Company: HIG-PG
Filing Date: 2025-04-10
Form Type: DEF 14A
Source: 0000874766-25-000040
Chunk: 11

Company: HARTFORD INSURANCE GROUP, INC.
Filing Date: 2025-04-10
Form: DEF 14A
Chunk 11
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 trends and best practices, the Board and management took several important actions in 2024 and 2025 to enhance the company's corporate governance practices.

| What we heard from shareholders                                                                                                                              |     | Actions taken                                                                                                                                                                                           |
| Recognition of the increased demands on public company directors' time, and support for reducing the number of boards permitted under overboarding policies. |     | Amended the company's Corporate Governance Guidelines to lower the overboarding threshold for non-CEO directors from four boards (in addition to The Hartford) to three.                                |
| Support for shareholders' right to call a special meeting at a reasonable threshold.                                                                         |     | Amended the company's By-Laws to allow shareholders who own at least 25% of the Company’s common stock to require that the Company call a special meeting of shareholders (see page11for more details). |
| Support for more rigorous stock ownership requirements and increased disclosure.                                                                             |     | Adopted a revised stock ownership and retention policy and increased disclosure about which forms of equity are recognized for adherence (see page50for more details).                                  |

### TALENT DEVELOPMENT AND SUCCESSION PLANNING
Talent development and succession planning are important parts of the Board’s governance responsibilities. The CEO and independent directors conduct an annual review of succession and continuity plans for the CEO. Succession planning includes the identification and development of potential successors, policies and principles for CEO selection, and plans regarding succession in the case of an emergency or the retirement of the CEO. Each year, the Compensation Committee reviews succession and continuity plans for the CEO and each member of the executive leadership team that reports to the CEO. The Compensation Committee’s charter requires that it discuss the results of these reviews with the independent directors and/or the CEO. However, given the importance of the topic and the engagement of the full Board on the issue, all directors are invited to these sessions. The full Board routinely meets and interacts with employees who have been identified as potential future leaders of the Company.

In recent years, the Board's robust talent development and succession planning efforts have resulted in the appointment of Mo Tooker as the Company’s President, as well as internal promotions resulting from the retirements of the Company’s General Counsel, Heads of Personal Insurance and Employee Benefits and Chief Underwriting Officer.

### BUSINESS ETHICS AND CONDUCT
| “We always strive to act with integrity and honesty and be accountable in everything we do.” |
| The Hartford's Code of Ethics and Business Conduct                                           |

Striving to do the right thing every