CDP 2011 Investor CDP 2011 Information Request Carbon Disclosure Project The Hartford Financial Services Group, Inc.

Module: Introduction

Page: Introduction

0.1

Introduction Please give a general description and introduction to your organization Celebrating 201 years of helping its customers achieve what's ahead, The Hartford (NYSE: HIG) is an insurance and wealth management company. Through its unique focus on customer needs, the company serves businesses and consumers by providing the products and solutions they need to protect their assets and income from risks and manage their wealth and retirement needs. The Hartford, a Fortune 150 company, is recognized widely for its service expertise and as one of the world's most ethical companies. More information on the company and its financial performance is available at www.thehartford.com

0.2

Reporting Year Please state the start and end date of the year for which you are reporting data. The current reporting year is the latest/most recent 12-month period for which data is reported. Enter the dates of this year first. We request data for more than one reporting period for some emission accounting questions. Please provide data for the three years prior to the current reporting year if you have not provided this information before, or if this is the first time you have answered a CDP information request. (This does not apply if you have been offered and selected the option of answering the shorter questionnaire). If you are going to provide additional years of data, please give the dates of those reporting periods here. Work backwards from the most recent reporting year. Please enter dates in following format: day(DD)/month(MM)/year(YYYY) (i.e. 31/01/2001).

Enter Periods that will be disclosed Fri 01 Jan 2010 - Fri 31 Dec 2010

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0.3

Country list configuration Please select the countries for which you will be supplying data. This selection will be carried forward to assist you in completing your response

Select country United States of America Japan Ireland United Kingdom Canada Hong Kong

0.4

Currency selection Please select the currency in which you would like to submit your response. All financial information contained in the response should be in this currency. USD($)

0.5

Please select if you wish to complete a shorter information request

0.6

Modules As part of the Investor CDP information request, electric utilities, companies with electric utility activities or assets, companies in the automobile or auto component manufacture sectors and companies in the oil and gas industry should complete supplementary questions in addition to the main questionnaire.

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If you are in these sectors (according to the Global Industry Classification Standard (GICS)), the corresponding sector modules will be marked as default options to your information request. If you want to query your classification, please email respond@cdproject.net. If you have not been presented with a sector module that you consider would be appropriate for your company to answer, please select the module below. If you wish to view the questions first, please see https://www.cdproject.net/en-US/Programmes/Pages/More-questionnaires.aspx.

Module: Management [Investor]

Page: 1. Governance

1.1

Where is the highest level of direct responsibility for climate change within your company? Senior Manager/Officer

1.1a

Please identify the position of the individual or name of the committee with this responsibility Alan Kreczko, General Counsel and Executive Vice President. Mr. Kreczko chairs The Hartford's committee on climate change, the "Environment Committee". In this capacity, Mr. Kreczko briefs the Legal and Public Affairs Committee of the Board of Directors annually (last briefing - February 23, 2011), and a Committee member under his direction briefs the Executive Leadership Team (ELT) twice yearly. (The ELT comprises the company’s 12 company executives, including the CEO, CFO and Mr. Kreczko.) The last briefing of the ELT was March 1, 2011. The Environment Committee, which was created in 2007 as part of The Hartford’s public commitments on climate change, is made up of 17 company leaders across the enterprise, including risk management, service operations, representatives of the company’s three main businesses (Consumer Markets, Commercial Markets and Wealth Management), and our investment company, as well as HR, Marketing and Communications and Government Affairs. Representation is very senior: currently, besides the chair, one other Committee member is also an ELT member, and the majority of remaining members are Senior Vice Presidents.

1.2

Do you provide incentives for the management of climate change issues, including the attainment of targets? Yes

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1.2a

Please complete the table

Who is entitled to

benefit from these

incentives?

The type of incentives Incentivised performance indicator

Executive officer

Monetary reward

For certain lines of business at The Hartford (e.g., homeowners and commercial property insurance) proper assessment and underwriting of weather-related risk is key to successful business performance. The Hartford employs performance-based compensation; the stronger the performance, the more substantial the compensation. Also, employees who successfully bring to market new products, including those that address climate change, may be rewarded for their performance. In addition, prudent, successful management of Company resources, including efficient use of energy, is also rewarded. The Hartford's new Code of Ethics and Business Conduct also requires employees to comply with all relevant environmental laws and to do their part to reduce waste, conserve energy, and recycle paper, glass, aluminium and plastic.

Business unit managers

Monetary reward

The Hartford's Executive Leadership Team has clearly notified senior business leaders that it supports sound environmental stewardship in line with its business goals. The Hartford employs performance-based compensation; the stronger the performance, the more substantial the compensation. Business managers may be rewarded for helping to meet emissions reduction targets. This year, one of the Company’s prestigious “Chairman’s Awards” winners was the Service Operations team. This team’s mission is to reduce the amount of paper sent to our customers by cutting out unnecessary mailings and by encouraging customers to accept eDelivery instead of paper. This team won the Award for reducing The Hartford’s environmental footprint by reducing paper consumption and reducing costs, including electricity costs. The Award includes $2,500 for each winner and a paid trip to a gala event with the CEO. Also, employees who successfully bring to market new products that address climate change may be rewarded. Over the past three years, The Hartford has introduced a growing range of such products. These include commercial products that allow insureds to rebuild to an accepted environmental standard after a loss, or allow commercial vehicle owners to replace vehicle losses with hybrid vehicles. New personal lines products to allow homeowners to rebuild to an accepted green standard after a loss have also been recently introduced to the market. Creation and sales of "low carbon" products such as these may be rewarded monetarily. The performance incentivized through monetary reward may be directly linked to climate change. The Hartford's Renewable Energy Practice is one example. This practice offers end-to-end insurance coverage to the wind, solar and biomass industries. The success of this unit is directly tied to the business it generates for these climate change-related services. Communications and marketing managers' performance rewards may also be tied to the quality of their effort to bring The Hartford's fulfillment of its environmental commitments to the attention of The Hartford employees and to our partners. The Hartford's Code of Ethics and Business Conduct also requires employees to comply with all relevant environmental laws and to do their part to reduce waste, conserve energy, and recycle paper, glass, aluminium and plastic.

Facility managers

Monetary reward

Facilities managers under the SVP for Enterprise Services are primarily responsible for reducing The Hartford's carbon footprint, and they may be rewarded for meeting GHG goals. The Hartford's "Chairman's Awards" program is the most prestigious in the company, rewarding teams both monetarily and by CEO recognition in an annual event that is open to all

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Who is entitled to

benefit from these

incentives?

The type of incentives Incentivised performance indicator

27,000 employees. One team nominated for the Award this year because of its performance during 2010 is the Managed Print Services team. This team was responsible for reducing the paper consumption of Hartford employees. This program assists The Hartford meet its GHG reduction target by reducing our electricity consumption, while at the same time reducing paper usage. This cross-functional ten member team was nominated for a Chairman's Award for its achievement in "simplify[ing] the process, save money and help the company decrease its carbon footprint" in 2010. The Managed Print Services team oversaw the elimination of personal printers and streamlining of network printing across the company. Through its work, The Hartford's printing practices changed significantly. 7,000 printers were removed from company sites and the average number of employee prints per month fell from 1,590 to 710 - well below the average for a financial services company. The team members shared company-wide recognition through an article about their efforts on the company's intranet system.

Risk managers Monetary reward

For certain lines of business at The Hartford (e.g., homeowners and commercial insurance) proper assessment and underwriting of weather-related risk is key to successful business performance. The Hartford employs performance-based compensation; the stronger the performance, the more substantial the compensation.

Business unit managers

Recognition (non-monetary)

Aside from the employee-wide program listed for “all employees” below, business unit managers may be recognized for their work that contributes to managing climate change through the Chairman’s Award program (as was the case for members of the Enterprise Services team in 2010), or through the award program of their Executive Leadership Team leader. The Chairman’s Award program is presided over by the CEO, and all 27,000 Hartford employees are invited to attend in person or virtually.

Facility managers

Recognition (non-monetary)

Aside from the employee-wide program listed for “all employees” below, business unit managers may be recognized for their work that contributes to managing climate change through nomination for the Chairman’s Award (as was the case for members of the Managed Print Services Team in 2010), or through the award program of their Executive Leadership Team leader. The Chairman’s Award program is presided over by the CEO, and all 27,000 Hartford employees are invited to attend in person or virtually.

All employees Recognition (non-monetary)

Each employee who provides a suggestion on how to reduce The Hartford's environmental impact through our "Go for the Green" website is rewarded through our "Rewards and Recognition" program. This includes alerting the employee's supervisor that he has submitted a suggestion. In addition, the employee is informed of the disposition of his suggestion. In 2010, approximately 150 such recognition rewards were issued to employees who provided suggestions to the “Go for the Green” suggestion box.

