Since your manager provided only qualitative goals, you may have to translate them into quantitative ones... preferably ones that both look reasonable and make you look good.
You should have some numerical data -- number of subprojects completed, how much something was improved, how quickly you responded to assignments, whatever chunks your job breaks into and whatever indicates how much you've accomplished how quickly and how well. Align those with the qualitative goals.
Then run a draft copy by your manager with a request for feedback, since your manager's the one who is going to have to present/support/applaud this data when it gets passed up the management chain for comparative evaluation. You may get told it's fine as it stands, you may get suggestions on ways to improve it, you may get "Oh, right -- well, here are my numerical goals, see if you can align your report with mine so we both look good".
(People often are too timid about asking their management for advice. Part of what a (good) manager for is to help you operate the corporate bureaucracy. And annual performance reports are about as bureaucratic as it gets... and I say that as someone who actually believes they could be useful if anyone bothered to take them seriously and maintain them through the year as "living documents".)