of structure, target and maximum remuneration, as well as actual remuneration. The Su- pervisory Board also takes remuneration studies into account when assessing the market conformity of the target and maxi- mum remuneration, as well as when assessing actual remuner- ation in horizontal terms. Due to the size and structure of the BMW Group, DAX companies are used as a comparison group while taking revenues, employee headcounts and market capi- talisation into consideration. This ensures that the main compet- itors of BMW AG and other global companies are factored in. In addition, the reference to the DAX ensures that comparable reg- ulatory requirements in respect of remuneration apply to the companies listed on it. Vertically, the Supervisory Board com- pares the remuneration of members of the Board of Manage- ment with the remuneration of senior executives and with the av- erage remuneration of employees employed by BMW AG in Ger- many in areas inside and outside the scope of collective bargain- ing agreements, including in terms of how they have changed over a period of several years. Recommendations from inde- pendent external remuneration experts, as well as suggestions from investor and analyst circles, may also be included in the de- liberations. For the 2024 financial year, the review has shown that the target, maximum and actual remuneration are appropri- ate. In accordance with the remuneration system, the Supervi- sory Board – acting on the proposal of the Personnel Committee (since 1 January 2025 the Remuneration Committee) – sets spe- cific target remuneration for each individual member of the Board of Management for the upcoming financial year, as well as the performance criteria associated with the variable remuneration components provided for in the remuneration system. The total target remuneration is composed of the fixed remuner- ation and the variable remuneration. Within the variable target remuneration, the proportion of share-based remuneration as long-term variable remuneration exceeds the share of the bonus as short-term variable remuneration. The share of the individual remuneration components is within the ranges specified by the remuneration system. Overview of total target remuneration for members of the Board of Management1 1 The remuneration structure as defined in the remuneration system for total target remuneration is depicted. 2 Excluding a possible payment to new members of the Board of Management to compensate for salary losses from a previous employment relationship and/or to cover relocation costs. Target remuneration for the 2024 financial year The following tables show the individual target remuneration of the members of the Board of Management and the relative share of the respective remuneration component in the total target re- muneration. The maximum remuneration and remuneration vested in the 2024 financial year are shown in ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year). Variable Remuneration 58-66% Base salary 25-30% Contributions Retirement benefits 7-12% Fringe benefits² 1-4% Bonus 27-30% Share-based Remuneration 31-36%

381 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Target remuneration for the 2024 (2023) financial year OLIVER ZIPSE JOCHEN GOLLER Chairman of the Board of Management since 16 August 2019 Member of the Board of Management since 13 May 2015 Customer, Brands, Sales since 1 November 2023 FY 2024 FY 2023 FY 2024 FY 2023 in € in % in € in % in € in % in € in % Fixed remuneration Fixed remuneration (base salary) 1,950,000 27 1,950,000 27 900,000 27 150,000 27 Fringe benefits (other remuneration)1 27,963 0.4 26,113 0.4 22,541 1 3,331 1 Contribution to the company pension scheme 700,000 10 700,000 10 400,000 12 66,667 12 Total fixed remuneration 2,677,963 38 2,676,113 38 1,322,541 39 219,998 39 Variable remuneration B O N U S Earnings component 1,050,000 15 1,050,000 15 475,000 14 79,167 14 Performance component 1,050,000 15 1,050,000 15 475,000 14 79,167 14 S H A R E - B A S E D R E M U N E R A T I O N ( P E R S O N A L C A S H I N V E S T M E N T A M O U N T ) ² RoCE component 1,175,000 16 1,175,000 16 550,000 16 91,667 16 Strategic focus target component 1,175,000 16 1,175,000 16 550,000 16 91,667 16 Total variable remuneration 4,450,000 62 4,450,000 62 2,050,000 61 341,668 61 Total target remuneration 7,127,963 100 7,126,113 100 3,372,541 100 561,666 100 1 For more information about fringe benefits for the 2023 and 2024 financial years, refer to ↗ Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG). 2 Assessment period five years in total: one year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.

382 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Target remuneration for the 2024 (2023) financial year ILKA HORSTMEIER WALTER MERTL Human Resources and Real Estate, Labour Director since 1 November 2019 Finance since 12 May 2023 FY 2024 FY 2023 FY 2024 FY 2023 in € in % in € in % in € in % in € in % Fixed remuneration Fixed remuneration (base salary) 1,050,000 27 1,050,000 27 900,000 27 570,652 26 Fringe benefits (other remuneration)1 65,693 2 66,981 2 27,273 1 111,981 5 Contribution to the company pension scheme 400,000 10 400,000 10 400,000 12 253,623 11 Total fixed remuneration 1,515,693 38 1,516,981 38 1,327,273 39 936,256 42 Variable remuneration B O N U S Earnings component 575,000 15 575,000 15 475,000 14 301,178 13 Performance component 575,000 15 575,000 15 475,000 14 301,178 13 S H A R E - B A S E D R E M U N E R A T I O N ( P E R S O N A L C A S H I N V E S T M E N T A M O U N T ) ² RoCE component 640,000 16 640,000 16 550,000 16 348,732 16 Strategic focus target component 640,000 16 640,000 16 550,000 16 348,732 16 Total variable remuneration 2,430,000 62 2,430,000 62 2,050,000 61 1,299,820 58 Total target remuneration 3,945,693 100 3,946,981 100 3,377,273 100 2,236,076 100 1 For more information about fringe benefits for the 2023 and 2024 financial years, refer to ↗ Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG). 2 Assessment period five years in total: one year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.

383 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Target remuneration for the 2024 (2023) financial year MILAN NEDELJKOVIĆ JOACHIM POST Production since 1 October 2019 Purchasing and Supplier Network since 1 January 2022 FY 2024 FY 2023 FY 2024 FY 2023 in € in % in € in % in € in % in € in % Fixed remuneration Fixed remuneration (base salary) 1,050,000 27 1,050,000 27 900,000 27 900,000 27 Fringe benefits (other remuneration)1 32,312 1 27,524 1 29,124 1 22,692 1 Contribution to the company pension scheme 400,000 10 400,000 10 400,000 12 400,000 12 Total fixed remuneration 1,482,312 38 1,477,524 38 1,329,124 39 1,322,692 39 Variable remuneration B O N U S Earnings component 575,000 15 575,000 15 475,000 14 475,000 14 Performance component 575,000 15 575,000 15 475,000 14 475,000 14 S H A R E - B A S E D R E M U N E R A T I O N ( P E R S O N A L C A S H I N V E S T M E N T A M O U N T ) ² RoCE component 640,000 16 640,000 16 550,000 16 550,000 16 Strategic focus target component 640,000 16 640,000 16 550,000 16 550,000 16 Total variable remuneration 2,430,000 62 2,430,000 62 2,050,000 61 2,050,000 61 Total target remuneration 3,912,312 100 3,907,524 100 3,379,124 100 3,372,692 100 1 For more information about fringe benefits for the 2023 and 2024 financial years, refer to ↗ Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG). 2 Assessment period five years in total: one year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.

384 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Target remuneration for the 2024 (2023) financial year FRANK WEBER Development since 1 July 2020¹ FY 2024 FY 2023 in € in % in € in % Fixed remuneration Fixed remuneration (base salary) 1,050,000 27 975,000 27 Fringe benefits (other remuneration)2 31,031 1 29,392 1 Contribution to the company pension scheme 400,000 10 400,000 11 Total fixed remuneration 1,481,031 38 1,404,392 39 Variable remuneration B O N U S Earnings component 575,000 15 525,000 14 Performance component 575,000 15 525,000 14 S H A R E - B A S E D R E M U N E R A T I O N ( P E R S O N A L C A S H I N V E S T M E N T A M O U N T ) ³ RoCE component 640,000 16 595,000 16 Strategic focus target component 640,000 16 595,000 16 Total variable remuneration 2,430,000 62 2,240,000 61 Total target remuneration 3,911,031 100 3,644,392 100 1 Second remuneration level since 1 July 2023. 2 For more information about fringe benefits for the 2023 and 2024 financial years, refer to ↗ Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG). 3 Assessment period five years in total: one year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount.

385 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management 4. Remuneration for the 2024 financial year In December 2023, the Supervisory Board determined the target remuneration for the members of the Board of Management for the 2024 financial year as well as the performance criteria for the variable remuneration components provided for in the remunera- tion system. In March 2025, the Supervisory Board set the amount of the variable remuneration components for the mem- bers of the Board of Management for the 2024 financial year af- ter reviewing and assessing the extent to which the targets had been achieved. The decision in March 2025 was prepared by the Remuneration Committee established on 1 January 2025. a) Fixed remuneration for the 2024 financial year Each member of the Board of Management receives a fixed base salary, which is paid monthly on a pro rata basis and the amount of which depends on their function on the Board of Management and remuneration level. The fringe benefits include, in particular, non-cash benefits from vehicle use and employee discounts and subsidies for safety equipment. The Supervisory Board can approve payments to newly appointed members of the Board of Management in order to compensate them for loss of salary from a previous employ- ment relationship and/or to cover relocation costs. No such ap- provals were issued and no special allowances were made in the 2024 financial year. Overview of fixed remuneration for the 2024 financial year in € Base salary Fringe benefits (other remuneration) Total fixed remuneration Oliver Zipse 1,950,000 27,963 1,977,963 Jochen Goller 900,000 22,541 922,541 Ilka Horstmeier 1,050,000 65,693 1,115,693 Walter Mertl 900,000 27,273 927,273 Milan Nedeljković 1,050,000 32,312 1,082,312 Joachim Post 900,000 29,124 929,124 Frank Weber 1,050,000 31,031 1,081,031 b) Variable remuneration for the 2024 financial year The variable remuneration for the 2024 financial year consists of the bonus and the share-based remuneration. When determining specific target values, the Supervisory Board takes into account, in particular, long-term corporate planning and business devel- opment planning for the following year as submitted to the Su- pervisory Board for approval. For the strategic relevance of the individual remuneration components, see also above ↗ Overview of the remuneration system. Overview of variable target remuneration 2024 * Incorporating the collective departmental targets for the performance component of the bonus. . Share-based remuneration RoCE component Approx. 26-27% Share-based remuneration Strategic focus target component Approx. 26-27% (of which ESG targets: 100%) Bonus Performance component Approx. 23-24% (of which ESG targets: 50%) Bonus Earnings component Approx. 23-24% Variable target remuneration with ESG targets Approx. 39 % in total*

386 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management (1) Bonus for the 2024 financial year Overview The bonus consists of an earnings component and a perfor- mance component. If 100% of the target is achieved for both the earnings and performance components, the share of the bonus attached to each component is 50% of the individual target amount of the bonus. The bonus amount is capped at 180% of the individual target amount. The bonus for the financial year will be paid as part of the next payroll run after the Annual General Meeting in 2025. Earnings component of the bonus The earnings component of the bonus rewards the performance of the business in the 2024 vesting year, as measured by the financial indicators “Profit attributable to shareholders of BMW AG” and “Group post-tax return on sales”. The Supervisory Board adopted an allocation matrix for this purpose prior to the start of the financial year in 2023, from which an earnings factor is derived based on the values achieved. The Supervisory Board approved an increase in the required level for the 2024 financial year. For example, a target achievement of 100% is based on profit attributable to shareholders of BMW AG amounting to € 7.0 billion (previous year: € 5.3 billion) and a post-tax return on sales of 6.0% (previous year: 5.6%). A minimum value, a target value and a maximum value were de- fined for both key figures prior to the start of the 2024 vesting year. If one of the minimum values is not reached, the earnings factor is zero (corresponding to a target achievement of 0%). When both minimum values are reached, i.e. a profit attributable to shareholders amounting to € 4.0 billion and a post-tax return on sales of 3.2%, the earnings factor is 0.135 (corresponding to a target achievement of 13.5%). If both target values are reached, the earnings factor is 1.000 (corresponding to a target achievement of 100%). If both maximum values are reached, the earnings factor is 1.800 (corresponding to a target having been 180% achieved, the highest possible percentage). For interme- diate values, the earnings factor is derived from the allocation matrix. Overview of the composition of the bonus EARNINGS COMPONENT PERFORMANCE COMPONENT 50 % OF TARGET AMOUNT × EARNINGS FACTOR + 50 % OF TARGET AMOUNT × PERFORMANCE FACTOR = BONUS — Earnings factor is derived from an allocation matrix based on the parameters “profit attributable to shareholders of BMW AG” and “Group post-tax return on sales” in the vesting year — Earnings factor may not exceed 1.8 — Performance factor is derived from — 50 % cross-divisional targets with ESG criteria — 40 % other cross-divisional targets — 10 % individual departmental targets — Performance factor may not exceed 1.8 — Capped at 180 % of target amount Earnings component of the bonus: allocation matrix1 1 Simplified depiction. 2 Earnings factor 2024. Group return on sales after tax in % 9.4 Maximum value 6.0 Target value 3.2 Minimum value 4.0 Minimum value 7.0 Target value 12.7 Maximum value 0.9092 1.000 0.135 Profit attributable to Shareholders of BMW AG in € billion 1.800 5,4 7.3

387 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Targets set and extent of achievement – earnings component of the bonus for the 2024 financial year The targets set and the extent to which they have been achieved, as well as the specific amounts associated with the earnings component of the bonus for the 2024 financial year, are shown in the following tables. In the 2024 financial year, BMW AG’s share of profit attributable to shareholders was € 7.290 billion, and the Group post-tax return on sales was 5.4%. Based on the allocation matrix approved by the Supervisory Board, this yields an earnings factor of 0.909, which corresponds to a target achievement level of 90.9%. Performance component of the bonus The performance component of the bonus rewards the achieve- ment of certain non-financial targets. Before the beginning of the financial year, the Supervisory Board sets these targets in the form of various non-financial performance criteria and associ- ated metrics. The performance criteria are derived primarily from the corporate strategy, long-term corporate planning and the business development planning done for the following year. The targets are divided into individual targets for the individual mem- bers of the Board of Management (departmental targets) and collective targets for the entire Board of Management (interde- partmental targets). The Supervisory Board has discretion in weighting the performance criteria. Approximately 10% of the target amount for the performance bonus is intended to be allo- cated to the departmental targets. Departmental targets can be department-specific targets or contributions to shared targets measured individually for each department. The remainder of the target amount for the performance bonus (amounting to approx- imately 90%) should be associated with interdepartmental, non- financial targets. In this regard, around 50% of the target amount should be connected to the achievement of non-financial targets relating to environmental, social and governance (i.e. ESG tar- gets). Targets set and extent of achievement – earnings component of the bonus for the 2024 financial year Performance criteria Minimum value Target value Maximum value Actual value Extent to which target achieved Earnings factor Profit attributable to shareholders of BMW AG in € billion 4.0 7.0 12.7 7.3 90.9% 0.909 Group return on sales after tax in % 3.2 6.0 9.4 5.4 Overview of earnings component of the bonus for the 2024 financial year Member of the Board of Management Proportionate target bonus amount in € Earnings factor Earnings component of the bonus in € Oliver Zipse 1,050,000 0.909 954,450 Jochen Goller 475,000 431,775 Ilka Horstmeier 575,000 522,675 Walter Mertl 475,000 431,775 Milan Nedeljković 575,000 522,675 Joachim Post 475,000 431,775 Frank Weber 575,000 522,675

