Forward-Looking Statements
This report may contain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These statements include, but are not limited to, statements related to our expectations regarding the performance of our business, our financial results, our liquidity and capital resources, contingencies, our distributionexpectations regarding the impact of COVID-19, our dividend policy, our expected future dividend policy, the anticipated benefits from converting to a corporation and other non-historical statements. You can identify these forward-looking statements by the use of words such as “outlook,” “believes,” “expects,” “potential,” “continues,” “may,” “will,” “should,” “seeks,” “approximately,” “predicts,” “intends,” “plans,” “estimates,” “anticipates” or the negative version of these words or other comparable words. Such forward-looking statements are subject to various risks, uncertainties and assumptions. Accordingly, there are or will be important factors that could cause actual outcomes or results to differ materially from those indicated in these statements including, but not limited to, those listed below and those described under the section entitled “Risk Factors” in this report, as such factors may be updated from time to time in our periodic filings with the United States Securities and Exchange Commission (the “SEC”), which are accessible on the SEC’s website at www.sec.gov. These factors should not be construed as exhaustive and should be read in conjunction with the other cautionary statements that are included in this report and in our other periodic filings with the SEC. We undertake no obligation to publicly update or review any forward-looking statements, whether as a result of new information, future developments or otherwise, except as required by applicable law.
Summary of Risk Factors
The following is only a summary of the principal risks that may materially adversely affect our business, financial condition, results of operations and cash flows. The following should be read in conjunction with the complete discussion of risk factors we face, which are set forth in “Item 1A. Risk Factors”.
Risks Related to Our Company
•Our business could be negatively impacted in many ways by adverse economic and market conditions, other adverse events or conditions throughout the world, or changes in the debt financing markets, including by reducing the value or performance of investments made by our investment funds and reducing the ability of our funds to raise capital or obtain attractive financing or re-financing.
•The global pandemic of the novel coronavirus, or COVID-19, caused severe disruptions in the U.S. and global economies and has impacted, and may continue to impact our performance and results of operations.
•Our use of leverage may expose us to substantial risks and our revenue, earnings and cash flow are variable, which makes it difficult for us to achieve steady earnings growth on a quarterly basis.
•Our business could be adversely affected by the loss of services from or investor confidence in our Chief Executive Officer and other key personnel or by future difficulty in recruiting and retaining professionals.
•We may reduce our AUM, restrain its growth, reduce our fees or otherwise alter the terms under which we do business when we deem it in the best interest of our investors, even when such actions may be contrary to the near term interests of stockholders.
•We may not be successful in expanding into new investment strategies, markets and businesses, including business initiatives to increase the number and type of investment products we offer to retail investors.
•Operational risks, system security risks, breaches of data protection, cyberattacks or actions or failure to act by our employees or others with authorized access to our networks may disrupt our businesses, result in losses or limit our growth.
•Failure to maintain the security of our information and technology networks, intellectual property and proprietary business information could have a material adverse effect on us. Laws and regulations relating to privacy, data protection, data transfers, data localization, and data security worldwide may limit the use and adoption of our services and adversely affect our business.
•Extensive regulation in the United States and abroad, including financial regulations and changes thereto (such as those regarding derivatives and commodity interest transactions), affects our activities, increases the cost of doing business and creates the potential for significant liabilities, penalties and additional burdens.
•It is unclear what impact the United Kingdom’s exit from the European Union will have on the Company or the fund portfolio companies.
•The replacement of LIBOR with an alternative reference rate may adversely affect our credit arrangements and our collateralized loan obligation transactions.
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•We are subject to substantial litigation risks, including allegations of employee misconduct or fraud (including at our portfolio companies), and may face significant liabilities and damage to our professional reputation as a result of such allegations and negative publicity.
•Certain policies and procedures implemented to mitigate potential conflicts of interest and address certain regulatory requirements may reduce the synergies across our various businesses.
Risks Related to Our Business Operations
•Poor performance of our investment funds would cause a decline in our revenue, income and cash flow, may obligate us to repay carried interest previously paid to us, and could adversely affect our ability to raise capital. Our asset management business depends in large part on our ability to raise capital from third-party investors.
•Our investors may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.
•Valuation methodologies for certain assets in our funds can involve subjective judgments, and the fair value of assets established pursuant to such methodologies may be incorrect, which could result in the misstatement of fund performance and accrued performance allocations. Historical returns attributable to our funds should not be considered as indicative of the future results.
•Dependence on significant leverage in investments by our funds could adversely affect our ability to achieve attractive rates of return on those investments.
•The alternative asset management business is intensely competitive and we often pursue investment opportunities that involve business, regulatory, legal or other complexities and relatively high-risk, illiquid assets.
•The investments of our corporate private equity, real estate and Global Investment Solutions funds are subject to a number of inherent risks.
•Our investment funds may invest in companies that we do not control or that are based outside of the United States, assets denominated in currencies which differ from the currency in which the fund is denominated or make preferred and common equity investments that rank junior to preferred equity and debt.
•We may need to pay “giveback” obligations if they are triggered under the governing agreements with our investors.
•Third-party investors in substantially all of our carry funds have rights that in certain circumstances could lead to a decrease in our revenues. In addition, third-party investors in our investment funds with commitment-based structures may not satisfy their contractual obligation to fund capital calls when requested by us, which could adversely affect a fund’s performance.
•Our failure to deal appropriately with conflicts of interest in our investment business could damage our reputation and adversely affect our businesses.
•There are risks associated with our CLO business, investment into CLOs and underwriting, syndicating and securities placement activities.
•Risk management activities may adversely affect the return on our investments.
•Our energy business is involved in oil and gas investments (i.e., exploration, production, storage, transportation, logistics, refining, marketing, trading, petrochemicals, energy services and other opportunistic investments), which involves a high degree of risk. Investments in the natural resources industry, including the infrastructure and power industries, involve various operational, construction and regulatory risks.
•Our private equity funds’ performance, and our performance, may be adversely affected by the financial performance, financial projections or contingent liabilities of our portfolio companies and the industries in which our funds invest, including securities of companies that are experiencing significant financial or business difficulties.
•Investments in the insurance industry (including our investment in Fortitude) could be adversely impacted by insurance regulations and potential regulatory reforms. Our relationship with Fortitude may not generate a meaningful contribution to our revenue and our indirect controlling ownership of Fortitude could give rise to real or apparent conflicts of interest.
•Ongoing trade negotiations and potential for further regulatory reform may create regulatory uncertainty for our portfolio companies and our investment strategies and adversely affect the profitability of our portfolio companies.
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Risks Related to Our Common Stock
•Carlyle Group Management L.L.C. has significant influence over us and its interests may conflict with ours or yours in the future.
•We are transitioning from a “controlled company” to no longer being a “controlled company.” However, we will continue to qualify for and rely on exceptions from certain corporate governance requirements under Nasdaq rules during a one-year transition period.
•Our founders have the right to designate members of our Board of Directors and our certificate of incorporation will not limit the ability of our former general partner, founders, directors, officers or stockholders to compete with us.
•If The Carlyle Group Inc. were deemed to be an “investment company” under the Investment Company Act, applicable restrictions could make it impractical for us to continue our business as contemplated and could have a material adverse effect on our business.
•The consolidation of investment funds, holding companies or operating businesses of our portfolio companies could make it more difficult to understand the operating performance of the Company and could create operational risks.
•The market price of our common stock may be volatile.
•Certain provisions in our organizational documents may discourage transactions or lawsuits that stockholders might consider favorable.
Risks Related to U.S. Taxation
•Changes in relevant tax laws, regulations, or treaties or an adverse interpretation of these items by tax authorities could negatively impact our effective tax rate and tax liability.
•U.S. and foreign tax regulations could adversely affect our ability to raise funds from certain foreign investors and increase compliance costs.
•We expect to pay more corporate income taxes than we would have as a limited partnership prior to the Conversion.
On January 1, 2020, we completed our conversion from a Delaware limited partnership named The Carlyle Group L.P. into a Delaware Corporation named The Carlyle Group Inc. Pursuant to the Conversion, at the specified effective time on January 1, 2020, each common unit of The Carlyle Group L.P. outstanding immediately prior to the effective time converted into one share of common stock of The Carlyle Group Inc. and each special voting unit and general partner unit was canceled for no consideration. In addition, holders of the partnership units in Carlyle Holdings I L.P., Carlyle Holdings II L.P., and Carlyle Holdings III L.P. exchanged such units for an equivalent number of shares of common stock and certain other restructuring steps occurred (the conversion, together with such restructuring steps and related transactions, the “Conversion”).
Unless the context suggests otherwise, references in this report to “Carlyle,” the “Company,” “we,” “us” and “our” refer (i) prior to the consummation of the Conversion to The Carlyle Group L.P. and its consolidated subsidiaries and (ii) from and after the consummation of the Conversion to The Carlyle Group Inc. and its consolidated subsidiaries. When weReferences to our common stock or shares in periods prior to the Conversion refer to the “partnerscommon units of The Carlyle Group L.P.,” we are referring specifically to the common unitholders and our general partner and any others who may from time to time be partners of that specific Delaware limited partnership. When we refer to our “senior Carlyle professionals,” we are referring to the partner-level personnel of our firm. References in this report to the ownership of the senior Carlyle professionals include the ownership of personal planning vehicles of these individuals. When we refer to the “Carlyle Holdings partnerships” or “Carlyle Holdings”,Holdings,” we are referring to Carlyle Holdings I L.P., Carlyle Holdings II L.P., and Carlyle Holdings III L.P., which prior to the Conversion were the holding partnerships through which the Company and our senior Carlyle professionals and other holders of Carlyle Holdings partnership units owned their respective interests in our business.
“Carlyle funds,” “our funds” and “our investment funds” refer to the investment funds and vehicles advised by Carlyle.
“Carry funds” generally refers to closed-end investment vehicles, in which commitments are drawn down over a specified investment period, and in which the general partner receives a special residual allocation of income from limited partners, which we refer to as carried interest, in the event that specified investment returns are achieved by the fund. Disclosures referring to carry funds will also include the impact of certain commitments which do not earn carried interest, but are either part of, or associated with our carry funds. The rate of carried interest, as well as the share of carried interest allocated to Carlyle, may vary across the carry fund platform. Carry funds generally include the following investment vehicles across our fourthree business segments:
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•Global Private Equity (all): buyout &Equity: Buyout, middle market and growth funds advised by Carlyle
•Global Credit (formerly known as Global Market Strategies):Credit: Distressed credit, energy credit, opportunistic credit, and corporate mezzanine funds, aircraft financing and servicing, and other closed-end credit funds advised by Carlyle
•Global Investment Solutions: Funds and vehicles advised by AlpInvest Partners B.V. (“AlpInvest”) and Metropolitan Real Estate Equity Management, LLC (“Metropolitan), which include primary fund, secondary and co-investment strategies
Carry funds specifically exclude thosecertain funds advised by NGP Energy Capital Management in which Carlyle is not entitled to receive a share of carried interest (or “NGP management fee funds”Predecessor Funds”), collateralized loan obligation vehicles (“CLOs”), our business development companies and our former hedge fund platform.associated managed accounts, as well as capital raised from a strategic third-party investor which holds its indirect interest in Fortitude alongside a carry fund.
“Fortitude” refers to Fortitude Group Holdings, LLC ("Fortitude Holdings") prior to October 1, 2021 and to FGH Parent, L.P. (“FGH Parent”) as of October 1, 2021. On October 1, 2021, the owners of Fortitude Holdings contributed their interests to FGH Parent such that FGH Parent became the direct parent of Fortitude Holdings. Fortitude Holdings owns 100% of the outstanding common shares of Fortitude Reinsurance Company Ltd., a Bermuda domiciled reinsurer (“Fortitude Re”). See Note 4 to the consolidated financial statements in Part II, Item 8 of this Form 10-K for more information regarding the Company’s strategic investment in Fortitude.
For an explanation of the fund acronyms used throughout this Annual Report, refer to “Item 1. Business-OurBusiness–Our Family of Funds.”
“Fee-earning assets under management” or “Fee-earning AUM” refers to the assets we manage or advise from which we derive recurring fund management fees. Our Fee-earning AUM is generally based on one of the following, once fees have been activated:
(a)the amount of limited partner capital commitments, generally for carry funds where the original investment period has not expired, for AlpInvest carry funds during the commitment fee period and for Metropolitan carry funds during the weighted-average investment period of the underlying funds;
(b)the remaining amount of limited partner invested capital at cost, generally for carry funds and certain co-investment vehicles where the original investment period has expired, Metropolitan carry funds after the expiration of the weighted-average investment period of the underlying funds, and one of our business development companies;
(c)the amount of aggregate fee-earning collateral balance at par of our CLOs and other securitization vehicles, as defined in the fund indentures (typically exclusive of equities and defaulted positions) as of the quarterly cut-off date;
(d)the external investor portion of the net asset value of certain carry funds;
(e)the gross assets (including assets acquired with leverage), excluding cash and cash equivalents, of one of our business development companies and certain carry funds; or
(f)the lower of cost or fair value of invested capital, generally for AlpInvest carry funds where the commitment fee period has expired and certain carry funds where the investment period has expired.
“Assets under management” or “AUM” refers to the assets we manage or advise. Our AUM equals the sum of the following:
(a) the aggregate fair value of our carry funds and related co-investment vehicles, NGP management fee fundsPredecessor Funds and separately managed accounts, plus the capital that Carlyle is entitled to call from investors in those funds and vehicles (including Carlyle commitments to those funds and vehicles and those of senior Carlyle professionals and employees) pursuant to the terms of their capital commitments to those funds and vehicles;
(b) the amount of aggregate collateral balance and principal cash at par or aggregate principal amount of the notes of our CLOs and other structured products (inclusive of all positions);
(c) the net asset value of certain carry funds; and
(d) the gross assets (including assets acquired with leverage) of our business development companies, plus the capital that Carlyle is entitled to call from investors in those vehicles pursuant to the terms of their capital commitments to those vehicles.
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We include in our calculation of AUM and Fee-earning AUM certain energy and renewable resources funds that we jointly advise with Riverstone Holdings L.L.C. (“Riverstone”) and certainthe NGP management fee fundsPredecessor Funds and carry fundsNGP Carry Funds (collectively, the “NGP Energy Funds”) that are advised by NGP.NGP, as well as capital raised from a strategic third-party investor which directly invests in Fortitude alongside a carry fund.
For most of our carry funds, total AUM includes the fair value of the capital invested, whereas Fee-earning AUM includes the amount of capital commitments or the remaining amount of invested capital, depending on whether the original investment period for the fund has expired. As such, Fee-earningtotal AUM may be greater than totalFee-Earning AUM when the aggregate fair value of the remaining investments is less thanexceeds the cost of those investments.
Our calculations of AUM and Fee-earning AUM may differ from the calculations of other alternative asset managers. As a result, these measures may not be comparable to similar measures presented by other alternative asset managers. In addition, our calculation of AUM (but not Fee-earning AUM) includes uncalled commitments to, and the fair value of invested capital in, our investment funds from Carlyle and our personnel, regardless of whether such commitments or invested capital are subject to management or performance fees. Our calculations of AUM or Fee-earning AUM are not based on any definition of AUM or Fee-earning AUM that is set forth in the agreements governing the investment funds that we manage or advise.
“Vermillion”Metropolitan” refers to our commodities advisor and business advised by Carlyle CommodityMetropolitan Real Estate Management, L.L.C.,LLC, which was formerly known as Vermillion Asset Management until August 2015.
included in the Global Investment Solutions business segment prior to its sale on April 1, 2021.
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PART I.
ITEM 1. BUSINESS
Overview
We are well underway in executing on our Corporate Private Equity (“CPE”)long-term Strategic Plan announced at our Investor Day in February 2021, with focus on the following priorities:
•Build on our strengths globally. We pursue opportunities that allow us to build on our strengths in our three business segments.
•Capture the right scalable opportunities and Real Assets segments,diversify our platform. We identify adjacent areas that we can apply our capabilities in a focused and sustainable manner, such as Capital Markets and Insurance Solutions.
•Institutionalization of December 31, 2017, we had investments in 279 active portfolio companies that employ more than 650,000 people. In general, we have more investment professionals, offices, investment fundsthe Firm. We invest with a clarity of purpose, adaptability, and investments acrossalignment between our platform than manyinterest and the interests of our peers. We have structured our firm in this manner to provide our fund investors, with a more diverse product set tailored to individual investing decisions,shareholders, and a broader global reach, but such structure increases our costs of doing business.
Operational and strategic highlights for our firm for 20172021 include:
•During 2021, we raised $51.3 billion in new commitments, an increase in fundraising of 86% over 2020. We launched eleven funds across our platform, including our eighth U.S. buyout fund, our CP Growth fund, and our ninth U.S. real estate fund in Global Private Equity. We saw strong CLO fundraising in Global Credit, and experienced significant growth in the separately managed accounts (“SMAs”) in Global Investment Solutions.
•We remained focused on the professional development and the health and well-being of our segmentsemployees in 2021. We rolled out several leadership development programs and implemented a well-being strategy focused on enabling employees to foster emotional, physical, financial, environmental, and social well-being. We also established a global week-long holiday to ensure that our teams had the greatest likelihood of being able to “unplug.”
•During 2021, with feedback received from employee surveys, we continued to leveragereimagine our processes, office environment and business operations with a focus on returning to a hybrid workplace that allows our teams to safely reconnect and collaborate in person while also maintaining flexibility.
•We continued to significantly enhance our Impact efforts:
◦We completed more than $12 billion in ESG-linked financings for Carlyle and our portfolio companies, including the Onelargest ESG-linked private equity credit facility in the U.S. and the first to focus exclusively on advancing board diversity.
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◦We co-led the creation of the ESG Data Convergence Project with the California Public Employees’ Retirement System, forming the first-ever General Partner/Limited Partner collaboration to align on a set of standardized ESG metrics which now has over 100 GP and LP participants.
◦We continued to deepen the integration of ESG within our investment teams and portfolio companies, with ESG assessments included in most Carlyle platform to take advantage of economies of scaleinvestment decisions using proprietary due diligence tools in our GPE and we continue to work across the firm to develop different productsGlobal Credit segments.
◦We launched our inaugural Diversity, Equity, and Inclusion Incentive Awards, with over 175 employees nominated by their colleagues, and over 50 employees recognized for our fund investors.their effort in advancing Carlyle’s DEI objectives.
▪Operational and strategic highlights for our fourthree global business segments for 20172021 include:
Global Private Equity (“GPE”):
◦During 2021, we raised $27.2 billion in new capital commitments for our GPE funds, which included the launch of our eighth U.S. buyout fund (“CP VIII”), our CP Growth fund, and our ninth U.S. real estate fund (“CRP IX”), which at nearly $8 billion exceeded its initial target of $6 billion.
◦During 2021, GPE invested $21.9 billion across the segment, including $13.1 billion in the Americas, $5.0 billion in Europe, and $3.8 billion in Asia.
◦Our GPE funds realized proceeds of $29.9 billion for our GPE carry fund investors in 2021, across a mix of trade-sales, public market block trades, recapitalizations, dividends, and the initial public offerings of seven of our portfolio companies.
Global Credit:
◦In total, we raised $17.0 billion in new capital commitments to our Global Credit products during 2021, and overall AUM increased to $73.4 billion, more than two times higher than it was less than four years ago.
◦In our CLO business, we closed $5.9 billion of new CLOs in the U.S. and $1.5 billion of new CLOs in Europe during 2021 with $33.0 billion of total AUM across all of our CLOs at December 31, 2021, an increase in CLO AUM of 18% over 2020.
◦In Carlyle Aviation Partners, we completed the acquisition of Fly Leasing Limited, a global aircraft leasing company with a fleet of over 80 commercial jet aircraft, and signed an agreement to acquire AMCK Aviation’s portfolio of 145 narrow-body aircraft, which is expected to close in the first half of 2022.
◦We executed $3.9 billion of gross originations in our direct lending business in 2021, almost double the origination activity in 2020.
Global Investment Solutions:
◦During 2021, we raised $7.1 billion in capital commitments, including over $5 billion in capital commitments to separately managed accounts, and deployed $7.2 billion in investments across our Global Investment Solutions platform. Our portfolio appreciated 48% during the year and our exit activity in our Global Investment Solutions segment was strong this year, realizing proceeds of $12.2 billion for our Global Investment Solutions investors.
◦In April, we completed the sale of 100% of our interest in Metropolitan Real Estate (“MRE”), while retaining our existing investments in and commitments to the MRE funds, as well as our interest in the net accrued performance allocations in the existing funds.
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Business Segments
We operate our business across fourthree segments: (1) CPE,Global Private Equity, (2) Real Assets, (3) Global Credit and (4)(3) Global Investment Solutions. Information about our segments should be read together with “Part II. Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations.”
Our CPEGPE segment established in 1990 with our first U.S. buyout fund, advises our buyout, growth, real estate, and growth capitalnatural resources funds. Across our GPE funds, as of December 31, 2021, we had investments in 256 active portfolio companies that pursue a wide variety of corporate investments of different sizes and growth potentials.employ more than 1,000,000 people around the world. Our 33 active CPE funds are each carry funds. They are organized and operated by geography or industry and are advised by separate teams of local professionals who live and work in the markets where they invest. In our CPE segment we also have 57 active external co-investment entities. We believe this diversity of funds and entities allows us to deploy more targeted and specialized investment expertise and strategies and offers our fund investors the ability to tailor their investment choices.
| AUM | % of Total AUM | Fee-earning AUM | Active Investments | Active Funds | Available Capital | Investment Professionals | Amount Invested Since Inception | Investments Since Inception | ||||||||
| $73 | 37% | $36 | 178 | 33 | $30 | 308 | $87 | 601 | ||||||||
Real Assets
Estate. Our Real Assets segment, established in 1997 with our first U.S. real estate fund,team advises our 29 active carry funds focused on real estate, infrastructure and energy and natural resources (including power) and also includes the five NGP management fee funds and four carry funds that are advised by NGP. This segment pursues investment opportunities across a diverse array of tangible assets, such as office buildings, hotels, retail and residential properties, industrial properties and senior living facilities, as well as oil and gas exploration and production, midstream, refining and marketing, power generation, pipelines, wind farms, refineries, airports, toll roads, transportation, water utility and agriculture, as well as the companies providing services or otherwise related to them.
The following table presents certain data about our Global Private Equity segment as of December 31, 2021 (dollar amounts in billions).
| AUM (1) | % of Total AUM | Fee-earning AUM | Active Investments | Active Funds (4) | Available Capital | Investment Professionals (2) | Amount Invested Since Inception (3) | Investments Since Inception (3) | ||||||||||||||||||||||||||||||||||||||||||
| $162 | 54% | $104 | 729 | 66 | $48 | 423 | $218 | 2,215 | ||||||||||||||||||||||||||||||||||||||||||
(1)Total AUM includes NGP, which advises nineeight funds with more than $13.0$10.4 billion in AUM as of December 31, 2017.2021. Through our strategic partnership with NGP, we are entitled to 55% of the management fee-related revenue of the NGP entities that serve as advisors to the NGP management fee funds,Energy Funds, and an allocation of income related to the carried interest received by suchthe fund general partners.partners of the NGP Carry Funds.
(2)Total GPE investment professionals excludes NGP employees.
(3)Amount invested and number of investments in GPE since inception exclude the investment activity of the NGP Predecessor Funds.
(4)Active GPE funds includes the three NGP Predecessor Funds and five NGP Carry Funds advised by NGP.
Global Credit
Our power team focuses on investment opportunities in the North American power generation sector. As of December 31, 2017, the power team managed approximately $2.0Global Credit segment, which had $73.4 billion in AUM through two funds. Our international energy investment team focuses on investments across the energy value chain outside of North America. As of December 31, 2017, the international energy team managed approximately $3.6 billion in AUM through one fund. In 2017, we held our first closing for our global infrastructure fund focused on infrastructure assets business and investments in global developed markets. As of December 31, 2017, the global infrastructure team managed more than $0.8 billion in AUM through two funds. We have also invested previously in North American infrastructure companies and assets.
| AUM | % of Total AUM | Fee-earning AUM | Active Investments (2) | Active Funds (3) | Available Capital | Investment Professionals (1) | Amount Invested Since Inception(2) | Investments Since Inception(2) | ||||||||
| $43 | 22% | $32 | 403 | 29 | $17 | 144 | $49 | 1,039 | ||||||||
1999, these various capital
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sources provide the opportunity for Carlyle to offer highly customizable and creative financing solutions to borrowers to meet their specific capital needs. Carlyle draws on the expertise and underwriting capabilities of our 182 investment professionals and leverages the resources and industry expertise of Carlyle’s global network to provide creative solutions for borrowers.
Primary areas of focus for our Global Credit platform include:
Liquid Credit
•Loans and Structured Credit. Our structured credit funds invest primarily in performing senior secured bank loans through structured vehiclesCLOs and other investment vehicles. In 2017,2021, we closed foureleven new U.S. CLOs and three CLOs in Europe with a totalan aggregate size of $2.4$5.9 billion and $1.5 billion, respectively, of AUM at December 31, 2017.respectively. As of December 31, 2017,2021, our loans and structured credit team advised 4667 structured credit funds and two carryother structured credit funds in the United States Europe and AsiaEurope totaling, in the aggregate, approximately $21.6$34.1 billion in AUM.
Illiquid Credit
•Direct Lending. Our direct lending business includes our business development companies (“BDCs”) that invest primarily in middle market first-lien loans (which include unitranche, "first out"“first out” and "last out"“last out” loans) and second-lien loans of middle-market companies, typically defined as companies with annual EBITDA ranging from $10$25 million to $100 million, that lack access to the broadly syndicated loan and bond markets. As of December 31, 2017,2021, our direct lending investment team advised four funds consisting of two BDCs a CLO and one corporate mezzanine fund,six separately managed accounts totaling, in the aggregate, more than $2.9$6.6 billion in AUM.
•Opportunistic Credit. Our opportunistic credit team invests primarily in highly-structured and privately-negotiated capital solutions supporting corporate borrowers through secured loans, senior subordinated debt, mezzanine debt, convertible notes, and other debt likedebt-like instruments, as well as preferred and common equity in such borrowers.equity. The team will also look to invest in special situations (i.e., event-driven opportunities that exhibit hybrid credit and equity features) as well as market dislocations (i.e., primary and secondary market investments in liquid debt instruments that arise as a result of temporary market volatility). As of December 31, 2017,2021, our opportunistic credit team advised two funds and one fundseparately managed account totaling, in the aggregate, approximately $0.8$7.8 billion in AUM.
•Distressed Credit. Our distressed credit funds generally invest in liquid and illiquid securities and obligations, including secured debt, senior and subordinated unsecured debt, convertible debt obligations, preferred stock and public and private equity of financially distressed companies in defensive and asset-rich industries. In certain investments, our funds may seek to restructure pre-reorganization debt claims into controlling positions in the equity of the reorganized companies. As of December 31, 2017,2021, our distressed credit team advised three funds totaling, in the aggregate, more than $3.4$3.0 billion in AUM.
Real Assets Credit
•Aircraft Financing and Servicing. Carlyle Aviation Partners is our multi-strategy investment platform that is engaged in commercial aviation aircraft financing and investment throughout the commercial aviation industry. As of December 31, 2021, Carlyle Aviation Partners had approximately $10.2 billion in AUM across five active carry funds, in addition to securitization vehicles, liquid strategies, and other vehicles.
•Infrastructure Debt. Our Infrastructure debt team invests primarily in directly originated and privately negotiated debt instruments related to global infrastructure projects, primarily in the power, energy, transportation, water/waste, telecommunications and social infrastructure sectors. The team focuses primarily on senior, subordinated, and mezzanine debt and seeks to invest primarily in developed markets within the Organization for Economic Cooperation and Development (“OECD”). As of December 31, 2021, our infrastructure debt team managed $2.0 billion.
Other Credit
•Insurance Solutions. Carlyle Insurance Solutions (“CIS”) combines our deep insurance expertise with portfolio construction capabilities, capital sourcing and asset origination strengths to provide comprehensive liability funding and reinsurance, asset management and advisory solutions for (re)insurance companies and fund investors. The CIS team oversees the investment in Fortitude. As of December 31, 2021, AUM related to capital raised from third-party investors to acquire a controlling interest in Fortitude was $3.2 billion, and Fortitude and AIG have committed approximately $7.0 billion of capital to-date to various Carlyle strategies.
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•Global Capital Markets. Carlyle Global Capital Markets (“GCM”) is a loan syndication and capital markets business that launched in 2018. The primary focus of GCM is to arrange, place, underwrite, originate and syndicate loans and underwrite securities of third parties and Carlyle portfolio companies through TCG Capital Markets and TCG Senior Funding. TCG Capital Markets is a FINRA registered broker dealer. GCM may also act as the initial purchaser of such loans and securities. GCM receives fees, including underwriting, placement, structuring, transaction and syndication fees, commissions, underwriting and original issue discounts, interest payments and other compensation, which may be payable in cash or securities or loans, in respect of the activities described above and may elect to waive such fees.
The following table presents certain data about our Global Credit segment as of December 31, 20172021 (dollar amounts in billions).
| AUM | % of Total AUM | Fee-earning AUM | Active Funds | Investment Professionals | ||||||||||||||||||||||
| $73 | 24% | $52 | 87 | 182 | ||||||||||||||||||||||
| AUM | % of Total AUM | Fee-earning AUM | Active Funds | Investment Professionals | ||||
| $33 | 17% | $27 | 58 | 109 | ||||
Our Global Investment Solutions segment, established in 2011, provides comprehensive investment opportunities and resources for our investors and clients to build private equity and real estate portfolios through fund of funds, secondary purchases of existing portfolios and managed co-investment programs. Global Investment Solutions executes these activities through AlpInvest, one of the world’s largest investors in private equity, and Metropolitan, one of the largest managers of indirect investments in global real estate.equity.
The primary areas of focus for our Global Investment Solutions teams include:
•Private Equity Fund Investments. Our fund of funds vehicles advised by AlpInvest make investment commitments directly to buyout, growth capital, venture and other alternative asset funds advised by other general partners (“portfolio funds”).partners. As of December 31, 2017,2021, AlpInvest advised 67119 vehicles totaling, in the aggregate, approximately $24.9$27.5 billion in AUM.
•Private Equity Co-investments. AlpInvest invests alongside other private equity and mezzanine funds in which it or certain AlpInvest limited partners typically has a primary fund investment throughout Europe, North America and Asia. These investments are generally made when an investment opportunity is too large for a particular fund and the sponsor of the fund
therefore seeks to raise additional “co-investment” capital from sources such as AlpInvest. As of December 31, 2017,2021, our co-investment programs were conducted through 4987 vehicles totaling, in the aggregate, approximately $8.4$17.5 billion in AUM.
•Private Equity Secondary Investments. Funds managed by AlpInvest acquirebuild an investment portfolio of private equity owned assets through the acquisition of limited partnership interests in the secondary market.market and other types of transactions such as fund recapitalizations, portfolio restructurings and spin-outs. Private equity investors who desire to sell or restructure their pre-existing investment commitments to a fund may negotiate to sell the fund interests to AlpInvest. In this manner, AlpInvest’s secondary investments team provides liquidity and restructuring alternatives for third-party private equity investors. As of December 31, 2017,2021, our secondary investments program was conducted through 5097 vehicles totaling, in the aggregate, more than $11.2$20.5 billion in AUM.
The following table presents certain data about our Global Investment Solutions segment as of December 31, 20172021 (dollar amounts in billions). See “— Structure and Operation of Our Investment Funds — Incentive Arrangements/Fee Structure” in this Item 1 for a discussion of the
| AUM(1) | % of Total AUM | Fee-earning AUM | Fund Vehicles | Available Capital | Investment Professionals | Amount Invested Since Inception | ||||||||||||||||||||||||||||||||
| $65 | 22% | $37 | 303 | $22 | 85 | $83 | ||||||||||||||||||||||||||||||||
(1)Under our arrangements with the historical owners and management team of AlpInvest, regarding the allocation ofwe generally do not retain any carried interest in respect of the historical investments of and the historical and certain future commitments to our AlpInvest carry fund vehicles.vehicles that existed as of July 1, 2011 (including any options to increase any such commitments exercised after such date). We are entitled to 15% or, in some cases, 40% of the carried interest in respect of commitments from the historical owners of AlpInvest for the period between 2011 and 2020 and 40% of the carried interest in respect of all other commitments (including all future commitments from third parties).
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| AUM(1) | % of Total AUM | Fee-earning AUM | Fund Vehicles | Available Capital | Investment Professionals | Amount Invested Since Inception | ||||||
| $46 | 24% | $30 | 197 | $16 | 86 | $67 | ||||||
Investment Approach
The investment approach of our CPEGPE teams is generally characterized as follows:
•Consistent and Disciplined Investment Process. We believe our successful investment track record is the result, in part, of a consistent and disciplined application of our investment process. Investment opportunities for our CPEGPE funds are initially sourced and evaluated by one or more of our deal teams. Deal teams consistently strive to be creative and look for deals in which we can leverage Carlyle'sCarlyle’s competitive advantages, sector experience and the global One Carlyle platform. The due diligence and transaction review process places a special emphasis on, as appropriate and among other considerations, the reputation of a target company’scompany shareholders and management, the company’scompany or asset’s size and sensitivity of cash flow generation, the business sector and competitive risks, the portfolio fit, exit risks and other key factors specific to a particular investment. In evaluating each deal, we consider what expertise or experience (i.e., the “Carlyle Edge”) we can bring to the transaction to enhance value for our investors. Each investment opportunity must secure approval from the investment committee of the applicable investment fund to move forward. To help ensure consistency, we utilize a standard investment committee process across our corporate private equityGPE funds, although NGP follows its own policies and procedures with respect to its advised funds. The investment committee approval process involves a detailed review of the transaction and investment thesis, business, risk factors and diligence issues, as well as financial models.
•Distinctive Portfolio Construction Principles. We seek to proactively manage the construction of our portfolios through deliberate and thoughtful diversification across industries, geographies and cycles, and to avoid certain assets facing economic or industry headwinds. For example, our real estate portfolios have relatively little current exposure to commercial office properties, business hotels and retail properties.
•Geographic- and Industry-Focused. We have developed a global network of local investment teams with deep local insight into the areas in which they invest and have adopted an industry-focused approach to investing. Our extensive network of global investment professionals has the knowledge, experience and relationships on a local level that allowallows them to identify and take advantage of opportunities that may be unavailable to firms that do not have our global reach and resources. We believe that our global platform helps enhance all stages of the investment process, including by facilitating faster and more effective diligence, a deeper understanding of global
industry trends and priority access to the capital markets. We have particular industry expertise in aerospace defense and government services, consumer, media and retail, financial services, healthcare, industrial, telecom, mediaindustrials, technology, real estate, natural resources and technology and transportation.infrastructure. As a result, we believe that our in-depth knowledge of specific industries improves our ability to source and create transactions, conduct effective and more informed due diligence, develop strong relationships with management teams and use contacts and relationships within these industries to drive value creation.
•Variable Deal Sizes and Creative Structures. We believe that having the resources to complete investments of varying sizes provides us with the ability to enhance investment returns while providing for prudent industry, geographic and size diversification. Our teams are staffed not only to effectively pursue large transactions, but also other transactions of varying sizes. We often invest in smaller companies or single real estate transactions and this has allowed us to obtain greater diversity across our entire portfolio. Additionally, we may undertake large, strategic minority investments with certain control elements or private investment in public equity (PIPE) transactions in large companies with a clear exit strategy. In certain jurisdictions around the world, we may make investments with little or no debt financing and seek alternative structures to opportunistically pursue transactions. We generally seek to obtain board representation and typically appoint our investment professionals and advisors to represent us on the boards of the companies in which we invest. Where our funds, either alone or as part of a consortium, are not the controlling investor, we typically, subject to applicable regulatory requirements, acquire significant voting and other control rights with a view to securing influence over the conduct of the business.
•Driving Value Creation. Our CPEGPE teams seek to make investments in portfolio companies and assets in which our particular strengths and resources may be employed to their best advantage. Typically, as part of a CPEGPE investment, our investment teams will prepare and execute a systematic value creation plan that is developed during a thorough due diligence effort and draws on the deep resources available across our global platform, specifically relying on:
◦Reach: Our global team and global presence enables us to support international expansion of our operating companies’ efforts and global supply chain initiatives.
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◦Expertise:Our Real Assets business includes investments in real estate assets,deep bench of investment professionals and industry specialists provide extensive sector-specific knowledge and local market expertise. Our investment teams benefit from best-in-class support services and infrastructure provided through the global Carlyle organization. Carlyle’s overall infrastructure and energysupport services cover the full range of administrative functions, including fund management, accounting, legal and naturalcompliance, human resources, (including power) companiesinformation technology, tax, and projects. The investment approach of the teams advising the international energy, power and infrastructure funds is similarexternal affairs. Additionally, where appropriate we may seek to that ofpartner with third parties whose sector or market expertise may enhance our CPE funds.
◦Insights: To supplement our investment expertise, we design structureshave retained a group of more than 51 operating executives and termsadvisors as independent consultants to align interestswork with our investment teams, provide board-level governance and provide situationally appropriate incentives, often including, for example, the subordinationsupport and advise our portfolio companies. These operating executives and advisors are typically former CEOs and other high-level executives of some of the joint venture partner’s equityworld’s most successful corporations and profits interest to thatcurrently sit on the boards of directors of a fund, giveback provisions and/diverse mix of companies. Operating executives and advisors are independent consultants and are not Carlyle employees. Operating executives and advisors are often engaged by Carlyle primarily to assist with deal sourcing, due diligence and market intelligence. Operating executives and advisors may also be engaged and compensated by our portfolio companies as directors or profits escrow accountsto otherwise advise portfolio company management.
◦Data: The goal of our research function is to extract as much information as possible from our portfolio about the current state of the economy and its likely evolution over the near-to-medium term. Our GPE investment portfolio includes 197 active corporate investments as of December 31, 2021, across a diverse range of industries and geographies that each generate multiple data points (e.g., orders, shipments, production volumes, occupancy rates, bookings). By evaluating this data on a systematic basis, we work to identify the data with the highest correlation with macroeconomic data and map observed movements in favorthe portfolio to anticipated variation in the economy, including changes in growth rates across industries and geographies. We incorporate this proprietary data into our investment portfolio management strategy and exit decisions on an ongoing basis. We believe this robust data gives us an advantage over our peers who do not have as large of a fundglobal reach.
◦Talent and exclusivity. We also typically structure positions with control or veto rights over major decisions.
Organization Performance: Our investment professionals work to enhance leadership and organizational effectiveness through proprietary and third-party data-driven assessments, best-practice playbooks, and knowledge-sharing forums.◦Value Creation. Our Global Investment Resources team helps to translate our collaborative culture into services and generally prevailing industry conditions. Throughoutoperational capabilities supporting our investment holding period,process and portfolio companies and assets. Our approach ensures that Carlyle’s global network, deep industry knowledge and operational expertise are used to support and enhance our investments. This team introduced a new tool in 2021 to connect our investment professionals remain actively engaged inteams and portfolio companies with value creation resources.
▪Information Technology Resources: We have established an information technology capability that contributes to due diligence, portfolio company strategy and portfolio company operations. The capability includes dedicated information technology and business process resources, including assistance with portfolio company risk assessments and enhanced deal analytics.
▪Digital: Given the increasing importance of digital tools and resources across the global economy, we have established a dedicated group focused exclusively on identifying, developing and implementing digital transformation strategies to help drive growth, unlock value, and drive efficiencies across our portfolio companies.
▪Procurement: We have developed a leveraged purchasing effort to provide portfolio companies with effective sourcing programs with better pricing and service levels to help create operating value.
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This program seeks to drive down costs and provide better service on common indirect spend categories and disseminate best practices on managing the steps needed to proceed to a successful exit.
▪ESG: As part of Carlyle’s investment process, where appropriate, we pursue transactions whereevaluate ESG risks and seek opportunities to create value through sustainability initiatives. During our ownership period, we have a distinctive competitive advantagesupport our management teams’ efforts to develop strategic ESG programs and can create tangible value for theprovide access to prescreened vendors, sustainability resources and individualized assistance from our Head of Impact and dedicated ESG team. Carlyle educates portfolio companies in which we invest, through industry specialization, deployment of human capital and access to our global network. In seeking to build a geographically-diverse international energy portfolio, we focus on cash-generating opportunities, with a particular focus on proven reserves and production, and strategically seek to enhance the efficiency of the portfolio through exploration or infrastructure improvements. We may pursue investment
Global Credit
The investment approach of our Global Credit platform's credit-focused fundsplatform is generally characterized as follows:
•Source Investment Opportunities. Our Global Credit team sources investment opportunities from both the primary and secondary markets through our global network and strong relationships with the financial community. We typically target portfolio companies that have a demonstrated track record of profitability, market leadership in their respective niche, predictable cash flow, a definable competitive advantage and products or services that are value addedvalue-added to itstheir customer base.
•Conduct Fundamental Due Diligence and Perform Capital Structure Analyses. After an opportunity is identified, our Global Credit investment professionals conduct fundamental due diligence to determine the relative value of the potential investment and capital structure analyses to determine credit worthiness. Our due diligence approach typically incorporates meetings with management, company facility visits, discussions with industry analysts and consultants and an in-depth examination of financial results and projections. In conducting due diligence, our Global Credit team employs an integrated, cross platformcross-platform approach with industry-dedicated credit research analysts and non-investment grade expertise across the capital structure. Our Global Credit team also seeks to leverage resources from across the firm, utilizing information obtained from our more than 270300 active portfolio companies and lending relationships, with over 700 companies, 1320 credit industry research analysts, and in-house government affairs and economic research teams.
In 2021, we launched a proprietary ESG materiality assessment tool across our Global Credit platform to help our investment professionals efficiently understand a company’s or asset’s exposure to material ESG risks as part of the due diligence process.•Evaluation of Macroeconomic Factors. Our Global Credit team evaluates technical factors such as supply and demand, the market’s expectations surrounding a company and the existence of short- and long-term value creation or destruction catalysts. Inherent in all stages of credit evaluation is a determination of the likelihood of potential catalysts emerging, such as corporate reorganizations, recapitalizations, asset sales, changes in a company’s liquidity and mergers and acquisitions.
•Risk Minimization. Our Global Credit team seeks to make investments in capital structurescompanies that are well-positioned to enable companies to both expand and weather downturns and/or below-plan performance. The team works to structure investments with strong financial covenants, frequent reporting requirements and board representation, if possible. Through
board representation or observation rights, our Global Credit team works to provide a consultative, interactive approach to equity sponsors and management partners as part of the overall portfolio management process.
Global Investment Solutions
Our Global Investment Solutions team aims to apply a wide array of capabilities to help clients meet their investment objectives. The investment approach of our Global Investment Solutions platform is generally characterized as follows:
•Well-informed, Disciplined Investment Process: We follow a disciplined, highly-selective investment process and seek to achieve diversification by deploying capital across economic cycles, segments and investment styles. Our integrated and collaborative culture across our strategies, reinforced by investment in information technology solutions, provides deep insight into fund manager portfolios and operations to support our rigorous selection process.
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•Proactive Sourcing: OurAlpInvest’s extensive network of private equity and real estate managers across the globe positions us to identify investment opportunities that may be unavailable to other investors. Our investment strategy is defined by a strong belief that the bestmost attractive opportunities are found in areas that are less subject to fewer competitive pressures. As a result, our teams actively seek out proprietary investments that would otherwise be difficult for our investors to access.
access alone.•Global Scale and Presence: Our scale and on-the-ground presence across three continents -– Asia, Europe and North America -– give us a distinct and comprehensive perspective on the private equity and real estate markets. Our stable, dedicated, and experienced teams have deep knowledge of their respective markets across the globe. We believe this enhances our visibility across the global investment market and provides detailed local information that enhances our investment evaluation process.
Our Family of Funds
The following chart presents the name (acronym), total capital commitments (in the case of our carry funds, structured credit funds, and the NGP management fee funds)Predecessor Funds), assets under management (in the case of structured products)(open-end products and non-carry Aviation vehicles), gross assets (in the case of our business development companies)BDCs) and vintage year of the active funds in each of our segments, as of December 31, 2017.2021. We present total capital commitments (as opposed to assets under management) for our closed-end investment funds because we believe this metric provides the most useful information regarding the relative size and scale of such funds. In the case of our products which are open-ended and accordingly do not have permanent committed capital, we generally believe the most useful metric regarding relative size and scale is assets under management.
Global Private Equity1 | Global Private Equity1 | Global Credit | |||||||||||||||||||||||||||||||||||||
| Corporate Private Equity | Corporate Private Equity | Global Credit | Real Assets | Corporate Private Equity | Real Estate | Liquid Credit | |||||||||||||||||||||||||||||||||
| Buyout Carry Funds | Loans & Structured Credit | Real Estate Carry Funds | |||||||||||||||||||||||||||||||||||||
| Carlyle Partners (U.S.) | Carlyle Partners (U.S.) | Cash CLO's | Carlyle Realty Partners (U.S.) | Carlyle Partners (U.S.) | Carlyle Realty Partners (U.S.) | Cash CLOs | |||||||||||||||||||||||||||||||||
| CP VIII | CP VIII | $11.5 bn | 2021 | CRP IX | $8.0 bn | 2021 | U.S. | $25.9 bn | 2012-2021 | ||||||||||||||||||||||||||||||
| CP VII | $14.1 bn | 2017 | U.S. | $16.4 bn | 2006-2017 | CRP VIII | $5.0 bn | 2017 | CP VII | $18.5 bn | 2018 | CRP VIII | $5.5 bn | 2017 | Europe | €8.5 bn | 2013-2021 | ||||||||||||||||||||||
| CP VI | $13.0 bn | 2014 | Europe | €8.5 bn | 2005-2017 | CRP VII | $4.2 bn | 2014 | CP VI | $13.0 bn | 2014 | CRP VII | $4.2 bn | 2014 | Structured Credit Funds | ||||||||||||||||||||||||
| CP V | $13.7 bn | 2007 | Structured Credit Carry Funds | CRP VI | $2.3 bn | 2011 | CP V | $13.7 bn | 2007 | CRP VI | $2.3 bn | 2011 | CREV | $0.5 bn | 2020 | ||||||||||||||||||||||||
| CP IV | $7.9 bn | 2005 | CSC | $838 mm | 2016 | CRP V | $3.0 bn | 2006 | |||||||||||||||||||||||||||||||
| Global Financial Services Partners | Global Financial Services Partners | CASCOF | $445 mm | 2015 | CRP IV | $950 mm | 2005 | Global Financial Services Partners | CRP V | $3.0 bn | 2006 | CSC | $0.8 bn | 2017 | |||||||||||||||||||||||||
| CGFSP III | $491 mm | 2017 | Direct Lending | CRP III | $564 mm | 2001 | CGFSP III | $1.0 bn | 2018 | CRP IV | $1.0 bn | 2005 | Illiquid Credit | ||||||||||||||||||||||||||
| CGFSP II | $1.0 bn | 2013 | Business Development Companies1 | Carlyle Europe Real Estate Partners | CGFSP II | $1.0 bn | 2013 | Core Plus Real Estate (U.S.) | Business Development Companies3 | ||||||||||||||||||||||||||||||
| CGFSP I | $1.1 bn | 2008 | TCG BDC II, Inc. | $570 mm | 2017 | CER | €99 mm | 2017 | |||||||||||||||||||||||||||||||
| Carlyle Europe Partners | Carlyle Europe Partners | TCG BDC, Inc. | $2.0 bn | 2013 | CEREP III | €2.2 bn | 2007 | Carlyle Europe Partners | CPI4 | $7.3 bn | 2016 | TCG BDC II, Inc. | $2.4 bn | 2017 | |||||||||||||||||||||||||
| CEP V | CEP V | €6.4 bn | 2018 | International Real Estate | TCG BDC, Inc. | $2.0 bn | 2013 | ||||||||||||||||||||||||||||||||
| CEP IV | €3.7 bn | 2014 | Corporate Mezzanine Carry Fund | Carlyle Asia Real Estate Partners | CEP IV | €3.8 bn | 2014 | CER II | €0.3 bn | 2021 | Opportunistic Credit Carry Funds | ||||||||||||||||||||||||||||
| CEP III | €5.3 bn | 2007 | CMP II | $553 mm | 2008 | CCR | $120 mm | 2016 | CEP III | €5.3 bn | 2007 | CER I | €0.5 bn | 2017 | CCOF II | $4.2 bn | 2020 | ||||||||||||||||||||||
| CEP II | €1.8 bn | 2003 | Opportunistic Credit Carry Fund | CAREP II | $486 mm | 2008 | CEP II | €1.8 bn | 2003 | CEREP III | €2.2 bn | 2007 | CCOF I | $2.4 bn | 2017 | ||||||||||||||||||||||||
| Carlyle Asia Partners | Carlyle Asia Partners | CCOF | $757 mm | 2017 | Core Plus Real Estate (U.S.) | Carlyle Asia Partners | Natural Resources Funds | Distressed Credit Carry Funds | |||||||||||||||||||||||||||||||
| CAP V | $4.7 bn | 2017 | Energy Credit Carry Funds | CPI | $1.1 bn | 2016 | CAP V | $6.6 bn | 2018 | NGP Energy Carry Funds | CSP IV | $2.5 bn | 2016 | ||||||||||||||||||||||||||
| CBPF II | RMB 301 mm | 2017 | CEMOF II | $2.8 bn | 2015 | Natural Resources Funds | CBPF II | RMB 2.0 bn | 2017 | NGP XII | $4.3 bn | 2017 | CSP III | $0.7 bn | 2011 | ||||||||||||||||||||||||
| CAP IV | $3.9 bn | 2014 | CEMOF I | $1.4 bn | 2011 | Infrastructure Carry Fund | CAP IV | $3.9 bn | 2014 | NGP XI | $5.3 bn | 2014 | CSP II | $1.4 bn | 2007 | ||||||||||||||||||||||||
| CBPF I | RMB 2.0 bn | 2010 | Distressed Credit Carry Funds | CGIOF | $756 mm | 2017 | |||||||||||||||||||||||||||||||||
| CAP III | $2.6 bn | 2008 | CSP IV | $2.5 bn | 2016 | CIP I | $1.1 bn | 2006 | CAP III | $2.6 bn | 2008 | NGP X | $3.6 bn | 2012 | Real Assets Credit | ||||||||||||||||||||||||
| CAP II | $1.8 bn | 2006 | CSP III | $703 mm | 2011 | Power Carry Funds | |||||||||||||||||||||||||||||||||
| Carlyle Japan Partners | Carlyle Japan Partners | CSP II | $1.4 bn | 2007 | CPP II | $1.5 bn | 2014 | Carlyle Japan Partners | Other NGP Carry Funds | Infrastructure Credit Carry Fund | |||||||||||||||||||||||||||||
| CJP IV | CJP IV | ¥258.0 bn | 2020 | NGP Minerals | $0.3 bn | 2020 | CICF | $0.4 bn | 2021 | ||||||||||||||||||||||||||||||
| CJP III | ¥119.5 bn | 2013 | CPOCP | $478 mm | 2013 | CJP III | ¥119.5 bn | 2013 | NGP GAP | $0.4 bn | 2014 | Energy Credit Carry Funds | |||||||||||||||||||||||||||
| CJP II | ¥165.6 bn | 2006 | International Energy Carry Fund | ||||||||||||||||||||||||||||||||||||
| Carlyle Global Partners | Carlyle Global Partners | NGP Predecessor Funds | CEMOF II | $2.8 bn | 2015 | ||||||||||||||||||||||||||||||||||
| CGP II | CGP II | $1.8 bn | 2020 | Various2 | $5.7 bn | 2007-2008 | CEMOF I | $1.4 bn | 2011 | ||||||||||||||||||||||||||||||
| CGP I | CGP I | $3.6 bn | 2015 | International Energy Carry Funds | Carlyle Aviation Partners | ||||||||||||||||||||||||||||||||||
| Carlyle MENA Partners | Carlyle MENA Partners | Investment Solutions | CIEP I | $2.5 bn | 2013 | Carlyle MENA Partners | CIEP II | $2.3 bn | 2019 | SASOF V | $1.0 bn | 2020 | |||||||||||||||||||||||||||
| MENA I | $471 mm | 2008 | AlpInvest | NGP Energy Carry Funds | MENA I | $0.5 bn | 2008 | CIEP I | $2.5 bn | 2013 | SASOF IV | $1.0 bn | 2018 | ||||||||||||||||||||||||||
| Carlyle South American Buyout Fund | Carlyle South American Buyout Fund | Fund of Private Equity Funds | NGP XII | $2.8 bn | 2017 | Carlyle South American Buyout Fund | Infrastructure Funds | SASOF III | $0.8 bn | 2015 | |||||||||||||||||||||||||||||
| CSABF I | $776 mm | 2009 | 67 vehicles | €41.6 bn | 2000-2017 | NGP XI | $5.3 bn | 2014 | CSABF I | $0.8 bn | 2009 | CRSEF | $0.7 bn | 2019 | SASOF II | $0.6 bn | 2012 | ||||||||||||||||||||||
| Carlyle Sub-Saharan Africa Fund | Carlyle Sub-Saharan Africa Fund | Secondary Investments | NGP X | $3.6 bn | 2012 | Carlyle Sub-Saharan Africa Fund | CGIOF | $2.2 bn | 2019 | CALF | $0.6 bn | 2021 | |||||||||||||||||||||||||||
| CSSAF I | $698 mm | 2012 | 50 vehicles | €14.7 bn | 2000-2017 | NGP Agribusiness Carry Fund | CSSAF I | $0.7 bn | 2012 | CPP II | $1.5 bn | 2014 | Securitization Vehicles4 | $3.6 bn | Various | ||||||||||||||||||||||||
| Carlyle Peru Fund | Carlyle Peru Fund | Co-Investments | NGP GAP | $402 mm | 2014 | Carlyle Peru Fund | CPOCP | $0.5 bn | 2013 | 8 Other Vehicles4 | $4.3 bn | Various | |||||||||||||||||||||||||||
| CPF I | $308 mm | 2012 | 49 vehicles | €14.4 bn | 2000-2017 | NGP Management Fee Funds | CPF I | $0.3 bn | 2012 | Other Credit | |||||||||||||||||||||||||||||
| Carlyle Global Partners | Metropolitan Real Estate | Various2 | $7.2 bn | 2004-2008 | |||||||||||||||||||||||||||||||||||
| CGP | $3.6 bn | 2015 | Real Estate Fund of Funds | Legacy Energy Carry Funds | |||||||||||||||||||||||||||||||||||
| Growth Carry Funds | 31 vehicles | $3.6 bn | 2002-2017 | Carlyle/Riverstone Global Energy | |||||||||||||||||||||||||||||||||||
| Carlyle U.S. Venture/Growth Partners | Carlyle U.S. Venture/Growth Partners | Energy IV | $6.0 bn | 2008 | Carlyle U.S. Venture/Growth Partners | CTAC3 | $1.2 bn | 2018 | |||||||||||||||||||||||||||||||
| CP Growth | CP Growth | $1.1 bn | 2021 | Fortitude5 | $3.2 bn | 2020 | |||||||||||||||||||||||||||||||||
| CEOF II | $2.4 bn | 2015 | Energy III | $3.8 bn | 2005 | CEOF II | $2.4 bn | 2015 | |||||||||||||||||||||||||||||||
| CEOF I | $1.1 bn | 2011 | Energy II | $1.1 bn | 2003 | CEOF I | $1.1 bn | 2011 | Global Investment Solutions6 | ||||||||||||||||||||||||||||||
| CUSGF III | $605 mm | 2006 | Carlyle/Riverstone Renewable Energy | ||||||||||||||||||||||||||||||||||||
| CVP II | $602 mm | 2001 | Renew II | $3.4 bn | 2008 | CVP II | $0.6 bn | 2001 | AlpInvest | ||||||||||||||||||||||||||||||
| Carlyle Europe Technology Partners | Carlyle Europe Technology Partners | Carlyle Europe Technology Partners | Fund of Private Equity Funds | ||||||||||||||||||||||||||||||||||||
| CETP IV | CETP IV | €1.4 bn | 2019 | 119 vehicles | €47.8 bn | 2000-2021 | |||||||||||||||||||||||||||||||||
| CETP III | €657 mm | 2014 | CETP III | €0.7 bn | 2014 | Secondary Investments | |||||||||||||||||||||||||||||||||
| CETP II | €522 mm | 2008 | |||||||||||||||||||||||||||||||||||||
| Carlyle Asia Venture/Growth Partners | Carlyle Asia Venture/Growth Partners | Carlyle Asia Venture/Growth Partners | 97 vehicles | €26.0 bn | 2002-2021 | ||||||||||||||||||||||||||||||||||
| CAGP V | $292 mm | 2017 | |||||||||||||||||||||||||||||||||||||
| CAP Growth II | CAP Growth II | $0.7 bn | 2021 | Co-Investments | |||||||||||||||||||||||||||||||||||
| CAP Growth I | CAP Growth I | $0.3 bn | 2017 | 87 vehicles | €20.6 bn | 2002-2021 | |||||||||||||||||||||||||||||||||
| CAGP IV | $1.0 bn | 2008 | CAGP IV | $1.0 bn | 2008 | ||||||||||||||||||||||||||||||||||
| CAGP III | $680 mm | 2005 | |||||||||||||||||||||||||||||||||||||
| Carlyle Cardinal Ireland | Carlyle Cardinal Ireland | Carlyle Cardinal Ireland | |||||||||||||||||||||||||||||||||||||
| CCI | €292 mm | 2014 | CCI | €0.3 bn | 2014 | ||||||||||||||||||||||||||||||||||
Note: All amounts shown represent total capital commitments as of December 31, 2017,2021, unless otherwise noted. Certain of our recent vintage funds are currently in fundraising and total capital commitments are subject to change. In addition, certain carry funds included herein may be disclosed which are not included in fund performance if they have not made an initial capital call.call or commenced investment activity. The NGP funds are advised by NGP Energy Capital Management, LLC, a separately registered investment adviser, and we do not serve as an investment adviser to those funds.
(1)Global Private Equity also includes funds which we jointly advise with Riverstone Holdings L.L.C. (the “Legacy Energy funds”). The impact of these funds is no longer significant to our results of operations. (2)Includes NGP M&R, NGP ETP II, and NGP IX, on which we are not entitled to a share of carried interest. (3)Amounts represent gross assets plus any available capital |
(4)Amounts represent Total AUM as of December 31, 2021.
(5)Includes capital raised from a strategic third-party investor which directly invests in Fortitude alongside Carlyle FRL.
(6)On April 1, 2021, we completed the sale of our subsidiaries, including intermediate holding companies through which certain of the subsidiaries depicted are held. As discussedinterest in greater detail below,Metropolitan Real Estate.
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Organizational Structure
On January 1, 2020, we completed our conversion from a Delaware limited partnership named The Carlyle Group L.P. holds, through wholly owned subsidiaries,into a number of Carlyle Holdings partnership units that is equal to the number of common units thatDelaware corporation named The Carlyle Group L.P. has issuedInc. See Part II. Item 7A. “Management’s Discussion and benefits from the incomeAnalysis of Carlyle HoldingsFinancial Condition and Results of Operations—Conversion to the extent of its equity interests in the Carlyle Holdings partnerships. While thea Corporation” for additional information.
The holders of our common units of The Carlyle Group L.P.stock are entitled to vote on all matters on which stockholders of a corporation are generally entitled to vote on under Delaware General Corporation Law (“DGCL”), including the election of the economic rights in The Carlyle Group L.P., the limited partnersboard of directors of the Carlyle Holdings partnerships, likeCorporation. Holders of common stock are entitled to one vote per share of common stock.
In connection with the wholly owned subsidiaries of The Carlyle Group L.P., hold Carlyle Holdings partnership units that entitle them to economic rights in Carlyle Holdings to the extent of their equity interests in the Carlyle Holdings partnerships. Public investors do not directly hold equity interests in the Carlyle Holdings partnerships.
Our diverse and sophisticated investor base includes more than 1,7502,850 active investors in our carry funds excluding Investment Solutions, located in 8389 countries. Included among our many longstanding fund investors are pension funds, sovereign wealth funds, insurance companies and high net worth individuals in the United States, Asia, Europe, the Middle East and South America.
Our LP relations professionals are in constant dialogue with our fund investors, which enables us to monitor investor preferences and tailor future fund offerings to meet investor demand. We striveseek to secure a first-mover advantage with key investors, often by establishing a local presence and providing a broad and diverse range of investment opportunities. We continuously seek to expand our partnerships by sharing our insights and perspectives on the market and investment environment, as well as discussing how we can help the investor achieve their objectives. During 2021, we continued to use technology to enhance our fund transparency and communication around insights and facilitate consistent dialogue while in a hybrid work environment. This partnership approach to fundraising has been critical in raising $51.3 billion in 2021.
As of December 31, 2017,2021, approximately 92%94% of commitments to our active carry funds (by dollar amount) were from investors who are committed to more than one active carry fund and approximately 62%76% of commitments to our active carry funds (by dollar amount) were from investors who are committed to more than five active carry funds. We believe the loyalty of our carry fund investor base, as evidenced by our substantial number of multi-fund relationships, enhances our ability to raise new funds and successor funds in existing strategies.
Investor Services
We have a team of over 450600 investor services professionals worldwide. The investor services group performs a range of functions to support our investment teams, LP relations group and the corporate infrastructure of Carlyle. Our investor services professionals provide an important control function, ensuring that transactions are structured pursuant to the partnership agreements, assisting in global regulatory compliance requirements and investor reporting to enable investors to easily monitor the performance of their investments. We have devoted substantial resources to creating comprehensive and timely investor reports, which are increasingly important to our investor base. The investor services group also works closely with the investment teams throughout each fund’s lifecycle, from fund formation and investments to portfolio monitoring and fund liquidation. We maintain an internal global legal and compliance team, which includes 2732 professionals and a government relations group of five professionals with a presence around the globe which includes 16 professionals as of December 31, 2017. We intend to continue to build and invest in our legal, regulatory and compliance and tax functions to enable our investment teams to better serve our investors.2021.
Structure and Operation of Our Investment Funds
We conduct the sponsorship and management of our carry funds and other investment vehicles primarily through limited partnerships, which are organized by us, to accept commitments and/or funds for investment from institutional investors
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and high net worth individuals. EachIn general, each investment fund that is a limited partnership, or “partnership” fund, has a general partner that is responsible for the management and operation of the fund’s affairs and makes all policy and investment decisions relating to the conduct of the investment fund’s business. Generally, the limited partners of such funds take no part in the conduct or control of the business of such funds, have no right or authority to act for or bind such funds and have no influence over the voting or disposition of the securities or other assets held by such funds, although such limited partners may vote on certain partnership matters including the removal of the general partner or early liquidation of the partnership by majority vote, as discussed below. Most of our funds also have an investor advisory committee, comprising representatives of certain limited partners, which may consider and/or waive conflicts of interest or otherwise consult with the general partner on certain partnership matters. In the case of certain separately managed accounts advised by us, the investor, rather than us, may control the asset or the investment decisions related thereto or certain investment vehicles or entities that hold or have custody of such assets. More often, however, we retain investment discretion with respect to separately managed accounts we advise.
Each investment fund and in the case of our separately managed accounts, the client, engages an investment adviser. Carlyle Investment Management L.L.C. (“CIM”) or one of its subsidiaries or affiliates serves as an investment adviser for most of our carry funds and is registered under the Investment Advisers Act of 1940, as amended (the “Advisers Act”). Carlyle Global Credit Investment Management L.L.C. (“CGCIM”) is an affiliate of CIM and serves as investment adviser for most of our Global Credit carry funds, as well as two of our BDCs and Interval Fund and is registered under the Advisers Act. The business of Carlyle Aviation Partners includes investment funds organized to invest in certain aviation-related securities and physical assets (including aircraft, engines and components), and certain of the advisers and general partners of such funds are currently not registered under the Advisers Act or otherwise operated in reliance on another entity’s registration under the Advisers Act. Our investment advisers are generally entitled to a management fee from each investment fund for which they serve as investment advisers. For a discussion of the management fees to which our investment advisers are entitled across our various types of investment funds, see “—Incentive Arrangements / Fee Structure” below.
Investment funds themselves typically do not register as investment companies under the Investment Company Act of 1940, as amended (the “1940 Act” or the “Investment Company Act”), in reliance on Section 3(c)(7) or Section 7(d) thereof or, typically in the case of funds formed prior to 1997, Section 3(c)(1) thereof. Section 3(c)(7) of the 1940 Act exempts from the 1940 Act’s registration requirements investment funds privately placed in the United States whose securities are owned exclusively by persons in the United States who, at the time of acquisition of such securities, are “qualified purchasers” as defined under the 1940
Act and purchase their interests in a private placement. Section 3(c)(1) of the 1940 Act exempts from the 1940 Act’s registration requirements privately placed investment funds whose securities are beneficially owned by not more than 100 persons and purchase their interests in a private placement. In addition, under certain current interpretations of the Securities and Exchange Commission ("SEC"(“SEC”), Section 7(d) of the 1940 Act exempts from registration any non-U.S. investment fund all of whose outstanding securities are beneficially owned either by non-U.S. residents or by U.S. residents that are qualified purchasers and purchase their interests in a private placement. Certain of our investment funds, however, rely on other exemptions from the 1940 Act or register as investment companies under the 1940 Act or elect to be regulated as business development companiesBDCs under the 1940 Act.
The governing agreements of the vast majority of our investment funds provide that, subject to certain conditions, a majority in interest (based on capital commitments) of third-party investors in those funds have the right to remove the general partner of the fund for cause and/or to accelerate the liquidation date of the investment fund without cause. In addition, the governing agreements of many of our investment funds generally require investors in those funds to affirmatively vote to continue the investmentcommitment period in the event that certain “key persons” in our investment funds do not provide the specified time commitment to the fund or our firm ceaseceases to control the general partner (or similar managing entity) or the investment adviser or ceaseceases to hold a specified percentage of the economic interests in the general partner.partner (any such events, a “Key Person Event”).
With limited exceptions, our carry funds, business development companies,BDCs, Interval Fund, NGP Predecessor Funds, and NGP management fee fundscertain other investment vehicles, are closed-end funds. In a closed-end fund structure, once an investor makes an investment, the investor is generally not able to withdraw or redeem its interest, except in very limited circumstances. Furthermore, the governing agreement of each limited partnershipinvestment vehicle contains restrictions on an investor’s ability to transfer its interest in the fund. In the open-endedopen-end funds we advise, investors'investors’ interests are usually locked up for a period of time after which investors may generally redeem their interests on a quarterly basis, to the extent that sufficient cash is available.
With respect to our CPE, Real AssetsGlobal Private Equity and Global Credit carry funds, investors generally agree to fund their commitment over a period of time. For our private equitysuch carry funds, the commitment period generally runs until the earlierearliest of (i) the sixth anniversary of either the effective date (the date we start charging management fees for the fund), or the initial closing date, or(ii) the fifth anniversary of the final closing date of the fund; (ii)(iii) the date the general partner cancels suchthe investors’ obligation to fund capital contributions due to changes in applicable laws, business conditions or when at least a significant portion (which may range between 75% and 90%) of the capital commitments to the fund have been invested, committed or reserved for investments; (iii)(iv) the date a supermajority in interest (based on capital commitments) of investors vote to terminate the commitment period; or (iv)(v) the failureoccurrence of certain key persons to devote a specified amount of time to such fund or Carlyle, to control the general partner or the investment adviser or to hold a specified percentage of the economic interests in the general partner,Key Person Event, unless upon any of these events the investors vote to continue the investmentcommitment period. Following the termination of the commitment period, an investor generally will be released from any
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further obligation with respect to its undrawn capital commitment except to the extent necessary to pay partnership expenses and management fees, fund outstanding borrowings and guarantees, complete investments with respect to transactions committed to prior to the end of the commitment period and make follow-on investments in existing companies.investments (collectively, the “post-termination obligations”). Generally, an investor’s obligation to fund follow-on investments extends for a period of three years following the end of the commitment period, although certain funds do not have a time limit and there may be limitations on how much the fund is permitted to fund for such follow-on investments. In those funds where such limitations exist, they generally range from 15-20% of the fund'sfund’s aggregate capital commitment.
For the latest generation of our closed-end real estate funds, the length of the commitment period generally runsvaries from fund to fund, typically running for a period of between two and five years from the final closing date, provided that the general partner may unilaterally extend such expiration date for one year and may extend it for another year with the consent of a majority of the limited partners or the investment advisory committee for that fund. Investors in the latest generation of our closed-end real estate funds are also obligated to continue to make capital contributions with respect to follow-on investments and to repay indebtedness for a period of time after the original expiration date of the commitment period, as well as to fund partnership expenses and management fees during the life of the fund.
The term of each of the CPE, Real AssetsGlobal Private Equity and Global Credit carry funds generally will end 10 years from the initial closing date, or in some cases, from the final closing date, but such termination date may be earlier in certain limited circumstances (e.g., six years, in the case of certain Carlyle Aviation Partners funds) or later if extended by the general partner (in many instances with the consent of a majority in interest (based on capital commitments) of the investors or the investment advisory committee) for successive one-year periods, typically up to a maximum of two years. Certain of such investment funds may have a longer initial termination date (such funds, "long-dated funds"“longer-dated funds”), such as 15 years from the final closing date.date, or may be open-ended.
With respect to our Global Investment Solutions vehicles and separately managed accounts, the commitment period generally runs for a period of one to five years after the initial closing date of the vehicle. Following the termination of the commitment period, an investor in one of our Investment Solutions vehicles or separately managed accounts generally will only be required
Incentive Arrangements / Fee Structure
Fund Management Fees. The Partnership provides We provide management services to funds in which it holdswe hold a general partner interest or has a managementwith which we have an investment advisory agreement. For closed-end carry funds in the CPE, Real AssetsGlobal Private Equity and Global Credit segments, management fees generally range from 1.0% to 2.0% of commitments during the fund's investmentfund’s commitment period based on limited partners'partners’ capital commitments to the funds. Following the expiration or termination of the investmentcommitment period, management fees generally are based on the lower of cost or fair value of invested capital and the rate charged may also be reduced to between 0.6% and 2.0%. For certainreduced. These terms may vary for separately managed accounts, open-end funds and longer-dated carry funds with expected terms greater than ten years, management fees generally range from 0.2% to 1.0% based on contributions for unrealized investments or the current value of the investment.and other closed end funds. The investment adviser will receive management fees during a specified period of time, which is generally ten years from the initial closing date, or, in some instances, from the final closing date, but such termination date may be earlier in certain limited circumstances or later if extended for successive one yearone-year periods, typically up to a maximum of two years. Depending on the contracted terms of the investment advisory or investment managementagreement and related agreements, these fees are generally called semi-annually in advance. For certain open-end and longer-dated carry funds, management fees are called quarterly in arrears over the life of the funds.
Within the Global Credit segment, for CLOs and other structured products, management fees generally range from 0.3%0.4% to 0.6%0.5% based on the total par amount of assets or the aggregate principal amount of the notes in the CLO and are due quarterly or semi-annually based on the terms.quarterly. Management fees for the CLOs and other structured products are governed by indentures and collateral management agreements. The investment advisers will receive management fees for the CLOs until redemption of the securities issued by the CLOs, which is generally five to ten years after issuance. Investment adviser ofManagement fees for the business development company generally receives management feesBDCs are due quarterly in arrears at annual rates that range from 1.25% of approximatelyinvested capital to 1.5% of gross assets, excluding cash and cash equivalents. Management fees for the Interval Fund are due monthly in arrears at the annual rate of 1.0% of the month-end value of the Interval Fund’s net assets. Carlyle Aviation Partners’ funds have varying management fee arrangements depending on the strategy of the particular fund.
The investment adviseradvisers of our Global Investment Solutions private equity and real estate carry fund vehicles generally receivesreceive an annual management fee that ranges from 0.25% to 1.0% of the vehicle’s capital commitments or its committed capital to investments during the commitment fee period of the relevant fund or the weighted-average investment period of the underlying funds.fund. Following the expiration of the commitment fee period, or weighted-average investment period of such funds, the management fees generally range from 0.25% to 1.0% on (i) net invested capital; (ii) the lower of cost or fairnet asset value of the capital invested, (ii)or (iii) the net asset value for unrealized investments or (iii) the contributions for unrealized investments; however certain separately managed accounts earn management fees at all times on contributions for unrealized investments or on the initial commitment amount.investments. The management fees we receive from our Global Investment Solutions carry fund vehicles typically are payable quarterly in advance.
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Our equity interest in NGP previously entitledentitles us to an allocation of income equal to 47.5%, which increased to 55% in January 2015, of the management fee-related revenues of the NGP entities that serve as advisors to the NGP management fee funds.Energy Funds.
The general partners or investment advisers to certain of our CPE, Real AssetsGlobal Private Equity and Global Credit carry funds from time to time receive customary transaction fees upon consummation of many of our funds’ acquisition transactions, receive monitoring fees from many of their portfolio companies following acquisition and may from time to time receive other fees in connection with their activities. The ongoing monitoring fees that they receive are generally calculated either as a fixed amount or as a percentage of a specified financial metric of a particular portfolio company. The transaction fees which they receive are generally calculated either as a fixed amount or as a percentage (that generally ranges up to 1%, but may exceed 1% in certain circumstances) of the total enterprise value or capitalization of the investment.Theinvestment. The management fees charged to limited partner investors in our carry funds are generally reduced by 80% to 100% of such transaction fees, monitoring fees, and certain other fees that are received by the general partners and their affiliates.
In addition, Carlyle Aviation Partners may receive servicing fees in connection with asset-backed financing transactions for certain Carlyle Aviation Partners funds, generally in the range of 2% of rents, incentive fees up to 5% of rents in the aggregate, and 3% of sales proceeds earned from such assets. To the extent the financing instruments are held by the funds, these fees are generally offset against management fees or partnership expenses of the funds.
Performance Fees.Allocations. The general partner of each of our carry funds also receives carried interest from the carry funds. Carried interest entitles the general partner to a special residual allocation of profit on third-party capital. In the case of our closed-end carry funds, in the CPE, Real Assets and Global Credit segments, carried interest is generally calculated on a “realized gain” basis, and each general partner is generally entitled to a carried interest equal to 20% allocation (or 10% to 20% on certain longer-dated carry funds, certain credit funds and external co-investment vehicles, or approximately 10% in the case
The receipt of carried interest in respect of investments of our carry funds is dictated by the terms of the partnership agreements that govern such funds, which generally allow for carried interest distributions in respect of an investment upon a realization event after satisfaction of obligations relating to the return of capital from all realized investments, any realized losses, allocable fees and expenses and the applicable annual preferred return. Carried interest is ultimately realized and distributed when: (i) an underlying investment is profitably disposed of, (ii) certain costs borne by the limited partner investors have been reimbursed, (iii) the investment fund’s cumulative returns are in excess of the preferred return and (iv) we have decided to collect carry rather than return additional capital to limited partner investors. Distributions to eligible senior Carlyle professionals in respect of such carried interest are generally made shortly thereafter. Our decision to realize carry considers such factors as the level of embedded valuation gains, the portion of the fund invested, the portion of the fund returned to limited partner investors and the length of time the fund has been in carry, as well as other qualitative measures. Our Global Investment Solutions funds are not eligible for carried interest distributions until all capital contributions for investments and expenses and the preferred return hurdle have been returned. Although Carlyle has seldom been obligated to pay a giveback obligation, such obligation, if any, in respect of previously realized carried interest, is generally determined and due upon the winding up or liquidation of a carry fund pursuant to the terms of the fund’s partnership agreement, although in certain cases the giveback is calculated at prior intervals.
With respect to our separately managed accounts, BDCs and the Interval Fund, carried interest is generally referred to as an “Incentive Fee.” Incentive Fees consist of performance-based incentive arrangements pursuant to management contracts
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when the return on assets under management exceeds certain benchmark returns or other performance targets. Incentive Fees are recognized when the performance benchmark has been achieved.
Under our arrangements with the historical owners of Carlyle Aviation Partners, we are entitled to 100% of the management fee-related revenues and advisory fee-related revenues of Carlyle Aviation Partners that serve as advisers or service providers of the Carlyle Aviation Partners funds and portfolios of investments. In addition, we will receive 55% of the carried interest from funds managed or advised by Carlyle Aviation Partners, with the remaining 45% being allocated to the prior owners of Carlyle Aviation Partners and certain employees.
With respect to our arrangements with NGP, we have acquired future interests in the general partners of certain future funds advised by NGP that will entitle usare entitled to an allocation of income equal to 47.5% of the carried interest received by such fund general partners.NGP XI and future NGP funds. In addition, we also exercised our option to purchase interestshold an interest in the general partner of the NGP X fund, which entitles us to an allocation of income equal to 40% of the carried interest received by NGP X'sX’s general partner.
Under our arrangements with the historical owners and management team of AlpInvest, we generally do not retain any carried interest in respect of the historical investments and commitments to our fund of funds vehicles that existed as of July 1, 2011 (including any options to increase any such commitments exercised after such date). We are entitled to 15%, or in some cases 40%, of the carried interest in respect of commitments from the historical owners of AlpInvest for the period between 2011 and 2020 and 40% of the carried interest in respect of all other commitments (including all future commitments from third parties).
As noted above, in connection with raising new funds or securing additional investments in existing funds, we negotiate terms for such funds and investments with existing and potential investors. The outcome of such negotiations could result in our agreement to terms that are materially less favorable to us than for prior funds we have advised or funds advised by our competitors. See “Item 1A. Risk Factors — Risks Related to Our Business Operations — Our investors in future funds may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.”
Capital Invested in and Alongside Our Investment Funds
To further align our interests with those of investors in our investment funds, we have invested our own capital and that of our senior Carlyle professionals in and alongside the investment funds we sponsor and advise. Carlyle generally expects to commit to fund approximately 0.75% to 1% of the capital commitments to our future CPE, Real AssetsGlobal Private Equity and Global Credit carry funds.funds, although we may elect to invest additional amounts in funds focused on new investment areas. We also intend to make investments in our Global Investment Solutions carry funds, our open-end funds, our BDCs and other 1940 Act regulated vehicles and our CLO vehicles. In addition, certain qualified Carlyle professionals and other qualified individuals (including certain individuals who may not be employees of the firm but who have pre-existing business relationships with Carlyle or industry expertise in the sector in which a particular investment fund may be investing) are permitted, subject to certain restrictions, to invest alongside the investment funds we sponsor and advise. Fees assessed or profit allocations on such investments by such persons may be eliminated or substantially reduced.
Minimum general partner capital commitments to our investment funds are determined separately with respect to each investment fund. We may, from time to time, exercise our right to purchase additional interests in our investment funds that become available in the ordinary course of their operations. See “ItemPart II. Item 7. Management’s“Management’s Discussion and Analysis of Financial Condition and Results of Operations— Liquidity and Capital Resources” for more information regarding our minimum general partner capital commitments to our funds. Our general partner capital commitments are funded with cash and not with carried interest or through a management fee waiver program.
We believe that one of the CPEstrengths and Real Assetprincipal reasons for our success is the quality and Global Credit carry funds on a deal-by-deal basis, typically in an amount up to 5% of the investment opportunity (on topdedication of our base commitment).people. As of December 31, 2021, we employed nearly 1,850 individuals, including 690 investment professionals, located in 26 offices across five continents.
One Carlyle Culture
Our culture is built on promoting innovation, good citizenship and service to our investors. Carlyle uses its One Carlyle global network, deep industry knowledge, Operating Executive consultants and portfolio intelligence to create and execute a customized value creation plan for each of our CPE and Real Assets investments. To further this end, Carlyle has created a Global Investment Resources team that helps to translateemployees around the globe are united by our One Carlyle culture, which is driven by our mission to invest wisely and create value while delivering on our strategic plan to grow, build and perform. We seek to achieve our mission and deliver on our strategic plan by creating a culture where employees (1) strive to excel, (2) deliver for the firm, (3) challenge the status quo and (4) leverage diverse perspectives. We encourage our employees to leave their comfort zone and seek out a leading edge while working with passion, creativity and a relentless determination to deliver for our stakeholders. We seek to foster lateral working relationships across and beyond Carlyle while working as one team to drive long-term value creation. We strive to lead by example in driving and embracing change. We foster diverse perspectives by encouraging our employees to engage with others with candor and diversity of thought, promoting a team conscience that is inclusive and empowering.
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Diversity, Equity and Inclusion
We are committed to growing and cultivating an environment that fosters diversity, equity and inclusion (“DEI”) and values the diverse perspectives, backgrounds, experiences and geographies of our employees and other stakeholders. We seek to promote greater diversity among our employees, enhance knowledge and understanding of key DEI issues, reward progress on our DEI goals and foster an environment where our employees and stakeholders feel included and valued for their diverse experiences and perspectives. Carlyle is a founding signatory to the Institutional Limited Partners Association’s Diversity in Action initiative, and has joined the Milken Institute as a strategic partner and first underwriter for the DEI in Asset Management Program, which was created to improve recruitment, retention and advancement for women and persons who are Black, Indigenous and People of Color within the asset management industry. Carlyle has also received a perfect score for five consecutive years on the Human Rights Campaign Corporate Equality Index, which recognizes corporate efforts to support LGBTQ+ employees. Carlyle is also a member of The 30% Coalition, which works to achieve diversity in senior leadership and the corporate boardroom.
A focus on DEI efforts is embedded into servicesthe highest levels of our firm, including our Board of Directors, and capabilities supportingis guided by our investmentDiversity, Equity and Inclusion Council, comprised of members of our executive team, as well as key senior leaders across the globe. We strive to create a workplace culture that enhances our ability to recruit, develop and retain talent from a broad set of backgrounds and experiences, and to this end, we asked all of our employees to set a personal DEI objective during 2021. Inclusive leadership is one of our core leadership competencies, and the DEI Council is involved in reviewing the promotion process for our senior personnel. All of our employees who were nominated for promotion to a Managing Director or Partner role during 2021 were evaluated on their inclusive leadership and management skills. To continue to enhance inclusive decision-making, during 2021 we continued the “Better Decisions” initiative that launched in 2019, which provides education, practical tools and guidance to build awareness of unconscious bias and to mitigate its negative effects. Over 80% of our employees have participated in in-person or virtual sessions of this program. In addition to these initiatives, we encourage our employees to engage with and support one another through our global Employee Resource Groups, which include DiverseAbility, LGBTQ+, Multicultural, Veterans, Women, Working Parents and NextGen groups, that were formed to cultivate and retain a diverse, equitable and inclusive workforce.
During 2021, we invested in enhancing DEI through our inaugural DEI Incentive Awards program, pursuant to which we granted approximately $2 million in awards to 54 employees from around the globe who made an impact on DEI at Carlyle by developing our people, attracting and recruiting talent, building an inclusive culture and furthering board diversity at our portfolio companies. This team coordinates withAward recipients were nominated by their peers, reviewed by group heads and confirmed by the DEI Council.
Employee Engagement
We continuously evaluate, modify, and enhance our internal processes and technologies to increase employee engagement, productivity and efficiency. During 2020, we introduced a robust feedback training and communication campaign to deliver real-time feedback, as well as more frequent formal performance conversations and launched a new, more streamlined performance management system, which we continued into 2021. In order to measure employee engagement, we conduct an annual engagement survey as well as other pulse surveys throughout the year. We renewed our focus on the satisfaction and wellness of our employees over the past year, and we will continue to use annual and pulse surveys to evaluate our performance and guide our decision-making. For investment professionals and advisors, including our operating executive and other consultants, to create value during the investment lifecycle. Wein particular, we have also developed a leveraged purchasing effortpost-deal feedback system, through which investment professionals provide both positive and constructive feedback to team members in order to enhance the performance of our investment teams on future transactions.
We are also continuing to expand our employee training programs, including those focused on enhancing management and leadership capability at all levels of the firm. These programs include the Future Leaders Academy for new Managing Directors, the Career Strategies Initiative for Vice President and Principal-level underrepresented professionals, the Better Leaders Program for Vice Presidents and Associate Directors and the Better Managers Program for Senior Associates, Associate Vice Presidents, Managers and Associates. We also continue to support a global mentoring program in which 390 of our employees participated as mentors or mentees in 2021.
Compensation and Benefits
We believe that equitable compensation and incentive programs are critical to hiring and retaining highly qualified people. We seek to provide portfolio companiesa pay and benefits package that is competitive within the local marketplace for our industry to reward and retain our employees and attract and retain new talent. Compensation comprises a base salary for salaried employees and compensation per hour for hourly employees in connection with effective sourcingsatisfying the daily expectations of their roles. Our annual discretionary performance-based cash bonus program is a significant component of our compensation program and rewards employees based on firm, segment, investment fund, department and individual performance to directly align our employees with our financial performance and strategic goals. To further align the interests of our employees with our
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shareholders and to cultivate a strong sense of ownership and commitment to our firm, certain employees also are eligible to receive awards of restricted stock units or participate in our other long-term incentive programs.
The success of our business is fundamentally connected to the well-being of our people. We are committed to their health, safety and wellness and seek to provide benefits that are locally relevant for our global employees. For example, our U.S. benefits programs include health and welfare benefits (including healthcare, dental benefits and vision benefits, among others), retirement offerings (including employer matching contributions, subject to eligibility requirements), an Employee Assistance Program, family and caregiver-oriented benefits and commuting benefits, among other benefits. We also have various time-off policies for eligible employees for sick leave, vacation leave, personal days, paid holidays and paid parental leave. We also seek to provide strong benefits programs globally in line with local market practices.
In line with our guiding principle that building better pricingbusinesses means investing responsibly and service levels to help create operating value. This program seeks to drive down costs on common indirect spend categories and disseminate best practices on managing functional spendengaging in the areascommunities where we work and invest, we encourage our employees to get involved where they live, work and invest through our volunteer and wealth sharing programs. In 2021, more than 180 Carlyle employees gave over 300 philanthropic gifts, which we matched. These gifts supported over 100 nonprofit organizations globally. Carlyle employees also put their time and expertise to work through volunteer activities across our offices.
Employee Wellness
We believe that a key component to investing in our employees is investing in their wellness, particularly in the environment of HR/employee benefits, corporate real estate, information technologythe COVID-19 pandemic. We focus on five pillars of wellbeing for our employees: physical, environmental, emotional, social and treasury/risk.financial. During September 2021, we hosted our inaugural “Wellbeing Month,” where we dedicated a week to each of the wellbeing pillars. Activities during our Wellbeing Month included seminars with external wellness providers and interactive physical activities. Beginning in September 2021, we also provided our eligible employees with an annual $750 well-being stipend to use for personal wellness needs. In light of the challenges of the COVID-19 pandemic, we established a firmwide week-long holiday during August 2021 to provide a coordinated break for our employees.
COVID-19
Throughout the COVID-19 pandemic we have remained engaged with our employees and have adapted to changing circumstances without disruption to our business while remaining committed to the health and safety of our employees. While many of our employees worked remotely during 2020 following the emergence of the COVID-19 pandemic, during the latter part of 2021 we implemented a hybrid return-to-office approach to reintegrate our employees, including new employees who joined Carlyle during the COVID-19 pandemic. Employees generally work in the office three days per week, depending on business needs, and work remotely for the balance of the week. We have implemented protective health and safety measures, including COVID-19 testing for our employees, in-office social distancing (subject to local restrictions) and contact-tracing. Our approach ensures that Carlyle’s global network, deep industry knowledgeto the COVID-19 pandemic and operational expertise are usedhaving our employees return to supportour offices continues to evolve based on new variants and enhancelocal restrictions, but we plan to continue our investments.hybrid return-to-office approach into 2022. Our technology infrastructure has facilitated our ability to shift between a fully remote environment and a fully in-office environment, and for hybrid approaches in between, and our employees and leaders have demonstrated their ability to quickly and seamlessly adapt without disruption to our business.
We are committed to the principle that building a better business means investing responsibly. In Septemberresponsibly and engaging in the communities where we work and invest. As a responsible global organization dedicated to serving all of its stakeholders, Carlyle has made it a priority to invest in a framework and the necessary resources for understanding, monitoring and managing environmental, social and governance (“ESG”) risks and opportunities across our portfolio. ESG provides an additional lens to help us assess and mitigate risks, and identify and capitalize on opportunities. To implement these principles into our investment process, in 2008, Carlylewe developed a set of responsible investment guidelinesGuidelines for Responsible Investment that consider the environmental, social and governance implications of certain investments we make. TheseIn December 2020, we expanded upon these guidelines were integralthrough the publication of our more comprehensive Environmental, Social and Governance Policy, which outlines our approach to shaping the corporate social responsibility guidelines later adopted by the membersESG integration, and our resourcing, scope and investment application.
We continuously have sought to strengthen our governance, resourcing, reporting and transparency on material ESG matters. In 2010, we became one of the American Investment Council. We use the principlesfirst major private equity firms to publish an ESG report and in these guidelines2019, Carlyle hired its Global Head of Impact. In 2020, we further tightened our policies and practices around evaluating new investments for ESG implications, establishing a senior ESG review committee to informevaluate more complex ESG issues, in order to help guide our investment decision-making processanalysis. In 2020, we published our inaugural Task Force on Climate-related Financial Disclosures (TCFD) Report, underscoring our evolving approach to climate change and also published our first corporate ESG disclosures, utilizing Global Reporting Initiative (GRI) Standards, which provide an internationally recognized framework to communicate material ESG matters to our stakeholders.
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Our Board of Directors oversees our approach to ESG and impact given the critical importance with which we view ESG principles. The Board receives regular updates on our ESG and impact strategy and investment implications, and receives information on thematic topics, such as our approach to climate risk and opportunity and DEI. Our Global Head of Impact is directly responsible for controlling,developing and implementing our impact strategy, which includes our approach to climate change.
With respect to our investments, we track certain ESG key performance indicators (KPIs) that we consider relevant across diverse geographies and assets for our corporate private equity and natural resources investments, including climate-related questions. For some of our largest strategies, we also work with portfolio companies on collecting more tailored, material ESG KPIs and climate-related data such as carbon footprints. Additionally, for investments made by our Renewable and Sustainable Energy team, we perform a qualitative and quantitative analysis of the potential climate impact as part of our due diligence process. This approach is designed to help refine our investment decisions and better understand the environmental implications of these investments.
We work to continually improve environmental stewardship within our firm and across our portfolio companies, particularly in the areas of climate change, ESG data, energy and materials use. In April 2021, our Sustainability Workshop welcomed more than 60 guests from workshopsover 30 portfolio companies and included sessions on developing resilient climate strategies and leading practices for energy management. We have also initiated numerous other portfolio-level initiatives, including decarbonization pathway development and in October 2021, we launched our Energy + Carbon Playbook for portfolio companies, which provides a step-by-step guide to pre-screened vendors that provide sustainability servicesprofitably decarbonize. We have achieved carbon neutrality across our 26 global offices and the activities of our nearly 1,850 employees, after we became the first major private equity firm to individualized support from our Chief Sustainability Officer. make a carbon neutrality commitment in 2017. Our new office location in New York City at OneVanderbilt received the highest LEED and wellness certifications.
We are a member of Businesses for Social Responsibility (BSR), an industry group working to advance sustainability practices in the business sector as well as a global nonprofit business network dedicated to sustainability. We also educate portfolio companies in whichmember of the Sustainability Accounting Standards Board (SASB) Alliance, the Renewable Energy Buyers Association (REBA), and the Green Chemistry and Commerce Council (GC3).
Additionally, we have a controlling interest on the guidelines for responsible investment and encourage them to review the guidelines at the board level on an annual basis. We issue an annual Citizenship Report that highlights cases where strengthening environmental and social performance helps to create value by supporting core business imperatives. We most often see sustainability efforts adding value in four areas: customer satisfaction, brand equity, operational efficiency and cost savings and workforce.
Kapitalbeteiligungsgesellschaften (BVK), the German private equity and venture capital trade association. We believe that we are compliant with the BVK Guidelines for Disclosure and Transparency and seek to ensure that our German portfolio companies comply with these guidelines when they are required to do so. We serve on the Alternative Investment Management Association (AIMA) Global Responsible Investment Steering Committee.
In 2021, we led the creation of the ESG Data Convergence Project, forming the first-ever GP-LP collaboration to generate a critical mass of material, performance-based, comparable ESG data. The group is working to streamline the industry’s historically fragmented approach to collecting and reporting ESG data, enabling greater transparency and more
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comparable portfolio information for LPs. Recently, we also announced certain goals related to reducing greenhouse gas emissions.
Since Carlyle was established, we have recognized the value and benefits of maintaining a business model grounded in investment fundamentals, strong governance and transparency. We maintainare committed to maintaining strong internal corporate governance processes and fiduciary functions and are subject to regulatory supervision. Carlyle professionals receive regular and targeted training on many issues related to corporate governance and compliance, such as anti-corruption, conflicts of interest, economic sanctions and anti-money laundering. All employees are required to annually certify to their understanding of and compliance with key global Carlyle policies and procedures.
Global Information Technology and Solutions
Global Information Technology and Solutions, which we refer to as GTS, is essential for Carlyle to conduct investment activities, manage internal administration activities and connect aour global enterprise. As part of our GTS strategy and governance processes, we develop and routinely refine our technology architecture to leverage solutions that will best serve the needs of our investors. Our systems, data, network and infrastructure are continuously monitored and administered by formal controls and risk management processes that also help protect the data and privacy of our employees and investors. Our business continuity plans are designed to allow all critical business functions to continue in an orderly manner in the event of an emergency. Our GTS workteam works closely with our various segmentsbusiness segment teams to test Carlyle'smaintain operational resilience through business continuity plans via table top exercisesplanning and annual IT disaster recovery exercises. This annual testing, is intended to help mitigatewhich collectively support the goal of mitigating risk to the firm ifwere an actual emergency were to occur.
Our Information Security Steering Committee, chaired by our Chief Information Security Officer, monitors threats and prioritizes the initiatives of our information security programs. We also seek to educate our employees on how to safeguard Carlyle’s information assets through quarterly security awareness training focused on cyber risks and simulated phishing exercises that provide insight into the effectiveness of our security training.
Competition
As a global alternative asset manager,investment firm, we compete with a broad array of regional and global investment firms, as well as global banking institutions and other types of financial institutions and markets, for bothemployees, investors and investment opportunities. Generally, our competition varies across business lines, geographies, distribution channels and financial markets. We believe that our competition for investors is based primarily on investment performance, business relationships, the quality of services provided to investors, reputation and brand recognition, pricing, market sentiment and the relative attractiveness of the particular opportunity in which a particular fund intends to invest. To stay competitive, we believe it is also important to be able to offer fund investors a customized suite of investment products whichthat enable them to tailor their investments across alternatives in private equity, real estate, natural resources, infrastructure and credit. We believe that competition for investment opportunities varies across business lines, but is generally based on industry expertise and potential for value-add, pricing, terms and the structure of a proposed investment and certainty of execution.
We generally compete with sponsors of public and private investment funds across all of our segments. Within our CPE segment, we also compete with business development companies, sovereign wealth funds and operating companies acting as strategic acquirers. In our Global Credit segment, we compete with private credit strategies, business development companies, distressed debt funds, mezzanine funds and other CLO issuers. In our Real Assets segment, we compete with real estate development companies and other infrastructure investment business. In our Investment Solutions segment, we generally compete with other fund of funds managers and/or with advisers that are turning their business models towards discretionary
In addition to these traditional competitors within the global alternative asset management industry, we increasingly have increasingly faced competition from local and regional firms, financial institutions,insurance and reinsurance companies, sovereign wealth funds, family offices and agencies and instrumentalities of governments in the various countries in which we invest. This trend has been especially apparent in emerging markets, where local firms tend to have more established relationships with the companies in which we are attempting to invest. In addition, largeLarge institutional investors and sovereign wealth funds increasingly have begun to develop their own in-house investment capabilities and may compete against us for investment opportunities. Furthermore, in some cases, large institutional investors have reduced allocations to “fund of funds” vehiclesopportunities and turned instead to private equity advisory firms that assist with direct investments. Greatergreater reliance on advisory firms or in-house investment management may reduce fund of funds’ appeal to large institutional investors. As we continue to target high net worth investors, we also face competition from mutual funds and alternative asset managementinvestment firms that have competing products.
Within our GPE segment, our main competitors generally are other private equity sponsors, sovereign wealth funds and operating companies acting as strategic acquirers, as well as real estate development companies and other infrastructure investment business. In our Global Credit segment, our main competitors are private credit strategies, business development companies, distressed debt funds, mezzanine funds, lessors of commercial aircraft, infrastructure lenders and other CLO issuers. In our Global Investment Solutions segment, our main competitors are other fund of funds managers and/or with advisers that are turning their business models towards discretionary investment advisory services. As larger sovereign wealth funds and pension funds pursue direct commitments and secondary transactions, our Global Investment Solutions funds may face increased competition for investments and coinvestment opportunities.
In recent years, we had seen a marked increase in the use of special purpose acquisition companies (SPACs) by our peers and competitors and market volatility and the willingness of seasoned sponsors and management teams to use these vehicles had caused increased competition for acquisition targets, which significantly decreased during 2021.
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Some of the entities that we compete with as an alternative asset manager are substantially larger and have greater financial, technical, marketing and other resources and more personnel than we do. SeveralMany of our competitors also have recently raised or are expected to raise, significant amounts of capital and many of them have investment objectives similar to ours, which may create additional competition for investment opportunities and investor capital. Some of these competitors may also have a lower cost of capital and access to funding sources that are not available to us, which may create competitive disadvantages for us when sourcing investment opportunities. In addition, someSome of theseour competitors may have higher risk tolerances, different risk assessments or lower return thresholds, which could allow them to consider a wider range of investments and to bid more aggressively than us for investments. Strategic buyers may also be able to achieve synergistic cost savings or revenue enhancements with respect to a targeted portfolio company, which we may not be able to achieve through our own portfolio, and this may provide them with a competitive advantage in bidding for such investments.
Regulatory and Compliance Matters
United States
Our businesses, as well as the financial services industry generally, are subject to extensive regulation in the United States and elsewhere. TheIn general, the SEC, Commodity Futures Trading Commission (the “CFTC”) and other regulators around the globe have in recent years significantly increased their regulatory activities with respect to alternative asset managementglobal investment firms.
Certain of our subsidiaries are registered as investment advisers with the SEC. Registered investment advisers are subject to the requirements and regulations of the Advisers Act. Such requirements relate to, among other things, fiduciary duties to advisory clients, maintaining an effective compliance program, solicitation agreements, conflicts of interest, recordkeeping and reporting requirements, disclosure requirements, limitations on agency cross and principal transactions between an adviser and advisory clients and general anti-fraud prohibitions. In addition, our registered investment advisers are subject to routine periodic and other examinations by the staff of the SEC. In accordance with our efforts to enhance our compliance program and in response to recommendations received from the SEC in the course of routine examinations, certain additional policies and procedures have been put into place, but no material changes to our registered investment advisers’ operations have been made as a result of such examinations. Our registered investment advisers also have not been subject to
any regulatory or disciplinary actions by the SEC. Finally, certain of our investment advisers are subject to limited SEC disclosure requirements as “exempt reporting advisers.”
Effective January 3, 2022, Carlyle’s two affiliated broker-dealer entities, TCG Securities, L.L.C. (“TCG Securities”) and TCG Capital Markets L.L.C. (“TCG Capital Markets”), the affiliate entity through which we conduct U.S.-based marketingrestructured and fundraising activities and house our anti-money laundering compliance function,now operate as TCG Capital Markets. TCG Capital Markets is registered as a limited purpose broker/dealerbroker-dealer with the SEC is a member of the Financial Industry Regulatory Authority (“FINRA”) and is also registered as a broker/dealer in all 5049 states, the District of Columbia, the Commonwealth of Puerto Rico and the Virgin Islands.Islands, and is a member of the Financial Industry Regulatory Authority (“FINRA”). Additionally, TCG SecuritiesCapital Markets operates under an international broker-dealerdealer exemption in the Canadian provinces of Alberta, British Columbia, Manitoba, New Brunswick, Newfoundland and Labrador, Nova Scotia, Ontario, Quebec and Quebec.Saskatchewan. TCG SecuritiesCapital Markets may act as an underwriter, syndicator or placement agent in securities offerings and TCG Senior Funding L.L.C. may act as an underwriter, originator, syndicator or placement agent for loan originations. TCG Capital Markets also conducts U.S.-based marketing and fundraising activities for our Global Private Equity, Global Credit, and Global Investment Solutions business lines, and houses our anti-money laundering compliance function. TCG Capital Markets acts as a placement agent, on a best efforts basis, for interests in private funds.funds and other investment vehicles for such business lines.
Additionally, FINRA, a self-regulatory organization that is subject to SEC oversight, maintains regulatory authority over all securities firms doing business with the public in the United States (including our broker/dealer), adopts and enforces rules governing the activities of its member firms and conducts cycle examinations and targeted sweep inquiries on issues of immediate concern, among other roles and responsibilities. Our broker/dealer isregistered broker-dealers are subject to routine periodic and other examinations by the staff of FINRA. No material changes to our broker/dealer'sbroker-dealer operations have been made as a result of such examinations.
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Carlyle Global Credit Investment Management L.L.C. one(“CGCIM”) and CSL III Advisor, LLC, subsidiaries of our subsidiaries, servesCarlyle, serve as investment adviseradvisers to certain closed-end investment companies whichthat have elected, or intend to elect, to be regulated as BDCs under the Investment Company Act.Act (as well as to certain private funds and other clients). Accordingly, these BDCs are, or are expected to be, subject to all relevant provisions under the Investment Company Act as registered investment companies.
In 2011,addition, CGCIM serves as the Dodd-Frank Wall Street Reform and Consumer Protection Act amendedinvestment adviser to the Commodity Exchange Act to expand the CFTC’s regulatory jurisdiction with respect to certain derivative instruments, including swaps. In 2012, the CFTC rescinded an exemption from CFTC registration traditionally relied upon by private fund managers, narrowed an exception related toInterval Fund, which is regulated as a registered investment companies and amended related rules and guidance. As a result of these changes, managers of certain pooled investment vehicles with exposure in commodity interests now may be required to register withcompany under the CFTC as commodity pool operators (“CPOs”) and/or commodity trading advisors (“CTAs”) and become members of the National Futures Association (the “NFA”). As such, certain of our or our subsidiaries’ risk management or other commodities interest-related activities may be subject to CFTC oversight. Consequently, certain CFTC rules expose alternative asset managers, such as us, to increased registration and reporting requirements in connection with transactions in futures, swaps and other derivatives regulated by the CFTC. These regulations have required us to reassess certain business practices related to our pooled vehicles, consider registration of certain entities with the CFTC or file for additional exemptions from such registration requirements. In addition, as a result of their commodities interest-related activities, certain of our entities also may be subject to a wide range of other regulatory requirements, such as:Investment Company Act.
United Kingdom and the European Union
Similar to the United States, jurisdictions outside the United States in which we operate, in particular Europe, have become subject to an expanding body of regulation, some of which is complex and prescriptive. Governmental regulators and other authorities in Europe have proposed or implemented a number of initiatives and additional rules and regulations that could adversely affect our business. These include rules and regulations in the United Kingdom (“UK”) that are applicable to our subsidiaries established in the UK, as well as, or in addition to, rules and regulations implemented under European Union (“EU”) directives or regulations, which generally have application throughout the European Economic Area (“EEA”) but may also have substantive differences among EU countries as they are implemented pursuant to each member state’s legislative process.
In the UK, the principal legislation regulating financial services is the Financial Services and Markets Act 2000 (the “FSMA”) and the principal European legislation affecting the conduct of our business in the EU is implemented under the Markets in Financial Instruments Directive (“MiFID”) and the Alternative Investment Fund Managers Directive (“AIFMD”) – although there are a number of other pieces of legislation both in the UK and the EU that affect our business, such as the General Data Protection Regulation (and its UK equivalent). The FSMA rules and EU laws which have either been adopted into UK law in connection with the UK’s withdrawal from the EU (e.g. the Markets in Financial Instruments Regulation) or already implemented in the UK through domestic legislation or regulatory rules prior to such withdrawal (e.g., MiFID and AIFMD), comprehensively regulate the provision of most aspects of our asset management and advisory business in the UK, including sales, research and trading practices, provision of investment advice, corporate finance, dealing, use and safekeeping of client funds and securities, record keeping, margin practices and procedures, approval standards for individuals, anti-money laundering, periodic reporting, settlement procedures, securitization, derivative trading, prudential capital requirements, data protection, sustainable finance, and interest rate benchmarks. Legislation not yet in effect and future legislative initiatives will impact our business. See Item 1A. “Risk Factors—Risks Related to Our Company—Regulatory initiatives in jurisdictions outside the United States could adversely affect our business.”
CECP Advisors LLP (“CECP”), one of our subsidiaries in the United Kingdom,UK, is authorized under the FSMA and regulated by the Financial Conduct Authority (the “FCA”). CECP operates in accordance with the Financial Services and Markets Act 2000 (the “FSMA”), which is the United Kingdom’s implementing legislation for the European Markets in Financial Instruments Directive (“MiFID”). CECP has permission to engage in a number ofundertake certain corporate finance activities regulated underin the FSMA, includingUK – broadly these are advising on, and arranging deals in relation to certain types of, investments. CECP is only permitted to carry out these activities in relation to eligible counterparties and professional clients. CECP has registered a branch office in Ireland in connection with Carlyle’s investment activities in that country.
CELF Advisors LLP (“CELF”), another one of our subsidiaries in the United Kingdom,UK, is also authorized and regulated by the FCA, under the FSMA andbut has permission to engage inundertake a numberbroader range of regulated activities regulated under the FSMA, including making arrangements with a view to transactionsthan CECP, namely, arranging deals in investments, advising on investments, managing and arranging deals in relation to certain types of investments, dealing in investments as agent, and arranging for the safeguarding and administration of assets. CELF is only permitted to carry out these activities in relation to eligible counterparties and professional clients.
Following the UK’s exit from the EU on January 31, 2020, and the end of the Brexit transition period on December 31, 2020, EEA passporting rights (which previously entitled CECP and CELF to provide certain investment services in or into the EEA on a cross-border basis) are no longer available to CECP and CELF. Certain EEA investor-facing activities previously carried on by those firms have been reorganized so that they are performed now by different, EEA-established, affiliates under alternative licensing arrangements. These arrangements may subject us to additional regulatory obligations and may impede our ability to raise capital from EEA investors. The FSMAUK and related rules govern most aspectsthe EU announced, on December 24, 2020, that they have reached agreement on a new Trade and Cooperation Agreement (the “TCA”), which addresses the future relationship between the parties. The TCA was approved by the UK Parliament on December 30, 2020. Due to the TCA only being agreed shortly before the end of investment businesses, including sales, research and trading practices, provision of investment advice, corporate finance, use and safekeeping of client funds and securities, record keeping, margin practices and procedures, approval standards for individuals, anti-money laundering, periodic reporting and settlement procedures.
Certain of our European subsidiaries are subject to compliance requirements in connection with AIFMD, which regulates alternative investment fund managers (“AIFMs”) established in the Alternative Investment Fund Managers Directive (the “AIFMD”EEA that manage alternative investment funds (“AIFs”), which. The AIFMD also regulates and imposes regulatory obligations in respect of the marketing in the EEA by AIFMs (whether established in the EEA or elsewhere) of AIFs (whether established in the EEA or elsewhere). The AIFMD generally
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became effective in countries across the European Economic Area (the “EEA”)EEA in 2014. Currently, Carlyle has three authorized AIFMs in the EEA: AlpInvest, CIM Europe S.a.r.l. (“CIM Europe”) and Carlyle Real Estate SGR S.p.A.
The AIFMD imposes significant regulatory requirements on alternative investmentAIFMs. The AIFMD regulates fund managers by, amongst other things, prescribing authorization conditions for an AIFM, restricting the activities that can be undertaken by an AIFM, prescribing the organizational requirements, operating orconditions, and regulatory standards relating to such things as initial capital, remuneration, conflicts, risk management, leverage, liquidity management, delegation of duties, transparency and reporting requirement, etc. The AIFMD has the potential to restrict Carlyle’s fund marketing fundsstrategy and places additional compliance obligations on its authorized AIFMs in the form of, among other things, remuneration policies, capital requirements, reporting requirements, leverage oversight and liquidity management.
Authorized AIFMs are entitled to investors withinmarket their AIFs throughout the EEA as well as prescribingunder a marketing passport. Under the AIFMD, an AIFM may, in addition to its fund management activity, also be authorized to provide certain conditions with regard to regulatory standards, cooperation and transparencyinvestment services that must be satisfied for non-EEA fund managers to market or manage alternative investment funds into EEA jurisdictions.would otherwise require authorization under MiFID. Authorization under the AIFMD is currently available only to EEA fund managers. One of Carlyle’s subsidiaries, AlpInvest obtained such authorization in 2015. As such, AlpInvest is licensed as an alternative investment fund manager under the AIFMD byAIFM from the Authority for Financial Markets in the Netherlands (the “AFM”). in 2015. AlpInvest is also licensed by the AFM to provide some of the additional investment management services under the Markets in Financial Instruments Directive. In early 2018 one of our subsidiaries,that are otherwise generally reserved to MiFID firms. CIM Europe S.a.r.l., was authorizedobtained authorization as an alternative investmentAIFM in Luxembourg in early 2018. Carlyle Real Estate SGR S.p.A. registered at the Bank of Italy’s AIFM register under no.127 in 2017.
The AIFMD allows member states to permit marketing within their member state by non-EEA fund manager undermanagers (under what are known as national private placement regimes), provided the AIFMDlocal law imposes certain minimum requirements. Member states may impose more stringent requirements. At present, some EEA states have chosen not to operate a national private placement regime at all; some EEA states apply the minimum requirements; others require the minimum plus a few additional requirements (e.g., the appointment of a depository); and some require compliance with substantially all of the AIFMD. Certain of Carlyle’s funds are currently offered in Luxembourg. Carlyle’s other subsidiaries that manage or market alternative investment funds inselected member states of the EEA currently do so in accordance with the national private placement regimes of the variousrelevant EEA jurisdictions. Compliance with applicablejurisdiction.
In 2017, the European Commission started a review of AIFMD. The European Commission published a report on the operation of AIFMD in January 2019, which identified certain areas requiring further analysis. A subsequent report on the application and scope of AIFMD was published in June 2020. Following these reports, the European Commission launched a public consultation relating to its review of the AIFMD in October 2020, which closed on January 29, 2021. In November 2021, the European Commission published draft legislation, commonly referred to as “AIFMD II.” Subject to the EU ordinary legislative process involving the European Parliament and European Council, this is expected to result in amendments to AIFMD, which will affect firms two years after the legislation comes into force, possibly in 2024. It is unclear at this stage how AIFMD II will affect us or our subsidiaries. The current draft proposes a number of amendments to AIFMD, including more onerous delegation requirements, enhanced substance requirements, additional liquidity management provisions for AIFMs to the extent that they manage open-ended AIFs, and revised regulatory reporting and investor disclosures requirements. The draft proposes significant new requirements relating to the activities of funds which originate loans including new restrictions on the structure which such funds may restrict Carlyle’s fund marketing strategy and will place additional compliance obligations in the form of remuneration policies, capital requirements, reporting requirements, leverage oversight and liquidity management.
In August 2021, Directive (EU) 2019/1160 and Regulation (EU) 2019/1156 (the “Cross-Border Marketing Rules”) came into force in the EU. The Cross-Border Marketing Rules were introduced to streamline certain aspects of marketing investment funds by harmonizing the European Market Infrastructure Regulation (“EMIR”). Among other things, EMIR imposesability for EU AIFMs to distribute AIFs across the EU, including by introducing a set of requirementsnew regime for “pre-marketing.” However, these regulations also impose new restrictions and new obligations on European Union derivatives activities, including risk mitigation, risk management, regulatory reporting and margin and clearing requirements. Givenfund managers that are pre-marketing their funds in the global scaleEU. Further, some EU member states (but not all) also apply, or intend to apply, certain of the derivatives activityCross-Border Marketing Rules to non-EU fund managers (including UK and U.S. fund managers) in relation to the process of various Carlyle entities, the various regulatory regimesmarketing of their funds. Accordingly, our ability to which Carlyle is subject could resultmarket our funds in duplication of administration and increased transaction costs relatedEU will vary from country to such derivatives activities.country notwithstanding this pan-EU regulation.
As outlined above, certain of our European subsidiaries, notably CECP and CELF in the UK, must comply with the pan-European regimeregulatory framework established by MiFID (including as retained in the UK), which regulates the provision and conduct of investment services and activities throughout the EEA. Certain aspects of MiFID sets outalso apply to AlpInvest by virtue of its MiFID “top up” permission as part of its AIFMD authorization. MiFID prescribes detailed requirements governing the organization and business conduct of business of investment firms, regulated markets and certain other entities such as credit institutions to the extent they perform investment services or activities. It also includes pre- and post-trade transparency requirements for transactions within scope.
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The latest iteration of MiFID, has been substantially amended by Directive 2014/65/EU and(“MiFID II”) together with the accompanying Regulation (EU) No 600/2014/EU (collectively referred to as “MiFID II”) that, save for certain provisions, has been effective from January 3, 2018. MiFID II is designed to amend the functioning of financial markets2014 (the “Markets in light of the financial crisis and to strengthen investor protection. MiFID II hasFinancial Instruments Regulation” or “MiFIR”), extended the MiFID requirements in a number of areas including market structure requirements, new and extended requirementsrequire investment firms to comply with more prescriptive and onerous obligations in relation to transparencysuch things as: costs and charges disclosure, product design and governance, the receipt and payment of inducements, the receipt of and payment for investment research, suitability and appropriateness assessments, conflicts of interest, record-keeping, best execution, transaction and trade reporting, revisedremuneration, training and competence and corporate governance. Although the UK has now withdrawn from the EU, its rules implementing MiFID continue to have effect and MiFIR has been adopted into UK law (subject to certain amendments to ensure it operates properly in a UK-specific context) in connection with this withdrawal.
The UK has introduced a new prudential regulatory framework for UK investment firms (the “Investment Firm Prudential Regime” or the “IFPR”), which is closely based on researchan equivalent regulatory framework introduced at the EU-level through the EU Investment Firm Regulation and inducementsInvestment Firm Directive (together “IFR/IFD”). The IFPR took effect from January 1, 2022 and product governance requirements.applies to our subsidiaries that are UK investment firms under MiFID II, has therefore imposed further compliancenamely CECP and CELF. Under the IFPR, among other requirements, both CECP and CELF are required to maintain a more onerous policy on remuneration, set an appropriate ratio between the variable and fixed components of total remuneration and meet requirements on the structure of variable remuneration. These requirements may make it more difficult for us to attract and retain staff. IFPR will also result in increased regulatory capital and liquidity adequacy requirements for CECP, CELFin particular, which will increase the costs of doing business and AlpInvest.
may impede intra-group capital and cash flows. In addition, effective May 2018, the EU’s General Data Protection Regulation (“GDPR”) will strengthenEU, IFR/IFD took effect from June 26, 2021 and unify data protectionrepresents a complete overhaul of “prudential” regulation in the EU and substantially increases regulatory capital requirements for certain investment firms and imposes more onerous remuneration rules, for individuals within the EU. GDPR also addresses the export of personal data outside the EU. The primary objectives of GDPR are to give citizens control of their personal data and to simplify the regulatory environment for international businesses by unifying data protection regulation within the EU. Compliance with the stringent rules under GDPR requires an extensive review of allrevised and extended internal governance, disclosure, reporting, liquidity, and group “prudential” consolidation requirements (among other things). IFR/IFD affects AlpInvest, one of our global data processing systemssubsidiaries, since it is an AIFM in the Netherlands with top-up permissions to provide investment services. In particular, as AlpInvest’s assets under management attributable to separate accounts regulated by MiFID II (as defined below) increases so will AlpInvest’s regulatory capital and vendor relationships.liquidity adequacy requirements, which may increase the costs of doing business and may impede intra-group capital and cash flows.
Other Jurisdictions
Certain of our subsidiaries are subject to registration and compliance with laws and regulations of non-U.S. governments, their respective agencies and/or various self-regulatory organizations or exchanges relating to, among other things, investment advisory services and the marketing of investment products, and any failure to comply with these regulations could expose us to liability and/or damage our reputation. Certain of our private funds are also required to comply with the trading and disclosure rules and regulations of non-U.S. securities regulators.
The Organization for Economic Cooperation and Development (the “OECD”) has developed Common Reporting Standard (“CRS”) rules for the automatic exchange of FATCA-like financial account information amongst OECD member states. Like FATCA, CRS imposes certain due diligence, documentation and reporting requirements on various Carlyle entities. While CRS does not contain a potential withholding requirement, non-compliance could subject Carlyle to certain reputational harm.harm and potential financial penalties.
Carlyle Hong Kong Equity Management Limited is licensed by the Hong Kong Securities and Futures Commission to carry on Type 1 (dealing in securities) regulated activity in respect of professional investors.
Carlyle Asia Limited is licensed by the Hong Kong Securities and Futures Commission to carry on Type 1 (dealing in securities) and Type 4 (advising on securities) regulated activities in respect of professional investors.
Carlyle Mauritius Investment Advisor Limited and Carlyle Mauritius CIS Investment Management Limited are licensed providers of investment management services in the Republic of Mauritius and are subject to applicable Mauritian securities laws and the oversight of the Financial Services Commission. In addition, Carlyle Mauritius Investment Advisor Limited holds a “Foreign Institutional Investor” license from the Securities and Exchange Board of India, which entitles this entity to engage in limited activities in India. Carlyle Mauritius CIS Investment Management Limited holds a “Qualified Foreign Institutional Investor” license from the China Securities Regulatory Commission, which entitles this entity to invest in certain permitted financial instruments (including equity) and derivatives traded or listed on exchanges in the Peoples Republic of China.
Carlyle Australia Equity Management Pty Limited is licensed by the Australian Securities and Investments Commission as an Australian financial services licensee and is authorized to carry on a financial services business to provide advice on and deal in financial products (managed investment schemes and securities) for wholesale clients.
Carlyle Japan Equity Management L.L.C. (“CJEM”) is registered with the Financial Services Agency of Japan to carry out Type II Financial Instruments Business as a Japanese Type II Financial Instruments Business Operator and it is also a member of the T2FIFA, a self-regulatory organization in Japan. Pursuant to this registration, CJEM is permitted to perform marketing activities to and private placements for specified investors with respect to interests in a limited partnership.
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Carlyle MENA Investment Advisors Limited, a company limited by shares in the Dubai Financial Centre, holds a Category 3C license issued by the Dubai Financial Services Authority and is authorized to arrange credit or deal in investments, advise on financial products or credit and manage collective investment funds.
Carlyle Singapore Investment Advisors Pte Limited holds a capital markets license and an exempt financial adviser status with the Monetary Authority of Singapore to carry on fund management and dealing in securitiesregulated capital market products activities in respect of institutional and accredited investors.
Carlyle Real Estate SGR S.p.A. holds an authorization from the Bank of Italy to carry on fund management and real estate activities, which license was extended in 2017 to carry out AIFMD compliantAIFMD-compliant fund management and real estate activities. It is registered at the Bank of Italy’s AIFM register under no.127.
AlpInvest is registered as a cross-border discretionary investment management company with the Financial Supervisory Service of South Korea.
Carlyle CLO Management LLC is registered as a cross-border discretionary investment management company with the Financial Supervisory Service of South Korea.
An investment fund advised by us holds an indirect controlling interest in Fortitude Re, a Bermuda company registered as a Class 4 and Class E insurer. Fortitude Re is subject to regulation and supervision by the Bermuda Monetary Authority (the “BMA”) and compliance with all applicable Bermuda law and Bermuda insurance statutes and regulations, including but not limited to the Insurance Act of 1978 (Bermuda) and the rules and regulations promulgated thereunder (the “Bermuda Insurance Act”). In addition, as a result of ownership of Fortitude by our investment fund, certain Carlyle affiliates that serve as general partner and investment advisor to the fund are subject to certain insurance laws and regulations in Bermuda as a “controller” of Fortitude Re under the Bermuda Insurance Act. These laws and regulations include certain notice requirements for any person that has become, or as a result of a disposition ceased to be, a shareholder controller of a registered insurer, and failure to comply with such requirements is an offense punishable by law.
In addition, we and/or our affiliates and subsidiaries may become subject to additional regulatory demands in the future to the extent we expand our investment advisory business in existing and new jurisdictions. There are also a number of pending or recently enacted legislative and regulatory initiatives in the United States and around the world that could significantly impact our business. See “ItemItem 1A. Risk Factors-Risks“Risk Factors—Risks Related to our Company- Our Company—Extensive regulation in the United States and abroad affects our activities, increases the cost of doing business and creates the potential for significant liabilities and penalties,” “-Regulatory“—Risks Related to Our Company—Financial regulations and changes thereto in the United States could adversely affect our business and the possibility of increased regulatory focus could result in additional burdens and expenses on our business” and “-Regulatory“—Risks Related to Our Company—Regulatory initiatives in jurisdictions outside the United States could adversely affect our business.”
Our businesses have operated for many years within a framework that requires our being able to monitor and comply with a broad range of legal and regulatory developments that affect our activities and we take our obligation to comply with all such laws, regulations and internal policies seriously. Our reputation depends on the integrity and business judgment of our employees and we strive to maintain a culture of compliance throughout the firm. We have developed, and adhere to, compliance policies and procedures such as codes of conduct, compliance systems, education and communication of compliance matters. These policies focus on matters such as insider trading, anti-corruption, document retention, conflicts of interest, anti-money laundering and other matters. Our legal and compliance team monitors our compliance with all of the legal and regulatory requirements to which we are subject and manages our compliance policies and procedures. Our legal and compliance team also monitors the information barriers that we maintain to restrict the flow of confidential information, including material, nonpublic information, across our business. Our enterprise risk management function analyzes our operations and investment strategies to identify key risks facing the firm and works closely with the legal and compliance team to address them. The firm also has an independent and objective internal audit department that employs a risk-based audit approach that focuses on Sarbanes-Oxley compliance, enterprise risk management functions and other areas of perceived risk and aims to give management and theour Board of Directors of our general partner reasonable assurance that our risks are well managedwell-managed and controls are appropriate and effective.
Risks Related to Our CompanyBusiness Operations
•Dependence on significant leverage in investments by our funds could adversely affect our ability to achieve attractive rates of return on those investments.
•The alternative asset management business is intensely competitive and we often pursue investment opportunities that involve business, regulatory, legal or other complexities and relatively high-risk, illiquid assets.
•The investments of our corporate private equity, real estate and Global Investment Solutions funds are subject to a number of inherent risks.
•Our investment funds may invest in companies that we do not control or that are based outside of the United States, assets denominated in currencies which differ from the currency in which the fund is denominated or make preferred and common equity investments that rank junior to preferred equity and debt.
•We may need to pay “giveback” obligations if they are triggered under the governing agreements with our investors.
•Third-party investors in substantially all of our carry funds have rights that in certain circumstances could lead to a decrease in our revenues. In addition, third-party investors in our investment funds with commitment-based structures may not satisfy their contractual obligation to fund capital calls when requested by us, which could adversely affect a fund’s performance.
•Our failure to deal appropriately with conflicts of interest in our investment business could damage our reputation and adversely affect our businesses.
•There are risks associated with our CLO business, investment into CLOs and underwriting, syndicating and securities placement activities.
•Risk management activities may adversely affect the base management feereturn on our investments.
•Our energy business is involved in oil and gas investments (i.e., exploration, production, storage, transportation, logistics, refining, marketing, trading, petrochemicals, energy services and other opportunistic investments), which involves a high degree of risk. Investments in the natural resources industry, including the infrastructure and power industries, involve various operational, construction and regulatory risks.
•Our private equity funds’ performance, and our performance, may be reduced whenadversely affected by the fund has invested substantially all of its capital commitmentsfinancial performance, financial projections or the aggregate fair market value of a fund’s investments is below its cost. We may receive a lower management fee from such funds if there has been a decline in value or after the investing period and during the period the fund is harvesting its investments. As a result, the variable pace at which manycontingent liabilities of our carryportfolio companies and the industries in which our funds invest, capitalincluding securities of companies that are experiencing significant financial or business difficulties.
•Investments in the insurance industry (including our investment in Fortitude) could be adversely impacted by insurance regulations and disposepotential regulatory reforms. Our relationship with Fortitude may not generate a meaningful contribution to our revenue and our indirect controlling ownership of investmentsFortitude could give rise to real or apparent conflicts of interest.
•Ongoing trade negotiations and potential for further regulatory reform may causecreate regulatory uncertainty for our management fee revenue to vary from one quarter toportfolio companies and our investment strategies and adversely affect the next. Additionally, in certainprofitability of our funds that derive management fees only on the basis of invested capital, the pace at which we make investments, the length of time we hold such investmentportfolio companies.
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Risks Related to Our Common Stock
•Carlyle Group Management L.L.C. has significant influence over us and the timing of dispositions will directly impact our revenues.
•We are transitioning from a “controlled company” to no longer being a “controlled company.” However, we will trigger a change in the capital basecontinue to qualify for and rely on which management fees are calculatedexceptions from committed capital to invested capital. In some cases, a step-down in the applicable rate used to calculate management fees may also occur. For example, prior to raising a successor fund, the South America buyout fund’s original investment period ended in the second half of 2015, resulting in a change from committed capital to invested capital for the management fee base, despitecertain corporate governance requirements under Nasdaq rules during a one-year extensiontransition period.
•Our founders have the right to designate members of our Board of Directors and our certificate of incorporation will not limit the investment period.ability of our former general partner, founders, directors, officers or stockholders to compete with us.
•The consolidation of operationsinvestment funds, holding companies or operating businesses of our portfolio companies could make it more difficult to understand the operating performance of the Company and financial condition.could create operational risks.
•The market price of our common stock may be volatile.
•Certain provisions in our organizational documents may discourage transactions or lawsuits that stockholders might consider favorable.
Risks Related to U.S. Taxation
•Changes in relevant tax laws, regulations, or treaties or an adverse interpretation of these items by tax authorities could negatively impact our effective tax rate and tax liability.
•U.S. and foreign tax regulations could adversely affect our ability to raise funds from certain foreign investors and increase compliance costs.
•We dependexpect to pay more corporate income taxes than we would have as a limited partnership prior to the Conversion.
On January 1, 2020, we completed our conversion from a Delaware limited partnership named The Carlyle Group L.P. into a Delaware Corporation named The Carlyle Group Inc. Pursuant to the Conversion, at the specified effective time on January 1, 2020, each common unit of The Carlyle Group L.P. outstanding immediately prior to the efforts, skill, reputationseffective time converted into one share of common stock of The Carlyle Group Inc. and business contactseach special voting unit and general partner unit was canceled for no consideration. In addition, holders of the partnership units in Carlyle Holdings I L.P., Carlyle Holdings II L.P., and Carlyle Holdings III L.P. exchanged such units for an equivalent number of shares of common stock and certain other restructuring steps occurred (the conversion, together with such restructuring steps and related transactions, the “Conversion”).
Unless the context suggests otherwise, references in this report to “Carlyle,” the “Company,” “we,” “us” and “our” refer (i) prior to the consummation of the Conversion to The Carlyle Group L.P. and its consolidated subsidiaries and (ii) from and after the consummation of the Conversion to The Carlyle Group Inc. and its consolidated subsidiaries. References to our common stock or shares in periods prior to the Conversion refer to the common units of The Carlyle Group L.P. When we refer to our “senior Carlyle professionals,” we are referring to the partner-level personnel of our firm. References in this report to the ownership of the senior Carlyle professionals include the ownership of personal planning vehicles of these individuals. When we refer to the “Carlyle Holdings partnerships” or “Carlyle Holdings,” we are referring to Carlyle Holdings I L.P., Carlyle Holdings II L.P., and Carlyle Holdings III L.P., which prior to the Conversion were the holding partnerships through which the Company and our senior Carlyle professionals and other holders of Carlyle Holdings partnership units owned their respective interests in our business.
“Carlyle funds,” “our funds” and “our investment funds” refer to the investment funds and vehicles advised by Carlyle.
“Carry funds” generally refers to closed-end investment vehicles, in which commitments are drawn down over a specified investment period, and in which the general partner receives a special residual allocation of income from limited partners, which we refer to as carried interest, in the event that specified investment returns are achieved by the fund. Disclosures referring to carry funds will also include the impact of certain commitments which do not earn carried interest, but are either part of, or associated with our carry funds. The rate of carried interest, as well as the share of carried interest allocated to Carlyle, may vary across the carry fund platform. Carry funds generally include the following investment vehicles across our three business segments:
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•Global Private Equity: Buyout, middle market and growth capital, real estate, and natural resources funds advised by Carlyle, as well as certain energy funds advised by our strategic partner NGP Energy Capital Management (“NGP”) in which Carlyle is entitled to receive a share of carried interest (“NGP Carry Funds”)
•Global Credit: Distressed credit, energy credit, opportunistic credit, corporate mezzanine funds, aircraft financing and servicing, and other closed-end credit funds advised by Carlyle
•Global Investment Solutions: Funds and vehicles advised by AlpInvest Partners B.V. (“AlpInvest”), which include primary fund, secondary and co-investment strategies
Carry funds specifically exclude certain funds advised by NGP in which Carlyle is not entitled to receive a share of carried interest (or “NGP Predecessor Funds”), collateralized loan obligation vehicles (“CLOs”), our business development companies and associated managed accounts, as well as capital raised from a strategic third-party investor which holds its indirect interest in Fortitude alongside a carry fund.
“Fortitude” refers to Fortitude Group Holdings, LLC ("Fortitude Holdings") prior to October 1, 2021 and to FGH Parent, L.P. (“FGH Parent”) as of October 1, 2021. On October 1, 2021, the owners of Fortitude Holdings contributed their interests to FGH Parent such that FGH Parent became the direct parent of Fortitude Holdings. Fortitude Holdings owns 100% of the outstanding common shares of Fortitude Reinsurance Company Ltd., a Bermuda domiciled reinsurer (“Fortitude Re”). See Note 4 to the consolidated financial statements in Part II, Item 8 of this Form 10-K for more information regarding the Company’s strategic investment in Fortitude.
For an explanation of the fund acronyms used throughout this Annual Report, refer to “Item 1. Business–Our Family of Funds.”
“Fee-earning assets under management” or “Fee-earning AUM” refers to the assets we manage or advise from which we derive recurring fund management fees. Our Fee-earning AUM is generally based on one of the following, once fees have been activated:
(a)the amount of limited partner capital commitments, generally for carry funds where the original investment period has not expired, for AlpInvest carry funds during the commitment fee period and for Metropolitan carry funds during the weighted-average investment period of the underlying funds;
(b)the remaining amount of limited partner invested capital at cost, generally for carry funds and certain co-investment vehicles where the original investment period has expired, Metropolitan carry funds after the expiration of the weighted-average investment period of the underlying funds, and one of our business development companies;
(c)the amount of aggregate fee-earning collateral balance at par of our CLOs and other securitization vehicles, as defined in the fund indentures (typically exclusive of equities and defaulted positions) as of the quarterly cut-off date;
(d)the external investor portion of the net asset value of certain carry funds;
(e)the gross assets (including assets acquired with leverage), excluding cash and cash equivalents, of one of our business development companies and certain carry funds; or
(f)the lower of cost or fair value of invested capital, generally for AlpInvest carry funds where the commitment fee period has expired and certain carry funds where the investment period has expired.
“Assets under management” or “AUM” refers to the assets we manage or advise. Our AUM equals the sum of the following:
(a) the aggregate fair value of our carry funds and related co-investment vehicles, NGP Predecessor Funds and separately managed accounts, plus the capital that Carlyle is entitled to call from investors in those funds and vehicles (including Carlyle commitments to those funds and vehicles and those of senior Carlyle professionals and employees) pursuant to the terms of their capital commitments to those funds and vehicles;
(b) the amount of aggregate collateral balance and principal cash at par or aggregate principal amount of the notes of our CLOs and other structured products (inclusive of all positions);
(c) the net asset value of certain carry funds; and
(d) the gross assets (including assets acquired with leverage) of our business development companies, plus the capital that Carlyle is entitled to call from investors in those vehicles pursuant to the terms of their capital commitments to those vehicles.
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We include in our calculation of AUM and Fee-earning AUM certain energy and renewable resources funds that we jointly advise with Riverstone Holdings L.L.C. (“Riverstone”) and the NGP Predecessor Funds and NGP Carry Funds (collectively, the “NGP Energy Funds”) that are advised by NGP, as well as capital raised from a strategic third-party investor which directly invests in Fortitude alongside a carry fund.
For most of our carry funds, total AUM includes the fair value of the capital invested, whereas Fee-earning AUM includes the amount of capital commitments or the remaining amount of invested capital, depending on whether the original investment period for the fund has expired. As such, total AUM may be greater than Fee-Earning AUM when the aggregate fair value of the remaining investments exceeds the cost of those investments.
Our calculations of AUM and Fee-earning AUM may differ from the calculations of other asset managers. As a result, these measures may not be comparable to similar measures presented by other asset managers. In addition, our calculation of AUM (but not Fee-earning AUM) includes uncalled commitments to, and the fair value of invested capital in, our investment funds from Carlyle and our personnel, regardless of whether such commitments or invested capital are subject to management or performance fees. Our calculations of AUM or Fee-earning AUM are not based on any definition of AUM or Fee-earning AUM that is set forth in the agreements governing the investment funds that we manage or advise.
“Metropolitan” refers to Metropolitan Real Estate Management, LLC, which was included in the Global Investment Solutions business segment prior to its sale on April 1, 2021.
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PART I.
ITEM 1. BUSINESS
Overview
Carlyle is a global investment firm with deep industry expertise that deploys private capital across three business segments: Global Private Equity, Global Credit and Global Investment Solutions. Our teams invest across a range of strategies that leverage our deep industry expertise, local insights, and global resources to deliver attractive returns throughout an investment cycle. Since our firm was founded in Washington, D.C. in 1987, we have grown to manage $301 billion in AUM as of December 31, 2021. Our experienced and diverse team of nearly 1,850 employees includes more than 690 investment professionals in 26 offices across five continents, and we serve more than 2,850 active carry fund investors from 89 countries.
We are well underway in executing on our long-term Strategic Plan announced at our Investor Day in February 2021, with focus on the following priorities:
•Build on our strengths globally. We pursue opportunities that allow us to build on our strengths in our three business segments.
•Capture the right scalable opportunities and diversify our platform. We identify adjacent areas that we can apply our capabilities in a focused and sustainable manner, such as Capital Markets and Insurance Solutions.
•Institutionalization of the Firm. We invest with a clarity of purpose, adaptability, and alignment between our interest and the interests of our fund investors, shareholders, and other stakeholders.
Operational and strategic highlights for our firm for 2021 include:
•We had record levels of investment activity in 2021, investing $33.8 billion in our carry funds and realizing proceeds of $44.3 billion for our carry fund investors. Our net accrued performance revenues were $3.9 billion as of December 31, 2021, an increase of 67% from December 31, 2020, driven by carry fund appreciation of 41%, and we realized a record $1.5 billion in realized net performance revenues during the year.
•During 2021, we raised $51.3 billion in new commitments, an increase in fundraising of 86% over 2020. We launched eleven funds across our platform, including our founders, Messrs. Conway, D’Anielloeighth U.S. buyout fund, our CP Growth fund, and Rubenstein, our co-Chief Executive Officers, Messrs. Leeninth U.S. real estate fund in Global Private Equity. We saw strong CLO fundraising in Global Credit, and Youngkinexperienced significant growth in the separately managed accounts (“SMAs”) in Global Investment Solutions.
•Our success in fundraising, combined with strong appreciation in our portfolio, pushed us over $300 billion in total assets under management for the first time. Of our $193.4 billion in fee-earning assets under management, 95% is in investment vehicles with long-term fee structures and not subject to quarterly redemption, driving predictable and reliable associated management fees.
•We remained focused on the professional development and the health and well-being of our employees in 2021. We rolled out several leadership development programs and implemented a well-being strategy focused on enabling employees to foster emotional, physical, financial, environmental, and social well-being. We also established a global week-long holiday to ensure that our teams had the greatest likelihood of being able to “unplug.”
•During 2021, with feedback received from employee surveys, we continued to reimagine our processes, office environment and business operations with a focus on returning to a hybrid workplace that allows our teams to safely reconnect and collaborate in person while also maintaining flexibility.
•We continued to significantly enhance our Impact efforts:
◦We completed more than $12 billion in ESG-linked financings for Carlyle and our portfolio companies, including the largest ESG-linked private equity credit facility in the U.S. and the first to focus exclusively on advancing board diversity.
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◦We co-led the creation of the ESG Data Convergence Project with the California Public Employees’ Retirement System, forming the first-ever General Partner/Limited Partner collaboration to align on a set of standardized ESG metrics which now has over 100 GP and LP participants.
◦We continued to deepen the integration of ESG within our investment teams and portfolio companies, with ESG assessments included in most Carlyle investment decisions using proprietary due diligence tools in our GPE and Global Credit segments.
◦We launched our inaugural Diversity, Equity, and Inclusion Incentive Awards, with over 175 employees nominated by their colleagues, and over 50 employees recognized for their effort in advancing Carlyle’s DEI objectives.
