DOCSLIB.ORG

Sustainable Value Report 2010

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Sustainable Value Report 2010 SuStainable Value RepoRt Basic reporting principles Sustainable Value Report 2010 of the BMW Group This eighth edition of the BMW Group Sustainable Value Report has been published to inform stakeholders in a transparent manner about the company’s sustainability strategy and how sustainability is being integrated into corporate processes. Focusing on present and future challenges in the areas of sustainable management, product responsibility, Group-wide environmental protection, employees and social commitment, the Sustain- able Value Report 2010 describes the company’s approaches and specific programmes used to improve its sus- tainability performance. The “objectives, key facts and figures” section presents key figures for these measures as well as the company’s objectives in the above-mentioned areas. Each chapter starts with a two page overview of the main points, including priority topics with the associated challenges, achievements and objectives as well as the key performance indicators (KPIs) used internally to control and monitor the BMW Group’s sustain- ability performance. This Sustainable Value Report is published in German and English. Conforms to GRI standards The BMW Group’s Sustainable Value Report has been compiled in accordance with the Global Reporting Initiative (GRI G3) guidelines as well as the industry-specific Automotive Sector Supplement (pilot version 1.0). To what extent GRI indicators are met is shown in the GRI Index and where appropriate explanatory notes are www.globalreporting.org attached. At GRI level A+(GRI checked), this Sustainable Value Report 2010 meets the maximum requirements detailed in the GRI guidelines. Topics have been selected and weighted in accordance with the findings of intensive, structured dialogue with stakeholders as well as with the results of in-house workshops in which all relevant BMW Group departments participated (cf. chapter 01.4). The resulting materiality matrix is mapped www.bmwgroup.com/ in chapter 01.1. The specific demands of rating agencies specialising in evaluating corporate sustainability per- gri-index-e formance are also taken into consideration. Reporting period As is the case for the Annual Report, the reporting period for the Sustainability Value Report is the calendar year 2010. However, in order to present an up-to-date and complete report, information about activities carried out in 2009 (limited to events that occurred after the editorial deadline of the previous Sustainable Value Report in July 2009) as well as new information obtained by the editorial deadline in July 2011 has also been included. The “objectives, key facts and figures” section maps the figures for 2006 –2010 (with the exception of newly added key figures). The objectives, key facts and figures published in this report refer to the entire BMW Group with its three brands BMW, MINI and Rolls-Royce. There are, however, some exceptions concerning site- specific topics and local sustainability programmes. Wherever this is the case, the entity the figures apply to is specified accordingly, e.g. BMW AG. The last Sustainable Value Report was published in print in September 2009 and covered financial year 2008. For financial year 2009, “Indicators for Sustainability”, with objectives, key facts and figures was published online only (“Update 2010”). Any targets that were met in 2009 were identified in the update and are not mentioned again in the 2010 Sustain able Value Report. The key figures and objectives in the “objectives, key facts and figures” section were audited by PricewaterhouseCoopers for the first time this year. In addition, indi- www.bmwgroup.com/ cators from the areas of environmental protection and occupational health and safety were audited by external responsibility auditors and experts in accordance with ISO 14001, EMAS and OHSAS (see lists of locations with certified health and safety management systems in the chapter “objectives, key facts and figures” and of those with certified environmental management systems on the Internet at www.bmwgroup.com/responsibility). UN Global Compact – Communication on Progress report The BMW Group is committed to implement the principles of the UN Global Compact 2001, and in this report is www.unglobalcompact.org once again reporting on progress achieved towards complying with these principles. An overview of the ten principles www.globalcompact.de with examples of their implementation is contained in the Progress Report (cf. page 115 et seq.). Further information Please refer to www.bmwgroup.com/responsibility for further in-depth information on the topics covered in the www.bmwgroup.com/ Sustainable Value Report 2010 and the glossary. Internet links to the topics discussed are indicated in the report by responsibility www.bmwgroup.com/glossary a specific symbol. Forward-looking statements The BMW Sustainable Value Report contains various forward-looking statements about future developments which are based on the current status of the BMW Group’s assumptions and forecasts. They