388 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Targets set and extent of achievement – performance component of the bonus for the 2024 financial year The targets set by the Supervisory Board for the 2024 vesting year as part of the performance component of the bonus, the weighting of the relevant criteria and the individual target achievement are summarised in the tables below. The Supervisory Board assessed the performance of the mem- bers of the Board of Management in terms of the departmental targets and the interdepartmental targets set for 2024, within a target achievement corridor with a partial performance factor be- tween 0 (corresponding to a target being 0% achieved) and 1.80 (corresponding to a maximum possible target achievement of 180%). The performance factor for the bonus was determined from the partial performance factors, with a weighting of 10% for the departmental targets and 90% for the interdepartmental tar- gets, in each case in relation to the target amount of the perfor- mance component of the bonus. With regard to the interdepart- mental targets, 50% of the weighting is for non-financial envi- ronmental, social and governance (ESG) targets, and 40% is for other non-financial targets, in each case in relation to the target amount of the performance component of the bonus. The leadership performance of the individual members of the Board of Management was assessed, along with the overall per- formance of the Board of Management as a whole. With regard to the departmental targets, the Supervisory Board assessed the individual performance of each member of the Board of Manage- ment. With regard to the interdepartmental targets, the Supervi- sory Board considered the Board of Management as a team and assessed the performance of all the members of the Board of Management as a whole. The Supervisory Board’s decision- making process is based on a detailed, documented analysis of performance as measured against all the agreed criteria, as well as in-depth discussions at the relevant Committee and full Su- pervisory Board level. In addition to a review of performance in 2024, the Supervisory Board carried out a trend review covering several financial years. In doing so, it assessed the effects of decisions, measures and the overall course set in previous financial years on the 2024 fi- nancial year and also estimated the significance of the performance in 2024 for the future development of the Com- pany. The results of comparative studies and calculations vis-à- vis competitors were also used to assess individual metrics. As a basis for the targets set in the previous year and the assess- ment process following the financial year, the Supervisory Board was guided, in particular, by the quantitative and qualitative met- rics that were defined in the corporate planning for 2024 prior to the beginning of the financial year. These include key figures such as vehicle sales, segment shares, the share of sales of electrified and all-electric vehicles, and the connected customer rate indicator. Other metrics included as- sessments of the quality of the customer experience compared to competitors, the R&D ratio, spending on employee training and development and diversity targets. Overview of targets of the performance component of the bonus for the financial year 20241 1 Based on the target amount of the performance component of the bonus. 2 Individual assessment for each member of the Board of Management. 3 Collective assessment of the Board of Management as a team. 10% Departmental targets² 50% Interdepartmental ESG targets³ 40% Other interdepartmental non-financial targets³

389 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Targets set for the performance component of the bonus for financial year 2024 Target set Interdepartmental ESG targets Entire Board of Management¹ Innovation performance (environmental, e.g. share of sales for all-electric vehicles (battery electric vehicle, BEV)) (E) Reputation (corporate reputation) (G) Adaptability (sustainability and spending on employee training and development) (E, S, G) Attractiveness as an employer (e.g. placement in rankings) (S) Leadership performance (employee satisfaction) (S) Weighting 50% Other interdepartmental non-financial targets Market position (e.g. BMW Group sales volumes) Innovation performance (economic, e.g. connected customer rate) Customer orientation (product and customer service quality, e.g. based on comparative studies) Reputation (e.g. brand strength) Weighting 40% Joint departmental targets All members of the Board of Management² Contribution to meeting growth, profitability and sustainability targets Leadership performance in the department and achievement of departmental and interdepartmental diversity targets) Preventive activities in ensuring compliance in the department Increased quality focus Weighting 10% Specific departmental targets Oliver Zipse Coordinate the work of the Board of Management Represent the Company’s interests, present new products Progress with sustainability strategy and transformation process Future portfolio of the brands, including hydrogen strategy Jochen Goller Plan sales and prices, realise potential in our sales markets, effective communication and launch of new products Anticipate market requirements, manage the production network and safeguard the supply chain Continue development of digital marketing and sales concepts and prepare regional direct sales models Represent the Company’s interests in the Chinese sales market Ilka Horstmeier Ensure the BMW Group is an attractive employer and ensure labour availability Manage personnel structures, capacities and costs; oversee skills transformation Real estate portfolio management Progress in terms of decarbonisation and energy supply strategies for each location Walter Mertl Capital market communication; changes in non-financial reporting and reporting structure Risk management and Group financing; optimisation of capital structure; investment planning Implementation of financial targets including digitalisation potential Steering of investment management in China Milan Nedeljković Anticipate market requirements, manage the production network and safeguard the supply chain Flexible alignment of production structure; enhancement of future-oriented production system Enhancement and safeguarding of high quality standards Progress in decarbonisation and energy supply strategy for each location Joachim Post Anticipate market requirements, manage the production network and safeguard the supply chain Meet quality requirements and cost targets Ensure access to technology and ability to innovate Continue development of a CO2 management system in the supply chain Frank Weber Develop competitive products, strengthen leading position in innovation Enhancement of technology cluster, mastering of innovative technologies Hand over products ready for mass production on time; focus on new vehicle, drivetrain and digital architecture Future portfolio of all brands 1 Collective assessment of the Board of Management as a team. 2 Individual assessment for each member of the Board of Management.

390 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Overview of target achievement for the performance component of the bonus for the 2024 financial year Targets Weighting in % Average degree to which target achieved in % Performance factor Proportionate target bonus amount in € Performance component of bonus in € Oliver Zipse Interdepartmental targets – ESG 50 104.0 1.00 1,050,000 1,050,000 Interdepartmental targets – Other non-financial 40 90.0 Departmental targets 10 115.6 Jochen Goller Interdepartmental targets – ESG 50 104.0 0.99 475,000 470,250 Interdepartmental targets – Other non-financial 40 90.0 Departmental targets 10 108.8 Ilka Horstmeier Interdepartmental targets – ESG 50 104.0 0.99 575,000 569,250 Interdepartmental targets – Other non-financial 40 90.0 Departmental targets 10 110.0 Walter Mertl Interdepartmental targets – ESG 50 104.0 0.99 475,000 470,250 Interdepartmental targets – Other non-financial 40 90.0 Departmental targets 10 111.3 Milan Nedeljković Interdepartmental targets – ESG 50 104.0 0.99 575,000 569,250 Interdepartmental targets – Other non-financial 40 90.0 Departmental targets 10 110.0 Joachim Post Interdepartmental targets – ESG 50 104.0 0.99 475,000 470,250 Interdepartmental targets – Other non-financial 40 90.0 Departmental targets 10 108.8 Frank Weber Interdepartmental targets – ESG 50 104.0 0.99 575,000 569,250 Interdepartmental targets – Other non-financial 40 90.0 Departmental targets 10 110.6 (2) Share-based remuneration for the 2024 financial year As part of the share-based remuneration as a variable long-term component of remuneration, the members of the Board of Man- agement receive a cash payment earmarked for investment in BMW shares of common stock (the “personal cash investment amount”). This amount depends on the achievement of certain financial and non-financial targets in the past financial year (vest- ing year). The members of the Board of Management are obliged to invest their personal cash investment amounts (less taxes and deductions) in BMW shares of common stock immediately after disbursement, and to hold these shares for a period of at least four years (share ownership guideline). The holding period re- mains in effect even after the member leaves the Board of Man- agement. Personal cash investment amount The personal cash investment amount for the 2024 financial year will be paid as part of the next payroll run after the Annual General Meeting in 2025. The size of this amount depends on the target amount, the RoCE achieved in the Automotive seg- ment and the degree to which certain strategic focus targets were achieved in the vesting year. The personal cash investment amount is limited to a maximum of 180% of the target amount and is calculated as follows: Personal cash investment amount = RoCE component + strategic focus target component

391 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Overview of share-based remuneration1 1 Simplified depiction. 2 At least two strategic focus targets and their proportion of the target amount are determined by the Supervisory Board. 3 Exemplary illustration of price development. 4 Payment of the personal cash investment amount, acquisition of shares and the start of the four-year holding period occur as part of the next payroll run after the Annual General Meeting at which the annual financial statements for the vesting year are presented. Target amount for the personal cash investment amount The target amounts for the individual members of the Board of Management for the 2024 financial year are presented in the ta- ble ↗ Overview of share-based remuneration for financial year 2024. RoCE component of the personal cash investment amount Prior to the beginning of the relevant vesting year, the Supervi- sory Board sets minimum, target and maximum values for the RoCE in the Automotive segment in the vesting year on the basis of corporate planning, and assigns an RoCE factor to each of these values. If the minimum value is not reached, the RoCE fac- tor is 0. If the target value is reached, the RoCE factor is 1.00. If the maximum value is reached or exceeded, the RoCE factor is 1.80. The RoCE component of the personal investment cash amount is determined by multiplying the RoCE factor for the vest- ing year by 50% of the individual target amount. Strategic focus target component of the personal cash investment amount The Supervisory Board sets at least two strategic focus targets before the start of the vesting year. It derives these targets from the corporate strategy and corporate planning. It then sets a min- imum, target and maximum value for each strategic focus target, and assigns a factor to each of these values. If the minimum value is not reached, the factor for that target is 0. If the target value is reached, the factor for that target is 1.00. If the maximum value is reached or exceeded, the factor for that target is 1.80. The strategic focus target component of the personal cash investment amount is determined in a two-step process. The factor for the vesting year achieved for the relevant strategic fo- cus target is multiplied by the share of the individual target amount attributable to this target. The values determined for the individual strategic focus targets using this calculation are then added together. If two strategic focus targets are set, each stra- tegic focus target accounts for 25% of the individual target amount. If more than two strategic focus targets are set, the Su- pervisory Board determines the weighting of each target. Performance period: 1 year 50% RoCE factor Extent of target achievement for RoCE in the Automotive segment (Value between 0 and 1.80) Target amount Freely available shares 50% Strategic focus target factor Extent of target achievement for strategic focus targets2 (Value between 0 and 1.80) Target amount Acquisition of shares4 (amounting to 100% of the payment amount) Taxes and deductions Personal cash investment amount (capped at 180% of the target amount) Amount paid out = = Total performance period: 5 years Performance period: 4 years FY n FY n+1 FY n+2 FY n+3 FY n+4 FY n+5 Share performance over 4 years3

392 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Targets set and extent of achievement for the RoCE component for the 2024 financial year RoCE in the Automotive segment for the 2024 financial year is defined as segment profit before the financial result, divided by the average capital employed in the segment. In December 2023, the Supervisory Board determined the following values based on long-term corporate planning for the RoCE component for the vesting year 2024: minimum value: 12% (50% target achievement), target value: 17% (100% target achievement), maximum value: 22% (180% target achievement). The RoCE achieved in the Automotive segment for the 2024 financial year is 11.4% and therefore under the minimum value. This means the RoCE factor for calculating the personal cash investment amount for this component is 0. Targets set and extent of achievement for the strategic focus target component for the 2024 financial year In December 2024, the Supervisory Board set the following stra- tegic focus targets for the vesting year 2023: — Reduce fleet carbon emissions in the EU in accordance with WLTP (Worldwide Harmonised Light Vehicle Test Proce- dure); weighting in relation to individual personal cash in- vestment target: 25%. — Sales of all-electric vehicles (BEV); weighting in relation to individual personal cash investment target: 25%. Both strategic focus targets relate to environmental objectives (ESG targets). Targets set and extent of achievement – RoCE component Targets set and extent of achievement – reduction of fleet carbon emissions (EU) Extent to which target achieved RoCE in Automotive segment in %  Extent to which target achieved: 0% 12 Minimum value 17 Target value 22 Maximum value 200% 100% 150% 50% 0% 180% Actual value 2024 11.4 Extent to which target achieved C02 g/km  Extent to which target achieved: 130% 97 Maximum value 101 Target value 125 Minimum value 200% 100% 150% 50% 0% 180% Actual value 2024 99.5

393 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management With regard to reducing fleet carbon emissions in accordance with WLTP, the Supervisory Board set the following values in CO2 g/km under WLTP for fleet consumption in Europe as threshold values relevant to remuneration for the vesting year 2024: minimum value: 125 CO2 g/km (50% target achieve- ment), target value: 101 CO2 g/km (100% target achievement), maximum value: 97 CO2 g/km (180% target achievement). The actual value for the 2024 financial year is 99.5 CO2 g/km, result- ing in a target achievement of 130%. For sales of all-electric vehicles (BEVs), the Supervisory Board set the following reference values in units for the vesting year 2024: minimum value: 460,000 units (50% target achieve- ment), target value: 547,000 units (100% target achievement), maximum value: 630,000 units (180% target achievement). The actual value for the 2024 financial year is 426,536 units; therefore, the minimum value has not been reached. This means that the target achievement factor for this component is 0. Targets set and extent of achievement – BEV sales Extent to which target achieved BEV sales in units  Extent to which target achieved: 0% 460,000 Minimum value 547,000 Target value 630,000 Maximum value 200% 100% 150% 50% 0% 180% Actual value 2024 426,536