Page: 2. Strategy

2.1

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Please select the option that best describes your risk management procedures with regard to climate change risks and opportunities Integrated into multi-disciplinary company wide risk management processes

2.1a

Please provide further details (see guidance) As an insurer, The Hartford is in the business of evaluating any and all risks that could affect the properties and people we insure. The Hartford has done so successfully for over two centuries, using increasingly sophisticated access to information and modelling techniques. The process for evaluating and adjusting risk is embedded in all company processes, as it is the essence of the insurance function. Scope of Process - how risks/opportunities are assessed at company level: The Company has an independent enterprise risk management function ("ERM") whose responsibility it is to provide a comprehensive, in depth, and transparent view of the Company's risk on an aggregated basis and to ensure the Company's risks remain within tolerance. The ERM is led by the Chief Risk Officer who reports directly to the CEO. ERM is staffed with risk professionals focused on insurance risk, investment risk, market risk and operational risk. The risks that The Hartford has identified with respect to climate change (risks driven by regulatory changes, by changes in physical parameters, especially extreme weather events, and by changes in other climate-related developments) fall chiefly under insurance risk. The Chief Insurance Risk Officer is a member of the Environment Committee. The mission of the ERM is to support the company in achieving its strategic priorities within an agreed upon risk profile by providing a comprehensive view of the risks facing the company, including risk concentrations and correlation; helping management define the company’s risk, evaluating the risk return profile of the business relative to the Company’s strategic intent and financial underpinnings; and monitoring and communicating the Company’s risk appetite. Criteria for determining materialities/priorities: The Hartford assesses the risks on an individual basis, as well as concentration of risks within certain geographic zones. The Company establishes risk limits and actively monitors the risk exposures as a percent of statutory surplus. For natural catastrophe perils, estimated loss is generally limited to ensure that a single 250-year event prior to reinsurance is less than 30% of the statutory surplus of the P&C operations and less than 15% of the statutory surplus of the P&C Operations after consideration of reinsurance. The methodology is described in detail in our 10K filing to the SEC. To whom the risks are reported: The Company maintains an internal Enterprise Risk and Capital Committee (ERCC) which includes the CEO, Chief Risk Officer, Chief Financial Officer, the Presidents and COOs of Commercial Markets, Consumer Markets, and Wealth Management, and the General Counsel. The ERCC, which is chaired by the CEO, meets regularly to manage the Company’s strategic risk profile and risk management activities across the organization; approve financial and investment strategies along with the methodology to attribute capital among business lines; determine the Company’s capital structure; and establish the Company’s risk management framework limits and standards. The Board as a whole has ultimate responsibility for risk oversight. It exercises its oversight function through its standing committees, each of which has primary risk oversight responsibility with respect to all matters within the scope of its duties as contemplated by its charter. In this context, The Hartford’s Environment Committee reports to the Board’s Legal and Public Affairs Committee. This Committee reviews management policies and programs relating to compliance with legal and regulatory requirements, business ethics and environmental matters. Since The Hartford has adopted a GHG reduction target, reaching that target is embedded in our company's overall strategy. It is a target that requires the involvement of numerous areas of the company, so they need to coordinate, and the company's cross-functional Environment Committee is kept apprised of developments to fulfill this commitment, and provides suggestions as to how to further improve the process. How risks/opportunities are assessed at asset level: (e.g. physical impacts that can affect individual facilities): Assessing and mitigating the exposure of The Hartford’s facilities to the potential effects of climate change (business interruption because of severe weather events, and the like) are the responsibility of the Operational Risk Officer, who reports to the Chief Risk Officer. The Chief Risk Officer is involved with the routine practice of business resiliency operations, which include drills where all Hartford-based employees are encouraged to work from home to practice how to keep operations continuing if a severe weather event were to make coming to work impossible.

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Frequency of monitoring: Individual underwriters monitor risk daily; managers routinely assess risk on a weekly basis, and senior management, including the CEO, the CFO, and the Chief Risk Officer, monitor the company's overall risk exposure continually, and report to the Board of Directors monthly, and formally to investors on a quarterly basis. The CFO monitors the financial implications of specific risks and opportunities. The Chief Risk Office and the Chief Financial Officer report directly to the CEO. Ultimately, the CEO and the Board of Directors are responsible for prudent management of the Company's risk exposures. The entire Hartford Board of Directors meets in its capacity as the Risk Committee at each Board of Directors meeting (generally 6 times per year) to review the risk measures, concentrations of risk and to understand the extent of risk The Hartford is taking on and to review whether it is within the risk tolerance of the Company.

2.2

Is climate change integrated into your business strategy? Yes

2.2a

Please describe the process and outcomes (see guidance) How business strategy has been influenced: A key risk facing The Hartford and virtually all other property/casualty insurers is that related to extreme weather events. The Hartford continually improves its techniques for managing these weather-related risks across the company and applies these tools on an enterprise basis. The critical importance of these robust processes has been highlighted by the 2004 hurricane season, Hurricane Katrina in 2005 and then subsequent hurricanes, including Ivan, and the catastrophic weather events of the spring of 2011 in the Midwest and Southeast U.S. In addition to the company's ongoing need to underwrite effectively and cap our exposures to catastrophic weather-related risks, The Hartford recognizes the growing opportunities for insurers to offer products and services that help our policyholders move to renewable energy and reduce their own greenhouse gas emissions, whether they are commercial enterprises or individuals. The launch in 2010 of The Hartford's Renewable Energy Practice to insure the wind, solar and biomass industries is recognition that this is a growing opportunity. The fact that The Hartford has since 2009 introduced 10 separate insurance products that help our customers reduce their environmental impact, including GHG reduction, is a sign that the opportunities are growing. In his report to shareholders at the 2011 annual shareholders meeting, CEO Liam McGee said, “We are determined to build on The Hartford’s 200-year foundation…in order to realize our full potential and deliver sustained and superior performance." Of the four objectives he detailed that will be key to meeting the goal is: “Contributing to the social, economic and environmental sustainability of the communities in which we live and work”. What climate change aspects have influenced the strategy: The Hartford's business strategy is primarily influenced by two aspects of climate change. One is to protect our customers from and manage the risk arising from increased weather events (hurricanes, tornados and other extreme events, wildfires owing to drought, heavier snowfall or ice storms). The other is to respond to our customers' interest in reducing their greenhouse gas emissions by offering products that meet that need (hybrid discount, offering increased coverage limits when customers build or upgrade with environmentally friendly materials or processes.) Most important components of short-term strategy influenced by climate change:

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Since severe weather-related events can occur at any time, our strategy to manage these risks is always at the top of the agenda for the company. Our Chief Risk Officer and her staff are also focused on the risks posed by severe weather events to our ongoing operations and our Business Resiliency Office has an ongoing responsibility to ensure that the company is not adversely affected in the event of a disaster. Most important components of long term strategy that have been influenced by climate change: Long term, The Hartford believes that the interest by a growing number of current and potential new customers in how they can reduce their own greenhouse gas emissions and generally be more environmentally friendly will create ever-growing business opportunities for insurers. While broad customer focus is not currently on insurers and how they can help protect the environment, we believe that this interest will grow. How this is gaining strategic advantage over competitors: Competition in property casualty insurance is intense, and companies are constantly looking for ways to differentiate themselves in the marketplace. We believe that companies that themselves demonstrate a strong, comprehensive and sustained approach to environmental stewardship and offer appropriate products at the appropriate price can build a green insurance brand. Also, in the war for talent, companies that can demonstrate to their employees that they have a serious commitment to environmental stewardship will be better positioned to attract and engage talented employees. The Hartford is also currently engaged in a multi-year, comprehensive, enterprise-wide paper suppression initiative. This initiative examines the documents The Hartford sends to its agents and customers, and determines whether the mailing is necessary, whether it can be done with less paper or less often, and whether it can be done electronically. Customers are encouraged to accept mailings electronically through a partnership with the Arbor Day Foundation to plant a tree in the name of every customer who elects to receive mailings electronically. While the project is in its early stages, as of March 2011 The Hartford had already saved 1.73 billion pieces of paper since project start, has planted over 10,000 trees on behalf of our customers and is currently saving around $6 million annually. The Hartford is also seeking new affinity partners to engage with to sell our personal lines coverages to these partners’ members. A standard component of our discussion with these potential affinity partners is an explanation of The Hartford’s public commitments regarding climate change, and our current efforts. The feedback we have received suggests that this information is considered valuable by our potential business partners. What are the most substantial business decisions made during the reporting year that have been influenced by climate change driven aspects of the strategy: In 2010, The Hartford took several key programmatic steps to fulfill the commitments that we made to address climate change in our 2007 statement on climate change. The Executive Leadership Team (ELT - The Hartford's C-Suite execs, including the CEO, CFO, Chief Risk Officer, Chief Investment Officer, General Counsel and presidents of the three businesses) met to discuss environmental stewardship at The Hartford. During this meeting, the ELT confirmed that it is Hartford policy to support environmental stewardship, consistent with its business goals. They stated that doing so fulfills our public commitments, it bolsters our reputation as a good corporate citizen, it provides marketing advantages, and that it is positive for recruiting and for employee morale. At this meeting, The ELT also accepted three recommendations of the Environment Committee: commit to a voluntary GHG reduction target of 15% between 2007 and 2017, approve The Hartford Investment Management Company (HIMCO) issuance of a public statement on investment policy (noting that among other things climate change can have a direct impact on certain investments) and to become a Carbon Disclosure Project "Signatory". At this ELT meeting executives also formalized the governance process of Environment Committee, directing that it brief the board of directors once per year and the ELT twice per year. Two other substantial business decisions took place in 2010: the launch of The Hartford's Renewable Energy practice, and investment in Coulomb Technologies.

