DEF 14A of Hartford Insurance Group, Inc., Apr 9, 2026

DEF 14A of Hartford Insurance Group, Inc.

Filed Apr 9, 2026 · FY20250000874766-26-000025

Open on EDGAR

  1. Compensation Highlights

    Compensation Highlights

  2. Compensation Highlights

    | 03 | | | Advisory Vote to Approve Executive Compensation | | | The Board is asking shareholders to approve, on an advisory basis, the compensation of our named executive officers as disclosed in this proxy statement. Our executive compensation program is designed to promote long-term shareholder value creation and support our strategy by: (1) encouraging profitable organic growth and ROE performance while maintaining an ethical culture, (2) providing market-competitive compensation opportunities designed to attract and retain talent needed for long-term success, and (3) appropriately aligning pay with short- and long-term performance. | | | ☑ | The Board recommends a vote "FOR" this item |

  3. Compensation Highlights

    PURPOSE AND STRATEGIC PRIORITIES The Hartford’s mission is to provide people and businesses with the support and protection they need to pursue their unique ambitions, seize opportunity, and prevail through unexpected challenges. Our strategy to maximize value creation for all stakeholders remains consistent and focuses on the following priorities across our businesses: •Embracing a culture of growth, innovation and cross-enterprise collaboration; •Advancing leading underwriting capabilities across our portfolio to offer expanded products and services that solve for a broader range of customer needs; •Maximizing distribution channels to increase market share; •Deepening customer centricity by delivering seamless, personalized experiences that build lasting trust and reflect the evolving needs of those we serve; •Optimizing organizational efficiency with a focus on continuous improvement; •Accelerating artificial intelligence enablement and responsibly leveraging data, analytics, and digital capabilities to deliver smarter, faster outcomes across the businesses; •Developing future ready talent to lead in a constantly evolving world; and •Balancing use of excess capital for growth initiatives, investments in the business, and return to stockholders through dividends and share repurchases. We endeavor to maintain and enhance our position as a market leader by leveraging our core strengths of underwriting excellence, risk management, claims, product development and distribution. An ethical, people-oriented, and performance-driven culture drives our values. We are committed to maintaining and enhancing our culture and are proud of our reputation for ethics and integrity.

  4. Compensation Highlights

    | 2026 Proxy Statement | 7 |

  5. Compensation Highlights

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  6. Compensation Highlights

    2025 FINANCIAL RESULTS Our 2025 financial results were exceptionally strong and greater than the prior year, primarily due to a higher P&C underwriting gain, driven by earned premium growth across all lines of business, greater net favorable prior year development, as well as a lower underlying loss and loss adjustment expense ratio* in Personal Insurance, and higher net investment income. Full year net income available to common stockholders and core earnings* were $3.8 billion ($13.32 per diluted share) and $3.8 billion ($13.42 per diluted share), respectively. Net income and core earnings return on equity ("ROE")*† were 22.0% and 19.4%, respectively. Highlighted below are year-over-year comparisons of our net income available to common stockholders and core earnings performance and our three-year net income ROE and core earnings ROE results. Core earnings is the primary determinant of our annual incentive plan ("AIP") funding, as described on page 44, and average annual core earnings ROE over a three-year performance period is the metric used for two-thirds of performance shares granted to Senior Executives, as described on page 46 (in each case, as adjusted for compensation purposes). * Denotes a non-GAAP financial measure. For definitions and reconciliations to the most directly comparable U.S. GAAP measure, see Appendix A. † Net income ROE represents net income available to common stockholders ROE. TOTAL SHAREHOLDER RETURN The following chart shows The Hartford's total shareholder return ("TSR"), which includes reinvestment of dividends relative to the 2025 Corporate Peer Group (provided on page 53), S&P 500 Insurance Composite, S&P 500 P&C Insurance Index and S&P 500. COMPONENTS OF COMPENSATION AND PAY MIX NEO total compensation is heavily weighted toward variable compensation (including both annual and long-term incentives), and actual amounts earned may differ from target amounts based on company and individual performance. Each NEO has a target total compensation opportunity that is reviewed annually by the Compensation Committee (in the case of the CEO, by the independent directors) to ensure alignment with our compensation objectives and market practice.

  7. Compensation Highlights

    | 8 | www.thehartford.com |

  8. Compensation Highlights

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  9. Compensation Highlights

    | Compensation Component | Description | | Base Salary | • Fixed level of cash compensation based on market data, internal pay equity, experience, responsibility, expertise and performance | | Annual Incentive Plan | • Variable cash award based primarily on annual company operating performance against a predetermined financial target and achievement of individual performance goals aligned with the company's strategic priorities | | Long-Term Incentive Plan | • Variable component with target award opportunity based on market data and individual factors • Designed to drive long-term performance, align senior executive interests with shareholders, and foster retention • Award mix (75% performance shares and 25% stock options) rewards stock price performance, peer-relative shareholder returns (stock price and dividends) and operating performance |

  10. Compensation Highlights

    Approximately 93% of CEO target annual compensation and approximately 83% of other NEO target annual compensation are variable based on performance, including stock price performance:

  11. Compensation Highlights

    | Target Pay Mix — CEO | | | | Salary 7% | Annual Incentive 18% | Long-Term Incentive 75% | | | Variable with Performance: 93% | |

  12. Compensation Highlights

    | Target Pay Mix — Other NEOs | | | | Salary 17% | Annual Incentive 29% | Long-Term Incentive 54% | | | Variable with Performance: 83% | |

  13. Compensation Highlights

    2025 COMPENSATION DECISIONS

  14. Compensation Highlights

    | 2025 Compensation Decisions | Rationale | | The Compensation Committee approved an AIP funding level of 176% of target. | Performance against the pre-established Compensation Core Earnings target produced a formulaic AIP funding level of 176% of target (page 44). The Compensation Committee undertook its qualitative review of performance and concluded that the formulaic AIP funding level appropriately reflected 2025 performance. Accordingly, no adjustments were made. | | The Compensation Committee certified a 2023-2025 performance share award payout at 176% of target. | The Company's average annual Compensation Core ROE during the performance period was 17.4%, resulting in a payout of 168% of target for the ROE component (50% of the award). The company's TSR during the period was at the 80th percentile of the performance peers, resulting in a 183% payout for the TSR component (50% of the award). The combined performance metrics yielded a payout of 176% of target (page 48). |

  15. Compensation Highlights

    The Compensation Committee (and, in the case of the CEO, the independent directors) approved the following compensation for each currently active NEO:

  16. Compensation Highlights

    | | Base Salary | | AIP Award | | LTI Award | | | Total Compensation | | | NEO | 2025 | Change from 2024 | 2025 | Change from 2024 | 2025 | | Change from 2024 | 2025 | Change from 2024 | | Christopher Swift | $1,200,000 | 0.0% | $5,808,000 | 23.1% | | 13,650,000 | 13.8% | $20,658,000 | 15.3% | | Beth Costello | $850,000 | 6.3% | $2,904,000 | 50.4% | | 3,000,000 | 15.4% | $6,754,000 | 26.7% | | A. Morris Tooker | $850,000 | 13.3% | $2,829,300 | 80.3% | | 3,500,000 | 105.9% | $7,179,300 | 78.6% | | Amy Stepnowski | $650,000 | 8.3% | $2,024,000 | 28.7% | | 1,900,000 | 35.7% | $4,574,000 | 28.0% | | Donald Hunt* | $650,000 | NA* | $1,408,000 | NA* | | 1,350,000 | NA* | $3,408,000 | NA* |

  17. Compensation Highlights

    *Mr. Hunt was not previously an NEO. This table provides a concise picture of compensation decisions made in 2025, and highlights changes from 2024. Another view of 2025 compensation for the NEOs is available in the Summary Compensation Table on page 58.

  18. Compensation Highlights

    | 2026 Proxy Statement | 9 |

  19. Compensation Highlights

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  20. Compensation Highlights

    COMPENSATION BEST PRACTICES Our current compensation best practices include the following:

  21. Compensation Highlights

    | WHAT WE DO | | | ✓ | Compensation heavily weighted toward variable pay | | ✓ | Senior Executives generally receive the same benefits as other full-time employees | | ✓ | Double-trigger requirement for cash severance and equity vesting upon a change of control* | | ✓ | Cash severance upon a change of control not to exceed 2x base salary + bonus | | ✓ | Independent compensation consultant | | ✓ | Risk mitigation in plan design and annual review of compensation plans, policies and practices | | ✓ | Comprehensive claw-back policy (includes misconduct) that covers both time and performance based incentive awards | | ✓ | Prohibition on hedging, monetization, derivative and similar transactions with company securities | | ✓ | Prohibition on Senior Executives pledging company securities | | ✓ | Stock ownership guidelines for Directors and requirements for Senior Executives | | ✓ | Periodic review of compensation peer groups | | ✓ | Competitive burn rate and dilution for equity program |

  22. Compensation Highlights

    * Double-trigger vesting for equity awards applies if the awards are assumed or replaced with substantially equivalent awards.

  23. Compensation Highlights

    | WHAT WE DON'T DO | | | û | No tax gross-ups for perquisites or excise taxes on severance payments | | û | No individual employment agreements | | û | No granting of stock options with an exercise price less than the fair market value of our common stock on the date of grant | | û | No re-pricing of stock options | | û | No buy-outs of underwater stock options | | û | No reload provisions in any stock option grant | | û | No payment of dividends or dividend equivalents on equity awards until vesting (no dividends on stock options) |

  24. Compensation Highlights

    SAY-ON-PAY RESULTS At our 2025 annual meeting, we received approximately 92% support on Say-on-Pay. The Compensation Committee considered the vote to be an endorsement of The Hartford’s executive compensation programs and policies, and recent program changes. They took this strong level of support into account in their ongoing review of those programs and policies. Management also discussed aspects of its executive compensation, sustainability and corporate governance practices during our annual shareholder engagement program to gain a deeper understanding of shareholders’ perspectives. Feedback regarding the compensation program remained positive, with many shareholders complimentary of our practices. For further discussion of our shareholder engagement program, see page 21.

  25. Compensation Highlights

    | 10 | www.thehartford.com |

  26. Compensation Highlights

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  27. Compensation Highlights

    | 04 | | | Shareholder Proposal on the Right to Act by Written Consent | | | Vote on the shareholder proposal that the Board takes the necessary steps to permit written consent by the shareholders entitled to cast the minimum number of votes that would be necessary to authorize an action at a meeting at which all shareholders entitled to vote thereon were present and voting. | | | ☒ | The Board of Directors recommends that shareholders vote "AGAINST" this Proposal for the following reasons: •The Hartford already provides a meaningful special meeting right that reflects market practice and investor expectations. •Written consent would bypass the safeguards of a meeting – reducing transparency and equal access among shareholders. •Written consent can enable rushed or coercive outcomes and undermine Board effectiveness. •The Hartford is committed to strong corporate governance practices and provides shareholders with other channels to effectively raise concerns outside the annual meeting cycle. |

  28. Compensation Highlights

    | 2026 Proxy Statement | 11 |

  29. Director Compensation

    Director Compensation We use a combination of cash and stock-based compensation to attract and retain qualified candidates to serve on the Board. Members of the Board who are employees of The Hartford or its subsidiaries are not compensated for service on the Board or any of its committees. For the 2025-2026 Board service year, non-management directors received a $115,000 annual cash retainer and a $190,000 annual equity grant of restricted stock units (“RSUs”).

  30. Annual Cash Fees

    | Director Compensation Program | Annual Cash Compensation | | Annual Cash Retainer | $115,000 | | Committee Chair Retainer: Audit | $35,000 | | Committee Chair Retainer: FIRMCo | $35,000 | | Committee Chair Retainer: Compensation | $30,000 | | Committee Chair Retainer: Nominating | $25,000 | | Lead Director Retainer | $50,000 |

  31. Director Summary Compensation Table

    | Name | Fees Earned or Paid in Cash ($)(1) | Stock Awards ($)(2) | All Other Compensation ($) | Total ($) | | Thomas A. Bartlett | 115,000 | 190,000 | 1,397 | 306,397 | | Larry D. De Shon | 150,000 | 190,000 | 2,159 | 342,159 | | Carlos Dominguez | 115,000 | 190,000 | 2,159 | 307,159 | | Trevor Fetter | 165,000 | 190,000 | 2,159 | 357,159 | | Donna James | 150,000 | 190,000 | 2,159 | 342,159 | | Annette P. Rippert(3) | 144,300 | 238,300 | 1,321 | 383,921 | | Teresa W. Roseborough | 140,000 | 190,000 | 2,159 | 332,159 | | Virginia P. Ruesterholz | 115,000 | 190,000 | 1,427 | 306,427 | | Matthew E. Winter | 145,000 | 190,000 | 2,159 | 337,159 | | Kathleen Winters(4) | 115,000 | 190,000 | 1,151 | 306,151 |

  32. Director Compensation Table—Outstanding Equity

    Director Compensation Table—Outstanding Equity The following table shows the number and value of unvested equity awards outstanding as of December 31, 2025. The value of these unvested awards is calculated using a market value of $137.80, the NYSE closing price per share of our common stock on December 31, 2025. The numbers have been rounded to the nearest whole dollar or share. The following table does not include vested RSUs granted at a director's election in lieu of the annual cash retainer.

  33. Director Compensation Table—Outstanding Equity

    | | Stock Awards(1) | | | | Name | Stock Grant Date(2) | Number of Shares or Units of Stock That Have Not Vested (#)(3) | Market Value of Shares or Units of Stock That Have Not Vested ($) | | Thomas A. Bartlett | 7/30/2025 | 1,530 | 210,834 | | Larry D. De Shon | 7/30/2025 | 1,530 | 210,834 | | Carlos Dominguez | 7/30/2025 | 1,530 | 210,834 | | Trevor Fetter | 7/30/2025 | 1,530 | 210,834 | | Donna James | 7/30/2025 | 1,530 | 210,834 | | Annette P. Rippert | 7/30/2025 | 1,530 | 210,834 | | Teresa W. Roseborough | 7/30/2025 | 1,530 | 210,834 | | Virginia P. Ruesterholz | 7/30/2025 | 1,530 | 210,834 | | Matthew E. Winter | 7/30/2025 | 1,530 | 210,834 | | Kathleen Winters | 7/30/2025 | 1,530 | 210,834 |

  34. Director Compensation Table—Outstanding Equity

    (1)Additional stock ownership information is set forth in the beneficial ownership table on page 77. (2)The RSUs were granted on July 30, 2025, the second trading day following the filing of our Form 10-Q for the quarter ended June 30, 2025. (3)The number of RSUs for each award was determined by dividing $190,000 by $124.63, the closing price of our common stock as reported on the NYSE on the date of the award. The number shown also reflects dividend equivalents credited to

  35. Director Compensation Table—Outstanding Equity

    | 26 | www.thehartford.com |

  36. Director Compensation Table—Outstanding Equity

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  37. Director Compensation Table—Outstanding Equity

    outstanding RSUs. The RSUs will vest on May 20, 2026, and will be distributed at that time in shares of the Company’s common stock unless the director had previously elected to defer distribution of all or a portion of their annual RSU award until the end of Board service. Directors Dominguez, Fetter, James, Rippert and Winters have made elections to defer distribution of 100% of their RSU award.