▪Operational and strategic highlights for our three global business segments for 2021 include:
Global Private Equity (“GPE”):
◦During 2021, we raised $27.2 billion in new capital commitments for our GPE funds, which included the launch of our eighth U.S. buyout fund (“CP VIII”), our CP Growth fund, and our ninth U.S. real estate fund (“CRP IX”), which at nearly $8 billion exceeded its initial target of $6 billion.
◦During 2021, GPE invested $21.9 billion across the segment, including $13.1 billion in the Americas, $5.0 billion in Europe, and $3.8 billion in Asia.
◦Our GPE funds realized proceeds of $29.9 billion for our GPE carry fund investors in 2021, across a mix of trade-sales, public market block trades, recapitalizations, dividends, and the initial public offerings of seven of our portfolio companies.
Global Credit:
◦In total, we raised $17.0 billion in new capital commitments to our Global Credit products during 2021, and overall AUM increased to $73.4 billion, more than two times higher than it was less than four years ago.
◦In our CLO business, we closed $5.9 billion of new CLOs in the U.S. and $1.5 billion of new CLOs in Europe during 2021 with $33.0 billion of total AUM across all of our CLOs at December 31, 2021, an increase in CLO AUM of 18% over 2020.
◦In Carlyle Aviation Partners, we completed the acquisition of Fly Leasing Limited, a global aircraft leasing company with a fleet of over 80 commercial jet aircraft, and signed an agreement to acquire AMCK Aviation’s portfolio of 145 narrow-body aircraft, which is expected to close in the first half of 2022.
◦We executed $3.9 billion of gross originations in our direct lending business in 2021, almost double the origination activity in 2020.
Global Investment Solutions:
◦During 2021, we raised $7.1 billion in capital commitments, including over $5 billion in capital commitments to separately managed accounts, and deployed $7.2 billion in investments across our Global Investment Solutions platform. Our portfolio appreciated 48% during the year and our exit activity in our Global Investment Solutions segment was strong this year, realizing proceeds of $12.2 billion for our Global Investment Solutions investors.
◦In April, we completed the sale of 100% of our interest in Metropolitan Real Estate (“MRE”), while retaining our existing investments in and commitments to the MRE funds, as well as our interest in the net accrued performance allocations in the existing funds.
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Business Segments
We operate our business across three segments: (1) Global Private Equity, (2) Global Credit and (3) Global Investment Solutions. Information about our segments should be read together with “Part II. Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations.”
Global Private Equity
Our GPE segment advises our buyout, growth, real estate, and natural resources funds. Across our GPE funds, as of December 31, 2021, we had investments in 256 active portfolio companies that employ more than 1,000,000 people around the world. Our GPE teams have the following areas of focus:
Corporate Private Equity. Our corporate private equity teams advise a diverse group of 37 active funds that invest in transactions that focus either on a particular geography or strategy. Our buyout funds focus on corporate buyouts and strategic minority investments. The investment mandate for our growth capital funds is to seek out companies with the potential for disruptive growth and operational improvements. Our core strategy seeks longer duration private equity opportunities, targeting stable businesses with sustainable market leadership. These funds are advised by teams of local professionals who live and work in the markets where they invest. In 2021, we invested $16.2 billion in new and follow-on investments through our corporate private equity funds. As of December 31, 2021, our corporate private equity funds had, in the aggregate, $109.0 billion in AUM.
Real Estate. Our real estate team advises 12 active real estate funds that invest in the U.S. and Europe, with a focus on a broad range of opportunities including residential properties, senior living facilities, industrial properties, and self-storage properties, but have limited our exposure to office buildings, hotels and retail properties. Our real estate funds generally focus on acquiring single-property assets rather than large-cap companies with real estate portfolios and made more than 1,100 investments in more than 620 cities or metropolitan statistical areas around the world as of December 31, 2021. As of December 31, 2021, our real estate funds had, in the aggregate, $29.3 billion in AUM.
Natural Resources. Our 14 active natural resources funds focus on infrastructure and energy investing. Our infrastructure business is comprised of teams that invest in six primary sectors: renewables, energy infrastructure, water and waste, transportation, digital infrastructure, and power generation. Our energy activities focus on buyouts, growth capital investments and strategic joint ventures in the midstream, upstream, downstream, energy and oilfield services sectors around the world. Our international energy investment team focuses on investments across the energy value chain outside of North America. We conduct our North American energy investing through our partnership with NGP, a Texas-based energy investor. As of December 31, 2021, we managed $23.6 billion in AUM through our natural resources funds.
The following table presents certain data about our Global Private Equity segment as of December 31, 2021 (dollar amounts in billions).
| AUM (1) | % of Total AUM | Fee-earning AUM | Active Investments | Active Funds (4) | Available Capital | Investment Professionals (2) | Amount Invested Since Inception (3) | Investments Since Inception (3) | ||||||||||||||||||||||||||||||||||||||||||
| $162 | 54% | $104 | 729 | 66 | $48 | 423 | $218 | 2,215 | ||||||||||||||||||||||||||||||||||||||||||
(1)Total AUM includes NGP, which advises eight funds with $10.4 billion in AUM as of December 31, 2021. Through our strategic partnership with NGP, we are entitled to 55% of the management fee-related revenue of the NGP entities that serve as advisors to the NGP Energy Funds, and an allocation of income related to the carried interest received by the fund general partners of the NGP Carry Funds.
(2)Total GPE investment professionals excludes NGP employees.
(3)Amount invested and number of investments in GPE since inception exclude the investment activity of the NGP Predecessor Funds.
(4)Active GPE funds includes the three NGP Predecessor Funds and five NGP Carry Funds advised by NGP.
Global Credit
Our Global Credit segment, which had $73.4 billion in assets under management as of December 31, 2021, advises a group of 87 active funds that pursue investment strategies across the credit spectrum, including: liquid credit, illiquid credit, and real assets credit, as well as cross-platform vehicles such as Carlyle Tactical Private Credit Fund (“CTAC”, or the “Interval Fund”). Global Credit has been Carlyle’s fastest-growing segment in total AUM over the past three years, and we continue to expand our reach into additional areas of focus, such as real estate credit. Since our establishment in 1999, these various capital
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sources provide the opportunity for Carlyle to offer highly customizable and creative financing solutions to borrowers to meet their specific capital needs. Carlyle draws on the expertise and underwriting capabilities of our 182 investment professionals and leverages the resources and industry expertise of Carlyle’s global network to provide creative solutions for borrowers.
Primary areas of focus for our Global Credit platform include:
Liquid Credit
•Loans and Structured Credit. Our structured credit funds invest primarily in performing senior secured bank loans through CLOs and other investment vehicles. In 2021, we closed eleven new U.S. CLOs and three CLOs in Europe with an aggregate size of $5.9 billion and $1.5 billion, respectively. As of December 31, 2021, our loans and structured credit team advised 67 structured credit funds and two other structured credit funds in the United States and Europe totaling, in the aggregate, $34.1 billion in AUM.
Illiquid Credit
•Direct Lending. Our direct lending business includes our business development companies (“BDCs”) that invest primarily in middle market first-lien loans (which include unitranche, “first out” and “last out” loans) and second-lien loans of middle-market companies, typically defined as companies with annual EBITDA ranging from $25 million to $100 million, that lack access to the broadly syndicated loan and bond markets. As of December 31, 2021, our direct lending investment team advised two BDCs and six separately managed accounts totaling, in the aggregate, $6.6 billion in AUM.
•Opportunistic Credit. Our opportunistic credit team invests primarily in highly-structured and privately-negotiated capital solutions supporting corporate borrowers through secured loans, senior subordinated debt, mezzanine debt, convertible notes, and other debt-like instruments, as well as preferred and common equity. The team will also look to invest in special situations (i.e., event-driven opportunities that exhibit hybrid credit and equity features) as well as market dislocations (i.e., primary and secondary market investments in liquid debt instruments that arise as a result of temporary market volatility). As of December 31, 2021, our opportunistic credit team advised two funds and one separately managed account totaling, in the aggregate, $7.8 billion in AUM.
•Distressed Credit. Our distressed credit funds generally invest in liquid and illiquid securities and obligations, including secured debt, senior and subordinated unsecured debt, convertible debt obligations, preferred stock and public and private equity of financially distressed companies in defensive and asset-rich industries. In certain investments, our funds may seek to restructure pre-reorganization debt claims into controlling positions in the equity of the reorganized companies. As of December 31, 2021, our distressed credit team advised three funds totaling, in the aggregate, $3.0 billion in AUM.
Real Assets Credit
•Aircraft Financing and Servicing. Carlyle Aviation Partners is our multi-strategy investment platform that is engaged in commercial aviation aircraft financing and investment throughout the commercial aviation industry. As of December 31, 2021, Carlyle Aviation Partners had approximately $10.2 billion in AUM across five active carry funds, in addition to securitization vehicles, liquid strategies, and other vehicles.
•Infrastructure Debt. Our Infrastructure debt team invests primarily in directly originated and privately negotiated debt instruments related to global infrastructure projects, primarily in the power, energy, transportation, water/waste, telecommunications and social infrastructure sectors. The team focuses primarily on senior, subordinated, and mezzanine debt and seeks to invest primarily in developed markets within the Organization for Economic Cooperation and Development (“OECD”). As of December 31, 2021, our infrastructure debt team managed $2.0 billion.
Other Credit
•Insurance Solutions. Carlyle Insurance Solutions (“CIS”) combines our deep insurance expertise with portfolio construction capabilities, capital sourcing and asset origination strengths to provide comprehensive liability funding and reinsurance, asset management and advisory solutions for (re)insurance companies and fund investors. The CIS team oversees the investment in Fortitude. As of December 31, 2021, AUM related to capital raised from third-party investors to acquire a controlling interest in Fortitude was $3.2 billion, and Fortitude and AIG have committed approximately $7.0 billion of capital to-date to various Carlyle strategies.
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•Global Capital Markets. Carlyle Global Capital Markets (“GCM”) is a loan syndication and capital markets business that launched in 2018. The primary focus of GCM is to arrange, place, underwrite, originate and syndicate loans and underwrite securities of third parties and Carlyle portfolio companies through TCG Capital Markets and TCG Senior Funding. TCG Capital Markets is a FINRA registered broker dealer. GCM may also act as the initial purchaser of such loans and securities. GCM receives fees, including underwriting, placement, structuring, transaction and syndication fees, commissions, underwriting and original issue discounts, interest payments and other compensation, which may be payable in cash or securities or loans, in respect of the activities described above and may elect to waive such fees.
The following table presents certain data about our Global Credit segment as of December 31, 2021 (dollar amounts in billions).
| AUM | % of Total AUM | Fee-earning AUM | Active Funds | Investment Professionals | ||||||||||||||||||||||
| $73 | 24% | $52 | 87 | 182 | ||||||||||||||||||||||
Global Investment Solutions
Our Global Investment Solutions segment, established in 2011, provides comprehensive investment opportunities and resources for our investors and clients to build private equity portfolios through fund of funds, secondary purchases of existing portfolios and managed co-investment programs. Global Investment Solutions executes these activities through AlpInvest, one of the world’s largest investors in private equity.
The primary areas of focus for our Global Investment Solutions teams include:
•Private Equity Fund Investments. Our fund of funds vehicles advised by AlpInvest make investment commitments directly to buyout, growth capital, venture and other alternative asset funds advised by other general partners. As of December 31, 2021, AlpInvest advised 119 vehicles totaling, in the aggregate, $27.5 billion in AUM.
•Private Equity Co-investments. AlpInvest invests alongside other private equity and mezzanine funds in which it or certain AlpInvest limited partners typically has a primary fund investment throughout Europe, North America and Asia. These investments are generally made when an investment opportunity is too large for a particular fund and the sponsor of the fund therefore seeks to raise additional “co-investment” capital from sources such as AlpInvest. As of December 31, 2021, our co-investment programs were conducted through 87 vehicles totaling, in the aggregate, $17.5 billion in AUM.
•Private Equity Secondary Investments. Funds managed by AlpInvest build an investment portfolio of private equity owned assets through the acquisition of limited partnership interests in the secondary market and other types of transactions such as fund recapitalizations, portfolio restructurings and spin-outs. Private equity investors who desire to sell or restructure their pre-existing investment commitments to a fund may negotiate to sell the fund interests to AlpInvest. In this manner, AlpInvest’s secondary investments team provides liquidity and restructuring alternatives for third-party private equity investors. As of December 31, 2021, our secondary investments program was conducted through 97 vehicles totaling, in the aggregate, $20.5 billion in AUM.
The following table presents certain data about our Global Investment Solutions segment as of December 31, 2021 (dollar amounts in billions).
| AUM(1) | % of Total AUM | Fee-earning AUM | Fund Vehicles | Available Capital | Investment Professionals | Amount Invested Since Inception | ||||||||||||||||||||||||||||||||
| $65 | 22% | $37 | 303 | $22 | 85 | $83 | ||||||||||||||||||||||||||||||||
(1)Under our arrangements with the historical owners and management team of AlpInvest, we generally do not retain any carried interest in respect of the historical investments and commitments to AlpInvest carry fund vehicles that existed as of July 1, 2011 (including any options to increase any such commitments exercised after such date). We are entitled to 15% or, in some cases, 40% of the carried interest in respect of commitments from the historical owners of AlpInvest for the period between 2011 and 2020 and 40% of the carried interest in respect of all other commitments (including all future commitments from third parties).
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Investment Approach
Global Private Equity
The investment approach of our GPE teams is generally characterized as follows:
•Consistent and Disciplined Investment Process. We believe our successful investment track record is the result, in part, of a consistent and disciplined application of our investment process. Investment opportunities for our GPE funds are initially sourced and evaluated by one or more of our deal teams. Deal teams consistently strive to be creative and look for deals in which we can leverage Carlyle’s competitive advantages, sector experience and the global platform. The due diligence and transaction review process places a special emphasis on, as appropriate and among other considerations, the reputation of a target company shareholders and management, the company or asset’s size and sensitivity of cash flow generation, the business sector and competitive risks, the portfolio fit, exit risks and other key personnel, including membersfactors specific to a particular investment. In evaluating each deal, we consider what expertise or experience we can bring to the transaction to enhance value for our investors. Each investment opportunity must secure approval from the investment committee of the applicable investment fund to move forward. To help ensure consistency, we utilize a standard investment committee process across our GPE funds, although NGP follows its own policies and procedures with respect to its advised funds. The investment committee approval process involves a detailed review of the transaction and investment thesis, business, risk factors and diligence issues, as well as financial models.
•Distinctive Portfolio Construction Principles. We seek to proactively manage the construction of our Executive Group,portfolios through deliberate and thoughtful diversification across industries, geographies and cycles, and to avoid certain assets facing economic or industry headwinds. For example, our real estate portfolios have relatively little current exposure to commercial office properties, business hotels and retail properties.
•Geographic- and Industry-Focused. We have developed a global network of local investment teams and have adopted an industry-focused approach to investing. Our extensive network of global investment professionals has the knowledge, experience and relationships on a local level that allows them to identify and take advantage of opportunities that may be unavailable to firms that do not have our global reach and resources. We believe that our global platform helps enhance all stages of the investment process, including by facilitating faster and more effective diligence, a deeper understanding of global industry trends and priority access to the capital markets. We have particular industry expertise in aerospace and government services, consumer, media and retail, financial services, healthcare, industrials, technology, real estate, natural resources and infrastructure. As a result, we believe that our in-depth knowledge of specific industries improves our ability to source and create transactions, conduct effective and more informed due diligence, develop strong relationships with management teams and use contacts and relationships within these industries to drive value creation.
•Variable Deal Sizes and Creative Structures. We believe that having the resources to complete investments of varying sizes provides us with the ability to enhance investment returns while providing for prudent industry, geographic and size diversification. Our teams are staffed not only to effectively pursue large transactions, but also other transactions of varying sizes. We often invest in smaller companies or single real estate transactions and this has allowed us to obtain greater diversity across our entire portfolio. Additionally, we may undertake large, strategic minority investments with certain control elements or private investment in public equity (PIPE) transactions in large companies with a clear exit strategy. In certain jurisdictions around the world, we may make investments with little or no debt financing and seek alternative structures to opportunistically pursue transactions. We generally seek to obtain board representation and typically appoint our investment professionals and advisors to represent us on the boards of the companies in which we invest. Where our funds, either alone or as part of a consortium, are not the controlling investor, we typically, subject to applicable regulatory requirements, acquire significant voting and other control rights with a view to securing influence over the conduct of the business.
•Driving Value Creation. Our GPE teams seek to make investments in portfolio companies and assets in which our particular strengths and resources may be employed to their best advantage. Typically, as part of a GPE investment, our investment teams will prepare and execute a systematic value creation plan that is developed during a thorough due diligence effort and draws on the deep resources available across our global platform, specifically relying on:
◦Reach: Our global team and global presence enables us to support international expansion of our operating companies’ efforts and global supply chain initiatives.
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◦Expertise: Our deep bench of investment professionals and industry specialists provide extensive sector-specific knowledge and local market expertise. Our investment teams benefit from best-in-class support services and infrastructure provided through the global Carlyle organization. Carlyle’s overall infrastructure and support services cover the full range of administrative functions, including fund management, accounting, legal and compliance, human resources, information technology, tax, and external affairs. Additionally, where appropriate we may seek to partner with third parties whose sector or market expertise may enhance our value creation in an investment. For example, in our U.S. real estate funds we may partner with joint venture partners or managers with significant operational expertise and/or deal sourcing capabilities.
◦Insights: To supplement our investment expertise, we have retained a group of more than 51 operating executives and advisors as independent consultants to work with our investment teams, provide board-level governance and support and advise our portfolio companies. These operating executives and advisors are typically former CEOs and other high-level executives of some of the world’s most successful corporations and currently sit on the boards of directors of a diverse mix of companies. Operating executives and advisors are independent consultants and are not Carlyle employees. Operating executives and advisors are often engaged by Carlyle primarily to assist with deal sourcing, due diligence and market intelligence. Operating executives and advisors may also be engaged and compensated by our portfolio companies as directors or to otherwise advise portfolio company management.
◦Data: The goal of our research function is to extract as much information as possible from our portfolio about the current state of the economy and its likely evolution over the near-to-medium term. Our GPE investment portfolio includes 197 active corporate investments as of December 31, 2021, across a diverse range of industries and geographies that each generate multiple data points (e.g., orders, shipments, production volumes, occupancy rates, bookings). By evaluating this data on a systematic basis, we work to identify the data with the highest correlation with macroeconomic data and map observed movements in the portfolio to anticipated variation in the economy, including changes in growth rates across industries and geographies. We incorporate this proprietary data into our investment portfolio management strategy and exit decisions on an ongoing basis. We believe this robust data gives us an advantage over our peers who do not have as large of a global reach.
◦Talent and Organization Performance: Our investment professionals work to enhance leadership and organizational effectiveness through proprietary and third-party data-driven assessments, best-practice playbooks, and knowledge-sharing forums.
◦Pursuing Best Exit Alternatives. In determining when to exit an investment, our investment teams consider whether a portfolio company or asset has achieved its objectives, the financial returns and the appropriate timing in industry cycles and company or asset development to strive for the optimal value. Each fund’s investment committee approves all exit decisions.
◦Value Creation. Our Global Investment Resources team helps to translate our collaborative culture into services and operational capabilities supporting our investment process and portfolio companies and assets. Our approach ensures that Carlyle’s global network, deep industry knowledge and operational expertise are used to support and enhance our investments. This team introduced a new tool in 2021 to connect our investment teams and portfolio companies with value creation resources.
▪Information Technology Resources: We have established an information technology capability that contributes to due diligence, portfolio company strategy and portfolio company operations. The capability includes dedicated information technology and business process resources, including assistance with portfolio company risk assessments and enhanced deal analytics.
▪Digital: Given the increasing importance of digital tools and resources across the global economy, we have established a dedicated group focused exclusively on identifying, developing and implementing digital transformation strategies to help drive growth, unlock value, and drive efficiencies across our portfolio companies.
▪Procurement: We have developed a leveraged purchasing effort to provide portfolio companies with effective sourcing programs with better pricing and service levels to help create operating value.
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This program seeks to drive down costs and provide better service on common indirect spend categories and disseminate best practices on managing functional spend in the areas of human capital management, employee benefits, corporate real estate, information technology and treasury and risk. As of December 31, 2021, over 150 portfolio companies are actively participating in the optional program, benefiting from more than 100 category arrangements and preferred vendor arrangements.
▪ESG: As part of Carlyle’s investment process, where appropriate, we evaluate ESG risks and seek opportunities to create value through sustainability initiatives. During our ownership period, we support our management committee,teams’ efforts to develop strategic ESG programs and provide access to prescreened vendors, sustainability resources and individualized assistance from our Head of Impact and dedicated ESG team. Carlyle educates portfolio companies in which we have a controlling interest on our Guidelines for Responsible Investment and encourages them to review the Guidelines at the board level on an annual basis.
Global Credit
The investment approach of our Global Credit platform is generally characterized as follows:
•Source Investment Opportunities. Our Global Credit team sources investment opportunities from both the primary and secondary markets through our global network and strong relationships with the financial community. We typically target portfolio companies that have a demonstrated track record of profitability, market leadership in their respective niche, predictable cash flow, a definable competitive advantage and products or services that are value-added to their customer base.
•Conduct Fundamental Due Diligence and Perform Capital Structure Analyses. After an opportunity is identified, our Global Credit investment professionals conduct fundamental due diligence to determine the relative value of the potential investment and capital structure analyses to determine credit worthiness. Our due diligence approach typically incorporates meetings with management, company facility visits, discussions with industry analysts and consultants and an in-depth examination of financial results and projections. In conducting due diligence, our Global Credit team employs an integrated, cross-platform approach with industry-dedicated credit research analysts and non-investment grade expertise across the capital structure. Our Global Credit team also seeks to leverage resources from across the firm, utilizing information obtained from our more than 300 active portfolio companies and lending relationships, 20 credit industry research analysts, and in-house government affairs and economic research teams. In 2021, we launched a proprietary ESG materiality assessment tool across our Global Credit platform to help our investment professionals efficiently understand a company’s or asset’s exposure to material ESG risks as part of the due diligence process.
•Evaluation of Macroeconomic Factors. Our Global Credit team evaluates technical factors such as supply and demand, the market’s expectations surrounding a company and the existence of short- and long-term value creation or destruction catalysts. Inherent in all stages of credit evaluation is a determination of the likelihood of potential catalysts emerging, such as corporate reorganizations, recapitalizations, asset sales, changes in a company’s liquidity and mergers and acquisitions.
•Risk Minimization. Our Global Credit team seeks to make investments in companies that are well-positioned to weather downturns and/or below-plan performance. The team works to structure investments with strong financial covenants, frequent reporting requirements and board representation, if possible. Through board representation or observation rights, our Global Credit team works to provide a consultative, interactive approach to equity sponsors and management partners as part of the overall portfolio management process.
Global Investment Solutions
Our Global Investment Solutions team aims to apply a wide array of capabilities to help clients meet their investment objectives. The investment approach of our Global Investment Solutions platform is generally characterized as follows:
•Well-informed, Disciplined Investment Process: We follow a disciplined, highly-selective investment process and seek to achieve diversification by deploying capital across economic cycles, segments and investment styles. Our integrated and collaborative culture across our strategies, reinforced by investment in information technology solutions, provides deep insight into fund manager portfolios and operations to support our rigorous selection process.
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•Proactive Sourcing: AlpInvest’s extensive network of private equity managers across the globe positions us to identify investment opportunities that may be unavailable to other investors. Our investment strategy is defined by a strong belief that the most attractive opportunities are found in areas that are subject to fewer competitive pressures. As a result, our teams actively seek out proprietary investments that would otherwise be difficult for our investors to access alone.
•Global Scale and Presence: Our scale and on-the-ground presence across three continents – Asia, Europe and North America – give us a distinct and comprehensive perspective on the private equity markets. Our stable, dedicated, and experienced teams have deep knowledge of their respective markets across the globe. We believe this enhances our visibility across the global investment market and provides detailed local information that enhances our investment evaluation process.
Our Family of Funds
The following chart presents the name (acronym), total capital commitments (in the case of our carry funds, structured credit funds, and the NGP Predecessor Funds), assets under management (open-end products and non-carry Aviation vehicles), gross assets (in the case of our BDCs) and vintage year of the active funds in each of our segments, as of December 31, 2021. We present total capital commitments (as opposed to assets under management) for our closed-end investment funds because we believe this metric provides the most useful information regarding the relative size and scale of such funds. In the case of our products which are open-ended and accordingly do not have permanent committed capital, we generally believe the most useful metric regarding relative size and scale is assets under management.
Global Private Equity1 | Global Credit | ||||||||||||||||||||||||||||
| Corporate Private Equity | Real Estate | Liquid Credit | |||||||||||||||||||||||||||
| Carlyle Partners (U.S.) | Carlyle Realty Partners (U.S.) | Cash CLOs | |||||||||||||||||||||||||||
| CP VIII | $11.5 bn | 2021 | CRP IX | $8.0 bn | 2021 | U.S. | $25.9 bn | 2012-2021 | |||||||||||||||||||||
| CP VII | $18.5 bn | 2018 | CRP VIII | $5.5 bn | 2017 | Europe | €8.5 bn | 2013-2021 | |||||||||||||||||||||
| CP VI | $13.0 bn | 2014 | CRP VII | $4.2 bn | 2014 | Structured Credit Funds | |||||||||||||||||||||||
| CP V | $13.7 bn | 2007 | CRP VI | $2.3 bn | 2011 | CREV | $0.5 bn | 2020 | |||||||||||||||||||||
| Global Financial Services Partners | CRP V | $3.0 bn | 2006 | CSC | $0.8 bn | 2017 | |||||||||||||||||||||||
| CGFSP III | $1.0 bn | 2018 | CRP IV | $1.0 bn | 2005 | Illiquid Credit | |||||||||||||||||||||||
| CGFSP II | $1.0 bn | 2013 | Core Plus Real Estate (U.S.) | Business Development Companies3 | |||||||||||||||||||||||||
| Carlyle Europe Partners | CPI4 | $7.3 bn | 2016 | TCG BDC II, Inc. | $2.4 bn | 2017 | |||||||||||||||||||||||
| CEP V | €6.4 bn | 2018 | International Real Estate | TCG BDC, Inc. | $2.0 bn | 2013 | |||||||||||||||||||||||
| CEP IV | €3.8 bn | 2014 | CER II | €0.3 bn | 2021 | Opportunistic Credit Carry Funds | |||||||||||||||||||||||
| CEP III | €5.3 bn | 2007 | CER I | €0.5 bn | 2017 | CCOF II | $4.2 bn | 2020 | |||||||||||||||||||||
| CEP II | €1.8 bn | 2003 | CEREP III | €2.2 bn | 2007 | CCOF I | $2.4 bn | 2017 | |||||||||||||||||||||
| Carlyle Asia Partners | Natural Resources Funds | Distressed Credit Carry Funds | |||||||||||||||||||||||||||
| CAP V | $6.6 bn | 2018 | NGP Energy Carry Funds | CSP IV | $2.5 bn | 2016 | |||||||||||||||||||||||
| CBPF II | RMB 2.0 bn | 2017 | NGP XII | $4.3 bn | 2017 | CSP III | $0.7 bn | 2011 | |||||||||||||||||||||
| CAP IV | $3.9 bn | 2014 | NGP XI | $5.3 bn | 2014 | CSP II | $1.4 bn | 2007 | |||||||||||||||||||||
| CAP III | $2.6 bn | 2008 | NGP X | $3.6 bn | 2012 | Real Assets Credit | |||||||||||||||||||||||
| Carlyle Japan Partners | Other NGP Carry Funds | Infrastructure Credit Carry Fund | |||||||||||||||||||||||||||
| CJP IV | ¥258.0 bn | 2020 | NGP Minerals | $0.3 bn | 2020 | CICF | $0.4 bn | 2021 | |||||||||||||||||||||
| CJP III | ¥119.5 bn | 2013 | NGP GAP | $0.4 bn | 2014 | Energy Credit Carry Funds | |||||||||||||||||||||||
| Carlyle Global Partners | NGP Predecessor Funds | CEMOF II | $2.8 bn | 2015 | |||||||||||||||||||||||||
| CGP II | $1.8 bn | 2020 | Various2 | $5.7 bn | 2007-2008 | CEMOF I | $1.4 bn | 2011 | |||||||||||||||||||||
| CGP I | $3.6 bn | 2015 | International Energy Carry Funds | Carlyle Aviation Partners | |||||||||||||||||||||||||
| Carlyle MENA Partners | CIEP II | $2.3 bn | 2019 | SASOF V | $1.0 bn | 2020 | |||||||||||||||||||||||
| MENA I | $0.5 bn | 2008 | CIEP I | $2.5 bn | 2013 | SASOF IV | $1.0 bn | 2018 | |||||||||||||||||||||
| Carlyle South American Buyout Fund | Infrastructure Funds | SASOF III | $0.8 bn | 2015 | |||||||||||||||||||||||||
| CSABF I | $0.8 bn | 2009 | CRSEF | $0.7 bn | 2019 | SASOF II | $0.6 bn | 2012 | |||||||||||||||||||||
| Carlyle Sub-Saharan Africa Fund | CGIOF | $2.2 bn | 2019 | CALF | $0.6 bn | 2021 | |||||||||||||||||||||||
| CSSAF I | $0.7 bn | 2012 | CPP II | $1.5 bn | 2014 | Securitization Vehicles4 | $3.6 bn | Various | |||||||||||||||||||||
| Carlyle Peru Fund | CPOCP | $0.5 bn | 2013 | 8 Other Vehicles4 | $4.3 bn | Various | |||||||||||||||||||||||
| CPF I | $0.3 bn | 2012 | Other Credit | ||||||||||||||||||||||||||
| Carlyle U.S. Venture/Growth Partners | CTAC3 | $1.2 bn | 2018 | ||||||||||||||||||||||||||
| CP Growth | $1.1 bn | 2021 | Fortitude5 | $3.2 bn | 2020 | ||||||||||||||||||||||||
| CEOF II | $2.4 bn | 2015 | |||||||||||||||||||||||||||
| CEOF I | $1.1 bn | 2011 | Global Investment Solutions6 | ||||||||||||||||||||||||||
| CVP II | $0.6 bn | 2001 | AlpInvest | ||||||||||||||||||||||||||
| Carlyle Europe Technology Partners | Fund of Private Equity Funds | ||||||||||||||||||||||||||||
| CETP IV | €1.4 bn | 2019 | 119 vehicles | €47.8 bn | 2000-2021 | ||||||||||||||||||||||||
| CETP III | €0.7 bn | 2014 | Secondary Investments | ||||||||||||||||||||||||||
| Carlyle Asia Venture/Growth Partners | 97 vehicles | €26.0 bn | 2002-2021 | ||||||||||||||||||||||||||
| CAP Growth II | $0.7 bn | 2021 | Co-Investments | ||||||||||||||||||||||||||
| CAP Growth I | $0.3 bn | 2017 | 87 vehicles | €20.6 bn | 2002-2021 | ||||||||||||||||||||||||
| CAGP IV | $1.0 bn | 2008 | |||||||||||||||||||||||||||
| Carlyle Cardinal Ireland | |||||||||||||||||||||||||||||
| CCI | €0.3 bn | 2014 | |||||||||||||||||||||||||||
Note: All amounts shown represent total capital commitments as of December 31, 2021, unless otherwise noted. Certain of our recent vintage funds are currently in fundraising and total capital commitments are subject to change. In addition, certain carry funds included herein may be disclosed which are not included in fund performance if they have not made an initial capital call or commenced investment activity. The NGP funds are advised by NGP Energy Capital Management, LLC, a separately registered investment adviser, and we do not serve as an investment adviser to those funds.
(1)Global Private Equity also includes funds which we jointly advise with Riverstone Holdings L.L.C. (the “Legacy Energy funds”). The impact of these funds is no longer significant to our results of operations.
(2)Includes NGP M&R, NGP ETP II, and NGP IX, on which we are not entitled to a share of carried interest.
(3)Amounts represent gross assets plus any available capital as of December 31, 2021.
(4)Amounts represent Total AUM as of December 31, 2021.
(5)Includes capital raised from a strategic third-party investor which directly invests in Fortitude alongside Carlyle FRL.
(6)On April 1, 2021, we completed the sale of our interest in Metropolitan Real Estate.
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Organizational Structure
On January 1, 2020, we completed our conversion from a Delaware limited partnership named The Carlyle Group L.P. into a Delaware corporation named The Carlyle Group Inc. See Part II. Item 7A. “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Conversion to a Corporation” for additional information.
The holders of our common stock are entitled to vote on all matters on which stockholders of a corporation are generally entitled to vote on under Delaware General Corporation Law (“DGCL”), including the election of the board of directors of the Corporation. Holders of common stock are entitled to one vote per share of common stock.
In connection with the Conversion, senior Carlyle professionals and certain of the other former limited partners of Carlyle Holdings who became holders of shares of common stock in connection with the Conversion were generally required to grant an irrevocable proxy to Carlyle Group Management L.L.C., which is wholly owned by our founders and other senior Carlyle professionals. Prior to August 5, 2021, we were a “controlled company” and qualified for exceptions from certain corporate governance and other requirements of the rules of the Nasdaq Global Select Market (“Nasdaq”). While we are no longer a “controlled company” within the meaning of the rules of Nasdaq and the SEC, we will continue to qualify for these exemptions during a one-year transition period. See Item 1A. “Risk Factors—Risks Related to Our Common Stock—Carlyle Group Management L.L.C. has significant influence over us and its interests may conflict with ours or yours” and “—We are transitioning from a “controlled company” to no longer being a controlled company within the meaning of Nasdaq. However, even though we are no longer a “controlled company”, we will continue to qualify for, and as a result rely on, exceptions from certain corporate governance requirements under the rules of Nasdaq during a one-year transition period.”
Limited Partner Relations
Our diverse and sophisticated investor base includes more than 2,850 active investors in our carry funds located in 89 countries. Included among our many longstanding fund investors are pension funds, sovereign wealth funds, insurance companies and high net worth individuals in the United States, Asia, Europe, the Middle East and South America.
We have a dedicated in-house investor relations group that strives to cultivate long-term, strategic partnerships with our limited partners. Our team combines strong segment sales with firm-level strategy and coordination to bring the best of Carlyle to our limited partners. Each segment team consists of a combination of geographically-focused professionals and product specialists who work closely together to deliver against investor needs and is supported by central staff responsible for data analytics and additional fulfillment responsibilities.
Our LP relations professionals are in constant dialogue with our fund investors, which enables us to monitor investor preferences and tailor future fund offerings to meet investor demand. We seek to secure a first-mover advantage with key investors, often by establishing a local presence and providing a broad and diverse range of investment opportunities. We continuously seek to expand our partnerships by sharing our insights and perspectives on the market and investment environment, as well as discussing how we can help the investor achieve their objectives. During 2021, we continued to use technology to enhance our fund transparency and communication around insights and facilitate consistent dialogue while in a hybrid work environment. This partnership approach to fundraising has been critical in raising $51.3 billion in 2021.
As of December 31, 2021, approximately 94% of commitments to our active carry funds (by dollar amount) were from investors who are committed to more than one active carry fund and approximately 76% of commitments to our active carry funds (by dollar amount) were from investors who are committed to more than five active carry funds. We believe the loyalty of our carry fund investor base, as evidenced by our substantial number of multi-fund relationships, enhances our ability to raise new funds and successor funds in existing strategies.
Investor Services
We have a team of over 600 investor services professionals worldwide. The investor services group performs a range of functions to support our investment teams, LP relations group and the corporate infrastructure of Carlyle. Our investor services professionals provide an important control function, ensuring that transactions are structured pursuant to the partnership agreements, assisting in global regulatory compliance requirements and investor reporting to enable investors to easily monitor the performance of their investments. We have devoted substantial resources to creating comprehensive and timely investor reports, which are increasingly important to our investor base. The investor services group also works closely with the investment committeesteams throughout each fund’s lifecycle, from fund formation and investments to portfolio monitoring and fund liquidation. We maintain an internal global legal and compliance team, which includes 32 professionals and a government relations group of five professionals with a presence around the globe as of December 31, 2021.
Structure and Operation of Our Investment Funds
We conduct the sponsorship and management of our carry funds and other investment vehicles primarily through limited partnerships, which are organized by us, to accept commitments and/or funds for investment from institutional investors
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and high net worth individuals. In general, each investment fund that is a limited partnership, or “partnership” fund, has a general partner that is responsible for the management and operation of the fund’s affairs and makes all policy and investment decisions relating to the conduct of the investment fund’s business. Generally, the limited partners of such funds take no part in the conduct or control of the business of such funds, have no right or authority to act for or bind such funds and have no influence over the voting or disposition of the securities or other assets held by such funds, although such limited partners may vote on certain partnership matters including the removal of the general partner or early liquidation of the partnership by majority vote, as discussed below. Most of our funds also have an investor advisory committee, comprising representatives of certain limited partners, which may consider and/or waive conflicts of interest or otherwise consult with the general partner on certain partnership matters. In the case of certain separately managed accounts advised by us, the investor, rather than us, may control the asset or the investment decisions related thereto or certain investment vehicles or entities that hold or have custody of such assets.
Each investment fund and in the case of our separately managed accounts, the client, engages an investment adviser. Carlyle Investment Management L.L.C. (“CIM”) or one of its subsidiaries or affiliates serves as an investment adviser for most of our carry funds and is registered under the Investment Advisers Act of 1940, as amended (the “Advisers Act”). Carlyle Global Credit Investment Management L.L.C. (“CGCIM”) is an affiliate of CIM and serves as investment adviser for most of our Global Credit carry funds, as well as two of our BDCs and Interval Fund and is registered under the Advisers Act. The business of Carlyle Aviation Partners includes investment funds organized to invest in certain aviation-related securities and physical assets (including aircraft, engines and components), and certain of the advisers and general partners of such funds are currently not registered under the Advisers Act or otherwise operated in reliance on another entity’s registration under the Advisers Act. Our investment advisers are generally entitled to a management fee from each investment fund for which they serve as investment advisers. For a discussion of the management fees to which our investment advisers are entitled across our various types of investment funds, see “—Incentive Arrangements / Fee Structure” below.
Investment funds themselves typically do not register as investment companies under the Investment Company Act of 1940, as amended (the “1940 Act” or the “Investment Company Act”), in reliance on Section 3(c) or Section 7(d) thereof. Section 3(c)(7) of the 1940 Act exempts from the 1940 Act’s registration requirements investment funds whose securities are owned exclusively by persons in the United States who, at the time of acquisition of such securities, are “qualified purchasers” as defined under the 1940 Act and purchase their interests in a private placement. Section 3(c)(1) of the 1940 Act exempts from the 1940 Act’s registration requirements privately placed investment funds whose securities are beneficially owned by not more than 100 persons and purchase their interests in a private placement. In addition, under certain current interpretations of the Securities and Exchange Commission (“SEC”), Section 7(d) of the 1940 Act exempts from registration any non-U.S. investment fund all of whose outstanding securities are beneficially owned either by non-U.S. residents or by U.S. residents that are qualified purchasers and purchase their interests in a private placement. Certain of our investment funds, and seniorhowever, rely on other exemptions from the 1940 Act or register as investment teams,companies under the information and deal flow they and others generate during1940 Act or elect to be regulated as BDCs under the normal course1940 Act.
The governing agreements of their activities and the synergies among the diverse fields of expertise and knowledge held by our professionals. On January 1, 2018, Kewsong Lee and Glenn Youngkin became Co-Chief Executive Officersvast majority of our firm, Messrs. Conway and Rubenstein transitionedinvestment funds provide that, subject to be Co-Executive Chairmen and Mr. D'Aniello transitionedcertain conditions, a majority in interest (based on capital commitments) of third-party investors in those funds have the right to be Chairman Emeritus. Mr. Conway also was joined by Peter Clare as Co-Chief Investment Officers as of January 1, 2018. Although our founders remain committed to our business, in these new roles, they will no longer have responsibility forremove the day-to-day operationsgeneral partner of the firm and may choosefund for cause and/or to pursue philanthropic or other personal endeavors, including personal investment activities, in addition to their roles at Carlyle. Our founders and other key personnel are not obligated to remain employed with us in their current capacities or at all. To enhance our capabilities, we have and will continue to hire and internally develop senior professionals to assume key leadership positions throughoutaccelerate the firm into the future. The efficacy of such future leadership may constitute an adverse risk to our business.
With limited exceptions, our carry funds, BDCs, Interval Fund, NGP Predecessor Funds, and certain other investment funds’ carriedvehicles, are closed-end funds. In a closed-end fund structure, once an investor makes an investment, the investor is generally not able to withdraw or redeem its interest, and incentive feesexcept in very limited circumstances. Furthermore, the governing agreement of each investment vehicle contains restrictions on an investor’s ability to discourage them from leavingtransfer its interest in the firm. However,fund. In the open-end funds we advise, investors’ interests are usually locked up for a period of time after which investors may generally redeem their interests on a quarterly basis, to the extent that sufficient cash is available.
With respect to our Global Private Equity and Global Credit carry funds, investors generally agree to fund their commitment over a period of time. For such carry funds, the commitment period generally runs until the earliest of (i) the sixth anniversary of either the effective date (the date we start charging management fees for the fund), or the initial closing date, (ii) the fifth anniversary of the final closing date of the fund; (iii) the date the general partner cancels the investors’ obligation to fund capital contributions due to changes in applicable laws, business conditions or when at least a significant portion (which may range between 75% and 90%) of the capital commitments to the fund have been invested, committed or reserved for investments; (iv) the date a supermajority in interest (based on capital commitments) of investors vote to terminate the commitment period; or (v) the occurrence of a Key Person Event, unless upon any of these events the investors vote to continue the commitment period. Following the termination of the commitment period, an investor generally will be released from any
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further obligation with respect to its undrawn capital commitment except to the extent necessary to pay partnership expenses and management fees, fund outstanding borrowings and guarantees, complete investments with respect to transactions committed to prior to the end of the commitment period and make follow-on investments in existing investments (collectively, the “post-termination obligations”). Generally, an investor’s obligation to fund follow-on investments extends for a period of three years following the end of the commitment period, although certain funds do not have a time limit and there may be limitations on how much the fund is permitted to fund for such follow-on investments. In those funds where such limitations exist, they generally range from 15-20% of the fund’s aggregate capital commitment.
For the latest generation of our closed-end real estate funds, the length of the commitment period varies from fund to fund, typically running for a period of between two and five years from the final closing date, provided that the general partner may unilaterally extend such expiration date for one year and may extend it for another year with the consent of a majority of the limited partners or the investment advisory committee for that fund. Investors in the latest generation of our closed-end real estate funds are also obligated to continue to make capital contributions with respect to follow-on investments and to repay indebtedness for a period of time after the original expiration date of the commitment period, as well as to fund partnership expenses and management fees during the life of the fund.
The term of each of the Global Private Equity and Global Credit carry funds generally will end 10 years from the initial closing date, or in some cases, from the final closing date, but such termination date may be earlier in certain limited circumstances (e.g., six years, in the case of certain Carlyle Aviation Partners funds) or later if extended by the general partner (in many instances with the consent of a majority in interest (based on capital commitments) of the investors or the investment advisory committee) for successive one-year periods, typically up to a maximum of two years. Certain of such investment funds perform poorly, thereby reducingmay have a longer initial termination date (such funds, “longer-dated funds”), such as 15 years from the potentialfinal closing date, or may be open-ended.
With respect to our Global Investment Solutions vehicles and separately managed accounts, the commitment period generally runs for a period of one to five years after the initial closing date of the vehicle. The term of each of the funds generally will end 8 to 12 years from the initial closing date. In some cases, the termination date may be later if extended by the general partner (in many instances with the consent of a majority in interest (based on capital commitments) of the investors or the investment advisory committee) for successive up to three-year periods, or until such time as is reasonably necessary for the general partner to be able to liquidate the fund’s assets.
Incentive Arrangements / Fee Structure
Fund Management Fees. We provide management services to funds in which we hold a general partner interest or with which we have an investment advisory agreement. For closed-end carry funds in the Global Private Equity and Global Credit segments, management fees generally range from 1.0% to 2.0% of commitments during the fund’s commitment period based on limited partners’ capital commitments to the funds. Following the expiration or termination of the commitment period, management fees generally are based on the lower of cost or fair value of invested capital and the rate charged may also be reduced. These terms may vary for separately managed accounts, open-end funds and longer-dated carry funds and other closed end funds. The investment adviser will receive management fees during a specified period of time, which is generally ten years from the initial closing date, or, in some instances, from the final closing date, but such termination date may be earlier in certain limited circumstances or later if extended for successive one-year periods, typically up to a maximum of two years. Depending on the contracted terms of the investment advisory agreement and related agreements, these fees are generally called semi-annually in advance. For certain open-end and longer-dated carry funds, management fees are called quarterly in arrears over the life of the funds.
Within the Global Credit segment, for CLOs and other structured products, management fees generally range from 0.4% to 0.5% based on the total par amount of assets or the aggregate principal amount of the notes in the CLO and are due quarterly. Management fees for the CLOs and other structured products are governed by indentures and collateral management agreements. The investment advisers will receive management fees for the CLOs until redemption of the securities issued by the CLOs, which is generally five to ten years after issuance. Management fees for the BDCs are due quarterly in arrears at annual rates that range from 1.25% of invested capital to 1.5% of gross assets, excluding cash and cash equivalents. Management fees for the Interval Fund are due monthly in arrears at the annual rate of 1.0% of the month-end value of the Interval Fund’s net assets. Carlyle Aviation Partners’ funds have varying management fee arrangements depending on the strategy of the particular fund.
The investment advisers of our Global Investment Solutions private equity vehicles generally receive an annual management fee that ranges from 0.25% to 1.0% of the vehicle’s capital commitments or its committed capital to investments during the commitment fee period of the relevant fund. Following the expiration of the commitment fee period, the management fees generally range from 0.25% to 1.0% on (i) net invested capital; (ii) the lower of cost or net asset value of the capital invested, or (iii) the net asset value for unrealized investments. The management fees we receive from our Global Investment Solutions carry fund vehicles typically are payable quarterly in advance.
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Our equity interest in NGP entitles us to an allocation of income equal to 55% of the management fee-related revenues of the NGP entities that serve as advisors to the NGP Energy Funds.
The general partners or investment advisers to certain of our Global Private Equity and Global Credit carry funds from time to time receive customary transaction fees upon consummation of many of our funds’ acquisition transactions, receive monitoring fees from many of their portfolio companies following acquisition and may from time to time receive other fees in connection with their activities. The ongoing monitoring fees that they receive are generally calculated either as a fixed amount or as a percentage of a specified financial metric of a particular portfolio company. The transaction fees which they receive are generally calculated either as a fixed amount or as a percentage (that generally ranges up to 1%, but may exceed 1% in certain circumstances) of the total enterprise value or capitalization of the investment. The management fees charged to investors in our carry funds are generally reduced by 80% to 100% of such transaction fees, monitoring fees, and certain other fees that are received by the general partners and their affiliates.
In addition, Carlyle Aviation Partners may receive servicing fees in connection with asset-backed financing transactions for certain Carlyle Aviation Partners funds, generally in the range of 2% of rents, incentive fees up to 5% of rents in the aggregate, and 3% of sales proceeds earned from such assets. To the extent the financing instruments are held by the funds, these fees are generally offset against management fees or partnership expenses of the funds.
Performance Allocations. The general partner of each of our carry funds also receives carried interest and incentive fees, their interests infrom the carry funds. Carried interest entitles the general partner to a special residual allocation of profit on third-party capital. In the case of our closed-end carry funds, carried interest is generally calculated on a “realized gain” basis, and incentive fees become less valuableeach general partner is generally entitled to them and may become a less effective retention tool.
carried interest equal to 20% allocation (or approximately 2% to 12.5% in the case of most of our more mature Global Investment Solutions carry funds) of the net realized profit (generally taking into account unrealized losses) generated by third-party capital invested in such fund. Net realized profit or loss is not netted between or among funds. Our senior Carlyle professionals and other key personnel possess substantial experiencewho work in these operations also own interests in the general partners of our carry funds and expertisewe generally allocate 45% of any carried interest that we earn to these individuals in order to better align their interests with our own and have strong business relationships with those of the investors in the funds. A limited portion of the carried interest may be distributed to such individuals in shares of our common stock. Of the carried interest that we retain, we utilize a portion for our new carried interest pool program that commenced in 2019 for certain of our employees who do not receive direct allocations of carried interest to further align their interests with those of our investors. For most carry funds, the carried interest is subject to an annual preferred return of 7% to 9% and return of certain fund costs (generally subject to catch-up provisions as set forth in the fund limited partnership agreement). These terms may vary on longer-dated funds, certain credit funds, and other membersour external co-investment vehicles. If, as a result of diminished performance of investments later in the life of a closed-end fund, the fund does not achieve investment returns that (in most cases) exceed the preferred return threshold or (in almost all cases) the general partner receives in excess of the business community. Asallocated carried interest, we will be obligated to repay the amount by which the carried interest that was previously distributed to us exceeds amounts to which we are ultimately entitled. This obligation, which is known as a result,“giveback” obligation, operates with respect to a given carry fund’s own net investment performance only and is typically capped at the lossafter-tax amount of these personnel could jeopardize our relationships with investors in our fundscarried interest received by the general partner. Each recipient of carried interest distributions is individually responsible for his or her proportionate share of any “giveback” obligation, and memberswe have historically withheld a portion of the business communitycash from carried interest distributions to individuals as security for potential “giveback” obligations. However, we may guarantee the full amount of such “giveback” obligation in respect of amounts received by Carlyle and result incertain other amounts. With respect to the reductionportion of AUM or fewer investment opportunities. For example, if any carried interest allocated to the firm, we expect to fund any “giveback” obligation from available cash. Our ability to generate carried interest is an important element of our business and carried interest has historically accounted for a significant portion of our income.
The receipt of carried interest in respect of investments of our carry funds is dictated by the terms of the partnership agreements that govern such funds, which generally allow for carried interest distributions in respect of an investment upon a realization event after satisfaction of obligations relating to the return of capital from all realized investments, any realized losses, allocable fees and expenses and the applicable annual preferred return. Carried interest is ultimately realized and distributed when: (i) an underlying investment is profitably disposed of, (ii) certain costs borne by the investors have been reimbursed, (iii) the investment fund’s cumulative returns are in excess of the preferred return and (iv) we have decided to collect carry rather than return additional capital to investors. Distributions to eligible senior Carlyle professionals werein respect of such carried interest are generally made shortly thereafter. Our decision to join or form a competing firm, that action could have a material adverse effect on our business, resultsrealize carry considers such factors as the level of operationsembedded valuation gains, the portion of the fund invested, the portion of the fund returned to investors and financial condition. Furthermore, to the extent investorslength of time the fund has been in certain of our open-ended products have the ability to redeem their investment, the loss of a key manager could trigger redemptions and thus adversely impact the business.
carry, as well as other qualitative measures. Our most important asset is our people, and our continued success is highly dependent upon the efforts of our senior Carlyle professionals and other professionals we employ. Our future success and growth depends to a substantial degree on our ability to retain and motivate our senior Carlyle professionals and other key personnel and to strategically recruit, retain and motivate new talented personnel, including new senior Carlyle professionals. The market for qualified investment professionals is extremely competitive and we may not be successful in our efforts to recruit, retain and motivate these professionals.
With respect to our separately managed accounts, BDCs and the Interval Fund, carried interest is generally referred to as an “Incentive Fee.” Incentive Fees consist of performance-based incentive arrangements pursuant to management contracts
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when the return on assets under management exceeds certain benchmark returns or other restrictions,performance targets. Incentive Fees are recognized when the performance benchmark has been achieved.
Under our arrangements with the historical owners of Carlyle Holdings unitholders were ableAviation Partners, we are entitled to exchange their100% of the management fee-related revenues and advisory fee-related revenues of Carlyle Holdings partnership units for common unitsAviation Partners that serve as advisers or service providers of the Carlyle Aviation Partners funds and portfolios of investments. In addition, we will receive 55% of the carried interest from funds managed or advised by Carlyle Aviation Partners, with the remaining 45% being allocated to the prior owners of Carlyle Aviation Partners and certain employees.
With respect to our arrangements with NGP, we are entitled to an allocation of income equal to 47.5% of the carried interest received by NGP XI and future NGP funds. In addition, we hold an interest in the Partnership on a one-to-one basis each quarter starting ingeneral partner of the second quarterNGP X fund, which entitles us to an allocation of 2017. See “Part III. Item 13. Certain Relationshipsincome equal to 40% of the carried interest received by NGP X’s general partner.
Under our arrangements with the historical owners and Related Transactions, and Director Independence—Exchange Agreement.”
As noted above, in the long-term interestconnection with raising new funds or securing additional investments in existing funds, we negotiate terms for such funds and investments with existing and potential investors. The outcome of us and our unitholders, our unitholders should understand this approach may have an adverse impact on our short-term profitability, and there is no guarantee that it will be beneficial in the long term. The means by which we seek to achieve superior investment performance in each of our strategiessuch negotiations could include limiting the AUMresult in our strategiesagreement to an
To further align our interests with those of investors in our investment funds, we have invested our own capital and that of our senior Carlyle professionals in and alongside the investment funds we sponsor and advise. Carlyle generally expects to commit to fund approximately 0.75% of the capital commitments to our future Global Private Equity and Global Credit carry funds, although we may elect to invest additional amounts in funds focused on new investment areas. We also intend to make investments in our Global Investment Solutions carry funds, our open-end funds, our BDCs and other 1940 Act regulated vehicles and our CLO vehicles. In addition, certain qualified Carlyle professionals and other qualified individuals (including certain individuals who may not be employees of the firm but who have pre-existing business relationships with Carlyle or industry expertise in the sector in which a particular investment fund may be investing) are permitted, subject to certain restrictions, to invest alongside the investment funds we sponsor and advise. Fees assessed or profit allocations on such investments by such persons may be eliminated or substantially reduced.
Minimum general partner capital commitments to our investment funds are determined separately with respect to each investment fund. We may, from time to time, exercise our right to purchase additional interests in our investment funds that become available in the ordinary course of their operations. See Part II. Item 7. “Management’s Discussion and Analysis of Financial Condition and Results of Operations— Liquidity and Capital Resources” for more information regarding our minimum general partner capital commitments to our funds. Our general partner capital commitments are funded with cash and not with carried interest or through a management fee waiver program.
Employees
We believe that one of the strengths and principal reasons for our success is the quality and dedication of our people. As of December 31, 2021, we employed nearly 1,850 individuals, including 690 investment professionals, located in 26 offices across five continents.
One Carlyle Culture
Our employees around the globe are united by our One Carlyle culture, which is driven by our mission to invest wisely and create value while delivering on our strategic plan to grow, build and perform. We seek to achieve our mission and deliver on our strategic plan by creating a culture where employees (1) strive to excel, (2) deliver for the firm, (3) challenge the status quo and (4) leverage diverse perspectives. We encourage our employees to leave their comfort zone and seek out a leading edge while working with passion, creativity and a relentless determination to deliver for our stakeholders. We seek to foster lateral working relationships across and beyond Carlyle while working as one team to drive long-term value creation. We strive to lead by example in driving and embracing change. We foster diverse perspectives by encouraging our employees to engage with others with candor and diversity of thought, promoting a team conscience that is inclusive and empowering.
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Diversity, Equity and Inclusion
We are committed to growing and cultivating an environment that fosters diversity, equity and inclusion (“DEI”) and values the diverse perspectives, backgrounds, experiences and geographies of our employees and other stakeholders. We seek to promote greater diversity among our employees, enhance knowledge and understanding of key DEI issues, reward progress on our DEI goals and foster an environment where our employees and stakeholders feel included and valued for their diverse experiences and perspectives. Carlyle is a founding signatory to the Institutional Limited Partners Association’s Diversity in Action initiative, and has joined the Milken Institute as a strategic partner and first underwriter for the DEI in Asset Management Program, which was created to improve recruitment, retention and advancement for women and persons who are Black, Indigenous and People of Color within the asset management industry. Carlyle has also received a perfect score for five consecutive years on the Human Rights Campaign Corporate Equality Index, which recognizes corporate efforts to support LGBTQ+ employees. Carlyle is also a member of The 30% Coalition, which works to achieve diversity in senior leadership and the corporate boardroom.
A focus on DEI efforts is embedded into the highest levels of our firm, including our Board of Directors, and is guided by our Diversity, Equity and Inclusion Council, comprised of members of our executive team, as well as key senior leaders across the globe. We strive to create a workplace culture that enhances our ability to recruit, develop and retain talent from a broad set of backgrounds and experiences, and to this end, we asked all of our employees to set a personal DEI objective during 2021. Inclusive leadership is one of our core leadership competencies, and the DEI Council is involved in reviewing the promotion process for our senior personnel. All of our employees who were nominated for promotion to a Managing Director or Partner role during 2021 were evaluated on their inclusive leadership and management skills. To continue to enhance inclusive decision-making, during 2021 we continued the “Better Decisions” initiative that launched in 2019, which provides education, practical tools and guidance to build awareness of unconscious bias and to mitigate its negative effects. Over 80% of our employees have participated in in-person or virtual sessions of this program. In addition to these initiatives, we encourage our employees to engage with and support one another through our global Employee Resource Groups, which include DiverseAbility, LGBTQ+, Multicultural, Veterans, Women, Working Parents and NextGen groups, that were formed to cultivate and retain a diverse, equitable and inclusive workforce.
During 2021, we invested in enhancing DEI through our inaugural DEI Incentive Awards program, pursuant to which we granted approximately $2 million in awards to 54 employees from around the globe who made an impact on DEI at Carlyle by developing our people, attracting and recruiting talent, building an inclusive culture and furthering board diversity at our portfolio companies. Award recipients were nominated by their peers, reviewed by group heads and confirmed by the DEI Council.
Employee Engagement
We continuously evaluate, modify, and enhance our internal processes and technologies to increase employee engagement, productivity and efficiency. During 2020, we introduced a robust feedback training and communication campaign to deliver real-time feedback, as well as more frequent formal performance conversations and launched a new, more streamlined performance management system, which we continued into 2021. In order to measure employee engagement, we conduct an annual engagement survey as well as other pulse surveys throughout the year. We renewed our focus on the satisfaction and wellness of our employees over the past year, and we will continue to use annual and pulse surveys to evaluate our performance and guide our decision-making. For investment professionals in particular, we have also developed a post-deal feedback system, through which investment professionals provide both positive and constructive feedback to team members in order to enhance the performance of our investment funds may utilize subscription lines of creditteams on future transactions.
We are also continuing to fund investments prior to the receipt of capital contributions from the fund's investors. As capital calls made to a fund's investors are delayed when using a subscription line of credit, the investment period of such investor capital is shortened, which may increase the net internal rate of return of an investment fund. However, since interest expenseexpand our employee training programs, including those focused on enhancing management and other costs of borrowings under subscription lines of credit are an expenseleadership capability at all levels of the firm. These programs include the Future Leaders Academy for new Managing Directors, the Career Strategies Initiative for Vice President and Principal-level underrepresented professionals, the Better Leaders Program for Vice Presidents and Associate Directors and the Better Managers Program for Senior Associates, Associate Vice Presidents, Managers and Associates. We also continue to support a global mentoring program in which 390 of our employees participated as mentors or mentees in 2021.
Compensation and Benefits
We believe that equitable compensation and incentive programs are critical to hiring and retaining highly qualified people. We seek to provide a pay and benefits package that is competitive within the local marketplace for our industry to reward and retain our employees and attract and retain new talent. Compensation comprises a base salary for salaried employees and compensation per hour for hourly employees in connection with satisfying the daily expectations of their roles. Our annual discretionary performance-based cash bonus program is a significant component of our compensation program and rewards employees based on firm, segment, investment fund, the investment fund's net multiple of invested capital will be reduced, as will the amount of carried interest generated by the fund. Any material reduction in the amount of carried interest generated by a fund will adversely affectdepartment and individual performance to directly align our revenues.
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shareholders and to cultivate a strong sense of ownership and commitment to our firm, certain employees also takeare eligible to receive awards of restricted stock units or participate in our other actions that could adversely impact our short-term results of operations when we deem such action appropriate. We have also waived management fees on certain leveraged finance vehicles at various times to improve returns. Furthermore, we typically delay the realization of carried interest to which we are otherwise entitled if we determine (based on a variety of factors, including the stage of the fund’s life cycle and the extent of fund profits accrued to date) that there would be an unacceptably high risk of potential future giveback obligations. Any such delay could result in a deferral of realized carried interest to a subsequent period. See “— Risks Related to Our Company — Our revenue, earnings and cash flow are variable, which makes it difficult for us to achieve steady earnings growth on a quarterly basis.”
long-term incentive programs.
The success of our growth strategy will depend on,business is fundamentally connected to the well-being of our people. We are committed to their health, safety and wellness and seek to provide benefits that are locally relevant for our global employees. For example, our U.S. benefits programs include health and welfare benefits (including healthcare, dental benefits and vision benefits, among others), retirement offerings (including employer matching contributions, subject to eligibility requirements), an Employee Assistance Program, family and caregiver-oriented benefits and commuting benefits, among other things:benefits. We also have various time-off policies for eligible employees for sick leave, vacation leave, personal days, paid holidays and paid parental leave. We also seek to provide strong benefits programs globally in line with local market practices.
In line with our guiding principle that building better businesses means investing responsibly and engaging in the communities where we work and invest, we encourage our employees to get involved where they live, work and invest through our volunteer and wealth sharing programs. In 2021, more than 180 Carlyle employees gave over 300 philanthropic gifts, which we matched. These gifts supported over 100 nonprofit organizations globally. Carlyle employees also put their time and expertise to work through volunteer activities across our offices.
Employee Wellness
We believe that a key component to investing in our employees is investing in their wellness, particularly in the environment of the COVID-19 pandemic. We focus on five pillars of wellbeing for our employees: physical, environmental, emotional, social and financial. During September 2021, we hosted our inaugural “Wellbeing Month,” where we dedicated a week to each of the wellbeing pillars. Activities during our Wellbeing Month included seminars with external wellness providers and interactive physical activities. Beginning in September 2021, we also provided our eligible employees with an annual $750 well-being stipend to use for personal wellness needs. In light of the challenges of the COVID-19 pandemic, we established a firmwide week-long holiday during August 2021 to provide a coordinated break for our employees.
COVID-19
Throughout the COVID-19 pandemic we have remained engaged with our employees and have adapted to changing circumstances without disruption to our business while remaining committed to the health and safety of our employees. While many of our employees worked remotely during 2020 following the emergence of the COVID-19 pandemic, during the latter part of 2021 we implemented a hybrid return-to-office approach to reintegrate our employees, including new employees who joined Carlyle during the COVID-19 pandemic. Employees generally work in the office three days per week, depending on business needs, and work remotely for the balance of the week. We have implemented protective health and safety measures, including COVID-19 testing for our employees, in-office social distancing (subject to local restrictions) and contact-tracing. Our approach to the COVID-19 pandemic and having our employees return to our offices continues to evolve based on new variants and local restrictions, but we plan to continue our hybrid return-to-office approach into 2022. Our technology infrastructure has facilitated our ability to correctlyshift between a fully remote environment and a fully in-office environment, and for hybrid approaches in between, and our employees and leaders have demonstrated their ability to quickly and seamlessly adapt without disruption to our business.
Environmental, Social and Governance and Impact
We are committed to the principle that building a better business means investing responsibly and engaging in the communities where we work and invest. As a responsible global organization dedicated to serving all of its stakeholders, Carlyle has made it a priority to invest in a framework and the necessary resources for understanding, monitoring and managing environmental, social and governance (“ESG”) risks and opportunities across our portfolio. ESG provides an additional lens to help us assess and mitigate risks, and identify and create productscapitalize on opportunities. To implement these principles into our investment process, in 2008, we developed a set of Guidelines for Responsible Investment that appealconsider the environmental, social and governance implications of certain investments we make. In December 2020, we expanded upon these guidelines through the publication of our more comprehensive Environmental, Social and Governance Policy, which outlines our approach to ESG integration, and our resourcing, scope and investment application.
We continuously have sought to strengthen our governance, resourcing, reporting and transparency on material ESG matters. In 2010, we became one of the first major private equity firms to publish an ESG report and in 2019, Carlyle hired its Global Head of Impact. In 2020, we further tightened our policies and practices around evaluating new investments for ESG implications, establishing a senior ESG review committee to evaluate more complex ESG issues, in order to help guide our investment analysis. In 2020, we published our inaugural Task Force on Climate-related Financial Disclosures (TCFD) Report, underscoring our evolving approach to climate change and also published our first corporate ESG disclosures, utilizing Global Reporting Initiative (GRI) Standards, which provide an internationally recognized framework to communicate material ESG matters to our investors;stakeholders.
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Our Board of Directors oversees our approach to ESG and impact given the diversioncritical importance with which we view ESG principles. The Board receives regular updates on our ESG and impact strategy and investment implications, and receives information on thematic topics, such as our approach to climate risk and opportunity and DEI. Our Global Head of management’s time and attention from our existing businesses;
With respect to our investments, we track certain ESG key performance indicators (KPIs) that we consider relevant across diverse geographies and assets for our corporate private equity and natural resources investments, including climate-related questions. For some of our largest strategies, we also work with portfolio companies on collecting more tailored, material ESG KPIs and climate-related data such as carbon footprints. Additionally, for investments made by our Renewable and Sustainable Energy team, we perform a qualitative and quantitative analysis of the new businesspotential climate impact as part of our due diligence process. This approach is designed to help refine our investment decisions and better understand the environmental implications of these investments.
Carlyle has an internal dedicated ESG and Impact team with a breadth of experience to help identify critical material ESG matters in our investment processes, as well as a network of outside experts to enable our investment teams to go deeper on the most material factors and potential ESG growth opportunities for a given investment over our hold periods. Our ESG and Impact professionals are a part of our Global Investment Resources team. This team includes a Chief Performance Officer, Chief Digital Officer, Chief Information Officer, Chief Procurement Officer, and Head of Government Affairs, as well as dedicated professionals working on healthcare and benefits, and real estate and energy usage, amongst other ESG areas of focus. ESG considerations play an increasing role in our investment processes and the successoperations of our portfolio companies. We believe our commitment to sustainability influences strategy, brings new ideas for operational efficiency and helps unlock value. Pursuing tailored ESG strategies that focus on material issues for individual businesses is one way Carlyle is driving impact at our portfolio companies.
We work to continually improve environmental stewardship within our firm and across our portfolio companies, particularly in the areas of climate change, ESG data, energy and materials use. In April 2021, our Sustainability Workshop welcomed more than 60 guests from over 30 portfolio companies and included sessions on developing resilient climate strategies and leading practices for energy management. We have also initiated numerous other portfolio-level initiatives, including decarbonization pathway development and in October 2021, we launched our Energy + Carbon Playbook for portfolio companies, which provides a step-by-step guide to profitably decarbonize. We have achieved carbon neutrality across our 26 global offices and the activities of our nearly 1,850 employees, after we became the first major private equity firm to make a carbon neutrality commitment in 2017. Our new office location in New York City at OneVanderbilt received the highest LEED and wellness certifications.
We are a member of Businesses for Social Responsibility (BSR), an industry group working to advance sustainability practices in the business sector as well as a member of the integration effort;Sustainability Accounting Standards Board (SASB) Alliance, the Renewable Energy Buyers Association (REBA), and the Green Chemistry and Commerce Council (GC3).
Additionally, we are a member of the British Private Equity and Venture Capital Association and seek to ensure that our abilityU.K.-based portfolio companies are compliant with the Private Equity Reporting Group Guidelines for Disclosure and Transparency when such companies become subject to properly manage conflictsthese guidelines on a voluntary basis. Carlyle is a member of interests;
Invest Europe and an active participant in its work on ESG-related industry issues. Further, we are also a member of the Bundesverband Deutscher Kapitalbeteiligungsgesellschaften (BVK), the German private equity and venture capital trade association. We believe that we are compliant with the BVK Guidelines for Disclosure and Transparency and seek to ensure that our ability to identify and manage risks in new lines of businesses;
do so. We serve on the Alternative Investment Management Association (AIMA) Global Responsible Investment Steering Committee.
In some instances, we may determine that growth inNovember 2020, Carlyle became a specific areafounding member of the One Planet Private Equity Funds Initiative. One Planet’s objective is best achieved through the acquisition of an existing business or a smaller scale lift out of an investment team to enhance our platform. Our ability to consummate an acquisition will depend on our ability to identify and value potential acquisition opportunities accurately and successfully compete for these businesses against companies that may have greater financial resources. Even if we are able to identify and
In 2021, we led the creation of the ESG Data Convergence Project, forming the first-ever GP-LP collaboration to generate a critical mass of material, performance-based, comparable ESG data. The group is working to streamline the industry’s historically fragmented approach to collecting and reporting ESG data, enabling greater transparency and more
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comparable portfolio information for LPs. Recently, we also announced certain goals related to reducing greenhouse gas emissions.
Since Carlyle was established, we have insufficient expertiserecognized the value and benefits of maintaining a business model grounded in investment fundamentals, strong governance and transparency. We are committed to engage in such activities profitably or without incurring inappropriate amounts of risk;
compliance with or applicability to our business or our portfolio companies of regulationskey global Carlyle policies and laws, including, in particular, local regulationsprocedures.
Global Information Technology and laws (for example, consumer protection related laws)Solutions
Global Information Technology and customs in the numerous global jurisdictions inSolutions, which we operaterefer to as GTS, is essential for Carlyle to conduct investment activities, manage internal administration activities and the impact that noncompliance or even perceived noncompliance could have on us andconnect our portfolio companies;
global enterprise. As part of our GTS strategy and governance processes, we develop and routinely refine our technology architecture to leverage solutions that will best serve the TCJA, any gain recognizedneeds of our investors. Our systems, data, network and infrastructure are continuously monitored and administered by a non-U.S. holder onformal controls and risk management processes that also help protect the sale or exchangedata and privacy of a partnership interests that is deemedour employees and investors. Our business continuity plans are designed to be effectively connected with a U.S. trade orallow all critical business will also be treated as ECI. The TCJA includes a provision effective after December 31, 2017 requiringfunctions to continue in an orderly manner in the transfereeevent of an interest in a partnership that is engaged in a U.S. trade or business to withhold 10 percent of the transferor’s realized (gross purchase price) on the sale, exchange or other disposition of such partnership interest, unless an applicable non-foreign person affadavit is furnished by the transferor or another exception applies. Until additional guidance is issued by the applicable authorities, due to lack of clarity this could have an adverse impact on our secondaries business.
Our Information Security Steering Committee, chaired by our businesses, result in losses or limitChief Information Security Officer, monitors threats and prioritizes the initiatives of our growth.information security programs. We also seek to educate our employees on how to safeguard Carlyle’s information assets through quarterly security awareness training focused on cyber risks and simulated phishing exercises that provide insight into the effectiveness of our security training.
As a global investment firm, we compete with a broad array of regional and global investment firms, as well as global banking institutions and other data processing systems.types of financial institutions and markets, for employees, investors and investment opportunities. Generally, our competition varies across business lines, geographies, distribution channels and financial markets. We face various security threatsbelieve that our competition for investors is based primarily on a regular basis, including ongoing cyber security threatsinvestment performance, business relationships, the quality of services provided to investors, reputation and attacks on our information technology infrastructure that are intended to gain access to our proprietary information, destroy data or disable, degrade or sabotage our systems. These security threats could originate from a wide variety of sources, including unknown third parties outsidebrand recognition, pricing, market sentiment and the company.
We generally compete with sponsors of public and private investment funds we may introduce. A failure to accommodate growth, or an increase in costs related to such information systems, could have a material adverse effect on us.across all of our segments. In addition to these traditional competitors we relyincreasingly have faced competition from local and regional firms, insurance and reinsurance companies, sovereign wealth funds, family offices and agencies and instrumentalities of governments in the various countries in which we invest. This trend has been especially apparent in emerging markets, where local firms tend to have more established relationships with the companies in which we are attempting to invest. Large institutional investors and sovereign wealth funds increasingly have begun to develop their own in-house investment capabilities and may compete against us for investment opportunities and greater reliance on third-party service providers for certain aspectsadvisory firms or in-house investment management may reduce fund of funds’ appeal to large institutional investors. As we continue to target high net worth investors, we also face competition from mutual funds and investment firms that have competing products.
Within our business, including for certain information systemsGPE segment, our main competitors generally are other private equity sponsors, sovereign wealth funds and technologyoperating companies acting as strategic acquirers, as well as real estate development companies and administration ofother infrastructure investment business. In our Global Credit segment, our main competitors are private credit strategies, business development companies, distressed debt funds, mezzanine funds, lessors of commercial aircraft, infrastructure lenders and structured credit funds. Any interruption other CLO issuers. In our Global Investment Solutions segment, our main competitors are other fund of funds managers and/or deterioration in the performance of these third parties or failures ofwith advisers that are turning their information systems and technology could impair the quality of the funds’ operations and could affect our reputation and hence adversely affect our businesses.
In recent years, we had seen a marked increase in order to reduce expenses, we may close offices, terminate the employment of a significant number of our personnel or cut back or eliminate the use of certain services or service providers,special purpose acquisition companies (SPACs) by our peers and competitors and market volatility and the willingness of seasoned sponsors and management teams to use these vehicles had caused increased competition for acquisition targets, which significantly decreased during 2021.
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Some of the entities that in each case, could be important to our businesswe compete with are substantially larger and without which our operating results could be adversely affected. Furthermore, a restructuringhave greater financial, technical, marketing and other resources and more personnel than we do. Many of our corporate real estate that results in the closurecompetitors also have recently raised or are expected to raise, significant amounts of one or more offices could result in significant chargescapital and other costs incurred by us.
Regulatory and Compliance Matters
United States
Our businesses, as well as the pace we desire.
Certain of our subsidiaries are registered as investment advisers with the SEC. Registered investment advisers are subject to the requirements and regulations of the Advisers Act. Such requirements relate to, among other things, fiduciary duties to advisory clients, maintaining an effective compliance program, solicitation agreements, conflicts of interest, recordkeeping and reporting requirements, disclosure requirements, limitations on agency cross and principal transactions between an adviser and advisory clients and general anti-fraud prohibitions. In addition, our registered investment advisers are subject to routine periodic and other examinations by the staff of the SEC. In accordance with our efforts to enhance our compliance program and in response to recommendations received from the SEC in the course of routine examinations, certain additional policies and procedures have been put into place, but no material changes to our registered investment advisers’ operations have been made as a result of such examinations. Our registered investment advisers also have not been subject to any regulatory or disciplinary actions by the SEC. Finally, certain of our investment advisers are subject to limited SEC disclosure requirements as “exempt reporting advisers.”
Effective January 3, 2022, Carlyle’s two affiliated broker-dealer entities, TCG Securities, L.L.C. (“TCG Securities”) and TCG Capital Markets L.L.C. (“TCG Capital Markets”), restructured and now operate as TCG Capital Markets. TCG Capital Markets is registered as a broker-dealer with the SEC and in 49 states, the District of Columbia, the Commonwealth of Puerto Rico and the Virgin Islands, and is a member of the Financial Industry Regulatory Authority (“FINRA”). Additionally, TCG Capital Markets operates under an international dealer exemption in the Canadian provinces of Alberta, British Columbia, Manitoba, New Brunswick, Newfoundland and Labrador, Nova Scotia, Ontario, Quebec and Saskatchewan. TCG Capital Markets may act as an underwriter, syndicator or placement agent in securities offerings and TCG Senior Funding L.L.C. may act as an underwriter, originator, syndicator or placement agent for loan originations. TCG Capital Markets also conducts U.S.-based marketing and fundraising activities increasesfor our Global Private Equity, Global Credit, and Global Investment Solutions business lines, and houses our anti-money laundering compliance function. TCG Capital Markets acts as a placement agent, on a best efforts basis, for interests in private funds and other investment vehicles for such business lines.
Additionally, registered broker-dealers are subject to routine periodic and other examinations by the coststaff of doing businessFINRA. No material changes to our broker-dealer operations have been made as a result of such examinations.
Broker-dealers are subject to rules relating to transactions on a particular exchange and/or market, and createsrules relating to the potential for significant liabilitiesinternal operations of the firms and penalties.
regulators.
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United Kingdom and the rules thereunder, which, among other things impose regulatory restrictions on principal transactions between, and joint transactions among, business development company and certain of its affiliates, including its investment adviser. One such business development company completed an initial public offering in 2017, further subjecting that company to additional securities law requirements applicable to publicly traded issuers, as well as the listing standards of the applicable national securities exchange. These additional regulatory requirements will increase our compliance costs and may expose us to liabilities and penalties if we fail to comply with the applicable laws, rules and regulations.
Similar to the environment in the United States, the current environment in jurisdictions outside the United States in which we operate, in particular the EU, hasEurope, have become subject to further regulation.an expanding body of regulation, some of which is complex and prescriptive. Governmental regulators and other authorities in the EUEurope have proposed or implemented a number of initiatives and additional rules and regulations that could adversely affect our business. These include rules and regulations in the United Kingdom (“UK”) that are applicable to our subsidiaries established in the UK, as well as, or in addition to, rules and regulations implemented under European Union (“EU”) directives or regulations, which generally have application throughout the European Economic Area (“EEA”) but may also have substantive differences among EU countries as they are implemented pursuant to each member state’s legislative process.
In the UK, the principal legislation regulating financial services is the Financial Services and Markets Act 2000 (the “FSMA”) and the principal European legislation affecting the conduct of our business in the EU is implemented under the Markets in Financial Instruments Directive (“MiFID”) and the Alternative Investment Fund Managers Directive (“AIFMD”) – although there are a number of other pieces of legislation both in the UK and the EU that affect our business, such as the General Data Protection Regulation (and its UK equivalent). The Capital Requirements Regulation togetherFSMA rules and EU laws which have either been adopted into UK law in connection with the recast Capital Requirements Directive (collectively “CRD IV”)UK’s withdrawal from the EU (e.g. the Markets in Financial Instruments Regulation) or already implemented in the UK through domestic legislation or regulatory rules prior to such withdrawal (e.g., reformedMiFID and AIFMD), comprehensively regulate the EU'sprovision of most aspects of our asset management and advisory business in the UK, including sales, research and trading practices, provision of investment advice, corporate finance, dealing, use and safekeeping of client funds and securities, record keeping, margin practices and procedures, approval standards for individuals, anti-money laundering, periodic reporting, settlement procedures, securitization, derivative trading, prudential capital requirements, regime for credit institutionsdata protection, sustainable finance, and investment firms. CRD IV implementsinterest rate benchmarks. Legislation not yet in effect and future legislative initiatives will impact our business. See Item 1A. “Risk Factors—Risks Related to Our Company—Regulatory initiatives in jurisdictions outside the key Basel III reforms in the EU. These include amendments to the definition of capital and counterparty credit risk and the introduction of a leverage ratio and liquidity requirements. CRD IV was also used to introduce other reforms, such as to introduce stricter control on remuneration of key employees and risk takers within certain credit institutions and investment firms. The regulation became applicable and member states were required to transpose the Directive's requirements from January 1, 2014. The extent of CRD IV’s impact on a credit institution or investment firm will depend on a variety of factors, including the firm’s size and the nature of its activities. It is possible that other regulators may seek to impose similar controls on remuneration of personnel. Currently, Carlyle is permitted to disapply certain of CRD IV’s restrictive remuneration provisions. However, to the extent that European regulators determine that Carlyle must comply with these restrictions or such regulators incorporate similar restrictions into other European directives to which Carlyle is subject, it may be necessary for certainUnited States could adversely affect our business.”
CECP Advisors LLP (“CECP”), one of our subsidiaries in the UK, is authorized under the FSMA and regulated by the Financial Conduct Authority (the “FCA”). CECP has permission to change their compensation structuresundertake certain corporate finance activities in the UK – broadly these are advising on, and arranging deals in relation to certain types of, investments. CECP is only permitted to carry out these activities in relation to eligible counterparties and professional clients.
CELF Advisors LLP (“CELF”), another one of our subsidiaries in the UK, is also authorized and regulated by the FCA, but has permission to undertake a broader range of regulated activities than CECP, namely, arranging deals in investments, advising on investments, managing investments, dealing in investments as agent, and arranging for key personnel, thereby affectingthe safeguarding and administration of assets. CELF is only permitted to carry out these activities in relation to eligible counterparties and professional clients.
Following the UK’s exit from the EU on January 31, 2020, and the end of the Brexit transition period on December 31, 2020, EEA passporting rights (which previously entitled CECP and CELF to provide certain investment services in or into the EEA on a cross-border basis) are no longer available to CECP and CELF. Certain EEA investor-facing activities previously carried on by those firms have been reorganized so that they are performed now by different, EEA-established, affiliates under alternative licensing arrangements. These arrangements may subject us to additional regulatory obligations and may impede our ability to recruitraise capital from EEA investors. The UK and retain these personnel.
the EU announced, on December 24, 2020, that they have reached agreement on a new Trade and Cooperation Agreement (the “TCA”), which addresses the future relationship between the parties. The AIFMDTCA was implemented in most jurisdictionsapproved by the UK Parliament on December 30, 2020. Due to the TCA only being agreed shortly before the end of the transition period, it applied on a provisional basis in the EEA, on July 22, 2014. In general,EU until it was formally ratified by the European Parliament and has applied permanently from May 1, 2021. However, the TCA does not substantively address future cooperation in the financial services sector or reciprocal market access into the EU by UK-based firms under equivalence arrangements or otherwise. Nevertheless, as a new agreement, the implications and operations of the TCA may be subject to change and/or develop at short notice.
Certain of our European subsidiaries are subject to compliance requirements in connection with AIFMD, which regulates alternative investment fund managers (“AIFMs”) of a broad range ofestablished in the EEA that manage alternative investment funds (“AIFs”) domiciled within and (depending on the circumstances) outside the EEA.. The AIFMD also regulates and imposes regulatory obligations in respect of the marketing in the EEA by AIFMs (whether established in the EEA or elsewhere) of AIFs (whether established in the EEA or elsewhere). The AIFMD was intendedgenerally
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became effective in countries across the EEA in 2014. Currently, Carlyle has three authorized AIFMs in the EEA: AlpInvest, CIM Europe S.a.r.l. (“CIM Europe”) and Carlyle Real Estate SGR S.p.A.
The AIFMD imposes significant regulatory requirements on AIFMs. The AIFMD regulates fund managers by, amongst other things, prescribing authorization conditions for an AIFM, restricting the activities that can be undertaken by an AIFM, prescribing the organizational requirements, operating conditions, and regulatory standards relating to have a staged implementation through 2018, but certain key milestones relatedsuch things as initial capital, remuneration, conflicts, risk management, leverage, liquidity management, delegation of duties, transparency and reporting requirement, etc. The AIFMD has the potential to the implementation have been delayed. As a result of the business activities of certain of our subsidiaries, such subsidiaries currently are subject to variousrestrict Carlyle’s fund marketing strategy and places additional compliance obligations on its authorized AIFMs in connection withthe form of, among other things, remuneration policies, capital requirements, reporting requirements, leverage oversight and liquidity management.
Authorized AIFMs are entitled to market their AIFs throughout the EEA under a marketing passport. Under the AIFMD, including investor and regulatory reporting, portfolio company asset stripping restrictions, deal-related notifications and remuneration reporting.an AIFM may, in addition to its fund management activity, also be authorized to provide certain investment services that would otherwise require authorization under MiFID. Authorization under the AIFMD is currently available only to EEA fund managers. AlpInvest one of our subsidiaries, obtained authorization in 2015 and is licensed as an AIFM under the AIFMD byfrom the Authority for Financial Markets in the Netherlands. Additionally,Netherlands (the “AFM”) in 2018, one2015. AlpInvest is also licensed by the AFM to provide some of our subsidiaries,the additional investment services that are otherwise generally reserved to MiFID firms. CIM Europe S.à.r.l., obtained authorization as an alternative investment fund managerAIFM in Luxembourg.Luxembourg in early 2018. Carlyle Real Estate SGR S.p.A. registered at the Bank of Italy’s AIFM register under no.127 in 2017.
The AIFMD obligations applicableallows member states to permit marketing within their member state by non-EEA fund managers (under what are known as national private placement regimes), provided the local law imposes certain minimum requirements. Member states may impose more stringent requirements. At present, some EEA states have chosen not to operate a national private placement regime at all; some EEA states apply the minimum requirements; others require the minimum plus a few additional requirements (e.g., the appointment of a depository); and some require compliance with substantially all of the AIFMD. Certain of Carlyle’s funds are currently offered in selected member states of the EEA in accordance with the national private placement regimes of the relevant EEA jurisdiction.
In 2017, the European Commission started a review of AIFMD. The European Commission published a report on the operation of AIFMD in January 2019, which identified certain areas requiring further analysis. A subsequent report on the application and scope of AIFMD was published in June 2020. Following these reports, the European Commission launched a public consultation relating to its review of the AIFMD in October 2020, which closed on January 29, 2021. In November 2021, the European Commission published draft legislation, commonly referred to as “AIFMD II.” Subject to the EU ordinary legislative process involving the European Parliament and any other subsidiaries may have an adverse effect onEuropean Council, this is expected to result in amendments to AIFMD, which will affect firms two years after the legislation comes into force, possibly in 2024. It is unclear at this stage how AIFMD II will affect us and/or our subsidiaries. The current draft proposes a number of amendments to AIFMD, including more onerous delegation requirements, enhanced substance requirements, additional liquidity management provisions for AIFMs to the extent that they manage open-ended AIFs, and revised regulatory reporting and investor disclosures requirements. The draft proposes significant new requirements relating to the activities of funds which originate loans including new restrictions on the structure which such funds may take. It also proposes to introduce new conditions for non-EEA AIFMs, such as certain of our U.S. advisory affiliates, to be able to make use of the national private placement regimes of EEA states, including a condition that the jurisdiction of neither the AIFM and the AIF have been identified as non-cooperative third countries for tax purposes nor deemed by the EU not to comply fully with the standards laid down in Article 26 of the OECD Model Tax Convention on Income and on Capital and thereby to ensure an effective exchange of information in tax matters. This gives rise to a risk that certain of our AIFs may not be able to take advantage of such regimes to raise capital from EEA investors, potentially with little notice.
In August 2021, Directive (EU) 2019/1160 and Regulation (EU) 2019/1156 (the “Cross-Border Marketing Rules”) came into force in the EU. The Cross-Border Marketing Rules were introduced to streamline certain aspects of marketing investment funds by among other things, increasingharmonizing the regulatory burdenability for EU AIFMs to distribute AIFs across the EU, including by introducing a new regime for “pre-marketing.” However, these regulations also impose new restrictions and costs of raising money and doing business in EEA jurisdictions, imposing capital requirements on our business, imposing extensive disclosurenew obligations on certain investmentfund managers that are pre-marketing their funds and portfolio companies, and disadvantaging our investment funds as bidders for and potential owners of private companies located in the EEA when comparedEU. Further, some EU member states (but not all) also apply, or intend to non-AIF/AIFM competitors, which may not be subjectapply, certain of the Cross-Border Marketing Rules to non-EU fund managers (including UK and U.S. fund managers) in relation to the requirementsprocess of the AIFMD.marketing of their funds. Accordingly, our ability to market our funds in EU will vary from country to country notwithstanding this pan-EU regulation.
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The latest iteration of MiFID, has been substantially amended by Directive 2014/65/EU and(“MiFID II”) together with the accompanying Regulation (EU) No 600/2014/EU (collectively referred to as "MiFID II") that, save for certain provisions, has been effective from January 3, 2018. MiFID II is designed to amend the functioning of financial markets2014 (the “Markets in light of the financial crisis and to strengthen investor protection. MiFID II hasFinancial Instruments Regulation” or “MiFIR”), extended the MiFID requirements in a number of areas including market structure requirements, new and extended requirementsrequire investment firms to comply with more prescriptive and onerous obligations in relation to transparencysuch things as: costs and charges disclosure, product design and governance, the receipt and payment of inducements, the receipt of and payment for investment research, suitability and appropriateness assessments, conflicts of interest, record-keeping, best execution, transaction and trade reporting, revisedremuneration, training and competence and corporate governance. Although the UK has now withdrawn from the EU, its rules implementing MiFID continue to have effect and MiFIR has been adopted into UK law (subject to certain amendments to ensure it operates properly in a UK-specific context) in connection with this withdrawal.
The UK has introduced a new prudential regulatory framework for UK investment firms (the “Investment Firm Prudential Regime” or the “IFPR”), which is closely based on researchan equivalent regulatory framework introduced at the EU-level through the EU Investment Firm Regulation and inducementsInvestment Firm Directive (together “IFR/IFD”). The IFPR took effect from January 1, 2022 and product governance requirements.applies to our subsidiaries that are UK investment firms under MiFID II, has therefore imposed further compliancenamely CECP and CELF. Under the IFPR, among other requirements, both CECP and CELF are required to maintain a more onerous policy on remuneration, set an appropriate ratio between the variable and fixed components of total remuneration and meet requirements on the structure of variable remuneration. These requirements may make it more difficult for us to attract and retain staff. IFPR will also result in increased regulatory capital and liquidity adequacy requirements for CECP, in particular, which will increase the costs of doing business and may impede intra-group capital and cash flows. In the EU, IFR/IFD took effect from June 26, 2021 and represents a complete overhaul of “prudential” regulation in the EU and substantially increases regulatory capital requirements for certain investment firms and imposes more onerous remuneration rules, and revised and extended internal governance, disclosure, reporting, liquidity, and group “prudential” consolidation requirements (among other things). IFR/IFD affects AlpInvest, one of our European operations, requiring additionalsubsidiaries, since it is an AIFM in the Netherlands with top-up permissions to provide investment services. In particular, as AlpInvest’s assets under management timeattributable to separate accounts regulated by MiFID II (as defined below) increases so will AlpInvest’s regulatory capital and resources.liquidity adequacy requirements, which may increase the costs of doing business and may impede intra-group capital and cash flows.
Certain of our subsidiaries are subject to registration and Reform Commission (the "NDRC Regulation") issued a new circular regulating the activitiescompliance with laws and regulations of private equity funds established in China. The circular established new rulesnon-U.S. governments, their respective agencies and/or various self-regulatory organizations or exchanges relating to, among other things, investment advisory services and the establishment, fundraisingmarketing of investment products, and any failure to comply with these regulations could expose us to liability and/or damage our reputation. Certain of our private funds are also required to comply with the trading and disclosure rules and regulations of non-U.S. securities regulators.
The Organization for Economic Cooperation and Development (the “OECD”) has developed Common Reporting Standard (“CRS”) rules for the automatic exchange of FATCA-like financial account information amongst OECD member states. Like FATCA, CRS imposes certain due diligence, documentation and reporting requirements on various Carlyle entities. While CRS does not contain a potential withholding requirement, non-compliance could subject Carlyle to certain reputational harm and potential financial penalties.
Carlyle Hong Kong Equity Management Limited is licensed by the Hong Kong Securities and Futures Commission to carry on Type 1 (dealing in securities) regulated activity in respect of professional investors.
Carlyle Asia Limited is licensed by the Hong Kong Securities and Futures Commission to carry on Type 1 (dealing in securities) and Type 4 (advising on securities) regulated activities in respect of professional investors.
Carlyle Mauritius Investment Advisor Limited and Carlyle Mauritius CIS Investment Management Limited are licensed providers of investment scopemanagement services in the Republic of such funds; risk control mechanisms; basic responsibilitiesMauritius and dutiesare subject to applicable Mauritian securities laws and the oversight of fund managers; information disclosure systems;the Financial Services Commission. Carlyle Mauritius Investment Advisor Limited holds a “Foreign Institutional Investor” license from the Securities and record filing. AsExchange Board of India, which entitles this entity to engage in limited activities in India. Carlyle Mauritius CIS Investment Management Limited holds a supplement to“Qualified Foreign Institutional Investor” license from the NDRC regulations in August 2014, China Securities Regulatory Commission, (“CSRC”),which entitles this entity to invest in certain permitted financial instruments (including equity) and derivatives traded or listed on exchanges in the Chinese securities regulator, promulgatedPeoples Republic of China.
Carlyle Australia Equity Management Pty Limited is licensed by the Interim RegulationsAustralian Securities and Investments Commission as an Australian financial services licensee and is authorized to carry on a financial services business to provide advice on and deal in financial products (managed investment schemes and securities) for wholesale clients.
Carlyle Japan Equity Management L.L.C. (“CJEM”) is registered with the SupervisionFinancial Services Agency of Japan to carry out Type II Financial Instruments Business as a Japanese Type II Financial Instruments Business Operator and Administrationit is also a member of Privatethe T2FIFA, a self-regulatory organization in Japan. Pursuant to this registration, CJEM is permitted to perform marketing activities to and private placements for specified investors with respect to interests in a limited partnership.
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Carlyle MENA Investment Funds (the “CSRC Regulations”). These new regulations adoptAdvisors Limited, a very broad definitioncompany limited by shares in the Dubai Financial Centre, holds a Category 3C license issued by the Dubai Financial Services Authority and is authorized to arrange credit or deal in investments, advise on financial products or credit and manage collective investment funds.
Carlyle Singapore Investment Advisors Pte Limited holds a capital markets license and an exempt financial adviser status with the Monetary Authority of private investment funds, potentially including private equity funds. In recent years, regulations, directivesSingapore to carry on fund management and guidelinesdealing in regulated capital market products activities in respect of institutional and accredited investors.
Carlyle Real Estate SGR S.p.A. holds an authorization from amongst others, the Administration for IndustryBank of Italy to carry on AIFMD-compliant fund management and Commerce andreal estate activities. It is registered at the Bank of Italy’s AIFM register under no.127.
Diversified Global Asset Management AssociationCorporation holds an exempt market dealer license with Ontario Securities Commission to facilitate certain Carlyle fund marketing activities in Canada.
AlpInvest is registered as a cross-border discretionary investment management company with the Financial Supervisory Service of China (“AMAC”) have continued to regulate privateSouth Korea.
Carlyle CLO Management LLC is registered as a cross-border discretionary investment funds incorporated in China. For example, duringmanagement company with the courseFinancial Supervisory Service of 2016. AMAC issued “Guidelines for Internal Control of Privately-raised Investment Fund Managers” (February, 2016), “Administrative Measures for Information Disclosure of Privately-raised Investment Fund” (February, 2016), “Announcement on Further Regulating Relevant Matters Concerning the Registration of the Managers of the Privately-Raised Funds” (February, 2016), “Measures for the Administration of Private Placement of Private Investment Funds” (April, 2016) and “Private Equity Fund Contract Guidelines No. 1, No. 2 and No. 3” (April, 2016). These regulations may have an adverse effect on us and/or our renminbi (RMB)-denominated investment funds by, among other things, increasing the regulatory burden and costs of raising money for RMB-denominated investment funds, imposing extensive disclosure obligations on RMB-denominated investment funds and their associated portfolio companies, and disadvantaging our investment funds as bidders, imposing significant capital requirements on managers of RMB denominated investment funds, imposing numerous registrations and ongoing filings by privateSouth Korea.
An investment fund managersadvised by us holds an indirect controlling interest in China with multiple government authorities.
In addition, we and/or more of the requirements of the Securitization Regulationsour affiliates and subsidiaries may result in various penalties, including, in the case of those investorsbecome subject to additional regulatory capital requirements, the imposition of a punitive capital charge on the notes issued by our CLOs acquired by the relevant investor. In addition such regulations could have a negative impact on the price and liquidity of certain of our EU CLO notes in the secondary market.
Our ability to attract and retain investors and to pursue investment opportunities for our funds depends heavily upon the reputation of our professionals, especially our senior Carlyle professionals. Because of our diverse business and the regulatory regimes under which we operate, we are subject to a number of obligations and standards (and related policies and procedures) arising from our asset management business and our authority over the assets managed by our asset management business. The violation of these obligations and standards (and related policies and procedures) by any of our employees would adversely affect us and our investment funds and fund investors. For example, we could lose our ability to raise new investment funds if any of our “covered persons” is the subject of a criminal, regulatory or court order or other “disqualifying event. See “—Company—Extensive regulation in the United States and abroad affects our activities, increases the cost of doing business and creates the potential for significant liabilities and penalties.penalties,”
“—Risks Related to Our business often requires that we deal with confidential matters of great significance to companiesCompany—Financial regulations and changes thereto in which our funds may invest. If our employees, advisors or other third-party service providers were to use or disclose confidential information improperly, we could suffer serious harm to our reputation, financial position and current and future business relationships, as well as face potentially significant litigation. It is not always possible to detect or deter employee misconduct or fraud, including financial fraud or the misappropriation of funds of our business or our investment funds, and the extensive precautions we take to detect and prevent this activity may not be effective in all cases. If any of our employees were to engage in misconduct or fraud or were to be accused of such misconduct or fraud, whether or not substantiated, our business and our reputation could be adversely affected and a loss of investor confidence could result, which would adversely impact our ability to raise future funds.
Our Investment Solutionsbusinesses have operated for many years within a framework that requires our being able to monitor and comply with a broad range of legal and regulatory developments that affect our activities and we take our obligation to comply with all such laws, regulations and internal policies seriously. Our reputation depends on the integrity and business is subjectjudgment of our employees and we strive to additional risks.” In addition, we may come into possessionmaintain a culture of material, non-public informationcompliance throughout the firm. We have developed, and adhere to, compliance policies and procedures such as codes of conduct, compliance systems, education and communication of compliance matters. These policies focus on matters such as insider trading, anti-corruption, document retention, conflicts of interest, anti-money laundering and other matters. Our legal and compliance team monitors our compliance with respectall of the legal and regulatory requirements to issuers in which we may be considering makingare subject and manages our compliance policies and procedures. Our legal and compliance team also monitors the information barriers that we maintain to restrict the flow of confidential information, including material, nonpublic information, across our business. Our enterprise risk management function analyzes our operations and investment strategies to identify key risks facing the firm and works closely with the legal and compliance team to address them. The firm also has an investment. Asindependent and objective internal audit department that employs a consequence, we may be precluded from providing such information orrisk-based audit approach that focuses on Sarbanes-Oxley compliance, enterprise risk management functions and other ideasareas of perceived risk and aims to give management and our other businessesBoard of Directors reasonable assurance that could benefit from such information.our risks are well-managed and controls are appropriate and effective.
Risks Related to Our Business Operations
•Poor performance of our investment funds would cause a decline in our revenue, income and cash flow, may obligate us to repay carried interest previously paid to us, and could adversely affect our ability to raise capital. Our asset management business depends in large part on our ability to raise capital from third-party investors.
•Our investors may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.
•Valuation methodologies for certain assets in our funds can involve subjective judgments, and the fair value of assets established pursuant to such methodologies may be incorrect, which could result in the misstatement of fund performance and accrued performance allocations. Historical returns attributable to our funds should not be considered as indicative of the future results.
•Dependence on significant leverage in investments by our funds could adversely affect our ability to achieve attractive rates of return on those investments.
•The alternative asset management business is intensely competitive and we often pursue investment opportunities that involve business, regulatory, legal or other complexities and relatively high-risk, illiquid assets.
•The investments of our corporate private equity, real estate and Global Investment Solutions funds are subject to a number of inherent risks.
•Our investment funds may invest in companies that we do not control or that are based outside of the United States, assets denominated in currencies which differ from the currency in which the fund is denominated or make preferred and common equity investments that rank junior to preferred equity and debt.
•We may need to pay “giveback” obligations if they are triggered under the governing agreements with our investors.
•Third-party investors in substantially all of our carry funds have rights that in certain circumstances could lead to a decrease in our revenues. In addition, third-party investors in our investment funds with commitment-based structures may not satisfy their contractual obligation to fund capital calls when requested by us, which could adversely affect a fund’s performance.
•Our failure to deal appropriately with conflicts of interest in our investment business could damage our reputation and adversely affect our businesses.
•There are risks associated with our CLO business, investment into CLOs and underwriting, syndicating and securities placement activities.
•Risk management activities may adversely affect the return on our investments.
•Our energy business is involved in oil and gas investments (i.e., exploration, production, storage, transportation, logistics, refining, marketing, trading, petrochemicals, energy services and other opportunistic investments), which involves a high degree of risk. Investments in the natural resources industry, including the infrastructure and power industries, involve various operational, construction and regulatory risks.
•Our private equity funds’ performance, and our performance, may be adversely affected by the financial performance, financial projections or contingent liabilities of our portfolio companies and the industries in which our funds invest, including securities of companies that are experiencing significant financial or business difficulties.
•Investments in the insurance industry (including our investment in Fortitude) could be adversely impacted by insurance regulations and potential regulatory reforms. Our relationship with Fortitude may not generate a meaningful contribution to our revenue and our indirect controlling ownership of Fortitude could give rise to real or apparent conflicts of interest.
•Ongoing trade negotiations and potential for further regulatory reform may create regulatory uncertainty for our portfolio companies and our investment strategies and adversely affect the profitability of our portfolio companies.
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Risks Related to Our Common Stock
•Carlyle Group Management L.L.C. has significant influence over us and its interests may conflict with ours or yours in the future.
•We are transitioning from a “controlled company” to no longer being a “controlled company.” However, we will continue to qualify for and rely on exceptions from certain corporate governance requirements under Nasdaq rules during a one-year transition period.
•Our founders have the right to designate members of our Board of Directors and our certificate of incorporation will not limit the ability of our former general partner, founders, directors, officers or stockholders to compete with us.
•If The Carlyle Group Inc. were deemed to be an “investment company” under the Investment Company Act, applicable restrictions could make it impractical for us to continue our business as contemplated and could have a material adverse effect on our business.
•The consolidation of investment funds, holding companies or operating businesses of our portfolio companies could make it more difficult to understand the operating performance of the Company and could create operational risks.
•The market price of our common stock may be volatile.
•Certain provisions in our organizational documents may discourage transactions or lawsuits that stockholders might consider favorable.
Risks Related to U.S. Taxation
•Changes in relevant tax laws, regulations, or treaties or an adverse interpretation of these items by tax authorities could negatively impact our effective tax rate and tax liability.
•U.S. and foreign tax regulations could adversely affect our ability to raise funds from certain foreign investors and increase compliance costs.
•We expect to pay more corporate income taxes than we would have as a limited partnership prior to the Conversion.
On January 1, 2020, we completed our conversion from a Delaware limited partnership named The Carlyle Group L.P. into a Delaware Corporation named The Carlyle Group Inc. Pursuant to the Conversion, at the specified effective time on January 1, 2020, each common unit of The Carlyle Group L.P. outstanding immediately prior to the effective time converted into one share of common stock of The Carlyle Group Inc. and each special voting unit and general partner unit was canceled for no consideration. In addition, holders of the partnership units in Carlyle Holdings I L.P., Carlyle Holdings II L.P., and Carlyle Holdings III L.P. exchanged such units for an equivalent number of shares of common stock and certain other restructuring steps occurred (the conversion, together with such restructuring steps and related transactions, the “Conversion”).
Unless the context suggests otherwise, references in this report to “Carlyle,” the “Company,” “we,” “us” and “our” refer (i) prior to the consummation of the Conversion to The Carlyle Group L.P. and its consolidated subsidiaries and (ii) from and after the consummation of the Conversion to The Carlyle Group Inc. and its consolidated subsidiaries. References to our common stock or shares in periods prior to the Conversion refer to the common units of The Carlyle Group L.P. When we refer to our “senior Carlyle professionals,” we are referring to the partner-level personnel of our firm. References in this report to the ownership of the senior Carlyle professionals include the ownership of personal planning vehicles of these individuals. When we refer to the “Carlyle Holdings partnerships” or “Carlyle Holdings,” we are referring to Carlyle Holdings I L.P., Carlyle Holdings II L.P., and Carlyle Holdings III L.P., which prior to the Conversion were the holding partnerships through which the Company and our senior Carlyle professionals and other holders of Carlyle Holdings partnership units owned their respective interests in our business.
“Carlyle funds,” “our funds” and “our investment funds” refer to the investment funds and vehicles advised by Carlyle.
“Carry funds” generally refers to closed-end investment vehicles, in which commitments are drawn down over a specified investment period, and in which the general partner receives a special residual allocation of income from limited partners, which we refer to as carried interest, in the event that specified investment returns are achieved by the fund. Disclosures referring to carry funds will also include the impact of certain commitments which do not earn carried interest, but are either part of, or associated with our carry funds. The rate of carried interest, as well as the share of carried interest allocated to Carlyle, may vary across the carry fund platform. Carry funds generally include the following investment vehicles across our three business segments:
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•Global Private Equity: Buyout, middle market and growth capital, real estate, and natural resources funds advised by Carlyle, as well as certain energy funds advised by our strategic partner NGP Energy Capital Management (“NGP”) in which Carlyle is entitled to receive a share of carried interest (“NGP Carry Funds”)
•Global Credit: Distressed credit, energy credit, opportunistic credit, corporate mezzanine funds, aircraft financing and servicing, and other closed-end credit funds advised by Carlyle
•Global Investment Solutions: Funds and vehicles advised by AlpInvest Partners B.V. (“AlpInvest”), which include primary fund, secondary and co-investment strategies
Carry funds specifically exclude certain funds advised by NGP in which Carlyle is not entitled to receive a share of carried interest (or “NGP Predecessor Funds”), collateralized loan obligation vehicles (“CLOs”), our business development companies and associated managed accounts, as well as capital raised from a strategic third-party investor which holds its indirect interest in Fortitude alongside a carry fund.
“Fortitude” refers to Fortitude Group Holdings, LLC ("Fortitude Holdings") prior to October 1, 2021 and to FGH Parent, L.P. (“FGH Parent”) as of October 1, 2021. On October 1, 2021, the owners of Fortitude Holdings contributed their interests to FGH Parent such that FGH Parent became the direct parent of Fortitude Holdings. Fortitude Holdings owns 100% of the outstanding common shares of Fortitude Reinsurance Company Ltd., a Bermuda domiciled reinsurer (“Fortitude Re”). See Note 4 to the consolidated financial statements in Part II, Item 8 of this Form 10-K for more information regarding the Company’s strategic investment in Fortitude.
For an explanation of the fund acronyms used throughout this Annual Report, refer to “Item 1. Business–Our Family of Funds.”
“Fee-earning assets under management” or “Fee-earning AUM” refers to the assets we manage or advise from which we derive recurring fund management fees. Our Fee-earning AUM is generally based on one of the following, once fees have been activated:
(a)the amount of limited partner capital commitments, generally for carry funds where the original investment period has not expired, for AlpInvest carry funds during the commitment fee period and for Metropolitan carry funds during the weighted-average investment period of the underlying funds;
(b)the remaining amount of limited partner invested capital at cost, generally for carry funds and certain co-investment vehicles where the original investment period has expired, Metropolitan carry funds after the expiration of the weighted-average investment period of the underlying funds, and one of our business development companies;
(c)the amount of aggregate fee-earning collateral balance at par of our CLOs and other securitization vehicles, as defined in the fund indentures (typically exclusive of equities and defaulted positions) as of the quarterly cut-off date;
(d)the external investor portion of the net asset value of certain carry funds;
(e)the gross assets (including assets acquired with leverage), excluding cash and cash equivalents, of one of our business development companies and certain carry funds; or
(f)the lower of cost or fair value of invested capital, generally for AlpInvest carry funds where the commitment fee period has expired and certain carry funds where the investment period has expired.
“Assets under management” or “AUM” refers to the assets we manage or advise. Our AUM equals the sum of the following:
(a) the aggregate fair value of our carry funds and related co-investment vehicles, NGP Predecessor Funds and separately managed accounts, plus the capital that Carlyle is entitled to call from investors in those funds and vehicles (including Carlyle commitments to those funds and vehicles and those of senior Carlyle professionals and employees) pursuant to the terms of their capital commitments to those funds and vehicles;
(b) the amount of aggregate collateral balance and principal cash at par or aggregate principal amount of the notes of our CLOs and other structured products (inclusive of all positions);
(c) the net asset value of certain carry funds; and
(d) the gross assets (including assets acquired with leverage) of our business development companies, plus the capital that Carlyle is entitled to call from investors in those vehicles pursuant to the terms of their capital commitments to those vehicles.
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We include in our calculation of AUM and Fee-earning AUM certain energy and renewable resources funds that we jointly advise with Riverstone Holdings L.L.C. (“Riverstone”) and the NGP Predecessor Funds and NGP Carry Funds (collectively, the “NGP Energy Funds”) that are advised by NGP, as well as capital raised from a strategic third-party investor which directly invests in Fortitude alongside a carry fund.
For most of our carry funds, total AUM includes the fair value of the capital invested, whereas Fee-earning AUM includes the amount of capital commitments or the remaining amount of invested capital, depending on whether the original investment period for the fund has expired. As such, total AUM may be greater than Fee-Earning AUM when the aggregate fair value of the remaining investments exceeds the cost of those investments.
Our calculations of AUM and Fee-earning AUM may differ from the calculations of other asset managers. As a result, these measures may not be comparable to similar measures presented by other asset managers. In addition, our calculation of AUM (but not Fee-earning AUM) includes uncalled commitments to, and the fair value of invested capital in, our investment funds from Carlyle and our personnel, regardless of whether such commitments or invested capital are subject to management or performance fees. Our calculations of AUM or Fee-earning AUM are not based on any definition of AUM or Fee-earning AUM that is set forth in the agreements governing the investment funds that we manage or advise.
“Metropolitan” refers to Metropolitan Real Estate Management, LLC, which was included in the Global Investment Solutions business segment prior to its sale on April 1, 2021.
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PART I.
ITEM 1. BUSINESS
Overview
Carlyle is a global investment firm with deep industry expertise that deploys private capital across three business segments: Global Private Equity, Global Credit and Global Investment Solutions. Our teams invest across a range of strategies that leverage our deep industry expertise, local insights, and global resources to deliver attractive returns throughout an investment cycle. Since our firm was founded in Washington, D.C. in 1987, we have grown to manage $301 billion in AUM as of December 31, 2021. Our experienced and diverse team of nearly 1,850 employees includes more than 690 investment professionals in 26 offices across five continents, and we serve more than 2,850 active carry fund investors from 89 countries.
We are well underway in executing on our long-term Strategic Plan announced at our Investor Day in February 2021, with focus on the following priorities:
•Build on our strengths globally. We pursue opportunities that allow us to build on our strengths in our three business segments.
•Capture the right scalable opportunities and diversify our platform. We identify adjacent areas that we can apply our capabilities in a focused and sustainable manner, such as Capital Markets and Insurance Solutions.
•Institutionalization of the Firm. We invest with a clarity of purpose, adaptability, and alignment between our interest and the interests of our fund investors, shareholders, and other stakeholders.
Operational and strategic highlights for our firm for 2021 include:
•We had record levels of investment activity in 2021, investing $33.8 billion in our carry funds and realizing proceeds of $44.3 billion for our carry fund investors. Our net accrued performance revenues were $3.9 billion as of December 31, 2021, an increase of 67% from December 31, 2020, driven by carry fund appreciation of 41%, and we realized a record $1.5 billion in realized net performance revenues during the year.
•During 2021, we raised $51.3 billion in new commitments, an increase in fundraising of 86% over 2020. We launched eleven funds across our platform, including our eighth U.S. buyout fund, our CP Growth fund, and our ninth U.S. real estate fund in Global Private Equity. We saw strong CLO fundraising in Global Credit, and experienced significant growth in the separately managed accounts (“SMAs”) in Global Investment Solutions.
•Our success in fundraising, combined with strong appreciation in our portfolio, pushed us over $300 billion in total assets under management for the first time. Of our $193.4 billion in fee-earning assets under management, 95% is in investment vehicles with long-term fee structures and not subject to quarterly redemption, driving predictable and reliable associated management fees.
•We remained focused on the professional development and the health and well-being of our employees in 2021. We rolled out several leadership development programs and implemented a well-being strategy focused on enabling employees to foster emotional, physical, financial, environmental, and social well-being. We also established a global week-long holiday to ensure that our teams had the greatest likelihood of being able to “unplug.”
•During 2021, with feedback received from employee surveys, we continued to reimagine our processes, office environment and business operations with a focus on returning to a hybrid workplace that allows our teams to safely reconnect and collaborate in person while also maintaining flexibility.
•We continued to significantly enhance our Impact efforts:
◦We completed more than $12 billion in ESG-linked financings for Carlyle and our portfolio companies, including the largest ESG-linked private equity credit facility in the U.S. and the first to focus exclusively on advancing board diversity.
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◦We co-led the creation of the ESG Data Convergence Project with the California Public Employees’ Retirement System, forming the first-ever General Partner/Limited Partner collaboration to align on a set of standardized ESG metrics which now has over 100 GP and LP participants.
◦We continued to deepen the integration of ESG within our investment teams and portfolio companies, with ESG assessments included in most Carlyle investment decisions using proprietary due diligence tools in our GPE and Global Credit segments.
◦We launched our inaugural Diversity, Equity, and Inclusion Incentive Awards, with over 175 employees nominated by their colleagues, and over 50 employees recognized for their effort in advancing Carlyle’s DEI objectives.
▪Operational and strategic highlights for our three global business segments for 2021 include:
Global Private Equity (“GPE”):
◦During 2021, we raised $27.2 billion in new capital commitments for our GPE funds, which included the launch of our eighth U.S. buyout fund (“CP VIII”), our CP Growth fund, and our ninth U.S. real estate fund (“CRP IX”), which at nearly $8 billion exceeded its initial target of $6 billion.
◦During 2021, GPE invested $21.9 billion across the segment, including $13.1 billion in the Americas, $5.0 billion in Europe, and $3.8 billion in Asia.
◦Our GPE funds realized proceeds of $29.9 billion for our GPE carry fund investors in 2021, across a mix of trade-sales, public market block trades, recapitalizations, dividends, and the initial public offerings of seven of our portfolio companies.
Global Credit:
◦In total, we raised $17.0 billion in new capital commitments to our Global Credit products during 2021, and overall AUM increased to $73.4 billion, more than two times higher than it was less than four years ago.
◦In our CLO business, we closed $5.9 billion of new CLOs in the U.S. and $1.5 billion of new CLOs in Europe during 2021 with $33.0 billion of total AUM across all of our CLOs at December 31, 2021, an increase in CLO AUM of 18% over 2020.
◦In Carlyle Aviation Partners, we completed the acquisition of Fly Leasing Limited, a global aircraft leasing company with a fleet of over 80 commercial jet aircraft, and signed an agreement to acquire AMCK Aviation’s portfolio of 145 narrow-body aircraft, which is expected to close in the first half of 2022.
◦We executed $3.9 billion of gross originations in our direct lending business in 2021, almost double the origination activity in 2020.
Global Investment Solutions:
◦During 2021, we raised $7.1 billion in capital commitments, including over $5 billion in capital commitments to separately managed accounts, and deployed $7.2 billion in investments across our Global Investment Solutions platform. Our portfolio appreciated 48% during the year and our exit activity in our Global Investment Solutions segment was strong this year, realizing proceeds of $12.2 billion for our Global Investment Solutions investors.
◦In April, we completed the sale of 100% of our interest in Metropolitan Real Estate (“MRE”), while retaining our existing investments in and commitments to the MRE funds, as well as our interest in the net accrued performance allocations in the existing funds.
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Business Segments
We operate our business across three segments: (1) Global Private Equity, (2) Global Credit and (3) Global Investment Solutions. Information about our segments should be read together with “Part II. Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations.”
Global Private Equity
Our GPE segment advises our buyout, growth, real estate, and natural resources funds. Across our GPE funds, as of December 31, 2021, we had investments in 256 active portfolio companies that employ more than 1,000,000 people around the world. Our GPE teams have the following areas of focus:
Corporate Private Equity. Our corporate private equity teams advise a diverse group of 37 active funds that invest in transactions that focus either on a particular geography or strategy. Our buyout funds focus on corporate buyouts and strategic minority investments. The investment mandate for our growth capital funds is to seek out companies with the potential for disruptive growth and operational improvements. Our core strategy seeks longer duration private equity opportunities, targeting stable businesses with sustainable market leadership. These funds are advised by teams of local professionals who live and work in the markets where they invest. In 2021, we invested $16.2 billion in new and follow-on investments through our corporate private equity funds. As of December 31, 2021, our corporate private equity funds had, in the aggregate, $109.0 billion in AUM.
Real Estate. Our real estate team advises 12 active real estate funds that invest in the U.S. and Europe, with a focus on a broad range of opportunities including residential properties, senior living facilities, industrial properties, and self-storage properties, but have limited our exposure to office buildings, hotels and retail properties. Our real estate funds generally focus on acquiring single-property assets rather than large-cap companies with real estate portfolios and made more than 1,100 investments in more than 620 cities or metropolitan statistical areas around the world as of December 31, 2021. As of December 31, 2021, our real estate funds had, in the aggregate, $29.3 billion in AUM.
Natural Resources. Our 14 active natural resources funds focus on infrastructure and energy investing. Our infrastructure business is comprised of teams that invest in six primary sectors: renewables, energy infrastructure, water and waste, transportation, digital infrastructure, and power generation. Our energy activities focus on buyouts, growth capital investments and strategic joint ventures in the midstream, upstream, downstream, energy and oilfield services sectors around the world. Our international energy investment team focuses on investments across the energy value chain outside of North America. We conduct our North American energy investing through our partnership with NGP, a Texas-based energy investor. As of December 31, 2021, we managed $23.6 billion in AUM through our natural resources funds.
The following table presents certain data about our Global Private Equity segment as of December 31, 2021 (dollar amounts in billions).
| AUM (1) | % of Total AUM | Fee-earning AUM | Active Investments | Active Funds (4) | Available Capital | Investment Professionals (2) | Amount Invested Since Inception (3) | Investments Since Inception (3) | ||||||||||||||||||||||||||||||||||||||||||
| $162 | 54% | $104 | 729 | 66 | $48 | 423 | $218 | 2,215 | ||||||||||||||||||||||||||||||||||||||||||
(1)Total AUM includes NGP, which advises eight funds with $10.4 billion in AUM as of December 31, 2021. Through our strategic partnership with NGP, we are entitled to 55% of the management fee-related revenue of the NGP entities that serve as advisors to the NGP Energy Funds, and an allocation of income related to the carried interest received by the fund general partners of the NGP Carry Funds.
(2)Total GPE investment professionals excludes NGP employees.
(3)Amount invested and number of investments in GPE since inception exclude the investment activity of the NGP Predecessor Funds.
(4)Active GPE funds includes the three NGP Predecessor Funds and five NGP Carry Funds advised by NGP.
Global Credit
Our Global Credit segment, which had $73.4 billion in assets under management as of December 31, 2021, advises a group of 87 active funds that pursue investment strategies across the credit spectrum, including: liquid credit, illiquid credit, and real assets credit, as well as cross-platform vehicles such as Carlyle Tactical Private Credit Fund (“CTAC”, or the “Interval Fund”). Global Credit has been Carlyle’s fastest-growing segment in total AUM over the past three years, and we continue to expand our reach into additional areas of focus, such as real estate credit. Since our establishment in 1999, these various capital
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sources provide the opportunity for Carlyle to offer highly customizable and creative financing solutions to borrowers to meet their specific capital needs. Carlyle draws on the expertise and underwriting capabilities of our 182 investment professionals and leverages the resources and industry expertise of Carlyle’s global network to provide creative solutions for borrowers.
Primary areas of focus for our Global Credit platform include:
Liquid Credit
•Loans and Structured Credit. Our structured credit funds invest primarily in performing senior secured bank loans through CLOs and other investment vehicles. In 2021, we closed eleven new U.S. CLOs and three CLOs in Europe with an aggregate size of $5.9 billion and $1.5 billion, respectively. As of December 31, 2021, our loans and structured credit team advised 67 structured credit funds and two other structured credit funds in the United States and Europe totaling, in the aggregate, $34.1 billion in AUM.
Illiquid Credit
•Direct Lending. Our direct lending business includes our business development companies (“BDCs”) that invest primarily in middle market first-lien loans (which include unitranche, “first out” and “last out” loans) and second-lien loans of middle-market companies, typically defined as companies with annual EBITDA ranging from $25 million to $100 million, that lack access to the broadly syndicated loan and bond markets. As of December 31, 2021, our direct lending investment team advised two BDCs and six separately managed accounts totaling, in the aggregate, $6.6 billion in AUM.
•Opportunistic Credit. Our opportunistic credit team invests primarily in highly-structured and privately-negotiated capital solutions supporting corporate borrowers through secured loans, senior subordinated debt, mezzanine debt, convertible notes, and other debt-like instruments, as well as preferred and common equity. The team will also look to invest in special situations (i.e., event-driven opportunities that exhibit hybrid credit and equity features) as well as market dislocations (i.e., primary and secondary market investments in liquid debt instruments that arise as a result of temporary market volatility). As of December 31, 2021, our opportunistic credit team advised two funds and one separately managed account totaling, in the aggregate, $7.8 billion in AUM.
•Distressed Credit. Our distressed credit funds generally invest in liquid and illiquid securities and obligations, including secured debt, senior and subordinated unsecured debt, convertible debt obligations, preferred stock and public and private equity of financially distressed companies in defensive and asset-rich industries. In certain investments, our funds may seek to restructure pre-reorganization debt claims into controlling positions in the equity of the reorganized companies. As of December 31, 2021, our distressed credit team advised three funds totaling, in the aggregate, $3.0 billion in AUM.
Real Assets Credit
•Aircraft Financing and Servicing. Carlyle Aviation Partners is our multi-strategy investment platform that is engaged in commercial aviation aircraft financing and investment throughout the commercial aviation industry. As of December 31, 2021, Carlyle Aviation Partners had approximately $10.2 billion in AUM across five active carry funds, in addition to securitization vehicles, liquid strategies, and other vehicles.
•Infrastructure Debt. Our Infrastructure debt team invests primarily in directly originated and privately negotiated debt instruments related to global infrastructure projects, primarily in the power, energy, transportation, water/waste, telecommunications and social infrastructure sectors. The team focuses primarily on senior, subordinated, and mezzanine debt and seeks to invest primarily in developed markets within the Organization for Economic Cooperation and Development (“OECD”). As of December 31, 2021, our infrastructure debt team managed $2.0 billion.
Other Credit
•Insurance Solutions. Carlyle Insurance Solutions (“CIS”) combines our deep insurance expertise with portfolio construction capabilities, capital sourcing and asset origination strengths to provide comprehensive liability funding and reinsurance, asset management and advisory solutions for (re)insurance companies and fund investors. The CIS team oversees the investment in Fortitude. As of December 31, 2021, AUM related to capital raised from third-party investors to acquire a controlling interest in Fortitude was $3.2 billion, and Fortitude and AIG have committed approximately $7.0 billion of capital to-date to various Carlyle strategies.
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•Global Capital Markets. Carlyle Global Capital Markets (“GCM”) is a loan syndication and capital markets business that launched in 2018. The primary focus of GCM is to arrange, place, underwrite, originate and syndicate loans and underwrite securities of third parties and Carlyle portfolio companies through TCG Capital Markets and TCG Senior Funding. TCG Capital Markets is a FINRA registered broker dealer. GCM may also act as the initial purchaser of such loans and securities. GCM receives fees, including underwriting, placement, structuring, transaction and syndication fees, commissions, underwriting and original issue discounts, interest payments and other compensation, which may be payable in cash or securities or loans, in respect of the activities described above and may elect to waive such fees.
The following table presents certain data about our Global Credit segment as of December 31, 2021 (dollar amounts in billions).
| AUM | % of Total AUM | Fee-earning AUM | Active Funds | Investment Professionals | ||||||||||||||||||||||
| $73 | 24% | $52 | 87 | 182 | ||||||||||||||||||||||
Global Investment Solutions
Our Global Investment Solutions segment, established in 2011, provides comprehensive investment opportunities and resources for our investors and clients to build private equity portfolios through fund of funds, secondary purchases of existing portfolios and managed co-investment programs. Global Investment Solutions executes these activities through AlpInvest, one of the world’s largest investors in private equity.
The primary areas of focus for our Global Investment Solutions teams include:
•Private Equity Fund Investments. Our fund of funds vehicles advised by AlpInvest make investment commitments directly to buyout, growth capital, venture and other alternative asset funds advised by other general partners. As of December 31, 2021, AlpInvest advised 119 vehicles totaling, in the aggregate, $27.5 billion in AUM.
•Private Equity Co-investments. AlpInvest invests alongside other private equity and mezzanine funds in which it or certain AlpInvest limited partners typically has a primary fund investment throughout Europe, North America and Asia. These investments are generally made when an investment opportunity is too large for a particular fund and the sponsor of the fund therefore seeks to raise additional “co-investment” capital from sources such as AlpInvest. As of December 31, 2021, our co-investment programs were conducted through 87 vehicles totaling, in the aggregate, $17.5 billion in AUM.
•Private Equity Secondary Investments. Funds managed by AlpInvest build an investment portfolio of private equity owned assets through the acquisition of limited partnership interests in the secondary market and other types of transactions such as fund recapitalizations, portfolio restructurings and spin-outs. Private equity investors who desire to sell or restructure their pre-existing investment commitments to a fund may negotiate to sell the fund interests to AlpInvest. In this manner, AlpInvest’s secondary investments team provides liquidity and restructuring alternatives for third-party private equity investors. As of December 31, 2021, our secondary investments program was conducted through 97 vehicles totaling, in the aggregate, $20.5 billion in AUM.
The following table presents certain data about our Global Investment Solutions segment as of December 31, 2021 (dollar amounts in billions).
| AUM(1) | % of Total AUM | Fee-earning AUM | Fund Vehicles | Available Capital | Investment Professionals | Amount Invested Since Inception | ||||||||||||||||||||||||||||||||
| $65 | 22% | $37 | 303 | $22 | 85 | $83 | ||||||||||||||||||||||||||||||||
(1)Under our arrangements with the historical owners and management team of AlpInvest, we generally do not retain any carried interest in respect of the historical investments and commitments to AlpInvest carry fund vehicles that existed as of July 1, 2011 (including any options to increase any such commitments exercised after such date). We are entitled to 15% or, in some cases, 40% of the carried interest in respect of commitments from the historical owners of AlpInvest for the period between 2011 and 2020 and 40% of the carried interest in respect of all other commitments (including all future commitments from third parties).
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Investment Approach
Global Private Equity
The investment approach of our GPE teams is generally characterized as follows:
•Consistent and Disciplined Investment Process. We believe our successful investment track record is the result, in part, of a consistent and disciplined application of our investment process. Investment opportunities for our GPE funds are initially sourced and evaluated by one or more of our deal teams. Deal teams consistently strive to be creative and look for deals in which we can leverage Carlyle’s competitive advantages, sector experience and the global platform. The due diligence and transaction review process places a special emphasis on, as appropriate and among other considerations, the reputation of a target company shareholders and management, the company or asset’s size and sensitivity of cash flow generation, the business sector and competitive risks, the portfolio fit, exit risks and other key factors specific to a particular investment. In evaluating each deal, we consider what expertise or experience we can bring to the transaction to enhance value for our investors. Each investment opportunity must secure approval from the investment committee of the applicable investment fund to move forward. To help ensure consistency, we utilize a standard investment committee process across our GPE funds, although NGP follows its own policies and procedures with respect to its advised funds. The investment committee approval process involves a detailed review of the transaction and investment thesis, business, risk factors and diligence issues, as well as financial models.
•Distinctive Portfolio Construction Principles. We seek to proactively manage the construction of our portfolios through deliberate and thoughtful diversification across industries, geographies and cycles, and to avoid certain assets facing economic or industry headwinds. For example, our real estate portfolios have relatively little current exposure to commercial office properties, business hotels and retail properties.
•Geographic- and Industry-Focused. We have developed a global network of local investment teams and have adopted an industry-focused approach to investing. Our extensive network of global investment professionals has the knowledge, experience and relationships on a local level that allows them to identify and take advantage of opportunities that may be unavailable to firms that do not have our global reach and resources. We believe that our global platform helps enhance all stages of the investment process, including by facilitating faster and more effective diligence, a deeper understanding of global industry trends and priority access to the capital markets. We have particular industry expertise in aerospace and government services, consumer, media and retail, financial services, healthcare, industrials, technology, real estate, natural resources and infrastructure. As a result, we believe that our in-depth knowledge of specific industries improves our ability to source and create transactions, conduct effective and more informed due diligence, develop strong relationships with management teams and use contacts and relationships within these industries to drive value creation.
•Variable Deal Sizes and Creative Structures. We believe that having the resources to complete investments of varying sizes provides us with the ability to enhance investment returns while providing for prudent industry, geographic and size diversification. Our teams are staffed not only to effectively pursue large transactions, but also other transactions of varying sizes. We often invest in smaller companies or single real estate transactions and this has allowed us to obtain greater diversity across our entire portfolio. Additionally, we may undertake large, strategic minority investments with certain control elements or private investment in public equity (PIPE) transactions in large companies with a clear exit strategy. In certain jurisdictions around the world, we may make investments with little or no debt financing and seek alternative structures to opportunistically pursue transactions. We generally seek to obtain board representation and typically appoint our investment professionals and advisors to represent us on the boards of the companies in which we invest. Where our funds, either alone or as part of a consortium, are not the controlling investor, we typically, subject to applicable regulatory requirements, acquire significant voting and other control rights with a view to securing influence over the conduct of the business.
•Driving Value Creation. Our GPE teams seek to make investments in portfolio companies and assets in which our particular strengths and resources may be employed to their best advantage. Typically, as part of a GPE investment, our investment teams will prepare and execute a systematic value creation plan that is developed during a thorough due diligence effort and draws on the deep resources available across our global platform, specifically relying on:
◦Reach: Our global team and global presence enables us to support international expansion of our operating companies’ efforts and global supply chain initiatives.
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◦Expertise: Our deep bench of investment professionals and industry specialists provide extensive sector-specific knowledge and local market expertise. Our investment teams benefit from best-in-class support services and infrastructure provided through the global Carlyle organization. Carlyle’s overall infrastructure and support services cover the full range of administrative functions, including fund management, accounting, legal and compliance, human resources, information technology, tax, and external affairs. Additionally, where appropriate we may seek to partner with third parties whose sector or market expertise may enhance our value creation in an investment. For example, in our U.S. real estate funds we may partner with joint venture partners or managers with significant operational expertise and/or deal sourcing capabilities.
◦Insights: To supplement our investment expertise, we have retained a group of more than 51 operating executives and advisors as independent consultants to work with our investment teams, provide board-level governance and support and advise our portfolio companies. These operating executives and advisors are typically former CEOs and other high-level executives of some of the world’s most successful corporations and currently sit on the boards of directors of a diverse mix of companies. Operating executives and advisors are independent consultants and are not Carlyle employees. Operating executives and advisors are often engaged by Carlyle primarily to assist with deal sourcing, due diligence and market intelligence. Operating executives and advisors may also be engaged and compensated by our portfolio companies as directors or to otherwise advise portfolio company management.
◦Data: The goal of our research function is to extract as much information as possible from our portfolio about the current state of the economy and its likely evolution over the near-to-medium term. Our GPE investment portfolio includes 197 active corporate investments as of December 31, 2021, across a diverse range of industries and geographies that each generate multiple data points (e.g., orders, shipments, production volumes, occupancy rates, bookings). By evaluating this data on a systematic basis, we work to identify the data with the highest correlation with macroeconomic data and map observed movements in the portfolio to anticipated variation in the economy, including changes in growth rates across industries and geographies. We incorporate this proprietary data into our investment portfolio management strategy and exit decisions on an ongoing basis. We believe this robust data gives us an advantage over our peers who do not have as large of a global reach.
◦Talent and Organization Performance: Our investment professionals work to enhance leadership and organizational effectiveness through proprietary and third-party data-driven assessments, best-practice playbooks, and knowledge-sharing forums.
◦Pursuing Best Exit Alternatives. In determining when to exit an investment, our investment teams consider whether a portfolio company or asset has achieved its objectives, the financial returns and the appropriate timing in industry cycles and company or asset development to strive for the optimal value. Each fund’s investment committee approves all exit decisions.
◦Value Creation. Our Global Investment Resources team helps to translate our collaborative culture into services and operational capabilities supporting our investment process and portfolio companies and assets. Our approach ensures that Carlyle’s global network, deep industry knowledge and operational expertise are used to support and enhance our investments. This team introduced a new tool in 2021 to connect our investment teams and portfolio companies with value creation resources.
▪Information Technology Resources: We have established an information technology capability that contributes to due diligence, portfolio company strategy and portfolio company operations. The capability includes dedicated information technology and business process resources, including assistance with portfolio company risk assessments and enhanced deal analytics.
▪Digital: Given the increasing importance of digital tools and resources across the global economy, we have established a dedicated group focused exclusively on identifying, developing and implementing digital transformation strategies to help drive growth, unlock value, and drive efficiencies across our portfolio companies.
▪Procurement: We have developed a leveraged purchasing effort to provide portfolio companies with effective sourcing programs with better pricing and service levels to help create operating value.
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This program seeks to drive down costs and provide better service on common indirect spend categories and disseminate best practices on managing functional spend in the areas of human capital management, employee benefits, corporate real estate, information technology and treasury and risk. As of December 31, 2021, over 150 portfolio companies are actively participating in the optional program, benefiting from more than 100 category arrangements and preferred vendor arrangements.
▪ESG: As part of Carlyle’s investment process, where appropriate, we evaluate ESG risks and seek opportunities to create value through sustainability initiatives. During our ownership period, we support our management teams’ efforts to develop strategic ESG programs and provide access to prescreened vendors, sustainability resources and individualized assistance from our Head of Impact and dedicated ESG team. Carlyle educates portfolio companies in which we have a controlling interest on our Guidelines for Responsible Investment and encourages them to review the Guidelines at the board level on an annual basis.
Global Credit
The investment approach of our Global Credit platform is generally characterized as follows:
•Source Investment Opportunities. Our Global Credit team sources investment opportunities from both the primary and secondary markets through our global network and strong relationships with the financial community. We typically target portfolio companies that have a demonstrated track record of profitability, market leadership in their respective niche, predictable cash flow, a definable competitive advantage and products or services that are value-added to their customer base.
•Conduct Fundamental Due Diligence and Perform Capital Structure Analyses. After an opportunity is identified, our Global Credit investment professionals conduct fundamental due diligence to determine the relative value of the potential investment and capital structure analyses to determine credit worthiness. Our due diligence approach typically incorporates meetings with management, company facility visits, discussions with industry analysts and consultants and an in-depth examination of financial results and projections. In conducting due diligence, our Global Credit team employs an integrated, cross-platform approach with industry-dedicated credit research analysts and non-investment grade expertise across the capital structure. Our Global Credit team also seeks to leverage resources from across the firm, utilizing information obtained from our more than 300 active portfolio companies and lending relationships, 20 credit industry research analysts, and in-house government affairs and economic research teams. In 2021, we launched a proprietary ESG materiality assessment tool across our Global Credit platform to help our investment professionals efficiently understand a company’s or asset’s exposure to material ESG risks as part of the due diligence process.
•Evaluation of Macroeconomic Factors. Our Global Credit team evaluates technical factors such as supply and demand, the market’s expectations surrounding a company and the existence of short- and long-term value creation or destruction catalysts. Inherent in all stages of credit evaluation is a determination of the likelihood of potential catalysts emerging, such as corporate reorganizations, recapitalizations, asset sales, changes in a company’s liquidity and mergers and acquisitions.
•Risk Minimization. Our Global Credit team seeks to make investments in companies that are well-positioned to weather downturns and/or below-plan performance. The team works to structure investments with strong financial covenants, frequent reporting requirements and board representation, if possible. Through board representation or observation rights, our Global Credit team works to provide a consultative, interactive approach to equity sponsors and management partners as part of the overall portfolio management process.
Global Investment Solutions
Our Global Investment Solutions team aims to apply a wide array of capabilities to help clients meet their investment objectives. The investment approach of our Global Investment Solutions platform is generally characterized as follows:
•Well-informed, Disciplined Investment Process: We follow a disciplined, highly-selective investment process and seek to achieve diversification by deploying capital across economic cycles, segments and investment styles. Our integrated and collaborative culture across our strategies, reinforced by investment in information technology solutions, provides deep insight into fund manager portfolios and operations to support our rigorous selection process.
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•Proactive Sourcing: AlpInvest’s extensive network of private equity managers across the globe positions us to identify investment opportunities that may be unavailable to other investors. Our investment strategy is defined by a strong belief that the most attractive opportunities are found in areas that are subject to fewer competitive pressures. As a result, our teams actively seek out proprietary investments that would otherwise be difficult for our investors to access alone.
•Global Scale and Presence: Our scale and on-the-ground presence across three continents – Asia, Europe and North America – give us a distinct and comprehensive perspective on the private equity markets. Our stable, dedicated, and experienced teams have deep knowledge of their respective markets across the globe. We believe this enhances our visibility across the global investment market and provides detailed local information that enhances our investment evaluation process.
Our Family of Funds
The following chart presents the name (acronym), total capital commitments (in the case of our carry funds, structured credit funds, and the NGP Predecessor Funds), assets under management (open-end products and non-carry Aviation vehicles), gross assets (in the case of our BDCs) and vintage year of the active funds in each of our segments, as of December 31, 2021. We present total capital commitments (as opposed to assets under management) for our closed-end investment funds because we believe this metric provides the most useful information regarding the relative size and scale of such funds. In the case of our products which are open-ended and accordingly do not have permanent committed capital, we generally believe the most useful metric regarding relative size and scale is assets under management.
