Structuring Waterfall Provisions in LLC and Partnership Agreements Navigating Complex Distribution Structures, Minimizing Negative Tax Consequences

Total Page:16

File Type:pdf, Size:1020Kb

Structuring Waterfall Provisions in LLC and Partnership Agreements Navigating Complex Distribution Structures, Minimizing Negative Tax Consequences Presenting a live 90-minute webinar with interactive Q&A Structuring Waterfall Provisions in LLC and Partnership Agreements Navigating Complex Distribution Structures, Minimizing Negative Tax Consequences WEDNESDAY, APRIL 24, 2019 1pm Eastern | 12pm Central | 11am Mountain | 10am Pacific Today’s faculty features: James R. Browne, Partner, Barnes & Thornburg, Dallas Phyllis A. Schwartz, Partner, Schulte Roth & Zabel, New York The audio portion of the conference may be accessed via the telephone or by using your computer's speakers. Please refer to the instructions emailed to registrants for additional information. If you have any questions, please contact Customer Service at 1-800-926-7926 ext. 1. NOTE: If you are seeking CPE credit, you must listen via your computer — phone listening is no longer permitted. Tips for Optimal Quality FOR LIVE EVENT ONLY Sound Quality If you are listening via your computer speakers, please note that the quality of your sound will vary depending on the speed and quality of your internet connection. If the sound quality is not satisfactory, you may listen via the phone: dial 1-888-450-9970 and enter your PIN when prompted. Otherwise, please send us a chat or e-mail [email protected] immediately so we can address the problem. If you dialed in and have any difficulties during the call, press *0 for assistance. NOTE: If you are seeking CPE credit, you must listen via your computer — phone listening is no longer permitted. Viewing Quality To maximize your screen, press the F11 key on your keyboard. To exit full screen, press the F11 key again. Continuing Education Credits FOR LIVE EVENT ONLY In order for us to process your continuing education credit, you must confirm your participation in this webinar by completing and submitting the Attendance Affirmation/Evaluation after the webinar. A link to the Attendance Affirmation/Evaluation will be in the thank you email that you will receive immediately following the program. For CPE credits, attendees must participate until the end of the Q&A session and respond to five prompts during the program plus a single verification code. In addition, you must confirm your participation by completing and submitting an Attendance Affirmation/Evaluation after the webinar. For additional information about continuing education, call us at 1-800-926-7926 ext. 2. Program Materials FOR LIVE EVENT ONLY If you have not printed the conference materials for this program, please complete the following steps: • Click on the ^ symbol next to “Conference Materials” in the middle of the left- hand column on your screen. • Click on the tab labeled “Handouts” that appears, and there you will see a PDF of the slides for today's program. • Double click on the PDF and a separate page will open. • Print the slides by clicking on the printer icon. STRUCTURING WATERFALL PROVISIONS IN LLC AND PARTNERSHIP AGREEMENTS Phyllis A. Schwartz, Partner James R. Browne, Partner Schulte Roth & Zabel LLP Barnes & Thornburg LLP 919 Third Avenue 2100 McKinney Avenue, Suite 1250 New York, NY 10022 Dallas, TX 75201-6908 [email protected] [email protected] April 24, 2019 Agenda I. Waterfall Provisions Generally II. Determining and Drafting Waterfall Provisions III. Understanding Economic Arrangements of Parties IV. Tailoring Accounting and Tax Allocations V. Implications of New IRS Partnership Audit Rules Nomenclature This presentation generally uses the terms “partnership” and “partner” to mean either (a) a partnership that is classified as such for tax purposes and its partners, or (b) a limited liability company (LLC) that is so classified and its members. The business, legal, and tax considerations for both types of entities and their owners are the same unless otherwise noted. STRUCTURING WATERFALL PROVISIONS | 6 IN LLC AND PARTNERSHIP AGREEMENTS I. Waterfall Provisions Generally I. Waterfall Provisions Generally A. Waterfall provisions define how money and other property are distributed by a partnership to its partners 1. Distributions to partners are analogous to dividends paid by corporations, but partnership and limited liability company laws provide greater flexibility in deciding how to apportion such payments 