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| 2 | TARGET CORPORATION  2025 Proxy Statement  | 

| Date and Time Wednesday, June 11, 2025 12:00 p.m. Central Daylight Time | Place  virtualshareholdermeeting.com/TGT2025 | Record Date April 14, 2025 | 
| Item | Board’s Recommendation | |
| FOR each Director Nominee | ||
| Ratification of the appointment of Ernst & Young LLP as our independent  | FOR | |
| FOR | ||
| AGAINST | 
| TARGET CORPORATION  2025 Proxy Statement  | 3 | 
| Method(1) |  | Internet |  | Telephone |  | Mail | 
| Instruction | •Go to the website identified on  the enclosed proxy card, VIF, or  Internet Availability Notice. •Enter the control number on the  proxy card, VIF, or Internet  Availability Notice. •Follow the instructions on the  website. | •Call the toll-free number  identified on the enclosed proxy  card or VIF or, after viewing the  proxy materials on the website  provided in your Internet  Availability Notice, call the toll- free number for telephone voting  identified on the website. •Enter the control number on the  proxy card, VIF, or Internet  Availability Notice. •Follow the recorded instructions. | •Mark your selections on the  enclosed proxy card or VIF. •Date and sign your name exactly  as it appears on the proxy card  or VIF. •Promptly return the proxy card  or VIF in the enclosed postage- paid envelope so the proxy card  or VIF is received before the  deadline. | |||
| Deadline | •Registered Shareholders or Beneficial Owners — 11:59 p.m. Eastern Daylight Time on June 10, 2025. •Participants in the Target 401(k) Plan — 6:00 a.m. Eastern Daylight Time on June 9, 2025. | |||||

| Amy Tu | |
| Corporate Secretary | Approximate Date of Mailing of Proxy Materials or Internet Availability Notice: April 28, 2025 | 

| TARGET CORPORATION  2025 Proxy Statement  | 5 | 
| Practice | Description | Page(s) | ||
| Accountability to shareholders | ||||
| Board evaluations  and refreshment | The Board regularly evaluates its performance in a variety of ways. Those evaluations,  changes in business strategy and operations, and anticipated director retirements are  considered by the Governance & Sustainability Committee in determining desired skills  for future Board members to supplement the general Board membership criteria in our  Corporate Governance Guidelines. | |||
| Annual elections | All directors are elected annually, which reinforces our Board’s accountability to  shareholders. | |||
| Majority voting  standard | Our Articles of Incorporation require a “majority voting” standard in uncontested director  elections—each director must receive more votes “For” their election than votes  “Against” in order to be elected. | |||
| Director resignation  policy | An incumbent director that does not meet the majority voting standard must promptly  offer to resign. The Governance & Sustainability Committee will make a recommendation  and the Board must act on the offer within 90 days and publicly disclose its decision and  rationale. | |||
| Proxy access | Any shareholder or group of up to 20 shareholders owning 3% or more of Target  common stock continuously for at least the previous three years may nominate and  include in our proxy materials director nominees totaling up to the greater of 20% of the  Board or at least two directors. | |||
| No poison pill | We do not have a poison pill. | |||
| 10% special meeting  threshold | Shareholders owning 10% or more of Target’s outstanding stock have the right to call a  special meeting of shareholders. | |||
| Shareholder voting rights are proportionate to economic interests | ||||
| Single voting class | Target common stock is the only class of voting shares outstanding. | |||
| One share, one vote | Each share of Target common stock is entitled to one vote. | |||
| Responsiveness to shareholders | ||||
| Strong shareholder  engagement program | We regularly engage with our shareholders, both large and small, on a variety of topics  related to our business. As part of its shareholder engagement process, the Board seeks  to understand the reasons for, and respond to, significant shareholder opposition to  management proposals, as applicable. | |||
| Responses to  shareholder  proposals | The Board responds to shareholder proposals that receive significant support by either  making the proposed changes or explaining why the actions were not taken through the  shareholder engagement process, proxy statement disclosure, or other means. | 71 | ||
| Availability of  independent directors | Target’s Lead Independent Director is expected to be available for shareholder  engagement, as appropriate. | |||
| 6 | TARGET CORPORATION  2025 Proxy Statement  | 
| Practice | Description | Page(s) | ||
| Strong, independent leadership | ||||
| Independence | A majority of our directors must be independent. Currently, all of our directors other than  our CEO are independent, and all of our Committees consist exclusively of independent  directors. | |||
| Lead Independent  Director | Whenever our Chair of the Board is not independent, our Bylaws and Corporate  Governance Guidelines require a Lead Independent Director position with robust  responsibilities to provide independent oversight of our CEO and Leadership Team. | |||
| Annual elections for  Lead Independent  Director and Chair | Both the Lead Independent Director and the Chair of the Board are elected annually by  the independent directors, which ensures that the leadership structure is reviewed at  least annually. | |||
| Committee  membership and  leadership rotations | The Governance & Sustainability Committee reviews and recommends Committee  membership. The Board appoints members of its Committees annually, rotates  Committee assignments periodically, and seeks to rotate the Lead Independent Director  position and Committee Chair assignments every four to six years. | |||
| Structures and practices enhance Board effectiveness | ||||
| Composition | The composition of our Board represents broad perspectives, experiences, expertise,  and knowledge relevant to our business. | |||
| Director tenure  policies | Our director tenure policies include mandatory retirement at age 75 and a maximum term  limit of 20 years. These policies encourage Board refreshment and provide additional  opportunities to maintain a balanced mix of perspectives and experiences. | |||
| Director maximum  outside boards policy | Any director serving as a CEO of a public company is expected to serve on no more than  two public company boards (including our Board), and other directors are expected to  serve on no more than four public company boards (including our Board). | |||
| Director onboarding  and continuing  education | To enhance and expand the Board’s knowledge of the retail industry and topics relevant  to its oversight responsibilities, we provide an extensive new director onboarding session.  We also encourage our directors to participate in external continuing director education  programs. | |||
| Strategy and risk  oversight | We disclose how strategy and risk oversight is exercised at the Board level and how risk  oversight responsibilities are allocated among the Board and its Committees. | |||
| Management  development and  succession planning | Our Board regularly reviews senior management development and succession planning,  with more in-depth reviews regularly conducted by the Compensation & Human Capital  Management Committee. | |||
| Sustainability —  resiliency in our  business model | We disclose how oversight responsibility for resiliency in our business model and related  risks is allocated among the Board, its Committees, and management. | |||
| Information security,  cybersecurity, and  data privacy | We disclose how oversight responsibility related to information security, cybersecurity,  and data privacy is allocated among the Board and its Committees, and provide  information about our program and practices. | |||
| Executive compensation incentive structures are aligned with long-term strategy | ||||
| Performance linked to  long-term strategy  drives incentive  awards | The Compensation & Human Capital Management Committee has identified short- and  long-term performance goals that align with Target’s strategy and has incorporated those  goals into executive compensation plans to serve as drivers of incentive awards. | |||
| Communicating  executive  compensation to  shareholders | The CD&A explains how performance goals drive our executive compensation plans and  connect to Target’s long-term strategy. | |||
| Follow leading  compensation  practices | See “Target’s executive compensation practices.” | |||
| TARGET CORPORATION  2025 Proxy Statement  | 7 | 
| Name | Age | Director since | Current or notable prior  company | Title | Independent | Public boards (including Target) | 
| David P. Abney | 69 | 2021 | United Parcel Service, Inc. | Former Chairman & CEO | Yes | 3 | 
| Douglas M. Baker, Jr. | 66 | 2013 | E2SG Partners, LP / Ecolab Inc. | Founding Partner / Former Chairman & CEO | Yes | 2 | 
| George S. Barrett | 70 | 2018 | The Overtone Group L.L.C. / Cardinal Health, Inc. | Founder / Former Chairman & CEO | Yes | 1 | 
| Gail K. Boudreaux | 64 | 2021 | Elevance Health, Inc. | President & CEO | Yes | 2 | 
| Brian C. Cornell | 66 | 2014 | Target Corporation | Chair & CEO | No | 2 | 
| Robert L. Edwards | 69 | 2015 | Safeway Inc. | Former President & CEO | Yes | 1 | 
| Donald R. Knauss | 74 | 2015 | The Clorox Company | Former Chairman & CEO | Yes | 3 | 
| Christine A. Leahy | 60 | 2021 | CDW Corporation | Chair, President & CEO | Yes | 2 | 
| Monica C. Lozano | 68 | 2016 | ImpreMedia, LLC | Former Chair & CEO | Yes | 3 | 
| Grace Puma | 62 | 2022 | PepsiCo, Inc. | Former Executive Vice  President, Chief Operations  Officer | Yes | 3 | 
| Derica W. Rice | 60 | 2020(1) | CVS Health Corporation / CVS Caremark | Former Executive Vice  President / Former  President | Yes | 4 | 
| Dmitri L. Stockton | 61 | 2018 | General Electric Company | Former Senior Vice  President & Special Advisor  to the Chairman | Yes | 4 | 
| 8 | TARGET CORPORATION  2025 Proxy Statement  | 
|  | Robust responsibilities: | Annual election: | ||
| •Convene meetings. Has the authority to convene meetings of the Board  and executive sessions consisting solely of independent directors at  every meeting. •Preside at certain meetings. Presides at all meetings of the Board at  which the Chair of the Board is not present, including executive sessions  of independent directors. •CEO performance review. Oversees the annual performance review of  the CEO, with input from the other independent directors. •Director liaison. Serves as the primary liaison between the CEO and the  independent directors. •Meeting schedules, agendas, and information. Approves meeting  schedules, agendas, and the information furnished to the Board to  ensure that the Board has adequate time and information for discussion. •Shareholder engagement. Is expected to engage in consultation and  direct communication with major shareholders, as appropriate. •Independent director expectations. Coordinates with the CEO to  establish expectations for independent directors to consistently monitor  Target’s operations and those of our competitors. •Composition and director succession planning. Consults with the  Governance & Sustainability Committee regarding Board and Committee  composition, Committee Chair selection, the annual performance review  of the Board and its Committees, and director succession planning. | Elected annually by the  independent directors. Service length: As a guideline, the Lead  Independent Director  should serve in that  capacity for no more  than four to six years. | |||
| Christine A.  Leahy | ||||
| Lead Independent  Director (Since 2025) | ||||
| TARGET CORPORATION  2025 Proxy Statement  | 9 | 
| Name | Audit & Risk | Compensation & Human Capital Management | Governance & Sustainability | Infrastructure &  Finance | 
| David P. Abney | l | l | ||
| Douglas M. Baker, Jr. | l | l | ||
| George S. Barrett | l | C | ||
| Gail K. Boudreaux | l | l | ||
| Robert L. Edwards | l | l | ||
| Donald R. Knauss | l | C | ||
| Christine A. Leahy | l | l | ||
| Monica C. Lozano | C | l | ||
| Grace Puma | l | l | ||
| Derica W. Rice | l | l | ||
| Dmitri L. Stockton | C | l | ||
| Meetings held in Fiscal 2024 | 8 | 5 | 5 | 5 | 
| 10 | TARGET CORPORATION  2025 Proxy Statement  | 
| Audit & Risk Committee | Oversight and other responsibilities | |||
