Company: DHR
Filing Date: 2025-03-26
Form Type: DEF 14A
Source: 0000313616-25-000081
Chunk: 43

Company: DANAHER CORP /DE/
Filing Date: 2025-03-26
Form: DEF 14A
Chunk 43
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 programs, employee engagement, talent management and the science and technology-related dimensions of Danaher’s sustainability program.                                                                                                                                                                                                                                                                                                               |
| Joakim Weidemanis                                   
 FormerExecutive Vice President                      |     | 125%         |     | Consisted of the degree of year-over-year improvement in his businesses with respect to core revenue growth, operating profit margin expansion and working capital turnover; return-on-invested-capital achieved with respect to acquisitions by his businesses; quantitative goals for his businesses relating to turnover rate, internal fill rate, on-time delivery, manufacturing quality, employee engagement and talent development; and qualitative goals relating to strategic initiatives, enhancement of his business’ innovation capabilities, talent management, capital deployment, integration of acquired businesses and sustainability (including supporting the Company’s greenhouse gas emission reduction initiatives). |

Determining Target Bonus Percentage

In determining the target bonus percentage for each NEO, the Committee considered the relative complexity and importance of the executive’s position and the amount of annual cash incentive compensation that peer companies typically pay to executives serving in comparable roles. With respect to Mr. Blair in particular, although the Committee did not target the performance-based portion of the CEO’s annual cash compensation at any particular percentage of total annual cash compensation, the Committee strategically set the base salary at a level lower, and target annual bonus opportunity at a level higher, than typical among the Company’s peer companies to help ensure that the CEO’s annual cash compensation is meaningfully performance-based.

Determining Personal Payout Percentage

Pursuant to the terms of the Plan, the Committee used its judgment and determined for each NEO a Personal Payout Percentage between 0% and 200% with respect to 2024 performance. The Committee believes that its ability to exercise discretion with respect to the annual executive cash incentive compensation awards is an important element in reaching balanced compensation decisions that are consistent with our strategy and reward both current year performance and sustained long-term value creation. The Committee’s ability to exercise discretion:

• helps mitigate the risks associated with a rigid and strictly formulaic compensation program, which could unintentionally create incentives for our executives to focus only on certain short-term performance metrics or encourage imprudent risk taking;

• gives the Committee flexibility to address changes in economic or industry conditions that occur during the performance period; and

• allows the Committee to recognize performance in non-formulaic areas that contribute to long-term value creation, such as championing Danaher’s culture and values, talent development, process improvement and recognition of individual performance levels.

Without assigning any particular weight to any