2. Waterfalls are used in partnership agreements for a wide range of investment and operating businesses, including private equity funds and real estate partnerships B. Distribution provisions specify when distributions are made to partners and to which partners 1. Distributions can be made to redeem equity interests in partnerships, but are more commonly made to allow partners to participate in the cash flows and profits of investment funds and operating businesses C. The term "waterfall" implies that certain partners are granted priority distribution rights over other partners 1. Without such priorities, distributions would be made in accordance with state laws and generally would be made to partners in proportion to amount invested by the partners in the partnership 2. Partnership agreements override applicable laws in determining how to make distributions STRUCTURING WATERFALL PROVISIONS | 8 IN LLC AND PARTNERSHIP AGREEMENTS II. Determining and Drafting Waterfall Provisions II. Determining and Drafting Waterfall Provisions A. Relative Economic Rights 1. If all partners share in all distributions proportionately to their capital invested in the partnership, then a waterfall is unnecessary 2. Waterfalls are designed to allow a partner to receive a percentage of profits of the partnership that exceed that partner's relative capital contributed to the partnership a. The percentage of profits that does not correlate with the percentage of capital contributed to the partnership is referred to as the "carried interest" in private equity funds b. It is important to distinguish profits interests from capital distributions, which have different tax implications 3. When some partners have priorities to distributions over others, the nature of those priorities are specified in partnership agreements 4. Types of priorities are defined in waterfall provisions (e.g., return of capital; "preferred return"; "catch-up" and "carried interest") 5. Waterfall provisions are typically categorized in two ways: (1) "back-ended" or "European" or (2) "deal-by-deal" 6. Types of distribution matter (e.g., cash flow, dispositions, tax, in-kind) B. Timing of Distributions 1. Specific times – Quarterly, Annually, Estimated Taxes 2. Specific events – Capital Events, Receipt of Cash STRUCTURING WATERFALL PROVISIONS | 11 IN LLC AND PARTNERSHIP AGREEMENTS II. Determining and Drafting Waterfall Provisions, Continued C. Amount of Distributions 1. Proceeds from dispositions, after payment of expenses and obligations 2. Reinvestment 3. Preconditions to making distributions Repayment of debt, payment of fees, reserves, etc. D. Recalls of Distributions 1. Distributions are subject to recall rights by a private equity fund under specified situations a. Distributions made out of the initial capital contributions made by new partners b. Distributions made from the proceeds of a company sold within a "quick flip" period (generally 12 – 24 months), up to the amount invested by the fund in the company sold c. Distributions recalled to allow a fund to make indemnification payments d. Distributions of up to the amount previously contributed by partners to the partnership that were used for partnership expenses e. Distributions recalled to fund partnership audit adjustments under new partnership audit rules f. Excess tax distributions 2. Such recalls are subject to time limits and other partnership restrictions and limits STRUCTURING WATERFALL PROVISIONS | 12 IN LLC AND PARTNERSHIP AGREEMENTS II. Determining and Drafting Waterfall Provisions, Continued E. Waterfall provisions should only address distributions to partners, not payments of fees, liabilities F. Include a catch-all provision to address orphaned money or non-investment income G. If the partnership agreement includes tag-along, drag-along, change of control provisions, they should also incorporate waterfall apportionments STRUCTURING WATERFALL PROVISIONS | 13 IN LLC AND PARTNERSHIP AGREEMENTS III. Understanding Economic Arrangements of Parties III. Understanding Economic Arrangements of Parties A. Initially, apportion amount to be distributed among investors B. Identify whether there is a Back-Ended/"European" Waterfall or "Deal-By-Deal" Waterfall C. Back-Ended/"European" Waterfall vs. Deal-By–Deal Waterfall 1. Will Investors receive 100% of their capital contributions first or just a portion of their capital contributions? 