394 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management The following tables provide an overview of the targets set and extent of achievement for share-based remuneration for the 2024 financial year. Targets set and extent of achievement for share-based remuneration for financial year 2024 Performance criteria Weighting (in %) Minimum value Target value Maximum value Actual value Extent to which target achieved Factor RoCE component RoCE in the Automotive segment (in %) 50 12 17 22 11.4 0% 0.00 Strategic focus target component Reduction of fleet CO2 emissions (in g/km) 25 125 101 97 99.5 130% 1.30 Sales of all-electric vehicles (BEV) in units 25 460,000 547,000 630,000 426,536 0% 0.00 Overview of share-based remuneration for financial year 2024 RoCE component Strategic focus target component (CO2) Strategic focus target component (BEV) Strategic focus targets total Total Member of the Board of Management Proportionate target amount in € RoCE factor RoCE component in € Proportionate target amount in € Strategic focus target factor (CO2) Strategic focus target component CO2 in € Proportionate target amount in € Strategic focus target factor (BEV) Strategic focus target component BEV in € in € Personal cash investment amount in € Oliver Zipse 1,175,000 0.00 – 587,500 1.30 763,750 587,500 0.00 – 763,750 763,750 Jochen Goller 550,000 – 275,000 357,500 275,000 – 357,500 357,500 Ilka Horstmeier 640,000 – 320,000 416,000 320,000 – 416,000 416,000 Walter Mertl 550,000 – 275,000 357,500 275,000 – 357,500 357,500 Milan Nedeljković 640,000 – 320,000 416,000 320,000 – 416,000 416,000 Joachim Post 550,000 – 275,000 357,500 275,000 – 357,500 357,500 Frank Weber 640,000 – 320,000 416,000 320,000 – 416,000 416,000

395 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management 5. Share ownership guideline The members of the Board of Management in office as at 31 De- cember 2024 hold a total of 164,474 shares of BMW common stock which they are required to hold in accordance with the terms of the share-based remuneration programmes for the fi- nancial years 2020–2023. The four-year holding period re- mains in effect even if the member leaves the Board of Manage- ment. The share-based remuneration (personal cash investment amount) for vesting year 2023 was disbursed after the Annual General Meeting in 2024. The aforementioned members of the Board of Management acquired a total of 60,157 shares of BMW common stock immediately thereafter which must be held until 2028. The share-based remuneration (personal cash in- vestment amount) for vesting year 2024 will be paid as part of the next payroll run after the Annual General Meeting in 2025. The shares of BMW common stock will be acquired immediately thereafter and must be held until 2029. The value of the shares of common stock in BMW held by the members of the Board of Management in office as at 31 Decem- ber 2024 came to 227% for the Chairman of the Board of Man- agement and up to 225% for the other members of the Board of Management of the respective base salary for the 2024 financial year 3,4. Pursuant to Article 19 of the Market Abuse Regulation (EU) No. 569/2014 (Managers’ transactions), any purchase or sale of shares in BMW AG and related financial instruments by mem- bers of the Board of Management must be reported, even after the minimum holding period has expired. No member of the Board of Management reported a sale of BMW AG shares or re- lated financial instruments in the 2024 financial year. Shares of BMW common stock subject to holding requirements in connection with share-based remuneration for financial years 2020–20231 Share portfolio with holding period as at 1 January 2024 Additions in the financial year 2024² End of the holding period in the financial year 2024 Share portfolio with holding period as at 31 December 2024 Value in € as at 31 December 2024³ Relation value in €/ base salary 2024 in %⁴ Oliver Zipse 45,868 16,890 6,696 56,062 4,427,777 227% Jochen Goller – 1,414 – 1,414 111,678 12% Ilka Horstmeier 20,682 9,876 782 29,776 2,351,708 224% Walter Mertl – 5,013 – 5,013 395,927 44% Milan Nedeljković 21,172 9,876 1,174 29,874 2,359,449 225% Joachim Post 6,686 7,906 – 14,592 1,152,476 128% Frank Weber 18,561 9,182 – 27,743 2,191,142 209% Total 112,969 60,157 8,652 164,474 12,990,157 1 Includes only shares of BMW common stock acquired using the share-based remuneration programme for members of the Board of Management, for which the four-year holding period has not yet expired. 2 Payment of the 2023 personal cash investment amount in May 2024 with subsequent acquisition of reported shares of BMW common stock (purchase date: 31 May 2024; purchase price: € 92.74). 3 Last trading day of 2024: 30 December 2024. XETRA closing price on 30 December 2024: € 78.98. 4 Value of share portfolio as at 31 December 2024 in relation to base salary paid in 2024. For more information about the base salary, please refer to ↗ Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG).

396 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management 6. Retirement benefits The retirement benefits system provides for the Company to make annual contributions to a savings account for every year that members of the Board of Management are appointed in of- fice. Former members of the Board of Management are entitled to retirement benefits at the earliest upon reaching the age of 62 and after leaving the Board; pension entitlements become vested when the employment relationship has existed for one year. The payment is made as a lump sum or in annual instal- ments at the discretion of the member of the Board of Manage- ment.* This amount paid out is in turn based on the annual con- tributions and annual profit participation depending on the form of investment. There is a guaranteed minimum interest rate on the contributions made. Members of the Board of Management whose employment relationship ends due to invalidity receive an incapacity pension. If a member of the Board of Management entitled to benefits dies before the occurrence of the insured event, their surviving spouse or registered partner is entitled to a survivor’s benefit; otherwise, surviving children are entitled to a survivor’s benefit depending on their age and level of education. The amount of the benefits paid in the event of death or invalidity is determined on the basis of the amount accrued in each Board member’s individual pension savings account. Members of the Board of Management who retire immediately after their service on the Board, or who are deemed to be in an equivalent position, are entitled to use BMW Group vehicles. Pension entitlements 2024 in € Service cost in accordance with IFRS for the financial year 2024 Cash value of entitlements to pension benefits in accordance with IFRS as at 31 December 2024 Oliver Zipse 711,077 6,946,128 Jochen Goller 406,330 2,639,148 Ilka Horstmeier 406,415 3,493,888 Walter Mertl 407,218 1,341,528 Milan Nedeljković 406,340 4,031,624 Joachim Post 407,167 1,758,065 Frank Weber 406,360 2,465,547 Total 3,150,907 22,675,928 7. Malus and clawback provisions The remuneration system provides for the possibility of withhold- ing variable remuneration (malus) and reclaiming variable remu- neration already paid out (clawback) under certain conditions. The rules allow the Supervisory Board to withhold or reclaim var- iable remuneration in the event of certain serious compliance-re- lated violations (compliance malus and/or compliance claw- back). These provisions can also be applied where variable re- muneration components linked to the achievement of certain tar- gets have been paid out on the basis of incorrect calculation ba- ses or incorrect financial statements. Remuneration can also be withheld or reclaimed after an individual’s departure from the Board of Management. The Supervisory Board has not identified any reason to withhold or reclaim variable remuneration components in the 2024 finan- cial year. 8. Premature termination of activities and post-contractual non-competition clause Board of Management service contracts provide for severance pay to be paid to the Board member in the event of premature termination by the Company without due cause, the amount of which is limited to a maximum of two years’ remuneration (sev- erance payment cap). The member will not be compensated for more than the remaining term of the service contract. If the re- maining term of the contract is less than two years, the sever- ance payment is reduced proportionately. The annual remuner- ation paid generally includes the base salary, the target amount of the bonus and target amount of the personal cash investment amount, unless the relevant target amount was not achieved in the previous year. In this case, the bonus that was actually granted or the personal cash investment amount that was actu- ally disbursed is used as a basis. There are no specific severance arrangements covering early termination of a Board member’s mandate due to a change of control or in connection with a takeover offer. In the event of death or invalidity, special rules apply for waiving the holding period for shares of common stock that were ac- quired with share-based remuneration components. Where the service contract is terminated prematurely and the Company has a right of termination for cause or if the Board member resigns without the Company’s agreement, entitlements to matching components as yet unpaid are forfeited. Entitlements to other variable remuneration components (bonus, personal cash in- vestment amount) are forfeited as soon as they exceed the target amounts. A one-year post-contractual non-competition clause has been agreed with the Board members under specified circumstances against payment of a remuneration amount. Service contracts provide for the payment of a monthly waiting allowance in the amount of the applicable monthly base salary for the duration of the post-contractual non-competition clause. In accordance with Recommendation G.13 of the GCGC, any severance payment is offset against the waiting allowance. This also regularly applies to other income from third parties. The Company may unilaterally waive the requirement to comply with the post-contractual non- competition clause. * For commitments made prior to 2016, members may choose to receive their retirement benefits upon reaching the age of 60, to have them paid out as a pension, or to opt for hybrid forms.

397 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management 9. Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG) The following tables ↗ Remuneration granted and owed show the re- muneration granted and owed to the members of the Board of Management in office during the reporting year in accordance with § 162 AktG. The tables include all amounts received by the individual mem- bers of the Board of Management in the reporting period (“remu- neration granted”) and all remuneration legally due but not yet received (“remuneration owed”). In addition to actual amounts received, “remuneration granted” in the reporting year is also assumed to exist if the activity on which the remuneration component is based has been fully per- formed by the member of the Board of Management as of the balance sheet date, and if all conditions for entitlement have been met. Thus, in addition to the fixed remuneration components, the fol- lowing variable remuneration components are reported as remu- neration granted for the 2024 financial year within the meaning of § 162 AktG: — Bonus for the 2024 financial year (to be paid out in 2025), — Share-based remuneration (personal cash investment amount) for the 2024 financial year (to be paid out in 2025), — Share-based remuneration component (matching compo- nent) for the vesting year 2019, due to the expiry of the four- year holding period in the financial year 2024 (paid out in 2024). Thus, the remuneration granted and owed includes all remuner- ation components earned through the activities of the members of the Board of Management in the 2024 financial year. In addi- tion, it includes remuneration components already earned as a result of activity in previous financial years, but for which the re- spective member of the Board of Management’s payment enti- tlement only arose due to the occurrence of conditions in the 2024 financial year. In addition to the absolute amount of remuneration, the relative share of the relevant remuneration component in the total remu- neration granted and owed is also shown. The individual service cost under IAS 19 for the company pension scheme is also shown, although this service cost is not classified as granted or owed remuneration within the meaning of § 162 AktG.

398 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Overview of remuneration granted and owed in 2024 financial year with payout profile1 1 Simplified depiction. 2 Payment of 2019 cash remuneration component (investment component) in 2020, immediately following the acquisition of shares of BMW common stock subject to holding requirements for 2020– 2024. a) Variable remuneration for the 2024 financial year The variable remuneration for the 2024 financial year and the extent to which targets were achieved are set out above in ↗ Variable remuneration for the 2024 financial year. b) Share-based remuneration component (matching component) 2019 Share-based remuneration components have been included in the remuneration of members of the BMW AG Board of Manage- ment since 2011. In the 2024 financial year, the matching com- ponent of the share-based remuneration for vesting year 2019 was paid out. Under the share-based remuneration programme for financial year 2019, the members of the Board of Manage- ment in office in 2019 received an amount equal to 45% of the gross bonus in effect at the time as additional cash remuneration from the Company for financial year 2019 (the investment com- ponent), which they were each required to invest in shares of the Company’s common stock after taking taxes and deductions into account. Under a matching plan, the member of the Board of Management receives from the Company – at the Company’s discretion – either one additional share of common stock or the equivalent in cash (share-based remuneration compo- nent/matching component) for every three shares of common stock held after the four-year holding period expires. The invest- ment component for financial year 2019 was paid out immedi- ately after the 2020 Annual General Meeting on 14 May 2020, and the shares of common stock were acquired on 15 May 2020 at a price of € 46.17. The holding period for the shares of common stock acquired in 2020 expired on 14 May 2024. The Company settled the matching component in cash based on a reference price of € 103.35. A matching component will be paid for the last time in 2025 for shares of common stuck purchased in May 2021 with the investment component for the 2020 finan- cial year. c) Presentation of remuneration granted and owed The following tables show the remuneration granted and owed to the members of the Board of Management in office during the reporting year. 2023 2019 2020 2021 2022 2025 2029 Four-year holding period for acquired BMW AG shares Share-based remuneration 20192 Four-year holding period for acquired BMW AG shares End of the holding period and payout of matching component 2019 Payout personal cash invest- ment amount 2024 after the Annual General Meeting 2025, Aquisition of BMW AG shares Payout bonus 2024 after the Annual General Meeting 2025 Basic remuneration and fringe benefits Contribution to company pension scheme 14th May 2024 Bonus 2024 Personal cash investment amount 2024

399 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed in financial year 2024 (2023) OLIVER ZIPSE Chairman of the Board of Management since 16 August 2019 Member of the Board of Management since 13 May 2015 FY 2024 FY 2023 Vesting year 2024 in € Earlier vesting years in € as a % of total remuneration Vesting year 2023 in € Earlier vesting years in € as a % of total remuneration Fixed remuneration Fixed remuneration (base salary) 1,950,000 – 39 1,950,000 – 24 Fringe benefits (other remuneration) 27,963 – 1 26,113 – 0.3 Total 1,977,963 40 1,976,113 24 Variable remuneration B O N U S Earnings component of bonus 954,450 – 19 1,764,000 – 22 Performance component of bonus 1,050,000 – 21 1,081,500 – 13 S H A R E - B A S E D R E M U N E R A T I O N Share-based remuneration component (matching component) – 230,6771 5 – 135,416 2 Personal cash investment amount2 RoCE component – – – 1,962,250 – 24 Strategic focus target component 763,750 – 15 1,239,625 – 15 Total variable remuneration for vesting year 2024 or earlier vesting years 2,768,200 230,677 56 or 5 6,047,375 135,416 74 or 2 Total 2,998,877 60 6,182,791 76 Remuneration for vesting year 2024 or earlier vesting years 4,746,163 230,677 95 or 5 8,023,488 135,416 98 or 2 Total remuneration according to § 162 German Stock Corporation Act (AktG) 4,976,840 100 8,158,904 100 Service cost3 711,077 712,729 Total remuneration plus service cost4 5,687,917 8,871,633 1 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) for the financial year amounted to 6,696. The number of mathematical matching shares for calculating the cash equivalent amounts to 2,232. 2 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 3 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 4 For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the vesting year are to be taken into account. See table ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year).

400 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed in financial year 2024 (2023) JOCHEN GOLLER Customer, Brands, Sales since 1 November 2023 FY 2024 FY 2023 Vesting year 2024 in € Earlier vesting years in € as a % of total remuneration Vesting year 2023 in € Earlier vesting years in € as a % of total remuneration Fixed remuneration Fixed remuneration (base salary) 900,000 – 41 150,000 – 24 Fringe benefits (other remuneration) 22,541 – 1 3,331 – 1 Total 922,541 42 153,331 25 Variable remuneration B O N U S Earnings component of bonus 431,775 – 20 133,000 – 22 Performance component of bonus 470,250 – 22 80,750 – 13 S H A R E - B A S E D R E M U N E R A T I O N Share-based remuneration component (matching component) – – – – – – Personal cash investment amount1 RoCE component – – – 153,083 – 25 Strategic focus target component 357,500 – 16 96,708 – 16 Total variable remuneration for vesting year 2024 or earlier vesting years 1,259,525 – 58 or 0 463,541 – 75 or 0 Total 1,259,525 58 463,541 75 Remuneration for vesting year 2024 or earlier vesting years 2,182,066 – 100 or 0 616,872 – 100 or 0 Total remuneration according to § 162 German Stock Corporation Act (AktG) 2,182,066 100 616,872 100 Service cost2 406,330 66,667 Total remuneration plus service cost3 2,588,396 683,539 1 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 2 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 3 For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the vesting year are to be taken into account. See table ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year).