are thus subject to a variety of predictable and unpredictable risks, uncertainties and other factors, so that the actual outcome, including the com- pany’s financial and assets position, its development or performance could differ considerably. The BMW Group makes no commitment to update such forward-looking statements and to adapt them to future events or develop- ments. Dear Reader, We have a clear vision: we aim to be the world’s leading provider of premium products and services for individual mobility. By acting in a sustainable and responsible way in all areas, we are taking a step-by-step approach to ensure this vision becomes reality. After all, sustainable action is an investment in our future. We are engaged in dialogue with many diverse groups in society. Today, our stakeholders do not just want to know about the efficiency of our vehicles. They are also asking: How environmentally friendly is the production process for the BMW Group’s vehicles and motorcycles? What alternative mobility concepts are we developing? And: Do we look for sustainability in the supply chain? At the BMW Group, we take a long-term approach in our strategy and actions. We see ourselves as part of society and embrace our responsibilities. This is why we listen to our stakeholders and take their concerns seriously. In this Sustainable Value Report, you will learn what challenges we face and what goals we have set for ourselves. We will also report on the specific progress we made last year – transparently and openly. For the first time, we have engaged an inde- pendent auditor to certify the “objectives, facts and figures” section of this report. We want to demonstrate that the BMW Group is shaping its future. In doing so, our focus is on all three aspects of sustainability – economic, environmental and social. Our company has signed the Global Compact of the United Nations and is committed to implementing its ten principles at all locations worldwide. Sustainable action starts with a mindset. The entire Board of Management of the BMW Group is represented on our Sustainability Board. Every day, over 96,000 employees worldwide are working to achieve further progress across the entire value chain. This is true for our business and also for our partnerships and our relationships with all stakeholders. Dr. Norbert Reithofer Chairman of the Board of Management Frank-Peter Arndt Zero-emissions production is a goal we continuously strive to fulfil. We have already done a great deal to conserve resources and avoid waste, and clean production is a key component of our sustainability strategy. However, we still have much to do. Our success drives us forward and it is this very success that motivates us to continue to work on innovative solutions in the future. Environmental protection is not a cost factor. On the contrary: efficient, clean production is more competitive in the long term. The use of renewable energy sources in our plants is the next logical step in this process with the production of the BMW i models in Leipzig setting new standards in this regard. For us, sustainable mobility can only be developed within sustainable structures. Nothing less than this will satisfy our premium standards. Dr.-Ing. Herbert Diess Sustainable management makes a difference when it involves the entire value chain. We are working to embed sustainability in all processes as well as with suppliers and partners. The BMW Group aims to be a role model and to encourage other companies to take similar measures. We require our business partners to comply with social and environmental standards. We expect production methods to take environmental protection and conservation of natural resources into account. Our purchasing terms and conditions include binding requirements to this effect. We owe this to our customers. Sustainability in the supply chain is ultimately a joint task for the entire industry. The more companies that participate, the more successful its implementation will be. Dr.-Ing. Klaus Draeger Our route to sustainable mobility is via Efficient Dynamics: this concept combines drive technologies, lightweight design, aerodynamics and optimised energy management in our vehicles. Efficient Dynamics makes it possible to combine dynamic driving with efficiency – now and in the future. We develop innovative solutions that reduce fuel consumption and CO2 emissions. We have reached a whole new level of efficiency with our revolutionary BMW i3 electric vehicle and the BMW i8 hybrid sports car. There is no going back: individual mobility is going to become more environmentally friendly. In particular, the all-electric BMW i3 delivers a compelling statement for sustainability. A A The BMW AG Board of Management at the presentation of the new BMW i sub-brand for B electric vehicles, Frankfurt, Germany B LED installations representing a megacity at the sub-brand presentation Dr. Friedrich Eichiner Sustainable management means consistently increasing a company’s value. The BMW Group regards steady and appropriate value creation as its central responsibility. It seeks to create value through its actions – for itself and for others.