2.2b

Please explain why not

2.3

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Do you engage with policy makers to encourage further action on mitigation and/or adaptation? Yes

2.3a

Please explain (i) the engagement process and (ii) actions you are advocating The company explicitly engages with government officials and policymakers to encourage climate change mitigation and adaptation. In April 2011 The Hartford hosted Connecticut Governor Dan Malloy in a public unveiling of the electric vehicle charging stations that The Hartford has installed on three of our Hartford campuses. We also engaged U.S. Representative John Larson, who issued a statement in commemoration of the occasion. In this public forum, our CEO emphasized The Hartford's efforts that will decrease GHG emissions. These include The Hartford's investment in Coulomb Technologies, a leader in EV charging station technology. He also emphasized to the governor that The Hartford offers products that help move the country to a low-carbon economy, including launching our Renewable Energy Practice in 2010 and continually offering new coverages to help consumers reduce their carbon footprint. In the governor's presence, The Hartford announced that our homeowners policies would cover EV charging stations installed in our policyholders' homes (the first insurer to do so), thereby providing more incentive to reduce GHG emissions. We also engaged with Dr. Evan Mills of Lawrence Berkeley National Laboratory, who prepared a statement to the press in support of the EV charging installations, as well as our public environmental investment statement, our issuance of environmental insurance products, and our climate change statement. Dr. Mills, who sat on the International Panel on Climate Change when it shared the Nobel Peace Prize, was also the main editor of “From Risk to Opportunity: A Periodic Review of Insurer Responses to Climate Change.” We also engage government officials to encourage climate change mitigation and adaptation, directly and through our trade associations, to mitigate against severe weather events, including hurricanes, and to encourage a prudent approach by pricing the weather-related risks appropriately. Our specific activities and the context in which we operate are explained below. The Company employs a staff of 15 Government Affairs professionals and leverages its membership in numerous trade associations and sometimes uses consultants or local counsel to address regulatory and legislative issues. We also employ compliance professionals. Currently, The Hartford employs 291 dedicated compliance staff. Compliance efforts are overseen by the Senior Vice President and Director of Compliance, who in turn reports directly to the General Counsel. These in-house staff, trade associations, consultants and in-house counsel routinely find ways to either mitigate or adapt to risks at minimal or no cost through substantive exchanges with regulators and legislators. We advocate with state legislators and insurance regulators for land use and mitigation strategies, including rate adequacy for residual market mechanisms that provide coverage for coastal exposures. Through our trade association we supported legislation that passed in Alabama establishing a fund to help coastal area residents retrofit their houses to better withstand hurricanes. One example of the risk of uncertainty of regulation pertains to cases where a state regulator or state legislation takes action that has the effect of changing the understanding of the terms of an insurance contract after the insurer has priced the contract based on the insurer’s original intent. The Hartford also participated through our trade association in the multi-year formulation of the climate change survey that the National Association of Insurance Commissioners (NAIC) Climate Change Task Force completed in 2010. The Hartford engaged the Connecticut Insurance Department on this survey, and submitted its survey responses to this Department in June 2010. The Hartford's risk management professionals, catastrophe experts, actuaries and others, coordinated by Government Affairs professionals, conduct an ongoing dialog with select individual state insurance regulators as well as state legislators. To the degree that climate change and hurricane activity are connected, this dialog is most common in states particularly exposed to hurricanes such as Florida, Texas and Louisiana, and it relates to public policy and regulatory issues surrounding such storms. Also, as a "Write Your Own" company participating in the U.S. Government-run National Flood Insurance Program (NFIP), The Hartford routinely maintains an ongoing dialog with members of the U.S. Congress and staff regarding the program, especially its ongoing funding. As a "Write Your Own" company, The Hartford provides marketing and servicing capacity to the NFIP.

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The Hartford also briefed a new state Insurance Commissioner on our environmental stewardship activities, including participation in the Carbon Disclosure Project, the NAIC Climate Change Task Force, and our response to the Connecticut insurance Department’s questionnaire on climate change, and our commitment to a GHG reduction target. The Hartford also engages government and non-government policymakers and peer companies through our membership in the American Council on Renewable Energy (ACORE), EPA Climate Leaders and the Association of Climate Change Offcers (ACCO).

Page: 3. Targets and Initiatives

3.1

Did you have an emissions reduction target that was active (ongoing or reached completion) in the reporting year? Absolute target

3.1a

Please provide details of your absolute target

ID Scope % of

emissions in scope

% reduction from base

year Base year

Base year emissions (metric tonnes

CO2e) Target year Comment

A-01 Scope 1+2+3 100% 15% 2007 232000 2017 The targeted absolute reduction is 34,800

mT CO2e

3.1b

Please provide details of your intensity target

ID Scope % of emissions in scope

% reduction from base year Metric Base year

Base year emissions

(metric tonnes CO2e)

Target year Comment

3.1c

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Please also indicate what change in absolute emissions this intensity target reflects

ID Direction of change anticipated in absolute Scope 1+2 emissions at

target completion?

% change anticipated in absolute Scope 1+2

emissions

Direction of change anticipated in absolute Scope 3 emissions at target

completion?

% change anticipated in absolute Scope 3

emissions Comments

3.1d

Please provide details on your progress against this target made in the reporting year

ID % complete (time)

% complete (emissions) Comment

D-01 30% 100% The Hartford has met its goal of reducing our GHG emissions by 15 percent. In upcoming meetings of the Environment Committee, we will consider steps regarding our greenhouse gas emissions going forward.

3.1e

Please explain (i) why not; and (ii) forecast how your emissions will change over the next five years

3.2

Does the use of your goods and/or services directly enable GHG emissions to be avoided by a third party? Yes

3.2a

Please provide details (see guidance) Several of our products and services enable customers to avoid GHG emissions. The Hartford offers 10 products that help customers avoid GHG emissions. Each does so in different ways, such as encourage customers to purchase hybrids, upgrade to energy efficient equipment, or purchase electric vehicles knowing that their homeowners coverage includes the charging stations in their garage.

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We also offer a GHG-saving service to our customers under a part of The Hartford's paper suppression efforts (Project Re-Leaf). To encourage customers to opt for paperless communication, The Hartford plants a tree each time a customer switches from paper to eBilling, electronic funds transfer (EFT) or electronic-only delivery of their statements and confirms. The products are: --Hybrid Vehicle Credits (Personal Auto – 5% credit to policies covering hybrid vehicles) -- Green Homeowners Coverage (Personal Homeowners – optional coverage that expands coverage limits by up to 10% when an insured uses environmentally friendly materials or processes to make repairs or upgrades after a covered loss) -- Green Equipment Breakdown Coverage (Personal homeowners – optional coverage that allows customers to replace broken down systems such as heating and cooling systems or refrigerators with more efficient systems that have accepted environmental certification) -- Electric Vehicle Chargers (Personal Homeowners – new policies clearly include home-based EV chargers as covered property – “auto equipment” is typically excluded from Homeowners policies) --Hybrid Vehicle Upgrade Coverage (Commercial Auto – if damage to a non-hybrid auto results in a total loss and is replaced with hybrid, The Hartford pays an additional 10% of actual cash value up to $2500 per vehicle and $10,000 per policy) -- Green Choice Additional Coverage (Commercial property – includes $100,000 coverage to upgrade to green alternatives in the event of a loss, can be applied to uses such as repair or replacement using more environmentally friendly materials, equipment or processes; certification fees associated with LEED and other standards; indoor air quality restoration or debris recycling) -- Renewable Energy Equipment Choice (Commercial Marine – covers loss to renewable energy equipment including solar, wind and geothermal) --Green Builders Risk Endorsement (Commercial Marine – includes coverage on all Builders Risk policies for building commissioning expense, certification fees, vegetative roofing, $50,000 debris recycling and $50,000 indoor air quality testing) -- Equipment Breakdown Coverage Extension (Commercial Business Owners policies – as part of overall Special Property Coverage Form, we will pay up to additional 25% of cost to replace broken down equipment with alternatives that are better for the environment, safer or more efficient) Estimate on amount of emissions avoided over time and methodology, assumptions and emissions factors used for estimates: Cost of insurance is only one of many calculations that a consumer might weigh to determine whether to buy a hybrid. Also, deriving a precise measure of the GHG reductions from hybrid vehicle use compared to the average U.S. vehicle requires a measurement of each hybrid the Hartford insures. However, a rough calculation is possible. According to the U.S. Government, (www.fueleconomy.gov), a 2011 hybrid Toyota Camry produces 5.7 tons of CO2 per year under “average” driving conditions (15,000 miles per year). The corresponding number for the 2011 Toyota Camry with a regular internal combustion engine is 7.2 tons. Extrapolating this 1.5 ton CO2 savings between the two models to the 6,579 vehicles that receive the Hartford’s hybrid discount as of May 2011, this discount contributes to reducing CO2 emissions by 9,869 tons per year. The remaining nine products also allow policyholders to avoid GHG emissions, but precise reductions generally would require the insured to suffer a loss and then to measure precisely how the policyholder used to expanded coverage to rebuild or replace equipment. To date, we lack sufficient claims experience to calculate such savings. Under Project Re-Leaf, The Hartford avoided printing and distributing of 500 million pages of paper to our customers in mutual funds, group benefits, individual life and global annuity and retirement plans group. Since 2009 The Arbor Day Foundation, in partnership with The Hartford, has planted trees on behalf of 10,000 clients who have gone paperless. Together, the GHG footprints our paper producers have been reduced by nearly 30,000 metric tonnes annually and the Earth’s capacity to absorb GHGs was increased by 218 metric tonnes yearly. In addition, our customers avoided disposing of these 500 million pages, amounting to an estimated 4540 mT of waste. We estimate that production and distribution of 1 mT of paper emits 6.5 mT of GHG and that each planted tree can absorb 48 lbs of GHG/year. The GHG emission reductions accrue to our customers. We are not considering generating CERs or ERUs within the framework of CDM or JI.