| •Accounting and financial reporting. Accounting and financial reporting process, including the  integrity of our financial statements and internal controls. •Independent auditor. Independent auditor engagement, qualifications, and independence. •Internal audit. Internal audit’s function, results, and assessment of our risk management  processes. •Tax matters. Positions with respect to income and other tax obligations. Risk Committee’s duties and activities. •Policy oversight. Policies and procedures related to oversight areas (including auditor  independence matters, accounting and auditing complaints, and related party transactions). •Compliance and ethics. Compliance and ethics programs, monitoring, investigations, and  remediation efforts, including reports of potential misconduct. •Enterprise risk management. Enterprise risk management programs, principal business and  operational risks (including vendor risk management, cybersecurity and information security,  data privacy, product and food safety, and business continuity and disaster recovery), and  coordination of risk oversight with the Board and other Committees. •Supply chain corporate responsibility matters. Management’s efforts to instill responsible  practices within Target’s supply chain in support of Target’s business. | ||||
| Committee members Mr. Stockton (Chair) Mr. Abney Ms. Boudreaux Mr. Edwards Ms. Puma Mr. Rice Number of meetings  during Fiscal 2024 8 | ||||
| The Board has determined that all members of the Audit & Risk Committee satisfy the applicable audit committee independence  requirements of the NYSE and the SEC.  The Board has also determined that Mr. Stockton, Mr. Abney, Ms. Boudreaux, Mr. Edwards, and Mr. Rice have acquired the  attributes necessary to qualify them as “audit committee financial experts” as defined by applicable SEC rules. The determination  for each of Mr. Abney, Ms. Boudreaux, Mr. Edwards, and Mr. Rice was based on experience as a principal financial officer,  principal accounting officer, controller, public accountant or auditor, or actively supervising a person holding one of those  positions. For Mr. Stockton, the determination was based on his financial oversight experiences with General Electric Company.  The Board also determined that Mr. Rice’s simultaneous service on the audit committees of four public companies will not impair  his ability to effectively serve on the Audit & Risk Committee. | ||||
| TARGET CORPORATION  2025 Proxy Statement  | 11 | 
| Compensation &  Human Capital  Management  Committee | Oversight and other responsibilities | ||
| •Executive compensation program. Compensation philosophy, selection, and relative  weightings of different compensation elements to balance risk, reward, and retention objectives,  and the alignment of incentive compensation performance measures with our strategy. •CEO compensation. Goals, objectives, elements, and value for the CEO’s compensation, in  consultation with independent members of the Board. •Other Leadership Team compensation. Compensation elements and value for all other  members of our Leadership Team, including our Non-CEO NEOs. •Management development and succession planning. Senior management development,  evaluation, and succession planning, including CEO succession planning. •Board compensation. Compensation provided to non-employee members of the Board. •Committee report. “Compensation & Human Capital Management Committee Report” on page  34. •Compensation risk management. Risks associated with our compensation policies, practices,  and incentives, and whether those policies and practices create material risks for Target. •Human capital management. Human capital matters with respect to our workforce, including  broad-based compensation and benefits, culture, and Team Member engagement, growth, and  development. | |||
| Committee members Ms. Lozano (Chair) Mr. Baker Mr. Barrett Mr. Knauss Ms. Leahy Number of meetings  during Fiscal 2024 5 | |||
| The Board has determined that all members of the Compensation & Human Capital Management Committee satisfy the  applicable compensation committee independence requirements of the NYSE and the SEC. | |||
| Governance &  Sustainability  Committee | Oversight and other responsibilities | ||
| •Corporate governance. Corporate governance structure and practices. •Director succession planning. Director succession planning reviews and identification,  screening, and recruitment of individuals qualified to become Board members. •Board and Committee composition and leadership. Recommendations, in consultation with  the Lead Independent Director, on overall composition of the Board and its Committees, and the  selection of the Committee Chairs and the Lead Independent Director. •Board and Committee evaluations. Annual performance review of the Board and its  Committees in consultation with the Lead Independent Director. •Sustainability matters. Overall approach to resiliency in our business model, philanthropy and  community engagement, and social and political issues and risks from across the political  spectrum not allocated to other Committees. •Public policy advocacy and political activities. Our policies and practices regarding public  policy advocacy and political activities. | |||
| Committee members Mr. Barrett (Chair) Mr. Baker Ms. Leahy Ms. Lozano Mr. Stockton Number of meetings  during Fiscal 2024 5 | |||
| 12 | TARGET CORPORATION  2025 Proxy Statement  | 
| Infrastructure &  Finance Committee | Oversight and other responsibilities | ||
| •Investment activity. Investment activity, including aligning investments with our strategy, and  evaluating the effectiveness of investment decisions. •Infrastructure resources. Management’s resource allocation plans regarding infrastructure  requirements. •Significant transactions. Management’s plans and strategies for significant transactions within  the strategic framework reviewed by the Board, including level of investment, sources of  financing, expected returns, and post-acquisition integration and performance of acquired  businesses. •Financial matters. Financial policies and financial condition, including our liquidity position,  funding requirements, ability to access the capital markets, interest rate exposures, and policies  regarding return of cash to shareholders. •Financial risk management. Financial risk assessment process, management activities, and  strategies, and use of third-party insurance and self-insurance strategies. | |||
| Committee members Mr. Knauss (Chair) Mr. Abney Ms. Boudreaux Mr. Edwards Ms. Puma Mr. Rice Number of meetings  during Fiscal 2024 5 | |||
| TARGET CORPORATION  2025 Proxy Statement  | 13 | 
| Board of Directors(1) | ||||||||
| •Business strategy •CEO succession •Crisis management and response •Organizational team health | •Reputation management •Top enterprise risks | |||||||
|  |  |  |  | |||||
| Audit & Risk Committee | Compensation & Human Capital Management Committee | Governance & Sustainability Committee | Infrastructure & Finance Committee | |||||
| •Accounting and financial  reporting •Compliance and ethics •Enterprise risk management  program •Principal business and  operational risks •Supply chain corporate  responsibility matters | •Executive compensation  program •Management  development and  succession •Workforce human capital  management | •Board succession •Governance structure  and practices •Sustainability practices •Public policy advocacy  and political activities | •Capital expenditures •Financial matters •Infrastructure needs •Major expense  commitments | |||||
| 14 | TARGET CORPORATION  2025 Proxy Statement  | 
| Responsible party | Oversight area for management development and succession planning | 
| Board | Oversight of these topics as part of its overall oversight role, including regular reviews of  management development and succession planning to maximize the pool of internal  candidates who can assume top management positions without undue interruption. | 
| Compensation & Human Capital Management  Committee | Primary responsibility for organizational talent and development and management succession  planning, including regular reviews of executive performance, potential, and succession  planning with a deeper focus than the full Board review, emphasizing career development for  high-potential members of management. | 
| Management | The Chief Human Resources Officer, who is a member of our Leadership Team, and senior  Human Resources leaders work with functional leaders across Target in developing and  implementing programs to attract, assess, and develop management-level talent for possible  future senior leadership positions, including those on our Leadership Team. | 
| TARGET CORPORATION  2025 Proxy Statement  | 15 | 
| 16 | TARGET CORPORATION  2025 Proxy Statement  | 
| TARGET CORPORATION  2025 Proxy Statement  | 17 | 
| Item of business | Board recommendation | Voting approval standard | ||
| Election of 12 director  nominees named in the 2025 Proxy  Statement. | The Board recommends that shareholders vote FOR each director nominee. | More votes “For” than  “Against.” Abstentions and broker non-votes have no effect in calculating the required vote. | 
| 18 | TARGET CORPORATION  2025 Proxy Statement  | 
| Evaluation planning | Director surveys | One-on-one interviews | Board and Committee discussions | Annual governance review | ||||
|  | ||||||||
| Governance &  Sustainability  Committee reviews  the format and  review process for  the annual  evaluation,  including the  questions to be  addressed | Survey completed  by each director  about the Board  (including  individual director  performance) and  the Committees on  which the director  served | Lead Independent  Director completes  one-on-one interviews  with each director to  seek additional  information to  supplement the  survey responses | The full Board and each  Committee meet to  discuss the results | Governance &  Sustainability Committee  incorporates feedback  from the evaluation  process as part of its  annual governance  review | ||||
| Term limit | Directors may not serve on the Board for more than 20 years | Mandatory retirement | Directors must retire at the end of the term in which they reach age 75 | 
| TARGET CORPORATION  2025 Proxy Statement  | 19 | 
| Tenure | By years of service  | Average 7.6 years(1) | Age | Average 65.7 years | 
| 20 | TARGET CORPORATION  2025 Proxy Statement  | 
| Target’s business characteristics | Desired skill | Director qualifications for possessing the skill | 
| Target is a large retailer that offers everyday essentials  and fashionable, differentiated merchandise at discounted  prices in stores and through digital channels. | Retail industry  experience | Executive officer level experience or service on the  board of directors at a large retail or consumer  products company. | 
| Target’s scale and complexity requires strong leadership  to align our team, technology, and operations across  many areas, including marketing, merchandising, supply  chain, fulfillment, real estate, and finance. | Senior  leadership | Experience in an executive officer level role or senior  government leadership role. | 
| Our brand is the cornerstone of our strategy to offer a  preferred shopping experience for our guests that  differentiates us in the marketplace. | Marketing /  Brands | Executive officer level experience in marketing or  managing well-known brands or the types of  consumer products we sell, or service on the board of  directors of a marketing or consumer products  company. | 
| We have a large and global workforce, which represents  one of our key resources, as well as one of our largest  operating expenses. | Human capital  management | Executive officer level experience managing a large or  global workforce or experience on a board of directors  overseeing those functions. | 
| Leveraging our stores-as-hubs to efficiently provide an  engaging, convenient, safe, and differentiated shopping  experience for guests, whether they purchase online or  physically in-store, requires significant capital deployment,  a large network of facilities and real estate, and effective  resource allocation to support our business and  infrastructure needs at scale. | Capital  deployment | Experience with capital deployment for business  operations, real estate transactions or property  management, or mergers and acquisitions; actively  supervising someone performing similar functions; or  service on a board of directors overseeing those  functions. | 
| Our business involves sourcing merchandise domestically  and internationally from numerous vendors and  distributing it through our fulfillment network. | Global supply  chain | Executive officer level experience or service on the  board of directors of a company with global supply  chain operations. | 
| Maintaining and enhancing our relevancy to deepen our  engagement with guests requires a variety of digital tools  and data analytics to support many aspects of our  operations, including loyalty programs, merchandising,  and fulfillment. | Digital tools /  Data analytics | Experience in digital platforms, digital media,  customer loyalty programs, or data analytics; actively  supervising someone performing similar functions; or  service on the board of directors of a digital platforms,  digital media, or data analytics company. | 