2. If deal-by-deal, then investors recoup the cost of deals disposed of, plus allocable expenses 3. Write-offs and permanent write-downs are deemed dispositions D. Priority Returns 1. Once investors receive their capital distribution, they may be entitled to a priority return (or "preferred return"). Some investors prefer that the preferred return be paid before capital contributions are returned (similar to interest first on debt). 2. A private equity fund preferred return is typically 8% per annum, compounded annually 3. Credit funds have lower preferred return rates – 6% 4. Venture funds do not typically pay a preferred return 5. Real estate funds may use multiple “IRR” hurdles as the preferred return measurement. IRR hurdles are difficult to draft than more commonly understood preferred return hurdles. STRUCTURING WATERFALL PROVISIONS | 15 IN LLC AND PARTNERSHIP AGREEMENTS III. Understanding Economic Arrangements of Parties, Continued
Recommended publications
  • Fund Formation: Attracting Global Investors
    Research Fund Formation: Attracting Global Investors Global, Regulatory and Tax Environment impacting India focused funds October 2020 Fund Formation: Attracting Global Investors Global, Regulatory and Tax Environment impacting India focused funds October 2020 [email protected] DMS Code: #565,364 © Nishith Desai Associates 2020 Fund Formation: Attracting Global Investors Global, Regulatory and Tax Environment impacting India focused funds About NDA We are an India Centric Global law firm (www.nishithdesai.com) with four offices in India and the only law firm with license to practice Indian law from our Munich, Singapore, Palo Alto and New York offices. We are a firm of specialists and the go-to firm for companies that want to conduct business in India, navigate its complex business regulations and grow. Over 70% of our clients are foreign multinationals and over 84.5% are repeat clients. Our reputation is well regarded for handling complex high value transactions and cross border litigation; that prestige extends to engaging and mentoring the start-up community that we passionately support and encourage. We also enjoy global recognition for our research with an ability to anticipate and address challenges from a strategic, legal and tax perspective in an integrated way. In fact, the framework and standards for the Asset Management industry within India was pioneered by us in the early 1990s, and we continue remain respected industry experts. We are a research based law firm and have just set up a first-of-its kind IOT-driven Blue Sky Thinking & Research Campus named Imaginarium AliGunjan (near Mumbai, India), dedicated to exploring the future of law & society.
    [Show full text]
  • Overview of Private Equity Markets
    National Conference on Public Employee Retirement Systems Overview of Private Equity Markets Jason Jenkins, Pathway Capital NCPERS UNIVERSITY: Program for Advanced Trustee Studies (PATS) May 18 ‐ 19 Austin, TX National Conference on Public Employee Retirement Systems Agenda . Private Equity Overview . Investment Strategies . Terms and Fees . Implementation/Keys to Success 2 National Conference on Public Employee Retirement Systems Private Equity – BIG Deal? “Private Equity Continues . $3.4 trillion in Assets Under Positive Annualized Returns for Management Long-Term Investors” . Over 65,000 PE-backed companies . Over 15 million employed by PE- backed companies “Private equity basks in ‘golden . In 2018: age’ of returns” . 24,444 transactions worldwide . $563 billion invested globally . $416 billion in M&A exit value SOURCE: Mergermarket, Preqin, and Pitchbook. 3 National Conference on Public Employee Retirement Systems Private Equity Is... Investments in privately held companies in various stages of development, within a variety of strategies, including venture capital, growth equity, and buyouts. Liquid investments . Illiquid investments . Purchased through exchanges vs. Privately negotiated transactions . Dispersed ownership . Significant ownership . Passive strategy . Active strategy 4 National Conference on Public Employee Retirement Systems Private Company Opportunities–Access to Expanded Opportunity Set PRIVATE COMPANY OPPORTUNITY SET BUYOUT-BACKED COMPANY GROWTH Number of U.S. Companies Number of U.S. Companies Revenues of $10 million and Above Public vs. Buyout-Backed SOURCE: Capital IQ Database, May 16, 2018. Source: World Bank, Pitchbook. aAs of September 30, 2018. Since 2000, the number of PE-backed companies has grown, whereas the number of public companies has declined. 5 National Conference on Public Employee Retirement Systems Private Equity: Opportunity for Strong Returns .