3.3

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Did you have emissions reduction initiatives that were active within the reporting year (this can include those in the planning and/or implementation phases) Yes

3.3a

Please provide details in the table below

Activity type Description of activity Annual monetary

savings (unit currency)

Investment required (unit currency)

Payback period

Behavioral change Work from Home/Work from Anywhere/Remote Worker 2160000 0 <1 year Energy efficiency: building services Real Estate consolidation 2100000 0 <1 year

Energy efficiency: building services Office building energy efficiency upgrades 4200000 18000000 >3 years

Transportation: fleet Fleet vehicle efficency - shift to higher MPG fleet vehicles as leases expire. 2400000 0 <1 year

Process emissions reductions Computer Desktop power management 600000 400000 <1 year

Process emissions reductions

IT Data Center Computing Equipment Efficiency Upgrades: Virtualization, solid state storage, Voice Over IP (VoIP) 850000 2500000 1-3 years

3.3b

What methods do you use to drive investment in emissions reduction activities?

Method Comment

Employee engagement

The Hartford generates new ideas for how to reduce GHG emissions by inviting our employees to provide suggestions to the company's "Go for the Green" website that is available to all our employees. We proactively push this link to our employees periodically. For example, in order to provide CDP a firmer number for our Scope 3 emission for 2010, The Hartford conducted a 100 percent commuter survey. In the survey, we asked our 27,000 employees to describe their commuting habits during 2010. In the survey request, we included a link to the Go for the Green suggestion box (as well as the link to the environment section of our external website with information on how we are fulfilling our public commitments on climate change). 43 percent of our employees responded to the survey. The survey also generated 44 suggestions to our Go for the Green

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Method Comment suggestion box. The Hartford also includes the link to the Go for the Green site in all of its internal communications on our environmental stewardship. In recent months these include communications on Earth Day, Arbor Day, the installation of EV charging stations at Hartford facilities and a series of reports on the company-wide paper suppression initiatives. We also stage and advertise "print-free" days periodically. Employees are also encouraged to deposit paper in bins located throughout Hartford facilities for 100% recycling. The Hartford also held an "Environmental Vendor Fair" at three Hartford locations in 2010 and 2011. These fairs gave our employees the chance to learn more about concrete environmental stewardsip practices such as installing solar panels and other energy saving tips. In response to separate suggestions to the Environment Committee from both the board of directors and from The Hartford's Executive Leadership Team (ELT - our "C-Suite" execs) the Environment Committee, through its member representing HR, has created an ad hoc committee of volunteers from the company's early career professional program to come up with more ideas to bolster employee engagement on our environmental stewardship. The mandate is to come up with ideas that will help employees reduce their carbon footprint both at work and at home. The 10-member team is scheduled to brief the Environment Committee on its findings and recommendations at the June 20, 2011 Environment Committee meeting.

Internal incentives/recognition programs,

The Hartford's recognition program includes recognition for GHG reduction initiatives. Each employee who submits a suggestion of the Go for the Green suggestion box is recognized through the company-wide Rewards and Recognition program. As part of this program, each respondent receives a thank you, and the employee's supervisor is informed that he or she has submitted an idea to the Go for the Green suggestion box. In addition, The Hartford's "Chairman's Awards" program is the most prestigious in the company, rewarding teams both monetarily and by CEO recognition in an annual event that is open to all 27,000 employees. One team recognized year for its performance during 2010 is the Managed Print Services team. This cross-functional, ten-member team was nominated for a Chairman's Award for its achievement in "simplifying the process, saving money and helping the company decrease its carbon footprint" in 2010. The Managed Print Services team oversaw the elimination of personal printers and streamlining of network printing across the company. Through its work, The Hartford's printing practices changed significantly. 7,000 printers were removed from company sites and the average number of employee prints per month fell from 1,590 to 710 - well below the average for a financial services company. The team members company-wide recognition through an article about its activities. One Chairman’s Awards winner for performance in 2010 was the Service Operations team. This team’s mission is to reduce the amount of paper sent to our customers by cutting out unnecessary mailings and by encouraging customers to accept eDelivery instead of paper. This team won the Award for reducing The Hartford’s environmental footprint by reducing paper consumption and reducing costs, including electricity costs. The program has saved over 1.73 billion pages of paper since project start in mid-2009.

Dedicated budget for energy efficiency

The Hartford's dedicated budget for energy efficiency has allowed The Hartford to continually pursue energy efficiency improvements that are contributing to meeting our overall GHG reduction target. Such energy improvements include the completion of the managed print services program.

Dedicated budget for other emission reduction activities

In connection with its installation of EV charging stations on its three Connecticut campuses, The Hartford has purchased one EV for our campus fleet.

Dedicated budget for low carbon product R&D

The Hartford is in nearing completion of an effort begun in 2007 to reduce the number of our data centers and to make them more energy efficient. This multimillion dollar effort is expected to be completed by the end of 2011. At that time, The Hartford will have reduced the number of data centers from 7 to two. One of the two centers, run by IBM, is already fully operational. The other, located at The Hartford's Hartford, CT, campus, will be complete this year. These facilities contain state-of-the art equipment that requires far less energy to process the same amount of data, including Voice Over IP, virtualization and solid state storage. Also, cooling the equipment is far less energy intensive than in our previous data centers. IT also employed Computer Desktop Power Management when it replaced all Hartford workstations with flat screen monitors and updated

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Method Comment computer technology.

Financial optimization calculations

The Hartford uses sophisticated cost benefit analysis to decide where to invest the next marginal dollar. While the energy cost involved with running our overall operations is low, The Hartford has been working over the past few years to reduce operating costs. This has manifested itself in finding ways to reduce the footprint of our office space and to ensure that travel costs are most efficient. These calculations have contributed to our decisions in recent years to promote the work-from-home program and the remote worker program, to move our vehicle fleet from 6 to 4 cylinders, to reduce energy costs to operate our plants, and to invest in state-of-the-art technology, including HVAC systems, when we built our new office campus in Windsor, CT to LEED silver standard.

3.3c

If you do not have any emissions reduction initiatives, please explain why not

Page: 4. Communication

4.1

Have you published information about your company’s response to climate change and GHG emissions performance for this reporting year in other places than in your CDP response? If so, please attach the publication(s)

Publication Page/Section Reference Identify the attachment

In annual reports (complete) Page 18 under "RISK FACTORS": We are particularly vulnerable to losses from catastrophes, both natural and man-made, which could materially and adversely affect our financial condition, results of operations and liquidity

The Hartford's annual report, which is HFSG 10K Filing to the SEC covering the calendar year 2010

In voluntary communications (complete) In "Environment" section of The Hartford's external website, thehartford.com The Hartford's 2007 statement on

Climate Change

In voluntary communications (complete) In "Environment" section of The Hartford's external website, thehartford.com

Hartford Investment Management Company (HIMCO) Environmental Investment Policy Statement

In voluntary communications (complete) In "Environment" section of The Hartford's external website, thehartford.com

link to Carbon Disclosure Project website, so visitors can review Hartford submissions to CDP

In voluntary communications In "Environment" section of The Hartford's external website, thehartford.com The Hartford's 2009 Corporate

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Publication Page/Section Reference Identify the attachment (underway) – previous year attached

Sustainability Report

In voluntary communications (complete) National Underwriter article on Hartford "Green" insurance products National Underwriter article on

environmental insurance solutions

Further Information

The Hartford's 2007 Climate Change Statement is a statement on The Hartford's position on climate change that remains valid.

Attachments

https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/4.Communication/STATEMENTONCLIMATECHANGE.pdf https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/4.Communication/HIMCO Environmental Investment Policy Statement.pdf https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/4.Communication/Environment Homepage of The Hartford's external website thehartford com.pdf https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/4.Communication/main-street-produ.pdf https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/4.Communication/Sustainability_Report.pdf https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/4.Communication/HFSG 10k Filing to SEC covering 2010.pdf

Module: Risks and Opportunities [Investor]

Page: 5. Climate Change Risks

5.1

Have you identified any climate change risks (current or future) that have potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply Risks driven by changes in regulation Risks driven by changes in physical climate parameters

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Risks driven by changes in other climate-related developments

5.1a

Please describe your risks driven by changes in regulation

ID Risk driver Description Potential impact Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

1 Uncertainty surrounding new regulation

In the U.S., the business of insurance is regulated by insurance departments in each of the 50 states, and each state legislature legislates in ways that can be very consequential for insurers and vary significantly from state to state. One major source of uncertainty arises when a state regulator or state legislation takes action that has the effect of changing the understanding of the terms of an insurance contract after the insurer has priced the contract based on the insurer’s original intent. This happens yearly. Sometimes it occurs through new proposed legislation that would require insurers to provide coverage for an exposure that was not anticipated when the insurer created and completed underwriting for the risk. Federal and state legislation and regulations that either proscribe insurers' actions regarding weather-related risks or mandate coverage have the potential for affecting carriers' appetite for writing these perils. This, in turn, may affect the affordability and/or availability of insurance. Such questions that affect the appetite for The Hartford specifically and the insurance industry generally commonly arise in one or more states on a regular basis. The Hartford devotes considerable resources to monitoring and influencing initiatives in the states that affect the ability of The Hartford to cover and price weather-related risks that according to the IPCC may be affected by climate change. To date the direct regulation of the insurance industry on climate change has been manageable. In 2010, as we anticipated, The Hartford was requested by the Connecticut state insurance department to complete a questionnaire regarding our company's approach to climate change. The National Association of Insurance Commissioners (NAIC) Climate Change Task Force had worked on a template for participating insurance commissioners to use with insurance companies domiciled in their respective states. The state of Connecticut presented The

Increased operational cost

Current Direct More likely than not Medium

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ID Risk driver Description Potential impact Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

Hartford with the version that had been developed through the NAIC. This version was keyed to responses requested by CDP. Because The Hartford participates in the CDP process, our process for responding to this mandatory request by our regulator was greatly streamlined. We do not currently anticipate further specific state regulation addressing how companies are responding to climate change.