401 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed in financial year 2024 (2023) ILKA HORSTMEIER Human Resources and Real Estate, Labour Director since 1 November 2019 FY 2024 FY 2023 Vesting year 2024 in € Earlier vesting years in € as a % of total remuneration Vesting year 2023 in € Earlier vesting years in € as a % of total remuneration Fixed remuneration Fixed remuneration (base salary) 1,050,000 – 40 1,050,000 – 24 Fringe benefits (other remuneration) 65,693 – 2 66,981 – 2 Total 1,115,693 42 1,116,981 25 Variable remuneration B O N U S Earnings component of bonus 522,675 – 20 966,000 – 22 Performance component of bonus 569,250 – 21 586,500 – 13 S H A R E - B A S E D R E M U N E R A T I O N Share-based remuneration component (matching component) – 26,8711 1 – – – Personal cash investment amount2 RoCE component – – – 1,068,800 – 24 Strategic focus target component 416,000 – 16 675,200 – 15 Total variable remuneration for vesting year 2024 or earlier vesting years 1,507,925 26,871 57 or 1 3,296,500 – 75 or 0 Total 1,534,796 58 3,296,500 75 Remuneration for vesting year 2024 or earlier vesting years 2,623,618 26,871 99 or 1 4,413,481 – 100 or 0 Total remuneration according to § 162 German Stock Corporation Act (AktG) 2,650,489 100 4,413,481 100 Service cost3 406,415 407,533 Total remuneration plus service cost4 3,056,904 4,821,014 1 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) for the financial year amounted to 782. The number of mathematical matching shares for calculating the cash equivalent amounts to 260. 2 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 3 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 4 For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the vesting year are to be taken into account. See table ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year).

402 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed in financial year 2024 (2023) WALTER MERTL Finance since 12 May 2023 FY 2024 FY 2023 Vesting year 2024 in € Earlier vesting years in € as a % of total remuneration Vesting year 2023 in € Earlier vesting years in € as a % of total remuneration Fixed remuneration Fixed remuneration (base salary) 900,000 – 41 570,652 – 23 Fringe benefits (other remuneration) 27,273 – 1 111,981 – 5 Total 927,273 42 682,633 28 Variable remuneration B O N U S Earnings component of bonus 431,775 – 20 505,978 – 21 Performance component of bonus 470,250 – 22 307,201 – 13 S H A R E - B A S E D R E M U N E R A T I O N Share-based remuneration component (matching component) – – – – – – Personal cash investment amount1 RoCE component – – – 582,382 – 24 Strategic focus target component 357,500 – 16 367,912 – 15 Total variable remuneration for vesting year 2024 or earlier vesting years 1,259,525 – 58 or 0 1,763,473 – 72 or 0 Total 1,259,525 58 1,763,473 72 Remuneration for vesting year 2024 or earlier vesting years 2,186,798 – 100 or 0 2,446,106 – 100 or 0 Total remuneration according to § 162 German Stock Corporation Act (AktG) 2,186,798 100 2,446,106 100 Service cost2 407,218 254,444 Total remuneration plus service cost3 2,594,016 2,700,550 1 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 2 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 3 For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the vesting year are to be taken into account. See table ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year).

403 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed in financial year 2024 (2023) MILAN NEDELJKOVIĆ Production since 1 October 2019 FY 2024 FY 2023 Vesting year 2024 in € Earlier vesting years in € as a % of total remuneration Vesting year 2023 in € Earlier vesting years in € as a % of total remuneration Fixed remuneration Fixed remuneration (base salary) 1,050,000 – 40 1,050,000 – 24 Fringe benefits (other remuneration) 32,312 – 1 27,524 – 1 Total 1,082,312 41 1,077,524 25 Variable remuneration B O N U S Earnings component of bonus 522,675 – 20 966,000 – 22 Performance component of bonus 569,250 – 22 586,500 – 13 S H A R E - B A S E D R E M U N E R A T I O N Share-based remuneration component (matching component) – 40,4101 2 – – – Personal cash investment amount2 RoCE component – – – 1,068,800 – 24 Strategic focus target component 416,000 – 16 675,200 – 15 Total variable remuneration for vesting year 2024 or earlier vesting years 1,507,925 40,410 57 or 2 3,296,500 – 75 or 0 Total 1,548,335 59 3,296,500 75 Remuneration for vesting year 2024 or earlier vesting years 2,590,237 40,410 98 or 2 4,374,024 – 100 or 0 Total remuneration according to § 162 German Stock Corporation Act (AktG) 2,630,647 100 4,374,024 100 Service cost3 406,340 407,391 Total remuneration plus service cost4 3,036,987 4,781,415 1 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) for the financial year amounted to 1,174. The number of mathematical matching shares for calculating the cash equivalent amounts to 391. 2 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 3 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 4 For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the vesting year are to be taken into account. See table ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year).

404 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed in financial year 2024 (2023) JOACHIM POST Purchasing and Supplier Network since 1 January 2022 FY 2024 FY 2023 Vesting year 2024 in € Earlier vesting years in € as a % of total remuneration Vesting year 2023 in € Earlier vesting years in € as a % of total remuneration Fixed remuneration Fixed remuneration (base salary) 900,000 – 41 900,000 – 24 Fringe benefits (other remuneration) 29,124 – 1 22,692 – 1 Total 929,124 42 922,692 25 Variable remuneration B O N U S Earnings component of bonus 431,775 – 20 798,000 – 22 Performance component of bonus 470,250 – 21 484,500 – 13 S H A R E - B A S E D R E M U N E R A T I O N Share-based remuneration component (matching component) – – – – – – Personal cash investment amount1 RoCE component – – – 918,500 – 25 Strategic focus target component 357,500 – 16 580,250 – 16 Total variable remuneration for vesting year 2024 or earlier vesting years 1,259,525 – 58 or 0 2,781,250 – 75 or 0 Total 1,259,525 58 2,781,250 75 Remuneration for vesting year 2024 or earlier vesting years 2,188,649 – 100 or 0 3,703,942 – 100 or 0 Total remuneration according to § 162 German Stock Corporation Act (AktG) 2,188,649 100 3,703,942 100 Service cost2 407,167 408,504 Total remuneration plus service cost3 2,595,816 4,112,446 1 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 2 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 3 For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the vesting year are to be taken into account. See table ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year).

405 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed in financial year 2024 (2023) FRANK WEBER Development since 1 July 2020 FY 2024 FY 2023 Vesting year 2024 in € Earlier vesting years in € as a % of total remuneration Vesting year 2023 in € Earlier vesting years in € as a % of total remuneration Fixed remuneration Fixed remuneration (base salary) 1,050,000 – 41 975,000 – 24 Fringe benefits (other remuneration) 31,031 – 1 29,392 – 1 Total 1,081,031 42 1,004,392 25 Variable remuneration B O N U S Earnings component of bonus 522,675 – 20 882,000 – 22 Performance component of bonus 569,250 – 22 535,500 – 13 S H A R E - B A S E D R E M U N E R A T I O N Share-based remuneration component (matching component) – – – – – – Personal cash investment amount1 RoCE component – – – 993,650 – 25 Strategic focus target component 416,000 – 16 627,725 – 16 Total variable remuneration for vesting year 2024 or earlier vesting years 1,507,925 – 58 or 0 3,038,875 – 75 or 0 Total 1,507,925 58 3,038,875 75 Remuneration for vesting year 2024 or earlier vesting years 2,588,956 – 100 or 0 4,043,267 – 100 or 0 Total remuneration according to § 162 German Stock Corporation Act (AktG) 2,588,956 100 4,043,267 100 Service cost2 406,360 407,525 Total remuneration plus service cost3 2,995,316 4,450,792 1 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 2 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 3 For the purposes of compliance with the maximum specified remuneration limit, only the service cost and the remuneration for the vesting year are to be taken into account. See table ↗ Maximum remuneration and remuneration vested in the 2024 financial year (vesting year). 10. Remuneration granted and owed to former members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG) The following tables show the fixed and variable remuneration granted and owed in the past financial year to former members of the Board of Management who stepped down from the Board of Management after 31 December 2014 in accordance with § 162 AktG. In accordance with § 162 (5) AktG, individual fig- ures are not shown for former members of the Board of Management who stepped down from the Board of Manage- ment prior to this date. Mr Nota stepped down from the Board of Management on 31 October 2023 by mutual agreement. His contract of employ- ment ended on 31 July 2024. It was agreed that the target achievement for the Board of Management for the 2024 finan- cial year should not exceed a factor of 1.0 for the purpose of de- termining the variable remuneration for the 2024 financial year (vesting year). ↗ Variable remuneration for the 2024 financial year The remuneration granted and owed to individual former mem- bers of the Board of Management also includes the share-based remuneration component (matching component) for 2019. In this regard, please refer to the statements on remuneration granted and owed for the active members of the Board of Man- agement ↗ Share-based remuneration component (matching component) 2019.

406 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Remuneration granted and owed to former members of the Board of Management in financial year 2024 Financial year 2024 Earlier vesting years Fixed remuneration1 Variable remuneration Waiting allowance Retirement benefits Variable remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration Share-based remuneration component (matching component) in € as a % of total remuneration Total remuneration 2024 as a % of total remuneration MILAGROS CAIÑA CARREIRO-ANDREE Member of the Board of Management until 31 October 2019 32,370 15 – – – – – – 190,2674 85 222,637 100 KLAUS DRAEGER Member of the Board of Management until 30 September 2016 28,436 9 – – – – 288,468 91 – – 316,904 100 FRIEDRICH EICHINER Member of the Board of Management until 31 December 2016 24,155 8 – – – – 280,991 92 – – 305,146 100 KLAUS FRÖHLICH Member of the Board of Management until 30 June 2020 19,169 5 – – – – 187,445 49 177,2455 46 383,859 100 HARALD KRÜGER Chairman of the Board of Management until 15 August 2019 19,619 6 – – – – – – 337,0246 94 356,643 100 PIETER NOTA Member of the Board of Management until 31 October 2023 664,0232 32 823,6243 39 437,500 21 – – 161,7437 8 2,086,890 100 NICOLAS PETER Member of the Board of Management until 11 May 2023 24,672 0.5 – – 437,500 9 4,090,927 87 150,6848 3 4,703,783 100 NORBERT REITHOFER Chairman of the Board of Management until 13 May 2015 Chairman of the Supervisory Board since 13 May 2015 23,026 6 – – – – 333,499 94 – – 356,525 100 IAN ROBERTSON Member of the Board of Management until 31 December 2017 21,600 10 – – – – 196,827 90 – – 218,427 100 PETER SCHWARZENBAUER Member of the Board of Management until 31 October 2019 23,375 13 – – – – – – 158,5399 87 181,914 100 ANDREAS WENDT Member of the Board of Management until 31 December 2021 26,675 8 – – – – 164,648 47 161,74310 46 353,066 100 1 With the exception of Mr Nota, the fixed remuneration for the former members of the Board of Management consists entirely of fringe benefits (other remuneration). 2 The fixed remuneration consists of the base salary of € 612,500 (29% of the total remuneration) and fringe benefits (other remuneration) of € 51,523 (2% of the total remuneration). 3 The variable remuneration for the 2024 financial year consists of the bonus and the share-based remuneration. The bonus of € 636,957 consists of earnings and performance components. The target amount is € 335,417 for each of the earnings and performance components. An earnings factor of 0.909 applies to the earnings component, which amounts to € 304,894 (15% of total remuneration). The performance factor of the member of the Board of Management responsible for Customer, Brands and Sales was 0.99; the performance component therefore amounts to € 332,063 (16% of total remunera- tion). The share-based remuneration of € 186,667 comprises the RoCE component of € 0 (target amount of € 373,333, RoCE factor of 0; 0% of total remuneration) and the strategic focus targets component of € 186,667 (9% of total remuneration). The strategic focus targets component includes the reduction of CO2 fleet emissions EU component in the amount of € 186,667 (target amount € 186,667, strategic focus target factor (CO2) of 1.00) and the sales of all-electric vehicles (BEV) component in the amount of € 0 (target amount of € 186,667, strategic focus target factor (BEV) of 0). 4 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) amounted to 5,525. The number of mathematical matching shares for calculating the cash equivalent amounts to 1,841. 5 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) amounted to 5,147. The number of mathematical matching shares for calculating the cash equivalent amounts to 1,715. 6 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) amounted to 9,784. The number of mathematical matching shares for calculating the cash equivalent amounts to 3,261. 7 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) amounted to 4,696. The number of mathematical matching shares for calculating the cash equivalent amounts to 1,565. 8 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) amounted to 4,374. The number of mathematical matching shares for calculating the cash equivalent amounts to 1,458. 9 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) amounted to 4,604. The number of mathematical matching shares for calculating the cash equivalent amounts to 1,534. 10 The number of shares purchased in 2020 with the 2019 cash remuneration component (investment component) amounted to 4,696. The number of mathematical matching shares for calculating the cash equivalent amounts to 1,565.