    [Show full text]
  • Public Employees Retirement Association Report
    New Mexico Legislative Council Service Fiduciary Review of the Public Employees Retirement Association February 28, 2010 (This page left blank intentionally) TABLE OF CONTENTS 1 Introduction • Purpose • Scope of Review • Methodology • Acknowledgements • Disclaimer 2 Governance and Organizational Structure • Overview • Findings and Analysis - Composition and Size of the Board - Board Terms of Service - Board Member Expertise - Board Responsibilities - Ethical Considerations and Compliance - Delegation by the Board - Staffing - Budget and Financial Resources • Conclusions • Recommendations on Governance and Organizational Structure 3 Policies, Procedures, and Practices • Overview • Findings and Analysis - Asset Allocation - Asset Classes - Rebalancing of Assets - Investment Goals and Risk Tolerance - Written Investment Policy Statement - Manager Structure - Selection of Investment Managers and Custodian - Alternative Investments - Benchmarks - Compensation of Managers - Role and Qualification of Placement Agents - Performance Reporting • Conclusions • Recommendations on Policies, Procedures, and Practices 4 Summary of Recommendations 5 Appendices • Appendix A – Examples of Board Responsibilities for a Board Charter • Appendix B – Examples of Responsibilities for Individual Board Members for a Board Member Position Description • Appendix C – Useful Reports for an Investment Committee • Appendix D – Sample CIO Position Description • Appendix E - Sample Accountability Matrix for Key Investment Responsibilities • Appendix F – Use of Third Party
    [Show full text]
  • Private Equity Review
    the Private Equity Review Private Private Equity Review Eighth Edition Editor Stephen L Ritchie Eighth Edition Eighth lawreviews © 2019 Law Business Research Ltd Private Equity Review Eighth Edition Reproduced with permission from Law Business Research Ltd This article was first published in June 2019 For further information please contact [email protected] Editor Stephen L Ritchie lawreviews © 2019 Law Business Research Ltd PUBLISHER Tom Barnes SENIOR BUSINESS DEVELOPMENT MANAGER Nick Barette BUSINESS DEVELOPMENT MANAGER Joel Woods SENIOR ACCOUNT MANAGERS Pere Aspinall, Jack Bagnall ACCOUNT MANAGERS Olivia Budd, Katie Hodgetts, Reece Whelan PRODUCT MARKETING EXECUTIVE Rebecca Mogridge RESEARCH LEAD Kieran Hansen EDITORIAL COORDINATOR Tommy Lawson HEAD OF PRODUCTION Adam Myers PRODUCTION EDITOR Robbie Kelly SUBEDITOR Charlotte Stretch CHIEF EXECUTIVE OFFICER Paul Howarth Published in the United Kingdom by Law Business Research Ltd, London 87 Lancaster Road, London, W11 1QQ, UK © 2019 Law Business Research Ltd www.TheLawReviews.co.uk No photocopying: copyright licences do not apply. The information provided in this publication is general and may not apply in a specific situation, nor does it necessarily represent the views of authors’ firms or their clients. Legal advice should always be sought before taking any legal action based on the information provided. The publishers accept no responsibility for any acts or omissions contained herein. Although the information provided is accurate as at April 2019, be advised that this
    [Show full text]
  • 3/29/2016 Special Meeting
    Oregon Investment Council March 29, 2016 Special Meeting 10:00 AM Oregon State Treasury 16290 SW Upper Boones Ferry Road Tigard, OR 97224 Katy Durant Chair John Skjervem Chief Investment Officer Ted Wheeler State Treasurer OREGON INVESTMENT COUNCIL Agenda March 29, 2016 Special Meeting 10:00 AM Oregon State Treasury Investment Division Crater Lake Conference Room 16290 SW Upper Boones Ferry Road Tigard, OR 97224 Time Action Items Presenter Tab 10:00 AM 1. Cinven Sixth Fund, L.P. – OPERF Private Equity Michael Langdon 1 Senior Investment Officer Public Comment Invited Katy Durant Rukaiyah Adams Rex Kim John Russell Ted Wheeler Steve Rodeman Chair Vice Chair Member Member State Treasurer PERS Director Cinven Fund VI, L.P. Purpose Subject to satisfactory negotiation of terms and conditions with Staff working in concert with legal counsel, Staff recommends approval of a $250 million commitment to Cinven Fund VI, L.P. (the “Fund” or “Fund VI”) for the OPERF Private Equity Portfolio. This proposed commitment represents the planned continuation of an existing general partner relationship. Background The Fund is being formed and sponsored by Cinven Limited (“Cinven” or the “Firm”), and will continue the successful sector-focused, large European buyout strategy employed in the Firm’s first five funds. Cinven was founded in 1995 when the investment management division of British Coal went independent via a management buyout. With the various British Coal pension funds as anchor investors, Cinven launched its first institutional fund in 1996, raising €1.6 billion. Over time, Cinven has raised successively larger funds, and grown from the original eleven investment professionals operating from a single office in London to 65 investment professionals operating from offices in London, Paris, Frankfurt, Milan, Madrid, and with support offices in New York and Hong Kong.