5.1b

Please describe (i) the potential financial implications of the risk before taking action; (ii) the methods you are using to manage this risk; and (iii) the costs associated with these actions Insurance is regulated by insurance departments in each of the 50 states and the District of Columbia, and state legislatures pass laws that affect this regulation. Predictability in the legislative and regulatory arena allows insurance companies like The Hartford to plan against a known regulatory landscape. To the extent that these laws and regulations change, the cost of compliance rises and the difficulty of developing a planning strategy increases. One example of this is in the case where a state regulator or state legislation takes action that has the effect of changing the understanding of the terms of an insurance contract after the insurer has priced the contract based on the insurer’s original intent.

5.1c

Please describe your risks that are driven by change in physical climate parameters

ID

Risk driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

2 Snow and ice

The Hartford's 10K notes that severe winter weather is among the unpredictable events that can expose our insurance operations to claims arising out of catastrophes. Snow and ice storms can lead to insured losses, which are borne by insurance companies like The Hartford. Examples of such losses include roof damage and

Increased operational cost

Current Direct Virtually certain

Low-medium

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ID

Risk driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

higher incidence of vehicle accidents. In some cases, business interruption can also lead to insured losses. To the extent that the losses exceed the amount that our policies have priced for, The Hartford could be exposed. Insurance contracts are generally written in one-year increments, so The Hartford's exposure to the risk is generally limited to that time period.

3 Tropical cyclones

As we state in our 10K, changing climate conditions across longer time scales, including the potential risk of broader climate change, may be increasing or may in the future increase the frequency and severity of natural catastrophes such as hurricanes. As stated in the 10K, there is the potential for an increase in severity of the largest hurricane events due to higher sea surface temperatures.

Reduced stock price (market valuation)

Current Direct About as likely as not

Medium-high

4

Change in precipitation extremes and droughts

The Hartford's 10K cites more frequent brush fires in certain geographies due to prolonged periods of drought. Droughts can lead to wildfires, which may lead to insured losses. As our 10K further indicates, precipitation extremes such as deluge flooding may also lead to increased insured losses. Insurance contracts are generally written in one-year increments, so The Hartford's exposure to the risk is generally limited to that time period.

Increased operational cost

Current Direct Virtually certain Medium

5 Other physical climate drivers

As identified by The Hartford's 10K, potential examples of the impact of climate change on catastrophe exposure include severity of wind and thunderstorm and tornado/hailstorm events.

Increased operational cost

Current Direct Virtually certain Medium

5.1d

Please describe (i) the potential financial implications of the risk before taking action; (ii) the methods you are using to manage this risk; and (iii) the costs associated with these actions Catastrophes may have a material adverse effect on our financial condition, consolidated results of operations and liquidity. Changes in precipitation patterns and the uncertainty of physical risks, if they lead to a catastrophe, could also have such material adverse effects. Sufficiently large catastrophes have the potential to affect insurer solvency. As an insurer, The Hartford is in the business of evaluating any and all risks that could affect the properties and people we insure. The Hartford has done so successfully for over two centuries, using increasingly sophisticated access to information and modelling techniques. The Hartford's risk assessment and management process is comprehensive and is conducted at the level of individual business line, and enterprise-wide. In 2010, The Hartford made progress in creating a stronger risk management function at the enterprise level by giving the Board and executive team the information and tools to more effectively oversee

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the company’s complete risk profile—insurance, investment, operational, and market risk. The Company has an independent enterprise risk management function ("ERM") whose responsibility it is to provide a comprehensive, in depth, and transparent view of the Company's risk on an aggregated basis and to ensure the Company's risks remain within tolerance. The ERM is led by the Chief Risk Officer who reports directly to the CEO. ERM is staffed with risk professionals focused on insurance risk, investment risk, market risk and operational risk. The risks that The Hartford has identified with respect to climate change (risks driven by regulatory changes, by changes in physical parameters, especially extreme weather events, and by changes in other climate-related developments) fall chiefly under insurance risk. The Chief Insurance Risk Officer is a member of the Environment Committee. ERM's mission is to support the company in achieving its strategic priorities within an agreed upon risk profile by providing a comprehensive view of the risks facing the company, including risk concentrations and correlation; helping management define the company’s risk, evaluating the risk return profile of the business relative to the Company’s strategic intent and financial underpinnings; and monitoring and communicating the Company’s risk appetite. The Hartford assesses risks individually, as well as concentration of risks in certain geographic zones. The Company establishes risk limits and actively monitors the risk exposures as a percent of statutory surplus. For natural catastrophe perils, estimated loss is generally limited to ensure that a single 250-year event prior to reinsurance is less than 30% of the statutory surplus of the P&C operations and less than 15% of the statutory surplus of the P&C Operations after consideration of reinsurance. The Company maintains an internal Enterprise Risk and Capital Committee (ERCC) which includes the CEO, Chief Risk Officer, Chief Financial Officer, the Presidents and COOs of Commercial Markets, Consumer Markets, and Wealth Management, and the General Counsel. The ERCC, which is chaired by the CEO, meets regularly to manage the Company’s strategic risk profile and risk management activities across the organization; approve financial and investment strategies along with the methodology to attribute capital among business lines; determine the Company’s capital structure; and establish the Company’s risk management framework limits and standards. The Board as a whole has ultimate responsibility for risk oversight. It exercises its oversight function through its standing committees, each of which has primary risk oversight responsibility with respect to all matters within the scope of its duties as contemplated by its charter. In this context, The Hartford’s Environment Committee reports to the Board’s Legal and Public Affairs Committee. This Committee reviews management policies and programs relating to compliance with legal and regulatory requirements, business ethics and environmental matters. Since The Hartford has adopted a GHG reduction target, reaching that target is embedded in our company's overall strategy. The target requires the involvement of numerous areas of the company, so they need to coordinate, and the company's cross-functional Environment Committee is kept apprised of developments to fulfill this commitment, and provides suggestions as to how to further improve the process. Assessing and mitigating the exposure of The Hartford’s facilities to the potential effects of climate change (business interruption because of severe weather events, and the like) are the responsibility of the Operational Risk Officer, who reports to the Chief Risk Officer. The Chief Risk Officer is involved with the routine practice of business resiliency operations, which include drills where all Hartford-based employees are encouraged to work from home to practice how to keep operations continuing if a severe weather event were to make coming to work impossible. Individual underwriters monitor risk daily; managers routinely assess risk on a weekly basis, and senior management, including the CEO, the CFO, and the Chief Risk Officer, monitor the company's overall risk exposure continually, and report to the Board of Directors monthly, and formally to investors on a quarterly basis. The CFO monitors the financial implications of specific risks and opportunities. The Chief Risk Office and the Chief Financial Officer report directly to the CEO. Ultimately, the CEO and the Board of Directors are responsible for prudent management of the Company's risk exposures. The entire Hartford Board of Directors meets in its capacity as the Risk Committee at each Board of Directors meeting (generally 6 times per year) to review the risk measures, concentrations of risk and to understand the extent of risk The Hartford is taking on and to review whether it is within the risk tolerance of the Company. As an insurer who provides our customers protection from loss, we are particularly vulnerable to losses from the incidence and severity of catastrophes, both natural and man-made. We are also vulnerable in respect of our own operations. For example, we use computer systems to store, retrieve, evaluate and use customer

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and company data and information. Systems failures or outages could compromise our ability to perform the functions listed above in a timely manner, which could harm our ability to conduct business and hurt our relationships with our business partners and customers. In the event of a disaster, our systems may be inaccessible to our employees, customers or business partners for an extended period of time. It should be noted that The Hartford does not have a major presence in geographic areas that The Hartford considers to be especially vulnerable to hurricanes or other exposed weather-related risks.

5.1e

Please describe your risks that are driven by changes in other climate-related developments

ID

Risk driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

6 Reputation

As the science matures and becomes more settled and as the public focuses on the advantages to careful environmental stewardship, we are experiencing greater customer and employee interest in The Hartford's efforts to manage our carbon footprint and our paper consumption, and related activities. We believe that this is a business opportunity going forward. We could foresee that the absence of understanding that neglecting to make progress on the company's environmental goals might in the future become a liability for the company and our reputation. The Hartford is intensely focused on its reputation, and has systems and processes in place to protect our reputation. The company has been recognized for its rigorous approach to "doing the right thing" by the Ethisphere Institute by being selected to be among the world’s 100 most ethical companies for four years in a row.