Global Private Equity1 | Global Credit | ||||||||||||||||||||||||||||
| Corporate Private Equity | Real Estate | Liquid Credit | |||||||||||||||||||||||||||
| Carlyle Partners (U.S.) | Carlyle Realty Partners (U.S.) | Cash CLOs | |||||||||||||||||||||||||||
| CP VIII | $11.5 bn | 2021 | CRP IX | $8.0 bn | 2021 | U.S. | $25.9 bn | 2012-2021 | |||||||||||||||||||||
| CP VII | $18.5 bn | 2018 | CRP VIII | $5.5 bn | 2017 | Europe | €8.5 bn | 2013-2021 | |||||||||||||||||||||
| CP VI | $13.0 bn | 2014 | CRP VII | $4.2 bn | 2014 | Structured Credit Funds | |||||||||||||||||||||||
| CP V | $13.7 bn | 2007 | CRP VI | $2.3 bn | 2011 | CREV | $0.5 bn | 2020 | |||||||||||||||||||||
| Global Financial Services Partners | CRP V | $3.0 bn | 2006 | CSC | $0.8 bn | 2017 | |||||||||||||||||||||||
| CGFSP III | $1.0 bn | 2018 | CRP IV | $1.0 bn | 2005 | Illiquid Credit | |||||||||||||||||||||||
| CGFSP II | $1.0 bn | 2013 | Core Plus Real Estate (U.S.) | Business Development Companies3 | |||||||||||||||||||||||||
| Carlyle Europe Partners | CPI4 | $7.3 bn | 2016 | TCG BDC II, Inc. | $2.4 bn | 2017 | |||||||||||||||||||||||
| CEP V | €6.4 bn | 2018 | International Real Estate | TCG BDC, Inc. | $2.0 bn | 2013 | |||||||||||||||||||||||
| CEP IV | €3.8 bn | 2014 | CER II | €0.3 bn | 2021 | Opportunistic Credit Carry Funds | |||||||||||||||||||||||
| CEP III | €5.3 bn | 2007 | CER I | €0.5 bn | 2017 | CCOF II | $4.2 bn | 2020 | |||||||||||||||||||||
| CEP II | €1.8 bn | 2003 | CEREP III | €2.2 bn | 2007 | CCOF I | $2.4 bn | 2017 | |||||||||||||||||||||
| Carlyle Asia Partners | Natural Resources Funds | Distressed Credit Carry Funds | |||||||||||||||||||||||||||
| CAP V | $6.6 bn | 2018 | NGP Energy Carry Funds | CSP IV | $2.5 bn | 2016 | |||||||||||||||||||||||
| CBPF II | RMB 2.0 bn | 2017 | NGP XII | $4.3 bn | 2017 | CSP III | $0.7 bn | 2011 | |||||||||||||||||||||
| CAP IV | $3.9 bn | 2014 | NGP XI | $5.3 bn | 2014 | CSP II | $1.4 bn | 2007 | |||||||||||||||||||||
| CAP III | $2.6 bn | 2008 | NGP X | $3.6 bn | 2012 | Real Assets Credit | |||||||||||||||||||||||
| Carlyle Japan Partners | Other NGP Carry Funds | Infrastructure Credit Carry Fund | |||||||||||||||||||||||||||
| CJP IV | ¥258.0 bn | 2020 | NGP Minerals | $0.3 bn | 2020 | CICF | $0.4 bn | 2021 | |||||||||||||||||||||
| CJP III | ¥119.5 bn | 2013 | NGP GAP | $0.4 bn | 2014 | Energy Credit Carry Funds | |||||||||||||||||||||||
| Carlyle Global Partners | NGP Predecessor Funds | CEMOF II | $2.8 bn | 2015 | |||||||||||||||||||||||||
| CGP II | $1.8 bn | 2020 | Various2 | $5.7 bn | 2007-2008 | CEMOF I | $1.4 bn | 2011 | |||||||||||||||||||||
| CGP I | $3.6 bn | 2015 | International Energy Carry Funds | Carlyle Aviation Partners | |||||||||||||||||||||||||
| Carlyle MENA Partners | CIEP II | $2.3 bn | 2019 | SASOF V | $1.0 bn | 2020 | |||||||||||||||||||||||
| MENA I | $0.5 bn | 2008 | CIEP I | $2.5 bn | 2013 | SASOF IV | $1.0 bn | 2018 | |||||||||||||||||||||
| Carlyle South American Buyout Fund | Infrastructure Funds | SASOF III | $0.8 bn | 2015 | |||||||||||||||||||||||||
| CSABF I | $0.8 bn | 2009 | CRSEF | $0.7 bn | 2019 | SASOF II | $0.6 bn | 2012 | |||||||||||||||||||||
| Carlyle Sub-Saharan Africa Fund | CGIOF | $2.2 bn | 2019 | CALF | $0.6 bn | 2021 | |||||||||||||||||||||||
| CSSAF I | $0.7 bn | 2012 | CPP II | $1.5 bn | 2014 | Securitization Vehicles4 | $3.6 bn | Various | |||||||||||||||||||||
| Carlyle Peru Fund | CPOCP | $0.5 bn | 2013 | 8 Other Vehicles4 | $4.3 bn | Various | |||||||||||||||||||||||
| CPF I | $0.3 bn | 2012 | Other Credit | ||||||||||||||||||||||||||
| Carlyle U.S. Venture/Growth Partners | CTAC3 | $1.2 bn | 2018 | ||||||||||||||||||||||||||
| CP Growth | $1.1 bn | 2021 | Fortitude5 | $3.2 bn | 2020 | ||||||||||||||||||||||||
| CEOF II | $2.4 bn | 2015 | |||||||||||||||||||||||||||
| CEOF I | $1.1 bn | 2011 | Global Investment Solutions6 | ||||||||||||||||||||||||||
| CVP II | $0.6 bn | 2001 | AlpInvest | ||||||||||||||||||||||||||
| Carlyle Europe Technology Partners | Fund of Private Equity Funds | ||||||||||||||||||||||||||||
| CETP IV | €1.4 bn | 2019 | 119 vehicles | €47.8 bn | 2000-2021 | ||||||||||||||||||||||||
| CETP III | €0.7 bn | 2014 | Secondary Investments | ||||||||||||||||||||||||||
| Carlyle Asia Venture/Growth Partners | 97 vehicles | €26.0 bn | 2002-2021 | ||||||||||||||||||||||||||
| CAP Growth II | $0.7 bn | 2021 | Co-Investments | ||||||||||||||||||||||||||
| CAP Growth I | $0.3 bn | 2017 | 87 vehicles | €20.6 bn | 2002-2021 | ||||||||||||||||||||||||
| CAGP IV | $1.0 bn | 2008 | |||||||||||||||||||||||||||
| Carlyle Cardinal Ireland | |||||||||||||||||||||||||||||
| CCI | €0.3 bn | 2014 | |||||||||||||||||||||||||||
Note: All amounts shown represent total capital commitments as of December 31, 2021, unless otherwise noted. Certain of our recent vintage funds are currently in fundraising and total capital commitments are subject to change. In addition, certain carry funds included herein may be disclosed which are not included in fund performance if they have not made an initial capital call or commenced investment activity. The NGP funds are advised by NGP Energy Capital Management, LLC, a separately registered investment adviser, and we do not serve as an investment adviser to those funds.
(1)Global Private Equity also includes funds which we jointly advise with Riverstone Holdings L.L.C. (the “Legacy Energy funds”). The impact of these funds is no longer significant to our results of operations.
(2)Includes NGP M&R, NGP ETP II, and NGP IX, on which we are not entitled to a share of carried interest.
(3)Amounts represent gross assets plus any available capital as of December 31, 2021.
(4)Amounts represent Total AUM as of December 31, 2021.
(5)Includes capital raised from a strategic third-party investor which directly invests in Fortitude alongside Carlyle FRL.
(6)On April 1, 2021, we completed the sale of our interest in Metropolitan Real Estate.
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Organizational Structure
On January 1, 2020, we completed our conversion from a Delaware limited partnership named The Carlyle Group L.P. into a Delaware corporation named The Carlyle Group Inc. See Part II. Item 7A. “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Conversion to a Corporation” for additional information.
The holders of our common stock are entitled to vote on all matters on which stockholders of a corporation are generally entitled to vote on under Delaware General Corporation Law (“DGCL”), including the election of the board of directors of the Corporation. Holders of common stock are entitled to one vote per share of common stock.
In connection with the Conversion, senior Carlyle professionals and certain of the other former limited partners of Carlyle Holdings who became holders of shares of common stock in connection with the Conversion were generally required to grant an irrevocable proxy to Carlyle Group Management L.L.C., which is wholly owned by our founders and other senior Carlyle professionals. Prior to August 5, 2021, we were a “controlled company” and qualified for exceptions from certain corporate governance and other requirements of the rules of the Nasdaq Global Select Market (“Nasdaq”). While we are no longer a “controlled company” within the meaning of the rules of Nasdaq and the SEC, we will continue to qualify for these exemptions during a one-year transition period. See Item 1A. “Risk Factors—Risks Related to Our Common Stock—Carlyle Group Management L.L.C. has significant influence over us and its interests may conflict with ours or yours” and “—We are transitioning from a “controlled company” to no longer being a controlled company within the meaning of Nasdaq. However, even though we are no longer a “controlled company”, we will continue to qualify for, and as a result rely on, exceptions from certain corporate governance requirements under the rules of Nasdaq during a one-year transition period.”
Limited Partner Relations
Our diverse and sophisticated investor base includes more than 2,850 active investors in our carry funds located in 89 countries. Included among our many longstanding fund investors are pension funds, sovereign wealth funds, insurance companies and high net worth individuals in the United States, Asia, Europe, the Middle East and South America.
We have a dedicated in-house investor relations group that strives to cultivate long-term, strategic partnerships with our limited partners. Our team combines strong segment sales with firm-level strategy and coordination to bring the best of Carlyle to our limited partners. Each segment team consists of a combination of geographically-focused professionals and product specialists who work closely together to deliver against investor needs and is supported by central staff responsible for data analytics and additional fulfillment responsibilities.
Our LP relations professionals are in constant dialogue with our fund investors, which enables us to monitor investor preferences and tailor future fund offerings to meet investor demand. We seek to secure a first-mover advantage with key investors, often by establishing a local presence and providing a broad and diverse range of investment opportunities. We continuously seek to expand our partnerships by sharing our insights and perspectives on the market and investment environment, as well as discussing how we can help the investor achieve their objectives. During 2021, we continued to use technology to enhance our fund transparency and communication around insights and facilitate consistent dialogue while in a hybrid work environment. This partnership approach to fundraising has been critical in raising $51.3 billion in 2021.
As of December 31, 2021, approximately 94% of commitments to our active carry funds (by dollar amount) were from investors who are committed to more than one active carry fund and approximately 76% of commitments to our active carry funds (by dollar amount) were from investors who are committed to more than five active carry funds. We believe the loyalty of our carry fund investor base, as evidenced by our substantial number of multi-fund relationships, enhances our ability to raise new funds and successor funds in existing strategies.
Investor Services
We have a team of over 600 investor services professionals worldwide. The investor services group performs a range of functions to support our investment teams, LP relations group and the corporate infrastructure of Carlyle. Our investor services professionals provide an important control function, ensuring that transactions are structured pursuant to the partnership agreements, assisting in global regulatory compliance requirements and investor reporting to enable investors to easily monitor the performance of their investments. We have devoted substantial resources to creating comprehensive and timely investor reports, which are increasingly important to our investor base. The investor services group also works closely with the investment teams throughout each fund’s lifecycle, from fund formation and investments to portfolio monitoring and fund liquidation. We maintain an internal global legal and compliance team, which includes 32 professionals and a government relations group of five professionals with a presence around the globe as of December 31, 2021.
Structure and Operation of Our Investment Funds
We conduct the sponsorship and management of our carry funds and other investment vehicles primarily through limited partnerships, which are organized by us, to accept commitments and/or funds for investment from institutional investors
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and high net worth individuals. In general, each investment fund that is a limited partnership, or “partnership” fund, has a general partner that is responsible for the management and operation of the fund’s affairs and makes all policy and investment decisions relating to the conduct of the investment fund’s business. Generally, the limited partners of such funds take no part in the conduct or control of the business of such funds, have no right or authority to act for or bind such funds and have no influence over the voting or disposition of the securities or other assets held by such funds, although such limited partners may vote on certain partnership matters including the removal of the general partner or early liquidation of the partnership by majority vote, as discussed below. Most of our funds also have an investor advisory committee, comprising representatives of certain limited partners, which may consider and/or waive conflicts of interest or otherwise consult with the general partner on certain partnership matters. In the case of certain separately managed accounts advised by us, the investor, rather than us, may control the asset or the investment decisions related thereto or certain investment vehicles or entities that hold or have custody of such assets.
Each investment fund and in the case of our separately managed accounts, the client, engages an investment adviser. Carlyle Investment Management L.L.C. (“CIM”) or one of its subsidiaries or affiliates serves as an investment adviser for most of our carry funds and is registered under the Investment Advisers Act of 1940, as amended (the “Advisers Act”). Carlyle Global Credit Investment Management L.L.C. (“CGCIM”) is an affiliate of CIM and serves as investment adviser for most of our Global Credit carry funds, as well as two of our BDCs and Interval Fund and is registered under the Advisers Act. The business of Carlyle Aviation Partners includes investment funds organized to invest in certain aviation-related securities and physical assets (including aircraft, engines and components), and certain of the advisers and general partners of such funds are currently not registered under the Advisers Act or otherwise operated in reliance on another entity’s registration under the Advisers Act. Our investment advisers are generally entitled to a management fee from each investment fund for which they serve as investment advisers. For a discussion of the management fees to which our investment advisers are entitled across our various types of investment funds, see “—Incentive Arrangements / Fee Structure” below.
Investment funds themselves typically do not register as investment companies under the Investment Company Act of 1940, as amended (the “1940 Act” or the “Investment Company Act”), in reliance on Section 3(c) or Section 7(d) thereof. Section 3(c)(7) of the 1940 Act exempts from the 1940 Act’s registration requirements investment funds whose securities are owned exclusively by persons in the United States who, at the time of acquisition of such securities, are “qualified purchasers” as defined under the 1940 Act and purchase their interests in a private placement. Section 3(c)(1) of the 1940 Act exempts from the 1940 Act’s registration requirements privately placed investment funds whose securities are beneficially owned by not more than 100 persons and purchase their interests in a private placement. In addition, under certain current interpretations of the Securities and Exchange Commission (“SEC”), Section 7(d) of the 1940 Act exempts from registration any non-U.S. investment fund all of whose outstanding securities are beneficially owned either by non-U.S. residents or by U.S. residents that are qualified purchasers and purchase their interests in a private placement. Certain of our investment funds, however, rely on other exemptions from the 1940 Act or register as investment companies under the 1940 Act or elect to be regulated as BDCs under the 1940 Act.
The governing agreements of the vast majority of our investment funds provide that, subject to certain conditions, a majority in interest (based on capital commitments) of third-party investors in those funds have the right to remove the general partner of the fund for cause and/or to accelerate the liquidation date of the investment fund without cause. In addition, the governing agreements of many of our investment funds generally require investors in those funds to affirmatively vote to continue the commitment period in the event that certain “key persons” in our investment funds do not provide the specified time commitment to the fund or our firm ceases to control the general partner (or similar managing entity) or the investment adviser or ceases to hold a specified percentage of the economic interests in the general partner (any such events, a “Key Person Event”).
With limited exceptions, our carry funds, BDCs, Interval Fund, NGP Predecessor Funds, and certain other investment vehicles, are closed-end funds. In a closed-end fund structure, once an investor makes an investment, the investor is generally not able to withdraw or redeem its interest, except in very limited circumstances. Furthermore, the governing agreement of each investment vehicle contains restrictions on an investor’s ability to transfer its interest in the fund. In the open-end funds we advise, investors’ interests are usually locked up for a period of time after which investors may generally redeem their interests on a quarterly basis, to the extent that sufficient cash is available.
With respect to our Global Private Equity and Global Credit carry funds, investors generally agree to fund their commitment over a period of time. For such carry funds, the commitment period generally runs until the earliest of (i) the sixth anniversary of either the effective date (the date we start charging management fees for the fund), or the initial closing date, (ii) the fifth anniversary of the final closing date of the fund; (iii) the date the general partner cancels the investors’ obligation to fund capital contributions due to changes in applicable laws, business conditions or when at least a significant portion (which may range between 75% and 90%) of the capital commitments to the fund have been invested, committed or reserved for investments; (iv) the date a supermajority in interest (based on capital commitments) of investors vote to terminate the commitment period; or (v) the occurrence of a Key Person Event, unless upon any of these events the investors vote to continue the commitment period. Following the termination of the commitment period, an investor generally will be released from any
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further obligation with respect to its undrawn capital commitment except to the extent necessary to pay partnership expenses and management fees, fund outstanding borrowings and guarantees, complete investments with respect to transactions committed to prior to the end of the commitment period and make follow-on investments in existing investments (collectively, the “post-termination obligations”). Generally, an investor’s obligation to fund follow-on investments extends for a period of three years following the end of the commitment period, although certain funds do not have a time limit and there may be limitations on how much the fund is permitted to fund for such follow-on investments. In those funds where such limitations exist, they generally range from 15-20% of the fund’s aggregate capital commitment.
For the latest generation of our closed-end real estate funds, the length of the commitment period varies from fund to fund, typically running for a period of between two and five years from the final closing date, provided that the general partner may unilaterally extend such expiration date for one year and may extend it for another year with the consent of a majority of the limited partners or the investment advisory committee for that fund. Investors in the latest generation of our closed-end real estate funds are also obligated to continue to make capital contributions with respect to follow-on investments and to repay indebtedness for a period of time after the original expiration date of the commitment period, as well as to fund partnership expenses and management fees during the life of the fund.
The term of each of the Global Private Equity and Global Credit carry funds generally will end 10 years from the initial closing date, or in some cases, from the final closing date, but such termination date may be earlier in certain limited circumstances (e.g., six years, in the case of certain Carlyle Aviation Partners funds) or later if extended by the general partner (in many instances with the consent of a majority in interest (based on capital commitments) of the investors or the investment advisory committee) for successive one-year periods, typically up to a maximum of two years. Certain of such investment funds may have a longer initial termination date (such funds, “longer-dated funds”), such as 15 years from the final closing date, or may be open-ended.
With respect to our Global Investment Solutions vehicles and separately managed accounts, the commitment period generally runs for a period of one to five years after the initial closing date of the vehicle. The term of each of the funds generally will end 8 to 12 years from the initial closing date. In some cases, the termination date may be later if extended by the general partner (in many instances with the consent of a majority in interest (based on capital commitments) of the investors or the investment advisory committee) for successive up to three-year periods, or until such time as is reasonably necessary for the general partner to be able to liquidate the fund’s assets.
Incentive Arrangements / Fee Structure
Fund Management Fees. We provide management services to funds in which we hold a general partner interest or with which we have an investment advisory agreement. For closed-end carry funds in the Global Private Equity and Global Credit segments, management fees generally range from 1.0% to 2.0% of commitments during the fund’s commitment period based on limited partners’ capital commitments to the funds. Following the expiration or termination of the commitment period, management fees generally are based on the lower of cost or fair value of invested capital and the rate charged may also be reduced. These terms may vary for separately managed accounts, open-end funds and longer-dated carry funds and other closed end funds. The investment adviser will receive management fees during a specified period of time, which is generally ten years from the initial closing date, or, in some instances, from the final closing date, but such termination date may be earlier in certain limited circumstances or later if extended for successive one-year periods, typically up to a maximum of two years. Depending on the contracted terms of the investment advisory agreement and related agreements, these fees are generally called semi-annually in advance. For certain open-end and longer-dated carry funds, management fees are called quarterly in arrears over the life of the funds.
Within the Global Credit segment, for CLOs and other structured products, management fees generally range from 0.4% to 0.5% based on the total par amount of assets or the aggregate principal amount of the notes in the CLO and are due quarterly. Management fees for the CLOs and other structured products are governed by indentures and collateral management agreements. The investment advisers will receive management fees for the CLOs until redemption of the securities issued by the CLOs, which is generally five to ten years after issuance. Management fees for the BDCs are due quarterly in arrears at annual rates that range from 1.25% of invested capital to 1.5% of gross assets, excluding cash and cash equivalents. Management fees for the Interval Fund are due monthly in arrears at the annual rate of 1.0% of the month-end value of the Interval Fund’s net assets. Carlyle Aviation Partners’ funds have varying management fee arrangements depending on the strategy of the particular fund.
The investment advisers of our Global Investment Solutions private equity vehicles generally receive an annual management fee that ranges from 0.25% to 1.0% of the vehicle’s capital commitments or its committed capital to investments during the commitment fee period of the relevant fund. Following the expiration of the commitment fee period, the management fees generally range from 0.25% to 1.0% on (i) net invested capital; (ii) the lower of cost or net asset value of the capital invested, or (iii) the net asset value for unrealized investments. The management fees we receive from our Global Investment Solutions carry fund vehicles typically are payable quarterly in advance.
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Our equity interest in NGP entitles us to an allocation of income equal to 55% of the management fee-related revenues of the NGP entities that serve as advisors to the NGP Energy Funds.
The general partners or investment advisers to certain of our Global Private Equity and Global Credit carry funds from time to time receive customary transaction fees upon consummation of many of our funds’ acquisition transactions, receive monitoring fees from many of their portfolio companies following acquisition and may from time to time receive other fees in connection with their activities. The ongoing monitoring fees that they receive are generally calculated either as a fixed amount or as a percentage of a specified financial metric of a particular portfolio company. The transaction fees which they receive are generally calculated either as a fixed amount or as a percentage (that generally ranges up to 1%, but may exceed 1% in certain circumstances) of the total enterprise value or capitalization of the investment. The management fees charged to investors in our carry funds are generally reduced by 80% to 100% of such transaction fees, monitoring fees, and certain other fees that are received by the general partners and their affiliates.
In addition, Carlyle Aviation Partners may receive servicing fees in connection with asset-backed financing transactions for certain Carlyle Aviation Partners funds, generally in the range of 2% of rents, incentive fees up to 5% of rents in the aggregate, and 3% of sales proceeds earned from such assets. To the extent the financing instruments are held by the funds, these fees are generally offset against management fees or partnership expenses of the funds.
Performance Allocations. The general partner of each of our carry funds also receives carried interest from the carry funds. Carried interest entitles the general partner to a special residual allocation of profit on third-party capital. In the case of our closed-end carry funds, carried interest is generally calculated on a “realized gain” basis, and each general partner is generally entitled to a carried interest equal to 20% allocation (or approximately 2% to 12.5% in the case of most of our more mature Global Investment Solutions carry funds) of the net realized profit (generally taking into account unrealized losses) generated by third-party capital invested in such fund. Net realized profit or loss is not netted between or among funds. Our senior Carlyle professionals and other personnel who work in these operations also own interests in the general partners of our carry funds and we generally allocate 45% of any carried interest that we earn to these individuals in order to better align their interests with our own and with those of the investors in the funds. A limited portion of the carried interest may be distributed to such individuals in shares of our common stock. Of the carried interest that we retain, we utilize a portion for our new carried interest pool program that commenced in 2019 for certain of our employees who do not receive direct allocations of carried interest to further align their interests with those of our investors. For most carry funds, the carried interest is subject to an annual preferred return of 7% to 9% and return of certain fund costs (generally subject to catch-up provisions as set forth in the fund limited partnership agreement). These terms may vary on longer-dated funds, certain credit funds, and our external co-investment vehicles. If, as a result of diminished performance of investments later in the life of a closed-end fund, the fund does not achieve investment returns that (in most cases) exceed the preferred return threshold or (in almost all cases) the general partner receives in excess of the allocated carried interest, we will be obligated to repay the amount by which the carried interest that was previously distributed to us exceeds amounts to which we are ultimately entitled. This obligation, which is known as a “giveback” obligation, operates with respect to a given carry fund’s own net investment performance only and is typically capped at the after-tax amount of carried interest received by the general partner. Each recipient of carried interest distributions is individually responsible for his or her proportionate share of any “giveback” obligation, and we have historically withheld a portion of the cash from carried interest distributions to individuals as security for potential “giveback” obligations. However, we may guarantee the full amount of such “giveback” obligation in respect of amounts received by Carlyle and certain other amounts. With respect to the portion of any carried interest allocated to the firm, we expect to fund any “giveback” obligation from available cash. Our ability to generate carried interest is an important element of our business and carried interest has historically accounted for a significant portion of our income.
The receipt of carried interest in respect of investments of our carry funds is dictated by the terms of the partnership agreements that govern such funds, which generally allow for carried interest distributions in respect of an investment upon a realization event after satisfaction of obligations relating to the return of capital from all realized investments, any realized losses, allocable fees and expenses and the applicable annual preferred return. Carried interest is ultimately realized and distributed when: (i) an underlying investment is profitably disposed of, (ii) certain costs borne by the investors have been reimbursed, (iii) the investment fund’s cumulative returns are in excess of the preferred return and (iv) we have decided to collect carry rather than return additional capital to investors. Distributions to eligible senior Carlyle professionals in respect of such carried interest are generally made shortly thereafter. Our decision to realize carry considers such factors as the level of embedded valuation gains, the portion of the fund invested, the portion of the fund returned to investors and the length of time the fund has been in carry, as well as other qualitative measures. Our Global Investment Solutions funds are not eligible for carried interest distributions until all capital contributions for investments and expenses and the preferred return hurdle have been returned. Although Carlyle has seldom been obligated to pay a giveback obligation, such obligation, if any, in respect of previously realized carried interest, is generally determined and due upon the winding up or liquidation of a carry fund pursuant to the terms of the fund’s partnership agreement, although in certain cases the giveback is calculated at prior intervals.
With respect to our separately managed accounts, BDCs and the Interval Fund, carried interest is generally referred to as an “Incentive Fee.” Incentive Fees consist of performance-based incentive arrangements pursuant to management contracts
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when the return on assets under management exceeds certain benchmark returns or other performance targets. Incentive Fees are recognized when the performance benchmark has been achieved.
Under our arrangements with the historical owners of Carlyle Aviation Partners, we are entitled to 100% of the management fee-related revenues and advisory fee-related revenues of Carlyle Aviation Partners that serve as advisers or service providers of the Carlyle Aviation Partners funds and portfolios of investments. In addition, we will receive 55% of the carried interest from funds managed or advised by Carlyle Aviation Partners, with the remaining 45% being allocated to the prior owners of Carlyle Aviation Partners and certain employees.
With respect to our arrangements with NGP, we are entitled to an allocation of income equal to 47.5% of the carried interest received by NGP XI and future NGP funds. In addition, we hold an interest in the general partner of the NGP X fund, which entitles us to an allocation of income equal to 40% of the carried interest received by NGP X’s general partner.
Under our arrangements with the historical owners and management team of AlpInvest, we generally do not retain any carried interest in respect of the historical investments and commitments to our fund of funds vehicles that existed as of July 1, 2011 (including any options to increase any such commitments exercised after such date). We are entitled to 15%, or in some cases 40%, of the carried interest in respect of commitments from the historical owners of AlpInvest for the period between 2011 and 2020 and 40% of the carried interest in respect of all other commitments (including all future commitments from third parties).
As noted above, in connection with raising new funds or securing additional investments in existing funds, we negotiate terms for such funds and investments with existing and potential investors. The outcome of such negotiations could result in our agreement to terms that are materially less favorable to us than for prior funds we have advised or funds advised by our competitors. See “Item 1A. Risk Factors — Risks Related to Our Business Operations — Our investors in future funds may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.”
Capital Invested in and Alongside Our Investment Funds
To further align our interests with those of investors in our investment funds, we have invested our own capital and that of our senior Carlyle professionals in and alongside the investment funds we sponsor and advise. Carlyle generally expects to commit to fund approximately 0.75% of the capital commitments to our future Global Private Equity and Global Credit carry funds, although we may elect to invest additional amounts in funds focused on new investment areas. We also intend to make investments in our Global Investment Solutions carry funds, our open-end funds, our BDCs and other 1940 Act regulated vehicles and our CLO vehicles. In addition, certain qualified Carlyle professionals and other qualified individuals (including certain individuals who may not be employees of the firm but who have pre-existing business relationships with Carlyle or industry expertise in the sector in which a particular investment fund may be investing) are permitted, subject to certain restrictions, to invest alongside the investment funds we sponsor and advise. Fees assessed or profit allocations on such investments by such persons may be eliminated or substantially reduced.
Minimum general partner capital commitments to our investment funds are determined separately with respect to each investment fund. We may, from time to time, exercise our right to purchase additional interests in our investment funds that become available in the ordinary course of their operations. See Part II. Item 7. “Management’s Discussion and Analysis of Financial Condition and Results of Operations— Liquidity and Capital Resources” for more information regarding our minimum general partner capital commitments to our funds. Our general partner capital commitments are funded with cash and not with carried interest or through a management fee waiver program.
Employees
We believe that one of the strengths and principal reasons for our success is the quality and dedication of our people. As of December 31, 2021, we employed nearly 1,850 individuals, including 690 investment professionals, located in 26 offices across five continents.
One Carlyle Culture
Our employees around the globe are united by our One Carlyle culture, which is driven by our mission to invest wisely and create value while delivering on our strategic plan to grow, build and perform. We seek to achieve our mission and deliver on our strategic plan by creating a culture where employees (1) strive to excel, (2) deliver for the firm, (3) challenge the status quo and (4) leverage diverse perspectives. We encourage our employees to leave their comfort zone and seek out a leading edge while working with passion, creativity and a relentless determination to deliver for our stakeholders. We seek to foster lateral working relationships across and beyond Carlyle while working as one team to drive long-term value creation. We strive to lead by example in driving and embracing change. We foster diverse perspectives by encouraging our employees to engage with others with candor and diversity of thought, promoting a team conscience that is inclusive and empowering.
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Diversity, Equity and Inclusion
We are committed to growing and cultivating an environment that fosters diversity, equity and inclusion (“DEI”) and values the diverse perspectives, backgrounds, experiences and geographies of our employees and other stakeholders. We seek to promote greater diversity among our employees, enhance knowledge and understanding of key DEI issues, reward progress on our DEI goals and foster an environment where our employees and stakeholders feel included and valued for their diverse experiences and perspectives. Carlyle is a founding signatory to the Institutional Limited Partners Association’s Diversity in Action initiative, and has joined the Milken Institute as a strategic partner and first underwriter for the DEI in Asset Management Program, which was created to improve recruitment, retention and advancement for women and persons who are Black, Indigenous and People of Color within the asset management industry. Carlyle has also received a perfect score for five consecutive years on the Human Rights Campaign Corporate Equality Index, which recognizes corporate efforts to support LGBTQ+ employees. Carlyle is also a member of The 30% Coalition, which works to achieve diversity in senior leadership and the corporate boardroom.
A focus on DEI efforts is embedded into the highest levels of our firm, including our Board of Directors, and is guided by our Diversity, Equity and Inclusion Council, comprised of members of our executive team, as well as key senior leaders across the globe. We strive to create a workplace culture that enhances our ability to recruit, develop and retain talent from a broad set of backgrounds and experiences, and to this end, we asked all of our employees to set a personal DEI objective during 2021. Inclusive leadership is one of our core leadership competencies, and the DEI Council is involved in reviewing the promotion process for our senior personnel. All of our employees who were nominated for promotion to a Managing Director or Partner role during 2021 were evaluated on their inclusive leadership and management skills. To continue to enhance inclusive decision-making, during 2021 we continued the “Better Decisions” initiative that launched in 2019, which provides education, practical tools and guidance to build awareness of unconscious bias and to mitigate its negative effects. Over 80% of our employees have participated in in-person or virtual sessions of this program. In addition to these initiatives, we encourage our employees to engage with and support one another through our global Employee Resource Groups, which include DiverseAbility, LGBTQ+, Multicultural, Veterans, Women, Working Parents and NextGen groups, that were formed to cultivate and retain a diverse, equitable and inclusive workforce.
During 2021, we invested in enhancing DEI through our inaugural DEI Incentive Awards program, pursuant to which we granted approximately $2 million in awards to 54 employees from around the globe who made an impact on DEI at Carlyle by developing our people, attracting and recruiting talent, building an inclusive culture and furthering board diversity at our portfolio companies. Award recipients were nominated by their peers, reviewed by group heads and confirmed by the DEI Council.
Employee Engagement
We continuously evaluate, modify, and enhance our internal processes and technologies to increase employee engagement, productivity and efficiency. During 2020, we introduced a robust feedback training and communication campaign to deliver real-time feedback, as well as more frequent formal performance conversations and launched a new, more streamlined performance management system, which we continued into 2021. In order to measure employee engagement, we conduct an annual engagement survey as well as other pulse surveys throughout the year. We renewed our focus on the satisfaction and wellness of our employees over the past year, and we will continue to use annual and pulse surveys to evaluate our performance and guide our decision-making. For investment professionals in particular, we have also developed a post-deal feedback system, through which investment professionals provide both positive and constructive feedback to team members in order to enhance the performance of our investment teams on future transactions.
We are also continuing to expand our employee training programs, including those focused on enhancing management and leadership capability at all levels of the firm. These programs include the Future Leaders Academy for new Managing Directors, the Career Strategies Initiative for Vice President and Principal-level underrepresented professionals, the Better Leaders Program for Vice Presidents and Associate Directors and the Better Managers Program for Senior Associates, Associate Vice Presidents, Managers and Associates. We also continue to support a global mentoring program in which 390 of our employees participated as mentors or mentees in 2021.
Compensation and Benefits
We believe that equitable compensation and incentive programs are critical to hiring and retaining highly qualified people. We seek to provide a pay and benefits package that is competitive within the local marketplace for our industry to reward and retain our employees and attract and retain new talent. Compensation comprises a base salary for salaried employees and compensation per hour for hourly employees in connection with satisfying the daily expectations of their roles. Our annual discretionary performance-based cash bonus program is a significant component of our compensation program and rewards employees based on firm, segment, investment fund, department and individual performance to directly align our employees with our financial performance and strategic goals. To further align the interests of our employees with our
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shareholders and to cultivate a strong sense of ownership and commitment to our firm, certain employees also are eligible to receive awards of restricted stock units or participate in our other long-term incentive programs.
The success of our business is fundamentally connected to the well-being of our people. We are committed to their health, safety and wellness and seek to provide benefits that are locally relevant for our global employees. For example, our U.S. benefits programs include health and welfare benefits (including healthcare, dental benefits and vision benefits, among others), retirement offerings (including employer matching contributions, subject to eligibility requirements), an Employee Assistance Program, family and caregiver-oriented benefits and commuting benefits, among other benefits. We also have various time-off policies for eligible employees for sick leave, vacation leave, personal days, paid holidays and paid parental leave. We also seek to provide strong benefits programs globally in line with local market practices.
In line with our guiding principle that building better businesses means investing responsibly and engaging in the communities where we work and invest, we encourage our employees to get involved where they live, work and invest through our volunteer and wealth sharing programs. In 2021, more than 180 Carlyle employees gave over 300 philanthropic gifts, which we matched. These gifts supported over 100 nonprofit organizations globally. Carlyle employees also put their time and expertise to work through volunteer activities across our offices.
Employee Wellness
We believe that a key component to investing in our employees is investing in their wellness, particularly in the environment of the COVID-19 pandemic. We focus on five pillars of wellbeing for our employees: physical, environmental, emotional, social and financial. During September 2021, we hosted our inaugural “Wellbeing Month,” where we dedicated a week to each of the wellbeing pillars. Activities during our Wellbeing Month included seminars with external wellness providers and interactive physical activities. Beginning in September 2021, we also provided our eligible employees with an annual $750 well-being stipend to use for personal wellness needs. In light of the challenges of the COVID-19 pandemic, we established a firmwide week-long holiday during August 2021 to provide a coordinated break for our employees.
COVID-19
Throughout the COVID-19 pandemic we have remained engaged with our employees and have adapted to changing circumstances without disruption to our business while remaining committed to the health and safety of our employees. While many of our employees worked remotely during 2020 following the emergence of the COVID-19 pandemic, during the latter part of 2021 we implemented a hybrid return-to-office approach to reintegrate our employees, including new employees who joined Carlyle during the COVID-19 pandemic. Employees generally work in the office three days per week, depending on business needs, and work remotely for the balance of the week. We have implemented protective health and safety measures, including COVID-19 testing for our employees, in-office social distancing (subject to local restrictions) and contact-tracing. Our approach to the COVID-19 pandemic and having our employees return to our offices continues to evolve based on new variants and local restrictions, but we plan to continue our hybrid return-to-office approach into 2022. Our technology infrastructure has facilitated our ability to shift between a fully remote environment and a fully in-office environment, and for hybrid approaches in between, and our employees and leaders have demonstrated their ability to quickly and seamlessly adapt without disruption to our business.
Environmental, Social and Governance and Impact
We are committed to the principle that building a better business means investing responsibly and engaging in the communities where we work and invest. As a responsible global organization dedicated to serving all of its stakeholders, Carlyle has made it a priority to invest in a framework and the necessary resources for understanding, monitoring and managing environmental, social and governance (“ESG”) risks and opportunities across our portfolio. ESG provides an additional lens to help us assess and mitigate risks, and identify and capitalize on opportunities. To implement these principles into our investment process, in 2008, we developed a set of Guidelines for Responsible Investment that consider the environmental, social and governance implications of certain investments we make. In December 2020, we expanded upon these guidelines through the publication of our more comprehensive Environmental, Social and Governance Policy, which outlines our approach to ESG integration, and our resourcing, scope and investment application.
We continuously have sought to strengthen our governance, resourcing, reporting and transparency on material ESG matters. In 2010, we became one of the first major private equity firms to publish an ESG report and in 2019, Carlyle hired its Global Head of Impact. In 2020, we further tightened our policies and practices around evaluating new investments for ESG implications, establishing a senior ESG review committee to evaluate more complex ESG issues, in order to help guide our investment analysis. In 2020, we published our inaugural Task Force on Climate-related Financial Disclosures (TCFD) Report, underscoring our evolving approach to climate change and also published our first corporate ESG disclosures, utilizing Global Reporting Initiative (GRI) Standards, which provide an internationally recognized framework to communicate material ESG matters to our stakeholders.
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Our Board of Directors oversees our approach to ESG and impact given the critical importance with which we view ESG principles. The Board receives regular updates on our ESG and impact strategy and investment implications, and receives information on thematic topics, such as our approach to climate risk and opportunity and DEI. Our Global Head of Impact is directly responsible for developing and implementing our impact strategy, which includes our approach to climate change.
With respect to our investments, we track certain ESG key performance indicators (KPIs) that we consider relevant across diverse geographies and assets for our corporate private equity and natural resources investments, including climate-related questions. For some of our largest strategies, we also work with portfolio companies on collecting more tailored, material ESG KPIs and climate-related data such as carbon footprints. Additionally, for investments made by our Renewable and Sustainable Energy team, we perform a qualitative and quantitative analysis of the potential climate impact as part of our due diligence process. This approach is designed to help refine our investment decisions and better understand the environmental implications of these investments.
Carlyle has an internal dedicated ESG and Impact team with a breadth of experience to help identify critical material ESG matters in our investment processes, as well as a network of outside experts to enable our investment teams to go deeper on the most material factors and potential ESG growth opportunities for a given investment over our hold periods. Our ESG and Impact professionals are a part of our Global Investment Resources team. This team includes a Chief Performance Officer, Chief Digital Officer, Chief Information Officer, Chief Procurement Officer, and Head of Government Affairs, as well as dedicated professionals working on healthcare and benefits, and real estate and energy usage, amongst other ESG areas of focus. ESG considerations play an increasing role in our investment processes and the operations of our portfolio companies. We believe our commitment to sustainability influences strategy, brings new ideas for operational efficiency and helps unlock value. Pursuing tailored ESG strategies that focus on material issues for individual businesses is one way Carlyle is driving impact at our portfolio companies.
We work to continually improve environmental stewardship within our firm and across our portfolio companies, particularly in the areas of climate change, ESG data, energy and materials use. In April 2021, our Sustainability Workshop welcomed more than 60 guests from over 30 portfolio companies and included sessions on developing resilient climate strategies and leading practices for energy management. We have also initiated numerous other portfolio-level initiatives, including decarbonization pathway development and in October 2021, we launched our Energy + Carbon Playbook for portfolio companies, which provides a step-by-step guide to profitably decarbonize. We have achieved carbon neutrality across our 26 global offices and the activities of our nearly 1,850 employees, after we became the first major private equity firm to make a carbon neutrality commitment in 2017. Our new office location in New York City at OneVanderbilt received the highest LEED and wellness certifications.
We are a member of Businesses for Social Responsibility (BSR), an industry group working to advance sustainability practices in the business sector as well as a member of the Sustainability Accounting Standards Board (SASB) Alliance, the Renewable Energy Buyers Association (REBA), and the Green Chemistry and Commerce Council (GC3).
Additionally, we are a member of the British Private Equity and Venture Capital Association and seek to ensure that our U.K.-based portfolio companies are compliant with the Private Equity Reporting Group Guidelines for Disclosure and Transparency when such companies become subject to these guidelines on a voluntary basis. Carlyle is a member of Invest Europe and an active participant in its work on ESG-related industry issues. Further, we are also a member of the Bundesverband Deutscher Kapitalbeteiligungsgesellschaften (BVK), the German private equity and venture capital trade association. We believe that we are compliant with the BVK Guidelines for Disclosure and Transparency and seek to ensure that our German portfolio companies comply with these guidelines when they are required to do so. We serve on the Alternative Investment Management Association (AIMA) Global Responsible Investment Steering Committee.
In November 2020, Carlyle became a founding member of the One Planet Private Equity Funds Initiative. One Planet’s objective is to accelerate the integration of climate change analysis into the management of large, long-term asset pools. We are supporters of the Taskforce on Climate-Related Financial Disclosures (TCFD), and have published a firmwide TCFD report for the past two years. Our CEO, Kewsong Lee, signed the Business Roundtable’s Statement on the Purpose of a Corporation in 2019, reaffirming our commitment to all of our stakeholders, and is a board member of FCLT Global (Focusing Capital on the Long-Term), a non-profit organization that develops research and tools that encourage long-term investing and business decision-making. Our AlpInvest business has fully integrated ESG into its investment process and actively engages with fund managers and other stakeholders in the private equity markets to promote sustainability and improved corporate governance as an investment consideration. AlpInvest is a signatory of the Principles for Responsible Investment and has adopted the UN Global Compact as a corporate social responsibility framework to evaluation fund managers and portfolio companies.
In 2021, we led the creation of the ESG Data Convergence Project, forming the first-ever GP-LP collaboration to generate a critical mass of material, performance-based, comparable ESG data. The group is working to streamline the industry’s historically fragmented approach to collecting and reporting ESG data, enabling greater transparency and more
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comparable portfolio information for LPs. Recently, we also announced certain goals related to reducing greenhouse gas emissions.
Since Carlyle was established, we have recognized the value and benefits of maintaining a business model grounded in investment fundamentals, strong governance and transparency. We are committed to maintaining strong internal corporate governance processes and fiduciary functions and are subject to regulatory supervision. Carlyle professionals receive regular and targeted training on many issues related to corporate governance and compliance, such as anti-corruption, conflicts of interest, economic sanctions and anti-money laundering. All employees are required to annually certify to their understanding of and compliance with key global Carlyle policies and procedures.
Global Information Technology and Solutions
Global Information Technology and Solutions, which we refer to as GTS, is essential for Carlyle to conduct investment activities, manage internal administration activities and connect our global enterprise. As part of our GTS strategy and governance processes, we develop and routinely refine our technology architecture to leverage solutions that will best serve the needs of our investors. Our systems, data, network and infrastructure are continuously monitored and administered by formal controls and risk management processes that also help protect the data and privacy of our employees and investors. Our business continuity plans are designed to allow all critical business functions to continue in an orderly manner in the event of an emergency. Our GTS team works closely with our business segment teams to maintain operational resilience through business continuity planning and annual IT disaster recovery testing, which collectively support the goal of mitigating risk were an emergency to occur.
Our Information Security Steering Committee, chaired by our Chief Information Security Officer, monitors threats and prioritizes the initiatives of our information security programs. We also seek to educate our employees on how to safeguard Carlyle’s information assets through quarterly security awareness training focused on cyber risks and simulated phishing exercises that provide insight into the effectiveness of our security training.
Competition
As a global investment firm, we compete with a broad array of regional and global investment firms, as well as global banking institutions and other types of financial institutions and markets, for employees, investors and investment opportunities. Generally, our competition varies across business lines, geographies, distribution channels and financial markets. We believe that our competition for investors is based primarily on investment performance, business relationships, the quality of services provided to investors, reputation and brand recognition, pricing, market sentiment and the relative attractiveness of the particular opportunity in which a particular fund intends to invest. To stay competitive, we believe it is also important to be able to offer fund investors a customized suite of investment products that enable them to tailor their investments across alternatives in private equity, real estate, natural resources, infrastructure and credit. We believe that competition for investment opportunities varies across business lines, but is generally based on industry expertise and potential for value-add, pricing, terms and the structure of a proposed investment and certainty of execution.
We generally compete with sponsors of public and private investment funds across all of our segments. In addition to these traditional competitors we increasingly have faced competition from local and regional firms, insurance and reinsurance companies, sovereign wealth funds, family offices and agencies and instrumentalities of governments in the various countries in which we invest. This trend has been especially apparent in emerging markets, where local firms tend to have more established relationships with the companies in which we are attempting to invest. Large institutional investors and sovereign wealth funds increasingly have begun to develop their own in-house investment capabilities and may compete against us for investment opportunities and greater reliance on advisory firms or in-house investment management may reduce fund of funds’ appeal to large institutional investors. As we continue to target high net worth investors, we also face competition from mutual funds and investment firms that have competing products.
Within our GPE segment, our main competitors generally are other private equity sponsors, sovereign wealth funds and operating companies acting as strategic acquirers, as well as real estate development companies and other infrastructure investment business. In our Global Credit segment, our main competitors are private credit strategies, business development companies, distressed debt funds, mezzanine funds, lessors of commercial aircraft, infrastructure lenders and other CLO issuers. In our Global Investment Solutions segment, our main competitors are other fund of funds managers and/or with advisers that are turning their business models towards discretionary investment advisory services. As larger sovereign wealth funds and pension funds pursue direct commitments and secondary transactions, our Global Investment Solutions funds may face increased competition for investments and coinvestment opportunities.
In recent years, we had seen a marked increase in the use of special purpose acquisition companies (SPACs) by our peers and competitors and market volatility and the willingness of seasoned sponsors and management teams to use these vehicles had caused increased competition for acquisition targets, which significantly decreased during 2021.
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Some of the entities that we compete with are substantially larger and have greater financial, technical, marketing and other resources and more personnel than we do. Many of our competitors also have recently raised or are expected to raise, significant amounts of capital and many of them have investment objectives similar to ours, which may create additional competition for investment opportunities and investor capital. Some of these competitors may also have a lower cost of capital and access to funding sources that are not available to us, which may create competitive disadvantages for us when sourcing investment opportunities. Some of our competitors may have higher risk tolerances, different risk assessments or lower return thresholds, which could allow them to consider a wider range of investments and to bid more aggressively than us for investments. Strategic buyers may also be able to achieve synergistic cost savings or revenue enhancements with respect to a targeted portfolio company, which we may not be able to achieve through our own portfolio, and this may provide them with a competitive advantage in bidding for such investments.
Regulatory and Compliance Matters
United States
Our businesses, as well as the financial services industry generally, are subject to extensive regulation in the United States and elsewhere. In general, the SEC, Commodity Futures Trading Commission (the “CFTC”) and other regulators around the globe have in recent years significantly increased their regulatory activities with respect to global investment firms.
Certain of our subsidiaries are registered as investment advisers with the SEC. Registered investment advisers are subject to the requirements and regulations of the Advisers Act. Such requirements relate to, among other things, fiduciary duties to advisory clients, maintaining an effective compliance program, solicitation agreements, conflicts of interest, recordkeeping and reporting requirements, disclosure requirements, limitations on agency cross and principal transactions between an adviser and advisory clients and general anti-fraud prohibitions. In addition, our registered investment advisers are subject to routine periodic and other examinations by the staff of the SEC. In accordance with our efforts to enhance our compliance program and in response to recommendations received from the SEC in the course of routine examinations, certain additional policies and procedures have been put into place, but no material changes to our registered investment advisers’ operations have been made as a result of such examinations. Our registered investment advisers also have not been subject to any regulatory or disciplinary actions by the SEC. Finally, certain of our investment advisers are subject to limited SEC disclosure requirements as “exempt reporting advisers.”
Effective January 3, 2022, Carlyle’s two affiliated broker-dealer entities, TCG Securities, L.L.C. (“TCG Securities”) and TCG Capital Markets L.L.C. (“TCG Capital Markets”), restructured and now operate as TCG Capital Markets. TCG Capital Markets is registered as a broker-dealer with the SEC and in 49 states, the District of Columbia, the Commonwealth of Puerto Rico and the Virgin Islands, and is a member of the Financial Industry Regulatory Authority (“FINRA”). Additionally, TCG Capital Markets operates under an international dealer exemption in the Canadian provinces of Alberta, British Columbia, Manitoba, New Brunswick, Newfoundland and Labrador, Nova Scotia, Ontario, Quebec and Saskatchewan. TCG Capital Markets may act as an underwriter, syndicator or placement agent in securities offerings and TCG Senior Funding L.L.C. may act as an underwriter, originator, syndicator or placement agent for loan originations. TCG Capital Markets also conducts U.S.-based marketing and fundraising activities for our Global Private Equity, Global Credit, and Global Investment Solutions business lines, and houses our anti-money laundering compliance function. TCG Capital Markets acts as a placement agent, on a best efforts basis, for interests in private funds and other investment vehicles for such business lines.
Additionally, registered broker-dealers are subject to routine periodic and other examinations by the staff of FINRA. No material changes to our broker-dealer operations have been made as a result of such examinations.
Broker-dealers are subject to rules relating to transactions on a particular exchange and/or market, and rules relating to the internal operations of the firms and their dealings with customers including, but not limited to the form or organization of the firm, qualifications of associated persons, officers and directors, net capital and customer protection rules, books and records and financial statements and reporting. In particular, as a result of its registered status, TCG Capital Markets is subject to the SEC’s uniform net capital rule, Rule 15c3-1 under the Securities Exchange Act of 1934, as amended (the “Exchange Act”), which specifies both the minimum level of net capital a broker-dealer must maintain relative to the scope of its business activities and net capital liquidity parameters. The SEC and FINRA require compliance with key financial responsibility rules, including maintenance of adequate funds to meet expenses and contractual obligations, as well as early warning rules that compel notice to the regulators via accelerated financial reporting anytime a firm’s capital falls below the minimum required level. The uniform net capital rule limits the amount of qualifying subordinated debt that is treated as equity to a specific percentage under the debt-to-equity ratio test, and further limits the withdrawal of equity capital, which is subject to specific notice provisions. Finally, compliance with net capital rules may also limit a firm’s ability to expand its operations, particularly to those activities that require the use of capital. Violation of the net capital rule may result in censures, fines, the issuance of cease-and-desist orders, revocation of licenses or registrations, the suspension or expulsion from the securities industry of the broker-dealer or its officers or employees or other similar consequences by regulatory bodies. To date, neither TCG Securities nor TCG Capital Markets has had any capital adequacy issues and TCG Capital Markets, Carlyle’s current affiliated broker-dealer, is currently capitalized in excess of the minimum maintenance amount required by regulators.
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Carlyle Global Credit Investment Management L.L.C. (“CGCIM”) and CSL III Advisor, LLC, subsidiaries of Carlyle, serve as investment advisers to certain closed-end investment companies that have elected, or intend to elect, to be regulated as BDCs under the Investment Company Act (as well as to certain private funds and other clients). Accordingly, these BDCs are, or are expected to be, subject to all relevant provisions under the Investment Company Act as registered investment companies. In addition, CGCIM serves as the investment adviser to the Interval Fund, which is regulated as a registered investment company under the Investment Company Act.
United Kingdom and the European Union
Similar to the United States, jurisdictions outside the United States in which we operate, in particular Europe, have become subject to an expanding body of regulation, some of which is complex and prescriptive. Governmental regulators and other authorities in Europe have proposed or implemented a number of initiatives and additional rules and regulations that could adversely affect our business. These include rules and regulations in the United Kingdom (“UK”) that are applicable to our subsidiaries established in the UK, as well as, or in addition to, rules and regulations implemented under European Union (“EU”) directives or regulations, which generally have application throughout the European Economic Area (“EEA”) but may also have substantive differences among EU countries as they are implemented pursuant to each member state’s legislative process.
In the UK, the principal legislation regulating financial services is the Financial Services and Markets Act 2000 (the “FSMA”) and the principal European legislation affecting the conduct of our business in the EU is implemented under the Markets in Financial Instruments Directive (“MiFID”) and the Alternative Investment Fund Managers Directive (“AIFMD”) – although there are a number of other pieces of legislation both in the UK and the EU that affect our business, such as the General Data Protection Regulation (and its UK equivalent). The FSMA rules and EU laws which have either been adopted into UK law in connection with the UK’s withdrawal from the EU (e.g. the Markets in Financial Instruments Regulation) or already implemented in the UK through domestic legislation or regulatory rules prior to such withdrawal (e.g., MiFID and AIFMD), comprehensively regulate the provision of most aspects of our asset management and advisory business in the UK, including sales, research and trading practices, provision of investment advice, corporate finance, dealing, use and safekeeping of client funds and securities, record keeping, margin practices and procedures, approval standards for individuals, anti-money laundering, periodic reporting, settlement procedures, securitization, derivative trading, prudential capital requirements, data protection, sustainable finance, and interest rate benchmarks. Legislation not yet in effect and future legislative initiatives will impact our business. See Item 1A. “Risk Factors—Risks Related to Our Company—Regulatory initiatives in jurisdictions outside the United States could adversely affect our business.”
CECP Advisors LLP (“CECP”), one of our subsidiaries in the UK, is authorized under the FSMA and regulated by the Financial Conduct Authority (the “FCA”). CECP has permission to undertake certain corporate finance activities in the UK – broadly these are advising on, and arranging deals in relation to certain types of, investments. CECP is only permitted to carry out these activities in relation to eligible counterparties and professional clients.
CELF Advisors LLP (“CELF”), another one of our subsidiaries in the UK, is also authorized and regulated by the FCA, but has permission to undertake a broader range of regulated activities than CECP, namely, arranging deals in investments, advising on investments, managing investments, dealing in investments as agent, and arranging for the safeguarding and administration of assets. CELF is only permitted to carry out these activities in relation to eligible counterparties and professional clients.
Following the UK’s exit from the EU on January 31, 2020, and the end of the Brexit transition period on December 31, 2020, EEA passporting rights (which previously entitled CECP and CELF to provide certain investment services in or into the EEA on a cross-border basis) are no longer available to CECP and CELF. Certain EEA investor-facing activities previously carried on by those firms have been reorganized so that they are performed now by different, EEA-established, affiliates under alternative licensing arrangements. These arrangements may subject us to additional regulatory obligations and may impede our ability to raise capital from EEA investors. The UK and the EU announced, on December 24, 2020, that they have reached agreement on a new Trade and Cooperation Agreement (the “TCA”), which addresses the future relationship between the parties. The TCA was approved by the UK Parliament on December 30, 2020. Due to the TCA only being agreed shortly before the end of the transition period, it applied on a provisional basis in the EU until it was formally ratified by the European Parliament and has applied permanently from May 1, 2021. However, the TCA does not substantively address future cooperation in the financial services sector or reciprocal market access into the EU by UK-based firms under equivalence arrangements or otherwise. Nevertheless, as a new agreement, the implications and operations of the TCA may be subject to change and/or develop at short notice.
Certain of our European subsidiaries are subject to compliance requirements in connection with AIFMD, which regulates alternative investment fund managers (“AIFMs”) established in the EEA that manage alternative investment funds (“AIFs”). The AIFMD also regulates and imposes regulatory obligations in respect of the marketing in the EEA by AIFMs (whether established in the EEA or elsewhere) of AIFs (whether established in the EEA or elsewhere). The AIFMD generally
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became effective in countries across the EEA in 2014. Currently, Carlyle has three authorized AIFMs in the EEA: AlpInvest, CIM Europe S.a.r.l. (“CIM Europe”) and Carlyle Real Estate SGR S.p.A.
The AIFMD imposes significant regulatory requirements on AIFMs. The AIFMD regulates fund managers by, amongst other things, prescribing authorization conditions for an AIFM, restricting the activities that can be undertaken by an AIFM, prescribing the organizational requirements, operating conditions, and regulatory standards relating to such things as initial capital, remuneration, conflicts, risk management, leverage, liquidity management, delegation of duties, transparency and reporting requirement, etc. The AIFMD has the potential to restrict Carlyle’s fund marketing strategy and places additional compliance obligations on its authorized AIFMs in the form of, among other things, remuneration policies, capital requirements, reporting requirements, leverage oversight and liquidity management.
Authorized AIFMs are entitled to market their AIFs throughout the EEA under a marketing passport. Under the AIFMD, an AIFM may, in addition to its fund management activity, also be authorized to provide certain investment services that would otherwise require authorization under MiFID. Authorization under the AIFMD is currently available only to EEA fund managers. AlpInvest obtained authorization as an AIFM from the Authority for Financial Markets in the Netherlands (the “AFM”) in 2015. AlpInvest is also licensed by the AFM to provide some of the additional investment services that are otherwise generally reserved to MiFID firms. CIM Europe obtained authorization as an AIFM in Luxembourg in early 2018. Carlyle Real Estate SGR S.p.A. registered at the Bank of Italy’s AIFM register under no.127 in 2017.
The AIFMD allows member states to permit marketing within their member state by non-EEA fund managers (under what are known as national private placement regimes), provided the local law imposes certain minimum requirements. Member states may impose more stringent requirements. At present, some EEA states have chosen not to operate a national private placement regime at all; some EEA states apply the minimum requirements; others require the minimum plus a few additional requirements (e.g., the appointment of a depository); and some require compliance with substantially all of the AIFMD. Certain of Carlyle’s funds are currently offered in selected member states of the EEA in accordance with the national private placement regimes of the relevant EEA jurisdiction.
In 2017, the European Commission started a review of AIFMD. The European Commission published a report on the operation of AIFMD in January 2019, which identified certain areas requiring further analysis. A subsequent report on the application and scope of AIFMD was published in June 2020. Following these reports, the European Commission launched a public consultation relating to its review of the AIFMD in October 2020, which closed on January 29, 2021. In November 2021, the European Commission published draft legislation, commonly referred to as “AIFMD II.” Subject to the EU ordinary legislative process involving the European Parliament and European Council, this is expected to result in amendments to AIFMD, which will affect firms two years after the legislation comes into force, possibly in 2024. It is unclear at this stage how AIFMD II will affect us or our subsidiaries. The current draft proposes a number of amendments to AIFMD, including more onerous delegation requirements, enhanced substance requirements, additional liquidity management provisions for AIFMs to the extent that they manage open-ended AIFs, and revised regulatory reporting and investor disclosures requirements. The draft proposes significant new requirements relating to the activities of funds which originate loans including new restrictions on the structure which such funds may take. It also proposes to introduce new conditions for non-EEA AIFMs, such as certain of our U.S. advisory affiliates, to be able to make use of the national private placement regimes of EEA states, including a condition that the jurisdiction of neither the AIFM and the AIF have been identified as non-cooperative third countries for tax purposes nor deemed by the EU not to comply fully with the standards laid down in Article 26 of the OECD Model Tax Convention on Income and on Capital and thereby to ensure an effective exchange of information in tax matters. This gives rise to a risk that certain of our AIFs may not be able to take advantage of such regimes to raise capital from EEA investors, potentially with little notice.
In August 2021, Directive (EU) 2019/1160 and Regulation (EU) 2019/1156 (the “Cross-Border Marketing Rules”) came into force in the EU. The Cross-Border Marketing Rules were introduced to streamline certain aspects of marketing investment funds by harmonizing the ability for EU AIFMs to distribute AIFs across the EU, including by introducing a new regime for “pre-marketing.” However, these regulations also impose new restrictions and new obligations on fund managers that are pre-marketing their funds in the EU. Further, some EU member states (but not all) also apply, or intend to apply, certain of the Cross-Border Marketing Rules to non-EU fund managers (including UK and U.S. fund managers) in relation to the process of marketing of their funds. Accordingly, our ability to market our funds in EU will vary from country to country notwithstanding this pan-EU regulation.
As outlined above, certain of our European subsidiaries, notably CECP and CELF in the UK, must comply with the regulatory framework established by MiFID (including as retained in the UK), which regulates the provision and conduct of investment services and activities throughout the EEA. Certain aspects of MiFID also apply to AlpInvest by virtue of its MiFID “top up” permission as part of its AIFMD authorization. MiFID prescribes detailed requirements governing the organization and business conduct of investment firms, regulated markets and certain other entities such as credit institutions to the extent they perform investment services or activities.
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The latest iteration of MiFID, Directive 2014/ 65/EU (“MiFID II”) together with the accompanying Regulation (EU) No 600/2014 (the “Markets in Financial Instruments Regulation” or “MiFIR”), extended the MiFID requirements in a number of areas and require investment firms to comply with more prescriptive and onerous obligations in relation to such things as: costs and charges disclosure, product design and governance, the receipt and payment of inducements, the receipt of and payment for investment research, suitability and appropriateness assessments, conflicts of interest, record-keeping, best execution, transaction and trade reporting, remuneration, training and competence and corporate governance. Although the UK has now withdrawn from the EU, its rules implementing MiFID continue to have effect and MiFIR has been adopted into UK law (subject to certain amendments to ensure it operates properly in a UK-specific context) in connection with this withdrawal.
The UK has introduced a new prudential regulatory framework for UK investment firms (the “Investment Firm Prudential Regime” or the “IFPR”), which is closely based on an equivalent regulatory framework introduced at the EU-level through the EU Investment Firm Regulation and Investment Firm Directive (together “IFR/IFD”). The IFPR took effect from January 1, 2022 and applies to our subsidiaries that are UK investment firms under MiFID II, namely CECP and CELF. Under the IFPR, among other requirements, both CECP and CELF are required to maintain a more onerous policy on remuneration, set an appropriate ratio between the variable and fixed components of total remuneration and meet requirements on the structure of variable remuneration. These requirements may make it more difficult for us to attract and retain staff. IFPR will also result in increased regulatory capital and liquidity adequacy requirements for CECP, in particular, which will increase the costs of doing business and may impede intra-group capital and cash flows. In the EU, IFR/IFD took effect from June 26, 2021 and represents a complete overhaul of “prudential” regulation in the EU and substantially increases regulatory capital requirements for certain investment firms and imposes more onerous remuneration rules, and revised and extended internal governance, disclosure, reporting, liquidity, and group “prudential” consolidation requirements (among other things). IFR/IFD affects AlpInvest, one of our subsidiaries, since it is an AIFM in the Netherlands with top-up permissions to provide investment services. In particular, as AlpInvest’s assets under management attributable to separate accounts regulated by MiFID II (as defined below) increases so will AlpInvest’s regulatory capital and liquidity adequacy requirements, which may increase the costs of doing business and may impede intra-group capital and cash flows.
Other Jurisdictions
Certain of our subsidiaries are subject to registration and compliance with laws and regulations of non-U.S. governments, their respective agencies and/or various self-regulatory organizations or exchanges relating to, among other things, investment advisory services and the marketing of investment products, and any failure to comply with these regulations could expose us to liability and/or damage our reputation. Certain of our private funds are also required to comply with the trading and disclosure rules and regulations of non-U.S. securities regulators.
The Organization for Economic Cooperation and Development (the “OECD”) has developed Common Reporting Standard (“CRS”) rules for the automatic exchange of FATCA-like financial account information amongst OECD member states. Like FATCA, CRS imposes certain due diligence, documentation and reporting requirements on various Carlyle entities. While CRS does not contain a potential withholding requirement, non-compliance could subject Carlyle to certain reputational harm and potential financial penalties.
Carlyle Hong Kong Equity Management Limited is licensed by the Hong Kong Securities and Futures Commission to carry on Type 1 (dealing in securities) regulated activity in respect of professional investors.
Carlyle Asia Limited is licensed by the Hong Kong Securities and Futures Commission to carry on Type 1 (dealing in securities) and Type 4 (advising on securities) regulated activities in respect of professional investors.
Carlyle Mauritius Investment Advisor Limited and Carlyle Mauritius CIS Investment Management Limited are licensed providers of investment management services in the Republic of Mauritius and are subject to applicable Mauritian securities laws and the oversight of the Financial Services Commission. Carlyle Mauritius Investment Advisor Limited holds a “Foreign Institutional Investor” license from the Securities and Exchange Board of India, which entitles this entity to engage in limited activities in India. Carlyle Mauritius CIS Investment Management Limited holds a “Qualified Foreign Institutional Investor” license from the China Securities Regulatory Commission, which entitles this entity to invest in certain permitted financial instruments (including equity) and derivatives traded or listed on exchanges in the Peoples Republic of China.
Carlyle Australia Equity Management Pty Limited is licensed by the Australian Securities and Investments Commission as an Australian financial services licensee and is authorized to carry on a financial services business to provide advice on and deal in financial products (managed investment schemes and securities) for wholesale clients.
Carlyle Japan Equity Management L.L.C. (“CJEM”) is registered with the Financial Services Agency of Japan to carry out Type II Financial Instruments Business as a Japanese Type II Financial Instruments Business Operator and it is also a member of the T2FIFA, a self-regulatory organization in Japan. Pursuant to this registration, CJEM is permitted to perform marketing activities to and private placements for specified investors with respect to interests in a limited partnership.
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Carlyle MENA Investment Advisors Limited, a company limited by shares in the Dubai Financial Centre, holds a Category 3C license issued by the Dubai Financial Services Authority and is authorized to arrange credit or deal in investments, advise on financial products or credit and manage collective investment funds.
Carlyle Singapore Investment Advisors Pte Limited holds a capital markets license and an exempt financial adviser status with the Monetary Authority of Singapore to carry on fund management and dealing in regulated capital market products activities in respect of institutional and accredited investors.
Carlyle Real Estate SGR S.p.A. holds an authorization from the Bank of Italy to carry on AIFMD-compliant fund management and real estate activities. It is registered at the Bank of Italy’s AIFM register under no.127.
Diversified Global Asset Management Corporation holds an exempt market dealer license with Ontario Securities Commission to facilitate certain Carlyle fund marketing activities in Canada.
AlpInvest is registered as a cross-border discretionary investment management company with the Financial Supervisory Service of South Korea.
Carlyle CLO Management LLC is registered as a cross-border discretionary investment management company with the Financial Supervisory Service of South Korea.
An investment fund advised by us holds an indirect controlling interest in Fortitude Re, a Bermuda company registered as a Class 4 and Class E insurer. Fortitude Re is subject to regulation and supervision by the Bermuda Monetary Authority (the “BMA”) and compliance with all applicable Bermuda law and Bermuda insurance statutes and regulations, including but not limited to the Insurance Act of 1978 (Bermuda) and the rules and regulations promulgated thereunder (the “Bermuda Insurance Act”). In addition, as a result of ownership of Fortitude by our investment fund, certain Carlyle affiliates that serve as general partner and investment advisor to the fund are subject to certain insurance laws and regulations in Bermuda as a “controller” of Fortitude Re under the Bermuda Insurance Act. These laws and regulations include certain notice requirements for any person that has become, or as a result of a disposition ceased to be, a shareholder controller of a registered insurer, and failure to comply with such requirements is an offense punishable by law.
In addition, we and/or our affiliates and subsidiaries may become subject to additional regulatory demands in the future to the extent we expand our investment advisory business in existing and new jurisdictions. There are also a number of pending or recently enacted legislative and regulatory initiatives in the United States and around the world that could significantly impact our business. See Item 1A. “Risk Factors—Risks Related to Our Company—Extensive regulation in the United States and abroad affects our activities, increases the cost of doing business and creates the potential for significant liabilities and penalties,” “—Risks Related to Our Company—Financial regulations and changes thereto in the United States could adversely affect our business and the possibility of increased regulatory focus could result in additional burdens and expenses on our business” and “—Risks Related to Our Company—Regulatory initiatives in jurisdictions outside the United States could adversely affect our business.”
Our businesses have operated for many years within a framework that requires our being able to monitor and comply with a broad range of legal and regulatory developments that affect our activities and we take our obligation to comply with all such laws, regulations and internal policies seriously. Our reputation depends on the integrity and business judgment of our employees and we strive to maintain a culture of compliance throughout the firm. We have developed, and adhere to, compliance policies and procedures such as codes of conduct, compliance systems, education and communication of compliance matters. These policies focus on matters such as insider trading, anti-corruption, document retention, conflicts of interest, anti-money laundering and other matters. Our legal and compliance team monitors our compliance with all of the legal and regulatory requirements to which we are subject and manages our compliance policies and procedures. Our legal and compliance team also monitors the information barriers that we maintain to restrict the flow of confidential information, including material, nonpublic information, across our business. Our enterprise risk management function analyzes our operations and investment strategies to identify key risks facing the firm and works closely with the legal and compliance team to address them. The firm also has an independent and objective internal audit department that employs a risk-based audit approach that focuses on Sarbanes-Oxley compliance, enterprise risk management functions and other areas of perceived risk and aims to give management and our Board of Directors reasonable assurance that our risks are well-managed and controls are appropriate and effective.
Website and Availability of SEC Filings
Our website address is www.carlyle.com. We make available free of charge on our website or provide a link on our website to our Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K, and any amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Exchange Act, as soon as reasonably practicable after those reports are electronically filed with, or furnished to, the SEC. To access these filings, go to the “SEC
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Documents” portion of our “Shareholders” page on our website. You may also access the reports and other documents we file with the SEC at a website maintained by the SEC at www.sec.gov.
We use our website (www.carlyle.com), our corporate Facebook page (https://www.facebook.com/onecarlyle), our corporate Twitter account (@OneCarlyle or www.twitter.com/onecarlyle), our corporate Instagram account (@onecarlyle or www.instagram.com/onecarlyle), our corporate LinkedIn account (www.linkedin.com/company/the-carlyle-group) and our corporate YouTube channel (www.youtube.com/user/onecarlyle) as channels of distribution of material company information. For example, financial and other material information regarding our company is routinely posted on and accessible at www.carlyle.com. Accordingly, investors should monitor these channels, in addition to following our press releases, SEC filings and public conference calls and webcasts. In addition, you may automatically receive email alerts and other information about Carlyle when you enroll your email address by visiting the “Email Alerts” section at http://ir.carlyle.com/email-alerts. The contents of our website and social media channels are not, however, a part of this Annual Report on Form 10-K and are not incorporated by reference herein.
The Carlyle Group Inc. was formed in Delaware as a partnership on July 18, 2011 and converted to a corporation on January 1, 2020. Our principal executive offices are located at 1001 Pennsylvania Avenue, NW, Washington, D.C. 20004-2505.
ITEM 1A. RISK FACTORS
Risks Related to Our Company
Adverse economic and market conditions and other events or conditions throughout the world could negatively impact our business in many ways, including by reducing the value or performance of the investments made by our investment funds and reducing the ability of our investment funds to raise capital, any of which could materially reduce our revenue, earnings and cash flow and adversely affect our financial prospects and condition.
Our business is materially affected by conditions in the global financial markets and economic conditions or events throughout the world that are outside of our control, including, but not limited to, changes in interest rates, availability of credit, inflation rates, economic uncertainty, slowdown in global growth, changes in laws (including laws relating to taxation and regulations on the financial industry), disease, pandemics or other severe public health events, trade barriers, commodity prices, currency exchange rates and controls, national and international political circumstances (including government shutdowns, wars, terrorist acts or security operations), geopolitical tensions, social unrest, supply chain pressures, and the effects of climate change. Recently, markets have been affected by the COVID-19 pandemic, U.S. interest rates, inflation, heightened geopolitical tensions (including those between the U.S. and China and between Russia and Ukraine), the imposition of trade barriers, ongoing trade negotiations with major U.S. trading partners and changes in U.S. tax regulations. These conditions, events and factors are outside our control and may affect the level and volatility of securities prices and the liquidity and the value of investments, and we may not be able to or may choose not to manage our exposure to them. In the event of a market downturn, each of our businesses could be affected in different ways.
Over the twelve months ending December 31, 2021, the S&P 500 increased by 27%, while the MSCI All Country World Index (MSCI) rose by 17%. While global markets performed well in the aggregate, developments such as rapidly rising inflation, shifting views on monetary policy, and regulatory actions, drove spikes of volatility and strong rotations out of certain assets which had previously outperformed in 2020. For example the CSI 300 Index fell by 5% in 2021 after strongly outperforming the S&P 500 in 2020, as market participants reacted to government regulatory crackdowns on private enterprise and debt troubles in the property sector. In U.S. markets, interest rate volatility adversely affected the equity performance of companies with longer-duration cash flows; prices of companies in the Nasdaq 100 with no profits fell 20% in 2021, compared with a +27% return for the overall index. Many of these factors, including inflation, interest rates, regulatory and political environments, can be unpredictable so it is possible investor sentiment could change quickly in the future and market volatility could reemerge in the face of negative macro or geopolitical developments. If global markets become unstable, it is possible sellers may readjust their valuations and attractive investment opportunities may become available. On the other hand, the valuations of certain assets we planned to sell in the near future could be negatively impacted, as well as the valuations of our portfolio companies and as a result, our accrued performance revenues.
Market volatility could adversely affect our fundraising efforts in several ways. Investors often allocate to alternative asset classes (including private equity) based on a target percentage of their overall portfolio. If the value of an investor’s portfolio decreases as a whole, the amount available to allocate to alternative assets (including private equity) could decline. Further, investors often evaluate the amount of distributions they have received from existing funds when considering commitments to new funds. Investors may also weigh the likely impact of geopolitical tensions, cross-border regulations and other factors such as general market volatility and/or a reduction in distributions to investors when considering their allocations to new investment funds. A decrease in the amount an investor commits to our funds could have an impact on the ultimate size of our funds and amount of management fees we generate.
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The availability and cost of financing for significant acquisition and disposition transactions could be impacted if equity and credit markets experience heightened volatility. For example, in the United States, high yield credit spreads rose by nearly 750 basis points (bps) during the first quarter of 2020 on fears around the economic impact of the COVID-19 pandemic. If credit markets weaken again in the future, it is possible that we and our investment funds may not be able to consummate significant acquisition and disposition transactions on acceptable terms or at all if we or our funds are unable to finance these types of transactions on attractive terms or if the counterparty to the transaction is unable to secure suitable financing. If there is a general slowdown in global merger and acquisition activity due to the lack of availability of suitable financing or an increase in risk aversion and uncertainty, this could cause a slowdown in our investment pace, which in turn could have an adverse impact on our ability to generate future performance revenues and to fully invest the available capital in our funds and reduce opportunities to exit and realize value from our fund investments. A slowdown in the deployment of our available capital could impact the management fees we earn on those carry funds and managed accounts that generate fees based on invested (and not committed) capital. A slowdown in the deployment of our available capital could also adversely affect our ability to raise and the timing of raising successor investment funds. In 2021, we invested nearly $34 billion through our carry funds.
The current U.S. political environment and the resulting uncertainties regarding actual and potential shifts in U.S. foreign investment, trade, taxation, economic, environmental and other policies under the current Administration, as well as the impact of geopolitical tension, such as a deterioration in the bilateral relationship between the U.S. and China or an escalation in conflict between Russia and Ukraine, could lead to disruption, instability and volatility in the global markets, which may also have an impact on our exit opportunities across negatively impacted sectors or geographies. The consequences of previously enacted legislation could also impact our business operations in the future. For example, bipartisan legislation enacted in August 2018 has significantly increased and may continue to significantly increase the number and types of investment transactions that are subject to the jurisdiction of the Committee on Foreign Investment in the United States (“CFIUS”). Under the final regulations implementing the reform legislation, which became effective in October 2020, CFIUS has the authority to review, and potentially recommend that the President unwind, block or impose conditions on certain non-controlling foreign investments in U.S. businesses that deal in certain ways with “critical technology,” “critical infrastructure” and/or “sensitive personal data” of U.S. citizens (as those terms are defined in the regulations). CFIUS’ expanded jurisdiction may reduce the number of potential buyers of and investors in U.S. companies, and accordingly, may limit the ability of our funds to realize value and/or exit from certain existing and future investments. Our flexibility in structuring or financing certain transactions may likewise be constrained and we are unable to predict whether and to what extent uncertainty surrounding economic and market conditions or adverse conditions or events in particular sectors may cause our performance to suffer. The current Administration may also pursue tax policies seeking to increase the corporate tax rate and further limit the deductibility of interest and compensation, or materially alter the taxation of capital gains, among other things. Such changes could materially increase the taxes imposed on us or our funds’ portfolio companies. See “—Risks Related to Taxation—Changes in relevant tax laws, regulations or treaties or an adverse interpretation of these items by tax authorities could negatively impact our effective tax rate and tax liability.” In addition, negative public sentiment could lead to heightened scrutiny and criticisms of our business and investments.
During periods of difficult market conditions or slowdowns (which may occur across one or more industries or geographies), our funds’ portfolio companies may experience adverse operating performance, decreased revenues, financial losses, credit rating downgrades, difficulty in obtaining access to financing and increased funding costs. Negative financial results in our funds’ portfolio companies may result in less appreciation across the portfolio and lower returns in our funds. Because our investment funds will generally make a limited number of investments, and such investments generally involve a high degree of risk, negative financial results in a few of an investment fund’s portfolio companies could severely impact the fund’s total returns. This could materially and adversely affect our ability to raise new funds as well as our operating results and cash flow. During such periods of weakness, our funds’ portfolio companies may also have difficulty expanding their businesses and operations or meeting their debt service obligations or other expenses as they become due, including expenses payable to us. Furthermore, such negative market conditions could potentially result in a portfolio company entering bankruptcy proceedings, or in the case of certain real estate funds, the abandonment or foreclosure of investments, thereby potentially resulting in a complete loss of the fund’s investment in such portfolio company or real assets and a significant negative impact to the fund’s performance and consequently our operating results and cash flow, as well as to our reputation. In addition, negative market conditions would also increase the risk of default with respect to investments held by our funds that have significant debt investments, such as our Global Credit funds.
Finally, during periods of difficult market conditions or slowdowns, our fund investment performance could suffer, resulting in, for example, the payment of less or no performance revenues to us or the creation of the obligation to repay performance revenues previously received by us. The payment of less or no performance revenues could cause our cash flow from operations to significantly decrease, which could materially and adversely affect our liquidity position and the amount of cash we have on hand to conduct our operations and to dividend to our stockholders. The generation of less performance revenues could also impact our leverage ratios and compliance with our term loan covenants. Having less cash on hand could in turn require us to rely on other sources of cash (such as the capital markets, which may not be available to us on acceptable
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terms or at all) to conduct our operations, which include, for example, funding significant general partner and co-investment commitments to our carry funds. Furthermore, during adverse economic and market conditions, we might not be able to renew or refinance all or part of our credit facility or find alternate financing on commercially reasonable terms. As a result, our uses of cash may exceed our sources of cash, thereby potentially affecting our liquidity position.
The global pandemic of the novel coronavirus, or COVID-19, caused severe disruptions in the U.S. and global economies and has impacted, and may continue to impact our performance and results of operations.
In 2020, the global outbreak of COVID-19 spread to every country and every state in the United States. The World Health Organization designated COVID-19 as a pandemic, and numerous countries, including the United States, declared national emergencies with respect to COVID-19. While vaccines have been approved and are being deployed, the global impact of the outbreak continues to adversely impact many industries and different geographies continue to be impacted by the effects of public health restrictions in various ways. The International Monetary Fund estimates that aggregate output for advanced economies may return to pre-pandemic trend levels in 2022, whereas output for emerging market and developing economies, excluding China, may remain below the pre-pandemic forecast into 2024. The timing and likelihood of achieving widespread global vaccination remains uncertain, and the vaccines may be less effective against new variants, potentially leading people to continue to isolate and not participate in the economy at pre-pandemic levels for a prolonged period of time, further delaying the return of the global economy to pre-pandemic levels.
While our fears of a great depression at the onset of the pandemic have not today been realized, the economic recovery is only partially underway, and has been gradual, uneven and characterized by meaningful dispersion across sectors and regions with uncertainty regarding the ultimate length and trajectory. Further, although many jurisdictions had relaxed or lifted restrictions in an effort to generate more economic activity, the risk of continued COVID-19 outbreaks and new variants remains, and jurisdictions have begun to re-impose restrictions in an effort to mitigate risks to public health, especially as more infectious variants of the virus emerge. Increasing infection rates and hospitalizations in certain geographies and a potential resulting market downturn has resulted in COVID-19 continuing to impact our business, financial condition, results of operations, liquidity and prospects.
•Portfolio Company Performance. Some of our investments are in industries that have been materially impacted by the effects of COVID-19 and has resulted, and may continue to result in, material reductions in value in certain instances. In particular, many portfolio companies in the energy, infrastructure, healthcare, travel, entertainment, hospitality, and retail industries faced, and some continue to face operational and financial hardships resulting from the spread of COVID-19 and related governmental measures imposed to contain the virus, such as the closure of stores, restrictions on travel, quarantines or stay-at-home orders. If the disruptions caused by the pandemic continue, the businesses of these portfolio companies could suffer materially or become insolvent, which would decrease the value of our funds’ investments and potentially harm our reputation.
•Portfolio Company Liquidity. Certain portfolio companies are facing or may face in the future increased credit and liquidity risk due to volatility in financial markets, reduced revenue streams, and limited or higher cost of access to preferred sources of funding, which may result in potential impairment of our or our funds’ equity investments. Changes in the debt financing markets have impacted or may in the future impact, the ability of our portfolio companies to meet their respective financial obligations. In addition, borrowers of loans, notes and other credit instruments in our credit funds’ portfolios may be unable to meet their principal or interest payment obligations or satisfy financial covenants, and tenants leasing real estate properties owned by our funds may not be able to pay rents in a timely manner or at all, resulting in a decrease in value of our funds’ credit and real estate investments and lower than expected returns. In addition, for variable interest instruments, lower reference rates resulting from government stimulus programs in response to COVID-19 has already caused and could lead to lower interest income for our credit funds.
•Operational Risks. Travel restrictions, the closure of non-essential businesses and shelter-in-place/stay-at-home orders have made it more difficult and costly for our investment teams to conduct due diligence and consummate the acquisition and disposition of investments for our funds. Our global employee base started working remotely at the start of the pandemic and we transitioned to a hybrid model during 2021, subject to local conditions across our global office locations. Due to the prevalence of highly infectious new variants, we have experienced periods of returning to a fully remote work environment at various times. This extended period of remote working as well as periods of transition between fully remote and hybrid work models by our employees may introduce operational risks, including technology availability and heightened cybersecurity risk. Remote working environments may be less secure and more susceptible to hacking attacks, including phishing and social engineering attempts that seek to exploit the COVID-19 pandemic. In addition, our data security, data privacy, investor reporting and business continuity processes could be impacted by a third party’s inability to perform due to COVID-19 or by failures of, or attacks on, their information systems and technology. Our accounting and financial reporting systems, processes, and controls could be impacted as a result of these risks.
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•Employee-Related Risks. Although our employees have demonstrated their ability to achieve our pre-pandemic levels of productivity while working remotely, COVID-19 continues to present a significant threat to our employees’ well-being and morale. Our key employees or executive officers may become sick or otherwise unable to perform their duties for an extended period of time and we may experience a potential loss of productivity. The same could happen to the employees in our portfolio companies, as well as our third-party service providers. In addition, an extended remote work environment could adversely affect our One Carlyle culture. Our employees continue to collaborate across offices and geographies, but the informal office interactions that contribute to our culture are not as prevalent in a remote work environment and may be lessened even in a hybrid environment due to different employees working in the office on different days of the week. It is also harder to integrate new employees into the firm in a remote working environment.
•Regulatory and Litigation Risks. Costly litigation could increase in connection with merger and acquisition transactions, as parties to such transactions explore ways to avoid transactions by the assertion of claims of force majeure, material adverse change in the condition of target investments, and/or fraudulent misrepresentation.
•Taxation Risk as a Result of Mobility Challenges. As a result of travel restrictions, stay-at-home orders and similar measures, many of our staff are unable to travel for physical meetings and/or have been displaced working remotely outside of their normal work location. This may create taxable presence or residency risks for our corporate entities and professionals as well as our funds and portfolio companies. Ultimately, these risks could lead to increased levels of taxation and additional compliance complexities.
In addition to the foregoing, COVID-19 has exacerbated and may continue to exacerbate, many of the other risks described in this Annual Report on Form 10-K.
Changes in the debt financing markets or higher interest rates could negatively impact the ability of certain of our funds and their portfolio companies to obtain attractive financing or re-financing and could increase the cost of such financing if it is obtained, which could lead to lower-yielding investments and could potentially decrease our net income.
A significant contraction or weakening in the market for debt financing or other adverse change relating to the terms of debt financing, including higher interest rates and equity requirements and more restrictive covenants, could have a material adverse impact on our business and that of our investment funds and their portfolio companies. Additionally, in recent years many jurisdictions have introduced (or are considering introducing) new restrictions on the deductibility of interest expense, which could negatively impact the financing of new investments or the operations of our funds’ portfolio companies. Regulatory changes that constrain banks’ ability to provide debt financing also could have a material adverse impact on our business and that of our investment funds and their portfolio companies. Additionally, higher interest rates may create downward pressure on the price of real estate, increase the cost and availability of debt financing for the transactions our funds may pursue and decrease the value of fixed-rate debt investments made by our funds. If our funds are unable to obtain committed debt financing for potential acquisitions or are only able to obtain debt financing at unfavorable interest rates or on unfavorable terms, our funds may have difficulty completing acquisitions that may have otherwise been profitable or if completed, such acquisitions could generate lower than expected profits, each of which could lead to a decrease in our net income. Further, if our ability to deduct corporate interest expense is substantially limited, our funds may face increased competition from strategic buyers of assets who may have an overall lower cost of capital or the ability to benefit from a higher amount of cost savings following an acquisition, which could also lead to a decrease in our net income. In addition, rising interest rates, coupled with periods of significant equity and credit market volatility may potentially make it more difficult for us to find attractive opportunities for our funds to exit and realize value from their existing investments. Any failure by lenders to provide previously committed financing can also expose us to potential claims by sellers of businesses that we may have contracted to purchase.
Our funds’ portfolio companies also regularly utilize the corporate loan and bond markets to obtain financing for their operations. While credit was available for much of 2020 and 2021 and new debt issuance hit record levels in some markets, the onset of the COVID-19 crisis exhibited how abruptly credit markets can weaken from exogenous shocks and become unavailable or unattractive for issuers. For example, in the first and early second quarters of 2020, corporate debt issuance and merger and acquisition activity decreased significantly as market volatility rose and credit spreads widened. It is possible that during periods of stress, tightening in the credit markets could render debt financing difficult to obtain, less attractive or more expensive. To the extent monetary policy, tax or other regulatory changes or difficult credit markets render such financing difficult to obtain or otherwise less attractive, this may negatively impact the operating performance of our portfolio companies that use debt to fund certain of their operations. This may result in a negative impact on the investment returns of our funds. In addition, to the extent that conditions in the credit markets or tax or other regulatory changes make it difficult or impossible for our investments to refinance or extend maturities on their outstanding debt, either on favorable terms or at all, some of our portfolio companies’ operations may be negatively impacted or our portfolio companies may be unable to repay their debt at maturity or interests when due, and may be forced to sell assets, undergo a recapitalization or seek bankruptcy protection, any
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of which would also likely impair the value of our funds’ portfolio companies and lead to a decrease in investment income earned by us.
Our use of leverage may expose us to substantial risks.
We use indebtedness as a means to finance our business operations, which exposes us to the risks associated with using leverage. We are dependent on financial institutions extending credit to us on reasonable terms to finance our business. There is no guarantee that such institutions will continue to extend credit to us or will renew the existing credit agreements we have with them, or that we will be able to refinance our outstanding notes or other obligations when they mature. In addition, the incurrence of additional debt in the future could result in downgrades of our existing corporate credit ratings, which could limit the availability of future financing and/or increase our cost of borrowing. As borrowings under our credit facility or any other indebtedness mature, we may be required to refinance them by entering into a new facility or issuing additional debt, which could result in higher borrowing costs, or to issue additional equity, which would dilute existing stockholders. We could also repay them by using cash on hand, cash provided by our continuing operations or cash from the sale of our assets, which could reduce dividends to our stockholders. We could have difficulty entering into new facilities or issuing debt or equity securities in the future on attractive terms, or at all.
From time to time we may access the capital markets by issuing debt securities. In May and June 2021 we issued $500 million aggregate principal amount of 4.625% subordinated notes due May 2061. We also have senior notes with an aggregate principal amount of $1,375 million as of December 31, 2021 as well as a credit agreement that provides a $775 million revolving facility with a final maturity date of February 11, 2024 (see Note 6 to the consolidated financial statements in Part II, Item 8 of this Form 10-K for more information regarding our senior and subordinated notes and credit agreements). The credit agreement contains financial and non-financial covenants with which we need to comply to maintain access to this source of liquidity. Non-compliance with any of the financial or non-financial covenants without cure or waiver would constitute an event of default, and an event of default resulting from a breach of certain financial or non-financial covenants could result, at the option of the lenders, in an acceleration of the principal and interest outstanding, and a termination of the credit agreement. In addition, to the extent we incur additional debt relative to our current level of earnings or experience a decrease in our level of earnings, our credit rating could be adversely impacted, which would increase our interest expense under our credit facility. Standard & Poor’s and Fitch each reaffirmed their “BBB+” credit rating and revised our rating outlook from stable to positive in October 2021 and November 2021, respectively.
A significant contraction in the market for debt financing or other adverse change relating to the terms of debt financing, including likely higher interest rates from Federal Reserve actions and equity requirements and more restrictive covenants, could have a material adverse impact on our business and that of our investment funds and their portfolio companies.
Beginning January 1, 2022, U.S. Banks are not allowed to issue any new debt tied to LIBOR. LIBOR will cease to be published at the end of June 2023. Though the Alternative Reference Rates Committee formally recommended the Secured Overnight Financing Rate (“SOFR”) as its preferred alternative rate for LIBOR, there is uncertainty whether there will be universal adoption. See “—The replacement of LIBOR with an alternative reference rate may adversely affect our credit arrangements and our collateralized loan obligation transactions.”
Our revenue, earnings and cash flow are variable, which makes it difficult for us to achieve steady earnings growth on a quarterly basis.
Our revenue, earnings and cash flow are variable. For example, our cash flow fluctuates because we receive carried interest from our carry funds only when investments are realized and achieve a certain preferred return. We may also experience fluctuations in our quarterly and annual results, including our revenue and net income, due to a number of other factors, including changes in the carrying values and performance of our funds’ investments that can result in significant volatility in the carried interest that we have accrued (or as to which we have reversed prior accruals) from period to period, as well as changes in the amount of distributions, gains, dividends or interest paid in respect of investments in our funds and strategic investments (e.g., our investment in Fortitude), changes in our operating expenses, the degree to which we encounter competition and general economic and market conditions. The valuations of investments made by our funds could also be impacted by geopolitical conflict as well as changes, or anticipated changes, in government policy, including policies related to tax reform, financial services regulation, international trade, immigration, environmental, healthcare, labor, infrastructure and energy. For instance, during the first quarter of 2020 with the onset of the COVID-19 pandemic, we recorded significant reductions in the carrying values of many of the investments of the investment funds we advise. The carrying value of fund investments, particularly the public portion of our carry fund portfolios, may be more variable during times of market volatility. As of December 31, 2021, 11% of our Global Private Equity and Global Credit carry fund portfolio was in public securities.
Transaction fees earned in respect of our carry funds can vary from quarter-to-quarter and year-to-year depending on the nature of the investments in any given period. The recognition of transaction fees can be volatile as they are primarily
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generated by investment activity within our funds, and therefore are impacted by both the pace and size of our carry fund investments. We anticipate a general decline in net transaction fees earned from our carry funds as our recently raised products have generally increased the percentage of transaction fees that are shared with fund investors from 80% to 100%, such that a larger share of the transaction fee revenue we retain is driven by co-investment activity. In addition, Carlyle Global Capital Markets (GCM) generates capital markets fees in connection with activities related to the underwriting, issuance and placement of debt and equity securities and loan syndication for our portfolio companies and, to a lesser extent, third-party clients. Capital markets fees generated are typically dependent on transaction frequency and volume, and a slowdown in the pace or size of investments by our carry funds could adversely affect the amount of fees generated by capital markets business. We are seeking to bolster and grow our capital markets business, and associated fee stream, related to the underwriting, issuance, and placement of debt and equity securities and loan syndication for our portfolio companies and, to a lesser extent, third-party clients, which we expect if successful will positively impact capital markets fees over time.
During periods in which a significant portion of our AUM is attributable to carry funds that are in the fundraising period or are in the investment period that precedes harvesting, as has been the case from time to time, we may receive substantially lower distributions. Higher fundraising activity also generates incremental expenses and, as new capital commitments may not immediately generate fees until they activate management fees, we could incur fundraising related costs ahead of generating revenues. Moreover, even if an investment proves to be profitable, it may be several years before any profits can be realized in cash. A downturn in the equity markets also makes it more difficult to exit investments by selling equity securities at a reasonable value. If we were to have a realization event in a particular quarter, that event may have a significant impact on our quarterly results and cash flow for that particular quarter and may not be replicated in subsequent quarters. We cannot predict precisely when, or if, realizations of investments will occur, where a fund will be in its lifecycle when the realizations occur or whether a fund will realize carried interest.
We recognize revenue on investments in our investment funds based on our allocable share of realized and unrealized gains (or losses) reported by such investment funds, and a decline in realized or unrealized gains, or an increase in realized or unrealized losses, would adversely affect our revenue, which could further increase the volatility of our quarterly results and cash flow. Because our carry funds have preferred investor return thresholds that need to be met prior to us receiving any carried interest, declines in, or failures to increase sufficiently the carrying value of, the investment portfolios of a carry fund may delay or eliminate any carried interest distributions paid to us with respect to that fund. This is because the value of the assets in the fund would need to recover to their aggregate cost basis plus the preferred return over time before we would be entitled to receive any carried interest from that fund or vehicle.
The timing and receipt of realized carried interest also varies with the life cycle of our carry funds and there is often a difference between the time we start accruing carried interest for financial reporting purposes and the realization and distribution of such carried interest. However, performance revenues are ultimately realized when an investment is profitably disposed of, certain costs borne by the limited partner investors have been reimbursed, the investment fund’s cumulative net returns are in excess of the preferred return and we have decided to collect carried interest rather than return additional capital to limited partner investors. In deciding to realize carried interest we consider such factors as the level of embedded valuation gains, the portion of the fund invested, the portion of the fund returned to limited partner investors, the length of time the fund has been in carry, and other qualitative measures. In most funds, we will initially defer realizing carried interest even when contractually entitled to take it, allowing carried interest to accrue until it is determined that giveback risk is substantially reduced. As a result of this deferral, we are generally entitled to a disproportionate “catch-up” level of profit allocation at some point during the harvesting period. For example, during the period from late 2013 to early 2015, we benefited from “catch-up” realized carried interest on some of our largest funds, but in 2016 and 2017 we did not benefit from “catch-up” realized carried interest to the extent we had in prior years. In certain circumstances, we may also need to reduce the rate at which we realize carried interest, or temporarily stop realizing carried interest, in order to maintain a sufficient level of reserves and reduce the risk of potential future giveback obligations. In addition to the timing uncertainty of realized carried interest in a single fund, there may also be a generational trough or gap in the realized carried interest of a fund family, as a predecessor fund transitions to its successor fund. In such cases, even when both the predecessor and successor fund have strong performance and earn carried interest, the predecessor fund may substantially exit its investment portfolio before the successor fund is in a sufficient position to begin realizing carried interest. See “—Risks Related to Our Business Operations—Our investors may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.”
Our fee revenue may also depend on the pace of investment activity in our funds. In many of our carry funds, the base management fee may be reduced when the fund has invested substantially all of its capital commitments or the aggregate fair market value of a fund’s investments is below its cost. We may receive a lower management fee from such funds if there has been a decline in value or after the investing period and during the period the fund is harvesting its investments. As a result, the variable pace at which many of our carry funds invest capital and dispose of investments may cause our management fee revenue to vary from one quarter to the next. Additionally, certain funds derive management fees only on the basis of invested capital whereby the pace at which we make investments, the length of time we hold such investment and the timing of dispositions will directly impact our revenues.
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The investment period of a fund may expire prior to the raising of a successor fund. Where appropriate, we may work with our fund investors to extend the investment period, which gives us the opportunity to invest any capital that remains in the fund. In general, the end of the original investment period (regardless of whether it is extended) will trigger a change in the capital base on which management fees are calculated from committed capital to invested capital. In some cases, a step-down in the applicable rate used to calculate management fees may also occur. In addition, we may raise an investment fund and delay the initiation of fees once a fund is raised to better align our management fee inception date to when we are ready to begin investing the fund. While the total amount of management fees collected over the life of a fund would not be impacted, this could result in a delay in receipt of management fees.
We depend on our Chief Executive Officer and other key personnel, and the loss of their services or investor confidence in such personnel could have a material adverse effect on our business, results of operations and financial condition.
We depend on the efforts, skill, reputations and business contacts of our senior Carlyle professionals, including our Chief Executive Officer, Kewsong Lee, and other key personnel, including members of the investment committees of our investment funds and senior members of our investment teams, the information and deal flow they and others generate during the normal course of their activities and the synergies among the diverse fields of expertise and knowledge held by our professionals. We entered into an employment agreement with Mr. Lee in October 2017, which was amended in connection with our Conversion in January 2020, and which will expire pursuant to its terms, unless earlier terminated, on December 31, 2022, unless extended or new arrangements are agreed. Our Chief Executive Officer and other key personnel are not obligated to remain employed with us in their current capacities or at all. To continue to enhance our talent base, we have and will continue to hire and internally develop senior professionals to assume key leadership positions throughout the firm into the future. The availability and efficacy of such future leadership may constitute an adverse risk to our business. While our founders Messrs. Conway and Rubenstein continue to serve as Co-Chairmen of our Board and Mr. D’Aniello serves as Chairman Emeritus and each remains committed to our business and in certain cases serve on various investment committees, in these roles, they are not executive officers and no longer have responsibility for the day-to-day operations of the firm and may choose to pursue philanthropic or other personal endeavors, including personal investment activities, in addition to their roles at Carlyle.
Our senior Carlyle professionals and other key personnel possess substantial experience and expertise and have strong business relationships with investors in our funds and other members of the business community. As a result, the loss of these personnel could jeopardize our relationships with investors in our funds and members of the business community and result in the reduction of AUM or fewer investment opportunities. For example, if any of our senior Carlyle professionals were to join or form a competing firm, that action could have a material adverse effect on our business, results of operations and financial condition. Several key personnel have left the firm in the past and others may do so in the future, and we cannot predict the impact that the departure of any key personnel will have on our ability to achieve our objectives. The loss of the services of any of our key personnel could have a material adverse effect on our revenues, net income and cash flow and could harm our ability to maintain or grow AUM in existing funds or raise additional funds in the future. The governing agreements of many of our investment funds generally require investors in those funds to vote to continue the investment period in the event that certain “key persons” in our investment funds do not provide the specified time commitment to the fund or our firm ceases to control the general partner.
Recruiting and retaining our professionals has become more difficult and may continue to be difficult in the future, which could adversely affect our business, results of operations and financial condition.
Our most important asset is our people, and our continued success is highly dependent upon the efforts of our senior Carlyle professionals and other employees. Our future success and growth depends to a substantial degree on our ability to retain and motivate our senior Carlyle professionals, key personnel and other employees to strategically recruit, retain and motivate new talented personnel, including new senior Carlyle professionals. The market for qualified professionals is extremely competitive across levels and areas of expertise, and we may not be successful in our efforts to recruit, retain and motivate these professionals. In connection with the COVID-19 pandemic, there has been a shift to a hybrid work model and, in our recruiting efforts, we have seen increased focus by prospective candidates on remote and hybrid work arrangements and arrangements providing more flexibility, including around location. If there is a further shift to a longer-term fully remote model that does not require maintaining close proximity to a company’s offices in the markets in which we compete for talent, we may experience an even further increase in competition for talent and it may be difficult to recruit and retain our professionals. We have also experienced upward pressure on compensation packages given the increased competition to hire and retain talented personnel, and we may be required to adjust the amount of cash compensation and types, terms and amounts of equity incentives we provide to our employees, which could have positive or negative effects on the financial metrics commonly used to measure our performance. Even when we offer top-of-market compensation packages, we may not be able to attract and retain all of our desired personnel due to shifting employee priorities.
For our investment professionals, we have historically relied in part on their interests in our investment funds’ carried interest and incentive fees to discourage them from leaving the firm. However, to the extent our investment funds perform
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poorly, thereby reducing the potential for carried interest and incentive fees, those interests become less valuable to them and may become a less effective retention tool. There are also factors beyond our control that may affect our efforts to recruit, retain and motivate investment professionals, in particular as they relate to tax considerations regarding carried interest. The tax treatment of carried interest has been an area of focus for policymakers and government officials in recent years. For example, the Tax Cuts and Jobs Act (the “TCJA”) enacted in 2017 generally requires that carried interest satisfy a more-than-three-year holding period (as opposed to a more-than-one-year holding period under prior law) to qualify as long-term capital gain that is taxed at preferential rates for individuals. Congress and the current Administration may consider proposals to treat carried interest as ordinary income rather than as capital gain for tax purposes, to impose a surcharge on carried interest, to further extend the holding period for carried interest to qualify for long-term capital gain treatment, or to increase the capital gains tax rate, each of which could result in a material increase in the amount of taxes that our carry participants would be required to pay. While most proposals regarding the taxation of carried interest require realization of gains before applying ordinary income rates, U.S. federal legislation has been introduced that would require holders of carried interest to recognize a specified amount of deemed compensation income each year regardless of whether the investment partnership recognizes income or gain and regardless of whether and when the holders receive distributions in respect of their carried interests. If the tax treatment of carried interest continues to be an area of focus for policymakers and government officials, it could result in further regulatory action by federal, state, or non-U.S. governments. For example, certain states, including New York and California, have proposed legislation to levy additional state tax on carried interest. We have seen similar policy discussions in respect of the appropriate treatment of carried interest in many of the international jurisdictions in which we have investment professionals. The additional pressures of fiscal deficits created as a result of the COVID-19 pandemic have heightened these risks as international authorities consider ways to increase tax revenues. Such legislative and regulatory changes that modify the tax treatment of carried interest could make it more difficult for us to incentivize, recruit and retain investment professionals, which may have an adverse effect on our ability to achieve our investment objectives and thereby reduce the after-tax income and gain related to our business, our distributions to stockholders and the market price of our shares.
We have granted and expect to grant equity awards from our Equity Incentive Plan, which has caused dilution. While we evaluate the grant of equity awards from our Equity Incentive Plan to employees on an annual basis, the size of the grants, if any, is made at our discretion. If we increase the use of equity awards from our Equity Incentive Plan in the future, expenses associated with equity-based compensation may increase materially. In 2021, we incurred equity compensation expenses of $163.1 million in connection with grants of restricted stock units. The value of our common stock may drop in value or be volatile, which may make our equity less attractive to our employees since we may not be able to adequately incentivize them.
As of December 31, 2021, our employees held an aggregate of 14.8 million unvested restricted stock units, which vest over various time periods (generally from six months to four years from the date of grant) and/or subject to the achievement of various performance targets. All of the shares of common stock held by our founders are fully vested. In order to recruit and retain existing and future senior Carlyle professionals and other key personnel, we may need to increase the level of compensation that we pay to them, which could include grants of significant amounts of restricted stock awards under our Equity Incentive Program. Accordingly, as we promote or hire new senior Carlyle professionals and other key personnel over time or attempt to retain the services of certain of our key personnel, we may increase the level of compensation we pay to these individuals, which could cause our total employee compensation and benefits expense as a percentage of our total revenue to increase and adversely affect our profitability. For example, in 2021, we granted 7.1 million restricted stock units to certain senior Carlyle professionals, the majority of which are subject to vesting based on the achievement of annual performance targets over four years, which will increase our equity-based compensation expense in the coming years. Additionally, in February 2021, in order to further foster the alignment of our carry participants, in particular our senior investment professionals, with our stockholders, the Compensation Committee approved a new program whereby, at Carlyle’s discretion, up to 20% of a carry participant’s realized proceeds over a threshold amount may be distributed in fully vested, new shares of our common stock under our Equity Incentive Plan. Over the first two years of the program, which commenced during the fourth quarter of 2021, up to $100 million in common shares may be issued in lieu of distributing carried interest all in cash. This program will not result in incremental compensation expense. The issuance of equity interests in our business in the future to our senior Carlyle professionals and other personnel would also dilute our stockholders.
We strive to maintain our culture of collaboration and seek to continue to align our interests (and the interests of our employees) with those of our investors. If we do not continue to develop and implement the right processes and tools to maintain our culture, our ability to compete successfully and achieve our business objectives could be impaired, which could negatively impact our business, financial condition and results of operations.
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Given our focus on achieving superior investment performance and maintaining and strengthening investor relations, we may reduce our AUM, restrain its growth, reduce our fees or otherwise alter the terms under which we do business when we deem it in the best interest of our investors—even in circumstances where such actions might be contrary to the near-term interests of stockholders.
From time to time if we decide it is in the best interests of stakeholders, we may take actions that could reduce the profits we could otherwise realize in the short term. While we believe that our commitment to treating our investors fairly is in the long-term interest of us and our stockholders, our stockholders should understand we may take actions that could adversely impact our short-term profitability, and there is no guarantee that such actions will benefit us in the long term. The means by which we seek to achieve superior investment performance in each of our strategies could include limiting the AUM in our strategies to an amount that we believe can be invested appropriately in accordance with our investment philosophy and current or anticipated economic and market conditions. Additionally, we may voluntarily reduce management fee rates and terms for certain of our funds or strategies when we deem it appropriate, even when doing so may reduce our short-term revenue. For instance, in order to enhance our relationship with certain fund investors, we have reduced management fees or ceased charging management fees on certain funds in specific instances. In certain investment funds, we have agreed to charge management fees based on invested capital or net asset value as opposed to charging management fees based on committed capital. In certain cases, such as our most recent power fund, we have provided “fee holidays” to certain investors during which we do not charge management fees for a fixed period of time (such as the first six months). We may receive requests to reduce management fees on other funds in the future. See “—Risks Related to Our Business Operations—Our investors may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.”
Many of our investment funds utilize subscription lines of credit to fund investments prior to the receipt of capital contributions from the fund’s investors. As capital calls made to a fund’s investors are delayed when using a subscription line of credit, the investment period of such investor capital is shortened, which may increase the net internal rate of return of an investment fund. However, since interest expense and other costs of borrowings under subscription lines of credit are an expense of the investment fund, the investment fund’s net multiple of invested capital will be reduced, as will the amount of carried interest generated by the fund. Any material reduction in the amount of carried interest generated by a fund will adversely affect our revenues.
We may also take other actions that could adversely impact our short-term results of operations when we deem such action appropriate. We have also waived management fees on certain leveraged finance vehicles at various times to improve returns. Furthermore, we typically delay the realization of carried interest to which we are otherwise entitled if we determine (based on a variety of factors, including the stage of the fund’s life cycle and the extent of fund profits accrued to date) that there would be an unacceptably high risk of potential future giveback obligations. Any such delay could result in a deferral of realized carried interest to a subsequent period. See “—Our revenue, earnings and cash flow are variable, which makes it difficult for us to achieve steady earnings growth on a quarterly basis.”
We may not be successful in expanding into new investment strategies, markets and businesses, which could adversely affect our business, results of operations and financial condition.
Our growth strategy focuses on providing resources to foster the development of new product offerings and business strategies by our investment professionals. Given our diverse platform, these initiatives could create conflicts of interests with existing products, increase our costs and expose us to new market risks and legal and regulatory requirements. These products may have different economic structures than our traditional investment funds and may require a different marketing approach. These activities also may impose additional compliance burdens on us, subject us to enhanced regulatory scrutiny and expose us to greater reputation and litigation risk.
The success of our growth strategy will depend on, among other things:
•our ability to correctly identify and create products that appeal to our investors;
•the diversion of management’s time and attention from our existing businesses;
•management’s ability to spend time developing and integrating the new business and the success of the integration effort;
•our ability to properly manage conflicts of interests;
•our ability to identify and manage risks in new lines of businesses;
•our ability to implement and maintain adequate investment processes, controls and procedures around our platforms;
•our ability to obtain requisite approvals and licenses from the relevant governmental authorities and to comply with applicable laws and regulations without incurring undue costs and delays; and
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•our ability to successfully negotiate and enter into beneficial arrangements with our counterparties.
In some instances, we may determine that growth in a specific area is best achieved through the acquisition of an existing business or a smaller scale lift out of an investment team to enhance our platform. Our ability to consummate an acquisition will depend on our ability to identify and value potential acquisition opportunities accurately and successfully compete for these businesses against companies that may have greater financial resources. Even if we are able to identify and successfully negotiate and complete an acquisition, these transactions can be complex and we may encounter unexpected difficulties or delays or incur unexpected costs.
In addition to the concerns noted above, each individual acquisition transaction presents unique challenges to ultimately be successful and the success of a firm acquisition will be affected by, among other things:
•difficulties and costs associated with the integration of operations and systems;
•difficulties integrating the acquired business’s internal controls and procedures into our existing control structure;
•difficulties and costs associated with the assimilation of employees; and
•the risk that a change in ownership will negatively impact the relationship between an acquiree and the investors in its investment vehicles.
In addition, if a new product, business or venture developed internally or by acquisition is unsuccessful, we may decide to wind down, liquidate and/or discontinue it. Such actions could negatively impact our relationships with investors in those businesses, could subject us to litigation or regulatory inquiries and can expose us to additional expenses, including impairment charges and potential liability from investor or other complaints.
Our organizational documents do not limit our ability to enter into new lines of business, and we intend to, from time to time, expand into new investment strategies, geographic markets and businesses, each of which may result in additional risks and uncertainties in our businesses.
We intend, to the extent that market conditions warrant, to seek to grow our businesses and expand into new investment strategies, geographic markets and businesses. Our organizational documents do not limit us to the asset management business and to the extent that we make strategic investments or acquisitions in new geographic markets or businesses, undertake other related strategic initiatives or enter into a new line of business, we may face numerous risks and uncertainties, including risks associated with the following:
•the required investment of capital and other resources;
•the possibility that we have insufficient expertise to engage in such activities profitably or without incurring inappropriate amounts of risk;
•the diversion of management’s attention from our core businesses;
•assumption of liabilities in any acquired business;
•the disruption of our ongoing business;
•how our existing fund investors view any new initiatives;
•the increasing demands on or issues related to the combination or integration of operational and management systems and controls, including related securities systems, and infrastructure;
•compliance with or applicability to our business or our portfolio companies of regulations and laws, including, in particular, local regulations and laws (for example, consumer protection related laws) and customs in the numerous global jurisdictions in which we operate and the impact that noncompliance or even perceived noncompliance could have on us and our portfolio companies;
•our ability to achieve expected results or realize expected synergies from our investments;
•a potential increase in investor concentration; and
•the broadening of our geographic footprint, including the risks associated with conducting operations in certain foreign jurisdictions where we currently have no presence (including regulatory, tax, legal, and reputational consequences).
Entry into certain lines of business may subject us to new laws and regulations with which we are not familiar or from which we are currently exempt, and may lead to increased liability, litigation, regulatory risk and expense. If a new business generates insufficient revenue or if we are unable to efficiently manage our expanded operations, our results of operations may be adversely affected.
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Our strategic initiatives may include joint ventures, which may subject us to additional risks and uncertainties in that we may be dependent upon, and subject to liability, losses or reputational damage relating to, systems, controls and personnel that are not under our control. There can be no assurances that any joint venture opportunities will be successful.
We and our fund investors hold a 71.5% controlling interest in Fortitude, inclusive our 19.9% interest. In addition to the risks noted above, if Fortitude is unable to successfully operate independently, or any real or perceived conflicts of interest arise in implementing Fortitude’s asset management strategy, it may adversely impact our investment in the company and our future growth plans for the business and may not allow us to realize the strategic rationale for investing in the company.
Operational risks (including those associated with our business model), system security risks, breaches of data protection, cyberattacks or actions or failure to act by our employees or others with authorized access to our networks may disrupt our businesses, result in losses or limit our growth.
We rely heavily on our financial, accounting, information and other data processing systems. We face various security threats on a regular basis, including ongoing cybersecurity threats to and attacks on our information technology infrastructure that are intended to gain access to our proprietary information, destroy data or disable, degrade or sabotage our systems. These security threats could originate from a wide variety of sources, including unknown third parties outside the company and current and past employees and contractors who have or had access to our facilities, systems and information (“insider risk”).
There has been an increase in the frequency and sophistication of the cyber and security threats we face, with attacks ranging from those common to businesses generally to those that are more advanced and persistent, which may target us because, as a global investment management firm, we hold a significant amount of confidential and sensitive information about our investors, our portfolio companies and potential investments. As a result, we may face a heightened risk of a security breach, online extortion attempt, or disruption with respect to this information resulting from an attack by a variety of bad actors, including computer hackers, foreign governments, cyber extortionists or cyber terrorists. If successful, these types of attacks on our network or other systems could have a material adverse effect on our business and results of operations, due to, among other things, the loss of investor or proprietary data, interruptions or delays in our business and damage to our reputation. Our suppliers, contractors, investors, and other third parties with whom we do business also experience cyber threats and attacks that are similar in frequency and sophistication. These supply chain attacks are increasing in frequency and impact on the businesses they affect. In many cases, we have to rely on the controls and safeguards put in place by our suppliers, contractors, investors and other third parties to defend against, respond to, and report these attacks.
Because those with authorized access to our networks, including employees and contractors may introduce vulnerabilities in our systems if they are the target of “phishing,” social engineering, bribery, coercion or other attacks through the firm’s systems, we have implemented a security awareness training program. The objective of this program is to inform Carlyle personnel and contractors of their responsibility for information security and includes quarterly online training, live awareness events and phishing simulations.
We cannot know the potential impact of future cyber incidents, which vary widely in severity and scale. There can be no assurance that the various procedures and controls we utilize to mitigate these threats will be sufficient to prevent disruptions to our systems, especially because the cyber-attack techniques used change frequently or are not recognized until launched, and because cyber-attacks can originate from a wide variety of sources. If any of these controls do not operate properly or are disabled for any reason or if there is any unauthorized disclosure of data, whether as a result of tampering, a breach of our network security systems, a cyber-incident or attack or otherwise, we could suffer substantial financial loss, increased costs, a disruption of our businesses, liability to our funds and investors, regulatory intervention or reputational damage. The costs related to cyber or other security threats or disruptions may not be fully insured or indemnified by other means. Significant security incidents at competitor global investment firms in which we are not directly impacted could indirectly lead to increased costs from investor due diligence, revisions to insurance premiums and more extensive and/or frequent regulator inspections.
Our information systems and technology may not continue to be able to accommodate our growth, and the cost of maintaining such systems may increase from its current level. For example, our existing systems may not be adequate to identify or control the relevant risks in investment strategies employed by new investment funds we may introduce. A failure to accommodate growth, or an increase in costs related to such information systems, could have a material adverse effect on us. In addition, we rely on third-party service providers for certain aspects of our business, including for certain information systems and technology and administration of our business development companies, structured credit funds and Global Investment Solutions segment. For example, Carlyle contracts information system backup and recovery services to a portfolio company. These third-party service providers could also face ongoing cybersecurity threats and as a result unauthorized individuals could improperly gain access to our confidential data. Any interruption or deterioration in the performance of these third parties or failures of their information systems and technology could impair the quality of the funds’ operations and could affect our reputation and hence adversely affect our businesses.
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Our technology, data and intellectual property and the technology, data and intellectual property of our portfolio companies are also subject to a heightened risk of theft, disruption or compromise to the extent we and our portfolio companies engage in operations outside the United States, particularly in those jurisdictions that do not have comparable levels of protection of proprietary information and intangible assets, such as intellectual property and customer information and records. In addition, we and our portfolio companies may be required to compromise protections or forgo rights to technology, data and intellectual property in order to operate in or access markets in a foreign jurisdiction. Any such direct or indirect compromise of these assets could have a material adverse consequence on us or our investments.
Our global workforce has quickly transitioned to a remote work environment during the pandemic. We depend on our personnel located near Washington, DC, where most of our administrative and operations personnel are centralized, including our treasury, tax, finance, and GTS functions, for the continued operation of our business. However, our global employee base services the needs of our investment funds and investors out of 26 offices around the world. As our business needs evolve, we may be required to expand our office space, which could increase our rent expense. Alternatively, as part of trends toward remote and hybrid work develop, and/or in order to reduce expenses, we may close offices, and a restructuring of our corporate real estate that results in the closure or subleasing of one or more offices could result in charges and other costs incurred by us. Additionally, we may terminate the employment of a significant number of our personnel or cut back or eliminate the use of certain services or service providers, that, in each case, could be important to our business and without which our operating results could be adversely affected.
A disaster or a disruption in the infrastructure that supports our businesses, including a disruption involving electronic communications or other services used by us or third parties with whom we conduct business, or directly affecting our headquarters, could have a material adverse impact on our ability to continue to operate our business without interruption. Our disaster recovery programs may not be sufficient to mitigate the harm that may result from such a disaster or disruption. For example, systematic risks such as a massive and prolonged global failure of Amazon or Microsoft’s cloud services could result in cascading catastrophic systems failures. We may also need to commit additional management, operational and financial resources to identify new professionals to join our firm and to maintain appropriate operational and financial systems to adequately support expansion. The market for hiring talented professionals, including IT and cybersecurity professionals, is competitive and we may not be able to grow at the pace we desire.
In addition, we, and our portfolio companies, may not be able to obtain or maintain sufficient insurance on commercially reasonable terms or with adequate coverage levels against potential liabilities we may face in connection with potential claims, which could have a material adverse effect on our business. We may face a risk of loss from a variety of claims, including related to securities, antitrust, contracts, cyber incidents, fraud, business interruption and various other potential claims, whether or not such claims are valid. Insurance and other safeguards might only partially reimburse us for our losses, if at all, and if a claim is successful and exceeds or is not covered by our insurance policies, we may be required to pay a substantial amount in respect of such successful claim. Because of market conditions, premiums and deductibles for certain insurance policies, particularly D&O, cyber and property insurance, have increased substantially and may increase further, and in some instances, certain insurance may become unavailable or available only for reduced amounts of coverage. Additionally, the dollar amount of claims and/or the number of claims we experience may also increase at any time, which may have the result of further increasing our costs.
Certain losses of a catastrophic nature, such as wars, earthquakes, typhoons, pandemics, terrorist attacks or other similar events, may be uninsurable or may only be insurable at rates that are so high that maintaining coverage would cause an adverse impact on our business, our investment funds and their portfolio companies. Losses related to the COVID-19 pandemic have generally been excluded under most business property insurance policies and business interruption policies and going forward will not be covered under new policies. In general, losses related to terrorism are becoming harder and more expensive to insure against. Some insurers are excluding terrorism coverage from their all-risk policies. In some cases, insurers are offering significantly limited coverage against terrorist acts for additional premiums, which can greatly increase the total cost of casualty insurance for a property. As a result, we, our investment funds and their portfolio companies may not be insured against terrorism or certain other catastrophic losses.
Our portfolio companies also rely on data and processing systems and the secure processing, storage and transmission of information, including highly sensitive financial and medical data. A disruption or compromise of these systems, including from a cyber-attack or cyber-incident, could have a material adverse effect on the value of these businesses. Our investment funds may invest in strategic assets having a national or regional profile or in infrastructure assets, the nature of which could expose them to a greater risk of being subject to a terrorist attack or security breach than other assets or businesses. Such an event may have adverse consequences on our investment or assets of the same type or may require portfolio companies to increase preventative security measures or expand insurance coverage.
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Failure to maintain the security of our information and technology networks, including personally identifiable employee and investor information, intellectual property and proprietary business information could have a material adverse effect on us.
We are subject to various risks and costs associated with the collection, handling, storage and transmission of sensitive information, including those related to compliance with U.S. and foreign data collection and privacy laws and other contractual obligations, as well as those associated with the compromise of our systems collecting such information. In the ordinary course of our business, we collect and store sensitive data, including our proprietary business information and intellectual property, and personally identifiable information of our employees and our investors, in our data centers, on our networks and with our third-party service providers. The secure processing, maintenance and transmission of this information are critical to our operations. Although we take various measures and have made, and will continue to make, significant investments to ensure the integrity of our systems and to safeguard against such failures or security breaches, including mechanisms for governance, strategy and risk management, there can be no assurance that these measures and investments will provide protection. The COVID-19 pandemic has exacerbated these risks due to heavier reliance on online communication and the remote or partially remote working environment, which may be less secure, and there has been a significant increase in hacking attempts by cyber-criminals. In 2021, Carlyle responded to several large-scale phishing attacks, resulting in no harm to Carlyle assets. In addition, we and our employees have been and expect to continue to be the target of fraudulent calls and emails, the subject of impersonations and fraudulent requests for money, including attempts to redirect material payment amounts to fraudulent bank accounts, and other forms of spam attacks, phishing or other social engineering, supply chain attacks, ransomware or other events. In addition, we have been, and could in the future be, the target of a type of wire transfer fraud known as business email compromise where a third party seeks to benefit from misrepresenting an employee or fund investor by improperly authorizing a wire transfer or change in wire instructions. While our policies and procedures have been effective against this fraud to date, a significant actual or potential theft, loss, corruption, exposure, fraudulent use or misuse of investor, employee or other personally identifiable or proprietary business data, whether by third parties or as a result of employee malfeasance or otherwise, non-compliance with our contractual or other legal obligations regarding such data or intellectual property or a violation of our privacy and security policies with respect to such data could result in significant remediation and other costs, fines, litigation or regulatory actions against us by the U.S. federal and state governments, the EU or other jurisdictions or by various regulatory organizations or exchanges. Such an event could additionally disrupt our operations and the services we provide to investors, damage our reputation, result in a loss of a competitive advantage, impact our ability to provide timely and accurate financial data, and cause a loss of confidence in our services and financial reporting, which could adversely affect our business, revenues, competitive position and investor confidence.
Laws and regulations relating to privacy, data protection, data transfers, data localization, and data security worldwide may limit the use and adoption of our services and adversely affect our business.
Cybersecurity is a top priority for regulators around the world. As a result, we are subject to a variety of federal, state, local, and international laws, directives, and regulations, as well as contractual obligations, relating to the collection, use, retention, security, disclosure, transfer, and other processing of personal information and other sensitive data. The legal framework for privacy, data protection, and data transfers worldwide is rapidly evolving and is likely to remain uncertain for the foreseeable future.
In some cases, federal regulators have been focusing on cybersecurity as an area of concern for several years. For example, in guidance from the SEC since at least 2011, cybersecurity has been raised as an area where companies, which would include global investment firms, must disclose both threats to the company and material cyber events that have been experienced by that company. In at least cases from the latter half of 2021, the SEC brought enforcement actions against registered companies that failed to report such cyber events. We expect increasing SEC enforcement activity related to cybersecurity matters, including by the SEC’s Office of Compliance Inspections and Examinations (OCIE) in its examination programs, where cybersecurity has been prioritized with an emphasis on, among other things, proper configuration of network storage devices, information security governance, and policies and procedures related to retail trading information security. Further, the SEC has indicated in recent remarks that areas of focus for potential new policies and initiatives could include cyber hygiene and preparedness, cyber incident reporting to the government and, in certain circumstances disclosure to the public.
Although we maintain cybersecurity controls designed to prevent cyber incidents from occurring, no security is perfect and not all cyberattacks can be detected or stopped. It is possible that current and future cyber enforcement activity will target practices that we believe are compliant but were not necessarily deemed to be by the SEC. In addition, many jurisdictions in which we operate have other laws and regulations relating to data privacy, cybersecurity, data transfers, data localization and protection of personal information.
In the European Economic Area (“EEA”), the General Data Protection Regulation (“GDPR”) establishes requirements applicable to the processing of personal data, affords new data protection rights to individuals, and imposes penalties for serious data breaches. Additionally, Brexit took effect in January 2020, which will lead to further legislative changes and reduces
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clarity as to whether data transfer to the United Kingdom will remain lawful in the long term. We may also need to make use of alternative data transfer mechanisms such as standard contractual clauses approved by the European Commission, or the SCCs. On June 4, 2021, the European Commission adopted new SCCs under the GDPR for personal data transfers outside the EEA, which may require us to expend significant resources to update our contractual arrangements and to comply with such obligations. Further, data protection authorities may require measures to be put in place in addition to SCCs for transfers to countries outside of the EEA. Our third-party service providers may also be affected by these changes. In addition to other impacts, we may experience additional costs to comply with these changes, and we and our customers face the potential for regulators in the EEA to apply different standards to the transfer of personal data from the EEA to the United States and other non-EEA countries. We cannot fully predict how the GDPR, the UK GDPR, and other data protection laws or regulations may develop in the medium to longer term nor the effects of divergent laws and guidance regarding how data transfers to and from the UK will be regulated.
Further, China strengthened the protection of personal information and tightened control over cross-border data transfer with the enactment of the Data Security Law (the “DSL”) (effective from September 1, 2021) and the Personal Information Protection Law (the “PIPL”) (effective from November 1, 2021). Both laws may affect the business of Carlyle and our portfolio companies in the following ways. Firstly, when conducting business and processing personal information or other data in China, Carlyle and our portfolio companies are obliged to comply with the processing rules and security obligations prescribed by the DSL and PIPL. Secondly, both laws may apply extra-territorially to the processing of personal information and other data relating to China conducted by Carlyle or our portfolio companies outside of China. Thirdly, both laws regulate cross-border data transfer conducted by Carlyle and our portfolio companies. The PIPL imposes several conditions for cross-border transfer of personal information (e.g., separate consent from data subjects, governmental security review and approval in certain circumstances), while the DSL restricts transfer of “important data” outside of China. The exact scope of “important data” remains unclear but may include certain data collected and/or generated by Carlyle and our portfolio companies in China. Lastly, Carlyle and our portfolio companies may be contractually bound by certain data compliance obligations when dealing with counterparties in China as a result of the DSL and the PIPL.
In addition to the PIPL and the DSL, China passed its first Cybersecurity Law (the “CSL”) in 2016. The CSL is the first PRC law to specify regulatory requirements on cybersecurity and data protection applicable to online activities that had not, in the past, been regulated. Violations of the CSL include a variety of penalties, including warnings, surrender of illegal income, suspension of business activities, winding up, shutting down websites, and revocation of business license or relevant permits. More recently, China passed two cybersecurity laws that could affect our business. First, the DSL specifies obligations for entities and individuals handling personal data, including that acquisition of personal data cannot be via illegal means, and the collection and use of personal data cannot exceed necessary limits. Second, the National Intelligence Law (“NIL”) allows authorities to request organizations and citizens to provide necessary support, assistance, and cooperation to the government. The law provides broad police power, including the ability for intelligence officials to enter relevant restricted areas and venues, learn from and question relevant organizations, and collect relevant files, materials or items.
The costs of compliance with, and other burdens imposed by the PIPL, CSL, DSL and NIL, along with any other cybersecurity and related laws in China, could have an adverse impact on our business and increase our compliance burden. The lack of clarity and regulatory guidance on some issues adds to the compliance risks. Any inability, or perceived inability, to adequately address privacy and data protection concerns, or comply with applicable laws, regulations, policies, industry standards, contractual obligations, or other legal obligations could result in additional cost and liability and could damage our reputation and adversely affect our business.
Many other foreign countries and governmental bodies in other relevant jurisdictions where Carlyle and our portfolio companies conduct business, have laws and regulations concerning the collection and use of PII and other data obtained from their residents or by businesses operating within their jurisdiction that are more restrictive than those in the U.S. For example, the Hong Kong Personal Data (Privacy) Ordinance, the Australian Privacy Act, and the Brazilian Bank Secrecy Law. Global laws in this area are rapidly increasing in the scale and depth of their requirements, and are also often extra-territorial in nature. In addition, a wide range of regulators are seeking to enforce these laws across regions and borders. Furthermore, we frequently have privacy compliance requirements as a result of our contractual obligations with counterparties. These legal and contractual obligations heighten our privacy obligations in the ordinary course of conducting our business in the U.S. and internationally.
In the U.S., new state laws are being passed, such as the California Consumer Privacy Act (“CCPA”) which took effect in January 2020 and provides for enhanced consumer protections for California residents, a private right of action for data breaches and statutory fines for data breaches and other CCPA violations. The CCPA also requires covered companies to provide new disclosures to California residents, and provides such residents new ways to opt-out of certain sales of personal information. The CCPA provides for civil penalties for violations, as well as a private right of action for data breaches that is expected to increase data breach litigation.
California voters also approved the California Privacy Rights Act (“CPRA”) in November 2020. Effective starting on January 1, 2023, the CPRA will significantly modify the CCPA, including by expanding rights with respect to certain sensitive
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personal information creating a new state agency for enforcing the CCPA and the CPRA. Other states will continue to shape the data privacy environment nationally. For example, the Virginia Consumer Data Protection Act, or CDPA, becomes effective on January 1, 2023 and the Colorado Privacy Act, or CPA, takes effect on July 1, 2023. Aspects of these state privacy statutes remain unclear, resulting in further legal uncertainty and potentially requiring us to modify our data practices and policies and to incur substantial additional costs and expenses in an effort to comply.
Complying with the GDPR, DSL, PIPL, CCPA, CPRA, CDPA, CPA, or other laws, regulations, amendments to or re-interpretations of existing laws and regulations, and contractual or other obligations relating to privacy, data protection, data transfers, data localization, or information security may require us to make changes to our services to enable us or our customers to meet new legal requirements, incur substantial operational costs, modify our data practices and policies, and restrict our business operations. Any actual or perceived failure by us to comply with these laws, regulations, or other obligations may lead to significant fines, penalties, regulatory investigations, lawsuits, significant costs for remediation, damage to our reputation, or other liabilities.
If we fail to comply with the relevant privacy and security laws and regulations, it could result in regulatory investigations and penalties, which could lead to negative publicity and may cause our investors to lose confidence in the effectiveness of our security measures. Any inability, or perceived inability, to adequately address privacy and data protection concerns, or comply with applicable laws, regulations, policies, industry standards, contractual obligations, or other legal obligations also could result in additional cost and liability and could damage our reputation and adversely affect our business.
We have increasingly undertaken business initiatives to increase the number and type of investment products we offer to retail investors, which could expose us to new and greater levels of risk.
Although retail investors have been part of our historic distribution efforts, we have increasingly undertaken business initiatives to increase the number and type of investment products we offer to high net worth individuals, family offices and other mass affluent investors. In some cases we seek to distribute our unregistered funds to such retail investors indirectly through feeder funds sponsored by brokerage firms, private banks or other similar third-parties, and in other cases directly to the qualified clients of private banks, independent investment advisors and brokers. In other cases we offer registered investment products specifically designed for direct investment by both retail and institutional investors. Our initiatives to access retail investors entail the investment of resources and our objectives may not be fully realized.
Accessing retail investors and selling retail directed products exposes us to new and greater levels of risk, including heightened litigation and regulatory enforcement risks. To the extent we distribute retail products through new channels, including through unaffiliated firms, we may not be able to effectively monitor or control the manner of their distribution, which could result in litigation against us, including with respect to, among other things, claims that products distributed through such channels are distributed to customers for whom they are unsuitable or distributed in any other inappropriate manner. Although we seek to ensure through both due diligence and supervisory procedures that the channels through which retail investors access our investment products conduct themselves responsibly, to the extent that our investment products are being distributed through third parties, we are exposed to reputational damage and possible legal liability to the extent such third parties improperly sell our products to investors. Similarly, the hiring of employees to oversee independent advisors and brokers presents risks if they fail to follow training, review and supervisory procedures. In addition, the distribution of retail products through new channels whether directly or through market intermediaries could expose us to additional regulatory risk in the form of allegations of improper conduct and/or actions by state and federal regulators against us with respect to, among other things, product suitability, conflicts of interest and the adequacy of disclosure to customers to whom our products are distributed through those channels.
Extensive regulation in the United States and abroad affects our activities, increases the cost of doing business and creates the potential for significant liabilities and penalties.
Our business is subject to extensive regulation, including periodic examinations, by governmental agencies and self-regulatory organizations in the jurisdictions in which we operate around the world. Many of these regulators, including U.S. and foreign government agencies and self-regulatory organizations and state securities commissions in the United States, are empowered to conduct investigations and administrative proceedings that can result in fines, suspensions of personnel or other sanctions, including censure, the issuance of cease-and-desist orders or the suspension or expulsion of a broker-dealer or investment adviser from registration or memberships. Even if an investigation or proceeding does not result in a sanction or the sanction imposed against us or our personnel by a regulator were small in monetary amount, the costs incurred in responding to such matters could be material and the adverse publicity relating to the investigation, proceeding or imposition of these sanctions could harm our reputation and cause us to lose existing investors or fail to gain new investors or discourage others from doing business with us. Some of our investment funds invest in businesses that operate in highly regulated industries, including in businesses that are regulated by the U.S. Federal Communications Commission and U.S. federal and state banking authorities. The regulatory regimes to which such businesses are subject may, among other things, condition our funds’ ability to invest in those businesses upon the satisfaction of applicable ownership restrictions or qualification requirements. Our failure
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to obtain or maintain any regulatory approvals necessary for our funds to invest in such industries may disqualify our funds from participating in certain investments or require our funds to divest themselves of certain assets.
In recent years, the SEC and its staff have focused on issues relevant to global investment firms and have formed specialized units devoted to examining such firms and, in certain cases, bringing enforcement actions against the firms, their principals and their employees. We expect a greater level of SEC enforcement activity under the current Administration, and while we believe that we have a robust compliance program in place, it is possible this enforcement activity will target practices that we believe are compliant and which were not targeted by the prior Administration. Recent SEC focus areas have also included the use and compensation of, and disclosure regarding, operating partners or consultants, outside business activities of firm principals and employees and group purchasing arrangements and general conflicts of interest disclosures. The SEC is also focused on adherence to practices disclosed in fund offering documents, management of conflicted transactions, management fee calculation, performance advertising and investment due diligence practices.
It is generally expected that the SEC’s oversight of global investment firms will continue to focus on concerns related to transparency, investor disclosure practices, investment risks and conflicts of interest, fees and expenses, liquidity, valuation of assets, and controls around material non-public information, which could impact Carlyle in various ways. For example, our private equity funds frequently engage operating executives and senior advisors who often work with our investment teams during due diligence, provide board-level governance and support and advise portfolio company management. Operating executives and senior advisors generally are third parties, are not considered Carlyle employees and typically are engaged by us pursuant to consulting agreements, and the investors in our private equity funds may bear the cost of the operating executive or senior advisor compensation, as permitted under the relevant fund legal documents. In some cases, an operating executive or senior advisor may be retained by a portfolio company directly and in such instances the portfolio company may compensate the operating executive or senior advisor directly (meaning that investors in our private equity funds may indirectly bear the cost of the operating executive’s or senior advisor’s compensation). While we believe we have made appropriate and timely disclosures regarding the engagement and compensation of our operating executives and senior advisors, the SEC staff may disagree.
The SEC has also signaled that it will continue to focus on issues specific to private investment funds, including performance advertising, the inclusion of preferred liquidity and disclosure terms in side letters, transparency of fund fees and expenses, and reporting of information to the SEC on Form ADV and Form PF, including proposed amendments to Form PF that would require enhanced disclosure with shorter filing deadlines. Any new rulemaking by the SEC in these areas could have an impact on our business practices and result in additional operational, administrative and compliance burden and could potentially result in reductions to our revenue, earnings and cash flow. We also regularly are subject to requests for information and informal or formal investigations by the SEC and other regulatory authorities, with which we routinely cooperate. In the current environment, even historical practices that have been previously examined are being revisited. These additional regulatory requirements will increase our compliance costs and may expose us to liabilities and penalties if we fail to comply with the applicable laws, rules and regulations. In February 2022, the SEC voted to propose new rules and amendments (collectively, the “SEC Proposed Rule”) to existing rules under the Advisers Act specifically related to registered advisers and their activities with respect to private funds. If enacted, the SEC Proposed Rule could have a significant impact on advisers to private funds, including Carlyle. In particular, the SEC has proposed to limit circumstances in which a fund manager can be indemnified by a private fund; increase reporting requirements by private funds to investors concerning performance, fees and expenses; require registered advisers to obtain an annual audit for private funds and also require such fund’s auditor to notify the SEC upon the occurrence of certain material events; enhanced requirements, including the need to obtain a fairness opinion and make certain disclosures, in connection with adviser-led secondary transactions (also known as GP-led secondaries); prohibit advisers from engaging in certain practices, such as, without limitation, charging accelerated fees for unperformed services or fees and expenses associated with an examination to private fund clients and seeking reimbursement, indemnification, exculpation or otherwise limiting an adviser’s liability for certain activities; and impose limitations and new disclosure requirements regarding preferential treatment of investors in private funds in side letters or other arrangements with an adviser. If adopted, including with modifications, this new SEC Proposed Rule could have a significant effect on private fund advisers and their operations, including increasing compliance burdens and associated regulatory costs, reducing the ability to receive expense or indemnification reimbursements, and enhancing the risk of regulatory action, including public regulatory sanctions and may result in a change to our practices and create additional regulatory uncertainty. Further, we note that in connection with the SEC Proposed Rule, if such rule were to be enacted, it could also significantly increase the cost of insurance, specifically D&O and E&O insurance, or may even make such insurance coverage unavailable.
