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Section 2:
Recommended
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Appendix I

Nature disclosure
Timberland and agriculture
2023

Aligned with the recommendations of theTaskforce on Nature-related Financial Disclosures

Opening
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Section 2:
Recommended
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Appendix I

What you’ll findOpening statement and scope of disclosure

3

Section 1: General requirements

5

The application of materiality
The location of nature-related information
Integration with other sustainability-related disclosures
The time horizons considered
Stakeholder engagement
Section 2: Recommended disclosures
Governance
Strategy
Risk and impact management
Metrics and targets

6
8
10
10
11
12
14
16
19
20

Appendix I

21Core global disclosure metrics
Proposed forestry sector core disclosure indicators and metrics
Proposed additional forestry sector disclosure indicators and metrics
Proposed food sector core disclosure indicators and metrics
Proposed additional food sector disclosure indicators and metrics

22
24
24
25
26

All information as of December 31, 2022, unless otherwise indicated.

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Opening statement and scope of disclosure
We’re proud to present Manulife Investment Management’s inaugural timberland
and agriculture nature disclosure informed by the recommendations of theTaskforce for Nature-related Financial Disclosures (TNFD). Although the TNFD
is a new initiative, the themes in this report aren’t new to us. As a responsible
steward of timberland and farmland for over 30 years, and a producer ofsustainable food, fiber, and solid wood products, we’ve always been committed
to meeting our clients’ investment objectives while conducting our business in a
way that maintains and enhances our environment, nourishes our communities,
and empowers our people.

In section 1, we address the TNFD general requirements of materiality, location,
integration, time horizons, and stakeholder engagement. These apply to ourentire disclosure.3 In section 2, we address the TNFD-recommended disclosuresof governance, strategy, risk and impact management, and metrics and targets.
For metrics and targets, we disclose what is material with the information we
have available, and we note where we’re still working to close information gaps.
Our disclosure has been informed by the TNFD’s LEAP approach, an integrated
method that the TNFD has developed for the identification and assessment of
nature-related issues (LEAP approach diagram shown on the following page).

We’ve supported the TNFD from its early stages: first as members of theinformal working group tasked with establishing the detailed work plan for the
TNFD1; then by becoming members of the TNFD Forum and contributing to thedevelopment of the TNFD recommendations. We welcomed the release of the
final TNFD recommendations in September 2023, and we’ve prioritized issuingthis voluntary disclosure to further demonstrate our commitment to nature andour support for the framework.

We think our first TNFD disclosure is a milestone worth celebrating, but we’re
not treating it as a finish line. We’ll continue seeking improvement both in ourreporting and our operations and expect to share more over time.

To that end, our inaugural TNFD disclosure explains how we operate and shares
our progress while acknowledging that we still have work to do. The scope of thedisclosure includes our timberland and agriculture businesses and the activities
within those businesses that are within our direct operational control.2 We
address timberland and agriculture both separately and together, but in eithercase make it clear what our commentary applies to.

1 unepfi.org/themes/ecosystems/tnfd-launch. 2 Refer to the TNFD glossary for definitions of terms used in this disclosure. 3 tnfd.global/recommendations-of-the-tnfd/#requirements.

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Locate, evaluate, assess, and prepare: defining the LEAP approach
Openingstatement andscope of disclosure
Section 1:
Generalrequirements
Section 2:
Recommended
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Appendix I

Scoping—A quick, high-level preliminary scan of internal and external data and reference sources to generate a hypothesis about the organization’s potential nature-related dependencies, impacts, risks, and opportunities
to define the parameters for a LEAP assessment and to ensure managers and the assessment team are aligned on goals and timelines.
Generate a working hypothesis
What are the organization's activities where there are likely to be material
nature-related dependencies, impacts, risks, and opportunities?

Aligning on goals and resourcing
Given the current level of capacity, skills and data within the organization and given organizational goals, what are the resource (financial,human, and data) considerations and time allocations required and agreed for undertaking an assessment?

Locate—The interface with nature

Evaluate—Dependencies and impacts

Assess—Risks and opportunities

Prepare—To respond and report· L1 Span of the business model and value chain—
What are our organization's activities by sector andvalue chain? Where are our direct operations?
· L2 Dependency and impact screening—Whichof these sectors, value chains, and direct operations
are associated with potentially moderate and highdependencies and impacts on nature?
· L3 Interface with nature—Where are the sectors,
value chains, and direct operations with potentiallymoderate and high dependencies and impacts
located? Which biomes and specific ecosystems
do our direct operations, and moderate and highdependency and impact value chains and sectors,
interface with?
· L4 Interface with sensitive locations—Which of
our organization's activities in moderate and highdependency and impact value chains and sectors
are located in ecologically sensitive locations?
And which of our direct operations are in thesesensitive locations?

· E1 Identification of environmental assets,
ecosystem services, and impact drivers—
What are the sectors, business processes, or
activities to be analyzed? What environmental
assets, ecosystem services, and impact drivers areassociated with these sectors, business processes,
activities, and assessment locations?
· E2 Identification of dependencies andimpacts—What are our dependencies andimpacts on nature?
· E3 Dependency and impact measurement—
What is the scale and scope of our dependencies
on nature? What is the severity of our negative
impacts on nature? What is the scale and scope ofour positive impacts on nature?
· E4 Impact materiality assessment—Which of
our impacts are material?

· A1 Risk and opportunity identification—What
are the corresponding risks and opportunities forour organization?
· A2 Adjustment of existing risk mitigation andrisk and opportunity management—What
existing risk mitigation and risk and opportunity
management processes and elements are wealready applying? How can risk and opportunity
management processes and associated elements(e.g., risk taxonomy, risk inventory, risk tolerance
criteria) be adapted?
· A3 Risk and opportunity measurement andprioritization—Which risks and opportunities
should be prioritized?
· A4 Risk and opportunity materiality
assessment—Which risks and opportunities arematerial and therefore should be disclosed in linewith the TNFD-recommended disclosures?

· P1 Strategy and resource allocation plans—
What risk management, strategy, and resource
allocation decisions should be made as a result of
this analysis?
· P2 Target setting and performance
management—How will we set targets and define
and measure progress?
· P3 Reporting—What will we disclose in line with
the TNFD recommended disclosures?
· P4 Presentation—Where and how do we present
our nature-related disclosures?

Engagement with indigenous peoples, local communities and affected stakeholders
Scenario analysis

Supports preparation of the following TNFD-recommended disclosures
Strategy D

Strategy A + D
Risk and impact management A (i and ii) + B
Metrics and targets B

Strategy A + C + D
Risk and impact management A (i and ii) + B + C
Metrics and targets A + B

Source: The LEAP approach, TNFD, October 2023. See section 2 (recommended disclosures) for an explanation of disclosures A, A(i), A(ii), B, C, and D.