Reduced demand for goods/services

Unknown Direct Very unlikely Low

5.1f

Please describe (i) the potential financial implications of the risk before taking action; (ii) the methods you are using to manage this risk; (iii) the costs associated with these actions The financial risk that a deteriorating reputation entails largely would manifest itself by losing sales to other firms with stronger reputation. We have noticed a very small uptick in interest in The Hartford's environmental stewardship activities and accomplishments in the RFP ("Request for Proposal") process for certain of The Hartford's Group Benefits products, especially by local government entities. The Hartford has, we believe, robust answers to general questions in RFPs about our activities. If our environmental stewardship were not as well developed, and if the company did not have clear strategic direction from the company's senior

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leadership and board, it is possible that over time, as environmental reputation becomes more of a driver for financial services companies generally and insurers specifically, the company could lose out on sales to companies with similar products and stronger environmental reputations. Also, as the company seeks more affinity partnerships in consumer markets, we are finding that our environmental activities are important to those affinity partners that we seek closer relationships with. The Hartford is managing this risk by taking a proactive approach to our environmental stewardship. This includes a public commitment to meeting a GHG reduction goal, to reporting to CDP, to becoming a CDP Signatory, to putting a robust corporate governance structure in place, to bringing to the attention of our employees and the public the actions we take, including installing electric vehicle charging stations for our employees' use, to pursuing aggressively a multi-year comprehensive, enterprise-wide paper suppression plan, to launching a renewable energy practice to sharpen our focus on offering insurance to the wind, solar and biomass industries, and to offering a whole range of insurance products to help our customers reduce their environmental footprint.

5.1g

Please explain why you do not consider your company to be exposed to risks driven by changes in regulation that have the potential to generate a substantive change in your business operations, revenue or expenditure

5.1h

Please explain why you do not consider your company to be exposed to risks driven by physical climate parameters that have the potential to generate a substantive change in your business operations, revenue or expenditure

5.1i

Please explain why you do not consider your company to be exposed to risks driven by changes in other climate-related developments that have the potential to generate a substantive change in your business operations, revenue or expenditure

Page: 6. Climate Change Opportunities

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6.1

Have you identified any climate change opportunities (current or future) that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply Opportunities driven by changes in regulation Opportunities driven by changes in physical climate parameters Opportunities driven by changes in other climate-related developments

6.1a

Please describe your opportunities that are driven by changes in regulation

ID

Opportunity driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

7 Other regulatory drivers

To the extent that climate change drives state, local and fedral regulators to implement stronger building codes and other mitigation and adaptation measures, insurers may find loss costs for certain weather related events to decrease, thereby allowing the company to offer more coverage at lower rates.

Increase in capital availability Current Direct About as

likely as not Low-medium

8

General environmental regulations, including planning

To the extent that new regulations drive insureds to more environmentally friendly prodcuts, The Hartford could experience an increased uptake in its offerings of insurance products that service this area. For example, the company's renewable energy practice offers end-to-end coverage for the wind, solar and biomass industries, from R&D, through construction, to production. If future regulation encourages renewable energy use, The Hartford could benefit. Likewise, if regulation encourages commercial vehicle owners and individuals to drive hybrid or electric vehicles, The Hartford could benefit trhough its current product offerings in these areas. As the first insurer to offer coverage of garage EV charging stations in its homeowners policies, this is also an area where regulation may assist. Also, to the extent that commercial entities are required or encouraged

Increased demand for existing products/services

Current Direct More likely than not

Low-medium

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ID

Opportunity driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

to build green buildings or replace equipment with more energy efficient equipment, Hartford products that offer these coverages could benefit. Likewise, any regulations that encourage individuals to build greener houses or use hybrids or EVs could drive further uptake for the products that The Hartford offers.

9 Air pollution limits

To the extent that air pollution limits result in growth for the wind, solar, biomass or other renewable energy sectors, The Hartford's Renewable Energy Practice could experience considerable growth.

Increased demand for existing products/services

Current Direct Unlikely Low

10 Carbon taxes

To the extent that air pollution limits result in growth for the wind, solar, biomass or other renewable energy sectors, The Hartford's Renewable Energy Practice could experience considerable growth. Also, to the extent that such taxes affect the behavior of small and medium-sized businesses and individuals regarding their purchasing decisions on hybrid vehicles, The Hartford's current product line in these areas could experience increased growth. As The Hartford leverages its investment in Coulomb Technologies, and its electric vehicle charging station infrastructure, we could benefit to the degree that carbon taxes lead to growth of the electric vehicle industry.

Increased demand for existing products/services

Current Direct Unlikely Low

11 Cap and trade schemes

To the extent that cap and trade schemes result in growth for the wind, solar, biomass or other renewable energy sectors, The Hartford's Renewable Energy Practice could experience considerable growth.

Increased demand for existing products/services

Current Direct Unlikely Low

6.1b

Please describe (i) the potential financial implications of the opportunity; (ii) the methods you are using to manage this opportunity; (iii) the costs associated with these actions

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By offering a growing suite of commercial and personel lines products that help customers take a more environmentally sustainable approach, we are positioning the company to take advantage of any regulations that encourage our 18 million individual customers and our 1 million plus small to medium-sized business customers to take steps to reduce their GHG emissions. We are positioned to benefit to the degree that hybrid or electric vehicles become more sought after by our customers. To the extent that government regulations encourage commercial and individuals customers to build or rebuild using accepted environmental standards, we already have products that can take advantage of such a change. With our Renewable Energy Practice, The Hartford also stands to gain significantly if regulations drive substantial growth in the renewable energy sector. To the extent that regulations usher in a strong growth for electric vehicles and EV charging stations, the value of The Hartford's investment in Coulomb Technologies, a market leader in EV charging station technology, could increase. The Hartford is managing the opportunity by seeking business for the products we already have in the insurance market, and by working actively to build the Renewable Energy Practice into a well-known national business, so that the renewable energy industry will automatically think of The Hartford when they seek insurance. Our product development team is also continuing to look for new opportunities in this area; one such opportunity is currently under active development. It is difficult to quantify the potential financial implications. However, if the Renewable Energy Practice and the current products in the market today were to grow to the point where combined they contribute one percent growth in The Hartford's overall business in a year, that could add substantially to The Hartford's bottom line. In 2010, The Hartford made over $14 billion in earned premiums. We do not consider the costs of managing this opportunity, or ramping it up significantly, to be meaningful. The products are already developed, have already received approval of regulators where needed, and are already in the market and being advertised and sold. The Renewable Energy Practice is already operating. The Hartford maintains a signficant R&D and underwriting structure to create new products and to update existing ones, to test market receptivity, and to seek regulatory approval of our products. The cost of insurance products also entails the costs to the company for indemnifying our customers to the standard of the new insurance product in the event of a claim. Taken together these costs can be considerable, but they are an integral part of the process of developing and selling insurance products, a cost that the company would incur under any circumstance.

6.1c

Please describe the opportunities that are driven by changes in physical climate parameters

ID

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

15 Other physical climate drivers

As changes in weather patterns emerge, The Hartford has the opportunity to better position our products in order to offer further protection to our customers. The Hartford already offers a full range of insurance products that help customers who want protection from weather events and their consequences, including protection from damage that could occur from fires brought on by drought, snow and ice, severe

Increased demand for existing products/services

1-5 years Direct About as likely as not

Low-medium

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ID

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

heat, changing weather patterns, wind and numerous other perils. Offering such protection, and then managing that risk, is at the heart of what insurers do. The further changes in the physical climate as currently outlined in the Fourth Assessment Report of the IPCC -- in particular, "change in precipitation extremes and droughts" and "changes in tropical cyclones", have the potential for us to adjust our product offerings in order to manage the risks embedded in these changing weather patterns.

6.1d

Please describe (i) the potential financial implications of the opportunity; (ii) the methods you are using to manage this opportunity; (iii) the costs associated with these actions THe Hartford maintains the flexibility to adjust our products to adopt to changes in the physical climate. We are positioned to benefit to the degree that hybrid or electric vehicles become more sought after by our customers. The Hartford is managing the opportunity by seeking business for the products we already have in the insurance market, and by working actively to stay in front of developments that will precipitate changes in our products. Our product development team can react quickly to adjust products to address emerging perils. The extent to which these physical climate parameter changes will drive alterations of existing products is currently unclear. We do not consider the costs of managing this opportunity to be meaningful. The products are already developed, have already received approval of regulators where needed, and are already in the market and being advertised and sold. The Renewable Energy Practice is already operating. The Hartford maintains a signficant R&D and underwriting structure to create new products and to update existing ones, to test market receptivity, and to seek regulatory approval of our products. The cost of insurance products also entails the costs to the company for indemnifying our customers to the standard of the new insurance product in the event of a claim. Taken together these costs can be considerable, but they are an integral part of the process of developing and selling insurance products, a cost that the company would incur under any circumstance.