We regularly rely on exemptions from various requirements of the Securities Act of 1933, as amended (the “Securities Act”), the Exchange Act, the Investment Company Act, the Commodity Exchange Act, and the U.S. Employee Retirement Income Security Act of 1974, as amended (“ERISA”), in conducting our asset management activities in the United States. If for any reason these exemptions were to become unavailable to us, we could become subject to regulatory action or third-party claims and our business could be materially and adversely affected. For example, in 2014, the SEC amended Rule 506 of Regulation D under the Securities Act to impose “bad actor” disqualification provisions which ban an issuer from offering or selling securities pursuant to the safe harbor in Rule 506 if the issuer, or any other “covered person”, is the subject of a criminal,
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regulatory or court order or other disqualifying event” under the rule which has not been waived by the SEC. The definition of “covered person” under the rule includes an issuer’s directors, general partners, managing members and executive officers; affiliates who are also issuing securities in the offering; beneficial owners of 20% or more of the issuer’s outstanding equity securities; and promoters and persons compensated for soliciting investors in the offering. Accordingly, our ability to rely on Rule 506 to offer or sell securities would be impaired if we or any “covered person” is the subject of a disqualifying event under the rule and we are unable to obtain a waiver from the SEC.
Similarly, in conducting our asset management activities outside the United States, we rely on available exemptions from the regulatory regimes of various foreign jurisdictions. These exemptions from regulation within the United States and abroad are sometimes highly complex and may, in certain circumstances, depend on compliance by third parties whom we do not control. If for any reason these exemptions were to become unavailable to us, we could become subject to regulatory action or third-party claims and our business could be materially and adversely affected. Moreover, the requirements imposed by our regulators are designed primarily to ensure the integrity of the financial markets and to protect investors in our funds and are not designed to protect our stockholders. Consequently, these regulations often serve to limit our activities and impose burdensome compliance requirements. See Item 1. “Business —Regulatory and Compliance Matters.”
We may become subject to additional regulatory and compliance burdens as we expand our product offerings and investment platform, including registered product offerings for retail investors. For example, we have a number of closed-end investment companies in our Global Credit segment that are subject to the Investment Company Act and the rules thereunder, which, among other things, impose regulatory restrictions on principal transactions between, and joint transactions among, the investment company and certain of its affiliates, including its investment adviser. Certain of these investment companies are subject to additional securities law requirements due to their status as a publicly-traded issuer, as well as the listing standards of the applicable national securities exchange. Other jurisdictions, particularly in Europe and the United Kingdom, impose similar (if not greater) regulatory burdens on registered product offerings. We expect to offer more of these registered investment products in the future to U.S. and non-U.S. investors. These additional regulatory requirements will increase our compliance costs and may expose us to liabilities and penalties if we fail to comply with the applicable laws, rules and regulations.
We are subject to U.S. and foreign anti-corruption, anti-bribery, and anti-money laundering laws, including the U.S. Foreign Corrupt Practices Act, as amended (“FCPA”), the U.S. domestic bribery statute, and the U.S. Travel Act, and other anti-corruption, anti-bribery, and anti-money laundering laws in the countries in which we conduct activities. Anti-corruption laws are interpreted broadly and prohibit us from authorizing, offering, or providing, directly or indirectly, improper payments or things of value to recipients in the public or private sector. In addition, we are subject to the accounting and internal controls provisions of the FCPA, which require us to maintain accurate books and records and a system of internal controls sufficient to detect and prevent corrupt conduct. We are also subject to U.S. export controls and economic sanctions administered by the U.S. Commerce Department, the Office of Foreign Assets Control (“OFAC”) of the U.S. Treasury Department, and the U.S. Department of State. Such export control laws and regulations and economic sanctions are based on U.S. foreign policy and national security goals, and are enforced against targeted countries, jurisdictions, territories, regimes, entities, organizations and individuals.
Laws in non-U.S. jurisdictions, including those addressing anti-bribery, anti-corruption, anti-money laundering, economic sanctions or export control, may impose stricter or more onerous requirements than such laws of the United States, and complying with these foreign laws may disrupt our business or cause us to incur significantly more costs to comply with those laws. For example, in the UK, we are subject to the UK Proceeds of Crime Act 2002 regarding the prevention of money laundering and the financing of terrorism, as well as the UK Bribery Act 2010 prohibiting private and public sector bribery. Different laws may also contain conflicting provisions, making compliance with all laws more difficult. We cannot predict the nature, scope or effect of future regulatory requirements to which we might be subject or the manner in which existing laws might be administered, interpreted or enforced. Our funds’ portfolio companies’ compliance policies and procedures may not prevent all instances of money laundering or bribery, or other prohibited transactions, including those arising from actions by employees, representatives, or other agents, for which we or they might be held responsible.
These various anti-corruption, anti-money laundering, export control, and sanctions laws and regulations relate to a number of aspects of our businesses, including servicing existing fund investors, finding new fund investors and sourcing new investments, as well as the activities of our funds’ portfolio companies, and require ongoing monitoring of both investors and portfolio assets. U.S. government regulators, including the U.S. Department of Justice, the SEC and OFAC, have devoted more resources to enforcement of the FCPA and export control and sanctions laws as enforcement has become more of a priority in recent years. A number of other countries, including countries where we and our funds’ portfolio companies maintain operations or conduct business, have also significantly expanded their enforcement activities, especially in regards to anti-corruption. Recently, the U.S. government has also used sanctions and export controls to address broader foreign and international economic policy goals. While we have developed and implemented policies and procedures designed to ensure compliance by us and our personnel with the FCPA and other anti-corruption laws, as well as export control and economic sanctions laws, we cannot ensure that none of our employees, representatives, contractors, partners, and agents will take actions in violations of our policies and applicable law, for which we may be ultimately held responsible. Any determination that we
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have violated these laws could subject us to, among other things, civil and criminal penalties, material fines, profit disgorgement, injunctions on future conduct, securities litigation, disbarment and a general loss of investor confidence, any one of which could have a material adverse effect on our results of operations, financial condition and cash flow, as well as our reputation.
In addition, the Iran Threat Reduction and Syria Human Rights Act of 2012 (the “ITRA”) expanded the scope of U.S. sanctions against Iran and Section 219 of the ITRA amended the Exchange Act to require companies subject to SEC reporting obligations under Section 13 of the Exchange Act to disclose in their periodic reports specified dealings or transactions involving Iran, or other individuals and entities targeted by certain sanctions promulgated by OFAC, by the reporting company or any of its affiliates, including in our case some of our portfolio companies, during the period covered by the relevant periodic report. In some cases, the ITRA requires companies to disclose transactions even if they were permissible under U.S. law. In addition, the ITRA imposes an obligation to separately file with the SEC a notice that specified activities have been disclosed in our quarterly and annual reports, and the SEC is required to post this notice of disclosure on its website and send the report to the U.S. President and certain U.S. Congressional committees. Disclosure of ITRA-specified activity, even if such activity is legally permissible and not subject to sanctions under applicable law, and any fines or penalties actually imposed on us or our affiliates as a result of any impermissible activities, could harm our reputation and have a negative impact on our business. In the past, we have disclosed pursuant to Section 13 of the Exchange Act, certain permissible dealings and transactions and to date, we have not received notice of any investigation into such activities.
On January 18, 2022, the U.S. Department of Justice Antitrust Division and the U.S. Federal Trade Commission (“FTC”) launched a joint public inquiry aimed at strengthening enforcement against illegal mergers, citing evidence that many industries across the economy are becoming more concentrated and less competitive. Antitrust regulators in several foreign jurisdictions have announced similar antitrust enforcement initiatives. These initiatives are expected to increase scrutiny of mergers and acquisitions and to result in the adoption of more stringent guidelines for pre-approval of mergers. As a result, the process of obtaining pre-approval from the FTC and other non-U.S. antitrust authorities for mergers and acquisitions undertaken by the investment funds we manage is expected to become more challenging, more time consuming, and more expensive. If certain proposed acquisitions or dispositions of portfolio companies by our managed investment funds are delayed or rejected by antitrust regulators, it could have an adverse impact on our ability to generate future performance revenues and to fully invest the available capital in our funds, as well as reduce opportunities to exit and realize value from our fund investments.
If we fail to comply with this multitude of laws and regulations, even where conflicts of law arise, we could be exposed to claims for damages, civil or criminal penalties, incarceration of our employees, restrictions on our operations (including disbarment) and other liabilities, especially as non-U.S. regulators increase their enforcement activities, which could materially and adversely affect our business, results of operations, financial condition, cash flow and our reputation. In addition, we may be subject to successor liability for FCPA violations or other acts of bribery, or violations of applicable anti-corruption, sanctions or export control laws committed by companies in which we or our funds invest or which we or our funds acquire.
It is unclear what impact the United Kingdom’s exit from the European Union will have on the Company or the fund portfolio companies.
The UK held a referendum in June 2016 on whether to remain a member state of the EU, in which a majority of voters voted to leave the EU. The UK officially left the EU on January 31, 2020, and a transition period of 11 months commenced on this date to allow for the negotiation of a new trade agreement. This transition period ended on December 31, 2020. Various EU laws have been adopted into domestic UK legislation and certain transitional regimes and deficiency-correction powers exist to ease the transition.
The UK and the EU announced, on December 24, 2020, that they had reached agreement on a new Trade and Cooperation Agreement (the “TCA”), which addresses the future relationship between the parties. The TCA was approved by the UK Parliament on December 30, 2020. Due to the TCA only being agreed shortly before the end of the transition period, it applied on a provisional basis in the EU until it was formally ratified by the European Parliament and has applied permanently from May 1, 2021. The TCA covers, for example, measures to preserve tariff-free trade in goods and the ability of UK nationals to travel to the EU on business but defers other issues. While the TCA includes a commitment by the UK and the EU to keep their markets open for persons wishing to provide financial services through a permanent establishment, it does not substantively address future cooperation in the financial services sector or reciprocal market access into the EU by UK-based firms under equivalence arrangements or otherwise.
While the TCA provides clarity in some areas, the impact of Brexit on our business operations in the UK and the EU, and on the private investment funds industry and global financial markets more broadly, remains uncertain. This is driven in part by the ongoing uncertainty relating to equivalence and the extent to which the EU will grant reciprocal access to UK firms in the financial services sector. As a new agreement, the implications and operation of the TCA may also be subject to change and/or develop at short notice.
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In any case, as of January 1, 2021, our UK FCA-authorized affiliates, CECP and CELF, ceased to be entitled to exercise single market passport rights to provide investment services in or into the EEA on a cross-border services basis. Certain EEA investor-facing activities previously carried on by those firms have been reorganized so that they are performed now by different, EEA established affiliates under alternative licensing arrangements. These arrangements may subject us to additional regulatory obligations and may impede our ability to raise capital from EEA investors.
In this respect and otherwise, uncertainty about the way in which these and other complex issues will be resolved could adversely affect the Company, its investment funds and portfolio companies (especially if its investment funds include, or expose them to, businesses that depend on access to the single market, the customs union, or whose value is affected adversely by the UK’s future relationship with the EU). The size and importance of the UK’s economy, coupled with uncertainty or unpredictability about the precise nature of its future legal, political and economic relationship with the EU following the implementation of the TCA (and any subsequent discussions between the UK and EU in respect of matters not within its scope) may continue to cause instability, significant currency fluctuations and/or other adverse effects on international markets, international trade agreements and/or other existing cross-border cooperation arrangements (whether economic, tax, fiscal, legal, regulatory or otherwise). In addition, Brexit could have a destabilizing effect if any other member states were to consider withdrawing from the EU. The decision for any other member state to withdraw from the EU could exacerbate such uncertainty and instability and may present similar and/or additional potential risks and consequences for the Company, its investment funds and fund portfolio companies.
These complex issues and other by-products of Brexit, such as the tightening of credit in the UK commercial real estate market, may also increase the costs of having operations, conducting business and making investments in the UK and Europe. As a result, the performance of our funds which are focused on investing in the UK and to a lesser extent across Europe, may be disproportionately affected compared to those funds that invest more broadly across global geographies or are focused on different regions.
The uncertainty surrounding the precise nature of the UK’s future legal relationship with the EU may continue to be a source of significant exchange rate fluctuations and/or other adverse effects on international markets. Unhedged currency fluctuations have the ability to adversely affect our funds and their underlying portfolio companies.
Further, the development of the UK’s future legislative approach remains uncertain. The UK may elect in the future to repeal, amend or replace EU laws, which could exacerbate the uncertainty and result in divergent UK national laws and regulations. Changes to the regulatory regimes in the UK or the EU and its member states could materially affect our business prospects and opportunities and increase our costs. In addition, Brexit could potentially disrupt the tax jurisdictions in which we operate and affect the tax benefits or liabilities in these or other jurisdictions in a manner that is adverse to us and/or our funds. Any of the foregoing could materially and adversely affect our business, results of operations and financial condition.
Financial regulations and changes thereto in the United States could adversely affect our business and the possibility of increased regulatory focus could result in additional burdens and expenses on our business.
The Dodd-Frank Wall Street Reform and Consumer Protection Act (the “Dodd-Frank Act”), enacted in 2010, has imposed significant changes on almost every aspect of the U.S. financial services industry, including aspects of our business. On May 24, 2018, the Economic Growth, Regulatory Relief and Consumer Protection Act (the “Reform Act”) was signed into law. The Reform Act amends various sections of the Dodd-Frank Act, including by modifying the Volcker Rule to exempt certain insured depository institutions. The Reform Act and various other proposals focused on deregulation of the U.S. financial services industry may have the effect of increasing competition for our credit-focused businesses or otherwise reducing investment opportunities, which could adversely affect our business.
The Volcker Rule, as amended by the Reform Act, generally prohibits any “banking entity” (broadly defined as any insured depository institution, subject to certain exceptions including for depository institutions that do not have, and are not controlled by a company that has, more than $10 billion in total consolidated assets and significant trading assets and liabilities, any company that controls such an institution, a non-U.S. bank that is treated as a bank holding company for purposes of U.S. banking law and any affiliate or subsidiary of the foregoing entities) from sponsoring, acquiring or retaining an ownership interest in a fund that is not subject to the provisions of the 1940 Act in reliance upon either Section 3(c)(1) or Section 3(c)(7) of the 1940 Act. The Volcker Rule also authorizes the imposition of additional capital requirements and certain other quantitative limits on such activities engaged in by certain nonbank financial companies that have been determined to be systemically important by the Financial Stability Oversight Council (“FSOC”) and subject to supervision by the Federal Reserve, although such entities are not expressly prohibited from sponsoring or investing in such funds. In July 2019, U.S. federal regulatory agencies adopted amendments to the Volcker Rule regulations to implement the Volcker Rule amendments included in the Reform Act, and also in 2019 such U.S. federal regulatory agencies adopted certain targeted amendments to the Volcker Rule regulations to simplify and tailor certain compliance requirements relating to the Volcker Rule.In June 2020, U.S. federal regulatory agencies adopted additional revisions to the Volcker Rule’s current restrictions on banking entities sponsoring and investing in certain covered hedge funds and private equity funds, including by adopting new exemptions
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allowing banking entities to sponsor and invest without limit in credit funds, venture capital funds, customer facilitation funds and family wealth management vehicles(the “Covered Fund Amendments”).The Covered Fund Amendments also loosen certain other restrictions on extraterritorial fund activities and direct parallel or co-investments made alongside covered funds. The Covered Fund Amendments should therefore expand the ability of banking entities to invest in and sponsor private funds. The Covered Fund Amendments, the Reform Act and such regulatory developments and various other proposals focused on deregulation of the U.S. financial services industry may have the effect of increasing competition for our businesses.
In June 2010, the SEC approved Rule 206(4)-5 under the Advisers Act regarding “pay to play” practices by investment advisers involving campaign contributions and other payments to government clients and elected officials able to exert influence on such clients. The rule prohibits investment advisers from providing advisory services for compensation to a government client for two years, subject to very limited exceptions, after the investment adviser, its senior executives or its personnel involved in soliciting investments from government entities make contributions to certain candidates and officials in a position to influence the hiring of an investment adviser by such government client. Any failure on our part to comply with the rule could expose us to significant penalties, loss of fees, and reputational damage. In August 2017, FINRA’s “pay to play” regulations went into effect. These FINRA rules effectively prohibit the receipt of compensation from state or local government agencies for solicitation and distribution activities within two years of a prohibited contribution by a broker-dealer or one of its covered associates. There have also been similar laws, rules and regulations and/or policies adopted by a number of states and municipal pension plans, which prohibit, restrict or require disclosure of payments to (and/or certain contracts with) state officials by individuals and entities seeking to do business with state entities, including investment by public retirement funds.
The Dodd-Frank Act also imposes a regulatory structure on the “swaps” market, including requirements for clearing, exchange trading, capital, margin, reporting, and recordkeeping. The CFTC has finalized many rules applicable to swap market participants, including business conduct standards for swap dealers, reporting and recordkeeping, mandatory clearing for certain swaps, exchange trading rules applicable to swaps, initial and variation margin requirements for uncleared swap transactions and regulatory requirements for cross-border swap activities. These requirements could reduce market liquidity and adversely affect our business, including by reducing our ability to enter swaps.
The Dodd-Frank Act amended the Exchange Act to direct the Federal Reserve and other federal regulatory agencies to adopt rules requiring sponsors of asset-backed securities (or a majority-owned affiliate thereof) to retain at least 5% of the credit risk relating to the assets collateralizing the asset-backed securities (the “U.S. Risk Retention Rules”). The U.S. Risk Retention Rules were issued by five federal banking and housing agencies and the SEC in October 2014 and became effective on December 24, 2016. A 2018 order by the United States District Court for the District of Columbia held that the U.S. risk retention rules do not apply to managers of open-market CLOs (i.e., CLOs for which the underlying assets are not transferred by the manager to the CLO issuer via a sale). As a result, we have determined that we are not subject to the U.S. Risk Retention Rules in respect of our open-market CLO transactions and do not intend to act in accordance with the various restrictions the U.S. Risk Retention Rules imposed on sponsors of securitization transactions. We continue to review this decision and its ultimate impact on our business.
The Dodd-Frank Act authorizes federal regulatory agencies to review and, in certain cases, prohibit compensation arrangements at financial institutions that give employees incentives to engage in conduct deemed to encourage inappropriate risk taking by covered financial institutions. On May 16, 2016, the SEC and other federal regulatory agencies proposed a rule that would apply requirements on incentive-based compensation arrangements of "covered financial institutions," including certain registered investment advisers and broker-dealers above a specific asset threshold. This, if adopted, could limit our ability to recruit and retain investment professionals and senior management executives. However, the proposed rule remains pending and may be subject to significant modifications.
In May 2018, the Economic Growth, Regulatory Relief and Consumer Protection Act became law, which modified automatic additional regulatory compliance issues for financial entities that were deemed “Systemically Important Financial Institutions” (SIFI) from $50 billion AUM to $250 billion AUM. There is legislative risk under the current Administration that such designation will revert back to $50 billion and expand its application to include private equity asset management firms.
Following the 2020 presidential and congressional elections in the U.S. there has been an increased risk of legislative and regulatory action that could adversely limit and affect our and our funds’ portfolio companies’ business. For example, proposed legislation that was introduced into the U.S. Congress in July 2019 was reintroduced in October 2021, containing a number of provisions that, if they were to become law, would adversely impact alternative asset management firms. Among other things, the bill would: (1) subject private funds and certain holders of economic interests therein to joint and several liability for all liabilities of portfolio companies; (2) require private funds to offer identical terms and benefits to all limited partners; (3) require disclosure of names of each limited partner invested in a private fund, as well as sensitive fund and portfolio company-level information; (4) impose a limitation on the deductibility of interest expense only applicable to companies owned by private funds; (5) modify settled bankruptcy law to target transactions by private equity funds; (6) increase tax rates on carried interest; and (7) prohibit portfolio companies from paying dividends or repurchasing their shares or
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outsourcing jobs at portfolio companies during the first two years following the acquisition of the portfolio company. In addition, in August 2021, legislation was introduced in the Senate that would require holders of carried interest to recognize a specified amount of deemed compensation income each year regardless of whether the investment partnership recognizes income or gain and regardless of whether and when the holders receive distributions in respect of their carried interests. If these proposed bills or parts thereof, or other similar legislation, were to become law, it could negatively impact us, our funds’ portfolio companies and our investors.
Future legislation, regulation or guidance may have an adverse effect on the fund industry generally and/or us, specifically. Financial services regulation, including regulations applicable to our business, has increased significantly in recent years, and may in the future be subject to further enhanced governmental scrutiny and/or increased regulation, including resulting from changes in U.S. executive administration or Congressional leadership. The SEC has also signaled that it intends to pursue additional regulation of private fund fees and conflicts of interest, including potentially requiring greater transparency of fund fees and expenses. It is difficult to determine the full extent of the impact on us of any new laws, regulations or initiatives that may be proposed or whether any of the proposals will become law. Any changes in the regulatory framework applicable to our business, including the changes described above, may impose additional costs on us, impact our ability to generate revenue, require the attention of our senior management or result in limitations on the manner in which we conduct our business. Moreover, we anticipate there may be an increase in regulatory investigations of the trading and other investment activities of private funds, including our investment funds. Compliance with any new laws or regulations (including recent heightened SEC scrutiny regarding adviser compliance with advisers’ own internal policies) could make compliance more difficult and expensive, affect the manner in which we conduct our business and adversely affect our profitability.
The short-term and long-term impact of the Basel capital standards is uncertain.
In June 2011, the Basel Committee on Banking Supervision (“Basel Committee”), an international body comprised of senior representatives of bank supervisory authorities and central banks from 27 countries, including the United States, announced the final framework for a comprehensive set of capital and liquidity standards, commonly referred to as “Basel III,” for internationally active banking organizations and certain other types of financial institutions. The Basel III standards were revised in 2017 as part of a package of reforms referred to as “Basel IV” by the banking industry. These standards generally require banks to hold more capital, predominantly in the form of common equity, than under the previous capital framework, reduce leverage and improve liquidity standards. U.S. federal banking regulators have adopted, and continue to adopt, final regulations to implement Basel III for U.S. banking organizations.
The ongoing adoption of these rules could restrict the ability of banks to maintain certain levels or types of capital market exposures under the present structure of their balance sheets, and cause these entities to raise additional capital in order to stay active in our marketplaces. As a result, their businesses, results of operations, financial condition or prospects could be materially adversely affected, which in turn could have unintended adverse consequences for us, through higher borrowing costs, reduced access to certain types of credit and increased costs and difficulty for us or our funds to enter into transactions in the normal course of our business. Moreover, these increased regulatory responsibilities and increased costs could reduce trading by a number of market participants, which could in turn adversely impact liquidity and increase volatility in the markets and expose our funds to greater risks in connection with their trading activities.
Regulatory initiatives in jurisdictions outside the United States could adversely affect our business.
Similar to the environment in the United States, the current environment in jurisdictions outside the United States in which we operate, in particular the EU and the UK, has become subject to an expanding body of regulation. Governmental regulators and other authorities in the EU and the UK have proposed or implemented a number of initiatives and additional rules and regulations that could adversely affect our business.
New prudential regimes for EU and UK investment firms. On December 5, 2019, a new EU legislative package replacing the existing prudential framework for EU investment firms was published in the Official Journal of the European Union, which took effect on June 26, 2021. The legislation consists of the Investment Firm Regulation and the Investment Firm Directive (together “IFR/IFD”). IFR/IFD represents a complete overhaul of "prudential" regulation (i.e. capital adequacy, liquidity adequacy, governance, remuneration policies and practices, public transparency and regulatory reporting) in the EU and substantially increases regulatory capital requirements for certain investment firms and imposes more onerous remuneration rules, and revised and extended internal governance, disclosure, reporting, liquidity, and group “prudential” consolidation requirements (among other things). IFR/IFD affects AlpInvest, one of our subsidiaries, because it is an alternative investment fund manager in the Netherlands with MiFID top-up permissions to provide investment services.
The UK has implemented its own version of IFR/IFD, the Investment Firms Prudential Regime (the “IFPR”), which took effect from January 1, 2021. The IFPR applies to our subsidiaries that are UK investment firms under the post-Brexit UK-retained Markets in Financial Instruments Directive (as restated, "MiFID II"), namely CECP and CELF. Under the IFPR, among other requirements, both CECP and CELF are required to maintain a more onerous policy on remuneration, set an
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appropriate ratio between the variable and fixed components of total remuneration and meet requirements on the structure of variable remuneration. These requirements may make it more difficult for us to attract and retain staff. IFPR will also result in increased regulatory capital and liquidity adequacy requirements for CECP, in particular, which may increase the costs of doing business and may impede intra-group capital and cash flows.
AIFMD. The AIFMD was implemented in most jurisdictions in the EEA, on July 22, 2014. The AIFMD regulates alternative investment fund managers (“AIFMs”) established in the EEA that manage alternative investment funds (“AIFs”). The AIFMD also regulates and imposes regulatory obligations in respect of the marketing in the EEA by AIFMs (whether established in the EEA or elsewhere) of AIFs (whether established in the EEA or elsewhere). The UK implemented AIFMD while it was still a member of the EU and “onshored” it as part of UK law, such that similar requirements continue to apply in the UK notwithstanding Brexit. AlpInvest, one of our subsidiaries, obtained authorization in 2015 and is licensed as an AIFM in the Netherlands. Additionally, in 2017, one of our subsidiaries, Carlyle Real Estate SGR S.p.A was registered as an AIFM in Italy and in 2018, one of our subsidiaries, CIM Europe, obtained authorization as an AIFM in Luxembourg.
In 2017, the European Commission started a review of AIFMD. The European Commission published a report on the operation of the AIFMD in January 2019, which identified certain areas requiring further analysis. A subsequent report on the application and scope of the AIFMD was published in June 2020. Following these reports, the European Commission launched a public consultation relating to its review of the AIFMD in October 2020, which closed on January 29, 2021. In November 2021, the European Commission published draft legislation, commonly referred to as “AIFMD II”. Subject to the EU ordinary legislative process involving the European Parliament and European Council, this is expected to result in amendments to the AIFMD, which will affect firms two years after the legislation comes into force, possibly in 2024. It is unclear at this stage how the AIFMD II will affect us or our subsidiaries. The current draft proposes a number of amendments to the AIFMD, including more onerous delegation requirements, enhanced substance requirements, additional liquidity management provisions for AIFMs to the extent that they manage open-ended AIFs, and revised regulatory reporting and investor disclosures requirements. The draft proposes significant new requirements relating to the activities of funds which originate loans including new restrictions on the structure which such funds may take. It also proposes to introduce new conditions for non-EEA AIFMs, such as certain of our US affiliates, to be able to make use of the national private placement regimes of EEA states, including a condition that the jurisdiction of neither of the AIFM and AIF have been identified as non-cooperative third countries for tax purposes nor deemed by the EU not to comply fully with the standards laid down in Article 26 of the OECD Model Tax Convention on Income and on Capital and thereby to ensure an effective exchange of information in tax matters. This gives rise to a risk that certain of our AIFs may not be able to take advantage of such regimes to raise capital from EEA investors, potentially with little notice.
Given the significance of this review process as well as its potential impact on the European fund industry framework, we have been considering the potential impact of AIFMD II on our business, particularly with regard to delegation of certain AIFM duties to third-countries that may affect both operating models of CIM Europe and AlpInvest, extension of the directive to third country firms and a push towards harmonization of the Collective Investment in Transferable Securities (“UCITS”) and AIFMD frameworks. AIFMD II has the potential to limit market access for our non-EU funds. Further, compliance with AIFMD II may, amongst other things, increase the cost and complexity of raising capital, may slow the pace of fundraising, limit operations, increase operational costs and disadvantage our investment funds as bidders for and potential owners of private companies located in the EEA when compared to non-AIF/AIFM competitors. It is not yet clear to what extent (if any) the UK would reflect AIFMD II in its domestic rules.
CBDF Directive and CBDF Regulation. In August 2021, two main legislative instruments – Directive (EU) 2019/1160 (the “CBDF Directive”) and Regulation (EU) 2019/1156 (the “CBDF Regulation”) came into effect. The CBDF Regulation and CBDF Directive lay out, among other things, general principles to be adhered to by fund managers when drafting pre-marketing and marketing communications. It also harmonizes the pre-marketing requirements across the EEA by requiring EU AIFMs to notify their local regulator of their intention to pre-market in certain EEA jurisdictions within two (2) weeks of pre-marketing having begun. CIM Europe and AlpInvest began to file such pre-marketing notifications with the CSSF for any new fund and we are working to incorporate the relevant requirements under the CBDF Directive and CBDF Regulation into the firm’s global marketing policy.
Solvency II. The European solvency framework and prudential regime for insurers and reinsurers, under the Solvency II Directive 2009/138/EC (“Solvency II”), took effect in full on January 1, 2016. Solvency II is a regulatory regime which imposes economic risk-based solvency requirements across all EU Member States and consists of three pillars: Pillar I-quantitative capital requirements, based on a valuation of the entire balance sheet; Pillar II-qualitative regulatory review, which includes governance, internal controls, enterprise risk management and supervisory review process; and Pillar III-market discipline, which is accomplished through reporting of the insurer’s financial condition to regulators and the public. Solvency II is supplemented by European Commission Delegated Regulation (E.U.) 2015/35 (the “Delegated Regulation”), other European Commission “delegated acts” and binding technical standards, and guidelines issued by the European Insurance and Occupational Pensions Authority. The Delegated Regulation sets out detailed requirements for individual insurance and
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reinsurance undertakings, as well as for groups, based on the overarching provisions of Solvency II, which together make up the core of the single prudential rulebook for insurance and reinsurance undertakings in the EU.
Solvency II sets out stronger capital adequacy and risk management requirements for European insurers and reinsurers and, in particular, dictates how much capital such firms must hold against their liabilities and introduces a risk-based assessment of those liabilities. Solvency II imposes, among other things, substantially greater quantitative and qualitative capital requirements for insurers and reinsurers as well as other supervisory and disclosure requirements. We are not subject to Solvency II; however, many of our European insurer or reinsurer fund investors are subject to this directive, as applied under applicable domestic law. Solvency II may impact insurers’ and reinsurers’ investment decisions and their asset allocations. In addition, insurers and reinsurers will be subject to more onerous data collation and reporting requirements. As a result, there is the potential for Solvency II to have an adverse indirect effect on our businesses by, among other things, restricting the ability of European insurers and reinsurers to invest in our funds and imposing on us extensive disclosure and reporting obligations for those insurers and reinsurers that do invest in our funds. A broad review of Solvency II was carried out by the European Commission in 2020 (the “Solvency II 2020 review”), with input from the European Insurance and Occupational Pensions Authority (“EIOPA”). This included a related public consultation launched by the European Commission in July 2020. On December 17, 2020, EIOPA submitted its opinion on the Solvency II 2020 review to the European Commission. The Solvency II 2020 review is expected to result in amendments to various aspects of Solvency II, although the extent of such amendments is as yet unknown. Following this, on September 22, 2021, the European Commission published proposed legislation to amend the Solvency II Directive. The proposals are under review of the subject to the EU ordinary legislative process involving the European Parliament and the European Council, with the implementation date of the revised Solvency II Directive currently unknown. It is unclear at this stage the extent to which the proposed amendments to Solvency II will have an indirect effect on our businesses.
MiFID II. The recast Markets in Financial Instruments Directive and Markets in Financial Instruments Regulation (collectively referred to as “MiFID II”) came into effect on January 3, 2018. Although the UK has now withdrawn from the EU, its rules implementing the recast Markets in Financial Instruments Directive continue to have effect and the Markets in Financial Instruments Regulation has been on-shored into UK law (subject to certain amendments to ensure it operates properly in a UK-specific context) in connection with such withdrawal. MiFID II amended the existing MiFID regime and, among other requirements, introduced new organizational and conduct of business requirements for investment firms in the EEA. Certain requirements of MiFID II also apply to AIFMs with a MiFID “top-up” permission, such as AlpInvest.
MiFID II extended MiFID requirements in a number of areas such as the receipt and payment of inducements (including investment research), suitability and appropriateness assessments, conflicts of interest, record-keeping, costs and charges disclosures, best execution, product design and governance, and transaction and trade reporting. Under MiFID II, national competent authorities are also required to establish position limits in relation to the maximum size of positions which a relevant person can hold in certain commodity derivatives. The limits apply to contracts traded on trading venues and their economically equivalent OTC contracts. The position limits established, as amended from time to time, and our ability to rely on any exemption thereunder may affect the size and types of investments we may make. Failure to comply with MiFID II and its associated legislative acts could result in sanctions from national regulators, the loss of market access and a number of other adverse consequences which would have a detrimental impact on our business. Certain aspects of MIFID II and Markets in Financial Instruments Regulations (“MiFIR”) are subject to review and change in both the EU and the UK
Swiss Marketing Regulations. The Swiss Financial Services Act (FinSA) and the Financial Institution Act (FinIA) came into force on January 1, 2020 with a transition period that ended on December 31, 2021. FinSA seeks to protect clients of financial service providers and to establish comparable conditions for the provision of financial services by financial service providers (FSP), and thus contributes to enhancing the reputation and competitiveness of Switzerland's financial center. FinIA introduces coordinated supervision for the various categories of financial institutions: portfolio managers, trustees, managers of collective assets, fund management companies and securities firms. The new Swiss regulations have an impact on the offering and marketing foreign investment fund shares into Switzerland on a cross-border basis and creates new requirements for financial service providers.
Anti-Money Laundering. During 2020, two new EU Anti-Money Laundering (AML) Directives came into force: the fifth AML EU Directive (AMLD5) and the sixth AML EU Directive (AMLD6). AMLD5 was implemented into UK law on January 10, 2020. The changes under AMLD5 include: new more stringent customer due diligence measures and requirements to report discrepancies between information held and the Companies House register and to conduct risk assessments prior to the launch or use of new products, and business practices. AMLD5 has added complexity to our internal processes and any perceived shortcomings in our adoption of AMLD5 could create reputational risks to our business. AMLD6 harmonizes the definition of money laundering across the EU, expands the number of offenses that fall under the definition of money laundering and extends criminal liability to include punishments for legal persons, including partnership entities. On July 20, 2021, the European Commission presented an ambitious package of legislative proposals to strengthen the EU’s anti-money laundering and countering the financing of terrorism (AML/CFT) rules, including the creation of a new pan-EU supervisory authority to combat money laundering. The UK government has not yet implemented AMLD6.
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Securitization Regulation. Regulation (EU) 2017/2402 (the “Securitization Regulation”) is a new framework for European securitizations which came into effect on January 1, 2019. There is a risk that a non-EU AIFM that markets funds in the EU which invest in securitization positions could be within scope of certain requirements under the Securitization Regulation. To the extent a non-EU AIFM is within the scope of the Securitization Regulation, it could only hold a securitization exposure where the originator, sponsor or original lender retains 5% of the securitization. If our non-EU AIFMs fall within the scope of the Securitization Regulation, it could affect the asset values of certain of our funds, force divestment of certain assets at depressed prices, and increase the operating cost of our CLOs. The UK has adopted the Securitization Regulation and therefore similar requirements continue to apply in the UK notwithstanding Brexit.
Sustainable Finance. We, our funds and their portfolio companies face increasing public scrutiny related to ESG activities. We and they risk damage to our brand and reputation, if we or they fail to act responsibly in a number of areas, such as diversity, equity and inclusion, environmental stewardship, support for local communities, corporate governance and transparency and considering ESG factors in our investment processes. Adverse incidents with respect to ESG activities could impact the value of our brand, or the brand of our funds or their portfolio companies, the cost of our or their operations and relationships with investors, all of which could adversely affect our business and results of operations.
Additionally, new regulatory initiatives related to ESG that are applicable to us, our funds and their portfolio companies could adversely affect our business. In May 2018, the European Commission adopted an “action plan on financing sustainable growth.” The action plan is, among other things, designed to define and reorient investment toward sustainability. The action plan contemplates: establishing EU labels for green financial products; clarifying asset managers' and institutional investors' duties regarding sustainability in their investment decision-making processes; increasing disclosure requirements in the financial services sector around ESG and strengthening the transparency of companies on their ESG policies and introducing a ‘green supporting factor’ in the EU prudential rules for banks and insurance companies to incorporate climate risks into banks’ and insurance companies’ risk management policies.
A number of these initiatives are underway and on December 9, 2019, Regulation (EU) 2019/2088 on sustainability-related disclosures in the financial sector was published in the Official Journal of the European Union (the “Sustainable Finance Disclosure Regulation” or “SFDR”). SFDR introduces mandatory sustainability-related transparency requirements for MiFID investment firms providing portfolio management or investment advisory services, and AIFMs. The majority of the provisions of SFDR have applied since March 10, 2021. For us, this primarily impacts our AIFMs by requiring certain firm-level website disclosures regarding how sustainability risks are integrated into investment processes and remuneration practices. In addition, fund-level disclosures are required in relation to the integration of sustainability risks into investment decisions and potential impacts on fund returns. From January 1, 2022, further disclosures in periodic reports are required and, from January 1, 2023 certain template pre-contractual and periodic disclosures must be adopted.
Further, firms that offer financial products (such as AIFs) that promote environmental or social characteristics, or which have a sustainable investment objective, will also need to comply with additional disclosure and periodic reporting requirements that are broadly designed to prevent firms from “greenwashing” (i.e., the holding out of a product as having green or sustainable characteristics where this is not, in fact, the case). There is a risk that a significant reorientation in the market following the implementation of these and further measures could be adverse to our portfolio companies if they are perceived to be less valuable as a consequence of, among other things, their carbon footprint or “greenwashing.” There is also a risk that market expectations in relation to the SFDR categorization of financial products could adversely affect our ability to raise capital.
In addition, on June 22, 2020, Regulation (EU) 2020/852 on the establishment of a framework to facilitate sustainable investment was published in the Official Journal of the European Union (the “Taxonomy Regulation”). The Taxonomy Regulation sets out a framework for classifying economic activities as “environmentally sustainable” and also introduces certain mandatory disclosure and reporting requirements (which supplement those set out in SFDR) for financial products that have an environmentally sustainable investment objective or that promote environmental characteristics. The Taxonomy Regulation takes effect in part from January 2022 and in part from January 2023.
A significant amount of detail surrounding these EU sustainable finance initiatives is yet to be revealed and has been further delayed by the COVID-19 pandemic so it is not possible at this stage to fully assess how our business will be affected. We, our funds and their portfolio companies are subject to the risk that similar measures might be introduced in other jurisdictions in which we or they currently have investments or plan to invest in the future. Additionally, compliance with any new laws or regulations increases our regulatory burden and could make compliance more difficult and expensive, affect the manner in which we, our funds or their portfolio companies conduct our businesses and adversely affect our profitability.
The UK intends to introduce a new legislative framework focused on implementing the recommendations of the Financial Stability Board Taskforce on Climate-related Financial Disclosures (“TCFD”), in particular by introducing mandatory TCFD-aligned disclosure requirements for UK firms. The FCA published a policy statement with the near-finalized rules on
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December 17, 2021. The rules capture asset managers including, so far as relevant, certain private fund advisors such as CECP and investment portfolio managers such as CELF, as well as insurers and FCA-regulated pension providers. For the largest in-scope firms (those with over £50 billion in AUM), the rules apply from January 1 2022, with the first public disclosures to be made by June 30, 2023. For those below this threshold but above £5 billion in AUM, the rules will apply from January 1, 2023, with disclosures to be made by June 30, 2024. The impact of this new regime to our business is currently under review.
In addition, the UK FCA is consulting on additional sustainability disclosure requirements and sustainability labels for investment products. The FCA published a discussion paper on November 3, 2021, proposing a three-tiered system with different levels of disclosures targeted at different types of investors and different classifications for products according to their sustainability activities and objectives. The FCA is also considering whether to introduce specific sustainability-related requirements for financial advisors and how (if at all) the regime should apply to funds that are being marketed into the UK. A consultation paper is expected to be published in the second quarter of 2022, with the date of application of these new requirements and the full detail of them yet to be provided. We will monitor these developments and how they may impact our businesses.
Leveraged Transactions. In May 2017, the European Central Bank (“ECB”) issued guidance on leveraged transactions which applies to significant credit institutions supervised by the ECB in member states of the Euro zone. Under the guidance, credit institutions should have in place internal policies that include a definition of “leveraged transactions”. Loans or credit exposures to a borrower should be regarded as leveraged transactions if: (i) the borrower’s post-financing level of leverage exceeds a total debt to EBITDA ratio of 4.0 times; or (ii) the borrower is owned by one or more “financial sponsors”. For these purposes, a financial sponsor is an investment firm that undertakes private equity investments in and/or leveraged buyouts of companies. Following these guidelines, credit institutions in the Euro zone could in the future limit, delay or restrict the availability of credit and/or increase the cost of credit for our investment funds or portfolio companies involved in leveraged transactions. This policy area remains under close scrutiny and further guidance could be issued on short notice in the future.
CSPD. In March 2018, the European Commission published a proposal for a new directive governing credit servicers, credit purchasers and the recovery of collateral in connection with loans (the “Credit Servicers and Purchasers Directive” or “CSPD”). The policy aim behind the CSPD is the development of a well-functioning secondary market for non-performing loans. The CSPD was finalized and published in the Official Journal of the European Union on December 8, 2021 and entered into force on December 28, 2021. Member States are required to adopt and apply measures implementing the CSPD by December 30, 2023 and entities carrying on credit servicing activities from December 30, 2023 will be required to obtain authorization under the CSPD by June 29, 2024.
The CSPD applies to, among others, “credit servicers” and “credit purchasers” and would impose a number of new requirements relating to licensing, conduct of business and provision of information. The definition of “credit servicer” in the Commission proposal is sufficiently broad that it could be construed to include asset managers. The Directive prima facie limits the scope of the requirements for credit servicers and credit purchasers to the servicing or purchasing of credit agreements originally issued by a credit institution established in the EU or its subsidiaries established in the EU. This is subject however, to individual Member State discretion. Such Member States may choose to extend the CSPD requirements to credit agreements that are not issued by an EU credit institution. Subject to the aforementioned potential extension of scope by individual Member States, the servicing of loans originally advanced by credit funds (rather than, for example, an EU bank) will fall outside the scope of the CSPD. Asset managers are unlikely to act as principal credit purchasers. However, they may purchase in-scope credit agreements as agent on behalf of the funds or separately managed accounts for whom they are acting and therefore may in practice be required to discharge the associated obligations on behalf of underlying clients. Compliance with these rules could involve a material cost to our business.
Hong Kong Security Law. On June 30, 2020, the National People’s Congress of China passed a national security law (the “National Security Law”), which criminalizes certain offenses including secession, subversion of the Chinese government, terrorism and collusion with foreign entities. The National Security Law also applies to non-permanent residents. Although the extra-territorial reach of the National Security Law remains unclear, there is a risk that the application of the National Security Law to conduct outside Hong Kong by non-permanent residents of Hong Kong could limit the activities of or negatively affect the Company, our investment funds and/or portfolio companies. The National Security Law has been condemned by the United States, the United Kingdom and several EU countries. The United States and other countries may take action against China, its leaders and leaders of Hong Kong, which may include the imposition of sanctions. Escalation of tensions resulting from the National Security Law, including conflict between China and other countries, protests and other government measures, as well as other economic, social or political unrest in the future, could adversely impact the security and stability of the region and may have a material adverse effect on countries in which the Company, our investment funds and portfolio companies or any of their respective personnel or assets are located. In addition, any downturn in Hong Kong’s economy could adversely affect the financial performance of the Company and our investments, or could have a significant impact on the industries in which the Company participates, and may adversely affect the operations of the Company, its investment funds and portfolio companies, including the retention of investment and other key professionals located in Hong Kong.
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Chinese Regulations. In August 2014, the China Securities Regulatory Commission (the “CSRC”), the Chinese securities regulator, promulgated the Interim Regulations on the Supervision and Administration of Private Investment Funds (the “CSRC Regulations”). The CSRC Regulations adopt a very broad definition of private investment funds, including private equity funds. In accordance with the CSRC Regulations and other relevant PRC laws, regulations and authorizations, the CSRC has become the principal regulator of private equity funds in China. In December 2020, the CSRC further promulgated Several Provisions on Strengthening the Regulation of Private Investment Funds, pursuant to which the CSRC strengthened its regulations on private investment funds and private investment fund managers. CSRC has designated that the Asset Management Association of China (the “AMAC”), an industry body, with responsibility to introduce and promote regulations towards a degree of self-regulation across private equity funds in China. In recent years, regulations, directives and guidelines from the AMAC have continued to regulate private investment funds incorporated in China. For example, during the course of 2016, the AMAC issued “Guidelines for Internal Control of Privately-raised Investment Fund Managers” (February, 2016), “Administrative Measures for Information Disclosure of Privately-raised Investment Fund” (February, 2016), “Announcement on Further Regulating Relevant Matters Concerning the Registration of the Managers of the Privately-Raised Funds” (February, 2016), “Measures for the Administration of Private Placement of Private Investment Funds” (April, 2016), “Private Equity Fund Contract Guidelines No. 1, No. 2 and No. 3” (April, 2016), “Administrative Measures for Private Investment Fund Services” (March, 2017), “Implementing Guidelines on the Administration of Investor Suitability for Fund Raising Institutions” (July, 2017), “Guidelines on the Valuation of the Private Equity Investments of Privately-raised Investment Funds (for Trial Implementation)” (July, 2018), “Guidelines on the Name of Privately-raised Investment Funds” (November, 2018), “Notice on Privately-raised Fund Manager Registration” (December, 2018), “Notice on Privately-raised Investment Fund Filing” (December, 2019), “Notice on Facilitating the Application of Privately-raised Fund Manager Registration” (February, 2020), “Notice on Strengthening the Self-Regulatory Management of Privately-raised Fund Information Submission and Optimizing Industry Services” (February, 2021), in addition to the regulations and directives from the CSRC and the AMAC. If a private equity fund wishes to accept capital contributions from a PRC governmental body or authority then that fund will also need to subject itself (including specific conditions as regards the general partner and/or the private investment fund manager) to the supervision of the National Development and Reform Commission (the “NDRC”). If a private equity fund wishes to accept capital contributions from a PRC insurance company then that fund will also need to subject itself (including specific conditions as regards the general partner and/or the private investment fund manager) to the supervision of the China Banking and Insurance Regulatory Commission (the “CBIRC”). In accordance with the NDRC’s regulations on governmental fund of funds’ participation in equity investment funds, and/or the CBIRC’s regulations on insurance companies, the private investment fund is subject to requirements relating to the industry focus, investment scope, investment restrictions, risk control and information disclosure. The general partner and/or the private investment fund manager are also subject to additional restrictions and qualification requirements and are required to fulfill reporting and filing obligations to the NDRC and/or the CBIRC (in addition to any reporting or filing obligations to the CSRC, the AMAC, local financial bureaus or others). These regulations may have an adverse effect on us and/or our renminbi (RMB)-denominated investment funds by, among other things, increasing the regulatory burden and costs of raising money for RMB-denominated investment funds if we admit investors that are regulated by the above regulators.
Data Privacy. Many foreign countries and governmental bodies, including the European Union and other relevant jurisdictions where Carlyle and our portfolio companies conduct business, have laws and regulations concerning the collection and use of PII and other data obtained from their residents or by businesses operating within their jurisdiction that are more restrictive than, and could in some cases conflict with, those in the U.S. See “—Laws and regulations relating to privacy, data protection, data transfers, data localization, and data security worldwide may limit the use and adoption of our services and adversely affect our business” for more information.
Other Similar Measures. Our investment businesses are subject to the risk that similar measures might be introduced in other countries in which our investment funds currently have investments or plan to invest in the future, or that other legislative or regulatory measures that negatively affect their respective portfolio investments might be promulgated in any of the countries in which they invest. The reporting related to such initiatives may divert the attention of our personnel and the management teams of our portfolio companies. Moreover, sensitive business information relating to us or our portfolio companies could be publicly released.
See “—Risks Related to Our Business Operations — Our investment funds make investments in companies that are based outside of the United States, which may expose us to additional risks not typically associated with investing in companies that are based in the United States” and Item 1. “Business—Regulatory and Compliance Matters” for more information.
Changing regulations regarding derivatives and commodity interest transactions could adversely impact various aspects of our business.
The regulation of derivatives and commodity interest transactions in the United States and other countries is a rapidly changing area of law and is subject to ongoing modification by governmental and judicial action. We and our affiliates enter into derivatives transactions for various purposes, including to manage the financial risks related to our business. Accordingly, the impact of this evolving regulatory regime on our business is difficult to predict, but it could be substantial and adverse.
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Managers of certain pooled investment vehicles with exposure to certain types of derivatives may be required to register with the CFTC as commodity pool operators (“CPOs”) and/or commodity trading advisors (“CTAs”) and become members of the National Futures Association (the “NFA”). As such, certain of our or our subsidiaries’ risk management or other commodities interest-related activities may be subject to CFTC oversight. Consequently, certain CFTC rules expose global investment firms, such as us, to increased registration and reporting requirements in connection with transactions in futures, swaps and other derivatives regulated by the CFTC. These regulations have required us to reassess certain business practices related to our pooled vehicles, consider registration of certain entities with the CFTC or file for additional exemptions from such registration requirements. In addition, as a result of their derivatives-related activities, certain of our entities also may be subject to a wide range of other regulatory requirements, such as:
•potential compliance with certain commodities interest position limits or position accountability rules;
•administrative requirements, including recordkeeping, confirmation of transactions and reconciliation of trade data; and
•mandatory central clearing and collateral requirements. Our business may incur increased ongoing costs associated with monitoring compliance with the CFTC registration and exemption obligations across platforms and complying with the various reporting and record-keeping requirements.
Newly instituted and amended regulations could significantly increase the cost of entering into derivative contracts (including through requirements to post collateral which could adversely affect our available liquidity), materially alter the terms of derivative contracts, reduce the availability of derivatives to protect against risks that we encounter, reduce our ability to restructure our existing derivative contracts, and increase our exposure to less creditworthy counterparties. If we reduce our use of derivatives as a result of such regulations (and any new regulations), our results of operations may become more volatile and our cash flows may be less predictable, which could adversely affect our ability to satisfy our debt obligations or plan for and fund capital expenditures.
The replacement of LIBOR with an alternative reference rate may adversely affect our credit arrangements and our collateralized loan obligation transactions.
London Inter-Bank Offered Rate (“LIBOR”) and certain other “benchmarks” are the subject of recent national, international, and other regulatory guidance and proposals for reform. These reforms have resulted in plans to phase out and eventually replace LIBOR which may cause such benchmarks to perform differently than in the past or have other consequences which cannot be predicted.
On November 30, 2020, the FCA, which regulates LIBOR, announced that subject to confirmation following its consultation with the administrator of LIBOR, it would cease publication of the one-week and two-month USD LIBOR immediately after December 31, 2021, and cease publication of the remaining tenors immediately after June 30, 2023. Additionally, the Federal Reserve Board has advised banks to stop entering into new USD LIBOR-based contracts. As a result of the phasing out of this benchmark, interest rates on our floating rate obligations, loans, deposits, derivatives, and other financial instruments tied to LIBOR rates, as well as the revenue and expenses associated with those financial instruments, may be adversely affected. The U.S. Federal Reserve, in conjunction with the Alternative Reference Rates Committee, has recommended replacing USD LIBOR with a new reference rate derived from short-term repurchase agreements backed by Treasury securities, the Secured Overnight Financing Rate (“SOFR”). However, certain market constituencies have criticized SOFR’s suitability as a LIBOR replacement, and the extent of SOFR-based instruments issued or trading in the market remains a fraction of LIBOR-based instruments. As such, there remains uncertainty regarding the future utilization of SOFR, LIBOR and other “IBORS,” and the nature of any replacement rates.
It is unclear what methods of calculating a replacement benchmark will be established or adopted generally, and whether different industry bodies, such as the loan market and the derivatives market will adopt the same methodologies. To address the transition away from LIBOR, we have amended our credit agreements and related loan documentation to provide for an agreed upon methodology to calculate new benchmark rate spreads, but there are as yet no comparable forward-looking benchmarks for the various LIBOR tenors. The calculation of interest rates under the replacement benchmarks could negatively impact our business and financial results. We are assessing the impact of the transition; however, we cannot reasonably estimate the impact of the transition at this time.
We are carefully evaluating our CLOs to identify any discrepancy between the interest rate an issuer pays on its liabilities compared to the interest rate on the underlying assets, or the amounts payable under a derivative used to hedge its currency or interest rate exposure. For our more recent generation of CLOs, we have incorporated provisions to address the transition from LIBOR, however certain older CLOs have not yet come up for amendment or refinancing, and as such may not currently contain clear LIBOR transition procedures. In January 2022, we priced our first CLO to SOFR, which the industry has
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generally adopted to replace LIBOR. As the market fully transitions from LIBOR, we expect that there will be short-term rate mismatches, which could adversely impact the returns on our CLOs.
If the transition from LIBOR results in an overall increase to borrowing costs, higher interest expense could negatively affect the financial results and valuations of our funds’ portfolio companies. In addition, uncertainty with respect to reference rates may delay the implementation of related systems and processes necessary to process financial instruments. There is no guarantee that a transition from LIBOR to an alternative will not result in financial market disruptions, significant increases or volatility in risk-free benchmark rates, or borrowing costs to borrowers, any of which could have a material adverse effect on our business, result of operations, financial condition, and share price.
We are subject to substantial litigation risks and may face significant liabilities and damage to our professional reputation as a result of litigation allegations and negative publicity.
In the ordinary course of business, we are subject to the risk of substantial litigation and face significant regulatory oversight. In recent years, the volume of claims and the amount of potential damages claimed in such proceedings against the financial services industry have generally been increasing. The investment decisions we make in our asset management business and the activities of our investment professionals on behalf of portfolio companies of our carry funds may subject them and us to the risk of third-party litigation arising from investor dissatisfaction with the performance of those investment funds, alleged conflicts of interest, the activities of our portfolio companies and a variety of other litigation claims and regulatory inquiries and actions. From time to time we and our portfolio companies have been and may be subject to regulatory actions and shareholder class action suits relating to transactions in which we have agreed to acquire public companies.
To the extent that investors in our investment funds suffer losses resulting from fraud, gross negligence, willful misconduct or other similar misconduct, investors may have remedies against us, our investment funds, our principals or our affiliates. Heightened standards of care or additional fiduciary duties may apply in certain of our managed accounts or other advisory contracts. To the extent we enter into agreements with clients containing such terms or applicable law mandates a heightened standard of care or duties, we could, for example, be liable to certain clients for acts of simple negligence or breach of such duties, which might include the allocation of a client’s funds to our affiliated funds. Even in the absence of misconduct, we may be exposed to litigation or other adverse consequences where investments perform poorly and investors in or alongside our funds experience losses. The general partners and investment advisers to our investment funds, including their directors, officers, other employees and affiliates, are generally indemnified with respect to their conduct in connection with the management of the business and affairs of our investment funds.
Defending against litigation could be costly. Such litigation costs may not be recoverable from insurance or other indemnification. Carlyle has recovered significant amounts of insurance proceeds in recent years. As a general matter, we expect that the cost of insurance will increase significantly, and we do not believe we will recover the same amount of insurance proceeds as we have in prior years. Further, we note that in connection with the prohibited activities rule under the SEC Proposed Rule discussed above, if such rule were to be enacted, it could substantially increase our exposure to litigation generally, including by way of a simple negligence standard as opposed to a gross negligence standard.
The laws and regulations governing the limited liability of such issuers and portfolio companies vary from jurisdiction to jurisdiction, and in certain contexts the laws of certain jurisdictions may provide not only for carve-outs from limited liability protection for the issuer or portfolio company that has incurred the liabilities, but also for recourse to assets of other entities under common control with, or that are part of the same economic group as, such issuer. For example, if one of our portfolio companies is subject to bankruptcy or insolvency proceedings in a jurisdiction and is found to have liabilities under the local consumer protection, labor, tax or bankruptcy laws, the laws of that jurisdiction may permit authorities or creditors to file a lien on, or to otherwise have recourse to, assets held by other portfolio companies (including the Company) in that jurisdiction. There can be no assurance that the Company will not be adversely affected as a result of the foregoing risks.
If any litigation or regulatory actions were brought against us and resulted in a finding of substantial legal liability, the lawsuit could materially adversely affect our business, results of operations or financial condition or cause significant reputational harm to us, which could materially impact our business. Recently there has been an elevated level of focus put on our industry and companies in which our funds are invested, including increased focus on externalities of business activities such as ESG considerations. See “—Risks Related to Our Company—Extensive regulation in the United States and abroad affects our activities, increases the cost of doing business and creates the potential for significant liabilities and penalties.” We depend to a large extent on our business relationships and our reputation for integrity and high-caliber professional services to attract and retain investors and to pursue investment opportunities for our funds. As a result, allegations of improper conduct by private litigants (including investors in or alongside our funds), regulators or employees, whether the ultimate outcome is favorable or unfavorable to us, as well as negative publicity and press speculation about us, our investment activities, the private equity industry in general or our workplace, whether or not valid, may harm our reputation, which may be more damaging to our business than to other types of businesses.
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In addition, with a workforce composed of many highly paid professionals, we face the risk of litigation relating to claims for compensation, which may, individually or in the aggregate, be significant in amount. The cost of settling any such claims could negatively impact our business, results of operations and financial condition.
Employee misconduct or fraud could harm us and subject us to significant legal liability and reputational harm, which could impair our ability to attract and retain investors in our funds. Fraud, other deceptive practices or other misconduct at our portfolio companies could similarly subject us to liability and reputational damage and also harm performance.
There have been a number of highly publicized cases involving fraud or other misconduct by employees in the financial services industry in recent years, and there is a risk that our employees or advisors could engage in misconduct or fraud that adversely affects our business. Misconduct or fraud by employees, advisors or other third-party service providers could cause significant losses. Employee misconduct or fraud could include, among other things, binding the Company to transactions that exceed authorized limits or present unacceptable risks and other unauthorized activities or concealing unsuccessful investments (which, in either case, may result in unknown and unmanaged risks or losses), or otherwise charging (or seeking to charge) inappropriate expenses or engaging in inappropriate or unlawful behavior or actions directed towards other employees. It is not always possible to deter misconduct or fraud by employees or service providers, and the precautions we take to detect and prevent this activity may not be effective in all cases. In the current remote work environment we may have less of an ability to supervise our employees, which could expose us to an enhanced risk of misconduct or fraud.
Our ability to attract and retain investors and to pursue investment opportunities for our investment funds depends heavily upon the reputation of our professionals, especially our senior Carlyle professionals. Because of our diverse business and the regulatory regimes under which we operate, we are subject to a number of obligations and standards (and related policies and procedures) arising from our asset management business and our authority over the assets managed by our asset management business. The violation of these obligations and standards (and related policies and procedures) by any of our employees would adversely affect us and our investment funds and investors. For example, we could lose our ability to raise new investment funds if any of our “covered persons” is the subject of a criminal, regulatory or court order or other “disqualifying event. See “—Extensive regulation in the United States and abroad affects our activities, increases the cost of doing business and creates the potential for significant liabilities and penalties.” In addition, in certain jurisdictions, we may be liable for certain social media statements made by our employees. For example, any statements an employee makes online in a personal capacity (whether or not such employee identifies online as an employee of the Company) could still be attributed to Carlyle under certain regulations. Expressing personal views in a way that implies corporate endorsement could create misunderstandings and have adverse consequences for us and our employees.
Our business often requires that we deal with confidential matters of great significance to companies in which our investment funds may invest. If our employees, advisors or other third-party service providers were to use or disclose confidential information improperly, we could suffer serious harm to our reputation, financial position and current and future business relationships, as well as face potentially significant litigation. It is not always possible to detect or deter employee misconduct or fraud, including financial fraud, the misappropriation of funds of our business or our investment funds or inappropriate or unlawful behavior or actions directed toward other employees, and the extensive precautions we take to detect and prevent this activity may not be effective in all cases. If any of our employees were to engage in misconduct or fraud or were to be accused of such misconduct or fraud, whether or not substantiated, our business and our reputation could be adversely affected and a loss of investor confidence could result, which would adversely impact our ability to raise future funds.
In recent years, the U.S. Department of Justice (the “DOJ”) and the SEC have devoted greater resources to enforcement of the FCPA. In addition, the United Kingdom and other jurisdictions have significantly expanded the reach of their anti-bribery laws. While we have developed and implemented policies and procedures designed to ensure compliance by us and our personnel with the FCPA and the UK anti-bribery laws, such policies and procedures may not be effective in all instances to prevent violations. Any determination that we have violated the FCPA, the UK anti-bribery laws or other applicable anticorruption laws could subject us to, among other things, civil and criminal penalties, material fines, profit disgorgement, injunctions on future conduct, securities litigation and a general loss of investor confidence, any one of which could adversely affect our business prospects, financial position or the market value of our common stock.
In addition, we will also be adversely affected if there is fraud, other deceptive practices or other misconduct by personnel of the portfolio companies in which our funds invest, including such activities that predate our acquisition of the portfolio company. For example, improper or illegal conduct by personnel at our portfolio companies or failure by such personnel to comply with anti-bribery, trade sanctions, anti-harassment, legal and regulatory requirements could adversely affect our business and reputation. Such misconduct or fraud could also undermine any due diligence efforts with respect to such companies and could negatively affect the valuation of a fund’s investments.
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Certain policies and procedures implemented to mitigate potential conflicts of interest and address certain regulatory requirements may reduce the synergies across our various businesses and inhibit our ability to maintain our collaborative culture.
We consider our “One Carlyle” philosophy and the ability of our professionals to communicate and collaborate across funds, industries and geographies one of our significant competitive strengths. As a result of the expansion of our platform into various lines of business in the asset management industry, our acquisition of new businesses, and the growth of our managed account business, we are subject to a number of actual and potential conflicts of interest and subject to greater regulatory oversight than that to which we would otherwise be subject if we had just one line of business. In addition, as we continue to expand our platform, the allocation of investment opportunities among our investment funds is expected to become more complex. In addressing these conflicts and regulatory requirements across our various businesses, we have and may continue to implement certain policies and procedures (for example, information barriers). As a practical matter, the establishment and maintenance of such information barriers means that collaboration between our investment professionals across various platforms or with respect to certain investments may be limited, reducing potential synergies that we cultivate across these businesses through our “One Carlyle” approach. For example, although we maintain ultimate control over the Global Investment Solutions segment’s constituent firm, AlpInvest, we have erected an information barrier between the management teams at AlpInvest and the rest of Carlyle. See “—Risks Related to Our Business Operations—Our Global Investment Solutions business is subject to additional risks.” In addition, we may come into possession of material, non-public information with respect to issuers in which we may be considering making an investment. As a consequence, we may be precluded from providing such information or other ideas to our other businesses that could benefit from such information.
Risks Related to Our Business Operations
Poor performance of our investment funds would cause a decline in our revenue, income and cash flow, may obligate us to repay carried interest previously paid to us, and could adversely affect our ability to raise capital for future investment funds.
In the event that any of our investment funds were to perform poorly, our revenue, income and cash flow could decline. Investors could also demand lower fees or fee concessions for existing or future funds which would likewise decrease our revenue or require us to record an impairment of intangible assets and/or goodwill in the case of an acquired business. In some of our funds, such as our carry funds, a reduction in the value of the portfolio investments held in such funds could result in a reduction in the carried interest we earn or in our management fees. In our CLOs, defaults or downgrades of the CLOs’ underlying collateral obligations could cause failures of certain over collateralization tests and the potential for insufficient funds to pay expected management fees on any such CLO, which would result in either a temporary deferral or permanent loss of such management fees. See “—Our CLO business and investment into CLOs involves certain risks.”
We also could experience losses on our investment of our own capital into our funds as a result of poor performance by our investment funds. If, as a result of poor performance of later investments in a carry fund’s life, the fund does not achieve certain investment returns for the fund over its life, we will be obligated to repay the amount by which carried interest that was previously distributed to us exceeds the amount to which we are ultimately entitled. These repayment obligations may be related to amounts previously distributed to our senior Carlyle professionals prior to the completion of our initial public offering, with respect to which our unitholdersstockholders did not receive any benefit. See “—We may need to pay “giveback” obligations if and when they are triggered under the governing agreements with our investors” and Note 1110 to our consolidated financial statements included in Part II. Item 8. to this Annual Report on Form 10-K.
Poor performance of our investment funds may also make it more difficult for us to raise new capital. Investors in our funds might decline to invest in future investment funds we raise. Investors and potential investors in our funds continually assess our investment funds’ performance, and our ability to raise capital for existing and future investment funds and avoid excessive redemption levels will depend on our investment funds’ continued satisfactory performance. Accordingly, poor fund performance may deter future investment in our funds and thereby decrease the capital invested in our funds and ultimately, our management fee income.
Our asset management business depends in large part on our ability to raise capital from third-party investors. If we are unable to raise capital from third-party investors, we would be unable to collect management fees or deploy their capital into investments and potentially collect carried interest, which would materially reduce our revenue and cash flow and adversely affect our financial condition.
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pace of distributions from our funds and from the funds of other asset managers or the asset allocation rules or regulations or investment policies to which such third-party investors are subject, could inhibit or restrict the ability of third-party investors to make investments in our investment funds. Third-party investors in private equity, real assets and venture capitalprivate credit funds typically use distributions from prior investments to meet future capital calls. In cases where valuations of existing investments fall, the investment pace is delayed and the pace of distributions slows, investors may be unable or unwilling to make new commitments or fund existing commitments to third-party management investment funds such as those advised by us. Moreover, recently many funds sponsored by Carlyle and its competitors have invested more rapidly than in the past. As a result, investors may delay making new commitments until such time these investments start distributing capital.
Although many investors have increased and signaled that they expect to maintain the amount of commitments they are making to alternative investment funds, and aggregate fundraising totals are near the highest they have been since 2008, there can be no assurance that this historical or current levels of commitments to our funds will continue. For example, there is a continuing shift away from defined benefit pension plans to defined contributions plans, which could reduce the amount of assets available for us to manage on behalf of certain of our clients. In addition, investors may downsize their investment allocations to alternative managers, including private funds and fundfunds of funds vehicles, to rebalance a disproportionate weighting of their overall investment portfolio among asset classes. Investors may also seek to consolidate
their investments with a smaller number of alternative assetinvestment managers or prefer to pursue investments directly instead of investing through our funds, each of which could impact the amount of allocations they make to our funds. Moreover, as some existing investors cease or significantly curtail making commitments to alternative investment funds, we may need to identify and attract new investors in order to maintain or increase the size of our investment funds. The lack of clarity aroundongoing changes in international and domestic tax regulations, including BEPS, may alsoadversely impact the tax neutrality of our funds, which could in turn limit our fund investors' ability to claim double tax treaty benefits on their investments, which may limit their investmentsinvestment in our funds. In addition,funds from certain investors have implemented or may implement restrictions against investing in certain typesclasses of asset classes such as fossil fuels, which would affect our ability to raise new funds focused on those asset classes, such as funds focused on energy or natural resources.investors. We are currently working to create avenues through which we expect to attract a new base of individual investors. There can be no assurances that we can find or secure commitments from those new investors. Our ability to raise new funds could similarly be hampered if the general appeal of private equity and alternative investments were to decline.
An investment in a private equity, credit or real estate fund is more illiquid and the returns on such investment may be more volatile than an investment in securities for which there is a more active and transparent market. Private equity, credit and alternativereal estate investments could fall into disfavor as a result of concerns about liquidity and short-term performance. Such concerns could be exhibited, in particular, by public pension funds, which have historically been among the largest investors in alternative assets. Concerns with liquidity could cause such public pension funds to reevaluate the appropriateness of alternative investments.
In addition, the evolving preferences of our fund investors may necessitate that alternatives to the traditional investment fund structure, such as managed accounts, smaller funds and co-investment vehicles, become a larger part of our business going forward. Certain investors have also implemented or may implement restrictions against investing in certain types of asset classes such as fossil fuels, which would affect our ability to raise new funds focused on those asset classes, such as funds focused on conventional energy or natural resources, and which could have a negative impact on our ability to exit certain of our energy investments, or our ability to invest capital in our conventional energy funds. Funds focused on investing in carbon-based energy (“Carbon Energy Funds”) remain a significant part of our business (8% of total AUM) so the persistence of weakened market fundamentals in the energy sector could translate into future performance below investor expectations which, together with negative sentiments around carbon energy funds, could result in less investor demand for these funds in the future. Carlyle has determined not to raise a successor fund to Carlyle Energy Mezzanine Opportunities Fund II or Carlyle Power Partners II. Carlyle’s future investments in carbon-based energy are expected to be made primarily through NGP in the United States and Carlyle International Energy Partners outside the United States. If we were unable to raise the next generation of our energy related funds, at the same levels or at all, our fee-paying AUM and future management fees could be adversely impacted. This could increase our cost of raising capital at the scale we have historically achieved. Our investment in NGP entitles us to 55% of the management fee-related revenue of the NGP entities that serve as advisors to the NGP Energy Funds and is subject to impairment under the U.S. GAAP accounting for equity method investments. We evaluate our equity method investment in NGP for impairment whenever events or changes in circumstances indicate that the carrying amount of the investment may not be recoverable, but no less than quarterly. For example, challenges with fundraising or lower future management fees could cause an impairment of our investment in NGP in the future. As of December 31, 2021, we continue to believe that our investment in NGP is not impaired.
Further, fund investors and shareholders are increasingly focused on ESG matters and certain fund investors consider ESG factors in determining whether to invest in our funds and our common stock. In addition, some fund investors use third-party benchmarks or scores to measure our ESG practices and decide whether to invest in our funds, and capital commitments to us and may condition capital commitments on taking or refraining from taking certain actions. Investors and stockholders may choose not to invest in our funds or exclude our common stock from their investments if our ESG practices do not fit their investment profiles, or if we fail to demonstrate progress towards our ESG goals, which could adversely impact our reputation our ability to raise capital and could cause the price of our common stock to decrease.
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The failure to successfully raise capital commitments to new investment funds may also expose us to credit risk in respect of financing that we may provide such funds. When existing capital commitments to a new investment fund are insufficient to fund in full a new investment fund’s participation in a transaction, we may lend money to or borrow money from financial institutions on behalf of such investment funds to bridge this difference and repay this financing with capital from subsequent investors to the fund. Our inability to identify and secure capital commitments from new investors to these funds may expose us to losses (in the case of money that we lend directly to such funds) or adversely impact our ability to repay such borrowings or otherwise have an adverse impact on our liquidity position. Finally, if we seek to expand into other business lines, we may also be unable to raise a sufficient amount of capital to adequately support such businesses. The failure of our investment funds to raise capital in sufficient amounts could result in a decrease in our AUM as well as management fee and transaction fee revenue, or could result in a decline in the rate of growth of our AUM and management fee and transaction fee revenue, any of which could have a material adverse impact on our revenues and financial condition. Our past experience with growth of AUM provides no assurance with respect to the future.
Our investors may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.
In connection with raising new funds or securing additional investments in existing funds, we negotiate terms for such funds and investments with existing and potential investors. The outcome of such negotiations could result in our agreement to terms that are materially less favorable to us than the terms of prior funds we have advised or funds advised by our competitors. Such terms could restrict our ability to raise investment funds with investment objectives or strategies that compete with existing funds, reduce fee revenues we earn, reduce the percentage of profits on third-party capital that we share in or add expenses and obligations for us in managing the fund or increase our potential liabilities, all of which could ultimately reduce our profitability. For instance, our newest U.S. buyout and Asia buyout funds, both currently fundraising and yet to begin investing, have increased the percentage of transaction fees that are shared with fund investors from 80% to 100% of the fees we generate. See “—A decline in the pace or size of investments by our carry funds could result in our receiving less revenue from transaction fees.” Additionally, a change in terms which increases the amount of fee revenue the fund investors are entitled to could result in a significant decline in revenue generated from transaction fees. For instance, our more recent generations of U.S., Europe and Asia buyout funds have increased the percentage of transaction fees that are shared with fund investors from 80% to 100% of the fees we generate. Given this change in terms, and to the extent we change our fee practices for other successor funds, we could experience a meaningful decline in the amount of transaction fee revenue we earn. In particular, if our fund investors do not continue to agree that we are permitted to retain fees we derive from capital markets transactions involving our portfolio companies, the ability of our GCM group to produce fee revenue could be significantly hindered.
Further, as institutional investors increasingly consolidate their relationships with investment firms and competition becomes more acute, we may receive more requests to modify the terms of our new funds, including reductions in management fees. Any agreement to or changes in terms less favorable to us could result in a material decrease in our profitability.
Moreover, certain institutional investors have publicly criticized certain fund fee and expense structures, including management fees. We have received and expect to continue to confront requests from a variety of investors and groups representing investors to decrease fees and to modify our carried interest and incentive fee structures, which could result in a reduction in or delay in the timing of receipt of the fees and carried interest and incentive fees we earn. In addition to negotiating the overall fund rate of the management fees offered, certain fund investors have negotiated alternative management fee structures in several of our investment funds. For example, certain funds have offered a management fee rate discount for certain investors that came into the first closing of each fund. In certain cases, we have agreed to charge management fees based on invested capital or net asset value as opposed charging management fees on committed capital. Further, the SEC’s focus on certain fund fee and expense arrangements may lead to increased publicity that could cause fund investors to further resist certain fees and expense reimbursements. Any modification of our existing fee or carry arrangements or the fee or carry structures for new investment funds could adversely affect our results of operations. See “—The alternative asset management business is intensely competitive.”
Valuation methodologies for certain assets in our funds can involve subjective judgments, and the fair value of assets established pursuant to such methodologies may be incorrect, which could result in the misstatement of fund performance and accrued performance fees.allocations.
There are often no readily ascertainable market prices for a substantial majority of illiquid investments of our investment funds. We determine the fair value of the investments of each of our investment funds at least quarterly based on the fair value guidelines set forth by generally accepted accounting principles in the United States.States (“U.S. GAAP”). The fair value measurement accounting guidance establishes a hierarchal disclosure framework that ranks the observability of market inputs used in measuring financial instruments at fair value. The observability of inputs is impacted by a number of factors, including the type of financial instrument, the characteristics specific to the financial instrument and the state of the marketplace, including the existence and transparency of transactions between market participants. Financial instruments with readily available quoted prices, or for which fair value can be measured from quoted prices in active markets, will generally have a higher degree of market price observability and a lesser degree of judgment applied in determining fair value.
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Investments for which market prices are not observable include, but are not limited to illiquid investments in operating companies, real estate, energy ventures, andinfrastructure projects, structured vehicles and other funds, and encompass all components of the capital structure, including equity, mezzanine, debt, preferred equity and derivative instruments such as options and warrants. Fair values of such investments are determined by reference to the market approach (i.e.(i.e., multiplying a key performance metric of the investee company or asset, such as EBITDA, by a relevant valuation multiple observed in the range of comparable public entities or transactions, adjusted by management as appropriate for differences between the investment and the referenced comparables), the income approach (i.e., discounting projected future cash flows of the investee company or asset and/or capitalizing representative stabilized cash flows of the investee company or asset) and other methodologies such as prices provided by reputable dealers or pricing services, option pricing models and replacement costs. In addition, we continue to examine the impact of the TCJA on the future cash flows of certain investments, and it is possible that the TCJA could adversely impact certain investment valuations in future periods.
The determination of fair value using these methodologies takes into consideration a range of factors including but not limited to the price at which the investment was acquired, the nature of the investment, local market conditions, the multiples of comparable securities, current and projected operating performance and financing transactions subsequent to the acquisition of the investment. These valuation methodologies involve a significant degree of management judgment. For example, as to investments that we share with another sponsor, we may apply a different valuation methodology than the other sponsor does and/or derive a different value than the other sponsor has derived on the same investment, which could cause some investors and regulators to question our valuations.
Because there is significant uncertainty in the valuation of, or in the stability of the value of, illiquid investments, the fair values of such investments as reflected in an investment fund’s net asset value do not necessarily reflect the prices that would be obtained by us on behalf of the investment fund when such investments are realized. Realizations at values significantly lower than the values at which investments havehad been reflected in prior fund net asset values would result in reduced earnings or losses for the applicable fund, and potentially the loss of potential carried interest and incentive fees. Changes in values attributed to investments from quarter to quarter may result in volatility in the net asset values and results of operations that we report from period to period. Also, a situation where asset values turn out to be materially different than values reflected in prior fund net asset values could cause investors to lose confidence in us, which could in turn result in difficulty in raising additional funds.
The historical returns attributable to our funds, including those presented in this report, should not be considered as indicative of the future results of our funds or of our future results or of any returns expected on an investment in our common units.stock.
We have presented in this Form 10-K information relating to the historical performance of our investment funds. The historical and potential future returns of the investment funds that we advise, however, are not directly linked to returns onin our common units.stock. Therefore, any continued positive performance of the investment funds that we advise will not necessarily result in positive returns on an investment in our common units.stock. However, poor performance of the investment funds that we advise would cause a decline in our revenue from such investment funds, and could therefore have a negative effect on our performance, our ability to raise future funds and in all likelihood the returns on an investment in our common units.stock.
Moreover, with respect to the historical returns of our investment funds:
•our historical returns derive largely from the performance of our existing funds, and we may create new funds in the future that reflect a different asset mix and different investment strategies, as well as a varied geographic and industry exposure as compared to our present funds, and any such new funds could have differentlower returns than our existing or previous funds;
•the rates of returnsperformance of our carry funds reflect unrealized gains asreflects our valuation of the applicable measurement dateunrealized investments held in those funds using assumptions that we believe are reasonable under the circumstances, but the actual realized return on these investments will depend on, among other factors, future operating results and the value of assets and market conditions at the time of disposition all of which may never be realized,differ from the assumptions on which the valuations in our historical returns are based, which may adversely affect the ultimate value realized from those funds’unrealized investments;
•in recent years, there has been increased competition for private equity investment opportunities resulting from the increased amount of capital invested in alternative investment funds, high liquidity in debt markets and strong equity markets, and the increased competition for investments may reduce our returns in the future;
•the rates of returns of some of our funds in certain years have been positively influenced by a number of investments that experienced rapid and substantial increases in value following the dates on which those investments were made, which may not occur with respect to future investments;
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•our investment funds’ returns in some years have benefited from investment opportunities and general market conditions that may have been significantly more favorable for generating positive performance than current market conditions or market conditions that we may experience in the future and may not repeat themselves;
•our current or future investment funds might not be able to avail themselves of comparable investment opportunities or market conditions; and the circumstances under which our funds may make future investments may differ significantly from those conditions prevailing in the past (including, for example, particularly favorable borrowing conditions from 2013 through early 2015 for many of our investments that relied heavily on the use of leverage);past;
•newly-established funds may generate lower returns during the period that they take to deploy their capital.capital; and
•the introduction of fund-level leverage in more recent funds has increased the rates of returns in those funds compared to what they would have been without the use of such leverage.
Our recent performance has benefited from today'srecent high multiples and asset prices by selling investments made in past years at what we believe to be attractive prices. In the current market environment, we expect that earning such returns on new investments will be much more difficult than in the past and the future internal rate of return for any current or future fund may vary considerably from the historical internal rate of return generated by any particular fund or for our funds as a whole. Future returns will also be affected by the risks described elsewhere in this report, including risks of the industries and businesses in which a particular fund invests. See—“Part II. Item 7. Management’s“Management’s Discussion and Analysis of Financial Condition and Results of Operations—Segment Analysis—Fund Performance Metrics” for additional information.
Dependence on significant leverage in investments by our funds could adversely affect our ability to achieve attractive rates of return on those investments.
Many of our carry funds’ investments rely heavily on the use of leverage, and our ability to achieve attractive rates of return on investments will depend on our ability to access sufficient sources of indebtedness at attractive rates. For example, in many private equity investments, indebtedness may constitute and historically has constituted up to 70% or more of a portfolio company’s or real estate asset’s total debt and equity capitalization, including debt that may be incurred in connection with the investment, whether incurred at or above the investment-level entity. The absence of available sources of sufficient debt financing for extended periods of time could therefore materially and adversely affect our CPEGlobal Private Equity businesses. As the COVID-19 pandemic began, in an effort to ensure adequate liquidity for an unknown period of time and Real Assets businesses. In addition,avoid potential future disruptions in normal financial market function, many of our portfolio companies drew down available lines of credit in excess of typical utilization. These precautionary efforts provided availability of working capital and avoided unnecessary business disruption. Certain of these portfolio companies may retain this capital for an extended period and therefore, the leverage at these portfolio companies will increase.
An increase in either the general levels of interest rates or in the risk spread demanded by sources of indebtedness would make it more expensive to finance those investments, thereby reducing returns. Increases in interest rates could also make it more difficult to locate and consummate private equity investments because other potential buyers, including operating companies acting as strategic buyers, may be able to bid for an asset at a higher price due to a lower overall cost of capital or their ability to benefit from a higher amount of cost savings following the acquisition of the asset. In addition, a portion of the indebtedness used to finance private equity investments often includes leveraged loans and high-yield debt securities issued in the public capital markets and debt instruments privately placed with institutional investors in the private capital markets. Availability of capital from the leveraged loan, high-yield and private debt markets is subject to significant volatility, and there may be times when we might not be able to access those markets at attractive rates, or at all, when completing an investment. Certain investments may also be financed through borrowings on fund-level debt facilities, which may or may not be available for a refinancing at the end of their respective terms. Additionally, to the extent there is a reduction in the availability of financing for extended periods of time, the purchasing power of a prospective buyer may be more limited, adversely impacting the fair value of our funds’ investments and thereby reducing the acquisition price. Finally, recent developments in U.S. and international tax policy have significantly limited the availability of income tax deductions for interest payments on the indebtednessleverage used to finance some of our carry funds’ investments have historically been deductible expenses for incomeinvestments. Interest deductibility rules continue to evolve, and further restrictions and changes are anticipated in the U.S. and other jurisdictions. See “—Risks Related to Taxation—Changes in relevant tax purposes, subject to limitations under applicablelaws, regulations or treaties or an adverse interpretation of these items by tax lawauthorities could negatively impact our effective tax rate and policy. The availability of interest deductions, however, may be limited under new rules imposed by the TCJA which apply complex limitations on the deductibility of business interest expense over 30% of a taxpayer’s taxable
Investments in highly leveraged entities are also inherently more sensitive to declines in revenue, increases in expenses and interest rates and adverse economic, market and industry developments. Furthermore, the incurrence of a significant amount of indebtedness by an entity could, among other things:
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•subject the entity to a number of restrictive covenants, terms and conditions, any violation of which could be viewed by creditors as an event of default and could materially impact our ability to realize value from the investment;
•allow even moderate reductions in operating cash flow to render the entity unable to service its indebtedness, leading to a bankruptcy or other reorganization of the entity and a loss of part or all of the equity investment in it;
•give rise to an obligation to make mandatory prepayments of debt using excess cash flow, which might limit the entity’s ability to respond to changing industry conditions to the extent additional cash is needed for the response, to make unplanned but necessary capital expenditures or to take advantage of growth opportunities;
•limit the entity’s ability to adjust to changing market conditions, thereby placing it at a competitive disadvantage compared to its competitors that have relatively less debt;
•limit the entity’s ability to engage in strategic acquisitions that might be necessary to generate attractive returns or further growth; and
•limit the entity’s ability to obtain additional financing or increase the cost of obtaining such financing, including for capital expenditures, working capital or other general corporate purposes.
As a result, the risk of loss associated with a leveraged entity is generally greater than for companies with comparatively less debt. Similarly, the leveraged nature of the investments of our Real Assetsreal assets funds increases the risk that a decline in the fair value of the underlying real estate or tangible assets will result in their abandonment or foreclosure.
When our private equity funds’ portfolio investments reach the point when debt incurred to finance those investments matures in significant amounts and must be either repaid or refinanced, those investments may suffer materially suffer if they have not generated sufficient cash flow to repay maturing debt and there is insufficient capacity and availability in the financing markets to permit them to refinance maturing debt on satisfactory terms, or at all. If a limited availability of financing for such purposes were to persist for an extended period of time, when significant amounts of the debt incurred to finance our CPE and Real AssetsGlobal Private Equity funds’ portfolio investments came due, these funds could be materially and adversely affected.
Many of our Global Credit funds may choose to use leverage as part of their respective investment programs and regularly borrow a substantial amount of their capital. The use of leverage poses a significant degree of risk and enhances the possibility of a significant loss in the value of the investment portfolio. A fund may borrow money from time to time to purchase or carry securities or may enter into derivative transactions (such as total return swaps) with counterparties that have embedded leverage. The interest expense and other costs incurred in connection with such borrowing may not be recovered by appreciation in the securities purchased or carried and will be lost, and the timing and magnitude of such losses may be accelerated or exacerbated, in the event of a decline in the market value of such securities. Gains realized with borrowed funds may cause the fund’s net asset value to increase at a faster rate than would be the case without borrowings. However, if investment results fail to cover the cost of borrowings, the fund’s net asset value could also decrease faster than if there had been no borrowings. Increases in interest rates could also decrease the value of fixed-rate debt investment that our investment
funds make. In addition, to the extent that any changes in tax law make debt financing less attractive to certain categories of borrowers, this could adversely affect the investment opportunities for our credit-focused funds.
Any of the foregoing circumstances could have a material adverse effect on our results of operations, financial condition and cash flow.
The alternative asset management business is intensely competitive.
The alternative asset management business is intensely competitive, with competition based on a variety of factors, including investment performance, business relationships, quality of service provided to investors, investor liquidity and willingness to invest, fund terms (including fees), brand recognition, types of products offered, consideration of ESG issues and business reputation. Our alternative asset managementinvestment business, as well as our investment funds, competes with a number of private equity funds, specialized investment funds, hedge funds, corporate buyers, traditional asset managers, real estate development companies, commercial banks, investment banks and other financial institutions (as well as sovereign wealth funds and other institutional investors).
Additionally, developments in financial technology (or fintech), such as a distributed ledger technology (or blockchain), have the potential to disrupt the financial industry and change the way financial institutions, as well as asset managers, do business. A number of factors serve to increase our competitive risks:
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•a number of our competitors in some of our businesses have greater financial, technical, marketing and other resources and more personnel than we do;
•some of our funds may not perform as well as competitors’ funds or other available investment products;
•fund investors may reduce their investments in our funds or decrease their allocations in new funds based on a variety of factors, such as the occurrence of an economic downturn, their available capital, regulatory requirements, a desire to consolidate their relationships with investment firms or other considerations;
•several of our competitors have significant amounts of capital, and many of them have similar investment objectives to ours, which may create additional competition for investment opportunities and may reduce the size and duration of pricing inefficiencies that otherwise could be exploited;
•some of these competitors (including strategic competitors) may also have a lower cost of capital and access to funding sources that are not available to us, which may create competitive disadvantages for our funds with respect to investment opportunities;
•some of our competitors may have higher risk tolerances, different risk assessments or lower return thresholds than us, which could allow them to consider a wider variety of investments and to bid more aggressively or more quickly than us for investments that we want to make;
•some of our competitors may be subject to less regulation and accordingly may have more flexibility to undertake and execute certain businesses or investments than we do and/or bear less compliance expense than us;
•some of our competitors may have more flexibility than us in raising certain types of investment funds under the investment management contracts they have negotiated with their investors;
•some of our competitors may have better expertise or be regarded by investors as having better expertise in a specific asset class or geographic region than we do;
•our competitors that are corporate buyers may be able to achieve synergistic cost savings in respect of an investment, which may provide them with a competitive advantage in bidding for an investment;
•our competitors have instituted or may institute low cost high speed financial applications and services based on artificial intelligence and new competitors may enter the asset management space using new investment platforms based on artificial intelligence;
•the proliferation of special purpose acquisition companies (“SPACs”) entering the market may compete with our funds for investment opportunities and drive up asset prices;
•there are relatively few barriers to entry impeding the formation of new alternative asset managementinvestment firms, and the successful efforts of new entrants into our various businesses, including former “star” portfolio managers at large diversified financial institutions as well as such institutions themselves, is expected to continue to result in increased competition;
•some investors may prefer to pursue investments directly instead of investing through one of our funds;
•some investors may prefer to invest with an asset manager that is not publicly traded or is smaller with only one or two investment products that it manages; and
•other industry participants may, from time to time, seek to recruit our investment professionals and other employees away from us.
We may lose investment opportunities in the future if we do not match investment prices, structures, products or terms offered by our competitors. Alternatively, we may experience decreased rates of return and increased risks of loss if we match investment prices, structures and terms offered by our competitors. Moreover, if we are forced to compete with other alternative asset managers on the basis of price, we may not be able to maintain our current fund fee and carried interest terms. We have historically competed primarily on the performance of our funds, and not on the level of our fees or carried interest relative to those of our competitors. However, there is a risk that fees and carried interest in the alternative asset management industry will decline, without regard to the historical performance of a manager. Fee or carried interest income reductions on existing or future funds, without corresponding decreases in our cost structure, would adversely affect our revenues and profitability. See “—Our
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investors may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.”
The attractiveness of our investment funds relative to investments in other investment products could decrease depending on economic conditions. In addition, to the extent that any changes in tax law make debt financing less attractive to certain categories of borrowers, this could adversely affect the investment opportunities for our credit-focused funds. This competitive pressure could adversely affect our ability to make successful investments and limit our ability to raise future investment funds, either of which would adversely impact our business, revenue, results of operations and cash flow. See “—Our investors may negotiate to pay us lower management fees and the economic terms of our future funds may be less favorable to us than those of our existing funds, which could adversely affect our revenues.”
The due diligence process that we undertake in connection with investments by our investment funds may not reveal all facts that may be relevant in connection with an investment.
Before making private equity and other investments, we conduct due diligence that we deem reasonable and appropriate based on the known facts and circumstances applicable to each investment. The objective of the due diligence process is to identify attractive investment opportunities based on the known facts and circumstances and initial risk assessment
surrounding an investment and, depending on our ownership or control of private equity investments, prepare a framework that may be used from the date of an acquisition to drive operational achievement and value creation. When conducting due diligence, we may be required to evaluate important and complex business, financial, regulatory, tax, accounting, environmental (including climate change), social, governance and legal issues. Outside consultants, legal advisors, accountants and investment banks may be involved in the due diligence process in varying degrees depending on the type of investment. Nevertheless, when conducting due diligence and making an assessment regarding an investment, we rely on the resources available to us, including information provided by the target of the investment and, in some circumstances, third-party investigations and analysis. The due diligence process may at times be subjective with respect to newly-organized companies for which only limited information is available. Accordingly,Due to intense competition in the marketplace we may have less time than in the past to complete our due diligence or our competitors may review less due diligence thereby increasing the speed with which they complete their review. We cannot be certain that the due diligence investigation that we carry out with respect to any investment opportunity will reveal or highlight all relevant facts that may be necessary or helpful in evaluating such investment opportunity. opportunity, which may also be further exacerbated by the COVID-19 pandemic, which, in some cases, has changed the way we conduct due diligence due to travel and other health restrictions that may affect our ability to have in person meetings with certain potential target company personnel, customers, vendors and other service providers.
The due diligence process in connection with carve-out transactions may underestimate the complexity and/or level of dependence a business has on its parent company and affiliated entities. Because a carve-out business often does not have financial statements that accurately reflect its true financial performance as a stand-alone business, due diligence assessments of such investments can be particularly difficult. Instances of fraud, accounting irregularities and other improper, illegal or deceptive practices can be difficult to detect, and fraud and other deceptive practices can be widespread in certain jurisdictions. Several of our funds invest in emerging market countries that may not have established laws and regulations that are as stringent as in more developed nations, or where existing laws and regulations may not be consistently enforced. For example, our funds invest throughout jurisdictions that have material perceptions of corruption according to international rating standards (such as “Transparency International'sInternational’s Corruption Perceptions Index”) such as China, India, Indonesia, Latin America, MENA and Sub-Saharan Africa. Similarly, our funds invest in companies in the U.S. and other jurisdictions and regions with low perceived corruption but whose business may be conducted in other high-risk jurisdictions.
Due diligence on investment opportunities in these jurisdictions is frequently more complicated because consistent and uniform commercial practices in such locations may not be developed or our access to information may be very limited. Fraud, accounting irregularities and deceptive practices can be especially difficult to detect in such locations. In addition, investment opportunities may arise in companies that have historic and/or unresolved regulatory, tax, fraud or accounting related investigations, audits or inquiries and/or have been subjected to public accusations of improper behavior. However, even heightened and specific due diligence and investigations with respect to such matters may not reveal or highlight all relevant facts that may be necessary or helpful in evaluating such investment opportunity and/or will be able to accurately identify, assess and quantify settlements, enforcement actions and judgments that may arise and which could have a material adverse effect on the portfolio company’s business, financial condition and operations, as well as potential significant harm to the portfolio company’s reputation and prospects. We cannot be certain that our due diligence investigations will result in investments being successful or that the actual financial performance of an investment will not fall short of the financial projections we used when evaluating that investment. Failure to identify risks associated with our investments could have a material adverse effect on our business.
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Our funds invest in relatively high-risk, illiquid assets, and we may fail to realize any profits from these activities for a considerable period of time or lose some or all of our principal investments.
Many of our investment funds invest in securities that are not publicly traded. In many cases, our investment funds may be prohibited by contract or by applicable securities laws from selling such securities for a period of time. Our investment funds will not be able to sell these securities publicly unless their sale is registered under applicable securities laws, or unless an exemption from such registration is available. The ability of many of our investment funds, particularly our private equity funds, to dispose of investments is heavily dependent on the public equity markets. For example, the ability to realize any value from an investment may depend upon the ability to complete an initial public offering of the portfolio company in which such investment is held. Even if the securities are publicly traded, large holdings of securities can often be disposed of only over a substantial length of time, exposing the investment returns to risks of downward movement in market prices during the intended disposition period. Moreover, because the investment strategy of many of our funds, particularly our private equity funds, often entails our having representation on our funds’ public portfolio company boards, our funds may be able to effect such sales only during limited trading windows. Additionally, certain provisions of the U.S. federal securities laws (e.g., Exchange Act Section 16) may constrain our investment funds'funds’ ability to effect purchases or sales of publicly traded securities. Accordingly, under certain conditions, our investment funds may be forced to either sell securities at lower prices than they had expected to realize or defer, potentially for a considerable period of time, sales that they had planned to make.
We have made and expect to continue to make significant principal investments in our current and future investment funds. Contributing capital to these investment funds is subject to significant risks, and we may lose some or all of the principal amount of our investments.
The investments of our private equity funds are subject to a number of inherent risks.
Our results are highly dependent on our continued ability to generate attractive returns from our investments. Investments made by our private equity funds involve a number of significant risks inherent to private equity investing, including the following:
•we advise funds that invest in businesses that operate in a variety of industries that are subject to extensive domestic and foreign regulation, such as the telecommunications industry, the aerospace, defense and government services industry and the healthcare industry (including companies that supply equipment and services to governmental agencies), that may involve greater risk due to rapidly changing market and governmental conditions in those sectors;
•significant failures of our portfolio companies to comply with laws and regulations applicable to them may expose us to liabilities, fines or penalties, could affect the ability of our funds to invest in other companies in certain industries in the future and could harm our reputation;
•companies in which private equity investments are made may have limited financial resources and may be unable to meet their obligations, which may be accompanied by a deterioration in the value of their equity securities or any collateral or guarantees provided with respect to their debt;
•companies in which private equity investments are made are more likely to depend on the management talents and efforts of a small group of persons and, as a result, the death, disability, resignation or termination of one or more of those persons could have a material adverse impact on their business and prospects and the investment made;
•companies in which private equity investments are made may be businesses or divisions acquired from larger operating entities which may require a rebuilding or replacement of financial reporting, information technology, back office and other operations;
•companies in which private equity investments are made may from time to time be parties to litigation, may be engaged in rapidly changing businesses with products subject to a substantial risk of obsolescence and may require substantial additional capital to support their operations, finance expansion or maintain their competitive position;
•companies in which private equity investments are made generally have less predictable operating results;
•instances of fraud, corruption and other deceptive practices committed by senior management of portfolio companies in which our funds invest may undermine our due diligence efforts with respect to such companies and, upon the discovery of such fraud, negatively affect the valuation of a fund’s investments as well as contribute to overall market volatility that can negatively impact a fund’s investment program;
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•our funds may make investments that they do not advantageously dispose of prior to the date the applicable fund is dissolved, either by expiration of such fund’s term or otherwise, resulting in a lower than expected return on the investments and, potentially, on the fund itself;
•our funds generally establish the capital structure of portfolio companies on the basis of the financial projections based primarily on management judgments and assumptions, and general economic conditions and other factors may cause actual performance to fall short of these financial projections, which could cause a substantial decrease in the value of our equity holdings in the portfolio company and cause our funds’ performance to fall short of our expectations;
•under ERISA, a “trade or business” within a “controlled group” can be liable for the ERISA Title IV pension obligations (including withdrawal liability for union multiemployer plans) of any other member of the controlled group. This “controlled group” liability represents one of the few situations in which one entity’s liability can be imposed upon another simply because the entities are united by common ownership, but in order for such joint and several liability to be imposed, two tests must be satisfied: (1) the entity on which such liability is to be imposed must be a “trade or business” and (2) a “controlled group” relationship must exist among such entity and the pension plan sponsor or the contributing employer. While a number of cases have held that managing investments is not a “trade or business” for tax purposes, at least one federal Circuit Court case has concluded that an investment fund could be a “trade or business” for ERISA purposes (and,
consequently, could be liable for underfunded pension liabilities of an insolvent portfolio company) based upon a number of factors present in that case, including the fund’s level of involvement in the management of its portfolio companies and the nature of its management fee arrangements. Ongoing litigationLitigation related to the Circuit Court’s decision suggests that additional factors may be relevant for purposes of determining whether an investment fund could face “controlled group” liability under ERISA, including the structure of the investment, and the nature of the fund’s relationship with other affiliated investors and co-investors in the portfolio company. Moreover, regardless of whether or not an investment fund is determined to be a trade or business for purposes of ERISA, a court might hold that one of the fund’s portfolio companies could become jointly and severally liable for another portfolio company’s unfunded pension liabilities pursuant to the ERISA “controlled group” rules, depending upon the relevant investment structures and ownership interests as noted above; and
•executive officers, directors and employees of an equity sponsor may be named as defendants in litigation involving a company in which a private equity investment is made or is being made.
Our real estate funds are subject to the risks inherent in the ownership and operation of real estate and the construction and development of real estate.
Investments in our real estate funds will be subject to the risks inherent in the ownership and operation of real estate and real estate-related businesses and assets. These risks include the following:
•those associated with the burdens of ownership of real property;
•general and local economic conditions;
•changes in supply of and demand for competing properties in an area (as a result, for instance, of overbuilding);
•fluctuations in the average occupancy and room rates for hotel and student housing properties;
•the financial resources of tenants;
•changes in building, environmental, zoning and other laws;
•failure to obtain necessary approvals and/or permits;
•energy and supply shortages;
•casualty or condemnation losses;
•various uninsured or uninsurable risks;
•natural disasters, including increased physical risks from climate change such as event-driven exposures resulting from the increased severity of extreme weather events and consequences of longer-term shifts in climate patterns, and the effects of climate change on supply and demand;
•changes in government regulations (such as rent control);
•changes in the way real estate is occupied as a result of pandemics or other unforeseen events;
•changes in real property tax rates;rates and operating expenses;
•changes in interest rates;
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•the reduced availability of mortgage funds or other forms of financings, including construction financing, which may render the sale or refinancing of properties difficult or impracticable;
•inability to meet debt obligations
•negative developments in the economy that depress travel and leasing activity;
•environmental liabilities;
•contingent liabilities on disposition of assets;
•increase in insurance premiums and changes to the insurance market;
•unexpected cost overruns and delays in connection with development projects;
•terrorist attacks, war and other factors that are beyond our control; and
•dependence on local operating partners.
Our real estate funds’ portfolio investments are subject to various risks that cause fluctuations in occupancy, rental rates, operating income and expenses or that render the sale or financing of the funds’ portfolio investment properties difficult or unattractive, which risks have been exacerbated by the COVID-19 pandemic. For example, following the termination or expiration of a tenant’s lease, there could be a period of time before a funds’ portfolio investment will begin receiving rental payments under a replacement lease. During that period, the portfolio investments (and indirectly, the funds) will continue to bear fixed expenses such as interest, real estate taxes, maintenance and other operating expenses. In addition, declining economic conditions could impair the portfolio investments’ ability to attract replacement tenants and achieve rental rates equal to or greater than the rents paid under previous leases. Increased competition for tenants would require the portfolio investments to make capital improvements to properties that we would not otherwise have planned. Any unbudgeted capital improvements that a fund undertakes may divert cash that would otherwise be available for distribution to investors. To the extent that the portfolio investments are unable to renew leases or re-let spaces as leases expire, decreased cash flow from tenants will result, which would adversely impact the relevant fund’s returns. Our real estate funds may also make investments in residential real estate projects and/or otherwise participate in financing opportunities relating to residential real estate assets or portfolios thereof from time to time, which may be more highly susceptible to adverse changes in prevailing economic and/or market conditions and present additional risks relative to the ownership and operation of commercial real estate assets.
With regards to potential environmental liabilities, ownership of real assets in our investment funds or vehicles may increase our risk of liability under laws that impose, regardless of fault, joint and several liability for the cost of remediating contamination and compensation for damages. In addition, changes in environmental laws or regulations or the environmental condition of an investment may create liabilities that did not exist at the time of acquisition. For example, the current Administration announced several initiatives and have proposed new regulations focused on the climate crisis which could impact our real estate assets in various ways that were not considered at the time of investment. Even in cases where we are indemnified by a seller against liabilities arising out of violations of environmental laws and regulations, there can be no assurance as to the financial viability of the seller to satisfy such indemnities or our ability to achieve enforcement of such indemnities.
In addition to real property assets, our real estate funds may also invest in real estate related operating companies such as logistics hubs and data centers. These investments are similar to the portfolio investments made by our Corporate Private Equitybuyout and growth funds and are subject to similar risks and uncertainties as apply to those operating companies. See "—“—The investments of our private equity funds are subject to a number of inherent risks."”
Real estate markets may experience sharp increases in capitalization rates and declines in value as a result of overall economic decline and the limited availability of financing and the value of certain investments in our real estate funds may decline significantly, as was the case in 2008 and 2009 in the United States, Europe and Japan.significantly. In addition, if our real estate funds acquire direct or indirect interests in undeveloped land or underdeveloped real property, which may often be non-income producing, they will be subject to the risks normally associated with such assets and development activities, including risks relating to the availability and timely receipt of zoning and other regulatory or environmental approvals, the cost and timely completion of construction (including risks beyond the control of our fund, such as weather or labor conditions or material shortages) and the availability of both construction and permanent financing on favorable terms. Additionally, our real estate funds’ properties are often managed by a third party, which makes us dependent upon such third parties and subjects us to risks associated with the actions of such third parties. Any of these factors may cause the value of the investments in our real estate funds to decline, which may have a material impact on our results of operations.
Additionally, lenders in commercial real estate financing have been requiring a non-recourse carveout guarantee, which typically provides that the lender can recover losses from guarantors for certain bad acts, such as fraud or intentional misrepresentation, intentional waste, willful misconduct, criminal acts, misappropriation of funds, voluntary incurrence of prohibited debt and environmental losses sustained by lender. For our acquisitions, non-recourse carveout guarantees may be extended by our funds. We expect that commercial real estate financing arrangements generally will increasingly continue to
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require non-recourse carveout guarantees and, in the event that such a guarantee is called, a fund’s or our assets could be negatively impacted and we or our funds may be subject to liability.
The acquisition, ownership and disposition of real properties carry certain specific litigation risks. Litigation may be commenced with respect to a property acquired in relation to activities that took place prior to the acquisition of such property. In addition, at the time of disposition, other potential buyers may bring claims related to the asset or for due diligence expenses or other damages. After the sale of a real estate asset, buyers may later sue our funds or us for losses associated with latent defects or other problems not uncovered in due diligence. Litigation can arise for events or circumstance that occur or are alleged to occur during the ownership period.
We or our funds may also be subject to certain risks associated with investments in particular real estate-related assets. Real estate investment trusts (“REITs”) may be affected by changes in the value of their underlying properties and defaults by borrowers or tenants, and changes in tax laws or by a failure to qualify for tax-free pass through income could impair a REIT’s ability to generate cash flows to make distributions. Qualification as a REIT also depends on a REITs ability to meet various requirements imposed by the U.S. Internal Revenue Code of 1986, as amended (the “Code”), which relate to organizational structure, annual distributions, diversity of stock ownership, and certain restrictions with regard to the nature of their assets and the sources of their income. If a REIT fails to qualify as a REIT in any taxable year, it will be subject to U.S. federal income tax at regular corporate rates, and applicable state and local taxes, which would reduce the amount of cash available for distribution to its stockholders.
Investments in real estate debt investments may be unsecured and/or subordinated to a substantial amount of indebtedness and may not be protected by financial covenants. Non-performing real estate loans may require a substantial amount of workout negotiations and/or modification, which may entail, among other things, a substantial reduction in the interest rate and a substantial write-down of the principal of such loan. Investments in commercial mortgage loans are subject to risks of delinquency, foreclosure and loss of principal. In the event of any default under a mortgage loan held directly by us or one of our funds, we or our fund will bear a risk of loss of principal to the extent of any deficiency between the value of the collateral and the principal and accrued interest of the loan. Investments in distressed assets or businesses may have little or no near-term cash flow, involve a high degree of risk and, if subject to bankruptcy or insolvency, could be subordinated or disallowed.
We often pursue investment opportunities that involve business, regulatory, legal or other complexities.
As an element of our investment style, we may pursue unusually complex investment opportunities. This can often take the form of substantial business, regulatory, tax, or legal complexity that would deter other asset managers. Our tolerance for complexity presents risks, as such transactions can be more difficult, expensive and time-consuming to finance and execute; it can be more difficult to manage or realize value from the assets acquired in such transactions; and such transactions sometimes entail a higher level of regulatory scrutiny or a greater risk of contingent liabilities. The complexity of these transactions could also make it more difficult to find a suitable buyer. Any of these risks could harm the performance of our funds.funds or strategic investments.
Our investment funds make investments in companies that we do not control.
Investments by many of our investment funds will include debt instruments and equity securities of companies that we do not control. Such instruments and securities may be acquired by our investment funds through trading activities or through purchases of securities from the issuer. In addition, our funds may acquire minority equity interests in large transactions, which may be structured as “consortium transactions” due to the size of the investment and the amount of capital required to be invested. A consortium transaction involves an equity investment in which two or more private equity or other firms serve together or collectively as equity sponsors. We participated in a number of consortium transactions in prior years due to the increased size of many of the transactions in which we were involved. Consortium transactions generally entail a reduced level of control by our firm over the investment because governance rights must be shared with the other consortium sponsors. Accordingly, we may not be able to control decisions relating to a consortium investment, including decisions relating to the management and operation of the company and the timing and nature of any exit. Our funds may also dispose of a portion of their majority equity investments in portfolio companies over time in a manner that results in the funds retaining a minority investment. Those investments may be subject to the risk that the company in which the investment is made may make business, tax, legal, financial or management decisions with which we do not agree or that the majority stakeholders or the management of the company may take risks or otherwise act in a manner that does not serve our interests. If any of the foregoing were to occur, the value of investments by our funds could decrease and our financial condition, results of operations and cash flow could suffer as a result.
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Our investment funds may invest in assets denominated in currencies which differ from the currency in which the Fundfund is denominated.
When our investment funds invest in assets denominated in currencies that differ from the functional currency of the relevant fund, fluctuations in currency rates could impact the performance of the investment funds. For example, Carlyle sponsors U.S. dollar-denominated funds that invest in assets denominated in foreign currencies such as our Buyout, Growth Capital,buyout and Real Estategrowth funds in Asia as well as our buyout funds inand South America and Africa.America. In the event that the U.S. dollar appreciates, the market value of the investments in these funds will decline even if the underlying investments perform well in local currency. In addition, our Europe buyout and Growth Capitalgrowth funds in Europe are Euro-denominated and may have investments
denominated in U.S. Dollar, Great British Pound, or other currencies. In the event the Euro appreciates, the market value of investments in these funds would decline even if the underlying investments perform well in local currency.
We may employ hedging techniques to manage these risks, but we can offer no assurance that such strategies will be effective or tax-efficient. If we engage in hedging transactions, we may be exposed to additional risks associated with such transactions. See “—Risks Related to Our Business Operations—Risk management activities may adversely affect the return on our and our funds’ investments.investments,” Andand “—RegulatoryRisks Related to Our Company—Financial regulations and changes thereto in the United States could adversely affect our business and the possibility of increased regulatory focus could result in additional burdens and expenses on our business.”
Our funds make investments in companies that are based outside of the United States, which may expose us to additional risks not typically associated with investing in companies that are based in the United States.
Many of our investment funds generally invest a significant portion of their assets in the equity, debt, loans or other securities of issuers that are headquartered outside of the United States, such as China, India, Indonesia and Latin America, MENA and Sub-Saharan Africa.America. A substantial amount of these foreign investments consist of investments made by our carry funds. For example, as of December 31, 2017,2021, approximately 38% of the cumulative capital invested by our CorporateGlobal Private Equity Real Assets and Global Credit carry funds was attributable to foreign investments. Investments in non-U.S. securities involve risks not typically associated with investing in U.S. securities, including:
•certain economic and political risks, including potential exchange control regulations and restrictions on our non-U.S. investments and repatriation of profits on investments or of capital invested, the risks of political, economic or social instability, the possibility of expropriation or confiscatory taxation and adverse economic and political developments;
•the imposition of non-U.S. taxes on gains from the sale of investments or other distributions by our funds;
•the absence of uniform accounting, auditing and financial reporting standards, practices and disclosure requirements and less government supervision and regulation;
•changes in laws or clarifications to existing laws that could impact our tax treaty positions, which could adversely impact the returns on our investments;
•limitations on the deductibility of interest for income tax purposes in certain jurisdictions;
•differences in the legal and regulatory environment or enhanced legal and regulatory compliance;
•limitations on borrowings to be used to fund acquisitions or dividends;
•political hostility to investments by foreign or private equity investors, including increased risk of government expropriation;
•less liquid markets;
•reliance on a more limited number of commodity inputs, service providers and/or distribution mechanisms;
•adverse fluctuations in currency exchange rates and costs associated with conversion of investment principal and income from one currency into another;
•higher rates of inflation;
•higher transaction costs;
•less government supervision of exchanges, brokers and issuers;
•less developed bankruptcy, limited liability company, corporate, partnership and other laws (which may have the effect of disregarding or otherwise circumventing the limited liability structures potentially causing the actions or liabilities of one fund or a portfolio company to adversely impact us or an unrelated fund or portfolio company);
•difficulty in enforcing contractual obligations;
•less stringent requirements relating to fiduciary duties;
•fewer investor protections and less publicly available information in respect of companies in non-U.S. markets; and
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•greater price volatility.
For example, the imposition of a new national security law has increased overall uncertainty about risks associated with international trade with Hong Kong, the potential for increased taxation on Hong Kong-related transactions, and new regulatory restrictions and data protection concerns for businesses operated in Hong Kong (including our Hong Kong operations). In April 2020, the Government of India issued Press Note 3, which requires prior government approval of all foreign direct investment by non-resident entities located in, or having beneficial owners in, countries that share a land border with India. While further clarity is expected from the Government, the application of these rules may inhibit our funds’ ability to consummate investments in India and may require partial or full exclusion of any fund investor from countries bordering India from such investments. Uncertainty resulting from the application of these rules may also lead to higher amounts of, or longer durations of, borrowings by the investment funds pending the receipt of approvals, and we or our funds being subject to fines if different regulators apply and enforce the rules differently.
We operate in numerous national and subnational jurisdictions throughout the world and are subject to complex taxation requirements that could result in the imposition of taxes in excess of any amounts that are reserved
as a cash or financial statement matter for such purposes. In addition, the portfolio companies of our investment funds are typically subject to taxation in the jurisdictions in which they operate. It is possible that a taxing authority could take a contrary view of our tax position or there could be changes in law subsequent to the date of an investment in a particular portfolio company that will adversely affect returns from that investment, or adversely affect any prospective investments in a particular jurisdiction, for example as a result of new legislation in any such local jurisdiction affecting the deductibility of interest or other expenses related to acquisition financing.
In the event a portfolio company outside the United States experiences financial difficulties, we may consider local laws, corporate organizational structure, potential impacts on other portfolio companies in the region and other factors in developing our business response. Among other actions, we may seek to enhance the management team or make fund additional capital investments from our investment funds, our senior Carlyle professionals and/or us. To the extent we and/or certain of our senior Carlyle professionals fund additional capital into a company that is experiencing difficulties, we may be required to consolidate the entity into our financial statements under applicable U.S. GAAP. See “—Risks Related to Our Organizational Structure—Common Stock—The consolidation of investment funds, holding companies or operating businesses of our portfolio companies could make it more difficult to understand the operating performance of the PartnershipCompany and could create operational risks for the Partnership.Company.”
Our funds’ investments that are denominated in a foreign currency will be subject to the risk that the value of a particular currency will change in relation to one or more other currencies or that there will be changes in the cost of currency conversion and/or exchange control regulations. Among the factors that may affect currency values are trade balances, levels of short-term interest rates, differences in relative values of similar assets in different currencies, long-term opportunities for investment and capital appreciation and political developments. Additionally, the increase in the value of the dollar makes it more difficult for companies outside of the United States that depend on non-dollar revenues to repay or refinance their dollar liabilities and a stronger dollar also reduces the domestic value of the foreign sales and earnings of U.S.-based businesses.
Regulatory action to implement controls on foreign exchange and outbound remittances of currency could also impact the dollar value of investments proceeds, interest and dividends received by our investment funds, gains and losses realized on the sale of investments and the timing and amount of distributions, if any, made to us. For example certain Asian countries, including China have implemented stricter controls on foreign exchange and outbound remittances, and several governmental entities such as, The Peoples Bank of China (PBOC), the State Administration of Foreign Exchange (SAFE), the National Development and Reform Commission (NDRC) and the Ministry of Commerce (MOFCOM) have instituted additional reporting, review and verification steps around control outbound payments on capital account items. Furthermore, in certain cases, our fund management fees are denominated in foreign currencies. With respect to those funds, we are subject to the risk that the value of a particular currency will change in relation to one or more other currencies in which the fund has incurred expenses or has made investments.
We may need to pay “giveback” obligations if and when they are triggered under the governing agreements with our investors.
If, at the end of any of the life of our CPE, Real AssetsGlobal Private Equity and Global Credit carry funds (or earlier with respect to certain of our funds), the carry fund has not achieved investment returns that (in most cases) exceed the preferred return threshold or (in almost all cases) the general partner receives net profits over the life of the fund in excess of its allocable share under the applicable partnership agreement, we will be obligated to repay an amount equal to the extent to which carried interest that was previously distributed to us exceeds the amounts to which we are ultimately entitled. This repayment obligation is known as a “giveback” obligation. As of December 31, 2017,2021, we had accrued a giveback obligation of $66.8$30.2 million, representing the giveback obligation that would need to be paid by the firm if the carry funds were liquidated at their current fair values at that date.date, and of which approximately $16.1 million is attributable to the Company. The majority of these repayment remaining
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obligations are related to amounts previously distributed to our senior Carlyle professionals, prior to the completion of our initial public offering, with respect to which our common unitholders did not receive any benefit. As of December 31, 2017, approximately $28.9 million of the total accrued giveback obligation is
When payment of a giveback obligation is anticipated (or "realized"“realized”), the portion of this liability that is expected to be borne by the unitholderscommon stockholders (i.e., the amount not expected to be funded by Carlyle professionals) has the effect of reducing our Distributable Earnings, which therefore may result in a lower distribution to unitholders.Earnings. Any remaining giveback obligation required to be funded on behalf of our funds (most of which is attributable to Energy IV and Renew II) would generally be due upon the liquidation of the remaining assets from the funds.
If, as of December 31, 2017,2021, all of the investments held by our carry funds were deemed worthless, the amount of realized and distributed carried interest subject to potential giveback would have been $0.7$1.5 billion, on an after-tax basis where applicable. Since inception,As of December 31, 2021, we have paid $199.6realized $227.9 million in aggregate giveback obligations since inception, which waswere funded primarily through collection of employee receivables related to giveback obligations and from Carlyle professionals and other non-controlling interests for their portion of the obligation. This amount is net of $44.7 million related to our second Asia buyout fund accruing carry again after payment of a full after-tax clawback in 2016. Of the $227.9 million in aggregate giveback obligations realized from inception to December 31, 2021, $62.0 million was attributable to Carlyle. See Part II. Item 7. “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Key Financial Measures—Investment Income.”
Although a giveback obligation is severalspecific to each person who received a distribution, and not a joint obligation, the governing agreements of our funds generally provide that to the extent a recipient does not fund his or her respective share, then we may have to fund such additional amounts beyond the amount of carried interest we retained, although we generally will retain the right to pursue any remedies that we have under such governing agreements against those carried interest recipients who fail to fund their obligations. As of December 31, 2017,2021, approximately $37.9$14.1 million of our $66.8$30.2 million accrued giveback obligation is attributable to various current and former senior Carlyle professionals. We have historically withheld a portion of the cash from carried interest distributions to individual senior Carlyle professionals and other employees as security for their potential giveback obligations. We also set aside cash reserves from carried interest we receive and retain for potential giveback obligations that we may be required to fund in the future. However, we have not set aside additional cash reserves relating to the secondary liability we retain for the giveback obligations attributable to our individual senior Carlyle professionals and other employees if they fail to satisfy these obligations. We may need to use or reserve cash to repay such giveback obligations instead of using the cash for other purposes. See “PartPart I. Item 1. Business—“Business—Structure and Operation of Our Investment Funds—Incentive Arrangements / Fee Structure” and Part II. Item 7. “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Contractual Obligations—Contingent Obligations (Giveback)” and Notes 2 and 98 to the consolidated financial statements included in this Annual Report on Form 10-K.
Our investment funds often make preferred and common equity investments that rank junior to preferred equity and debt in a company’s capital structure.
In most cases, the companies in which our investment funds invest have, or are permitted to have, outstanding indebtedness or equity securities that rank senior to our fund’s investment. By their terms, such instruments may provide that their holders are entitled to receive payments of dividends, interest or principal on or before the dates on which payments are to be made in respect of our investment. Also, in the event of insolvency, liquidation, dissolution, reorganization or bankruptcy of a company in which an investment is made, holders of securities ranking senior to our investment would typically be entitled to receive payment in full before distributions could be made in respect of our investment. After repaying senior security holders, the company may not have any remaining assets to use for repaying amounts owed in respect of our investment. To the extent that any assets remain, holders of claims that rank equally with our investment would be entitled to share on an equal and ratable basis in distributions that are made out of those assets. Also, during periods of financial distress or following an insolvency, the ability of our funds to influence a company’s affairs and to take actions to protect their investments may be substantially less than that of the senior creditors.
Third-party investors in substantially all of our carry funds have the right to remove the general partner of the fund for cause, to accelerate the liquidation date of the investment fund without cause by a simple majority vote and to terminate the investment period under certain circumstances and investors in certain of the investment funds we advise may redeem their investments. These events would lead to a decrease in our revenues, which could be substantial.
The governing agreements of almost all of our carry funds provide that, subject to certain conditions, third-party investors in those funds have the right to remove the general partner of the fund for cause or to accelerate the liquidation date of the investment fund without cause by a simple majority vote, resultingvote. In addition, our investment vehicles that are structured as “funds of one”, or separately managed accounts, have a single investor or a few affiliated investors that typically have the right to terminate the investment period or cause a dissolution of the vehicle under certain circumstances. These actions would result in a reduction in management fees we would earn from such investment funds, vehicles, or accounts, and could result in a significant reduction in the expected amounts of total carried interest and incentive fees from those funds.investment funds, vehicles, or accounts. Carried interest and incentive fees could be significantly reduced as a result of our inability to maximize the value of investments by an investment fund during the liquidation process or in the event of the triggering of a “giveback” obligation. Finally, the applicable investment funds, vehicles, or accounts would cease to exist after completion of liquidation and winding-up.
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In addition, the governing agreements of certain of our investment funds provide that in the event certain “key persons” in our investment funds do not meet specified time commitments with regard to managing the fund (for example, certain of the investment professionals serving on the investment committee or advising the fund), then investors in certain funds have the right to vote to terminate the
investment period by a simple majority vote in accordance with specified procedures, accelerate the withdrawal of their capital on an investor-by-investor basis, or the fund’s investment period will automatically terminate and the vote of a simple majority of investors is required to restart it. While we believe that our investment professionals have appropriate incentives to remain in their respective positions, based on equity ownership, profit participation and other contractual provisions, we are not able to guarantee the ongoing participation of the management team members in respect of our funds. In addition to having a significant negative impact on our revenue, earnings and cash flow, the occurrence of such ana key person event with respect to any of our investment funds would likely result in significant reputational damage to us and could negatively impact our future fundraising efforts.
The AlpInvest funds generally provide for suspension of the investment period if there is a key person event, the right of a supermajority of investors to remove the general partner with cause and, in some cases, without cause, but generally have not provided for liquidation without cause.
Where AlpInvest and Metropolitan funds include “key person” provisions, they are focused on specific existing AlpInvest or Metropolitan personnel as applicable. While we believe that existing management have appropriate incentives to remain in their respective positions, based on equity ownership, profit participation and other contractual provisions, we are not able to guarantee the ongoing participation of the management team members in respect of the funds vehicles. In addition, certain AlpInvest and Metropolitan vehicles are structured as "fund-of-one" managed accounts which typically have a single investor or a few affiliated investors. The investor(s) in such vehicles may hold disproportionate authority over decisions reserved for third-party investors. Further, in many cases, such investors have bespoke rights allowing them to, among other things, terminate the investment period or cause a dissolution of the account or vehicle for a variety of reasons. To the extent these fund-of-one vehicles cease to invest or are dissolved, the fees generated by them may be reduced.
In addition, because our investment funds generally have an adviser that is registered under the Advisers Act, the management agreements of each of our investment funds would be terminated upon an “assignment” to a third-party of these agreements without appropriate investor consent, which assignment may be deemed to occur in the event these advisers were to experience a change of control. We cannot be certain that consents required to assignments of our investment management agreements will be obtained if a change of control occurs. “Assignment” of these agreements without investor consent could cause us to lose the fees we earn from such investment funds.
Third-party investors in our investment funds with commitment-based structures may not satisfy their contractual obligation to fund capital calls when requested by us, which could adversely affect a fund’s operations and performance.
Investors in our carry funds make capital commitments to those funds that we are entitled to call from those investors at any time during prescribed periods. We depend on investors fulfilling their commitments when we call capital from them in order for those funds to consummate investments and otherwise pay their obligations (for example, management fees) when due. Any investor that did not fund a capital call would generally be subject to several possible penalties, including having a significant amount of its existing investment forfeited in that fund. However, the impact of the penalty is directly correlated to the amount of capital previously invested by the investor in the fund and if an investor has invested little or no capital, for instance early in the life of the fund, then the forfeiture penalty may not be as meaningful. Investors may also negotiate for lesser or reduced penalties at the outset of the fund, thereby inhibiting our ability to enforce the funding of a capital call. Our use of subscription lines of credit to purchase an investment prior to calling capital from fund investors could increase the prevalence of defaulting limited partners. Should the value of an investment funded through a fund line-of-credit decline, especially early in a fund'sfund’s life-cycle where minimal capital has been contributed by the fund'sfund’s investors, a limited partner may decide not to fund its commitment. In addition, third-party investors in private equity, real estate assets and venture capital funds typically use distributions from prior investments to meet future capital calls. In cases where valuations of investors’ existing investments fall and the pace of distributions slows, investors may be unable to make new commitments to third-party managed investment funds such as those advised by us. If investors were to fail to satisfy a significant amount of capital calls for any particular fund or funds, the operation and performance of those funds could be materially and adversely affected.
In addition, our failure to comply with applicable pay-to-play laws, regulations and/or policies adopted by a number of states and municipal pension funds as well as the New York Attorney General’s Public Pension Fund Reform Code of Conduct, may, in certain instances, excuse a public pension fund investor from its obligation to make further capital contributions relating to all or any part of an investment or allow it to withdraw from the fund. If a public pension fund investor were to seek to be excused from funding a significant amount of capital calls for any particular fund or funds, the operation and performance of those funds could be materially and adversely affected.
Our failure to deal appropriately with conflicts of interest in our investment business could damage our reputation and adversely affect our businesses.
As we have expanded and as we continue to expand the number and scope of our businesses, we increasingly confront potential conflicts of interest relating to our funds’ investment activities. For example, a decision to acquire material, non-public information about a company while pursuing an investment opportunity for a particular fund may give rise to a potential conflict of interest that results in our having to restrict the ability of other funds to take any action. Certain of our funds, managed accounts or investment vehicles may have overlapping investment objectives, including co-investment funds and funds that have different fee structures, and potential conflicts may arise with respect to our decisions regarding how to allocate investment opportunities among those funds, managed accounts or investors. Different private equity funds may invest in a single portfolio company, for example where the fund that made an initial investment no longer has capital available to invest.invest or a follow-on opportunity
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arises. We may also cause different funds that we manage to purchase different classes of debt or securities in the same portfolio company. For example, one of our funds could acquire a debt security or bank loan issued by the same company in which one of our buyout funds owns common equity securities.securities or several of our funds could be invested in different tranches of a company’s debt. A direct conflict of interest could arise between and among the debt holders and the equity holders if such a portfolio company was to develop insolvency concerns, and that conflict would have to be carefully managed by us. It is also possible that in the event the portfolio company goes through a bankruptcy proceeding, the interests of the fund holding the debt securities or loans may be subordinated, recharacterized or otherwise adversely affected by virtue of the involvement and actions of the fund holding the equity in the portfolio company. In such a case, the debt security or loan could be converted into equity and the prospects of repayment greatly diminished. Conflicts of interest may also exist in the valuation of our investments and regarding decisions about the allocation of specific investment opportunities among us and our funds and the allocation of fees and costs among us, our investment funds and their portfolio companies and conflicts could also arise in respect of the ultimate disposition of such investments. Due to recent changes in the tax treatment of carried interest under the TCJA and/or future legislation, conflicts of interest may arise with investors in certain of our funds in connection with the general partner’s decisions with respect to the sequence and timing of disposals of investments in such funds. To the extent we fail to appropriately deal with any such conflicts, it could negatively impact our reputation and ability to raise additional funds and the willingness of counterparties to do business with us or result in regulatory liability or potential litigation against us.
Our CLO business and investment into CLOs involves certain risks.
CLOs may present risks similar to other types of debt obligations and, in fact, such risks may be of greater significance in the case of CLOs. For example, investments in structured vehicles, including equity and junior debt securities issued by CLOs, involve risks, including credit risk and market risk. Changes in interest rates and credit quality may cause short-term price fluctuations or longer term impairment.
In addition to the general risks associated with investing in debt securities, CLO securities carry additional risks, including, but not limited to the possibility that distributions from collateral assets will be inadequate to make interest or other payments and the quality of the collateral may decline in value, default or be downgraded. Additionally, changes in the collateral held by a CLO may cause payments on the instruments we hold to be reduced, either temporarily or permanently. Non-payment could result in a reduction of our income and revenues. CLOs are less liquid than other types of securities and may be more volatile than the individual assets that make-up the CLOs. In addition, CLOs and other structured finance securities may be subject to prepayment risk. Further, the performance of a CLO or other structured finance security is generally affected by a variety of factors, including the security’s priority in the capital structure of the issuer thereof, the availability of any credit enhancement, the level and timing of payments and recoveries on and the characteristics of the underlying receivables, loans or other assets that are being securitized, remoteness of those assets from the originator or transferor, the adequacy of and ability to realize upon any related collateral and the capability of the servicer of the securitized assets. There are also the risks that the trustee of a CLO does not properly carry out its duties to the CLO, potentially resulting in loss to the CLO. In addition, the complex structure of the security may produce unexpected investment results, especially during times of market stress or volatility. Investments in structured finance securities may also be subject to liquidity risk.
During 2021, we earned approximately $122 million in management fees from our CLOs, prior to the effects of consolidation, of which approximately 67% are in the form of subordinated fees. The subordinated fees we generate from our CLO business could be negatively impacted if one or more CLOs fail certain tests related to overcollateralization (including the interest diversion test) set forth in their respective indentures. In the event that worsening credit conditions and/or a deterioration in loan performance generally leads to defaults or downgrades of the CLOs’ underlying collateral obligations, one or more CLOs could fail one or more overcollateralization tests and/or interest diversion tests. These risks are correlated, as when an underlying collateral obligation defaults or is downgraded below a certain threshold, such collateral obligation is then carried below par for the purpose of overcollateralization and interest diversion testing, making a failure of any such test more likely to occur. Any such failure would result in funds otherwise available to pay the management fees we earn on such investment vehicle to instead be used to either (x) pay down the principal on the securities issued by such vehicle in an amount necessary to cause such tests to pass or (y) purchase sufficient collateral in an amount necessary to cause such CLO to pass such tests. If either of these scenarios occurred, there is the potential that the remaining funds would be insufficient to pay expected management fees on any such CLO, which would result in either a temporary deferral or permanent loss of such management fees. For example, in the early stages of the COVID-19 pandemic, ratings agencies downgraded certain underlying collateral obligations in our CLOs. As a result, we did not recognize approximately $7.0 million of subordinated management fees from our CLOs in the first and second quarters of 2020, but recognized such amounts in the third quarter of 2020 due to improvement in the underlying CLO portfolios.
Underwriting, syndicating and securities placement activities expose us to risks.
TCG Capital Markets may act as an underwriter, syndicator or placement agent for security offerings and TCG Senior Funding L.L.C. may act as an underwriter, originator, syndicator or placement agent in loan originations. If we are unable to
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sell securities or place loans at the anticipated price levels where we act as an underwriter, syndicator or placement agent, we may incur losses and suffer reputational harm.
As an underwriter, syndicator or placement agent, we also may be subject to potential liability for material misstatements or omissions in prospectuses and other offering documents relating to offerings we underwrite, syndicate or place. In certain situations, we may have liabilities arising from transactions in which our investment fund may participate as a purchase or a seller of securities, which could constitute a conflict of interest or subject us to damages or reputational harm.
Risk management activities may adversely affect the return on our and our funds’ investments.
When managing our exposure to market risks, we may (on our own behalf or on behalf of our funds) from time to time use forward contracts, options, swaps, caps, collars and floors or pursue other strategies or use other forms of derivative instruments to limit our exposure to changes in the relative values of investments that may result from market developments, including changes in prevailing interest rates, currency exchange rates and commodity prices. The scope of risk management activities undertaken by us varies based on the level and volatility of interest rates, prevailing foreign currency exchange rates, the types of investments that are made and other changing market conditions. The use of hedging transactions and other derivative instruments to reduce the effects of a decline in the value of a position does not eliminate the possibility of fluctuations in the value of the position or prevent losses if the value of the position declines. Such transactions may also limit the opportunity for gain if the value of a position increases. Moreover, it may not be possible to limit the exposure to a market development that is so generally anticipated that a hedging or other derivative transaction cannot be entered into at an acceptable price. The success of any hedging or other derivative transaction generally will depend on our ability to correctly predict market changes, the degree of correlation between price movements of a derivative instrument and the position being hedged, the creditworthiness of the counterparty and other factors. As a result, while we may enter into such a transaction in order to reduce our exposure to market risks, the transaction may result in poorer overall firm or investment performance than if it had not been executed. Such transactions may also limit the opportunity for gain if the value of a hedged position increases.
While such hedging arrangements may reduce certain risks, such arrangements themselves may entail certain other risks. These arrangements may require the posting of cash collateral at a time when a fund has insufficient cash or illiquid assets such that the posting of the cash is either impossible or requires the sale of assets at prices that do not reflect their underlying value. Moreover, these hedging arrangements may generate significant transaction costs, including potential tax costs, which may reduce the returns generated by the firm or a fund. See “—Rapidly changingRisks Related to Our Company—Changing regulations regarding derivatives and commodity interest transactions could adversely impact various aspects of our business."”
Certain of our fund investments may be concentrated in particular asset types or geographic regions, which could exacerbate any negative performance of those funds to the extent those concentrated investments perform poorly.
The governing agreements of our investment funds contain only limited investment restrictions and only limited requirements as to diversification of fund investments, either by geographic region or asset type. For example, we advise funds that invest predominantly in the United States, Europe, Asia South America, Ireland, Peru, Japan, or Sub-Saharan Africa;and Japan; and we advise funds that invest in a single industry sector, such as financial services, aviation, and power. During periods of difficult market conditions, slowdowns, or slowdownsincreased borrower defaults in these sectors or geographic regions, decreased revenue, difficulty in obtaining access to financing
and increased funding costs experienced by our funds may be exacerbated by this concentration of investments, which would result in lower investment returns for our funds. Such concentration may increase the risk that events affecting a specific geographic region or asset type will have an adverse or disparate impact on such investment funds, as compared to funds that invest more broadly. Idiosyncratic factors impacting specific companies or securities can materially affect fund performance depending on the size of the position.
Our energy business is involved in oil and gas investments (i.e, exploration, production, storage, transportation, logistics, refining, marketing, trading, petrochemicals, energy services and developmentother opportunistic investments), which involves a high degree of risk.
Our energy teams focus on investments in businesses involved in oil and gas explorationproduction, development and development,exploration, which can be a speculative business involving a high degree of risk, including:
•the use of new technologies;
•reliance on estimates of oil and gas reserves in the evaluation of available geological, geophysical, engineering and economic data for each reservoir;
•encountering unexpected formations or pressures, premature declines of reservoirs, blow-outs, equipment failures and other accidents in completing wells and otherwise, cratering, sour gas releases, uncontrollable flows of oil, natural gas or well fluids, adverse weather conditions, pollution, fires, spills and other environmental risks; and
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•the volatility of oil and natural gas prices.prices and its impact on the demand for oil and gas products and services; and
Oil, gas and product prices are subject to international supply and demand dynamics, and, as a consequence, related margins can be volatile. In 2020, demand was negatively affected by the priceongoing COVID-19 pandemic, which triggered unprecedented global and local travel restrictions as well as regional and nationwide quarantines; this continues today. At the same time, supply was affected by the inability of the members of the Organization of Petroleum Exporting Countries (“OPEC”) to agree to crude production curtailments in the first half of 2020. The resultant supply surplus triggered accumulation of substantial inventories of crude oil generally increasedand refined products. Together, these phenomena resulted in 2017, wea large drop in crude oil prices, lower gas prices, and lower refining margins. In 2021, however, oil and gas prices rebounded sharply and rapidly, as stronger-than-expected demand outpaced sluggish supply; European consumers and businesses, in particular, face energy supply shortages and high prices heading into 2022. The European energy situation could further deteriorate in the near- and medium-term if events between Russia, Ukraine and NATO continue to see volatility. escalate. In general, political developments, see-sawing supply-demand dynamics, technological change, global macroeconomic conditions, public health risks and changes in the influence of OPEC may continue to impact commodity prices going forward and the financial performance of some of our investments. Our investments that are exposed to energy prices, either as consumers or producers of energy, and their financial performance has been, and is likely to continue to be, affected by the continued volatility in energy prices. To the extent that current conditions persist or worsen, there may be adverse impacts on the financial performance of the affected businesses, on the availability of financing or credit to them as well as their asset prices and valuations.
Oil prices tend to experience significant volatility in response to macroeconomic trends, trade developments, geopolitical events, and data on inventories, global demand, future supply, and U.S. dollar strength. Oil’s strong performance in 2021, ending the year 14% above 2019 levels, is largely attributable to increased demand and persistent global supply discipline.Prices for oil and natural gas are subject to wide fluctuation in response to relatively minor changes in the supply of and demand for oil and natural gas as well as numerous additional factors such as market uncertainty, speculation, the level of consumer product demand, the refining capacity of oil purchasers, weather conditions, domestic and non-U.S. governmental regulations, appreciation or depreciation of the U.S. dollar, the price and availability of alternative fuels, political conditions in the Middle East, Africa, and Africa,Eastern Europe, actions of the Organization of Petroleum Exporting Countries,OPEC, the non-U.S. supply of oil and natural gas, U.S. and global inventories, the price of non-U.S. imports and overall economic conditions. In addition, changes in commodity prices can vary widely from one location to the next depending upon the characteristics of the production and the availability of gathering, transportation, processing and storage facilities used to transport the oil and gas to markets. The increase in oil prices in 2017 had a positive impact on our natural resources and Legacy Energy portfolio which appreciated 30% and 6%, respectively, for the year. In the event that oil prices decline sharply in the future, or fail to sustain upward price momentum, it is possible our portfolio could be adversely impacted.