  38. Director Nominees

    Director Nominees Eleven individuals will be nominated for election as directors at the Annual Meeting. The terms of office for each elected director will run until the next annual meeting of shareholders and until their successor is elected and qualified, or until their earlier death, retirement, resignation or removal from office. The Board appointed Annette P. Rippert and Thomas A. Bartlett to the Board in February 2025 and July 2025, respectively, upon recommendation of the Nomination Committee. Ms. Rippert and Mr. Bartlett were each brought to the attention of the Nomination Committee as a potential candidate by a global search firm, after an extensive and careful search was conducted, and numerous candidates were considered. In accordance with our Corporate Governance Guidelines, each director has submitted a contingent, irrevocable resignation that the Board may accept if the director fails to receive more votes “for” than “against” in an uncontested election. In that situation, the Nominating Committee (or another committee comprised of at least three non-management directors) would make a recommendation to the Board about whether to accept or reject the resignation. The Board, not including the subject director, will act on this recommendation within 90 days from the date of the Annual Meeting, and we will publicly disclose the Board's decision promptly thereafter. If for any reason a nominee should become unable to serve as a director, either the shares of common stock represented by valid proxies will be voted for the election of another individual nominated by the Board, or the Board will reduce the number of directors in order to eliminate the vacancy. The Nominating Committee believes that each director nominee has an established record of accomplishment in areas relevant to our business and objectives, and possesses the characteristics identified in our Corporate Governance Guidelines as essential to a well-functioning and deliberative governing body, including integrity, independence and commitment. Other experience, qualifications and skills the Nominating Committee looks for include the following:

  39. Director Nominees

    | Experience / Qualification | Relevance to The Hartford | | Leadership | Experience in significant leadership positions provides us with new insights, and demonstrates key management disciplines that are relevant to the oversight of our business. | | Insurance and Financial Services Industries | Extensive experience in the insurance and financial services industries provides an understanding of the complex regulatory and financial environment in which we operate and is highly important to strategic planning and oversight of our business operations. | | Emerging Technology | Expertise in emerging technologies, including artificial intelligence and data, is important in light of the speed of the development of disruptive technologies both in the insurance industry and more broadly. | | Corporate Governance | An understanding of organizations and governance supports management accountability, transparency and protection of shareholder interests. | | Risk Management | Risk management experience is critical in overseeing the risks we face today and those emerging risks that could present in the future. | | Finance and Accounting | Finance and accounting experience is important in understanding and reviewing our business operations, strategy and financial results. | | Business Operations and Strategic Planning | An understanding of business operations and processes, and experience making strategic decisions, are critical to the oversight of our business, including the assessment of our operating plan and business strategy. | | Regulatory | An understanding of laws and regulations is important because we operate in a highly regulated industry and we are directly affected by governmental actions. | | Human Capital Management | We place great importance on attracting and retaining superior talent, and motivating employees to achieve desired enterprise and individual performance objectives. |

  40. Director Nominees

    The Nominating Committee believes that our current Board is a well-rounded group whose collective experiences and qualifications bring a variety of perspectives to the oversight of The Hartford. All of our directors hold, or have held, senior leadership positions in large, complex corporations and/or charitable and not-for-profit organizations. In these positions, they have demonstrated their leadership, intellectual and analytical skills and gained deep experience in core disciplines significant to their oversight responsibilities on our Board. Their roles in these organizations also permit them to offer senior management a diverse range of perspectives about the issues facing a complex financial services company like The Hartford. Key qualifications, skills and experience our independent directors bring to the Board that are important to the oversight of The Hartford are identified and described in the matrix and nominee biographies below:

  41. Director Nominees

    | 28 | www.thehartford.com |

  42. Director Nominees

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  43. Director Nominees

    | Independent Director: | Thomas Bartlett | Larry De Shon | Carlos Dominguez | Trevor Fetter | Donna James | Annette Rippert | Teresa Roseborough | Virginia Ruesterholz | Matthew Winter | Kathleen Winters | | COMPETENCIES | | | | | | | | | | | | Public Company CEO/ President Experience | | ✓ | ✓ | ✓ | | | | ✓ | ✓ | | | CFO Experience/Finance and Accounting | ✓ | ✓ | | ✓ | ✓ | | | | ✓ | ✓ | | Leadership Experience | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Insurance Industry Experience | | | | | ✓ | | ✓ | | ✓ | | | Financial Services Industry Experience | | | | ✓ | ✓ | | ✓ | | ✓ | ✓ | | Emerging Technology | ✓ | ✓ | ✓ | ✓ | | ✓ | | ✓ | | ✓ | | Corporate Governance | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Risk Management | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Business Operations/ Strategic Planning | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Regulatory | ✓ | | | ✓ | ✓ | | ✓ | ✓ | ✓ | ✓ | | Human Capital Management | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |

  44. Director Nominees

    | | Thomas A. Bartlett INDEPENDENT | | | | Professional highlights: • American Tower Corporation –President and Chief Executive Officer (2020-2024) –Executive Vice President and Chief Financial Officer (2009-2020) • Verizon Communications –Various senior-level operations and business development roles, both domestic and international, with predecessor companies and affiliates, broadly in the wireless broadband industries, as well as corporate roles including most recently Senior Vice President and Corporate Treasurer and Controller (1984–2009) | Director since: 2025 Age: 68 Committees: • Audit • FIRMCo Other public company directorships: • Otis Worldwide (2023-present) • ExlService Holdings (2024-present) | | Skills and qualifications relevant to The Hartford: | | | | Thomas Bartlett is the retired CEO and president of American Tower Corp. (ATC), one of the largest global real estate investment trusts (REITs). He served as CEO and president of ATC from 2020 through 2024, and was previously chief financial officer for 11 years. Before ATC, Mr. Bartlett served in roles of increasing responsibility during a 25-year tenure with Verizon Communications, Inc, including president and CEO of Bell Atlantic International Wireless, CEO of Iusacell, a nationwide cellular company in Mexico, and CEO of Verizon’s Global Solutions Inc. He also served as controller and treasurer of Verizon Communications. Mr. Bartlett started his career as an analyst and certified public accountant with Deloitte LLP. He is an experienced independent director, currently serving on the boards of Otis Worldwide Corporation and ExlService Holdings, Inc. Mr. Bartlett brings to the Board significant leadership experience, having managed a multi-national company in a highly-regulated industry. His depth of C-suite experience, including financial and operational leadership, are strategic complements to the Board. | | |

  45. Director Nominees

    | 2026 Proxy Statement | 29 |

  46. Director Nominees

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  47. Director Nominees

    | | Larry D. De Shon INDEPENDENT | | | | Professional highlights: • Avis Budget Group, Inc. –President (2017-2019) –Chief Executive Officer and Chief Operating Officer (2016-2019) –President and Chief Operating Officer (Oct. 2015-Dec. 2015) –President, International (2011-Oct. 2015) –Executive Vice President, Operations (2006-2011) • UAL Corporation (parent of United Airlines) –Positions of increasing responsibility, including Senior Vice President positions in marketing, on-board service and global airport operations (1978-2006) | Director since: 2020 Age: 66 Committees: • Audit • FIRMCo (Chair) • Nominating Other public company directorships: • United Rentals, Inc. (2021-present) • Air New Zealand (2020-present) | | Skills and qualifications relevant to The Hartford: | | | | As a former chief executive officer and director of Avis Budget Group, Mr. De Shon provides extensive leadership and corporate governance experience, deep operating skills and international expertise. He has successfully led organizations through times of disruption and global transformations, developed innovative solutions to strengthen his companies’ positions in the marketplace and modernized systems for better customer and employee experiences. At Avis Budget Group Mr. De Shon created the first end-to-end digital car rental experience, migrated the platform to the cloud, and built one of the largest connected car fleets in the world. In addition, he oversaw businesses in Europe, the Middle East, Africa, Asia, Australia and New Zealand. Prior to joining Avis, Mr. De Shon had a 28-year career with United Airlines, most recently leading an organization of 23,000 employees in 29 countries. | | |

  48. Director Nominees

    | | Carlos Dominguez INDEPENDENT | | | | Professional highlights: • Sprinklr Inc. –Vice Chairman of the Board and Lead Evangelist (2020-2022) –President (2015-2020) –Chief Operating Officer (2015-2018) • Cisco Systems, Inc. –Senior Vice President, Office of the Chairman and Chief Executive Officer (2008-2015) –Senior Vice President, Worldwide Service Provider Operations (2004-2008) –Vice President, U.S. Network Services Provider Sales (1999-2004) –Positions of increasing responsibility in operations and sales (1992-1999) | Director since: 2018 Age: 67 Committees: • Compensation • FIRMCo • Nominating Other public company directorships: • PROS Holdings, Inc. (2020-2024) | | Skills and qualifications relevant to The Hartford: | | | | Mr. Dominguez has more than 30 years of enterprise technology experience. He provides extensive and relevant digital expertise as The Hartford focuses on data analytics and digital capabilities to continuously improve the way it operates and delivers value to customers. As President of Sprinklr Inc., Mr. Dominguez guided strategic direction and led the marketing, sales, services, and partnerships teams for a leading social media management company. Prior to joining Sprinklr, he spent seven years as a technology representative for the Chairman and CEO of Cisco Systems, Inc. In this role, Mr. Dominguez engaged with senior executives in the Fortune 500 and government leaders worldwide, sharing insights on how to leverage technology to enhance and transform their businesses. In addition, he led the creation and implementation of Cisco's Innovation Academy, which delivered innovation content to Cisco employees globally. | | |

  49. Director Nominees

    | 30 | www.thehartford.com |

  50. Director Nominees

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  51. Director Nominees

    | | Trevor Fetter INDEPENDENT — LEAD DIRECTOR | | | | Professional highlights: • Senior Lecturer, Harvard Business School (Jan. 2019-present) • Tenet Healthcare Corporation –Chairman (2015-2017) –Chief Executive Officer (2003-2017) –President (2002-2017) • Chairman and Chief Executive Officer, Broadlane, Inc. (2000-2002) • Chief Financial Officer, Tenet Healthcare Corporation (1996-2000) | Director since: 2007 Age: 66 Committees: • Compensation • FIRMCo Other public company directorships: • Omada Health (2025-present) | | Skills and qualifications relevant to The Hartford: | | | | Mr. Fetter has nearly two decades of experience as chief executive officer of public and private companies. He has demonstrated his ability to lead the management, strategy and operations of complex organizations. As a Senior Lecturer at Harvard Business School, he teaches leadership and corporate accountability and financial reporting and control. He provides significant experience in corporate finance and financial reporting acquired through senior executive finance roles, including as a chief financial officer of a publicly traded company. He has experience navigating complex regulatory frameworks as the president and chief executive officer of a highly-regulated, publicly traded healthcare company. Since 2017, Mr. Fetter has served as The Hartford's lead director, providing strong independent Board leadership. He also has extensive corporate governance expertise from his service as director of large public companies, including four years as Chairman of the Board’s Nominating and Corporate Governance Committee. | | |

  52. Director Nominees

    | | Donna A. James INDEPENDENT | | | | Professional highlights: • Lardon & Associates, LLC –President and Chief Executive Officer (2006-present) • Nationwide Mutual Insurance and Financial Services –President, Nationwide Strategic Investments (2003-2006) –Positions of increasing responsibility, including Executive Vice President – Chief Administrative Officer; Co-President Shared Services; Executive Vice President Human Resource; and Vice President Office of the Chief Executive Officer (1993-2003) | Director since: 2021 Age: 68 Committees: • Audit (Chair) • FIRMCo • Nominating Other public company directorships: • Victoria's Secret (2021-present) • American Electric Power (2022-2025) • Boston Scientific, Inc. (2015-2023) • L Brands, Inc. (2003-2021) | | Skills and qualifications relevant to The Hartford: | | | | Ms. James brings to the Board extensive insurance-industry experience in a range of functions, including accounting, investing, operations, treasury and human resources. She is president and CEO of Lardon & Associates, a business-advisory firm specializing in corporate governance, new business development, strategy, and financial and risk management. She had a 25-year career with Nationwide Mutual Insurance Company, culminating in the role of president of strategic investments. Before that, she held a variety of positions, including chief administrative officer, chief human resources officer, assistant to the CEO and director of operations and treasury services. Ms. James has significant corporate governance experience by virtue of her service on several major public company boards, including as audit committee chair. | | |

  53. Director Nominees

    | 2026 Proxy Statement | 31 |

  54. Director Nominees

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  55. Director Nominees

    | | Annette Rippert INDEPENDENT | | | | Professional highlights: • Accenture plc –Chief Executive Officer, Strategy and Consulting (2020-2022) –Positions of increasing responsibility in technology, communications, and media (1986-2020) | Director since: 2025 Age: 61 Committees: • Audit • FIRMCo Other public company directorships: • Open Text Corporation (2024-present) | | Skills and qualifications relevant to The Hartford: | | | | Ms. Rippert brings to the Board extensive experience as the retired CEO of the Strategy and Consulting group at Accenture, where she transformed a $15 billion portfolio of advisory services by accelerating the use of artificial intelligence and data analytics to drive new and differentiated growth. She also led numerous strategic acquisitions to expand Accenture’s advisory services while successfully driving reskilling and other human-capital-management strategies critical to the success of Accenture’s growth agenda. Ms. Rippert spent her career with Accenture in roles of increasing responsibility, including leading the North America Technology business, the company’s largest market, and serving as the Technology and Innovation Lead for Accenture Federal Services, overseeing growth initiatives in digital, cloud and emerging technologies. | | |

  56. Director Nominees

    | | Teresa Wynn Roseborough INDEPENDENT | | | | Professional highlights: • Executive Vice President, General Counsel and Corporate Secretary, The Home Depot (2011-present) • Senior Chief Counsel Compliance & Litigation and Deputy General Counsel, MetLife, Inc. (2006-2011) • Partner, Sutherland, Asbill & Brennan LLP (1996-2006) • Deputy Assistant Attorney General, Office of Legal Counsel, U.S. Department of Justice (1994-1996) | Director since: 2015 Age: 67 Committees: • Compensation • FIRMCo • Nominating (Chair) Other public company directorships: • None | | Skills and qualifications relevant to The Hartford: | | | | Ms. Roseborough has over three decades of experience as a senior legal advisor in government, law firm and corporate settings. She has experience as a senior leader responsible for corporate compliance matters at major publicly traded companies and as an attorney focused on complex litigation matters, including before the U.S. Supreme Court. She provides extensive regulatory experience acquired as a government attorney providing legal counsel to the White House and all executive branch agencies, as well as corporate governance expertise from service as General Counsel and Corporate Secretary of a publicly-traded company. Ms. Roseborough also has in-depth knowledge of the financial services industry gained through senior legal positions at MetLife, Inc., a major provider of insurance and employee benefits. | | |

  57. Director Nominees

    | 32 | www.thehartford.com |

  58. Director Nominees

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  59. Director Nominees

    | | Virginia P. Ruesterholz INDEPENDENT | | | | Professional highlights: • Verizon Communications, Inc. –Executive Vice President (Jan. 2012-Jul. 2012) –President, Verizon Services Operations (2009-2011) –President, Verizon Telecom (2006-2008) –President, Verizon Partner Solutions (2005-2006) • Positions of increasing responsibility in operations, sales and customer service, New York Telephone (1984-2005) | Director since: 2013 Age: 64 Committees: • Compensation • FIRMCo • Nominating Other public company directorships: • Bed Bath & Beyond Inc. (2017-2022) | | Skills and qualifications relevant to The Hartford: | | | | Ms. Ruesterholz has held a variety of senior executive positions, including as Executive Vice President at Verizon Communications and President of the former Verizon Services Operations. As a senior leader of a Fortune 100 company, she has held principal oversight responsibility for key strategic initiatives, navigated the regulatory landscape of large-scale operations, and led an organization with over 25,000 employees. Ms. Ruesterholz provides vast experience in large-scale operations, including sales and marketing, customer service, technology and risk management. Ms. Ruesterholz also brings to the Board substantial financial and strategic expertise acquired as president of various divisions within Verizon and is currently a Trustee of the Board of Stevens Institute of Technology where she served as Chairman of the Board from 2013-2018. | | |