Governance A + B + C
Strategy B + C
Metrics and targets C

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Section 1:

Generalrequirements

Appendix I

The major headings in this section directly correspond to the general requirements in the TNFD recommendations.

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The application of materiality
Across both timberland and agriculture, our stewardship approach focuses on three core thematicconsiderations: climate, nature, and people.
These themes are the evolution of a third-party materiality assessment we commissioned in2018 to identify and prioritize the environmental, social, and governance (ESG) issues with themost relevance to our business. We consider climate, nature, and people throughout the cycleof an investment, from due diligence early in the investment process to delivery of our integrated
property management services (including both direct property operation and oversight offarmland lessees), throughout our clients’ ownership of the property.

Materiality in our investment process
Since 2021, we’ve used a proprietary question-based tool co-developed in house by oursustainability, acquisitions, and operations teams to identify, assess, and score ESG componentsof every deal we consider. We call this our sustainability tool kit. Areas of assessment in thetool kit are derived from certification, Equator Principles, and International Finance Corporation
performance standards.
This tool kit highlights both potential risks and opportunities, and it enables us to quantify risk
through stoplight indicators we use to rate inherent risk, risk mitigation potential, and residual
risk. We then aggregate these upward to produce an overall numerical sustainability score forthe asset, which can be used in our underwriting. The completed tool kit assessment is provided
in every deal package presented to our natural resource investment committee to ensure thatinvestment decisions explicitly consider relevant sustainability risks, and opportunities.
Together with our deforestation policy, carbon principles, and carbon tool kit (used specificallyfor forest carbon project evaluation), this approach is designed to systematically consider all
identified material sustainability considerations in our investment process.

Sustainable investing
considerations
Climate• Climate change impacts• Emissions• Deforestation• CO2 sequestration

Nature• Sensitive lands• Protected areas• Biodiversity• Threatened and endangered species• Mitigation banking• Water quantity/quality

People• Health and safety• Training and development• Labor practices• Human rights• Community relations• Indigenous peoples• Job creation• Research, internships

This list is illustrative of the types of sustainable factors we may
consider in our investment process. It is not exhaustive andsustainable investing considerations will vary depending on theparticular asset.

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Materiality in our operations
Operational risk management assessments support and inform our asset management decisions.
Material considerations are applied at the forest and farm level and integrated into property
management. Assessments are updated and implemented by timberland and agriculture
operations staff at a regional level.
We regularly talk about certification because we believe that independent third-party
sustainability certification is a comprehensive mechanism for credibly demonstrating sustainableasset management and, critically, it provides independent assurance to our stakeholders that
we’re operating sustainably. As of December 31, 2022, 100% of our managed forests werecertified under either the Sustainable Forestry Initiative® (SFI) or Forest Stewardship Council®
(FSC),4 and some of our forests in Australia and New Zealand carry dual FSC and Programme for
the Endorsement of Forest Certification (PEFC) accreditation. In agriculture, 100% of our U.S.
farmland investments were certified in June 2022 to the Leading Harvest Farmland Management
Standard by a third party,5 and our Australian agriculture investments participated in a pilot
program to launch Leading Harvest in Australia (as of mid-2023, our Australian agriculture
assets are being enrolled in Leading Harvest, and we’re engaged in a Leading Harvest pilot in
Canada). Some assets have been certified to additional agriculture standards on a case-by-casebasis, including GLOBALG.A.P., USDA GAP, LODI RULES, and SAI-FSA. Overall, 223 of the 245
properties (91%, or approximately 80% of our agriculture assets under management) in our
global agriculture investment portfolio carried one or more third-party certifications. As Leading
Harvest establishes programs in other countries in which we operate agriculture assets, including
Australia, Canada, and Chile, we also intend to seek this certification.

4 As of December 31, 2022, 100% of our forests were certified under either SFI (3.2 million acres in the United States and Canada)or FSC (2.2 million acres in Australia, New Zealand, Brazil, and Chile). Most current data shown. 5 Certification as of June 2022, by
Leading Harvest and is based on an annual assessment of the conformation to the Farmland Management Standard. Most current
data shown. Manulife Investment Management’s timberland and agriculture team (then operating as Hancock Natural Resource
Group) is a founding member of Leading Harvest. In addition, Oliver Williams, global head of agriculture, is current chair of the boardof directors for Leading Harvest. For more information on Leading Harvest, please see leadingharvest.org/about.

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The location of nature-related information

Section 1:
Generalrequirements

Timberland locations

Section 2:
Recommended
disclosures

We work in and with nature every day, in forests and farms around the world, and we strive to understand these real assets deeply. The properties we manage are locatedin six countries: Australia, Brazil, Canada, Chile, New Zealand, and the United States.

United States

UnitedUnitedUnitedUnitedStatesUnitedStatesStatesStatesStatesCanadaAustralia

New Zealand

CanadaCanadaCanadaCanadaCanadaAustralia
Australia
Australia
Australia
Australia

Chile | Brazil

New
New
New
ZealandNew
ZealandNew
Zealand
Zealand
Zealand

Chile
Chile
Chile
Chile
and
and
Chile
and
BrazilandBrazilBrazilandBrazilBrazilAppendix I

Black cherry

Caribbean pine

Douglas fir

Eucalyptus

Hoop pine

Loblolly pine

Longleaf pine

Ponderosa pine

Radiata pine

Slash pine

Sugar maple

Western hemlock

Western red cedar■ Our managed forests | Maps shown not to scale. We grow approximately 15 plantation species and approximately 63 species in total; species shown here are the primary commercial species we grow.

Category

United States

CanadaAustralia

New Zealand

Chile

BrazilTotal

Assets under management (USD million)$6,118$57$2,323$2,181$310$80$11,069

Acres (thousands)

3,151

49

1,362

522

180

138

5,402

Source: Manulife Investment Management, as of December 31, 2022.

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Agriculture locations
United States

CanadaAustralia

Chile

United UnitedStatesUnitedUnitedStates
StatesStatesCanadaCanada
CanadaCanadaAustralia
Australia
Australia
Australia

Chile Chile
Chile
Chile

Section 1:
Generalrequirements
Section 2:
Recommended
disclosures
Berries (blueberry, cranberry)

Appendix I

CitrusTree nut (almond, pistachio, walnut)

CottonGrain (barley, canola, corn, rice, wheat)

Vegetable (potato, vegetables)

GrapesLegume (alfalfa, beans, peanut, soybean)

Tree fruit (apple, cherry, kiwi, nectarine, olive, pear)

Processing■ Our managed farms | Maps shown not to scale.