Load more

Recommended publications
  • INTRODUCTION the BMW Group Is a Manufacturer of Luxury Automobiles and Motorcycles
    Marketing Activities Of BMW INTRODUCTION The BMW Group is a manufacturer of luxury automobiles and motorcycles. It has 24 production facilities spread over thirteen countries and the company‟s products are sold in more than 140 countries. BMW Group owns three brands namely BMW, MINI and Rolls- Royce. This project contains detailed information about the marketing and promotional activities of BMW. It contains the history of BMW, its evolution after the world war and its growth as one of the leading automobile brands. This project also contains the information about the growth of BMW as a brand in India and its awards and recognitions that it received in India and how it became the market leader. This project also contains the launch of the mini cooper showroom in India and also the information about the establishment of the first Aston martin showroom in India, both owned by infinity cars. It contains information about infinity cars as a BMW dealership and the success stories of the owners. Apart from this, information about the major events and activities are also mentioned in the project, the 3 series launch which was a major event has also been covered in the project. The two project reports that I had prepared for the company are also a part of this project, The referral program project which is an innovative marketing technique to get more customers is a part of this project and the other project report is about the competitor analysis which contains the marketing and promotional activities of the competitors of BMW like Audi, Mercedes and JLR About BMW BMW (Bavarian Motor Works) is a German automobile, motorcycle and engine manufacturing company founded in 1917.
    [Show full text]
  • Sustainable Value Report 2003/2004. Innovation. Efficiency
    Sustainable Value Report 2003/2004 Innovation. Efficiency. Responsibility. Rolls-Royce Motor Cars Limited BMW Group Revenues BMW Group Capital expenditure in euro billion in euro million 42.3 45 4,600 4,042 37.2 38.5 40 34.4 35.4 4,100 3,516 32.3 35 3,600 30 3,100 2,781 25 2,600 2,179 2,155 2,138 20 2,100 15 1,600 10 1,100 98 99 00 00 01 02 98 99 00 00 01 02 HGB HGB HGB IAS IAS IAS HGB HGB HGB IAS IAS IAS BMW Group Deliveries of automobiles* BMW Group Profit from ordinary activities in thousand in euro million 1,057.3 1,100 4,000 3,242 3,297 1,000 905.7 3,500 900 822.2 3,000 751.3 800 699.4 2,500 2,032 700 2,000 1,663 600 1,500 1,061 1,111 500 1,000 400 500 98 99 00 01 02 98 99 00 00 01 02 *adjusted for Rover/Land Rover HGB HGB HGB IAS IAS IAS BMW Group in figures Economic 1998 1999 2000 2000 2001 2002 HGB HGB HGB IAS IAS IAS Revenues euro million 32,280 34,402 35,356 37,226 38,463 42,282 Capital expenditure euro million 2,179 2,155 2,138 2,781 3,516 4,042 Cash flow euro million 2,479 2,807 3,198 3,779 4,202 4,374 Profit from ordinary activities euro million 1,061 1,111 1,663 2,032 3,242 3,297 Net profit/loss for the year euro million 462 –2,4871] 1,026 1,209 1,866 2,020 Vehicle production BMW units 706,426 755,547 834,519 904,335 930,221 MINI units – – – 42,395 160,037 Automobiles, total2] units 1,204,000 1,147,420 1,026,755 946,730 1,090,258 Motorcycles3] units 60,152 69,157 93,608 100,213 97,553 Deliveries to customers BMW units 699,378 751,272 822,181 880,677 913,225 MINI units – – – 24,980 144,119 Automobiles, total2] units 1,187,115 1,180,429 1,011,874 905,657 1,057,344 Motorcycles3] units 60,308 65,168 81,263 95,327 103,020 1] net profit of euro 663 million before extraordinary result 2] includes Rover Cars from 18 March 1994 to 9 May 2000 and Land Rover from 18 March 1994 to 30 June 2000 3] includes BMW F 650 assembly at Aprilia S.p.A.