407 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management 11. Maximum remuneration and remuneration vested in the 2024 financial year (vesting year) The Supervisory Board has capped the remuneration of the Board of Management members for the financial year (vesting year) 2024 in two respects: it has set maximum limits for all var- iable remuneration components and has also determined a max- imum limit for the total remuneration of each member of the Board of Management. Both components of the bonus as well as the two components of the share-based remuneration (personal investment cash amount) are limited to a maximum of 180% of the respective target amounts. The maximum remuneration of the Board of Management mem- bers for the vesting year 2024 determined in accordance with § 87a (1) Sentence 2 No. 1 of the German Stock Corporation Act (AktG) includes, as fixed components, the basic remuneration for 2024, other fixed remuneration for 2024, the service cost (in ac- cordance with IAS 19) for 2024 and, as variable components, the bonus and the share-based remuneration (personal invest- ment cash amount) for the vesting year 2024. Any special pay- ments to compensate for salary losses from a previous employ- ment relationship and/or to cover relocation costs in the case of new appointments are also subject to maximum remuneration. The total fixed maximum remuneration is less than the sum of the maximum amounts for the individual components. Maximum remuneration and remuneration vested in the 2024 financial year (vesting year) OLIVER ZIPSE JOCHEN GOLLER ILKA HORSTMEIER WALTER MERTL Chairman of the Board of Management since 16 August 2019 Member of the Board of Management since 13 May 2015 Customer, Brands, Sales since 1 November 2023 Human Resources and Real Estate, Labour Director since 1 November 2019 Finance since 12 May 2023 in € Max. Remuneration vested Max. Remuneration vested Max. Remuneration vested Max. Remuneration vested Fixed remuneration Fixed remuneration (base salary) 1,950,000 1,950,000 900,000 900,000 1,050,000 1,050,000 900,000 900,000 Fringe benefits (other remuneration)¹ 27,963 27,963 22,541 22,541 65,693 65,693 27,273 27,273 Total fixed remuneration 1,977,963 1,977,963 922,541 922,541 1,115,693 1,115,693 927,273 927,273 Variable remuneration B O N U S Earnings component of the bonus 1,890,000 954,450 855,000 431,775 1,035,000 522,675 855,000 431,775 Performance component of the bonus 1,890,000 1,050,000 855,000 470,250 1,035,000 569,250 855,000 470,250 S H A R E - B A S E D R E M U N E R A T I O N ( P E R S O N A L C A S H I N V E S T M E N T A M O U N T ) ² RoCE component 2,115,000 – 990,000 – 1,152,000 – 990,000 – Strategic focus target component 2,115,000 763,750 990,000 357,500 1,152,000 416,000 990,000 357,500 Total variable remuneration 8,010,000 2,768,200 3,690,000 1,259,525 4,374,000 1,507,925 3,690,000 1,259,525 Total fixed and variable remuneration 9,987,963 4,746,163 4,612,541 2,182,066 5,489,693 2,623,618 4,617,273 2,186,798 Service cost³ 711,077 711,077 406,330 406,330 406,415 406,415 407,218 407,218 Maximum remuneration⁴/Vested remuneration incl. service cost 9,850,000 5,457,240 4,925,000 2,588,396 5,500,000 3,030,033 4,925,000 2,594,016 1 For more information about fringe benefits for the 2024 financial year, refer to ↗ Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG). 2 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 3 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 4 Maximum remuneration within the meaning of § 87a (1) Sentence 2 No. 1 AktG. The overall cap is lower than the sum of the maximum amounts for the individual components. Any special payments to compensate for salary losses from a previous employment relationship and/or to cover relocation costs in the case of new appointments are also subject to maximum remuneration.

408 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information II. Remuneration of the Members of the Board of Management Maximum remuneration and remuneration vested in the 2024 financial year (vesting year) MILAN NEDELJKOVIĆ JOACHIM POST FRANK WEBER Production since 1 October 2019 Purchasing and Supplier Network since 1 January 2022 Development since 1 July 2020 in € Max. Remuneration vested Max. Remuneration vested Max. Remuneration vested Fixed remuneration Fixed remuneration (base salary) 1,050,000 1,050,000 900,000 900,000 1,050,000 1,050,000 Fringe benefits (other remuneration)1 32,312 32,312 29,124 29,124 31,031 31,031 Total fixed remuneration 1,082,312 1,082,312 929,124 929,124 1,081,031 1,081,031 Variable remuneration B O N U S Earnings component of the bonus 1,035,000 522,675 855,000 431,775 1,035,000 522,675 Performance component of the bonus 1,035,000 569,250 855,000 470,250 1,035,000 569,250 S H A R E - B A S E D R E M U N E R A T I O N ( P E R S O N A L C A S H I N V E S T M E N T A M O U N T ) 2 RoCE component 1,152,000 – 990,000 – 1,152,000 – Strategic focus target component 1,152,000 416,000 990,000 357,500 1,152,000 416,000 Total variable remuneration 4,374,000 1,507,925 3,690,000 1,259,525 4,374,000 1,507,925 Total fixed and variable remuneration 5,456,312 2,590,237 4,619,124 2,188,649 5,455,031 2,588,956 Service cost3 406,340 406,340 407,167 407,167 406,360 406,360 Maximum remuneration4/Vested remuneration incl. service cost 5,500,000 2,996,577 4,925,000 2,595,816 5,500,000 2,995,316 1 For more information about fringe benefits for the 2024 financial year, refer to ↗ Remuneration granted and owed to members of the Board of Management pursuant to § 162 of the German Stock Corporation Act (AktG). 2 Assessment period five years in total: One year for determining the personal cash investment amount, a four-year holding obligation for the shares acquired with the payout amount. 3 The service cost in accordance with IAS 19 represents the expense for the company; this amount is not paid out to the Board of Management member. 4 Maximum remuneration within the meaning of § 87a (1) Sentence 2 No. 1 AktG. The overall cap is lower than the sum of the maximum amounts for the individual components. Any special payments to compensate for salary losses from a previous employment relationship and/or to cover relocation costs in the case of new appointments are also subject to maximum remuneration. The maximum limits for each individual element of the variable remuneration in the 2024 vesting year and the stipulated maxi- mum remuneration limits were complied with in all cases. The remuneration granted and owed for the 2024 financial year pursuant to § 162 AktG ↗ Remuneration granted and owed in the financial year includes the matching component of the share-based remu- neration for the 2019 vesting year paid to the Board of Manage- ment members who were already in office in the 2019 financial year. This payment was made in May 2024, after the expiry of the four-year shareholding period. This component is subject to the overall cap set for the vesting year 2019, which was com- plied with for the Board of Management members in office at that time.

409 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information III. Remuneration of the Members of the Supervisory Board III. REMUNERATION OF THE MEMBERS OF THE SUPERVISORY BOARD 1. Articles of incorporation and procedure The regulation governing remuneration for the Supervisory Board is set out in § 16 of the Articles of Incorporation, and spec- ifies both the remuneration system to be used and the precise framework for calculating the remuneration due to the members of the Supervisory Board. The regulation was adopted by the An- nual General Meeting on 14 May 2020 and confirmed on 12 May 2021 with a majority of 99.40% of the valid votes cast. 2. Principles and elements of remuneration The Supervisory Board remuneration is structured as a purely fixed remuneration in line with suggestion G.18 of the GCGC. Fixed remuneration strengthens the independence of the Super- visory Board in advising and monitoring the Board of Manage- ment. The structure and amount of the fixed remuneration are intended to ensure that highly qualified individuals can be pro- posed to the Annual General Meeting for membership of the Su- pervisory Board. This promotes the quality of advice and over- sight, which contributes to the Company’s sustainable and long- term development. In accordance with the Articles of Incorporation, each member of the Supervisory Board of BMW AG who does not exercise an ad- ditional function relevant to remuneration receives fixed remu- neration of € 200,000 p.a. In suggestion G.17, the GCGC recommends that the Chair and Deputy Chair positions on the Supervisory Board, as well as the Chair and membership of committees, should be given appropri- ate consideration in terms of remuneration because of the greater time commitment these positions entail. The Articles of Incorporation of BMW AG also take account of the requirements for the Audit Committee and its Chair. They stipulate that the Chairman of the Supervisory Board shall receive three times the amount, and each Deputy Chairman twice the amount, of remu- neration paid to a Supervisory Board member who has no addi- tional remuneration-relevant functions. The Chair of the Audit Committee receives two-and-a-quarter times the amount, the Chairs of other Supervisory Board committees twice the amount, each member of the Audit Committee twice the amount, and each member of another committee one-and-a-half times the amount of the remuneration paid to a Supervisory Board mem- ber, provided the relevant committee convened on at least three days during the financial year. If a member of the Supervisory Board exercises more than one of the functions referred to above, their remuneration is measured only on the basis of the function receiving the highest amount. In the event of changes in the composition of the Supervisory Board during the year, or if additional remuneration-relevant functions are performed, remuneration is calculated on a pro rata basis. In addition, each member of the Supervisory Board receives an attendance fee of € 2,000 per meeting for each meeting of the Supervisory Board (plenary) in which he or she participates. This also applies to participation by telephone or video link. If they at- tend more than one meeting on the same day, the meetings are not remunerated separately. A continuous session on two con- secutive days is treated as one session. The remuneration and the attendance fee are only paid after the end of the respective financial year. Furthermore, the Company reimburses each member of the Supervisory Board for their rea- sonable expenses. In order to be able to perform his duties, the Chairman of the Supervisory Board is provided with secretariat and chauffeur services. 3. Remuneration granted and owed to members of the Supervisory Board pursuant to § 162 of the German Stock Corporation Act (AktG) The following table shows the remuneration granted and owed to the members of the Supervisory Board in the 2024 financial year in accordance with § 162 (1) Sentence 1 AktG. The activity on which the remuneration for the 2024 financial year is based was fully performed by the balance sheet date. Therefore, the re- muneration for the Supervisory Board activities is classified as granted for the 2024 financial year, even if the payment was made after the end of the 2024 financial year. Overview of remuneration of the members of the Supervisory Board¹ Factor Amount in € p.a.3 Member of Supervisory Board 1.00 200,000 Chairman Supervisory Board 3.00 600,000 Deputy Chairman Supervisory Board 2.00 400,000 Chairman of the Audit Committee2 2.25 450,000 Chairman of other committee2 2.00 400,000 Member of the Audit Committee2 2.00 400,000 Member of other committee2 1.50 300,000 1 If a Supervisory Board member performs more than one of the functions referred to above, their remuneration is measured only on the basis of the function that is remunerated with the highest amount. 2 Provided that the committee has met on at least three days during the financial year. 3 Plus an attendance fee of € 2,000 per plenary session.

410 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information III. Remuneration of the Members of the Supervisory Board Remuneration granted and owed to Supervisory Board members in financial year 2024 (2023) MEMBERS OF THE SUPERVISORY BOARD IN OFFICE AS AT 31 DECEMBER 2024 Financial year 2024 Financial year 2023 Fixed remuneration Attendance fee Total remuneration Fixed remuneration Attendance fee Total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration Norbert Reithofer (Chairman) 600,000 98 10,000 2 610,000 100 600,000 98 10,000 2 610,000 100 Dr. Martin Kimmich (Deputy Chairman)1 400,000 98 10,000 2 410,000 100 379,545 97 10,000 3 389,545 100 Stefan Quandt (Deputy Chairman) 400,000 98 10,000 2 410,000 100 400,000 98 10,000 2 410,000 100 Stefan Schmid (Deputy Chairman)1 400,000 98 10,000 2 410,000 100 400,000 98 10,000 2 410,000 100 Kurt Bock (Deputy Chairman, Chairman of the Audit Committee) 450,000 98 10,000 2 460,000 100 450,000 98 10,000 2 460,000 100 Ulrich Bauer2 126,087 94 8,000 6 134,087 100 – – – – – – Marc Bitzer 200,000 95 10,000 5 210,000 100 200,000 95 10,000 5 210,000 100 Rachel Empey3 400,000 98 10,000 2 410,000 100 400,000 98 10,000 2 410,000 100 Heinrich Hiesinger 200,000 95 10,000 5 210,000 100 200,000 95 10,000 5 210,000 100 Susanne Klatten 200,000 95 10,000 5 210,000 100 200,000 96 8,000 4 208,000 100 Jens Köhler1 200,000 95 10,000 5 210,000 100 200,000 95 10,000 5 210,000 100 André Mandl1 200,000 96 8,000 4 208,000 100 200,000 95 10,000 5 210,000 100 Dominique Mohabeer1,3 400,000 98 10,000 2 410,000 100 400,000 98 10,000 2 410,000 100 Michael Nikolaides4 33,333 94 2,000 6 35,333 100 – – – – – – Horst Ott1,2 126,087 95 6,000 5 132,087 100 – – – – – – Anke Schäferkordt 200,000 95 10,000 5 210,000 100 200,000 95 10,000 5 210,000 100 Christoph M. Schmidt 200,000 95 10,000 5 210,000 100 200,000 95 10,000 5 210,000 100 Vishal Sikka 200,000 96 8,000 4 208,000 100 200,000 95 10,000 5 210,000 100 Sibylle Wankel1 200,000 95 10,000 5 210,000 100 200,000 95 10,000 5 210,000 100 Johanna Wenckebach1,2 126,087 94 8,000 6 134,087 100 – – – – – – Total acting members of the Supervisory Board 5,261,594 97 180,000 3 5,441,594 100 4,829,545 97 158,000 3 4,987,545 100 1 These employee representatives have declared that they will transfer their remuneration to the Hans Böckler Foundation in accordance with the guidelines of the Confederation of German Trade Unions. 2 Member of the Supervisory Board since 15 May 2024. 3 Member of the Audit Committee. 4 Member of the Supervisory Board since 1 November 2024.