Category

United States

CanadaAustralia

Chile

Total

Assets under management (USD million)$3,344

$196

$528

$117

$4,185Gross acres

284,413

23,202

87,6952,570

397,880

Source: Manulife Investment Management, as of December 31, 2022.

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The independent third-party sustainability certification standards under which we
operate set strict criteria for nature and biodiversity relevant to the country-specificcontexts of our operations. Where these frameworks don’t yet exist, we set highstandards for ourselves informed by existing frameworks in other locations.
Across both our timberland and agriculture businesses, accurate location data ispivotal in meeting these standards. In our timberland business, our team of senior
resource and technology professionals maintains a robust geographic information
system (GIS) to ensure the data and maps are current. Biodiversity information isrecorded locally into our GIS and informs local timber operational plans. In this way,
nature-related information resides closest to where it’s needed for outcome delivery.
In our agriculture business, we’re increasingly using spatial analysis to provide
important nature-related information that informs our asset management. For
example, on some farms we’re beginning to use technology that allows us tomonitor change in soil organic carbon stocks over time.
Biodiversity information captured at the individual forest and farm level includes
locations of threatened and endangered species and their habitats, locations ofcultural significance, and areas of high conservation value that are set aside fromoperations. Our GIS data originates from several sources, including:• Internal databases of occurrence data
• State/province natural heritage programs• Field reconnaissance• High-resolution imagery

Integration with other sustainability-related
disclosures
This is our first report that follows recommendations of the TNFD, and we’ve chosen
to release it as a stand-alone document. While we’re proud to issue this reporton its own, we intend to integrate the TNFD recommendations into our broader
sustainability reporting in the future.

The time horizons considered
Long-term thinking is fundamental to timberland and agriculture investment
management. Since the inception of our business, sustainability has been embedded
in our operations. We believe that good stewardship is good business and ourexperience operating timberland and farmland assets over the past 30 years has
shaped and refined our ability to manage sustainably over extended time horizons.
Our financial models and asset management plans are forecast over 50 years fortimberland, while for agriculture we typically look 10 to 30 years ahead, depending on
the type of asset. We do our best to plan for multiple possible futures through climate
scenario analysis and informed by climate research at the Massachusetts Institute ofTechnology, University of California-Davis, and other institutions. In 2022, we acquired
a tool that enables us to conduct scenario analysis across our entire portfolio. We’re
currently working on integrating the information it provides into our planning.

Taken together, this constitutes a significant amount of data. Going forward, we’ll
be charting a plan to centralize this information for global reporting purposes.
Our locational knowledge is detailed, as evidenced by our consistent achievementof third-party certifications. Our local knowledge and on-the-ground presence inlocations where we operate is a strength of our business model and helps us as
we strive to ensure that our commitment to sustainability carries through frominvestment strategy to local execution.
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Appendix I

Stakeholder engagement
As managers of real assets, we have a multilayered approach to stakeholder
engagement; we engage at the local level, at an investment level, and at anindustry level.

• Inviting our investors to visit forests and farms we manage on their behalf• Presenting to investors and responding to investor questions• Annual sustainability reporting• Attending and presenting at sustainable investment events and conferences• Publishing thought leadership

Local engagement

Industry engagement

On the ground at forest and farm level, we regularly engage with our neighbors,
local communities, indigenous peoples, and other stakeholders. This engagement
is both formal and informal, and our teams are organically part of the communities
in which we operate.

Collaboration is a cornerstone of our business. We recognize that we can’t
specialize in everything, and we seek to establish mutually beneficial relationships
with organizations and companies that can complement our strengths and thathave a similar culture and values. These relationships not only help us improve oursustainability performance, but they also reflect our conviction that when it comes tosolving global challenges, we’re all in this together. Below are examples of peer andindustry associations that we support, actively participate in, or are a member of:

Certification requires us to have processes in place to provide for and record
engagement with local stakeholders. FSC, SFI, and Leading Harvest all containprovisions that ensure the rights of local communities and indigenous peoples areupheld and respected where our operations intersect with their interests.6 We seek
opportunities beyond certification requirements and to partner with communities
and indigenous peoples where we can. Some case study examples of this work
have been published in our previous sustainable investing reports and in stories
from the field.

Investor engagement
We work with investors to promote awareness and increase their understanding of
the climate and nature benefits of sustainably managed timberland and agriculture
investments. We do this by:• American Bird Conservancy• Farmland Capital Alliance• Global Impact Investing Network• Leading Harvest7• MIT Joint Program on the Science and Policy of Global Change• Michigan State University Forest Carbon and Climate Program• National Alliance of Forest Owners (NAFO)• Pollinator Partnership• SFI• Water Education Foundation• World Business Council for Sustainable Development (WBCSD)

6 See pages 9 and 10 of both our timberland and agriculture 2022 sustainable investing reports. For further information, see: leadingharvest.org/standard, forests.org/forestmanagementstandard, and connect.fsc.org/documentcentre/documents/resource/392. 7 Manulife Investment Management’s timberland and agriculture team (then operating as Hancock Natural Resource Group) is a founding member of Leading Harvest. In addition, Oliver Williams,
global head of agriculture, is current chair of the board of directors for Leading Harvest. For more information on Leading Harvest, please see leadingharvest.org/about.

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Section 2:

Recommended
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Appendix I

This section follows the structure of the TNFD-recommended disclosures.

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TNFD recommended disclosures
Governance

Strategy

Risk and impact management

Metrics and targets

Disclose the organization’s governance of
nature-related dependencies, impacts, risks,and opportunities.

Disclose the effects of nature-related
dependencies, impacts, risks, andopportunities on the organization’s businessmodel, strategy, and financial planningwhere such information is material.

Describe the processes used by theorganization to identify, assess, prioritize,and monitor nature-related dependencies,
impacts, risks, and opportunities.

Disclose the metrics and targets used
to assess and manage material naturerelated dependencies, impacts, risks, andopportunities.

Recommended disclosures

Recommended disclosures

Recommended disclosures

Recommended disclosures

A Describe the board’s oversight of nature-related
dependencies, impacts, risks, and opportunities.

A Describe the nature-related dependencies,
impacts, risks, and opportunities the organization
has identified over the short, medium, and long term.

A(i) Describe the organization’s processes for
identifying, assessing, and prioritizing naturerelated dependencies, impacts, risks, andopportunities in its direct operations.

A Disclose the metrics used by the organization toassess and manage material nature-related risks
and opportunities in line with its strategy and risk
management process.

A(ii) Describe the organization’s processes for
identifying, assessing, and prioritizing nature-related
dependencies, impacts, risks, and opportunities in
its upstream and downstream value chain(s).