    [Show full text]
  • Public Company Analysis 6
    MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION NOVEMBER 2014 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION NOVEMBER 2014 REPORT Measurement & Creativity Thoughts for 2015 Very simply, mobile marketing will continue to present the highest growth opportunities for marketers faced with increasing profitability as well as reaching and engaging customers around the world. Widely acknowledged to be the channel that gets you the closest to your consumers, those marketers that leverage this uniqueness of mobile will gain competitive footholds in their vertical markets, as well as use mobile to transform their marketing and their business. The MMA will be focused on two cores issues which we believe will present the biggest opportunities and challenges for marketers and the mobile industry in 2015: Measurement and Creativity. On the measurement side, understanding the effectiveness of mobile: the ROI of a dollar spent and the optimized level for mobile in the marketing mix will become more and more critical as increased budgets are being allocated towards mobile. MMA’s SMoX (cross media optimization research) will provide the first-ever look into this. Additionally, attribution and understanding which mobile execution (apps, video, messaging, location etc…) is working for which mobile objective will be critical as marketers expand their mobile strategies. On the Creative side, gaining a deeper understanding of creative effectiveness cross-screen and having access to case studies from marketers that are executing some beautiful campaigns will help inspire innovation and further concentration on creating an enhanced consumer experience specific to screen size. We hope you’ve had a successful 2014 and we look forward to being a valuable resource to you again in 2015.
    [Show full text]
  • June 1, 2016 9:00 AM
    Oregon Investment Council June 1, 2016 9:00 AM PERS Headquarters th 11410 S.W. 68 Parkway Tigard, OR 97223 Katy Durant Chair John Skjervem Chief Investment Officer Ted Wheeler State Treasurer OREGON INVESTMENT COUNCIL Agenda June 1, 2016 9:00 AM PERS Headquarters 11410 S.W. 68th Parkway Tigard, OR 97223 Time A. Action Items Presenter Tab 9:00-9:05 1. Review & Approval of Meeting Minutes Katy Durant 1 April 20, 2016 OIC Chair Committee Reports John Skjervem Chief Investment Officer 9:05-9:45 2. Permira VI, L.P. Michael Langdon 2 OPERF Private Equity Portfolio Senior Investment Officer, Private Equity Sam Green Investment Officer, Private Equity Jeffrey Goldberger TorreyCove Capital Partners Tom Lister Co-Managing Partner, Permira 9:45-9:55 3. OIC Real Estate Consultant Recommendation Anthony Breault 3 Senior Investment Officer, Real Estate 9:55-10:15 4. Oregon Savings Growth Plan Karl Cheng 4 Annual Review and Update Investment Officer, Portfolio Risk and Research Roger Smith OSGP Manager Kathy Gannon OSGP Program Coordinator Katy Durant Rukaiyah Adams Rex Kim John Russell Ted Wheeler Steve Rodeman Chair Vice Chair Member Member State Treasurer PERS Director OIC Meeting Agenda June 1, 2016 Page 2 B. Information Items 10:15-10:30 5. Oregon Intermediate Term Pool Tom Lofton 5 Annual Review and Update Investment Officer, Fixed Income 10:30-10:45 -------------------- BREAK -------------------- 10:45-11:05 6. OST Compliance Program Priyanka Shukla 6 Initial Report Senior Investment Compliance Officer Karl Hausafus General Counsel & Chief Compliance Officer 11:05-11:25 7. OPERF Performance & Risk Update Karl Cheng 7 Q1 2016 Report Jim Callahan Janet Becker-Wold Callan Associates 11:25-11:30 8.