| Securing and appropriately handling the information we  receive and store about our guests, Team Members,  vendors, and other third parties is important to us. | Information  security / Data  privacy | Experience in information security, cybersecurity, or  data privacy; actively supervising someone performing  similar functions; or service on a board of directors  overseeing those functions. | 
| We are a large public company with a disciplined  approach to financial management and accurate  disclosure. | Financial  management | Qualification as an “audit committee financial expert”  under applicable SEC rules; executive officer level  experience in financial management, reporting, or  planning and analysis; or experience on a board of  directors overseeing any of those finance functions. | 
| We are subject to a variety of risks and seek to identify,  assess, and manage those risks for the long-term success  of our business and to meet our legal and regulatory  obligations. | Risk  management | Executive officer level experience in enterprise risk  management; actively supervising someone  performing similar functions; or service on a board of  directors overseeing those functions. | 
| TARGET CORPORATION  2025 Proxy Statement  | 21 | 
| Target’s business characteristics | Desired skill | Director qualifications for possessing the skill | 
| To be successful, we must preserve, grow, and leverage  the value of our reputation with our guests, Team  Members, vendors, and our shareholders and  appropriately respond to crisis events affecting them. | Reputation  management | Experience in community relations, public service,  government affairs, corporate governance, or crisis  response; actively supervising someone performing  similar functions; or service on a board of directors  overseeing any of those functions. | 
| We seek to identify and assess the sustainability and  governance matters that will help fortify our business and  drive growth and value creation for our business and our  shareholders. | Sustainability  and governance | Experience in strategies supporting business  resiliency matters and long-term value creation;  actively supervising someone performing similar  functions; or service on a board of directors  overseeing business resiliency matters. | 
| Desired skill | Mr. Abney | Mr. Baker | Mr. Barrett | Ms. Boudreaux | Mr. Edwards | Mr. Knauss | Ms. Leahy | Ms. Lozano | Ms. Puma | Mr. Rice | Mr. Stockton | 
| Retail industry  experience | l | l | l | l | |||||||
| Senior leadership | l | l | l | l | l | l | l | l | l | l | l | 
| Marketing/Brands | l | l | l | l | l | ||||||
| Human capital  management | l | l | l | l | l | l | l | l | l | l | l | 
| Capital deployment | l | l | l | l | l | l | l | l | l | ||
| Global supply chain | l | l | l | l | l | l | l | l | |||
| Digital tools/Data  analytics | l | l | |||||||||
| Information security/ Data privacy | l | l | l | l | l | l | l | ||||
| Financial management | l | l | l | l | l | l | l | l | l | l | l | 
| Risk management | l | l | l | l | l | l | l | l | l | l | l | 
| Reputation management | l | l | l | l | l | l | l | l | l | l | |
| Sustainability and  governance | l | l | l | l | l | l | l | l | l | l | 
| 22 | TARGET CORPORATION  2025 Proxy Statement  | 
|  | Former Chairman & CEO, United Parcel Service, Inc. Background David P. Abney is the former Chairman of the Board & Chief Executive Officer of United Parcel  Service, Inc., a well-known multinational package delivery and supply chain management company,  serving as Executive Chairman from June 2020 to September 2020, Chairman of the Board from  February 2016 to June 2020, and Chief Executive Officer from September 2014 to June 2020. He  previously held various other leadership positions within UPS, including Chief Operating Officer,  President of United Parcel Service Airlines, and President of United Parcel Service International. Skills and qualifications Mr. Abney provides the Board with senior leadership, marketing / brands, human capital management,  capital deployment, global supply chain, information security / data privacy, financial management, risk  management, reputation management, and sustainability and governance skills developed over his  more than 40 years of service with UPS in senior leadership positions with escalating levels of  responsibility and as CEO where he was responsible for many of the functions requiring those skills. In  addition, his service on other public company boards, including experience as a board chair, has  enhanced those skills and strengthens the Board’s collective oversight capability. He also has  experience with the roles and responsibilities of different board committees through current or prior  service on the audit, nominating and governance, compensation, finance, and/or policy committees of  other public company boards. | ||||
| David P. Abney | |||||
| Age 69 Director since 2021 Independent | |||||
| Committees •Audit & Risk •Infrastructure &  Finance | |||||
| Other public company boards | |||||
| Current Freeport-McMoRan Inc. Northrop Grumman Corporation | Within past five years Macy’s, Inc. United Parcel Service, Inc. | Other past boards Allied Waste Industries, Inc. Johnson Controls International  plc | |||
|  | Founding Partner, E2SG Partners, LP / Former Chairman & CEO, Ecolab Inc. Background Douglas M. Baker, Jr. is a Founding Partner of E2SG Partners, LP, a company that invests in new green  technologies. He has served in this role since July 2022. Mr. Baker previously served as Executive  Chairman of Ecolab Inc., a provider of water and hygiene services and technologies for the food,  hospitality, industrial, and energy markets, from January 2021 through May 2022, and as Chairman of  the Board & Chief Executive Officer from May 2006 to December 2020. He previously held various  other leadership positions within Ecolab, including President and Chief Operating Officer. Skills and qualifications Mr. Baker provides the Board with senior leadership, marketing / brands, human capital management,  capital deployment, global supply chain, information security / data privacy, financial management, risk  management, reputation management, and sustainability and governance skills. Those skills were  developed over his more than 30 years of service with Ecolab in a variety of positions, including as  CEO where he was responsible for many of the functions requiring those skills, and in brand  management roles at The Procter & Gamble Company. With respect to sustainability and governance,  Mr. Baker made environmental stewardship one of Ecolab’s core values during his CEO tenure and has  continued that work with E2SG Partners focusing on environmentally conscious and sustainable  solutions. In addition, his prior tenure as Target’s Lead Independent Director and service on other  public company boards, including experience as a board chair, has enhanced his skills and strengthens  the Board’s collective oversight capability. He also has experience with the roles and responsibilities of  different board committees through current or prior service on audit, compensation, nominating and  governance, risk management, executive, community reinvestment and public policy, and/or safety,  health, and environmental committees of other public company boards. | ||||
| Douglas  M. Baker, Jr. | |||||
| Age 66 Director since 2013 Independent | |||||
| Committees •Compensation &  Human Capital  Management •Governance &  Sustainability | |||||
| Other public company boards | |||||
| Current Merck & Co., Inc. | Within past five years Ecolab Inc. | Other past boards U.S. Bancorp | |||
| TARGET CORPORATION  2025 Proxy Statement  | 23 | 
|  | Founder, The Overtone Group, L.L.C. / Former Chairman & CEO, Cardinal Health, Inc. Background George S. Barrett is the Founder of The Overtone Group, L.L.C., where he advises companies and  nonprofit organizations, mentors senior executives, teaches the next generation of leaders, advises on  public policy, and is a frequent speaker on leadership and healthcare. He previously served as  Chairman & Chief Executive Officer of Cardinal Health, Inc., a global integrated healthcare services and  products company from August 2009 until the end of 2017, when he became Executive Chairman, a  position he held until November 2018. Mr. Barrett previously held a number of executive positions with  global pharmaceutical manufacturer Teva Pharmaceutical Industries Ltd., including Chief Executive  Officer of its North American business and Executive Vice President for global pharmaceuticals. Skills and qualifications Mr. Barrett provides the Board with senior leadership, human capital management, capital deployment,  global supply chain, financial management, risk management, reputation management,  and sustainability and governance skills developed over his more than 30 years of service in the  healthcare industry with Cardinal Health, Teva, and Alpharma Inc. During that time, he held executive  leadership positions with escalating levels of responsibility, culminating in his role as Chairman and  CEO of Cardinal Health where he was responsible for many of the functions requiring those skills.  Mr. Barrett also teaches leadership at both Columbia University Mailman School of Public Health and at  NYU Stern School of Business and serves on a National Academy of Medicine Initiative on Climate and  Human Health. In addition, his service on other public company boards, including experience as a  board chair, has enhanced his skills and strengthens the Board’s collective oversight capability. He  also has experience with the roles and responsibilities of different board committees through current or  prior service on the audit, compensation, and finance committees of other public company boards. | ||||
| George S. Barrett | |||||
| Age 70 Director since 2018 Independent | |||||
| Committees •Governance &  Sustainability  (Chair) •Compensation &  Human Capital  Management | |||||
| Other public company boards | |||||
| Current None | Within past five years Montes Archimedes Acquisition Corp. | Other past boards Cardinal Health, Inc. Eaton Corporation plc | |||
|  | President & CEO, Elevance Health, Inc. Background Gail K. Boudreaux has served as the President & Chief Executive Officer of Elevance Health, Inc., a  leading health benefits provider, since November 2017. Ms. Boudreaux previously served as Chief  Executive Officer of GKB Global Health, LLC, a healthcare consulting company, and held executive  level leadership positions at UnitedHealth Group, Inc. (and its subsidiary, UnitedHealthcare), Health  Care Services Corporation, and Aetna, Inc. Skills and qualifications Ms. Boudreaux provides the Board with senior leadership, human capital management, capital  deployment, digital tools / data analytics, information security / data privacy, financial management,  risk management, reputation management, and sustainability and governance skills developed over her  more than 30 years of experience in the healthcare and insurance industry with Elevance Health,  UnitedHealth Group, Health Care Services Corporation, and Aetna. During that time, she has held  executive leadership positions with escalating levels of responsibility, and in her current role as CEO of  Elevance Health she is responsible for many of the functions requiring those skills and led the  transformation of Elevance Health into a digital-first healthcare company. In addition, her service on  other public company boards has enhanced those skills and strengthens the Board’s collective  oversight capability. She also has experience with the roles and responsibilities of different board  committees through current or prior service on the audit, compensation, nominating and governance,  risk management, and/or operations, nuclear, environmental, and safety committees of other public  company boards. | ||||
| Gail K. Boudreaux | |||||
| Age 64 Director since 2021 Independent | |||||
| Committees •Audit & Risk •Infrastructure &  Finance | |||||
| Other public company boards | |||||
| Current Elevance Health, Inc. | Within past five years Zimmer Biomet Holdings, Inc. | Other past boards Genzyme Corporation Novavax, Inc. Xcel Energy, Inc. | |||
| 24 | TARGET CORPORATION  2025 Proxy Statement  | 