B Disclose the metrics used by the organization toassess and manage dependencies and impacts onnature.

B Describe management’s role in assessing andmanaging nature-related dependencies, impacts,
risks, and opportunities.
C Describe the organization’s human rights
policies and engagement activities, and oversightby the board and management, with respect toindigenous peoples, local communities, and otherstakeholders, in the organization’s assessment of,and response to, nature-related dependencies,
impacts, risks, and opportunities.

B Describe the effect nature-related dependencies,
impacts, risks, and opportunities have had on
the organization’s business model, value chain,strategy, and financial planning, as well as any
transition plans or analysis in place.
C Describe the resilience of the organization’s
strategy to nature-related risks and opportunities,
taking into consideration different scenarios.

B Describe the organization’s processes for
managing nature-related dependencies, impacts,
risks, and opportunities.

D Disclose the locations of assets and/or activities
in the organization’s direct operations and, where
possible, upstream and downstream value chain(s)that meet the criteria for priority locations.

C Describe how processes for identifying, assessing,prioritizing, and monitoring nature-related risks areintegrated into and inform the organization’s overallrisk management processes.

C Describe the targets and goals used by
the organization to manage nature-related
dependencies, impacts, risks, and opportunities
and its performance against these.

Source: Taskforce on Nature-related Financial Disclosures.

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GovernanceOur governance of sustainability is both deliberate and comprehensive.
There are three key principles interwoven throughout our governance structure:1
2
3

Integration within business verticals
Integrating the sustainability team(s) with other relevant business verticals, including
investments, legal and regulatory, marketing and communications, risk management,
environmental and policy support, and operations teams
Subject matter expertise
Channeling the subject matter expertise of sustainability professionals embedded within
our business units to inform larger whole-of-company sustainability decisions
Global resources
Leveraging the resources of Manulife's global sustainability team to provide coherence to,and aid in the execution of, our sustainability strategy at an operational level

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Section 1:
Generalrequirements

Governance disclosures A and B
The structure of sustainability governance for our timberland and agriculture businesses shows how it fits under the broader umbrellas of Manulife Investment Management
and Manulife Financial Corporation sustainability governance. An explanation detailing our sustainability governance structure can be found on pages 6 and 7 of our timberland
and agriculture 2022 sustainable investing reports. This structure and the governance responsibilities of management are the same for all relevant sustainability issues,
including nature, climate, and people.

Our governance of sustainability■ Manulife ■ Manulife Investment Management
Executive sustainability council

Section 2:
Recommended
disclosures

Centers of expertise (COEs), working groups, and task forces
Sustainability
COE

Climate changetask force

ESG regulatory
working group

Private markets sustainable
investing committee

ESG legal andcompliance COE

Advisory

Appendix I

Policy and decision authority

Chief sustainability officer
Manulife Investment Management, private markets
Timberland and agriculture sustainability teamDirector

Manager (timberland)Manager (agriculture)

AnalystWater resources team, and real estate, infrastructure,and private equity and credit sustainability teams

As of December 31, 2022.

Governance disclosure C
Our approach to respecting and promoting human rights is guided by the UN Guiding Principles on Business and Human Rights, as documented in Manulife’s human rights
statement and vendor code of conduct as well as in our indigenous peoples’ policy and responsible contracting statement.

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Strategy
We view nature as our business. The forests and farms we manage are ecosystems, and ourjob is to keep them healthy and productive over the long term. We aim to manage our clients’timberland and agriculture investments so that they sustainably meet client objectives andbasic human needs for food, fiber, and shelter, while contributing to achieving the vision andmission of the Global Biodiversity Framework:“A world living in harmony with nature where by 2050, biodiversity is valued,
conserved, restored and wisely used, maintaining ecosystem services, sustaininga healthy planet and delivering benefits essential for all people.”
Kunming-Montreal Global Biodiversity Framework
What that means in practice can be challenging to determine given the plethora of frameworks and initiatives
that have evolved to spur companies toward action on nature (in collaboration with the Delphi Group, we
produced a guide to these: the nature-positive ecosystem).
As members of the WBCSD, in 2022, we co-led a project with other forest sector companies to develop the Forest
Sector Nature-Positive Roadmap, which details how the forest sector can contribute to a nature-positive future.

Strategy disclosure A
On the forests and farms we manage, we’re constantly making short-, medium-, and long-term decisions
based on risk assessments, market activity, and environmental health. It’ll take time to translate our current
approach into the language of dependencies, impacts, risks, and opportunities, and we’ll do that as we work
more thoroughly through the LEAP approach. We also plan to integrate the LEAP approach with natural capital
accounting work that we’re undertaking—work that’s intended to help us be more explicit in the assignmentof value to the ecosystem services provided by timberland and farmland assets as well as the operational
practices we employ in their management.

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Although it’s not in the LEAP language,8 we’ve previously framed our considerationof nature using the lens of ecosystem services, which include provisioning services(such as timber and food), regulating services (such as climate regulation), cultural
services (such as recreational opportunities), and supporting services (such as
nutrient cycling). While we work on a full LEAP assessment, we’ve included anecosystem services snapshot in what follows.

Timberland• Provisioning services—We depend on the forest for provisioning services. The
trees we harvest produce wood products, including lumber and fiber/pulpwood,
which are transformed into building materials and everyday products (suchas paper and hygiene products). Our goal with respect to these services is tosustainably maximize production, as the sale of wood products is usually the
primary revenue-generating component of a managed forest. We manage therisks of our operational environmental and social impacts through sustainable
management and by being third-party certified.
• Regulating services—We also depend on the forest for regulating services
and understand the risk that society faces without them. Climate regulationis the most well-known of the regulating services provided by forests, which
absorb carbon dioxide and breathe oxygen back into the atmosphere, mitigating
the effects of climate change. Water cycle regulation is another service forests
provide by filtering pollution and sediment out of water supplies, controlling
rainfall, and attenuating floods, as explained by the World Resources Institute(WRI). We carefully manage the risk of our environmental and social impacts onthese services. We keep our managed forests healthy so that they continue tosequester carbon, and we follow best management practices such as minimizing

stream crossings and maintaining generous buffers between watercourses andharvest areas so that the forests continue to provide water regulation services. Asof year-end 2022, the forests and farms we manage removed approximately 2.1
million tonnes of CO29 from the atmosphere annually and protected approximately
20,000 miles of streams.10 In some cases where there’s opportunity, we aim
to maximize the climate regulation services of the forest through formal carbon
projects in which carbon sequestration becomes a monetizable service.
• Cultural services—Visual amenities and recreational opportunities are two
cultural ecosystem services that forests provide. We have procedures in place
to assess our potential impacts on these services. We know others depend on
cultural services within the forests we manage and we actively work to connect
with those stakeholders to preserve and/or enhance the services where possible.