6.1e

Please describe the opportunities that are driven by changes in other climate-related developments

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ID

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

12 Reputation

The Hartford is also currently engaged in a multi-year, comprehensive, enterprise-wide multifaceted paper suppression initiative. This initiative examines the documents The Hartford sends to its agents and customers, and determines whether the mailing is necessary, whether it can be done with less paper or less often, and whether it can be done electronically, Customers are encouraged to accept mailings electronically through a partnership with the Arbor Day Foundation to plant a tree in honor of every customer who elects to receive mailings electronically. This cross-functional effort is co-led by The Hartford's Enterprise Operations and Digital Commerce and Customer Analytics. Begun in our Wealth Management division in mid-2009, it now includes Commercial Markets, Consumer Markets, Shared Services Operations and will soon be extended to Claim. While the project is in its early stages, as of March 2011 The Hartford has saved 1.73 billion pieces of paper since project start, has planted over 10,000 trees on behalf of our customers and is currently saving around $6 million annually.

Increased demand for existing products/services

1-5 years Direct About as likely as not

Low-medium

13Changing consumer behaviour

The Hartford is gaining experience by having brought insurance products to market that help our insureds reduce their carbon footprint, and by serving the growing renewable energy sector. The Hartford has also issued a statement stating that climate change can play a role in how The Hartford evaluates the creitworthiness of specific issuers and industries. We have also publically committed to develop products and make investment decisions that promote environmentally responsible activity while enhancing The Hartford's competitive prosition, and to reduce our own energy consumption and encourage others to do likewise. If consumers begin to prefer one insurer over another based on commitment to environmental stewardship, The Hartford is strongly positioned for the future.

Increased demand for existing products/services

1-5 years Direct About as likely as not

Low-medium

14

Induced changes in human and cultural environment

To the extent that changes increase the consumer demand for renewable energy, we stand to benefit with our understanding of the insurance needs of these industries.

Increased demand for existing products/services

6-10 years Direct About as likely as not

Low-medium

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6.1f

Please describe (i) the potential financial implications of the opportunity; (ii) the methods you are using to manage this opportunity; (iii) the costs associated with these actions The Hartford currently has approximately 18 million individual customers and over 1 million small to medium-sized business customers. We believe that many of them, and many potential customers, will focus increasingly on how the companies they interact with protect the environment. We believe that this is also true for the insurance company they choose. By taking a more active and visible role in environmental stewardship, and by linking it to the company's values and to our future growth, and by bringing more attention to our environmental stewardship activities to our employees, customers, agents, and regulators, we are positioning the company to take financial advantage of this growing recognition. We already offer products that help customers buy hybrids and EVs and build or rebuild with recognized environmental standards. By offering a growing suite of commercial and personal lines products that help customers take a more environmentally sustainable approach, we are positioning the company to take advantage of any regulations that encourage our customers to take steps to reduce their GHG emissions. We are positioned to benefit to the degree that hybrid or electric vehicles become more sought after by our customers. To the extent that government regulations encourage commercial and individuals customers to build or rebuild using accepted environmental standards, we already have products that can take advantage of such a change. Should The Hartford succeed in being recognized in the marketplace as a leading environmentally responsible insurer, and should that lead to attracting one percent more cusomers in one year than today, The Hartford's customer base would grow by 180,000 personal lines customers and 12,000 commercial customers. We do not consider the costs of managing this opportunity, or ramping it up significantly, to be meaningful. The products are already developed, have already received approval of regulators where needed, and are already in the market and being advertised and sold. The Renewable Energy Practice is already operating. The Hartford maintains a signficant R&D and underwriting structure to create new products and to update existing ones, to test market receptivity, and to seek regulatory approval of our products. The cost of insurance products also entails the costs to the company for indemnifying our customers to the standard of the new insurance product in the event of a claim. Taken together these costs can be considerable, but they are an integral part of the process of developing and selling insurance products, a cost that the company would incur under any circumstance.

6.1g

Please explain why you do not consider your company to be exposed to opportunities driven by changes in regulation that have the potential to generate a substantive change in your business operations, revenue or expenditure

6.1h

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Please explain why you do not consider your company to be exposed to opportunities driven by physical climate parameters that have the potential to generate a substantive change in your business operations, revenue or expenditure

6.1i

Please explain why you do not consider your company to be exposed to opportunities driven by changes in other climate-related developments that have the potential to generate a substantive change in your business operations, revenue or expenditure

Module: GHG Emissions Accounting, Energy and Fuel Use, and Trading [Investor]

Page: 7. Emissions Methodology

7.1

Please provide your base year and base year emissions (Scopes 1 and 2)

Base year

Scope 1 Base year emissions (metric tonnes

CO2e)

Scope 2 Base year emissions (metric

tonnes CO2e)

Mon 01 Jan 2007 - Mon 31 Dec 2007

36467 91507

7.2

Please give the name of the standard, protocol or methodology you have used to collect activity data and calculate Scope 1 and Scope 2 emissions

Please select the published methodologies that you use

The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)

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7.2a

If you have selected "Other", please provide details below

7.3

Please give the source for the global warming potentials you have used

Gas

Reference

CO2 IPCC Second Assessment Report (SAR - 100 year) CH4 IPCC Second Assessment Report (SAR - 100 year) N20 IPCC Second Assessment Report (SAR - 100 year)

7.4

Please give the emissions factors you have applied and their origin; alternatively, please attach an Excel spreadsheet with this data

Fuel/Material/Energy

Emission Factor

Unit

Reference

Distillate fuel oil No 2 73.15 Other: kg CO2e per MMBTU

US EPA Climate Leaders: Direct Emissions from Stationary Combustion Sources

Jet gasoline 9.57 Other: kg CO2e per Gallon

US EPA Climate Leaders: Direct Emissions from Mobile Sources

Motor gasoline 8.81 Other: kg CO2e per Gallon

US EPA Climate Leaders: Direct Emissions from Mobile Sources

Natural gas 53.06 Other: kg CO2e per MMBTU

US EPA Climate Leaders: Direct Emissions from Stationary Combustion Sources

Propane 63.16 Other: kg CO2e per MMBTU

US EPA Climate Leaders: Direct Emissions from Stationary Combustion Sources

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Further Information

The Hartford uses the appropriate eGRID Subregion Emission Factor for each facility to convert from MWh of electrical usage to metric tonnes of CO2e.

Page: 8. Emissions Data - (1 Jan 2010 - 31 Dec 2010)

8.1

Please select the boundary you are using for your Scope 1 and 2 greenhouse gas inventory Operational control

8.2a

Please provide your gross global Scope 1 emissions figure in metric tonnes CO2e 30889

8.2b

Please provide your gross global Scope 1 emissions figures in metric tonnes CO2e - Part 1 breakdown

Boundary

Gross global Scope 1 emissions (metric tonnes CO2e)

Comment

8.2c

Please provide your gross global Scope 1 emissions figures in metric tonnes CO2e - Part 1 Total

Gross global Scope 1 emissions (metric tonnes CO2e) - Total Part 1

Comment

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8.2d

Please provide your gross global Scope 1 emissions figures in metric tonnes CO2e - Part 2

Gross global Scope 1 emissions (metric tonnes CO2e) - Other operationally controlled entities, activities or facilities

Comment

8.3a

Please provide your gross global Scope 2 emissions figure in metric tonnes CO2e 76737

8.3b

Please provide your gross global Scope 2 emissions figures in metric tonnes CO2e - Part 1 breakdown

Boundary

Gross global Scope 2 emissions (metric tonnes CO2e) Comment

8.3c

Please provide your gross global Scope 2 emissions figures in metric tonnes CO2e - Part 1 Total

Gross global Scope 2 emissions (metric tonnes CO2e) - Total Part 1

Comment

8.3d

Please provide your gross global Scope 2 emissions figures in metric tonnes CO2e - Part 2

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Gross global Scope 2 emissions (metric tonnes CO2e) - Other operationally controlled entities, activities or facilities

Comment

8.4

Are there are any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1 and Scope 2 emissions which are not included in your disclosure?

8.4a

Please complete the table

Reporting Entity

Source

Scope

Explain why the source is excluded

8.4

Are there are any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1 and Scope 2 emissions which are not included in your disclosure? No

8.4a

Please complete the table

Source

Scope

Explain why the source is excluded

8.5

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Please estimate the level of uncertainty of the total gross global Scope 1 and Scope 2 figures that you have supplied and specify the sources of uncertainty in your data gathering, handling, and calculations

Scope

Uncertainty Range

Main sources of

uncertainty

Please expand on the uncertainty in your data

Scope 1

More than 2% but less than or equal to 5%

Assumptions Extrapolation

Assumptions and extrapolation are the main sources of uncertainty in our GHG emissions data. As a normal course of business, metering inaccuracies and date gaps are eliminated. Metering inaccuracies are challenged and corrected on a monthly basis prior to GHG data collection. Actual lease start and finish dates and data directly from utility bills are reviewed, corrected, and tabulated on a monthly basis. Any date gaps found are corrected prior to GHG data collection. The Hartford makes assumptions and extrapolates with respect to GHG emissions from portfolio properties where The Hartford is not the sole tenant. These properties constitute approximately 42% of the total portfolio square footage.

Scope 2

More than 2% but less than or equal to 5%

Assumptions Extrapolation

Assumptions and extrapolation are the main sources of uncertainty in our GHG emissions data. As a normal course of business, metering inaccuracies and date gaps are eliminated. Metering inaccuracies are challenged and corrected on a monthly basis prior to GHG data collection. Actual lease start and finish dates and data directly from utility bills are reviewed, corrected, and tabulated on a monthly basis. Any date gaps found are corrected prior to GHG data collection. The Hartford makes assumptions and extrapolates with respect to GHG emissions from portfolio properties where The Hartford is not the sole tenant. These properties constitute approximately 42% of the total portfolio square footage.