|  | Chair & CEO, Target Corporation Background Brian C. Cornell has served as Chair & Chief Executive Officer of Target Corporation since August  2014. Mr. Cornell previously served as Chief Executive Officer of PepsiCo Americas Foods, a division of  PepsiCo, Inc. Skills and qualifications Mr. Cornell provides the Board with significant retail knowledge that support his leadership of Target,  its business needs, and the different skills required to meet those needs, including retail industry  experience, senior leadership, marketing / brands, human capital management, capital deployment,  global supply chain, digital tools / data analytics, information security / data privacy, financial  management, risk management, reputation management, and sustainability and governance. Those  skills were developed through his more than 30 years in escalating leadership positions at leading retail  and global consumer product companies, including three CEO roles and more than two decades doing  business in North America, Asia, Europe, and Latin America. His experience, which includes roles with  PepsiCo, Sam’s Club, Wal-Mart Stores, Safeway Inc., and Michaels Stores, Inc., provides important  perspectives, having served both as a vendor partner and a competitor to Target. He currently serves  on the National Retail Federation’s executive committee and on The Business Council and previously  served as chairman of the Retail Industry Leadership Association. In addition, his service on other  public company boards, including experience as a non-executive board chair, has enhanced his skills  and strengthens the Board’s collective oversight capability. He also has experience with the roles and  responsibilities of different board committees through current or prior service on the audit,  compensation, nominating and governance, executive and finance, infrastructure, and technology  committees of other public company boards. | ||||
| Brian C. Cornell | |||||
| Age 66 Director since 2014 Chair of the Board since 2014 | |||||
| Committees •None | |||||
| Other public company boards | |||||
| Current Yum! Brands, Inc. | Within past five years None | Other past boards The Home Depot, Inc. OfficeMax Inc. Polaris Industries Inc. | |||
|  | Former President & CEO, Safeway Inc. Background Robert L. Edwards is the former President & Chief Executive Officer of Safeway Inc., a United States  food and drug retail company. He also served as President & Chief Executive Officer of AB  Acquisition LLC, a North American food and drug retail company due to Albertsons’ acquisition of  Safeway Inc. Mr. Edwards previously held several other executive level positions with Safeway Inc.,  including President & Chief Financial Officer and Executive Vice President & Chief Financial Officer. He  also held executive positions at Maxtor Corporation and Imation Corporation. Skills and qualifications Mr. Edwards provides the Board with retail industry experience, senior leadership, human capital  management, capital deployment, global supply chain, information security / data privacy, financial  management, risk management, and reputation management skills developed over his more than  40 years of service, including as CEO of Safeway where he was responsible for many of the functions  requiring those skills, as CFO of Safeway, Maxtor, and Imation, and in positions of increasing  responsibility in the areas of finance, administration, and corporate development at Santa Fe Industries.  In addition, his service on other public company boards, including experience as a vice chair, has  enhanced those skills and strengthens the Board’s collective oversight capability. He also has  experience with the roles and responsibilities of different board committees through current or prior  service on the audit, compensation, nominating and governance, and finance committees of other  public company boards. | ||||
| Robert L. Edwards | |||||
| Age 69 Director since 2015 Independent | |||||
| Committees •Audit & Risk  •Infrastructure &  Finance | |||||
| Other public company boards | |||||
| Current None | Within past five years None | Other past boards Blackhawk Network Holdings, Inc. Flextronics International Ltd. KKR Financial Holdings LLC Safeway Inc. Spansion Inc. | |||
| TARGET CORPORATION  2025 Proxy Statement  | 25 | 
|  | Former Chairman & CEO, The Clorox Company Background Donald R. Knauss is the former Chairman & Chief Executive Officer of The Clorox Company, a leading  multinational manufacturer and marketer of consumer and professional products. He also served as  Executive Chairman of The Clorox Company. Mr. Knauss previously served as Executive Vice President  and Chief Operating Officer of Coca-Cola North America and in various other senior management roles  for its subsidiary businesses, and held various marketing and sales positions with PepsiCo, Inc. and  The Procter & Gamble Company. Mr. Knauss also served as an Officer in the United States Marine  Corps. Skills and qualifications Mr. Knauss provides the Board with retail industry experience, senior leadership, marketing / brands,  human capital management, capital deployment, global supply chain, financial management, risk  management, reputation management, and sustainability and governance skills developed over his  more than 40 years of service in the consumer products business. During that time, he held positions of  increasing responsibility across several well-known companies, including Clorox, Coca-Cola, PepsiCo,  and Procter & Gamble, culminating in his role as CEO of Clorox where he was responsible for many of  the functions requiring those skills. With respect to sustainability and governance, Mr. Knauss provides  an understanding of environmental matters based on raw materials used in Clorox’s business and the  focus on sustainable packaging at Coca-Cola. In addition, his service on other public company boards,  including experience as an executive chair, non-executive chair, and lead independent director, has  enhanced those skills and strengthens the Board’s collective oversight capability. He also has  experience with the roles and responsibilities of different board committees through current or prior  service on the audit, compensation, nominating and governance, executive, finance, manufacturing,  consumer, and shopper marketing, and/or board affairs committees of other public company boards. | ||||
| Donald R. Knauss | |||||
| Age 74 Director since 2015 Independent | |||||
| Committees •Infrastructure &  Finance (Chair) •Compensation &  Human Capital  Management | |||||
| Other public company boards | |||||
| Current Kellanova (fka Kellogg Company) McKesson Corporation | Within past five years None | Other past boards The Clorox Company URS Corporation | |||
|  | Chair, President & CEO, CDW Corporation / Lead Independent Director, Target Corporation Background Christine A. Leahy is the Chair, President & Chief Executive Officer of CDW Corporation, a multi-brand  technology solutions provider to business, government, education, and healthcare customers. She has  served as Chair of the board of CDW since January 2023 and as President & Chief Executive Officer  since January 2019, and served as Chief Revenue Officer from July 2017 to December 2018. She also  previously served CDW as Senior Vice President–International and Chief Legal Officer/General Counsel  and Corporate Secretary. Before joining CDW Corporation, she was a corporate law partner in the  Chicago office of Sidley Austin LLP, an international business law firm. Skills and qualifications Ms. Leahy provides the Board with senior leadership, human capital management, global supply chain,  information security / data privacy, financial management, risk management, reputation management,  and sustainability and governance skills developed over her more than 20 years of service with CDW in  executive leadership positions with escalating levels of responsibility across multiple functions and in  her corporate law career at Sidley Austin. In her current role as Chair, President & CEO of CDW she is  responsible for many of the functions requiring those skills. In addition, her service on CDW’s board of  directors has enhanced those skills and strengthens the Board’s collective oversight capability. She  also has experience with the roles and responsibilities of different board committees through her prior  role as Chief Legal Officer/General Counsel and Corporate Secretary of CDW and in advising clients as  a corporate law partner at Sidley Austin. | ||||
| Christine A.  Leahy | |||||
| Age 60 Director since 2021 Lead Independent  Director since 2025 | |||||
| Committees •Compensation &  Human Capital  Management •Governance &  Sustainability | |||||
| Other public company boards | |||||
| Current CDW Corporation | Within past five years None | Other past boards None | |||
| 26 | TARGET CORPORATION  2025 Proxy Statement  | 
|  | Former Chair & CEO, ImpreMedia, LLC Background Monica C. Lozano is the former President and Chief Executive Officer of The College Futures  Foundation. She held that position from December 2017 until July 2022. She also co-founded The  Aspen Institute Latinos and Society Program and served as Chair of its Advisory Board from  January 2015 to October 2019. Ms. Lozano previously served as Chairman of U.S. Hispanic  Media, Inc., a leading Hispanic news and information company. Ms. Lozano previously served in the  roles of Chair and Chief Executive Officer of ImpreMedia, LLC, a leading Hispanic news and information  company and wholly owned subsidiary of U.S. Hispanic Media, Inc. Ms. Lozano also served as Chief  Executive Officer and Publisher of La Opinión, a subsidiary of ImpreMedia, LLC, and in several  management-level roles with the company. Ms. Lozano also serves on the board of the Weingart  Foundation, a private grantmaking foundation in Southern California, and previously served as a trustee  of both the University of California and the University of Southern California. Skills and qualifications Ms. Lozano provides the Board with senior leadership, marketing / brands, human capital  management, digital tools / data analytics, financial management, risk management, reputation  management, and sustainability and governance skills developed over her more than 40 years of  service in the news, information, and media industry and with a variety of non-profit boards and  advisory groups. Notably, while CEO of ImpreMedia, she developed digital tools / data analytics skills  while leading the company as an early adopter of digital platforms, and has continued to increase those  skills as a member of the board of directors of Apple Inc. Her prior tenure as Target’s Lead  Independent Director and service on other public company boards has enhanced her skills and  strengthens the Board’s collective oversight capability. She also has experience with the roles and  responsibilities of different board committees through current or prior service on the audit,  compensation, nominating and governance, enterprise risk, credit, asset quality, executive, and/or  ethics, quality, and compliance committees of other public company boards. | ||||
| Monica C.  Lozano | |||||
| Age 68 Director since 2016 Independent | |||||
| Committees •Compensation &  Human Capital  Management  (Chair) •Governance &  Sustainability | |||||
| Other public company boards | |||||
| Current Apple Inc. Bank of America Corporation | Within past five years None | Other past boards The Walt Disney Company Tenet Healthcare Corporation | |||
|  | Former Executive Vice President, Chief Operations Officer, PepsiCo, Inc. Background Grace Puma is the former Executive Vice President, Chief Operations Officer at PepsiCo, Inc., a  multinational food, snack, and beverage corporation. She held that position from 2017 until April 2022.  Previously, Ms. Puma served PepsiCo, Inc. as Senior Vice President, Chief Supply Officer and Senior  Vice President, Global Chief Procurement Officer. She also served as Senior Vice President, Global  Chief Procurement Officer at United Airlines Holdings, Inc. and held a variety of positions at Kraft  Foods, Inc. and Motorola, Inc. Skills and qualifications Ms. Puma provides the Board with retail industry experience, senior leadership, human capital  management, capital deployment, global supply chain, financial management, risk management,  and sustainability and governance skills developed over her more than 30 years of service with  escalating levels of responsibility across multiple functions at a variety of well-known companies,  including over a decade with PepsiCo. As Chief Operations Officer at PepsiCo she was responsible for  many of the functions requiring those skills. With respect to sustainability and governance, Ms. Puma  was a member of the PepsiCo executive steering team that evaluated sustainability and  governance strategy and program recommendations. In addition, her service on other public company  boards has enhanced her skills and strengthens the Board’s collective oversight capability. She also  has experience with the roles and responsibilities of different board committees through current or prior  service on the audit and finance and talent committees of other public company boards. | ||||