  60. Director Nominees

    | | Christopher J. Swift — CHAIRMAN | | | | Professional highlights: • The Hartford Insurance Group, Inc. –Chairman (2015-present) –Chief Executive Officer (2014-present) –Executive Vice President and Chief Financial Officer (2010-2014) • Vice President and Chief Financial Officer, Life and Retirement Services, American International Group, Inc. (2003-2010) • Partner, KPMG, LLP (1999-2003) • Executive Vice President, Conning Asset Management, General American Life Insurance Company (1997-1999) • KPMG, LLP –Partner (1993-1997) –Auditor (1983-1993) | Director since: 2014 Age: 65 Committees: • FIRMCo Other public company directorships: • Citizens Financial Group, Inc. (2021-present) | | Skills and qualifications relevant to The Hartford: | | | | Mr. Swift has over 40 years of experience in the financial services industry, with a focus on insurance. As Chairman and CEO of The Hartford, he brings to the Board unique insight and knowledge into the complexities of our businesses, relationships, competitive and financial positions, senior leadership and strategic opportunities and challenges. Mr. Swift leads the execution of our strategy, directs capital management actions and strategic investments, and oversees the continuous strengthening of the Company’s leadership pipeline. In his prior role as The Hartford's Chief Financial Officer, he led the team that developed the Company’s go-forward strategy. He is a certified public accountant with experience working at a leading international accounting firm, including serving as head of its Global Insurance Industry Practice. | | |

  61. Director Nominees

    | 2026 Proxy Statement | 33 |

  62. Director Nominees

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  63. Director Nominees

    | | Matthew E. Winter INDEPENDENT | | | | Professional highlights: • The Allstate Corporation –President (2015-2018) –President, Allstate Personal Lines (2013-2015) –President and Chief Executive Officer, Allstate Financial (2009-2012) • American International Group, Inc. –Vice Chairman (Apr. 2009-Oct. 2009) –President and CEO, of AIG American General (2006-2009) • Massachusetts Mutual Life Insurance Company –Executive Vice President (2002-2006) –Positions of increasing responsibility (1996-2002) | Director since: 2020 Age: 69 Committees: • Compensation (Chair) • FIRMCo Other public company directorships: • ADT Inc. (2018-present) • H&R Block, Inc. (2017-present) | | Skills and qualifications relevant to The Hartford: | | | | As President of The Allstate Corporation, Mr. Winter oversaw the complete range of Allstate’s P&C and life insurance products and was responsible for business operations, including field offices located across the U.S. and in Canada, and distribution through Allstate and independent agencies. He brings to the Board significant expertise in areas relevant to our business, including operations, distribution and risk management, gained from over 25 years as a senior leader in the insurance industry. Before joining Allstate, Mr. Winter held numerous senior executive positions at large insurance providers, including as vice chairman of American International Group, where he was responsible for a number of business units with global reach; and executive vice president at Massachusetts Mutual Life Insurance Company, where he led the company's domestic insurance businesses. In addition, he spent more than 12 years on active duty with the United States Army and also practiced law for several years before joining the insurance industry. | | |

  64. Director Nominees

    | | Kathleen Winters INDEPENDENT | | | | Professional highlights: • Automatic Data Processing, Inc. –Vice President and Chief Financial Officer (2019-2021) • MSCI, Inc. –Chief Financial Officer (2016-2019) • Honeywell International Inc. –Vice President and Chief Financial Officer, Performance Materials and Technologies Division (2012-2016) –Positions of increasing responsibility in finance, accounting and business analysis and planning (2002-2012) • PricewaterhouseCoopers, LLP –Senior Manager, Technology Information Communications and Entertainment Practice (1989-2001) | Director since: 2024 Age: 58 Committees: • Audit • FIRMCo Other public company directorships: • Global Business Travel Group, Inc. (2022-present) • Definitive Healthcare Corp. (2021-present) | | Skills and qualifications relevant to The Hartford: | | | | Ms. Winters is the former chief financial officer for Automatic Data Processing, Inc. (ADP), where she drove transformation with a focus on financial and operational performance. Ms. Winters brings to the Board a combination of C-suite experience, deep financial expertise, and a focus on business growth and profitability. Prior to ADP, Winters also served as chief financial officer for MSCI, Inc. Previously, she held a series of roles of increasing responsibility at Honeywell International, Inc., culminating in her role as chief financial officer for Performance Materials and Technologies. Winters began her career at PricewaterhouseCoopers, LLP, where she served as a senior manager in the Technology Information Communications and Entertainment Practice. Ms. Winters is also an experienced independent director, currently serving on the boards of Global Business Travel Group, Inc. and Definitive Healthcare Corp. and serving on the audit committee for each of those boards as well as the chair of the Risk and Compliance Committee for Global Business Travel. | | |

  65. Director Nominees

    | 34 | www.thehartford.com |

  66. Three-year Performance

    | Compensation Component | Description | | Base Salary | • Fixed level of cash compensation based on market data, internal pay equity, experience, responsibility, expertise and performance | | Annual Incentive Plan | • Variable cash award based primarily on annual company operating performance against a predetermined financial target and achievement of individual performance goals aligned with the Company's strategic priorities | | Long-Term Incentive Plan | • Variable component with target award opportunity based on market data and individual factors • Designed to drive long-term performance, align senior executive interests with shareholders, and foster retention • Award mix (75% performance shares and 25% stock options) rewards stock price performance, peer-relative shareholder returns (stock price and dividends) and operating performance |

  67. Three-year Performance

    | Target Pay Mix — CEO | | | | Salary 7% | Annual Incentive 18% | Long-Term Incentive 75% | | | Variable with Performance: 93% | |

  68. Three-year Performance

    | Target Pay Mix — Other NEOs | | | | Salary 17% | Annual Incentive 29% | Long-Term Incentive 54% | | | Variable with Performance: 83% | |

  69. Three-year Performance

    | 2025 Compensation Decisions | Rationale | | The Compensation Committee approved an AIP funding level of 176% of target. | Performance against the pre-established Compensation Core Earnings target produced a formulaic AIP funding level of 176% of target (page 44). The Compensation Committee undertook its qualitative review of performance and concluded that the formulaic AIP funding level appropriately reflected 2025 performance. Accordingly, no adjustments were made. | | The Compensation Committee certified a 2023-2025 performance share award payout at 176% of target. | The Company's average annual Compensation Core ROE during the performance period was 17.4%, resulting in a payout of 168% of target for the ROE component (50% of the award). The Company's TSR during the period was at the 80th percentile of the performance peers, resulting in a 183% payout for the TSR component (50% of the award). The combined performance metrics yielded a payout of 176% of target (page 48). |

  70. Three-year Performance

    | | Base Salary | | Actual AIP Award | | LTI Award | | Total Compensation | | | NEO | 2025 | Change from 2024 | 2025 | Change from 2024 | 2025 | Change from 2024 | 2025 | Change from 2024 | | Christopher Swift | $1,200,000 | 0.0% | $5,808,000 | 23.1% | $13,650,000 | 13.8% | $20,658,000 | 15.3% | | Beth Costello | $850,000 | 6.3% | $2,904,000 | 50.4% | $3,000,000 | 15.4% | $6,754,000 | 26.7% | | A. Morris Tooker | $850,000 | 13.3% | $2,829,300 | 80.3% | $3,500,000 | 105.9% | $7,179,300 | 78.6% | | Amy Stepnowski | $650,000 | 8.3% | $2,024,000 | 28.7% | $1,900,000 | 35.7% | $4,574,000 | 28.0% | | Donald Hunt* | $650,000 | NA* | $1,408,000 | NA* | $1,350,000 | NA* | $3,408,000 | NA* |

  71. Three-year Performance

    | WHAT WE DO | | | ✓ | Compensation heavily weighted toward variable pay | | ✓ | Senior Executives generally receive the same benefits as other full-time employees | | ✓ | Double-trigger requirement for cash severance and equity vesting upon a change of control* | | ✓ | Cash severance upon a change of control not to exceed 2x base salary + bonus | | ✓ | Independent compensation consultant | | ✓ | Risk mitigation in plan design and annual review of compensation plans, policies and practices | | ✓ | Comprehensive claw-back policy (includes misconduct) that covers both time and performance based incentive awards | | ✓ | Prohibition on hedging, monetization, derivative and similar transactions with company securities | | ✓ | Prohibition on Senior Executives pledging company securities | | ✓ | Stock ownership guidelines for Directors and requirements for Senior Executives | | ✓ | Periodic review of compensation peer groups | | ✓ | Competitive burn rate and dilution for equity program |

  72. Three-year Performance

    * Double-trigger vesting for equity awards applies if the awards are assumed or replaced with substantially equivalent awards.

  73. Three-year Performance

    | WHAT WE DON'T DO | | | û | No tax gross-ups for perquisites or excise taxes on severance payments | | û | No individual employment agreements | | û | No granting of stock options with an exercise price less than the fair market value of our common stock on the date of grant | | û | No re-pricing of stock options | | û | No buy-outs of underwater stock options | | û | No reload provisions in any stock option grant | | û | No payment of dividends or dividend equivalents on equity awards until vesting (no dividends on stock options) |

  74. Determination of AIP Funding Level

    Determination of AIP Funding Level At the beginning of the year, the Compensation Committee sets a “Compensation Core Earnings” target based on The Hartford’s operating plan. The operating plan is approved by the Board and reflects management’s assessment of the Company’s business outlook, competitive environment, capital and catastrophe assumptions, and other key factors. The operating plan is designed to be achievable only through disciplined execution and strong operating performance. Because the operating plan forms the foundation for the Company’s AIP financial targets, the Compensation Committee believes that the incentive framework appropriately aligns Senior Executives’ pay outcomes with the Company’s operating results and shareholder value creation. In addition to a Compensation Core Earnings target, the Compensation Committee sets a threshold performance level (80% of target), below which no AIP awards are earned, and a maximum funding level of 200% for performance significantly exceeding target (120% of target). The AIP curve has a flatter slope for payouts in the range of +/-5% of target, which increases predictability and reduces volatility of payouts for performance around target. The Compensation Committee selected core earnings because: •It currently believes core earnings best reflects annual operating performance; •Core earnings is a metric commonly used by investment analysts when evaluating annual performance; •Core earnings is a prevalent incentive plan metric among peers; and •All employees can impact core earnings. Certain adjustments are made to core earnings for compensation purposes to ensure employees are held accountable for operating decisions made that year, and are neither advantaged nor disadvantaged by the effect of certain external items that do not reflect operating year performance. At the beginning of the year, the Compensation Committee approves a definition of "Compensation Core Earnings." The definition lists adjustments that will be made to core earnings at year-end in order to arrive at Compensation Core Earnings, such as non-recurring tax benefits or charges, catastrophe losses above or below budget, and unusual or non-recurring items. The 2025 definition and a reconciliation from U.S. GAAP net income to Compensation Core Earnings are provided in Appendix A. To ensure a holistic review of performance, the Compensation Committee also considers a number of qualitative factors, including: quality of earnings, risk and compliance, peer-relative performance, expense management, and non-financial and strategic objectives. Informed by this qualitative review, the Compensation Committee may then adjust the formulaic funding up or down to arrive at an AIP funding level more commensurate with the Company’s performance.

  75. Determination of AIP Funding Level

    | The Compensation Committee believes retaining the flexibility to adjust the formulaic AIP funding is aligned with shareholders' interests because it allows the Compensation Committee to arrive at a final AIP funding level that best rewards holistic company performance and mitigates the risk inherent in a strictly formulaic approach. Using a strict formula may have unintended consequences due to events or market conditions unanticipated when goals are set, or may overemphasize short-term performance at the expense of long-term shareholder returns or undervalue achievements that are not yet evident in our financial performance. These factors are particularly relevant in the P&C insurance industry, where the “cost of goods sold” (that is, the amount of insured losses) is not known at the time of sale and develops over time — in some cases over many years. Because of this industry dynamic, many other companies in our 2025 Corporate Peer Group (listed on page 53) include discretion in their annual award design. |

  76. Determination of AIP Funding Level

    | 44 | www.thehartford.com |

  77. Determination of AIP Funding Level

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  78. Determination of AIP Funding Level

    | | 2025 Compensation Core Earnings* | | 2025 AIP Funding Level: When setting the operating plan, which forms the basis for the Compensation Core Earnings target, management and the Board anticipated strong premium growth in Business Insurance, significant improvement in personal auto loss ratios, and higher net investment income; partially offset by rising group disability incidence and life loss ratios, higher Business Insurance non-catastrophe property losses, no favorable prior year developments, higher current accident year catastrophes, higher IT investment related expenses, and fewer tax benefits. | |

  79. Determination of AIP Funding Level

    * Denotes a non-GAAP financial measure. For definitions and reconciliations to the most directly comparable U.S. GAAP measure, see Appendix A. The 2025 AIP Compensation Core Earnings target was set at $3.22 billion, which was above both the 2024 Compensation Core Earnings target of $2.84 billion, and actual 2024 compensation core earnings of $3.15 billion. Actual Compensation Core Earnings for 2025 were $3.74 billion, which produced a formulaic AIP funding level of 176% of target, with above target performance primarily driven by outstanding business performance in Property & Casualty lines and Employee Benefits; P&C performance driven by net favorable prior year reserve development; Employee Benefits delivered outstanding results, supported by favorable life incidence and continued strong long-term disability performance; and higher net investment income reflecting higher asset levels and interest rates in fixed maturities, partially offset by lower limited partnership returns, particularly in commercial real estate. In assessing overall performance and arriving at the 2025 AIP funding level, the Compensation Committee started with the formulaic AIP funding level and undertook a qualitative review of a variety of metrics in the categories described below. The Compensation Committee determined that the Company performed well in these categories and that the formulaic AIP funding factor of 176% appropriately reflected outstanding 2025 performance. Accordingly, the Compensation Committee concluded that no adjustment to the formulaic AIP funding factor was necessary.

  80. Determination of AIP Funding Level

    | Qualitative Criteria | Rationale | | Composition of Earnings | Understanding trends that drove earnings informs how the Compensation Committee thinks about holistic company performance. | | Strategic Initiatives | Strategic initiatives position the Company for long term-growth and often represent significant successes in a given year, but such initiatives may not be reflected or may reflect negatively in the quantitative formula. | | Peer-Relative Performance | Performance against the public companies within our 2025 Corporate Peer Group on key financial metrics and TSR is not captured in the quantitative formula but informs how the Compensation Committee thinks about holistic company performance. | | Risk and Compliance | Linked to strategy of attracting and retaining talent, as prospective employees are significantly more likely to work for a company that has a strong reputation of ethical conduct. | | Strategic Expense Management | Managing expenses is critical to maintaining competitive pricing and freeing up resources for investments in the business. |

  81. Determination of Individual NEO Awards

    3. LONG-TERM INCENTIVE AWARDS Long-term incentive ("LTI") awards are designed to drive long-term performance and encourage share ownership among Senior Executives, aligning their interests with those of shareholders. LTI awards are granted on an annual basis following an assessment of individual performance and market data. The LTI mix remains at 25% options and 75% performance shares with two thirds of the performance shares tied to Compensation Core ROE and one third TSR, as illustrated below. This LTI mix continues to reward stock price performance, peer-relative shareholder returns (stock price and dividends) and operating performance.