The current Administration has made climate change a key focus of its international and domestic policy agenda. It announced a moratorium on new leases on federal lands as well as an executive order aimed at aligning financial flows with its climate policy aimed at lowering greenhouse gas emissions. The executive order, “Tackling Climate Crisis at Home and Abroad”, issued in January 2021, includes several policy changes to address climate issues. The goal to conserve 30% of federal lands and waters by 2030 could pose tangential future risks to the operations and profitability of our portfolio companies in certain industries if they result in higher energy or other prices. In addition, U.S. regulatory authorities are increasingly focused on ESG-related practices. For example, the methodology used by ESG funds may utilize special purpose acquisition companies (SPACs)for determining socially responsible investments has been a focus area of the SEC, and the current Administration is generally focused on ESG matters. Climate and environmental impact have also been a focus area of the SEC, and the SEC is expected to make investmentspropose new rules in this area in the near term. Further, changing customer or community perceptions related to climate considerations may have a negative impact on our portfolio companies and/or our ability to attract investors in these areas and may adversely affect our reputation. In addition, technological improvements or innovations that support the transition to a lower-carbon, energy-efficient economic system may increase competition or make it more difficult to attract capital to our energy industry. SPACs are publicly-traded companies that raise funds from public investors throughbusiness.
In January 2021, the current Administration issued an initial public offering (IPO)executive order, “Ensuring the Future Is Made in All of units in orderAmerica by All of America’s Workers” which has the potential to compete an initial business combination within 24 months fromimpact federal contractors and certain grant and loan recipients and their contractors. While the dateonly immediate impact of the IPO. Iforder is the creation of a SPAC does not complete“Made in America” Office within the business combination within 24 months, our investment funds will bear certain sunk costsOffice of Management and Budget (OMB) to review federal agency waiver requests, the longer term impact of potential changes to the Federal Acquisition Regulation (FAR) and statutory exemptions for commercial item information technology and trade agreements and the SPAC will dissolve.change in waiver procedures requirements for certain grant and loan programs could impact certain investments.
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Certain of our investment funds may invest in securities of companies that are experiencing significant financial or business difficulties, including companies involved in bankruptcy or other reorganization and liquidation proceedings. Such investments may be subject to a greater risk of poor performance or loss.
Certain of our investment funds, especially our distressed and corporate opportunities funds, may invest in business enterprises involved in work-outs, liquidations, reorganizations, bankruptcies and similar transactions and may purchase high risk receivables. An investment in such business enterprises entails the risk that the transaction in which such business enterprise is involved either will be unsuccessful, will take considerable time or will result in a distribution of cash or a new security the value of which will be less than the purchase price to the fund of the security or other financial instrument in respect of which such distribution is received. In addition, if an anticipated transaction does not in fact occur, the fund may be required to sell its investment at a loss. Investments in troubled companies may also be adversely affected by U.S. federal and state laws relating to, among other things, fraudulent conveyances, voidable preferences, lender liability and a bankruptcy court’s discretionary power to disallow, subordinate or disenfranchise particular claims. Investments in securities and private claims of troubled companies made in connection with an attempt to influence a restructuring proposal or plan of reorganization in a bankruptcy case may also involve substantial litigation, which has the potential to adversely impact us or unrelated funds or portfolio companies. Because there is substantial uncertainty concerning the outcome of transactions involving financially troubled companies, there is a potential risk of loss by a fund of its entire investment in such company.
Our private equity funds’ performance, and our performance, may be adversely affected by the financial performance of our portfolio companies and the industries in which our funds invest.
Our performance and the performance of our private equity funds are significantly impacted by the value of the companies in which our funds have invested. Our funds invest in companies in many different industries, each of which is subject to volatility based upon economic and market factors. SinceDuring both the 2008 global financial crisis and the ongoing COVID-19 pandemic, we have experienced and subsequent recovery has caused significant fluctuations in the fair value of securities held by our funds. The concomitant recession and recovery, or anticipated recovery, in the real economy subsequent to both the 2008 global financial crisis and COVID-19 pandemic also exerted and are expected to exert a significant impact on overall performance activity and the demands for many of the goods and services provided by portfolio companies of the funds we advise. Although we believe the U.S. economy has registered eight consecutive years of growth in real GDP, there remain manyexited the recession induced by the COVID-19 pandemic, obstacles to continued growth in the economyremain, such as geopolitical events, increased risk of rising interest rates orand domestic political uncertainty, high inflation, a flattening yield curve, weakening credit markets,sharp shift in monetary policy, depressed labor force participation, high levels of public debt, slowing population growth, supply chain pressures and potential economic crisesstress outside of the U.S. These factors and other general economic trends are likely tocan impact the performance of portfolio companies in many industries and in particular, industries that anticipated that global GDP would quickly return to its pre-crisis trend.geographies. In addition, the value of our investments in portfolio companies in the financial services industry is impacted by the overall health and stability of the credit and equity markets. AWhile the U.S. dollar has weakened substantially since peaking in March 2020, a rebound in theits strength of the U.S. Dollar could also depress the profits of domestic companies with significant foreign revenues, pressure oil prices, and increase default risk on U.S. dollar-denominated loans and bonds issued by businesses domiciled in emerging market economies (EMEs), particularly in those economies whose currencies declined sharply relative to the U.S. dollar between 2013 and 2016.. An increase in emerging marketsmarket corporate or sovereign defaults could further impair funding conditions or depress asset prices in these economies. The performance of our private equity funds, and our performance, may be adversely affected to the extent our fund portfolio companies experience adverse performance or additional pressure due to these downward trends.exogenous factors, such as the COVID-19 pandemic. In addition, the performance of our investment funds and our portfolio companies may be adversely affected by increases in inflationary pressures such as employee wage growth or rising input costs, which could compress profit margins, particularly at our portfolio companies that are unable to effectively increase prices in response. With respect to real estate, various factors could have an adverse effect on investment performance, including, but not limited to, deflation in consumer prices, a low level of consumer confidence in the economy and/or the residential real estate market and rising mortgage interest rates. In response to financial difficulties that are currently being experienced or that may be experienced in the future by certain portfolio companies or real estate investments, we may consider legal, regulatory, tax or other factors in determining the steps we may take to support such companies or investments, which may include enhancing the management team or funding additional capital investments from our investment funds, our senior Carlyle professionals and/or us. The actions we may take to support companies or investments experiencing financial difficulties may not be successful in remedying the financial difficulties and our investment funds, our senior Carlyle professionals or we may not recoup some or all of any capital investments made in support of such companies or investments. To the extent we and/or certain of our senior Carlyle professionals fund additional capital into a portfolio company or real estate investment that is experiencing difficulties, we may be required to consolidate such entity into our financial statements under applicable U.S. GAAP. See “—Risks Related to Our Organizational Structure-The consolidation of investment funds, holding companies or operating businesses of our portfolio companies could make it more difficult to understand the operating performance of the Partnership and could create operational risks for the Partnership.”
The financial projections of our portfolio companies could prove inaccurate.
Our funds generally establish the capital structure of portfolio companies on the basis of financial projections prepared by the management of such portfolio companies. These projected operating results will normally be based primarily on judgments of the management of the portfolio companies. In all cases, projections are only estimates of future results that are based upon assumptions made at the time that the projections are developed. General economic conditions, which are not predictable, along with other factors may cause actual performance to fall short of the financial projections that were used to establish a given portfolio company’s capital structure. Because of the leverage that we typically employ in our investments, this could cause a substantial decrease in the value of our equity holdings in the portfolio company. The inaccuracy of financial
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projections could thus cause us to misstate the values of our fund’s investments and therefore our accrued performance allocations, and ultimately cause our funds’ performance to fall short of our expectations.
Contingent liabilities could harm fund performance.
We may cause our funds to acquire an investment that is subject to contingent liabilities. Such contingent liabilities could be unknown to us at the time of acquisition or, if they are known to us, we may not accurately assess or protect against the risks that they present. Acquired contingent liabilities could thus result in unforeseen losses for our funds. In addition, in connection with the disposition of an investment in a portfolio company, a fund may be required to make representations about the business and financial affairs of such portfolio company typical of those made in connection with the sale of a business. A fund may also be required to indemnify the purchasers of such investment to the extent that any such representations are inaccurate. These arrangements may result in the incurrence of contingent liabilities by a fund, even after the disposition of an investment. Accordingly, the inaccuracy of representations and warranties made by a fund could harm such fund’s performance.
We and our investment funds are subject to risks in using prime brokers, custodians, administrators and other agents and third-party service providers.
We and many of our investment funds depend on the services of prime brokers, custodians, administrators and other agents and third-party service providers to carry out certain securities transactions and other business functions.
The counterparty to one or more of our or our funds’ contractual arrangements could default on its obligations under the contract. If a counterparty defaults, we and our funds may be unable to take action to cover the exposure and we or one or more of our funds could incur material losses. Among other systems, our data security, data privacy, investor reporting and business continuity processes could be impacted by a third party'sparty’s inability or unwillingness to perform pursuant to our arrangements with them. In addition, we could suffer legal and reputational damage from such failure to perform if we are then unable to satisfy our obligations under our contracts with third parties or otherwise and could suffer losses in the event we are unable to comply with certain other agreements. In addition, under certain local clearing and settlement regimes, we or our funds could be subject to settlement discipline fines.
The terms of our contracts with third parties surrounding securities transactions are often customized and complex, and many of these arrangements occur in markets or relate to products that are not subject to regulatory oversight. In particular, some of our funds utilize prime brokerage arrangements with a relatively limited number of counterparties, which has the effect of concentrating the transaction volume (and related counterparty default risk) of these funds with these counterparties.
The consolidation and elimination of counterparties resulting from the disruption in the financial markets has increasedmay increase our concentration of counterparty risk and has decreaseddecrease the number of potential counterparties. Our carry funds generally are not restricted from dealing with any particular counterparty or from concentrating any or all of their transactions with one counterparty. In the event of the insolvency of a party that is holding our assets or those of our funds as collateral, we and our funds may not be able to recover equivalent assets in full as we and our funds will rank among the counterparty’s unsecured creditors. In addition, our and our funds’ cash held with a prime broker, custodian or counterparty may not be segregated from the prime broker’s, custodian’s or counterparty’s own cash, and we and our funds therefore may rank as unsecured creditors in relation thereto. The inability to recover our or our investment funds’ assets could have a material impact on us or on the performance of our funds.
Investments in the natural resources industry, including the infrastructure and power industry,industries, involve various operational, construction and regulatory risks.
Investment in infrastructure assets involves certain differentiated risks. Project revenues can be affected by a number of factors. Unanticipated changes in the availability or price of inputs necessary for the operation of infrastructure assets may adversely affect the overall profitability of the investment or related project. Events outside the control of a portfolio company, such as political action, governmental regulation (including potential climate change initiatives), demographic changes, economic growth, increasing fuel prices, government macroeconomic policies, toll rates, social stability, competition from untolled or other forms of transportation, natural disasters (climate change related or otherwise), changes in weather, changes in demand for products or services, bankruptcy or financial difficulty of a major customer and acts of war or terrorism, could significantly reduce the revenues generated or significantly increase the expense of constructing, operating, maintaining or restoring infrastructure facilities. In turn, this may impair a portfolio company’s ability to repay its debt, make distributions or even result in termination of an applicable concession or other agreement. Although portfolio companies may maintain insurance to protect against certain risks, where available on reasonable commercial terms (such as business interruption insurance that is intended to offset loss of revenues during an operational interruption), such insurance is subject to customary deductibles and coverage limits and may not be sufficient to recoup all of an investment’s losses. Furthermore, once infrastructure assets of investments become operational, they may face competition from other infrastructure assets in the
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vicinity of the assets they operate, the presence of which depends in part on governmental plans and policies, over which we have no control.
Infrastructure investments are subject to substantial government regulation and governments have considerable discretion to implement regulations that could affect the business of infrastructure investing. In many instances, the operation or acquisition of infrastructure assets involves an ongoing commitment to or from a governmental agency, and the operation of infrastructure assets often relies on government permits, licenses, concessions, leases or contracts. The nature of these obligations and dependencies expose the owners of infrastructure assets to a higher level of regulatory control than typically imposed on other businesses, resulting in government entities having significant influence over such owners.
Where a portfolio company holds a concession or lease from the government, the concession or lease may restrict the portfolio company’s ability to operate the business in a way that maximizes cash flows and profitability. The lease or concession may also contain clauses more favorable to the government counterparty than a typical commercial contract. For instance, the lease or concession may enable the government to terminate the lease or concession in certain circumstances without requiring payment of adequate compensation.
The development, operation and maintenance of power generation facilities involves various operational risks, which can include mechanical and structural failure, accidents, labor issues or the failure of technology to perform as anticipated. Events outside our control, such as economic developments, changes in fuel prices or the price of other feedstocks, governmental policies, demand for energy and similar events, could materially reduce the revenues generated or increase the expenses of constructing, operating, maintaining or restoring power generation businesses. Such developments could impair a portfolio company’s ability to repay its debt or conduct its operations. We may also choose to or be required to decommission a power generation facility or other asset. The decommissioning process could be protracted and result in the incurrence of significant financial and/or regulatory obligations or other uncertainties.
Our natural resource portfolio companies may also face construction and operational risks typical for energy, infrastructure and power generation and related infrastructure businesses, including, without limitation:
•labor disputes, work stoppages or shortages of skilled labor;
•shortages of fuels or materials;
•slower than projected construction progress and the unavailability or late delivery of necessary equipment;
•delays caused by or in obtaining the necessary regulatory approvals or permits;
•adverse weather conditions and unexpected construction conditions;
•accidents or the breakdown or failure of construction equipment or processes;
•difficulties in obtaining suitable or sufficient financing; and
•force majeure or catastrophic events such as explosions, fires and terrorist activities and other similar events beyond our control.
Such developments could result in substantial unanticipated delays or expenses and, under certain circumstances, and could prevent completion of construction activities once undertaken. Construction costs may exceed estimates for various reasons, including inaccurate engineering and planning, labor and building material costs in excess of expectations and unanticipated problems with project start-up. Such unexpected increases may result in increased debt service costs and funds being insufficient to complete construction. Portfolio investments under development or portfolio investments acquired to be developed may receive little or no cash flow from the date of acquisition through the date of completion of development and may experience operating deficits after the date of completion. In addition, market conditions may change during the course of development that make such development less attractive than at the time it was commenced. Any events of this nature could severely delay or prevent the completion of, or significantly increase the cost of, the construction. In addition, there are risks inherent in the construction work which may give rise to claims or demands against one of our portfolio companies from time to time. Delays in the completion of any energy or power project may result in lost revenues or increased expenses, including higher operation and maintenance costs related to such portfolio company.
We may acquire equity interests in development projects, including, without limitation, transmission and power facility developments and/or in businesses that engage in transmission and power facility development. To the extent that we invest in such development activities, it will be subject to the risks normally associated with such activities. Such risks include, without limitation, risks relating to the availability and timely receipt of zoning and other regulatory approvals, the cost and timely completion of construction (including risks beyond our control, such as weather or labor conditions or material shortages) and the availability of both construction and permanent financing on favorable terms. These risks could result in
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substantial unanticipated delays or expenses and, under certain circumstances, could prevent completion of development activities once undertaken, any of which could have an adverse effect on the financial condition and results of operations.
Investments in electric utility industries both in the United States and abroad continue to experience increasing competitive pressures, primarily in wholesale markets, as a result of consumer demands, technological advances, greater availability of natural gas and other factors. Changes in regulation may support not only consolidation among domestic utilities, but also the disaggregation of vertically integrated utilities into separate generation, transmission and distribution businesses. As a result, additional significant competitors could become active in the independent power industry.
We invest in companies that produce hydrocarbons. Due to concerns over the risks of climate change, a number of countries have adopted, or are considering the adoption of, regulatory frameworks to reduce greenhouse gas emissions. These include adoption of cap and trade regimes, carbon taxes, restrictive permitting, increased efficiency standards, and incentives or mandates for renewable energy. These requirements could be costly, lengthen project implementation times, and reduce demand for hydrocarbons, as well as shift hydrocarbon demand toward relatively lower-carbon sources such as natural gas. Current and pending greenhouse gas regulations or policies may also increase compliance costs for our portfolio companies, such as for monitoring or sequestering emissions. Additionally, such requirements could have a negative impact on our ability to obtain suitable or sufficient financing, exit certain of our energy investments or adversely affect the expected returns of new investment opportunities.
The energy, infrastructure, power and energynatural resource sectors are the subject of substantialto comprehensive United States and complexnon-U.S. federal, state and local laws rules and regulation.regulations. These regulators include the Federal Energy Regulatory Commission (the “FERC”), which has jurisdiction over the transmission and wholesale sale of electricity in interstate commerce and over the transportation, storage and certain sales of natural gas in interstate commerce, including the rates, charges and other terms and conditions for such services, respectively and the North American Electric Reliability Corporation (“NERC”), the purpose of which is to establish and enforce reliability standards applicable to all users, owners and operators of the bulk power system. These regulators derive their authority from, among other laws, the Federal Power Act, as amended (the “FPA”), The Energy Policy Act of 2005, the Natural Gas Act, as amended (the “NGA”) and state and perhaps, local public utility laws. OnAt the state level, some state laws require approval from the state commission before an electric utility operating in the state may divest or transfer electric generation facilities. Most state laws require approval from the state commission before an electric utility company operating in the state may divest or transfer distribution facilities. Failure to comply with applicable laws, rules regulations and standards could result in the prevention of operation of certain facilities or the prevention of the sale of such a facility to a third party, as well as the loss of certain rate authority, refund liability, penalties and other remedies, all of which could result in additional costs to a portfolio company and adversely affect the investment results. In addition, any legislative efforts by the current administration or Congress to overturn or modify policies or regulations enacted by the prior administration that placedand to place additional limitations on coal and gas electric generation, mining and/or exploration could adversely affect our alternative energy investments.
Investments may not receive the initial regulatory approval or license needed to acquire or otherwise operate an investment, including after substantial costs have been incurred pursuing such investment. Additional or unanticipated regulatory approvals, including, without limitation, renewals, extensions, transfers, assignments, reissuances or similar actions, may be required to acquire or operate infrastructure assets, and additional approvals may become applicable in the future due to a change in laws and regulations, a change in the portfolio company’s customer(s) or for other reasons. Furthermore, permits or special rulings may be required on taxation, financial and regulatory related issues. There can be no assurance that a portfolio company will be able to (i) obtain all required regulatory approvals that it does not yet have or that it may require in the future, (ii) obtain any necessary modifications to existing regulatory approvals, or (iii) maintain required regulatory approvals. Any delay in obtaining or failure to obtain and maintain in full force and effect any regulatory approvals, or amendments thereto, or delay or failure to satisfy any regulatory conditions or other applicable requirements could prevent operation of a facility, sales to third parties or could result in additional costs and adversely impact the returns generated by the investment.
Environmental laws, regulations and regulatory initiatives (including potential climate change initiatives) play a significant role in the power, infrastructure and renewable and alternative energy industry and can have a substantial impact on investments in this industry. A portfolio company’s projects may be subject to changing and increasingly stringent environmental and health and safety laws, regulations and permit requirements. For example, global initiatives to minimize pollution have played a major role in the increase in demand for natural gas and alternative energy sources, creating numerous new investment opportunities. Conversely, required expenditures for environmental compliance have adversely impacted investment returns in a number of segments of the industry. The energy and power industry will continue to face considerable oversight from environmental regulatory authorities and significant influence from non-governmental organizations and special interest groups. Our investment funds may invest in portfolio companies that are subject to changing and increasingly stringent environmental and health and safety laws, regulations and permit requirements.
Estimates of factors such as solar energy intensity and movement of wind and water flow (for solar, wind and hydroelectric power, respectively) by qualified engineers are often a key factor in valuing certain energy and power companies.
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The process of making these estimates is complex, requiring significant decisions and assumptions in the evaluation of available geological, geophysical, engineering and economic data. Estimates or projections of market conditions and supply and demand dynamics are key factors in evaluating potential investment opportunities and valuing the Investments and related assets. The aforementioned estimates are subject to wide variances based on changes in market conditions, underlying assumptions and technical or investment-related assumptions.
The operation and financial performance of any renewable energy investment will be significantly dependent on governmental policy changes encouraging resource extraction couldpolicies and regulatory frameworks that support renewable energy sources. Investments in renewable energy and related businesses and/or assets currently enjoy support from national, state and local governments and regulatory agencies designed to finance or support the financing development thereof, such as the U.S. federal investment tax credit and federal production tax credit, U.S. Department of the Treasury grants, various renewable and alternative portfolio standard requirements enacted by several states, renewable energy credits and state-level utility programs, such as system benefits charge and customer choice programs. Similar support, initiatives and arrangements exist in non-U.S. jurisdictions as well, in particular the European Union. Non-U.S. jurisdictions may have themore variable views on policies regarding renewable energy (and, for example, may be more willing or likely to abandon initiatives regarding renewable energy in favor of more carbon-intensive forms of traditional energy generation). The combined effect of holding downthese programs is to subsidize in part the development, ownership and operation of renewable energy prices, whichprojects, particularly in an environment where the low cost of fossil fuel may otherwise make the cost of producing energy from renewable sources uneconomic. There can be no assurance that government support for renewable energy will continue, that favorable legislation will pass, or that the electricity produced by the renewable energy Investments will continue to qualify for support through the RPS programs. The elimination of, or reduction in, government policies (including favorable tax policies) that support renewable energy could have a negativematerial adverse effect on a renewable energy portfolio company’s financial condition or results of operation. Conversely, because policies favoring renewable energy initiatives may involve economic disincentives on more carbon-intensive forms of traditional energy generation, such policies may adversely affect other investments that do not involve renewable energy projects.
Investments in the insurance industry (including our investment in Fortitude) could be adversely impacted by insurance regulations and potential regulatory reforms.
Carlyle FRL, L.P., an affiliated investment fund (“Carlyle FRL”), holds an indirect 71.5% controlling interest in Fortitude Re, inclusive of our 19.9% interest, through its 71.5% controlling interest in Fortitude. The insurance industry is highly regulated and the regulators in many jurisdictions have broad, and in some cases discretionary, authority over insurance companies, including, among other things, with respect to marketing practices, policy rate increases, reserve requirements, permissible investments and affiliate transactions. In addition, the insurance sector is subject to frequent regulatory change. While we intend to invest in companies and acquire businesses that seek to comply with applicable laws and regulations, the laws and regulations relating to the insurance industry are complex, may be ambiguous or may lack clear judicial or regulatory interpretive guidance. Even where laws or regulations purport to be the same across different jurisdictions, they may be inconsistently applied by the regulators of the different jurisdictions.
In terms of regulatory changes, the following changes in particular may affect the operations and prospects of our investments in the insurance industry, including Fortitude: (i) changes to interest rates and policies of central banks and regulatory authorities; (ii) changes in applicable direct or indirect taxes, levies or charges; (iii) changes in government or regulatory policy that may significantly influence investor decisions in particular markets in which our investments operate; (iv) changes relating to the capital adequacy framework and rules designed to promote financial stability, both on an individual (re)insurance company level and on a group level; (v) changes to policyholder protections; and (vi) developments in financial reporting. An adverse review or determination by any applicable judicial or regulatory authority of any such law or regulation, or an adverse change in applicable regulatory requirements, judicial or regulatory interpretation, or reimbursement programs, could have a material adverse effect on the operations and/or financial performance of our investments in the insurance industry (including Fortitude) and may increase their compliance and legal costs. Any such costs could negatively impact the value of our investments and the returns we are able to generate on such investments.
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Our relationship with Fortitude may not generate a meaningful contribution to our revenue and our indirect controlling ownership of Fortitude could give rise to real or apparent conflicts of interest.
While we expect to derive a meaningful contribution to our revenue across our business segments from our investment in and strategic asset management relationship with Fortitude, as described in Note 4 to Part II. Item 8, “—Investments—Strategic Investment in Fortitude,” we may not be successful in doing so. Pursuant to investment management agreements into which we have entered with Fortitude Re and certain companies with which it has reinsurance agreements (the “Ceding Companies”), certain of our energy investments.
subsidiaries receive performance fees and/or management fees from carry funds and separately managed accounts into which Fortitude Re and the Ceding Companies invest. Through its subsidiaries we managed or advised $7.0 billion of capital attributable to investments made under these investment management agreements, as of December 31, 2021.
Our investment management agreements with Fortitude Re and the Ceding Companies are terminable under certain circumstances. If such investment management agreements were terminated, it could have a material adverse effect on our business, results of operations and financial condition. There can be no assurance that the benefit we receive from Fortitude Re will not decline due to a disruption or decline in Fortitude’s business or a change in our relationship with Fortitude, including our investment income from our indirect interest in Fortitude and/or investment management agreements with Fortitude Re and the Ceding Companies. We may be unable to replace a decline in the revenue derived from investments made in our funds and entities by Fortitude Re and/or the Ceding Companies on a timely basis if our relationship with Fortitude were to change or if Fortitude were to experience a material adverse impact to its business.
Carlyle FRL owns a controlling interest in Fortitude and has the right to appoint a majority of its board of directors. As a result, there may be real or apparent conflicts of interest with respect to matters affecting the Company, Carlyle-managed funds and their portfolio companies and Fortitude, including with respect to the fiduciary duties that our employees that are board members owe to Fortitude in addition to the duties that they have to the Company. In addition, conflicts of interest could arise with respect to transactions involving business dealings between the Company, Fortitude and each of their respective affiliates. The foregoing conflicts of interest may also arise with respect to subsidiaries of Fortitude, such as Fortitude Re, where Carlyle FRL owns an indirect controlling interest and has the right to appoint a majority of its board of directors.
Our Global Investment Solutions business is subject to additional risks.
Our Global Investment Solutions business is subject to additional risks, including the following:
•The Global Investment Solutions business is subject to business and other risks and uncertainties generally consistent with our business as a whole, including without limitation legal, tax and regulatory risks, the avoidance or management of conflicts of interest and the ability to attract and retain investment professionals and other personnel, and risks associated with the acquisition of new investment platforms.
•Pursuant to our current arrangements with the various businesses, we currently restrict our participation in the investment activities undertaken by our Global Investment Solutions segment (including with respect to AlpInvest and Metropolitan)AlpInvest), which may in turn limit our ability to address risks arising from their investment activities. For example, although we maintain ultimate control over AlpInvest, AlpInvest’sits management team (who are our employees) continuescontinue to exercise independent investment authority without involvement by other Carlyle personnel. For so long as these arrangements are in place, Carlyle representatives will serve on the management board of AlpInvest, but we will observe substantial restrictions on our ability to access investment information or engage in day-to-day participation in the AlpInvest investment business,businesses, including a restriction that AlpInvest investment decisions are made and maintained without involvement by other Carlyle personnel and that no specific investment data, other than data on the investment performance of its investment funds and managed accounts, will be shared. Generally, we have a reduced ability to identify or
respond to investment and other operational issues that may arise within the Global Investment Solutions business, relative to other Carlyle investment funds.
•Similar to other parts of our business, Global Investment Solutions is seeking to broaden its investor base by raising funds and advising separate accounts for investors on an account-by-account basis and the number and complexity of such investor mandates and fund structures has increased as a result of continuing fundraising efforts, and the activation of mandates with existing investors.
•Conflicts may arise between such Global Investment Solutions funds or separate managed accounts (e.g., competition for investment opportunities), and in some cases conflicts may arise between aan Global Investment Solutions fund or managed account and a Carlyle fund. In addition, suchcertain managed accounts may have different or heightened standards of care, and if they invest in other investment funds sponsored by us could result in lower management fees and carried interest to us than Carlyle’s typical investment funds.
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•Our Global Investment Solutions business is separated from the rest of the firm by an informational wall designed to prevent certain types of information from flowing from the Global Investment Solutions platform to the rest of the firm. This information barrier could limitlimits the collaboration between our investment professionals with respect to specific investments.
Ongoing trade negotiations and potential for further regulatory reform may create regulatory uncertainty for our portfolio companies and our investment strategies and adversely affect the profitability of our portfolio companies.
Since March 2018, the United States has imposed, or threatened to impose, a series of various tariffs on a variety of goods imported into the U.S., with an emphasis on those imported from China and the EU. These new tariffs, or other changes in U.S. trade policy, have resulted in, and may continue to trigger, retaliatory actions by affected countries, particularly China. While the U.S. and China signed a preliminary trade deal in January 2020 halting further tariffs and increasing sales of U.S. goods to China, the agreement leaves in place most tariffs on Chinese goods.
The U.S. government has also implemented and expanded a number of economic sanctions programs and export controls that target Chinese entities and nationals on national security grounds, and has imposed restrictions on our ability to acquire and retain interests in the securities of certain Chinese entities.These initiatives target, for example, China’s response to political demonstrations in Hong Kong, China’s conduct concerning the treatment of Uighurs and other ethnic minorities in its Xinjiang province, and certain Chinese entities designated by the U.S. government as Communist Chinese military companies, among other things.
Tensions globally remain elevated and the path of future trade policy and further permanent trade agreements with China are still unclear. A “trade war” or other governmental action related to tariffs or international trade agreements or policies has the potential to increase costs, decrease margins, reduce the competitiveness of products and services offered by current and future portfolio companies and adversely affect the revenues and profitability of companies whose businesses rely on goods imported from or exported to any country impacted by such policies. In addition, tariff increases may adversely affect our suppliers and certain other customers of our portfolio companies, which could amplify the negative impact on our operating results or future cash flows.
Risks Related to Our Organizational StructureCommon Stock
The market price of our common stock may decline due to the large number of shares of common stock eligible for future sale.
The market price of our common stock could decline as a result of sales of a large number of shares of common stock in the market in the future or the perception that such sales could occur. These sales, or the possibility that these sales may occur, also might make it more difficult for us to sell common stock in the future at a time and at a price that we deem appropriate. Subject in some cases to compliance with our insider trading policy, minimum retained ownership requirements and limitations applicable to affiliates under Rule 144 under the Securities Act, all of these shares are freely tradable. In addition, the holders of these shares have the benefit of registration rights agreements with us. Moreover, as holders of freely tradable common stock rather than Carlyle Holdings units, the Former Private Unitholders are now able to more easily sell shares of common stock into the market (or donate shares of common stock to charities which in turn may sell these into the market) than was the case before the Conversion. For example, the Former Private Unitholders are no longer subject to restrictions that in most cases limited their ability to exchange Holdings Units for common units to prescribed quarterly exchange dates. This could result in the Former Private Unitholders disposing of their equity interests in us more quickly and/or at a higher volumes than in the past, and the market price of our common stock could decline as a result. Subject to the restrictions described below, we may issue and sell in the future additional shares of common stock. The issuance of additional equity securities or securities convertible into equity securities would also result in dilution of our existing stockholders’ equity interest. The issuance of the additional shares of common stock, the sale of shares of common stock by our significant stockholders and the vesting and sale of restricted stock units or the perception that such sales may occur could cause the market price of our common stock to decline.
Under our Equity Incentive Plan, we had 14,775,651 unvested restricted stock units outstanding as of December 31, 2021. In June 2021, our stockholders approved an amended and restated Equity Incentive Plan pursuant to which we may issue up to 16,000,000 awards. As of December 31, 2021, the total number of shares of common stock available for grant under the amended and restated Equity Incentive Plan was 15,636,767. We have filed several registration statements and intend to file additional registration statements on Form S-8 under the Securities Act to register shares of common stock or securities convertible into or exchangeable for common stock issued or available for future grant under our amended and restated Equity Incentive Plan when applicable. Any such Form S-8 registration statement will automatically become effective upon filing. Accordingly, common stock registered under such registration statement will be available for sale in the open market. Morgan Stanley, our equity plan service provider, may, from time to time, act as a broker, dealer, or agent for, or otherwise facilitate sales in the open market through block transactions or otherwise of our common stock on behalf of, plan participants, including
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in connection with sales of shares of common stock to fund tax obligations payable in connection with the vesting of awards under our amended and restated Equity Incentive Plan.
The market price of our common stock may be volatile, which could cause the value of your investment to decline.
Our common unitholders do not electstock may trade less frequently than those of certain more mature companies due to the limited number of shares of common stock held by non-affiliates outstanding. Due to such limited trading volume, the price of our common stock may display abrupt or erratic movements at times. Additionally, it may be more difficult for investors to buy and sell significant amounts of our common stock without an unfavorable impact on prevailing market prices.
The market price of our common stock may be highly volatile and could be subject to wide fluctuations. Securities markets worldwide experience significant price and volume fluctuations. This market volatility, as well as general partnereconomic, market or exceptpolitical conditions, could reduce the market price of our common stock in limited circumstances, vote onspite of our operating performance. In addition, our operating results could be below the expectations of public market analysts and investors due to a number of potential factors, including variations in our quarterly operating results or dividends to common stockholders, additions or departures of key management personnel, failure to meet analysts’ earnings estimates, publication of research reports about our industry, litigation and government investigations, changes or proposed changes in laws or regulations or differing interpretations or enforcement thereof affecting our business, adverse market reaction to any indebtedness we may incur or securities we may issue in the future, changes in market valuations of similar companies or speculation in the press or investment community, announcements by our competitors of significant contracts, acquisitions, dispositions, strategic partnerships, joint ventures or capital commitments, adverse publicity about the industries in which we participate or individual scandals, the COVID-19 pandemic, general partner’s directorsmarket conditions and other events or occurrences, and in response the market price of our common stock could decrease significantly. You may be unable to resell your common stock at or above the price you paid for them.
In the past few years, stock markets have limited ability toexperienced extreme price and volume fluctuations. In the past, following periods of volatility in the overall market and the market price of a company’s securities, securities class action litigation has often been instituted against public companies. This type of litigation, if instituted against us, could result in substantial costs and a diversion of our management’s attention and resources.
Carlyle Group Management L.L.C. has significant influence decisions regarding our business.over us and its interests may conflict with ours or yours.
For so long as Carlyle Group Management L.L.C. continues to have voting power over a significant percentage of our common stock, even though such amount is less than 50%, it will still be able to significantly influence the voting powercomposition of The Carlyle Group L.P. limited partners collectively held by those categories of holders and calculated in this manner was approximately 74%. Unless and until the foregoing voting power condition is satisfied, our general partner’s Board of Directors and the approval of actions requiring stockholder approval. Accordingly, for such period of time, Carlyle Group Management L.L.C. will be elected in accordancehave significant influence with its limited liability company agreement, which provides that directors may be appointedrespect to our management, business plans and removed by memberspolicies, including the appointment and removal of our general partner holdingofficers. In particular, for so long as Carlyle Group Management L.L.C. continues to own a majority in interest of the voting power of the members, which voting power is allocated to each member ratably according to his or her aggregate relative ownershipsignificant percentage of our common units and partnership units. As a result, our common unitholders have limited ability to influence decisions regarding our business.
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We are permittedtransitioning from a “controlled company” to repurchase allno longer being a “controlled company” within the meaning of the outstanding common units under certain circumstances,rules of Nasdaq and this repurchase may occur at an undesirable time or price.
Pursuant to the stockholder agreements with each of our founders, for so long as such founder and/or his “Founder Group” (as defined in the stockholder agreements) beneficially owns at least 5% of our issued and outstanding common stock, each of our founders will have the right to nominate one director to our Board of Directors. In addition, each founder will have the right to nominate a second director to our Board of Directors until the earlier of (x) such time as such founder and/or his Founder Group ceases to beneficially own at least 20 million shares of our common stock and (y) January 1, 2027. For so long as at least one founder is entitled to designate two directors to the board, the founders then serving on our Board of Directors may arise among(i) designate a founder to serve as chair or co-chair and (ii) designate a founder to serve on each of the compensation and nominating committees and any executive committee, subject to applicable law and listing standards. Accordingly, for such period of time, our founders will have significant influence over the composition of our board and could prevent certain changes in the composition of our Board of Directors.
Our certificate of incorporation will not limit the ability of our former general partner, its affiliatesfounders, directors, officers or stockholders to compete with us.
Our certificate of incorporation provides that none of Carlyle Group Management L.L.C., any person that controls Carlyle Group Management L.L.C., and us. our founders, directors and officers and stockholders will have any duty to refrain from engaging, directly or indirectly, in the same business activities or similar business activities or lines of business in which we operate. In the ordinary course of their business activities, these persons may engage in activities where their interests conflict with our interests or those of our other stockholders.
These persons also may pursue acquisition opportunities that may be complementary to our business, and, as a result, those acquisition opportunities may not be available to the Company. In addition, these persons may have an interest in our pursuing acquisitions, divestitures and other transactions that, in their judgment, could enhance their investment, even though such transactions might involve risks to our common stockholders.
Anti-takeover provisions in our organizational documents and Delaware law might discourage or delay acquisition attempts for us that you might consider favorable.
Our general partnercertificate of incorporation and bylaws contain provisions that may make the merger or acquisition of our company more difficult without the approval of our Board of Directors. Among other things, these provisions:
•provide that our Board of Directors will be divided into three classes, as nearly equal in size as possible, which directors in each class serving three-year terms and with terms of the directors of only one class expiring in any given year;
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•provide for the removal of directors only for cause;
•provide that, if at any time any person or group (other than Carlyle Group Management L.L.C. and its affiliates, a direct or subsequently approved transferee of Carlyle Group Management L.L.C. or its affiliates) beneficially owns 20% or more of any class of stock then outstanding, that person or group will lose voting rights on all of its shares of stock and such shares may not be voted on any matter;
•would allow us to authorize the issuance of shares of one or more series of preferred stock, including in connection with a stockholder rights plan, financing transactions or otherwise, the terms of which series may be established and the shares of which may be issued without stockholder approval, and which may include super voting, special approval, dividend, or other rights or preferences superior to the rights of the holders of common stock;
•prohibit stockholder action by written consent unless such action is consented by the Board of Directors;
•provide for certain limitations on convening special stockholder meetings;
•provide (i) that the board of directors is expressly authorized to make, alter, or repeal our bylaws and (ii) that our stockholders may only amend our bylaws with the approval of at least a majority of all of the outstanding shares of our capital stock entitled to vote; and
•establish advance notice requirements for nominations for elections to our board or for proposing matters that can be acted upon by stockholders at stockholder meetings.
Further, as a Delaware corporation, we are also subject to provisions of Delaware law, which may impede or discourage a takeover attempt that our stockholders may find beneficial. These anti-takeover provisions and other provisions under Delaware law, our stockholder agreements with our founders and proxy held by Carlyle Group Management L.L.C. could discourage, delay or prevent a transaction involving a change in control of our company, including actions that our stockholders may deem advantageous, or could negatively affect the trading price of our common stock. These provisions could also discourage proxy contests and make it more difficult for you and other stockholders to elect directors of your choosing and to cause us to take other corporate actions you desire.
The provision of our certificate of incorporation requiring exclusive venue in the Court of Chancery in the State of Delaware for certain types of lawsuits may have limited fiduciary duties tothe effect of discouraging lawsuits against us and our commondirectors, officers and preferred unitholders, which may permit them to favor their own interests to the detrimentstockholders.
Our certificate of us and our common and preferred unitholders.
stockholders.
If The Carlyle Group L.P.Inc. were deemed to be an “investment company” under the Investment Company Act, applicable restrictions could make it impractical for us to continue our business as contemplated and could have a material adverse effect on our business.
An entity generally will be deemed to be an “investment company” for purposes of the Investment Company Act if:
•it is or holds itself out as being engaged primarily, or proposes to engage primarily, in the business of investing, reinvesting or trading in securities; or
•absent an applicable exemption, it owns or proposes to acquire investment securities having a value exceeding 40% of the value of its total assets (exclusive of U.S. government securities and cash items) on an unconsolidated basis.
We believe that we are engaged primarily in the business of providing asset management services and not in the business of investing, reinvesting or trading in securities. We hold ourselves out as an asset management firm and do not propose to engage primarily in the business of investing, reinvesting or trading in securities. Accordingly, we do not believe that The Carlyle Group L.P.Inc. is an “orthodox” investment company as defined in section 3(a)(1)(A) of the Investment Company Act and described in the first bullet point above. Furthermore, The Carlyle Group L.P.Inc. does not have any material assets other than its interests in certain wholly owned subsidiaries, which in turn have no material assets other than general partner interests in the Carlyle Holdings partnerships. These wholly owned subsidiaries are the sole general partners of the Carlyle Holdings partnerships and are vested with all management and control over the Carlyle Holdings partnerships. We do not believe that the equity interests of The Carlyle Group L.P.Inc. in its wholly owned subsidiaries or the general partner interests of these wholly owned subsidiaries in the Carlyle Holdings partnerships are investment securities. Moreover, because we believe that the capital interests of the general partners of our funds in their respective funds are neither securities nor investment securities, we believe
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that less than 40% of The Carlyle Group L.P.Inc.’s total assets (exclusive of U.S. government securities and cash items) on an unconsolidated basis are composed of assets that could be considered investment securities. Accordingly, we do not believe that The Carlyle Group L.P.Inc. is an inadvertent investment company by virtue of the 40% test in section 3(a)(1)(C) of the Investment
Company Act as described in the second bullet point above. In addition, we believe that The Carlyle Group L.P.Inc. is not an investment company under section 3(b)(1) of the Investment Company Act because it is primarily engaged in a non-investment company business.
The Investment Company Act and the rules thereunder contain detailed parameters for the organization and operation of investment companies. Among other things, the Investment Company Act and the rules thereunder limit or prohibit transactions with affiliates, impose limitations on the issuance of debt and equity securities, generally prohibit the issuance of options and impose certain governance requirements. We intend to conduct our operations so that The Carlyle Group L.P.Inc. will not be deemed to be an investment company under the Investment Company Act. If anything were to happen which would cause The Carlyle Group L.P.Inc. to be deemed to be an investment company under the Investment Company Act, requirements imposed by the Investment Company Act, including limitations on our capital structure, ability to transact business with affiliates (including us) and ability to compensate key employees, could make it impractical for us to continue our business as currently conducted, impair the agreements and arrangements between and among The Carlyle Group L.P., Carlyle HoldingsInc. and our senior Carlyle professionals or any combination thereof, and materially adversely affect our business, results of operations and financial condition. In addition, we may be required to limit the amount of investments that we make as a principal or otherwise conduct our business in a manner that does not subject us to the registration and other requirements of the Investment Company Act.
The consolidation of investment funds, holding companies or operating businesses of our portfolio companies could make it more difficult to understand the operating performance of the PartnershipCompany and could create operational risks for the Partnership.Company.
Under applicable USU.S. GAAP standards, we may be required to consolidate certain of our investment funds, holding companies or operating businesses if we determine that these entities are VIEs and that the Partnership iswe are the primary beneficiary of the VIE.VIE, as discussed in Note 2 to our consolidated financial statements included in this Annual Report on Form 10-K. The consolidation of such entities could make it difficult for an investor to differentiate theour assets, liabilities, and results of operations of the Partnership apart from the assets, liabilities, and results of operations of the consolidated VIEs. The assets of the consolidated VIEs are not available to meet our liquidity requirements and similarly we generally have not guaranteed or assumed any obligation for repayment of the liabilities of the consolidated VIEs.
As of December 31, 2017 (and subsequent to the January 1, 2016, adoption of an accounting standard that changed the way we evaluate certain legal entities for consolidation as discussed in Note 2 to our consolidated financial statements included in this Annual Report on Form 10-K),2021, the total assets and liabilities of ourthe consolidated VIEs reflected in ourthe consolidated balance sheets were not material.$6.9 billion and $6.6 billion, respectively.
As a public entity, we are subject to the reporting requirements of the Exchange Act, as amended, and requirements of the Sarbanes-Oxley Act of 2002 (the “Sarbanes-Oxley Act”). The Exchange Act requires that we file annual, quarterly and
current reports with respect to our business and financial condition, and provide an annual assessment of the effectiveness of our internal control over financial reporting. The Sarbanes-Oxley Act requires that we maintain effective disclosure controls and procedures and internal controls over financial reporting. In order to maintain and improve the effectiveness of our disclosure controls and procedures and internal controls over financial reporting as required by the Exchange Act, significant resources and management oversight are required. We have implemented procedures and processes for the purpose of addressing the standards and requirements applicable to public companies. The VIEs that we consolidate as the primary beneficiary are, subject to certain transition guidelines, included in our annual assessment of the effectiveness of our internal control over financial reporting under the Sarbanes-Oxley Act. As a result, we will need to continue to implement and oversee procedures and processes to integrate such operations into our internal control structure. If we are not able to implement or maintain the necessary procedures and processes, we may be unable to report our financial information on a timely or accurate basis and could be subject adverse consequences, including sanctions by the SEC or violations of applicable Nasdaq listing rules, and could result in a breach of the covenants under the agreements governing our financing arrangements. There could also be a negative reaction in the financial markets due to a loss of investor confidence in us and the reliability of our financial statements.
Risks Related to Taxation
Changes in relevant tax laws, regulations or treaties or an adverse interpretation of these items by tax authorities could negatively impact our effective tax rate and tax liability.
Our Common Unitseffective tax rate and tax liability is based on the application of current income tax laws, regulations and treaties. These laws, regulations and treaties are complex, and the manner which they apply to us and our funds is sometimes open to interpretation. Significant management judgment is required in determining our provision for income taxes, our deferred tax assets and liabilities and any valuation allowance recorded against our net deferred tax assets. Although management believes its application of current laws, regulations and treaties to be correct and sustainable upon examination by the tax authorities, the
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tax authorities could challenge our interpretation, resulting in additional tax liability or adjustment to our income tax provision that could increase our effective tax rate.
There may be changes in tax laws or interpretations of our common unitstax laws (possibly with retrospective effect) in jurisdictions in which we operate, are managed, are advised, are promoted or invest. In particular, both the level and basis of taxation may decline duechange. Changes to taxation treaties or interpretations of taxation treaties between one or more such jurisdictions and the large number of common units eligible for exchange and future sale.
For example, the market price ofTCJA, and guidance interpreting the preferred units. There can be no assurances that our operations will generate sufficient cash flows to enable us to pay distributions on the preferred units. Our financial and operating performance is subject to prevailing economic and industry conditions and to financial, business and other factors, some of which are beyond our control.
The 2020 U.S. presidential and congressional elections (and future elections) could result in additional fundamental changes in tax law and regulations. While the likelihood and nature of any such legislation or regulations going into effect is uncertain, the U.S. Congress and the Biden administration have proposed and may pursue tax policy changes. For example, the proposed legislation in the Build Back Better Act, which was passed by the U.S. House of Representatives on November 19, 2021, would impose a 15% minimum tax on book income for corporations with profits over $1 billion, change the GILTI and foreign tax credit regimes, impose a 1% excise tax on certain stock repurchases, further limit compensation deductions under Section 162(m) of the Code, reduce the deduction for “foreign-derived intangible income,” and create a new limitation on interest deductions, among other things. Any such tax changes could materially increase the amount of taxes we, our portfolio companies, our investors, or our employees and other key personnel would be required to pay.
International tax developments may also significantly impact us. Pursuant to the Organisation for Economic Co-operation and Development’s (the “OECD”) base erosion and profit shifting (“BEPS”) Project, many individual jurisdictions have introduced domestic legislation implementing certain of the BEPS action points. Several of the areas of tax law (including double taxation treaties) on which the BEPS Project focuses are relevant to our current taxes. Weability to efficiently realize income or capital gains and to efficiently repatriate income and capital gains from the jurisdictions in which they arise and, depending on the extent to and manner in which relevant jurisdictions have implemented (or implement, as the case may be) changes in those areas of tax law (including double taxation treaties), our ability to do those things may be adversely impacted. Many of the jurisdictions in which we will make investments have now ratified, accepted and approved the OECD’s Multilateral Instrument which brings into force a number of relevant changes to double tax treaties within scope. While these changes continue to examinebe introduced, there remains uncertainty as to whether and, if so, to what extent we may benefit from the impact thisprotections afforded by such treaties and whether our funds may look to their partners in order to derive tax reform legislationtreaty or other benefits. This position is likely to remain uncertain for a number of years. In addition, press speculation and heightened focus on the structures commonly used in the private equity industry in general, whether or not valid, may harm our reputation which may ultimately be damaging to our business.
In addition, the EU has adopted (and subsequently extended) an Anti-Tax Avoidance Directive (the “ATAD rules”), which directly implements some of the BEPS Project action points within EU law and requires EU Member States to transpose the ATAD rules into their domestic laws. The most recent provisions of the ATAD rules to come into effect were rules targeting reverse hybrids, which generally apply from January 1, 2022. The ATAD rules and the domestic laws which implement them are extensive, complex and could apply to a wide range of scenarios. We are also still waiting for the issuance of guidance from several countries. These rules could have an adverse tax impact on our firm, funds, investors and/or our portfolio companies.
On December 22, 2021, the European Commission issued a proposal for a Council Directive laying down rules to prevent the misuse of shell entities for tax purposes within the EU (the “Unshell Proposal”). While the Unshell Proposal is expected to be adopted and published into EU member states’ national laws by 30 June 2023, and to come into effect as of 1 January 2024, there is considerable uncertainty surrounding the development of the proposal and its implementation. The
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proposal could result in additional tax costs and/or reporting and disclosure obligations (which could result in increased administrative and compliance costs) for our entities.
The OECD is also working on proposals, commonly referred to as “BEPS 2.0”, which, if implemented, would fundamentally change the international tax system. The proposals are based on two “pillars” involving the reallocation of taxing rights (Pillar One) and a new global minimum corporate tax rate (Pillar Two).
Under Pillar One, multinational enterprises (“MNEs”) with an annual global turnover of at least EUR 20 billion will be subject to rules allocating 25% of profits in excess of a 10% profit margin to the jurisdictions within which they carry on business (subject to threshold rules). MNEs carrying on specific low-risk activities are excluded, including our“regulated financial services” (yet to be defined). Pillar Two imposes a minimum effective tax rate of 15% on MNEs that have consolidated revenues of at least EUR 750 million in at least two out of the last four years . Pillar Two introduces two related tax measures (the “GloBE” rules): the income inclusion rule (“IIR”) imposes a top up tax on a parent entity where a constituent member of the MNE group has low-taxed income while the undertaxed payment rule (“UTPR”) applies to intra-group payments if the constituent member’s income is not taxed by an IIR. Additionally, a subject to tax rule (“STTR”) will permit source jurisdictions to impose limited withholding taxes on low-taxed related party payments, which will be creditable against the GloBE rules tax liability. Specified classes of entities which are typically exempt from tax are outside the scope of Pillar Two, including investment funds and portfolio companies. The impact of this tax reform on holders of our preferred or common units is uncertain and could be adverse. Each unitholder should consult with its tax advisor regardingreal estate investment vehicles (as respectively defined) which are the implications of tax reform on holding one of our units.
The implementation of the Pillar One and we are not requiredPillar Two proposals is scheduled for 2023, with the UTPR coming into effect in 2024. On December 20, 2021, the OECD released Pillar Two model rules providing a template for jurisdictions to register as an investment company undertranslate the Investment Company ActGloBE rules into domestic law (and in this respect the EU Commission, on December 22, 2021, issued a continuing basis, and assuming thereproposal for a Council Directive on ensuring a global minimum level of taxation for multinational groups in the EU), although much more detail (including implementation details on Pillar One) is no change in law or relevant change in our structure, we will be treated, for U.S. federal income tax purposes, as a partnership and not as an association or a publicly traded partnership taxable as a corporation. Accordingly, our common unitholders will be required to take into account their allocable share of our items of income, gain, loss and deduction, and our preferred unitholders will be required to take into account their allocable share of our gross income and gain. Distributions to our common and preferred unitholders generally will be taxable for U.S. federal income tax purposes onlystill awaited. Subject to the extentdevelopment and implementation of both Pillar One and Pillar Two (including the amount distributed exceeds theirrelated EU Council Directive proposal and the details of any domestic legislation, double taxation treaty amendments and multilateral agreements which are necessary to implement them), effective tax basisrates could increase for our firm, funds, portfolio companies and investors.Tax laws, regulations or treaties newly enacted or enacted in the units. That treatment contrasts with the treatment of a shareholder in a corporation. For example, a shareholder in a corporation who receives a distribution of earnings from the corporation generally will report the distribution as dividend income for U.S. federal income tax purposes. In contrast, a holder of our common and preferred units who receives a distribution of earnings from us will not report the distribution as dividend income (and will treat the distribution as taxable only to the extent the amount distributed exceeds the unitholder’s tax basis in the units), but will instead report the holder’s allocable share of items of our income for U.S. federal income tax purposes. As a result, you may be subject to U.S. federal, state, local and possibly, in some cases, foreign income taxation on your allocable share of our items of income, gain, loss, deduction and credit (including our allocable share of those items of any entity in which we invest that is treated as a partnership or is otherwise subject to tax on a flow through basis) for each of our taxable years ending with or within your taxable years, regardless of whether or not you receive cash distributions from us. See “—Risks Related to Our Company—In past years, the U.S. Congress has considered legislation that would have in some cases after a ten-year transition period, precluded us from qualifying as a partnership for U.S. federal income tax purposes or required us to hold carried interest through taxable subsidiary corporations. If any similar legislation were to be enacted and apply to us, the after tax income and gain related to our business could be reduced.”
Under the U.S. Foreign Account Tax Compliance Act (“FATCA”), U.S. withholding agents and all entities in a broadly defined class of foreign financial institutions (“FFIs”) are required to comply with a complicated and expansive reporting regime or be subject to certain U.S. withholding taxes. In connection with this regulation,law, various foreign governments have entered into intergovernmental agreements or IGAs,(“IGAs”) with the U.S. government. The reporting obligations imposed under FATCA require foreign financial institutionsFFIs to enter into agreements with the IRS to obtainperform due diligence and discloseto report information about certain account holders and investors to the IRS (or in the case of certain foreign financial institutionsFFIs that are resident in a jurisdiction that has entered into an IGA to implement this legislation, the foreign financial institutions mayto comply with revisedthe diligence and reporting obligations of such IGA). Additionally, certain non-U.S. entities that are not foreign financial institutionsFFIs are required to provide certain certifications or other information regarding theireither certify they have no substantial U.S. beneficial ownership or be subjectreport certain information with respect to certaintheir substantial U.S. withholding taxes.beneficial ownership. Failure to comply with these requirements could expose us and/or our investors to a 30% withholding tax on certain U.S. payments (and beginning in 2019, a 30% withholding tax on gross proceeds from the sale of U.S. stocks and securities), and possibly limit our ability to open bank accounts and secure funding in the global capital markets. The administrative and economic costs of compliance with FATCA may discourage some foreign investors from investing in U.S. funds, which could adversely affect our ability to raise funds from these investors. In addition, we expect to incur additional expenses related to our compliance with such regulations.
Other countries, such as Luxembourg, the United Kingdom and the Cayman Islands, have implemented common reporting standardsand are participating in a multi-jurisdictional regime known as the Common Reporting Standard (“CRS”), which is similar to that of FATCA (without the withholding requirement), and in some cases, have imposed penalties on non-compliant institutions. Rules have been and continue to be introduced (in particular pursuant to the EU “Directive on Administrative Co-Operation, or “DAC6”, and the OECD’s model Mandatory Disclosure Rules) which require the reporting to tax authorities of information about certain types of arrangement, including arrangements which may circumvent the CRS. Compliance under these and
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similar regimes as described above could result in increased administrative and compliance costs for non-compliance.our investment entities and, in some cases, could subject our investment entities to increased withholding taxes.
We expect to pay more corporate income taxes than we would have as a limited partnership prior to the Conversion.
Our Conversion was effective on January 1, 2020. Following the Conversion, all of the net income attributable to The Carlyle Group Inc. is subject to U.S. federal (and state and local) corporate income taxes, which we anticipate will continue to have a dilutive impact to Distributable Earnings per share of common stock and net income and reduce the amount of cash available for dividends to our common stockholders. Prior to the Conversion, only a portion of the income attributable to us was subject to U.S. federal, state and local corporation income taxes. The additional corporate income tax we pay as a result of the Conversion could grow if currently enacted corporate tax rates increase or changes to tax law otherwise cause us to pay more corporate income taxes.
ITEM 1B. UNRESOLVED STAFF COMMENTS
None.
ITEM 2. PROPERTIES
Our principal executive offices are located in leased office space at 1001 Pennsylvania Avenue, NW, Washington, D.C. We also lease the space for our other 30 offices, including our office in Arlington, Virginia, which houses our treasury, tax and finance functions.25 offices. We do not own any real property. We consider these facilities to be suitable and adequate for the management and operation of our business.
ITEM 3. LEGAL PROCEEDINGS
In the ordinary course of business, the PartnershipCompany is a party to litigation, investigations, inquiries, employment-related matters, disputes and other potential claims. Certain of these matters are described below. The Partnership is not currently ableSee Note 8 to estimate the reasonably possible amount of loss or range of loss, in excess of amounts accrued, for the matters that have not been resolved. The Partnership does not believe it is probable that the outcome of any existing litigation, investigations, disputes or other potential claims will materially affect the Partnership or theseconsolidated financial statements in excess of amounts accrued. The Partnership believes that the matters described below are without merit and intends to vigorously contest such allegations for the matters that have not been resolved.
ITEM 4. MINE SAFETY DISCLOSURES
Not Applicable.
PART II.
ITEM 5. MARKET FOR REGISTRANT'SREGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
Our common units representing limited partner interests in The Carlyle Group L.P. arestock is traded on the NASDAQNasdaq Global Select Market under the symbol “CG.” Our common units began trading on the NASDAQ Global Select Market Exchange on May 3, 2012.
The number of holders of record of our common unitsstock as of February 9, 20187, 2022 was 28.6. This does not include the number of unitholdersstockholders that hold shares in “street name” through banks or broker-dealers.
Dividend Policy
Stock Performance Graph
The following graph depicts the total return to holders of our common stock from the closing price on December 30, 2016, the last trading day of our ability2016 fiscal year, through December 31, 2021, the last trading day of our 2021 fiscal year,
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relative to make distributions. See “Management’s Discussionthe performance of the S&P 500 Index and Analysisthe Dow Jones U.S. Asset Managers Index. The graph assumes $100 invested on December 30, 2016 and dividends received reinvested in the security or index.
The performance graph is not intended to be indicative of Financial Conditionfuture performance. The performance graph shall not be deemed “soliciting material” or to be “filed” with the SEC for purposes of Section 18 of the Exchange Act, or otherwise subject to the liabilities under that Section, and Resultsshall not be deemed to be incorporated by reference into any of Operation—Liquidity and Capital Resources.”the Company’s filings under the Securities Act or the Exchange Act.
The following table sets forth repurchases of our common stock during the three months ended December 31, 2021 for the periods indicated:
| Period | (a) Total number of shares purchased | (b) Average price paid per share | (c) Total number of shares purchased as part of publicly announced plans or programs | (d) Maximum number (or approximate dollar value) of shares that may yet be purchased under the plans or programs | ||||||||||
| (Dollars in millions, except unit and per unit data) | ||||||||||||||
| October 1, 2021 to October 31, 2021 (1) | — | $ | — | — | $ | 115.5 | ||||||||
| November 1, 2021 to November 30, 2021 (1)(2) | 548,694 | $ | 57.83 | 548,694 | $ | 83.7 | ||||||||
| December 1, 2021 to December 31, 2021 (1)(2) | 857,079 | $ | 53.19 | 857,079 | $ | 38.2 | ||||||||
| Total | 1,405,773 | 1,405,773 | ||||||||||||
(1) In December 2018, our Board of Directors authorized the repurchase of up to $200 million of common stock and/or Carlyle Holdings units. In January 2020 our general partner has declaredBoard of Directors re-authorized the repurchase program with regard to our common stock, and in February 2021, our Board of Directors replenished the repurchase program to its limit of $200 million of common stock in aggregate. The timing and actual number of shares of common stock repurchased will depend on a distribution to preferred unitholders totaling approximately $6.0 million,variety of factors, including legal requirements, price and economic and market conditions. The share repurchase program may be suspended or $0.375347 per Preferred Unit, which was paid on December 15, 2017.discontinued at any time and does not have a specified expiration date. In February 2018,October 2021, the Board of Directors of the general partnerCompany authorized the repurchase of up to $400 million of common stock, which replaced the authorization provided in February 2021 effective January 1, 2022, and is not reflected in the table above.
(2)All of the Partnership declared a distribution forshares of common stock purchased during this period were purchased in open market and brokered transactions and were subsequently retired.
Sales of Unregistered Securities
In March of 2017, we amended our agreement with NGP Management. Pursuant to the first quarteramended agreement, we agreed, among other things, to issue additional shares of 2018common stock on each of $0.367188 per preferred unit to preferred unitholders of record at the close of business on MarchFebruary 1, 2018, payable2019 and 2020, with a value of $10.0 million per year to an affiliate of NGP Management. For each year thereafter, we agreed to issue additional
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shares of common stock on March 15, 2018. DistributionsFebruary 1 in an amount based on total distributions received by the Company from NGP Management, in any case not to exceed $10.0 million per year.
In order to effectuate the amended NGP agreement, we entered into agreements with an affiliate of NGP Management on each of the dates below to deliver such shares as follows:
| Shares of Common Stock Delivered / Deliverable in August, | |||||||||||||||||||||||||||||||||||||||||
| 2019 | 2020 | 2021 | 2022 | 2023 | 2024 | 2025 | |||||||||||||||||||||||||||||||||||
| Date of Agreement: | |||||||||||||||||||||||||||||||||||||||||
| February 1, 2018 | 160,211 | 120,158 | 120,159 | — | — | — | — | ||||||||||||||||||||||||||||||||||
| February 1, 2019 | — | 219,189 | 164,391 | 164,393 | — | — | — | ||||||||||||||||||||||||||||||||||
| February 1, 2020 | — | — | 119,760 | 89,821 | 89,820 | — | — | ||||||||||||||||||||||||||||||||||
| February 1, 2021 | — | — | — | 116,559 | 87,419 | 87,418 | — | ||||||||||||||||||||||||||||||||||
| February 1, 2022 | — | — | — | — | 75,290 | 56,467 | 56,467 | ||||||||||||||||||||||||||||||||||
Such securities have been offered and sold in reliance on the Preferred Units are discretionary and non-cumulative.
| Sales Price | |||||||||||||||
| 2017 | 2016 | ||||||||||||||
| High | Low | High | Low | ||||||||||||
| First Quarter | $ | 17.50 | $ | 15.20 | $ | 17.40 | $ | 11.25 | |||||||
| Second Quarter | $ | 20.00 | $ | 15.60 | $ | 17.97 | $ | 15.30 | |||||||
| Third Quarter | $ | 24.70 | $ | 18.85 | $ | 17.44 | $ | 14.82 | |||||||
| Fourth Quarter | $ | 24.85 | $ | 19.50 | $ | 16.45 | $ | 14.35 | |||||||
As permitted by our policies and procedures governing transactions in our securities by our directors, executive officers and other employees, from time to time some of these persons may establish plans or arrangements complying with Rule 10b5-1 under the Exchange Act, and similar plans and arrangements relating to our common stock. Our policy generally provides for a default election by employees to sell shares to cover taxes due upon the vesting of restricted stock units and Carlyle Holdings partnership units.
ITEM 6. SELECTED FINANCIAL DATA
[RESERVED]
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| Year Ended December 31, | |||||||||||||||||||
| 2017 | 2016 | 2015 | 2014 | 2013 | |||||||||||||||
| (Dollars in millions, except per unit data) | |||||||||||||||||||
| Statement of Operations Data | |||||||||||||||||||
| Revenues | |||||||||||||||||||
| Fund management fees | $ | 1,026.9 | $ | 1,076.1 | $ | 1,085.2 | $ | 1,166.3 | $ | 984.6 | |||||||||
| Total Performance fees | 2,093.9 | 751.8 | 824.9 | 1,674.4 | 2,375.3 | ||||||||||||||
| Investment income (loss) | 232.0 | 160.5 | 15.2 | (7.2 | ) | 18.8 | |||||||||||||
| Interest and other income and revenues | 323.4 | 285.9 | 1,080.9 | 1,046.8 | 1,062.5 | ||||||||||||||
| Total Revenues | 3,676.2 | 2,274.3 | 3,006.2 | 3,880.3 | 4,441.2 | ||||||||||||||
| Total Expenses | 2,632.3 | 2,242.1 | 3,468.4 | 3,775.4 | 3,693.9 | ||||||||||||||
| Other Income | 88.4 | 13.1 | 864.4 | 887.0 | 696.7 | ||||||||||||||
| Income before provision for income taxes | 1,132.3 | 45.3 | 402.2 | 991.9 | 1,444.0 | ||||||||||||||
| Provision for income taxes | 124.9 | 30.0 | 2.1 | 76.8 | 96.2 | ||||||||||||||
| Net income | 1,007.4 | 15.3 | 400.1 | 915.1 | 1,347.8 | ||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 72.5 | 41.0 | 537.9 | 485.5 | 676.0 | ||||||||||||||
Net income (loss) attributable to Carlyle Holdings | 934.9 | (25.7 | ) | (137.8 | ) | 429.6 | $ | 671.8 | |||||||||||
| Net income (loss) attributable to non-controlling interests in Carlyle Holdings | 690.8 | (32.1 | ) | (119.4 | ) | 343.8 | 567.7 | ||||||||||||
Net income (loss) attributable to The Carlyle Group L.P. | $ | 244.1 | $ | 6.4 | $ | (18.4 | ) | $ | 85.8 | 104.1 | |||||||||
| Net income attributable to Series A Preferred Unitholders | 6.0 | — | — | — | — | ||||||||||||||
| Net income (loss) attributable to The Carlyle Group L.P. Common Unitholders | $ | 238.1 | $ | 6.4 | $ | (18.4 | ) | $ | 85.8 | $ | 104.1 | ||||||||
| Net income (loss) attributable to The Carlyle Group L.P. per common unit | |||||||||||||||||||
| Basic | $ | 2.58 | $ | 0.08 | $ | (0.24 | ) | $ | 1.35 | $ | 2.24 | ||||||||
| Diluted | $ | 2.38 | $ | (0.08 | ) | $ | (0.30 | ) | $ | 1.23 | $ | 2.05 | |||||||
| Distributions declared per common unit | $ | 1.24 | $ | 1.68 | $ | 3.39 | $ | 1.88 | $ | 1.33 | |||||||||
| As of December 31, | |||||||||||||||||||
| 2017 | 2016 | 2015 | 2014 | 2013 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||||
| Balance Sheet Data | |||||||||||||||||||
| Cash and cash equivalents | $ | 1,000.1 | $ | 670.9 | $ | 991.5 | $ | 1,242.0 | $ | 966.6 | |||||||||
| Corporate treasury investments | $ | 376.3 | $ | 190.2 | $ | — | $ | — | $ | — | |||||||||
| Investments and accrued performance fees | $ | 5,294.9 | $ | 3,588.1 | $ | 3,874.5 | $ | 4,727.2 | $ | 4,418.9 | |||||||||
Investments of Consolidated Funds(1) | $ | 4,534.3 | $ | 3,893.7 | $ | 23,998.8 | $ | 26,028.8 | $ | 26,886.4 | |||||||||
| Total assets | $ | 12,280.6 | $ | 9,973.0 | $ | 32,181.6 | $ | 35,994.3 | $ | 35,622.3 | |||||||||
| Debt obligations | $ | 1,573.6 | $ | 1,265.2 | $ | 1,135.7 | $ | 1,146.9 | $ | 940.6 | |||||||||
| Loans payable of Consolidated Funds | $ | 4,303.8 | $ | 3,866.3 | $ | 17,064.7 | $ | 16,052.2 | $ | 15,220.7 | |||||||||
| Total liabilities | $ | 9,331.6 | $ | 8,519.0 | $ | 23,258.1 | $ | 23,138.3 | $ | 20,892.9 | |||||||||
| Redeemable non-controlling interests in consolidated entities | $ | — | $ | — | $ | 2,845.9 | $ | 3,761.5 | $ | 4,352.0 | |||||||||
| Series A Preferred Units | $ | 387.5 | $ | — | $ | — | $ | — | $ | — | |||||||||
| Total partners’ capital | $ | 2,949.0 | $ | 1,454.0 | $ | 6,077.6 | $ | 9,094.5 | $ | 10,377.4 | |||||||||
ITEM 7. MANAGEMENT'SMANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
On January 1, 2020, we completed our conversion from a Delaware limited partnership named The Carlyle Group L.P. (the “Partnership”) isinto a Delaware limited partnership formedcorporation named The Carlyle Group Inc. Pursuant to the Conversion, at the specified effective time on July 18, 2011.January 1, 2020, each common unit of The Partnership is a holding partnershipCarlyle Group L.P. outstanding immediately prior to the effective time converted into one share of common stock of The Carlyle Group Inc. and its sole material assets are equity interests through wholly owned subsidiary entities representingeach special voting unit and general partner unit was canceled for no consideration. In addition, holders of the partnership units in Carlyle Holdings I L.P., Carlyle Holdings II L.P., and Carlyle Holdings III L.P. (collectively,exchanged such units for an equivalent number of shares of common stock and certain other restructuring steps occurred (the conversion, together with such restructuring steps and related transactions, the “Conversion”).
Unless the context suggests otherwise, references in this report to “Carlyle,” Carlyle Holdings”). Through wholly owned subsidiary entities, the Partnership is“Company,” “we,” “us” and “our” refer (i) prior to the sole general partner of Carlyle Holdings and operates and controls allconsummation of the business and affairs ofConversion to The Carlyle Holdings and, through Carlyle HoldingsGroup L.P. and its consolidated subsidiaries continuesand (ii) from and after the consummation of the Conversion to conduct the business now conducted by these subsidiaries.The Carlyle Group Management L.L.C. isInc. and its consolidated subsidiaries. References to our common stock in periods prior to the general partnerConversion refer to the common units of the Partnership.
The following discussion should be read in conjunction with the consolidated financial statements and the related notes included in this Annual Report on Form 10-K.
Overview
We conduct our operations through four reportablethree operating segments: CorporateGlobal Private Equity, Real Assets, Global Credit, (formerly known asand Global Market Strategies), and Investment Solutions.
•Global Private Equity — Our Global Private Equity |
•Global Credit — Our Global Credit segment advises a group of 5887 funds that pursue investment opportunities acrossstrategies including loans and structured credit, direct lending, opportunistic credit, distressed credit, energy creditaircraft financing and opportunistic credit.servicing, infrastructure debt, insurance solutions and global capital markets. As of December 31, 2017,2021, our Global Credit segment had approximately $33$73.4 billion in AUM and approximately $27$51.7 billion in Fee-earning AUM.
•Global Investment Solutions — Our Global Investment Solutions segment advises global private equity and real estate fund of funds programs and related co-investment and secondary activities across 197303 fund vehicles. As of December 31, 2017,2021, our Global Investment Solutions segment had approximately $46$65.5 billion in AUM and approximately $30$37.4 billion in Fee-earning AUM.
We earn management fees pursuant to contractual arrangements with the investment funds that we manage and fees for transaction advisory and oversight services provided to portfolio companies of these funds. We also typically receive a performance fee from an investment fund, which may be either an incentive fee or a special residual allocation of income, which we refer to as a carried interest, in the event that specified investment returns are achieved by the fund. Under U.S. generally accepted accounting principles (“U.S. GAAP”), we are required to consolidate some of the investment funds that we advise. However, for segment reporting purposes, we present revenues and expenses on a basis that deconsolidates these investment funds. Accordingly, our segment revenues primarily consist of fund management and related transaction and portfolio advisory fees and other income, realized performance feesrevenues (consisting of incentive fees and carried interest allocations), realized principal investment income, including realized and unrealized gains on our investments in our funds and other trading securities, as well as interest and other income. Our segment expenses primarily consist of cash compensation and benefits expenses, including salaries, bonuses, and realized performance payment arrangements, and equity-based compensation excluding awards granted in our initial public offering or in connection with
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Trends Affecting our Business
In the fourth quarter of 20172021, the prospect of earlier and into early 2018, with particular optimism surroundingmore aggressive monetary policy tightening in response to rising inflation drove renewed interest rate volatility. Thus far in 2022, 10-year Treasury yields have risen 44 basis points to 1.96% as of February 8, 2022, as higher than expected inflation in December 2021 increased the outlook for growth inlikelihood and anticipated frequency of increases to the eurozone. Our proprietary portfolio of industrial and manufacturing related indicators remained steady at or near six-year highs during the fourth quarter and into early 2018. As 2017 drew to a close, inflation continued to fall short of central bank targets. In the U.S., the core PCE price index (the Federal Reserve’s preferred measure of core inflation) rose by 1.5% in the twelve months ended December 2017, unchanged from November and still well below the Federal Reserve’s 2% target. Our proprietary portfolio data similarly lacked signs of inflationary pressure, a phenomenon we believe is almost entirely driven by weakness in construction activity. During the fourth quarter of 2017, eurozone core inflation rose more sluggishly than in the third quarter of 2017, with year-on-year rates of 0.9% observed in each month of the fourth quarter. On the other hand, U.S. bond market inflation expectations continue to rise, as the 10-year breakeven rate recently reached 2.1%. The U.S. dollar declined nearly 10% against global currencies in 2017, the largest annual declinefederal funds rate. Futures markets have now priced in more than 10-years. During 2017, the Euro appreciated 12% against the U.S. dollar.
Labor market tightness persists across our portfolio, with a U.S. labor force participation rate still 1.2 percentage points below its pre-pandemic peak and a shortfall of roughly 3 million eligible workers. Both producer and consumer prices continue to hover around 2.3% (measured globally). Sustained low interest ratesclimb driven by capacity constraints in physical supply chains and such price increases are now a key focus for central banks. In the availabilityU.S., December 2021 CPI inflation reached 7% year-over-year, the highest level in four decades, while inflation in the UK and Canada hit 30-year highs. Producer prices in the U.S. and Japan are also rising at the fastest rate since the early 1980s. In Europe, and Germany in particular, where an energy crisis is compounding supply chain-driven pressures, producer prices are rising at the fastest rate on record. Overall, household spending is liquid in a way the underlying economy is not. Money intended to be spent on services and live experiences has instead largely been spent on durable goods. However, unused services capacity cannot be transformed frictionlessly into goods production. Supply-side scope can only adjust over time through an increase in factories, equipment, trained workers, and logistics network capacity. Many companies have been hesitant to make this investment, as demand for goods seems likely to be only temporarily boosted by pandemic-era restrictions and risk aversion. This imbalance of financingdemand and underlying capacity constraints has continuedlikely contributed to support valuation multiples near all-time highs, though rising inflation expectationstoday’s inflation. Price pressures seem unlikely to abate until spending patterns realign with supply-side dynamics.
Asia, including China, remains an important component of Carlyle’s investment platform. The Chinese economy grew 4% year-over-year in the fourth quarter of 2021, down from 7.9% and 4.9% in the repricingsecond and third quarters of 2021, respectively. The slowdown is partially attributable to a sharp decline in real estate development activity and sales with housing prices in China falling at the fastest rate since mid-2015. Carlyle’s current exposure to the real estate sector in China and its constituent businesses is insignificant. Market adjustments to-date mainly reflect increases in the risk may slow the pace of gains.premium investors earn for China exposure rather than deterioration in company-specific fundamentals.
Our overall carry fund portfolio continued to build on the strong momentum we have generated throughout the year. Within our Global Private Equity segment, our corporate private equity funds appreciated by 5%6% in the fourth quarter and 41% for the year, reflecting strong performance across the portfolio and our real estate funds appreciated 11% during the fourth quarter and was up 20%39% for 2017. Inthe year. Our natural resources funds appreciated by 7% in the fourth quarter our Corporate Private Equity funds appreciated by 8% (32%due to strong commodity pricing, with appreciation of 34% for the full year), our Real Asset funds appreciated by 4% (19% for the full year) andyear. In our Global Credit segment, our carry funds (which represent approximately 18% of the total Global Credit remaining fair value) appreciated by 1% for the quarter (11% for the full year). Appreciation in Investment Solutions was 3% in the fourth quarter and 10%22% for the full-year, negatively impacted by the strength of the Euro relative to the U.S. dollar as AlpInvest funds are primarily denominatedyear. Global Investment Solutions appreciation was 7% in Euros, with significant underlying USD-denominated investments. Our private carry fund portfolio appreciated by 6% and our public carry fund portfolio appreciated by 9% during the fourth quarter, each excluding Investment Solutions. The continued appreciation across our portfolio was aided by market tailwinds in 2017 as described above. However, with market valuation levels at all-time highs, increasing volatility and the potential for upward movement in interest rates, it will be difficult for the public markets to generate the same level of appreciation in 2018 as observed in 2017 and, accordingly, it will be difficult for our portfolio to do the same as well.
We reached record levels of realized proceeds in 2021, generating $15.3 billion in realized proceeds from our carry funds in the fourth quarter and $44.3 billion for the year. Higher fundraising activity generates incremental expenses, generallyAlongside the robust portfolio appreciation in 2021, this contributed to
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record realized net performance revenues as well as record realized investment income recognized in the quarter, that the capital is raised. As the majority of new capital commitments will not generate fees until management fees are activated, we generally incur costs ahead of revenues. We expect management fees on several of our new large buyout funds will activate feessurpassing records set in the second halfthird quarter of 2018, at which time we expect Fee-Earning AUM and Fee Related Earnings2021, as well as for the year overall.
Driven by positive impact from valuations across the portfolio, net accrued performance revenues on our balance sheet increased to increase. Pending Fee-Earning AUM, which is capital that we have raised, but on which we have not yet activated fees, was $22$3.9 billion at December 31, 20172021, up from $5 billion at September 30, 2017, primarily due67% since December 31, 2020 despite record levels of realizations during 2021. The portion of our traditional carry funds attributable to large closings onpublicly traded companies is 11% of fair value as of December 31, 2021, compared to 15% of fair value as of December 31, 2020 and 6% as of December 31, 2019. While the share of our Asiatotal fair value in publicly traded investments has started to decline with realizations, it remains a meaningful component of our portfolio, and U.S. Buyout funds.
Capital deployment was at record levels across all asset classes.the entire private equity industry during 2021. During the fourth quarter, our carry funds invested $7$13.8 billion in new or follow-on transactions and we invested $22a record $33.8 billion for the full year 2021. While high levels of industry dry powder and widely available financing are likely to foster an increasingly competitive market, we believe our investment platform will enable us to pivot quickly to pursue opportunities where we have identified dislocation, which positions us to continue to deploy capital throughout 2022.
During 2021, we raised $51.3 billion in 2017. Our diversenew capital, which included the launch of two key U.S. buyout and growth funds, CP VIII and CP Growth, and our ninth U.S. real estate fund, mandates, geographical footprint and experienced investment teams combine to generateCRP IX. We also saw a highrecord level of investment lead generation. With $70 billionCLO issuances in available capital ready to deploy, our global investment teams continue to pursue transactions across our platform. We generated $8 billion in realized proceeds in our carry funds in the fourth quarter and $26 billion in 2017, the sixth consecutive year we realized more than $25 billion in realized proceeds for our fund investors. We are at a point in the cycle for our carry funds where the prior generation of funds have exited substantial parts of their portfolios and newer funds, while in accrued carry, are not yet producing realized performance fees. We expect to remain in this position through 2018, and therefore expect net realized performance fees will likely be lower in 2018 than 2017.
We are closely evaluating the financial results overand other proposals put forth by the next few years.
current Administration and Congress and their potential impacts on our business. While there may be changes to current tax and regulatory regimes, additional fiscal stimulus packages could be followed by longer-term spending increases on infrastructure, climate, health care and education. The potential for policy changes may create regulatory uncertainty for our portfolio companies and our investment strategies and adversely affect the profitability of our portfolio companies.
Recent Transactions
Dividends
In February 2018,2022, the Board of Directors of our general partner declared a quarterly distributiondividend of $0.33$0.25 per common unitshare to common unitholdersstockholders of record at the close of business on February 20, 2018,15, 2022, payable on February 27, 2018.23, 2022.
Key Financial Measures
Our key financial measures are discussed in the following pages. Additional information regarding these key financial measures and our other significant accounting policies can be found in Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K.
Revenues
Revenues primarily consist of fund management fees, performanceincentive fees, investment income including(including performance allocations, realized and unrealized gains of our investments in our funds and other investments,principal investments), as well as interest and other income.
Fund Management Fees. Fund management fees include management fees and transaction and portfolio advisory fees.
We earn management fees for advisory services we provide to funds in which we hold a general partner interest or with which
we have an investment advisory or investment management agreement. Additionally, management fees include catch-up
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management fees, which are episodic in nature and represent management fees charged to fund investors in subsequent closings
of a fund which apply to the time period between the fee initiation date and the subsequent closing date. Approximately 90% of
our fee revenue is in the form of management fees from traditional closed-end, long-dated funds, which are highly predictable
AUM is in fund structures with contractual lives of generally ten years, and is not subject to redemption without cause.
Management fees attributable to Carlyle Partners VI,VII, L.P. (“CP VI”VII”), our sixthseventh U.S. buyout fund with approximately $12.0$15.3 billion of Fee-earning AUM as of December 31, 2017, were approximately 16%, 15%, and2021, was 15% of total management fees recognized during the year ended December 31, 2021, and 17% during the years ended December 31, 2017, 2016,2020 and 2015, respectively.2019. No other fund generated over 10% of total management fees in the periods presented.
Fund management fees exclude the reimbursement of any partnership expenses paid by the PartnershipCompany on behalf of the Carlyle funds pursuant to the limited partnership agreements, including amounts related to the pursuit of actual, proposed, or unconsummated investments, professional fees, expenses associated with the acquisition, holding and disposition of investments, and other fund administrative expenses.
Transaction and Portfolio Advisory Fees. Transaction and portfolio advisory fees aregenerally include fees we receive for the transaction and portfolio advisory services we provide to our portfolio companies. When covered by separate contractual agreements, we recognize transaction and portfolio advisory fees for these services when the serviceperformance obligation has been providedsatisfied and collection is reasonably assured. We are required to offset our fund management fees earned by a percentage of the transaction and advisory fees earned, which we refer to as the “rebate offsets.” SuchHistorically, such rebate offset percentages generally approximateapproximated 80% of the fund'sfund’s portion of the transaction and advisory fees earned. However, the percentage of transaction and portfolio advisory fees we share with our investors on our recent vintage funds has generally increased, and as such the rebate offset percentages generally range from 80% to 100% of the fund’s portion of the transaction and advisory fees earned, such that a larger share of the transaction fee revenue we retain is driven by co-investment activity. In addition, Carlyle Global Capital Markets (“GCM”) generates capital markets fees in connection with activities related to the underwriting, issuance and placement of debt and equity securities, and loan syndication for our portfolio companies and third-party clients, which are generally not subject to rebate offsets with respect to our most recent vintages (but are subject to the rebate offsets set forth above for older funds). Underwriting fees include gains, losses and fees arising from securities offerings in which we participate in the underwriter syndicate. The recognition of portfolio advisory fees, transactions fees, and transactioncapital markets fees can be volatile as they are primarily generated by investment activity within our funds, and therefore are impacted by our investment pace. We have received
Incentive Fees. Incentive fees consist of performance-based incentive arrangements pursuant to management contracts, primarily from certain of our Global Credit funds, when the return on assets under management exceeds certain benchmark returns or other performance targets. In such arrangements, incentive fees are recognized when the performance benchmark has been achieved.
Investment Income. Investment income consists of our performance allocations as well as the realized and expect to continue to receive requestsunrealized gains and losses resulting from a variety of investorsour equity method investments and groups representing investors to increase the percentage of transaction and advisory fees we share with our investors in future funds; to the extent that we accommodate such requests on future funds, the rebate offset percentages would increase relative to historical levels.other principal investments.
Performance Fees. Performance feesallocations consist principally of the performance-based capital allocation from fund limited partners to us, commonly referred to as carried interest, from certain of our investment funds, which we refer to as the “carry funds.” Carried interest revenue which historically has comprised over 90% of all performance fees in our consolidated financial statements, is recognized by Carlyle upon appreciation of the valuation of our funds’ investments above certain return hurdles as set forth in each respective partnership agreement and is based on the amount that would be due to us pursuant to the fund partnership agreement at each period end as if the funds were liquidated at such date. Accordingly, the amount of carried interest recognized as performance feesallocations reflects our share of the fair value gains and losses of the associated funds’ underlying investments measured at their then-current fair values relative to the fair values as of the end of the prior period. As a result, the performance feesallocations earned in an applicable reporting period are not indicative of any future period, as fair values are based on conditions prevalent as of the reporting date. Refer to “ — Trends Affecting our Business” for further discussion.
In addition to the performance feesallocations from our CorporateGlobal Private Equity and Real Assets funds and closed-end carry funds in the Global Credit segment, we are also entitled to receive performance feesallocations from our Global Investment Solutions, Carlyle Aviation and NGP carry funds.Carry Funds. We also retained our interest in the net accrued performance allocations of existing funds at the time of the sale of MRE. The timing of performance feeallocations realizations for these funds is typically later than in our other carry funds based on the terms of such arrangements.
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Our performance feesallocations are generated by a diverse set of funds with different vintages, geographic concentration, investment strategies and industry specialties. For an explanation of the fund acronyms used throughout this Management’s Discussion and Analysis of Financial Condition and Results of Operations section, seerefer to “Item 1. Business — Our Family of Funds.”
Performance feesallocations in excess of 10% of the total for the yearyears ended December 31, 20172021, 2020 and 2019 were generated from the following funds:
| Year Ended December 31, | |||||||||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| CP VI | $ | 1,327.5 | CP VI | $ | 1,124.3 | CP VI | $ | 154.2 | |||||||||||||||
| CP VII | 717.8 | CAP IV | 331.0 | CRP V | 154.9 | ||||||||||||||||||
| Alpinvest Co - & Secondary Investments 2006-2008 | 83.5 | ||||||||||||||||||||||
| CEP IV | (119.0) | ||||||||||||||||||||||
No other fund generated over 10% of performance feesallocations in the periods presented above. Performance allocations from CP VI during 2021 were driven by appreciation across the portfolio, with notable increases in the values of the publicly traded investments in the portfolio and sale transactions of privately held investments.
Under our arrangements with the historical owners and management team of AlpInvest, we generally do not retain any carried interest in respect of the historical investments and commitments to our fund vehicles that existed as of July 1, 2011 (including any options to increase any such commitments exercised after such date). We are entitled to 15% of the carried interest in respect of commitments from the historical owners of AlpInvest for the period between 2011 and 2020, except in certain instances, and 40% of the carried interest in respect of all other commitments (including all future commitments from third parties). In certain instances, carried interest associated with the AlpInvest fund vehicles is subject to entity level income taxes in the Netherlands.
Realized carried interest may be clawed back or given back to the fund if the fund’s investment values decline below certain return hurdles, which vary from fund to fund. When the fair value of a fund’s investments remains constant or falls below certain return hurdles, previously recognized performance feesallocations are reversed. In all cases, each investment fund is considered separately in evaluating carried interest and potential giveback obligations. For any given period, performance feeallocations revenue on our statement of operations may include reversals of previously recognized performance feesallocations due to a decrease in the value of a particular fund that results in a decrease of cumulative performance feesallocations earned to date. Since fund return hurdles are cumulative, previously recognized performance feesallocations also may be reversed in a period of appreciation that is lower than the particular fund’s hurdle rate. For the years ended December 31, 2017, 2016, and 2015, the reversals of performance fees were $74.2 million, $109.6 million, and $253.4 million, respectively. Additionally, unrealized performance feesallocations reverse when performance feesallocations are realized, and unrealized performance feesallocations can be negative if the amount of realized performance feesallocations exceed total performance feesallocations generated in the period. For the years ended December 31, 2021, 2020 and 2019, the reversals of performance allocations were $48.2 million, $401.5 million and $215.8 million, respectively.
As of December 31, 2017,2021, accrued performance feesallocations and accrued giveback obligations were approximately $3.7$8.1 billion and $66.8$30.2 million, respectively. Each balance assumes a hypothetical liquidation of the funds’ investments at December 31, 20172021 at their then current fair values. These assets and liabilities will continue to fluctuate in accordance with the fair values of the fundfunds’ investments until they are realized. As of December 31, 2017, approximately $37.92021, $14.1 million of the accrued giveback obligation is the responsibility of various current and former senior Carlyle professionals and other limited partners of the Carlyle Holdings partnerships, and the net accrued giveback obligation attributable to Carlyle Holdingsthe Company is $28.9$16.1 million. The PartnershipCompany uses “net accrued performance fees”revenues” to refer to the aggregation of the accrued performance allocations and incentive fees net of (i) accrued giveback obligations, (ii) accrued performance feeallocations and incentive fee-related compensation, (iii) performance allocations and incentive fee-related tax obligations, and (iv) accrued performance allocations and incentive fees attributable to non-controlling interests and excludes any net accrued performance allocations and incentive fees that have been realized but will be collected in subsequent periods. The net accrued performance feesrevenues as of December 31, 20172021 are $1.7$3.9 billion.
In addition, realized performance feesallocations may be reversed in future periods to the extent that such amounts become subject to a giveback obligation. If at December 31, 2017,2021, all investments held by our carry funds were deemed worthless, the
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amount of realized and previously distributed performance feesallocations subject to potential giveback would be approximately $0.7$1.5 billion, on an after-tax basis where applicable.applicable, of which approximately $0.7 billion would be the responsibility of current and former senior Carlyle professionals. See the related discussion of “Contingent Obligations (Giveback)” within “— Liquidity and Capital Resources.Resources—Contingent Obligations (Giveback).” Since Carlyle's inception,
The following table summarizes the total amount of aggregate giveback obligations that we have realized a total of approximately $205.5 million in aggregate giveback obligations. Approximately $37.0 millionsince Carlyle’s inception. Given various current and former senior Carlyle professionals and other limited partners of the $205.5 million in aggregateCarlyle Holdings partnerships are responsible for paying the majority of the realized giveback obligationsobligation, the table below also summarizes the amount that was attributable to Carlyle Holdings. the Company:
| Inception through December 31, 2021 | |||||||||||
| Total Giveback | Giveback Attributable to Carlyle | ||||||||||
| (Dollars in millions) | |||||||||||
| Various Legacy Energy Funds | $ | 158.0 | $ | 55.0 | |||||||
| All other Carlyle Funds | 69.9 | 7.0 | |||||||||
| Aggregate giveback since inception | $ | 227.9 | $ | 62.0 | |||||||
The funding for employee obligations and givebacks related to carry realized pre-IPO is primarily through a collection of employee receivables related to giveback obligations and from non-controlling interests for their portion of the obligation. The realization of giveback obligations for the Partnership'sCompany’s portion of such obligations reduces
Distributable Earnings in the period realized and negatively impacts earnings available for distributions to unitholdersshareholders in the period realized. Further, each individual recipient of realized carried interest typically signs a guarantee agreement or partnership agreement that personally obligates such person to return his/her pro rata share of any amounts of realized carried interest previously distributed that are later clawed back. Accordingly, carried interest as performance feeallocation compensation is subject to return to the PartnershipCompany in the event a giveback obligation is funded. Generally, the actual giveback liability, if any, does not become due until the end of a fund’s life.
Each investment fund is considered separately in evaluating carried interest and potential giveback obligations. As a result, performance feesallocations within funds will continue to fluctuate primarily due to certain investments within each fund constituting a material portion of the carry in that fund. Additionally, the fair value of investments in our funds may have substantial fluctuations from period to period.
In addition, in our discussion of our non-GAAP results, we use the term “net performance fees” to refer to the performance fees from our funds net of the portion allocated to our investment professionals, if any, and certain tax expenses associated with carried interest attributable to certain partners and employees, which are reflected as performance fee related compensation expense. We use the term “realized net performance fees”revenues” to refer to realized performance allocations and incentive fees from our funds, net of the portion allocated to our investment professionals, if any, and certain tax expenses associated with carried interest attributable to certain partners and employees, which are reflected as realized performance feeallocations and incentive fees related compensation expense. See “— Non-GAAP Financial Measures” for the amount of realized and unrealized performance feesrevenues recognized each period. See “— Segment Analysis” for the realized and unrealized performance feesrevenues by segment and related discussion for each period.
Investment income also represents the realized and unrealized gains and losses on our principal investments, including our investments in Carlyle funds that are not consolidated, as well as any interest and other income. As it relates to our investments in NGP, investment income also includes the related amortization of the basis difference between the carrying value of our investment and our share of the underlying net assets of the investee, as well as the compensation expense associated with compensatory arrangements provided by us to employees of our equity method investee. Principal investment income also included our proportionate share of U.S. GAAP earnings from our strategic investment in Fortitude prior to the contribution of our investment to a Carlyle-affiliated investment fund (see Note 4 to the consolidated financial statements in Part II, Item 8 of this Form 10-K). Realized principal investment income (loss) is recorded when we redeem all or a portion of our investment or when we receive or are due cash income, such as dividends or distributions. A realized principal investment loss is also recorded when an investment is deemed to be worthless. Unrealized principal investment income (loss) results from changes in the fair value of the underlying investment, as well as the reversal of previously recognized unrealized gains (losses) at the time an investment is realized.
Fair Value Measurement. U.S. GAAP establishes a hierarchal disclosure framework which ranks the observability of market price inputs used in measuring financial instruments at fair value. The observability of inputs is impacted by a number of factors, including the type of financial instrument, the characteristics specific to the financial instrument and the state of the marketplace, including the existence and transparency of transactions between market participants. Financial instruments with
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readily available quoted prices, or for which fair value can be measured from quoted prices in active markets, will generally have a higher degree of market price observability and a lesser degree of judgment applied in determining fair value.
The table below summarizes the valuation of investments and other financial instruments included within our AUM, by segment and fair value hierarchy levels, as of December 31, 2017 (amounts in millions):2021:
| As of December 31, 2021 | |||||||||||||||||||||||||||||
| Global Private Equity | Global Credit | Global Investment Solutions | Total | ||||||||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||||||||
| Consolidated Results | |||||||||||||||||||||||||||||
| Level I | $ | 6,118 | $ | 434 | $ | 2,035 | $ | 8,587 | |||||||||||||||||||||
| Level II | 6,409 | 1,527 | 147 | 8,083 | |||||||||||||||||||||||||
| Level III | 101,326 | 57,733 | 40,830 | 199,889 | |||||||||||||||||||||||||
| Fair Value of Investments | 113,853 | 59,694 | 43,012 | 216,559 | |||||||||||||||||||||||||
| Available Capital | 48,264 | 13,690 | 22,444 | 84,398 | |||||||||||||||||||||||||
| Total AUM | $ | 162,117 | $ | 73,384 | $ | 65,456 | $ | 300,957 | |||||||||||||||||||||
| As of December 31, 2017 | |||||||||||||||||||
Corporate Private Equity | Real Assets | Global Credit | Investment Solutions | Total | |||||||||||||||
| Consolidated Results | |||||||||||||||||||
| Level I | $ | 2,729 | $ | 2,380 | $ | 276 | $ | 947 | $ | 6,332 | |||||||||
| Level II | 125 | 1,201 | 340 | — | 1,666 | ||||||||||||||
| Level III | 39,783 | 22,795 | 25,749 | 29,210 | 117,537 | ||||||||||||||
| Fair Value of Investments | 42,637 | 26,376 | 26,365 | 30,157 | 125,535 | ||||||||||||||
| Available Capital | 29,921 | 16,512 | 6,959 | 16,134 | 69,526 | ||||||||||||||
| Total AUM | $ | 72,558 | $ | 42,888 | $ | 33,324 | $ | 46,291 | $ | 195,061 | |||||||||
Interest and Other Income of Consolidated Funds. Interest and other income of Consolidated Funds primarily represents the interest earned on CLO assets. The Consolidated Funds are not the same entities in all periods presented. The Consolidated Funds in future periods may change due to changes in fund terms, formation of new funds, and terminations of funds.
Net Investment Gains of Consolidated Funds. Net investment gains of Consolidated Funds measures the change in the difference in fair value between the assets and the liabilities of the Consolidated Funds. A gain (loss) indicates that the fair value of the assets of the Consolidated Funds appreciated more (less), or depreciated less (more), than the fair value of the liabilities of the Consolidated Funds. A gain or loss is not necessarily indicative of the investment performance of the Consolidated Funds and does not impact the management or incentive fees received by Carlyle for its management of the Consolidated Funds. The portion of the net investment gains (losses) of Consolidated Funds attributable to the limited partner investors is allocated to non-controlling interests. Therefore a gain or loss is not expected to have a material impact on the revenues or profitability of the Partnership.Company. Moreover, although the assets of the Consolidated Funds are consolidated onto our balance sheet pursuant to U.S. GAAP, ultimately we do not have recourse to such assets and such liabilities are generally non-recourse to us. Therefore, a gain or loss from the Consolidated Funds generally does not impact the assets available to our equity holders.common stockholders.
Expenses
Compensation and Benefits. Compensation includes salaries, bonuses, equity-based compensation, and performance payment arrangements. Bonuses are accrued over the service period to which they relate.
We recognize as compensation expense the portion of performance allocations and incentive fees that are due to our employees, senior Carlyle professionals, advisors, and operating executives in a manner consistent with how we recognize the performance allocations and incentive fee revenue. These amounts are accounted for as compensation expense in conjunction with the related performance allocations and incentive fee revenue and, until paid, are recognized as a component of the accrued compensation and benefits liability. Compensation in respect of performance allocations and incentive fees is paid when the related performance allocations and incentive fees are realized, and not when such performance allocations and incentive fees are accrued. The funds do not have a uniform allocation of performance allocations and incentive fees to our employees, senior Carlyle professionals and operating executives. Therefore, for any given period, the ratio of performance allocations and incentive fee compensation to performance allocations and incentive fee revenue may vary based on the funds generating the performance allocations and incentive fee revenue for that period and their particular allocation percentages.
In addition, we have implemented various equity-based compensation arrangements that require senior Carlyle professionals and other employees to vest ownership of a portion of their equity interests over a service period of upgenerally one to 60 months,four years, which under U.S. GAAP will result in compensation charges over current and future periods. Further, in order to recruitDuring 2019 and retain existing and future senior Carlyle professionals and other employees,2020, we granted fewer equity awards than we have implemented additionalpreviously. In 2021, we granted 7.1 million in long-term strategic restricted stock units to certain senior professionals. The majority of these restricted stock units are subject to vesting based on the
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achievement of annual performance targets over four years which align with our strategic plan announced at our investor day in February 2021, with a larger proportion of the awards vesting based on the 2024 performance year. As a result, the number of restricted stock units granted in 2021 is higher than in 2020, which, combined with a higher share price than in prior periods, will result in higher equity-based compensation programs that have resulted in increases to our equity-based compensation expenses, which is a trend that may continueexpense in the future if we increase our issuance of deferred restricted common units as employee compensation. For example, in February 2017 and 2018, we granted approximately 7.6 million and 13.7 million, respectively, deferred restricted common units across a significant number of our employees; these awards vest over a period of 12 to 60 months. Compensation charges associated with the equity-based compensation grants issued in our initial public offering in May 2012 or grants issued in acquisitions or strategic investments are excluded from our calculation of Economic Income.coming years. Compensation charges associated with all equity-based compensation grants are excluded from Fee Related Earnings and Distributable Earnings.
We may hire additional individuals and overall compensation levels may correspondingly increase, which could result in an increase in compensation and benefits expense. As a result of prior acquisitions, we have charges associated with contingent consideration taking the form of earn-outs and profit participation, some of which are reflected as compensation expense. A portion of our compensation expense relates to internal fundraising costs, and compensation will fluctuate based on increases or decreases in our fundraising activity. Amounts due to employees related to such fundraising will be expensed when earned even though the benefit of the new capital and related fees will be reflected in operations over the life of the related fund.
General, Administrative and Other Expenses. General, administrative, and other expenses include occupancy and equipment expenses and other expenses, which consist principally of professional fees, including those related to our global regulatory compliance program, external costs of fundraising, travel and related expenses, communications and information services, depreciation and amortization (including intangible asset amortization and impairment) and foreign currency transactions. We expect that general, administrative and other expenses will vary due to infrequently occurring or unusual
items, such as impairment of intangible assets or lease right-of-use assets and expenses or insurance recoveries associated with litigation and contingencies. Also, in periods of significant fundraising, to the extent that we use third parties to assist in our fundraising efforts, our general, administrative and other expenses may increase accordingly. Similarly, our general, administrative and other expenses may increase as a result of professional and other fees incurred as part of due diligence related to strategic acquisitions and new product development. Additionally, we anticipate that general, administrative and other expenses will fluctuate from period to period due to the impact of foreign exchange transactions.
We also could incur additional expenses in the future related to our acquisitions including amortization of acquired intangibles and earn-outs to equity holders and fair value adjustments on contingent consideration issued, as well as related to our global compliance efforts.holders. As discussed in Note 65 to the consolidated financial statements, we evaluate our intangible assets (including goodwill) for impairment and could record additional impairment losses in future periods.
Interest and Other Expenses of Consolidated Funds. The interest and other expenses of Consolidated Funds consist primarily of interest expenses related primarily to our CLO loans, professional fees and other third-party expenses.
Income Taxes. The Carlyle Holdings partnerships and their subsidiaries primarily operate as pass-through entities for U.S. income tax purposes and record a provision for state and local income taxes for certain entities based on applicable laws and a provision for foreign income taxes for certain foreign entities. In addition, Carlyle Holdings I GP Inc. is subject to U.S. income taxes on only a portion of our income or loss. Depending on the sources of our taxable income or loss, our income tax provision or benefit can vary significantly from period to period.
Income taxes for foreign entities are accounted for using the asset and liability method of accounting. Under this method, deferred tax assets and liabilities are recognized for the expected future tax consequences of differences between the carrying amounts of assets and liabilities and their respective tax basis, using currently enacted tax rates. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in income in the period in which the change is enacted. For instance, in December 2017, new corporate federal income tax rates were enacted, which impacted the Partnership's deferred tax assets and liabilities. See Note 11 of the consolidated financial statements for more information on the newly enacted corporate federal income tax rates. Deferred tax assets are reduced by a valuation allowance when it is more likely than not that some or all of the deferred tax assets will not be realized.
Following the Conversion on January 1, 2020, all of the income before provision for income taxes attributable to The Carlyle Group Inc. is subject to U.S. federal, state, and local corporate income taxes. Prior to the Conversion, the Company was generally organized as a series of pass through entities pursuant to the United States Internal Revenue Code. As such, the Company was not responsible for the tax liability due on certain income earned during the year. Such income was taxed at the unitholder and non-controlling interest holder level, and any income tax was the responsibility of the unitholders and was paid at that level. See Note 10 to the consolidated financial statements in Part II, Item 8 of this Form 10-K for more information regarding the impact of the Conversion.
In the normal course of business, we are subject to examination by federal and certain state, local and foreign tax regulators. AsWith a few exceptions, as of December 31, 2017,2021, our U.S. federal income tax returns for the years 20142018 through 20162020 are open under the normal three-yearthree-years statute of limitations and therefore subject to examination. State and local tax returns are generally subject to audit from 20122016 to 2016.2020. Foreign tax returns are generally subject to audit from 20092011 to 2016.2020. Certain of our affiliates are currently under audit by federal, state and foreign tax authorities. Currently, the Internal Revenue Service is examining the tax returns of certain subsidiaries for the 2013, 2014 and 2015 years. We do not believe the outcome of any future audit will have a material impact on our consolidated financial statements.
Non-controlling Interests in Consolidated Entities. Non-controlling interests in consolidated entities represent the component of equity in consolidated entities not held by us. These interests are adjusted for general partner allocations.
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Inc. as part of the Conversion. As a result, following the Conversion the consolidated financial statements of The Carlyle Group Inc. do not reflect any non-controlling interests in Carlyle Holdings.
Earnings Per Common Share. We compute earnings per common share in accordance with ASC 260, Earnings Per Share. Basic earnings per common share is calculated by dividing net income (loss) attributable to the common shares of the Company by the weighted-average number of common shares outstanding for the period. Diluted earnings per common share reflects the assumed conversion of all dilutive securities. We apply the treasury stock method to determine the dilutive weighted-average common shares represented by unvested restricted stock units. For certain equity-based compensation awards that contain performance or market conditions, the number of contingently issuable common shares is included in diluted earnings per common share based on the number of common shares, if any, that would be issuable under the terms of the awards if the end of the reporting period were the end of the contingency period, if the result is dilutive.
Prior to the Conversion, we applied the “if-converted” method to the Carlyle Holdings partnership units to determine the dilutive weighted-average common shares outstanding. Subsequent to the Conversion, the Company has a single class of stock and therefore, the “if-converted” method is no longer applied in the computation of diluted earnings per share.
Non-GAAP Financial Measures
Distributable Earnings differs from income (loss) before provision for income taxes computed in accordance with U.S. GAAP in that it includes certain tax expenses
associated with performance fees,revenues (comprised of performance allocations and incentive fees), and does not include unrealized performance allocations and related compensation expense, unrealized principal investment income, equity-based compensation expense, net income (loss) attributable to non-Carlyle interestsinterest in consolidated entities, or charges (credits) related to Carlyle corporate actions and non-recurring items. Charges (credits) related to Carlyle corporate actions and non-recurring items include: charges associated with equity-based compensation that was issued in the initial public offering in May 2012 or is issued in acquisitions, dispositions or strategic investments, changes in the tax receivable agreement liability, corporate conversion costs, amortization and any impairment charges associated with acquired intangible assets, transaction costs associated with acquisitions and dispositions, charges associated with earnouts and contingent consideration including gains and losses associated with the estimated fair value of contingent consideration issued in conjunction with acquisitions or strategic investments, impairment charges associated with lease right-of-use assets, gains and losses from the retirement of debt, charges associated with contract terminations and employee severance. We believe the inclusion or exclusion of these items provides investors with a meaningful indication of our core operating performance. For segment reporting purposes, revenues and expenses, and, accordingly, segment net income, are presented on a basis that deconsolidates the Consolidated Funds. Total Segment EI equals the aggregate of EI for all segments. This measure supplements and should be considered in addition to and not in lieu of the results of operations discussed further under “Consolidated“—Consolidated Results of Operations” prepared in accordance with U.S. GAAP.
Fee Related Earnings. Fee Related Earnings, or “FRE,”“FRE”, is a component of EIDE and is used to assess the ability of the business to cover direct base compensation and operating expenses from total fee revenues. FRE differs from income (loss) before provision for income taxes computed in accordance with U.S. GAAP in that it adjusts for the items included in the calculation of EIDE and also adjusts EIDE to exclude net realized performance fees,revenues, realized principal investment income from investments in Carlyle funds, equity-based compensation, net interest (interest income less interest expense), and certain general, administrative and other expenses when the timing of any future payment is uncertain. As of December 31, 2017, the Partnership updated the definition of FRE to exclude net interest (interest income less interest expense) in our segment results. FRE for all prior periods presented has been recast to reflect the updated definition.
Operating Metrics
We monitor certain operating metrics that are common to the alternative asset management industry.
Fee-earning Assets under Management
Management. Fee-earning assets under management or Fee-earning AUM refers to the assets we manage or advise from which we derive recurring fund management fees. Our Fee-earning AUM is generally based on one of the following, once fees have been activated:
(a)the amount of limited partner capital commitments, generally for carry funds where the original investment period has not expired, for AlpInvest carry funds during the commitment fee period and for Metropolitan carry funds during the weighted-average investment period of the underlying funds (see “Fee-earning AUM based on capital commitments” in the table below for the amount of this component at each period);
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(b)the remaining amount of limited partner invested capital at cost, generally for carry funds and certain co-investment vehicles where the original investment period has expired, Metropolitan carry funds after the expiration of the weighted-average investment period of the underlying funds, and one of our business development companies (see “Fee-earning AUM based on invested capital” in the table below for the amount of this component at each period);
(c)the amount of aggregate fee-earning collateral balance at par of our CLOs and other securitization vehicles, as defined in the fund indentures (typically exclusive of equities and defaulted positions) as of the quarterly cut-off date;
(d)the external investor portion of the net asset value of certain carry funds (see “Fee-earning AUM based on net asset value” in the table below for the amount of this component at each period);
(e)the gross assets (including assets acquired with leverage), excluding cash and cash equivalents, of one of our business development companies and certain carry funds (see “Fee-earning AUM based on lower of cost or fair value and other” in the table below for the amount of this component at each period); and
(f)the lower of cost or fair value of invested capital, generally for AlpInvest carry funds where the commitment fee period has expired and certain carry funds where the investment period has expired, (see “Fee-earning AUM based on lower of cost or fair value and other” in the table below for the amount of this component at each period).
The table below details Fee-earning AUM by its respective components at each period.
| As of December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Consolidated Results | (Dollars in millions) | ||||||||||||||||
| Components of Fee-earning AUM | |||||||||||||||||
| Fee-earning AUM based on capital commitments (1) | $ | 71,829 | $ | 77,729 | $ | 72,059 | |||||||||||
| Fee-earning AUM based on invested capital (2) | 60,828 | 38,055 | 41,639 | ||||||||||||||
| Fee-earning AUM based on collateral balances, at par (3) | 30,779 | 26,480 | 24,887 | ||||||||||||||
| Fee-earning AUM based on net asset value (4) | 9,645 | 7,966 | 4,531 | ||||||||||||||
| Fee-earning AUM based on lower of cost or fair value and other (5) | 20,338 | 19,872 | 17,941 | ||||||||||||||
| Balance, End of Period (6) (7) | $ | 193,419 | $ | 170,102 | $ | 161,057 | |||||||||||
| As of December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| Consolidated Results | (Dollars in millions) | ||||||||||
| Components of Fee-earning AUM | |||||||||||
| Fee-earning AUM based on capital commitments (1) | $ | 58,618 | $ | 51,455 | $ | 47,745 | |||||
| Fee-earning AUM based on invested capital (2) | 24,263 | 25,976 | 33,823 | ||||||||
| Fee-earning AUM based on collateral balances, at par (3) | 18,625 | 16,999 | 17,896 | ||||||||
| Fee-earning AUM based on net asset value (4) | 1,776 | 977 | 9,634 | ||||||||
| Fee-earning AUM based on lower of cost or fair value and other (5) | 21,313 | 19,587 | 21,896 | ||||||||
| Balance, End of Period (6) | $ | 124,595 | $ | 114,994 | $ | 130,994 | |||||
(2)Reflects limited partner invested capital at cost and includes amounts committed to or reserved for investments for certain Global Private Equity and Global Investment Solutions funds.
(3)Represents the amount of aggregate Fee-earning collateral balances and principal balances, at par, for our CLOs/structured products.
(4)Reflects the net asset value of certain other carry funds.
(5)Includes funds with fees based on gross asset value.
(6)Energy III, Energy IV, and Renew II (collectively, the “Legacy Energy Funds”) are managed with Riverstone Holdings LLC and its affiliates. Affiliates of both Carlyle and Riverstone act as investment advisers to each of the Legacy Energy Funds. Carlyle has a minority representation on the management committees of Energy IV and Renew II. Carlyle and Riverstone each hold half of the seats on the management committees of Energy III, but the investment period for this fund has expired and the remaining investments in such fund are being disposed of in the ordinary course of business. As of December 31, 2021, the Legacy Energy Funds had, in the aggregate, approximately $0.2 billion in AUM and $0.4 billion in Fee-earning AUM. We are no longer raising capital for the Legacy Energy Funds and expect these balances to continue to decrease over time as the funds wind down.
(7)Ending balance excludes $15.9 billion of pending Fee-earning AUM for which fees have not yet been activated.
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The table below provides the period to period rollforward of Fee-earning AUM.
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| Consolidated Results | (Dollars in millions) | ||||||||||
| Fee-earning AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 114,994 | $ | 130,994 | $ | 135,580 | |||||
| Acquisitions/(Divestments) (1) | — | (4,356 | ) | — | |||||||
| Inflows, including Commitments (2) | 18,545 | 11,799 | 22,950 | ||||||||
| Outflows, including Distributions (3) | (14,658 | ) | (17,138 | ) | (18,940 | ) | |||||
| Subscriptions, net of Redemptions (4) | — | (4,930 | ) | (4,528 | ) | ||||||
| Changes in CLO collateral balances (5) | 843 | (714 | ) | 850 | |||||||
| Market Appreciation/(Depreciation) (6) | (90 | ) | (73 | ) | (1,147 | ) | |||||
| Foreign Exchange and other (7) | 4,961 | (588 | ) | (3,771 | ) | ||||||
| Balance, End of Period | $ | 124,595 | $ | 114,994 | $ | 130,994 | |||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Consolidated Results | (Dollars in millions) | ||||||||||||||||
| Fee-earning AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 170,102 | $ | 161,057 | $ | 159,552 | |||||||||||
| Inflows (1) | 46,199 | 22,481 | 16,460 | ||||||||||||||
| Outflows (including realizations) (2) | (23,361) | (17,130) | (15,293) | ||||||||||||||
| Market Activity & Other (3) | 3,860 | (466) | 1,115 | ||||||||||||||
| Foreign Exchange (4) | (3,381) | 4,160 | (777) | ||||||||||||||
| Balance, End of Period | $ | 193,419 | $ | 170,102 | $ | 161,057 | |||||||||||
(1)Inflows represents limited partner capital raised by our carry funds or separately managed accounts for which management fees based on commitments were activated during the period, the fee-earning commitments invested in vehicles for which management fees are based on invested capital, the fee-earning collateral balance of new CLO issuances, as well as gross subscriptions in our vehicles for which management fees are based on net asset value. Inflows exclude fundraising amounts during the period for which fees have not yet been activated, which are referenced as Pending Fee-earning AUM. (2)Outflows represents the impact of realizations from vehicles with management fees based on remaining invested capital at cost or fair value, changes in basis for funds where the investment period, weighted-average investment period or commitment fee period has expired during the period, reductions for funds that are no longer calling for fees, gross redemptions in our open-end funds, and runoff of CLO collateral balances. Distributions for funds earning management fees based on commitments during the period do not affect Fee-earning AUM. Outflows also reflect the sale of Metropolitan on April 1, 2021, which had $2.3 billion of Fee-earning AUM as of March 31, 2021. (3)Market Activity & Other represents realized and unrealized gains (losses) on portfolio investments in our carry funds based on the lower of cost or fair value and net asset value, as well as activity of funds with fees based on gross asset value. (4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end. |
Refer to “— Segment Analysis” for a detailed discussion by segment of the activity affecting Fee-earning AUM for each of the periods presented by segment.
Assets under Management
(a) the aggregate fair value of our carry funds and related co-investment vehicles, NGP management fee fundsPredecessor Funds and separately managed accounts, plus the capital that Carlyle is entitled to call from investors in those funds and vehicles (including Carlyle commitments to those funds and vehicles and those of senior Carlyle professionals and employees) pursuant to the terms of their capital commitments to those funds and vehicles;
(b) the amount of aggregate collateral balance and principal cash at par or aggregate principal amount of the notes of our CLOs and other structured products (inclusive of all positions); |
(c) the net asset value of certain carry funds; and
We include in our calculation of AUM and Fee-earning AUM certain energy and renewable resources funds that we jointly advise with Riverstone, Holdings L.L.C. (“Riverstone”) and certainthe NGP management fee funds and carry fundsEnergy Funds that are advised by NGP.NGP, as well as capital raised from a strategic third-party investor which directly invests in Fortitude alongside a carry fund.
For most of our carry funds, total AUM includes the fair value of the capital invested, whereas Fee-earning AUM includes the amount of capital commitments or the remaining amount of invested capital, depending on whether the original
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investment period for the fund has expired. As such, Fee-earning AUM may be greater than total AUM when the aggregate fair value of the remaining investments is less than the cost of those investments.
Our calculations of AUM and Fee-earning AUM may differ from the calculations of other alternative asset managers. As a result, these measures may not be comparable to similar measures presented by other alternative asset managers. In addition, our calculation of AUM (but not Fee-earning AUM) includes uncalled commitments to, and the fair value of invested capital in, our investment funds from Carlyle and our personnel, regardless of whether such commitments or invested capital are subject to management fees or performance fees.allocations. Our calculations of AUM or Fee-earning AUM are not based on any definition of AUM or Fee-earning AUM that is set forth in the agreements governing the investment funds that we manage or advise.
We generally use Fee-earning AUM as a metric to measure changes in the assets from which we earn recurring management fees. Total AUM tends to be a better measure of our investment and fundraising performance as it reflects investments at fair value plus available capital.
Available Capital. Available Capital
The table below provides the period to period rollforward of Total AUM.
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Consolidated Results | |||||||||||
| Total AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 157,607 | $ | 182,595 | $ | 194,473 | |||||
| Acquisitions/(Divestments) (1) | — | (4,707 | ) | — | |||||||
| New Commitments (2) | 42,846 | 13,216 | 24,064 | ||||||||
| Outflows (3) | (27,409 | ) | (37,692 | ) | (39,139 | ) | |||||
| Market Appreciation/(Depreciation) (4) | 17,104 | 10,148 | 9,772 | ||||||||
| Foreign Exchange Gain/(Loss) (5) | 6,493 | (1,195 | ) | (6,121 | ) | ||||||
| Other (6) | (1,580 | ) | (4,758 | ) | (454 | ) | |||||
| Balance, End of Period | $ | 195,061 | $ | 157,607 | $ | 182,595 | |||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Consolidated Results | |||||||||||||||||
| Total AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 245,769 | $ | 224,442 | $ | 216,470 | |||||||||||
| Inflows (1) | 51,261 | 26,902 | 19,970 | ||||||||||||||
| Outflows (including realizations) (2) | (47,483) | (21,477) | (20,187) | ||||||||||||||
| Market Activity & Other (3) | 57,125 | 10,380 | 9,146 | ||||||||||||||
| Foreign Exchange (4) | (5,715) | 5,522 | (957) | ||||||||||||||
| Balance, End of Period | $ | 300,957 | $ | 245,769 | $ | 224,442 | |||||||||||
(1)Inflows reflects the impact of gross fundraising during the period. For funds or vehicles denominated in foreign currencies, this reflects translation at the average quarterly rate, while the separately reported Fundraising metric is translated at the spot rate for each individual closing.
(3)Market Activity & Other generally represents realized and unrealized gains (losses) on portfolio investments in our carry funds and related co-investment vehicles, the NGP Predecessor Funds and separately managed accounts, as well as the net impact of fees, expenses and non-investment income, change in gross asset value for our business development companies and other changes in AUM.
(4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end.
Please refer to “— Segment Analysis” for a detailed discussion by segment of the activity affecting Total AUM for each of the periods presented.
Portfolio Appreciation (Depreciation). The table below presentsoverall portfolio appreciation of 41% in 2021 is comprised of 41% appreciation for carry funds within our Global Private Equity segment focusing on corporate private equity, 39% for funds focusing on real estate and 34% for fund focusing on natural resources, 22% appreciation for carry funds in the change in appreciation on portfolio investments of our carry funds. Please refer to “— Segment Analysis” for a detailed discussion by segment of the activity affecting Total AUM for each of the periods presented.
Global Credit
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segment and 48% appreciation for carry funds in the Global Investment Solutions segment. While the publicly traded investments in our Global Private Equity and Global Credit segments were flat in the fourth quarter, they experienced appreciation of 30% for the year.
While there is no perfectly comparable market index benchmark for the overall portfolio or any of its segments or strategies, we would note that S&P 500 and MSCI ACWI appreciation for the year were 27% and 17%, respectively, while the FTSE NAREIT Composite appreciation was 36%, the S&P Oil and Gas Exploration & Production Index was 81%, and S&P Leveraged Loan Index appreciation was 1%.
Consolidation of Certain Carlyle Funds
The PartnershipCompany consolidates all entities that it controls either through a majority voting interest or as the primary beneficiary of variable interest entities. On January 1, 2016, the Partnership adopted ASU 2015-2, Consolidation (Topic 810): Amendments to the Consolidation Analysis, which provides a revised consolidation model for all reporting entities to use in evaluating whether to consolidate certain types of legal entities. As a result, the Partnership deconsolidated the majority of the Partnership's consolidated funds on January 1, 2016. The entities we consolidate are referred to collectively as the Consolidated Funds in our consolidated financial statements. For further information on our consolidation policy, see Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K.
As of December 31, 2017,2021, our Consolidated Funds represent approximately 2%3% of our AUM; 2%1% of our fund management fees; and less than 1% of our performance feesinvestment income or loss for the year ended December 31, 2017.2021.
We are not required under the revised consolidation guidance to consolidate in our financial statements most of the investment funds we advise. However, we consolidate certain CLOs that we advise. As of December 31, 2017,2021, our consolidated CLOs held approximately $4.9$6.7 billion of total assets and comprised substantially all of the assets and loans payable of the Consolidated Funds. The assets and liabilities of the Consolidated Funds are generally held within separate legal entities and, as a result, the liabilities of the Consolidated Funds are non-recourse to us. For further information on consolidation of certain funds, see Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K.
Generally, the consolidation of the Consolidated Funds has a gross-up effect on our assets, liabilities and cash flows but has no net effect on the net income attributable to the PartnershipCompany and partners’ capital.equity. The majority of the net economic ownership interests of the Consolidated Funds are reflected as non-controlling interests in consolidated entities in the consolidated financial statements. For further information, see Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K.
Because only a small portion of our funds are consolidated, the performance of the Consolidated Funds is not necessarily consistent with or representative of the combined performance trends of all of our funds.
For further information on our consolidation policy and the consolidation of certain funds, see Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K.
Consolidated Results of Operations
The following table and discussion sets forth information regarding our consolidated results of operations for the years ended December 31, 2017, 20162021, 2020 and 2015.2019. Our consolidated financial statements have been prepared on substantially the same basis for all historical periods presented; however, the consolidated funds are not the same entities in all periods shown due to changes in U.S. GAAP, changes in fund terms and the creation and termination of funds. As further described below,above, the consolidation of these funds primarily had the impact of increasing interest and other income of Consolidated Funds, interest and other expenses of Consolidated Funds, and net investment gains (losses) of Consolidated Funds in the year that the fund is initially consolidated. The consolidation of these funds had no effect on net income attributable to the PartnershipCompany for the periods presented.
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions, except share and per share data) | |||||||||||||||||
| Revenues | |||||||||||||||||
| Fund management fees | $ | 1,667.5 | $ | 1,486.0 | $ | 1,476.2 | |||||||||||
| Incentive fees | 48.8 | 37.0 | 35.9 | ||||||||||||||
| Investment income (loss) | |||||||||||||||||
| Performance allocations | 6,084.6 | 1,635.9 | 799.1 | ||||||||||||||
| Principal investment income (loss) | 637.3 | (540.7) | 769.3 | ||||||||||||||
| Total investment income | 6,721.9 | 1,095.2 | 1,568.4 | ||||||||||||||
| Interest and other income | 90.7 | 89.6 | 97.3 | ||||||||||||||
| Interest and other income of Consolidated Funds | 253.2 | 226.8 | 199.2 | ||||||||||||||
| Total revenues | 8,782.1 | 2,934.6 | 3,377.0 | ||||||||||||||
| Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation | 908.0 | 849.6 | 833.4 | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Performance allocations and incentive fee related compensation | 2,961.0 | 779.1 | 436.7 | ||||||||||||||
| Total compensation and benefits | 4,032.1 | 1,733.7 | 1,410.1 | ||||||||||||||
| General, administrative, and other expenses | 431.7 | 349.3 | 494.4 | ||||||||||||||
| Interest | 113.3 | 94.0 | 82.1 | ||||||||||||||
| Interest and other expenses of Consolidated Funds | 178.5 | 163.5 | 131.8 | ||||||||||||||
| Other non-operating (income) expenses | 1.5 | (7.2) | 1.3 | ||||||||||||||
| Total expenses | 4,757.1 | 2,333.3 | 2,119.7 | ||||||||||||||
| Other income (loss) | |||||||||||||||||
| Net investment gains (losses) of Consolidated Funds | 2.5 | (21.3) | (23.9) | ||||||||||||||
| Income before provision for income taxes | 4,027.5 | 580.0 | 1,233.4 | ||||||||||||||
| Provision for income taxes | 982.3 | 197.2 | 49.0 | ||||||||||||||
| Net income | 3,045.2 | 382.8 | 1,184.4 | ||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 70.5 | 34.6 | 36.6 | ||||||||||||||
| Net income attributable to Carlyle Holdings | 2,974.7 | 348.2 | 1,147.8 | ||||||||||||||
| Net income attributable to non-controlling interests in Carlyle Holdings | — | — | 766.9 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. | 2,974.7 | 348.2 | 380.9 | ||||||||||||||
| Net income attributable to Series A Preferred Unitholders | — | — | 19.1 | ||||||||||||||
| Series A Preferred Units redemption premium | — | — | 16.5 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. Common Stockholders | $ | 2,974.7 | $ | 348.2 | $ | 345.3 | |||||||||||
| Net income attributable to The Carlyle Group Inc. per common share | |||||||||||||||||
| Basic | $ | 8.37 | $ | 0.99 | $ | 3.05 | |||||||||||
| Diluted | $ | 8.20 | $ | 0.97 | $ | 2.82 | |||||||||||
| Weighted-average common shares | |||||||||||||||||
| Basic | 355,241,653 | 350,464,315 | 113,082,733 | ||||||||||||||
| Diluted | 362,574,564 | 358,393,802 | 122,632,889 | ||||||||||||||
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| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions, except unit and per unit data) | |||||||||||
| Revenues | |||||||||||
| Fund management fees | $ | 1,026.9 | $ | 1,076.1 | $ | 1,085.2 | |||||
| Performance fees | |||||||||||
| Realized | 1,097.3 | 1,129.5 | 1,441.9 | ||||||||
| Unrealized | 996.6 | (377.7 | ) | (617.0 | ) | ||||||
| Total performance fees | 2,093.9 | 751.8 | 824.9 | ||||||||
| Investment income (loss) | |||||||||||
| Realized | 70.4 | 112.9 | 32.9 | ||||||||
| Unrealized | 161.6 | 47.6 | (17.7 | ) | |||||||
| Total investment income | 232.0 | 160.5 | 15.2 | ||||||||
| Interest and other income | 36.7 | 23.9 | 18.6 | ||||||||
| Interest and other income of Consolidated Funds | 177.7 | 166.9 | 975.5 | ||||||||
| Revenue of a real estate VIE | 109.0 | 95.1 | 86.8 | ||||||||
| Total revenues | 3,676.2 | 2,274.3 | 3,006.2 | ||||||||
| Expenses | |||||||||||
| Compensation and benefits | |||||||||||
| Base compensation | 652.7 | 647.1 | 632.2 | ||||||||
| Equity-based compensation | 320.3 | 334.6 | 378.0 | ||||||||
| Performance fee related | |||||||||||
| Realized | 520.7 | 580.5 | 650.5 | ||||||||
| Unrealized | 467.6 | (227.4 | ) | (139.6 | ) | ||||||
| Total compensation and benefits | 1,961.3 | 1,334.8 | 1,521.1 | ||||||||
| General, administrative, and other expenses | 276.8 | 521.1 | 712.8 | ||||||||
| Interest | 65.5 | 61.3 | 58.0 | ||||||||
| Interest and other expenses of Consolidated Funds | 197.6 | 128.5 | 1,039.3 | ||||||||
| Interest and other expenses of a real estate VIE and loss on deconsolidation | 202.5 | 207.6 | 144.6 | ||||||||
| Other non-operating income | (71.4 | ) | (11.2 | ) | (7.4 | ) | |||||
| Total expenses | 2,632.3 | 2,242.1 | 3,468.4 | ||||||||
| Other income | |||||||||||
| Net investment gains of Consolidated Funds | 88.4 | 13.1 | 864.4 | ||||||||
| Income before provision for income taxes | 1,132.3 | 45.3 | 402.2 | ||||||||
| Provision for income taxes | 124.9 | 30.0 | 2.1 | ||||||||
| Net income | 1,007.4 | 15.3 | 400.1 | ||||||||
| Net income attributable to non-controlling interests in consolidated entities | 72.5 | 41.0 | 537.9 | ||||||||
| Net income (loss) attributable to Carlyle Holdings | 934.9 | (25.7 | ) | (137.8 | ) | ||||||
| Net income (loss) attributable to non-controlling interests in Carlyle Holdings | 690.8 | (32.1 | ) | (119.4 | ) | ||||||
| Net income (loss) attributable to The Carlyle Group L.P. | 244.1 | 6.4 | (18.4 | ) | |||||||
| Net income attributable to Series A Preferred Unitholders | 6.0 | — | — | ||||||||
| Net income (loss) attributable to The Carlyle Group L.P. common unitholders | $ | 238.1 | $ | 6.4 | $ | (18.4 | ) | ||||
| Net income (loss) attributable to The Carlyle Group L.P. per common unit | |||||||||||
| Basic | $ | 2.58 | $ | 0.08 | $ | (0.24 | ) | ||||
| Diluted | $ | 2.38 | $ | (0.08 | ) | $ | (0.30 | ) | |||
| Weighted-average common units | |||||||||||
| Basic | 92,136,959 | 82,714,178 | 74,523,935 | ||||||||
| Diluted | 100,082,548 | 308,522,990 | 298,739,382 | ||||||||
Year Ended December 31, 20172021 Compared to Year Ended December 31, 20162020 and Year Ended December 31, 20162020 Compared to Year Ended December 31, 2015.2019.
Revenues
Total revenues increased $1,401.9 million,$5.8 billion, or 62%199%, for the year ended December 31, 20172021 as compared to 20162020 and decreased $731.9$442.4 million, or 24%13%, for the year ended December 31, 20162020 as compared to 2015.2019. The following table provides the components of the changes in total revenues for the years ended December 31, 20172021 and 2016:2020:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Total Revenues, prior year | $ | 2,934.6 | $ | 3,377.0 | |||||||
| Increases (Decreases): | |||||||||||
| Increase in fund management fees | 181.5 | 9.8 | |||||||||
| Increase in incentive fees | 11.8 | 1.1 | |||||||||
| Increase (decrease) in investment income, including performance allocations | 5,626.7 | (473.2) | |||||||||
| Increase in interest and other income of Consolidated Funds | 26.4 | 27.6 | |||||||||
| Increase (decrease) in interest and other income | 1.1 | (7.7) | |||||||||
| Total increase (decrease) | 5,847.5 | (442.4) | |||||||||
| Total Revenues, current year | $ | 8,782.1 | $ | 2,934.6 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Total Revenues, prior year | $ | 2,274.3 | $ | 3,006.2 | ||
| Increases (decreases): | ||||||
| Decrease in fund management fees | (49.2 | ) | (9.1 | ) | ||
| Increase (decrease) in performance fees | 1,342.1 | (73.1 | ) | |||
| Increase in investment income | 71.5 | 145.3 | ||||
| Increase (decrease) in interest and other income of Consolidated Funds | 10.8 | (808.6 | ) | |||
| Increase in revenue of a real estate VIE | 13.9 | 8.3 | ||||
| Increase in interest and other income | 12.8 | 5.3 | ||||
| Total increase (decrease) | 1,401.9 | (731.9 | ) | |||
| Total Revenues, current year | $ | 3,676.2 | $ | 2,274.3 | ||
Fund Management Fees. Fund management fees decreased $49.2increased $181.5 million, or 5%12%, for the year ended December 31, 20172021 as compared to 2016,2020, and decreased $9.1increased $9.8 million, or 1%, for the year ended December 31, 20162020 as compared to 2015,2019, primarily due to the following:
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Management fees from funds that were deconsolidated as a result of adoption of ASU 2015-2 on January 1, 2016 (See Note 2 to the consolidated financial statements) | $ | — | $ | 139.7 | ||
| Higher management fees from the commencement of the investment period for certain newly raised funds | 99.0 | 112.4 | ||||
| Lower management fees resulting from the change in basis for earning management fees from commitments to invested capital for certain funds and from distributions from funds whose management fees are based on invested capital | (63.0 | ) | (117.8 | ) | ||
| Decrease in catch-up management fees from subsequent closes of funds that are in the fundraising period | (6.6 | ) | (63.7 | ) | ||
| Lower management fees from lower assets under management in our former hedge funds | (66.4 | ) | (88.9 | ) | ||
| (Lower) higher transaction and portfolio advisory fees | (4.2 | ) | 22.6 | |||
| All other changes | (8.0 | ) | (13.4 | ) | ||
| Total decrease in fund management fees | $ | (49.2 | ) | $ | (9.1 | ) |
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Higher management fees from the commencement of the investment period for certain newly raised funds | $ | 183.0 | $ | 132.1 | |||||||
| Lower management fees resulting from the change in basis for earning management fees from commitments to invested capital for certain funds and from net investment activity in funds whose management fees are based on invested capital | (28.3) | (100.5) | |||||||||
| Decrease in catch-up management fees from subsequent closes of funds that are in the fundraising period | (5.8) | (18.3) | |||||||||
| Higher transaction and portfolio advisory fees | 39.9 | 1.7 | |||||||||
| Lower fund management fees due to sale of MRE on April 1, 2021 | (15.9) | — | |||||||||
| All other changes | 8.6 | (5.2) | |||||||||
| Total increase in fund management fees | $ | 181.5 | $ | 9.8 | |||||||
Fund management fees include transaction and portfolio advisory fees, net of rebate offsets, of $43.6$90.7 million, $47.8$50.8 million, and $25.2$49.1 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively. The decrease in transaction and portfolio advisory fees
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Investment Income. Investment income increased $5.6 billion for the year ended December 31, 20172021 as compared to 20162020, and the increase for the year ended December 31, 2016 as compared to 2015 resulted primarily from a significant transaction related to one of our U.S. buyout funds in 2016.
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Increase in performance allocations, excluding NGP | $ | 4,448.7 | $ | 836.8 | |||||||
| Increase in investment income from NGP, which includes performance allocations from the investments in NGP | 36.5 | 125.0 | |||||||||
| Increase in investment income from our corporate private equity funds | 120.4 | 53.6 | |||||||||
| Decrease in gains on foreign currency hedges | (6.2) | (3.3) | |||||||||
| Increase (decrease) in investment income from our real estate funds | 26.7 | (8.7) | |||||||||
| Increase (decrease) in investment income from our natural resources funds, excluding NGP | 22.0 | (10.2) | |||||||||
| Decrease from the settlement of CEREP I tax matter in 2019 | — | (71.5) | |||||||||
| Increase in investment income from our Global Credit carry funds | 13.6 | 14.3 | |||||||||
| Increase in investment income from our direct lending funds and interval funds | 8.9 | 9.6 | |||||||||
| Increase (decrease) in investment income from Carlyle Aviation | 0.9 | (2.3) | |||||||||
| Increase in investment income from our CLOs | 24.7 | 3.3 | |||||||||
| Increase (decrease) in income from Fortitude | 852.9 | (1,414.8) | |||||||||
| Increase (decrease) in investment income from AlpInvest | 15.7 | (0.5) | |||||||||
All other changes (1) | 61.9 | (4.5) | |||||||||
| Total increase (decrease) in investment income | $ | 5,626.7 | $ | (473.2) | |||||||
(1) All other changes in 2021includes investment income of $49.8 million associated with the remeasurement of a corporate investment, which was previously carried at cost, resulting from an observable price change pursuant to ASC 321, Investments–Equity Securities.
Prior to the Control Transaction which closed on June 2, 2020, as described in Note 4 to the consolidated financial statements, we accounted for our investment in Fortitude under the equity method of accounting by recognizing our pro rata share of Fortitude’s U.S. GAAP earnings, which is included in principal investment income (loss) in the consolidated statements of operations. These amounts were inclusive of unrealized gains (losses) resulting from changes in the fair value of embedded derivatives related to certain reinsurance contracts included in Fortitude’s U.S. GAAP financial statements. Modified coinsurance is subject to the general accounting principles for hedging, specifically the guidance originally issued as Derivatives Implementation Group Issue No. B36: Embedded Derivatives: Modified Coinsurance Agreements and Debt Instruments That Incorporate Credit Risk Exposures That Are Unrelated or Only Partially Related to the Creditworthiness of the Obligor under Those Instruments (“DIG B36”). At the time we contributed our existing 19.9% interest in Fortitude to Carlyle FRL, a Carlyle-affiliated investment fund, we began accounting for our investment under the equity method based on our net asset value in the fund, which resulted in a loss in principal investment income (loss) of $620.7 million in the year ended December 31, 2020. As of December 31, 2021, our investment in Carlyle FRL was $715.7 million, relative to our cost of $465.5 million.
Our investment in NGP entitles us to 55% of the management fee-related revenue of the NGP entities that serve as advisors to the NGP Energy Funds and is subject to impairment under the U.S. GAAP accounting for equity method investments. We evaluate our equity method investment in NGP for impairment whenever events or changes in circumstances indicate that the carrying amount of the investment may not be recoverable, but no less than quarterly. For example, challenges with fundraising or lower future management fees could cause an impairment of our investment in NGP in the future. As of December 31, 2021, we continue to believe that our investment in NGP is not impaired.
We recorded an increase in investment income from CLOs during the year ended December 31, 2021 relative to the comparable period in 2020. The fair value of the CLO investments held by the firm (before the effects of consolidation) decreased $73.14% in 2021, with our investments in subordinated notes depreciating 3% and our investments in the senior notes depreciating 5% during 2021.