| Grace Puma | |||||
| Age 62 Director since 2022 Independent | |||||
| Committees •Audit & Risk •Infrastructure &  Finance | |||||
| Other public company boards | |||||
| Current Organon & Co. Phillips 66 | Within past five years Williams-Sonoma, Inc. | Other past boards None | |||
| TARGET CORPORATION  2025 Proxy Statement  | 27 | 
|  | Former Executive Vice President, CVS Health Corporation / Former President, CVS Caremark Background Derica W. Rice is the former Executive Vice President of CVS Health Corporation, a provider of health  services and plans in the United States, and former President of CVS Caremark, the pharmacy benefits  management business of CVS Health Corporation. He served in those positions from March 2018 to  February 2020. Mr. Rice previously held several other executive level positions over nearly three  decades with Eli Lilly and Company, a pharmaceutical company, including Chief Financial Officer and  Executive Vice President, Global Services. Skills and qualifications Mr. Rice provides the Board with retail industry experience, senior leadership, human capital  management, capital deployment, global supply chain, information security / data privacy, financial  management, risk management, reputation management, and sustainability and governance skills  developed over his more than 30 years of service with escalating levels of responsibility across finance  and operations at Eli Lilly and CVS. As Executive Vice President of CVS Health Corporation and  President of CVS Caremark he was responsible for many of the functions requiring those skills. In  addition, his service on other public company boards has enhanced those skills and strengthens the  Board’s collective oversight capability. He also has experience with the roles and responsibilities of  different board committees through current or prior service on the audit, compensation, and nominating  and governance committees of other public company boards. | ||||
| Derica W. Rice | |||||
| Age 60 Director since 2020 Independent | |||||
| Committees •Audit & Risk •Infrastructure &  Finance | |||||
| Other public company boards | |||||
| Current Bristol-Myers Squibb Company The Carlyle Group Inc. The Walt Disney Company | Within past five years None | Other past boards Target Corporation(1) | |||
|  | Former Senior Vice President & Special Advisor to the Chairman, General Electric Company Background Dmitri L. Stockton is the former Senior Vice President & Special Advisor to the Chairman of General  Electric Company, a global infrastructure and technology conglomerate. Mr. Stockton previously held  several other executive level positions with General Electric Company, including Chairman, President, &  Chief Executive Officer of GE Asset Management Incorporated, President & Chief Executive Officer of  GE Capital Global Banking/Senior Vice President of General Electric Company based in London,  President & Chief Executive Officer of GE Consumer Finance, Central & Eastern Europe, and Vice  President of General Electric Company. Skills and qualifications Mr. Stockton provides the Board with senior leadership, marketing / brands, human capital  management, capital deployment, information security / data privacy, financial management, risk  management, reputation management, and sustainability and governance skills developed over his  more than 30 years of service with General Electric Company in senior leadership positions with  escalating levels of responsibility, including different CEO roles where he was responsible for many of  the functions requiring those skills. In addition, his service on other public company boards has  enhanced those skills and strengthens the Board’s collective oversight capability. He also has  experience with the roles and responsibilities of different board committees through current or prior  service on the audit, compensation, finance, and/or executive committees of other public company  boards. | ||||
| Dmitri L.  Stockton | |||||
| Age 61 Director since 2018 Independent | |||||
| Committees •Audit & Risk (Chair) •Governance &  Sustainability | |||||
| Other public company boards | |||||
| Current Deere & Company Ryder System, Inc. Smurfit WestRock plc | Within past five years Stanley Black & Decker, Inc. | Other past boards Synchrony Financial | |||
|  | The Board recommends that shareholders vote For each of the nominees named above for  election to our Board. | 
| 28 | TARGET CORPORATION  2025 Proxy Statement  | 
| Cash | RSUs | ||
| Combination (Cash and RSUs) | $120,000 | $190,000 | |
| RSUs Only | $0 | $310,000 | 
| Role | Amount | 
| Lead Independent Director | $35,000 | 
| Audit & Risk Chair | $25,000 | 
| Compensation & Human Capital Management Chair | $25,000 | 
| Governance & Sustainability Chair | $25,000 | 
| Infrastructure & Finance Chair | $25,000 | 
| TARGET CORPORATION  2025 Proxy Statement  | 29 | 
| Name | Fees earned or  paid in cash | Stock awards(1)(2) | Total(3) | 
| David P. Abney | $120,000 | $190,074 | $310,074 | 
| Douglas M. Baker, Jr. | $120,000 | $190,074 | $310,074 | 
| George S. Barrett(4) | $0 | $335,114 | $335,114 | 
| Gail K. Boudreaux | $0 | $310,113 | $310,113 | 
| Robert L. Edwards(4) | $130,417 | $190,074 | $320,491 | 
| Donald R. Knauss(4) | $145,000 | $190,074 | $335,074 | 
| Christine A. Leahy | $2,917 | $310,113 | $313,030 | 
| Monica C. Lozano(4) | $180,000 | $190,074 | $370,074 | 
| Grace Puma | $120,000 | $190,074 | $310,074 | 
| Derica W. Rice | $0 | $310,113 | $310,113 | 
| Dmitri L. Stockton(4) | $16,667 | $310,113 | $326,780 | 
| Name | Stock awards | ||
| # of units | Grant date fair value | ||
| Mr. Abney | 1,148 | $190,074 | |
| Mr. Baker | 1,148 | $190,074 | |
| Mr. Barrett | 2,024 | $335,114 | |
| Ms. Boudreaux | 1,873 | $310,113 | |
| Mr. Edwards | 1,148 | $190,074 | |
| Mr. Knauss | 1,148 | $190,074 | |
| Ms. Leahy | 1,873 | $310,113 | |
| Ms. Lozano | 1,148 | $190,074 | |
| Ms. Puma | 1,148 | $190,074 | |
| Mr. Rice | 1,873 | $310,113 | |
| Mr. Stockton | 1,873 | $310,113 | |
| Name | Role(s) during Fiscal 2024 | 
| Ms. Leahy | Lead Independent Director Compensation (since January 2025)  | 
| Ms. Lozano | Lead Independent Director Compensation (until January 2025) and Human Capital Management Chair | 
| Mr. Edwards | Audit & Risk Chair (until June 2024) | 
| Mr. Stockton | Audit & Risk Chair (since June 2024) | 
| Mr. Barrett | Governance & Sustainability Chair  | 
| Mr. Knauss | Infrastructure & Finance Chair | 
| 30 | TARGET CORPORATION  2025 Proxy Statement  | 
| Ownership guidelines by position | |||||||
| Directors | CEO | Other Leadership Team | |||||
| 5x annual cash retainer | 7x base salary | 3x base salary | 
| Equity used to meet stock ownership guidelines | |||||
| Yes | •Outstanding shares that the  person beneficially owns or is  deemed to beneficially own,  directly or indirectly, under the  federal securities laws. •PBRSUs (at their minimum  share payout, which is 75% of  the at-goal payout level) and  RSUs, whether vested or  unvested. •Deferred compensation  amounts that are indexed to  Target common stock, but  ultimately paid in cash. | No | •PSUs because their minimum  share payout is 0% of the at-goal  payout level. | ||
| TARGET CORPORATION  2025 Proxy Statement  | 31 | 
| RSUs & PBRSUs | Share  equivalents | Other shares held(1) | Total stock ownership for guidelines (# of shares)(1) | Stock ownership guidelines calculation | |
| Directors | Multiple of annual cash retainer(2) | ||||
| David P. Abney(3) | 5,848 | 0 | 0 | 5,848 | 4.8 | 
| Douglas M. Baker, Jr. | 36,933 | 0 | 3,895 | 40,828 | 33.2 | 
| George S. Barrett | 19,486 | 0 | 0 | 19,486 | 15.9 | 
| Gail K. Boudreaux | 9,067 | 0 | 0 | 9,067 | 7.4 | 
| Robert L. Edwards | 22,269 | 0 | 10,000 | 32,269 | 26.3 | 
| Donald R. Knauss | 22,269 | 0 | 12,458 | 34,727 | 28.3 | 
| Christine A. Leahy | 10,501 | 0 | 0 | 10,501 | 8.5 | 
| Monica C. Lozano | 20,197 | 0 | 0 | 20,197 | 16.4 | 
| Grace Puma | 5,995 | 0 | 315 | 6,310 | 5.1 | 
| Derica W. Rice | 11,383 | 0 | 0 | 11,383 | 9.3 | 
| Dmitri L. Stockton | 18,782 | 0 | 0 | 18,782 | 15.3 | 
| NEOs | Multiple of  base salary(2) | ||||
| Brian C. Cornell | 106,921 | 10,530 | 291,927 | 409,378 | 28.6 | 
| Jim Lee | 58,420 | 0 | 0 | 58,420 | 6.7 | 
| Michael J. Fiddelke | 32,280 | 0 | 56,383 | 88,663 | 9.6 | 
| Amy Tu | 40,847 | 0 | 0 | 40,847 | 4.8 | 
| A. Christina Hennington | 18,412 | 0 | 34,930 | 53,342 | 6.7 | 
| Richard H. Gomez | 18,312 | 0 | 116,934 | 135,246 | 17.0 | 
| 32 | TARGET CORPORATION  2025 Proxy Statement  | 
| Directors | Shares issuable within 60 days(1) | Other shares held | Total shares beneficially owned(2) | 
| David P. Abney | 4,468 | 0 | 4,468 | 
| Douglas M. Baker, Jr. | 35,553 | 3,895 | 39,448 | 
| George S. Barrett | 17,104 | 0 | 17,104 | 
| Gail K. Boudreaux | 6,858 | 0 | 6,858 | 
| Robert L. Edwards | 20,889 | 10,000 | 30,889 | 
| Donald R. Knauss | 20,889 | 12,458 | 33,347 | 
| Christine A. Leahy | 7,947 | 0 | 7,947 | 
| Monica C. Lozano | 18,817 | 0 | 18,817 | 
| Grace Puma | 4,615 | 315 | 4,930 | 
| Derica W. Rice | 9,174 | 0 | 9,174 | 
| Dmitri L. Stockton | 17,402 | 0 | 17,402 | 
| NEOs | |||
| Brian C. Cornell | 0 | 291,927 | 291,927 | 
| Jim Lee | 0 | 0 | 0 | 
| Michael J. Fiddelke | 0 | 56,383 | 56,383 | 
| Amy Tu | 0 | 0 | 0 | 
| A. Christina Hennington | 0 | 34,930 | 34,930 | 
| Richard H. Gomez | 0 | 116,934 | 116,934 | 
| All current directors and executive officers | |||
| As a group (20 persons) | 163,716 | 583,832(3) | 747,548 | 
| TARGET CORPORATION  2025 Proxy Statement  | 33 | 
| Name and address of >5% beneficial owner | Number of common shares beneficially owned | Percent of class(1) | 
| The Vanguard Group 100 Vanguard Boulevard Malvern, Pennsylvania 19355 | 44,943,336(2) | 9.9% | 
| State Street Corporation State Street Financial Center 1 Congress Street, Suite 1 Boston, Massachusetts 02114 | 36,011,453(3) | 7.9% | 
| BlackRock, Inc.  50 Hudson Yards New York, New York 10001 | 32,466,320(4) | 7.1% | 
| 34 | TARGET CORPORATION  2025 Proxy Statement  | 
| Name and  principal position | Brian C. Cornell | Chair & Chief Executive Officer | |
| Jim Lee | Executive Vice President & Chief Financial Officer | ||
| Michael J. Fiddelke | Executive Vice President & Chief Operating Officer and Former Chief  Financial Officer | ||
| Amy Tu | Executive Vice President & Chief Legal & Compliance Officer | ||
| A. Christina Hennington | Executive Vice President & Chief Strategy & Growth Officer | ||
| Richard H. Gomez | Executive Vice President & Chief Commercial Officer | 
| TARGET CORPORATION  2025 Proxy Statement  | 35 | 
| 36 | TARGET CORPORATION  2025 Proxy Statement  | 
| Comparable Sales  growth  | Merchandise Sales  fulfilled by stores | Change in GAAP and  Adjusted EPS(1) | ||||
| 0.1 % | 97.6 % | (0.9) % | ||||
| After-tax ROIC (2) | 5% of profits given to communities (3) | Capital invested in the business | ||||
| 15.4 % | $406M | $2.9B | 

| TARGET CORPORATION  2025 Proxy Statement  | 37 | 

| 38 | TARGET CORPORATION  2025 Proxy Statement  | 


| How annual CEO   pay is tied to   performance | The following pay elements are performance-based and represent a significant percentage of  Annual TDC. •STIP — Payouts range from 0% to 200% of goal depending on Merchandise Sales, Incentive  Operating Income, and the assessment of the team scorecard. •PSUs — Payouts range from 0% to 200% of goal depending on Adjusted Merchandise Sales  growth, EPS growth, and ROIC performance relative to our retail peer group. Payout value is also  tied to stock price performance. •PBRSUs — Payouts range from 75% to 125% of goal depending on TSR performance relative to  our retail peer group. Payout value is also tied to stock price performance. | |
| TARGET CORPORATION  2025 Proxy Statement  | 39 | 
| Merchandise Sales (1) (in millions) | Operating Income (2) (in millions) | 


| EPS (3) | ROIC (4) | 


| 40 | TARGET CORPORATION  2025 Proxy Statement  | 
| Component | Weight | Metric | Goal(1) | Actual(1) | Actual  performance as a  percentage of  goal | Payout as a percentage of goal | Overall  weighted payout as a  percentage of  goal | ||||
| 2024 STIP Performance | Financial | 67% | Merchandise  Sales | $105,776 | $104,820 | 99.1% | 82% | 54.9% | |||
| Incentive Operating Income(2) | $6,401 | $5,994 | 93.6% | ||||||||
| Team  scorecard | 33% | N/A | 85% | 28.1% | |||||||
| Total payout as a percentage of goal | 83% | ||||||||||
| Award type | Metric | Performance rank relative to peers | Actual payout as a percentage of  goal | Overall payout as a percentage of goal | |||||
| 2022-2024 LTI  Performance | PSUs | Adjusted  Merchandise Sales  CAGR | 15 of 21 | 42% | 61.6% | ||||
| EPS CAGR | 14 of 21 | 40% | |||||||
| ROIC | 8 of 21 | 103% | |||||||
| Performance rank relative to peers(3) | TSR(4) | Overall payout as a  percentage of goal | |||||||
| PBRSUs | Relative TSR | 14 of 20 | (37.0)% | 100% | |||||