  82. Determination of Individual NEO Awards

    | 2025 - 2027 LTI Awards | | | Stock Options 25% | Performance Shares (TSR-linked) 25% | | Performance Shares (Compensation Core ROE-linked) 50% | |

  83. 2025 Performance Shares (75% of LTI Award)

    2025 Performance Shares (75% of LTI Award) Performance shares are designed to reward and retain Senior Executives by allowing them to earn shares of our common stock based on predetermined performance criteria. Performance shares have a three-year performance period, and are settled in shares of common stock ranging from 0% to 200% of the number of performance shares granted depending upon the performance achieved on the following metrics:

  84. 2025 Performance Shares (75% of LTI Award)

    | Performance Metric | Rationale | | Compensation Core ROE (two thirds of performance shares) | Strategic measure that drives shareholder value creation | | Peer-relative TSR (one third of performance shares) | Measure of our performance relative to peer companies that serve as comparable investment alternatives in the capital markets |

  85. 2025 Performance Shares (75% of LTI Award)

    Compensation Core ROE: For two thirds of the performance share award, payouts at the end of the performance period, if any, will depend upon achieving a target average annual ROE over a three-year measurement period, as adjusted for compensation purposes. The heavier weighting of performance shares linked to Compensation Core ROE within LTI emphasizes a strategic measure that drives shareholder value creation, and highlights our dedication to executing our strategy for achieving and sustaining long-term profitable growth. Because of the adjustments made for compensation purposes, Compensation Core ROE will differ from both the net income ROE and Core Earnings ROE provided in our financial statements. The Compensation Committee's definition of Compensation Core ROE for 2025 performance share awards is provided in Appendix A.

  86. 2025 Performance Shares (75% of LTI Award)

    | 46 | www.thehartford.com |

  87. 2025 Performance Shares (75% of LTI Award)

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  88. 2025 Performance Shares (75% of LTI Award)

    | In February 2025, the Compensation Committee set the target for 2025-2027 performance share awards at an average annual Compensation Core ROE for 2025, 2026, and 2027 of 16.8%, as reflected in the 2025-2027 operating plan. As illustrated in the graph at right, the Compensation Committee also set a threshold performance level (80% of target), below which no payout for the ROE component of awards is received, and a maximum payout for the ROE component of 200% for performance significantly exceeding target (120% of target). | 2025-2027 Compensation Core ROE* | | | |

  89. 2025 Performance Shares (75% of LTI Award)

    * Denotes a non-GAAP financial measure. For definitions and reconciliations to the most directly comparable U.S. GAAP measure, see Appendix A. Peer-Relative TSR: For the other third of the performance share award, payouts, if any, will be based on company TSR performance at the end of the three-year performance period relative to a Performance Peer Group. The current Performance Peer Group represents 15 industry specific public companies against which we benchmark performance for compensation purposes. While there is some overlap, the Performance Peer Group is distinct from the Corporate Peer Group described on page 53, which includes mutual companies where financial data is not publicly available, as well as companies that compete with us for talent. The Compensation Committee believes that the Performance Peer Group should be limited to publicly traded companies that offer similar products and services and are competing investment choices in capital markets. The Compensation Committee reviews the composition of the Performance Peer Group annually and did not make any changes to this group for 2025 performance share awards. Our payout curve is more robust than prevalent market practices, which enhances alignment with our shareholders. For each company in the Performance Peer Group, TSR will be measured using a 20-day stock price average at the beginning and the end of the performance period in order to smooth out any volatility. The TSR payout curve for performance share awards targets above-median performance, with no payout for performance below the 30th percentile; 35% payout for performance at the 30th percentile; target payout for performance at the 55th percentile; and 200% payout for performance at the 85th percentile.

  90. 2025 Performance Shares (75% of LTI Award)

    | 2025 Performance Peer Group | Three-Year Relative TSR Ranking | | Allstate Corp. | | | American Financial Group, Inc. | | | Berkley (W. R.) Corp. | | | Chubb Limited | | | Cincinnati Financial Corp. | | | CNA Financial Corp. | | | Everest Group, Ltd. | | | Hanover Insurance Group, Inc. | | | Markel Corporation | | | Mercury General Corp. | | | MetLife, Inc. | | | Old Republic International Corp. | | | Progressive Corp. | | | Travelers Companies, Inc. | | | Unum Group | |

  91. 2025 Stock Options (25% of LTI Awards)

    2025 Stock Options (25% of LTI Awards) The use of stock options directly aligns the interests of our Senior Executives with those of shareholders because options only have value if the price of our common stock on the exercise date exceeds the stock price on the grant date. The stock options are granted at fair market value, vest in three equal installments over three years, and have a 10-year term.

  92. 2025 Stock Options (25% of LTI Awards)

    | 2026 Proxy Statement | 47 |

  93. 2025 Stock Options (25% of LTI Awards)

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  94. Certification of 2023-2025 Performance Share Awards

    Certification of 2023-2025 Performance Share Awards On February 28, 2023, the Compensation Committee granted Senior Executives performance shares tied 50% to achievement of average annual Compensation Core ROE goals over a three-year measurement period, and 50% to TSR performance relative to a peer group of 15 companies. For the Core ROE component of the award, achievement of average annual Compensation Core ROE of 12.2%, 15.3% and 18.4% during the measurement period would have resulted in payouts of 35%, 100% and 200% of target, respectively. For the TSR component of the award, there would be no payout for performance below the 30th percentile, 35% payout for performance at the 30th percentile, target payout for performance at the 55th percentile, and 200% payout for performance at the 85th percentile. These performance shares vested as of December 31, 2025, the end of the three-year performance period, and the Compensation Committee certified a payout at 176% of target on February 17, 2026 based on the following results: •The average of the Company's Compensation Core ROE for each year of the measurement period was 17.4%, resulting in achievement of 168% of target for the Compensation Core ROE component, or 50% of the awards. •The Company’s TSR during the performance period was at the 80th percentile ranking, resulting in the achievement of 183% of target for the TSR component, or 50% of the awards. Details of the 2023 performance shares are given on pages 49 to 50 of our 2024 proxy statement filed with the Securities and Exchange Commission on April 5, 2024. EXECUTIVE BENEFITS AND PERQUISITES Senior Executives are eligible for the same benefits as full-time employees generally, including health, life insurance, disability and retirement benefits. Non-qualified savings and retirement plans, including those that have been frozen, provide benefits that would otherwise be provided but for the Internal Revenue Code limits that apply to tax-qualified benefit plans. Certain additional perquisites are available to Senior Executives, including reimbursement of costs for annual physicals and associated travel, enhanced relocation benefits when a move is required, personal executive support services, certain travel and commuting benefits (described below) and occasional use of tickets for sporting and special events previously acquired by the Company when no other business use has been arranged and there is no incremental cost to the Company. For actual perquisites received by NEOs in 2025, see the “Summary Compensation Table – All Other Compensation” on page 59. The Hartford owns a fractional interest in a corporate aircraft to allow Senior Executives to travel safely, securely and efficiently for business purposes and to support the performance of their duties. The corporate aircraft enables Senior Executives to use travel time productively by providing a confidential environment in which to conduct business and eliminating the schedule constraints imposed by commercial airline travel. Prior to 2025, personal use of the corporate aircraft was permitted for the CEO for efficiency, productivity and security reasons. In 2025, in light of an evolving external threat environment affecting corporate executives, the Company engaged an independent third-party security firm to conduct a comprehensive security assessment. Based on the results of that assessment, the Company enhanced its executive security program, including recommending that both the CEO and the President use the corporate aircraft whenever practicable for personal use and business use to mitigate security risks and enable secure, efficient travel. Personal use of the corporate aircraft by any other Senior Executives was, and remains, prohibited, except in extraordinary circumstances. As part of the security assessment, the security firm also evaluated residential security and other personal risk factors for certain executives and recommended targeted security enhancements. Where appropriate, the Company implemented certain of these recommendations at its expense and adopted additional protective measures designed to reduce personal risk exposure, including enhanced data‑privacy and online‑security protections, and providing the use of a company car and driver to allow for enhanced security and greater efficiency while commuting for the CEO and President. From time to time, a Senior Executive’s expenses for a purpose deemed important to the business may not be considered “directly and integrally related” to the performance of the Senior Executive’s duties as required by applicable SEC rules. These expenses are considered perquisites for disclosure purposes. Examples of such expenses may include attendance at conferences, seminars or award ceremonies, as well as attendance of a Senior Executive’s spouse or guest at business events or dinners where spousal or guest attendance is expected. Whenever required to do so under Internal Revenue Service regulations, The Hartford attributes income to Senior Executives for perquisites and the Senior Executive is responsible for the associated tax obligation.

  95. Certification of 2023-2025 Performance Share Awards

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  96. Certification of 2023-2025 Performance Share Awards

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  97. 2025 Performance

    | 2025 Compensation Decisions | | • Salary. $1,200,000, unchanged from 2024. | | • AIP Award. Target of $3,300,000, unchanged from 2024. The Compensation Committee approved a 2025 AIP award of $5,808,000 (176% of target), which was equal to the company AIP funding level of 176% for 2025. | | • LTI Award. In February 2025, the Compensation Committee granted him an LTI award of $13,650,000, an increase of 13.8% from the previous year, in the form of 25% stock options and 75% performance shares. |

  98. 2025 Performance

    | 2025 Compensation Decisions | | • Salary. $850,000, a 6.3% increase from 2024. | | • AIP Award. Target of $1,650,000, an increase of 22.2% from 2024. For 2025, the Compensation Committee approved an AIP award of $2,904,000 (176% of target), which was equal to the Company AIP funding level of 176% for 2025. | | • LTI Award. In February 2025, the Compensation Committee granted her an LTI award of $3,000,000,an increase of 15.4% from the previous year, in the form of 25% stock options and 75% performance shares. |

  99. 2025 Performance

    | 2025 Compensation Decisions | | • Salary. $850,000, a 13.3% increase from 2024, reflecting his promotion to President during 2025. | | • AIP Award. Target of $1,607,534, an increase of 46.5% from 2024. This reflects a proration between Mr. Tooker's initial 2025 AIP target of $1,150,000 as head of Business Insurance, and an AIP target of $1,650,000 as President effective in February 2025. For 2025, the Compensation Committee approved an AIP award of $2,829,300 (176% of target), which was equal to the Company AIP funding level of 176% for 2025. | | • LTI Award. In February 2025, the Compensation Committee granted him an LTI award of $3,500,000, an increase of 105.9%, in the form of 25% stock options and 75% performance shares. |

  100. 2025 Performance

    | 2025 Compensation Decisions | | • Salary. $650,000, an 8.3% increase from 2024. | | • AIP Award. Target of $1,150,000, an increase of 4.5% from 2024. For 2025, the Compensation Committee approved an AIP award of $2,024,000 (176% of target), which was equal to the Company AIP funding level of 176% for 2025. | | • LTI Award. In February 2025, the Compensation Committee granted her an LTI award of $1,900,000, an increase of 35.7% from the previous year, in the form of 25% stock options and 75% performance shares. |

  101. 2025 Performance

    | 2025 Compensation Decisions | | • Salary. $650,000 | | • AIP Award. Target of $800,000. For 2025, the Compensation Committee approved an AIP award of $1,408,000 (176% of target), which was equal to the Company AIP funding level of 176% for 2025. | | • LTI Award. In February 2025, the Compensation Committee granted him an LTI award of $1,350,000 in the form of 25% stock options and 75% performance shares. |

  102. 2025 Performance

    | 2025 Compensation Decisions | | • Salary. $800,000, a 6.7% increase from 2024. | | • AIP Award. Target of S1,350,000. however, because Ms. Soni voluntarily ceased employment during fiscal year 2025, she was not eligible to participate in the AIP for that year, and no bonus opportunity or performance targets applied to her. | | • LTI Award. In February 2025, the Compensation Committee granted her an LTI award of $5,350,000 which was fully forfeited upon her voluntary termination. |

  103. Process for Determining Senior Executive Compensation (Including NEOs)

    Process for Determining Senior Executive Compensation (Including NEOs) COMPENSATION COMMITTEE The Compensation Committee is responsible for reviewing the performance of and approving compensation awarded to those executives who either report to the CEO or who are subject to the filing requirements of Section 16 of the Exchange Act (other than the CEO). The Compensation Committee also evaluates the CEO’s performance and recommends his compensation for approval by the independent directors of the full Board. With this input from the Compensation Committee, the independent directors review the CEO’s performance and determine his compensation level in the context of the established goals and objectives for the enterprise and his individual performance. The Compensation Committee and the independent directors typically review performance and approve annual incentive awards for the prior fiscal year at their February meeting, along with annual LTI awards and any changes to base salary and target bonus for the current year. To assist in this process, the Compensation Committee, with the support of its consultant, reviews market and historical compensation information for each NEO to understand how each element of compensation relates to other elements and to the compensation package as a whole, including outstanding equity awards.

  104. Process for Determining Senior Executive Compensation (Including NEOs)

    | Highlights of Annual Compensation Design, Payout and Performance Goal-Setting Process | | December to January | | • Review feedback from Fall shareholder engagement | | • Approve design of AIP and LTI programs for the upcoming year, including updates to Performance and Corporate Peer Groups | | • Determine enterprise AIP funding based on the previous year's actual performance against the pre-established Compensation Core Earnings target and a review of qualitative factors | | • Review Senior Executive stock ownership | | February | | • Review Senior Executive performance for previous year and determine individual AIP awards | | • Establish AIP and LTI performance targets based on the Company's approved operating plan | | • Review and approve current year total compensation recommendations for Senior Executives, including salary, AIP targets and LTI awards | | • Establish Senior Executive leadership goals and objectives for the current year | | May to July | | • Review Say-on-Pay voting results and recommendations of proxy advisory firms | | • Review results of the company's pay equity analysis | | • Review talent succession planning | | September | | • Review Enterprise Risk Management's annual compensation risk assessment | | • Review AIP and LTI program design for the coming year | | • Receive independent consultant's annual report on executive compensation trends and regulatory trends | | Ongoing | | • Monitor the Company's year-to-date performance in relation to targets | | • Review and consider compensation plans, policies and practices in light of company performance, strategy, shareholder feedback and best practices | | • Periodic review of the Company’s key talent and employee engagement measures (e.g., attrition, hiring, promotion and employee engagement) | | • Review executive perquisites |

  105. 2025 Corporate Peer Group

    2025 Corporate Peer Group The Compensation Committee reviews the peer group used for compensation benchmarking (the "Corporate Peer Group") periodically or upon a significant change in business conditions for the Company or its peers. As part of its review, the Compensation Committee considers many factors, including market capitalization, revenues, assets, lines of business and sources and destinations of talent. For this reason, the Corporate Peer Group differs from the Performance Peer Group described earlier for purposes of the TSR performance measure applicable to performance shares. The Compensation Committee did not make any changes to the Corporate Peer Group in 2025. Data in millions – as of 12/31/2025(1)

  106. 2025 Corporate Peer Group

    | Company Name(2) | Revenues | Assets | Market Cap | | Allstate Corp. | $67,685 | $119,758 | $54,469 | | American International Group, Inc. | $26,639 | $161,254 | $46,161 | | Berkley (W. R.) Corp. | $14,708 | $44,071 | $26,647 | | Chubb Ltd. | $60,182 | $272,327 | $122,835 | | Cincinnati Financial Corp. | $12,631 | $41,002 | $25,481 | | CNA Financial Corp. | $14,989 | $69,443 | $12,922 | | Hanover Insurance Group, Inc. | $6,594 | $16,946 | $6,504 | | Lincoln National Corp. | $18,212 | $417,204 | $8,461 | | MetLife Inc. | $77,084 | $745,166 | $52,013 | | Principal Financial Group Inc. | $15,626 | $341,377 | $19,379 | | Progressive Corp. | $87,637 | $123,039 | $133,534 | | Travelers Companies Inc. | $48,828 | $143,708 | $64,702 | | Unum Group | $13,076 | $63,519 | $12,968 | | Voya Financial Inc. | $8,189 | $178,859 | $7,089 | | 25TH PERCENTILE | $13,484 | $65,000 | $12,933 | | MEDIAN | $16,919 | $133,374 | $26,064 | | 75TH PERCENTILE | $57,344 | $248,960 | $53,855 | | THE HARTFORD | $28,368 | $85,997 | $38,398 | | PERCENT RANK | 62% | 33% | 58% |

  107. 2025 Corporate Peer Group

    (1)Data provided by S&P Global Market Intelligence. The amounts shown in the “Revenues” column reflect adjustments by S&P Global Market Intelligence to facilitate comparability across companies. (2)An additional four non-public companies are included in the Corporate Peer Group as they submit data to relevant compensation surveys utilized in determining appropriate pay levels for Senior Executives: Liberty Mutual, MassMutual, Nationwide Financial, and State Farm.