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Performance Allocations. Performance allocations increased $4.4 billion for the year ended December 31, 2021 compared to 2020 and increased $836.8 million for the year ended December 31, 20162020 as compared to 2015.2019. Performance feesallocations by segment for the years ended December 31, 2017, 20162021, 2020 and 20152019 comprised the following:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Private Equity | $ | 5,223.2 | $ | 1,440.5 | $ | 550.4 | |||||||||||
| Global Credit | 156.6 | 21.5 | 38.5 | ||||||||||||||
Global Investment Solutions(1) | 704.8 | 173.9 | 210.2 | ||||||||||||||
| Total performance allocations | $ | 6,084.6 | $ | 1,635.9 | $ | 799.1 | |||||||||||
| Total carry fund appreciation | 41% | 10% | 9% | ||||||||||||||
| Year Ended December 31, | |||||||||
| 2017 | 2016 | 2015 | |||||||
| (Dollars in Millions) | |||||||||
| Corporate Private Equity | $ | 1,629.6 | $ | 289.6 | $ | 698.2 | |||
| Real Assets | 265.2 | 321.1 | 49.3 | ||||||
| Global Credit | 56.6 | 37.4 | (41.0 | ) | |||||
| Investment Solutions | 142.5 | 103.7 | 118.4 | ||||||
| Total performance fees | $ | 2,093.9 | $ | 751.8 | $ | 824.9 | |||
| Total carry fund appreciation | 20% | 12% | 12% | ||||||
Despite the pandemic’s persistence, corporate earnings in 2021 exceeded expectations; investments in digitization and technology drove large productivity gains which more than offset input price inflation and powered margin expansion. Current estimates anticipate S&P 500 constituents’ 2021 full year ended December 31, 2017 were related to CP VI, CAP IVearnings growth in excess of 45%. This robust performance, coupled with fiscal stimulus and CP V, while approximately $214.2 million of our performance fees for the year ended December 31, 2016 were related to CP V and CRP VII, and approximately $422.1 million of our performance fees for the year ended December 31, 2015 were related to CEP III, CAP III, CRP VI, and Energy III.
Interest and benefit from low interest rates. We anticipate this bill generally should be a net positive for our carry fund portfolio. During 2017, our overall carry fund portfolio appreciated 20%. Our Corporate Private Equity funds appreciated by 32%, our Real Asset funds appreciated by 19%, our Global Credit funds appreciated by 11% and our dollar denominated appreciation in Investment Solutions was 10% for 2017. With market valuation levels at all-time highs, increasing volatility and the potential for upward movement in interest rates, it will be difficult for the public markets to generate the same level of appreciation in 2018 as observed in 2017 and, accordingly, it will be difficult for our portfolio to do the same as well.
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Increase in investment income from NGP, which includes performance fees from the investments in NGP | $ | 103.1 | $ | 113.0 | ||
| Investment loss related to NGP contingent consideration (See Note 5 to the consolidated financial statements) | (37.6 | ) | (9.6 | ) | ||
| Increase in investment income from our buyout and growth funds | 10.8 | 32.5 | ||||
| Decrease (increase) in losses on foreign currency hedges | 4.6 | (6.5 | ) | |||
| (Decrease) increase in investment income from our real assets funds, excluding NGP | (14.9 | ) | 10.7 | |||
| Decrease (increase) in investment loss from our distressed debt funds, former hedge funds, and energy mezzanine funds | 4.0 | (1.6 | ) | |||
| (Decrease) increase in investment income from our CLOs | (6.7 | ) | 10.4 | |||
| All other changes | 8.2 | (3.6 | ) | |||
| Total increase in investment income | $ | 71.5 | $ | 145.3 | ||
Interest and Other Income of Consolidated Funds. Our CLOs generate interest income primarily from investments in bonds and loans inclusive of amortization of discounts and generate other income from consent and amendment fees. Substantially all interest and other income of the CLOs and other consolidated funds together with interest expense of our CLOs and net investment gains (losses) of Consolidated Funds is attributable to the related funds’ limited partners or CLO investors and therefore is allocated to non-controlling interests.investors. Accordingly, such amounts have no material impact on net income attributable to the Partnership.Company.
Interest and other income of consolidated funds increased $10.8$26.4 million for the year ended December 31, 20172021 as compared to 2016,2020, and decreased $808.6increased $27.6 million for the year ended December 31, 20162020 as compared to 2015. The following table provides explanations2019. Substantially all of the changesvariance in interest and other income of consolidated fundsConsolidated Funds for both periods relates to interest income from CLOs.
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Expenses
Total expenses increased $2.4 billion for the yearsyear ended December 31, 20172021 as compared to 2020, and 2016:
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Increase (decrease) in interest and other income from CLOs | $ | 28.1 | $ | (636.2 | ) | |
| Decrease in interest and dividend income from consolidated AlpInvest funds and vehicles | — | (69.5 | ) | |||
| Decrease in interest and dividend income from consolidated hedge funds | — | (120.3 | ) | |||
| (Decrease) increase in other income from other consolidated funds | (17.3 | ) | 17.4 | |||
| Total increase (decrease) in interest and other income of Consolidated Funds | $ | 10.8 | $ | (808.6 | ) | |
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Total Expenses, prior year | $ | 2,333.3 | $ | 2,119.7 | |||||||
| Increases (Decreases): | |||||||||||
| Increase in total compensation and benefits | 2,298.4 | 323.6 | |||||||||
| Increase (decrease) in general, administrative and other expenses | 82.4 | (145.1) | |||||||||
| Increase in interest | 19.3 | 11.9 | |||||||||
| Increase in interest and other expenses of Consolidated Funds | 15.0 | 31.7 | |||||||||
| Increase (decrease) in other non-operating expense | 8.7 | (8.5) | |||||||||
| Total increase | 2,423.8 | 213.6 | |||||||||
| Total Expenses, current year | $ | 4,757.1 | $ | 2,333.3 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Total Expenses, prior year | $ | 2,242.1 | $ | 3,468.4 | ||
| Increases (Decreases): | ||||||
| Increase (decrease) in total compensation and benefits | 626.5 | (186.3 | ) | |||
| Decrease in general, administrative and other expenses | (244.3 | ) | (191.7 | ) | ||
| Increase (decrease) in interest and other expenses of Consolidated Funds | 69.1 | (910.8 | ) | |||
| (Decrease) increase in interest and other expenses of a real estate VIE and loss on deconsolidation | (5.1 | ) | 63.0 | |||
| Increase in other non-operating income | (60.2 | ) | (3.8 | ) | ||
| All other changes | 4.2 | 3.3 | ||||
| Total increase (decrease) | 390.2 | (1,226.3 | ) | |||
| Total Expenses, current year | $ | 2,632.3 | $ | 2,242.1 | ||
Total Compensation and Benefits. Total compensation and benefits increased $626.5$2.3 billion for the year ended December 31, 2021 as compared to 2020, and increased $323.6 million for the year ended December 31, 20172020 as compared to 2016, and decreased $186.3 million for the year ended December 31, 2016 as compared to 2015,2019, due to the following:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Increase in cash-based compensation and benefits | $ | 58.4 | $ | 16.2 | |||||||
| Increase (decrease) in equity-based compensation | 58.1 | (35.0) | |||||||||
| Increase in performance allocations and incentive fee related compensation | 2,181.9 | 342.4 | |||||||||
| Total increase in total compensation and benefits | $ | 2,298.4 | $ | 323.6 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Increase in base compensation | $ | 5.6 | $ | 14.9 | ||
| Decrease in equity-based compensation | (14.3 | ) | (43.4 | ) | ||
| Increase (decrease) in performance fee related compensation | 635.2 | (157.8 | ) | |||
| Total increase (decrease) in total compensation and benefits | $ | 626.5 | $ | (186.3 | ) | |
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Increase in headcount and bonuses | $ | 81.0 | $ | 27.5 | |||||||
(Decrease) increase in compensation expense associated with contingent earn-out payments (1) | (22.6) | (11.3) | |||||||||
| Total increase in base compensation and benefits | $ | 58.4 | $ | 16.2 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Decrease in hedge fund headcount and bonuses | $ | (24.9 | ) | $ | — | |
| Decrease in all other headcount and bonuses | (14.7 | ) | (40.7 | ) | ||
| Increase (decrease) in compensation costs associated with fundraising activities | 30.4 | (7.2 | ) | |||
| Absence in 2017 of prior year net write-down of acquisition-related compensatory arrangements | 14.8 | — | ||||
Higher expense associated with acquisition-related compensatory arrangements1 | — | 62.8 | ||||
| Total increase in base compensation and benefits | $ | 5.6 | $ | 14.9 | ||
Equity-based compensation. Equity-based compensation, decreased $14.3net of forfeitures, increased $58.1 million, or 4%55%, for the year ended December 31, 20172021 as compared to 2016. 2020. The increase in equity-based compensation from 2020 to 2021 was primarily due to the expanded use of equity-based compensation incentive programs as well as a forfeiture credit recorded in 2020 related to the retirement of one of our co-chief executive officers. During the year ended December 31, 2021, we granted 7.1 million long-term strategic restricted stock units to certain senior professionals, the majority of which are subject to vesting based on the achievement of annual performance targets over four years, with a larger proportion of the awards vesting based
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on the 2024 performance year. As a result, the number of restricted stock units granted in 2021 is higher than in 2020, which, combined with a higher share price than in prior periods, will result in higher equity-based compensation expense in the coming years.
The decrease in equity-based compensation from 20162019 to 20172020 was due primarily to the lower rate of ongoing grants of restricted stock units, as well as a forfeiture of equity-based awards due to employee terminations occurringcredit recorded in since 2016 and the accounting policy change on January 1, 2017 to account for forfeitures as they occur instead of estimating an expense at the grant date. These decreases were partially offset by the settlement of the DGAM earnout agreement due2020 related to the commencementretirement of the wind downone of DGAM in 2016 in which a reduction ofour co-chief executive officers.
Performance allocations and incentive fee related compensation expense. Performance allocations and incentive fee related compensation expense was incurred in 2016 and by the ongoing granting of deferred restricted common units to new and existing employees during 2016 and 2017.
General, Administrative and Other Expenses. General, administrative and other expenses decreased $244.3increased $82.4 million for the year ended December 31, 20172021 as compared to 2016,2020, and decreased $191.7$145.1 million for the year ended December 31, 20162020 as compared to 2015,2019, primarily due to:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
Right-of-use asset impairment (1) | $ | 26.8 | $ | — | |||||||
CCC litigation cost recovery in 2020 (2) | 29.9 | (29.9) | |||||||||
| Lower intangible asset amortization | (4.4) | (0.9) | |||||||||
| Higher (lower) depreciation and amortization | 4.3 | (12.6) | |||||||||
| Lower professional fees, including corporate conversion costs | (5.4) | (29.7) | |||||||||
| Lower travel and conference costs | (2.9) | (49.2) | |||||||||
| Higher (lower) rent expense | 7.7 | (1.1) | |||||||||
Foreign exchange adjustments (3) | 21.9 | (29.8) | |||||||||
| Higher external fundraising costs | 2.0 | 4.2 | |||||||||
| Other changes | 2.5 | 3.9 | |||||||||
| Total increase (decrease) in general, administrative and other expenses | $ | 82.4 | $ | (145.1) | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Absence in 2016 of intangible asset impairment losses in 2015 | $ | — | $ | (220.3 | ) | |
| Lower intangible asset amortization | (32.3 | ) | (33.8 | ) | ||
| (Lower) higher expenses for litigation and contingencies * | (56.2 | ) | 125.8 | |||
| Net insurance proceeds recognized for certain legal matters | (187.6 | ) | (25.0 | ) | ||
| (Lower) higher professional fees and office expenses | (5.8 | ) | 9.8 | |||
| Higher (lower) external fundraising costs | 6.0 | (16.2 | ) | |||
| Foreign exchange adjustments and other changes | 31.6 | (32.0 | ) | |||
| Total decrease in general, administrative and other expenses | $ | (244.3 | ) | $ | (191.7 | ) |
(3) Foreign exchange adjustments for the year ended December 31, 2017 compared2021 include a loss of $14.7 million from the sale of our local Brazilian management entity related to amounts previously recorded in accumulated other comprehensive income. Foreign exchange adjustments for the years ended December 31, 2021 and 2020 are also driven by the revaluation on our European CLO investments.
Interest. Interest increased $19.3 million for the year ended December 31, 2016, this reflects the $175 million 2016 commodities charges2021 as compared to 2020 primarily due to interest accrued on the $25Subordinated Notes issued in May 2021, as well as $10.1 million reversalof interest expense recorded upon the early extinguishment of the CCC litigation reserve and $1443.875% Senior Notes in November 2021. Interest increased $11.9 million of commodities chargesfor the year ended December 31, 2020 as compared to 2019 primarily due to interest accrued on the 3.500% Senior Notes issued in 2017.September 2019. See Note 96 to the consolidated financial statements in Item 8 of this Form 10-K for more information on our legal matters.information.
Interest and Other Expenses of Consolidated Funds. Interest and other expenses of Consolidated Funds increased $69.1$15.0 million for the year ended December 31, 20172021 as compared to 20162020 primarily due to higher interest expense on the
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consolidated CLOs. Interest and decreased $910.8other expenses of Consolidated Funds increased $31.7 million for the year ended December 31, 20162020 as compared to 2015. The increase for the year ended December 31, 2017 as compared to 2016 is2019, primarily due to higher interest expense on the consolidated CLOs. The decrease for the year ended December 31, 2016 as compared to 2015 is primarily due to lower interest expense on the consolidated CLOs and the absence in 2016 of interest and other expenses of hedge funds and AlpInvest funds and vehicles that were deconsolidated on January 1, 2016.
The CLOs incur interest expense on their loans payable and incur other expenses consisting of trustee fees, rating agency fees and professional fees. Substantially all interest and other income of our CLOs together with interest expense of our CLOs and net investment gains of Consolidated Funds is attributable to the related funds’ limited partners or CLO investors and therefore is allocated to non-controlling interests.investors. Accordingly, such amounts have no material impact on net income attributable to the Partnership.Company.
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Higher (lower) expenses associated with land development services | $ | 33.1 | $ | (17.2 | ) | |
| Higher (lower) expenses related to fair market value adjustment for Urbplan loans | 11.0 | (26.8 | ) | |||
| (Lower) higher interest expense | (32.9 | ) | 10.5 | |||
| Lower compensation and benefits | (5.7 | ) | (2.2 | ) | ||
| (Lower) higher general, administrative and other expenses, primarily due to asset impairments and litigation reserves | (75.1 | ) | 98.7 | |||
| Loss on deconsolidation * | 64.5 | — | ||||
| Total (decrease) increase in interest and other expenses of a real estate VIE and loss on deconsolidation | $ | (5.1 | ) | $ | 63.0 | |
Other Non-operating Income.Expenses (Income). For the year ended December 31, 2017,2021, this caption includes a loss on the sale of our local Brazilian management entity and related transaction costs of $4.7 million and a $5.0 million gain on the sale of our interest in MRE. For the year ended December 31, 2020, this caption includes the impact of the newly enacted tax reform legislationConversion on our tax receivable agreement liability, which was reduced by $71.5$9.3 million. See Note 1110 to the consolidated financial statements for more information on the newly enacted tax reform legislation. In addition, for the years ended December 31, 2017, 2016 and 2015, this caption primarily represents the change in the fair value of contingent consideration associated with the Partnership's acquisitions.
Net Investment Gains (Losses) of Consolidated Funds.Funds
For the years ended December 31, 2017, 20162021, 2020 and 20152019 net investment (losses) gains of Consolidated Funds was $88.4$2.5 million, $13.1$(21.3) million, and $864.4$(23.9) million, respectively. For periods prior to January 1, 2016, this activity is predominantly driven by our consolidated AlpInvest funds and vehicles, CLOs, and hedge funds. On January 1, 2016, the Partnership adopted new consolidation accounting guidance that allowed the Partnership to deconsolidate the AlpInvest funds and vehicles, hedge funds, and the majorityrespectively, comprised of its CLOs. As a result, beginning with the year ended December 31, 2016, net investment gains only comprise the activity of the remaining consolidated CLOs and certain other funds. For the consolidated CLOs, the amount reflects the net gain or loss on the fair value adjustment of both the assets and liabilities. The components of net investment gains of consolidated funds for the respective periods are:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Realized losses | $ | 9.6 | $ | (91.3) | $ | (14.2) | |||||||||||
| Net change in unrealized gains (losses) | 67.0 | 62.2 | (4.7) | ||||||||||||||
| Total losses | 76.6 | (29.1) | (18.9) | ||||||||||||||
| Gains (losses) from liabilities of CLOs | (74.1) | 7.8 | (5.0) | ||||||||||||||
| Total net investment (losses) gains of Consolidated Funds | $ | 2.5 | $ | (21.3) | $ | (23.9) | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Realized (losses) gains | $ | (54.0 | ) | $ | (33.4 | ) | $ | 1,114.7 | |||
| Net change in unrealized gains (losses) | 81.0 | 85.1 | (688.5 | ) | |||||||
| Total gains | 27.0 | 51.7 | 426.2 | ||||||||
| Gains (losses) on liabilities of CLOs | 61.4 | (40.5 | ) | 436.5 | |||||||
| Gains on other assets of CLOs | — | 1.9 | 1.7 | ||||||||
| Total investment gains of Consolidated Funds | $ | 88.4 | $ | 13.1 | $ | 864.4 | |||||
The net investment gainsprovision (benefit) for income taxes was $982.3 million, $197.2 million and $49.0 million for the years ended December 31, 2017, 20162021, 2020 and 2015 were2019, respectively, with effective tax rates of 24.4%, 34.0% and 4.0%, respectively. The effective tax rate for the years ended December 31, 2021 and 2020 is primarily comprised of the 21% U.S. federal corporate income tax rate plus U.S. state and foreign corporate income taxes, partially offset by non-controlling interests and the impact of a tax benefit resulting from the vesting of restricted stock units. The effective tax rate for the year ended December 31, 2020 also differs from the statutory rate due to the following:income tax expense resulting from the Conversion (see Note 10 to the accompanying consolidated financial statements for more information regarding the impact of the Conversion). Excluding this impact from Conversion, our effective income tax rate would have been approximately 19% for the year ended December 31, 2020. The effective tax rate for the year ended December 31, 2019 reflects our pre-Conversion status as a partnership.
| Year Ended December 31, | |||||||||
| 2017 | 2016 | 2015 | |||||||
| (Dollars in Millions) | |||||||||
| Gains attributable to the consolidated AlpInvest funds and vehicles | $ | — | $ | — | $ | 978.8 | |||
| Losses attributable to the consolidated hedge funds | — | — | (138.4 | ) | |||||
| Gains (losses) attributable to other consolidated funds | 19.9 | (0.1 | ) | (10.1 | ) | ||||
| Net appreciation of CLOs | 68.5 | 13.2 | 34.1 | ||||||
| Total net investment gains | $ | 88.4 | $ | 13.1 | $ | 864.4 | |||
Net Income Attributable to Non-controlling Interests in Consolidated Entities
Net income attributable to non-controlling interests in consolidated entities was $72.5$70.5 million, $41.0$34.6 million, and $537.9$36.6 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively. These amounts are primarily attributable to the net earnings of the Consolidated Funds for each period, which are substantially all allocated to the related funds’ limited partners or CLO investors. This balance also includesThe net income (loss) of our Consolidated Funds, after eliminations, was $2.7 million, $8.1 million, and $10.0 million for the allocation of Urbplan's net losses that areyears ended December 31, 2021, 2020 and 2019, respectively. Net income attributable to non-controlling interests andin consolidated entities also includes net income attributable to non-controlling interests in carried interest, giveback obligations, and cash held for carried interest distributions.
| Year Ended December 31, | |||||||||
| 2017 | 2016 | 2015 | |||||||
| (Dollars in Millions) | |||||||||
| Net income from the consolidated AlpInvest funds and vehicles | $ | — | $ | — | $ | 861.9 | |||
| Net loss from the consolidated hedge funds | — | — | (185.9 | ) | |||||
| Net income (loss) from the consolidated CLOs | — | 0.1 | (54.3 | ) | |||||
| Net income from other consolidated funds | 12.0 | 17.0 | 14.6 | ||||||
| Total net income of our Consolidated Funds, after eliminations | $ | 12.0 | $ | 17.1 | $ | 636.3 | |||
Net Income (Loss) Attributable to The Carlyle Group L.P.Inc. Common UnitholdersStockholders
The net income (loss) attributable to the The Carlyle Group L.P.Inc. common unitholdersstockholders was $238.1 million, $6.4$3.0 billion, $348.2 million, and $(18.4)$345.3 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively. The Partnership isPrior to the Conversion, the Company was allocated a portion of the monthly net income (loss) attributable to Carlyle Holdings based on the Partnership’sCompany’s ownership in Carlyle Holdings (which was approximately 30%, 26%, and 25%34% as of December 31, 2017, 2016 and 2015, respectively)2019). Net income or loss attributable to the Partnership also includes 100% of theIn addition, net income or loss attributable to the Partnership's wholly owned taxable subsidiary, Carlyle Holdings I GP Inc., which was $(30.3) million, $17.8 million, and $29.3 million for the years ended December 31, 2017, 2016 and 2015, respectively. As a result, the total net income or loss attributable to the Partnership will vary as a percentage of the net income or loss attributable to Carlyle Holdings.
Non-GAAP Financial Measures
The following tables set forth information in the format used by management when making resource deployment decisions and in assessing performance of our segments. These non-GAAP financial measures are presented for the years ended December 31, 2017, 20162021, 2020 and 2015. The tables below show our total segment Economic Income which is the sum of Fee Related Earnings, Net Performance Fees, Investment Income (Loss), Reserve for Litigation and Contingencies, Net interest and Equity-based compensation expense (excluding equity-based compensation grants issued in May 2012 upon the completion of the initial public offering or grants issued in acquisitions or strategic investments).2019. Our Non-GAAP financial measures exclude the effects of unrealized performance allocations net of related compensation expense, unrealized principal investment income, consolidated funds, acquisition-relatedacquisition-and disposition-related items including amortization and any impairment charges of lease right-of-use assets or acquired intangible assets and contingent consideration taking the form of earn-outs, charges associated with equity-based compensation, grants issued in May 2012 upon completion of the initial public offering or grants issued in acquisitions or strategic investments, changes in the tax receivable agreement liability, corporate actions and infrequently occurring or unusual events.
The following table shows our total segment Economic Income,Distributable Earnings, or “DE”, and Fee Related Earnings, and Distributable Earningsor “FRE”, for the years ended December 31, 2017, 20162021, 2020 and 2015.2019.
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Total Segment Revenues | $ | 4,950.1 | $ | 2,289.5 | $ | 2,110.1 | |||||||||||
| Total Segment Expenses | 2,706.4 | 1,527.4 | 1,463.5 | ||||||||||||||
| (=) Distributable Earnings | $ | 2,243.7 | $ | 762.1 | $ | 646.6 | |||||||||||
| (-) Realized Net Performance Revenues | 1,529.6 | 246.3 | 164.1 | ||||||||||||||
| (-) Realized Principal Investment Income | 209.5 | 73.0 | 87.0 | ||||||||||||||
| (+) Net Interest | 93.5 | 76.9 | 57.3 | ||||||||||||||
| (=) Fee Related Earnings | $ | 598.1 | $ | 519.7 | $ | 452.8 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Total Segment Revenues | $ | 3,378.8 | $ | 1,958.6 | $ | 2,132.4 | |||||
| Total Segment Expenses | 2,109.5 | 1,652.7 | 1,735.8 | ||||||||
| Economic Income | $ | 1,269.3 | $ | 305.9 | $ | 396.6 | |||||
| (-) Net Performance Fees | 1,177.8 | 393.7 | 391.7 | ||||||||
| (-) Investment Income (Loss) | 47.2 | 50.3 | (22.4 | ) | |||||||
| (+) Equity-based Compensation | 123.9 | 119.6 | 121.5 | ||||||||
| (+) Net Interest | 48.8 | 51.1 | 53.3 | ||||||||
| (+) Reserve for Litigation and Contingencies | (25.0 | ) | — | 50.0 | |||||||
| (=) Fee Related Earnings | $ | 192.0 | $ | 32.6 | $ | 252.1 | |||||
| (+) Realized Net Performance Fees | 552.6 | 625.3 | 788.5 | ||||||||
| (+) Realized Investment Income (Loss) | (25.8 | ) | 44.9 | (64.8 | ) | ||||||
| (+) Net Interest | (48.8 | ) | (51.1 | ) | (53.3 | ) | |||||
| (=) Distributable Earnings | $ | 670.0 | $ | 651.7 | $ | 922.5 | |||||
The following table sets forth our total segment revenues for the years ended December 31, 2017, 20162021, 2020 and 2015.2019.
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Segment Revenues | |||||||||||||||||
| Fund level fee revenues | |||||||||||||||||
| Fund management fees | $ | 1,697.8 | $ | 1,559.2 | $ | 1,570.9 | |||||||||||
| Portfolio advisory and transaction fees, net and other | 97.0 | 56.9 | 53.5 | ||||||||||||||
| Total fund level fee revenues | 1,794.8 | 1,616.1 | 1,624.4 | ||||||||||||||
| Realized performance revenues | 2,938.6 | 586.1 | 374.3 | ||||||||||||||
| Realized principal investment income | 209.5 | 73.0 | 87.0 | ||||||||||||||
| Interest income | 7.2 | 14.3 | 24.4 | ||||||||||||||
| Total Segment Revenues | $ | 4,950.1 | $ | 2,289.5 | $ | 2,110.1 | |||||||||||
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| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Segment Revenues | |||||||||||
| Fund level fee revenues | |||||||||||
| Fund management fees | $ | 1,081.0 | $ | 1,085.8 | $ | 1,197.9 | |||||
| Portfolio advisory fees, net | 16.7 | 16.6 | 15.4 | ||||||||
| Transaction fees, net | 26.9 | 31.2 | 9.8 | ||||||||
| Total fund level fee revenues | 1,124.6 | 1,133.6 | 1,223.1 | ||||||||
| Performance fees | |||||||||||
| Realized | 1,085.3 | 1,215.8 | 1,434.8 | ||||||||
| Unrealized | 1,089.6 | (464.1 | ) | (525.1 | ) | ||||||
| Total performance fees | 2,174.9 | 751.7 | 909.7 | ||||||||
| Investment income (loss) | |||||||||||
| Realized | (25.8 | ) | 44.9 | (64.8 | ) | ||||||
| Unrealized | 73.0 | 5.4 | 42.4 | ||||||||
| Total investment income (loss) | 47.2 | 50.3 | (22.4 | ) | |||||||
| Interest income | 16.7 | 10.2 | 4.8 | ||||||||
| Other income | 15.4 | 12.8 | 17.2 | ||||||||
| Total Segment Revenues | $ | 3,378.8 | $ | 1,958.6 | $ | 2,132.4 | |||||
The following table sets forth our total segment expenses for the years ended December 31, 2017, 20162021, 2020 and 2015.2019.
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Segment Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation and benefits | $ | 891.5 | $ | 821.5 | $ | 792.1 | |||||||||||
| Realized performance revenues related compensation | 1,409.0 | 339.8 | 210.2 | ||||||||||||||
| Total compensation and benefits | 2,300.5 | 1,161.3 | 1,002.3 | ||||||||||||||
| General, administrative, and other indirect expenses | 267.6 | 241.4 | 331.3 | ||||||||||||||
| Depreciation and amortization expense | 37.6 | 33.5 | 48.2 | ||||||||||||||
| Interest expense | 100.7 | 91.2 | 81.7 | ||||||||||||||
| Total Segment Expenses | $ | 2,706.4 | $ | 1,527.4 | $ | 1,463.5 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Segment Expenses | |||||||||||
| Compensation and benefits | |||||||||||
| Direct base compensation | $ | 464.5 | $ | 437.1 | $ | 477.7 | |||||
| Indirect base compensation | 193.5 | 164.2 | 172.1 | ||||||||
| Equity-based compensation | 123.9 | 119.6 | 121.5 | ||||||||
| Performance fee related | |||||||||||
| Realized | 532.7 | 590.5 | 646.3 | ||||||||
| Unrealized | 464.4 | (232.5 | ) | (128.3 | ) | ||||||
| Total compensation and benefits | 1,779.0 | 1,078.9 | 1,289.3 | ||||||||
| General, administrative, and other indirect expenses | 233.9 | 483.5 | 362.8 | ||||||||
| Depreciation and amortization expense | 31.1 | 29.0 | 25.6 | ||||||||
| Interest expense | 65.5 | 61.3 | 58.1 | ||||||||
| Total Segment Expenses | $ | 2,109.5 | $ | 1,652.7 | $ | 1,735.8 | |||||
Income before provision for income taxes is the U.S. GAAP financial measure most comparable to economic income, fee related earnings,Distributable Earnings and distributable earnings.Fee Related Earnings. The following table is a reconciliation of income before provision for income taxes to economic income, to fee related earnings,Distributable Earnings and to distributable earnings.Fee Related Earnings.
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Income before provision for income taxes | $ | 1,132.3 | $ | 45.3 | $ | 402.2 | |||||
| Adjustments: | |||||||||||
| Equity-based compensation issued in conjunction with the initial public offering, acquisitions and strategic investments | 241.2 | 223.4 | 259.8 | ||||||||
| Acquisition related charges and amortization of intangibles and impairment | 35.7 | 94.2 | 288.8 | ||||||||
Other non-operating (income) expense(1) | (71.4 | ) | (11.2 | ) | (7.4 | ) | |||||
| Tax expense associated with performance fee compensation | (9.2 | ) | (15.1 | ) | (14.9 | ) | |||||
| Net income attributable to non-controlling interests in consolidated entities | (72.5 | ) | (41.0 | ) | (537.9 | ) | |||||
| Severance and other adjustments | 13.2 | 10.3 | 6.0 | ||||||||
| Economic Income | $ | 1,269.3 | $ | 305.9 | $ | 396.6 | |||||
Net performance fees(2) | 1,177.8 | 393.7 | 391.7 | ||||||||
Investment income (loss)(2) | 47.2 | 50.3 | (22.4 | ) | |||||||
| Equity-based compensation | 123.9 | 119.6 | 121.5 | ||||||||
| Net Interest | 48.8 | 51.1 | 53.3 | ||||||||
| Reserve for litigation and contingencies | (25.0 | ) | — | 50.0 | |||||||
| Fee Related Earnings | $ | 192.0 | $ | 32.6 | $ | 252.1 | |||||
| Realized performance fees, net of related compensation | 552.6 | 625.3 | 788.5 | ||||||||
Realized investment income (loss)(2) | (25.8 | ) | 44.9 | (64.8 | ) | ||||||
| Net Interest | (48.8 | ) | (51.1 | ) | (53.3 | ) | |||||
| Distributable Earnings | $ | 670.0 | $ | 651.7 | $ | 922.5 | |||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Income before provision for income taxes | $ | 4,027.5 | $ | 580.0 | $ | 1,233.4 | |||||||||||
| Adjustments: | |||||||||||||||||
| Net unrealized performance revenues | (1,606.2) | (598.7) | (42.3) | ||||||||||||||
Unrealized principal investment (income) loss (1) | (351.8) | 556.2 | (590.9) | ||||||||||||||
Adjusted unrealized principal investment (income) loss from investment in Fortitude (2) | — | 104.4 | (140.9) | ||||||||||||||
Equity-based compensation (3) | 172.9 | 116.6 | 151.5 | ||||||||||||||
| Acquisition related charges, including amortization of intangibles and impairment | 37.7 | 38.1 | 52.0 | ||||||||||||||
| Tax expense associated with certain foreign performance revenues | (17.1) | (7.9) | (14.3) | ||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | (70.5) | (34.6) | (36.6) | ||||||||||||||
| Right-of-use asset impairment | 26.8 | — | — | ||||||||||||||
| Debt extinguishment costs | 10.2 | — | 0.1 | ||||||||||||||
| Other adjustments including severance and Conversion costs in 2020 and 2019 | 14.2 | 8.0 | 34.6 | ||||||||||||||
| Distributable Earnings | 2,243.7 | 762.1 | 646.6 | ||||||||||||||
Realized net performance revenues, net of related compensation (4) | 1,529.6 | 246.3 | 164.1 | ||||||||||||||
Realized principal investment income (4) | 209.5 | 73.0 | 87.0 | ||||||||||||||
| Net interest | 93.5 | 76.9 | 57.3 | ||||||||||||||
| Fee Related Earnings | $ | 598.1 | $ | 519.7 | $ | 452.8 | |||||||||||
(1) Adjustments to unrealized principal investment income (loss) during the year ended December 31, 2020 are inclusive of $211.8 million of unrealized gains resulting from changes in the fair value of embedded derivatives related to certain reinsurance contracts included in Fortitude’s U.S. GAAP financial statements prior to the contribution of our investment in Fortitude to Carlyle FRL on June 2, 2020. At the time of the contribution of our investment to Carlyle FRL, we began accounting for our investment under the equity method based on our net asset value in the fund, which is an investment company that accounts for its investment in Fortitude at fair value. This resulted in an unrealized loss in principal investment income (loss) of $620.7 million during the year ended December 31, 2020. Adjustments to unrealized principal investment income (loss) during the year ended December 31, 2019 are inclusive of $582.0 million of unrealized gains on embedded derivatives.
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(2) Adjusted unrealized principal investment income (loss) from the investment in Fortitude represents 19.9% of Fortitude’s estimated net income (loss), excluding the unrealized gains (losses) related to embedded derivatives, prior to the contribution of our investment in Fortitude to Carlyle FRL on June 2, 2020.
| Year Ended December 31, 2017 | |||||||||||
Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||
| (Dollars in millions) | |||||||||||
| Performance fees | |||||||||||
| Realized | $ | 1,097.3 | $ | (12.0 | ) | $ | 1,085.3 | ||||
| Unrealized | 996.6 | 93.0 | 1,089.6 | ||||||||
| Total performance fees | 2,093.9 | 81.0 | 2,174.9 | ||||||||
| Performance fee related compensation expense | |||||||||||
| Realized | 520.7 | 12.0 | 532.7 | ||||||||
| Unrealized | 467.6 | (3.2 | ) | 464.4 | |||||||
| Total performance fee related compensation expense | 988.3 | 8.8 | 997.1 | ||||||||
| Net performance fees | |||||||||||
| Realized | 576.6 | (24.0 | ) | 552.6 | |||||||
| Unrealized | 529.0 | 96.2 | 625.2 | ||||||||
| Total net performance fees | $ | 1,105.6 | $ | 72.2 | $ | 1,177.8 | |||||
| Investment income (loss) | |||||||||||
| Realized | $ | 70.4 | $ | (96.2 | ) | $ | (25.8 | ) | |||
| Unrealized | 161.6 | (88.6 | ) | 73.0 | |||||||
| Total investment income (loss) | $ | 232.0 | $ | (184.8 | ) | $ | 47.2 | ||||
| Year Ended December 31, 2016 | |||||||||||
Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||
| (Dollars in millions) | |||||||||||
| Performance fees | |||||||||||
| Realized | $ | 1,129.5 | $ | 86.3 | $ | 1,215.8 | |||||
| Unrealized | (377.7 | ) | (86.4 | ) | (464.1 | ) | |||||
| Total performance fees | 751.8 | (0.1 | ) | 751.7 | |||||||
| Performance fee related compensation expense | |||||||||||
| Realized | 580.5 | 10.0 | 590.5 | ||||||||
| Unrealized | (227.4 | ) | (5.1 | ) | (232.5 | ) | |||||
| Total performance fee related compensation expense | 353.1 | 4.9 | 358.0 | ||||||||
| Net performance fees | |||||||||||
| Realized | 549.0 | 76.3 | 625.3 | ||||||||
| Unrealized | (150.3 | ) | (81.3 | ) | (231.6 | ) | |||||
| Total net performance fees | $ | 398.7 | $ | (5.0 | ) | $ | 393.7 | ||||
| Investment income (loss) | |||||||||||
| Realized | $ | 112.9 | $ | (68.0 | ) | $ | 44.9 | ||||
| Unrealized | 47.6 | (42.2 | ) | 5.4 | |||||||
| Total investment income (loss) | $ | 160.5 | $ | (110.2 | ) | $ | 50.3 | ||||
(4) See reconciliation to most directly comparable U.S. GAAP measure below:
| Year Ended December 31, 2021 | |||||||||||||||||
| Carlyle Consolidated | Adjustments(5) | Total Reportable Segments | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Performance revenues | $ | 6,084.6 | $ | (3,146.0) | $ | 2,938.6 | |||||||||||
| Performance revenues related compensation expense | 2,961.0 | (1,552.0) | 1,409.0 | ||||||||||||||
| Net performance revenues | $ | 3,123.6 | $ | (1,594.0) | $ | 1,529.6 | |||||||||||
| Principal investment income (loss) | $ | 637.3 | $ | (427.8) | $ | 209.5 | |||||||||||
| Year Ended December 31, 2020 | |||||||||||||||||
| Carlyle Consolidated | Adjustments(5) | Total Reportable Segments | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Performance revenues | $ | 1,635.9 | $ | (1,049.8) | $ | 586.1 | |||||||||||
| Performance revenues related compensation expense | 779.1 | (439.3) | 339.8 | ||||||||||||||
| Net performance revenues | $ | 856.8 | $ | (610.5) | $ | 246.3 | |||||||||||
| Principal investment income (loss) | $ | (540.7) | $ | 613.7 | $ | 73.0 | |||||||||||
| Year Ended December 31, 2019 | |||||||||||||||||
| Carlyle Consolidated | Adjustments(5) | Total Reportable Segments | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Performance revenues | $ | 799.1 | $ | (424.8) | $ | 374.3 | |||||||||||
| Performance revenues related compensation expense | 436.7 | (226.5) | 210.2 | ||||||||||||||
| Net performance revenues | $ | 362.4 | $ | (198.3) | $ | 164.1 | |||||||||||
| Principal investment income (loss) | $ | 769.3 | $ | (682.3) | $ | 87.0 | |||||||||||
(5) Adjustments to performance revenues and principal investment income (loss) relate to (i) unrealized performance allocations net of related compensation expense and unrealized principal investment income, which are excluded from our Non-GAAP results, (ii) amounts earned from the Consolidated Funds, which are eliminated in the U.S. GAAP consolidation but are included in the Non-GAAP results, (iii) amounts attributable to non-controlling interests in consolidated entities, which are excluded from the Non-GAAP results, (iv) the reclassification of NGP performance revenues, which are included in investment income in the U.S. GAAP financial statements, (v) the reclassification of certain incentive fees from business development companies, which are included in fund management fees in the Non-GAAP results, and (vi) the reclassification of tax expenses associated with certain foreign performance revenues. Adjustments to principal investment income (loss) also include the reclassification of earnings for the investment in NGP Management and its affiliates to the appropriate operating captions for the Non-GAAP results, and the exclusion of charges associated with the investment in NGP Management and its affiliates that are excluded from the Non-GAAP results (see Note 4 to the consolidated financial statements).
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| Year Ended December 31, 2015 | |||||||||||
Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||
| (Dollars in millions) | |||||||||||
| Performance fees | |||||||||||
| Realized | $ | 1,441.9 | $ | (7.1 | ) | $ | 1,434.8 | ||||
| Unrealized | (617.0 | ) | 91.9 | (525.1 | ) | ||||||
| Total performance fees | 824.9 | 84.8 | 909.7 | ||||||||
| Performance fee related compensation expense | |||||||||||
| Realized | 650.5 | (4.2 | ) | 646.3 | |||||||
| Unrealized | (139.6 | ) | 11.3 | (128.3 | ) | ||||||
| Total performance fee related compensation expense | 510.9 | 7.1 | 518.0 | ||||||||
| Net performance fees | |||||||||||
| Realized | 791.4 | (2.9 | ) | 788.5 | |||||||
| Unrealized | (477.4 | ) | 80.6 | (396.8 | ) | ||||||
| Total net performance fees | $ | 314.0 | $ | 77.7 | $ | 391.7 | |||||
| Investment income | |||||||||||
| Realized | $ | 32.9 | $ | (97.7 | ) | $ | (64.8 | ) | |||
| Unrealized | (17.7 | ) | 60.1 | 42.4 | |||||||
| Total investment income | $ | 15.2 | $ | (37.6 | ) | $ | (22.4 | ) | |||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Private Equity | $ | 2,021.9 | $ | 604.5 | $ | 579.4 | |||||||||||
| Global Credit | 119.7 | 116.2 | 48.4 | ||||||||||||||
| Global Investment Solutions | 102.1 | 41.4 | 18.8 | ||||||||||||||
| Total | $ | 2,243.7 | $ | 762.1 | $ | 646.6 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Economic Income (Loss) | |||||||||||
| Corporate Private Equity | $ | 895.9 | $ | 224.2 | $ | 399.5 | |||||
| Real Assets | 215.4 | 216.5 | 32.9 | ||||||||
| Global Credit | 106.7 | (159.1 | ) | (40.3 | ) | ||||||
| Investment Solutions | 51.3 | 24.3 | 4.5 | ||||||||
| Economic Income | $ | 1,269.3 | $ | 305.9 | $ | 396.6 | |||||
| Distributable Earnings | |||||||||||
| Corporate Private Equity | $ | 487.9 | $ | 739.4 | $ | 798.0 | |||||
| Real Assets | 24.8 | 49.3 | 72.8 | ||||||||
| Global Credit | 126.9 | (157.4 | ) | 38.8 | |||||||
| Investment Solutions | 30.4 | 20.4 | 12.9 | ||||||||
| Distributable Earnings | $ | 670.0 | $ | 651.7 | $ | 922.5 | |||||
Segment Analysis
Discussed below is our DE FRE, and EIFRE for our segments for the periods presented. Our segment information is reflected in the manner used by our senior management to make operating and compensation decisions, assess performance and allocate resources.
For segment reporting purposes, revenues and expenses are presented on a basis that deconsolidates our Consolidated Funds. As a result, segment revenues from management fees, realized performance feesrevenues and realized principal investment income (loss) are different than those presented on a consolidated U.S. GAAP basis because fund management feesthese revenues recognized in certain segments are received from Consolidated Funds and are eliminated in consolidation when presented on a consolidated U.S. GAAP basis. Furthermore, segment expenses are different than related amounts presented on a consolidated U.S. GAAP basis due to the exclusion of fund expenses that are paid by the Consolidated Funds. Segment revenue and expenses are also different than those presented on a consolidated U.S. GAAP basis because we present our segment revenues and expenses related to Claren Road, ESG, and, for periods prior to July 1, 2015, Vermillion based on our economic interest in those entities. Beginning in July 2015 in connection with the departure of certain Vermillion principals and the restructuring of its operations, our economic interests were increased in stages to currently 88% (to the extent Vermillion exceeds certain performance hurdles). Otherwise, our economic interest, and share of management fees of Vermillion, is 100%. Effective January 1, 2016 and through January 31, 2017 (the date we transferred our ownership interests to its principals), our segment revenue and expenses related to Claren Road are based on our approximate 63% economic interest in that entity as a result of a reallocation of interest from a departing founder. Further, our economic interest in ESG was 55% through June 30, 2016. Also, EI excludes expenses associated with equity-based compensation that was issued in our initial public offering or issued in acquisitions and strategic investments.
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For purposes of presenting our results of operations for this segment, our earnings from our investments in NGP are presented in the respective operating captions. The following table presents our results of operations for our CorporateGlobal Private Equity(1) segment:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Segment Revenues | |||||||||||||||||
| Fund level fee revenues | |||||||||||||||||
| Fund management fees | $ | 1,111.8 | $ | 1,042.0 | $ | 1,106.6 | |||||||||||
| Portfolio advisory and transaction fees, net and other | 34.3 | 22.8 | 38.9 | ||||||||||||||
| Total fund level fee revenues | 1,146.1 | 1,064.8 | 1,145.5 | ||||||||||||||
| Realized performance revenues | 2,757.8 | 404.5 | 301.8 | ||||||||||||||
| Realized principal investment income | 167.8 | 52.0 | 73.3 | ||||||||||||||
| Interest income | 1.4 | 3.3 | 8.7 | ||||||||||||||
| Total revenues | 4,073.1 | 1,524.6 | 1,529.3 | ||||||||||||||
| Segment Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation and benefits | 546.2 | 501.9 | 510.6 | ||||||||||||||
| Realized performance revenues related compensation | 1,243.6 | 183.0 | 145.2 | ||||||||||||||
| Total compensation and benefits | 1,789.8 | 684.9 | 655.8 | ||||||||||||||
| General, administrative, and other indirect expenses | 172.5 | 157.9 | 215.2 | ||||||||||||||
| Depreciation and amortization expense | 25.1 | 22.0 | 32.1 | ||||||||||||||
| Interest expense | 63.8 | 55.3 | 46.8 | ||||||||||||||
| Total expenses | 2,051.2 | 920.1 | 949.9 | ||||||||||||||
| (=) Distributable Earnings | $ | 2,021.9 | $ | 604.5 | $ | 579.4 | |||||||||||
| (-) Realized Net Performance Revenues | 1,514.2 | 221.5 | 156.6 | ||||||||||||||
| (-) Realized Principal Investment Income | 167.8 | 52.0 | 73.3 | ||||||||||||||
| (+) Net Interest | 62.4 | 52.0 | 38.1 | ||||||||||||||
| (=) Fee Related Earnings | $ | 402.3 | $ | 383.0 | $ | 387.6 | |||||||||||
(1) On August 31, 2021, we sold 100% of our interest in our local Brazilian management entity and entered into a sub-advisory agreement with the acquiring company, which will provide advisory services with respect to Carlyle’s Brazilian portfolio. The loss on the sale and related transaction costs of $4.7 million and foreign currency translation loss of $14.7 million are not included in DE or FRE. See “Non-GAAP Financial Measures” for the reconciliation of Total DE and FRE to the U.S. GAAP financial statements.
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| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Segment Revenues | |||||||||||
| Fund level fee revenues | |||||||||||
| Fund management fees | $ | 471.0 | $ | 498.9 | $ | 577.4 | |||||
| Portfolio advisory fees, net | 15.2 | 14.5 | 14.3 | ||||||||
| Transaction fees, net | 22.4 | 31.2 | 7.7 | ||||||||
| Total fund level fee revenues | 508.6 | 544.6 | 599.4 | ||||||||
| Performance fees | |||||||||||
| Realized | 831.5 | 1,060.5 | 1,209.5 | ||||||||
| Unrealized | 781.6 | (777.5 | ) | (523.1 | ) | ||||||
| Total performance fees | 1,613.1 | 283.0 | 686.4 | ||||||||
| Investment income (loss) | |||||||||||
| Realized | 25.4 | 60.3 | 23.3 | ||||||||
| Unrealized | 37.0 | (11.0 | ) | (5.2 | ) | ||||||
| Total investment income | 62.4 | 49.3 | 18.1 | ||||||||
| Interest income | 5.5 | 3.4 | 1.5 | ||||||||
| Other income | 6.0 | 6.0 | 9.8 | ||||||||
| Total revenues | 2,195.6 | 886.3 | 1,315.2 | ||||||||
| Segment Expenses | |||||||||||
| Compensation and benefits | |||||||||||
| Direct base compensation | 235.7 | 210.8 | 224.2 | ||||||||
| Indirect base compensation | 105.0 | 78.8 | 91.5 | ||||||||
| Equity-based compensation | 60.5 | 69.3 | 65.1 | ||||||||
| Performance fee related | |||||||||||
| Realized | 372.9 | 472.1 | 540.9 | ||||||||
| Unrealized | 362.6 | (342.6 | ) | (221.7 | ) | ||||||
| Total compensation and benefits | 1,136.7 | 488.4 | 700.0 | ||||||||
| General, administrative, and other indirect expenses | 119.8 | 131.9 | 172.4 | ||||||||
| Depreciation and amortization expense | 15.3 | 13.6 | 12.5 | ||||||||
| Interest expense | 27.9 | 28.2 | 30.8 | ||||||||
| Total expenses | 1,299.7 | 662.1 | 915.7 | ||||||||
| Economic Income | $ | 895.9 | $ | 224.2 | $ | 399.5 | |||||
| (-) Net Performance Fees | 877.6 | 153.5 | 367.2 | ||||||||
| (-) Investment Income | 62.4 | 49.3 | 18.1 | ||||||||
| (+) Equity-based Compensation | 60.5 | 69.3 | 65.1 | ||||||||
| (+) Net Interest | 22.4 | 24.8 | 29.3 | ||||||||
| (+) Reserve for Litigation and Contingencies | (12.5 | ) | — | 26.8 | |||||||
| (=) Fee Related Earnings | $ | 26.3 | $ | 115.5 | $ | 135.4 | |||||
| (+) Realized Net Performance Fees | 458.6 | 588.4 | 668.6 | ||||||||
| (+) Realized Investment Income | 25.4 | 60.3 | 23.3 | ||||||||
| (+) Net Interest | (22.4 | ) | (24.8 | ) | (29.3 | ) | |||||
| (=) Distributable Earnings | $ | 487.9 | $ | 739.4 | $ | 798.0 | |||||
Year Ended December 31, 20172021 Compared to Year Ended December 31, 20162020 and Year Ended December 31, 20162020 Compared to Year Ended December 31, 20152019
Distributable Earnings
Distributable earnings decreased $251.5increased $1.4 billion for the year ended December 31, 2021 as compared to 2020, and increased $25.1 million for the year ended December 31, 20172020 as compared to 2016, and decreased $58.6 million for the year ended December 31, 2016 as compared to the same period in 2015.2019. The following table provides the components of the changes in distributable earnings for the years ended December 31, 20172021 and 2016:2020:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Distributable earnings, prior year | $ | 604.5 | $ | 579.4 | |||||||
| Increases (decreases): | |||||||||||
| Increase (decrease) in fee related earnings | 19.3 | (4.6) | |||||||||
| Increase in realized net performance revenues | 1,292.7 | 64.9 | |||||||||
| Increase (decrease) in realized principal investment income | 115.8 | (21.3) | |||||||||
| Increase in net interest | (10.4) | (13.9) | |||||||||
| Total increase | 1,417.4 | 25.1 | |||||||||
| Distributable earnings, current year | $ | 2,021.9 | $ | 604.5 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Distributable earnings, prior year | $ | 739.4 | $ | 798.0 | ||
| Increases (decreases): | ||||||
| Decrease in realized net performance fees | (129.8 | ) | (80.2 | ) | ||
| (Decrease) increase in realized investment income | (34.9 | ) | 37.0 | |||
| Decrease in fee related earnings | (89.2 | ) | (19.9 | ) | ||
| Decrease in net interest | 2.4 | 4.5 | ||||
| Total decrease | (251.5 | ) | (58.6 | ) | ||
| Distributable earnings, current year | $ | 487.9 | $ | 739.4 | ||
Realized Net Performance Fees. Revenues. Realized net performance fees decreased $129.8revenues increased $1.3 billion for the year ended December 31, 2021 as compared to 2020, and increased $64.9 million for the year ended December 31, 20172020 as compared to 2016,2019. Realized net performance revenues increased in 2021 primarily driven by realization activity in our U.S., Europe and decreased $80.2 millionAsia buyout funds, as well as our U.S. real estate funds. During the year ended December 31, 2021 we realized performance revenues for the first time on our eighth U.S. real estate fund, our fourth Asia buyout fund, and our third Japan buyout fund.
Realized net performance revenues for the year ended December 31, 2016 as2020 increased compared to 2015. Our prior generations of2019 as we began realizing carry funds have exited substantial parts of their portfolios, and our newer funds, while accruing carry, are not yet producing cash carry. Net realized performance fees declined in 2017 as realized proceeds from our funds declined to $11.2 billion from $14.8 billion in 2016. Specifically, the decrease in realized net performance fees forCP VI during the year, ended December 31, 2017 as compared to 2016 was due to lowerand we generated higher performance feerevenue realizations from our financial services and Europe buyout funds, and to a lesser extent our U.S. buyout funds, partially offset by larger realizations from our Asia buyout funds in 2017 as compared to 2016. We expect net realized performance fees to decrease in 2018 as compared to 2017 levels, primarily due to the mix of realized proceeds coming from funds not yet taking cash carry, even though we expect that those funds will still be accruing carry.
Realized net performance revenues were primarily generated by the following funds for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively:
| Year Ended December 31, | ||||||||||||||
| 2021 | 2020 | 2019 | ||||||||||||
| CP V | CP IV | CETP III | ||||||||||||
| CP VI | CP V | CAP III | ||||||||||||
| CEP III | CP VI | CGFSP II | ||||||||||||
| CAP III | CETP III | CETP II | ||||||||||||
| CAP IV | CGFSP I | CP V | ||||||||||||
| CETP III | CRP VII | CRP VII | ||||||||||||
| CRP V | CERF | CRP V | ||||||||||||
| CRP VII | CEREP III | CPI | ||||||||||||
| CRP VIII | CPI | Energy IV (clawback) | ||||||||||||
| CJP III | CGFSP II | CRP III | ||||||||||||
| CGFSP II | CRP III | CRP VI | ||||||||||||
| CPI | CCI | |||||||||||||
| Year Ended December 31, | ||
| 2017 | 2016 | 2015 |
| CP V | CP V | CP V |
| CGFSP I | CEP III | CEP III |
| CAP III | CP IV | CP IV |
| CEP III | CEP II | CAP II |
| CETP II | CGFSP I | CAP III |
| CETP II | ||
| CAP III | ||
Realized Principal Investment Income. Realized principal investment income decreased $34.9increased $115.8 million for the year ended December 31, 20172021 as compared to 20162020 and increased $37.0decreased $21.3 million for the year ended December 31, 20162020 as
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compared to 2015.2019. The decreaseincrease in realized principal investment income for the year ended December 31, 20172021 as compared to 20162020 was primarily due to lowerdriven by increases in realized gains inprincipal investment income from our investments in U.S. buyout and U.S. real estate funds, as well as our Europe buyout funds, partially offset by realized gains onand U.S. growth fundsfunds.
The decrease in 2017 as compared to realized losses on these funds in 2016. The increase in realizedprincipal investment income for the year ended December 31, 20162020 as compared to 20152019 was primarily due to the recovery of $71.5 million from the final resolution of French tax litigation concerning a European real estate fund in 2019 (see Note 8 of our consolidated financial statements for more information on this matter), partially offset by higher realized gains in 2020 from our investments in U.S., Asia and Europe buyout funds as well as Europe growth funds.
Fee Related Earnings
Fee related earnings decreased $89.2increased $19.3 million for the year ended December 31, 20172021 as compared to 2016,2020, and decreased $19.9$4.6 million for the year ended December 31, 20162020 as compared to 2015.2019. The following table provides the components of the change in fee related earnings for the years ended December 31, 20172021 and 2016:2020:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Fee related earnings, prior year | $ | 383.0 | $ | 387.6 | |||||||
| Increases (decreases): | |||||||||||
| Increase (decrease) in fee revenues | 81.3 | (80.7) | |||||||||
| (Increase) decrease in cash-based compensation | (44.3) | 8.7 | |||||||||
| (Increase) decrease in general, administrative and other indirect expenses | (14.6) | 57.3 | |||||||||
| All other changes | (3.1) | 10.1 | |||||||||
| Total increase (decrease) | 19.3 | (4.6) | |||||||||
| Fee related earnings, current year | $ | 402.3 | $ | 383.0 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Fee related earnings, prior year | $ | 115.5 | $ | 135.4 | ||
| Increases (decreases): | ||||||
| Decrease in fee revenues | (36.0 | ) | (54.8 | ) | ||
| (Increase) decrease in direct and indirect base compensation | (51.1 | ) | 26.1 | |||
| (Increase) decrease in general, administrative and other expenses | (0.4 | ) | 13.7 | |||
| All other changes | (1.7 | ) | (4.9 | ) | ||
| Total decrease | (89.2 | ) | (19.9 | ) | ||
| Fee related earnings, current year | $ | 26.3 | $ | 115.5 | ||
Fee Revenues. Total fee revenues decreased $36.0increased $81.3 million for the year ended December 31, 20172021 as compared to 20162020 and decreased $54.8$80.7 million for the year ended December 31, 20162020 as compared to 2015,2019, due to the following:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Higher (lower) fund management fees | $ | 69.8 | $ | (64.6) | |||||||
| Higher (lower) portfolio advisory and transaction fees, net and other | 11.5 | (16.1) | |||||||||
| Total increase (decrease) in fee revenues | $ | 81.3 | $ | (80.7) | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Lower fund management fees | $ | (27.9 | ) | $ | (78.5 | ) |
| (Lower) higher transaction fees | (8.8 | ) | 23.5 | |||
| Higher portfolio advisory fees | 0.7 | 0.2 | ||||
| Total decrease in fee revenues | $ | (36.0 | ) | $ | (54.8 | ) |
The decrease in fund management fees for the year ended December 31, 20172020 as compared to 20162019 was primarily due to lower assets under management fees from salesCGIOF, including $20.4 million in catch-up management fees for subsequent closes in 2019, and lower management fees from NGP X, NGP XI and NGP XII. These decreases were partially offset by higher management fees from CIEP II, including catch-up management fees of investments during 2016 for CP V, our first financial services fund (“CGFSP I”), our third Europe buyout fund (“CEP III”), and our second Asia buyout fund (“CAP II”). Management$6.6 million in 2020, activation of management fees in 2017 do not benefit2020 from $18CJP IV, and higher management fees from CETP IV.
The weighted average management fee rate slightly increased to 1.26% at December 31, 2021 from 1.25% at December 31, 2020. Fee-earning AUM was $104.3 billion and $91.6 billion as of pendingDecember 31, 2021 and 2020, respectively, reflecting an increase of $12.7 billion.
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The weighted average management fee rate decreased slightly from 1.26% at December 31, 2019 to 1.25% at December 31, 2020. Fee-earning AUM for which we have not yet activated the fundswas $91.6 billion and turned on fees.$94.8 billion as of December 31, 2020 and 2019, respectively, reflecting a decrease of $3.2 billion.
Portfolio advisory and transaction fees increased for the year ended December 31, 20162021 as compared to 2015 is2020 and resulted primarily duefrom transaction fees related to a $48.6 million decreaseinvestments in catch-up managementour Japan buyout, Europe buyout and Global Partners funds. Portfolio advisory and transaction fees from $49.1 million in 2015 to $0.5 million in 2016. Catch-up management feesdecreased for the year ended December 31, 2016 were primarily driven by a subsequent closing for our second U.S. equity opportunity fund (“CEOF II”). Catch-up management fees for the year ended December 31, 2015 were primarily driven by subsequent closings for our fourth Europe buyout fund (“CEP IV”), our third Japan buyout fund (“CJP III”), and our third Europe technology fund (“CETP III”). Furthermore, fund management fees decreased in 2016 due to the reduction in basis resulting from realizations in several large funds outside the investment period, including CP V and CAP III, totaling approximately $58.6 million. These decreases were partially offset by an increase of $28.7 million of management fees from CEOF II due to 2016 being the first full year of management fees from that fund.
General, administrative and real estate costs, partially offset by lower professional feesother indirect expenses. General, administrative and a $1.7other indirect expenses decreased $5.7 million, decreaseexcluding the impact of litigation cost recoveries in external costs associated with fundraising activities in2020, for the year ended December 31, 20172021 as compared to 2016.2020, primarily due to lower professional fees.
General, administrative and other indirect expenses decreased $13.7$57.3 million for the year ended December 31, 20162020 as compared to 20152019 primarily due to $13.9 millionthe allocated portion of lower external coststhe cost recovery associated with fundraising activities in 2016 as compared to 2015 and lower information technology expenses. These decreases were partially offset by higher professional fees.
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Economic income, prior year | $ | 224.2 | $ | 399.5 | ||
| Increases (decreases): | ||||||
| Increase (decrease) in net performance fees | 724.1 | (213.7 | ) | |||
| Increase in investment income | 13.1 | 31.2 | ||||
| Decrease (increase) in equity-based compensation | 8.8 | (4.2 | ) | |||
| Decrease in fee related earnings | (89.2 | ) | (19.9 | ) | ||
| Decrease in net interest | 2.4 | 4.5 | ||||
| Decrease in reserve for litigation and contingencies | 12.5 | 26.8 | ||||
| Total increase (decrease) | 671.7 | (175.3 | ) | |||
| Economic income, current year | $ | 895.9 | $ | 224.2 | ||
| Performance Fees | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Buyout funds | $ | 1,570.1 | $ | 298.8 | $ | 636.7 | |||||
| Growth Capital funds | 43.0 | (15.8 | ) | 49.7 | |||||||
| Total performance fees | $ | 1,613.1 | $ | 283.0 | $ | 686.4 | |||||
| Year Ended December 31, | |||
| 2017 | 2016 | 2015 | |
| Buyout funds | 34% | 12% | 13% |
| Growth Capital funds | 23% | 3% | 14% |
| Total | 32% | 11% | 13% |
| Year Ended December 31, | |||
| 2017 | 2016 | 2015 | |
| (Dollars in millions) | |||
| Net Performance Fees | $877.6 | $153.5 | $367.2 |
| Percentage of Total Performance Fees | 54% | 54% | 53% |
Fee-earning AUM as of and for each of the Three Years in the Period Ended December 31, 20172021
Fee-earning AUM is presented below for each period together with the components of change during each respective period.
The table below breaks out Fee-earning AUM by its respective components at each period.
| As of December 31, | ||||||||||||||||||||||||||||
| As of December 31, | 2021 | 2020 | 2019 | |||||||||||||||||||||||||
| 2017 | 2016 | 2015 | (Dollars in millions) | |||||||||||||||||||||||||
| (Dollars in millions) | ||||||||||||||||||||||||||||
| Corporate Private Equity | ||||||||||||||||||||||||||||
| Global Private Equity | Global Private Equity | |||||||||||||||||||||||||||
| Components of Fee-earning AUM (1) | Components of Fee-earning AUM (1) | |||||||||||||||||||||||||||
| Fee-earning AUM based on capital commitments | $ | 25,809 | $ | 25,390 | $ | 25,438 | Fee-earning AUM based on capital commitments | $ | 50,523 | $ | 55,937 | $ | 54,902 | |||||||||||||||
| Fee-earning AUM based on invested capital | 7,675 | 9,377 | 13,647 | Fee-earning AUM based on invested capital | 46,701 | 30,129 | 35,012 | |||||||||||||||||||||
| Fee-earning AUM based on net asset value | Fee-earning AUM based on net asset value | 4,584 | 3,208 | 2,308 | ||||||||||||||||||||||||
| Fee-earning AUM based on lower of cost or fair value and other | 2,100 | 1,560 | 1,841 | Fee-earning AUM based on lower of cost or fair value and other | 2,444 | 2,297 | 2,589 | |||||||||||||||||||||
| Total Fee-earning AUM | $ | 35,584 | $ | 36,327 | $ | 40,926 | Total Fee-earning AUM | $ | 104,252 | $ | 91,571 | $ | 94,811 | |||||||||||||||
| Weighted Average Management Fee Rates (2) | Weighted Average Management Fee Rates (2) | |||||||||||||||||||||||||||
| All Funds | 1.31 | % | 1.28 | % | 1.26 | % | All Funds | 1.26 | % | 1.25 | % | 1.26 | % | |||||||||||||||
| Funds in Investment Period | 1.44 | % | 1.41 | % | 1.43 | % | Funds in Investment Period | 1.34 | % | 1.37 | % | 1.41 | % | |||||||||||||||
(1)For additional information concerning the components of Fee-earning AUM, see “—Fee-earning Assets under Management.”
(2)Represents the aggregate effective management fee rate of each fund in the segment, weighted by each fund’s Fee-earning AUM, as of the end of each period presented.
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The table below provides the period to period rollforward of Fee-earning AUM.
| Twelve Months Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Private Equity | |||||||||||||||||
| Fee-earning AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 91,571 | $ | 94,811 | $ | 95,335 | |||||||||||
| Inflows (1) | 24,588 | 5,400 | 8,315 | ||||||||||||||
| Outflows (including realizations) (2) | (10,925) | (9,514) | (8,591) | ||||||||||||||
| Market Activity & Other (3) | 289 | (306) | (9) | ||||||||||||||
| Foreign Exchange (4) | (1,271) | 1,180 | (239) | ||||||||||||||
| Balance, End of Period | $ | 104,252 | $ | 91,571 | $ | 94,811 | |||||||||||
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Corporate Private Equity | |||||||||||
| Fee-earning AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 36,327 | $ | 40,926 | $ | 40,249 | |||||
| Inflows, including Fee-paying Commitments (1) | 2,086 | 1,171 | 6,425 | ||||||||
| Outflows, including Distributions (2) | (3,692 | ) | (5,460 | ) | (4,854 | ) | |||||
| Market Appreciation/(Depreciation) (3) | 31 | (220 | ) | (267 | ) | ||||||
| Foreign Exchange and other (4) | 832 | (90 | ) | (627 | ) | ||||||
| Balance, End of Period | $ | 35,584 | $ | 36,327 | $ | 40,926 | |||||
(1)Inflows represents limited partner capital raised by our carry funds or separately managed accounts for which management fees based on commitments were activated during the period, the fee-earning commitments invested in vehicles for which management fees are based on invested capital, and gross subscriptions in open-ended vehicles with management fees based on net asset value. Inflows exclude fundraising amounts during the period for which fees have not yet been activated, which are referenced as Pending Fee-earning AUM.
(2)Outflows represents the impact of realizations from vehicles with management fees based on remaining invested capital at cost or fair value, changes in basis for funds where the investment period, weighted-average investment period or commitment fee period has expired during the period, reductions for funds that are no longer calling for fees, and gross redemptions in open-ended vehicles with management fees based on net asset value. Realizations for funds earning management fees based on commitments during the period do not affect Fee-earning AUM.
(3)Market Activity & Other represents realized and unrealized gains (losses) on portfolio investments in our carry funds based on the lower of cost or fair value and net asset value.
(4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end.
Fee-earning AUM was $35.6$104.3 billion at December 31, 2017, a decrease2021, an increase of $0.7$12.7 billion, or 2%14%, compared to $36.3$91.6 billion at December 31, 2016.2020. This was driven by inflows of $24.6 billion primarily related to the activation of management fees in CP VIII, CRP IX, and CP Growth, as well as capital invested in CPI. Partially offsetting the increase were outflows of $3.7$10.9 billion which were principally a resultfrom the step-down of management fees in CP VII and CRP VIII and distributions from CP V andin other buyout funds outside of their investment period. This decrease was partially offset by inflows of $2.1 billion primarily related to equity invested by CGP which charges management fees based on invested capital, as well well as new fee-paying commitments raised in CGFSP III. Also offsetting the decrease were $0.8 billion ofNegative foreign exchange gainsactivity of $1.3 billion resulted from the
translation of our Euro-denominated Europe buyout, growth, and growth fundsreal estate AUM from EUR to USD for reporting purposes.USD. Investment and distribution activity by funds still in the investment period does not impact Fee-earning AUM as these funds are based on commitments.
Fee-earning AUM was $36.3$91.6 billion at December 31, 2016,2020, a decrease of $4.6$3.2 billion, or 11%3%, compared to $40.9$94.8 billion at December 31, 2015.2019. This was driven by outflows of $5.5$9.5 billion which were principally a result of dispositions in our U.S. Buyout, NGP Energy, and Legacy Energy funds, as well as distributions from CP V, CEP III, andin other buyout funds outside of their investment period. This decrease was partially offset by inflows of $1.2$5.4 billion primarily related to equity invested by CGP which chargesthe activation of management fees based on invested capital.in CJP IV, subscriptions in CPI, and new fee-paying commitments raised in various other funds. Also offsetting the decrease was positive foreign exchange activity of $1.2 billion from the translation of our Europe buyout, growth, and real estate AUM from EUR to USD.
Fee-earning AUM was $40.9$94.8 billion at December 31, 2015, an increase2019, a decrease of $0.7$0.5 billion, or 2%1%, compared to $40.2$95.3 billion at December 31, 2014. Inflows of $6.4 billion were primarily related to limited partner commitments raised by CEP IV, CJP III, and the activation of commitments in CEOF II.2018. This was offsetdriven by outflows of $4.9$8.6 billion which were principally a result of distributions from severaldispositions in our U.S. buyout, U.S. real estate, NGP Energy, and Europe buyout funds, that wereas well as distributions in other funds outside of their investment period, in additionperiod. This was offset by inflows of $8.3 billion primarily related to the reductionactivation of management fees in management fee basis fromCIEP II and CETP IV, as well as new fee-paying commitments to invested equity for funds at the end of their original investment period and $0.6 billionraised in foreign exchange loss.various other funds.
122
Total AUM as of and for each of the Three Years in the Period Ended December 31, 20172021
The table below provides the period to period rollforward of Total AUM.
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Corporate Private Equity | |||||||||||
| Total AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 50,864 | $ | 63,144 | $ | 64,668 | |||||
| New Commitments (1) | 20,544 | 818 | 8,164 | ||||||||
| Outflows (2) | (9,377 | ) | (12,910 | ) | (12,812 | ) | |||||
| Market Appreciation/(Depreciation) (3) | 9,668 | 3,226 | 5,358 | ||||||||
| Foreign Exchange Gain/(Loss) (4) | 1,145 | (25 | ) | (1,377 | ) | ||||||
| Other (5) | (286 | ) | (3,389 | ) | (857 | ) | |||||
| Balance, End of Period | $ | 72,558 | $ | 50,864 | $ | 63,144 | |||||
| Twelve Months Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Private Equity | |||||||||||||||||
| Total AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 131,780 | $ | 129,784 | $ | 126,399 | |||||||||||
| Inflows (1) | 27,199 | 3,550 | 10,663 | ||||||||||||||
| Outflows (including realizations) (2) | (27,819) | (9,589) | (9,904) | ||||||||||||||
| Market Activity & Other (3) | 32,730 | 6,412 | 2,948 | ||||||||||||||
| Foreign Exchange (4) | (1,773) | 1,623 | (322) | ||||||||||||||
| Balance, End of Period | $ | 162,117 | $ | 131,780 | $ | 129,784 | |||||||||||
(1)Inflows reflects the impact of gross fundraising during the period. For funds or vehicles denominated in foreign currencies, this reflects translation at the average quarterly rate, while the separately reported Fundraising metric is translated at the spot rate for each individual closing.
(2)Outflows includes distributions net of recallable or recyclable amounts in our carry funds, related co-investment vehicles, separately managed accounts and the NGP Predecessor Funds, gross redemptions in our open-ended funds, and the expiration of available capital. (3)Market Activity & Other generally represents realized and unrealized gains (losses) on portfolio investments in our carry funds and related co-investment vehicles, the NGP Predecessor Funds and separately managed accounts, as well as the net impact of fees, expenses and non-investment income, and other changes in AUM. (4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end. |
Total AUM was $72.6$162.1 billion at December 31, 2017,2021, an increase of $21.7$30.3 billion, or 43%23%, compared to $50.9$131.8 billion at December 31, 2016.2020. This increase was driven by $20.5$27.2 billion of new commitmentsinflows primarily due to fundraising in CP VII, CAP V,VIII, CRP IX, CPI, and CGFSP III. Also contributing to this increase wasCP Growth, as well as market appreciation of $9.7$32.7 billion. The carry funds driving appreciation for the period included $2.8$7.3 billion attributable to CP VI, $3.7 billion attributable to CP VII, $1.9 billion attributable to CEP IV, and $1.7 billion attributable to CP V, and $1.5 billion attributable to CAP IV. Partially offsetting theCRP VIII. The increase were $9.4was partially offset by $27.8 billion of outflows driven primarily byfrom distributions and the expiration of dry powder in CP V, CEP III,our U.S. buyout, U.S. real estate, and various otherEurope buyout funds.funds, and $(1.8) billion in foreign exchange activity primarily from the translation of our Europe buyout, growth, and real estate AUM from EUR to USD.
Total AUM was $50.9$131.8 billion at December 31, 2016, a decrease2020, an increase of $12.2$2.0 billion, or 19%2%, compared to $63.1$129.8 billion at December 31, 2015.2019. This decreaseincrease was driven by $12.9$3.6 billion of outflowsinflows primarily due to fundraising in our large prior vintage buyout funds and $3.4 billion of other activity, primarily related to the expiration of available capital in CP V, CJPCPI, CIEP II, and CEP III. Partially
Total AUM was $63.1$129.8 billion at December 31, 2015, a decrease2019, an increase of $1.6$3.4 billion, or 2%3%, compared to $64.7$126.4 billion at December 31, 2014.2018. This decreaseincrease was primarily driven by outflows of $12.8 billion and $1.4$10.7 billion of foreign exchange loss. Offsetting this were $8.2 billion of new commitments driven byinflows primarily due to fundraising in CEPCJP IV, CEOFCGP II, CGP, CJP IIICETP IV, and CIEP II. Also contributing to this increase was market appreciation and other funds and coinvestment vehicles and $5.4activity of $2.9 billion of marketdue to appreciation representing a 13% increase in our portfolio of carry funds forpartially offset by the period.impact of management fees and expenses. The carry funds driving appreciation for the period included $1.3$0.9 billion attributable to CEP III, $1.0CP VI, $0.5 billion attributable to CAP III,CP VII, and $0.4 billion attributable to CPCAP V.
| TOTAL INVESTMENTS | REALIZED/PARTIALLY REALIZED INVESTMENTS(5) | |||||||||||||||||||||||||||||||||
| As of December 31, 2017 | As of December 31, 2017 | |||||||||||||||||||||||||||||||||
| Fund Inception Date (1) | Committed Capital | Cumulative Invested Capital (2) | Total Fair Value (3) | MOIC(4) | Gross IRR (7)(12) | Net IRR (8)(12) | Cumulative Invested Capital(2) | Total Fair Value(3) | MOIC(4) | Gross IRR(7) | ||||||||||||||||||||||||
| Corporate Private Equity | (Reported in Local Currency, in Millions) | (Reported in Local Currency, in Millions) | ||||||||||||||||||||||||||||||||
| Fully Invested/Committed Funds (6) | ||||||||||||||||||||||||||||||||||
| CP II | 10/1994 | $ | 1,331.1 | $ | 1,362.4 | $ | 4,072.2 | 3.0x | 34 | % | 25 | % | $ | 1,362.4 | $ | 4,072.2 | 3.0x | 34 | % | |||||||||||||||
| CP III | 2/2000 | $ | 3,912.7 | $ | 4,031.6 | $ | 10,146.9 | 2.5x | 27 | % | 21 | % | $ | 4,031.6 | $ | 10,146.9 | 2.5x | 27 | % | |||||||||||||||
| CP IV | 12/2004 | $ | 7,850.0 | $ | 7,612.6 | $ | 17,937.9 | 2.4x | 16 | % | 13 | % | $ | 7,612.6 | $ | 17,937.9 | 2.4x | 16 | % | |||||||||||||||
| CP V | 5/2007 | $ | 13,719.7 | $ | 13,190.9 | $ | 27,362.9 | 2.1x | 18 | % | 14 | % | $ | 9,350.8 | $ | 24,962.3 | 2.7x | 26 | % | |||||||||||||||
| CEP I | 12/1997 | € | 1,003.6 | € | 981.6 | € | 2,126.5 | 2.2x | 18 | % | 11 | % | € | 981.6 | € | 2,126.5 | 2.2x | 18 | % | |||||||||||||||
| CEP II | 9/2003 | € | 1,805.4 | € | 2,048.4 | € | 4,122.3 | 2.0x | 36 | % | 20 | % | € | 1,883.8 | € | 4,106.8 | 2.2x | 43 | % | |||||||||||||||
| CEP III | 12/2006 | € | 5,294.9 | € | 5,116.1 | € | 11,572.3 | 2.3x | 19 | % | 14 | % | € | 4,284.4 | € | 10,419.8 | 2.4x | 20 | % | |||||||||||||||
| CAP I | 12/1998 | $ | 750.0 | $ | 627.7 | $ | 2,521.8 | 4.0x | 25 | % | 18 | % | $ | 627.7 | $ | 2,521.8 | 4.0x | 25 | % | |||||||||||||||
| CAP II | 2/2006 | $ | 1,810.0 | $ | 1,628.2 | $ | 3,051.5 | 1.9x | 11 | % | 8 | % | $ | 1,628.2 | $ | 3,051.5 | 1.9x | 11 | % | |||||||||||||||
| CAP III | 5/2008 | $ | 2,551.6 | $ | 2,543.2 | $ | 4,817.2 | 1.9x | 18 | % | 12 | % | $ | 2,071.8 | $ | 4,380.2 | 2.1x | 20 | % | |||||||||||||||
| CJP I | 10/2001 | ¥ | 50,000.0 | ¥ | 47,291.4 | ¥ | 138,902.1 | 2.9x | 61 | % | 37 | % | ¥ | 47,291.4 | ¥ | 138,902.1 | 2.9x | 61 | % | |||||||||||||||
| CJP II | 7/2006 | ¥ | 165,600.0 | ¥ | 141,866.7 | ¥ | 216,622.1 | 1.5x | 8 | % | 4 | % | ¥ | 126,166.7 | ¥ | 191,642.2 | 1.5x | 7 | % | |||||||||||||||
| CGFSP I | 9/2008 | $ | 1,100.2 | $ | 1,080.7 | $ | 2,462.1 | 2.3x | 20 | % | 14 | % | $ | 977.9 | $ | 2,318.7 | 2.4x | 22 | % | |||||||||||||||
| CGFSP II | 4/2013 | $ | 1,000.0 | $ | 897.2 | $ | 1,320.5 | 1.5x | 24% | 15% | $ | 193.2 | $ | 407.3 | 2.1x | 32 | % | |||||||||||||||||
| CEOF I | 5/2011 | $ | 1,119.1 | $ | 1,164.5 | $ | 1,569.6 | 1.3x | 12 | % | 8 | % | $ | 346.9 | $ | 827.7 | 2.4x | 38 | % | |||||||||||||||
| CETP II | 2/2007 | € | 521.6 | € | 437.4 | € | 1,253.6 | 2.9x | 28 | % | 19 | % | € | 278.8 | € | 1,140.8 | 4.1x | 36 | % | |||||||||||||||
| CAGP IV | 6/2008 | $ | 1,041.4 | $ | 954.1 | $ | 1,459.9 | 1.5x | 12 | % | 7 | % | $ | 502.1 | $ | 928.6 | 1.8x | 16 | % | |||||||||||||||
| All Other Funds (9) | Various | $ | 4,655.4 | $ | 7,220.2 | 1.6x | 16 | % | 7 | % | $ | 3,747.5 | $ | 6,048.6 | 1.6x | 17 | % | |||||||||||||||||
| Co-investments and Other (10) | Various | $ | 11,040.3 | $ | 24,964.7 | 2.3x | 36 | % | 33 | % | $ | 6,998.2 | $ | 20,778.0 | 3.0x | 36 | % | |||||||||||||||||
| Total Fully Invested/Committed Funds | $ | 62,787.0 | $ | 134,994.5 | 2.2x | 26 | % | 19 | % | $ | 49,921.3 | $ | 122,707.5 | 2.5x | 27 | % | ||||||||||||||||||
| Funds in the Investment Period(6) | ||||||||||||||||||||||||||||||||||
| CP VI | 5/2012 | $ | 13,000.0 | $ | 11,753.9 | $ | 16,265.3 | 1.4x | 20% | 13% | ||||||||||||||||||||||||
| CEP IV | 8/2013 | € | 3,669.5 | € | 3,074.2 | € | 3,720.3 | 1.2x | 18% | 7% | ||||||||||||||||||||||||
| CAP IV | 11/2012 | $ | 3,880.4 | $ | 3,184.1 | $ | 5,206.6 | 1.6x | 31% | 20% | ||||||||||||||||||||||||
| CGP | 12/2014 | $ | 3,588.0 | $ | 2,668.7 | $ | 2,795.1 | 1.0x | 5% | 4% | ||||||||||||||||||||||||
| CJP III | 8/2013 | ¥ | 119,505.1 | ¥ | 60,094.5 | ¥ | 105,936.6 | 1.8x | NM | NM | ||||||||||||||||||||||||
| CEOF II | 3/2015 | $ | 2,400.0 | $ | 1,150.1 | $ | 1,332.4 | 1.2x | NM | NM | ||||||||||||||||||||||||
| All Other Funds (11) | Various | $ | 1,385.1 | $ | 1,822.4 | 1.3x | NM | NM | ||||||||||||||||||||||||||
| Total Funds in the Investment Period | $ | 24,371.2 | $ | 32,834.9 | 1.3x | 21 | % | 12 | % | $ | 1,391.0 | $ | 3,731.1 | 2.7x | 58 | % | ||||||||||||||||||
| TOTAL CORPORATE PRIVATE EQUITY (13) | $ | 87,158.2 | $ | 167,829.4 | 1.9x | 26 | % | 18 | % | $ | 51,312.2 | $ | 126,438.7 | 2.5x | 27 | % | ||||||||||||||||||
Remaining Fair Value (1) | Unrealized MOIC (2) | Total MOIC (3) | % Invested(4) | In Accrued Carry/ (Giveback) (5) | LTM Realized Carry (6) | Catch up Rate | Fee Initiation Date (7) | Quarters Since Fee Initiation | Original Investment Period End Date | |||||||||||||||
| As of December 31, 2017 | ||||||||||||||||||||||||
| Corporate Private Equity | ||||||||||||||||||||||||
| CP VI | $ | 13,613.2 | 1.3x | 1.4x | 90 | % | X | 100 | % | Jun-13 | 19 | May-18 | ||||||||||||
| CAP IV | $ | 4,683.3 | 1.6x | 1.6x | 82 | % | X | 100 | % | Jul-13 | 18 | Nov-18 | ||||||||||||
| CEP IV | € | 3,246.1 | 1.2x | 1.2x | 84 | % | X | 100 | % | Sep-14 | 14 | Aug-19 | ||||||||||||
| CGP | $ | 2,782.8 | 1.0x | 1.0x | 74 | % | 100 | % | Jan-15 | 12 | Dec-20 | |||||||||||||
| CP V | $ | 2,672.7 | 0.7x | 2.1x | 96 | % | X | X | 100 | % | Jun-07 | 43 | May-13 | |||||||||||
| CEP III | € | 1,398.2 | 1.6x | 2.3x | 97 | % | X | X | 100 | % | Jul-07 | 42 | Dec-12 | |||||||||||
| CEOF II | $ | 1,220.3 | 1.1x | 1.2x | 48 | % | 80 | % | Nov-15 | 9 | Mar-21 | |||||||||||||
| CAP III | $ | 1,203.7 | 2.0x | 1.9x | 100 | % | X | X | 100 | % | Jun-08 | 39 | May-14 | |||||||||||
| CGFSP II | $ | 885.4 | 1.4x | 1.5x | 90 | % | X | 100 | % | Jun-13 | 19 | Dec-17 | ||||||||||||
| CEOF I | $ | 765.9 | 0.9x | 1.3x | 104 | % | X | 80 | % | Sep-11 | 26 | May-17 | ||||||||||||
| CJP III | ¥ | 78,171.1 | 1.6x | 1.8x | 50 | % | X | 100 | % | Sep-13 | 18 | Feb-20 | ||||||||||||
| CAGP IV | $ | 515.8 | 1.2x | 1.5x | 92 | % | 100 | % | Aug-08 | 38 | Jun-14 | |||||||||||||
| CGFSP I | $ | 210.6 | 1.2x | 2.3x | 98 | % | X | X | 100 | % | Oct-08 | 37 | Sep-14 | |||||||||||
| CJP II | ¥ | 21,555.0 | 1.4x | 1.5x | 86 | % | 80 | % | Oct-06 | 45 | Jul-12 | |||||||||||||
| CP IV | $ | 187.1 | 2.0x | 2.4x | 97 | % | X | X | 80 | % | Apr-05 | 51 | Dec-10 | |||||||||||
| CETP II | € | 111.5 | 0.7x | 2.9x | 84 | % | X | X | 100 | % | Jan-08 | 40 | Jul-13 | |||||||||||
| All Other Funds (8) | $ | 2,669.5 | 1.2x | 2.1x | NM | NM | ||||||||||||||||||
| Co-investment and Other (9) | $ | 4,623.9 | 1.2x | 2.3x | NM | NM | ||||||||||||||||||
| Total Corporate Private Equity (10) | $ | 42,636.8 | 1.2x | 1.9x | ||||||||||||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Segment Revenues | |||||||||||
| Fund level fee revenues | |||||||||||
| Fund management fees | $ | 263.6 | $ | 251.1 | $ | 255.9 | |||||
| Portfolio advisory fees, net | 0.8 | 0.2 | 0.4 | ||||||||
| Transaction fees, net | 4.5 | — | 2.1 | ||||||||
| Total fund level fee revenues | 268.9 | 251.3 | 258.4 | ||||||||
| Performance fees | |||||||||||
| Realized | 92.0 | 53.1 | 163.2 | ||||||||
| Unrealized | 268.3 | 274.0 | (42.5 | ) | |||||||
| Total performance fees | 360.3 | 327.1 | 120.7 | ||||||||
| Investment income (loss) | |||||||||||
| Realized | (63.2 | ) | (20.6 | ) | (93.6 | ) | |||||
| Unrealized | 26.7 | 1.4 | 63.1 | ||||||||
| Total investment loss | (36.5 | ) | (19.2 | ) | (30.5 | ) | |||||
| Interest income | 3.0 | 1.7 | 0.3 | ||||||||
| Other income | 2.2 | 1.6 | 2.6 | ||||||||
| Total revenues | 597.9 | 562.5 | 351.5 | ||||||||
| Segment Expenses | |||||||||||
| Compensation and benefits | |||||||||||
| Direct base compensation | 77.6 | 72.1 | 70.0 | ||||||||
| Indirect base compensation | 50.5 | 39.1 | 39.3 | ||||||||
| Equity-based compensation | 34.9 | 26.3 | 25.0 | ||||||||
| Performance fee related | |||||||||||
| Realized | 41.6 | 37.6 | 68.5 | ||||||||
| Unrealized | 75.3 | 81.9 | 26.3 | ||||||||
| Total compensation and benefits | 279.9 | 257.0 | 229.1 | ||||||||
| General, administrative, and other indirect expenses | 78.5 | 67.1 | 74.6 | ||||||||
| Depreciation and amortization expense | 7.1 | 5.9 | 4.3 | ||||||||
| Interest expense | 17.0 | 16.0 | 10.6 | ||||||||
| Total expenses | 382.5 | 346.0 | 318.6 | ||||||||
| Economic Income | $ | 215.4 | $ | 216.5 | $ | 32.9 | |||||
| (-) Net Performance Fees | 243.4 | 207.6 | 25.9 | ||||||||
| (-) Investment Loss | (36.5 | ) | (19.2 | ) | (30.5 | ) | |||||
| (+) Equity-based Compensation | 34.9 | 26.3 | 25.0 | ||||||||
| (+) Net interest | 14.0 | 14.3 | 10.3 | ||||||||
| (+) Reserve for Litigation and Contingencies | (5.8 | ) | — | 9.2 | |||||||
| (=) Fee Related Earnings | $ | 51.6 | $ | 68.7 | $ | 82.0 | |||||
| (+) Realized Net Performance Fees | 50.4 | 15.5 | 94.7 | ||||||||
| (+) Realized Investment Loss | (63.2 | ) | (20.6 | ) | (93.6 | ) | |||||
| (+) Net interest | (14.0 | ) | (14.3 | ) | (10.3 | ) | |||||
| (=) Distributable Earnings | $ | 24.8 | $ | 49.3 | $ | 72.8 | |||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Distributable earnings, prior year | $ | 49.3 | $ | 72.8 | ||
| Increases (decreases): | ||||||
| Increase (decrease) in realized net performance fees | 34.9 | (79.2 | ) | |||
| (Increase) decrease in realized investment loss | (42.6 | ) | 73.0 | |||
| Decrease in fee related earnings | (17.1 | ) | (13.3 | ) | ||
| Decrease (increase) in net interest | 0.3 | (4.0 | ) | |||
| Total decrease | (24.5 | ) | (23.5 | ) | ||
| Distributable earnings, current year | $ | 24.8 | $ | 49.3 | ||
| Year Ended December 31, | ||
| 2017 | 2016 | 2015 |
| CRP VI | CRP VI | CRP VI |
| CPOCP | CEREP III - External Co-invest | CRP III |
| CRP III | CPOCP | |
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Fee related earnings, prior year | $ | 68.7 | $ | 82.0 | ||
| Increases (decreases): | ||||||
| Increase (decrease) in fee revenues | 17.6 | (7.1 | ) | |||
| Increase in direct and indirect base compensation | (16.9 | ) | (1.9 | ) | ||
| Increase in general, administrative and other expenses | (17.2 | ) | (1.7 | ) | ||
| Increase in interest expense | (1.0 | ) | (5.4 | ) | ||
| All other changes | 0.4 | 2.8 | ||||
| Total decrease | (17.1 | ) | (13.3 | ) | ||
| Fee related earnings, current year | $ | 51.6 | $ | 68.7 | ||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Higher (lower) fund management fees | $ | 12.5 | $ | (4.8 | ) | |
| Higher (lower) transaction fees | 4.5 | (2.1 | ) | |||
| Higher (lower) portfolio advisory fees | 0.6 | (0.2 | ) | |||
| Total increase (decrease) in fee revenues | $ | 17.6 | $ | (7.1 | ) | |
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Economic income, prior year | $ | 216.5 | $ | 32.9 | ||
| Increases (decreases): | ||||||
| Increase in net performance fees | 35.8 | 181.7 | ||||
| (Increase) decrease in investment loss | (17.3 | ) | 11.3 | |||
| Increase in equity-based compensation | (8.6 | ) | (1.3 | ) | ||
| Decrease in fee related earnings | (17.1 | ) | (13.3 | ) | ||
| Decrease (increase) in net interest | 0.3 | (4.0 | ) | |||
| Decrease in reserve for litigation and contingencies | 5.8 | 9.2 | ||||
| Total (decrease) increase | (1.1 | ) | 183.6 | |||
| Economic income, current year | $ | 215.4 | $ | 216.5 | ||
| Performance Fees | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Real Estate funds | $ | 196.8 | $ | 261.0 | $ | 204.1 | |||||
| Natural Resources funds | 161.0 | 42.0 | (0.8 | ) | |||||||
| Legacy Energy funds | 2.5 | 24.1 | (82.6 | ) | |||||||
| Total performance fees | $ | 360.3 | $ | 327.1 | $ | 120.7 | |||||
| Year Ended December 31, | |||
| 2017 | 2016 | 2015 | |
| Real Estate funds | 17% | 19% | 27% |
| Natural Resources funds | 30% | 24% | (3)% |
| Legacy Energy funds | 6% | 10% | (26)% |
| Total | 19% | 18% | (3)% |
| As of December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Real Assets | |||||||||||
| Components of Fee-earning AUM (1) | |||||||||||
| Fee-earning AUM based on capital commitments | $ | 16,453 | $ | 13,008 | $ | 12,588 | |||||
| Fee-earning AUM based on invested capital (2) | 13,901 | 13,878 | 17,353 | ||||||||
| Fee-earning AUM based on net asset value | 892 | 285 | — | ||||||||
| Fee-earning AUM based on lower of cost or fair value and other (3) | 353 | 316 | 964 | ||||||||
| Total Fee-earning AUM (4) | $ | 31,599 | $ | 27,487 | $ | 30,905 | |||||
| Weighted Average Management Fee Rates (5) | |||||||||||
| All Funds | 1.20 | % | 1.26 | % | 1.24 | % | |||||
| Funds in Investment Period | 1.35 | % | 1.43 | % | 1.44 | % | |||||
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Real Assets | |||||||||||
| Fee-earning AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 27,487 | $ | 30,905 | $ | 28,351 | |||||
| Inflows, including Fee-paying Commitments (1) | 8,812 | 1,514 | 8,426 | ||||||||
| Outflows, including Distributions (2) | (4,925 | ) | (4,860 | ) | (5,655 | ) | |||||
| Market Appreciation/(Depreciation) (3) | 73 | 28 | (1 | ) | |||||||
| Foreign Exchange and other (4) | 152 | (100 | ) | (216 | ) | ||||||
| Balance, End of Period | $ | 31,599 | $ | 27,487 | $ | 30,905 | |||||
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Real Assets | |||||||||||
| Total AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 34,252 | $ | 37,991 | $ | 42,295 | |||||
| New Commitments (1) | 10,205 | 1,203 | 3,828 | ||||||||
| Outflows (2) | (4,247 | ) | (6,844 | ) | (5,795 | ) | |||||
| Market Appreciation/(Depreciation) (3) | 3,614 | 3,317 | (2,357 | ) | |||||||
| Foreign Exchange Gain/(Loss) (4) | 112 | (17 | ) | (256 | ) | ||||||
| Other (5) | (1,048 | ) | (1,398 | ) | 276 | ||||||
| Balance, End of Period | $ | 42,888 | $ | 34,252 | $ | 37,991 | |||||
123
Fund Performance Metrics
Fund performance information for our investment funds that generally have at least $1.0 billion in capital commitments, cumulative equity invested or total value as of December 31, 2017 and excluding the NGP management fee funds,2021, which we refer to as our “significant funds,” is generally included throughout this discussion and analysis to facilitate an understanding of our results of operations for the periods presented. The fund return information reflected in this discussion and analysis is not indicative of the performance of The Carlyle Group L.P.Inc. and is also not necessarily indicative of the future performance of any particular fund. An investment in The Carlyle Group L.P.Inc. is not an investment in any of our funds. There can be no assurance that any of our funds or our other existing and future funds will achieve similar returns. See “Item 1A. Risk Factors — Risks Related to Our Business Operations — The historical returns attributable to our funds, including those presented in this report, should not be considered as indicative of the future results of our funds or of our future results or of any returns expected on an investment in our common units.stock.”
The following tables reflect the performance of our significant funds in our Real AssetsGlobal Private Equity business. See Part I. Item 1. “Business — Our Family of Funds” for a legend of the fund acronyms listed below.
| TOTAL INVESTMENTS | REALIZED/PARTIALLY REALIZED INVESTMENTS(5) | |||||||||||||||||||||||||||||||||
| As of December 31, 2017 | As of December 31, 2017 | |||||||||||||||||||||||||||||||||
| Fund Inception Date (1) | Committed Capital | Cumulative Invested Capital (2) | Total Fair Value (3) | MOIC (4) | Gross IRR (7) (12) | Net IRR (8) (12) | Cumulative Invested Capital (2) | Total Fair Value (3) | MOIC (4) | Gross IRR (7) (12) | ||||||||||||||||||||||||
| Real Assets | (Reported in Local Currency, in Millions) | (Reported in Local Currency, in Millions) | ||||||||||||||||||||||||||||||||
| Fully Invested Funds (6) | �� | |||||||||||||||||||||||||||||||||
| CRP III | 11/2000 | $ | 564.1 | $ | 522.5 | $ | 1,850.3 | 3.5x | 44 | % | 30 | % | $ | 522.5 | $ | 1,850.3 | 3.5x | 44 | % | |||||||||||||||
| CRP IV | 12/2004 | $ | 950.0 | $ | 1,282.2 | $ | 2,022.6 | 1.6x | 8 | % | 5 | % | $ | 1,191.6 | $ | 1,962.7 | 1.6x | 8 | % | |||||||||||||||
| CRP V | 11/2006 | $ | 3,000.0 | $ | 3,430.0 | $ | 5,669.6 | 1.7x | 12 | % | 9 | % | $ | 2,942.0 | $ | 4,972.5 | 1.7x | 14 | % | |||||||||||||||
| CRP VI | 9/2010 | $ | 2,340.0 | $ | 2,219.3 | $ | 4,012.7 | 1.8x | 29 | % | 20 | % | $ | 1,581.6 | $ | 3,190.4 | 2.0x | 33 | % | |||||||||||||||
| CRP VII | 3/2014 | $ | 4,161.6 | $ | 3,220.4 | $ | 4,282.4 | 1.3x | 21% | 12% | $ | 315.2 | $ | 593.9 | 1.9x | 33 | % | |||||||||||||||||
| CEREP I | 3/2002 | € | 426.6 | € | 517.0 | € | 698.6 | 1.4x | 14 | % | 7 | % | € | 517.0 | € | 698.6 | 1.4x | 14 | % | |||||||||||||||
| CEREP II | 4/2005 | € | 762.7 | € | 833.8 | € | 128.1 | 0.2x | Neg | Neg | € | 826.7 | € | 132.3 | 0.2x | Neg | ||||||||||||||||||
| CEREP III | 5/2007 | € | 2,229.5 | € | 2,025.7 | € | 2,432.2 | 1.2x | 4 | % | 1 | % | € | 1,706.7 | € | 2,247.6 | 1.3x | 6 | % | |||||||||||||||
| CIP | 9/2006 | $ | 1,143.7 | $ | 1,069.8 | $ | 1,427.6 | 1.3x | 6 | % | 3 | % | $ | 997.1 | $ | 1,365.1 | 1.4x | 6% | ||||||||||||||||
| NGP X | 1/2012 | $ | 3,586.0 | $ | 3,267.2 | $ | 4,185.6 | 1.3x | 9 | % | 6 | % | $ | 1,382.9 | $ | 2,505.2 | 1.8x | 24 | % | |||||||||||||||
| NGP XI | 6/2014 | $ | 5,325.0 | $ | 3,696.7 | $ | 5,348.6 | 1.4x | 39% | 27% | $ | 228.9 | $ | 471.3 | 2.1x | 169 | % | |||||||||||||||||
| Energy II | 7/2002 | $ | 1,100.0 | $ | 1,334.8 | $ | 3,130.9 | 2.3x | 81 | % | 55 | % | $ | 1,334.8 | $ | 3,130.9 | 2.3x | 81% | ||||||||||||||||
| Energy III | 10/2005 | $ | 3,800.0 | $ | 3,569.7 | $ | 5,513.1 | 1.5x | 10 | % | 7 | % | $ | 2,873.9 | $ | 5,045.9 | 1.8x | 14 | % | |||||||||||||||
| Energy IV | 12/2007 | $ | 5,979.1 | $ | 6,262.0 | $ | 8,167.3 | 1.3x | 8 | % | 5 | % | $ | 4,066.5 | $ | 6,012.2 | 1.5x | 14% | ||||||||||||||||
| Renew II | 3/2008 | $ | 3,417.5 | $ | 2,809.4 | $ | 4,188.8 | 1.5x | 9 | % | 6 | % | $ | 1,555.3 | $ | 2,440.9 | 1.6x | 12 | % | |||||||||||||||
| All Other Funds (9) | Various | $ | 2,939.5 | $ | 3,289.7 | 1.1x | 4 | % | Neg | $ | 2,662.1 | $ | 3,019.5 | 1.1x | 5% | |||||||||||||||||||
| Co-investments and Other(10) | Various | $ | 6,039.4 | $ | 9,880.3 | 1.6x | 16 | % | 13 | % | $ | 4,180.4 | $ | 7,228.9 | 1.7x | 20 | % | |||||||||||||||||
| Total Fully Invested Funds | $ | 45,721.8 | $ | 66,887.1 | 1.5x | 12 | % | 8 | % | $ | 29,501.8 | $ | 47,490.4 | 1.6x | 16 | % | ||||||||||||||||||
| Funds in the Investment Period (6) | ||||||||||||||||||||||||||||||||||
| CRP VIII | 5/2017 | $ | 5,010.7 | $ | 229.8 | $ | 222.5 | 1.0x | NM | NM | ||||||||||||||||||||||||
| CIEP I | 9/2013 | $ | 2,500.0 | $ | 988.8 | $ | 1,510.4 | 1.5x | 28% | 11% | ||||||||||||||||||||||||
| NGP XII | 7/2017 | $ | 2,776.7 | $ | 241.0 | $ | 241.0 | 1.0x | NM | NM | ||||||||||||||||||||||||
| CPP II | 6/2014 | $ | 1,526.9 | $ | 643.9 | $ | 706.3 | 1.1x | NM | NM | ||||||||||||||||||||||||
| CPI | 5/2016 | $ | 1,144.0 | $ | 863.4 | $ | 968.3 | 1.1x | NM | NM | ||||||||||||||||||||||||
| All Other Funds (11) | Various | $ | 391.5 | $ | 359.1 | 0.9x | NM | NM | ||||||||||||||||||||||||||
| Total Funds in the Investment Period | $ | 3,358.4 | $ | 4,007.5 | 1.2x | 16 | % | 4 | % | $ | — | $ | — | n/a | n/a | |||||||||||||||||||
| TOTAL Real Assets (13) | $ | 49,080.2 | $ | 70,894.6 | 1.4x | 12 | % | 8 | % | $ | 29,501.8 | $ | 47,490.4 | 1.6x | 16 | % | ||||||||||||||||||
| TOTAL INVESTMENTS | REALIZED/PARTIALLY REALIZED INVESTMENTS(5) | |||||||||||||||||||||||||||||||||||||||||||
| As of December 31, 2021 | As of December 31, 2021 | |||||||||||||||||||||||||||||||||||||||||||
| Fund (Fee Initiation Date/Stepdown Date) (19) | Committed Capital (20) | Cumulative Invested Capital(1) | Percent Invested | Realized Value(2) | Remaining Fair Value(3) | MOIC (4) | Gross IRR (6)(12) | Net IRR (7)(12) | Net Accrued Carry/(Clawback) (8) | Total Fair Value(9) | MOIC (4) | Gross IRR (6)(12) | ||||||||||||||||||||||||||||||||
| Corporate Private Equity | ||||||||||||||||||||||||||||||||||||||||||||
| CP VIII (Oct 2021 / Oct 2027) | $ | 11,452 | $ | 2,746 | 24% | $ | — | $ | 2,737 | 1.0x | NM | NM | $ | — | n/a | n/a | n/a | |||||||||||||||||||||||||||
| CP VII (May 2018 / Oct 2021) | $ | 18,510 | $ | 16,374 | 88% | $ | 579 | $ | 20,985 | 1.3x | 23% | 13% | $ | 387 | $ | 695 | 2.0x | 37% | ||||||||||||||||||||||||||
| CP VI (May 2013 / May 2018) | $ | 13,000 | $ | 13,108 | 101% | $ | 18,517 | $ | 14,417 | 2.5x | 23% | 18% | $ | 1,053 | $ | 21,784 | 2.9x | 31% | ||||||||||||||||||||||||||
| CP V (Jun 2007 / May 2013) | $ | 13,720 | $ | 13,238 | 96% | $ | 27,107 | $ | 1,353 | 2.1x | 18% | 14% | $ | 118 | $ | 27,216 | 2.5x | 24% | ||||||||||||||||||||||||||
| CEP V (Oct 2018 / Sep 2024) | € | 6,436 | € | 3,341 | 52% | € | 185 | € | 4,086 | 1.3x | 24% | 10% | $ | 61 | n/a | n/a | n/a | |||||||||||||||||||||||||||
| CEP IV (Sep 2014 / Oct 2018) | € | 3,752 | € | 3,766 | 100% | € | 3,417 | € | 3,332 | 1.8x | 17% | 11% | $ | 294 | € | 3,217 | 2.4x | 27% | ||||||||||||||||||||||||||
| CEP III (Jul 2007 / Dec 2012) | € | 5,295 | € | 5,177 | 98% | € | 11,707 | € | 53 | 2.3x | 19% | 14% | $ | 6 | € | 11,642 | 2.3x | 19% | ||||||||||||||||||||||||||
| CEP II (Sep 2003 / Sep 2007) | € | 1,805 | € | 2,048 | 113% | € | 4,152 | € | 8 | 2.0x | 36% | 20% | $ | 2 | € | 4,124 | 2.2x | 43% | ||||||||||||||||||||||||||
| CAP V (Jun 2018 / Jun 2024) | $ | 6,554 | $ | 4,157 | 63% | $ | 1,028 | $ | 4,731 | 1.4x | 41% | 21% | $ | 113 | $ | 935 | 1.9x | 152% | ||||||||||||||||||||||||||
| CAP IV (Jul 2013 / Jun 2018) | $ | 3,880 | $ | 4,044 | 104% | $ | 4,574 | $ | 3,478 | 2.0x | 19% | 13% | $ | 292 | $ | 4,838 | 3.4x | 35% | ||||||||||||||||||||||||||
| CAP III (Jun 2008 / Jul 2013) | $ | 2,552 | $ | 2,543 | 100% | $ | 4,890 | $ | 226 | 2.0x | 17% | 12% | $ | 23 | $ | 4,890 | 2.0x | 18% | ||||||||||||||||||||||||||
| CJP IV (Oct 2020 / Oct 2026) | ¥ | 258,000 | ¥ | 78,946 | 31% | ¥ | — | ¥ | 91,696 | 1.2x | NM | NM | $ | 3 | n/a | n/a | n/a | |||||||||||||||||||||||||||
| CJP III (Sep 2013 / Aug 2020) | ¥ | 119,505 | ¥ | 91,192 | 76% | ¥ | 97,354 | ¥ | 114,632 | 2.3x | 22% | 15% | $ | 77 | ¥ | 126,540 | 3.3x | 33% | ||||||||||||||||||||||||||
| CGFSP III (Dec 2017 / Dec 2023) | $ | 1,005 | $ | 870 | 87% | $ | 336 | $ | 1,380 | 2.0x | 48% | 34% | $ | 73 | $ | 644 | 5.2x | 58% | ||||||||||||||||||||||||||
| CGFSP II (Jun 2013 / Dec 2017) | $ | 1,000 | $ | 943 | 94% | $ | 1,602 | $ | 610 | 2.3x | 26% | 19% | $ | 47 | $ | 1,600 | 2.3x | 28% | ||||||||||||||||||||||||||
| CP Growth (Oct 2021 / Oct 2027) | $ | 1,062 | $ | 291 | 27% | $ | — | $ | 290 | 1.0x | NM | NM | $ | — | n/a | n/a | n/a | |||||||||||||||||||||||||||
| CEOF II (Nov 2015 / Mar 2020) | $ | 2,400 | $ | 2,249 | 94% | $ | 1,669 | $ | 2,298 | 1.8x | 19% | 13% | $ | 139 | $ | 1,824 | 3.9x | 56% | ||||||||||||||||||||||||||
| CEOF I (Sep 2011 / Nov 2015) | $ | 1,119 | $ | 1,175 | 105% | $ | 1,505 | $ | 312 | 1.5x | 12% | 8% | $ | 40 | $ | 1,363 | 1.8x | 23% | ||||||||||||||||||||||||||
| CETP IV (Jul 2019 / Jul 2025) | € | 1,350 | € | 1,109 | 82% | € | — | € | 1,727 | 1.6x | 63% | 41% | $ | 58 | n/a | n/a | n/a | |||||||||||||||||||||||||||
| CETP III (Jul 2014 / Jul 2019) | € | 657 | € | 602 | 92% | € | 1,180 | € | 677 | 3.1x | 45% | 32% | $ | 52 | € | 1,181 | 4.4x | 51% | ||||||||||||||||||||||||||
| CGP II (Dec 2020 / Jan 2025) | $ | 1,840 | $ | 488 | 27% | $ | — | $ | 497 | 1.0x | NM | NM | $ | — | n/a | n/a | n/a | |||||||||||||||||||||||||||
| CGP (Jan 2015 / Mar 2021) | $ | 3,588 | $ | 2,933 | 82% | $ | 438 | $ | 3,551 | 1.4x | 7% | 6% | $ | 53 | $ | 476 | 3.2x | 63% | ||||||||||||||||||||||||||
| CAGP IV (Aug 2008 / Dec 2014) | $ | 1,041 | $ | 954 | 92% | $ | 1,123 | $ | 122 | 1.3x | 7% | 2% | $ | — | $ | 1,122 | 1.3x | 7% | ||||||||||||||||||||||||||
| CSABF (Dec 2009 / Dec 2016) | $ | 776 | $ | 736 | 95% | $ | 483 | $ | 422 | 1.2x | 4% | 1% | $ | — | $ | 698 | 1.4x | 3% | ||||||||||||||||||||||||||
| All Other Active Funds & Vehicles(10) | $ | 17,975 | n/a | $ | 17,244 | $ | 12,456 | 1.7x | 13% | 11% | $ | 79 | $ | 17,718 | 2.2x | 17% | ||||||||||||||||||||||||||||
| Fully Realized Funds & Vehicles(11) | $ | 24,821 | n/a | $ | 61,833 | $ | — | 2.5x | 28% | 21% | $ | 9 | $ | 61,833 | 2.5x | 28% | ||||||||||||||||||||||||||||
| TOTAL CORPORATE PRIVATE EQUITY(13) | $ | 129,392 | n/a | $ | 167,277 | $ | 82,909 | 1.9x | 26% | 18% | $ | 2,980 | $ | 171,692 | 2.5x | 27% | ||||||||||||||||||||||||||||
| Real Estate | ||||||||||||||||||||||||||||||||||||||||||||
| CRP IX ( Oct 2021 / Oct 2026 ) | $ | 7,987 | $ | 269 | 3% | $ | — | $ | 258 | 1.0x | NM | NM | $ | — | n/a | n/a | n/a | |||||||||||||||||||||||||||
| CRP VIII (Aug 2017 / Oct 2021) | $ | 5,505 | $ | 4,295 | 78% | $ | 2,853 | $ | 3,927 | 1.6x | 50% | 30% | $ | 140 | $ | 2,906 | 1.9x | 50% | ||||||||||||||||||||||||||
| CRP VII (Jun 2014 / Dec 2017) | $ | 4,162 | $ | 3,760 | 90% | $ | 4,581 | $ | 1,734 | 1.7x | 19% | 12% | $ | 78 | $ | 4,566 | 1.8x | 23% | ||||||||||||||||||||||||||
| CRP VI (Mar 2011 / Jun 2014) | $ | 2,340 | $ | 2,161 | 92% | $ | 3,751 | $ | 173 | 1.8x | 27% | 18% | $ | 5 | $ | 3,568 | 2.0x | 31% | ||||||||||||||||||||||||||
| CRP V (Nov 2006 / Mar 2011) | $ | 3,000 | $ | 3,294 | 110% | $ | 6,109 | $ | 21 | 1.9x | 13% | 9% | $ | 7 | $ | 6,092 | 1.9x | 13% | ||||||||||||||||||||||||||
| CRP IV (Jan 2005 / Nov 2006) | $ | 950 | $ | 1,199 | 126% | $ | 1,963 | $ | 3 | 1.6x | 7% | 4% | $ | — | $ | 1,966 | 1.6x | 7% | ||||||||||||||||||||||||||
| CPI (May 2016 / n/a) | $ | 6,428 | $ | 4,727 | 74% | $ | 1,230 | $ | 5,399 | 1.4x | 19% | 17% | $ | 61 | $ | 784 | 1.7x | NM | ||||||||||||||||||||||||||
| CEREP III (Jun 2007 / May 2012) | € | 2,230 | € | 2,053 | 92% | € | 2,451 | € | 43 | 1.2x | 4% | 1% | $ | — | € | 2,445 | 1.2x | 4% | ||||||||||||||||||||||||||
124
| TOTAL INVESTMENTS | REALIZED/PARTIALLY REALIZED INVESTMENTS(5) | |||||||||||||||||||||||||||||||||||||||||||
| As of December 31, 2021 | As of December 31, 2021 | |||||||||||||||||||||||||||||||||||||||||||
| Fund (Fee Initiation Date/Stepdown Date) (19) | Committed Capital (20) | Cumulative Invested Capital(1) | Percent Invested | Realized Value(2) | Remaining Fair Value(3) | MOIC (4) | Gross IRR (6)(12) | Net IRR (7)(12) | Net Accrued Carry/(Clawback) (8) | Total Fair Value(9) | MOIC (4) | Gross IRR (6)(12) | ||||||||||||||||||||||||||||||||
| All Other Active Funds & Vehicles(14) | $ | 3,492 | n/a | $ | 3,018 | $ | 2,391 | 1.5x | 10% | 8% | $ | 7 | $ | 2,732 | 1.7x | 11% | ||||||||||||||||||||||||||||
| Fully Realized Funds & Vehicles(15) | $ | 5,152 | n/a | $ | 6,854 | $ | 2 | 1.3x | 13% | 6% | $ | — | $ | 6,856 | 1.3x | 13% | ||||||||||||||||||||||||||||
| TOTAL REAL ESTATE(13) | $ | 30,685 | n/a | $ | 33,150 | $ | 13,958 | 1.5x | 13% | 8% | $ | 298 | $ | 32,254 | 1.6x | 13% | ||||||||||||||||||||||||||||
| Natural Resources | ||||||||||||||||||||||||||||||||||||||||||||
| CIEP II (Apr 2019 / Apr 2025) | $ | 2,286 | $ | 841 | 37% | $ | 364 | $ | 809 | 1.4x | NM | NM | $ | 17 | $ | 501 | 2.1x | NM | ||||||||||||||||||||||||||
| CIEP I (Sep 2013 / Jun 2019) | $ | 2,500 | $ | 2,341 | 94% | $ | 1,265 | $ | 2,559 | 1.6x | 17% | 9% | $ | 109 | $ | 1,584 | 2.4x | 23% | ||||||||||||||||||||||||||
| CPP II (Sep 2014 / Apr 2021) | $ | 1,527 | $ | 1,504 | 99% | $ | 697 | $ | 1,418 | 1.4x | 12% | 8% | $ | 2 | $ | 365 | 4.1x | 77% | ||||||||||||||||||||||||||
| CGIOF (Dec 2018 / Sep 2023) | $ | 2,201 | $ | 1,242 | 56% | $ | 98 | $ | 1,254 | 1.1x | NM | NM | $ | — | $ | 42 | 1.8x | NM | ||||||||||||||||||||||||||
| NGP XII (Jul 2017 / Jul 2022) | $ | 4,278 | $ | 2,547 | 60% | $ | 379 | $ | 2,957 | 1.3x | 12% | 8% | $ | — | n/a | n/a | n/a | |||||||||||||||||||||||||||
| NGP XI (Oct 2014 / Jul 2017) | $ | 5,325 | $ | 4,964 | 93% | $ | 2,505 | $ | 4,057 | 1.3x | 8% | 6% | $ | — | $ | 1,972 | 1.2x | 18% | ||||||||||||||||||||||||||
| NGP X (Jan 2012 / Dec 2014) | $ | 3,586 | $ | 3,346 | 93% | $ | 3,197 | $ | 395 | 1.1x | 2% | Neg | $ | — | $ | 3,095 | 1.2x | 6% | ||||||||||||||||||||||||||
| All Other Active Funds & Vehicles(17) | $ | 3,470 | n/a | $ | 1,817 | $ | 3,180 | 1.4x | 14% | 12% | $ | 12 | $ | 1,950 | 2.3x | 28% | ||||||||||||||||||||||||||||
| Fully Realized Funds & Vehicles(18) | $ | 1,190 | n/a | $ | 1,435 | $ | 1 | 1.2x | 3% | 1% | $ | — | $ | 1,436 | 1.2x | 3% | ||||||||||||||||||||||||||||
| TOTAL NATURAL RESOURCES | $ | 21,446 | n/a | $ | 11,757 | $ | 16,629 | 1.3x | 9% | 5% | $ | 140 | $ | 10,945 | 1.5x | 12% | ||||||||||||||||||||||||||||
| Legacy Energy Funds(16) | $ | 16,741 | n/a | $ | 23,944 | $ | 243 | 1.4x | 12% | 6% | $ | (4) | $ | 23,735 | 1.5x | 14% | ||||||||||||||||||||||||||||
(1) Represents the original cost of investments since inception of the fund.
(2) Represents all realized proceeds since inception of the fund.
(3) Represents remaining fair value, before management fees, expenses and carried interest, and may include remaining escrow values for realized investments.
(4) Multiple of invested capital (“MOIC”) represents total fair value, before management fees, expenses and carried interest, divided by cumulative invested capital.
(5) An investment is considered realized when the investment fund has completely exited, and ceases to own an interest in, the investment. An investment is considered partially realized when the total amount of proceeds received in respect of such investment, including dividends, interest or other distributions and/or return of capital, represents at least 85% of invested capital and such investment is not yet fully realized. Because part of our value creation strategy involves pursuing best exit alternatives, we believe information regarding Realized/Partially Realized MOIC and Gross IRR, when considered together with the other investment performance metrics presented, provides investors with meaningful information regarding our investment performance by removing the impact of investments where significant realization activity has not yet occurred. Realized/Partially Realized MOIC and Gross IRR have limitations as measures of investment performance, and should not be considered in isolation. Such limitations include the fact that these measures do not include the performance of earlier stage and other investments that do not satisfy the criteria provided above. The exclusion of such investments will have a positive impact on Realized/Partially Realized MOIC and Gross IRR in instances when the MOIC and Gross IRR in respect of such investments are less than the aggregate MOIC and Gross IRR. Our measurements of Realized/Partially Realized MOIC and Gross IRR may not be comparable to those of other companies that use similarly titled measures. We do
(6) Gross Internal Rate of Return (“Gross IRR”) represents an annualized time-weighted return on Limited Partner invested capital, based on contributions, distributions and unrealized fair value as of the reporting date, before the impact of management fees, partnership expenses and carried interest. For fund vintages 2017 and after, Gross IRR includes the impact of interest expense related to the funding of investments on fund lines of credit. Gross IRR is calculated based on the timing of Limited Partner cash flows, which may differ to varying degrees from the timing of actual investment cash flows for the fund. Subtotal Gross IRR aggregations for multiple funds are calculated based on actual cash flow dates for each fund and represent a theoretical time-weighted return for a Limited Partner who invested sequentially in each fund.
(7) Net Internal Rate of Return (“Net IRR”) represents an annualized time-weighted return on Limited Partner invested capital, based on contributions, distributions and unrealized fair value as of the reporting date, after the impact of all management fees, partnership expenses and carried interest, including current accruals. Net IRR is calculated based on the timing of Limited Partner cash flows, which may differ to varying degrees from the timing of actual investment cash flows for the fund. Fund level IRRs are based on aggregate Limited Partner cash flows, and this blended return may differ from that of individual Limited Partners. As a result, certain funds may generate accrued performance revenues with a blended Net IRR that is below the preferred return hurdle for that fund. Subtotal Net IRR aggregations for
125
multiple funds are calculated based on actual cash flow dates for each fund and represent a theoretical time-weighted return for a Limited Partner who invested sequentially in each fund.
(8) Represents the net accrued performance fee balance/(giveback obligation) as of the current quarter end.
(9) Represents all realized proceeds combined with remaining fair value, before management fees, expenses and carried interest.
(10) Aggregate includes the following funds, as well as all active co-investments, separately managed accounts (SMAs), and stand-alone investments arranged by us: CVP II, MENA, CCI, CSSAF I, CPF, CAP Growth I, CAP Growth II and CBPF II.
(11) Aggregate includes the following funds, as well as related co-investments, separately managed accounts (SMAs), and certain other stand-alone investments arranged by us: CP I, CP II, CP III, CP IV, CEP I, CAP I, CAP II, CBPF I, CJP I, CJP II, CMG, CVP I, CUSGF III, CGFSP I, CEVP I, CETP I, CETP II, CAVP I, CAVP II, CAGP III and Mexico.
(12) For funds marked “NM,” IRR may be positive or negative, but is not present Realized/Partially Realized performance information separately for funds that are still in the investment periodconsidered meaningful because of the relatively insignificant levellimited time since initial investment and early stage of realizationscapital deployment. For funds marked “Neg,” IRR is considered meaningful but is negative as of reporting period end.
(13) For purposes of aggregation, funds that report in foreign currency have been converted to U.S. dollars at the reporting period spot rate.
(14) Aggregate includes the following funds, as well as all active co-investments, separately managed accounts (SMAs), and stand-alone investments arranged by us: CCR, CER I and CER II.
(15) Aggregate includes the following funds, as well as related co-investments, separately managed accounts (SMAs), and certain other stand-alone investments arranged by us: CRP I, CRP II, CRP III, CRCP I, CAREP I, CAREP II, CEREP I, and CEREP II.
(16) Aggregate includes the following Legacy Energy funds and related co-investments: Energy I, Energy II, Energy III, Energy IV, Renew I, and Renew II.
(17) Aggregate includes the following funds, as well as all active co-investments, separately managed accounts (SMAs), and stand-alone investments arranged by us: NGP GAP, CPOCP, CRSEF, and NGP Minerals.
(18) Aggregate includes the following funds, as well as related co-investments, separately managed accounts (SMAs), and certain other stand-alone investments arranged by us: CIP.
(19) The fund stepdown date represents the contractual stepdown date under the respective fund agreements for funds on which the fee basis stepdown has not yet occurred. Funds without a listed Fee Initiation Date and Stepdown Date have not yet initiated fees.
(20) All amounts shown represent total capital commitments as of this type. However,December 31, 2021. Certain of our recent vintage funds are currently in fundraising and total capital commitments are subject to the extent such funds have had realizations, they are included in the Realized/Partially Realized performance information presented for Total Corporate Private Equity and Total Real Assets.change.
126
| Remaining Fair Value(1) | Unrealized MOIC(2) | Total MOIC(3) | % Invested(4) | In Accrued Carry/ (Giveback) (5) | LTM Realized Carry (6) | Catch up Rate | Fee Initiation Date (7) | Quarters Since Fee Initiation | Original Investment Period End Date | |||||||||||||||
| As of December 31, 2017 | ||||||||||||||||||||||||
| Real Assets | ||||||||||||||||||||||||
| NGP XI | $ | 4,684.7 | 1.4x | 1.4x | 69 | % | X | 80 | % | Feb-15 | 12 | Oct-19 | ||||||||||||
| CRP VII | $ | 3,625.0 | 1.3x | 1.3x | 77 | % | X | 80 | % | Jun-14 | 15 | Mar-19 | ||||||||||||
| Energy IV | $ | 2,820.6 | 1.0x | 1.3x | 104 | % | (X) | 80 | % | Feb-08 | 40 | Dec-13 | ||||||||||||
| NGP X | $ | 1,788.2 | 1.0x | 1.3x | 91 | % | 80 | % | Jan-12 | 24 | May-17 | |||||||||||||
| Renew II | $ | 1,708.6 | 0.8x | 1.5x | 82 | % | (X) | 80 | % | Mar-08 | 40 | May-14 | ||||||||||||
| CIEP I | $ | 1,428.2 | 1.5x | 1.5x | 40 | % | X | 80 | % | Oct-13 | 17 | Sep-19 | ||||||||||||
| CRP V | $ | 1,323.8 | 2.1x | 1.7x | 114 | % | X | 50 | % | Nov-06 | 45 | Nov-11 | ||||||||||||
| CPI | $ | 928.2 | 1.1x | 1.1x | n/a | X | 50 | % | May-16 | 7 | Apr-21 | |||||||||||||
| CRP VI | $ | 772.7 | 1.3x | 1.8x | 95 | % | X | X | 50 | % | Mar-11 | 28 | Mar-16 | |||||||||||
| CRP IV | $ | 626.7 | 3.6x | 1.6x | 135 | % | 50 | % | Jan-05 | 52 | Dec-09 | |||||||||||||
| CPP II | $ | 590.6 | 1.1x | 1.1x | 42 | % | 80 | % | Sep-14 | 14 | Apr-21 | |||||||||||||
| CRP III | $ | 464.5 | 140.3x | 3.5x | 93 | % | X | X | 50 | % | Mar-01 | 68 | May-05 | |||||||||||
| CEREP III | € | 233.0 | 0.7x | 1.2x | 91 | % | 67 | % | Jun-07 | 43 | May-11 | |||||||||||||
| Energy III | $ | 264.7 | 0.3x | 1.5x | 94 | % | (X) | 80 | % | Nov-05 | 49 | Oct-11 | ||||||||||||
| NGP XII | $ | 241.0 | 1.0x | 1.0x | 9 | % | 80 | % | Nov-17 | 1 | Oct-19 | |||||||||||||
| CRP VIII | $ | 222.5 | 1.0x | 1.0x | 5 | % | 80 | % | Aug-17 | 2 | May-22 | |||||||||||||
| All Other Funds (8) | $ | 664.6 | 0.7x | 1.3x | NM | NM | ||||||||||||||||||
| Co-investment and Other (9) | $ | 2,490.8 | 1.1x | 1.6x | NM | NM | ||||||||||||||||||
| Total Real Assets (10) | $ | 24,925.6 | 1.2x | 1.4x | ||||||||||||||||||||
Global Credit
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Segment Revenues | |||||||||||||||||
| Fund level fee revenues | |||||||||||||||||
| Fund management fees | $ | 357.6 | $ | 324.2 | $ | 307.2 | |||||||||||
| Portfolio advisory and transaction fees, net and other | 62.2 | 34.0 | 14.6 | ||||||||||||||
| Total fund level fee revenues | 419.8 | 358.2 | 321.8 | ||||||||||||||
| Realized performance revenues | (6.0) | 26.5 | 1.8 | ||||||||||||||
| Realized principal investment income | 31.9 | 18.7 | 12.0 | ||||||||||||||
| Interest income | 5.6 | 10.4 | 14.2 | ||||||||||||||
| Total revenues | 451.3 | 413.8 | 349.8 | ||||||||||||||
| Segment Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation and benefits | 237.1 | 206.1 | 185.2 | ||||||||||||||
| Realized performance revenues related compensation | (2.7) | 12.2 | 0.4 | ||||||||||||||
| Total compensation and benefits | 234.4 | 218.3 | 185.6 | ||||||||||||||
| General, administrative, and other indirect expenses | 63.1 | 45.7 | 78.9 | ||||||||||||||
| Depreciation and amortization expense | 8.0 | 7.0 | 9.9 | ||||||||||||||
| Interest expense | 26.1 | 26.6 | 27.0 | ||||||||||||||
| Total expenses | 331.6 | 297.6 | 301.4 | ||||||||||||||
| (=) Distributable Earnings | $ | 119.7 | $ | 116.2 | $ | 48.4 | |||||||||||
| (-) Realized Net Performance Revenues | (3.3) | 14.3 | 1.4 | ||||||||||||||
| (-) Realized Principal Investment Income | 31.9 | 18.7 | 12.0 | ||||||||||||||
| (+) Net Interest | 20.5 | 16.2 | 12.8 | ||||||||||||||
| (=) Fee Related Earnings | $ | 111.6 | $ | 99.4 | $ | 47.8 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Segment Revenues | |||||||||||
| Fund level fee revenues | |||||||||||
| Fund management fees | $ | 191.5 | $ | 195.5 | $ | 210.7 | |||||
| Portfolio advisory fees, net | 0.7 | 1.1 | 0.7 | ||||||||
| Transaction fees, net | — | — | — | ||||||||
| Total fund level fee revenues | 192.2 | 196.6 | 211.4 | ||||||||
| Performance fees | |||||||||||
| Realized | 75.4 | 36.6 | 38.0 | ||||||||
| Unrealized | (16.3 | ) | 1.2 | (63.1 | ) | ||||||
| Total performance fees | 59.1 | 37.8 | (25.1 | ) | |||||||
| Investment income (loss) | |||||||||||
| Realized | 11.9 | 5.1 | 5.4 | ||||||||
| Unrealized | 5.4 | 15.3 | (15.7 | ) | |||||||
| Total investment income (loss) | 17.3 | 20.4 | (10.3 | ) | |||||||
| Interest income | 7.1 | 4.7 | 2.8 | ||||||||
| Other income | 6.8 | 4.7 | 3.9 | ||||||||
| Total revenues | 282.5 | 264.2 | 182.7 | ||||||||
| Segment Expenses | |||||||||||
| Compensation and benefits | |||||||||||
| Direct base compensation | 79.2 | 87.4 | 101.2 | ||||||||
| Indirect base compensation | 25.3 | 32.6 | 28.3 | ||||||||
| Equity-based compensation | 20.7 | 17.6 | 19.0 | ||||||||
| Performance fee related | |||||||||||
| Realized | 35.0 | 17.6 | 16.6 | ||||||||
| Unrealized | (7.3 | ) | 0.6 | (27.7 | ) | ||||||
| Total compensation and benefits | 152.9 | 155.8 | 137.4 | ||||||||
| General, administrative, and other indirect expenses | 3.3 | 250.0 | 69.8 | ||||||||
| Depreciation and amortization expense | 5.1 | 6.2 | 5.0 | ||||||||
| Interest expense | 14.5 | 11.3 | 10.8 | ||||||||
| Total expenses | 175.8 | 423.3 | 223.0 | ||||||||
| Economic Income (Loss) | $ | 106.7 | $ | (159.1 | ) | $ | (40.3 | ) | |||
| (-) Net Performance Fees | 31.4 | 19.6 | (14.0 | ) | |||||||
| (-) Investment Income (Loss) | 17.3 | 20.4 | (10.3 | ) | |||||||
| (+) Equity-based Compensation | 20.7 | 17.6 | 19.0 | ||||||||
| (+) Net Interest | 7.4 | 6.6 | 8.0 | ||||||||
| (+) Reserve for Litigation and Contingencies | (4.1 | ) | — | 9.0 | |||||||
| (=) Fee Related Earnings | $ | 82.0 | $ | (174.9 | ) | $ | 20.0 | ||||
| (+) Realized Net Performance Fees | 40.4 | 19.0 | 21.4 | ||||||||
| (+) Realized Investment Income | 11.9 | 5.1 | 5.4 | ||||||||
| (+) Net Interest | (7.4 | ) | (6.6 | ) | (8.0 | ) | |||||
| (=) Distributable Earnings | $ | 126.9 | $ | (157.4 | ) | $ | 38.8 | ||||
127
Year Ended December 31, 20172021 Compared to Year Ended December 31, 20162020 and Year Ended December 31, 20162020 Compared to Year Ended December 31, 20152019
Distributable Earnings
Distributable earnings increased $284.3$3.5 million for the year ended December 31, 20172021 as compared to 2016,2020, and decreased $196.2increased $67.8 million for the year ended December 31, 20162020 as compared to 2015.2019. The following table provides the components of the changes in distributable earnings for the years ended December 31, 20172021 and 2016:2020:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Distributable earnings, prior year | $ | 116.2 | $ | 48.4 | |||||||
| Increases (decreases): | |||||||||||
| Increase in fee related earnings | 12.2 | 51.6 | |||||||||
| (Decrease) increase in realized net performance revenues | (17.6) | 12.9 | |||||||||
| Increase in realized principal investment income | 13.2 | 6.7 | |||||||||
| Increase in net interest | (4.3) | (3.4) | |||||||||
| Total increase | 3.5 | 67.8 | |||||||||
| Distributable earnings, current year | $ | 119.7 | $ | 116.2 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Distributable earnings, prior year | $ | (157.4 | ) | $ | 38.8 | |
| Increases (decreases): | ||||||
| Increase (decrease) in realized net performance fees | 21.4 | (2.4 | ) | |||
| Increase (decrease) in realized investment income | 6.8 | (0.3 | ) | |||
| Increase (decrease) in fee related earnings | 256.9 | (194.9 | ) | |||
| (Increase) decrease in net interest | (0.8 | ) | 1.4 | |||
| Total increase (decrease) | 284.3 | (196.2 | ) | |||
| Distributable earnings, current year | $ | 126.9 | $ | (157.4 | ) | |
Realized Net Performance Fees.Revenues. Realized net performance fees increased $21.4revenues decreased $17.6 million for the year ended December 31, 20172021 as compared to 20162020 primarily due to realization of a $6.5 million net giveback obligation for CSP III in 2021 and decreased $2.4performance revenue realizations generated from Carlyle Aviation Partners for the year ended December 31, 2020. Realized net performance revenues increased $12.9 million for the year ended December 31, 20162020 as compared to 2015. The majority of realized net performance fees were generated2019 primarily driven by our distressed debt carry fundsCarlyle Aviation Partners in 2017, our structured credit funds in 2016 and both our structured credit funds and ESG in 2015.2020.
Realized Principal Investment Income. Realized principal investment income increased $6.8$13.2 million for the year ended December 31, 20172021 as compared to 20162020 and decreased $0.3increased $6.7 million for the year ended December 31, 20162020 as compared to 2015.2019. The increase in realized principal investment income for the year ended December 31, 20172021 as compared to 20162020 was primarily due to higher realizationsgains on investments in our structuredU.S. CLOs and distressed credit carry funds. The decreaseincrease in realized principal investment income for the year ended December 31, 20162020 as compared to 20152019 was primarily due to greater realized losses in one of our energy mezzanine funds in 2019 and higher realized gains on investments in our hedge funds, partially offset by higher realizations on our structured credit funds and carry funds.business development companies.
Fee Related Earnings
Fee related earnings increased $256.9$12.2 million for the year ended December 31, 20172021 as compared to 2016,2020, and decreased $194.9increased $51.6 million for the year ended December 31, 20162020 as compared to 2015.2019. The following table provides the components of the change in fee related earnings for the years ended December 31, 20172021 and 2016:2020:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Fee related earnings, prior year | $ | 99.4 | $ | 47.8 | |||||||
| Increases (Decreases): | |||||||||||
| Increase in fee revenues | 61.6 | 36.4 | |||||||||
| Increase in cash-based compensation | (31.0) | (20.9) | |||||||||
| (Increase) decrease in general, administrative and other indirect expenses | (17.4) | 33.2 | |||||||||
| All other changes | (1.0) | 2.9 | |||||||||
| Total increase | 12.2 | 51.6 | |||||||||
| Fee related earnings, current year | $ | 111.6 | $ | 99.4 | |||||||
128
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Fee related earnings, prior year | $ | (174.9 | ) | $ | 20.0 | |
| Increases (Decreases): | ||||||
| Decrease in fee revenues | (4.4 | ) | (14.8 | ) | ||
| Decrease in direct and indirect base compensation | 15.5 | 9.5 | ||||
| Decrease (increase) in general, administrative and other expenses | 242.6 | (189.2 | ) | |||
| All other changes | 3.2 | (0.4 | ) | |||
| Total increase (decrease) | 256.9 | (194.9 | ) | |||
| Fee related earnings, current year | $ | 82.0 | $ | (174.9 | ) | |
Fee Revenues. Total fee revenues decreased $4.4increased $61.6 million for the year ended December 31, 20172021 as compared to 20162020 and decreased $14.8increased $36.4 million for the year ended December 31, 20162020 as compared to 2015,2019, due to the following:
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Lower fund management fees | $ | (4.0 | ) | $ | (15.2 | ) |
| (Lower) higher portfolio advisory fees | (0.4 | ) | 0.4 | |||
| Total decrease in fee revenues | $ | (4.4 | ) | $ | (14.8 | ) |
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Higher fund management fees | $ | 33.4 | $ | 17.0 | |||||||
| Higher portfolio advisory and transaction fees, net and other | 28.2 | 19.4 | |||||||||
| Total increase in fee revenues | $ | 61.6 | $ | 36.4 | |||||||
The decreaseincrease in fund management fees for the year ended December 31, 20172021 as compared to 20162020 was primarily due to a decrease of $30.2 million in funddriven by increased management fees related tofrom CCOF I, which earns fees based on AUM, CCOF II, which activated management fees in October 2020, record CLO origination activity, our Interval Fund and the separation from the hedge funds and lower basisactivation of fees on certain carry funds.newly-raised SMAs. These decreasesincreases were partially offset by a $24.1 million increase in fundlower management fees primarily as a result of increased commitments and subsequent closings forfrom CSP IV during 2017.due to the step-down of the fee rate and basis in January 2021.
The decreaseincrease in fund management fees for the year ended December 31, 20162020 as compared to 20152019 was primarily due to lower hedgedriven by increased management fees from our CLOs, opportunistic credit carry fund, assets under managementdirect lending platform, Carlyle FRL and lower basis on certain carry funds,Carlyle Aviation Partners, partially offset by the activation oflower management fees onfrom our second energy mezzanine opportunity fund (“CEMOF II”). Assets under management reflects no material amounts for hedge funds at December 31, 2016, down from from $8.3 billion at December 31, 2015, primarily due to the transactions related to ESG and Claren Road in which the Partnership transferred its interests in ESG and Claren Road back to their respective founders, redemptions and investment depreciation.carry funds.
The weighted average management fee rate on our carry funds slightly decreased slightly from 1.37%1.22% at December 31, 20162020 to 1.35%1.21% at December 31, 2017 primarily due to a lower blended fee rate for CSP IV upon completion of the fundraising process.
2021. The weighted average management fee rate on our carry funds decreasedincreased from 1.38%1.20% at December 31, 20152019 to 1.37%1.22% at December 31, 20162020 primarily due to a lower blended fee ratefundraising in Carlyle Aviation Partners.
The increase in portfolio advisory and transaction fees, net, and other fees for CEMOF II upon completion of the fundraising process. Fee-earning AUM for our hedge funds was zero as ofyears ended December 31, 2016.2021 and 2020 to their comparable prior periods resulted primarily from increased underwriting fees related to Carlyle Global Capital Markets. Portfolio advisory and transaction fees, net, and other fees for the year ended December 31, 2020 also reflects transaction fees associated with Carlyle FRL.
Cash-based compensation and benefits expense. The increase in cash-based compensation and benefits expense for the years ended December 31, 2021 and 2020 relative to their comparable periods was primarily due to increased headcount and higher cash bonuses as we continue to invest in the growth of our platform and launch new strategies.