| TARGET CORPORATION  2025 Proxy Statement  | 41 | 
| Element | Key characteristics | Link to shareholder value | How we determine amount | ||||
| Fixed | Base salary | Fixed compensation  component payable in  cash, representing less  than 20% of Annual  TDC for our NEOs.  Reviewed annually and  adjusted when  appropriate. | A means to attract and  retain talented  executives capable of  driving superior  performance. | Based on individual  contributions to  business outcomes, the  scope and complexity  of each role, future  potential, market data,  and internal pay data. | |||
| Performance- based | Short-term incentives | Variable compensation  component payable in  cash based on Target’s  performance against  financial goals and  progress made toward  key strategic priorities. | Financial goals are tied  to achievement of key  financial measures. NEOs are also  evaluated against  identified strategic  initiatives important to  driving sustainable,  durable, and profitable  sales growth. | Financial component is  based on: •Merchandise Sales •Incentive Operating  Income Team scorecard is  based on the  Compensation &  Human Capital  Management  Committee’s  assessment of our  NEOs’ progress toward  strategic priorities. | |||
| Performance share units | PSUs cliff vest at the  end of the performance  period and payouts are  based on relative  performance during the  performance period  versus our retail peer  group. | PSUs recognize our  NEOs for achieving  superior long-term  relative performance on  three key metrics: •Adjusted  Merchandise Sales  growth •EPS growth •ROIC | Based on individual  contributions to  business outcomes,  potential future  contributions, historical  grant amounts,  retention  considerations, and  market data. | ||||
| Performance-based  restricted stock units | PBRSUs cliff vest at the  end of the performance  period with payouts  based on relative TSR  performance during the  performance period  versus our retail peer  group. | Fosters a culture of  ownership, aligns the  long-term interests of  our NEOs with our  shareholders, and  rewards or penalizes  based on relative TSR  performance. | Based on individual  contributions to  business outcomes,  potential future  contributions, historical  grant amounts,  retention  considerations, and  market data. | ||||
| 42 | TARGET CORPORATION  2025 Proxy Statement  | 
| Fiscal 2024 (payout as a percentage of goal) | ||||
| Component | Weight | Threshold | Goal | Maximum | 
| Financial component (Merchandise Sales 50%, Incentive Operating  Income 50%) | 67% | 20% | 67% | 134% | 
| Team scorecard | 33% | 10% | 33% | 66% | 
| Total | 30% | 100% | 200% | |
| Metric | Goal(1)(2)(3) | Actual(1)(3) | Actual  performance as a  percentage of goal | Payout as a  percentage of goal for each  metric | Financial component  payout as a percentage of goal | 
| Merchandise Sales | $105,776 | $104,820 | 99.1% | 87% | 82% | 
| Incentive Operating Income(3) | $6,401 | $5,994 | 93.6% | 77% | 
| TARGET CORPORATION  2025 Proxy Statement  | 43 | 
| Component | Weight | Payout as a percentage of goal | Overall weighted payout as a percentage of goal(1) | 
| Financial component | 67% | 82% | 54.9% | 
| Team scorecard | 33% | 85% | 28.1% | 
| Total payout as a percentage of goal | 83% | 
| 44 | TARGET CORPORATION  2025 Proxy Statement  | 
| TARGET CORPORATION  2025 Proxy Statement  | 45 | 







| Bottom 14th percentile (Ranks 18-21) 0% of goal payout | Below 57th percentile (Ranks 10-17) Payout interpolated  between 0%  and 100% | Above 57th percentile (Ranks 5-8) Payout interpolated  between 100%  and 200% | Top 19th percentile (Ranks 1-4) 200% of goal payout | ||||
| performance | |||||||
| 46 | TARGET CORPORATION  2025 Proxy Statement  | 
| Metric | Performance rank relative to peers | Actual payout as a percentage of goal | Overall payout as a percentage of goal | 
| Adjusted Merchandise Sales CAGR | 15 of 21 | 42% | 61.6% | 
| EPS CAGR | 14 of 21 | 40% | |
| ROIC | 8 of 21 | 103% | 




| TSR performance ranking(1) | 
| TARGET CORPORATION  2025 Proxy Statement  | 47 | 
| 48 | TARGET CORPORATION  2025 Proxy Statement  | 
| Practice | Description | Page | 
| Pay for performance | A significant percentage of the total direct compensation package features  performance-based metrics, including 100% of our annual LTI awards. | |
| Robust stock ownership guidelines | We have stock ownership guidelines of 7x base salary for the CEO, 3x base  salary for Non-CEO NEOs, and 5x the annual cash retainer for the Board. | |
| Annual shareholder “Say on Pay” | We value our shareholders’ input on our executive compensation programs.  Our Board seeks an annual non-binding advisory vote from shareholders to  approve the executive compensation disclosed in the CD&A, tabular  disclosures, and related narrative of the 2025 Proxy Statement. | |
| Double trigger change-in-control | We grant equity awards that require both a change-in-control and an  involuntary termination without cause or voluntary termination with good  reason in order to vest. | |
| Annual compensation risk assessment | A risk assessment of our compensation programs is performed on an annual  basis to ensure that our compensation programs and policies do not  incentivize excessive risk-taking behavior. | |
| Clawback policies | We have a clawback policy that allows recovery of incentive cash, equity  compensation, and severance payments when a senior executive’s  intentional misconduct results in material financial or reputational harm or  results in a need for a restatement of our consolidated financial statements.  In accordance with SEC rules and NYSE listing standards, we have a  separate clawback policy that requires the recovery of excess incentive- based compensation from covered officers in the event we are required to  prepare a restatement of our consolidated financial statements.  | |
| Independent compensation consultant | The Compensation & Human Capital Management Committee retains an  independent compensation consultant to advise on executive compensation  programs and practices. | |
| No hedging of company stock | Our NEOs and members of the Board may not directly or indirectly engage  in transactions intended to hedge or offset the market value of Target  common stock owned by them. | |
| No pledging of company stock | Our NEOs and members of the Board may not directly or indirectly pledge  Target common stock as collateral for any obligation. | |
| No tax gross-ups | We do not provide tax gross-ups to our NEOs. | |
| No dividends on unearned performance  awards | We do not pay dividends on unearned performance awards. | |
| No repricing or exchange of underwater stock options | Our equity incentive plan does not permit repricing or exchange of  underwater stock options without shareholder approval. | |
| No employment contracts | We do not use employment contracts with our NEOs. | 
| TARGET CORPORATION  2025 Proxy Statement  | 49 | 
| 50 | TARGET CORPORATION  2025 Proxy Statement  | 
| 2024 peer groups | Retail | Albertsons  Companies, Inc.  (ACI) | Kohl’s Corporation  (KSS) | General  industry | 3M Company  (MMM) | McDonald’s  Corporation (MCD) | 
| Amazon.com, Inc.  (AMZN) | The Kroger Co.(KR) | Abbott  Laboratories (ABT) | MetLife, Inc. (MET) | |||
| Best Buy Co., Inc.  (BBY) | Lowe’s Companies,  Inc. (LOW) | Archer-Daniels- Midland Company  (ADM) | Mondelez  International, Inc.  (MDLZ) | |||
| BJ’s Wholesale  Club Holdings, Inc.  (BJ) | Macy’s, Inc. (M) | The Cigna Group  (CI) | NIKE, Inc. (NKE) | |||
| Costco Wholesale  Corporation (COST) | Nordstrom, Inc.  (JWN) | The Coca-Cola  Company (KO) | PepsiCo, Inc. (PEP) | |||
| CVS Health  Corporation (CVS) | Publix Super  Markets, Inc.  (PUSH) | Elevance Health,  Inc. (ELV) | The Procter &  Gamble Company  (PG) | |||
| Dollar General  Corporation (DG) | Ross Stores, Inc.  (ROST) | FedEx Corporation  (FDX) | RTX Corporation  (RTX) | |||
| Dollar Tree, Inc.  (DLTR) | The TJX  Companies, Inc.  (TJX) | General Mills, Inc.  (GIS) | Starbucks  Corporation (SBUX) | |||
| The Gap, Inc. (GPS) | Walgreens Boots  Alliance, Inc. (WBA) | Johnson & Johnson  (JNJ) | United Parcel  Service, Inc. (UPS) | |||
| The Home Depot,  Inc. (HD) | Walmart Inc. (WMT) | Johnson Controls International plc  (JCI) | UnitedHealth  Group Incorporated  (UNH) | |||
| Marriott  International, Inc.  (MAR) | 
| 2024 peer group comparison(1)(2) | ||||||
| Retail | General industry | |||||
| Revenues | Market cap | Employees | Revenues | Market cap | Employees | |
| 25th Percentile | $22,994 | $8,433 | 85,436 | $35,976 | $62,495 | 79,400 | 
| Median | $55,876 | $28,724 | 183,900 | $66,905 | $110,797 | 104,900 | 
| 75th Percentile | $150,697 | $111,727 | 337,000 | $90,958 | $215,071 | 265,100 | 
| Target Corporation | $106,566 | $61,941 | 440,000 | $106,566 | $61,941 | 440,000 | 
| TARGET CORPORATION  2025 Proxy Statement  | 51 | 
| Compensation risk considerations | |
| Pay mix | Compensation mix of base salary, short-term incentives, and long-term incentives provides  compensation opportunities measured by a variety of time horizons to balance our near-term  and long-term strategic goals. | 
| Performance metrics | A variety of distinct performance metrics are used in both the short-term and long-term  incentive plans. This “portfolio” approach to performance metrics encourages focus on  sustained and holistic overall company performance. | 
| Performance goals | Goals are typically approved by our independent directors at the beginning of the performance  period and take into account our historical performance, current strategic initiatives, and the  expected macroeconomic environment. Our short-term and long-term incentive compensation  programs are designed with payout curves and leverage that support our pay for performance  philosophy. The relative nature of our LTI programs does not require setting absolute multi-year  goals. Notably, our PSU program requires above median performance versus peers to earn an  at-goal payout. | 
| Equity incentives | Equity incentive programs and stock ownership guidelines are designed to align management  and shareholder interests by providing vehicles for our NEOs to accumulate and maintain an  ownership position in Target. | 
| Risk mitigation policies | We incorporate several risk mitigation policies into our executive compensation program,  including: •the Compensation & Human Capital Management Committee’s ability to use “negative  discretion” to determine appropriate payouts under formula-based plans; •clawback policies that provide for recovery of compensation following a restatement of our  consolidated financial statements or certain intentional misconduct; •stock ownership guidelines for our NEOs and Board; and •anti-hedging and anti-pledging policies. | 
| 52 | TARGET CORPORATION  2025 Proxy Statement  | 
| TARGET CORPORATION  2025 Proxy Statement  | 53 | 
| Name and principal position | Fiscal year | Salary | Bonus(1) | Stock  awards(2)(3) | Non-equity incentive plan compensation(4) | Change in pension value and nonqualified deferred compensation earnings(5) | All other  compensation(6) | Total | 
| Brian C. Cornell Chair & Chief Executive Officer | 2024 | $1,400,000 | $785,400 | $16,087,492 | $1,538,320 | $0 | $596,391 | $20,407,603 | 
| 2023 | $1,400,000 | $831,600 | $14,720,515 | $1,782,200 | $0 | $469,038 | $19,203,353 | |
| 2022 | $1,400,000 | $693,000 | $14,476,318 | $450,240 | $0 | $645,338 | $17,664,896 | |
| Jim Lee EVP & Chief Financial  Officer | 2024 | $310,577 | $2,287,117 | $8,527,406 | $170,631 | $0 | $12,134 | $11,307,865 | 
| Michael J. Fiddelke EVP & Chief Operating Officer and  Former Chief Financial  Officer | 2024 | $900,000 | $252,450 | $4,942,063 | $494,460 | $17,524 | $134,946 | $6,741,443 | 
| 2023 | $771,226 | $229,054 | $3,259,800 | $490,886 | $16,433 | $98,819 | $4,866,218 | |
| 2022 | $746,027 | $184,673 | $3,102,051 | $119,982 | $14,843 | $163,026 | $4,330,602 | |
| Amy Tu EVP & Chief Legal &  Compliance Officer | 2024 | $364,904 | $2,652,356 | $7,154,576 | $200,478 | $0 | $161,510 | $10,533,824 | 
| A. Christina  Hennington EVP & Chief Strategy &  Growth Officer | 2024 | $767,308 | $215,230 | $2,996,794 | $421,559 | $18,416 | $149,640 | $4,568,947 | 
| 2023 | $725,000 | $215,325 | $2,786,606 | $461,463 | $13,140 | $125,425 | $4,326,959 | |
| 2022 | $717,055 | $177,534 | $2,533,360 | $115,343 | $15,475 | $197,914 | $3,756,681 | |
| Richard H. Gomez EVP & Chief  Commercial Officer | 2024 | $764,423 | $214,421 | $2,628,759 | $419,974 | $0 | $162,478 | $4,190,055 | 
| 54 | TARGET CORPORATION  2025 Proxy Statement  | 
| Name | Minimum amount | Amount reported | Maximum amount | |
| Mr. Cornell PSU Granted 3/13/24 | $0 | $9,180,029 | $18,360,058 | |
| Mr. Lee PSU Granted 9/30/24 | $0 | $900,079 | $1,800,158 | |
| Mr. Fiddelke PSU Granted 3/13/24 | $0 | $2,820,154 | $5,640,308 | |