  108. 2025 Corporate Peer Group

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  109. 2025 Corporate Peer Group

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  110. Use of Corporate Peer Group Compensation Data

    Use of Corporate Peer Group Compensation Data When evaluating and determining individual pay levels, the Compensation Committee periodically reviews compensation data prepared by third parties showing the 25th, 50th and 75th percentiles of various pay elements for the companies listed above. As noted previously, the Compensation Committee does not target a specific market position in pay. The Compensation Committee also reviews general industry survey data published by third parties as a general indicator of relevant market conditions and pay practices, including perquisites. Neither the Compensation Committee nor management has any input into companies included in these general industry or financial services company surveys.

  111. Compensation Policies and Practices

    Under the Executive Stock Ownership Requirement policy, the following forms of equity are recognized as contributing to the stock ownership requirements: •Shares held directly by the executive; •Shares held indirectly by trust, by immediate family members, or through the Company’s 401(k) and Excess Savings plans; •Unvested performance shares (valued at 50% of target); and •Unvested RSUs. Unvested or vested and unexercised stock options are not counted for purposes of the requirements. The policy also provides that executives who have not achieved these stock ownership levels within five years of appointment are required to retain at least 50% of the shares acquired upon vesting and award distributions until the ownership requirements are fully met. The Compensation Committee believes these requirements align the interests of our NEOs with shareholders, and reviews ownership levels annually. As of March 23, 2026, the CEO and each of the other active NEOs met their respective requirement. TIMING OF EQUITY GRANTS Equity grants may be awarded four times per year, on the second trading day following the filing of our Form 10-Q or 10-K for the prior period. Our practice is to grant annual equity awards following the filing of our Annual Report on Form 10-K. This timing ensures that grants are made at a time when the stock price reflects the most current public data regarding our performance and financial condition. The Company does not grant equity awards in anticipation of the release of material nonpublic information that is likely to result in changes to the price of our common stock. In addition, we generally do not grant stock options (i) during trading blackout periods established under our insider trading policy, or (ii) at any time during the four business days prior to or the one business day following the filing of our periodic reports or the filing or furnishing of a Form 8-K that discloses material nonpublic information. During fiscal year 2025, (i) none of our NEOs were awarded equity grants with an effective grant date during any period beginning four business days before the filing or furnishing of a Form 10-Q, Form 10-K, or Form 8-K that disclosed material nonpublic information, and ending one business day after the filing or furnishing of such reports, and (ii) we did not time the disclosure of material nonpublic information for the purpose of affecting the value of executive compensation. CLAWBACK POLICY In September 2023, the Board approved a comprehensive Clawback Policy, revising and expanding upon our previous recoupment policy. The Clawback Policy governs the circumstances under which the Company must attempt to recover “erroneously awarded” incentive-based compensation paid to certain executive officers to the extent such compensation was based on a misstated financial reporting measure that results in an accounting restatement, as required by SEC rules and NYSE listing standards. The Clawback Policy applies to time-based and performance-based incentive compensation. The Clawback Policy also incorporates our long-standing recoupment policy applicable to all employees, which has been in place since 2011, and allows for the recoupment of any incentive compensation (cash or equity) and/or severance paid or payable at any time to the extent such recoupment either (i) is required by applicable law or listing standards, or (ii) is necessary or appropriate in light of an employee’s action, or failure to act, which is inimical to the best interests of the Company.

  112. Compensation Policies and Practices

    | Feature | Rationale | | Pay Mix | •A mix of fixed and variable, annual and long-term, and cash and equity compensation encourages strategies and actions that are in the Company’s long-term best interests •A mix of performance periods: annual in AIP, 3 years for Performance Shares, and 10 years for Stock Options •Long-term compensation awards and overlapping vesting periods encourage executives to focus on sustained company results and stock price appreciation | | Performance Metrics | •Incentive awards based on a variety of performance metrics diversify the risk associated with any single indicator of performance | | Equity Incentives | •Stock ownership requirements align executive and shareholder interests •Equity grants are made only during a trading window following the release of financial results •No reload provisions are included in any stock option awards | | Plan Design | •Incentive plans are not overly leveraged, cap the maximum payout, and include design features intended to balance pay for performance with an appropriate level of risk-taking •Our equity incentive plans do not allow: ◦Stock options with an exercise price less than the fair market value of our common stock on the grant date; ◦Re-pricing (reduction in exercise price) of stock options without shareholder approval; or ◦Single trigger vesting of awards upon a Change of Control if awards are assumed or replaced with substantially equivalent awards | | Recoupment | •As described above, we have a comprehensive clawback policy, that requires the Company to recover incentive compensation in the event of an accounting restatement, and permits recovery for employee misconduct |

  113. Compensation Policies and Practices

    HEDGING AND PLEDGING COMPANY SECURITIES We have robust policies prohibiting our employees and directors from engaging in hedging, monetization, derivative, speculative and similar transactions involving Company securities. In addition, Directors and Senior Executives are prohibited from holding stock in a margin account or pledging stock as collateral for a loan. POTENTIAL SEVERANCE AND CHANGE OF CONTROL PAYMENTS The Company does not have individual employment agreements. NEOs are covered under a severance pay plan that provides severance in a lump sum equal to two times the sum of annual base salary plus target bonus, whether severance occurs before or after a change of control (no gross-up is provided for any change of control excise taxes that might apply). As a condition to receiving severance, Senior Executives must agree to restrictive covenants covering such items as non-competition, non-solicitation of business and employees, non-disclosure and non-disparagement. The Company maintains change of control benefits to ensure continuity of management and to permit executives to focus on their responsibilities without undue distraction related to concerns about personal financial security if the Company is confronted with a contest for control. These benefits are also designed to ensure that in any such contest, management is not influenced by events that could occur following a change of control. The 2025 Long Term Incentive Stock Plan and the legacy plan, the 2020 Stock Incentive Plan from which the 2025 awards were issued, provide for “double trigger” vesting on a change of control. If an NEO terminates employment for “Good Reason” or their employment is terminated without “Cause” (see definitions on page 69) within two years following a Change of Control (as defined in the plan), then any awards that were assumed or replaced with substantially equivalent awards vest. If the awards were not assumed or replaced with substantially equivalent awards, the awards vest immediately upon the Change of Control.

  114. Effect of Tax and Accounting Considerations on Compensation Design

    Tax considerations are factored into the design of our compensation programs, including compliance with the requirements of Section 409A of the Internal Revenue Code, which can impose additional taxes on participants in certain arrangements involving deferred compensation, and Sections 280G and 4999 of the Internal Revenue Code, which affect the deductibility of, and impose certain additional excise taxes on, certain payments that are made upon or in connection with a change of control. Section 162(m) of the Internal Revenue Code generally disallows a federal income tax deduction to any publicly held corporation for compensation paid in excess of $1,000,000 in any taxable year to any person who is a “covered employee” under this rule. The term “covered employee” includes any person who is or was a named executive officer of the Company under the proxy disclosure rules in any year after 2016. Accordingly, to the extent that compensation in excess of $1 million is payable to any such person, it is likely that the excess amount will not be deductible by the Company or its subsidiaries for federal income tax purposes.

  115. Summary Compensation Table

    Summary Compensation Table The table below reflects total compensation paid to or earned by each NEO.

  116. Summary Compensation Table

    | Name and Principal Position | Year | Salary ($) | Bonus ($) | Stock Awards ($)(1) | Option Awards ($)(2) | Non-Equity Incentive Plan Compensation ($)(3) | Change in Pension Value and Nonqualified Deferred Compensation Earnings ($)(4) | All Other Compensation ($)(5) | Total ($) | | Christopher Swift Chairman and Chief Executive Officer | 2025 | 1,200,000 | — | 10,982,790 | 3,412,500 | 5,808,000 | 30,468 | 680,454 | 22,114,212 | | | 2024 | 1,200,000 | — | 10,072,800 | 3,000,000 | 4,719,000 | 25,133 | 326,415 | 19,343,348 | | | 2023 | 1,200,000 | — | 5,747,175 | 5,250,000 | 3,861,000 | 37,310 | 312,765 | 16,408,250 | | Beth Costello Executive Vice President and Chief Financial Officer | 2025 | 837,500 | — | 2,413,800 | 750,000 | 2,904,000 | 33,201 | 88,295 | 7,026,796 | | | 2024 | 793,750 | — | 2,182,440 | 650,000 | 1,930,500 | 3,937 | 65,325 | 5,625,952 | | | 2023 | 775,000 | — | 1,327,324 | 1,212,500 | 1,579,500 | 43,481 | 53,154 | 4,990,959 | | Adin Morris Tooker* President | 2025 | 841,667 | — | 2,816,100 | 875,000 | 2,829,300 | — | 208,663 | 7,570,730 | | | 2024 | 740,000 | — | 1,426,980 | 425,000 | 1,569,400 | — | 87,114 | 4,248,494 | | | 2023 | NA | NA | NA | NA | NA | NA | NA | NA | | Amy Stepnowski Executive Vice President and Chief Investment Officer; President of HIMCO | 2025 | 637,500 | — | 1,528,740 | 475,000 | 2,024,000 | 10,427 | 81,700 | 4,757,367 | | | 2024 | 600,000 | — | 1,175,160 | 350,000 | 1,573,000 | 766 | 52,200 | 3,751,126 | | | 2023 | 587,500 | — | 602,085 | 550,000 | 1,287,000 | 13,711 | 52,800 | 3,093,096 | | Donald Hunt* Executive Vice President and General Counsel | 2025 | 637,500 | — | 1,086,210 | 337,500 | 1,408,000 | 8,576 | 67,000 | 3,544,786 | | | 2024 | NA | NA | NA | NA | NA | NA | NA | NA | | | 2023 | NA | NA | NA | NA | NA | NA | NA | NA | | Deepa Soni** Former Executive Vice President, Chief Information and Operations Officer | 2025 | 369,318 | — | 4,304,610 | 1,337,500 | — | — | 79,875 | 6,091,303 | | | 2024 | 741,667 | — | 1,343,040 | 400,000 | 1,561,100 | — | 52,575 | 4,098,382 | | | 2023 | 687,500 | — | 766,290 | 700,000 | 936,000 | — | 57,733 | 3,147,523 |

  117. Summary Compensation Table

    *Mr. Tooker was not an NEO prior to 2024 and Mr. Hunt was not an NEO prior to 2025. **Ms. Soni's employment with the Company terminated on June 22, 2025 and, as a result, she forfeited her 2025 performance share and 2025 stock option awards. A description of the treatment of Ms. Soni's outstanding equity awards is included in the Grants of Plan Based Awards Table on page 60. (1)This column reflects the aggregate grant date fair value of performance shares calculated in accordance with FASB ASC Topic 718 for the fiscal years ended December 31, 2025, 2024 and 2023. Detail on the 2025 grants, which were made under The Hartford 2020 Stock Incentive Plan, is provided in the Grants of Plan Based Awards Table on page 60. The amounts in this column are not reduced for estimated forfeiture rates during the applicable vesting periods. Other assumptions used in the calculation of these amounts are included in footnote 19 of the Company's Annual Reports on Form 10-K for 2025 and 2024, and footnote 20 of the Company's Annual Report on Form 10-K for 2023. To determine the fair value of the 2025 performance share award under FASB ASC Topic 718, the market value on the grant date is adjusted to reflect the probable outcome of the performance condition(s), based in part on a Monte Carlo simulation and consistent with the estimated compensation cost to be recognized over the service period, determined as of the grant date. These adjustments result in a value under FASB ASC Topic 718 that is 107.28% of the market value on the grant date. The number of shares payable under these awards will be based on the actual results as compared to pre-established performance conditions and can range from 0-200% of the target award. The value* of performance shares assuming the highest possible outcome of the performance conditions determined at the time of grant (200% of the target award) would be:

  118. Summary Compensation Table

    | NEO (First initial, last name) | 2025 Performance Shares ($) (February 25, 2025 grant date) | 2024 Performance Shares ($) (February 27, 2024 grant date) | 2023 Performance Shares ($) (February 28, 2023 grant date) | | C. Swift | 20,475,000 | 18,000,000 | 10,500,000 | | B. Costello | 4,500,000 | 3,900,000 | 2,425,000 | | A. Morris Tooker | 5,250,000 | 2,550,000 | NA | | A. Stepnowski | 2,850,000 | 2,100,000 | 1,100,000 | | D. Hunt | 2,025,000 | NA | NA | | D. Soni | 8,025,000 | 2,400,000 | 1,400,000 |

  119. Summary Compensation Table

    *Does not include the value of any dividend equivalents credited on the performance shares during the performance period.

  120. Summary Compensation Table

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  121. Summary Compensation Table

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  122. Summary Compensation Table

    Under the 2020 Stock Incentive Plan from which these awards were issued, no more than 3,000,000 shares in the aggregate can be granted to an individual employee with respect to any awards in a single calendar year, except in the event of a new hire or promotion. (2)This column reflects the aggregate grant date fair value for the fiscal years ended December 31, 2025, 2024 and 2023 calculated in accordance with FASB ASC Topic 718. The amounts in this column are not reduced for estimated forfeitures during the applicable vesting periods. Other assumptions used in the calculation of these amounts are included in footnote 19 of the Company's Annual Report on Form 10-K for 2025, footnote 19 of the Company's Annual Report on Form 10-K for 2024, and footnote 20 of the Company's Annual Report on Form 10-K for 2023. (3)This column reflects cash AIP awards paid for the respective years. (4)This column reflects the actuarial increase, if any, in the present value of the accumulated benefits of the NEOs under all pension plans established by the Company (these plans were frozen as of December 31, 2012 and no longer accrue benefits, other than interest on cash balance benefits). The amounts were calculated using discount rate and form of payment assumptions consistent with those used in the Company’s GAAP financial statements. Actuarial assumptions for 2025 are described in further detail in footnote 2 of the Pension Benefits Table on page 63. Having joined the Company after December 31, 2012, when these plans were frozen, Ms. Soni and Mr. Tooker do not have a benefit under either pension plan. (5)This column reflects amounts detailed in the Summary Compensation Table—All Other Compensation.

  123. Summary Compensation Table - All Other Compensation

    Summary Compensation Table - All Other Compensation This table provides more details on the amounts presented in the “All Other Compensation” column in the Summary Compensation Table on page 58 for the NEOs.