    [Show full text]
  • Case Is Investment in Apparently Non-Productive Assets
    World Resources Institute Sustainable Enterprise Program A program of the World Resources Institute BAYERISCHE MOTOREN WERKE AG (A) F. or more than a decade, WRI's In the late summer of 1990, the German government Sustainable Enterprise Program invited industry commentary on a proposed policy to make (SEP) has harnessed the power of automobile manufacturers responsible for the final business to create profitable solutions disassembly and disposal of their products, as well as for to environment and development ensuring that most of each vehicle is recycled. Commonly challenges. BELL, a project of SEP, is focused on working with managers known as product "take-back" requirements, such and academics to make companies legislation is potentially revolutionary for manufacturers. more competitive by approaching The obligation to assume stewardship for a product long social and environmental challenges after it has been sold necessitates changes in product as unmet market needs that provide design, materials use and disassembly techniques that business growth opportunities through would have been unthinkable even ten years ago. entrepreneurship, innovation, and Moreover, establishment of a reverse distribution network organizational change. to collect discarded products requires a significant Permission to reprint this case is investment in apparently non-productive assets. available at the BELL case store. Additional information on the Case At BMW AG, it was the task of the recycling group (T-RC) Series, BELL, and WRI is available at: to determine the company's response to the draft www BELLinnovation org legislation, which was called "Draft: The Federal Government's Policy on the Reduction, Minimization, or Utilization of Scrapped Vehicle Wastes." Dr.-Ing.
    [Show full text]
  • Bayerische Motoren Werke AG
    BMW Bayerische Motoren Werke AG Francia: Le plaisir de conduire España: ¿Te gusta conducir? Hispanoamérica: El placer de conducir Alemania: Freude am Fahren Tipo Sociedad anónima Industria Automóvil Fundación 1916 Sede Múnich, Alemania Ámbito Mundial Productos Automóviles, motocicletas,motores, bicicletas, banca,seguros Ingresos 76.380 millones de € (2013)1 Beneficio 5.210 millones de € (2013)2 neto Valor de la empresa: 113.290 millones de € (2013) Deuda de la empresa: 69.180 millones de € (2013) Director Dr. Norbert Reithofer ejecutivo Empleados (-3,80%) 96.230 (2009)3 Divisiones MINI BMW Motorrad M GmbH Filiales Rolls-Royce BMW Bank Sitio web www.bmw.es (España) www.bmw.com (Internacional) BMW (siglas en alemán de: Bayerische Motoren Werke, «Fábricas bávaras de motores») es un fabricante alemán de automóviles y motocicletas, cuya sede se encuentra en Múnich. Sus subsidiarias son Rolls-Royce y BMW Bank. BMW es el líder mundial de ventas dentro de los fabricantes de gama alta.4 Índice [ocultar] 1 Historia de BMW. o 1.1 Comienzos o 1.2 Logotipo o 1.3 Primera motocicleta BMW o 1.4 Primera producción de automóviles en Eisenach o 1.5 Durante la Segunda Guerra Mundial o 1.6 Posguerra o 1.7 Crisis de finales de los años 1950 o 1.8 Comienzo de la recuperación y compra de Glas o 1.9 Era Kuenheim o 1.10 La debacle de Rover o 1.11 Historia reciente o 1.12 Motocicletas Husqvarna o 1.13 Presidentes del consejo de administración de BMW o 1.14 Hechos cronológicos relevantes o 1.15 Cronología del lanzamiento de productos 2 Gama de productos o 2.1 Automóviles .