8.6

Please indicate the verification/assurance status that applies to your Scope 1 emissions Verification or assurance complete

8.6a

Please indicate the proportion of your Scope 1 emissions that are verified/assured More than 90% but less than or equal to 100%

8.6b

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Please provide further details of the verification/assurance undertaken, and attach the relevant statements

Type of verification or assurance

Relevant standard

Relevant statement attached

Limited assurance ISO14064-3 Yes

8.7

Please indicate the verification/assurance status that applies to your Scope 2 emissions Verification or assurance complete

8.7a

Please indicate the proportion of your Scope 2 emissions that are verified/assured More than 90% but less than or equal to 100%

8.7b

Please provide further details of the verification/assurance undertaken, and attach the relevant statements

Type of verification or assurance

Relevant standard

Relevant statement attached

Limited assurance ISO14064-3 Yes

8.8

Are carbon dioxide emissions from the combustion of biologically sequestered carbon (i.e. carbon dioxide emissions from burning biomass/biofuels) relevant to your company? No

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8.8a

Please provide the emissions in metric tonnes CO2e

Attachments

https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/8.EmissionsData(1Jan2010-31Dec2010)/The Hartford Assurance Review Letter - WSP Final.pdf

Page: 9. Scope 1 Emissions Breakdown - (1 Jan 2010 - 31 Dec 2010)

9.1

Do you have Scope 1 emissions sources in more than one country or region (if covered by emissions regulation at a regional level)? Yes

9.1a

Please complete the table below

Country

Scope 1 metric tonnes CO2e

United States of America 30587 Other: Japan 177 Other: Republic of Ireland 34 Other: United Kingdom 88 Other: Hong Kong 3

9.2

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Please indicate which other Scope 1 emissions breakdowns you are able to provide (tick all that apply) By GHG type

9.2a

Please break down your total gross global Scope 1 emissions by business division

Business Division

Scope 1 metric tonnes CO2e

9.2b

Please break down your total gross global Scope 1 emissions by facility

Facility Scope 1 metric tonnes CO2e

9.2c

Please break down your total gross global Scope 1 emissions by GHG type

GHG type

Scope 1 metric tonnes CO2e

CO2 30716 CH4 42.16 N20 131

9.2d

Please break down your total gross global Scope 1 emissions by activity

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Activity

Scope 1 metric tonnes CO2e

Page: 10. Scope 2 Emissions Breakdown - (1 Jan 2010 - 31 Dec 2010)

10.1

Do you have Scope 2 emissions sources in more than one country or region (if covered by emissions regulation at a regional level)? Yes

10.1a

Please complete the table below

Country

Scope 2 metric tonnes CO2e

United States of America 75096 Other: Japan 1205 Other: Republic of Ireland 131 Other: United Kingdom 301 Other: Hong Kong 4

10.2

Please indicate which other Scope 2 emissions breakdowns you are able to provide (tick all that apply)

10.2a

Please break down your total gross global Scope 2 emissions by business division

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Business division

Scope 2 metric tonnes CO2e

10.2b

Please break down your total gross global Scope 2 emissions by facility

Facility

Scope 2 metric tonnes CO2e

10.2c

Please break down your total gross global Scope 2 emissions by activity

Activity

Scope 2 metric tonnes CO2e

Page: 11. Emissions Scope 2 Contractual

11.1

Do you consider that the grid average factors used to report Scope 2 emissions in Question 8.3 reflect the contractual arrangements you have with electricity suppliers? Yes

11.1a

You may report a total contractual Scope 2 figure in response to this question. Please provide your total global contractual Scope 2 GHG emissions figure in metric tonnes CO2e

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11.1b

Explain the basis of the alternative figure (see guidance)

11.2

Has your organization retired any certificates, e.g. Renewable Energy Certificates, associated with zero or low carbon electricity within the reporting year or has this been done on your behalf? No

11.2a

Please provide details including the number and type of certificates

Type of certificate

Number of certificates

Comments

Page: 12. Energy

12.1

What percentage of your total operational spend in the reporting year was on energy? More than 0% but less than or equal to 5%

12.2

Please state how much fuel, electricity, heat, steam, and cooling in MWh your organization has consumed during the reporting year

Energy type

MWh

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Energy type

MWh

Fuel 130574 Electricity 164620 Heat 0 Steam 0 Cooling 0

12.3

Please complete the table by breaking down the total "Fuel" figure entered above by fuel type

Fuels

MWh

Natural gas 51516 Distillate fuel oil No 2 4839 Propane 318 Other: Gas/Diesel oil 72512 Jet gasoline 1388

Page: 13. Emissions Performance

13.1

How do your absolute emissions (Scope 1 and 2 combined) for the reporting year compare to the previous year? Decreased

13.1a

Please complete the table

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Reason

Emissions value (percentage)

Direction of change

Comment

Emissions reduction activities

10.88 Decrease Emission reduction activities include work from home, remote worker program, real estate consolidation, office building energy efficiency upgrades, fleet vehicle efficiency, computer desktop power management, and computing equipment efficiency upgrades.

13.2

Please describe your gross combined Scope 1 and 2 emissions for the reporting year in metric tonnes CO2e per unit currency total revenue

Intensity figure

Metric numerator

Metric denominator

% change from previous year

Direction of change from previous year

Explanation

4.81 metric tonnes CO2e unit total revenue 19.5 Increase Scope 1 & 2 GHG emissions decreased in 2010 compared

to 2009, but revenue decreased more.

13.3

Please describe your gross combined Scope 1 and 2 emissions for the reporting year in metric tonnes CO2e per full time equivalent (FTE) employee

Intensity figure

Metric numerator

Metric denominator

% change from previous year

Direction of change from previous year

Explanation

4.0 metric tonnes CO2e FTE Employee 7.5 Decrease

13.4

Please provide an additional intensity (normalized) metric that is appropriate to your business operations

Intensity figure

Metric numerator

Metric denominator

% change from previous year

Direction of change from previous year

Explanation

14.3 metric tonnes CO2e square foot 8.4 Decrease

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Page: 14. Emissions Trading

14.1

Do you participate in any emission trading schemes? No, and we do not currently anticipate doing so in the next two years

14.1a

Please complete the following table for each of the emission trading schemes in which you participate

Scheme name

Period for which data is supplied

Allowances allocated

Allowances purchased

Verified emissions in metric tonnes CO2e

Details of ownership

14.1b

What is your strategy for complying with the schemes in which you participate or anticipate participating?

14.2

Has your company originated any project-based carbon credits or purchased any within the reporting period? No

14.2a

Please complete the following table

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Credit origination or

credit purchase

Project type

Project identification

Verified to which standard

Number of credits (metric

tonnes of CO2e)

Number of credits (metric tonnes

CO2e): Risk adjusted volume

Credits retired

Purpose e.g. compliance

Page: 15. Scope 3 Emissions

15.1

Please provide data on sources of Scope 3 emissions that are relevant to your organization

Sources of Scope 3

emissions

metric tonnes CO2e

Methodology

If you cannot provide a figure for

emissions, please

describe them

Employee commuting 64727

To estimate employee commuting emissions, The Hartford surveyed the entire employee base on their commuting habits. Survey data (consisting of approximately 11,600 responses or 43% of the employees) was collected on commuting modes, frequency, and distance as well as gas mileage of vehicles used. For both non-company owned personal transportation and carpool vehicles, the quantity of gallons of gasoline consumed is multiplied by EPA Climate Leaders emission factors resulting in the quantity of emissions from these vehicles. Bus and rail travel miles are multiplied by the emission factors provided in the WRI/WBCSD GHG Protocol’s business travel calculation tool to determine the quantity of emissions from mass transit commuting. Total employee commuting emissions for all employees is estimated by multiplying the total emissions from the survey by the ratio of total employees to survey participants.

Business travel 10784

Miles traveled for air, rail, and rental cars are provided by travel providers. Air and rail travel miles are multiplied by the emission factors provided in the WRI/WBCSD GHG Protocol’s business travel calculation tool. For air travel, these factors vary based on trip distance. Rental car miles are converted to fuel consumption using the U.S. average fleet fuel economy from the U.S. Department of Transportation. The consumption is multiplied by EPA Climate Leaders emission factors resulting in the quantity of emissions.

15.2

Please indicate the verification/assurance status that applies to your Scope 3 emissions

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Verification or assurance complete

15.2a

Please indicate the proportion of your Scope 3 emissions that are verified/assured More than 90% but less than or equal to 100%

15.2b

Please provide further details of the verification/assurance undertaken, and attach the relevant statements

Type of verification or assurance

Relevant standard

Relevant statement attached

Limited assurance ISO14064-3 Yes

15.3

How do your absolute Scope 3 emissions for the reporting year compare to the previous year? Decreased

15.3a

Please complete the table

Reason

Emissions value (percentage)

Direction of Change

Comment

Emissions reduction activities 15.96 Decrease During the reporting period, business travel was lower than the previous year.

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Attachments

https://www.cdproject.net/Sites/2011/16/8116/Investor CDP 2011/Shared Documents/Attachments/InvestorCDP2011/15.Scope3Emissions/The Hartford Assurance Review Letter - WSP Final.pdf

Module: Sign Off

Page: Sign Off

Please enter the name of the individual that has signed off (approved) the response and their job title Alan J. Kreczko, Executive Vice President and General Counsel

Carbon Disclosure Project

 

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