  124. Summary Compensation Table - All Other Compensation

    | Name | Year | Perquisites ($)(1) | Contributions or Other Allocations to Defined Contribution Plans ($)(2) | Total ($) | | Christopher Swift | 2025 | 604,754 | 75,700 | 680,454 | | Beth Costello | 2025 | 19,720 | 68,575 | 88,295 | | Adin Morris Tooker | 2025 | 141,663 | 67,000 | 208,663 | | Amy Stepnowski | 2025 | — | 81,700 | 81,700 | | Donald Hunt | 2025 | — | 67,000 | 67,000 | | Deepa Soni | 2025 | — | 79,875 | 79,875 |

  125. Summary Compensation Table - All Other Compensation

    (1)As permitted by SEC rules, we have included the perquisites and other personal benefits that we provided in 2025 where the aggregate amount of such compensation to an NEO exceeds $10,000. Perquisite amounts for Mr. Swift include personal use of corporate aircraft not requiring reimbursement to the Company ($533,076), residential security assessment and enhancements, commuting costs, expenses related to an executive physical, expenses related to removal of personally identifiable information, and expenses associated with his spouse's attendance at business functions. Perquisite amounts for Ms. Costello include residential security assessment , expenses related to removal of personally identifiable information, and expenses associated with her spouse's attendance at business functions. Perquisite amounts for Mr. Tooker include personal use of corporate aircraft not requiring reimbursement to the Company ($109,228), residential security assessment, commuting costs, expenses related to an executive physical, expenses related to removal of personally identifiable information and expenses associated with his spouse's attendance at business functions. The value of personal use of Company aircraft reflects the incremental, variable operating costs invoiced to the Company for such flights (e.g., flight hours, fuel, and other trip‑related expenses), net of any reimbursement, and excludes fixed management and ownership costs. (2)This column represents Company contributions under the Company’s tax-qualified 401(k) plan (The Hartford Investment and Savings Plan) and The Hartford Excess Savings Plan (the “Excess Savings Plan”), a non-qualified plan established to “mirror” the qualified plan to facilitate deferral of amounts that cannot be deferred under the 401(k) plan due to Internal Revenue Code limits. Additional information can be found under the “Excess Savings Plan” section of the Non-Qualified Deferred Compensation Table beginning on page 64.

  126. Summary Compensation Table - All Other Compensation

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  127. Summary Compensation Table - All Other Compensation

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  128. Grants of Plan Based Awards Table

    Grants of Plan Based Awards Table This table discloses information about equity awards granted to the NEOs in 2025 pursuant to the 2020 Stock Incentive Plan. The table also discloses potential payouts under the AIP. Actual AIP payouts are reported in the Summary Compensation Table on page 58 under the heading “Non-Equity Incentive Plan Compensation.” Equity awards have been rounded to the nearest whole share or option.

  129. Grants of Plan Based Awards Table

    | Name | Plan | Grant Date | Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) | | | Estimated Future Payouts Under Equity Incentive Plan Awards(2) | | | All Other Stock Awards: Number of Shares of Stock or Units (#) | All Other Option Awards: Number of Securities Underlying Options (#)(3) | Exercise or Base Price of Option Awards ($/Sh) | Grant Date Fair Value of Stock and Option Awards ($)(4) | | | | | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | | | | | | C. Swift | 2025 AIP | | 1,155,000 | 3,300,000 | 9,900,000 | | | | | | | | | | Stock Options | 2/25/2025 | | | | | | | | 99,403 | 116.41 | 3,412,500 | | | Performance Shares | 2/25/2025 | | | | 10,260 | 87,943 | 175,887 | | | | 10,982,790 | | B. Costello | 2025 AIP | | 577,500 | 1,650,000 | 4,950,000 | | | | | | | | | | Stock Options | 2/25/2025 | | | | | | | | 21,847 | 116.41 | 750,000 | | | Performance Shares | 2/25/2025 | | | | 2,255 | 19,328 | 38,656 | | | | 2,413,800 | | A. Morris Tooker(5) | 2025 AIP | | 562,637 | 1,607,534 | 4,822,602 | | | | | | | | | | Stock Options | 2/25/2025 | | | | | | | | 25,488 | 116.41 | 875,000 | | | Performance Shares | 2/25/2025 | | | | 2,631 | 22,550 | 45,099 | | | | 2,816,100 | | A. Stepnowski | 2025 AIP | | 402,500 | 1,150,000 | 3,450,000 | | | | | | | | | | Stock Options | 2/25/2025 | | | | | | | | 13,836 | 116.41 | 475,000 | | | Performance Shares | 2/25/2025 | | | | 1,428 | 12,241 | 24,482 | | | | 1,528,740 | | D. Hunt | 2025 AIP | | 280,000 | 800,000 | 2,400,000 | | | | | | | | | | Stock Options | 2/25/2025 | | | | | | | | 9,831 | 116.41 | 337,500 | | | Performance Shares | 2/25/2025 | | | | 1,015 | 8,698 | 17,395 | | | | 1,086,210 | | D. Soni(6) | 2025 AIP | | 472,500 | 1,350,000 | 4,050,000 | | | | | | | | | | Stock Options | 2/25/2025 | | | | | | | | 38,960 | 116.41 | 1,337,500 | | | Performance Shares | 2/25/2025 | | | | 4,021 | 34,469 | 68,937 | | | | 4,304,610 |

  130. Grants of Plan Based Awards Table

    (1)The “Threshold” column shows the payout amount for achieving the minimum level of performance for which an amount is payable under the AIP at 35% of target (no amount is payable if this level of performance is not reached). The “Maximum” column shows the maximum amount payable at 300% of target (the maximum amount payable for an individual AIP award). The actual 2025 AIP award for each NEO is reported in the “Non-Equity Incentive Plan Compensation” column in the Summary Compensation Table. (2)The performance shares granted on February 25, 2025 vest on December 31, 2027, the end of the three year performance period. The vesting percentage is based on the Company’s TSR performance relative to the 2025 Performance Peer Group (as described on page 53) and performance based on pre-established Compensation Core ROE targets. These two measures are weighted in a 1:2 ratio (as described on page 46), and each one has an independent minimum payout level of 35% of target. The “Threshold” column for this grant represents 11.7% of target, which reflects the minimum possible amount that could be paid under these awards (no amount is payable if the threshold level of performance is not reached for at least one performance measure). The “Maximum” column for this grant represents 200% of target and is the maximum amount payable. See Payments upon Termination or Change of Control table for a description of the circumstances in which vesting is accelerated. (3)The options granted in 2025 to purchase shares of the Company's common stock vest 1/3 per year on each anniversary of the grant date and each option has an exercise price equal to the fair market value of one share of common stock on the grant date. The value of each stock option award is $34.33 and was determined under FASB ASC Topic 718 by using a hybrid lattice/Monte-Carlo based option valuation model; this value was not reduced to reflect estimated forfeitures during the vesting period. See Payments upon Termination or Change of Control table for a description of the circumstances in which vesting is accelerated. (4)The NYSE closing price per share of the Company’s common stock on February 25, 2025, the date of the 2025 LTI grants for the NEOs, was $116.41. To determine the fair value of the 2025 performance share award under FASB ASC Topic 718, the market value on the grant date is adjusted to reflect the probable outcome of the performance condition(s), based in part on a Monte Carlo simulation and consistent with the estimated aggregate compensation cost to be recognized over the service

  131. Grants of Plan Based Awards Table

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  132. Grants of Plan Based Awards Table

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  133. Grants of Plan Based Awards Table

    period, determined as of the grant date. These adjustments result in a value under FASB ASC Topic 718 that is 107.28% of the market value on the grant date. (5)Mr. Tooker's annual target amount of $1,650,000 which took effect February 1, 2025 was prorated to $1,607,534 to account for his original target of $1,150,000. (6)The amounts reported reflect incentive awards that were subsequently forfeited, or not earned, as a result of Ms. Soni’s voluntary termination on June 22, 2025.

  134. Outstanding Equity Awards at Fiscal Year-end Table

    Outstanding Equity Awards at Fiscal Year-end Table This table shows outstanding stock option awards classified as exercisable and unexercisable and the number and market value of any unvested or unearned equity awards outstanding as of December 31, 2025 and valued using $137.80, the NYSE closing price per share of the Company’s common stock on December 31, 2025.

  135. Outstanding Equity Awards at Fiscal Year-end Table

    | Name | Option Awards | | | | | Stock Awards | | | | | | Grant Date | Number of Securities Underlying Unexercised Options Exercisable (#)(1) | Number of Securities Underlying Unexercised Options Unexercisable (#)(1) | Option Exercise Price ($) | Option Expiration Date | Number of Shares or Units of Stock That Have Not Vested (#)(2) | Market Value of Shares or Units of Stock That Have Not Vested ($)(3) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)(4) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)(5) | | Christopher Swift | 2/28/2017 | 302,908 | | 48.89 | 2/28/2027 | | | | | | | 2/27/2018 | 284,819 | | 53.81 | 2/27/2028 | | | | | | | 2/26/2019 | 352,263 | | 49.01 | 2/26/2029 | | | | | | | 2/25/2020 | 327,679 | | 55.27 | 2/25/2030 | | | | | | | 2/23/2021 | 310,820 | | 51.87 | 2/23/2031 | | | | | | | 2/23/2022 | 301,932 | | 69.41 | 2/23/2032 | | | | | | | 2/28/2023 | 165,955 | 82,978 | 78.28 | 2/28/2033 | | | | | | | 2/27/2024 | 38,804 | 77,610 | 95.74 | 2/27/2034 | | | 192,903 | 26,582,033 | | | 2/25/2025 | | 99,403 | 116.41 | 2/25/2035 | | | 177,322 | 24,434,972 | | Beth Costello | 2/28/2017 | 35,339 | | 48.89 | 2/28/2027 | | | | | | | 2/27/2018 | 63,194 | | 53.81 | 2/27/2028 | | | | | | | 2/26/2019 | 75,790 | | 49.01 | 2/26/2029 | | | | | | | 2/25/2020 | 71,318 | | 55.27 | 2/25/2030 | | | | | | | 2/23/2021 | 67,204 | | 51.87 | 2/23/2031 | | | | | | | 2/23/2022 | 75,483 | | 69.41 | 2/23/2032 | | | | | | | 2/28/2023 | 38,328 | 19,164 | 78.28 | 2/28/2033 | | | | | | | 2/27/2024 | 8,407 | 16,816 | 95.74 | 2/27/2034 | | | 41,796 | 5,759,489 | | | 2/25/2025 | | 21,847 | 116.41 | 2/25/2035 | | | 38,972 | 5,370,342 | | Adin Morris Tooker | 2/27/2018 | 16,614 | | 53.81 | 2/27/2028 | | | | | | | 2/26/2019 | 26,687 | | 49.01 | 2/26/2029 | | | | | | | 2/25/2020 | 24,094 | | 55.27 | 2/25/2030 | | | | | | | 2/23/2021 | 25,202 | | 51.87 | 2/23/2031 | | | | | | | 2/23/2022 | 24,155 | | 69.41 | 2/23/2032 | | | | | | | 2/28/2023 | 16,200 | 8,101 | 78.28 | 2/28/2033 | | | | | | | 2/27/2024 | 5,497 | 10,995 | 95.74 | 2/27/2034 | | | 27,328 | 3,765,798 | | | 2/25/2025 | | 25,488 | 116.41 | 2/25/2035 | | | 45,467 | 6,265,353 | | Amy Stepnowski | 2/23/2022 | 10,065 | | 69.41 | 2/23/2032 | | | | | | | 2/28/2023 | 17,386 | 8,693 | 78.28 | 2/28/2033 | | | | | | | 2/27/2024 | 4,527 | 9,055 | 95.74 | 2/27/2034 | | | 22,505 | 3,101,189 | | | 2/25/2025 | | 13,836 | 116.41 | 2/25/2035 | | | 24,682 | 3,401,180 | | Donald Hunt | 2/28/2023 | | | | | 2,892 | 398,518 | | | | | 2/27/2024 | 3,233 | 6,468 | 95.74 | 2/27/2034 | | | 16,075 | 2,215,135 | | | 2/25/2025 | | 9,831 | 116.41 | 2/25/2035 | | | 17,537 | 2,416,599 |

  136. Outstanding Equity Awards at Fiscal Year-end Table

    (1) Stock options granted to the NEOs vest and become exercisable 1/3 per year on each anniversary of the grant date and generally expire on the tenth anniversary of the grant date. See “(2) Accelerated Stock Option Vesting” on page 68 following the Payments upon Termination or Change of Control table for a description of the circumstances in which vesting is accelerated. (2) This column reflects RSUs granted to Mr. Hunt, which vest on the third anniversary of the grant date. See the Payments upon Termination or Change of Control table for a description of the circumstances in which vesting is accelerated. Dividend equivalents are credited on RSUs, which remain subject to the same terms and conditions as the underlying RSUs to which they relate and are paid if the underlying RSUs vest. (3) This column reflects the market value of RSUs granted to Mr. Hunt.

  137. Outstanding Equity Awards at Fiscal Year-end Table

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  138. Outstanding Equity Awards at Fiscal Year-end Table

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  139. Outstanding Equity Awards at Fiscal Year-end Table

    (4) This column represents unvested performance share awards at 200% of target assuming that the Company has achieved the highest performance level with respect to awards granted on February 27, 2024 and February 25, 2025. Dividend equivalents are credited on performance shares, which remain subject to the same terms and conditions as the underlying performance shares to which they relate and are paid only if, and to the extent that, the underlying performance shares vest and are paid out. See “(3) Accelerated Vesting of Performance Shares and Other LTI Awards” on page 68 following the Payments upon Termination or Change of Control table for a description of the circumstances in which vesting is accelerated for performance shares. (5) This column reflects the market value of performance shares at 200% of target, plus the value of dividend equivalents credited on the performance shares, as of December 31, 2025.

  140. Option Exercises and Stock Vested Table

    Option Exercises and Stock Vested Table This table provides information regarding option awards exercised and stock awards that vested during 2025. The numbers have been rounded to the nearest whole dollar or share.

  141. Option Exercises and Stock Vested Table

    | Name | Option Awards | | Stock Awards | | | | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise ($)(1) | Number of Shares Acquired on Vesting (#)(2) | Value Realized on Vesting ($)(3) | | Christopher Swift | 294,481 | 24,142,998 | 124,384 | 17,852,769 | | Beth Costello | 35,340 | 2,636,717 | 28,727 | 4,123,140 | | Adin Morris Tooker | 42,230 | 3,243,356 | 12,142 | 1,742,770 | | Amy Stepnowski | 48,690 | 3,251,110 | 13,031 | 1,870,290 | | Donald Hunt | — | — | 4,313 | 537,608 | | Deepa Soni | 65,043 | 3,173,472 | — | — |

  142. Option Exercises and Stock Vested Table

    (1)The amounts in this column reflect the aggregated dollar value realized upon the exercise of vested stock options during 2025. The value realized is the difference between the fair market value of common stock on the date of exercise and the exercise price of the option. (2)The numbers in this column reflect the total shares of common stock paid out on stock awards that vested in 2025. This includes, for each NEO except Ms. Soni, performance shares granted on February 28, 2023 that vested on December 31, 2025 and paid out at 176% of target following the Compensation Committee’s February 17, 2026 certification as further outlined on page 48. In addition, the amount shown for Mr. Hunt includes 2,536 shares of common stock realized upon the vesting of his February 23, 2022 RSU award on February 23, 2025 (3) The value realized on vesting for the performance share awards is based on the NYSE closing price per share of the Company's common stock on February 17, 2026 ($143.53), the date the Compensation Committee certified the vesting percentage.

  143. Option Exercises and Stock Vested Table

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  144. Option Exercises and Stock Vested Table

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  145. Pension Benefits Table

    Pension Benefits Table The table below shows the number of years of credited service, the actuarial present value of the accumulated pension benefit, and the actual cash balance account as of December 31, 2025 under the Company’s tax-qualified pension plan (The Hartford Retirement Plan for U.S. Employees, or the “Retirement Plan”) and the non-qualified pension plan (The Hartford Excess Pension Plan II, or the “Excess Pension Plan”) for each of the NEOs.

