Company: HIG-PG
Filing Date: 2025-04-10
Form Type: DEF 14A
Source: 0000874766-25-000040
Chunk: 7

Company: HARTFORD INSURANCE GROUP, INC.
Filing Date: 2025-04-10
Form: DEF 14A
Chunk 7
---
 the progress made during the board year, including “deep dive” reviews of each of the focus areas identified in its 2023-2024 goals. The Board also noted improvements to certain Board practices arising from prior evaluations, including the development of a standing strategic IT investment summary, an invitation for all directors to participate in the Audit Committee’s annual update on cybersecurity programs, increased director site visits and employee engagement, and enhancements to the materials prepared for each board meeting. There was also consensus around goals for the 2024-2025 Board year, which addressed specific priorities in areas of continuing focus, including peer-relative performance, innovation and technology, human capital management and Board structure and composition.

| 2025 Proxy Statement |     | 13 |

| BOARD AND GOVERNANCE MATTERS |

### BOARD COMPOSITION AND REFRESHMENT

### DIRECTOR SUCCESSION PLANNING
The Nominating Committee is responsible for identifying and recommending to the Board candidates for Board membership. Throughout the year, the Nominating Committee considers the Board’s composition, skills and attributes to determine whether they are aligned with our long-term strategy and major risks, and each year devotes a session to board succession planning over a longer-term (generally three-year) period. The succession planning process is informed by the results of the Board and committee evaluation processes, as well as anticipated needs in light of The Hartford’s retirement policy (described below). To assist the Nominating Committee in identifying prospective Board nominees when undertaking a search, the Company retains an outside search firm. The Nominating Committee also considers candidates suggested by Board members, management and shareholders.

The Nominating Committee evaluates candidates against the standards and qualifications set forth in our Corporate Governance Guidelines as well as other relevant factors.

The graphic below illustrates our typical succession planning process, which begins with an assessment of the Board's current skills and attributes, and then identifies skills or attributes that are needed, or may be needed in the future, in light of the Company's strategy.

#### Overview of Director Search Process
| Development of Candidate Specification                           |     | Screening of Candidates                                                                              |     | Meeting With Candidates                                                                          |     | Decision and Nomination                                                                    |
| •Develop skills matrix to identify desired skills and attributes 
 •Target areas of expertise aligned with our strategy             |     | •Select outside search firms to lead process and/or consider internal or shareholder recommendations 
 •Screen candidates for each specification identified                                                 |     | •Top candidates are interviewed by Nominating Committee members, other directors, and management