    [Show full text]
  • Distribution Waterfalls
    Distribution Waterfalls THE DEFINITIVE GUIDE FOR LIMITED PARTNERS LPs Are Diving into Waterfalls Investing is about returns, and in private equity, how those returns are distributed to investors is dictated by the waterfall provisions of the Limited Partnership Agreement. Yet, many investors have been paying Despite the challenges, many LPs investment data, these organizations less attention to this important are taking the plunge and wading are helping to break open the “black calculation than they should, mainly deeper into waterfalls in order box” and giving LPs the information because of the complexity of the to understand and project their they need to understand and monitor calculation and the difficulty in impact on investment returns. the waterfall. getting enough detailed information The sense of urgency has been to review it for reasonableness. spurred on by recent cases in which This white paper examines the high-profile institutional investors importance of distribution waterfalls, Part of the problem lies in the lack failed to recognize and understand the difference between the European of consistency around the data performance fees charged by the and American models, and the General Partners (GPs) provide to GPs. Across the board, LPs are key elements that LPs need to their investors, but the complexity becoming more rigorous about understand in order to confidently of the waterfall calculations has monitoring their investments review waterfall calculations. also created a considerable barrier. and more proactive about raising
    [Show full text]
  • The Role of Deal-Level Compensation in Leveraged Buyout Performance
    The Role of Deal‐Level Compensation in Leveraged Buyout Performance Sven Fürth1 | Christian Rauch2| Marc Umber3 September 2013 Abstract This paper analyzes the influence of deal‐level compensation structures for buyout fund managers on the performance of Leveraged Buyouts. We use a unique and hand‐collected data set of 93 LBO deals in the United States over the period 1999‐2008 for which we can distinguish between different fund‐ and deal‐level compensation components that fund managers receive. Our results show that higher deal‐level compensation is negatively related to deal‐level performance. A one percent increase in the fees‐to‐proceeds ratio lowers the return to LPs by 127 percentage points. We also document that the occurrence of deal‐level fees does not depend on the structure of the fund‐level compensation structures, but instead on the profitability of the LBO target company and the historic performance of the buyout firm. These results are robust to changing market environments, characteristics of the LBO and restructuring activities in the target company, terms of the partnership agreements between investors and fund managers, fund structure and –profitability and different performance measures. JEL classification: G23, G24, G34, G12, G15 Keywords: Private Equity, IPO, Insider Trading, Buyout 1 Goethe University Frankfurt, Finance Department, House of Finance, Grueneburgplatz 1, 60323 Frankfurt am Main, Germany. Phone: +49‐(0)69‐798‐33727. E‐mail: [email protected]‐frankfurt.de. 2 (Corresponding Author) Goethe University Frankfurt, Finance Department, House of Finance, Grueneburgplatz 1, 60323 Frankfurt am Main, Germany. Phone: +49‐(0)69‐798‐33731. E‐mail [email protected].
    [Show full text]
  • City of Baltimore Fire & Police Employees' Retirement System
    DIVERSIFIED REAL ASSETS MANAGER SEARCH CITY OF BALTIMORE FIRE & POLICE EMPLOYEES’ RETIREMENT SYSTEM September 2019 Kristin Finney-Cooke, CAIA, Senior Consultant Kevin Leonard, Partner Andrew Brett, Director of Real Asset Research BOSTON | ATLANTA | CHARLOTTE | CHICAGO | DETROIT | LAS VEGAS | PORTLAND | SAN FRANCISCO REAL ASSETS PLAN RECOMMENDATION • NEPC recommends the following investment pacing model to achieve the target allocations: – 2019: Committed $30 million to a LaSalle Income & Growth Fund VIII; commit $40 million to a diversified real assets fund(s) and redeem $20 million from core real estate • NEPC has provided four managers that have been profiled in the book to be interviewed as finalists – Landmark, Private Advisors, Brookfield and JLC • NEPC recommends two managers be selected for the 2019 diversified real asset fund mandate, each receiving ~$20M – Landmark or Private Advisors – Brookfield or JLC • Landmark and Private Advisors are both multimanager real asset strategies focused primarily on investing through secondaries and co- investments – Landmark will have a infrastructure focus – Private Advisors will focus across the real assets spectrum (e.g. energy, infrastructure, metals and agriculture) • Brookfield and JLC are both high quality infrastructure funds 2 REAL ASSETS • “Real assets” refers to the ownership of a hard asset and/or access to a natural resource – There are many sub-strategies within real assets, and most can be accessed through public or private markets • Hard asset sub-strategies can include: – Real