    [Show full text]
  • Annual Report BMW Group 2015
    ANNUAL REPORT 2015 Contents 3 BMW GROUP IN FIGURES 6 REPORT OF THE SUPERVISORY BOARD 14 STATEMENT OF THE CHAIRMAN OF THE BOARD OF MANAGEMENT 18 COMBINED MANAGEMENT REPORT 18 General Information on the BMW Group 18 Business Model 20 Management System 23 Report on Economic Position 23 General and Sector-specific Environment 27 Overall Assessment by Management 27 Financial and Non-financial Performance Indicators 29 Review of Operations 49 Results of Operations, Financial Position and Net Assets 59 Comments on Financial Statements of BMW AG 62 Events after the End of the Reporting Period 63 Report on Outlook, Risks and Opportunities 63 Outlook 68 Report on Risks and Opportunities 81 Internal Control System and Risk Management System Relevant for the Financial Reporting Process 83 Disclosures Relevant for Takeovers 87 BMW Stock and Capital Markets in 2015 90 GROUP FINANCIAL STATEMENTS 90 Income Statements for Group and Segments 90 Statement of Comprehensive Income for Group 92 Balance Sheets for Group and Segments 94 Cash Flow Statements for Group and Segments 96 Group Statement of Changes in Equity 98 Notes to the Group Financial Statements 98 Accounting Principles and Policies 113 Notes to the Income Statement 121 Notes to the Statement of Comprehensive Income 122 Notes to the Balance Sheet 147 Other Disclosures 163 Segment Information 168 STATEMENT ON CORPORATE GOVERNANCE (§ 289 a HGB) (Part of the Combined Management Report) 168 Information on the Company’s Governing Constitution 169 Declaration of the Board of Management and of the Supervisory
    [Show full text]
  • Alexander Stern
    Emerging Strategies for Matching Distant Knowledge with Existing Innovation Capabilities Stern, Alexander Document Version Final published version Publication date: 2010 License Unspecified Citation for published version (APA): Stern, A. (2010). Emerging Strategies for Matching Distant Knowledge with Existing Innovation Capabilities. Copenhagen Business School [Phd]. PhD series Link to publication in CBS Research Portal General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. Take down policy If you believe that this document breaches copyright please contact us ([email protected]) providing details, and we will remove access to the work immediately and investigate your claim. Download date: 01. Oct. 2021 Alexander Brian Stern Emerging Strategies for Matching Distant Knowledge with Existing Innovation Capabilities Department of Innovation and Organizational Economics Copenhagen Business School, Denmark I Table of Contents I. Acknowledgments ......................................................................................................................................... VI II. List of Abbreviations ................................................................................................................................ VIII III. List of Tables ................................................................................................................................................
    [Show full text]
  • Sustainable Value Report Basic Reporting Principles
    SuStainable Value RepoRt Basic reporting principles Sustainable Value Report 2010 of the BMW Group This eighth edition of the BMW Group Sustainable Value Report has been published to inform stakeholders in a transparent manner about the company’s sustainability strategy and how sustainability is being integrated into corporate processes. Focusing on present and future challenges in the areas of sustainable management, product responsibility, Group-wide environmental protection, employees and social commitment, the Sustain- able Value Report 2010 describes the company’s approaches and specific programmes used to improve its sus- tainability performance. The “objectives, key facts and figures” section presents key figures for these measures as well as the company’s objectives in the above-mentioned areas. Each chapter starts with a two page overview of the main points, including priority topics with the associated challenges, achievements and objectives as well as the key performance indicators (KPIs) used internally to control and monitor the BMW Group’s sustain- ability performance. This Sustainable Value Report is published in German and English. Conforms to GRI standards The BMW Group’s Sustainable Value Report has been compiled in accordance with the Global Reporting Initiative (GRI G3) guidelines as well as the industry-specific Automotive Sector Supplement (pilot version 1.0). To what extent GRI indicators are met is shown in the GRI Index and where appropriate explanatory notes are www.globalreporting.org attached. At GRI level A+(GRI checked), this Sustainable Value Report 2010 meets the maximum requirements detailed in the GRI guidelines. Topics have been selected and weighted in accordance with the findings of intensive, structured dialogue with stakeholders as well as with the results of in-house workshops in which all relevant BMW Group departments participated (cf.
    [Show full text]
  • 9131 Sustrep D.RZ
    Sustainable Value Report 2003/2004 Innovation. Leistung. Verantwortung. Rolls-Royce Motor Cars Limited BMW Group Umsatz BMW Group Investitionen in Mrd. Euro in Mio. Euro 42,3 45 4.600 4.042 37,2 38,5 40 34,4 35,4 4.100 3.516 32,3 35 3.600 30 3.100 2.781 25 2.600 2.179 2.155 2.138 20 2.100 15 1.600 10 1.100 98 99 00 00 01 02 98 99 00 00 01 02 HGB HGB HGB IAS IAS IAS HGB HGB HGB IAS IAS IAS BMW Group Auslieferungen Automobile* BMW Group Ergebnis der gewöhnlichen Geschäftstätigkeit in Tsd. in Mio. Euro 1.057,3 1.100 4.000 3.242 3.297 1.000 905,7 3.500 900 822,2 3.000 751,3 800 699,4 2.500 2.032 700 2.000 1.663 600 1.500 1.061 1.111 500 1.000 400 500 98 99 00 01 02 98 99 00 00 01 02 *bereinigt um Rover/Land Rover HGB HGB HGB IAS IAS IAS BMW Group in Zahlen Wirtschaft 1998 1999 2000 2000 2001 2002 HGB HGB HGB IAS IAS IAS Umsatz Mio. Euro 32.280 34.402 35.356 37.226 38.463 42.282 Investitionen Mio. Euro 2.179 2.155 2.138 2.781 3.516 4.042 Cashflow Mio. Euro 2.479 2.807 3.198 3.779 4.202 4.374 Ergebnis der gewöhnlichen Geschäftstätigkeit Mio. Euro 1.061 1.111 1.663 2.032 3.242 3.297 Jahresüberschuss, -fehlbetrag Mio.