Agriculture• Provisioning services—Like timberland, our agriculture business depends
on provisioning services. We sustainably produce food, feed, and fiber throughinvestments in some 26 crops across our agriculture platform. We manage therisks of our operational environmental and social impacts through sustainable
management and by being third-party certified (where certification is available).
• Regulating services—We both depend on and have the ability to positively
affect regulating services. When land is managed using regenerative agriculture
practices, we see improvements in water infiltration rates, reduction of soil
erosion, improvements in biodiversity, and improvements in the health of the soil,
leading to additional carbon sequestration potential. We recently surveyed ourland managers and found that 93% of our client properties, both directly managed

8 Ecosystem services are defined and described in the TNFD Guidance. Ecosystem services are the contributions made by ecosystems that benefit economic and other human activity and fall into three categories. See TNFD for more details.
9 The average net sequestration per year over the last five years. 10 This figure represents the sum of lengths of watercourses running through or alongside Manulife Investment Management Timber and Agriculture-managed properties andbenefiting from our forest management operational best management practices.

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Section 2:
Recommended
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Appendix I

and tenant operated, use three or more regenerative practices.11 We understandthe risk to our business, nature, and society if we don’t farm sustainably and we’reaiming to make a net positive contribution.
• Cultural services—We have an opportunity to provide cultural services. Ourclients’ agricultural land often includes hunting rights, allowing local communities
to access land for hunting and recreation.
We also have a sensitive lands program aimed at positively affecting important
ecosystem services through protection opportunities. When we identify that the
special characteristics of a site are more valuable than its timber provisioning
services, we actively seek out opportunities to protect these lands and we work
closely with public agencies and environmental groups to enact protection
mechanisms. Sensitive lands are typically critical habitat for sensitive or endangered
species or lands with high scenic, historical, cultural, and/or recreational value.
As a fiduciary, we understand that preservation of these lands must also provide
a competitive return to our clients or otherwise meet their investment goals.
Protection may include moving the land into public or conservation group ownershipor placing permanent restrictions on how it can be managed, such as through aconservation easement.

Strategy disclosure B and C

assist in carrying out quantitative scenario analyses systematically across our global
portfolio. This tool is primarily climate focused, but it’s useful in the analysis of nature
because nature is affected by climate change; in short, the tool allows us to bettermodel how climate-related changes might play out for forests and farms.
Our industry and research partnerships can also positively contribute to resilience.
As we’ve already mentioned, collaboration is a cornerstone of our business. Ourconnections provide valuable links, efficiencies, and information streams that allow
us to stay in touch with stakeholders, peers, and research so that as a business we
can keep learning and improving.

Strategy disclosure D
As part of timberland certification processes, we’ve identified, mapped, and protectedareas of high conservation value (FSC) and forest with exceptional conservation value(SFI). In agriculture, the Leading Harvest standard requires conservation of biodiversity
and protection of geologically or culturally special sites.
Regardless of certification, we identify and look after these areas as part of our soundmanagement practices. We’re actively considering the best way to approach thedisclosure of these locations. As mentioned in section 1, our operational scale means
significant work is needed to centralize this information for global reporting purposes.

Nature-related dependencies, impacts, risks, and opportunities are consideredthroughout our business, from initial investment due diligence through ouroperational management of forests and farms. Integration of these considerations
from the start of an investment can benefit business resilience because nature
is actively factored into our asset valuation and management plans. Additionally,
we’re embracing technology to explore scenario analysis, which will better inform
our ability to make strategic decisions. In 2022, we acquired a climate risk tool to

11 See appendix I for further details.

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Appendix I

Risk and impact management
As part of our commitment to helping our clients achieve their objectives and build resilient
portfolios, we’re committed to maintaining and enhancing nature and biodiversity throughour business and investment activities.
We aim to proactively assess and manage nature-related risks and opportunities across our clients’ investments,
as we understand how essential nature is for the future success of businesses, the economy, and society. We
invest in a global economy dependent on nature. We believe companies that better manage natural resourcesand environmental impacts from operations can offer investors a better risk/reward profile over the long term
as nature-related risks begin to manifest both physically and financially.

Risk and impact management disclosure A and B
We identify, assess, and prioritize nature-related dependencies, outcomes, risks, and opportunities in our
direct operations by:• Evaluating new investment opportunities with our sustainability tool kit• Applying our deforestation policy, carbon principles, and carbon tool kit• Committing to sustainable operating principles—verified by third-party certification
We’ve focused the scope of our initial TNFD disclosure on assets where we have the most influence—those we
directly operate—and plan to consider our upstream and downstream value chains in time.

Risk and impact management disclosure C
Our integrated asset management model means that not only are we working in and with nature, we’re also
continuously observing it, learning from it, and responding to changes that affect us. We strive for continuous
improvement in everything we do, and our risk management processes are part of this.
Our processes disclosed in A and B are integrated into and inform the organization’s overall risk management
processes as described in section 1—the application of materiality. We refine these processes in review
cycles but also proactively if we notice changing trends or issues that need to be addressed.

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Metrics and targets
In our reporting, we’ve taken a quantitative and qualitative approach to nature metrics andtargets; this is to give context and examples while metrics evolve and data quality strengthens.
Our sustainable investing reports show the progress we’ve already made and, as disclosed inprevious sections, we’re working on developing natural capital accounts for the forests andfarms we manage that will provide further insight into our contributions to nature.
For this section of the disclosure, we’ve taken the same quantitative and qualitative approachin a tiered format:

Section 2:
Recommended
disclosures

1 We’ve provided numerical answers wherever possible.
2 Where we don’t have numbers, but we have qualitative commentary, we’ve shared it.
3 Where the metric is probably material but data isn’t yet available, we’ve noted that.
4 Where the metric isn’t applicable to our business, we’ve also noted that.

Appendix I

We’ve included the categories of TNFD metrics that we consider relevant to our timberland
and agriculture business. These are:• Core global disclosure metrics• Forestry core sector disclosure indicators and metrics• Proposed additional forestry sector disclosure indicators and metrics• Food core sector disclosure indicators and metrics• Proposed additional food sector disclosure indicators and metrics
Because of the volume of data, we’ve shared these metrics as tables and included themas appendix I.

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Appendix I

Section 2:
Recommended
disclosures
Appendix I

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GeneralrequirementsCore global disclosure metrics
Metric no.

