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