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| (Absence of) increase in commodities-related contingency reserves | $ | (175.0 | ) | $ | 175.0 | |
| (Absence of) expenses incurred related to Claren Road transaction | (25.0 | ) | 25.0 | |||
| Increase in insurance recoveries related to litigation | (10.0 | ) | (25.0 | ) | ||
| Increase in professional fees, including legal costs related to commodities | 144.2 | 11.5 | ||||
| Increase in insurance recovery related to commodities | (177.3 | ) | — | |||
| All other changes | 0.5 | 2.7 | ||||
| Total (decrease) increase | $ | (242.6 | ) | $ | 189.2 | |
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Economic income (loss), prior year | $ | (159.1 | ) | $ | (40.3 | ) |
| Increases (decreases): | ||||||
| Increase in net performance fees | 11.8 | 33.6 | ||||
| (Decrease) increase in investment income | (3.1 | ) | 30.7 | |||
| (Increase) decrease in equity-based compensation | (3.1 | ) | 1.4 | |||
| Increase (decrease) in fee related earnings | 256.9 | (194.9 | ) | |||
| Increase (decrease) in net interest | (0.8 | ) | 1.4 | |||
| Decrease in reserve for litigation and contingencies | 4.1 | 9.0 | ||||
| Total increase (decrease) | 265.8 | (118.8 | ) | |||
| Economic income (loss), current year | $ | 106.7 | $ | (159.1 | ) | |
| Performance Fees | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Carry funds | $ | 18.1 | $ | 0.3 | $ | (62.9 | ) | ||||
| Hedge funds | — | 0.9 | 10.5 | ||||||||
| Structured credit funds and other | 41.0 | 36.6 | 27.3 | ||||||||
| Total performance fees | $ | 59.1 | $ | 37.8 | $ | (25.1 | ) | ||||
| Year Ended December 31, | |||
| 2017 | 2016 | 2015 | |
| Carry funds | 11% | (11)% | (8)% |
| Year Ended December 31, | |||||||||
| 2017 | 2016 | 2015 | |||||||
| (Dollars in millions) | |||||||||
| Net Performance Fees | $ | 31.4 | $ | 19.6 | $ | (14.0 | ) | ||
| Percentage of Total Performance Fees | 53 | % | 52 | % | 56 | % | |||
COVID-19 pandemic.
129
Fee-earning AUM as of and for each of the Three Years in the Period Ended December 31, 20172021
Fee-earning AUM is presented below for each period together with the components of change during each respective period.
The table below breaks out Fee-earning AUM by its respective components at each period.
| As of December 31, | As of December 31, | |||||||||||||||||||||||||||
| 2017 | 2016 | 2015 | 2021 | 2020 | 2019 | |||||||||||||||||||||||
| (Dollars in millions) | (Dollars in millions) | |||||||||||||||||||||||||||
| Global Credit | Global Credit | |||||||||||||||||||||||||||
| Components of Fee-earning AUM (1) | Components of Fee-earning AUM (1) | |||||||||||||||||||||||||||
| Fee-earning AUM based on capital commitments | $ | 5,026 | $ | 4,010 | $ | 2,298 | Fee-earning AUM based on capital commitments | $ | 2,758 | $ | 3,921 | $ | 4,727 | |||||||||||||||
| Fee-earning AUM based on invested capital | 1,457 | 1,278 | 1,601 | Fee-earning AUM based on invested capital | 9,632 | 5,607 | 4,509 | |||||||||||||||||||||
| Fee-earning AUM based on collateral balances, at par | 18,625 | 16,999 | 17,896 | Fee-earning AUM based on collateral balances, at par | 30,779 | 26,480 | 24,887 | |||||||||||||||||||||
| Fee-earning AUM based on net asset value | 42 | — | 7,811 | Fee-earning AUM based on net asset value | 1,409 | 1,578 | 1,561 | |||||||||||||||||||||
| Fee-earning AUM based on other (2) | 2,112 | 1,839 | 1,366 | Fee-earning AUM based on other (2) | 7,140 | 4,547 | 2,178 | |||||||||||||||||||||
| Total Fee-earning AUM | $ | 27,262 | $ | 24,126 | $ | 30,972 | Total Fee-earning AUM | $ | 51,718 | $ | 42,133 | $ | 37,862 | |||||||||||||||
| Weighted Average Management Fee Rates (3) | Weighted Average Management Fee Rates (3) | |||||||||||||||||||||||||||
| All Funds, excluding CLOs | 1.35 | % | 1.37 | % | 1.52 | % | All Funds, excluding CLOs | 1.21 | % | 1.22 | % | 1.20 | % | |||||||||||||||
(1)For additional information concerning the components of Fee-earning AUM, see “—Fee-earning Assets under Management.”
(2)Includes funds with fees based on gross asset value.
(3)Represents the aggregate effective management fee rate for carry funds, weighted by each fund’s Fee-earning AUM, as of the end of each period presented. Management fees for CLOs are based on the total par amount of the assets (collateral) and principal balance of the notes in the fund and are not calculated as a percentage of equity and are therefore not included.
The table below provides the period to period rollforward of Fee-earning AUM.
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Global Credit | |||||||||||
| Fee-earning AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 24,126 | $ | 30,972 | $ | 33,898 | |||||
| Acquisitions/(Divestments) (1) | — | (4,356 | ) | — | |||||||
| Inflows, including Fee-paying Commitments (2) | 1,413 | 1,901 | 2,422 | ||||||||
| Outflows, including Distributions (3) | (265 | ) | (668 | ) | (1,025 | ) | |||||
| Subscriptions, net of Redemptions (4) | — | (2,764 | ) | (4,327 | ) | ||||||
| Changes in CLO collateral balances (5) | 843 | (714 | ) | 850 | |||||||
| Market Appreciation/(Depreciation) (6) | 13 | (475 | ) | (674 | ) | ||||||
| Foreign Exchange and other (7) | 1,132 | 230 | (172 | ) | |||||||
| Balance, End of Period | $ | 27,262 | $ | 24,126 | $ | 30,972 | |||||
| Twelve Months Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Credit | |||||||||||||||||
| Fee-earning AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 42,133 | $ | 37,862 | $ | 35,152 | |||||||||||
| Inflows (1) | 13,029 | 6,368 | 4,437 | ||||||||||||||
| Outflows (including realizations) (2) | (4,314) | (3,906) | (2,663) | ||||||||||||||
| Market Activity & Other (3) | 1,501 | 618 | 1,067 | ||||||||||||||
| Foreign Exchange (4) | (631) | 1,191 | (131) | ||||||||||||||
| Balance, End of Period | $ | 51,718 | $ | 42,133 | $ | 37,862 | |||||||||||
(1)Inflows represents limited partner capital raised by our carry funds or separately managed accounts for which management fees based on commitments were activated during the period, the fee-earning commitments invested in vehicles for which management fees are based on invested capital, the fee-earning collateral balance of new CLO issuances, as well as gross subscriptions in our vehicles for which management fees are based on net asset value. Inflows exclude fundraising amounts during the period for which fees have not yet been activated, which are referenced as Pending Fee-earning AUM.
(2)Outflows represents the impact of realizations from vehicles with management fees based on remaining invested capital at cost or fair value, changes in basis for funds where the investment period, weighted-average investment period or commitment fee period has expired during the period, reductions for funds that are no longer calling for fees, gross redemptions in our open-end funds, and runoff of CLO collateral balances. Realizations for funds earning management fees based on commitments during the period do not affect Fee-earning AUM.
(3)Market Activity & Other represents realized and unrealized gains (losses) on portfolio investments in funds or vehicles based on the lower of cost or fair value or net asset value, as well as activity of funds with fees based on gross asset value.
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(4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end.
Fee-earning AUM was $27.3$51.7 billion at December 31, 2017,2021, an increase of $3.2$9.6 billion, or 13%23%, compared to $24.1$42.1 billion at December 31, 2016.2020. Driving the increase were inflows of $1.4$13.0 billion primarily attributable to new fee-paying commitmentscapital raised in CSP IV. Also drivingour U.S. and Europe CLOs and investment activity in our opportunistic credit funds, as well as $1.5 billion of market and other activity. Partially offsetting the increase was foreign exchange and other activitywere $4.3 billion of $1.1 billionoutflows primarily related to foreign exchange gains on our Euro-denominated CLO's and increases inrun-off of our CLO collateral balances of $0.8 billion.and dispositions from funds which charge fees on invested capital. Distributions from carry funds still in the investment period do not impact Fee-earning AUM as these funds are based on commitments and not invested capital.
Fee-earning AUM was $42.1 billion at December 31, 2020, an increase of $4.2 billion, or 11%, compared to $37.9 billion at December 31, 2019. Driving the increase were inflows of $6.4 billion primarily attributable to new fee-paying capital raised in our U.S. and Europe CLOs, fee-paying third-party capital raised in our insurance business, and investment activity in CCOF I, as well as $1.2 billion in foreign exchange activity related to the translation of our EUR-denominated CLOs to USD. Partially offsetting the increase were $3.9 billion of outflows primarily related to a fee basis step-down in CEMOF II and run-off of our CLO collateral balances.
Fee-earning AUM was $24.1$37.9 billion at December 31, 2016, a decrease2019, an increase of $6.9$2.7 billion, or 22%8%, compared to $31.0$35.2 billion at December 31, 2015. This was primarily2018. Driving the result of the divestments of our ESG and Claren Road hedge fund businesses whichincrease were sold back to their founders in separate transactions which closed in October 2016 and January 2017, respectively, and resulted in a decline in Fee-earning AUMinflows of $4.4 billion. Also driving the decrease were net redemptionsbillion primarily attributable to new fee-paying capital raised in our hedge funds of $2.8 billionU.S. and decreasesEurope CLO’s and follow-on closes in our CLO collateral balances of $0.7 billion. Partially offsetting this decrease was $1.9CCOF I, as well as $1.1 billion of inflowsmarket and other activity primarily related to new commitments raisedincreases in CSP IVgross asset value in our BDCs and CEMOF II.
CLO collateral balances.
Total AUM as of and for each of the Three Years in the Period Ended December 31, 20172021
The table below provides the period to period rollforward of Total AUM.
| Twelve Months Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Credit | |||||||||||||||||
| Total AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 55,881 | $ | 49,412 | $ | 44,417 | |||||||||||
| Inflows (1) | 16,933 | 9,497 | 6,338 | ||||||||||||||
| Outflows (including realizations) (2) | (4,171) | (4,167) | (2,396) | ||||||||||||||
| Market Activity & Other (3) | 5,403 | 402 | 1,190 | ||||||||||||||
| Foreign Exchange (4) | (662) | 737 | (137) | ||||||||||||||
| Balance, End of Period | $ | 73,384 | $ | 55,881 | $ | 49,412 | |||||||||||
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Global Credit | |||||||||||
| Total AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 29,399 | $ | 35,255 | $ | 36,741 | |||||
| Acquisitions/(Divestments) (1) | — | (4,707 | ) | — | |||||||
| New Commitments (2) | 6,643 | 7,115 | 8,545 | ||||||||
| Outflows (3) | (3,981 | ) | (7,506 | ) | (9,030 | ) | |||||
| Market Appreciation/(Depreciation) (4) | 177 | (1,045 | ) | (945 | ) | ||||||
| Foreign Exchange Gain/(Loss) (5) | 829 | (190 | ) | (609 | ) | ||||||
| Other (6) | 257 | 477 | 553 | ||||||||
| Balance, End of Period | $ | 33,324 | $ | 29,399 | $ | 35,255 | |||||
(1)Inflows reflects the impact of gross fundraising during the period. For funds or vehicles denominated in foreign currencies, this reflects translation at the average quarterly rate, while the separately reported Fundraising metric is translated at the spot rate for each individual closing.
(3)Market Activity & Other generally represents realized and unrealized gains (losses) on portfolio investments in our carry funds, related co-investment vehicles, and separately managed accounts, as well as the impact of fees, expenses and non-investment income, change in gross asset value for our business development companies and other changes in AUM.
(4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end.
Total AUM was $33.3$73.4 billion at December 31, 2017,2021, an increase of $3.9$17.5 billion, or 13%31%, compared to $29.4$55.9 billion at December 31, 2016.2020. This was driven by $6.6$16.9 billion of new commitmentsinflows primarily due to new U.S. and Europe CLO issuances, as well as fundraising in CSCCCOF II and CCOF.various platform accounts. Also contributing todriving the increase were foreign exchange gainswas $5.4 billion of $0.8 billion market and other activity
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attributable to 22% appreciation in our Euro-denominated CLO's.carry funds and increases in the gross asset value of our BDCs and securitization vehicles. Partially offsetting the increase were outflows of $4.0$4.2 billion primarily related to run-off of our CLO run-offcollateral balances and distributions in our GlobalDistressed Credit carryand Energy Credit funds.
Total AUM was $29.4$55.9 billion at December 31, 2016, a decrease2020, an increase of $5.9$6.5 billion, or 17%13%, compared to $35.3$49.4 billion at December 31, 2015.2019. This decrease was driven by $9.5 billion of inflows primarily due to new U.S. and Europe CLO issuances, fundraising in CCOF II, and closings in various platform accounts. Also driving the increase was $0.7 billion in foreign exchange activity related to the translation of our EUR-denominated CLOs to USD. Partially offsetting the increase were outflows of $7.5$4.2 billion which were the result of CLO run-off, hedge fund redemptions, andprimarily related to distributions in our carry funds. Also driving the decrease were divestments of our ESGEnergy Credit and Claren Road hedge fund businesses which were sold back to their founders in separate transactions which closed in October 2016 and January 2017, respectively, and resulted in a decline in Aviation funds, as well as CLO run-off.
Total AUM was $49.4 billion at December 31, 2019, an increase of $4.7 billion. Market depreciation for the period$5.0 billion, or 11%, compared to $44.4 billion at December 31, 2018. This was driven by $6.3 billion of $1.0 billion represented a 11% ($0.2 billion) decrease on our portfolio of carry funds for the period and declines in our hedge funds. Partially offsetting this decrease were new commitments of $7.1 billioninflows primarily due to new U.S. and Europe CLO issuances, as well as fundraisingadditional closes in CSP IVCCOF I. Also driving the increase was market and CEMOF II.
Fund Performance Metrics
Fund performance information for certain of our Global Credit Funds is included throughout this discussion and analysis to facilitate an understanding of our results of operations for the periods presented. The fund return information reflected in this discussion and analysis is not indicative of the performance of The Carlyle Group L.P.Inc. and is also not necessarily indicative of the future performance of any particular fund. An investment in The Carlyle Group L.P.Inc. is not an investment in any of our funds. There can be no assurance that any of our funds or our other existing and future funds will achieve similar returns. See “ItemPart I. Item 1A. Risk Factors — “Risk Factors—Risks Related to Our Business Operations — Operations—The historical returns attributable to our funds including those presented in this report should not be considered as indicative of the future results of our funds or of our future results or of any returns expected on an investment in our common units.stock.”
The following table reflects the performance of certain funds in our Global Credit business. These tables separately present funds that, as of the periods presented, had at least $1.0 billion in capital commitments, cumulative equity invested or total equity value. See Part I. Item 1. “Business — Our Family of Funds” for a legend of the fund acronyms listed below.
| (Dollars in millions) | TOTAL INVESTMENTS | |||||||||||||||||||||||||||||||
| As of December 31, 2021 | ||||||||||||||||||||||||||||||||
| Fund (Fee Initiation Date/Stepdown Date) (11) | Committed Capital (12) | Cumulative Invested Capital (1) | Percent Invested | Realized Value (2) | Remaining Fair Value (3) | MOIC (4) | Gross IRR (5) (8) | Net IRR (6) (8) | Net Accrued Carry/(Clawback) (7) | |||||||||||||||||||||||
| Global Credit Carry Funds | ||||||||||||||||||||||||||||||||
| CSP IV (Apr 2016 / Dec 2020) | $ | 2,500 | $ | 2,500 | 100% | $ | 1,206 | $ | 1,900 | 1.2x | 19% | 8% | $ | 22 | ||||||||||||||||||
| CSP III (Dec 2011 / Aug 2015) | $ | 703 | $ | 703 | 100% | $ | 919 | $ | 80 | 1.4x | 19% | 10% | $ | — | ||||||||||||||||||
| CSP II (Dec 2007 / Jun 2011) | $ | 1,352 | $ | 1,352 | 100% | $ | 2,431 | $ | 62 | 1.8x | 17% | 11% | $ | 7 | ||||||||||||||||||
| CCOF II (Nov 2020 / Oct 2025) | $ | 4,167 | $ | 1,667 | 40% | $ | 45 | $ | 1,783 | 1.1x | NM | NM | $ | 13 | ||||||||||||||||||
| CCOF I (Nov 2017 / Sep 2022) | $ | 2,373 | $ | 3,383 | 143% | $ | 1,437 | $ | 2,749 | 1.2x | 21% | 15% | $ | 63 | ||||||||||||||||||
| CEMOF II (Dec 2015 / Jun 2019) | $ | 2,819 | $ | 1,702 | 60% | $ | 861 | $ | 1,163 | 1.2x | 7% | 2% | $ | — | ||||||||||||||||||
| CEMOF I (Dec 2010 / Dec 2015) | $ | 1,383 | $ | 1,606 | 116% | $ | 936 | $ | 153 | 0.7x | Neg | Neg | $ | — | ||||||||||||||||||
| CSC (Mar 2017/ n/a) | $ | 838 | $ | 1,303 | 155% | $ | 1,150 | $ | 512 | 1.3x | 18% | 14% | $ | 34 | ||||||||||||||||||
| SASOF III (Nov 2014 / n/a) | $ | 833 | $ | 991 | 119% | $ | 1,187 | $ | 137 | 1.3x | 21% | 13% | $ | 16 | ||||||||||||||||||
| All Other Active Funds & Vehicles(9) | $ | 3,036 | n/a | $ | 1,126 | $ | 1,777 | 1.0x | NM | NM | $ | 6 | ||||||||||||||||||||
| Fully Realized Funds & Vehicles(10) | $ | 1,944 | n/a | $ | 2,783 | $ | 1 | 1.4x | 13% | 8% | $ | — | ||||||||||||||||||||
| TOTAL GLOBAL CREDIT | $ | 20,188 | n/a | $ | 14,081 | $ | 10,316 | 1.2x | 11% | 5% | $ | 161 | ||||||||||||||||||||
| TOTAL INVESTMENTS | ||||||||||||||||||||||
| As of December 31, 2017 | Inception to December 31, 2017 | |||||||||||||||||||||
| Global Credit (Carry Funds Only) | Fund Inception Date (1) | Committed Capital | Cumulative Invested Capital (2) | Total Fair Value (3) | MOIC (4) | Gross IRR (5) (10) | Net IRR (6) (10) | |||||||||||||||
| (Reported in Local Currency, in Millions) | ||||||||||||||||||||||
| Fully Invested/Committed Funds (7) | ||||||||||||||||||||||
| CSP II | 6/2007 | $ | 1,352.3 | $ | 1,352.3 | $ | 2,465.6 | 1.8x | 17 | % | 11 | % | ||||||||||
| CSP III | 8/2011 | $ | 702.8 | $ | 702.8 | $ | 1,163.4 | 1.7x | 32 | % | 20 | % | ||||||||||
| CEMOF I | 12/2010 | $ | 1,382.5 | $ | 1,599.9 | $ | 1,419.4 | 0.9x | Neg | Neg | ||||||||||||
| All Other Funds (8) | $ | 1,438.5 | $ | 1,998.3 | 1.4x | 12 | % | 7 | % | |||||||||||||
| Coinvestments and Other (9) | $ | 976.4 | $ | 938.6 | 1.0x | NM | NM | |||||||||||||||
| Total Fully Invested/Committed Funds | $ | 6,069.9 | $ | 7,985.3 | 1.3x | 12 | % | 6 | % | |||||||||||||
| Funds in the Investment Period (7) | ||||||||||||||||||||||
| CSP IV | 3/2016 | $ | 2,500.0 | $ | 661.4 | $ | 766.7 | 1.2x | NM | NM | ||||||||||||
| CEMOF II | 2/2015 | $ | 2,819.2 | $ | 878.4 | $ | 933.1 | 1.1x | NM | NM | ||||||||||||
| All Other Funds | $ | 173.9 | $ | 179.5 | 1.0x | NM | NM | |||||||||||||||
| Total Funds in the Investment Period | $ | 1,713.7 | $ | 1,879.3 | 1.1x | NM | NM | |||||||||||||||
| TOTAL Global Credit | $ | 7,783.6 | $ | 9,864.6 | 1.3x | 12 | % | 6 | % | |||||||||||||
(1) Represents the original cost of investments since the inception of the fund. For CSP II and CSP III, reflects amounts net of investment level recallable proceeds which is adjusted to reflect recyclability of invested capital for the purpose of calculating the fund MOIC.
(2) Represents all realized proceeds since inception of the fund. (3) Represents |
(4) Multiple of invested capital (“MOIC”) represents total fair value, before management fees, expenses and carried interest, divided by cumulative invested capital. (5) Gross Internal Rate of Return (“Gross IRR”) represents an annualized time-weighted return on Limited Partner invested capital, based on contributions, distributions and unrealized fair value as of the reporting date, before the impact of management fees, partnership expenses and carried interest. For fund vintages 2017 and after, Gross IRR includes the impact of interest expense related to the funding of investments on fund lines of credit. Gross IRR is calculated based on the timing of Limited Partner cash flows, which may differ to varying degrees from the timing of actual investment cash flows for the fund. Subtotal Gross IRR aggregations for multiple funds are calculated based on actual cash flow dates for each fund and represent a theoretical time-weighted return for a Limited Partner who invested sequentially in each fund. (6) Net Internal Rate of Return (“Net IRR”) represents an annualized time-weighted return on Limited Partner invested capital, based on contributions, distributions and unrealized fair value as of the reporting date, after the impact of all management fees, partnership expenses and carried interest, including current accruals. Net IRR is calculated based on the timing of Limited Partner cash flows, which may differ to varying degrees from the timing of actual investment cash flows for the fund. Fund level IRRs are based on aggregate Limited Partner cash flows, and this blended return may differ from that of individual Limited Partners. |
| Remaining Fair Value (1) | Unrealized MOIC (2) | Total MOIC (3) | % Invested (4) | In Accrued Carry/ (Giveback) (5) | LTM Realized Carry (6) | Catch up Rate | Fee Initiation Date (7) | Quarters Since Fee Initiation | Original Investment Period End Date | ||||||
| As of December 31, 2017 | |||||||||||||||
| Global Credit | |||||||||||||||
| CEMOF II | $ | 892.4 | 1.0x | 1.1x | 31 | % | 100 | % | Dec-15 | 9 | Feb-20 | ||||
| CEMOF I | $ | 859.2 | 0.6x | 0.9x | 116 | % | 100 | % | Dec-10 | 29 | Dec-15 | ||||
| CSP IV | $ | 633.6 | 1.1x | 1.2x | 26 | % | X | 100 | % | Feb-17 | 4 | Jun-20 | |||
| CSP III | $ | 324.8 | 1.1x | 1.7x | 100 | % | X | X | 80 | % | Dec-11 | 25 | Aug-15 | ||
| All Other Funds (8) | $ | 366.1 | 0.9x | 1.6x | NM | NM | |||||||||
| Co-investment and Other (9) | $ | 797.4 | 0.8x | 1.0x | NM | NM | |||||||||
| Total Global Credit | $ | 3,873.5 | 0.8x | 1.3x | |||||||||||
(7) Represents the net accrued performance fee balance/(giveback obligation) as of the current quarter end.
(8) For funds marked “NM,” IRR may be positive or negative, but is not considered meaningful because of the limited time since initial investment and early stage of capital deployment. For funds marked “Neg,” IRR is considered meaningful but is negative as of reporting period end.
(9) Aggregate includes the following funds, as well as all active co-investments, separately managed accounts (SMAs), and stand-alone investments arranged by us: SASOF IV, SASOF V, CALF and CICF.
(10) Aggregate includes the following funds, as well as related co-investments, separately managed accounts (SMAs), and certain other stand-alone investments arranged by us: CSP I, CMP I, CMP II, SASOF II and CASCOF.
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(11) The fund stepdown date represents the contractual stepdown date under the respective fund agreements for funds on which the fee basis stepdown has substantially wound down the operationsnot yet occurred. Funds without a listed Fee Initiation Date and Stepdown Date have not yet initiated fees.
(12) All amounts shown represent total capital commitments as of DGAM.December 31, 2021. Certain of our recent vintage funds are currently in fundraising and total capital commitments are subject to change.
Global Investment Solutions
The following table presents our results of operations for our Global Investment Solutions(1) segment:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Segment Revenues | |||||||||||||||||
| Fund level fee revenues | |||||||||||||||||
| Fund management fees | $ | 228.4 | $ | 193.0 | $ | 157.1 | |||||||||||
| Portfolio advisory and transaction fees, net and other | 0.5 | 0.1 | — | ||||||||||||||
| Total fund level fee revenues | 228.9 | 193.1 | 157.1 | ||||||||||||||
| Realized performance revenues | 186.8 | 155.1 | 70.7 | ||||||||||||||
| Realized principal investment income | 9.8 | 2.3 | 1.7 | ||||||||||||||
| Interest income | 0.2 | 0.6 | 1.5 | ||||||||||||||
| Total revenues | 425.7 | 351.1 | 231.0 | ||||||||||||||
| Segment Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation and benefits | 108.2 | 113.5 | 96.3 | ||||||||||||||
| Realized performance revenues related compensation | 168.1 | 144.6 | 64.6 | ||||||||||||||
| Total compensation and benefits | 276.3 | 258.1 | 160.9 | ||||||||||||||
| General, administrative, and other indirect expenses | 32.0 | 37.8 | 37.2 | ||||||||||||||
| Depreciation and amortization expense | 4.5 | 4.5 | 6.2 | ||||||||||||||
| Interest expense | 10.8 | 9.3 | 7.9 | ||||||||||||||
| Total expenses | 323.6 | 309.7 | 212.2 | ||||||||||||||
| (=) Distributable Earnings | $ | 102.1 | $ | 41.4 | $ | 18.8 | |||||||||||
| (-) Realized Net Performance Revenues | 18.7 | 10.5 | 6.1 | ||||||||||||||
| (-) Realized Principal Investment Income | 9.8 | 2.3 | 1.7 | ||||||||||||||
| (+) Net Interest | 10.6 | 8.7 | 6.4 | ||||||||||||||
| (=) Fee Related Earnings | $ | 84.2 | $ | 37.3 | $ | 17.4 | |||||||||||
(1) On April 1, 2021, we closed on the sale of our interest in Metropolitan Real Estate (“MRE”). Distributable Earnings and Fee Related Earnings attributable to MRE in periods prior to the sale were immaterial to the Global Investment Solutions segment:segment. The $5.0 million gain on the sale and the $26.8 million right-of-use asset impairment, as a result of the sublease transaction (see Note 8 to the consolidated financial statements in Item 8 of this Form 10-K), are not included in DE or FRE. See “Non-GAAP Financial Measures” for the reconciliation of Total DE and FRE to the U.S. GAAP financial statements.
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| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Segment Revenues | |||||||||||
| Fund level fee revenues | |||||||||||
| Fund management fees | $ | 154.9 | $ | 140.3 | $ | 153.9 | |||||
| Portfolio advisory fees, net | — | 0.8 | — | ||||||||
| Total fund level fee revenues | 154.9 | 141.1 | 153.9 | ||||||||
| Performance fees | |||||||||||
| Realized | 86.4 | 65.6 | 24.1 | ||||||||
| Unrealized | 56.0 | 38.2 | 103.6 | ||||||||
| Total performance fees | 142.4 | 103.8 | 127.7 | ||||||||
| Investment income (loss) | |||||||||||
| Realized | 0.1 | 0.1 | 0.1 | ||||||||
| Unrealized | 3.9 | (0.3 | ) | 0.2 | |||||||
| Total investment income (loss) | 4.0 | (0.2 | ) | 0.3 | |||||||
| Interest income | 1.1 | 0.4 | 0.2 | ||||||||
| Other income | 0.4 | 0.5 | 0.9 | ||||||||
| Total revenues | 302.8 | 245.6 | 283.0 | ||||||||
| Segment Expenses | |||||||||||
| Compensation and benefits | |||||||||||
| Direct base compensation | 72.0 | 66.8 | 82.3 | ||||||||
| Indirect base compensation | 12.7 | 13.7 | 13.0 | ||||||||
| Equity-based compensation | 7.8 | 6.4 | 12.4 | ||||||||
| Performance fee related | |||||||||||
| Realized | 83.2 | 63.2 | 20.3 | ||||||||
| Unrealized | 33.8 | 27.6 | 94.8 | ||||||||
| Total compensation and benefits | 209.5 | 177.7 | 222.8 | ||||||||
| General, administrative, and other indirect expenses | 32.3 | 34.5 | 46.0 | ||||||||
| Depreciation and amortization expense | 3.6 | 3.3 | 3.8 | ||||||||
| Interest expense | 6.1 | 5.8 | 5.9 | ||||||||
| Total expenses | 251.5 | 221.3 | 278.5 | ||||||||
| Economic Income | $ | 51.3 | $ | 24.3 | $ | 4.5 | |||||
| (-) Net Performance Fees | 25.4 | 13.0 | 12.6 | ||||||||
| (-) Investment Income (Loss) | 4.0 | (0.2 | ) | 0.3 | |||||||
| (+) Equity-based Compensation | 7.8 | 6.4 | 12.4 | ||||||||
| (+) Net Interest | 5.0 | 5.4 | 5.7 | ||||||||
| (+) Reserve for Litigation and Contingencies | (2.6 | ) | — | 5.0 | |||||||
| (=) Fee Related Earnings | $ | 32.1 | $ | 23.3 | $ | 14.7 | |||||
| (+) Realized Net Performance Fees | 3.2 | 2.4 | 3.8 | ||||||||
| (+) Realized Investment Income | 0.1 | 0.1 | 0.1 | ||||||||
| (+) Net Interest | (5.0 | ) | (5.4 | ) | (5.7 | ) | |||||
| (=) Distributable Earnings | $ | 30.4 | $ | 20.4 | $ | 12.9 | |||||
Year Ended December 31, 20172021 Compared to Year Ended December 31, 20162020 and Year Ended December 31, 20162020 Compared to Year Ended December 31, 20152019
Distributable Earnings
Distributable earnings increased $10.0$60.7 million for the year ended December 31, 20172021 as compared to 2016,2020, and increased $7.5$22.6 million for the year ended December 31, 20162020 as compared to 2015.2019. The following table provides the components of the change in distributable earnings for the years ended December 31, 20172021 and 2016:2020:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Distributable earnings, prior year | $ | 41.4 | $ | 18.8 | |||||||
| Increases (decreases): | |||||||||||
| Increase in fee related earnings | 46.9 | 19.9 | |||||||||
| Increase in realized net performance revenues | 8.2 | 4.4 | |||||||||
| Increase in realized principal investment income | 7.5 | 0.6 | |||||||||
| Increase in net interest | (1.9) | (2.3) | |||||||||
| Total increase | 60.7 | 22.6 | |||||||||
| Distributable earnings, current year | $ | 102.1 | $ | 41.4 | |||||||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Distributable earnings, prior year | $ | 20.4 | $ | 12.9 | ||
| Increases (decreases): | ||||||
| Increase (decrease) in realized net performance fees | 0.8 | (1.4 | ) | |||
| Increase in fee related earnings | 8.8 | 8.6 | ||||
| Decrease in net interest | 0.4 | 0.3 | ||||
| Total increase | 10.0 | 7.5 | ||||
| Distributable earnings, current year | $ | 30.4 | $ | 20.4 | ||
Realized Net Performance Fees. Revenues. Realized net performance feesrevenues increased $0.8$8.2 million for the year ended December 31, 20172021 as compared to 2016,2020, and decreased $1.4increased $4.4 million for the year ended December 31, 20162020 as compared to 2015.2019. Substantially all of the realized net performance feesrevenues were generated from the AlpInvest secondary and co-investment carry fund vehicles for the years ended December 31, 2017, 20162021, 2020 and 2015.
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Fee related earnings, prior year | $ | 23.3 | $ | 14.7 | ||
| Increases (decreases): | ||||||
| Increase (decrease) in fee revenues | 13.8 | (12.8 | ) | |||
| (Increase) decrease in direct and indirect base compensation | (4.2 | ) | 14.8 | |||
| (Increase) decrease in general, administrative and other expenses | (0.4 | ) | 6.5 | |||
| All other changes | (0.4 | ) | 0.1 | |||
| Total increase | 8.8 | 8.6 | ||||
| Fee related earnings, current year | $ | 32.1 | $ | 23.3 | ||
| Year Ended December 31, | ||||||
| 2017 | 2016 | |||||
| (Dollars in Millions) | ||||||
| Economic income, prior year | $ | 24.3 | $ | 4.5 | ||
| Increases (decreases): | ||||||
| Increase in net performance fees | 12.4 | 0.4 | ||||
| Increase (decrease) in investment income | 4.2 | (0.5 | ) | |||
| (Increase) decrease in equity-based compensation | (1.4 | ) | 6.0 | |||
| Increase in fee related earnings | 8.8 | 8.6 | ||||
| Decrease in net interest | 0.4 | 0.3 | ||||
| Decrease in reserve for litigation and contingencies | 2.6 | 5.0 | ||||
| Total increase | 27.0 | 19.8 | ||||
| Economic income, current year | $ | 51.3 | $ | 24.3 | ||
| Performance Fees | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Private equity fund vehicles | $ | 138.5 | $ | 103.3 | $ | 125.6 | |||||
| Fund of hedge fund vehicles | — | — | 0.4 | ||||||||
| Real estate fund vehicles | 3.9 | 0.5 | 1.7 | ||||||||
| Total performance fees | $ | 142.4 | $ | 103.8 | $ | 127.7 | |||||
AlpInvest. Under our arrangements with the historical owners and management team of AlpInvest, we generally do not retain any carried interest inwith respect ofto the historical investments and commitments to our AlpInvest fund vehicles that existed as of July 1, 2011 (including any options to increase any such commitments exercised after such date). We are entitled to 15% of the carried interest inwith respect ofto commitments from the historical owners of AlpInvest for the period between 2011 and 2020, except in certain instances, and 40% of the carried interest in respect of all other commitments (including all future commitments from third parties).
| Year Ended December 31, | |||
| 2017 | 2016 | 2015 | |
| Carry funds | 10% | 12% | 23% |
Fee Related Earnings
Fee related earnings increased $46.9 million for the year ended December 31, 2017.2021 as compared to 2020, and increased $19.9 million for the year ended December 31, 2020 as compared to 2019. The decrease was primarily related to Investment Solutions' sharefollowing table provides the components of the $25change in fee related earnings for the years ended December 31, 2021 and 2020:
| Year Ended December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Fee related earnings, prior year | $ | 37.3 | $ | 17.4 | |||||||
| Increases (decreases): | |||||||||||
| Increase in fee revenues | 35.8 | 36.0 | |||||||||
| Decrease (increase) in cash-based compensation | 5.3 | (17.2) | |||||||||
| Decrease (increase) in general, administrative and other indirect expenses | 5.8 | (0.6) | |||||||||
| All other changes | — | 1.7 | |||||||||
| Total increase | 46.9 | 19.9 | |||||||||
| Fee related earnings, current year | $ | 84.2 | $ | 37.3 | |||||||
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Fee Revenues. Total fee revenues increased $35.8 million reserve reversal relatedfor the year ended December 31, 2021 as compared to 2020, primarily due to increased management fees driven by the activation of management fees on our latest secondaries fund in the second quarter of 2020 and our latest coinvestment fund in the second quarter of 2021, as well as $4.4 million in catch-up fees. These increases were partially offset by the impact of the sale of MRE on April 1, 2021, which resulted in a $15.9 million decrease in management fees.
Total fee revenues increased $36.0 million for the year ended December 31, 2020 as compared to 2019, primarily due to increased management fees from our private equity fund vehicles driven by the activation of management fees on our latest secondaries fund and higher catch-up management fees on MRE real estate fund-of-fund vehicles.
Cash-based compensation and benefits expense. Cash-based compensation and benefits expense decreased $5.3 million for the year ended December 31, 2021 as compared to 2020, primarily as a result of the MRE sale on April 1, 2021, partially offset by an increase in cash bonuses.
Cash-based compensation and benefits expense increased $17.2 million for the year ended December 31, 2020 as compared to 2019, primarily due to an increase in 2020 cash bonuses.
General, administrative and other indirect expenses. General, administrative and other indirect expenses decreased $9.1 million for the year ended December 31, 2021 as compared to 2020, excluding the impact of litigation cost recoveries in 2020, primarily due to the sale of MRE.
General, administrative and other indirect expenses increased $0.6 million for the year ended December 31, 2020 as compared to 2019, primarily due to increased professional fees, partially offset by the allocated portion of the cost recovery associated with the CCC litigation recognized in 2017. Seematter of $3.3 million (see Note 98 to the consolidated financial statements for more information oninformation) and lower travel and entertainment expenses as a result of travel restrictions during the CCC litigation. Investment Solutions had recognized its share of a $50 million reserve for litigation and contingencies for $5.0 million in 2015.COVID-19 pandemic.
Fee-earning AUM as of and for each of the Three Years in the Period Ended December 31, 20172021
Fee-earning AUM is presented below for each period together with the components of change during each respective period.
The table below breaks out Fee-earning AUM by its respective components during the period.
| As of December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Investment Solutions | |||||||||||||||||
| Components of Fee-earning AUM (1) | |||||||||||||||||
| Fee-earning AUM based on capital commitments | $ | 18,548 | $ | 17,871 | $ | 12,430 | |||||||||||
| Fee-earning AUM based on invested capital (2) | 4,495 | 2,319 | 2,118 | ||||||||||||||
| Fee-earning AUM based on net asset value | 3,652 | 3,180 | 662 | ||||||||||||||
| Fee-earning AUM based on lower of cost or fair market value | 10,754 | 13,028 | 13,174 | ||||||||||||||
| Total Fee-earning AUM | $ | 37,449 | $ | 36,398 | $ | 28,384 | |||||||||||
(1)For additional information concerning the components of Fee-earning AUM, see “—Fee-earning Assets under Management.”
(2)Includes amounts committed to or reserved for certain AlpInvest and Metropolitan carry funds.
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| As of December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Investment Solutions | |||||||||||
| Components of Fee-earning AUM (1) | |||||||||||
| Fee-earning AUM based on capital commitments | $ | 11,330 | $ | 9,047 | $ | 7,421 | |||||
| Fee-earning AUM based on invested capital (2) | 1,230 | 1,443 | 1,222 | ||||||||
| Fee-earning AUM based on net asset value | 842 | 692 | 1,823 | ||||||||
| Fee-earning AUM based on lower of cost or fair market value | 16,748 | 15,872 | 17,725 | ||||||||
| Total Fee-earning AUM | $ | 30,150 | $ | 27,054 | $ | 28,191 | |||||
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Investment Solutions | |||||||||||
| Fee-earning AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 27,054 | $ | 28,191 | $ | 33,082 | |||||
| Acquisitions | — | — | — | ||||||||
| Inflows, including Commitments (1) | 6,234 | 7,213 | 5,677 | ||||||||
| Outflows, including Distributions (2) | (5,776 | ) | (6,150 | ) | (7,406 | ) | |||||
| Subscriptions, net of Redemptions (3) | — | (2,166 | ) | (201 | ) | ||||||
| Market Appreciation/(Depreciation) (4) | (207 | ) | 594 | (205 | ) | ||||||
| Foreign Exchange and other (5) | 2,845 | (628 | ) | (2,756 | ) | ||||||
| Balance, End of Period | $ | 30,150 | $ | 27,054 | $ | 28,191 | |||||
| Twelve Months Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Investment Solutions | |||||||||||||||||
| Fee-earning AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 36,398 | $ | 28,384 | $ | 29,065 | |||||||||||
| Inflows (1) | 8,582 | 10,713 | 3,708 | ||||||||||||||
| Outflows (including realizations) (2) | (8,122) | (3,710) | (4,039) | ||||||||||||||
| Market Activity & Other (3) | 2,070 | (778) | 57 | ||||||||||||||
| Foreign Exchange (4) | (1,479) | 1,789 | (407) | ||||||||||||||
| Balance, End of Period | $ | 37,449 | $ | 36,398 | $ | 28,384 | |||||||||||
(1)Inflows represents limited partner capital raised by our carry funds or separately managed accounts for which management fees based on commitments were activated during the period and the fee-earning commitments invested in vehicles for which management fees are based on invested capital. Inflows exclude fundraising amounts during the period for which fees have not yet been activated, which are referenced as Pending Fee-earning AUM.
(2)Outflows represents the impact of realizations from vehicles with management fees based on remaining invested capital at cost or fair value, changes in basis for funds where the investment period, weighted-average investment period or commitment fee period has expired during the period, and reductions for funds that are no longer calling for fees. Distributions for funds earning management fees based on commitments during the period do not affect Fee-earning AUM. Outflows during the year ended December 31, 2021 also reflect the sale of MRE on April 1, 2021, which had $2.3 billion of Fee-Earning AUM as of March 31, 2021.
(3)Market Activity & Other represents realized and unrealized gains (losses) on portfolio investments in our carry funds based on the lower of cost or fair value and net asset value.
(4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end.
Fee-earning AUM was $30.2$37.4 billion at December 31, 2017,2021, an increase of $3.1$1.0 billion, or 11%3%, compared to $27.1$36.4 billion at December 31, 2016.2020. This increase was driven by inflows of $6.2$8.6 billion primarily relatedattributable to the activationfundraising, capital deployed in our funds which charge fees based on invested capital, and $2.1 billion of fee-
Fee-earning AUM was $27.1$36.4 billion at December 31, 2016, a decrease2020, an increase of $1.1$8.0 billion, or 4%28%, compared to $28.2$28.4 billion at December 31, 2015.2019. This increase was driven by inflows of $10.7 billion primarily attributable to fundraising in our AlpInvest funds as well as capital deployed in our AlpInvest funds which charge fees based on invested capital. Foreign exchange activity related to the translation of our AlpInvest Fee-earning AUM from EUR to USD resulted in an increase in Fee-earning AUM of $1.8 billion. Partially offsetting this increase were outflows of $3.7 billion primarily attributable to distributions in our AlpInvest funds.
Fee-earning AUM was $28.4 billion at December 31, 2019, a decrease of $0.7 billion, or 2%, compared to $29.1 billion at December 31, 2018. This decrease was driven by outflows of $6.2$4.0 billion which were primarily dueattributable to distributions in theour AlpInvest and Metropolitan funds outside of their commitment or weighted-average investment periods, in addition to the reduction in basis from commitments to invested equity for those funds that reached the end of their commitment period. Also driving the decrease was $2.2as well as $0.4 billion of net redemptions, and $0.6 billion in foreign exchange attributableactivity related to the translation of our AlpInvest Fee-earning AUM from EUR to USD. Partially offsetting thethis decrease were inflows of $7.2$3.7 billion primarily fromattributable to fundraising efforts in our AlpInvest Primary and Secondaries product lines and market appreciation of $0.6 billionfunds as well as capital deployed in our AlpInvest and Metropolitan carry funds.funds which charge fees based on invested capital.
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Total AUM as of and for each of the Three Years in the Period Ended December 31, 20172021
The table below provides the period to period rollforward of Total AUM.
| Twelve Months Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Investment Solutions | |||||||||||
| Total AUM Rollforward | |||||||||||
| Balance, Beginning of Period | $ | 43,092 | $ | 46,205 | $ | 50,769 | |||||
| New Commitments (1) | 5,454 | 4,080 | 3,527 | ||||||||
| Outflows (2) | (9,804 | ) | (10,432 | ) | (11,502 | ) | |||||
| Market Appreciation/(Depreciation) (3) | 3,645 | 4,650 | 7,716 | ||||||||
| Foreign Exchange Gain/(Loss) (4) | 4,407 | (963 | ) | (3,879 | ) | ||||||
| Other (5) | (503 | ) | (448 | ) | (426 | ) | |||||
| Balance, End of Period | $ | 46,291 | $ | 43,092 | $ | 46,205 | |||||
| Twelve Months Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Investment Solutions | |||||||||||||||||
| Total AUM Rollforward | |||||||||||||||||
| Balance, Beginning of Period | $ | 58,108 | $ | 45,246 | $ | 45,654 | |||||||||||
| Inflows (1) | 7,129 | 13,855 | 2,969 | ||||||||||||||
| Outflows (including realizations) (2) | (15,493) | (7,721) | (7,887) | ||||||||||||||
| Market Activity & Other (3) | 18,992 | 3,566 | 5,008 | ||||||||||||||
| Foreign Exchange (4) | (3,280) | 3,162 | (498) | ||||||||||||||
| Balance, End of Period | $ | 65,456 | $ | 58,108 | $ | 45,246 | |||||||||||
(1)Inflows reflects the impact of gross fundraising during the period. For funds or vehicles denominated in foreign currencies, this reflects translation at the average quarterly rate, while the separately reported Fundraising metric is translated at the spot rate for each individual closing.
(3)Market Activity & Other generally represents realized and unrealized gains (losses) on portfolio investments in our carry funds, related co-investment vehicles and separately managed accounts, the net impact of fees, expenses and non-investment income, as well as other changes in AUM. The fair market values for our Global Investment Solutions primary and secondary carry funds are based on the latest available valuations of the underlying limited partnership interests as provided by their general partners which typically has a lag of up to 90 days, plus the net cash flows since the latest valuation, up to December 31, 2021.
(4)Foreign Exchange represents the impact of foreign exchange rate fluctuations on the translation of our non-U.S. dollar denominated funds. Activity during the period is translated at the average rate for the period. Ending balances are translated at the spot rate as of the period end.
Total AUM was $46.3$65.5 billion as of December 31, 2017,2021, an increase of $3.2$7.4 billion, or 7%13%, compared to $43.1$58.1 billion as of December 31, 2016. This2020. Driving this increase was driven by $5.5were $7.1 billion of inflows principally from new commitments raised in our secondaries and coinvestment programs and $19.0 billion of market appreciation, reflecting appreciation of 48% for the year. Offsetting the increase were $15.5 billion of outflows primarily due to distributions in our AlpInvest funds $4.4and the sale of MRE, and $3.3 billion of negative foreign exchange activity related to the translation of our AlpInvest AUM from EUR to USD.
Total AUM was $58.1 billion as of December 31, 2020, an increase of $12.9 billion, or 29%, compared to $45.2 billion as of December 31, 2019. Driving this increase were $13.9 billion of inflows principally from new commitments raised in our AlpInvest secondaries and coinvestment programs, $3.6 billion of market and other activity, and $3.2 billion of foreign exchange gains related to the translation of our AlpInvest AUM from EUR to USD, and $3.6 billion of market appreciation. Market appreciation was driven by 10% appreciation in our AlpInvest funds and 12% appreciation in our MRE funds.USD. Offsetting thisthe increase were $9.8$7.7 billion of outflows primarily due to distributions in our AlpInvest funds.
Total AUM was $43.1$45.2 billion as of December 31, 2016,2019, a decrease of $3.1$0.5 billion, or 7%1%, compared to $46.2$45.7 billion as of December 31, 2015. This2018. Driving this decrease was driven by $10.4were $7.9 billion of outflows primarily relateddue to distributions in our AlpInvest funds and redemptions in our DGAM fund of hedge funds vehicles. Partially offsetting these decreases were $4.1 billion of new commitments primarily in our AlpInvest Primary and Secondaries product lines and $4.7 billion of market appreciation. Market appreciation was driven by 12% appreciation in our AlpInvest funds and 4% appreciation in our MRE funds.
Fund Performance Metrics
Fund performance information for our investment funds that have at least $1.0 billion in capital commitments, cumulative equity invested or total value as of December 31, 2017,2021, which we refer to as our “significant funds,” is generally included throughout this discussion and analysis to facilitate an understanding of our results of operations for the periods
138
presented. The fund return information reflected in this discussion and analysis is not indicative of the performance of The Carlyle Group L.P.Inc. and is also not necessarily indicative of the future performance of any particular fund. An investment in The Carlyle Group L.P.Inc. is not an investment in any of our funds. There can be no assurance that any of our funds or our other existing and future funds will achieve similar returns. See “ItemPart I. Item 1A. Risk“Risk Factors—Risks Related to Our Business Operations—The historical returns attributable to our funds, including those presented in this report, should not be considered as indicative of the future results of our funds or of our future results or of any returns expected on an investment in our common units.stock.”
The following tables reflect the performance of our significant funds in our Global Investment Solutions business.
| TOTAL INVESTMENTS | |||||||||||||||||||||||||||||||||||
| As of December 31, 2021 | |||||||||||||||||||||||||||||||||||
| Global Investment Solutions (1)(8) | Vintage Year | Fund Size | Cumulative Invested Capital (2)(3) | Realized Value (3) | Remaining Fair Value(3) | Total Fair Value(3)(4) | MOIC (5) | Gross IRR (6)(10) | Net IRR (7)(10) | Net Accrued Carry/(Clawback) (12) | |||||||||||||||||||||||||
| (Reported in Local Currency, in Millions) | |||||||||||||||||||||||||||||||||||
| AlpInvest(13) | |||||||||||||||||||||||||||||||||||
| Main Fund VI - Fund Investments | 2015 | € | 1,106 | € | 1,048 | € | 887 | € | 1,323 | € | 2,210 | 2.1x | 29% | 28% | $ | 4 | |||||||||||||||||||
| Main Fund V - Fund Investments | 2012 | € | 5,080 | € | 5,598 | € | 6,275 | € | 5,965 | € | 12,239 | 2.2x | 21% | 20% | $ | 22 | |||||||||||||||||||
| Main Fund IV - Fund Investments | 2009 | € | 4,877 | € | 5,585 | € | 8,766 | € | 3,607 | € | 12,373 | 2.2x | 19% | 18% | $ | 2 | |||||||||||||||||||
| Main Fund III - Fund Investments | 2005 | € | 11,500 | € | 13,128 | € | 20,646 | € | 2,294 | € | 22,939 | 1.7x | 10% | 10% | $ | — | |||||||||||||||||||
| Main Fund II - Fund Investments | 2003 | € | 4,545 | € | 4,901 | € | 7,671 | € | 244 | € | 7,915 | 1.6x | 10% | 9% | $ | — | |||||||||||||||||||
| Main Fund I - Fund Investments | 2000 | € | 5,175 | € | 4,306 | € | 7,076 | € | 63 | € | 7,139 | 1.7x | 12% | 11% | $ | — | |||||||||||||||||||
| Main Fund VII - Secondary Investments | 2020 | $ | 8,513 | $ | 2,589 | $ | 606 | $ | 2,644 | $ | 3,250 | 1.3x | NM | NM | $ | 25 | |||||||||||||||||||
| AlpInvest Secondaries Fund VII | 2020 | $ | 6,769 | $ | 1,808 | $ | 431 | $ | 1,847 | $ | 2,279 | 1.3x | NM | NM | $ | 17 | |||||||||||||||||||
| Main Fund VI - Secondary Investments | 2017 | $ | 6,017 | $ | 5,144 | $ | 2,387 | $ | 5,346 | $ | 7,733 | 1.5x | 19% | 16% | $ | 70 | |||||||||||||||||||
| AlpInvest Secondaries Fund VI | 2017 | $ | 3,333 | $ | 2,868 | $ | 1,258 | $ | 3,008 | $ | 4,265 | 1.5x | 19% | 15% | $ | 46 | |||||||||||||||||||
| Main Fund V - Secondary Investments | 2011 | € | 4,273 | € | 4,292 | € | 6,512 | € | 1,272 | € | 7,785 | 1.8x | 21% | 20% | $ | 31 | |||||||||||||||||||
| AlpInvest Secondaries Fund V | 2012 | $ | 756 | $ | 653 | $ | 856 | $ | 254 | $ | 1,110 | 1.7x | 18% | 14% | $ | 16 | |||||||||||||||||||
| Main Fund IV - Secondary Investments | 2010 | € | 1,859 | € | 1,969 | € | 3,300 | € | 107 | € | 3,407 | 1.7x | 19% | 18% | $ | — | |||||||||||||||||||
| Main Fund III - Secondary Investments | 2006 | € | 2,250 | € | 2,395 | € | 3,639 | € | 49 | € | 3,688 | 1.5x | 11% | 10% | $ | — | |||||||||||||||||||
| Main Fund VIII - Co-Investments | 2021 | $ | 4,012 | $ | 1,090 | $ | — | $ | 1,091 | $ | 1,092 | 1.0x | NM | NM | $ | — | |||||||||||||||||||
| AlpInvest Co-Investment Fund VIII | 2021 | $ | 3,614 | $ | 1,030 | $ | — | $ | 1,032 | $ | 1,032 | 1.0x | NM | NM | $ | — | |||||||||||||||||||
| Main Fund VII - Co-Investments | 2017 | $ | 2,842 | $ | 2,692 | $ | 582 | $ | 4,033 | $ | 4,615 | 1.7x | 25% | 21% | $ | 68 | |||||||||||||||||||
| AlpInvest Co-Investment Fund VII | 2017 | $ | 1,688 | $ | 1,632 | $ | 360 | $ | 2,496 | $ | 2,855 | 1.7x | 25% | 21% | $ | 45 | |||||||||||||||||||
| Main Fund VI - Co-Investments | 2014 | € | 1,115 | € | 968 | € | 1,624 | € | 1,004 | € | 2,628 | 2.7x | 28% | 26% | $ | 10 | |||||||||||||||||||
| Main Fund V - Co-Investments | 2012 | € | 1,124 | € | 1,056 | € | 2,558 | € | 515 | € | 3,074 | 2.9x | 29% | 27% | $ | 5 | |||||||||||||||||||
| Main Fund IV - Co-Investments | 2010 | € | 1,475 | € | 1,366 | € | 3,342 | € | 838 | € | 4,180 | 3.1x | 24% | 23% | $ | — | |||||||||||||||||||
| Main Fund III - Co-Investments | 2006 | € | 2,760 | € | 2,827 | € | 3,893 | € | 337 | € | 4,230 | 1.5x | 6% | 5% | $ | — | |||||||||||||||||||
| Main Fund III - Mezzanine Investments | 2006 | € | 2,000 | € | 2,010 | € | 2,616 | € | 123 | € | 2,739 | 1.4x | 10% | 9% | $ | — | |||||||||||||||||||
| Main Fund II - Mezzanine Investments | 2004 | € | 700 | € | 768 | € | 1,064 | € | 9 | € | 1,073 | 1.4x | 8% | 7% | $ | — | |||||||||||||||||||
| All Other Active Funds & Vehicles(9) | Various | $ | 8,283 | $ | 3,409 | $ | 8,571 | $ | 11,980 | 1.4x | 13% | 12% | $ | 81 | |||||||||||||||||||||
| Fully Realized Funds & Vehicles | Various | € | 3,191 | € | 6,758 | € | 10 | € | 6,769 | 2.1x | 33% | 31% | $ | — | |||||||||||||||||||||
| TOTAL ALPINVEST (USD)(11) | $ | 82,885 | $ | 105,616 | $ | 41,905 | $ | 147,521 | 1.8x | 14% | 13% | $ | 317 | ||||||||||||||||||||||
| TOTAL INVESTMENTS | |||||||||||||||||||||
| as of December 31, 2017 | |||||||||||||||||||||
| Investment Solutions (1) | Vintage Year | Fund Size | Cumulative Invested Capital (2)(8) | Total Fair Value (3)(8) | MOIC (4) | Gross IRR (6) (10) | Net IRR (7) (10) | ||||||||||||||
| (Reported in Local Currency, in Millions) | |||||||||||||||||||||
| AlpInvest | |||||||||||||||||||||
| Fully Committed Funds (5) | |||||||||||||||||||||
| Main Fund I - Fund Investments | 2000 | € | 5,174.6 | € | 4,151.9 | € | 6,831.8 | 1.6x | 12 | % | 11 | % | |||||||||
| Main Fund II - Fund Investments | 2003 | € | 4,545.0 | € | 4,727.2 | € | 7,509.9 | 1.6x | 10 | % | 9 | % | |||||||||
| Main Fund III - Fund Investments | 2005 | € | 11,500.0 | € | 12,476.5 | € | 19,895.6 | 1.6x | 10 | % | 9 | % | |||||||||
| Main Fund IV - Fund Investments | 2009 | € | 4,877.3 | € | 4,921.5 | € | 7,860.7 | 1.6x | 16 | % | 16 | % | |||||||||
| Main Fund V - Fund Investments | 2012 | € | 5,080.0 | € | 3,839.2 | € | 4,856.9 | 1.3x | 13 | % | 12 | % | |||||||||
| Main Fund VI - Fund Investments | 2015 | € | 1,106.4 | € | 393.1 | € | 403.0 | 1.0x | NM | NM | |||||||||||
| Main Fund I - Secondary Investments | 2002 | € | 519.4 | € | 469.8 | € | 884.0 | 1.9x | 57 | % | 53 | % | |||||||||
| Main Fund II - Secondary Investments | 2003 | € | 998.4 | € | 983.6 | € | 1,799.8 | 1.8x | 27 | % | 26 | % | |||||||||
| Main Fund III - Secondary Investments | 2006 | € | 2,250.0 | € | 2,271.1 | € | 3,448.5 | 1.5x | 11 | % | 10 | % | |||||||||
| Main Fund IV - Secondary Investments | 2010 | € | 1,859.1 | € | 1,895.7 | € | 3,213.3 | 1.7x | 20 | % | 19 | % | |||||||||
| Main Fund V - Secondary Investments | 2011 | € | 4,272.8 | € | 3,739.8 | € | 5,658.7 | 1.5x | 22 | % | 20 | % | |||||||||
| Main Fund II - Co-Investments | 2003 | € | 1,090.0 | € | 891.1 | € | 2,491.5 | 2.8x | 44 | % | 42 | % | |||||||||
| Main Fund III - Co-Investments | 2006 | € | 2,760.0 | € | 2,696.9 | € | 3,739.2 | 1.4x | 5 | % | 5 | % | |||||||||
| Main Fund IV - Co-Investments | 2010 | € | 1,475.0 | € | 1,309.6 | € | 3,436.7 | 2.6x | 24 | % | 22 | % | |||||||||
| Main Fund V - Co-Investments | 2012 | € | 1,122.2 | € | 1,000.8 | € | 2,402.5 | 2.4x | 34 | % | 31 | % | |||||||||
| Main Fund VI - Co-Investments | 2014 | € | 1,114.6 | € | 907.0 | € | 1,372.3 | 1.5x | 25 | % | 22 | % | |||||||||
| Main Fund II - Mezzanine Investments | 2004 | € | 700.0 | € | 739.0 | € | 1,018.0 | 1.4x | 8 | % | 7 | % | |||||||||
| Main Fund III - Mezzanine Investments | 2006 | € | 2,000.0 | € | 1,905.8 | € | 2,583.3 | 1.4x | 10 | % | 9 | % | |||||||||
| All Other Funds (9) | Various | € | 1,945.0 | € | 2,697.6 | 1.4x | 14 | % | 11 | % | |||||||||||
| Total Fully Committed Funds | € | 51,264.6 | € | 82,103.3 | 1.6x | 13 | % | 12 | % | ||||||||||||
| Funds in the Commitment Period (5) | |||||||||||||||||||||
| Main Fund VI - Secondary Investments | 2017 | € | 4,263.5 | € | 668.9 | € | 769.0 | 1.1x | NM | NM | |||||||||||
| Main Fund VII - Co-Investments | 2017 | € | 2,442.5 | € | 288.7 | € | 290.2 | 1.0x | NM | NM | |||||||||||
| All Other Funds (9) | Various | € | 667.5 | € | 868.9 | 1.3x | 21 | % | 17 | % | |||||||||||
| Total Funds in the Commitment Period | € | 1,625.1 | € | 1,928.1 | 1.2x | 22 | % | 14 | % | ||||||||||||
| TOTAL ALPINVEST | € | 52,889.7 | € | 84,031.4 | 1.6x | 13 | % | 12 | % | ||||||||||||
| TOTAL INVESTMENT SOLUTIONS (USD) (11) | $ | 63,577.0 | $ | 101,011.4 | 1.6x | ||||||||||||||||
| Metropolitan Real Estate | |||||||||||||||||||||
| Fully Committed Funds (5) | Various | $ | 2,978.4 | $ | 3,826.2 | 1.3x | 7 | % | 4 | % | |||||||||||
| Funds in the Commitment Period (5) | Various | $ | 110.6 | $ | 123.6 | 1.1x | NM | NM | |||||||||||||
| TOTAL METROPOLITAN REAL ESTATE | $ | 3,089.0 | $ | 3,949.8 | 1.3x | 7 | % | 4 | % | ||||||||||||
(1) Includes private equity and mezzanine primary fund investments, secondary fund investments and co-investments originated by the AlpInvest team, as well as real estate primary fund investments, secondary fund investments and co-investments originated by the Metropolitan Real Estate team. Excluded from the performance information shown are a) investments that were not originated by AlpInvest, b) Direct Investments, which was spun off from AlpInvest in 2005, and c) LP co-investment vehicles advised by AlpInvest. As of December 31, 2021, these excluded investments represent $2.8 billion of AUM at AlpInvest.
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| (2) Represents the original cost of |
(3) To exclude the impact of FX, all foreign currency cash flows have been converted to the currency representing a majority of the capital committed to the relevant fund at the reporting period spot rate.
(4) Represents all realized proceeds combined with remaining fair value, before management fees, expenses and carried interest.
(5) Multiple of invested capital (“MOIC”) represents total fair value, before management fees, expenses and carried interest, divided by cumulative invested capital.
(6) Gross Internal Rate of Return (“Gross IRR”) represents the annualized IRR for the period indicated on Limited Partner invested capital based on investment contributions, distributions and unrealized value of the underlying funds, before management fees, expenses and carried interest at the AlpInvest level.
(7) Net Internal Rate of Return (“Net IRR”) represents the annualized IRR for the period indicated on Limited Partner invested capital based on contributions, distributions and unrealized value after management fees, expenses and carried interest. Fund level IRRs are based on aggregate Limited Partner cash flows, and this blended return may differ from that of individual Limited Partners. As a result, certain funds may generate accrued performance revenues with a blended Net IRR that is below the preferred return hurdle for that fund.
(8) As used herein, ‘Main Funds’ are each comprised of (i) an anchor mandate(s) (i.e., generally the largest account(s) within a strategy’s investment program) and (ii) AlpInvest’s other advisory client mandates with investment periods that fall within the relevant investment periods under the mandate of the anchor mandate(s) (but do not overlap with more than one such investment period). AlpInvest’s commingled funds, AlpInvest Secondaries Fund VI (“ASF VI”), ASF VII and AlpInvest Co-Investment Fund VII (“ACF VII”) are part of the Main Funds. Mezzanine Main Funds include mezzanine investments across all strategies (i.e., Primary Funds, Secondaries, and Co-Investments).
(9) Aggregate includes Main Fund VII - Fund Investments, Main Fund VIII - Fund Investments, Main Fund IX - Fund Investments, Main Fund X - Fund Investments, Main Fund XI - Fund Investments, Main Fund XII - Fund Investments, Main Fund XIII - Fund Investments, Main Fund IV - Mezzanine Investments, Main Fund V - Mezzanine Investments, all ‘clean technology’ private equity investments, all strategic co-investment mandates that invest in co-investment opportunities arising out of an investor’s own separate private equity relationships and invitations, all strategic capital mandates, any state-focused investment mandates, and all other investors whose investments are not reflected in a Main Fund.
(10) For funds marked “NM,” IRR may be positive or negative, but is not considered meaningful because of the limited time since initial investment and early stage of capital deployment. For funds marked “Neg,” IRR is considered meaningful but is negative as of reporting period end.
(11) For purposes of aggregation, funds that report in foreign currency have been converted to U.S. dollars at the reporting period spot rate.
(12) Represents the net accrued performance fee balance/(giveback obligation) as of the current quarter end. Total Net Accrued Carry for Global Investment Solutions excludes approximately $1.9 million of net accrued carry as of December 31, 2021, which was retained as part of the sale of Metropolitan Real Estate on April 1, 2021.
(13) “Main Fund” entries represent a combination of a commingled fund and SMA vehicles which together comprise a “program” vintage. Indented lines shown for AlpInvest Secondaries Funds VII, VI, V and AlpInvest Co-Investment Funds VII and VIII reflect a breakout of the commingled fund, which is part of the larger program vintage.
Liquidity and Capital Resources
Historical Liquidity and Capital Resources
We have historically required limited capital resources to support the working capital and operating needs of our business. Our management fees have largely covered our operating costs and all realized performance fees,allocations, after covering the related compensation, are available for distribution to equityholders. Historically, approximatelyApproximately 95% – 97% of all capital commitments to our funds have been provided by our fund investors, with the remaining amount typically funded by our senior Carlyle professionals, advisors and other professionals.
Our Sources of Liquidity
We have multiple sources of liquidity to meet our capital needs, including cash on hand, annual cash flows, accumulated earnings and funds from our senior credit facility, including a term loan facility and a revolving credit facility, with $750.0which has $775.0 million of available capacity as of December 31, 2017.2021. We believe these sources will be sufficient to fund our capital needs for at least the next twelve months. Ifmonths.We believe we determine that market conditions are favorable after taking into account our liquiditywill meet longer-term expected future cash requirements including theand obligations through a combination of existing cash and cash equivalent balances, cash flow from operations, accumulated earnings and amounts available underfor borrowing from our senior revolving credit facility we may seek to issue and sell common units in a registered public offering or a privately negotiated transaction, or we may issue additional senior notes, other debt or preferred equity. In September 2017, we issued 16 million of our 5.875% Series A Preferred Units for net proceeds of $387.5 million.financings.
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Cash and cash equivalents. Cash and cash equivalents were approximately $1.0$2.5 billion at December 31, 2017.2021. However, a portion of this cash is allocated for specific business purposes, including, but not limited to, (i) performance allocations and incentive fee-related cash that has been received but not yet distributed as performance allocations and incentive fee related compensation and amounts owed to non-controlling interests; (ii) proceeds received from realized investments that are allocable to non-controlling interests; and (iii) regulatory capital.
After deducting cash amounts allocated to the specific requirements mentioned above, the remaining cash and cash equivalents including corporate treasury investments, is approximately $1.2$2.2 billion as of December 31, 2017.2021. This remaining amount will be used towards our primary liquidity needs, as outlined in the next section. This amount does not take into consideration ordinary course of business payables and reserves for specific business purposes.
Senior Revolving Credit Facility. The On February 11, 2019, the Company entered into an amendment and restatement of its senior credit facility includes $25.0 million in a term loan and $750.0 million in a revolving credit facility. The term loan andcapacity under the revolving credit facility is $775.0 million and is scheduled to mature on May 5, 2020.February 11, 2024. Principal amounts outstanding under the amended term loan and restated revolving credit facility accrue interest, at the option of the borrowers, either (a) at an alternate base rate plus an applicable margin not to exceed 0.75%,0.50% per annum, or (b) at LIBOR plus an applicable margin not to exceed 1.75% (2.60%1.50% per annum (1.35% at December 31, 2017)2021). As of December 31, 2021, there was no balance outstanding under the senior revolving credit facility.
The senior revolving credit facility is unsecured. We are required to maintain management fee earning assets (as defined in the amended and restated senior revolving credit facility) of at least $65.3$75.0 billion and a total leverage ratio of less than 3.0 to 1.0, in each case, tested on a quarterly basis. Non-compliance with any of the financial or non-financial covenants without cure or waiver would constitute an event of default under the senior revolving credit facility. An event of default resulting from a breach of certain financial or non-financial covenants may result, at the option of the lenders, in an acceleration of the principal and interest outstanding, and a termination of the senior revolving credit facility. The senior credit facility also contains other customary events of default, including defaults based on events of bankruptcy and insolvency, nonpayment of principal, interest or fees when due, breach of specified covenants, change in control and material inaccuracy of representations and warranties.
CLO Term Loans.Borrowings. For certain of our CLOs, the PartnershipCompany finances a portion of its investment in the CLOs through the proceeds received from term loans and other financing arrangements with financial institutions.institutions or other financing arrangements. The Partnership'sCompany’s outstanding CLO term loans consist of the following (Dollars in millions):
| Formation Date | Borrowing Outstanding December 31, 2017 | Borrowing Outstanding December 31, 2016 | Maturity Date (1) | Interest Rate as of December 31, 2017 | |||||||||||
| October 3, 2013 | $ | — | (2) | $ | 13.2 | (2) | September 28, 2018 | NA | (3) | ||||||
| June 7, 2016 | 20.6 | 20.6 | July 15, 2027 | 3.16% | (4) | ||||||||||
| February 28, 2017 | 74.3 | — | September 21, 2029 | 2.33% | (5) | ||||||||||
| April 19, 2017 | 22.8 | — | April 22, 2031 | 3.29% | (6) (15) | ||||||||||
| June 28, 2017 | 23.1 | — | July 22, 2031 | 3.29% | (7) (15) | ||||||||||
| July 20, 2017 | 24.4 | — | April 21, 2027 | 2.90% | (8) (15) | ||||||||||
| August 2, 2017 | 22.8 | — | July 23, 2029 | 3.17% | (9) (15) | ||||||||||
| August 2, 2017 | 20.9 | — | August 3, 2022 | 1.75% | (10) | ||||||||||
| August 14, 2017 | 22.6 | — | August 15, 2030 | 3.26% | (11) (15) | ||||||||||
| November 30, 2017 | 22.7 | — | January 16, 2030 | 3.12% | (12) (15) | ||||||||||
| December 6, 2017 | 19.1 | — | October 16, 2030 | 3.01% | (13) (15) | ||||||||||
| December 7, 2017 | 21.2 | — | January 19, 2029 | 2.73% | (14) (15) | ||||||||||
| $ | 294.5 | $ | 33.8 | ||||||||||||
December 31, 2021 and 2020, respectively. The CLO term loans are secured by the Partnership’sCompany’s investments in the respective CLO, have a general unsecured interest in the Carlyle entity that manages the CLO, and generally do not have recourse to any other Carlyle entity. As of December 31, 2021, $204.4 million of these borrowings are secured by investments attributable to The Carlyle Group Inc. See Note 6 of our financial statements for more information on our CLO borrowings.
3.500% Senior Notes. In September 2019, Carlyle Finance Subsidiary L.L.C. issued $425.0 million of 3.500% senior notes due September 19, 2029 at 99.841% of par.
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5.650% Senior Notes. In September 2018, Carlyle Finance L.L.C. issued $350.0 million of 5.650% senior notes due September 15, 2048 at 99.914% of par.
3.875% Senior Notes. In January 2013, Carlyle Holdings Finance L.L.C. issued $500.0 million of 3.875% senior notes due February 1, 2023 at 99.966% of par. In September 2018, we completed a tender offer to purchase $250.0 million in aggregate principal amount of these notes and in November 2021, we completed the redemption of the remaining $250.0 million at the make-whole redemption price set forth in the notes.
5.625% Senior Notes.Notes. In March 2013, Carlyle Holdings II Finance L.L.C., an indirect finance subsidiary of the Partnership, issued $400.0 million of 5.625% Senior Notessenior notes due March 30, 2043 at 99.583% of par. In March 2014, an additional $200.0 million of these notes were issued at 104.315% of par and are treated as a single class with the already outstanding $400.0 million aggregate principal amount of these notes.
Promissory Notes. In June 2017, as part of the settlement with investors in two commodities investment vehicles managed by an affiliate of the Company (discussed in Note 8 to the consolidated financial statements), the Company issued a series of promissory notes, aggregating to $53.9 million, to the investors of these commodities investment vehicles. Interest is payable semi-annually on March 30these promissory notes accrued at the three month LIBOR plus 2%. These promissory notes matured on July 15, 2019 and September 30, beginning September 30, 2013.were fully repaid as of that date.
Subordinated Notes. In May 2021, Carlyle Finance L.L.C. issued $435.0 million aggregate principal amount of 4.625% subordinated notes due May 15, 2061. In June 2021, an additional $65.0 million aggregate principal amount of these subordinated notes were issued and are treated as a single series with the already outstanding $435.0 million aggregate principal amount. The subordinated notes are unsecured and unsubordinatedsubordinated obligations of Carlyle Holdings Finance II L.L.C.the issuer and are fully and unconditionally guaranteed, jointly and severally, on a subordinated basis, by The Carlyle Group L.P. andthe Company, each of the Carlyle Holdings partnerships.partnerships, and CG Subsidiary Holdings L.L.C., an indirect subsidiary of the Company. The indentureindentures governing the subordinated notes containscontain customary covenants and financial restrictions that, among other things, limit Carlyle Holdings Finance II L.L.C.the issuers’ and the guarantors’ ability, subject to certain exceptions, to incur indebtedness ranking on a parity with the subordinated notes or indebtedness ranking junior to the subordinated notes secured by liens on voting stock or profit participating equity interests of their subsidiaries or merge, consolidate or sell, transfer or lease all or substantially all of their assets. The subordinated notes also contain customary events of default. All or a portion of the notes may be redeemed at our option, in whole or in part, at any time and from time to time on or after June 15, 2026, prior to their stated maturity, at the make-wholea redemption price set forthequal to their principal amount plus any accrued and unpaid interest to, but excluding, the date of redemption. If interest due on the Subordinated Notes is deemed to no longer be deductible in the notes. IfU.S., a change“Tax Redemption Event”, the subordinated notes may be redeemed, in whole, but not in part, within 120 days of control repurchasethe occurrence of such event occurs, the notes are subjectat a redemption price equal to repurchase at the repurchase price as set forth in the notes.
Obligations of CLOs. Loans payable of the Consolidated Funds represent amounts due to holders of debt securities issued by the CLOs. We are not liable for any loans payable of the CLOs. Several of the CLOs issued preferred shares representing the most subordinated interest, however these tranches are mandatorily redeemable upon the maturity dates of the senior secured loans payable, and as a result have been classified as liabilities under U.S. GAAP, and are included in loans payable of Consolidated Funds in our consolidated balance sheets.
Loans payable of the CLOs are collateralized by the assets held by the CLOs and the assets of one CLO may not be used to satisfy the liabilities of another. This collateral consists of cash and cash equivalents, corporate loans, corporate bonds and other securities.
Preferred Units. OnIn September 13, 2017, we issued 16 million of our Preferred Units for net proceeds of approximately $387.5 million. We plan to use these proceeds for general corporate purposes, including to fund investments. Distributions onIn October 2019, we completed the redemption of our Preferred Units are discretionary and non-cumulative. The Preferred Units may be redeemed at our option, in whole or in part, at any time on or after September 15, 2022 at a price of $25for $25.339757 per Preferred Unit,unit, which is equal to $25.25 per preferred unit plus declared and unpaid distributions. In addition, the Preferred Units may be redeemed at our option priordistributions to, September 15, 2022, upon the occurrence of change of control, tax redemption or rating agency events. Holders of the Preferred Units will generally have no voting rights and have none of the voting rights given to holders of our common units, except as otherwise provided in Carlyle's limited partnership agreement. Holders of the Preferred Units have no right to requirebut excluding, the redemption of the Preferred Units and the Preferred Units do not have a maturity date. See Note 14 of our consolidated financial statements for more information.
Realized performance fee revenuePerformance Allocation Revenues. Another source of liquidity we may use to meet our capital needs is the realized performance fee revenueallocation revenues generated by our investment funds. Carried interest isPerformance allocations are generally realized when an underlying investment is profitably disposed of and the fund’s cumulative returns are in excess of the preferred return. For certain funds, carried interest isperformance allocations are realized once all invested capital and expenses have been returned to the fund'sfund’s investors and the fund'sfund’s cumulative returns are in excess of the preferred return. Incentive fees earned on our CLO vehicles generally are paid upon the dissolution of such vehicles.
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Our accrued performance feesallocations by segment as of December 31, 2017,2021, gross and net of accrued giveback obligations, are set forth below:
| Asset Class | Accrued Performance Allocations | Accrued Giveback Obligation | Net Accrued Performance Revenues | ||||||||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||||||||
| Global Private Equity | $ | 6,412.8 | $ | (18.4) | $ | 6,394.4 | |||||||||||||||||||||||
| Global Credit | 300.3 | (11.8) | 288.5 | ||||||||||||||||||||||||||
Global Investment Solutions (1) | 1,419.9 | — | 1,419.9 | ||||||||||||||||||||||||||
| Total | $ | 8,133.0 | $ | (30.2) | $ | 8,102.8 | |||||||||||||||||||||||
| Plus: Accrued performance allocations from NGP Carry Funds | 3.8 | ||||||||||||||||||||||||||||
| Less: Accrued performance allocation-related compensation | (4,087.8) | ||||||||||||||||||||||||||||
| Less: Deferred taxes on certain foreign accrued performance allocations | (55.3) | ||||||||||||||||||||||||||||
| Less: Net accrued performance allocations attributable to non-controlling interests in consolidated entities | 1.0 | ||||||||||||||||||||||||||||
| Net accrued performance revenues before timing differences | 3,964.5 | ||||||||||||||||||||||||||||
| Less/Plus: Timing differences between the period when accrued performance revenues are realized and the period they are collected/distributed | (70.5) | ||||||||||||||||||||||||||||
| Net accrued performance revenues attributable to The Carlyle Group Inc. | $ | 3,894.0 | |||||||||||||||||||||||||||
| Asset Class | Accrued Performance Fees | Accrued Giveback Obligation | Net Accrued Performance Fees | ||||||||
| (Dollars in millions) | |||||||||||
| Corporate Private Equity | $ | 2,272.4 | $ | (8.7 | ) | $ | 2,263.7 | ||||
| Real Assets | 657.5 | (58.1 | ) | 599.4 | |||||||
| Global Credit | 56.1 | — | 56.1 | ||||||||
| Investment Solutions | 684.6 | — | 684.6 | ||||||||
| Total | $ | 3,670.6 | $ | (66.8 | ) | $ | 3,603.8 | ||||
| Plus: Accrued performance fees from NGP | 143.2 | ||||||||||
| Less: Accrued performance fee-related compensation | (1,894.8 | ) | |||||||||
| Plus: Receivable for giveback obligations from current and former employees | 5.0 | ||||||||||
| Less: Deferred taxes on accrued performance fees | (67.6 | ) | |||||||||
| Less: Net accrued performance fees attributable to non-controlling interests in consolidated entities | (0.8 | ) | |||||||||
| Net accrued performance fees before timing differences | 1,788.8 | ||||||||||
| Less/Plus: Timing differences between the period when accrued performance fees are realized and the period they are collected/distributed | (71.6 | ) | |||||||||
| Net accrued performance fees attributable to Carlyle Holdings | $ | 1,717.2 | |||||||||
| Carry fund-related | |||
| Corporate Private Equity: | |||
| Buyout | $ | 1,097.9 | |
| Growth Capital | 41.7 | ||
| Total Corporate Private Equity | 1,139.6 | ||
| Real Assets: | |||
| Real Estate | 312.7 | ||
| Natural Resources | 180.3 | ||
| Legacy Energy | (16.2 | ) | |
| Total Real Assets | 476.8 | ||
| Global Credit | 27.2 | ||
| Investment Solutions | 73.6 | ||
| Net accrued performance fees attributable to Carlyle Holdings | $ | 1,717.2 | |
Carry Fund Appreciation/(Depreciation)(1) | Net Accrued Performance Revenues | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| FY 2019 | FY 2020 | FY 2021 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Overall Carry Fund Appreciation/(Depreciation) | 9% | 10% | 41% | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Global Private Equity(2) | $ | 3,414.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Corporate Private Equity | 8% | 19% | 41% | 2,979.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Real Estate | 16% | 8% | 39% | 298.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Natural Resources | (5)% | (16)% | 34% | 139.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Global Credit Carry Funds | 1% | (2)% | 22% | 160.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Global Investment Solutions Carry Funds (3) | 15% | 10% | 48% | 318.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net Accrued Performance Revenues | $ | 3,894.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
(1) Appreciation/(Depreciation) represents unrealized gain/(loss) for the period on a total return basis before fees and expenses. The percentage of return is calculated as: ending remaining investment fair market value plus net investment outflow (sales proceeds minus net purchases) minus beginning remaining investment fair market value divided by beginning remaining investment fair market value. Amounts are fund only, and do not include coinvestments.
(2) Includes $3.7 million of net accrued clawback from our Legacy Energy funds.
(3) The Company’s primary and secondary investments in external funds are generally valued based on its proportionate share of the net assets provided by the third party general partners of the underlying fund partnerships based on the most recent available information which typically has a lag of up to 90 days. As a result, amounts presented may not include the impact of economic activity in the current quarter.
Realized investment income.Principal Investment Income. Another source of liquidity we may use to meet our capital needs is the realized principal investment income generated by our equity method investments and other principal investments. InvestmentPrincipal investment income is realized when we redeem all or a portion of our investment or when we receive or are due cash income, such as dividends or distributions. Certain of the investments attributable to The Carlyle HoldingsGroup Inc. (excluding certain general partner interests, strategic investments, and investments in certain CLOs) may be sold at our discretion as a source of liquidity. During the year ended December 31, 2021, we sold approximately $150.4 million of investments in U.S. CLOs and used the proceeds to repay outstanding CLO borrowings (see Note 6 to the consolidated financial statements).
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Investments as of December 31, 2021 consist of the following:
| Investments in Carlyle Funds | Investments in NGP (1) | Total | |||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| Investments, excluding performance allocations | $ | 2,323.4 | $ | 375.6 | $ | 2,699.0 | |||||||||||||||||
| Less: Amounts attributable to non-controlling interests in consolidated entities | (220.2) | — | (220.2) | ||||||||||||||||||||
| Plus: Investments in Consolidated Funds, eliminated in consolidation | 190.5 | — | 190.5 | ||||||||||||||||||||
| Less: Strategic equity method investments in NGP Management | — | (371.8) | (371.8) | ||||||||||||||||||||
| Less: Investment in NGP general partners - accrued performance allocations | — | (3.8) | (3.8) | ||||||||||||||||||||
| Total investments attributable to The Carlyle Group Inc., exclusive of NGP Management | $ | 2,293.7 | $ | — | $ | 2,293.7 | |||||||||||||||||
(1) See Note 4 to our consolidated financial statements.
Our investments as of December 31, 2021 can be further attributed as follows (Dollars in millions):
| Investments in Carlyle Funds, excluding CLOs: | |||||
Global Private Equity funds(1) | $ | 845.8 | |||
Global Credit funds(2) | 866.4 | ||||
Global Investment Solutions funds(3) | 78.3 | ||||
| Total investments in Carlyle Funds, excluding CLOs | 1,790.5 | ||||
| Investments in CLOs | 362.1 | ||||
| Other investments | 141.1 | ||||
| Total investments attributable to The Carlyle Group Inc. | 2,293.7 | ||||
CLO loans and other borrowings collateralized by investments attributable to The Carlyle Group Inc.(4) | (204.4) | ||||
| Total investments attributable to The Carlyle Group Inc., net of CLO loans and other borrowings | $ | 2,089.3 | |||
(1) Excludes our strategic equity method investment in NGP Management and investments in NGP general partners - accrued performance allocations.
(2) Includes the Company’s investment in Fortitude, which was contributed to Carlyle FRL, a Carlyle-affiliated investment fund, in June 2020 as discussed in Note 4 to the consolidated financial statements. This investment has a carrying value of $715.7 million as of December 31, 2021.
(3) The Company’s primary and secondary investments in external funds are generally valued based on its proportionate share of the net assets provided by the third party general partners of the underlying fund partnerships based on the most recent available information which typically has a lag of up to 90 days. As a result, amounts presented may not include the impact of economic activity in the current quarter.
(4) Of the $222.6 million in total CLO borrowings outstanding as of December 31, 2021 and as disclosed in Note 6 to the consolidated financial statements, $204.4 million are collateralized by investments attributable to The Carlyle Group Inc. The remaining $18.2 million in total CLO borrowings outstanding are collateralized by investments attributable to non-controlling interests.
Our Liquidity Needs
We generally use our working capital and cash flows to invest in growth initiatives, service our debt, fund the working capital needs of our business and investment funds and pay distributionsdividends to our unitholders.common stockholders.
In the future, we expect that our primary liquidity needs will be to:
•provide capital to facilitate the growth of our existing business lines;
•provide capital to facilitate our expansion into new, complementary business lines, including acquisitions;
•pay operating expenses, including compensation and compliance costs and other obligations as they arise;
•fund costs of litigation and contingencies, including related legal costs;
•fund the capital investments of Carlyle in our funds;
•fund capital expenditures;
•repay borrowings and related interest costs and expenses;
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•pay earnouts and contingent cash consideration associated with our acquisitions and strategic investments;
•pay income taxes, including corporate income taxes;
•make installment payments under the deferred obligation to former holders of the Carlyle Holdings partnership units, which were exchanged in accordance with our distribution policy, and;the Conversion; and
•repurchase our units.common stock.
Common Stockholder Dividends. The declaration and payment of any dividends to holders of our common stock is subject to the discretion of our Board of Directors and compliance with applicable law. Under our dividend policy for our common stock that we adopted in connection with the Conversion, we have paid dividends to holders of our common stock in an amount of $0.25 per share of common stock ($1.00 per share annually). In February 2022, our Board of Directors approved an increase in the anticipated common stock dividend to an annual rate of $1.30 per share ($0.325 per common share on a quarterly basis), anticipated to commence for the first quarter 2022 dividend anticipated to be paid in May 2022. For U.S. federal income tax purposes, any dividends we pay following the Conversion generally will be treated as qualified dividend income (generally taxable to U.S. individual stockholders at capital gain rates) paid by a domestic corporation to the extent paid out of current or accumulated earnings and profits, as determined for U.S. federal income tax purposes, with any excess dividends treated as return of capital to the extent of the stockholder’s basis. The declaration and payment of dividends to holders of our common stock will be at the sole discretion of our Board of Directors, and our dividend policy may be changed at any time.
With respect to distribution year 2017,2021, the Board of Directors declared dividends to common stockholders totaling approximately $356.6 million, or $1.00 per common share, consisting of our general partner hasthe following:
| Common Stock Dividends - Dividend Year 2021 | ||||||||||||||
| Quarter | Dividend per Common Share | Dividend to Common Stockholders | Record Date | Payment Date | ||||||||||
| Q1 2021 | $ | 0.25 | $ | 88.7 | May 11, 2021 | May 19, 2021 | ||||||||
| Q2 2021 | 0.25 | 89.3 | August 10, 2021 | August 17, 2021 | ||||||||||
| Q3 2021 | 0.25 | 89.1 | November 9, 2021 | November 17, 2021 | ||||||||||
| Q4 2021 | 0.25 | 89.5 | February 15, 2022 | February 23, 2022 | ||||||||||
| Total | $ | 1.00 | $ | 356.6 | ||||||||||
With respect to distribution year 2020, the Board of Directors declared dividends to common stockholders totaling approximately $352.6 million, or $1.00 per common share, to common stockholders, consisting of the following:
| Common Stock Dividends - Dividend Year 2020 | ||||||||||||||
| Quarter | Dividend per Common Share | Dividend to Common Stockholders | Record Date | Payment Date | ||||||||||
| Q1 2020 | $ | 0.25 | $ | 87.2 | May 12, 2020 | May 19, 2020 | ||||||||
| Q2 2020 | 0.25 | 88.3 | August 11, 2020 | August 18, 2020 | ||||||||||
| Q3 2020 | 0.25 | 88.4 | November 10, 2020 | November 17, 2020 | ||||||||||
| Q4 2020 | 0.25 | 88.7 | February 16, 2021 | February 23, 2021 | ||||||||||
| Total | $ | 1.00 | $ | 352.6 | ||||||||||
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With respect to distribution year 2019, the Board of Directors declared dividends to common stockholders totaling approximately $194.8 million, or $1.18 per common share, to common stockholders, consisting of the following:
| Common Stock Dividends - Dividend Year 2019 | ||||||||||||||
| Quarter | Dividend per Common Share | Dividend to Common Stockholders (1) | Record Date | Payment Date | ||||||||||
| Q1 2019 | $ | 0.19 | $ | 21.0 | May 13, 2019 | May 20, 2019 | ||||||||
| Q2 2019 | 0.43 | 49.9 | August 12, 2019 | August 19, 2019 | ||||||||||
| Q3 2019 | 0.31 | 36.5 | November 12, 2019 | November 19, 2019 | ||||||||||
| Q4 2019 | 0.25 | 87.4 | February 18, 2020 | February 25, 2020 | ||||||||||
| Total | $ | 1.18 | $ | 194.8 | ||||||||||
(1) The dividend to common stockholders for Q4 2019 reflects the exchange of all Carlyle Holdings partnership units to shares of common stock in The Carlyle Group Inc. in connection with the Conversion on January 1, 2020.
Dividends to common stockholders paid during the year ended December 31, 2021 totaled $355.8 million, including the amount paid in February 2021 of $0.25 per common share in respect of the fourth quarter of 2020. Dividends to common stockholders paid during the year ended December 31, 2020 totaled $351.3 million, including the amount paid in February 2020 of $0.25 per common share in respect of the fourth quarter of 2019. Dividends to common stockholders paid during the year ended December 31, 2019 totaled $154.9 million, including the amount paid in February 2019 of $0.43 per common share in respect of the fourth quarter of 2018.
Preferred Unit Distributions and Redemption. With respect to distribution year 2019, the Board of Directors declared a distribution to preferred unitholders totaling approximately $6.0 million, or $0.375347$19.1 million. In October 2019, we completed the redemption of our preferred units for $25.339757 per unit, which is equal to $25.25 per Preferred Unit which was paid on December 15, 2017. In February 2018, the Board of Directors of the general partner of the Partnershipplus declared a distribution for the first quarter of 2018 of $0.367188 per preferred unit to preferred unitholders of record at the close of
Fund commitments.Commitments. Generally, we intend to have Carlyle commit to fund approximately 0.75% to 1% of the capital commitments to our future carry funds, although we may elect to invest additional amounts in funds focused on new investment areas. For example, in February 2022, our Global Credit platform agreed to acquire a diversified portfolio of triple net leases through a Carlyle-affiliated investment fund as part of the expansion of our real estate credit strategy. The investment fund’s acquisition of the portfolio will be funded using $2 billion in debt and $1 billion in equity. The debt is non-recourse to us and Carlyle, as general partner of the investment fund, will contribute up to $200 million as a minority interest balance sheet investment. The transaction is expected to close in the first quarter of 2022. We may, from time to time, exercise our right to purchase additional interests in our investment funds that become available in the ordinary course of their operations. We expect our senior Carlyle professionals and employees to continue to make significant capital contributions to our funds based on their existing commitments, and to make capital commitments to future funds consistent with the level of their historical commitments. We also intend to make investments in our open-end funds and our CLO vehicles. Our investments in our U.S. and European CLO vehicles will comply with the risk retention rules as discussed in “U.S. Risk“Risk Retention Rules” later in this section.
Since our inception through December 31, 2017,2021, we and our senior Carlyle professionals, operating executives and other professionals have invested or committed to invest in or alongside our funds. Approximately 3% to 5% of all capital commitments to our funds are funded collectively by us and our senior Carlyle professionals, operating executives and other professionals. The current unfunded commitment of Carlyle and our senior Carlyle professionals, operating executives and other professionals to our investment funds as of December 31, 2017,2021, consisted of the following:
| Asset Class | Unfunded Commitment | ||
| (Dollars in millions) | |||
| Corporate Private Equity | $ | 2,354.2 | |
| Real Assets | 812.0 | ||
| Global Credit | 526.0 | ||
| Investment Solutions | 146.5 | ||
| Total | $ | 3,838.7 | |
| Asset Class | Unfunded Commitment | |||||||
| (Dollars in millions) | ||||||||
| Global Private Equity | $ | 3,567.1 | ||||||
| Global Credit | 307.1 | |||||||
| Global Investment Solutions | 256.7 | |||||||
| Total | $ | 4,130.9 | ||||||
A substantial majority of the remaining commitments are expected to be funded by senior Carlyle professionals, operating executives and other professionals through our internal co-investment program. Of the $3.8$4.1 billion of unfunded
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commitments, approximately $3.4$3.5 billion is subscribed individually by senior Carlyle professionals, operating executives and other professionals, with the balance funded directly by the Partnership.Company.
| Investments | $ | 1,624.3 | |
| Less: Amounts attributable to non-controlling interests in consolidated entities | (363.7 | ) | |
| Less: Strategic equity method investments in NGP Management | (397.7 | ) | |
| Less: Investment in NGP accrued performance fees | (143.2 | ) | |
| Investments excluding non-controlling interests and NGP | 719.7 | ||
| Plus: investments in Consolidated Funds, eliminated in consolidation | 219.9 | ||
| Total investments attributable to Carlyle Holdings, exclusive of NGP management | $ | 939.6 | |
Repurchase Program.In February 2016, theDecember 2018, our Board of Directors of the general partner of the Partnership authorized the repurchase of up to $200 million of common units and/or Carlyle Holdings units. Under this unitIn connection with the Conversion, in January 2020 our Board of Directors re-authorized the repurchase program units may be repurchasedwith regard to our common stock. In February 2021, the Board of Directors replenished the repurchase program to its limit of $200 million of common stock in the aggregate from its maximum remaining purchase amount of $139.1 million. This program authorizes the repurchase of shares of common stock from time to time in open market transactions, in privately negotiated transactions or otherwise. We expect that the majority of repurchases under this program will be done via open market transactions. No units will be repurchased from our executive officers under this program. The timing and actual number of common units and/or Carlyle Holdings units repurchased will depend on a variety of factors, including legal requirements, price, and economic and market conditions. This unit repurchase program may be suspended or discontinued at any time and does not have a specified expiration date. For the year ended December 31, 2017,2021, we have paid an aggregate of $0.2$161.8 million to repurchase and retire 14,190 unitsapproximately 3.2 million shares of common stock with all of the repurchases done via open market and brokered transactions. Since inceptionAs of December 31, 2021, $38.2 million of repurchase capacity remained under the program, we have paid an aggregateprogram. In October 2021, our Board of $59.1Directors authorized the repurchase of up to $400.0 million to repurchase and retire 3,695,889 units.of common stock, effective January 1, 2022, which replaced the authorization provided in February 2021.
Cash Flows
The significant captions and amounts from our consolidated statements of cash flows which include the effects of our Consolidated Funds and CLOs in accordance with U.S. GAAP are summarized below.
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Statements of Cash Flows Data | |||||||||||||||||
| Net cash provided by (used in) operating activities, including investments in Carlyle funds | $ | 1,791.0 | $ | (169.2) | $ | 358.6 | |||||||||||
| Net cash used in investing activities | (32.2) | (61.2) | (27.8) | ||||||||||||||
| Net cash provided by (used in) financing activities | (242.5) | 370.3 | (149.2) | ||||||||||||||
| Effect of foreign exchange rate change | (30.8) | 21.7 | 8.1 | ||||||||||||||
| Net change in cash, cash equivalents and restricted cash | $ | 1,485.5 | $ | 161.6 | $ | 189.7 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Statements of Cash Flows Data | |||||||||||
| Net cash (used in) provided by operating activities | $ | (7.1 | ) | $ | (300.6 | ) | $ | 3,902.8 | |||
| Net cash used in investing activities | (49.5 | ) | (20.1 | ) | (21.5 | ) | |||||
| Net cash provided by (used in) financing activities | 318.6 | 15.3 | (4,011.2 | ) | |||||||
| Effect of foreign exchange rate change | 67.2 | (15.2 | ) | (120.6 | ) | ||||||
| Net change in cash and cash equivalents | $ | 329.2 | $ | (320.6 | ) | $ | (250.5 | ) | |||
Net Cash Provided by (used in)(Used In) Operating Activities. Net cash provided by (used in) operating activities includes the investment activity of our Consolidated Funds. Excluding this activity, net cash provided by operating activities was primarily driven by our earnings in the respective periods after adjusting for significant non-cash activity, including non-cash performance allocations and incentive fees, the related non-cash performance allocations and incentive fee related compensation, non-cash equity-based compensation, and depreciation, amortization and impairments, all of which are included in earnings.
Cash flows from operating activities for the years ended December 31, 2021, 2020 and 2019, excluding the activities of our Consolidated Funds, were $2.1 billion, $716.8 million and $591.3 million, respectively. Operating cash inflows primarily include the receipt of management fees and realized performance allocations and incentive fees, while operating cash outflows primarily include payments for operating expenses, including compensation, income taxes, interest, and general, administrative and other expenses. During the years ended December 31, 2017, 20162021, 2020 and 2015,2019, net cash provided by operating activities primarily includes the receipt of management fees and realized performance allocations and incentive fees, totaling approximately $2.2$4.7 billion, $2.2$2.1 billion, and $2.7$1.9 billion, respectively. These inflows were partially offset by payments for compensation, income taxes, interest, and
general, administrative and other expenses of approximately $2.9 billion, $1.6 billion, $1.8 billion, and $1.9$1.6 billion for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively.
Cash used to purchase investments as well as the proceeds from the sale of such investments are also reflected in our operating activities as investments are a normal part of our operating activities. During the year ended December 31, 2017,2021, investment proceeds were $467.5$668.4 million while investment purchases were $888.5$276.7 million. During the year ended December 31, 2016,2020, investment proceeds were $299.5$307.5 million while investment purchases were $368.2 million.$271.3 million, including $79.6 million related to a purchase price adjustment on our strategic investment in Fortitude. During the year ended December 31, 2015,2019, investment proceeds were $313.0$389.2 million while investment purchases were $91.9$312.4 million. Investment proceeds in 2019 also included $71.5 million received from the resolution of French tax litigation.
The net cash used inprovided by operating activities for the year ended December 31, 20172021 also reflects the investment activity of our Consolidated Funds. For the year ended December 31, 2017,2021, proceeds from the sales and settlements of investments by the Consolidated Funds were $2,649.3 million,$4.9 billion, while purchases of investments by the Consolidated Funds were $2,875.0 million.$5.4
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billion. For the year ended December 31, 2016,2020, proceeds from the sales and settlements of investments by the Consolidated Funds were $1,282.9 million,$2.0 billion, while purchases of investments by the Consolidated Funds were $2,739.4 million.$3.1 billion. For the year ended December 31, 2015,2019, proceeds from the sales and settlements of investments by the Consolidated Funds were $11,653.6 million,$2.1 billion, while purchases of investments by the Consolidated Funds were $10,472.1 million.$2.2 billion.
Net Cash Used In Investing Activities. Our investing activities generally reflect cash used for acquisitions, fixed assets and software for internal use, and changes in restricted cash. Duringcash received from dispositions. For the year ended December 31, 2017,2021, cash used in investing activities principally reflects purchases of fixed assets.assets, partially offset by proceeds received from the sales of MRE and our Brazil management entity of $5.9 million and $3.3 million, respectively. Purchases of fixed assets were $34.0$41.4 million, $25.4$61.2 million and $62.3$27.8 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively.
Net Cash Used inProvided by (Used in) Financing Activities. Financing activities are a net source of cash in 2017 and 2016 and a net use of cash in 2015. In 2017,2021, we received net proceeds of $387.5$484.1 million from the issuance of preferred units. In 2016, we$500.0 million of 4.625% subordinated notes, and made $120.8 million of net repayments on borrowings used to finance a portion of our investments in the CLOs. We borrowed and repaid $70.0 million in borrowings under the Global Credit revolving credit facility, and paid $58.9$259.9 million to redeem the 3.875% Senior Notes. We also paid $68.8 million in January 2021 for the second installment of the deferred consideration payable to former Carlyle Holdings unitholders in connection with the Conversion, and paid $161.8 million to repurchase 3.7and retire 3.2 million shares of common stock. In 2020, we received net proceeds of $294.1 million from borrowings under the revolving credit facilities, and repaid $329.9 million, and paid $68.8 million in January 2020 for the first installment of the deferred consideration payable to former Carlyle Holdings unitholders in connection with the Conversion. In 2019, we received net proceeds of $420.6 million from the issuance of $425.0 million of 3.500% senior notes, and $41.0 million from the issuance of various CLO borrowings, paid $405.4 million to repurchase our outstanding Preferred Units, paid $34.5 million to repurchase 1.6 million units under our unit repurchase program. In June 2015, the Partnership received net proceeds from the issuance of 7,000,000 common units of $209.9 million. The Partnership used these net proceeds to acquire 7,000,000 Carlyle Holdings partnership units from the other limited partners of the Carlyle Holdings partnerships.program and paid off a $25.0 million term loan.
Our Balance Sheet
Total assets were $12.3$21.3 billion at December 31, 2017,2021, an increase of $2.3$5.6 billion from December 31, 2016.2020. The increase in total assets was primarily attributable to increasesa $3.5 billion increase in accruedinvestments, including performance fees, investmentsallocations, an increase in consolidated funds, investments, and cash and cash equivalents of $1,189.5$1.5 billion and increases in Investments of consolidated funds of $604.1 million. The increase in investments, including performance allocations, was largely driven by appreciation across our portfolio. The increase in cash was primarily due to the issuance of $500 million $640.6 million, $517.3 million,in subordinated notes and $329.2 million, respectively. These increases werethe receipt of management fees and realized performance revenues, partially offset by a decreasethe redemption of the 3.875% Senior Notes, the payment of deferred consideration related to our acquisition of Carlyle Aviation Partners, payment of the second installment of deferred consideration to the former Carlyle Holdings unitholders, and payments for bonuses and payroll, dividends and income taxes. The increase in cash and cash equivalents held at Consolidated FundsInvestments of $383.9 million andconsolidated funds was primarily due to the consolidation of two CLOs, partially offset by the deconsolidation in 2017 of one CLO during the total assets of the real estate VIE of $176.9 million.year ended December 31, 2021. Cash and cash equivalents including corporate treasury investments, were approximately $1.4$2.5 billion and $1.0 billion at December 31, 2017,2021 and December 31, 2020, respectively.
Total liabilities were $15.5 billion at December 31, 2021, an increase of $0.5$2.8 billion from December 31, 2016.
The assets and liabilities of the Consolidated Funds are generally held within separate legal entities and, as a result, the assets of the Consolidated Funds are not available to meet our liquidity requirements and similarly the liabilities of the Consolidated Funds are non-recourse to us. For example, as previously discussed, the CLO term loans generally are secured by
the Partnership'sCompany’s investment in the CLO, have a general unsecured interest in the Carlyle entity that manages the CLO, and do not have recourse to any other Carlyle entity.
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Our balance sheet without the effect of the Consolidated Funds can be seen in Note 1917 to the consolidated financial statements included in this Annual Report on Form 10-K. At December 31, 2017,2021, our total assets without the effect of the Consolidated Funds were $7.5$14.5 billion, including cash and cash equivalents and corporate treasury investments totaling $1.4$2.5 billion and net accrued performance feesrevenues of $1.7$3.9 billion.
Unconsolidated Entities
Off-balance Sheet Arrangements
In the normal course of business, we enter into various off-balance sheet arrangements including sponsoring and owning limited or general partner interests in consolidated and non-consolidated funds, entering into derivative transactions, entering into operating leases and entering into guarantee arrangements. We also have ongoing capital commitment arrangements with certain of our consolidated and non-consolidated funds. We do not have any other off-balance sheet arrangements that would require us to fund losses or guarantee target returns to investors in any of our other investment funds.
For further information regarding our off-balance sheet arrangements, see Note 2 and Note 98 to the consolidated financial statements included in this Annual Report on Form 10-K.
Contractual Obligations
The following table sets forth information relating to our contractual obligations as of December 31, 20172021 on a consolidated basis and on a basis excluding the obligations of the Consolidated Funds:
| 2022 | 2023-2024 | 2025-2026 | Thereafter | Total | |||||||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||||||||
| Debt obligations (1) | $ | — | $ | 20.3 | $ | 68.7 | $ | 2,008.6 | $ | 2,097.6 | |||||||||||||||||||
| Interest payable (2) | 97.9 | 194.7 | 191.9 | 1,821.5 | 2,306.0 | ||||||||||||||||||||||||
| Other consideration (3) | 114.0 | 343.2 | — | — | 457.2 | ||||||||||||||||||||||||
| Operating lease obligations (4) | 65.2 | 120.9 | 109.6 | 381.6 | 677.3 | ||||||||||||||||||||||||
| Capital commitments to Carlyle funds (5) | 4,330.9 | — | — | — | 4,330.9 | ||||||||||||||||||||||||
| Tax receivable agreement payments (6) | — | 27.7 | 6.5 | 67.7 | 101.9 | ||||||||||||||||||||||||
| Loans payable of Consolidated Funds (7) | 93.3 | 186.8 | 186.5 | 6,325.3 | 6,791.9 | ||||||||||||||||||||||||
| Unfunded commitments of the CLOs (8) | 7.7 | — | — | — | 7.7 | ||||||||||||||||||||||||
| Consolidated contractual obligations | 4,709.0 | 893.6 | 563.2 | 10,604.7 | 16,770.5 | ||||||||||||||||||||||||
| Loans payable of Consolidated Funds (7) | (93.3) | (186.8) | (186.5) | (6,325.3) | (6,791.9) | ||||||||||||||||||||||||
| Capital commitments to Carlyle funds (5) | (3,519.6) | — | — | — | (3,519.6) | ||||||||||||||||||||||||
| Unfunded commitments of the CLOs (8) | (7.7) | — | — | — | (7.7) | ||||||||||||||||||||||||
| Carlyle Operating Entities contractual obligations | $ | 1,088.4 | $ | 706.8 | $ | 376.7 | $ | 4,279.4 | $ | 6,451.3 | |||||||||||||||||||
| 2018 | 2019-2020 | 2021-2022 | Thereafter | Total | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||||
Debt obligations (including senior notes)(a) | $ | 20.2 | $ | 52.0 | $ | 114.6 | $ | 1,388.7 | $ | 1,575.5 | |||||||||
Interest payable(b) | 69.1 | 135.4 | 125.9 | 727.5 | 1,057.9 | ||||||||||||||
Contingent cash and other consideration(c) | 83.3 | 13.6 | — | — | 96.9 | ||||||||||||||
Operating lease obligations(d) | 47.9 | 97.3 | 85.1 | 295.7 | 526.0 | ||||||||||||||
Capital commitments to Carlyle funds(e) | 3,838.7 | — | — | — | 3,838.7 | ||||||||||||||
Tax receivable agreement payments(f) | 1.3 | — | 13.1 | 79.6 | 94.0 | ||||||||||||||
Loans payable of Consolidated Funds(g) | 89.2 | 178.6 | 178.4 | 4,867.1 | 5,313.3 | ||||||||||||||
Unfunded commitments of the CLOs(h) | 4.3 | — | — | — | 4.3 | ||||||||||||||
| Consolidated contractual obligations | 4,154.0 | 476.9 | 517.1 | 7,358.6 | 12,506.6 | ||||||||||||||
Loans payable of Consolidated Funds(g) | (89.2 | ) | (178.6 | ) | (178.4 | ) | (4,867.1 | ) | (5,313.3 | ) | |||||||||
Capital commitments to Carlyle funds(e) | (3,378.3 | ) | — | — | — | (3,378.3 | ) | ||||||||||||
Unfunded commitments of the CLOs(h) | (4.3 | ) | — | — | — | (4.3 | ) | ||||||||||||
| Carlyle Operating Entities contractual obligations | $ | 682.2 | $ | 298.3 | $ | 338.7 | $ | 2,491.5 | $ | 3,810.7 | |||||||||
(2)The interest rates on the debt obligations as of December 31, 2021 consist of: 3.500% on $425.0 million of senior notes, 5.650% on $350.0 million of senior notes, 5.625% on $600.0 million of senior notes, 4.625% on $500.0 million of subordinated notes, and a range of approximately 1.36% to 8.11% for our CLO term loans. Interest payments assume that no prepayments are made and loans are held until maturity with the exception of the CLO term loans, which are based on the earlier of the stated maturity date or the date the CLO is expected to be dissolved.
(3)These obligations represent our estimate of amounts to be paid on the contingent cash obligations associated with our acquisition of Carlyle Aviation Partners, our estimate of amounts to be paid pursuant to two letter agreements entered into with our agent pursuant to our 10b5-1 plan which expire in February 2022 totaling approximately $41.1 million, deferred consideration related to our strategic investment in Fortitude, and other obligations, as well as the deferred payment obligations described below. In connection with the Conversion, former holders of Carlyle Holdings partnership units will receive cash payments aggregating to approximately $344 million, which is equivalent to $1.50 per Carlyle Holdings partnership unit exchanged in the Conversion, payable in five annual installments of $0.30, the second of which occurred during the first quarter of 2021. The payment obligations are
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unsecured obligations of the Company or a subsidiary thereof, subordinated in right of payment to indebtedness of the Company and its subsidiaries, and do not bear interest.
(4)We lease office space in various countries around the world and maintain our headquarters in Washington, D.C., where we entered into an amended non-cancelable lease agreement expiring on March 31, 2030. We entered into a new non-cancelable lease agreement expiring in 2036 for new office space in New York City. Our office leases in other locations expire in various years through 2032. The amounts in this table represent the minimum lease payments required over the term of the lease.
(5)These obligations generally represent commitments by us to fund a portion of the purchase price paid for each investment made by our funds. These amounts are generally due on demand and are therefore presented in the less than one year category. A substantial majority of these investments is expected to be funded by senior Carlyle professionals and other professionals through our internal co-investment program. Of the $4.3 billion of unfunded commitments to the funds, approximately $3.5 billion is subscribed individually by senior Carlyle professionals, advisors and other professionals, with the balance funded directly by the Company. These amounts are inclusive of a $200 million commitment made by Carlyle to a Carlyle-affiliated investment fund in February 2022 related to the announced acquisition of a diversified portfolio of triple net leases, which is expected to close in the first quarter of 2022.
(6)In connection with our initial public offering, we entered into a tax receivable agreement with the limited partners of the Carlyle Holdings partnerships whereby we agreed to pay such limited partners 85% of the amount of cash tax savings, if any, in U.S. federal, state and local income tax realized as a result of increases in tax basis resulting from exchanges of Carlyle Holdings partnership units for common units of The Carlyle Group L.P. From and after the consummation of the Conversion, former holders of Carlyle Holdings partnership units do not have any rights to payments under the tax receivable agreement except for payment obligations pre-existing at the time of the Conversion with respect to exchanges that occurred prior to the Conversion. These obligations are more than offset by the future cash tax savings that we are expected to realize.
(7)These obligations represent amounts due to holders of debt securities issued by the consolidated CLO vehicles. These obligations include interest to be paid on debt securities issued by the consolidated CLO vehicles. Interest payments assume that no prepayments are made and loans are held until maturity. For debt securities with rights only to the residual value of the CLO and no stated interest, no interest payments were included in this calculation. Interest payments on variable-rate debt securities are based on interest rates in effect as of December 31, 2021, at spreads to market rates pursuant to the debt agreements, and range from 0.30% to 8.89%.
(8)These obligations represent commitments of the CLOs to fund certain investments. These amounts are generally due on demand and are therefore presented in the less than one year category.
Excluded from the table above are liabilities for uncertain tax positions of $12.3$30.4 million at December 31, 20172021 as we are unable to estimate when such amounts may be paid.
Contingent Cash Payments For Business Acquisitions and Strategic Investments
We have certain contingent cash obligations associated with our acquisition of Carlyle Aviation Partners, which relate to an earn-out of up to $150.0 million that is payable upon the achievement of certain revenue and earnings performance targets during 2020 through 2025, and which is accounted for as compensation expense. We accrue the compensation liability over the service period. If earned, payments are made in the year following the performance year to which the payments relate. In 2021, we paid $47.9 million related to the Carlyle Aviation Partners earn-out for the performance period ended December 31, 2020. Based on the terms of the underlying contract, the maximum amount that could be paid from contingent cash obligations associated with the acquisition of Carlyle Aviation Partners as of December 31, 2021 is $102.1 million versus amounts recognized on the balance sheet of $2.6 million.
Risk Retention Rules
financing. For additional information related to the U.S. Risk Retention Rules, see “-RegulatoryPart I. Item 1A. “Risk Factors—Risk Related to Our Company—Financial regulations and changes thereto in the United States could adversely affect our business and the possibility of increased regulatory focus could result in additional burdens and expenses on our business” within Item 1A.business.”
Guarantees
See Note 98 to the consolidated financial statements included in this Annual Report on Form 10-K for information related to our material guarantees.
Indemnifications
In many of our service contracts, we agree to indemnify the third-party service provider under certain circumstances. The terms of the indemnities vary from contract to contract, and the amount of indemnification liability, if any, cannot be determined and has not been included in the estimatetable above or recorded in our consolidated financial statements as of December 31, 2017.
See Note 28 to the consolidated financial statements included in this Annual Report on Form 10-K for additional information related to our tax receivable agreement.indemnifications.
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Contingent Obligations (Giveback)
Carried interest is ultimately realized when: (1) an underlying investment is profitably disposed of, (2) certain costs borne by the limited partner investors have been reimbursed, (3) the fund'sfund’s cumulative returns are in excess of the preferred return and (4) we have decided to collect carry rather than return additional capital to limited partner investors. Realized carried interest may be required to be returned by us in future periods if the funds'fund’s investment values decline below certain levels. For example, during the year ended December 31, 2021, we realized a giveback obligation of $11.8 million related to carried interest previously realized in Carlyle Strategic Partners III, of which $6.5 million is attributable to the Company. When the fair value of a fund'sfund’s investments remains constant or falls below certain return hurdles, previously recognized performance feesallocations are reversed.
See Note 98 to the consolidated financial statements included in this Annual Report on Form 10-K for additional information related to our contingent obligations (giveback).
Other Contingencies
In the ordinary course of business, we are a party to litigation, investigations, inquiries, employment-related matters, disputes and other potential claims. We discuss certain of these matters in Note 98 to the consolidated financial statements included in this Annual Report on Form 10-K.
Carlyle Common UnitsStock and Carlyle Holdings Partnership Units
Rollforwards of theshares of our common stock outstanding Carlyle Group L.P. common units and Carlyle Holdings partnership units for the years ended December 31, 20172021 and 20162020 are as follows:
| Shares as of December 31, 2020 | Shares Issued | Shares Forfeited | Shares Exchanged | Shares Repurchased / Retired | Shares as of December 31, 2021 | ||||||||||||||||||||||||||||||
| The Carlyle Group Inc. common shares | 353,520,576 | 5,114,394 | — | — | (3,267,094) | 355,367,876 | |||||||||||||||||||||||||||||
| Units as of December 31, 2016 | Units Issued - DRUs | Units Forfeited | Units Exchanged | Units Repurchased / Retired | Units as of December 31, 2017 | ||||||||||||
| The Carlyle Group L.P. common units | 84,610,951 | 8,907,265 | — | 6,596,624 | (14,190 | ) | 100,100,650 | ||||||||||
| Carlyle Holdings partnership units | 241,847,796 | — | (437,314 | ) | (6,596,624 | ) | — | 234,813,858 | |||||||||
| Total | 326,458,747 | 8,907,265 | (437,314 | ) | — | (14,190 | ) | 334,914,508 | |||||||||
| Shares as of December 31, 2019 | Shares Issued | Shares Forfeited | Shares Exchanged | Shares Repurchased / Retired | Shares as of December 31, 2020 | |||||||||||||||||||||||||||||||||||||||||||||||
Units as of December 31, 2015 | Units Issued - DRUs | Units Forfeited | Units Exchanged | Units Repurchased / Retired | Units as of December 31, 2016 | |||||||||||||||||||||||||||||||||||||||||||||||
| The Carlyle Group L.P. common units | 80,408,702 | 6,860,931 | — | 923,017 | (3,581,699 | ) | 84,610,951 | |||||||||||||||||||||||||||||||||||||||||||||
| The Carlyle Group Inc. common shares | The Carlyle Group Inc. common shares | 117,840,651 | 7,452,114 | — | 229,318,248 | (1,090,437) | 353,520,576 | |||||||||||||||||||||||||||||||||||||||||||||
| Carlyle Holdings partnership units | 243,619,604 | — | (748,791 | ) | (923,017 | ) | (100,000 | ) | 241,847,796 | Carlyle Holdings partnership units | 229,318,248 | — | — | (229,318,248) | — | — | ||||||||||||||||||||||||||||||||||||
| Total | 324,028,306 | 6,860,931 | (748,791 | ) | — | (3,681,699 | ) | 326,458,747 | Total | 347,158,899 | 7,452,114 | — | — | (1,090,437) | 353,520,576 | |||||||||||||||||||||||||||||||||||||
The Carlyle Group L.P.Inc. common unitsstock issued during the period from December 31, 2016 through December 31, 2017presented in the tables above relate to the vesting of the Partnership’s deferredCompany’s restricted commonstock units, shares issued pursuant to a program under which we may distribute realized performance allocation related compensation in fully vested, newly issued shares (see Note 13 to the accompanying consolidated financial statements), and shares issued and delivered in connection with our equity method investment in NGP during the years ended December 31, 2021 and 2020.
The Carlyle Holdings partnership units exchanged during the year ended December 31, 2017. Further, The Carlyle Group L.P. common units in the table above includes 7,782 common units that the Partnership is expected to acquire from Carlyle Holdings in future periods upon the vesting of certain of the Partnership’s unvested common units associated with the acquisition of the remaining 40% equity interest in AlpInvest in August 2013.
The Carlyle Group L.P.Inc. common unitsstock repurchased during the period frompresented in the tables above relate to shares repurchased during the years ended December 31, 2016 through December 31, 2017 relate to units repurchased2021 and 2020 and subsequently retired as part of our unitstock repurchase program that was initiated in February 2016.programs.
The total unitsshares as of December 31, 20172021 as shown above exclude approximately 0.42.7 million net shares of common unitsstock in connection with the vesting of deferred restricted commonstock units and shares issued pursuant to the carry distributed in shares program subsequent to December 31, 20172021 that will participate in the unitholder distributioncommon stockholder dividend that will be paid inon February 2018.
23, 2022. The total unitsshares as of December 31, 20162021 as shown above also exclude approximately 1.10.3 million shares of common unitsstock issued pursuant to the carry distributed in connection with the vesting of deferred restricted common unitsshares program subsequent to December 31, 20162021 that participatedwill not participate in the unitholder distributioncommon stockholder dividend that waswill be paid in March 2017 and include 11,490 common units repurchased that were pending settlement as of December 31, 2016.on February 23, 2022.
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Critical Accounting Policies and Estimates
The preparation of our consolidated financial statements in conformity with U.S. GAAP requires our management to make estimates and judgments that affect the reported amounts of assets and liabilities, revenues and expenses, and related disclosures of contingent assets and liabilities. These estimates and judgments are based on historical information, information currently available to us and on various other assumptions management believes to be reasonable under the circumstances. Actual results could vary from those estimates and we may change our estimates and assumptions in future evaluations. Changes in these estimates and assumptions may have a material effect on our results of operations and financial condition. We believe the critical accounting policies discussed below affect our more significant judgments and estimates used in the preparation of our consolidated financial statements and should be read in conjunction with our consolidated financial statements and related notes included in this report.
Basis of Accounting. The Company’s financial statements are prepared in accordance with U.S. GAAP. Management has determined that the Company’s Funds are investment companies under U.S. GAAP for the purposes of financial reporting. U.S. GAAP for an investment company requires investments to be recorded at estimated fair value and the unrealized gains and/or losses in an investment’s fair value are recognized on a current basis in the statements of operations. Additionally, the Funds do not consolidate their majority-owned and controlled investments (the “Portfolio Companies”). In the preparation of its consolidated financial statements, the Company has retained the specialized accounting for the Funds.
Principles of Consolidation. The PartnershipCompany consolidates all entities that it controls either through a majority voting interest or as the primary beneficiary of variable interest entities (“VIEs”). The PartnershipCompany describes the policies and procedures it uses in evaluating whether an entity is consolidated in Note 2 to the consolidated financial statements included in
this Annual Report on Form 10-K. As part of its consolidation procedures, the PartnershipCompany evaluates: (1) whether it holds a variable interest in an entity, (2) whether the entity is a VIE, and (3) whether the Partnership'sCompany’s involvement would make it the primary beneficiary.
•In evaluating whether the PartnershipCompany holds a variable interest, fees (including management fees, incentive fees and performance fees)allocations) that are customary and commensurate with the level of services provided, and where the PartnershipCompany does not hold other economic interests in the entity that would absorb more than an insignificant amount of the expected losses or returns of the entity, are not considered variable interests. The PartnershipCompany considers all economic interests, including indirect interests, to determine if a fee is considered a variable interest.
•For those entities where the PartnershipCompany holds a variable interest, the PartnershipCompany determines whether each of these entities qualifies as a VIE and, if so, whether or not the PartnershipCompany is the primary beneficiary. The assessment of whether the entity is a VIE is generally performed qualitatively, which requires judgment. These judgments include: (a) determining whether the equity investment at risk is sufficient to permit the entity to finance its activities without additional subordinated financial support, (b) evaluating whether the equity holders, as a group, can make decisions that have a significant effect on the economic performance of the entity, (c) determining whether two or more parties'parties’ equity interests should be aggregated, and (d) determining whether the equity investors have proportionate voting rights to their obligations to absorb losses or rights to receive returns from an entity.
•For entities that are determined to be VIEs, the PartnershipCompany consolidates those entities where it has concluded it is the primary beneficiary. The primary beneficiary is defined as the variable interest holder with (a) the power to direct the activities of a VIE that most significantly impact the entity’s economic performance and (b) the obligation to absorb losses of the entity or the right to receive benefits from the entity that could potentially be significant to the VIE. In evaluating whether the PartnershipCompany is the primary beneficiary, the PartnershipCompany evaluates its economic interests in the entity held either directly or indirectly by the Partnership.Company.
Changes to these judgments could result in a change in the consolidation conclusion for a legal entity.
Entities that do not qualify as VIEs are generally assessed for consolidation as voting interest entities. Under the voting interest entity model, the PartnershipCompany consolidates those entities it controls through a majority voting interest.
Performance Fees.Allocations. As of December 31, 2021, we had performance allocations of $8.1 billion. Performance feesallocations consist principally of the allocation of profits from certain of the funds to which the PartnershipCompany is entitled (commonly known as carried interest). The PartnershipCompany is generally entitled to a 20% allocation (which can vary by fund) of the net realized income or gain as a carried interest after returning the invested capital, the allocation of preferred returns and return of certain fund costs (generally subject to catch-up provisions as set forth in the fund limited partnership agreement). Carried interest is ultimately
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realized when: (i) an underlying investment is profitably disposed of, (ii) certain costs borne by the limited partner investors have been reimbursed, (iii) the fund’s cumulative returns are in excess of the preferred return and (iv) the PartnershipCompany has decided to collect carry rather than return additional capital to limited partner investors.
See Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K for information related to performance fee allocations for various fund types, preferred return hurdle rates, the timing of performance fee revenueallocation recognition in investment income, and the potential for performance fee revenueallocation income reversal.
Performance FeeAllocation Related Compensation. As of December 31, 2021, we had accrued performance allocations and incentive fee-related compensation of $4.1 billion. A portion of the performance feesallocations earned is due to employees and advisorsadvisers of the Partnership.Company. These amounts are accounted for as compensation expense in conjunction with the recognition of the related
performance feeallocation revenue and, until paid, are recognized as a component of the accrued compensation and benefits liability. Accordingly, upon a reversal of performance feeallocation revenue, the related compensation expense, if any, is also reversed.
Income Taxes. CertainOn January 1, 2020, the Company converted from The Carlyle Group L.P., a Delaware limited partnership, to The Carlyle Group Inc., a Delaware corporation. As a result, all of the wholly-owned subsidiaries of the Partnership and theincome before provision for income taxes attributable to The Carlyle Holdings partnerships areGroup Inc. is subject to U.S. federal (and state local and foreignlocal) corporate income taxes at the entity level and the related tax provision attributable to the Partnership’s share of this income is reflected in the consolidated financial statements.taxes. Based on applicable federal, foreign, state and local tax laws, the PartnershipCompany records a provision for income taxes for certain entities. Tax positions taken by the PartnershipCompany are subject to periodic audit by U.S. federal, state, local and foreign taxing authorities.
As of December 31, 2021, we had gross deferred tax assets of $1.5 billion. The PartnershipCompany accounts for income taxes using the asset and liability method, which requires the recognition of deferred tax assets and liabilities for the expected future consequences of events that have been included in the financial statements or tax returns. Under this method, deferred tax assets and liabilities are determined based on the difference between the financial statement reporting and the tax basis of assets and liabilities using enacted tax rates in effect for the period in which the difference is expected to reverse. The effect of a change in tax rates on deferred tax assets and liabilities is recognized in the period of the change in the provision for income taxes. Further, deferred tax assets are recognized for the expected realization of available net operating loss and tax credit carry forwards. A valuation allowance is recorded on the Partnership’sCompany’s gross deferred tax assets when it is more“more likely than notnot” that such asset will not be realized. When evaluating the realizability of the Partnership’sCompany’s deferred tax assets, all evidence, both positive and negative, is evaluated. As of December 31, 2021, we recorded a valuation allowance of $46.8 million on our gross deferred tax assets. Items considered in this analysis include the ability to carry back losses, the reversal of temporary differences, tax planning strategies, and expectations of future earnings.
Under U.S. GAAP for income taxes, the amount of tax benefit to be recognized is the amount of benefit that is more“more likely than notnot” to be sustained upon examination. The PartnershipCompany analyzes its tax filing positions in all of the U.S. federal, state, local and foreign tax jurisdictions where it is required to file income tax returns, as well as for all open tax years in these jurisdictions. If, based on this analysis, the PartnershipCompany determines that uncertainties in tax positions exist, a liability is established, which is included in accounts payable, accrued expenses and other liabilities in the consolidated financial statements. The PartnershipCompany recognizes accrued interest and penalties related to unrecognized tax positions in the provision for income taxes. If recognized, the entire amount of unrecognized tax positions would be recorded as a reduction in the provision for income taxes. As of December 31, 2021, we had unrecognized tax benefits of $30.4 million, which if recognized would result in a reduction in the provision for income taxes of $26.8 million.
Fair Value Measurement. U.S. GAAP establishes a hierarchal disclosure framework which ranks the observability of market price inputs used in measuring financial instruments at fair value. The observability of inputs is impacted by a number of factors, including the type of financial instrument, the characteristics specific to the financial instrument and the state of the marketplace, including the existence and transparency of transactions between market participants. Financial instruments with readily available quoted prices, or for which fair value can be measured from quoted prices in active markets, will generally have a higher degree of market price observability and a lesser degree of judgment applied in determining fair value.
In the absence of observable market prices, the PartnershipCompany values its investments and its funds’ investments using valuation methodologies applied on a consistent basis. For some investments little market activity may exist. Management'sManagement’s determination of fair value is then based on the best information available in the circumstances and may incorporate management'smanagement’s own assumptions and involves a significant degree of judgment, taking into consideration a
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combination of internal and external factors, including the appropriate risk adjustments for non-performance and liquidity risks. Investments for which market prices are not observable include private investments in the equity of operating companies and real estate properties, and certain debt positions. The valuation technique for each of these investments is described in Note 42 to the consolidated financial statements included in this Annual Report on Form 10-K.
Valuations of the funds’ investments are used in the calculation of accrued performance allocations, discussed above. The valuation methodologies can involve subjective judgments, and the fair value of assets established pursuant to such methodologies may be incorrect, which could result in the misstatement of fund performance and accrued performance fees.allocations. Because there is significant uncertainty in the valuation of, or in the stability of the value of, illiquid investments, the fair values of such investments as reflected in an investment fund’s net asset value do not necessarily reflect the prices that would be obtained by us on behalf of the investment fund when such investments are realized. Realizations at values significantly lower than the values at which investments have been reflected in prior fund net asset values would result in reduced earnings or losses for the applicable fund, the loss of potential carried interestperformance allocations and incentive fees and in the case of our hedge funds, management fees. Changes in values attributed to investments from quarter to quarter may result in volatility in the net asset values and results of operations that we report from period to period. Also, a situation where asset values turn out to be materially different than values reflected in prior fund net asset values could cause investors to lose confidence in us, which could in turn result in difficulty in raising additional funds. See Part I. Item 1A. “Risk Factors — Risks Related to Our Company — Valuation methodologies for certain assets in our funds can involve subjective judgments, and the fair value of assets established pursuant to such methodologies may be incorrect, which could result in the misstatement of fund performance and accrued performance fees.allocations.”
Principal Equity-Method Investments. The PartnershipCompany accounts for all investments in which it has or is otherwise presumed to have significant influence, including investments in the unconsolidated funds and strategic investments, using the equity method of accounting. The carrying value of equity-method investments is determined based on amounts invested by the Partnership,Company, adjusted for the equity in earnings or losses of the investee allocated based on the respective partnership or other agreement, less distributions received. The Partnershipearnings or losses of our unconsolidated investment funds are primarily driven by The Company evaluates its equity-method investments for impairment whenever events or changes in circumstances indicate that the carrying amounts of such investments may not be recoverable.
Our equity-method investment in NGP entitles us to 55% of the management fee-related revenue of the NGP entities that serve as advisors to the NGP Energy Funds and is subject to impairment under the U.S. GAAP accounting for equity method investments. We evaluate our equity method investment in NGP for impairment whenever events or changes in circumstances indicate that the carrying amount of the investment may not be recoverable, but no less than quarterly. For example, challenges with fundraising or lower future management fees could cause an impairment of our investment in NGP in the future. As of December 31, 2021, we continue to believe that our investment in NGP is not impaired.
Equity-based Compensation. During the year ended December 31, 2021, we recognized $163.1 million in equity-based compensation expense. Compensation expense relating to the issuance of equity-based awards to Carlyle employees is measured at fair value on the grant date. The compensation expense for awards that vest over a future service period is recognized over the relevant service period on a straight-line basis, adjusted for estimated forfeitures of awards that are not expected to vest. The compensation expense for awards that do not require future service is recognized immediately. Upon the end of the service period, compensation expense is adjusted to account for the actual forfeiture rate. Cash settled equity-based awards are classified as liabilities and are re-measured at the end of each reporting period. The compensation expense for awards that contain performance conditions is recognized when it is probable that the performance conditions will be achieved; in certain instances, such compensation expense may be recognized prior to the grant date of the award.
In determining the aggregate fair value of any award grants, we make judgments among others, as to the grant-date fair value, and, until January 1, 2017, estimated forfeiture rates. Each of these elements, particularly the forfeiture assumptions useddiscount related to awards that do not participate in valuing our equity awards, are subject to significant judgment and variability anddividends during the impact of changesvesting period. A decrease in such elements onthe discount would result in an increase in equity-based compensation expense could be material. The Partnership adopted ASU 2016-9, Compensation - Stock Compensation (Topic 718): Improvements to Employee Share-Based Payment Accounting on January 1, 2017. Upon adoption, the Partnership elected to recognize equity-based award forfeitures in the period they occur as a reversal of previously recognized compensation expense. The reduction is compensation expense is determined based on the specific awards forfeited during that period.
Intangible Assets and Goodwill. As of December 31, 2021, we had intangible assets, net of accumulated amortization, of $34.9 million, including $13.3 million of goodwill. The Partnership’sCompany’s intangible assets consist of acquired contractual rights to earn future fee income, including management and advisory fees, customer relationships, and acquired trademarks. Finite-lived intangible assets are amortized over their estimated useful lives, which range from fivefour to ten years, and are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of the asset may not be recoverable. The Partnership’s intangible assets include acquired contractual rights for fee income related to open-ended funds. Open-ended funds are subject to redemptions on a quarterly or more frequent basis and investors can generally decide to exit their fund investments at any time. The resulting inherent volatility in fee income derived from these contractual rights increases the degree of judgment and estimates used by management in evaluating such intangible assets for impairment. Actual results could differ from management’s estimates and assumptions and such differences could result in a material impairment.
Goodwill represents the excess of cost over the identifiable net assets of businesses acquired and is recorded in the functional currency of the acquired entity. Goodwill is recognized as an asset and is reviewed for impairment annually as of October 1 and between annual tests when events and circumstances indicate that impairment may have occurred.
Impairment testing requires the assessment of both qualitative and quantitative factors, including, but not limited to whether there has been a significant or adverse change in the business climate that could affect the value of an asset and/or significant or adverse changes in cash flow projections or earnings forecasts. These assessments require management to make judgements, assumptions and estimates. As of December 31, 2021, we continue to believe our intangible assets and goodwill are not impaired.
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Recent Accounting Pronouncements
We discuss the recent accounting pronouncements in Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K.
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
Our primary exposure to market risk is related to our role as general partner or investment advisor to our investment funds and the sensitivities to movements in the fair value of their investments, including the effect on management fees, incentive fees, performance feesallocations and principal investment income.
Although our investment funds share many common themes, each of our alternative asset management asset classes runs its own investment and risk management processes, subject to our overall risk tolerance and philosophy. The investment process of our investment funds involves a comprehensive due diligence approach, including review of reputation of shareholders and management, company size and sensitivity of cash flow generation, business sector and competitive risks, portfolio fit, exit risks and other key factors highlighted by the deal team. Key investment decisions are subject to approval by both the fund-level managing directors, as well as the investment committee, which is generally comprised of one or more of the three founding partners, one “sector” head, one or more advisors and senior investment professionals associated with that particular fund. Once an investment in a portfolio company has been made, our fund teams closely monitor the performance of the portfolio company, generally through frequent contact with management and the receipt of financial and management reports.
Effect on Fund Management Fees
Management fees will only be directly affected by short-term changes in market conditions to the extent they are based on NAV or represent permanent impairments of value. These management fees will be increased (or reduced) in direct proportion to the effect of changes in the market value of our investments in the related funds. In addition, the terms of the governing agreements with respect to certain of our carry funds provide that the management fee base will be reduced when the aggregate fair market value of a fund’s investments is below its cost. The proportion of our management fees that are based on NAV primarily hedge funds, is dependent on the number and types of investment funds in existence and the current stage of
each fund’s life cycle. In 2016, we conducted a review of our Global Credit segment in order to realign and reorganize certain of the segment's operations. As a result, we have exited our hedge fund business (ESG in 2016 and Claren Road in January 2017) and, as a result of settlements reached during 2017 with investors in two commodities investment vehicles managed by Vermillion, we have completed the exit of the commodities investment advisory business and other hedge fund investment advisory businesses that we had acquired from 2010 to 2014. Therefore, for the year ended December 31, 2017, an immaterial amount of our fund management fees were based on the NAV of the applicable funds.
Effect on Performance Fees
Allocations
Performance feesallocations reflect revenue primarily from carried interest on our carry funds and incentive fees from our hedge funds. In our discussion of “Key Financial Measures” and “Critical Accounting Policies”, we disclose that performance feesallocations are recognized upon appreciation of the valuation of our funds’ investments above certain return hurdles and are based upon the amount that would be due to Carlyle at each reporting date as if the funds were liquidated at their then-current fair values. Changes in the fair value of the funds’ investments may materially impact performance feesallocations depending upon the respective funds’ performance to date as compared to its hurdle rate and the related carry waterfall.
The following table summarizes the incremental impact, including our Consolidated Funds, of a 10% change in total remaining fair value by segment as of December 31, 20172021 on our performance feeallocations revenue:
| 10% Increase in Total Remaining Fair Value | 10% Decrease in Total Remaining Fair Value | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 1,675.9 | $ | (1,918.3) | |||||||
| Global Credit | 170.3 | (146.8) | |||||||||
| Global Investment Solutions | 219.1 | (204.7) | |||||||||
| Total | $ | 2,065.3 | $ | (2,269.8) | |||||||
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10% Increase in Total Remaining Fair Value | 10% Decrease in Total Remaining Fair Value | ||||||
| (Dollars in Millions) | |||||||
| Corporate Private Equity | $ | 734.7 | $ | (602.8 | ) | ||
| Real Assets | 265.1 | (387.4 | ) | ||||
| Global Credit | 22.1 | (17.4 | ) | ||||
| Investment Solutions | 131.4 | (91.3 | ) | ||||
| Total | $ | 1,153.3 | $ | (1,098.9 | ) | ||
The following table summarizes the incremental impact of a 10% change in Level III remaining fair value by segment as of December 31, 20172021 on our performance feeallocations revenue:
10% Increase in Level III Remaining Fair Value | 10% Decrease in Level III Remaining Fair Value | ||||||
| (Dollars in Millions) | |||||||
| Corporate Private Equity | $ | 723.0 | $ | (591.4 | ) | ||
| Real Assets | 212.5 | (351.5 | ) | ||||
| Global Credit | 17.9 | (17.0 | ) | ||||
| Investment Solutions | 107.0 | (88.4 | ) | ||||
| Total | $ | 1,060.4 | $ | (1,048.3 | ) | ||
| 10% Increase in Level III Remaining Fair Value | 10% Decrease in Level III Remaining Fair Value | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 1,490.7 | $ | (1,732.0) | |||||||
| Global Credit | 159.2 | (142.2) | |||||||||
| Global Investment Solutions | 207.1 | (192.8) | |||||||||
| Total | $ | 1,857.0 | $ | (2,067.0) | |||||||
The effect of the variability in performance feeallocations revenue would be in part offset by performance feeallocation related compensation. See also related disclosure in “Segment Analysis.”
