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.