    [Show full text]
  • 361-Emerald REAN-V034
    BMW À MASTERING THE CRISES WITH “NEW EFFICIENCY?” Ludger Pries and Martin Seeliger ABSTRACT Purpose À Make a contribution on company business models and typical reactions to economic crises. Design/methodology/approach À Media-analysis-based case study. Findings À Crisis is handled through drawing on a strategy deriving from the typical features of the company; through the crisis these features are even intensified. Research limitations/implications À Multinational companies are com- plex and only transparent to a small degree; the empirical data therefore rests on a database with articles. Social implications À Social implications can be seen at the BMW as a functioning example for social partnership as a form of economic embeddedness at the societal level. Keywords: Automobile industry; business system; financial crisis; BMW Downloaded by MAX PLANCK INSTITUT FUER GESELLSCHAFTSFORSCHUNG At 05:54 16 January 2018 (PT) Production, Consumption, Business and the Economy: Structural Ideals and Moral Realities Research in Economic Anthropology, Volume 34, 187À208 Copyright r 2014 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISSN: 0190-1281/doi:10.1108/S0190-128120140000034006 187 188 LUDGER PRIES AND MARTIN SEELIGER The financial and economic crisis of 2008À2009 hit the global players of the automobile industry in quite different ways. While the US-American companies Ford, General Motors, and Chrysler underwent existential tur- bulences, Chinese and Indian Original Equipment Manufacturers (OEMs) were almost not affected by the economic instabilities caused by the cri- sis. In Europe, due to public programs of replacing old cars by new ones, the so-called car-wrecking scheme, most of the carmakers were less affected than expected.
    [Show full text]
  • Mobile Tradition Live Fakten Und Hintergründe
    Mit uns läuft die Geschichte www.bmw-mobiletradition.com | Mobile Tradition | 03. Jahrgang | Ausgabe 01 | 2005 Mobile Tradition live Fakten und Hintergründe Jahrzehnt der Entscheidung Die 50er Jahre markieren einen Wen- depunkt in der BMW Historie. Ein kom- munikativer Überblick Seite 08 – 11 Antrieb der zivilen Luftfahrt Vor 80 Jahren brachte BMW den Flugmo- tor BMW VI auf den Markt Seite 12 – 17 30 Jahre BMW 3er Mit der Vorstellung des neuen 3er auf dem Genfer Salon geht die Erfolgs- geschichte der Sportlimousine in die fünfte Generation Seite 18 – 23 Die graue Eminenz Heinrich Krafft von Dellmensingen för- derte maßgeblich den Wiederaufbau von BMW nach dem Krieg Seite 24 – 27 Sternstunde des Rennsports 1940 gewann BMW mit dem BMW 328 spektakulär die Mille Miglia, das berühm- teste Rennen der Welt Seite 34 – 37 Flugmotor BMW VI – der Antrieb der zivilen Luftfahrt. Seite 12 Historie und Mythos Die Geschichte der Entstehung des BMW und die 50er Jahre: Jahrzehnt der Entscheidung BMW Logos Seite 38 – 41 Meilenstein im Motorradbau Die Einführung der hydraulisch gefeder- ten Teleskopgabel Seite 42 – 43 Mobilität und Lebensfreude kennzeichneten die 50er Jahre und die Zeit des Wiederaufstiegs. Im Jahre 2005 feiert BMW zwei außer- wie Elvis, Hollywoodgrößen im Stile von Jubiläen im Jahr 2005 gewöhnliche Automobile, wie sie unter- Marylin Monroe und der Operndiven à la schiedlicher kaum sein könnten. Vor Maria Callas verband. vor 55 Jahren BMW R51/2, der erste BMW genau 50 Jahren kamen praktisch zeit- Mit einer Fülle von Kommunikations- Nachkriegsboxer Seite 05 gleich die BMW Isetta und der BMW 507 maßnahmen begleitet BMW Mobile Tra- auf den Markt.