411 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information III. Remuneration of the Members of the Supervisory Board / IV. Comparison of Change in Remuneration and Earnings Remuneration granted and owed to Supervisory Board members in financial year 2024 (2023) FORMER MEMBERS OF THE SUPERVISORY BOARD Financial year 2024 Financial year 2023 Fixed remuneration Attendance fee Total remuneration Fixed remuneration Attendance fee Total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration in € as a % of total remuneration Christiane Benner1,2 74,638 97 2,000 3 76,638 100 200,000 95 10,000 5 210,000 100 Bernhard Ebner1,2 74,638 97 2,000 3 76,638 100 200,000 95 10,000 5 210,000 100 Johann Horn1,2 74,638 97 2,000 3 76,638 100 200,000 95 10,000 5 210,000 100 Gerhard Kurz3 166,667 97 6,000 3 172,667 100 200,000 95 10,000 5 210,000 100 Total former members of the Supervisory Board 390,581 97 12,000 3 402,581 100 800,000 95 40,000 5 840,000 100 Total current and former members of the Supervisory Board 5,652,175 97 192,000 3 5,844,175 100 5,629,545 97 198,000 3 5,827,545 100 1 These employee representatives have declared that they will transfer their remuneration to the Hans Böckler Foundation in accordance with the guidelines of the Confederation of German Trade Unions. 2 Member of the Supervisory Board until 15 May 2024. 3 Member of the Supervisory Board until 31 October 2024. IV. COMPARISON OF CHANGE IN REMUNER- ATION AND EARNINGS PURSUANT TO § 162 (1) SENTENCE 2 NO. 2 OF THE GERMAN STOCK CORPORATION ACT (AKTG) Pursuant to § 162 (1) Sentence 2 No. 2 AktG, the following table shows the change in earnings, the annual change in the remu- neration of the members of the Board of Management and the Supervisory Board, and the annual change in the average remu- neration of the employees on a full-time equivalent basis over the last five financial years. For the members of the Board of Management and the Supervi- sory Board, the remuneration granted and owed in the relevant financial year is presented within the meaning of § 162 (1) Sen- tence 1 AktG. The remuneration granted and owed to former members of the Board of Management includes any variable re- muneration from previous vesting years and any remuneration from any contracts of employment that remained valid beyond the end of their mandate, as well as retirement benefit plans (pension payments, payments from the retirement capital ac- count), fringe benefits and any waiting allowances paid. The change in earnings is presented on the basis of BMW AG’s net profit for the year in accordance with the German Commercial Code (HGB). In addition, the changes in the key indicators “earn- ings attributable to shareholders of BMW AG” and “Group return on sales after tax” are reported, as these key indicators are rele- vant for both the calculation of the variable remuneration of the members of the Board of Management (earnings component of the bonus) and the performance-related remuneration of man- agers and employees. The presentation of average employee remuneration is based on the average remuneration of all employees of BMW AG on a full- time equivalent basis. In the 2024 financial year, an average of 86,895 people were employed by BMW AG. Worldwide, the BMW Group employed 159,104 people as at 31 Decem- ber 2024. In order to calculate the average employee remuner- ation presented, the principles applicable to the calculation of the remuneration granted and owed to the members of the Board of Management and the Supervisory Board pursuant to § 162 (1) Sentence 1 AktG were applied accordingly.

412 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information IV. Comparison of Change in Remuneration and Earnings Comparison of changes in earnings and remuneration for employees, the Board of Management and the Supervisory Board 2020 2021 Change 2021 vs 2020 in % 2022 Change 2022 vs 2021 in % 2023 Change 2023 vs 2022 in % 2024 Change 2024 vs 2023 in % I . C H A N G E S I N E A R N I N G S Net income of BMW AG according to the German Commercial Code (HGB) (in € million) 1,702 4,910 188% 6,311 29% 4,366 – 31% 3,524 – 19% Profit attributable to shareholders of BMW AG (in € million) 3,775 12,382 228% 17,941 45% 11,290 – 37% 7,290 – 35% Group return on sales after tax (in %) 3.9 11.2 187% 13.0 16% 7.8 – 40% 5.4 – 31% I I . A V E R A G E R E M U N E R A T I O N O F E M P L O Y E E S I N € Average remuneration of employees of BMW AG in € 86,715 99,169 14% 102,394 3% 102,047 0% 99,622 – 2% I I I . R E M U N E R A T I O N O F T H E B O A R D O F M A N A G E M E N T I N € 1 Oliver Zipse2 since May 2015, Chairman since 16 August 2019 5,338,865 8,752,558 64% 10,152,625 16% 8,158,904 – 20% 4,976,840 – 39% Jochen Goller since November 2023 – – – – – 616,872 – 2,182,066 254% Ilka Horstmeier since November 2019 2,043,706 3,949,908 93% 4,929,261 25% 4,413,481 – 10% 2,650,489 – 40% Walter Mertl since May 2023 – – – – – 2,446,106 – 2,186,798 – 11% Milan Nedeljković since October 2019 2,058,305 4,017,337 95% 4,964,449 24% 4,374,024 – 12% 2,630,647 – 40% Joachim Post since January 2022 – – – 3,736,259 – 3,703,942 – 1% 2,188,649 – 41% Frank Weber since July 2020 1,006,759 3,856,458 283% 4,240,977 10% 4,043,267 – 5% 2,588,956 – 36% 1 The reported remuneration for 2020 has been recalculated in accordance with § 162 German Stock Corporation Act (AktG). 2 For the 2020 financial year, the advance payment of € 712,000 from the 2019–2021 Performance Cash Plan which was paid in 2020 was also included in the calculation of remuneration.

413 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information IV. Comparison of Change in Remuneration and Earnings Comparison of changes in earnings and remuneration for employees, the Board of Management and the Supervisory Board Change 2021 vs 2020 in % Change 2022 vs 2021 in % Change 2023 vs 2022 in % 2024 Change 2024 vs 2023 in % F O R M E R M E M B E R S O F T H E B O A R D O F M A N A G E M E N T I N € 1 Milagros Caiña Carreiro-Andree2,3 until October 2019 – 68% – 1% – 77% 222,637 23% Klaus Draeger until September 2016 2% – 18% 1% 316,904 1% Friedrich Eichiner until December 2016 – 32% – 25% 1% 305,146 1% Klaus Fröhlich2 until June 2020 – 69% 24% – 62% 383,859 11% Harald Krüger4,5 until August 2019 – 64% – 34% – 70% 356,643 30% Pieter Nota6,7 until Oktober 2023 75% 13% – 17% 2,086,890 – 54% Nicolas Peter6,8 until Mai 2023 55% 18% – 55% 4,703,783 83% Norbert Reithofer until May 2015, since May 2015 Chairman of the Supervisory Board 1% 1% – 1% 356,525 – 2% Ian Robertson until December 2017 7% 2% – 31% 218,427 1% Peter Schwarzenbauer6 until October 2019 149% – 96% 50% 181,914 1% Andreas Wendt until December 2021 120% – 54% – 97% 353,066 444% 1 The reported remuneration for 2020 has been recalculated in accordance with § 162 German Stock Corporation Act (AktG). 2 For the 2020 financial year, the advance payment of € 600,000 from the 2019–2021 Performance Cash Plan which was paid in 2020 was also included in the calculation of remuneration. 3 Ms Caiña Carreiro-Andree’s contract of employment ended on 30 June 2020. 4 For the 2020 financial year, the advance payment of € 900,000 from the 2019–2021 Performance Cash Plan which was paid in 2020 was also included in the calculation of remuneration. 5 Mr Krüger’s employment contract ended on 30 April 2020. 6 For the 2020 financial year, the advance payment of € 500,000 from the 2019-2021 Performance Cash Plan which was paid in 2020 was also included in the calculation of remuneration. 7 Mr Nota’s employment contract ended on 31 July 2024. 8 Mr Peter’s employment contract ended on 31 May 2023.

414 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information IV. Comparison of Change in Remuneration and Earnings Comparison of changes in earnings and remuneration for employees, the Board of Management and the Supervisory Board 2020 2021 Change 2021 vs 2020 in % 2022 Change 2022 vs 2021 in % 2023 Change 2023 vs 2022 in % 2024 Change 2024 vs 2023 in % I V . R E M U N E R A T I O N O F T H E S U P E R V I S O R Y B O A R D I N € Norbert Reithofer since May 2015, Chairman 610,000 610,000 0% 610,000 0% 610,000 0% 610,000 0% Martin Kimmich1 since January 2023, Deputy Chairman – – – – – 389,545 – 410,000 5% Stefan Quandt since 1997, Deputy Chairman 410,000 410,000 0% 410,000 0% 410,000 0% 410,000 0% Stefan Schmid1 since 2007, Deputy Chairman 410,000 410,000 0% 410,000 0% 410,000 0% 410,000 0% Kurt Bock2 since May 2018, Deputy Chairman and Chairman of the Audit Committee 367,930 460,000 25% 460,000 0% 460,000 0% 460,000 0% Ulrich Bauer since May 2024 – – – – – – – 134,087 – Marc Bitzer since May 2021 – 135,419 – 210,000 55% 210,000 0% 210,000 0% Rachel Empey3 since May 2021 – 135,419 – 260,000 92% 410,000 58% 410,000 0% Heinrich Hiesinger since May 2017 210,000 210,000 0% 210,000 0% 210,000 0% 210,000 0% Susanne Klatten since May 1997 210,000 210,000 0% 210,000 0% 208,000 – 1% 210,000 1% Jens Köhler1 since August 2021 – 86,258 – 210,000 143% 210,000 0% 210,000 0% André Mandl1 since April 2022 – – – 156,333 – 210,000 34% 208,000 – 1% Dominique Mohabeer1,3 since June 2012 210,000 210,000 0% 260,000 24% 410,000 58% 410,000 0% Michael Nikolaides since November 2024 – – – – – – – 35,333 – Horst Ott1 since May 2024 – – – – – – – 132,087 – Anke Schäferkordt since May 2020 134,344 210,000 56% 210,000 0% 210,000 0% 210,000 0% Christoph Schmidt since May 2021 – 135,419 – 210,000 55% 210,000 0% 210,000 0% Vishal Sikka since May 2019 208,000 210,000 1% 210,000 0% 210,000 0% 208,000 – 1% Sibylle Wankel1 since January 2022 – – – 208,387 – 210,000 1% 210,000 0% Johanna Wenckebach1 since May 2024 – – – – – – – 134,087 – F O R M E R M E M B E R S O F T H E S U P E R V I S O R Y B O A R D I N € Christiane Benner1 since May 2014 until May 2024 210,000 210,000 0% 210,000 0% 210,000 0% 76,638 – 64% Bernhard Ebner1 since October 2021 until May 2024 – 48,237 – 210,000 335% 210,000 0% 76,638 – 64% Johann Horn1 since May 2021 until May 2024 – 132,344 – 210,000 59% 210,000 0% 76,638 – 64% Gerhard Kurz since July 2022 until May 2024 – – – 100,624 – 210,000 109% 172,667 – 18% 1 These employee representatives have declared that they will transfer their remuneration to the Hans Böckler Foundation in accordance with the guidelines of the Confederation of German Trade Unions. 2 Chairman of the Audit Committee since May 2020. 3 Member of the Audit Committee since October 2022.

415 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information V. Other Considerations / VI. Outlook for the 2025 Financial Year V. OTHER CONSIDERATIONS BMW Group companies did not grant any loans to members of the Board of Management or the Supervisory Board in the 2024 financial year, nor did they enter into any contingent liabilities in their favour. In the reporting year, members of the Board of Man- agement and the Supervisory Board concluded contracts with BMW Group companies for the purchase of vehicles, other ser- vices (including maintenance and repair work), vehicle leasing and cash deposits at arm’s length conditions. The Company maintains a financial loss liability insurance policy for the members of the Board of Management and the Supervi- sory Board. The insurance provides cover for legal liability claims and protects the private assets of members of BMW AG’s Board of Management and Supervisory Board if a claim is made against them for financial loss in the course of exercising their executive function. A deductible is provided for members of the Board of Management that complies with the requirements of the German Stock Corporation Act (AktG). VI. OUTLOOK FOR THE 2025 FINANCIAL YEAR The remuneration system for the Board of Management was ap- proved and confirmed by the 2021 Annual General Meeting with a majority of 91.60% of the valid votes cast and has been in ef- fect since 1 January 2021. Experience since then has shown that the system, and in particular its variable remuneration compo- nents, have had the intended incentive effects. Under the current system, the remuneration of the Board of Management ade- quately reflects the performance of the Company in terms of fi- nancial and non-financial objectives. In view of the requirement to present the remuneration system to the Annual General Meeting in 2025, the Supervisory Board and, in its preparatory capacity, the relevant Committee con- ducted a thorough review of the remuneration system for the Board of Management in the past financial year. In its delibera- tions, the Supervisory Board took into account not only statutory requirements but also the recommendations of an independent external remuneration consultant, as well as suggestions from investor representatives, market practice and remuneration within the Company. At its meeting in December 2024, the Supervisory Board, acting on the recommendation of the relevant Committee, resolved to revise certain aspects of the existing system from the 2025 fi- nancial year onwards subject to approval by the 2025 General Meeting. Given that the existing remuneration system has proven to be effective, no fundamental adjustments were re- quired. The main modifications to the remuneration system include: — The market conformity of the individual remuneration com- ponents in relation to each other was examined. Conse- quently, the ranges of the relevant remuneration compo- nents in the total target remuneration were redefined. This included increasing the share of share-based remuneration in order to reinforce the long-term focus of the variable re- muneration. — In order to emphasise the significance of profitability targets within the scope of the bonus, the earnings component de- pendent on financial targets was increased from 50% to 70% of the target bonus amount. The performance compo- nent dependent on non-financial targets will in future make up 30% of the target bonus. In addition, the structure of the performance component was streamlined and the number of performance criteria was reduced significantly. The per- formance component continues to include targets related to environmental, social and governance (ESG) criteria, ac- counting for at least 50% of the target amount. — As in the previous system, most of the variable remunera- tion is granted on a share basis. The Company awards a personal cash investment amount, which is to be used to acquire shares of BMW common stock and is subject to a four-year holding period. One half of the personal cash in- vestment amount will continue to be linked to the attainment of an RoCE target for the Automotive segment and one half to the attainment of strategic focus targets, which the Su- pervisory Board sets in line with the corporate strategy and long-term corporate planning. The Supervisory Board set environmental targets as strategic focus objectives as early as the 2021 financial year. In order to promote the imple- mentation of the sustainability strategy, a minimum share of 20% of the target amount of the strategic focus target com- ponent has now been firmly established in the system for ESG-related objectives.