  146. Pension Benefits Table

    | Name | Plan Name | Number of Years Credited Service (#)(1) | Present Value of Accumulated Benefit ($)(2) | Actual Cash Balance Account or Accrued Benefit ($) | Payments During Last Fiscal Year ($) | | Christopher Swift | Retirement Plan | 2.83 | 92,672 | 93,205 | — | | | Excess Pension Plan | 2.83 | 515,412 | 518,372 | — | | Beth Costello | Retirement Plan | 8.67 | 192,753 | 204,842 | — | | | Excess Pension Plan | 8.67 | 239,630 | 254,660 | — | | Adin Morris Tooker | Retirement Plan | — | — | — | — | | | Excess Pension Plan | — | — | — | — | | Amy Stepnowski | Retirement Plan | 4.33 | 97,914 | 104,645 | — | | | Excess Pension Plan | 4.33 | 33,276 | 35,564 | — | | Donald Hunt | Retirement Plan | 5.42 | 98,106 | 106,493 | — | | | Excess Pension Plan | 5.42 | 638 | 693 | — | | Deepa Soni | Retirement Plan | — | — | — | — | | | Excess Pension Plan | — | — | — | — |

  147. Pension Benefits Table

    (1)This column reflects the years of credited service under the Retirement Plan and Excess Pension Plan (each a "Plan" or together the "Plans") as of December 31, 2012. Benefit accruals ceased as of December 31, 2012 under each Plan. As of December 31, 2025, Messrs. Swift and Hunt and Mses. Costello and Stepnowski were vested at 100% in their cash balance accounts under the Plans. Having joined the Company after December 31, 2012, when these Plans were frozen, Mr. Tooker and Ms. Soni do not have a benefit under either Plan. (2)The present value of accumulated benefits under each Plan is calculated assuming that benefits commence at age 65, no pre-retirement mortality, a lump sum form of payment and the same actuarial assumptions used by the Company for U.S. GAAP financial reporting purposes. The present value is determined using a discount rate of 5.43%, and the cash balance amounts are projected to age 65 using an assumed interest crediting rate of 4.09% for 2026 and 4.54% for 2027 and beyond. Cash Balance Formula For employees hired on or after January 1, 2001, including Messrs. Swift and Hunt and Mses. Costello and Stepnowski, retirement benefits accrued under the cash balance formula until December 31, 2012. Effective December 31, 2012, the cash balance formula under the Retirement Plan and the Excess Pension Plan was frozen for all Plan participants, including the NEOs. Interest continues to be credited on previously accrued amounts, at a rate of 3.3% or based on the 10 year Treasury rate, whichever is greater. All Plan participants are currently vested in their account balances, which they may elect to receive following termination of employment in the form of a single lump sum payment or an actuarially-equivalent form of annuity. In the event of a Change of Control (as defined in the Excess Pension Plan), each NEO would automatically receive a lump sum of the value of their Excess Pension Plan cash balance benefit as of the date of the Change of Control, provided that the Change of Control also constitutes a “change in control” as defined in regulations issued under Section 409A of the Internal Revenue Code.

  148. Pension Benefits Table

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  149. Pension Benefits Table

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  150. Non-qualified Deferred Compensation

    Non-qualified Deferred Compensation Excess Savings Plan NEOs, as well as other employees, may contribute to the Company’s Excess Savings Plan, a non-qualified plan established as a “mirror” to the Company’s tax-qualified 401(k) plan (The Hartford Investment and Savings Plan). The Excess Savings Plan is intended to facilitate deferral of amounts that cannot be deferred under the 401(k) plan for employees whose compensation exceeds the Internal Revenue Code limit for the 401(k) plan ($350,000 in 2025). When an eligible employee’s annual compensation reaches that Internal Revenue Code limit, the eligible employee can contribute up to six percent (6%) of compensation in excess of that limit to the Excess Savings Plan, up to a combined $1 million annual limit on compensation for both plans. The Company makes a matching contribution to the Excess Savings Plan in an amount equal to 100% of the employee’s contribution. Company contributions to the Excess Savings Plan are fully vested and plan balances are payable in a lump sum following termination of employment. The table below shows the notional investment options available under the Excess Savings Plan during 2025 and their annual rates of return for the calendar year ended December 31, 2025, as reported by the administrator of the Excess Savings Plan. The notional investment options available under the Excess Savings Plan correspond to the investment options available to participants in the 401(k) plan. Excess Savings Plan Notional Investment Options

  151. Non-qualified Deferred Compensation

    | Name of Fund | Rate of Return (for the year ended December 31, 2025) | Name of Fund | Rate of Return (for the year ended December 31, 2025) | | The Hartford Stock Fund | 28.04 % | Vanguard Target Retirement 2020 Trust | 12.23 % | | ISP International Equity Fund(1) | 29.83 % | Vanguard Target Retirement 2025 Trust | 14.70 % | | ISP Active Large Cap Equity Fund(2) | 16.88 % | Vanguard Target Retirement 2030 Trust | 16.33 % | | ISP Small/Mid Cap Equity Fund(3) | 7.51 % | Vanguard Target Retirement 2035 Trust | 17.60 % | | State Street S&P 500 Index Non-Lending Series Fund | 17.85 % | Vanguard Target Retirement 2040 Trust | 18.86 % | | Hartford Stable Value Fund | 2.78 % | Vanguard Target Retirement 2045 Trust | 20.09 % | | Hartford Total Return Bond HLS Fund(4) | 2.65 % | Vanguard Target Retirement 2050 Trust | 21.51 % | | SSgA Real Asset Fund | 19.77 % | Vanguard Target Retirement 2055 Trust | 21.54 % | | Vanguard Federal Money Market Fund | 4.22 % | Vanguard Target Retirement 2060 Trust | 21.55 % | | State Street Global All Cap Equity Ex-U.S. Index Non-Lending Series Fund | 32.65 % | Vanguard Target Retirement 2065 Trust | 21.52 % | | State Street Russell Small/Mid Cap Index Non-Lending Series Fund | 12.63 % | Vanguard Target Retirement 2070 Trust | 21.48 % | | Vanguard Target Retirement Income Trust | 11.36 % | Wellington Core Bond Plus Collective Trust (5) | 4.84 % |

  152. Non-qualified Deferred Compensation

    (1)The ISP International Equity Fund is a multi-fund portfolio made up of two underlying mutual funds that provides a blended rate of return. The underlying funds are the Wellington International Opportunities Collective Trust Fund (50%) and Acadian All-Country World ex USA Value Equity Class A Fund (50%). The Wellington International Opportunities Collective Trust Fund replaced the Hartford International Opportunities HLS Fund on May 1, 2025. The Acadian All-Country World ex USA Value Equity Class A Fund replaced the Sprucegrove All Country World ex USA CIT Fund on August 11, 2025. (2)The ISP Active Large Cap Equity Fund is a multi-fund portfolio made up of two underlying funds that provides a blended rate of return. The underlying funds are the Hartford Dividend and Growth HLS Fund (50%) and the Loomis Sayles Large Cap Growth Fund (50%). (3)The ISP Small/Mid Cap Equity Fund is a multi-fund portfolio made up of four underlying funds that provides a blended rate of return. The underlying funds are the T. Rowe Price QM U.S. Small-Cap Growth Equity Fund (20%), Chartwell Investment Partners Small Cap Value Fund (20%), JP Morgan Mid Cap Growth Fund (30%) and Leeward Investments Mid Cap Value Fund (30%). (4)The Hartford Total Return Bond HLS Fund was removed as an investment option on April 30, 2025. The rate of return shown represents return from January 1, 2025 through April 30, 2025. (5)The Wellington Core Bond Plus Collective Trust was added as an investment option on May 1, 2025. The rate of return shown represents return from May 1, 2025 through December 31, 2025.

  153. Non-qualified Deferred Compensation

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  154. Non-qualified Deferred Compensation

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  155. Non-qualified Deferred Compensation

    Non-Qualified Deferred Compensation - Excess Savings Plan Table The table below shows the NEO and company contributions, the aggregate earnings credited, and the total balance of each NEO’s account under the Excess Savings Plan as of December 31, 2025.

  156. Non-qualified Deferred Compensation

    | Name | Executive Contributions in Last FY ($)(1) | Registrant Contributions in Last FY ($)(2) | Aggregate Earnings in Last FY ($)(3) | Aggregate Withdrawals / Distributions ($) | Aggregate Balance at Last FYE ($)(4) | | Christopher Swift | 39,000 | 39,000 | 323,346 | — | 2,505,821 | | Beth Costello | 39,000 | 39,000 | 87,481 | — | 1,433,792 | | Adin Morris Tooker | 39,000 | 39,000 | 156,423 | — | 1,206,147 | | Amy Stepnowski | 39,000 | 39,000 | 204,482 | — | 1,411,056 | | Donald Hunt | 39,000 | 39,000 | 116,462 | — | 780,554 | | Deepa Soni | 39,000 | 39,000 | 100,178 | — | 611,922 |

  157. Non-qualified Deferred Compensation

    (1)The amounts shown reflect executive contributions to the Excess Savings Plan during 2025 with respect to AIP awards paid in 2025 in respect of performance during 2024. These amounts are included in the “Non-Equity Incentive Plan Compensation” column of the Summary Compensation Table in the 2025 proxy statement. (2)The amounts shown reflect the Company’s matching contributions into the Excess Savings Plan based on the NEO's executive contributions in 2025. These amounts are also included with the Company's contributions to the 401(k) plan in the “All Other Compensation” column of the Summary Compensation Table on page 58. (3)The amounts shown represent investment gains (or losses) during 2025 on notional investment funds available under the Excess Savings Plan (which mirror investment options available under the Company's 401(k) plan). No portion of these amounts is included in the Summary Compensation Table on page 58 as the Company does not provide above-market rates of return. (4)The amounts shown represent the cumulative amount that has been credited to each NEO’s account under the applicable plan as of December 31, 2025. The amounts reflect the sum of the contributions made by each NEO and the Company since the NEO first began participating in the Excess Savings Plan (including executive and company contributions reported in the Summary Compensation Tables in previous years), adjusted for any earnings or losses as a result of the performance of the notional investments. The reported balances are not based solely on 2025 service. The December 31, 2024 aggregate balances are included in the “Aggregate Balance at Last FYE” column of the Non-Qualified Deferred Compensation - Excess Savings Plan table in the 2025 proxy statement.

  158. Non-qualified Deferred Compensation

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  159. Non-qualified Deferred Compensation

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  160. Potential Payments upon Termination or Change of Control

    Potential Payments upon Termination or Change of Control The following section provides information concerning the value of potential payments and benefits as of December 31, 2025 that would be payable to NEOs following termination of employment under various circumstances or in the event of a Change of Control (as defined on page 70). Benefit eligibility and values as of December 31, 2025 vary based on the reason for termination. Severance Pay for Senior Executives The NEOs participate in The Hartford Senior Executive Officer Severance Pay Plan ("Severance Plan"). The Severance Plan provides specified payments and benefits to participants upon termination of employment as a result of severance eligible events. The Severance Plan applies to the NEOs and other executives that the Chief Human Resources Officer (the “Plan Administrator”) approves for participation. As a condition to participate, the NEOs must agree to such restrictive covenants as are required by the Plan Administrator. In addition to confidentiality and non-disparagement provisions that continue after termination of employment, the NEOs have agreed that, while employed and for a one-year period following a termination of employment, they are subject to non-competition and non-solicitation provisions. If an NEO is involuntarily terminated, other than for Cause (as defined on page 69), the NEO would receive a lump sum severance amount equal to two times the sum of their annual base salary and the target AIP award, both determined as of the involuntary termination date, payable within 60 days of termination (upon signing a release of claims in favor of the Company). Treatment of the AIP award for the year in which the termination occurs, outstanding and unvested LTI awards and other benefits as of the termination date if an NEO is involuntarily terminated other than for Cause (including if the NEO is, or is not, retirement eligible) are described in Footnotes 1, 2, 3 and 5 to the table below. Treatment upon a Change of Control If, within the two year period following a Change of Control (as defined on page 70), (1) the NEO is involuntarily terminated by the Company other than for Cause, or (2) the NEO voluntarily terminates employment with the Company for Good Reason (as defined on page 70), then the NEO would receive a lump sum severance amount equal to two times the sum of their annual base salary and the target AIP award (upon signing a release of claims in favor of the Company). All NEOs would be eligible for a pro rata AIP award , except that the pro rata AIP award payable would be at least the same percentage of the target level of payout as is generally applicable to executives whose employment did not terminate. LTI awards would not vest automatically upon a Change of Control so long as the Compensation Committee determines that, upon the Change of Control, the awards would either continue to be honored or be replaced with substantially equivalent alternative awards. If the awards were so honored or replaced, then those awards would fully vest if, within the two year period following the Change of Control, (1) the NEO was involuntarily terminated by the Company other than for Cause, or (2) the NEO voluntarily terminated employment with the Company for Good Reason. If the NEO is terminated for Cause, all unvested options and stock awards would be cancelled and neither severance nor AIP would be paid. In the event of a Change of Control, the NEO would receive a lump sum equal to the present value of their benefit under the Excess Pension Plan and their Excess Savings Plan balance, provided that the Change of Control also constituted a “change in control” as defined in regulations issued under Section 409A of the Internal Revenue Code. No gross-up would be provided for any excise taxes that apply to an NEO upon a Change of Control. Other Benefits in the Event of Death or Disability In the event of death, an NEO would receive a company-paid life insurance benefit in addition to whatever voluntary group term life insurance coverage is in effect. The Company paid benefit would equal two times salary with a cap of $1,000,000, unless the employee had elected a flat amount of $50,000. In the event of disability, the NEO would be entitled to short and long term disability benefits if they were disabled in accordance with the terms of the applicable plan. Upon the commencement of long term disability benefits and while in receipt of long term disability benefits, each NEO would be eligible to participate in company health benefit and life insurance plans for up to a maximum of three years. Eligibility for Retirement Treatment For AIP awards, an NEO will receive retirement treatment if they meet the following retirement definition as of the last date paid: (i) the NEO is at least age 55 with at least 5 years of service, and (ii) age plus service equals or exceeds 65 (the "Rule of 65"). All of the active NEOs were eligible to receive retirement treatment for their AIP awards as of December 31, 2025, under the Rule of 65, as described in Footnote 1 below.

  161. Potential Payments upon Termination or Change of Control

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  162. Potential Payments upon Termination or Change of Control

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  163. Potential Payments upon Termination or Change of Control

    For the 2023, 2024 and 2025 LTI awards, an NEO will receive retirement treatment if they provide written notice three months in advance of their planned retirement date, continue to perform their job responsibilities satisfactorily, and meet the Rule of 65. All of the active NEOs were eligible to receive retirement treatment for their 2023, 2024 and 2025 LTI awards under the Rule of 65, as described in Footnotes 2 and 3 below. Payments upon Termination or Change of Control The table and further discussion below address benefits that would be payable to the NEOs as of December 31, 2025 assuming their termination of employment on December 31, 2025 under various circumstances or in the event of a Change of Control effective December 31, 2025. The benefits discussed below are in addition to: •The vested stock options set forth in the Outstanding Equity Awards at Fiscal Year-End Table on page 61, •The vested performance shares set forth in the Option Exercises and Stock Vested Table on page 62, •The vested pension benefits set forth in the Pension Benefits Table on page 63, and •The vested benefits set forth in the Non-Qualified Deferred Compensation Table on page 65 (benefits payable from the Excess Savings Plan). The amounts shown for accelerated stock option and other LTI vesting are calculated using the NYSE closing price per share of the Company’s common stock on December 31, 2025 of $137.80.