Core global indicator

Response—agriculture

Response—timberland

GHG emissions12· Scope 1: 33,131 tCO2e· Scope 2: 18,935 tCO2e· Scope 3: 193,092 tCO2e· Scope 1: 49,233 tCO2e· Scope 2: 0 tCO2e· Scope 3: 482,445 tCO2e

C1.0

Total spatial footprint· Total surface area managed: 622mi2 (1,610km2)· Total disturbed area: no data available· Total rehabilitated/restored area: no data available· Total surface area managed: 8,441mi2 (21,861km2)· Total disturbed area: no data available· Total rehabilitated/restored area: no data available

C1.1

Extent of land/freshwater/
ocean-use change· Land/freshwater/ocean-use change (farmland, agriculture): Our policy
on deforestation prohibits the clearing and conversion of forests with highconservation or cultural value. Read our full policy at manulifeim.com.

· Land/freshwater/ocean-use change (forest, forest production): Our policy
on deforestation prohibits the clearing and conversion of forests with highconservation or cultural value. Read our full policy at manulifeim.com.

· Land/freshwater/ocean conserved or restored:
no data available· Land/freshwater/ocean conserved or restored:
1,787mi2 (4,628km2) of conservation area that is voluntary or requiredby regulation

Section 2:
Recommended
disclosures· Land/freshwater/ocean sustainably managed:· sustainably managed land: 444mi2 (1,151km2)· sustainably managed waterways: 754mi (1,213km)

Appendix I
C2.0

Pollutants released to soil
split by type

Crop protectants, fertilizers, and other agricultural chemicals are used
responsibly and are useful tools in achieving crop health and productivity
as well as environmental and financial objectives. We use integrated pest
management (IPM) strategies and controls where possible and strive forminimum effective chemical use.
Furthermore, we assess the risk of contamination caused by the off-target
movement of agricultural chemicals transported by rain, runoff, or highwinds. We conduct evaluations of vulnerable properties and formulate
remedial actions such as grassed waterways and barrier hedges.

· Land/freshwater/ocean sustainably managed:· sustainably managed land: 8,441mi2 (21,861km2)· sustainably managed waterways: 18,444mi (29,683km)
Herbicides, fertilizers, and other forest chemicals are used responsibly
and are useful tools in achieving forest growth, as well as environmental
and financial objectives. We strive for minimum effective chemicaluse. Forest chemicals are used only after evaluating other methods ofachieving management objectives, such as IPM. Forest chemicals areapplied using the best available technology to ensure the efficacy of thechemical without compromising personal safety or environmental health.

C2.1

Wastewater discharged

Not applicableNot applicable

C2.2

Waste generation and disposal

Not applicableNot applicable

12 According to the GHG Protocol, scope 1 emissions are all direct greenhouse gas (GHG) emissions, which are “emissions from sources that are owned or controlled by the reporting entity.” According to the GHG Protocol, scope 2
emissions are “indirect GHG emissions from consumption of purchased electricity, heat or steam.” According to the GHG Protocol, scope 3 emissions are “other indirect emissions, such as the extraction and production of purchasedmaterials and fuels, transport-related activities in vehicles not owned or controlled by the reporting entity, electricity-related activities (e.g. T&D losses) not covered in scope 2, outsourced activities, waste disposal, etc.”

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Metric no.

Core global indicator

Response—agriculture

Response—timberland

C2.3

Plastic pollution

Not applicableNot applicable

C2.4

Non-GHG air pollutants

Not applicableNot applicable

C3.0

Water withdrawal and consumption
from areas of water scarcity

In water-scarce agricultural regions, we conduct extensive environmental
and legal due diligence, beyond the scope of standard environmental
assessments, to confirm legal access to sufficient water—now and in the
future. Furthermore, we take great care to maintain and improve the amountand quality of water flowing through the land we manage and work toincrease the number of water sources to mitigate risks from drought. As an
example, in California, we’ve built recharge basins that enable floodwaters
to be recharged into groundwater aquifers, and in other regions, surface
water reservoirs on some properties allow for the capture of rain andreclaimed irrigation runoff to supply water to crops in times of drought orwater shortages.

Not applicable. In comparison to other industries, the volume of water
directly used in timberland operations is small; however, our operations
teams and partners still play their part in ensuring that all water use
is conducted in an appropriate and efficient manner. This includes
ensuring our operational water footprint is as small as effectively possible
to achieve necessary operational duties (e.g., operating nurseries,
firefighting, dust abatement, spraying, and in certain situations,equipment washdown).

C3.1

Quantity of high-risk naturalcommodities sourced fromland/ocean/freshwater

Not applicableNot applicable

C4.0

Placeholder indicator: measuresagainst unintentional introductionof invasive alien species

Long-term crop health and productivity requires the management of
undesirable pests, disease, and other damaging agents, using IPM
strategies and controls where possible. Additionally, we cooperatewith governmental and other organizations to protect crop health andproductivity and support university research programs where practical.

Long-term forest health and productivity requires the management of
undesirable pests, disease, and other damaging agents, using IPM strategies
and controls where possible. Additionally, we cooperate with governmental
and other organizations to protect forest health and productivity. We workwith research programs, where practical, to incorporate the best available
science to develop IPM strategies and controls.

C5.0

Placeholder indicator: ecosystem
condition

Healthy ecosystems, whether farmed, fallow, or undeveloped, contain
important species and unique natural areas that can serve as measuresof ecological health. Where we can, we’re working to protect or enhancethese areas. At the same time, we’re actively working to develop a methodof measuring biodiversity/ecosystem conditions.

We manage biodiversity at the stand and landscape levels across a
gradient of forest and vegetation cover types and successional stages.
We’re actively working to develop a method of measuring biodiversity/
ecosystem conditions.

Placeholder indicator: species
extinction risk

We’re committed to meeting or exceeding all applicable laws, statutes,
and regulations as they apply to threatened and endangered (T&E)
species. We manage species extinction risk by promoting conservationon our agricultural properties and implementing farming practices thatare compatible with wildlife, including planting native pollinator habitats.
We assess for at-risk and T&E species during our investment process,and when they’re present, we apply directed conservation efforts whereappropriate.

We’re committed to meeting or exceeding all applicable laws, statutes,
and regulations as they apply to T&E species. Biodiversity impact
assessment is fundamental to our investment process and sustained
through continual due diligence and our integrated property management
capabilities. We specifically screen for biodiversity concerns such as T&E
species. Our investment phase 1 environmental audit considers risks
related to T&E species. On properties where T&E species are present, we
restrict management to protect these species.