416 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information VI. Outlook for the 2025 Financial Year — In addition to the existing requirements to hold shares as part of share-based remuneration, the Supervisory Board can oblige the members of the Board of Management to ac- quire and hold BMW shares of common stock by means of a share ownership guideline. The Supervisory Board has made use of this option for the members of the Board of Management currently in office and agreed on a corre- sponding contractual obligation. This stipulates that from the 2025 financial year onwards, members of the Board of Management will be obliged to invest 200% (Chairman of the Board of Management) or 100% (members of the Board of Management) of their base salary (gross) in BMW shares of common stock and to hold these until they step down from the Board of Management. This will strengthen the long-term business focus of the Board of Management. In addition to this amendment to the remuneration system for the Board of Management, the Supervisory Board has resolved for the first time in four years to increase target total remuneration moderately from the 2025 financial year onwards. The maxi- mum target achievement for the variable remuneration compo- nents continues to be limited to 180%. The maximum remuner- ation (overall caps within the meaning of § 87a (1) Sentence 2 No. 1 AktG) has not been increased. The Supervisory Board will submit the revised remuneration sys- tem for Board of Management remuneration to the 2025 Annual General Meeting for approval. It will be explained in detail on the Company website when the invitation to the Annual General Meeting is issued. In agreement with the members of the Board of Management currently in office, their service contracts were amended, subject to approval by the Annual General Meeting 2025, with effect from 1 January 2025, in order to implement the amendments to the remuneration system for financial years from 2025 onwards. The Supervisory Board has also reviewed the previous system of remuneration for members of the Supervisory Board and incor- porated the advice of an independent external remuneration consultant. This did not result in any amendments. The current rules for remuneration of members of the Supervisory Board pur- suant to § 16 of the Articles of Incorporation will therefore be submitted unchanged to the 2025 Annual General Meeting for confirmation. Bayerische Motoren Werke Aktiengesellschaft On behalf of the Supervisory Board On behalf of the Board of Management Dr.-Ing. Dr.-Ing. E.h. Norbert Reithofer Chairman of the Supervisory Board Oliver Zipse Chairman of the Board of Management

417 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information VII. Auditor‘s Report VII. AUDITOR’S REPORT To Bayerische Motoren Werke Aktiengesellschaft, München We have audited the remuneration report of Fehler! Keine Doku- mentvariable verfügbar., Fehler! Unbekannter Name für Doku- ment-Eigenschaft., for the financial year from January , 2024 1 to December 31, 2024 including the related disclosures, which was prepared to comply with § [Article] 162 AktG [Aktiengesetz: German Stock Corporation Act]. Responsibilities of the Executive Directors and the Supervisory Board The executive directors and the supervisory board of Bayerische Motoren Werke Aktiengesellschaft are responsible for the prep- aration of the remuneration report, including the related disclo- sures, that complies with the requirements of § 162 AktG. The executive directors and the supervisory board are also responsi- ble for such internal control as they determine is necessary to enable the preparation of a remuneration report, including the re- lated disclosures, that is free from material misstatement, whether due to fraud or error. Auditor’s Responsibilities Our responsibility is to express an opinion on this remuneration report, including the related disclosures, based on our audit. We conducted our audit in accordance with German generally ac- cepted standards for the audit of financial statements promul- gated by the Institut der Wirtschaftsprüfer (Institute of Public Au- ditors in Germany) (IDW). Those standards require that we com- ply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the remuneration report, including the related disclosures, is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts including the related disclosures stated in the remuneration report. The procedures selected depend on the au- ditor's judgment. This includes the assessment of the risks of material misstatement of the remuneration report including the related disclosures, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the preparation of the remuneration report in- cluding the related disclosures. The objective of this is to plan and perform audit procedures that are appropriate in the circum- stances, but not for the purpose of expressing an opinion on the effectiveness of the company's internal control. An audit also in- cludes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the executive directors and the supervisory board, as well as evaluating the overall presentation of the remuneration report in- cluding the related disclosures. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Audit Opinion In our opinion, based on the findings of our audit, the remunera- tion report for the financial year from January 1, 2024, to Decem- ber 31, 2024, including the related disclosures, complies in all material respects with the accounting provisions of § 162 AktG. Reference to an Other Matter – Formal Audit of the Remuneration Report according to § 162 AktG The audit of the content of the remuneration report described in this auditor's report includes the formal audit of the remuneration report required by § 162 Abs. [paragraph] 3 AktG, including the issuance of a report on this audit. As we express an unqualified audit opinion on the content of the remuneration report, this audit opinion includes that the information required by § 162 Abs. 1 and 2 AktG has been disclosed in all material respects in the re- muneration report. Restriction on use We issue this auditor’s report on the basis of the engagement agreed with Fehler! Keine Dokumentvariable verfügbar., Mün- chen. The audit has been performed only for purposes of the company and the auditor‘s report is solely intended to inform the company as to the results of the audit. Our responsibility for the audit and for our auditor’s report is only towards the company in accordance with this engagement. The auditor’s report is not in- tended for any third parties to base any (financial) decisions thereon. We do not assume any responsibility, duty of care or li- ability towards third parties; no third parties are included in the scope of protection of the underlying engagement. § 334 BGB [Bürgerliches Gesetzbuch: German Civil Code], according to which objections arising from a contract may also be raised against third parties, is not waived. Munich, March 13, 2025 PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft Ralf Räpple Michael Popp Wirtschaftsprüfer Wirtschaftsprüfer (German Public Auditor) (German Public Auditor)

OTHER INFORMATION 06 418 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information 419 SASB Index 421 Consumption and Carbon Disclosures 425 BMW Group Ten-year Comparison 427 Glossary* 430 Financial Calender 431 Contacts * Part of the Combined Management Report.

419 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information SASB-Index Topic Accounting metric Category Unit Code Notes Activity metric Number of vehicles manufactured Quantitative Number TR-AU-000.A ↗ Production Network Number of vehicles sold Quantitative Number TR-AU-000.B ↗ Key Performance Indicators ↗ Automotive Segment ↗ Motorcycle Segment Product safety Percentage of vehicle models rated by NCAP programmes with an overall 5-star safety rating, by region Quantitative Percentage (%) TR-AU-250a.1 ↗ Safety concepts for BMW Group vehicles Number of safety-related defect complaints, percentage investigated Quantitative Number, Percentage (%) TR-AU-250a.2 ↗ Safeguarding quality standards Product safety Number of vehicles recalled Quantitative Number TR-AU-250a.3 ↗ Safety concepts for BMW Group vehicles Labour practices Share of employees represented by a trade union or falling under collective agreements Quantitative Percentage (%) TR-AU-310a.1 ↗ Operational cooperation model Labour practices (1) Number of work stoppages and (2) total days idle Quantitative Number, days idle TR-AU-310a.2 ↗ Operational cooperation model SASB INDEX

420 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information SASB-Index Topic Accounting Metric Category Unit Code Notes Fuel economy and use-phase emissions Sales-weighted average passenger fleet fuel economy, by region Quantitative Mpg, l/km, g CO2/km, km/l TR-AU-410a.1 ↗ Greenhouse gas emissions along the entire value chain Number of (1) zero-emission vehicles (ZEV), (2) hybrid vehicles and (3) plug-in hybrid vehicles sold Quantitative Number TR-AU-410a.2 ↗ Automotive Segment The BMW Group portfolio includes BEVs (1) and PHEVs (2). Under the BMW Group definition, see Glossary ↗ Electrified vehicles, 48 V vehicles are not counted as hybrid vehicles. Fuel economy and use-phase emissions Discussion of strategy for managing fleet fuel economy and emissions risks and opportunities Discussion and analysis n / a TR-AU-410a.3 ↗ Climate resilience of the business model ↗ Implemented actions and metrics for a holistic CO2e reduction Raw material sourcing Description of the management of risks associated with the use of critical materials Discussion and analysis n/a TR-AU-440a.1 ↗ Raw materials security and strategy Materials efficiency and recycling Total amount of waste from manufacturing, percentage recycled Quantitative Metric tonnes (t), Percentage (%) TR-AU-440b.1 ↗ Effective waste management Weight of end-life material recovered, percentage recycled Quantitative Metric tonnes (t), Percentage (%) TR-AU-440b.2 ↗ Measures for the responsible use of resources Average recyclability of vehicles sold Quantitative Percentage (%) by sales-weighted metric tonnes (t) TR-AU-440b.3 ↗ Measures for the responsible use of resources

421 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Consumption and Carbon Disclosures CONSUMPTION AND CARBON DISCLOSURES As of February 2025 Figures based on WLTP Model Energy consumption combined or weighted combined (PHEV) CO₂ emissions combined or weighted combined (PHEV) Fuel consumption combined at charge sustaining operation CO2-class in l/100km in kWh/100km in g/km in l/100km B M W BMW i4 M50 xDrive Gran Coupé 21.9 0 A BMW i5 M60 xDrive 19.5 0 A BMW i5 eDrive40 Touring 18.6 0 A BMW i5 xDrive40 Touring 19.5 – 19.4 0 A BMW i5 M60 xDrive Touring 20.2 – 20.1 0 A BMW iX1 eDrive20 17.3 – 16.7 0 A BMW iX1 eDrive30 18.1 – 17.9 0 A BMW iX2 eDrive20 16.9 0 A BMW iX2 eDrive30 17.7 – 17.6 0 A BMW iX xDrive45 21.8 0 A BMW iX xDrive60 21.9 0 A BMW iX M70 xDrive 23.5 0 A BMW 530e Touring 0.9 22.5 21 7.5 B/F BMW 530e xDrive Touring 1.0 23.8 22 7.9 B/G BMW 550e xDrive Touring 1.1 23.8 25 8.5 B/G BMW M5 Limousine 1.9 26.8 43 10.7 B/G BMW M5 Touring 2.0 27.6 45 10.9 B/G BMW X1 xDrive25e 1.1 – 0.8 19.3 – 17.7 24 – 19 6.8 – 6.2 B/E BMW X1 xDrive30e 1.1 – 0.8 19.3 – 17.7 24 – 19 6.8 – 6.3 B/E BMW X3 30e xDrive 1.1 24.0 26 7.9 B/G BMW X5 xDrive50e 1.2 – 1.0 30.5 – 28.5 27 – 23 10.4 – 9.8 B/G BMW XM50e 1.6 32.0 37 11.3 B/G BMW XM 1.9 34.9 43 12.8 B/G All type-approved BMW Group internal combustion engine vehi- cles currently on sale in the EU comply with Euro 6d or Euro 6e emissions standards. This also applies to countries with compa- rable regulations, such as Switzerland, Norway, the UK and Ice- land. The vehicles also comply with local emissions regulations in the USA and China. Information on emissions in the WLTP cy- cle and maximum RDE values can be found in the EU Certificate of Conformity, as well as on the ACEA website and the compa- ny's website. The BMW Group is preparing for the introduction of the Euro 7 emissions standard. This standard was published in May 2024 and includes limits for brake particle emissions for the first time.

422 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Consumption and Carbon Disclosures As of February 2025 Figures based on WLTP Model Energy consumption combined or weighted combined (PHEV) CO₂ emissions combined or weighted combined (PHEV) Fuel consumption combined at charge sustaining operation CO2-class in l/100km in kWh/100km in g/km in l/100km BMW XM Label 2.3 33.7 53 12.8 B/G BMW 216 Gran Coupé 6.4 145 E BMW 220 Gran Coupé 5.8 131 D BMW 223 xDrive Gran Coupé 6.4 – 6.3 144 E BMW M235 xDrive Gran Coupé 8.2 185 G BMW 218d Gran Coupé 5.0 132 D BMW 220d Gran Coupé 4.6 121 D BMW Z4 sDrive20i 7.4 – 7.3 167 – 164 F BMW Z4 sDrive30i 7.4 167 F BMW Z4 M40i 8.7 197 G BMW 520i Touring 6.7 153 E BMW 520d Touring 5.9 154 D BMW 520d xDrive Touring 6.2 163 F BMW 540d xDrive Touring 6.5 – 6.5 171 F BMW X1 sDrive18i 7.1 – 6.6 160 – 150 F/E BMW X1 sDrive20i 6.4 – 5.9 144 – 134 E/D BMW X1 xDrive23i 7.1 – 6.6 159 – 149 F/E BMW X1 M35i xDrive 8.2 – 8.1 184 G BMW X1 sDrive18d 5.6 147 – 146 E BMW X1 sDrive20d 5.1 – 5.0 133 – 131 D BMW X1 xDrive20d 5.3 – 5.0 140 – 130 E/D BMW X1 xDrive23d 5.3 – 4.9 139 – 130 E/D BMW X2 sDrive20i 6.2 141 – 140 E BMW X2 M35i xDrive 8.2 186 – 185 G BMW X2 sDrive18d 5.5 145 – 144 E BMW X2 sDrive20d 5.0 132 D BMW X2 xDrive20d 5.0 139 E/D

423 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Consumption and Carbon Disclosures As of February 2025 Figures based on WLTP Model Energy consumption combined or weighted combined (PHEV) CO₂ emissions combined or weighted combined (PHEV) Fuel consumption combined at charge sustaining operation CO2-class in l/100km in kWh/100km in g/km in l/100km BMW X3 20 xDrive 7.5 169 F BMW X3 M50 xDrive 8.3 189 G BMW X3 20d xDrive 6.5 171 F BMW X3 40d xDrive 6.7 177 G BMW X5 xDrive40i 9.9 – 9.3 224 – 210 G BMW X5 M60i xDrive 12.5 283 G BMW X5 xDrive30d 8.2 – 7.8 215 – 204 G BMW X5 xDrive40d 8.4 – 7.8 220 – 205 G BMW X6 xDrive40i M Sport 9.5 – 8.9 215 – 201 G BMW X6 M60i xDrive 12.3 – 11.7 278 – 264 G BMW X6 xDrive30d M Sport 7.9 – 7.5 208 – 195 G BMW X6 xDrive40d M Sport 8.0 – 7.5 211 – 197 G BMW X7 xDrive40i 10.6 240 G BMW X7 M60i xDrive 12.9 291 G BMW X7 xDrive40d 8.8 231 – 230 G BMW M2 Coupé 10.2 – 9.8 231 – 222 G BMW M3 Limousine 10.1 230 – 229 G BMW M3 Touring 10.4 235 G BMW M4 Coupé 10.1 – 10.0 230 – 228 G BMW M4 Competition Coupé 9.9 – 9.8 223 – 221 G BMW M4 Competition Coupé with M xDrive 10.1 229 – 227 G BMW M4 Competition Convertible with M xDrive 10.3 233 – 232 G BMW M4 CS Coupé 10.2 232 G M I N I MINI Cooper E 14.3 0 A MINI Cooper SE 14.7 0 A MINI Countryman E 17.4 0 A

424 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Consumption and Carbon Disclosures As of February 2025 Figures based on WLTP Model Energy consumption combined or weighted combined (PHEV) CO₂ emissions combined or weighted combined (PHEV) Fuel consumption combined at charge sustaining operation CO2-class in l/100km in kWh/100km in g/km in l/100km MINI Countryman SE ALL4 18.5 0 A MINI Aceman E 14.6 0 A MINI Aceman SE 14.7 0 A MINI Cooper C 6.6 149 E MINI Cooper S 6.8 152 E MINI Cooper C Convertible 6.8 154 E MINI Cooper S Convertible 6.9 156 E MINI Countryman C 6.5 147 E R O L L S - R O Y C E Rolls-Royce Black Badge Spectre 23.6 – 22.2 0 A Rolls-Royce Spectre 23.6 – 22.2 0 A Rolls-Royce Black Badge Ghost Series II 15.8 – 15.4 359 – 348 G Rolls-Royce Ghost Series II 15.7 357 G Rolls-Royce Black Badge Cullinan Series II 16.8 – 16.0 380 – 362 G Rolls-Royce Cullinan Series II 16.8 – 16.0 380 – 362 G