    [Show full text]
  • Mobile Tradition Live Facts and Background
    www.bmw-mobiletradition.com Mobile Tradition | Year 05 | Issue 01 | 2007 Mobile Tradition live Facts and background Bracing breeze worldwide. BMW 3 Series Convertibles Page 32 14 The history of BMW aero engines: It was in the air that BMW celebrated its fi rst records and laid the foundation for its successful history. 22 Isettas for India: 50 years ago BMW drew up plans to produce the Isetta under licence in India. They never came to fruition. 38 Ludwig “Wiggerl” Kraus: Looking back on the career of racing rider Ludwig Kraus, who would have turned 100 in March. 44 BMW 7 Series – the first generation: Luxury, el- egance and dynamism. The fi rst upper-class model in the series whose success continues to this day. BMW Mobile Tradition I Editorial Dear Friends of BMW Group, A scenic coastal road – on the one side the endless azure sea, on the other forests and rock faces interspersed with tunnels and bridges. What better way to relish such a ride than in an open-top car. This spring BMW unveiled the new 3 Series Convertible, an aesthetic car oozing heritage and style. To mark its launch BMW Group Mobile Tradi- tion traced the history of BMW 3 Series Convertibles from the first BMW Baur Topcabriolet of 1978 to the convertible model in BMW’s latest fifth-generation 3 Series range. Thus in addition to an unrivalled open-top driving experience, you also have a new publication to look forward to: Bracing breeze worldwide. BMW 3 Series Convertibles. Consid- erably more breeze was generated by the aircraft engines that marked the inception of the company’s success story 90 years ago.
    [Show full text]
  • Member of BMW Clubs International Council 2017 Issue
    2017 Issue 148 BMW Car Club Victoria Member of BMW Clubs International Council exclusive ALPINA AUTOMOBILES now in AUSTRALIA ALPINA Automobiles Australia is proud to be the exclusive supplier of ALPINA vehicles and Accessories for Victoria, including the renowned range of ALPINA alloy wheels and body kits. For over 50 years ALPINA has earned a global reputation for producing a wide range of bespoke cars, based on current BMW models, that marry luxurious detailing with refined dynamic motoring. Now in Australia, the first arrivals of the BMW ALPINA B3 Bi-Turbo Sedan and Touring models, as well as the BMW ALPINA B4 Bi-Turbo Coupé and Convertible, can now be experienced. Showcasing a combination of power, luxury, and comfort, both the BMW ALPINA B3 Bi-Turbo and the BMW ALPINA B4 Bi-Turbo are sure to impress. Plus, with 301kW and 600Nm on hand, thrilling performance is assured. We now invite you to see what makes ALPINA so special. Please speak with an ALPINA Product Specialist today to arrange your test-drive. ALPINA Automobiles | Australia 812-814 Doncaster Road • Doncaster VIC 3108 • Australia • +61 03 8848 0000 | WWW.ALPINAAUTOMOBILES.COM.AU | WWW.INSTAGRAM.COM/ALPINAAUTOMOBILESAUS | WWW.FACEBOOK.COM.AU/ALPINAAUTMOBILESAUSTRALIA | WWW.YOUTUBE.COM.AU/ALPINAAUSTRALIA Journal of the BMW Car Club of Victoria Inc. Member of the International Council of BMW Clubs Issue No. 148 Publisher BMW Car Club of Victoria Inc. Reg. No. A0045268J Editorial Address BMWCCV Inc. is a CAMS Affiliated Car Club The Editor BMW Top Marque PO Box 81 Tyabb Victoria 3913 Email: [email protected] General Mail & Enquiries The Secretary BMW Car Club of Victoria Inc.
    [Show full text]