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Proposed forestry sector core disclosure indicators and metrics
Indicator

Response

Forest certification

100% of the timberland properties we manage for our clients are certified under FSC, PEFC, or SFI.4

Proposed additional forestry sector disclosure indicators and metrics
Indicator

Response

Land-use change (% total managed forests certified)

100% of total managed forests are certified under FSC, PEFC, or SFI.4

Land-use change (area of high conservation value)

1,787mi2 (4,628km2) of conservation area is protected within the timberland portfolio.

Water use

The volume of water directly used in timberland operations is small. See page 23 for more details on our water usage.

Other resource use

8,441mi2 (21,861km2) of land is managed for the production of timberland products. The land is sustainably managed and certified under FSC, PEFC,
or SFI.4

Biological alterations

No data available

Ecosystem services—All

To better measure and understand our nature impacts and dependencies we embarked on a natural capital accounting project, working with a specialist
global consultancy in environmental economics.

Appendix I

So far, we’ve completed natural capital balance sheets for our U.S. timberland investments. Our assessment considered the following factors: revenue
from timberland sales, CO2e sequestered by woodlands, income from carbon credit sales, CO2e emitted by operations, PM2.5 removed by woodland,
revenue from the sale of hunting licenses, and recreation welfare value.
We plan to expand this approach across our global timberland and agriculture portfolio in 2024.

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Generalrequirements

Proposed food sector core disclosure indicators and metrics
Indicator

Response

Deforestation-free products

100% of the agriculture and timberland assets we manage for clients adhere to our policy on deforestation, which prohibits the clearing and conversionof forests with high conservation or cultural value, and commits to following appropriate deforestation cutoff dates defined by the most relevant biome orgeography-specific deforestation protocols in areas where we invest. Read our full policy.

Regenerative or sustainable land management

93% of our clients’ farms use three or more regenerative soil health practices.13 Percentage of agriculture properties that deployed each of the following
regenerative practices:· Crop residues: 92%· Conservation tillage: 89%· Soil amendment: 67%· Cover crop: 65%· Crop rotation: 46%· Nonproductive vegetation: 43%· Rotational grazing: 4%· Intercropping: 2%

Section 2:
Recommended
disclosures
Appendix I

Waste management

No data available

Products from areas of water stress

The following data presents a water risk assessment of Manulife agriculture managed assets as scored by The WRI’s Aqueduct Water Risk Atlas tool.
This tool provides geographic assessments of water risk under the topics of physical water quantity and quality, and regulatory and reputational risk. The
data presented is weighted by asset count with a geographical resolution of local county or equivalent jurisdiction. The risk rating is helpful to identify
potential risk, but does not account for granular asset level water supply characteristics (such as whether the asset is part of a water district or hasaccess to multiple water sources) or water management plans that are employed by Manulife Agriculture that may in part or whole mitigate the water
risks identified by the WRI Aqueduct tool. The percentage of agriculture properties’ baseline water stress are14:· Extremely high: 22%· High: 17%· Medium-high: 11%· Low-medium: 19%· Low: 30%· Arid and low-use land: 2%15

13 The statistics shown represent 90% of properties within the 2022 agriculture portfolio. Statistics do not include properties belonging to any of the following categories: properties under management for less than the full 2022
calendar year; properties not in operation during the 2022 calendar year; properties managed by third parties other than tenants (e.g., management companies); and farmland plus assets. 14 The WRI’s Aqueduct Water Risk Atlas tool
was used to assess the agriculture portfolio. Properties were scored based on the counties or regions they were in. 15 Note figures may not sum to 100% due to rounding.

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Appendix I

Proposed additional food sector disclosure indicators and metrics
Indicator

Response

Land-use change (>10%, >20% natural vegetation)

22% of eligible cropland manages ≥ 10% natural vegetation per acre16
8% of eligible cropland manages ≥ 20% natural vegetation per acre

Land-use change (actual and potential yield by crop)

No data available

Land-use change (crop breed diversity)

No data available

GHG emissions from refrigerants

0 tCO2e17

Water pollution (water discharged per tonne of crop)

No data available

Water pollution (wastewater discharged)

No data available

Water pollution (loading rate)

No data available

Waste (% food loss)

No data available

Waste (nutritional density of food waste)

No data available

Waste (weight of nonplastic packaging)

No data available

Waste (% nonplastic packaging from sustainable
materials, % that is recycled, reused, or composted)

No data available

Soil pollution (avoided pesticide per hectare)

No data available

Soil pollution (nitrogen use efficiency)

No data available

Biological alterations

Not applicable

Ecosystem condition (soil degradation)

No data available

Ecosystem condition (litter in water column)

No data available

Ecosystem condition (eutrophication)

No data available

Ecosystem condition (pesticides by location)

No data available

16 Property acres of nonproductive vegetation (grassed waterways and native corners, for example) relative to total acres of the property. If properties had >10% or >20%, they were included in the statistic. 17 Agriculture infrastructure
investments that use refrigerants all use closed-looped systems.

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Indicator

Response

Ecosystem condition (volume of discharge flow and massof nutrients)

No data available

Ecosystem condition (change in soil organic carbon stocks
over 5+ years)

Of a 32-property sample of properties (13% of the overall portfolio), there has been an increase in soil organic carbon (SOC) of 157,215 tCO2e incomparison to the lowest measured value between 2017 and the most recent measure of 2023. The sample of properties currently has a total of
2,039,403 tCO2e of SOC, with a potential maximum capacity of 3,570,728 tCO2e (57% of the potential).

Extinction risk (Species Threat Abatement Restoration)

No data available

Extinction risk (Red List Index)

No data available

Population size (local species population index)

No data available

Population size (diversity of pollinators and natural predators)

No data available

Appendix I

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manulifeim.com/institutional/global/en/sustainability
Section 2:
Recommended
disclosures
Appendix I