| Ms. Tu PSU Granted 8/30/24 | $0 | $1,800,079 | $3,600,158 | |
| Ms. Hennington PSU Granted 3/13/24 | $0 | $1,710,007 | $3,420,014 | |
| Mr. Gomez PSU Granted 3/13/24 | $0 | $1,500,064 | $3,000,128 | 
| Name | Company matching contributions | Life insurance | SPP adjustments | Perquisites | Total | |
| Mr. Cornell | $200,690 | $45,720 | $0 | $349,981 | $596,391 | |
| Mr. Lee | $3,106 | $2,771 | $0 | $6,257 | $12,134 | |
| Mr. Fiddelke | $80,834 | $5,400 | $42,480 | $6,232 | $134,946 | |
| Ms. Tu | $317 | $6,341 | $0 | $154,852 | $161,510 | |
| Ms. Hennington | $72,351 | $8,280 | $42,984 | $26,025 | $149,640 | |
| Mr. Gomez | $71,955 | $15,480 | $0 | $75,043 | $162,478 | 
| TARGET CORPORATION  2025 Proxy Statement  | 55 | 
| Estimated possible payouts under non-equity incentive plan awards(1) | Estimated future payouts under equity incentive plan awards(2) | All other  stock  awards(3) | Grant date fair value of stock awards(4) | ||||||
| Name | Grant date | Threshold | Target | Maximum | Threshold | Target | Maximum | ||
| Brian C. | 3/13/24 | $560,000 | $1,876,000 | $3,752,000 | |||||
| Cornell | 3/13/24 | 0 | 55,445 | 110,890 | $9,180,029 | ||||
| 3/13/24 | 27,723 | 36,964 | 46,205 | $6,907,463 | |||||
| Jim Lee | 9/22/24 | $62,115 | $208,087 | $416,173 | |||||
| 9/30/24 | 44,747 | $6,950,104 | |||||||
| 9/30/24 | 0 | 5,795 | 11,590 | $900,079 | |||||
| 9/30/24 | 2,898 | 3,863 | 4,829 | $677,223 | |||||
| Michael J. | 3/13/24 | $180,000 | $603,000 | $1,206,000 | |||||
| Fiddelke | 3/13/24 | 0 | 17,033 | 34,066 | $2,820,154 | ||||
| 3/13/24 | 8,517 | 11,355 | 14,194 | $2,121,909 | |||||
| Amy Tu | 8/25/24 | $72,981 | $244,486 | $488,971 | |||||
| 8/30/24 | 26,124 | $4,000,107 | |||||||
| 8/30/24 | 0 | 11,756 | 23,512 | $1,800,079 | |||||
| 8/30/24 | 5,878 | 7,837 | 9,797 | $1,354,390 | |||||
| A. Christina | 3/13/24 | $153,462 | $514,096 | $1,028,193 | |||||
| Hennington | 3/13/24 | 0 | 10,328 | 20,656 | $1,710,007 | ||||
| 3/13/24 | 5,165 | 6,886 | 8,608 | $1,286,787 | |||||
| Richard H. | 3/13/24 | $152,885 | $512,163 | $1,024,327 | |||||
| Gomez | 3/13/24 | 0 | 9,060 | 18,120 | $1,500,064 | ||||
| 3/13/24 | 4,530 | 6,040 | 7,550 | $1,128,695 | |||||
| 56 | TARGET CORPORATION  2025 Proxy Statement  | 
| Name | Stock awards | ||||
| Grant Date | Number of  shares or units  of stock that  have not  vested(1) | Market value of  shares or units  of stock that  have not  vested(1) | Equity incentive plan  awards: number of  unearned shares, units  or other rights that  have not vested(2) | Equity incentive plan  awards: market or  payout value of  unearned shares, units  or other rights that have  not vested(2) | |
| Brian C. Cornell | 3/8/2023 | 155,697 | $21,472,173 | ||
| 3/13/2024 | 104,985 | $14,478,481 | |||
| Jim Lee | 9/30/2024 | 45,529 | $6,278,904 | 10,813 | $1,491,221 | 
| Michael J. Fiddelke | 3/8/2023 | 34,491 | $4,756,654 | ||
| 3/13/2024 | 32,253 | $4,448,011 | |||
| Amy Tu | 8/30/2024 | 26,580 | $3,665,648 | 21,931 | $3,024,504 | 
| A. Christina Hennington | 3/8/2023 | 29,486 | $4,066,414 | ||
| 3/13/2024 | 19,562 | $2,697,795 | |||
| Richard H. Gomez | 3/8/2023 | 25,596 | $3,529,944 | ||
| 3/13/2024 | 17,159 | $2,366,398 | |||
| TARGET CORPORATION  2025 Proxy Statement  | 57 | 
| Name | Stock awards | |
| Number of shares acquired on vesting | Value realized on vesting(1) | |
| Brian C. Cornell | 54,467 | $5,538,869 | 
| Jim Lee | 0 | $0 | 
| Michael J. Fiddelke | 11,680 | $1,187,768 | 
| Amy Tu | 0 | $0 | 
| A. Christina Hennington | 9,540 | $970,169 | 
| Richard H. Gomez | 8,571 | $871,623 | 
| Name(1) | Plan name | Age at FYE | Number of  years credited service | Present value of accumulated benefit | Payments during last fiscal year | 
| Michael J. Fiddelke | Target Corporation Pension Plan | 48 | 20 | $164,258 | $0 | 
| A. Christina Hennington | Target Corporation Pension Plan | 50 | 21 | $177,173 | $0 | 
| 58 | TARGET CORPORATION  2025 Proxy Statement  | 
| Name | Executive contributions in last FY(1) | Registrant contributions  in last FY(2) | Aggregate earnings in last FY(3) | Aggregate withdrawals/ distributions in last FY | Aggregate balance at last FYE(4) | 
| Brian C. Cornell | $186,186 | $183,440 | $744,229 | $0 | $7,016,088 | 
| Jim Lee | $6,539 | $0 | $84 | $0 | $6,623 | 
| Michael J. Fiddelke | $98,671 | $105,386 | $146,161 | $0 | $1,844,908 | 
| Amy Tu | $14,279 | $317 | $163 | $0 | $14,759 | 
| A. Christina Hennington | $581,594 | $97,602 | $465,265 | $0 | $5,117,112 | 
| Richard H. Gomez | $247,852 | $54,474 | $278,865 | ($485,718) | $1,634,935 | 
| Name | Reported in prior years’ summary compensation tables | |
| Mr. Cornell | $3,864,300 | |
| Mr. Lee | $0 | |
| Mr. Fiddelke | $844,890 | |
| Ms. Tu | $0 | |
| Ms. Hennington | $2,088,091 | |
| Mr. Gomez | $0 | 
| TARGET CORPORATION  2025 Proxy Statement  | 59 | 
| 60 | TARGET CORPORATION  2025 Proxy Statement  | 
| Name/Payment type | Voluntary  termination | Involuntary  termination | Death | Disability | Change-in-control | |
| No termination | Involuntary without  cause or voluntary good reason termination | |||||
| Brian C. Cornell(1) | ||||||
| ICP Payments  (Severance)(2) | $0 | $7,998,987 | $0 | $0 | $0 | $7,998,987 | 
| PSU Vesting(3)(4) | $0 | $0 | $0 | $0 | $0 | $15,336,282 | 
| PBRSU Vesting(3)(4) | $7,668,486 | $3,834,312 | $7,668,486 | $7,668,486 | $0 | $10,224,509 | 
| Life Insurance Proceeds(5) | $0 | $0 | $3,000,000 | $0 | $0 | $0 | 
| Excess LTD Plan(6) | $0 | $0 | $0 | $420,000 | $0 | $0 | 
| Total | $7,668,486 | $11,833,299 | $10,668,486 | $8,088,486 | $0 | $33,559,778 | 
| Jim Lee | ||||||
| ICP Payments  (Severance)(2) | $0 | $1,730,000 | $0 | $0 | $0 | $1,730,000 | 
| PSU Vesting(3)(4) | $0 | $0 | $0 | $0 | $0 | $805,946 | 
| PBRSU Vesting(3)(4) | $0 | $201,487 | $402,973 | $402,973 | $0 | $537,297 | 
| RSU Vesting(3)(4) | $0 | $3,111,250 | $6,222,361 | $6,222,361 | $0 | $6,222,361 | 
| Life Insurance Proceeds(5) | $0 | $0 | $3,000,000 | $0 | $0 | $0 | 
| Excess LTD Plan(6) | $0 | $0 | $0 | $420,000 | $0 | $0 | 
| Total | $0 | $5,042,737 | $9,625,334 | $7,045,334 | $0 | $9,295,604 | 
| Michael J. Fiddelke(1) | ||||||
| ICP Payments  (Severance)(2) | $0 | $3,187,805 | $0 | $0 | $0 | $3,187,805 | 
| PSU Vesting(3)(4) | $0 | $0 | $0 | $0 | $0 | $4,067,931 | 
| PBRSU Vesting(3)(4) | $0 | $1,017,224 | $2,034,173 | $2,034,173 | $0 | $2,712,000 | 
| Life Insurance Proceeds(5) | $0 | $0 | $3,000,000 | $0 | $0 | $0 | 
| Excess LTD Plan(6) | $0 | $0 | $0 | $420,000 | $0 | $0 | 
| Total | $0 | $4,205,029 | $5,034,173 | $2,454,173 | $0 | $9,967,736 | 
| Amy Tu | ||||||
| ICP Payments  (Severance)(2) | $0 | $1,680,000 | $0 | $0 | $0 | $1,680,000 | 
| PSU Vesting(3)(4) | $0 | $0 | $0 | $0 | $0 | $1,634,785 | 
| PBRSU Vesting(3)(4) | $0 | $408,765 | $817,530 | $817,530 | $0 | $1,089,903 | 
| RSU Vesting(3)(4) | $0 | $1,816,413 | $3,632,687 | $3,632,687 | $0 | $3,632,687 | 
| Life Insurance Proceeds(5) | $0 | $0 | $3,000,000 | $0 | $0 | $0 | 
| Excess LTD Plan(6) | $0 | $0 | $0 | $420,000 | $0 | $0 | 
| Total | $0 | $3,905,178 | $7,450,217 | $4,870,217 | $0 | $8,037,375 | 
| A. Christina Hennington(1) | ||||||
| ICP Payments  (Severance)(2) | $0 | $2,857,388 | $0 | $0 | $0 | $2,857,388 | 
| PSU Vesting(3)(4) | $0 | $0 | $0 | $0 | $0 | $2,880,250 | 
| PBRSU Vesting(3)(4) | $0 | $720,304 | $1,440,470 | $1,440,470 | $0 | $1,920,535 | 
| Life Insurance Proceeds(5) | $0 | $0 | $3,000,000 | $0 | $0 | $0 | 
| Excess LTD Plan(6) | $0 | $0 | $0 | $420,000 | $0 | $0 | 
| Total | $0 | $3,577,692 | $4,440,470 | $1,860,470 | $0 | $7,658,173 | 
| TARGET CORPORATION  2025 Proxy Statement  | 61 | 
| Name/Payment type | Voluntary  termination | Involuntary  termination | Death | Disability | Change-in-control | |
| No termination | Involuntary without  cause or voluntary good reason termination | |||||
| Richard H. Gomez(1) | ||||||
| ICP Payments  (Severance)(2) | $0 | $2,893,563 | $0 | $0 | $0 | $2,893,563 | 
| PSU Vesting(3)(4) | $0 | $0 | $0 | $0 | $0 | $2,513,410 | 
| PBRSU Vesting(3)(4) | $1,257,050 | $628,594 | $1,257,050 | $1,257,050 | $0 | $1,675,882 | 
| Life Insurance Proceeds(5) | $0 | $0 | $3,000,000 | $0 | $0 | $0 | 
| Excess LTD Plan(6) | $0 | $0 | $0 | $420,000 | $0 | $0 | 
| Total | $1,257,050 | $3,522,157 | $4,257,050 | $1,677,050 | $0 | $7,082,855 | 
| 62 | TARGET CORPORATION  2025 Proxy Statement  | 
| Value of initial fixed $100 investment based on: | ||||||||
| Fiscal year | Summary compensation table total  for CEO(1) | Compensation actually paid to CEO(2) | Average summary compensation table total for Non-CEO NEOs(1) | Average compensation actually paid to Non-CEO NEOs(2) | Target total shareholder return(3) | Retail peer group total shareholder return(3)(4) | Net income | Company selected measure: Merchandise  Sales(5) | 
| 2024 | $ | $ | $ | $ | $ | $ | $ | $ | 
| 2023 | $ | $ | $ | $ | $ | $ | $ | $ | 
| 2022 | $ | ($ | $ | ($ | $ | $ | $ | $ | 
| 2021 | $ | $ | $ | $ | $ | $ | $ | $ | 
| 2020 | $ | $ | $ | $ | $ | $ | $ | $ | 
| TARGET CORPORATION  2025 Proxy Statement  | 63 | 
| Adjustments related to equity awards | ||||||
| Deductions | Additions | |||||
| Fiscal year | SCT total for CEO | Value of “Stock awards” from SCT | Year-end fair value of outstanding equity awards granted in covered year | Increase/(decrease) in fair value during covered year of outstanding equity awards granted in prior years | Increase/(decrease) in fair value of equity awards from prior year-end that vested during the covered year | CAP to CEO | 
| 2024 | $ | ($ | $ | $ | $ | $ | 
| 2023 | $ | ($ | $ | ($ | ($ | $ | 
| 2022 | $ | ($ | $ | ($ | ($ | ($ | 
| 2021 | $ | ($ | $ | $ | $ | $ | 
| 2020 | $ | ($ | $ | $ | $ | $ | 
| Adjustments related to equity awards | Adjustments related to pension plans | |||||||
| Deductions | Additions | Deductions | Additions | |||||
| Fiscal  year | Average SCT total for Non- CEO NEOs | Average SCT total for value of “Stock awards” to Non-CEO NEOs | Year-end fair value of outstanding equity awards granted in covered year | Increase/ (decrease) in fair value during covered year of outstanding equity awards granted in prior years | Increase/ (decrease) in fair value of equity awards from prior year-end that vested during the covered year | Average SCT value of “Change in pension value” for Non-CEO NEOs | Service cost for services for covered year | CAP to Non-CEO NEOs | 
| 2024 | $ | ($ | $ | $ | $ | ($ | $ | $ | 
| 2023 | $ | ($ | $ | ($ | ($ | ($ | $ | $ | 
| 2022 | $ | ($ | $ | ($ | ($ | ($ | $ | ($ | 
| 2021 | $ | ($ | $ | $ | $ | ($ | $ | $ | 
| 2020 | $ | ($ | $ | $ | $ | ($ | $ | $ | 
| 64 | TARGET CORPORATION  2025 Proxy Statement  | 
| Performance measures | 

| TARGET CORPORATION  2025 Proxy Statement  | 65 | 



| 66 | TARGET CORPORATION  2025 Proxy Statement  | 
| Plan Category | Number of securities to be issued upon exercise of outstanding options, warrants and rights as of February 1, 2025 | Weighted-average  exercise price of outstanding options, warrants and  rights as of February 1, 2025 | Number of securities remaining available for future issuance under equity compensation plans as of February 1, 2025 (excluding securities reflected in column (a)) | |
| (a) | (b) | (c) | ||
| Equity compensation plans  approved by security holders | 6,379,964 | (1) | $0 | 24,064,809 | 
| Equity compensation plans not  approved by security holders | 0 | $0 | 0 | |
| Total | 6,379,964 | $0 | 24,064,809 | |
| TARGET CORPORATION  2025 Proxy Statement  | 67 | 
| Item two | Ratification of the  appointment of Ernst  & Young LLP as our  independent  registered public  accounting firm | 
| Item of business | Board recommendation | Voting approval standard | ||
| Ratification of the appointment  of Ernst & Young LLP as our  independent registered public  accounting firm. | The Board recommends that  shareholders vote FOR this  item. | Majority of shares present and  entitled to vote.(1) Abstentions  have the effect of a vote  “Against” in calculating the  required vote. There are no  broker non-votes for this item. | 
| 68 | TARGET CORPORATION  2025 Proxy Statement  | 
|  | The Board recommends that shareholders vote For the ratification of the appointment of  Ernst & Young LLP as our independent registered public accounting firm. | 
| Fiscal year-end | ||
| February 1, 2025 | February 3, 2024 | |
| Audit fees(1) | $5,975,000 | $5,715,000 | 
| Audit-related fees(2) | 627,000 | 611,000 | 
| Tax fees: | ||
| Compliance(3) | 632,000 | 622,000 | 
| Planning & advice(4) | 526,000 | 376,000 | 
| All other fees | — | — | 
| Total | $7,760,000 | $7,324,000 | 
| TARGET CORPORATION  2025 Proxy Statement  | 69 | 
| 70 | TARGET CORPORATION  2025 Proxy Statement  | 
| Item three | Advisory approval of executive compensation (Say on Pay) | 
| Item of business | Board recommendation | Voting approval standard | ||