425 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information BMW Group Ten-Year Comparison 2024 2023 2022 2021 2020 2019¹ 2018 2017 2016 2015 D E L I V E R I E S Automobiles units 2,450,854 2,554,183 2,399,632 2,521,514 2,325,179 2,537,504 2,486,149 2,465,021 2,349,962 2,259,733 Motorcycles units 210,385 209,066 202,895 194,261 169,272 175,162 165,566 164,153 145,032 136,963 P R O D U C T I O N V O L U M E Automobiles units 2,513,830 2,661,922 2,382,305 2,461,269 2,255,637 2,564,025 2,541,534 2,505,741 2,359,756 2,279,503 Motorcycles units 215,727 221,988 215,932 187,500 168,104 187,116 162,687 185,682 145,555 151,004 F I N A N C I A L S E R V I C E S Contract portfolio contracts 4,850,121 5,312,689 5,513,129 5,859,890 5,981,928 5,973,682 5,708,032 5,380,785 5,114,906 4,718,970 Business volume (based on balance sheet carrying amounts) € million 151,117 137,910 135,689 139,530 133,093 142,834 133,147 124,719 123,394 111,191 I N C O M E S T A T E M E N T Revenues € million 142,380 155,498 142,610 111,239 98,990 104,210 96,855 98,282 94,163 92,175 Gross profit margin % 16.1 19.1 17.2 19.8 13.7 17.3 19.0 20.3 19.9 19.7 Profit before financial result € million 11,509 18,482 13,999 13,400 4,830 7,411 8,933 9,899 9,386 9,593 Profit before tax € million 10,971 17,096 23,509 16,060 5,222 7,118 9,627 10,675 9,665 9,224 Return on sales (profit before tax/revenues) % 7.7 11.0 16.5 14.4 5.3 6.8 9.9 10.9 10.3 10.0 Income taxes € million 3,293 4,931 4,927 3,597 1,365 2,140 2,530 2,000 2,755 2,828 Effective tax rate % 30.0 28.8 21.0 22.4 26.1 30.1 26.3 18.7 28.5 30.7 Net profit for the year € million 7,678 12,165 18,582 12,463 3,857 5,022 7,064 8,675 6,910 6,396 BMW GROUP TEN-YEAR COMPARISON

426 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information BMW Group Ten-Year Comparison 2024 2023 2022 2021 2020 2019¹ 2018 2017 2016 2015 B A L A N C E S H E E T Non-current assets € million 171,345 155,918 154,722 143,354 134,851 137,404 124,202 121,964 121,671 110,343 Current assets € million 96,387 94,972 92,204 86,173 81,807 90,630 84,736 73,542 66,864 61,831 Capital expenditure (excluding right-of-use-assets and capitalised development costs) € million 8,142 7,563 6,075.0 4,391.0 3,593.0 4,791.0 5,029.0 4,688.0 3,731.0 3,826.0 Capital expenditure ratio (excluding right-of-use-assets and capitalised development costs) % 5.7 4.9 4.3 3.9 3.6 4.6 5.2 4.8 4.0 4.2 Equity € million 95,003 92,923 91,288 75,132 61,520 59,907 57,829 54,107 47,363 42,764 Equity ratio % 35.5 37.0 37.0 32.7 28.4 26.3 27.7 27.7 25.1 24.8 Non-current provisions and liabilities € million 85,040 70,966 71,217 77,929 83,175 85,502 79,698 69,634 73,183 63,819 Current provisions and liabilities € million 87,689 87,001 84,421 76,466 71,963 82,625 71,411 71,765 67,989 65,591 Balance sheet total € million 267,732 250,890 246,926 229,527 216,658 228,034 208,938 195,506 188,535 172,174 C A S H F L O W S T A T E M E N T Cash and cash equivalents at balance sheet date € million 19,287 17,327 16,870 16,009 13,537 12,036 10,979 9,039 7,880 6,122 Free cash flow Automotive segment € million 4,852 6,942 11,071 6,354 3,395 2,567 2,713 4,459 5,792 5,404 P E R S O N N E L Employees at year-end2 159,104 154,950 149,475 118,909 120,726 126,016 134,682 129,932 124,729 122,244 Personnel cost per employee2 € 96,251 96,778 94,952 103,569 99,647 98,901 101,178 100,760 99,575 97,136 D I V I D E N D Dividend total € million 2,6773 3,802 5,481 3,827 1,253 1,646 2,303 2,630 2,300 2,102 Dividend per share of common stock/preferred stock € 4,30 / 4,323 6,00 / 6.02 8.50 / 8.52 5.80 / 5.82 1.90 / 1.92 2.50 / 2.52 3.5.00 / 3.52 4,00 / 4.02 3.50 / 3.52 3.20 / 3.22 1 The 2018 figures were adjusted due to the change in accounting policy in conjunction with the adoption of IFRS 16 (see Annual Report 2019, note 6 to the Group Financial Statements). In addition, prior year figures were adjusted due to changes in the presentation of selected items that are of minor importance overall. 2 Until reporting year 2019, temporary staff, postgraduate students, interns, apprentices, and people on extended sick leave or on sabbatical were also included. To enable better comparability, the value for 2019 was adjusted accordingly (2019 before adjustment: 133,778 employees). For the timeframe including and prior to 2018, the share of the employees that are no longer reflected in reporting is about 7.5-8.0%. 3 Proposal by management. The dividend total may change before the date of the Annual General Meeting due to the share buyback and a resulting change in the number of shares entitled to receive a dividend.

427 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Glossary A Asset-backed financing transactions A form of corporate financing involving the sale of receivables to a financing company. B Bond A securitised debt instrument in which the issuer certifies its ob- ligation to repay the nominal amount at the end of a fixed term and to pay a fixed or variable rate of interest. Business volume in balance sheet terms The sum of the balance sheet line items “Leased products” and “Receivables from sales financing” (current and non-current), as reported in the balance sheet for the Financial Services segment. C Capitalisation rate Capitalised development costs as a percentage of research and development expenditure. Capital expenditure ratio (excluding capitalised development costs) Investments in property, plant and equipment and other intangi- ble assets (excluding capitalised development costs) as a per- centage of Group revenues. Capital expenditure ratio (excluding right-of-use assets and excluding capitalised development costs) Investments in property, plant and equipment (excluding right- of-use assets in accordance with IFRS 16) and other intangible assets (excluding capitalised development costs) as a percent- age of Group revenues. Cash flow at risk Similar to “value at risk” (see definition below). Cash flow hedges Hedges against exposures to the variability in forecasted cash flows, particularly in connection with exchange rate fluctuations. Commercial paper Deep-discounted bonds with a term of less than one year. Consolidation The process of consolidating separate financial statements of Group entities into Group Financial Statements, depicting the fi- nancial position, net assets and results of operations of the Group as a single economic entity. Credit default swap (CDS) Financial swap agreements, under which creditors of securities (usually bonds) pay premiums to the seller of the CDS to hedge against the risk that the issuer of the bond will default. As with credit default insurance agreements, the party receiving the pre- miums gives a commitment to compensate the bond creditor in the event of default. D Deliveries A new or used vehicle will be recorded as a delivery once handed over to the end user. End users also include leaseholders under lease contracts with BMW Financial Services and – in the US and Canada – dealerships when they designate a vehicle as a service loaner or demonstrator vehicle. In the case of used vehicles, end users may include dealerships and other third parties when they purchase a vehicle at auction or directly from the BMW Group. Vehicles designated for the end user which suffer a total loss in transit are also recorded as deliveries. Deliveries may be made by BMW AG, one of its international subsidiaries, a BMW Group retail outlet, an agent, or independent dealerships. The vast ma- jority of deliveries – and hence the reporting to BMW Group of deliveries – are made by independent dealerships. In the US and Canada, the period start and end dates for the reporting of deliv- eries deviate immaterially from the beginning and, respectively, end of calendar years or calendar quarters and instead follow in- dustry-standard reporting calendars. In the German-language version of the BMW Group Report, the terms “Auslieferungen” (deliveries) and “Absatz” (sales) are used interchangeably. * Part of the Combined Management Report. GLOSSARY*

428 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Glossary E Earnings per share (EPS) Basic earnings per share are calculated by dividing the earnings attributable to the shareholders of BMW AG for ordinary and preference shares by the average number of shares in each cat- egory. Earnings per share of preferred stock are computed on the basis of the number of preferred stock shares entitled to receive a dividend in each of the relevant financial years. Electricity from renewable sources At its own locations, the BMW Group defines electricity from re- newable sources as in-house generation (from renewable sources), direct purchase (e.g., through power purchase agree- ments (PPAs)) from renewable sources or so-called Energy At- tribute Certificates (e.g., guarantees of origin). In its supplier network, the BMW Group currently accepts in- house generation, direct purchase (e.g., through power purchase agreements (PPAs)), or from so-called Energy Attribute Certifi- cates ((e.g., guarantees of origin). EBIT Earnings Before Interest and Taxes. This is comprised of reve- nues less cost of sales, selling and administrative expenses and the net amount of other operating income and expenses. EBIT margin Profit/loss before financial result as a percentage of revenues. EBT EBIT plus financial result. Effective tax rate The effective tax rate is calculated by dividing the income tax ex- pense by the Group profit before tax. Electrified vehicles The BMW Group uses the terms battery electric vehicle (BEV) to denote fully electric vehicles and plug-in hybrid vehicle (PHEV) to denote vehicles that can be charged and also driven on a fully electric basis. Equity ratio Equity capital as a percentage of the balance sheet total. F Fair value hedge A hedge against exposures to fluctuations in the fair values of balance sheet items. Free cash flow (Automotive segment) Free cash flow is derived from cash flows from operating and in- vesting activities. The cash flows from investing activities from the purchase and sale of marketable securities and investment funds is not included. Cash flows from the purchase and sale of shares and the dividend payout from investments accounted for using the equity method are included in the cash flows from in- vesting activities. G Goodwill Acquired goodwill is considered an intangible asset. It corre- sponds to the difference between the purchase price and the net assets of the acquired business as measured at fair value. Gross profit margin Gross profit as a percentage of Group revenues. L Liquidity Cash and cash equivalents as well as marketable securities and investment funds. O Outlook Unless specific ranges are specified, the BMW Group uses the following terminology and ranges as a basis when forecasting key performance indicators: At previous year’s level [– 0.9 %/+ 0.9 %] Slight increase [+ 1.0 %/+ 4.9 %] Slight decrease/reduction [– 1.0 %/– 4.9 %] Solid increase [+ 5.0 %/+ 9.9 %] Moderate decrease/reduction [– 5.0 %/– 9.9 %] Significant increase ≥ + 10.0 % Significant decrease/reduction ≤ – 10.0 % Beginning with the 2025 financial year, only for the key perfor- mance indicator group profit before tax the following ranges are used: At previous year’s level [– 4.9 %/+ 4.9 %] Slight increase [+ 5.0 %/+ 9.9 %] Slight decrease [– 5.0 %/– 9.9 %] Solid increase [+ 10.0 %/+ 14.5 %] Moderate decrease [– 10.0 %/– 14.5 %] Significant increase ≥ + 15.0 % Significant decrease ≤ – 15.0 %

429 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Glossary P Payout ratio Ratio of unappropriated profit of BMW AG in accordance with HGB to profit attributable to shareholders of BMW AG, based on the BMW Group’s net profit for the year under IFRS. Until the 2021 financial year, the payout ratio corresponded to the ratio of unappropriated profit belonging to BMW AG in accordance with HGB to the net profit for the year of the BMW Group in accord- ance with IFRS. Post-tax return on sales Group net profit as a percentage of Group revenues. Pre-tax return on sales Group profit / loss before tax as a percentage of Group revenues. R Research and development expenditure The sum of research and non-capitalised development costs and investments in capitalised development costs not including the associated scheduled amortisation. Research and development expenditure ratio Research and development expenditure as a percentage of Group revenues. Research and development locations The engineering, IT and process expertise required for the (pre-) development of hardware and software for all BMW Group prod- ucts and services is combined at the Group’s international re- search and development locations. Return on capital employed (RoCE) RoCE in the Automotive and Motorcycles segments is measured on the basis of relevant segment profit before financial result and the average amount of capital employed – at the end of the last five quarters – in the segment concerned. Capital employed cor- responds to the sum of intangible assets, property, plant and equipment and net working capital, the latter comprising inven- tories and trade receivables less trade payables. Up to the financial year 2021, capital employed corresponds to the sum of all current and non-current operational assets, less liabilities that generally do not incur interest. The deductible cap- ital consisted of capital shares that are available to the opera- tional business, largely without interest. Return on equity (RoE) RoE in the Financial Services segment is calculated as segment profit before taxes, divided by the average amount of equity cap- ital – at the end of the last five quarters – attributable to the Fi- nancial Services segment. V Value at risk A measure of the potential maximum loss in value of an item dur- ing a set time period, based on a specified probability.

430 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Financial Calendar 2025 14 March 2025 BMW Group Annual Conference 7 May 2025 Quarterly Statement to 31 March 2025 14 May 2025 Annual General Meeting 31 July 2025 Half-Year Report to 30 June 2025 5 November 2025 Quarterly Statement to 30 September 2025 Current information on events can be found on the Investor Relations website: ↗ www.bmwgroup.com/ir FINANCIAL CALENDAR

431 BMW Group Report 2024 To Our Stakeholders Combined Management Report Group Financial Statements Responsibility Statement and Auditor’s Report Remuneration Report Other Information Contacts BUSINESS AND FINANCE PRESS Telephone + 49 89 382-2 45 44 + 49 89 382-2 41 18 Fax + 49 89 382-2 44 18 Email [email protected] INVESTOR RELATIONS Telephone + 49 89 382-2 53 87 Fax + 49 89 382-1 46 61 Email [email protected] THE BMW GROUP ON THE INTERNET Further information about the BMW Group is available online at: ↗ www.bmwgroup.com Investor Relations information is available directly at: ↗ www.bmwgroup.com/ir Information about the various BMW Group brands is available at: ↗ www.bmw.com ↗ www.mini.com ↗ www.rolls-roycemotorcars.com ↗ www.bmw-motorrad.com PUBLISHED BY Bayerische Motoren Werke Aktiengesellschaft 80788 Munich Germany Telephone + 49 89 382-0 CONTACTS

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