  164. Potential Payments upon Termination or Change of Control

    | Payment Type | Christopher Swift | Beth Costello | Adin Morris Tooker | Amy Stepnowski | Donald Hunt | | VOLUNTARY TERMINATION OR RETIREMENT | | | | | | | 2025 AIP Award ($)(1) | 5,808,000 | 2,904,000 | 2,829,300 | 2,024,000 | 1,408,000 | | Accelerated Stock Option Vesting ($)(2) | 10,329,357 | 2,315,230 | 1,489,810 | 1,194,213 | 482,329 | | Accelerated Performance Share Vesting ($)(3) | 25,508,503 | 5,564,916 | 5,015,576 | 3,251,185 | 2,315,867 | | Accelerated Other LTI Vesting ($)(3) | — | — | — | — | 398,518 | | Benefits Continuation and Outplacement ($)(5) | — | — | — | — | — | | TOTAL TERMINATION BENEFITS ($) | 41,645,860 | 10,784,146 | 9,334,686 | 6,469,398 | 4,604,714 | | INVOLUNTARY TERMINATION – NOT FOR CAUSE | | | | | | | 2025 AIP Award ($)(1) | 5,808,000 | 2,904,000 | 2,829,300 | 2,024,000 | 1,408,000 | | Cash Severance ($)(4) | 9,000,000 | 5,000,000 | 4,915,068 | 3,600,000 | 2,900,000 | | Accelerated Stock Option Vesting ($)(2) | 10,329,357 | 2,315,230 | 1,489,810 | 1,194,213 | 482,329 | | Accelerated Performance Share Vesting ($)(3) | 25,508,503 | 5,564,916 | 5,015,576 | 3,251,185 | 2,315,867 | | Accelerated Other LTI Vesting ($)(3) | — | — | — | — | 398,518 | | Benefits Continuation and Outplacement ($)(5) | 38,775 | 45,742 | 47,226 | 45,742 | 46,481 | | TOTAL TERMINATION BENEFITS ($) | 50,684,635 | 15,829,888 | 14,296,980 | 10,115,140 | 7,551,195 | | CHANGE OF CONTROL/ INVOLUNTARY TERMINATION NOT FOR CAUSE OR TERMINATION FOR GOOD REASON | | | | | | | 2025 AIP Award ($)(1) | 5,808,000 | 2,904,000 | 2,829,300 | 2,024,000 | 1,408,000 | | Cash Severance ($)(4) | 9,000,000 | 5,000,000 | 4,915,068 | 3,600,000 | 2,900,000 | | Accelerated Stock Option Vesting ($)(2) | 10,329,357 | 2,315,230 | 1,489,810 | 1,194,213 | 482,329 | | Accelerated Performance Share Vesting ($)(3) | 25,508,503 | 5,564,916 | 5,015,576 | 3,251,185 | 2,315,867 | | Accelerated Other LTI Vesting ($)(3) | — | — | — | — | 398,518 | | Benefits Continuation and Outplacement ($)(5) | 38,775 | 45,742 | 47,226 | 45,742 | 46,481 | | TOTAL TERMINATION BENEFITS ($) | 50,684,635 | 15,829,888 | 14,296,980 | 10,115,140 | 7,551,195 | | INVOLUNTARY TERMINATION – DEATH OR DISABILITY | | | | | | | 2025 AIP Award ($)(1) | 5,808,000 | 2,904,000 | 2,829,300 | 2,024,000 | 1,408,000 | | Accelerated Stock Option Vesting ($)(2) | 10,329,357 | 2,315,230 | 1,489,810 | 1,194,213 | 482,329 | | Accelerated Performance Share Vesting ($)(3) | 25,508,503 | 5,564,916 | 5,015,576 | 3,251,185 | 2,315,867 | | Accelerated Other LTI Vesting ($)(3) | — | — | — | — | 398,518 | | Benefits Continuation ($)(5) | 55,114 | 76,013 | 80,465 | 76,013 | 78,232 | | TOTAL TERMINATION BENEFITS ($) | 41,700,974 | 10,860,159 | 9,415,151 | 6,545,411 | 4,682,946 |

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  166. Potential Payments upon Termination or Change of Control

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  167. CEO Pay Ratio

    CEO Pay Ratio For 2025, Mr. Swift had total compensation, as reported in the Summary Compensation Table on page 58, of $22,114,212, while our median employee (excluding the CEO) had total compensation of $113,040, yielding a CEO pay ratio of 196 times the median. Annual base salary at year-end 2025 was used to determine the median employee; no statistical sampling was used. The median employee's total compensation was calculated in the same manner as for the CEO in the Summary Compensation Table. All non-U.S. employees were excluded using the 5% de minimis rule (225 employees were based in the U.K., 39 in India, 8 in Canada, 6 in Singapore, 5 in Hong Kong, and 4 in Switzerland).

  168. CEO Pay Ratio

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  169. CEO Pay Ratio

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  170. Pay Versus Performance

    Pay Versus Performance The table below provides information about the relationship between "Compensation Actually Paid" (as defined by the SEC) to NEOs and certain financial performance metrics of the Company. Compensation Actually Paid does not represent amounts actually received by the individuals during the year or the compensation decisions described in the "Compensation Discussion and Analysis” on page 39. Compensation Actually Paid is an amount calculated in accordance with SEC rules and includes, among other things, year-over-year changes in the fair value of unvested equity-based awards.

  171. Pay Versus Performance

    | | | | | | Value of Initial Fixed $100 Investment Based on:(4) | | | | | Year | Summary Compensation Table (SCT) Total for CEO ($)(1) | Compensation Actually Paid (CAP) to CEO ($)(2) | Average SCT Total for Other NEOs ($)(1) | Average CAP to Other NEOs ($)(3) | Company TSR ($) | Peer Group TSR ($) | Net Income ($ in millions) (4) | Compensation Core Earnings ($ in millions) (5) | | 2025 | 22,114,212 | 48,028,798 | 5,798,196 | 8,361,245 | 312 | 210 | 3,836 | 3,743 | | 2024 | 19,343,348 | 48,649,863 | 4,430,989 | 8,551,319 | 244 | 202 | 3,111 | 3,152 | | 2023 | 16,408,250 | 11,750,729 | 3,710,379 | 3,144,402 | 176 | 159 | 2,504 | 2,737 | | 2022 | 16,086,469 | 26,534,011 | 5,409,204 | 8,245,362 | 162 | 146 | 1,819 | 2,561 | | 2021 | 15,824,348 | 38,804,005 | 4,793,726 | 10,351,296 | 144 | 132 | 2,371 | 2,163 |

  172. Pay Versus Performance

    (1) The CEO for each year reported was Christopher Swift. The names of each of the other NEOs included for purposes of calculating the average amounts in each applicable year are as follows: (i) for 2025, Beth Costello, Adin Tooker, Amy Stepnowski, Don Hunt, and Deepa Soni; (ii) for 2024, Beth Costello, Adin Tooker, Deepa Soni, and Amy Stepnowski; (iii) for 2023, Beth Costello, David Robinson, Deepa Soni, and Amy Stepnowski; (iv) for 2022, Beth Costello, Douglas Elliot, David Robinson, and Deepa Soni; and (v) for 2021, Beth Costello, Douglas Elliot, David Robinson, Amy Stepnowski, and William Bloom. (2) In accordance with the requirements of Item 402(v) of Regulation S-K, the following adjustments were made to the CEO's total compensation for each year to determine the compensation actually paid. For purposes of the pension valuation adjustments shown below, there was no pension service or prior service cost.

  173. Pay Versus Performance

    | Year | SCT Total ($) | Less: Change in Pension Value ($) | Less: Stock Awards from SCT and Option Awards from SCT ($) | Year-End Fair Value of Unvested Equity Awards and Applicable Dividend Equivalents Granted in the Year ($) | Change in Fair Value of Unvested Equity Awards and Applicable Dividend Equivalents Granted in Prior Years ($) | Vesting Date Fair Value of Equity Awards and Applicable Dividend Equivalents Granted and Vested in the Year ($) | Change in Fair Value of Equity Awards and Applicable Dividend Equivalents Granted in Prior Years Which Vested in the Year ($) | CAP ($) | | 2025 | 22,114,212 | 30,468 | 14,395,290 | 19,622,393 | 12,994,580 | — | 7,723,371 | 48,028,798 | | 2024 | 19,343,348 | 25,133 | 13,072,800 | 17,572,818 | 13,283,469 | — | 11,548,161 | 48,649,863 | | 2023 | 16,408,250 | 37,310 | 10,997,175 | 10,390,607 | (298,113) | — | (3,715,530) | 11,750,729 | | 2022 | 16,086,469 | — | 10,153,500 | 14,890,747 | 5,123,290 | — | 587,005 | 26,534,011 | | 2021 | 15,824,348 | 8,184 | 9,626,475 | 19,016,242 | 9,006,971 | — | 4,591,103 | 38,804,005 |

  174. Pay Versus Performance

    (3) In accordance with the requirements of Item 402(v) of Regulation S-K, the following adjustments were made to average total compensation for the NEOs as a group (excluding the CEO) for each year to determine the compensation actually paid, using the same methodology described above in footnote 2. For purposes of the pension valuation adjustments shown below, there was no pension service or prior service cost.

  175. Pay Versus Performance

    | 2026 Proxy Statement | 71 |

  176. Pay Versus Performance

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  177. Pay Versus Performance

    | Year | SCT Total ($) | Less: Change in Pension Value ($) | Less: Stock Awards from SCT and Option Awards from SCT ($) | Year-End Fair Value of Unvested Equity Awards and Applicable Dividend Equivalents Granted in the Year ($) | Change in Fair Value of Unvested Equity Awards and Applicable Dividend Equivalents Granted in Prior Years ($) | Vesting Date Fair Value of Equity Awards and Applicable Dividend Equivalents Granted and Vested in the Year ($) (a) | Change in Fair Value of Equity Awards and Applicable Dividend Equivalents Granted in Prior Years Which Vested in the Year ($) | CAP ($) | | 2025 | 5,798,196 | 10,441 | 3,184,892 | 2,947,715 | 2,084,628 | — | 726,039 | 8,361,245 | | 2024 | 4,430,989 | 1,176 | 1,988,155 | 2,672,537 | 1,872,359 | — | 1,564,765 | 8,551,319 | | 2023 | 3,710,379 | 21,025 | 1,760,857 | 1,663,735 | (48,651) | — | (399,179) | 3,144,402 | | 2022 | 5,409,204 | — | 2,842,980 | 3,231,047 | 1,053,592 | 938,364 | 456,135 | 8,245,362 | | 2021 | 4,793,726 | 1,170 | 2,362,389 | 4,335,398 | 1,972,862 | 340,965 | 1,271,904 | 10,351,296 |

  178. Pay Versus Performance

    (a) Equity awards vest during the year granted only in the case of retirement. Retirements occurred in 2022 and 2021 for Messrs. Elliot and Bloom, respectively. (4) Reflects the value of a fixed $100 investment on December 31, 2020. The peer group used for this purpose is the published industry index: S&P Insurance Composite Index, the same peer group used for purposes of the performance graph included in the Company’s Annual Reports on Form 10-K for each of the fiscal years ended December 31, 2025, 2024, 2023, 2022 and 2021. (5) The Compensation Core Earnings definition and a reconciliation from U.S. GAAP net income available to common stockholders to Compensation Core Earnings for each year in the table are provided in Appendix A. FINANCIAL PERFORMANCE MEASURES As described in greater detail in “Compensation Discussion and Analysis” the Company’s executive compensation program is heavily weighted toward variable compensation and designed to promote long-term shareholder value creation and support our strategy. The most important financial performance measures used by the Company to link compensation actually paid to the Company’s NEOs to Company performance are as follows: •Compensation Core Earnings •Compensation Core ROE •TSR ANALYSIS OF THE INFORMATION PRESENTED IN THE PAY VERSUS PERFORMANCE TABLE Below are graphs showing the relationship of “Compensation Actually Paid” to our CEO and the average for our other NEOs in 2021, 2022, 2023, 2024 and 2025 relative to (i) TSR; (ii) net income; and (iii) Compensation Core Earnings:

  179. Pay Versus Performance

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  180. Pay Versus Performance

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  181. Pay Versus Performance

    All information provided above under the heading “Pay Versus Performance” will not be deemed to be incorporated by reference into any of the company's filings under the Securities Act of 1933, as amended, or the Exchange Act whether made before or after the date hereof and irrespective of any general incorporation language in any such filing, except to the extent the company specifically incorporates such information by reference.

  182. Pay Versus Performance

    | 2026 Proxy Statement | 73 |

  183. Pay Versus Performance

    | Proxy Summary | Governance | Audit | Compensation | Shareholder Proposal |

  184. Directors and Executive Officers

    Directors and Executive Officers The following table shows, as of March 23, 2026: (1) the number of shares of our common stock beneficially owned by each director and NEO, and (2) the aggregate number of shares of common stock and common stock-based equity (including RSUs, performance shares granted at target and stock options that will not vest or become exercisable within 60 days, as applicable) held by all directors, NEOs and Section 16 executive officers as a group. As of March 23, 2026, no individual director, NEO or Section 16 executive officer beneficially owned 1% or more of the total outstanding shares of our common stock. The directors, NEOs and Section 16 executive officers as a group beneficially owned approximately 1.3% of the total outstanding shares of our common stock as of March 23, 2026.

  185. Directors and Executive Officers

    | Name of Beneficial Owner | Common Stock(1) | Total(2) | | Thomas A. Bartlett | 1,537 | 1,537 | | Beth Costello | 527,566 | 631,828 | | Larry D. De Shon | 16,698 | 16,698 | | Carlos Dominguez | 29,970 | 29,970 | | Trevor Fetter(3) | 140,602 | 140,602 | | Donald Hunt | 12,287 | 66,468 | | Donna James | 12,983 | 12,983 | | Annette P. Rippert | 3,142 | 3,142 | | Teresa W. Roseborough | 34,709 | 34,709 | | Virginia P. Ruesterholz | 50,065 | 50,065 | | Deepa Soni | 21,353 | 21,353 | | Amy Stepnowski | 81,347 | 144,397 | | Christopher Swift(4) | 2,395,003 | 2,875,097 | | Adin Morris Tooker | 190,444 | 303,020 | | Matthew E. Winter | 17,761 | 17,761 | | Kathleen Winters | 3,307 | 3,307 | | All directors, NEOs and Section 16 executive officers as a group (20 persons)(5) | 3,601,039 | 4,520,219 |

  186. Directors and Executive Officers

    (1)All shares of common stock are owned directly except as otherwise indicated below. Pursuant to SEC regulations, shares of common stock beneficially owned include shares of common stock that, as of March 23, 2026: (i) may be acquired by directors, NEOs and Section 16 executive officers upon the vesting or distribution of stock-settled RSUs or the exercise of stock options exercisable within 60 days after March 23, 2026, (ii) are allocated to the accounts of Section 16 executive officers under the Company’s tax-qualified 401(k) plan, (iii) are held by Section 16 executive officers under The Hartford Employee Stock Purchase Plan or (iv) are owned by a director’s, NEO's or a Section 16 executive officer’s spouse or minor child. Of the number of shares of common stock shown above, the following shares may be acquired upon exercise of stock options as of March 23, 2026 or within 60 days thereafter by: Ms. Costello, 434,578 shares; Mr. Hunt, 9,744 shares; Ms. Soni, 0 shares; Ms. Stepnowski, 49,810 shares; Mr. Swift, 1,937,189 shares; Mr. Tooker, 152,236 shares; and all NEOs and Section 16 executive officers as a group, 2,609,890 shares. (2)This column shows the individual’s total stock-based holdings in the Company, including the securities shown in the “Common Stock” column (as described in footnote 1), plus RSUs that vest and stock options that become exercisable more than 60 days after March 23, 2026, and all outstanding performance shares (at target). (3)The amount shown includes 80,945 shares of common stock held by a trust for which Mr. Fetter serves as trustee. (4)The amount shown includes 40,003 shares of common stock held by Mr. Swift’s spouse and 156,251 held in two trusts for which Mr. Swift or his spouse serves as trustee. (5)The amount shown includes 811 shares of common stock allocated to the accounts of two Section 16 executive officers under the Company’s tax-qualified 401(k) plan.

  187. Directors and Executive Officers

    | 2026 Proxy Statement | 77 |