| Advisory approval of executive  compensation. | The Board recommends that  shareholders vote FOR this  item. | More votes “For” than  “Against.” Abstentions and  broker non-votes have no effect  in calculating the required vote. | 
|  | The Board recommends that shareholders vote For approval of the following non-binding  resolution: | 
| “Resolved, that the shareholders approve the compensation awarded to the NEOs, as  described in the CD&A, tabular disclosures, and other narrative executive compensation  disclosures in the 2025 Proxy Statement.” | 
| TARGET CORPORATION  2025 Proxy Statement  | 71 | 
| Item four | Shareholder proposal  requesting a report  on how affirmative  action initiatives  impact Target’s risks  related to actual and  perceived  discrimination | 
| Item of business | Board recommendation | Voting approval standard | ||
| Shareholder proposal  requesting a report on how  affirmative action initiatives  impact Target’s risks related to  actual and perceived  discrimination. | The Board recommends that  shareholders  vote AGAINST this item. | Majority of shares present and  entitled to vote.(1) Abstentions  have the effect of a vote  “Against” and broker non-votes  generally have no effect(2) in  calculating the required vote. | 
| 72 | TARGET CORPORATION  2025 Proxy Statement  | 
| TARGET CORPORATION  2025 Proxy Statement  | 73 | 
|  | The Board recommends that shareholders vote Against the shareholder proposal  requesting a report on how affirmative action initiatives impact Target’s risks  related to actual and perceived discrimination. | 
| 74 | TARGET CORPORATION  2025 Proxy Statement  | 
| TARGET CORPORATION  2025 Proxy Statement  | 75 | 
| Method(1) |  | Internet |  | Telephone |  | Mail | 
| Instruction | •Go to the website identified on  the enclosed proxy card, VIF, or  Internet Availability Notice. •Enter the control number on the  proxy card, VIF, or Internet  Availability Notice. •Follow the instructions on the  website. | •Call the toll-free number  identified on the enclosed proxy  card or VIF or, after viewing the  proxy materials on the website  provided in your Internet  Availability Notice, call the toll- free number for telephone voting  identified on the website. •Enter the control number on the  proxy card, VIF, or Internet  Availability Notice. •Follow the recorded instructions. | •Mark your selections on the  enclosed proxy card or VIF. •Date and sign your name exactly  as it appears on the proxy card  or VIF. •Promptly return the proxy card  or VIF in the enclosed postage- paid envelope so the proxy card  or VIF is received before the  deadline. | |||
| Deadline | •Registered Shareholders or Beneficial Owners — 11:59 p.m. Eastern Daylight Time on June 10, 2025. •Participants in the Target 401(k) Plan — 6:00 a.m. Eastern Daylight Time on June 9, 2025. | |||||
| 76 | TARGET CORPORATION  2025 Proxy Statement  | 
| Item of business | Board  recommendation | Voting approval  standard | Effect of  abstention | Effect of  broker non-vote | |
| Item 1: | Election of 12 directors | FOR each Director  Nominee | More votes “For” than  “Against” | No effect | No effect | 
| Item 2: | Ratification of the appointment  of Ernst & Young LLP as our  independent registered public  accounting firm | FOR | Majority of shares present  and entitled to vote(1) | Vote “Against” | Not  applicable | 
| Item 3: | Advisory approval of executive compensation (Say on Pay) | FOR | More votes “For” than  “Against” | No effect | No effect | 
| Item 4: | Shareholder proposal  requesting a report on how  affirmative action initiatives  impact Target’s risks related to  actual and perceived  discrimination | AGAINST | Majority of shares present  and entitled to vote(1)(2) | Vote “Against”(2) | No effect(3) | 
| TARGET CORPORATION  2025 Proxy Statement  | 77 | 
| 78 | TARGET CORPORATION  2025 Proxy Statement  | 
| Methods of access | ||
| Document | Website(1) | Hard copy | 
| 2025 Proxy Statement(2) | corporate.target.com/investors/annual/ proxy-information-and-archive | Contact Investor Relations  Email  investorrelations@target.com  Phone  800-775-3110  Mail  Target Corporation  Attn: Investor Relations  1000 Nicollet Mall, TPN-1220  Minneapolis, Minnesota 55403 | 
| 2024 Annual Report(2) | corporate.target.com/investors/annual/ annual-reports-and-archive | |
| Other Periodic Reports: •Forms 10-Q •Forms 8-K | corporate.target.com/investors/sec- filings | |
| Corporate Governance Documents: •Articles of Incorporation •Bylaws •Corporate Governance Guidelines (includes  Director Code of Ethics) •Board Committee Charters •Team Member Code of Ethics | corporate.target.com/sustainability- governance/governance-and-reporting/ corporate-governance | |
| TARGET CORPORATION  2025 Proxy Statement  | 79 | 
| 80 | TARGET CORPORATION  2025 Proxy Statement  | 
| TARGET CORPORATION  2025 Proxy Statement  | 81 | 
| Term | Definition | 
| 2022-2024 PBRSUs | The PBRSU awards granted in March 2022 for the three-year performance period ended  February 1, 2025 | 
| 2022-2024 PSUs | The PSU awards granted in March 2022 for the three-year performance period ended February  1, 2025 | 
| 2023-2025 PBRSUs | The PBRSU awards granted in March 2023 for the three-year performance period ending  January 31, 2026 | 
| 2023-2025 PSUs | The PSU awards granted in March 2023 for the three-year performance period ending January  31, 2026 | 
| 2024-2026 PBRSUs | The PBRSU awards granted in March 2024 for the three-year performance period ending  January 30, 2027 | 
| 2024-2026 PSUs | The PSU awards granted in March 2024 for the three-year performance period ending January  30, 2027 | 
| 2023 Annual Meeting | Target Corporation’s 2023 annual meeting of shareholders | 
| 2023 Annual Report | Target Corporation’s Form 10-K for Fiscal 2023 | 
| 2024 Annual Report | Target Corporation’s Form 10-K for Fiscal 2024 | 
| 2024 Annual Meeting | Target Corporation’s 2024 annual meeting of shareholders | 
| 2025 Annual Meeting | Target Corporation’s 2025 annual meeting of shareholders | 
| 2025 Proxy Statement | Target Corporation’s proxy statement for the 2025 Annual Meeting | 
| 2026 Annual Meeting | Target Corporation’s 2026 annual meeting of shareholders | 
| 2026 Proxy Statement | Target Corporation’s proxy statement for the 2026 Annual Meeting | 
| Adjusted EPS | A non-GAAP metric that excludes the impact of certain items; see page 30 of the 2024 Annual  Report for a reconciliation of Adjusted EPS to GAAP diluted EPS | 
| Adjusted Merchandise Sales | |
| Annual TDC | Annual total direct compensation, calculated as described on page 38 | 
| Articles of Incorporation | Amended and Restated Articles of Incorporation of Target Corporation (as amended through  June 9, 2010) | 
| Audit & Risk Committee | Audit & Risk Committee of the Board of Directors of Target Corporation | 
| Base LTD Plan | Our widely available qualified long-term disability plan | 
| Board | Board of Directors of Target Corporation | 
| Beneficial Owner | A shareholder whose shares are held through a broker, trustee, bank, or other nominee | 
| Bylaws | Bylaws of Target Corporation (as amended and restated through January 15, 2025) | 
| CD&A | The “Compensation Discussion and Analysis” section of the 2025 Proxy Statement | 
| CAGR | Compound annual growth rate | 
| CAP | Compensation Actually Paid | 
| CEO | Chief Executive Officer | 
| Chair/Chair of the Board | Chair of the Board of Directors of Target Corporation | 
| Committee | A committee of the Board of Directors of Target Corporation | 
| Committee Chair | Chair of a committee of the Board of Directors of Target Corporation | 
| 82 | TARGET CORPORATION  2025 Proxy Statement  | 
| Term | Definition | 
| Compensation & Human  Capital Management  Committee | Compensation & Human Capital Management Committee of the Board of Directors of Target  Corporation | 
| Compliance Date | Date by which a director or member of the Leadership Team is expected to achieve the  required levels of ownership under our stock ownership guidelines (before the end of the fifth  full year occurring after election or appointment) | 
| Corporate Governance  Guidelines | Target Corporation’s Corporate Governance Guidelines (revised January 2025), which includes  the Director Code of Ethics | 
| DDCP | Target Corporation’s Director Deferred Compensation Plan | 
| Earned Payout | The amount of shares earned based on actual performance at the end of the performance  period | 
| EDCP | Target Corporation’s Executive Deferred Compensation Plan | 
| EPS | Diluted Earnings Per Share, a GAAP metric as reported on page 42 of the 2024 Annual Report | 
| EVP | Executive Vice President | 
| EVP & CHRO | Executive Vice President & Chief Human Resources Officer | 
| Excess LTD Plan | Our self-insured unfunded excess long-term disability plan | 
| Exchange Act | The Securities Exchange Act of 1934, as amended | 
| Fiscal 2017 | Target Corporation’s fiscal year covering the period from January 29, 2017 through February 3,  2018 | 
| Fiscal 2020 | Target Corporation’s fiscal year covering the period from February 2, 2020 through January 30,  2021 | 
| Fiscal 2021 | Target Corporation’s fiscal year covering the period from January 31, 2021 through January 29,  2022 | 
| Fiscal 2022 | Target Corporation’s fiscal year covering the period from January 30, 2022 through January 28,  2023 | 
| Fiscal 2023 | Target Corporation’s fiscal year covering the period from January 29, 2023 through February 3,  2024 | 
| Fiscal 2024 | Target Corporation’s fiscal year covering the period from February 4, 2024 through February 1,  2025 | 
| Fiscal 2025 | Target Corporation’s fiscal year covering the period from February 1, 2025 through January 31,  2026 | 
| GAAP | Generally Accepted Accounting Principles in the United States | 
| Goal Payout | The amount of shares or dollars represented by the at-goal payout | 
| Governance & Sustainability  Committee | Governance & Sustainability Committee of the Board of Directors of Target Corporation | 
| ICP | Income Continuation Plan | 
| Infrastructure & Finance  Committee | Infrastructure & Finance Committee of the Board of Directors of Target Corporation | 
| Incentive Operating Income | A non-GAAP metric that represents Operating Income on a pre-short-term incentive  compensation basis and is calculated by excluding short-term incentive expense from our  Operating Income | 
| Internet Availability Notice | Internet Availability Notice | 
| IRC | Internal Revenue Code | 
| Leadership Team | Members of Target’s management who are listed on the “Our Leadership” page of Target’s  website (corporate.target.com/about/purpose-history/leadership) | 
| Lead Independent Director | The lead independent director of the Board of Directors of Target Corporation | 
| LTI | Long-term Incentive | 
| Meeting Notice & Summary | The “Notice of meeting and proxy summary” section of the 2025 Proxy Statement | 
| Merchandise Sales | A GAAP metric as reported on page 48 of the 2024 Annual Report | 
| Net Sales | A GAAP metric as reported on page 42 of the 2024 Annual Report | 
| NEOs | Named Executive Officers | 
| Non-CEO NEOs | The NEOs other than the CEO | 
| TARGET CORPORATION  2025 Proxy Statement  | 83 | 
| Term | Definition | 
| NYSE | New York Stock Exchange | 
| Operating Income | A GAAP metric as reported on page 42 of the 2024 Annual Report | 
| PBRSUs | Performance-based restricted stock units | 
| PCAOB | Public Company Accounting Oversight Board | 
| PSUs | Performance share units | 
| Pension Plan | Target Corporation Pension Plan | 
| ROIC | Return on Invested Capital, which is a ratio based on GAAP information, with the exception of  the add-back of operating lease interest to operating income | 
| Registered Shareholder | A shareholder whose shares are registered directly in the shareholder’s name with Target’s  transfer agent, EQ Shareowner Services | 
| Relative TSR | A performance measure used for our PBRSUs based on relative three-year TSR performance  | 
| RSUs | Restricted stock units | 
| Say on Pay | Advisory approval of executive compensation | 
| SEC | Securities and Exchange Commission | 
| SPP I | Target Corporation Supplemental Pension Plan I | 
| SPP II | Target Corporation Supplemental Pension Plan II | 
| STIP | Short-term Incentive Plan | 
| Supplemental Pension Plans | SPP I and SPP II | 
| Target 401(k) Plan | Target Corporation 401(k) Plan | 
| Target | Target Corporation | 
| TSR | Total Shareholder Return | 
| Team Member(s) | Employee(s) of Target | 
| Universal Proxy Card | A proxy card that lists all director nominees from all sides in a director election contest. | 
| Universal Proxy Rules | The rules adopted by the SEC that require use of a Universal Proxy Card in non-exempt director  election contests. | 
| VIF | Voter instruction form | 
| Year-End Stock Price | Our Fiscal 2024 year-end closing stock price of $137.91 per share | 