    [Show full text]
  • Standardized Due Diligence Questionnaire
    Table of Contents Overview ........................................................................ i Frequently Asked Questions ...................................... ii Cover Sheet .................................................................. 1 Basic Questions........................................................... 2 Detailed Questions ...................................................... 7 Appendix A - Requested Documents .........................A Appendix B - Templates: Team Members ..................B Appendix C - Templates: References ........................C Appendix D - Templates: Fund ...................................D Appendix E - Templates: Portfolio Investments ....... E New in Version 1.1 (released in September 2016) o Added new questions regarding compliance with the ILPA Reporting Template (released in Jan. 2016) to the “Accounting / Valuation / Reporting” sections o Revised the original “Governance” and “Risk / Compliance / ESG” sections to reflect PRI’s new LP Responsible Investment DDQ, and to re-order/merge/edit existing questions from these sections o Refreshed existing web links, font, and formatting, as needed New in Version 1.2 (released in September 2018) o Added Section 14 (Diversity and Inclusion) to both the Basic Questions and Detailed Questions sections of the questionnaire o Added six new documents to Appendix A (currently numbered 20-25), including the new Team Diversity Template o Clarified Question 4.4 of the Detailed Questions section A red-line version, highlighting the changes to v1.2, is available on ilpa.org. Institutional Limited Partners Association 700 12th Street NW, Suite 700 Washington, D.C., 20005 USA Phone: (416) 941-9393 Fax: (416) 941-9307 Email: [email protected] Disclaimer: All interested parties should, subject to applicable laws, respect the confidentiality of information contained in reports provided in connection with investments. The ILPA Due Diligence Questionnaire (DDQ) reflects the view of the participants involved in the creation thereof as to best practices with respect to fund diligence.
    [Show full text]
  • Canada United Sta Bermuda
    AA- Ireland Netherlands Canada Belgium Germany United States France Bermuda Switzerland Luxembourg Hong Kong AA- Ireland Netherlands Canada Belgium Germany United States France Bermuda Switzerland Luxembourg Hong Kong INVESTMENTS DIVESTMENTS & DEALS & DISTRIBUTIONS INVESTMENTS DIVESTMENTS CUSTOMISED REPORTING FUNDRAISING& DEALS LIQUIDATION& DISTRIBUTIONS VALUE-ADDED SERVICES CUS TOMIS ED RISK MANAGEMENT & FUNDRAISING LIQUIDATION COMPLIANCE SERVICES V ALUE-ADDE INVESTMENTS DIVESTMENTS & DEALS & DISTRIBUTIONS INVESTMENTS DIVESTMENTS CUSTOMISED REPORTING FUNDRAISING& DEALS LIQUIDATION& DISTRIBUTIONS VALUE-ADDED SERVICES CUS TOMIS ED RISK MANAGEMENT & FUNDRAISING LIQUIDATION COMPLIANCE SERVICES V ALUE-ADDE 1.1 1.2 1.3 FOREWORD Despite the recent slowdown experienced by the industry, private equity continues to play a key role in the economy. It notably represents a fundamental source of support to non-listed 2.1 companies during their whole lifecycle. It also contributes directly towards the creation of companies, the promotion of innovation and new technologies, growth, employment and re- newal of the economic landscape. However, as an asset class, private equity is probably one of the less well understood seg- ments of the current financial markets. It is also certainly one of the most specialised. Com- 2.2 pared to other investment funds, private equity funds differ in strategy, operating model, structure and objective. As a clear understanding of the mechanisms of private equity is required, we thought it appropriate to develop this comprehensive brochure which covers the different aspects of 3.1 the industry. This guide will provide the reader with an insight into the main concepts and features of private equity, a market overview and a presentation of the main industry players, legal frameworks and vehicles.
    [Show full text]