It should not be assumed that any ESG or sustainability initiatives, standards, or metrics described herein will apply to each asset in which Manulife Investment Management invests or that any ESG or sustainability initiatives, standards, or metrics describedhave applied to any individual prior investment of Manulife Investment Management. There is no guarantee that any initiatives or anticipated developments described herein will ultimately be successful or achieve anticipated outcomes. Environmental,social and governance (ESG) factors are only some of many considerations that Manulife Investment Management takes into account when making investment decisions, and other considerations can be expected in certain circumstances to outweigh ESG
considerations. Any ESG or sustainability initiatives described will be implemented with respect to a portfolio investment solely to the extent Manulife Investment Management determines such initiative is consistent with its broader investment goals. Individual
portfolio management teams may hold different views and make different investment decisions for different clients, and views may change over time. Investors should always read the current investment services information or fund offering documents before
deciding to select an investment manager or to invest in a fund.
The case study/ies shown here are for illustrative purposes only, do not represent all of the investments made, sold, or recommended for client accounts, and should not be considered an indication of the ESG integration, performance, orcharacteristics of any current or future Manulife Investment Management product or investment strategy.
Manulife Investment Management conducts many ESG engagements each year but does not engage on all issues or with all issuers in our portfolios. We also frequently conduct collaborative engagements in which we do not set the terms ofengagement but lend our support in order to achieve a desired outcome. Where we own and operate physical assets, we seek to weave sustainability into our operational strategies and execution. The case studies shown are illustrative of different typesof engagements across our in-house investment teams, asset classes and geographies in which we operate. While we conduct outcome-based engagements to enhance long term-financial value for our clients, we recognize that our engagements may
not necessarily result in outcomes which are significant or quantifiable. In addition, we acknowledge that any observed outcomes may be attributable to factors and influences independent of our engagement activities. The case studies shown are asampling across issues and geographies. Our approach to ESG investing and incorporation of ESG principles into the investment process differs by investment strategy and investment team. It should not be assumed that an investment in the company
discussed herein was or will be profitable. Actual investments will vary and there is no guarantee that a particular fund or client account will hold the investments or reflect the characteristics identified herein. Please see our ESG policies for details.
We consider that the integration of sustainability risks in the decision-making process is an important element in determining long-term performance outcomes and is an effective risk mitigation technique. Our approach to sustainability provides aflexible framework that supports implementation across different asset classes and investment teams. While we believe that sustainable investing will lead to better long-term investment outcomes, there is no guarantee that sustainable investing
will ensure better returns in the longer term. In particular, by limiting the range of investable assets through the exclusionary framework, positive screening and thematic investment, we may forego the opportunity to invest in an investment which weotherwise believe likely to outperform over time.
Investing involves risks, including the potential loss of principal. Financial markets are volatile and can fluctuate significantly in response to company, industry, political, regulatory, market, or economic developments. These risks are magnified forinvestments made in emerging markets. Currency risk is the risk that fluctuations in exchange rates may adversely affect the value of a portfolio’s investments.
The information provided does not take into account the suitability, investment objectives, financial situation, or particular needs of any specific person. You should consider the suitability of any type of investment for your circumstances and, if
necessary, seek professional advice.
This material is intended for the exclusive use of recipients in jurisdictions who are allowed to receive the material under their applicable law. The opinions expressed are those of the author(s) and are subject to change without notice. Our investment
teams may hold different views and make different investment decisions. These opinions may not necessarily reflect the views of Manulife Investment Management or its affiliates. The information and/or analysis contained in this material has been
compiled or arrived at from sources believed to be reliable, but Manulife Investment Management does not make any representation as to their accuracy, correctness, usefulness, or completeness and does not accept liability for any loss arising fromthe use of the information and/or analysis contained. The information in this material may contain projections or other forward-looking statements regarding future events, targets, management discipline, or other expectations, and is only current asof the date indicated. The information in this document, including statements concerning financial market trends, are based on current market conditions, which will fluctuate and may be superseded by subsequent market events or for other reasons.
Manulife Investment Management disclaims any responsibility to update such information.

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Appendix I

manulifeim.com/institutional/global/en/sustainability
Neither Manulife Investment Management or its affiliates, nor any of their directors, officers or employees shall assume any liability or responsibility for any direct or indirect loss or damage or any other consequence of any person acting or not acting inreliance on the information contained here. All overviews and commentary are intended to be general in nature and for current interest. While helpful, these overviews are no substitute for professional tax, investment or legal advice. Clients should seek
professional advice for their particular situation. Neither Manulife, Manulife Investment Management, nor any of their affiliates or representatives is providing tax, investment or legal advice. This material was prepared solely for informational purposes, does
not constitute a recommendation, professional advice, an offer or an invitation by or on behalf of Manulife Investment Management to any person to buy or sell any security or adopt any investment strategy, and is no indication of trading intent in any fundor account managed by Manulife Investment Management. No investment strategy or risk management technique can guarantee returns or eliminate risk in any market environment. Diversification or asset allocation does not guarantee a profit or protect
against the risk of loss in any market. Unless otherwise specified, all data is sourced from Manulife Investment Management. Past performance does not guarantee future results.
Manulife Investment Management
Manulife Investment Management is the global wealth and asset management segment of Manulife Financial Corporation. We draw on more than a century of financial stewardship to partner with clients across our institutional, retail, and retirementbusinesses globally. Our specialist approach to money management includes the highly differentiated strategies of our fixed-income, specialized equity, multi-asset solutions, and private markets teams—along with access to specialized, unaffiliatedasset managers from around the world through our multimanager model.
This material has not been reviewed by, is not registered with any securities or other regulatory authority, and may, where appropriate, be distributed by the following Manulife entities in their respective jurisdictions. Additional information about Manulife
Investment Management may be found at manulifeim.com/institutional.
Australia: Manulife Investment Management Timberland and Agriculture (Australasia) Pty Ltd, Manulife Investment Management (Hong Kong) Limited. Canada: Manulife Investment Management Limited, Manulife Investment Management Distributors Inc.,
Manulife Investment Management (North America) Limited, Manulife Investment Management Private Markets (Canada) Corp. China: Manulife Overseas Investment Fund Management (Shanghai) Limited Company. European Economic Area Manulife
Investment Management (Ireland) Ltd. which is authorised and regulated by the Central Bank of Ireland. Hong Kong: Manulife Investment Management (Hong Kong) Limited. Indonesia: PT Manulife Aset Manajemen Indonesia. Japan: Manulife Investment
Management (Japan) Limited. Malaysia: Manulife Investment Management (M) Berhad 200801033087 (834424-U). Philippines: Manulife Investment Management and Trust Corporation. Singapore: Manulife Investment Management (Singapore) Pte.
Ltd. (Company Registration No. 200709952G). South Korea: Manulife Investment Management (Hong Kong) Limited. Switzerland: Manulife IM (Switzerland) LLC. Taiwan: Manulife Investment Management (Taiwan) Co. Ltd. United Kingdom: Manulife
Investment Management (Europe) Ltd. which is authorised and regulated by the Financial Conduct Authority. United States: John Hancock Investment Management LLC, Manulife Investment Management (US) LLC, Manulife Investment Management Private
Markets (US) LLC and Manulife Investment Management Timberland and Agriculture Inc. Vietnam: Manulife Investment Fund Management (Vietnam) Company Limited.
Hancock Natural Resource Group, Inc. became Manulife Investment Management Timberland and Agriculture Inc. on November 15, 2021. Manulife, Manulife Investment Management, Stylized M Design, and Manulife Investment Management & Stylized M
Design are trademarks of The Manufacturers Life Insurance Company and are used by it, and by its affiliates under license.
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