Effect on Assets Under Management
Generally, our Fee-earning assets under management are not affected by changes in valuation. However, total assets under management is impacted by valuation changes to net asset value. The table below shows the remaining fair value and the percentage amount classified as Level III investments as defined within the fair value standards of U.S. GAAP:
| Remaining Fair Value | Percentage Amount Classified as Level III Investments | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 113,853 | 89 | % | |||||||
Global Credit (1) | $ | 59,694 | 97 | % | |||||||
| Global Investment Solutions | $ | 43,012 | 95 | % | |||||||
| Remaining Fair Value | Percentage Amount Classified as Level III Investments | |||||
| (Dollars in Millions) | ||||||
| Corporate Private Equity | $ | 42,637 | 93 | % | ||
| Real Assets | $ | 26,376 | 86 | % | ||
| Global Credit (1) | $ | 26,365 | 98 | % | ||
| Investment Solutions | $ | 30,157 | 97 | % | ||
Exchange Rate Risk
Our investment funds hold investments that are denominated in non-U.S. dollar currencies that may be affected by movements in the rate of exchange between the U.S. dollar and non-U.S. dollar currencies. Non-U.S. dollar denominated assets and liabilities are translated at year-end rates of exchange, and the consolidated statements of operations accounts are translated at rates of exchange in effect throughout the year. Additionally, a portion of our management fees are denominated in non-U.S. dollar currencies. We estimate that as of December 31, 2017,2021, if there was a 10% decline in the rate of exchange of all foreign currencies against the U.S. dollar, strengthened 10% against all foreign currencies, the impact on our consolidated results of operations for the year then ended would be as follows: (a) fund management fees would decrease by $84.2$42.8 million, (b) performance feesallocations would decrease by $48.4$173.6 million and (c) principal investment income would increasedecrease by $6.7$6.2 million.
Interest Rate Risk
We have obligations under our term loan facility, CLO term loans and promissory notes that accrue interest at variable rates. Interest rate changes may therefore affect the amount of interest payments, future earnings and cash flows.
Based on our debt obligations payable as of December 31, 2017,2021, we estimate that interest expense relating to variable rates would increase by approximately $1.7$2.2 million on an annual basis in the event interest rates were to increase by one percentage point.
Credit Risk
Certain of our investment funds hold derivative instruments that contain an element of risk in the event that the counterparties are unable to meet the terms of such agreements. We minimize our risk exposure by limiting the counterparties with which we enter into contracts to banks and investment banks who meet established credit and capital guidelines. We do
156
not expect any counterparty to default on its obligations and therefore do not expect to incur any loss due to counterparty default.
157
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Report of Independent Registered Public Accounting Firm
To Thethe Shareholders and Board of Directors and Unitholders of The Carlyle Group L.P.Inc.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of The Carlyle Group L.P.Inc. (the “Partnership”)Company) as of December 31, 20172021 and 2016, and2020, the related consolidated statements of operations, comprehensive income, changes in partners’ capital and redeemable non-controlling interests in consolidated entities,equity, and cash flows for each of the three years in the period ended December 31, 2017,2021, and the related notes (collectively referred to as the “financial“consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all material respects, the consolidated financial position of the PartnershipCompany at December 31, 20172021 and 2016,2020, and the consolidated results of its operations and its cash flows for each of the three years in the period ended December 31, 2017,2021, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Partnership’sCompany's internal control over financial reporting as of December 31, 2017,2021, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated February 15, 201810, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
These financial statements are the responsibility of the Partnership'sCompany's management. Our responsibility is to express an opinion on the Partnership'sCompany’s financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the PartnershipCompany in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current period audit of the financial statements that was communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective or complex judgments. The communication of the critical audit matter does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
158
Measurement of principal equity method investments, including accrued performance allocations
| Description of the matter | At December 31, 2021, the carrying value of the Company’s investments totaled approximately $10.8 billion and included principal equity method investments in sponsored unconsolidated funds (collectively, the “funds” or each, a “fund”) of approximately $2.7 billion and accrued performance allocations of approximately $8.1 billion. As discussed in Notes 2 and 4 to the consolidated financial statements, a significant input to the measurement of the Company’s principal equity method investments in the funds, including accrued performance allocations, is management’s estimate of the fair value of the investments held by each fund. Management estimates the fair value of the funds’ investments, including investments in the equity of private operating companies, real estate properties and certain debt positions, by applying the methodologies outlined in Notes 2 and 4 to the consolidated financial statements and using significant unobservable inputs and assumptions. Auditing management’s estimates of the fair value of the funds’ investments, valued using significant unobservable inputs and assumptions, was complex and highly judgmental because these investments exhibit higher estimation uncertainty. | ||||
| How we addressed the matter in our audit | We obtained an understanding, evaluated the design, and tested the operating effectiveness of controls over the funds’ investment valuation process. This included management's review controls over the assessment of the methodologies, significant inputs and assumptions included in the fair value estimates, as well as management’s review around the completeness, accuracy and reasonableness of the data used in these estimates. Our audit procedures related to valuations using significant unobservable inputs included, among others, assessing whether the valuation methodologies used were appropriate and testing the mathematical accuracy of the valuation models. For a sample of investments, we obtained management’s valuation models and compared objective inputs used in the models to agreements or underlying source documents provided by the Company. We also assessed the appropriateness of the unobservable inputs and assumptions used in the fair value estimates by comparing them to underlying support or available market data and evaluating the appropriateness of any significant adjustments. Our procedures varied based on the nature of the fund investment selected for testing. For example, for certain investments in the equity of private operating companies, we assessed the appropriateness of management’s determination of public market comparable companies and similar transactions. For these selected investments, we also evaluated significant adjustments applied to the selected earnings before interest, taxes, depreciation and amortization (EBITDA) multiple or discount rate derived from the comparable companies by considering investee specific and relevant market information. For some of the selected fund investments, we independently developed fair value estimates, with the support of valuation specialists, using investee and market information and compared them to the funds’ fair value estimates. For a sample of investments that were sold during the year, we performed procedures to assess the historical reasonableness of management’s estimates. We also reviewed management’s assessment of subsequent events and transactions and considered whether they corroborated or contradicted the year-end estimates. | ||||
/s/ Ernst & Young LLP
We have served as the Partnership'sCompany’s auditor since 2002.
Tysons, VA
February 15, 201810, 2022
159
Report of Independent Registered Public Accounting Firm
To Thethe Shareholders and Board of Directors and Unitholders of The Carlyle Group L.P.Inc.
Opinion on Internal Control over Financial Reporting
We have audited The Carlyle Group L.P.Inc.’s internal control over financial reporting as of December 31, 2017,2021, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, The Carlyle Group L.P.Inc. (the “Partnership”)Company) maintained, in all material respects, effective internal control over financial reporting as of December 31, 2017,2021, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of The Carlyle Group L.P.the Company as of December 31, 20172021 and 2016,2020, the related consolidated statements of operations, comprehensive income, changes in partners’ capital and redeemable non-controlling interests in consolidated entities,equity, and cash flows for each of the three years in the period ended December 31, 2017,2021, and the related notes and our report dated February 15, 201810, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
The Partnership'sCompany’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management'sManagement’s Report on Internal ControlsControl Over Financial Reporting. Our responsibility is to express an opinion on the Partnership'sCompany’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the PartnershipCompany in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ Ernst & Young LLP
Tysons, VA
February 15, 201810, 2022
160
The Carlyle Group L.P.
Inc.
Consolidated Balance Sheets
(Dollars in millions)
| December 31, | December 31, | |||||||||||||||||
| 2017 | 2016 | 2021 | 2020 | |||||||||||||||
| Assets | Assets | |||||||||||||||||
| Cash and cash equivalents | $ | 1,000.1 | $ | 670.9 | Cash and cash equivalents | $ | 2,469.5 | $ | 987.6 | |||||||||
| Cash and cash equivalents held at Consolidated Funds | 377.6 | 761.5 | Cash and cash equivalents held at Consolidated Funds | 147.8 | 148.6 | |||||||||||||
| Restricted cash | 28.7 | 13.1 | Restricted cash | 5.6 | 2.0 | |||||||||||||
| Corporate treasury investments | 376.3 | 190.2 | ||||||||||||||||
| Accrued performance fees | 3,670.6 | 2,481.1 | ||||||||||||||||
| Investments | 1,624.3 | 1,107.0 | ||||||||||||||||
| Investments, including accrued performance allocations of $8,133.0 and $4,968.6 as of December 31, 2021 and 2020, respectively | Investments, including accrued performance allocations of $8,133.0 and $4,968.6 as of December 31, 2021 and 2020, respectively | 10,832.0 | 7,380.9 | |||||||||||||||
| Investments of Consolidated Funds | 4,534.3 | 3,893.7 | Investments of Consolidated Funds | 6,661.0 | 6,056.9 | |||||||||||||
| Due from affiliates and other receivables, net | 257.1 | 227.2 | Due from affiliates and other receivables, net | 379.6 | 272.5 | |||||||||||||
| Due from affiliates and other receivables of Consolidated Funds, net | 50.8 | 29.5 | Due from affiliates and other receivables of Consolidated Funds, net | 138.8 | 89.1 | |||||||||||||
| Receivables and inventory of a real estate VIE | — | 145.4 | ||||||||||||||||
| Fixed assets, net | 100.4 | 106.1 | Fixed assets, net | 143.9 | 149.2 | |||||||||||||
| Lease right-of-use assets, net | Lease right-of-use assets, net | 361.1 | 361.1 | |||||||||||||||
| Deposits and other | 54.1 | 39.4 | Deposits and other | 61.7 | 51.7 | |||||||||||||
| Other assets of a real estate VIE | — | 31.5 | ||||||||||||||||
| Intangible assets, net | 35.9 | 42.0 | Intangible assets, net | 34.9 | 48.7 | |||||||||||||
| Deferred tax assets | 170.4 | 234.4 | Deferred tax assets | 14.5 | 96.5 | |||||||||||||
| Total assets | $ | 12,280.6 | $ | 9,973.0 | Total assets | $ | 21,250.4 | $ | 15,644.8 | |||||||||
| Liabilities and partners’ capital | ||||||||||||||||||
| Liabilities and equity | Liabilities and equity | |||||||||||||||||
| Debt obligations | $ | 1,573.6 | $ | 1,265.2 | Debt obligations | $ | 2,071.6 | $ | 1,970.9 | |||||||||
| Loans payable of Consolidated Funds | 4,303.8 | 3,866.3 | Loans payable of Consolidated Funds | 5,890.0 | 5,563.0 | |||||||||||||
| Loans payable of a real estate VIE at fair value (principal amount of $144.4 million as of December 31, 2016) | — | 79.4 | ||||||||||||||||
| Accounts payable, accrued expenses and other liabilities | 355.1 | 369.8 | Accounts payable, accrued expenses and other liabilities | 379.7 | 286.3 | |||||||||||||
| Accrued compensation and benefits | 2,222.6 | 1,661.8 | Accrued compensation and benefits | 4,955.0 | 3,222.6 | |||||||||||||
| Due to affiliates | 229.9 | 223.6 | Due to affiliates | 388.1 | 436.7 | |||||||||||||
| Deferred revenue | 82.1 | 54.0 | Deferred revenue | 120.8 | 89.0 | |||||||||||||
| Deferred tax liabilities | 75.6 | 76.6 | Deferred tax liabilities | 487.1 | 57.8 | |||||||||||||
| Other liabilities of Consolidated Funds | 422.1 | 637.0 | Other liabilities of Consolidated Funds | 683.9 | 556.1 | |||||||||||||
| Other liabilities of a real estate VIE | — | 124.5 | ||||||||||||||||
| Lease liabilities | Lease liabilities | 537.8 | 513.5 | |||||||||||||||
| Accrued giveback obligations | 66.8 | 160.8 | Accrued giveback obligations | 30.2 | 18.7 | |||||||||||||
| Total liabilities | 9,331.6 | 8,519.0 | Total liabilities | 15,544.2 | 12,714.6 | |||||||||||||
| Commitments and contingencies | Commitments and contingencies | 0 | 0 | |||||||||||||||
| Series A preferred units (16,000,000 units issued and outstanding as of December 31, 2017) | 387.5 | — | ||||||||||||||||
| Partners’ capital (common units, 100,100,650 and 84,610,951 issued and outstanding as of December 31, 2017 and 2016, respectively) | 701.8 | 403.1 | ||||||||||||||||
| Common stock, $0.01 par value, 100,000,000,000 shares authorized (355,367,876 and 353,520,576 shares issued and outstanding as of December 31, 2021 and December 31, 2020, respectively) | Common stock, $0.01 par value, 100,000,000,000 shares authorized (355,367,876 and 353,520,576 shares issued and outstanding as of December 31, 2021 and December 31, 2020, respectively) | 3.6 | 3.5 | |||||||||||||||
| Additional paid-in-capital | Additional paid-in-capital | 2,717.6 | 2,546.2 | |||||||||||||||
| Retained earnings | Retained earnings | 2,805.3 | 348.2 | |||||||||||||||
| Accumulated other comprehensive loss | (72.7 | ) | (95.2 | ) | Accumulated other comprehensive loss | (247.5) | (208.7) | |||||||||||
| Non-controlling interests in consolidated entities | 404.7 | 277.8 | Non-controlling interests in consolidated entities | 427.2 | 241.0 | |||||||||||||
| Non-controlling interests in Carlyle Holdings | 1,527.7 | 868.3 | ||||||||||||||||
| Total partners’ capital | 2,949.0 | 1,454.0 | ||||||||||||||||
| Total liabilities and partners’ capital | $ | 12,280.6 | $ | 9,973.0 | ||||||||||||||
| Total equity | Total equity | 5,706.2 | 2,930.2 | |||||||||||||||
| Total liabilities and equity | Total liabilities and equity | $ | 21,250.4 | $ | 15,644.8 | |||||||||||||
See accompanying notes.
161
The Carlyle Group L.P.Inc.
Consolidated Statements of Operations
(Dollars in millions, except unitshare and per unitshare data)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Revenues | |||||||||||||||||
| Fund management fees | $ | 1,667.5 | $ | 1,486.0 | $ | 1,476.2 | |||||||||||
| Incentive fees | 48.8 | 37.0 | 35.9 | ||||||||||||||
| Investment income | |||||||||||||||||
| Performance allocations | 6,084.6 | 1,635.9 | 799.1 | ||||||||||||||
| Principal investment income (loss) | 637.3 | (540.7) | 769.3 | ||||||||||||||
| Total investment income | 6,721.9 | 1,095.2 | 1,568.4 | ||||||||||||||
| Interest and other income | 90.7 | 89.6 | 97.3 | ||||||||||||||
| Interest and other income of Consolidated Funds | 253.2 | 226.8 | 199.2 | ||||||||||||||
| Total revenues | 8,782.1 | 2,934.6 | 3,377.0 | ||||||||||||||
| Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation and benefits | 908.0 | 849.6 | 833.4 | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Performance allocations and incentive fee related compensation | 2,961.0 | 779.1 | 436.7 | ||||||||||||||
| Total compensation and benefits | 4,032.1 | 1,733.7 | 1,410.1 | ||||||||||||||
| General, administrative and other expenses | 431.7 | 349.3 | 494.4 | ||||||||||||||
| Interest | 113.3 | 94.0 | 82.1 | ||||||||||||||
| Interest and other expenses of Consolidated Funds | 178.5 | 163.5 | 131.8 | ||||||||||||||
| Other non-operating expenses (income) | 1.5 | (7.2) | 1.3 | ||||||||||||||
| Total expenses | 4,757.1 | 2,333.3 | 2,119.7 | ||||||||||||||
| Other income (loss) | |||||||||||||||||
| Net investment gains (losses) of Consolidated Funds | 2.5 | (21.3) | (23.9) | ||||||||||||||
| Income before provision for income taxes | 4,027.5 | 580.0 | 1,233.4 | ||||||||||||||
| Provision for income taxes | 982.3 | 197.2 | 49.0 | ||||||||||||||
| Net income | 3,045.2 | 382.8 | 1,184.4 | ||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 70.5 | 34.6 | 36.6 | ||||||||||||||
| Net income attributable to Carlyle Holdings | 2,974.7 | 348.2 | 1,147.8 | ||||||||||||||
| Net income attributable to non-controlling interests in Carlyle Holdings | — | — | 766.9 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. | 2,974.7 | 348.2 | 380.9 | ||||||||||||||
| Net income attributable to Series A Preferred Unitholders | — | — | 19.1 | ||||||||||||||
| Series A Preferred Units redemption premium | — | — | 16.5 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. Common Stockholders | $ | 2,974.7 | $ | 348.2 | $ | 345.3 | |||||||||||
| Net income attributable to The Carlyle Group Inc. per common share (see Note 12) | |||||||||||||||||
| Basic | $ | 8.37 | $ | 0.99 | $ | 3.05 | |||||||||||
| Diluted | $ | 8.20 | $ | 0.97 | $ | 2.82 | |||||||||||
| Weighted-average common shares | |||||||||||||||||
| Basic | 355,241,653 | 350,464,315 | 113,082,733 | ||||||||||||||
| Diluted | 362,574,564 | 358,393,802 | 122,632,889 | ||||||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| Revenues | |||||||||||
| Fund management fees | $ | 1,026.9 | $ | 1,076.1 | $ | 1,085.2 | |||||
| Performance fees | |||||||||||
| Realized | 1,097.3 | 1,129.5 | 1,441.9 | ||||||||
| Unrealized | 996.6 | (377.7 | ) | (617.0 | ) | ||||||
| Total performance fees | 2,093.9 | 751.8 | 824.9 | ||||||||
| Investment income (loss) | |||||||||||
| Realized | 70.4 | 112.9 | 32.9 | ||||||||
| Unrealized | 161.6 | 47.6 | (17.7 | ) | |||||||
| Total investment income (loss) | 232.0 | 160.5 | 15.2 | ||||||||
| Interest and other income | 36.7 | 23.9 | 18.6 | ||||||||
| Interest and other income of Consolidated Funds | 177.7 | 166.9 | 975.5 | ||||||||
| Revenue of a real estate VIE | 109.0 | 95.1 | 86.8 | ||||||||
| Total revenues | 3,676.2 | 2,274.3 | 3,006.2 | ||||||||
| Expenses | |||||||||||
| Compensation and benefits | |||||||||||
| Base compensation | 652.7 | 647.1 | 632.2 | ||||||||
| Equity-based compensation | 320.3 | 334.6 | 378.0 | ||||||||
| Performance fee related | |||||||||||
| Realized | 520.7 | 580.5 | 650.5 | ||||||||
| Unrealized | 467.6 | (227.4 | ) | (139.6 | ) | ||||||
| Total compensation and benefits | 1,961.3 | 1,334.8 | 1,521.1 | ||||||||
| General, administrative and other expenses | 276.8 | 521.1 | 712.8 | ||||||||
| Interest | 65.5 | 61.3 | 58.0 | ||||||||
| Interest and other expenses of Consolidated Funds | 197.6 | 128.5 | 1,039.3 | ||||||||
| Interest and other expenses of a real estate VIE and loss on deconsolidation | 202.5 | 207.6 | 144.6 | ||||||||
| Other non-operating income | (71.4 | ) | (11.2 | ) | (7.4 | ) | |||||
| Total expenses | 2,632.3 | 2,242.1 | 3,468.4 | ||||||||
| Other income | |||||||||||
| Net investment gains of Consolidated Funds | 88.4 | 13.1 | 864.4 | ||||||||
| Income before provision for income taxes | 1,132.3 | 45.3 | 402.2 | ||||||||
| Provision for income taxes | 124.9 | 30.0 | 2.1 | ||||||||
| Net income | 1,007.4 | 15.3 | 400.1 | ||||||||
| Net income attributable to non-controlling interests in consolidated entities | 72.5 | 41.0 | 537.9 | ||||||||
| Net income (loss) attributable to Carlyle Holdings | 934.9 | (25.7 | ) | (137.8 | ) | ||||||
| Net income (loss) attributable to non-controlling interests in Carlyle Holdings | 690.8 | (32.1 | ) | (119.4 | ) | ||||||
| Net income (loss) attributable to The Carlyle Group L.P. | 244.1 | 6.4 | (18.4 | ) | |||||||
| Net income attributable to Series A Preferred Unitholders | 6.0 | — | — | ||||||||
| Net income (loss) attributable to The Carlyle Group L.P. Common Unitholders | $ | 238.1 | $ | 6.4 | $ | (18.4 | ) | ||||
| Net income (loss) attributable to The Carlyle Group L.P. per common unit (see Note 13) | |||||||||||
| Basic | $ | 2.58 | $ | 0.08 | $ | (0.24 | ) | ||||
| Diluted | $ | 2.38 | $ | (0.08 | ) | $ | (0.30 | ) | |||
| Weighted-average common units | |||||||||||
| Basic | 92,136,959 | 82,714,178 | 74,523,935 | ||||||||
| Diluted | 100,082,548 | 308,522,990 | 298,739,382 | ||||||||
| Distributions declared per common unit | $ | 1.24 | $ | 1.68 | $ | 3.39 | |||||
Substantially all revenue is earned from affiliates of the Partnership.Company. See accompanying notes.
162
The Carlyle Group L.P.
Inc.
Consolidated Statements of Comprehensive Income
(Dollars in millions)
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| Net income | $ | 1,007.4 | $ | 15.3 | $ | 400.1 | |||||
| Other comprehensive income (loss) | |||||||||||
| Foreign currency translation adjustments | 95.8 | (54.6 | ) | (801.0 | ) | ||||||
| Cash flow hedges | |||||||||||
| Reclassification adjustment for loss included in interest expense | — | 1.9 | 2.3 | ||||||||
| Defined benefit plans | |||||||||||
| Unrealized gain (loss) for the period | (0.8 | ) | (6.8 | ) | 4.1 | ||||||
| Reclassification adjustment for unrecognized loss during the period, net, included in base compensation expense | 1.2 | — | 0.3 | ||||||||
| Other comprehensive gain (loss) | 96.2 | (59.5 | ) | (794.3 | ) | ||||||
| Comprehensive income (loss) | 1,103.6 | (44.2 | ) | (394.2 | ) | ||||||
| Comprehensive loss attributable to partners’ capital appropriated for Consolidated Funds | — | — | 63.7 | ||||||||
| Comprehensive (income) loss attributable to non-controlling interests in consolidated entities | (108.1 | ) | 10.7 | (143.8 | ) | ||||||
| Comprehensive (income) loss attributable to redeemable non-controlling interests in consolidated entities | — | (0.2 | ) | 185.4 | |||||||
| Comprehensive income (loss) attributable to Carlyle Holdings | 995.5 | (33.7 | ) | (288.9 | ) | ||||||
| Comprehensive (income) loss attributable to non-controlling interests in Carlyle Holdings | (734.3 | ) | 39.5 | 239.1 | |||||||
| Comprehensive income (loss) attributable to The Carlyle Group L.P. | $ | 261.2 | $ | 5.8 | $ | (49.8 | ) | ||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Net income | $ | 3,045.2 | $ | 382.8 | $ | 1,184.4 | |||||||||||
| Other comprehensive income (loss), net of tax | |||||||||||||||||
| Foreign currency translation adjustments, net of income tax (benefit) expense of $1.2, $(33.5) and $0.3 for the years ended December 31, 2021, 2020 and 2019, respectively | (56.3) | 49.6 | 10.4 | ||||||||||||||
| Unrealized gains (losses) on Fortitude available-for-sale securities, net of income tax (benefit) expense of $(5.3) and $4.4 for the years ended December 31, 2020 and 2019, respectively | — | (20.0) | 16.8 | ||||||||||||||
| Defined benefit plans | |||||||||||||||||
| Unrealized net income (loss) for the period, net of income tax (benefit) expense of $2.9, $(2.3) and $(2.3) for the years ended December 31, 2021, 2020 and 2019, respectively | 9.5 | (9.0) | (6.7) | ||||||||||||||
| Less: reclassification adjustment for unrecognized gain during the period included in base compensation expense, net of income tax (benefit) expense of $0.7, $0.6 and $0.4 for the years ended December 31, 2021, 2020 and 2019, respectively | 2.1 | 1.8 | 1.0 | ||||||||||||||
| Other comprehensive income (loss) | (44.7) | 22.4 | 21.5 | ||||||||||||||
| Comprehensive income | 3,000.5 | 405.2 | 1,205.9 | ||||||||||||||
| Comprehensive income attributable to non-controlling interests in consolidated entities | 64.6 | 37.6 | 47.5 | ||||||||||||||
| Comprehensive income attributable to Carlyle Holdings | 2,935.9 | 367.6 | 1,158.4 | ||||||||||||||
| Comprehensive income attributable to non-controlling interests in Carlyle Holdings | — | — | 774.1 | ||||||||||||||
| Comprehensive income attributable to The Carlyle Group Inc. | $ | 2,935.9 | $ | 367.6 | $ | 384.3 | |||||||||||
See accompanying notes.
163
The Carlyle Group L.P.Inc.
Consolidated Statements of Changes in Partners’ Capital and Redeemable Non-controlling Interests in Consolidated EntitiesEquity
(Dollars and unitsshares in millions)
| Common Units | Common Shares | Preferred Equity | Partners’ Capital | Common Stock | Additional Paid-in-Capital | Retained Earnings (Deficit) | Accumulated Other Comprehensive Income (Loss) | Non-controlling Interests in Consolidated Entities | Non- controlling Interests in Carlyle Holdings | Total Equity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2018 | 107.7 | — | $ | 387.5 | $ | 673.4 | $ | — | $ | — | $ | — | $ | (83.3) | $ | 324.2 | $ | 1,534.5 | $ | 2,836.3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reallocation of ownership interests in Carlyle Holdings | — | — | — | 64.3 | — | — | — | (4.1) | — | (60.2) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Exchange of Carlyle Holdings units for common units | 1.7 | — | — | 15.4 | — | — | — | (1.2) | — | (14.2) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Units repurchased | (1.6) | — | — | (34.5) | — | — | — | — | — | — | (34.5) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deferred tax effects resulting from acquisition of interests in Carlyle Holdings | — | — | — | 1.0 | — | — | — | — | — | — | 1.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | — | — | 46.8 | — | — | — | — | — | 97.1 | 143.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Issuances of common units for equity-based awards | 10.0 | — | — | — | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | — | — | — | 57.8 | — | 57.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | (17.7) | (154.9) | — | — | — | — | (84.8) | (313.3) | (570.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | 35.6 | 345.3 | — | — | — | — | 36.6 | 766.9 | 1,184.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Redemption of Preferred Units (see Note 14) | — | — | (405.4) | — | — | — | — | — | — | — | (405.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deconsolidation of a Consolidated Entity | — | — | — | — | — | — | — | — | (11.2) | — | (11.2) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Cumulative effect adjustment upon adoption of ASU 2016-2 | — | — | — | (0.2) | — | — | — | — | — | (0.5) | (0.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | — | — | — | (0.1) | 10.9 | (0.4) | 10.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Unrealized gains on Fortitude available-for-sale securities | — | — | — | — | — | — | — | 5.5 | — | 11.3 | 16.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | — | — | — | (2.0) | — | (3.7) | (5.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deferred consideration for Carlyle Holdings Units, net of tax (see Note 10) | — | — | — | (252.8) | — | — | — | — | — | — | (252.8) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2019 | 117.8 | — | $ | — | $ | 703.8 | $ | — | $ | — | $ | — | $ | (85.2) | $ | 333.5 | $ | 2,017.5 | $ | 2,969.6 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reclassification resulting from Conversion - Partners' Capital | (117.8) | 117.8 | — | (703.8) | 1.2 | 702.6 | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reclassification resulting from Conversion - Non-controlling Interest in Carlyle Holdings | — | 229.4 | — | — | 2.3 | 2,180.9 | — | (165.7) | — | (2,017.5) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares repurchased | — | (1.1) | — | — | — | (26.4) | — | — | — | — | (26.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Tax effects resulting from Conversion | — | — | — | — | — | (62.9) | — | 22.8 | — | — | (40.1) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | — | — | — | — | 113.4 | — | — | — | — | 113.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for equity-based awards | — | 7.4 | — | — | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | — | — | — | 210.0 | 210.0 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | — | — | — | (351.3) | — | — | (77.8) | — | (429.1) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | — | — | — | — | 348.2 | — | 34.6 | — | 382.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deconsolidation of Consolidated Entities | — | — | — | — | — | (10.1) | — | — | (262.3) | — | (272.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | — | — | — | 46.6 | 3.0 | — | 49.6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Unrealized loss on Fortitude available-for-sale securities | — | — | — | — | — | — | — | (20.0) | — | — | (20.0) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | — | — | — | (7.2) | — | — | (7.2) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2020 | — | 353.5 | $ | — | $ | — | $ | 3.5 | $ | 2,546.2 | $ | 348.2 | $ | (208.7) | $ | 241.0 | $ | — | $ | 2,930.2 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Common Units | Preferred Equity | Partners’ Capital | Accumulated Other Comprehensive Income (Loss) | Partners’ Capital Appropriated for Consolidated Funds | Non-controlling Interests in Consolidated Entities | Non- controlling Interests in Carlyle Holdings | Total Partners’ Capital | Redeemable Non-controlling Interests in Consolidated Entities | ||||||||||||||||||||||||||
| Balance at December 31, 2014 | 67.8 | — | $ | 566.0 | $ | (39.0 | ) | $ | 184.5 | $ | 6,446.4 | $ | 1,936.6 | $ | 9,094.5 | $ | 3,761.5 | |||||||||||||||||
| Reallocation of ownership interests in Carlyle Holdings | 0.1 | — | 34.5 | (12.6 | ) | — | — | (21.9 | ) | — | — | |||||||||||||||||||||||
| Exchange of units in public offering, net of issuance costs | 7.0 | — | 52.5 | (7.1 | ) | — | — | (45.4 | ) | — | — | |||||||||||||||||||||||
| Issuance of common units related to acquisitions | 0.1 | — | 0.5 | — | — | — | 1.8 | 2.3 | — | |||||||||||||||||||||||||
| Deferred tax effects resulting from acquisition of interests in Carlyle Holdings | — | — | 5.5 | — | — | — | — | 5.5 | — | |||||||||||||||||||||||||
| Equity-based compensation | — | — | 92.8 | — | — | — | 283.2 | 376.0 | — | |||||||||||||||||||||||||
| Net delivery of vested common units | 5.4 | — | 3.5 | — | — | — | 0.5 | 4.0 | — | |||||||||||||||||||||||||
| Contributions | — | — | — | — | — | 1,090.5 | — | 1,090.5 | 1,286.1 | |||||||||||||||||||||||||
| Distributions | — | — | (251.0 | ) | — | — | (3,230.8 | ) | (848.5 | ) | (4,330.3 | ) | (2,036.2 | ) | ||||||||||||||||||||
| Initial consolidation of a Consolidated Fund | — | — | — | — | — | 43.9 | — | 43.9 | 19.9 | |||||||||||||||||||||||||
| Net income (loss) | — | — | (18.4 | ) | — | (54.4 | ) | 777.7 | (119.4 | ) | 585.5 | (185.4 | ) | |||||||||||||||||||||
| Currency translation adjustments | — | — | — | (32.9 | ) | (9.3 | ) | (633.9 | ) | (124.9 | ) | (801.0 | ) | — | ||||||||||||||||||||
| Defined benefit plans, net | — | — | — | 1.0 | — | — | 3.4 | 4.4 | — | |||||||||||||||||||||||||
| Change in fair value of cash flow hedge instruments | — | — | — | 0.5 | — | — | 1.8 | 2.3 | — | |||||||||||||||||||||||||
| Balance at December 31, 2015 | 80.4 | — | 485.9 | (90.1 | ) | 120.8 | 4,493.8 | 1,067.2 | 6,077.6 | 2,845.9 | ||||||||||||||||||||||||
| Reallocation of ownership interests in Carlyle Holdings | 0.9 | — | 18.1 | (4.5 | ) | — | — | (13.6 | ) | — | — | |||||||||||||||||||||||
| Units repurchased | (3.6 | ) | — | (57.4 | ) | — | — | — | (1.5 | ) | �� | (58.9 | ) | — | ||||||||||||||||||||
| Deferred tax effects resulting from acquisition of interests in Carlyle Holdings | — | — | 0.4 | — | — | — | — | 0.4 | — | |||||||||||||||||||||||||
| Equity-based compensation | — | — | 97.4 | — | — | — | 278.8 | 376.2 | — | |||||||||||||||||||||||||
| Net delivery of vested common units | 6.9 | — | (6.2 | ) | — | — | — | (0.5 | ) | (6.7 | ) | — | ||||||||||||||||||||||
| Contributions | — | — | — | — | — | 119.3 | — | 119.3 | — | |||||||||||||||||||||||||
| Distributions | — | — | (140.9 | ) | — | — | (107.9 | ) | (422.6 | ) | (671.4 | ) | (1.5 | ) | ||||||||||||||||||||
| Deconsolidation of ESG | — | — | (0.6 | ) | — | — | (5.6 | ) | — | (6.2 | ) | (6.3 | ) | |||||||||||||||||||||
| Deconsolidation of Consolidated Funds upon adoption of ASU 2015-02 and the impact of adoption of ASU 2014-13 (see Note 2) | — | — | — | — | (120.8 | ) | (4,211.1 | ) | — | (4,331.9 | ) | (2,838.3 | ) | |||||||||||||||||||||
| Net income (loss) | — | — | 6.4 | — | — | 40.8 | (32.1 | ) | 15.1 | 0.2 | ||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | 0.7 | — | (51.5 | ) | (3.8 | ) | (54.6 | ) | — | ||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | (1.8 | ) | — | — | (5.0 | ) | (6.8 | ) | — | ||||||||||||||||||||||
| Change in fair value of cash flow hedge instruments | — | — | — | 0.5 | — | — | 1.4 | 1.9 | — | |||||||||||||||||||||||||
| Balance at December 31, 2016 | 84.6 | — | 403.1 | (95.2 | ) | $ | — | 277.8 | 868.3 | 1,454.0 | — | |||||||||||||||||||||||
| Reallocation of ownership interests in Carlyle Holdings | — | — | 33.1 | (8.3 | ) | — | — | (24.8 | ) | — | — | |||||||||||||||||||||||
| Exchange of Carlyle Holdings units for common units | 6.6 | — | 41.0 | (6.5 | ) | — | — | (34.5 | ) | — | — | |||||||||||||||||||||||
| Units repurchased | — | — | (0.2 | ) | — | — | — | — | (0.2 | ) | — | |||||||||||||||||||||||
| Equity issued in connection with preferred units | — | 387.5 | — | — | — | — | — | 387.5 | — | |||||||||||||||||||||||||
| Deferred tax effects resulting from acquisition of interests in Carlyle Holdings | — | — | 8.0 | — | — | — | — | 8.0 | — | |||||||||||||||||||||||||
| Equity-based compensation | — | — | 104.3 | — | — | — | 254.3 | 358.6 | — | |||||||||||||||||||||||||
| Net delivery of vested common units | 8.9 | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||
| Contributions | — | — | — | — | — | 119.2 | — | 119.2 | — | |||||||||||||||||||||||||
| Distributions | — | (6.0 | ) | (118.1 | ) | — | — | (118.0 | ) | (295.6 | ) | (537.7 | ) | — | ||||||||||||||||||||
| Net income | — | 6.0 | 238.1 | — | — | 72.5 | 690.8 | 1,007.4 | — | |||||||||||||||||||||||||
| Deconsolidation of a consolidated entity | — | — | (4.3 | ) | 20.2 | — | 17.6 | 38.7 | 72.2 | — | ||||||||||||||||||||||||
| Cumulative effect adjustment upon adoption of ASU 2016-09 | — | — | (3.2 | ) | — | — | — | (13.0 | ) | (16.2 | ) | — | ||||||||||||||||||||||
| Currency translation adjustments | — | — | — | 17.0 | — | 35.6 | 43.2 | 95.8 | — | |||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | 0.1 | — | — | 0.3 | 0.4 | — | |||||||||||||||||||||||||
| Balance at December 31, 2017 | 100.1 | $ | 387.5 | $ | 701.8 | $ | (72.7 | ) | $ | — | $ | 404.7 | $ | 1,527.7 | $ | 2,949.0 | $ | — | ||||||||||||||||
Consolidated Statements of Changes in Equity
(Dollars and shares in millions)
| Common Shares | Common Stock | Additional Paid-in-Capital | Retained Earnings (Deficit) | Accumulated Other Comprehensive Income (Loss) | Non-controlling Interests in Consolidated Entities | Total Equity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2020 | 353.5 | $ | 3.5 | $ | 2,546.2 | $ | 348.2 | $ | (208.7) | $ | 241.0 | $ | 2,930.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares repurchased | (3.2) | — | — | (161.8) | — | — | (161.8) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | 0.1 | 166.6 | — | — | — | 166.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for equity-based awards | 5.0 | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for carry distributed in shares program | 0.1 | — | 4.8 | — | — | — | 4.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | 216.2 | 216.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | — | (355.8) | — | (94.6) | (450.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | — | 2,974.7 | — | 70.5 | 3,045.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | (50.4) | (5.9) | (56.3) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | 11.6 | — | 11.6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2021 | 355.4 | $ | 3.6 | $ | 2,717.6 | $ | 2,805.3 | $ | (247.5) | $ | 427.2 | $ | 5,706.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
See accompanying notes.
164
The Carlyle Group L.P.Inc.
Consolidated Statements of Cash Flows
(Dollars in millions)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Cash flows from operating activities | |||||||||||||||||
| Net income | $ | 3,045.2 | $ | 382.8 | $ | 1,184.4 | |||||||||||
| Adjustments to reconcile net income to net cash flows from operating activities: | |||||||||||||||||
| Depreciation and amortization | 52.0 | 52.1 | 65.6 | ||||||||||||||
| Right-of-use asset impairment, net of broker fees | 24.8 | — | — | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Non-cash performance allocations and incentive fees | (1,670.7) | (631.8) | (271.8) | ||||||||||||||
| Non-cash principal investment (income) loss | (618.5) | 534.4 | (673.1) | ||||||||||||||
| Other non-cash amounts | 29.1 | (2.9) | 24.8 | ||||||||||||||
| Consolidated Funds related: | |||||||||||||||||
| Realized/unrealized (gain) loss on investments of Consolidated Funds | (76.6) | 29.1 | 18.9 | ||||||||||||||
| Realized/unrealized (gain) loss from loans payable of Consolidated Funds | 74.1 | (7.8) | 5.0 | ||||||||||||||
| Purchases of investments by Consolidated Funds | (5,407.0) | (3,140.0) | (2,239.2) | ||||||||||||||
| Proceeds from sale and settlements of investments by Consolidated Funds | 4,888.7 | 2,013.8 | 2,112.7 | ||||||||||||||
| Non-cash interest income, net | (11.8) | (8.1) | (3.8) | ||||||||||||||
| Change in cash and cash equivalents held at Consolidated Funds | 30.3 | 13.9 | 50.9 | ||||||||||||||
| Change in other receivables held at Consolidated Funds | (45.7) | (5.4) | 61.8 | ||||||||||||||
| Change in other liabilities held at Consolidated Funds | 115.6 | 220.9 | (229.2) | ||||||||||||||
| Other non-cash amounts of Consolidated Funds | — | 0.5 | (0.1) | ||||||||||||||
| Purchases of investments | (276.7) | (271.3) | (312.4) | ||||||||||||||
| Purchase of investment in Fortitude Re | — | (79.6) | — | ||||||||||||||
| Proceeds from the sale of investments | 668.4 | 307.5 | 389.2 | ||||||||||||||
| Payments of contingent consideration | (48.0) | — | — | ||||||||||||||
| Changes in deferred taxes, net | 508.4 | 134.5 | 13.9 | ||||||||||||||
| Change in due from affiliates and other receivables | (25.7) | 1.9 | 49.2 | ||||||||||||||
| Change in deposits and other | (12.5) | (2.0) | (6.0) | ||||||||||||||
| Change in accounts payable, accrued expenses and other liabilities | 105.7 | (4.0) | (43.7) | ||||||||||||||
| Change in accrued compensation and benefits | 239.0 | 210.1 | 51.6 | ||||||||||||||
| Change in due to affiliates | 0.2 | (29.2) | 24.7 | ||||||||||||||
| Change in lease right-of-use assets and lease liabilities | 4.5 | (9.8) | (16.9) | ||||||||||||||
| Change in deferred revenue | 35.1 | 16.2 | (37.9) | ||||||||||||||
| Net cash provided by (used in) operating activities | 1,791.0 | (169.2) | 358.6 | ||||||||||||||
| Cash flows from investing activities | |||||||||||||||||
| Purchases of fixed assets, net | (41.4) | (61.2) | (27.8) | ||||||||||||||
| Proceeds from sale of MRE, net of cash sold | 5.9 | — | — | ||||||||||||||
| Proceeds from sale of Brazil management entity, net of cash sold | 3.3 | — | — | ||||||||||||||
| Net cash used in investing activities | (32.2) | (61.2) | (27.8) | ||||||||||||||
| Cash flows from financing activities | |||||||||||||||||
| Borrowings under credit facilities | 70.0 | 294.1 | 92.7 | ||||||||||||||
| Repayments under credit facilities | (70.0) | (329.9) | (56.9) | ||||||||||||||
| Issuance of 3.500% senior notes due 2029, net of financing costs | — | — | 420.6 | ||||||||||||||
| Issuance of 4.625% subordinated notes due 2061, net of financing costs | 484.1 | — | — | ||||||||||||||
| Repurchase of 3.875% senior notes due 2023 | (259.9) | — | — | ||||||||||||||
| Repayment of term loan | — | — | (25.0) | ||||||||||||||
| Proceeds from debt obligations, net of financing costs | 111.7 | 20.5 | 41.0 | ||||||||||||||
| Payments on debt obligations | (232.5) | (3.8) | (45.2) | ||||||||||||||
| Net borrowings on loans payable of Consolidated Funds | 182.9 | 704.1 | 224.8 | ||||||||||||||
| Payments of contingent consideration | (0.1) | (0.3) | (0.2) | ||||||||||||||
| Redemption of Preferred Units | — | — | (405.4) | ||||||||||||||
| Dividends to common stockholders | (355.8) | (351.3) | (154.9) | ||||||||||||||
| Distributions to preferred unitholders | — | — | (17.7) | ||||||||||||||
| Distributions to non-controlling interest holders in Carlyle Holdings | — | — | (313.3) | ||||||||||||||
| Payment of deferred consideration for Carlyle Holdings units | (68.8) | (68.8) | — | ||||||||||||||
| Contributions from non-controlling interest holders | 216.2 | 210.0 | 57.8 | ||||||||||||||
| Distributions to non-controlling interest holders | (94.6) | (77.8) | (62.4) | ||||||||||||||
| Common shares issued for carry distributed in shares program | 4.8 | — | — | ||||||||||||||
| Common shares repurchased | (161.8) | (26.4) | (34.5) | ||||||||||||||
| Change in due to/from affiliates financing activities | (68.7) | 0.7 | 129.4 | ||||||||||||||
| Change in due to/from affiliates and other receivables of Consolidated Funds | — | (0.8) | — | ||||||||||||||
| Net cash (used in) provided by financing activities | (242.5) | 370.3 | (149.2) | ||||||||||||||
| Effect of foreign exchange rate changes | (30.8) | 21.7 | 8.1 | ||||||||||||||
| Increase in cash, cash equivalents and restricted cash | 1,485.5 | 161.6 | 189.7 | ||||||||||||||
| Cash, cash equivalents and restricted cash, beginning of period | 989.6 | 828.0 | 638.3 | ||||||||||||||
| Cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
| Supplemental cash disclosures | |||||||||||||||||
| Cash paid for interest | $ | 92.7 | $ | 80.1 | $ | 63.4 | |||||||||||
| Cash paid for income taxes | $ | 402.6 | $ | 35.4 | $ | 30.5 | |||||||||||
| Supplemental non-cash disclosures | |||||||||||||||||
| Tax effects from the conversion to a Corporation recorded in equity | $ | — | $ | 40.1 | $ | — | |||||||||||
| Net increase in partners’ capital and accumulated other comprehensive income related to reallocation of ownership interest in Carlyle Holdings | $ | — | $ | — | $ | 60.2 | |||||||||||
| Net decrease to partners’ capital from deferred consideration for Carlyle Holdings units, net of tax (see Note 10) | $ | — | $ | — | $ | (252.8) | |||||||||||
| Net asset impact of deconsolidation of Consolidated Funds | $ | (34.4) | $ | (253.6) | $ | (24.3) | |||||||||||
| Non-cash distributions to non-controlling interest holders | $ | — | $ | — | $ | (22.4) | |||||||||||
| Tax effect from acquisition of Carlyle Holdings partnership units: | |||||||||||||||||
| Deferred tax asset | $ | — | $ | — | $ | 6.4 | |||||||||||
| Tax receivable agreement liability | $ | — | $ | — | $ | 5.4 | |||||||||||
| Total partners’ capital | $ | — | $ | — | $ | 1.0 | |||||||||||
| Reconciliation of cash, cash equivalents and restricted cash, end of period: | |||||||||||||||||
| Cash and cash equivalents | $ | 2,469.5 | $ | 987.6 | $ | 793.4 | |||||||||||
| Restricted cash | 5.6 | 2.0 | 34.6 | ||||||||||||||
| Total cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
| Cash and cash equivalents held at Consolidated Funds | $ | 147.8 | $ | 148.6 | $ | 122.4 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| Cash flows from operating activities | |||||||||||
| Net income | $ | 1,007.4 | $ | 15.3 | $ | 400.1 | |||||
| Adjustments to reconcile net income to net cash flows from operating activities: | |||||||||||
| Depreciation, amortization, and impairment | 41.3 | 72.0 | 322.8 | ||||||||
| Equity-based compensation | 320.3 | 334.6 | 378.0 | ||||||||
| Excess tax benefits related to equity-based compensation | — | — | (4.0 | ) | |||||||
| Non-cash performance fees | (626.8 | ) | 199.6 | 455.1 | |||||||
| Other non-cash amounts | (74.6 | ) | (41.7 | ) | 12.7 | ||||||
| Consolidated Funds related: | |||||||||||
| Realized/unrealized gain on investments of Consolidated Funds | (27.0 | ) | (51.7 | ) | (458.7 | ) | |||||
| Realized/unrealized (gain) loss from loans payable of Consolidated Funds | (61.4 | ) | 40.5 | (436.5 | ) | ||||||
| Purchases of investments by Consolidated Funds | (2,875.0 | ) | (2,739.4 | ) | (10,472.1 | ) | |||||
| Proceeds from sale and settlements of investments by Consolidated Funds | 2,649.3 | 1,282.9 | 11,653.6 | ||||||||
| Non-cash interest (income) loss, net | (5.3 | ) | (5.5 | ) | 3.3 | ||||||
| Change in cash and cash equivalents held at Consolidated Funds | 383.9 | 513.7 | 1,281.8 | ||||||||
| Change in other receivables held at Consolidated Funds | (16.7 | ) | 1.1 | 534.6 | |||||||
| Change in other liabilities held at Consolidated Funds | (266.1 | ) | 268.9 | 48.0 | |||||||
| Other non-cash amounts of Consolidated Funds | — | (17.5 | ) | — | |||||||
| Investment income | (227.1 | ) | (154.6 | ) | (0.5 | ) | |||||
| Purchases of investments | (888.5 | ) | (368.2 | ) | (91.9 | ) | |||||
| Proceeds from the sale of investments | 467.5 | 299.5 | 313.0 | ||||||||
| Payments of contingent consideration | (22.6 | ) | (82.6 | ) | (17.8 | ) | |||||
| Deconsolidation of Claren Road (see Note 9) | (23.3 | ) | — | — | |||||||
| Deconsolidation of Urbplan (see Note 15) | 14.0 | — | — | ||||||||
| Deconsolidation of ESG | — | (34.5 | ) | — | |||||||
| Changes in deferred taxes, net | 93.4 | (4.4 | ) | (31.4 | ) | ||||||
| Change in due from affiliates and other receivables | 0.3 | (10.9 | ) | (1.4 | ) | ||||||
| Change in receivables and inventory of a real estate VIE | (14.5 | ) | 29.0 | (57.5 | ) | ||||||
| Change in deposits and other | (2.0 | ) | 5.1 | (10.8 | ) | ||||||
| Change in other assets of a real estate VIE | 1.6 | 41.2 | (17.4 | ) | |||||||
| Change in accounts payable, accrued expenses and other liabilities | 50.5 | 66.6 | 62.5 | ||||||||
| Change in accrued compensation and benefits | (13.7 | ) | 6.5 | (35.3 | ) | ||||||
| Change in due to affiliates | 35.7 | (19.3 | ) | 21.0 | |||||||
| Change in other liabilities of a real estate VIE | 47.9 | 34.3 | 101.6 | ||||||||
| Change in deferred revenue | 24.4 | 18.9 | (50.0 | ) | |||||||
| Net cash provided by (used in) operating activities | (7.1 | ) | (300.6 | ) | 3,902.8 | ||||||
| Cash flows from investing activities | |||||||||||
| Change in restricted cash | (15.5 | ) | 5.3 | 40.8 | |||||||
| Purchases of fixed assets, net | (34.0 | ) | (25.4 | ) | (62.3 | ) | |||||
| Net cash used in investing activities | (49.5 | ) | (20.1 | ) | (21.5 | ) | |||||
| Cash flows from financing activities | |||||||||||
| Borrowings under credit facility | 250.0 | — | — | ||||||||
| Repayments under credit facility | (250.0 | ) | — | — | |||||||
| Proceeds from debt obligations | 265.6 | 20.6 | — | ||||||||
| Payments on debt obligations | (21.7 | ) | (9.0 | ) | — | ||||||
| Net payments on loans payable of a real estate VIE | (14.3 | ) | (34.5 | ) | (65.3 | ) | |||||
| Net borrowings on loans payable of Consolidated Funds | 147.2 | 594.2 | 734.3 | ||||||||
| Payments of contingent consideration | (0.6 | ) | (3.3 | ) | (8.1 | ) | |||||
| Distributions to common unitholders | (118.1 | ) | (140.9 | ) | (251.0 | ) | |||||
| Distributions to preferred unitholders | (6.0 | ) | — | — | |||||||
| Distributions to non-controlling interest holders in Carlyle Holdings | (295.6 | ) | (422.6 | ) | (848.5 | ) | |||||
| Net proceeds from issuance of common units, net of offering costs | — | — | 209.9 | ||||||||
| Proceeds from issuance of preferred units, net of offering costs and expenses | 387.5 | — | — | ||||||||
| Excess tax benefits related to equity-based compensation | — | — | 4.0 | ||||||||
| Contributions from non-controlling interest holders | 119.2 | 113.0 | 2,376.6 | ||||||||
| Distributions to non-controlling interest holders | (118.0 | ) | (109.4 | ) | (5,267.0 | ) | |||||
| Acquisition of non-controlling interests in Carlyle Holdings | — | — | (209.9 | ) | |||||||
| Common units repurchased | (0.2 | ) | (58.9 | ) | — | ||||||
| Change in due to/from affiliates financing activities | (26.4 | ) | 66.1 | (62.7 | ) | ||||||
| Change in due to/from affiliates and other receivables of Consolidated Funds | — | — | (623.5 | ) | |||||||
| Net cash provided by (used in) financing activities | 318.6 | 15.3 | (4,011.2 | ) | |||||||
| Effect of foreign exchange rate changes | 67.2 | (15.2 | ) | (120.6 | ) | ||||||
| Increase (Decrease) in cash and cash equivalents | 329.2 | (320.6 | ) | (250.5 | ) | ||||||
| Cash and cash equivalents, beginning of period | 670.9 | 991.5 | 1,242.0 | ||||||||
| Cash and cash equivalents, end of period | $ | 1,000.1 | $ | 670.9 | $ | 991.5 | |||||
| Supplemental cash disclosures | |||||||||||
| Cash paid for interest | $ | 59.5 | $ | 59.0 | $ | 56.0 | |||||
| Cash paid for income taxes | $ | 24.8 | $ | 35.1 | $ | 41.6 | |||||
| Supplemental non-cash disclosures | |||||||||||
| Increase in partners’ capital related to reallocation of ownership interest in Carlyle Holdings | $ | 24.8 | $ | 13.6 | $ | 21.9 | |||||
| Initial consolidation of Consolidated Funds | $ | — | $ | — | $ | 63.8 | |||||
| Net asset impact of deconsolidation of Consolidated Funds | $ | — | $ | (7,170.2 | ) | $ | — | ||||
| Non-cash contributions from non-controlling interest holders | $ | — | $ | 6.3 | $ | — | |||||
| Tax effect from acquisition of Carlyle Holdings partnership units: | |||||||||||
| Deferred tax asset | $ | 38.7 | $ | 3.0 | $ | 59.6 | |||||
| Deferred tax liability | $ | — | $ | — | $ | 2.6 | |||||
| Tax receivable agreement liability | $ | 30.7 | $ | 2.6 | $ | 51.5 | |||||
| Total partners’ capital | $ | 8.0 | $ | 0.4 | $ | 5.5 | |||||
See accompanying notes.
165
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
1. Organization and Basis of Presentation
Effective on January 1, 2020, The Carlyle Group L.P., together with converted from a Delaware limited partnership to a Delaware corporation named The Carlyle Group Inc. (the “Conversion”). As a result of the Conversion, each common unit was converted into a share of common stock. Under the laws of its incorporation, The Carlyle Group Inc. is deemed to be the same entity as The Carlyle Group L.P. (the “Partnership”). Unless the context suggests otherwise, references to “Carlyle” or the “Company,” refer to (i) The Carlyle Group Inc. and its consolidated subsidiaries following the Conversion and (ii) The Carlyle Group L.P. and its consolidated subsidiaries prior to the Conversion.
Prior to the Conversion, the Company recorded significant non-controlling interests in Carlyle Holdings I L.P., Carlyle Holdings II L.P. and Carlyle Holdings III L.P. (collectively, “Carlyle Holdings”), the holdings partnerships through which the Company and senior Carlyle professionals and other holders of Carlyle Holdings partnership units owned their respective interests in the business. In the Conversion, the limited partners of the Carlyle Holdings partnerships exchanged their Carlyle Holdings partnership units for an equivalent number of shares of common stock of The Carlyle Group Inc. As a result, in periods following the Conversion, the consolidated balance sheet and statement of operations of The Carlyle Group Inc. does not reflect any non-controlling interests in Carlyle Holdings, and net income (loss) attributable to Carlyle Holdings refers to the net income (loss) of The Carlyle Group Inc. and its consolidated subsidiaries, net of non-controlling interests in consolidated entities. Additionally, at the time of the exchange, certain senior Carlyle professionals and certain of the other former limited partners of Carlyle Holdings who became holders of shares of common stock in connection with the Conversion were generally required to grant an irrevocable proxy to Carlyle Group Management L.L.C., which is wholly owned by the Company’s founders and other senior Carlyle professionals. As a result, the Company was a “controlled company” and qualified for exceptions from certain corporate governance and other requirements of the rules of The Nasdaq Global Select Market (“Nasdaq”). As of August 5, 2021, the Company no longer qualifies as a “controlled company” under the Nasdaq rules.
Carlyle is one of the world’s largest global alternative asset managementinvestment firms that originates, structuresdeploys private capital across its business through 3 reportable segments: Global Private Equity, Global Credit and acts as lead equity investor in management-led buyouts, strategic minority equity investments, equity private placements, consolidations and buildups,Global Investment Solutions (see Note 15). In the Global Private Equity segment, Carlyle advises buyout, growth, capital financings, real estate opportunities, bank loans, high-yield debt, distressedand natural resources funds. The primary areas of focus for the Global Credit segment are liquid credit, illiquid credit, real assets mezzanine debtcredit, and other investment opportunities.credit such as insurance solutions and loan syndication and capital markets. The Carlyle Group L.P. is a Delaware limited partnership formed on July 18, 2011, which is managed and operated by its general partner, Carlyle Group Management L.L.C., which is in turn wholly-owned and controlled by Carlyle’s founders and other senior Carlyle professionals. Except as otherwise indicated by the context, references to the “Partnership” or “Carlyle” refer to The Carlyle Group L.P., together with its consolidated subsidiaries.
On April 1, 2021, the Company sold 100% of its business through four reportable segments: Corporate Private Equity,interest in Metropolitan Real Assets, Global Credit (formerly knownEstate (“MRE”) and recorded a $5 million gain on the sale, which is included in other non-operating expenses (income) on the consolidated statements of operations. This amount is excluded from the Company’s segment reporting. The Company retained its existing investments in and commitments to the MRE funds, as Global Market Strategies)well as its interest in the net accrued performance allocations in existing funds.
On August 31, 2021, the Company sold 100% of its interest in its local Brazilian management entity and Investment Solutions (see Note 16).entered into a sub-advisory agreement with the acquiring company, which will provide advisory services with respect to Carlyle’s Brazilian portfolio. The Company recorded a loss on the sale and related transaction costs of $4.7 million, which is included in other non-operating expenses (income) on the consolidated statements of operations, as well as a foreign currency translation loss of $14.7 million related to amounts previously recorded in accumulated other comprehensive income, which is primarily included in general, administrative and other expenses on the consolidated statements of operations. These amounts are excluded from the Company’s segment reporting.
Basis of Presentation
The accompanying financial statements include the accounts of the PartnershipCompany and its consolidated subsidiaries. In addition, certain Carlyle-affiliated funds, related co-investment entities and certain CLOs managed by the PartnershipCompany (collectively the “Consolidated Funds”) and a real estate development company have been consolidated in the accompanying financial statements pursuant to accounting principles generally accepted in the United States (“U.S. GAAP”), as described in Note 2. The accounts of the real estate development company were deconsolidated during 2017 (see Note 15). The consolidation of the Consolidated Funds generally has a gross-up effect on assets, liabilities and cash flows, and generally has no effect on the net income attributable to the Partnership.Company. The economic ownership interests of the other investors in the Consolidated Funds are reflected as non-controlling interests in consolidated entities in the accompanying consolidated financial statements (see Note 2).
166
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
2. Summary of Significant Accounting Policies
Principles of Consolidation
The PartnershipCompany consolidates all entities that it controls either through a majority voting interest or as the primary beneficiary of variable interest entities (“VIEs”). On January 1, 2016, the Partnership adopted ASU 2015-2, Consolidation (Topic 810): Amendments to the Consolidation Analysis, which provides a revised consolidation model for all reporting entities to use in evaluating whether to consolidate certain types of legal entities. As a result, the Partnership deconsolidated the majority of the Partnership's Consolidated Funds on January 1, 2016. Upon adoption, the Partnership deconsolidated approximately $23.2 billion in assets and approximately $16.1 billion in liabilities, and, using the modified retrospective method, recorded a $4.3 billion cumulative effect adjustment to partners' capital and $2.8 billion to redeemable non-controlling interests in consolidated entities. The adoption of the new consolidation guidance had no impact on net income (loss) attributable to Carlyle Holdings or to net income (loss) attributable to the Partnership. Prior period results were not restated upon adoption.
The PartnershipCompany evaluates (1) whether it holds a variable interest in an entity, (2) whether the entity is a VIE, and (3) whether the Partnership'sCompany’s involvement would make it the primary beneficiary. In evaluating whether the PartnershipCompany holds a variable interest, fees (including management fees, incentive fees and performance fees)allocations) that are customary and commensurate with the level of services provided, and where the PartnershipCompany does not hold other economic interests in the entity that would absorb more than an insignificant amount of the expected losses or returns of the entity, are not considered variable interests. The PartnershipCompany considers all economic interests, including indirect interests, to determine if a fee is considered a variable interest. For the funds the Partnership deconsolidated on January 1, 2016, the Partnership's fee arrangements were not considered to be variable interests.
For those entities where the PartnershipCompany holds a variable interest, the PartnershipCompany determines whether each of these entities qualifies as a VIE and, if so, whether or not the PartnershipCompany is the primary beneficiary. The assessment of whether the entity is a VIE is generally performed qualitatively, which requires judgment. These judgments include: (a) determining
whether the equity investment at risk is sufficient to permit the entity to finance its activities without additional subordinated financial support, (b) evaluating whether the equity holders, as a group, can make decisions that have a significant effect on the economic performance of the entity, (c) determining whether two or more parties'parties’ equity interests should be aggregated, and (d) determining whether the equity investors have proportionate voting rights to their obligations to absorb losses or rights to receive returns from an entity.
For entities that are determined to be VIEs, the PartnershipCompany consolidates those entities where it has concluded it is the primary beneficiary. The primary beneficiary is defined as the variable interest holder with (a) the power to direct the activities of a VIE that most significantly impact the entity’s economic performance and (b) the obligation to absorb losses of the entity or the right to receive benefits from the entity that could potentially be significant to the VIE. In evaluating whether the PartnershipCompany is the primary beneficiary, the PartnershipCompany evaluates its economic interests in the entity held either directly or indirectly by the Partnership.Company.
As of December 31, 2017,2021, assets and liabilities of the consolidated VIEs reflected in the consolidated balance sheets were $5.0$6.9 billion and $4.8$6.6 billion, respectively. Except to the extent of the consolidated assets of the VIEs, the holders of the consolidated VIEs’ liabilities generally do not have recourse to the Partnership.Company.
Substantially all of ourthe Company’s Consolidated Funds are CLOs, which are VIEs that issue loans payable that are backed by diversified collateral asset portfolios consisting primarily of loans or structured debt. In exchange for managing the collateral for the CLOs, the PartnershipCompany earns investment management fees, including in some cases subordinated management fees and contingent incentive fees. In cases where the PartnershipCompany consolidates the CLOs (primarily because of a retained interest that is significant to the CLO), those management fees have been eliminated as intercompany transactions. As of December 31, 2017,2021, the PartnershipCompany held $220.6$164.2 million of investments in these CLOs which represents its maximum risk of loss. The Partnership’sCompany’s investments in these CLOs are generally subordinated to other interests in the entities and entitle the PartnershipCompany to receive a pro rata portion of the residual cash flows, if any, from the entities. Investors in the CLOs have no recourse against the PartnershipCompany for any losses sustained in the CLO structure.
Entities that do not qualify as VIEs are generally assessed for consolidation as voting interest entities. Under the voting interest entity model, the PartnershipCompany consolidates those entities it controls through a majority voting interest.
All significant inter-entity transactions and balances of entities consolidated have been eliminated.
Investments in Unconsolidated Variable Interest Entities
The PartnershipCompany holds variable interests in certain VIEs that are not consolidated because the PartnershipCompany is not the primary beneficiary, including its investments in certain CLOs, certain AlpInvest vehicles and strategic investment in NGP Management Company, L.L.C. (“NGP Management” and, together with its affiliates, “NGP”). Refer to Note 54 for information on the strategic investment in NGP. The Partnership’sCompany’s involvement with such entities is in the form of direct or indirect equity
167
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
interests and fee arrangements. The maximum exposure to loss represents the loss of assets recognized by the PartnershipCompany relating to its variable interests in these unconsolidated entities. The assets recognized in the Partnership’sCompany’s consolidated balance sheets related to the Partnership’sCompany’s variable interests in these non-consolidated VIEs andwere as follows:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Investments | $ | 901.9 | $ | 988.6 | |||||||
| Accrued performance allocations | 368.7 | 177.1 | |||||||||
| Management fee receivables | 27.2 | 26.5 | |||||||||
| Total | $ | 1,297.8 | $ | 1,192.2 | |||||||
These amounts represent the Partnership’sCompany’s maximum exposure to loss relatingrelated to the unconsolidated VIEs were as follows:
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Investments | $ | 975.3 | $ | 664.2 | |||
| Due from affiliates, net | 0.1 | 1.8 | |||||
| Maximum Exposure to Loss | $ | 975.4 | $ | 666.0 | |||
Basis of Accounting
The accompanying financial statements are prepared in accordance with U.S. GAAP. Management has determined that the Partnership’sCompany’s Funds are investment companies under U.S. GAAP for the purposes of financial reporting. U.S. GAAP for an investment company requires investments to be recorded at estimated fair value and the unrealized gains and/or losses in an investment’s fair value are recognized on a current basis in the statements of operations. Additionally, the Funds do not consolidate their majority-owned and controlled investments (the “Portfolio Companies”). In the preparation of these consolidated financial statements, the PartnershipCompany has retained the specialized accounting for the Funds.
All of the investments held and notes issued by the Consolidated Funds are presented at their estimated fair values in the Partnership’sCompany’s consolidated balance sheets. Interest and other income of the Consolidated Funds as well as interest expense and other expenses of the Consolidated Funds are included in the Partnership’sCompany’s consolidated statements of operations. Prior to January 1, 2016, the excess of the CLO assets over the CLO liabilities upon consolidation was reflected in the Partnership’s consolidated balance sheets as partners’ capital appropriated for Consolidated Funds. Net income attributable to the investors in the CLOs was included in net income (loss) attributable to non-controlling interests in consolidated entities in the consolidated statements of operations and partners’ capital appropriated for Consolidated Funds in the consolidated balance sheets.
Use of Estimates
The preparation of financial statements in conformity with U.S. GAAP requires management to make assumptions and estimates that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Management’s estimates are based on historical experiences and other factors, including expectations of future events that management believes to be reasonable under the circumstances. It also requires management to exercise judgment in the process of applying the Partnership’sCompany’s accounting policies. Assumptions and estimates regarding the valuation of investments and their resulting impact on performance feesallocations involve a higher degree of judgment and complexity and these assumptions and estimates may be significant to the consolidated financial statements and the resulting impact on performance allocations and incentive fees. Actual results could differ from these estimates and such differences could be material.
Business Combinations
The Company accounts for business combinations using the acquisition method of accounting, under which the purchase price of the acquisition is allocated to the assets acquired and liabilities assumed using the fair values determined by management as of the acquisition date. Contingent consideration obligations that are elements of consideration transferred are recognized as of the acquisition date as part of the fair value transferred in exchange for the acquired business. Acquisition-related costs incurred in connection with a business combination are expensed as incurred.
Revenue Recognition
The Company recognizes revenue in accordance with ASC 606, Revenue from Contracts with Customers. Revenue is recognized when the Company transfers promised goods or services to customers in an amount that reflects the consideration to which the Company expects to be entitled to in exchange for those goods or services. ASC 606 includes a five-step framework that requires an entity to: (i) identify the contract(s) with a customer, which includes assessing the collectability of the consideration to which it will be entitled in exchange for the goods or services transferred to the customer, (ii) identify the performance obligations in the contract, (iii) determine the transaction price, (iv) allocate the transaction price to the performance obligations in the contract, and (v) recognize revenue when the entity satisfies a performance obligation.
168
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The Company accounts for performance allocations that represent a performance-based capital allocation from fund limited partners to the Company (commonly known as “carried interest”, which comprises substantially all of the Company’s previously reported performance fee revenues) as earnings from financial assets within the scope of ASC 323, Investments – Equity Method and Joint Ventures, and therefore are not in the scope of ASC 606. In accordance with ASC 323, the Company records equity method income (losses) as a component of investment income based on the change in its proportionate claim on net assets of the investment fund, including performance allocations, assuming the investment fund was liquidated as of each reporting date pursuant to each fund’s governing agreements. See Note 5 for additional information on the components of investments and investment income. Performance fees that do not meet the definition of performance-based capital allocations are in the scope of ASC 606 and are included in incentive fees in the consolidated statements of operations. The calculation of unrealized performance revenues utilizes investment valuations of the funds’ underlying investments, which are derived using the policies, methodologies and templates prepared by the Company’s valuation group, as described in Note 4, Fair Value Measurement.
While the determination of who is the customer in a contractual arrangement will be made on a contract-by-contract basis, the customer will generally be the investment fund for the Company’s significant management and advisory contracts. The customer determination impacts the Company’s analysis of the accounting for contract costs.
Fund Management Fees
The PartnershipCompany provides management services to funds in which it holds a general partner interest or has a management agreement. The Company considers the performance obligations in its contracts with its funds to be the promise to provide (or to arrange for third parties to provide) investment management services related to the management, policies and operations of the funds.
As it relates to the Company’s performance obligation to provide investment management services, the Company typically satisfies this performance obligation over time as the services are rendered, since the funds simultaneously receive and consume the benefits provided as the Company performs the service. The transaction price is the amount of consideration to which the Company expects to be entitled in exchange for transferring the promised services to the funds. Management fees earned from each investment management contract over the contract life represent variable consideration because the consideration the Company is entitled to varies based on fluctuations in the basis for the management fee, for example fund net asset value (“NAV”) or assets under management (“AUM”). Given that the management fee basis is susceptible to market factors outside of the Company’s influence, management fees are constrained and, therefore, estimates of future period management fees are generally not included in the transaction price. Revenue recognized for the investment management services provided is generally the amount determined at the end of the period because that is when the uncertainty for that period is resolved.
For closed-end carry funds in the CorporateGlobal Private Equity Real Assets and Global Credit segments, management fees generally range from 1.0% to 2.0% of commitments during the fund'sfund’s investment period based on limited partners'partners’ capital commitments to the funds. Following the expiration or termination of the investment period, management fees generally are based on the lower of cost or fair value of invested capital and the rate charged may also be reduced to between 0.6% and 2.0%. For certainreduced. These terms may vary for separately managed accounts, and longer-dated carry funds, with expected terms greater than ten years, management fees generally range from 0.2% to 1.0% based on contributions for unrealized investments or the current value of the investment.and other closed-end funds. The PartnershipCompany will receive management fees during a specified period of time, which is generally ten years from the initial closing date, or, in some instances, from the final closing date, but such termination date may be earlier in certain limited circumstances or later if extended for successive one year periods, typically up to a maximum of two years. Depending upon the contracted terms of investment advisory or investment management and related agreements, these fees are generally
called semi-annually in advance and are recognized as earned over the subsequent six month period. For certain longer-dated carry funds and certain other closed-end funds, management fees are called quarterly over the life of the funds.
Within the Global Credit segment, for CLOs and other structured products, management fees generally range from 0.3%0.4% to 0.6%0.5% based on the total par amount of assets or the aggregate principal amount of the notes in the CLO and are due quarterly or semi-annually based on the terms and recognized over the respective period. Management fees for the CLOs and other structured products are governed by indentures and collateral management agreements. The PartnershipCompany will receive management fees for the CLOs until redemption of the securities issued by the CLOs, which is generally five to ten years after issuance. Management fees for the business development companies are due quarterly in arrears at annual rates that range from 0.25%1.25% of invested capital to 1.5% of gross assets, excluding cash and cash equivalents. Management fees for the Interval Fund are due
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
monthly in arrears at the annual rate of 1.0% of the month-end value of the Interval Fund’s net assets. Carlyle Aviation Partners’ funds have varying management fee arrangements depending on the strategy of the particular fund.
Management fees for the Partnership's private equity and real estateCompany’s carry fund vehicles in the Global Investment Solutions segment generally range from 0.25% to 1.0% on the vehicle’s capital commitments during the commitment fee period of the relevant fund or the weighted-average investment period of the underlying funds.fund. Following the expiration of the commitment fee period or weighted-average investment period of such funds, the management fees generally range from 0.25% to 1.0% on (i) the net invested capital; (ii) the lower of cost or fairnet asset value of the capital invested, (ii)or (iii) the net asset value for unrealized investments, or (iii) the contributions for unrealized investments; however, certain separately managed accounts earn management fees at all times on contributions for unrealized investments or on the initial commitment amount.investments. Management fees for the Global Investment Solutions carry fund vehicles are generally due quarterly and recognized over the related quarter.
As of December 31, 2021 and 2020, management fee receivables, net of allowances for credit losses, were $164.5 million and $102.7 million, respectively, and are included in due from affiliates and other receivables, net, in the consolidated balance sheets.
The PartnershipCompany also provides transaction advisory and portfolio advisory services to the portfolio companies, and where covered by separate contractual agreements, recognizes fees for these services when the serviceperformance obligation has been providedsatisfied and collection is reasonably assured. The Company also recognizes underwriting fees from the Company’s loan syndication and capital markets business, Carlyle Global Capital Markets. Fund management fees includes transaction and portfolio advisory fees and capital markets fees of $43.6$90.7 million, $47.8$50.8 million and $25.2$49.1 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively, net of any offsets as defined in the respective partnership agreements.
Fund management fees exclude the reimbursement of any partnership expenses paid by the PartnershipCompany on behalf of the Carlyle funds pursuant to the limited partnership agreements, including amounts related to the pursuit of actual, proposed, or unconsummated investments, professional fees, expenses associated with the acquisition, holding and disposition of investments, and other fund administrative expenses. For the professional fees that the Company arranges for the investment funds, the Company concluded that the nature of its promise is to arrange for the services to be provided and it does not control the services provided by third parties before they are transferred to the customer. Therefore, the Company concluded it is acting in the capacity of an agent. Accordingly, the reimbursement for these professional fees paid on behalf of the investment funds is presented on a net basis in general, administrative and other expenses in the consolidated statements of operations.
The Company also incurs certain costs, primarily employee travel and entertainment costs, employee compensation and systems costs, for which it receives reimbursement from the investment funds in connection with its performance obligation to provide investment and management services. For reimbursable travel, compensation and systems costs, the Company concluded it controls the services provided by its employees and the resources used to develop applicable systems before they are transferred to the customer and therefore is a principal. Accordingly, the reimbursement for these costs incurred by the Company to manage the fund limited partnerships are presented on a gross basis in interest and other income in the consolidated statements of operations and the expense in general, administrative and other expenses or cash-based compensation and benefits expenses in the consolidated statements of operations.
Incentive Fees
Investment Income (Loss), including Performance Allocations
Investment income (loss) represents the unrealized and realized gains and losses resulting from fund limited partnersthe Company’s equity method investments, including any associated general partner performance allocations, and other principal investments, including CLOs.
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The Carlyle Group Inc.
Notes to the PartnershipConsolidated Financial Statements
General partner performance allocations consist of the allocation of profits from certain of the funds to which the Company is entitled (commonly known as "carried interest")carried interest).
For closed-end carry funds in the CorporateGlobal Private Equity Real Assets and Global Credit segments, the PartnershipCompany is generally entitled to a 20% allocation (or 10% to 20% on certain longer-dated carry funds, certain credit funds, and external co-investment vehicles, or approximately 2% to 10%12.5% for most of the recentGlobal Investment Solutions segment carry fund vehicles) of the net realized income or gain as a carried interest after returning the invested capital, the allocation of preferred returns of generally 7% to 9% (or 4% to 7% for certain longer-dated carry funds) and return of certain fund costs (generally subject to catch-up provisions as set forth in the fund limited partnership agreement). These terms may vary on longer-dated funds, certain credit funds, and external co-investment vehicles. Carried interest is recognized upon appreciation of the funds’ investment values above certain return hurdles set forth in each respective partnership agreement. The PartnershipCompany recognizes revenues attributable to performance feesallocations based upon the amount that would be due pursuant to the fund partnership agreement at each period end as if the funds were terminated at that date. Accordingly, the amount recognized as investment income for performance feesallocations reflects the Partnership’sCompany’s share of the gains and losses of the associated funds’ underlying investments measured at their then-current fair values relative to the fair values as of the end of the prior period. Because of the inherent uncertainty, these estimated values may differ significantly from the values that would have been used had a ready market for the investments existed, and it is reasonably possible that the difference could be material.
Carried interest is ultimately realized when: (i) an underlying investment is profitably disposed of, (ii) certain costs borne by the limited partner investors have been reimbursed, (iii) the fund’s cumulative returns are in excess of the preferred return and (iv) the PartnershipCompany has decided to collect carry rather than return additional capital to limited partner investors. Realized carried interest may be required to be returned by the PartnershipCompany in future periods if the funds’fund’s investment values decline below certain levels. When the fair value of a fund’s investments remains constant or falls below certain return hurdles, previously recognized performance feesallocations are reversed. In all cases, each fund is considered separately in this regard, and for a given fund, performance feesallocations can never be negative over the life of a fund. If upon a hypothetical liquidation of a fund’s investments at their then current fair values, previously recognized and distributed carried interest would be required to be returned, a liability is established for the potential giveback obligation. As of December 31, 20172021 and 2016,2020, the PartnershipCompany has recognized $66.8accrued $30.2 million and $160.8$18.7 million, respectively, for giveback obligations.
Interest Income
Interest income is recognized when earned. For debt securities representing non-investment grade beneficial interests in securitizations, the effective yield is determined based on the estimated cash flows of the security. Changes in the effective yield of these securities due to changes in estimated cash flows are recognized on a prospective basis as adjustments to interest income in future periods. Interest income earned by the PartnershipCompany is included in interest and other income in the accompanying consolidated statements of operations. Interest income of the Consolidated Funds was $167.3$231.3 million, $140.4$211.6 million and $873.1$192.3 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively, and is included in interest and other income of Consolidated Funds in the accompanying consolidated statements of operations.
Credit Losses
Under ASU 2016-13, the Company is required to measure all expected credit losses for financial assets held at the reporting date based on historical experience, current conditions, and reasonable and supportable forecasts. The Company assesses the collection risk characteristics of the outstanding amounts in its due from affiliates balance into the following pools of receivables:
•Reimbursable fund expenses receivables,
•Management fee receivables,
•Incentive fee receivables,
•Transaction fee receivables,
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
•Portfolio fee receivables, and
•Notes receivable.
The Company generally utilizes either historical credit loss information or discounted cash flows to calculate expected credit losses for each pool. The Company’s receivables are predominantly with its investment funds, which have low risk of credit loss based on the Company’s historical experience. Historical credit loss data may be adjusted for current conditions and reasonable and supportable forecasts, including the Company’s expectation of near-term realization based on the liquidity of the affiliated investment funds.
Compensation and Benefits
Equity-Based Compensation – Compensation expense relating to the issuance of equity-based awards to Carlyle employees is measured at fair value on the grant date. The compensation expense for awards that vest over a future service period is recognized over the relevant service period on a straight-line basis. The compensation expense for awards that do not require future service is recognized immediately. Cash settled equity-based awards are classified as liabilities and are re-measured at the end of each reporting period. The compensation expense for awards that contain performance conditions is recognized when it is probable that the performance conditions will be achieved; in certain instances, such compensation expense may be recognized prior to the grant date of the award. The compensation expense for awards that contain market conditions is based on a grant-date fair value that factors in the probability that the market conditions will be achieved and is recognized over the requisite service period on a straight-line basis.
Equity-based awards issued to non-employees are generally recognized as general, administrative and other expenses, except to the extent they are recognized as part of ourthe Company’s equity method earnings because they are issued to employees of our equity method investees.
The grant-date fair value of equity-based awards granted to Carlyle’s non-employee directors is expensed on a straight-line basis over the vesting period. The cost of services received in exchange for an equity-based award issued to non-employees who are not directors is measured at each vesting date, and is not measured based on the grant-date fair value of the award unless the award is vested at the grant date. Equity-based awards that require the satisfaction of future service criteria are recognized over the relevant service period based on the fair value of the award on each reporting date and adjusted for the actual fair value of the award at each vesting date. Accordingly, the measured value of the award will not be finalized until the vesting date.
Performance Allocations and Incentive Fee Related Compensation – A portion of the performance allocations and incentive fees earned is due to employees and advisors of the Partnership.Company. These amounts are accounted for as compensation expense in conjunction with the recognition of the related performance allocations and incentive fee revenue and, until paid, are recognized as a component of the accrued compensation and benefits liability. Accordingly, upon a reversal of performance allocations or incentive fee revenue, the related compensation expense, if any, is also reversed. As of December 31, 20172021 and 2016,2020, the PartnershipCompany had recorded a liability of $1.9$4.1 billion and $1.3$2.5 billion, respectively, related to the portion of accrued performance allocations and incentive fees due to employees and advisors, respectively, which was included in accrued compensation and benefits in the accompanying consolidated financial statements.balance sheets.
In October 2021, the Company commenced a program under which, at the Company’s discretion, up to 20% of the realized performance allocation related compensation over a threshold amount may be distributed in fully vested newly issued shares of the Company’s common stock. These shares are accounted for as performance allocations and incentive fee related compensation and do not result in incremental compensation expense.
Income Taxes
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The PartnershipCarlyle Group Inc.
Notes to the Consolidated Financial Statements
The Company accounts for income taxes using the asset and liability method, which requires the recognition of deferred tax assets and liabilities for the expected future consequences of events that have been included in the financial statements or tax returns. Under this method, deferred tax assets and liabilities are determined based on the difference between the financial statement reporting and the tax basis of assets and liabilities using enacted tax rates in effect for the period in which the difference is expected to reverse. The effect of a change in tax rates on deferred tax assets and liabilities is recognized in the period of the change in the provision for income taxes. For instance, in December 2017, new corporate federal income tax rates were enacted, which impacted the Partnership's deferred tax assets and liabilities. See Note 11 for more information on the newly enacted corporate federal income tax rates. Further, deferred tax assets are recognized for the expected realization of available net operating loss and tax credit carry forwards. A valuation allowance is recorded on the Partnership’sCompany’s gross deferred tax assets when it is more“more likely than notnot” that such asset will not be realized. When evaluating the realizability of the Partnership’sCompany’s deferred tax assets, all evidence, both positive and negative, is evaluated. Items considered in this analysis include the ability to carry back losses, the reversal of temporary differences, tax planning strategies, and expectations of future earnings. Lastly, the Company accounts for the tax on global intangible low-taxed income (“GILTI”) as incurred and therefore has not recorded deferred taxes related to GILTI on its foreign subsidiaries.
Under U.S. GAAP for income taxes, the amount of tax benefit to be recognized is the amount of benefit that is more“more likely than notnot” to be sustained upon examination. The PartnershipCompany analyzes its tax filing positions in all of the U.S. federal, state, local and foreign tax jurisdictions where it is required to file income tax returns, as well as for all open tax years in these jurisdictions. If, based on this analysis, the PartnershipCompany determines that uncertainties in tax positions exist, a liability is established, which is included in accounts payable, accrued expenses and other liabilities in the consolidated financial statements. The PartnershipCompany recognizes accrued interest and penalties related to unrecognized tax positions in the provision for income taxes. If recognized, the entire amount of unrecognized tax positions would be recorded as a reduction in the provision for income taxes.
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
Our primary exposure to market risk is related to our role as general partner or investment advisor to our investment funds and the sensitivities to movements in the fair value of their investments, including the effect on management fees, incentive fees, performance allocations and principal investment income.
Although our investment funds share many common themes, each of our asset management asset classes runs its own investment and risk management processes, subject to our overall risk tolerance and philosophy. The investment process of our investment funds involves a comprehensive due diligence approach, including review of reputation of shareholders and management, company size and sensitivity of cash flow generation, business sector and competitive risks, portfolio fit, exit risks and other key factors highlighted by subscriptionsthe deal team. Key investment decisions are subject to approval by both the fund-level managing directors, as well as the investment committee, which is generally comprised of one or more of the three founding partners, one “sector” head, one or more advisors and redemptionssenior investment professionals associated with that particular fund. Once an investment in hedgea portfolio company has been made, our fund teams closely monitor the performance of the portfolio company, generally through frequent contact with management and the receipt of financial and management reports.
Effect on Fund Management Fees
Management fees will only be directly affected by short-term changes in market conditions to the extent they are based on NAV or represent permanent impairments of value. These management fees will be increased (or reduced) in direct proportion to the effect of changes in the market value of our investments in the related funds. In addition, the terms of the governing agreements with respect to certain of our carry funds which occur duringprovide that the management fee base will be reduced when the aggregate fair market value of a fund’s investments is below its cost. The proportion of our management fees that are based on NAV is dependent on the number and types of investment funds in existence and the current stage of each fund’s life cycle.
Effect on Performance Allocations
Performance allocations reflect revenue primarily from carried interest on our carry funds. In our discussion of “Key Financial Measures” and “Critical Accounting Policies”, we disclose that performance allocations are recognized upon appreciation of the valuation of our funds’ investments above certain return hurdles and are based upon the amount that would be due to Carlyle at each reporting period. Anydate as if the funds were liquidated at their then-current fair values. Changes in the fair value of the funds’ investments may materially impact performance allocations depending upon the respective funds’ performance to date as compared to its hurdle rate and the related carry waterfall.
The following table summarizes the incremental impact, including our Consolidated Funds, of a 10% change in ownershiptotal remaining fair value by segment as of December 31, 2021 on our performance allocations revenue:
| 10% Increase in Total Remaining Fair Value | 10% Decrease in Total Remaining Fair Value | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 1,675.9 | $ | (1,918.3) | |||||||
| Global Credit | 170.3 | (146.8) | |||||||||
| Global Investment Solutions | 219.1 | (204.7) | |||||||||
| Total | $ | 2,065.3 | $ | (2,269.8) | |||||||
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The following table summarizes the incremental impact of a subsidiary while10% change in Level III remaining fair value by segment as of December 31, 2021 on our performance allocations revenue:
| 10% Increase in Level III Remaining Fair Value | 10% Decrease in Level III Remaining Fair Value | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 1,490.7 | $ | (1,732.0) | |||||||
| Global Credit | 159.2 | (142.2) | |||||||||
| Global Investment Solutions | 207.1 | (192.8) | |||||||||
| Total | $ | 1,857.0 | $ | (2,067.0) | |||||||
The effect of the controlling financial interestvariability in performance allocations revenue would be in part offset by performance allocation related compensation.
Effect on Assets Under Management
Generally, our Fee-earning assets under management are not affected by changes in valuation. However, total assets under management is retained is accounted forimpacted by valuation changes to net asset value. The table below shows the remaining fair value and the percentage amount classified as an equity transactionLevel III investments as defined within the fair value standards of U.S. GAAP:
| Remaining Fair Value | Percentage Amount Classified as Level III Investments | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 113,853 | 89 | % | |||||||
Global Credit (1) | $ | 59,694 | 97 | % | |||||||
| Global Investment Solutions | $ | 43,012 | 95 | % | |||||||
(1) Comprised of approximately $33.0 billion (100% Level III Investments) in our structured credit products, $10.5 billion (96% Level III Investments) in our carry funds, $10.3 billion (89% Level III Investments) in our managed accounts/other products, and $5.9 billion (94% Level III Investments) in our direct lending products.
Exchange Rate Risk
Our investment funds hold investments that are denominated in non-U.S. dollar currencies that may be affected by movements in the rate of exchange between the controllingU.S. dollar and non-controlling interests. Transaction costs incurrednon-U.S. dollar currencies. Non-U.S. dollar denominated assets and liabilities are translated at year-end rates of exchange, and the consolidated statements of operations accounts are translated at rates of exchange in connectioneffect throughout the year. Additionally, a portion of our management fees are denominated in non-U.S. dollar currencies. We estimate that as of December 31, 2021, if there was a 10% decline in the rate of exchange of all foreign currencies against the U.S. dollar, the impact on our consolidated results of operations for the year then ended would be as follows: (a) fund management fees would decrease by $42.8 million, (b) performance allocations would decrease by $173.6 million and (c) principal investment income would decrease by $6.2 million.
Interest Rate Risk
We have obligations under our CLO term loans that accrue interest at variable rates. Interest rate changes may therefore affect the amount of interest payments, future earnings and cash flows. The CLO term loans incur interest at EURIBOR plus an applicable rate. We do not have any interest rate swaps in place for these borrowings.
Based on our debt obligations payable as of December 31, 2021, we estimate that interest expense relating to variable rates would increase by approximately $2.2 million on an annual basis in the event interest rates were to increase by one percentage point.
Credit Risk
Certain of our investment funds hold derivative instruments that contain an element of risk in the event that the counterparties are unable to meet the terms of such agreements. We minimize our risk exposure by limiting the counterparties with suchwhich we enter into contracts to banks and investment banks who meet established credit and capital guidelines. We do
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not expect any counterparty to default on its obligations and therefore do not expect to incur any loss due to counterparty default.
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ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Report of Independent Registered Public Accounting Firm
To the Shareholders and Board of Directors of The Carlyle Group Inc.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of The Carlyle Group Inc. (the Company) as of December 31, 2021 and 2020, the related consolidated statements of operations, comprehensive income, changes in ownershipequity, and cash flows for each of the three years in the period ended December 31, 2021, and the related notes (collectively referred to as the “consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company at December 31, 2021 and 2020, and the results of its operations and its cash flows for each of the three years in the period ended December 31, 2021, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of December 31, 2021, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated February 10, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on the Company’s financial statements based on our audits. We are a subsidiarypublic accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current period audit of the financial statements that was communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective or complex judgments. The communication of the critical audit matter does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
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Measurement of principal equity method investments, including accrued performance allocations
| Description of the matter | At December 31, 2021, the carrying value of the Company’s investments totaled approximately $10.8 billion and included principal equity method investments in sponsored unconsolidated funds (collectively, the “funds” or each, a “fund”) of approximately $2.7 billion and accrued performance allocations of approximately $8.1 billion. As discussed in Notes 2 and 4 to the consolidated financial statements, a significant input to the measurement of the Company’s principal equity method investments in the funds, including accrued performance allocations, is management’s estimate of the fair value of the investments held by each fund. Management estimates the fair value of the funds’ investments, including investments in the equity of private operating companies, real estate properties and certain debt positions, by applying the methodologies outlined in Notes 2 and 4 to the consolidated financial statements and using significant unobservable inputs and assumptions. Auditing management’s estimates of the fair value of the funds’ investments, valued using significant unobservable inputs and assumptions, was complex and highly judgmental because these investments exhibit higher estimation uncertainty. | ||||
| How we addressed the matter in our audit | We obtained an understanding, evaluated the design, and tested the operating effectiveness of controls over the funds’ investment valuation process. This included management's review controls over the assessment of the methodologies, significant inputs and assumptions included in the fair value estimates, as well as management’s review around the completeness, accuracy and reasonableness of the data used in these estimates. Our audit procedures related to valuations using significant unobservable inputs included, among others, assessing whether the valuation methodologies used were appropriate and testing the mathematical accuracy of the valuation models. For a sample of investments, we obtained management’s valuation models and compared objective inputs used in the models to agreements or underlying source documents provided by the Company. We also assessed the appropriateness of the unobservable inputs and assumptions used in the fair value estimates by comparing them to underlying support or available market data and evaluating the appropriateness of any significant adjustments. Our procedures varied based on the nature of the fund investment selected for testing. For example, for certain investments in the equity of private operating companies, we assessed the appropriateness of management’s determination of public market comparable companies and similar transactions. For these selected investments, we also evaluated significant adjustments applied to the selected earnings before interest, taxes, depreciation and amortization (EBITDA) multiple or discount rate derived from the comparable companies by considering investee specific and relevant market information. For some of the selected fund investments, we independently developed fair value estimates, with the support of valuation specialists, using investee and market information and compared them to the funds’ fair value estimates. For a sample of investments that were sold during the year, we performed procedures to assess the historical reasonableness of management’s estimates. We also reviewed management’s assessment of subsequent events and transactions and considered whether they corroborated or contradicted the year-end estimates. | ||||
/s/ Ernst & Young LLP
We have served as the Company’s auditor since 2002.
Tysons, VA
February 10, 2022
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Report of Independent Registered Public Accounting Firm
To the Shareholders and Board of Directors of The Carlyle Group Inc.
Opinion on Internal Control over Financial Reporting
We have audited The Carlyle Group Inc.’s internal control over financial reporting as of December 31, 2021, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, The Carlyle Group Inc. (the Company) maintained, in all material respects, effective internal control over financial reporting as of December 31, 2021, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of December 31, 2021 and 2020, the related consolidated statements of operations, comprehensive income, changes in equity, and cash flows for each of the three years in the period ended December 31, 2021, and the related notes and our report dated February 10, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management’s Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as a direct chargenecessary to partners’ capital.
Because of the investment. The fair valueits inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of investments in publicly-traded securities is based on the closing priceany evaluation of the security with adjustmentseffectiveness to reflect appropriate discounts if the securitiesfuture periods are subject to restrictions.the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ Ernst & Young LLP
Tysons, VA
February 10, 2022
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The fair valueCarlyle Group Inc.
Consolidated Balance Sheets
(Dollars in millions)
| December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| Assets | |||||||||||
| Cash and cash equivalents | $ | 2,469.5 | $ | 987.6 | |||||||
| Cash and cash equivalents held at Consolidated Funds | 147.8 | 148.6 | |||||||||
| Restricted cash | 5.6 | 2.0 | |||||||||
| Investments, including accrued performance allocations of $8,133.0 and $4,968.6 as of December 31, 2021 and 2020, respectively | 10,832.0 | 7,380.9 | |||||||||
| Investments of Consolidated Funds | 6,661.0 | 6,056.9 | |||||||||
| Due from affiliates and other receivables, net | 379.6 | 272.5 | |||||||||
| Due from affiliates and other receivables of Consolidated Funds, net | 138.8 | 89.1 | |||||||||
| Fixed assets, net | 143.9 | 149.2 | |||||||||
| Lease right-of-use assets, net | 361.1 | 361.1 | |||||||||
| Deposits and other | 61.7 | 51.7 | |||||||||
| Intangible assets, net | 34.9 | 48.7 | |||||||||
| Deferred tax assets | 14.5 | 96.5 | |||||||||
| Total assets | $ | 21,250.4 | $ | 15,644.8 | |||||||
| Liabilities and equity | |||||||||||
| Debt obligations | $ | 2,071.6 | $ | 1,970.9 | |||||||
| Loans payable of Consolidated Funds | 5,890.0 | 5,563.0 | |||||||||
| Accounts payable, accrued expenses and other liabilities | 379.7 | 286.3 | |||||||||
| Accrued compensation and benefits | 4,955.0 | 3,222.6 | |||||||||
| Due to affiliates | 388.1 | 436.7 | |||||||||
| Deferred revenue | 120.8 | 89.0 | |||||||||
| Deferred tax liabilities | 487.1 | 57.8 | |||||||||
| Other liabilities of Consolidated Funds | 683.9 | 556.1 | |||||||||
| Lease liabilities | 537.8 | 513.5 | |||||||||
| Accrued giveback obligations | 30.2 | 18.7 | |||||||||
| Total liabilities | 15,544.2 | 12,714.6 | |||||||||
| Commitments and contingencies | 0 | 0 | |||||||||
| Common stock, $0.01 par value, 100,000,000,000 shares authorized (355,367,876 and 353,520,576 shares issued and outstanding as of December 31, 2021 and December 31, 2020, respectively) | 3.6 | 3.5 | |||||||||
| Additional paid-in-capital | 2,717.6 | 2,546.2 | |||||||||
| Retained earnings | 2,805.3 | 348.2 | |||||||||
| Accumulated other comprehensive loss | (247.5) | (208.7) | |||||||||
| Non-controlling interests in consolidated entities | 427.2 | 241.0 | |||||||||
| Total equity | 5,706.2 | 2,930.2 | |||||||||
| Total liabilities and equity | $ | 21,250.4 | $ | 15,644.8 | |||||||
See accompanying notes.
161
The Carlyle Group Inc.
Consolidated Statements of non-equity securities or other investments, which may include instruments that are not listed on an exchange, considers, among other factors, external pricing sources, such as dealer quotes or independent pricing services, recent trading activity or other information that,Operations
(Dollars in the opinionmillions, except share and per share data)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Revenues | |||||||||||||||||
| Fund management fees | $ | 1,667.5 | $ | 1,486.0 | $ | 1,476.2 | |||||||||||
| Incentive fees | 48.8 | 37.0 | 35.9 | ||||||||||||||
| Investment income | |||||||||||||||||
| Performance allocations | 6,084.6 | 1,635.9 | 799.1 | ||||||||||||||
| Principal investment income (loss) | 637.3 | (540.7) | 769.3 | ||||||||||||||
| Total investment income | 6,721.9 | 1,095.2 | 1,568.4 | ||||||||||||||
| Interest and other income | 90.7 | 89.6 | 97.3 | ||||||||||||||
| Interest and other income of Consolidated Funds | 253.2 | 226.8 | 199.2 | ||||||||||||||
| Total revenues | 8,782.1 | 2,934.6 | 3,377.0 | ||||||||||||||
| Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation and benefits | 908.0 | 849.6 | 833.4 | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Performance allocations and incentive fee related compensation | 2,961.0 | 779.1 | 436.7 | ||||||||||||||
| Total compensation and benefits | 4,032.1 | 1,733.7 | 1,410.1 | ||||||||||||||
| General, administrative and other expenses | 431.7 | 349.3 | 494.4 | ||||||||||||||
| Interest | 113.3 | 94.0 | 82.1 | ||||||||||||||
| Interest and other expenses of Consolidated Funds | 178.5 | 163.5 | 131.8 | ||||||||||||||
| Other non-operating expenses (income) | 1.5 | (7.2) | 1.3 | ||||||||||||||
| Total expenses | 4,757.1 | 2,333.3 | 2,119.7 | ||||||||||||||
| Other income (loss) | |||||||||||||||||
| Net investment gains (losses) of Consolidated Funds | 2.5 | (21.3) | (23.9) | ||||||||||||||
| Income before provision for income taxes | 4,027.5 | 580.0 | 1,233.4 | ||||||||||||||
| Provision for income taxes | 982.3 | 197.2 | 49.0 | ||||||||||||||
| Net income | 3,045.2 | 382.8 | 1,184.4 | ||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 70.5 | 34.6 | 36.6 | ||||||||||||||
| Net income attributable to Carlyle Holdings | 2,974.7 | 348.2 | 1,147.8 | ||||||||||||||
| Net income attributable to non-controlling interests in Carlyle Holdings | — | — | 766.9 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. | 2,974.7 | 348.2 | 380.9 | ||||||||||||||
| Net income attributable to Series A Preferred Unitholders | — | — | 19.1 | ||||||||||||||
| Series A Preferred Units redemption premium | — | — | 16.5 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. Common Stockholders | $ | 2,974.7 | $ | 348.2 | $ | 345.3 | |||||||||||
| Net income attributable to The Carlyle Group Inc. per common share (see Note 12) | |||||||||||||||||
| Basic | $ | 8.37 | $ | 0.99 | $ | 3.05 | |||||||||||
| Diluted | $ | 8.20 | $ | 0.97 | $ | 2.82 | |||||||||||
| Weighted-average common shares | |||||||||||||||||
| Basic | 355,241,653 | 350,464,315 | 113,082,733 | ||||||||||||||
| Diluted | 362,574,564 | 358,393,802 | 122,632,889 | ||||||||||||||
Substantially all revenue is earned from affiliates of the Partnership, may not have been reflectedCompany. See accompanying notes.
162
The Carlyle Group Inc.
Consolidated Statements of Comprehensive Income
(Dollars in pricing obtained from external sources.millions)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Net income | $ | 3,045.2 | $ | 382.8 | $ | 1,184.4 | |||||||||||
| Other comprehensive income (loss), net of tax | |||||||||||||||||
| Foreign currency translation adjustments, net of income tax (benefit) expense of $1.2, $(33.5) and $0.3 for the years ended December 31, 2021, 2020 and 2019, respectively | (56.3) | 49.6 | 10.4 | ||||||||||||||
| Unrealized gains (losses) on Fortitude available-for-sale securities, net of income tax (benefit) expense of $(5.3) and $4.4 for the years ended December 31, 2020 and 2019, respectively | — | (20.0) | 16.8 | ||||||||||||||
| Defined benefit plans | |||||||||||||||||
| Unrealized net income (loss) for the period, net of income tax (benefit) expense of $2.9, $(2.3) and $(2.3) for the years ended December 31, 2021, 2020 and 2019, respectively | 9.5 | (9.0) | (6.7) | ||||||||||||||
| Less: reclassification adjustment for unrecognized gain during the period included in base compensation expense, net of income tax (benefit) expense of $0.7, $0.6 and $0.4 for the years ended December 31, 2021, 2020 and 2019, respectively | 2.1 | 1.8 | 1.0 | ||||||||||||||
| Other comprehensive income (loss) | (44.7) | 22.4 | 21.5 | ||||||||||||||
| Comprehensive income | 3,000.5 | 405.2 | 1,205.9 | ||||||||||||||
| Comprehensive income attributable to non-controlling interests in consolidated entities | 64.6 | 37.6 | 47.5 | ||||||||||||||
| Comprehensive income attributable to Carlyle Holdings | 2,935.9 | 367.6 | 1,158.4 | ||||||||||||||
| Comprehensive income attributable to non-controlling interests in Carlyle Holdings | — | — | 774.1 | ||||||||||||||
| Comprehensive income attributable to The Carlyle Group Inc. | $ | 2,935.9 | $ | 367.6 | $ | 384.3 | |||||||||||
See accompanying notes.
163
The Carlyle Group Inc.
Consolidated Statements of Changes in Equity
(Dollars and shares in millions)
| Common Units | Common Shares | Preferred Equity | Partners’ Capital | Common Stock | Additional Paid-in-Capital | Retained Earnings (Deficit) | Accumulated Other Comprehensive Income (Loss) | Non-controlling Interests in Consolidated Entities | Non- controlling Interests in Carlyle Holdings | Total Equity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2018 | 107.7 | — | $ | 387.5 | $ | 673.4 | $ | — | $ | — | $ | — | $ | (83.3) | $ | 324.2 | $ | 1,534.5 | $ | 2,836.3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reallocation of ownership interests in Carlyle Holdings | — | — | — | 64.3 | — | — | — | (4.1) | — | (60.2) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Exchange of Carlyle Holdings units for common units | 1.7 | — | — | 15.4 | — | — | — | (1.2) | — | (14.2) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Units repurchased | (1.6) | — | — | (34.5) | — | — | — | — | — | — | (34.5) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deferred tax effects resulting from acquisition of interests in Carlyle Holdings | — | — | — | 1.0 | — | — | — | — | — | — | 1.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | — | — | 46.8 | — | — | — | — | — | 97.1 | 143.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Issuances of common units for equity-based awards | 10.0 | — | — | — | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | — | — | — | 57.8 | — | 57.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | (17.7) | (154.9) | — | — | — | — | (84.8) | (313.3) | (570.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | 35.6 | 345.3 | — | — | — | — | 36.6 | 766.9 | 1,184.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Redemption of Preferred Units (see Note 14) | — | — | (405.4) | — | — | — | — | — | — | — | (405.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deconsolidation of a Consolidated Entity | — | — | — | — | — | — | — | — | (11.2) | — | (11.2) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Cumulative effect adjustment upon adoption of ASU 2016-2 | — | — | — | (0.2) | — | — | — | — | — | (0.5) | (0.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | — | — | — | (0.1) | 10.9 | (0.4) | 10.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Unrealized gains on Fortitude available-for-sale securities | — | — | — | — | — | — | — | 5.5 | — | 11.3 | 16.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | — | — | — | (2.0) | — | (3.7) | (5.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deferred consideration for Carlyle Holdings Units, net of tax (see Note 10) | — | — | — | (252.8) | — | — | — | — | — | — | (252.8) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2019 | 117.8 | — | $ | — | $ | 703.8 | $ | — | $ | — | $ | — | $ | (85.2) | $ | 333.5 | $ | 2,017.5 | $ | 2,969.6 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reclassification resulting from Conversion - Partners' Capital | (117.8) | 117.8 | — | (703.8) | 1.2 | 702.6 | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reclassification resulting from Conversion - Non-controlling Interest in Carlyle Holdings | — | 229.4 | — | — | 2.3 | 2,180.9 | — | (165.7) | — | (2,017.5) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares repurchased | — | (1.1) | — | — | — | (26.4) | — | — | — | — | (26.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Tax effects resulting from Conversion | — | — | — | — | — | (62.9) | — | 22.8 | — | — | (40.1) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | — | — | — | — | 113.4 | — | — | — | — | 113.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for equity-based awards | — | 7.4 | — | — | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | — | — | — | 210.0 | 210.0 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | — | — | — | (351.3) | — | — | (77.8) | — | (429.1) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | — | — | — | — | 348.2 | — | 34.6 | — | 382.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deconsolidation of Consolidated Entities | — | — | — | — | — | (10.1) | — | — | (262.3) | — | (272.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | — | — | — | 46.6 | 3.0 | — | 49.6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Unrealized loss on Fortitude available-for-sale securities | — | — | — | — | — | — | — | (20.0) | — | — | (20.0) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | — | — | — | (7.2) | — | — | (7.2) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2020 | — | 353.5 | $ | — | $ | — | $ | 3.5 | $ | 2,546.2 | $ | 348.2 | $ | (208.7) | $ | 241.0 | $ | — | $ | 2,930.2 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Consolidated Statements of Changes in Equity
(Dollars and shares in millions)
| Common Shares | Common Stock | Additional Paid-in-Capital | Retained Earnings (Deficit) | Accumulated Other Comprehensive Income (Loss) | Non-controlling Interests in Consolidated Entities | Total Equity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2020 | 353.5 | $ | 3.5 | $ | 2,546.2 | $ | 348.2 | $ | (208.7) | $ | 241.0 | $ | 2,930.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares repurchased | (3.2) | — | — | (161.8) | — | — | (161.8) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | 0.1 | 166.6 | — | — | — | 166.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for equity-based awards | 5.0 | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for carry distributed in shares program | 0.1 | — | 4.8 | — | — | — | 4.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | 216.2 | 216.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | — | (355.8) | — | (94.6) | (450.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | — | 2,974.7 | — | 70.5 | 3,045.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | (50.4) | (5.9) | (56.3) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | 11.6 | — | 11.6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2021 | 355.4 | $ | 3.6 | $ | 2,717.6 | $ | 2,805.3 | $ | (247.5) | $ | 427.2 | $ | 5,706.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
See accompanying notes.
164
The Carlyle Group L.P.Inc.
Consolidated Statements of Cash Flows
(Dollars in millions)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Cash flows from operating activities | |||||||||||||||||
| Net income | $ | 3,045.2 | $ | 382.8 | $ | 1,184.4 | |||||||||||
| Adjustments to reconcile net income to net cash flows from operating activities: | |||||||||||||||||
| Depreciation and amortization | 52.0 | 52.1 | 65.6 | ||||||||||||||
| Right-of-use asset impairment, net of broker fees | 24.8 | — | — | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Non-cash performance allocations and incentive fees | (1,670.7) | (631.8) | (271.8) | ||||||||||||||
| Non-cash principal investment (income) loss | (618.5) | 534.4 | (673.1) | ||||||||||||||
| Other non-cash amounts | 29.1 | (2.9) | 24.8 | ||||||||||||||
| Consolidated Funds related: | |||||||||||||||||
| Realized/unrealized (gain) loss on investments of Consolidated Funds | (76.6) | 29.1 | 18.9 | ||||||||||||||
| Realized/unrealized (gain) loss from loans payable of Consolidated Funds | 74.1 | (7.8) | 5.0 | ||||||||||||||
| Purchases of investments by Consolidated Funds | (5,407.0) | (3,140.0) | (2,239.2) | ||||||||||||||
| Proceeds from sale and settlements of investments by Consolidated Funds | 4,888.7 | 2,013.8 | 2,112.7 | ||||||||||||||
| Non-cash interest income, net | (11.8) | (8.1) | (3.8) | ||||||||||||||
| Change in cash and cash equivalents held at Consolidated Funds | 30.3 | 13.9 | 50.9 | ||||||||||||||
| Change in other receivables held at Consolidated Funds | (45.7) | (5.4) | 61.8 | ||||||||||||||
| Change in other liabilities held at Consolidated Funds | 115.6 | 220.9 | (229.2) | ||||||||||||||
| Other non-cash amounts of Consolidated Funds | — | 0.5 | (0.1) | ||||||||||||||
| Purchases of investments | (276.7) | (271.3) | (312.4) | ||||||||||||||
| Purchase of investment in Fortitude Re | — | (79.6) | — | ||||||||||||||
| Proceeds from the sale of investments | 668.4 | 307.5 | 389.2 | ||||||||||||||
| Payments of contingent consideration | (48.0) | — | — | ||||||||||||||
| Changes in deferred taxes, net | 508.4 | 134.5 | 13.9 | ||||||||||||||
| Change in due from affiliates and other receivables | (25.7) | 1.9 | 49.2 | ||||||||||||||
| Change in deposits and other | (12.5) | (2.0) | (6.0) | ||||||||||||||
| Change in accounts payable, accrued expenses and other liabilities | 105.7 | (4.0) | (43.7) | ||||||||||||||
| Change in accrued compensation and benefits | 239.0 | 210.1 | 51.6 | ||||||||||||||
| Change in due to affiliates | 0.2 | (29.2) | 24.7 | ||||||||||||||
| Change in lease right-of-use assets and lease liabilities | 4.5 | (9.8) | (16.9) | ||||||||||||||
| Change in deferred revenue | 35.1 | 16.2 | (37.9) | ||||||||||||||
| Net cash provided by (used in) operating activities | 1,791.0 | (169.2) | 358.6 | ||||||||||||||
| Cash flows from investing activities | |||||||||||||||||
| Purchases of fixed assets, net | (41.4) | (61.2) | (27.8) | ||||||||||||||
| Proceeds from sale of MRE, net of cash sold | 5.9 | — | — | ||||||||||||||
| Proceeds from sale of Brazil management entity, net of cash sold | 3.3 | — | — | ||||||||||||||
| Net cash used in investing activities | (32.2) | (61.2) | (27.8) | ||||||||||||||
| Cash flows from financing activities | |||||||||||||||||
| Borrowings under credit facilities | 70.0 | 294.1 | 92.7 | ||||||||||||||
| Repayments under credit facilities | (70.0) | (329.9) | (56.9) | ||||||||||||||
| Issuance of 3.500% senior notes due 2029, net of financing costs | — | — | 420.6 | ||||||||||||||
| Issuance of 4.625% subordinated notes due 2061, net of financing costs | 484.1 | — | — | ||||||||||||||
| Repurchase of 3.875% senior notes due 2023 | (259.9) | — | — | ||||||||||||||
| Repayment of term loan | — | — | (25.0) | ||||||||||||||
| Proceeds from debt obligations, net of financing costs | 111.7 | 20.5 | 41.0 | ||||||||||||||
| Payments on debt obligations | (232.5) | (3.8) | (45.2) | ||||||||||||||
| Net borrowings on loans payable of Consolidated Funds | 182.9 | 704.1 | 224.8 | ||||||||||||||
| Payments of contingent consideration | (0.1) | (0.3) | (0.2) | ||||||||||||||
| Redemption of Preferred Units | — | — | (405.4) | ||||||||||||||
| Dividends to common stockholders | (355.8) | (351.3) | (154.9) | ||||||||||||||
| Distributions to preferred unitholders | — | — | (17.7) | ||||||||||||||
| Distributions to non-controlling interest holders in Carlyle Holdings | — | — | (313.3) | ||||||||||||||
| Payment of deferred consideration for Carlyle Holdings units | (68.8) | (68.8) | — | ||||||||||||||
| Contributions from non-controlling interest holders | 216.2 | 210.0 | 57.8 | ||||||||||||||
| Distributions to non-controlling interest holders | (94.6) | (77.8) | (62.4) | ||||||||||||||
| Common shares issued for carry distributed in shares program | 4.8 | — | — | ||||||||||||||
| Common shares repurchased | (161.8) | (26.4) | (34.5) | ||||||||||||||
| Change in due to/from affiliates financing activities | (68.7) | 0.7 | 129.4 | ||||||||||||||
| Change in due to/from affiliates and other receivables of Consolidated Funds | — | (0.8) | — | ||||||||||||||
| Net cash (used in) provided by financing activities | (242.5) | 370.3 | (149.2) | ||||||||||||||
| Effect of foreign exchange rate changes | (30.8) | 21.7 | 8.1 | ||||||||||||||
| Increase in cash, cash equivalents and restricted cash | 1,485.5 | 161.6 | 189.7 | ||||||||||||||
| Cash, cash equivalents and restricted cash, beginning of period | 989.6 | 828.0 | 638.3 | ||||||||||||||
| Cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
| Supplemental cash disclosures | |||||||||||||||||
| Cash paid for interest | $ | 92.7 | $ | 80.1 | $ | 63.4 | |||||||||||
| Cash paid for income taxes | $ | 402.6 | $ | 35.4 | $ | 30.5 | |||||||||||
| Supplemental non-cash disclosures | |||||||||||||||||
| Tax effects from the conversion to a Corporation recorded in equity | $ | — | $ | 40.1 | $ | — | |||||||||||
| Net increase in partners’ capital and accumulated other comprehensive income related to reallocation of ownership interest in Carlyle Holdings | $ | — | $ | — | $ | 60.2 | |||||||||||
| Net decrease to partners’ capital from deferred consideration for Carlyle Holdings units, net of tax (see Note 10) | $ | — | $ | — | $ | (252.8) | |||||||||||
| Net asset impact of deconsolidation of Consolidated Funds | $ | (34.4) | $ | (253.6) | $ | (24.3) | |||||||||||
| Non-cash distributions to non-controlling interest holders | $ | — | $ | — | $ | (22.4) | |||||||||||
| Tax effect from acquisition of Carlyle Holdings partnership units: | |||||||||||||||||
| Deferred tax asset | $ | — | $ | — | $ | 6.4 | |||||||||||
| Tax receivable agreement liability | $ | — | $ | — | $ | 5.4 | |||||||||||
| Total partners’ capital | $ | — | $ | — | $ | 1.0 | |||||||||||
| Reconciliation of cash, cash equivalents and restricted cash, end of period: | |||||||||||||||||
| Cash and cash equivalents | $ | 2,469.5 | $ | 987.6 | $ | 793.4 | |||||||||||
| Restricted cash | 5.6 | 2.0 | 34.6 | ||||||||||||||
| Total cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
| Cash and cash equivalents held at Consolidated Funds | $ | 147.8 | $ | 148.6 | $ | 122.4 | |||||||||||
See accompanying notes.
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
1. Organization and Basis of Presentation
Effective on January 1, 2020, The Carlyle Group L.P. converted from a Delaware limited partnership to a Delaware corporation named The Carlyle Group Inc. (the “Conversion”). As a result of the Conversion, each common unit was converted into a share of common stock. Under the laws of its incorporation, The Carlyle Group Inc. is deemed to be the same entity as The Carlyle Group L.P. (the “Partnership”). Unless the context suggests otherwise, references to “Carlyle” or the “Company,” refer to (i) The Carlyle Group Inc. and its consolidated subsidiaries following the Conversion and (ii) The Carlyle Group L.P. and its consolidated subsidiaries prior to the Conversion.
Prior to the Conversion, the Company recorded significant non-controlling interests in Carlyle Holdings I L.P., Carlyle Holdings II L.P. and Carlyle Holdings III L.P. (collectively, “Carlyle Holdings”), the holdings partnerships through which the Company and senior Carlyle professionals and other holders of Carlyle Holdings partnership units owned their respective interests in the business. In the Conversion, the limited partners of the Carlyle Holdings partnerships exchanged their Carlyle Holdings partnership units for an equivalent number of shares of common stock of The Carlyle Group Inc. As a result, in periods following the Conversion, the consolidated balance sheet and statement of operations of The Carlyle Group Inc. does not reflect any non-controlling interests in Carlyle Holdings, and net income (loss) attributable to Carlyle Holdings refers to the net income (loss) of The Carlyle Group Inc. and its consolidated subsidiaries, net of non-controlling interests in consolidated entities. Additionally, at the time of the exchange, certain senior Carlyle professionals and certain of the other former limited partners of Carlyle Holdings who became holders of shares of common stock in connection with the Conversion were generally required to grant an irrevocable proxy to Carlyle Group Management L.L.C., which is wholly owned by the Company’s founders and other senior Carlyle professionals. As a result, the Company was a “controlled company” and qualified for exceptions from certain corporate governance and other requirements of the rules of The Nasdaq Global Select Market (“Nasdaq”). As of August 5, 2021, the Company no longer qualifies as a “controlled company” under the Nasdaq rules.
Carlyle is one of the world’s largest global investment firms that deploys private capital across its business through 3 reportable segments: Global Private Equity, Global Credit and Global Investment Solutions (see Note 15). In the Global Private Equity segment, Carlyle advises buyout, growth, real estate and natural resources funds. The primary areas of focus for the Global Credit segment are liquid credit, illiquid credit, real assets credit, and other credit such as insurance solutions and loan syndication and capital markets. The Global Investment Solutions segment provides investment opportunities and resources for investors and clients through fund of funds, secondary purchases of existing portfolios, and managed co-investment programs. Carlyle typically serves as the general partner, investment manager or collateral manager, making day-to-day investment decisions concerning the assets of these products.
On April 1, 2021, the Company sold 100% of its interest in Metropolitan Real Estate (“MRE”) and recorded a $5 million gain on the sale, which is included in other non-operating expenses (income) on the consolidated statements of operations. This amount is excluded from the Company’s segment reporting. The Company retained its existing investments in and commitments to the MRE funds, as well as its interest in the net accrued performance allocations in existing funds.
On August 31, 2021, the Company sold 100% of its interest in its local Brazilian management entity and entered into a sub-advisory agreement with the acquiring company, which will provide advisory services with respect to Carlyle’s Brazilian portfolio. The Company recorded a loss on the sale and related transaction costs of $4.7 million, which is included in other non-operating expenses (income) on the consolidated statements of operations, as well as a foreign currency translation loss of $14.7 million related to amounts previously recorded in accumulated other comprehensive income, which is primarily included in general, administrative and other expenses on the consolidated statements of operations. These amounts are excluded from the Company’s segment reporting.
Basis of Presentation
The accompanying financial statements include the accounts of the Company and its consolidated subsidiaries. In addition, certain Carlyle-affiliated funds, related co-investment entities and certain CLOs managed by the Company (collectively the “Consolidated Funds”) have been consolidated in the accompanying financial statements pursuant to accounting principles generally accepted in the United States (“U.S. GAAP”), as described in Note 2. The consolidation of the Consolidated Funds generally has a gross-up effect on assets, liabilities and cash flows, and generally has no effect on the net income attributable to the Company. The economic ownership interests of the other investors in the Consolidated Funds are reflected as non-controlling interests in consolidated entities in the accompanying consolidated financial statements (see Note 2).
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
2. Summary of Significant Accounting Policies
Principles of Consolidation
The Company consolidates all entities that it controls either through a majority voting interest or as the primary beneficiary of variable interest entities (“VIEs”).
The Company evaluates (1) whether it holds a variable interest in an entity, (2) whether the entity is a VIE, and (3) whether the Company’s involvement would make it the primary beneficiary. In evaluating whether the Company holds a variable interest, fees (including management fees, incentive fees and performance allocations) that are customary and commensurate with the level of services provided, and where the Company does not hold other economic interests in the entity that would absorb more than an insignificant amount of the expected losses or returns of the entity, are not considered variable interests. The Company considers all economic interests, including indirect interests, to determine if a fee is considered a variable interest.
For those entities where the Company holds a variable interest, the Company determines whether each of these entities qualifies as a VIE and, if so, whether or not the Company is the primary beneficiary. The assessment of whether the entity is a VIE is generally performed qualitatively, which requires judgment. These judgments include: (a) determining whether the equity investment at risk is sufficient to permit the entity to finance its activities without additional subordinated financial support, (b) evaluating whether the equity holders, as a group, can make decisions that have a significant effect on the economic performance of the entity, (c) determining whether two or more parties’ equity interests should be aggregated, and (d) determining whether the equity investors have proportionate voting rights to their obligations to absorb losses or rights to receive returns from an entity.
For entities that are determined to be VIEs, the Company consolidates those entities where it has concluded it is the primary beneficiary. The primary beneficiary is defined as the variable interest holder with (a) the power to direct the activities of a VIE that most significantly impact the entity’s economic performance and (b) the obligation to absorb losses of the entity or the right to receive benefits from the entity that could potentially be significant to the VIE. In evaluating whether the Company is the primary beneficiary, the Company evaluates its economic interests in the entity held either directly or indirectly by the Company.
As of December 31, 2021, assets and liabilities of the consolidated VIEs reflected in the consolidated balance sheets were $6.9 billion and $6.6 billion, respectively. Except to the extent of the consolidated assets of the VIEs, the holders of the consolidated VIEs’ liabilities generally do not have recourse to the Company.
Substantially all of the Company’s Consolidated Funds are CLOs, which are VIEs that issue loans payable that are backed by diversified collateral asset portfolios consisting primarily of loans or structured debt. In exchange for managing the collateral for the CLOs, the Company earns investment management fees, including in some cases subordinated management fees and contingent incentive fees. In cases where the Company consolidates the CLOs (primarily because of a retained interest that is significant to the CLO), those management fees have been eliminated as intercompany transactions. As of December 31, 2021, the Company held $164.2 million of investments in these CLOs which represents its maximum risk of loss. The Company’s investments in these CLOs are generally subordinated to other interests in the entities and entitle the Company to receive a pro rata portion of the residual cash flows, if any, from the entities. Investors in the CLOs have no recourse against the Company for any losses sustained in the CLO structure.
Entities that do not qualify as VIEs are generally assessed for consolidation as voting interest entities. Under the voting interest entity model, the Company consolidates those entities it controls through a majority voting interest.
All significant inter-entity transactions and balances of entities consolidated have been eliminated.
Investments in Unconsolidated Variable Interest Entities
The Company holds variable interests in certain VIEs that are not consolidated because the Company is not the primary beneficiary, including its investments in certain CLOs, certain AlpInvest vehicles and strategic investment in NGP Management Company, L.L.C. (“NGP Management” and, together with its affiliates, “NGP”). Refer to Note 4 for information on the strategic investment in NGP. The Company’s involvement with such entities is in the form of direct or indirect equity
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
interests and fee arrangements. The maximum exposure to loss represents the loss of assets recognized by the Company relating to its variable interests in these unconsolidated entities. The assets recognized in the Company’s consolidated balance sheets related to the Company’s variable interests in these non-consolidated VIEs were as follows:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Investments | $ | 901.9 | $ | 988.6 | |||||||
| Accrued performance allocations | 368.7 | 177.1 | |||||||||
| Management fee receivables | 27.2 | 26.5 | |||||||||
| Total | $ | 1,297.8 | $ | 1,192.2 | |||||||
These amounts represent the Company’s maximum exposure to loss related to the unconsolidated VIEs as of December 31, 2021 and 2020.
Basis of Accounting
The accompanying financial statements are prepared in accordance with U.S. GAAP. Management has determined that the Company’s Funds are investment companies under U.S. GAAP for the purposes of financial reporting. U.S. GAAP for an investment company requires investments to be recorded at estimated fair value and the unrealized gains and/or losses in an investment’s fair value are recognized on a current basis in the statements of operations. Additionally, the Funds do not consolidate their majority-owned and controlled investments (the “Portfolio Companies”). In the preparation of these consolidated financial statements, the Company has retained the specialized accounting for the Funds.
All of the investments held and notes issued by the Consolidated Funds are presented at their estimated fair values in the Company’s consolidated balance sheets. Interest and other income of the Consolidated Funds as well as interest expense and other expenses of the Consolidated Funds are included in the Company’s consolidated statements of operations.
Use of Estimates
The preparation of financial statements in conformity with U.S. GAAP requires management to make assumptions and estimates that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Management’s estimates are based on historical experiences and other factors, including expectations of future events that management believes to be reasonable under the circumstances. It also requires management to exercise judgment in the process of applying the Company’s accounting policies. Assumptions and estimates regarding the valuation comparableof investments and their resulting impact on performance allocations involve a higher degree of judgment and complexity and these assumptions and estimates may be significant to the consolidated financial statements and the resulting impact on performance allocations and incentive fees. Actual results could differ from these estimates and such differences could be material.
Business Combinations
The Company accounts for business combinations using the acquisition method of accounting, under which the purchase price of the acquisition is allocated to the assets acquired and liabilities assumed using the fair values determined by management as of the acquisition date. Contingent consideration obligations that are elements of consideration transferred are recognized as of the acquisition date as part of the fair value transferred in exchange for the acquired business. Acquisition-related costs incurred in connection with a business combination are expensed as incurred.
Revenue Recognition
The Company recognizes revenue in accordance with ASC 606, Revenue from Contracts with Customers. Revenue is recognized when the Company transfers promised goods or services to customers in an amount that reflects the consideration to which the Company expects to be entitled to in exchange for those goods or services. ASC 606 includes a five-step framework that requires an entity to: (i) identify the contract(s) with a customer, which includes assessing the collectability of the consideration to which it will be entitled in exchange for the goods or services transferred to the customer, (ii) identify the performance obligations in the contract, (iii) determine the transaction price, (iv) allocate the transaction price to the performance obligations in the contract, and (v) recognize revenue when the entity satisfies a performance obligation.
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The Company accounts for performance allocations that represent a performance-based capital allocation from fund limited partners to the Company (commonly known as “carried interest”, which comprises substantially all of the Company’s previously reported performance fee revenues) as earnings from financial assets within the scope of ASC 323, Investments – Equity Method and Joint Ventures, and therefore are not in the scope of ASC 606. In accordance with ASC 323, the Company records equity method income (losses) as a component of investment income based on the change in its proportionate claim on net assets of the investment fund, including performance allocations, assuming the investment fund was liquidated as of each reporting date pursuant to each fund’s governing agreements. See Note 5 for additional information on the components of investments and investment income. Performance fees that do not meet the definition of performance-based capital allocations are in the scope of ASC 606 and are included in incentive fees in the consolidated statements of operations. The calculation of unrealized performance revenues utilizes investment valuations of the funds’ underlying investments, which are derived using the policies, methodologies and templates prepared by the Company’s valuation group, as described in Note 4, Fair Value Measurement.
While the determination of who is the customer in a contractual arrangement will be made on a contract-by-contract basis, the customer will generally be the investment fund for the Company’s significant management and discountedadvisory contracts. The customer determination impacts the Company’s analysis of the accounting for contract costs.
Fund Management Fees
The Company provides management services to funds in which it holds a general partner interest or has a management agreement. The Company considers the performance obligations in its contracts with its funds to be the promise to provide (or to arrange for third parties to provide) investment management services related to the management, policies and operations of the funds.
As it relates to the Company’s performance obligation to provide investment management services, the Company typically satisfies this performance obligation over time as the services are rendered, since the funds simultaneously receive and consume the benefits provided as the Company performs the service. The transaction price is the amount of consideration to which the Company expects to be entitled in exchange for transferring the promised services to the funds. Management fees earned from each investment management contract over the contract life represent variable consideration because the consideration the Company is entitled to varies based on fluctuations in the basis for the management fee, for example fund net asset value (“NAV”) or assets under management (“AUM”). Given that the management fee basis is susceptible to market factors outside of the Company’s influence, management fees are constrained and, therefore, estimates of future period management fees are generally not included in the transaction price. Revenue recognized for the investment management services provided is generally the amount determined at the end of the period because that is when the uncertainty for that period is resolved.
For closed-end carry funds in the Global Private Equity and Global Credit segments, management fees generally range from 1.0% to 2.0% of commitments during the fund’s investment period based on limited partners’ capital commitments to the funds. Following the expiration or termination of the investment period, management fees generally are based on the lower of cost or fair value of invested capital and the rate charged may also be reduced. These terms may vary for separately managed accounts, longer-dated carry funds, and other closed-end funds. The Company will receive management fees during a specified period of time, which is generally ten years from the initial closing date, or, in some instances, from the final closing date, but such termination date may be earlier in certain limited circumstances or later if extended for successive one year periods, typically up to a maximum of two years. Depending upon the contracted terms of investment advisory or investment management and related agreements, these fees are generally called semi-annually in advance and are recognized as earned over the subsequent six month period. For certain longer-dated carry funds and certain other closed-end funds, management fees are called quarterly over the life of the funds.
Within the Global Credit segment, for CLOs and other structured products, management fees generally range from 0.4% to 0.5% based on the total par amount of assets or the aggregate principal amount of the notes in the CLO and are due quarterly based on the terms and recognized over the respective period. Management fees for the CLOs and other structured products are governed by indentures and collateral management agreements. The Company will receive management fees for the CLOs until redemption of the securities issued by the CLOs, which is generally five to ten years after issuance. Management fees for the business development companies are due quarterly in arrears at annual rates that range from 1.25% of invested capital to 1.5% of gross assets, excluding cash flow analysis.and cash equivalents. Management fees for the Interval Fund are due
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
monthly in arrears at the annual rate of 1.0% of the month-end value of the Interval Fund’s net assets. Carlyle Aviation Partners’ funds have varying management fee arrangements depending on the strategy of the particular fund.
Management fees for the Company’s carry fund vehicles in the Global Investment Solutions segment generally range from 0.25% to 1.0% on the vehicle’s capital commitments during the commitment fee period of the relevant fund. Following the expiration of the commitment fee period of such funds, the management fees generally range from 0.25% to 1.0% on (i) the net invested capital; (ii) the lower of cost or net asset value of the capital invested, or (iii) the net asset value for unrealized investments. Management fees for the Global Investment Solutions carry fund vehicles are generally due quarterly and recognized over the related quarter.
As of December 31, 2021 and 2020, management fee receivables, net of allowances for credit losses, were $164.5 million and $102.7 million, respectively, and are included in due from affiliates and other receivables, net, in the consolidated balance sheets.
The Company also provides transaction advisory and portfolio advisory services to the portfolio companies, and where covered by separate contractual agreements, recognizes fees for these services when the performance obligation has been satisfied and collection is reasonably assured. The Company also recognizes underwriting fees from the Company’s loan syndication and capital markets business, Carlyle Global Capital Markets. Fund management fees includes transaction and portfolio advisory fees and capital markets fees of $90.7 million, $50.8 million and $49.1 million for the years ended December 31, 2021, 2020 and 2019, respectively, net of any offsets as defined in the respective partnership agreements.
Fund management fees exclude the reimbursement of any partnership expenses paid by the Company on behalf of the Carlyle funds pursuant to the limited partnership agreements, including amounts related to the pursuit of actual, proposed, or unconsummated investments, professional fees, expenses associated with the acquisition, holding and disposition of investments, and other fund administrative expenses. For the professional fees that the Company arranges for the investment funds, the Company concluded that the nature of its promise is to arrange for the services to be provided and it does not control the services provided by third parties before they are transferred to the customer. Therefore, the Company concluded it is acting in the capacity of an agent. Accordingly, the reimbursement for these professional fees paid on behalf of the investment funds is presented on a net basis in general, administrative and other expenses in the consolidated statements of operations.
The Company also incurs certain costs, primarily employee travel and entertainment costs, employee compensation and systems costs, for which it receives reimbursement from the investment funds in connection with its performance obligation to provide investment and management services. For reimbursable travel, compensation and systems costs, the Company concluded it controls the services provided by its employees and the resources used to develop applicable systems before they are transferred to the customer and therefore is a principal. Accordingly, the reimbursement for these costs incurred by the Company to manage the fund limited partnerships are presented on a gross basis in interest and other income in the consolidated statements of operations and the expense in general, administrative and other expenses or cash-based compensation and benefits expenses in the consolidated statements of operations.
Incentive Fees
In connection with management contracts from certain of its Global Credit funds, the Company is also entitled to receive performance-based incentive fees when the return on assets under management exceeds certain benchmark returns or other performance targets. In such arrangements, incentive fees are recognized when the performance benchmark has been achieved. Incentive fees are variable consideration because they are contingent upon the investment vehicle achieving stipulated investment return hurdles. Investment returns are highly susceptible to market factors outside of the Company’s influence. Accordingly, incentive fees are constrained until all uncertainty is resolved. Estimates of future period incentive fees are generally not included in the transaction price because these estimates are constrained. The transaction price for incentive fees is generally the amount determined at the end of each accounting period to which they relate because that is when the uncertainty for that period is resolved, as these fees are not subject to clawback.
Investment Income (Loss), including Performance Allocations
Investment income (loss) represents the unrealized and realized gains and losses resulting from the Company’s equity method investments, including any associated general partner performance allocations, and other principal investments, including CLOs.
170
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
General partner performance allocations consist of the allocation of profits from certain of the funds to which the Company is entitled (commonly known as carried interest). For closed-end carry funds in the Global Private Equity and Global Credit segments, the Company is generally entitled to a 20% allocation (or approximately 2% to 12.5% for most of the Global Investment Solutions segment carry fund vehicles) of the net realized income or gain as a carried interest after returning the invested capital, the allocation of preferred returns of generally 7% to 9% and return of certain fund costs (generally subject to catch-up provisions as set forth in the fund limited partnership agreement). These terms may vary on longer-dated funds, certain credit funds, and external co-investment vehicles. Carried interest is recognized upon appreciation of the funds’ investment values above certain return hurdles set forth in each respective partnership agreement. The Company recognizes revenues attributable to performance allocations based upon the amount that would be due pursuant to the fund partnership agreement at each period end as if the funds were terminated at that date. Accordingly, the amount recognized as investment income for performance allocations reflects the Company’s share of the gains and losses of the associated funds’ underlying investments measured at their then-current fair values relative to the fair values as of the end of the prior period. Because of the inherent uncertainty, these estimated values may differ significantly from the values that would have been used had a ready market for the investments existed, and it is reasonably possible that the difference could be material. Furthermore, there
Carried interest is no assurance that, upon liquidation,ultimately realized when: (i) an underlying investment is profitably disposed of, (ii) certain costs borne by the Partnership will realizelimited partner investors have been reimbursed, (iii) the fund’s cumulative returns are in excess of the preferred return and (iv) the Company has decided to collect carry rather than return additional capital to limited partner investors. Realized carried interest may be required to be returned by the Company in future periods if the fund’s investment values presented herein.
Principal investment income (loss) is realized when the realized net gainCompany redeems all or lossa portion of its investment or when the Company receives or is computed on a weighted average cost basis, withdue cash income, such as dividends or distributions. Unrealized principal investment income (loss) results from the exceptionCompany’s proportionate share of the investments held by the CLOs, which compute the realized net gain or loss on a first in, first out basis. Securities transactions are recorded on a trade date basis.
Interest Income
Interest income is recognized when earned. For debt securities representing non-investment grade beneficial interests in securitizations, the effective yield is determined based on the estimated cash flows of the security. Changes in the effective yield of these securities due to changes in estimated cash flows are recognized on a prospective basis as adjustments to interest income in future periods. Interest income earned on debt investmentsby the Company is recorded throughincluded in interest and other income.
Credit Losses
Under ASU 2016-13, the Company is required to measure all expected credit losses for financial assets held at the reporting date based on historical experience, current conditions, and reasonable and supportable forecasts. The Company assesses the collection risk characteristics of the asset, and three to seven years for other fixed assets. Fixed assets are reviewed for impairment whenever events or changesoutstanding amounts in circumstances indicate thatits due from affiliates balance into the carrying amountfollowing pools of an asset may not be recoverable.receivables:
•Incentive fee receivables,
•Transaction fee receivables,
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The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
•Portfolio fee receivables, and
•Notes receivable.
The Company generally utilizes either historical credit loss information or discounted cash flows to calculate expected credit losses for each pool. The Company’s receivables are predominantly with its investment funds, which have low risk of credit loss based on the Company’s historical experience. Historical credit loss data may be adjusted for current conditions and reasonable and supportable forecasts, including the Company’s expectation of near-term realization based on the liquidity of the affiliated investment funds.
Compensation and Benefits
Cash-based Compensation and Benefits – Cash-based compensation and benefits includes salaries, bonuses (discretionary awards and guaranteed amounts), performance payment arrangements and benefits paid and payable to Carlyle employees. Bonuses are accrued over their estimated useful lives,the service period to which range from fivethey relate.
Equity-Based Compensation – Compensation expense relating to ten years,the issuance of equity-based awards is measured at fair value on the grant date. The compensation expense for awards that vest over a future service period is recognized over the relevant service period on a straight-line basis. The compensation expense for awards that do not require future service is recognized immediately. Cash settled equity-based awards are classified as liabilities and are reviewedre-measured at the end of each reporting period. The compensation expense for impairment whenever events or changes in circumstances indicateawards that contain performance conditions is recognized when it is probable that the carrying amount of the assetperformance conditions will be achieved; in certain instances, such compensation expense may not be recoverable.
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Currency translation adjustments | $ | (68.8 | ) | $ | (91.7 | ) | |
| Unrealized losses on defined benefit plans | (3.9 | ) | (3.5 | ) | |||
| Total | $ | (72.7 | ) | $ | (95.2 | ) | |
Equity-based awards issued to non-employees are included ingenerally recognized as general, administrative and other expenses, except to the extent they are recognized as part of the Company’s equity method earnings because they are issued to employees of equity method investees.
The Company recognizes equity-based award forfeitures in the period they occur as a reversal of previously recognized compensation expense. The reduction in compensation expense is determined based on the specific awards forfeited during that period. Furthermore, the Company recognizes all excess tax benefits and deficiencies as income tax benefit or expense in the consolidated statements of operations.
Performance Allocations and Incentive Fee Related Compensation – A portion of the performance allocations and incentive fees earned is due to employees and advisors of the Company. These amounts are accounted for as compensation expense in conjunction with the recognition of the related performance allocations and incentive fee revenue and, until paid, are recognized as a component of the accrued compensation and benefits liability. Accordingly, upon a reversal of performance allocations or incentive fee revenue, the related compensation expense, if any, is also reversed. As of December 31, 2021 and 2020, the Company had recorded a liability of $4.1 billion and $2.5 billion, respectively, related to the portion of accrued performance allocations and incentive fees due to employees and advisors, respectively, which was included in accrued compensation and benefits in the accompanying consolidated balance sheets.
In October 2021, the Company commenced a program under which, at the Company’s discretion, up to 20% of the realized performance allocation related compensation over a threshold amount may be distributed in fully vested newly issued shares of the Company’s common stock. These shares are accounted for as performance allocations and incentive fee related compensation and do not result in incremental compensation expense.
Income Taxes
The Carlyle Group Inc. is a corporation for U.S. federal income tax purposes and thus is subject to U.S. federal, state and local corporate income taxes. Prior to the Conversion, The Carlyle Group L.P. was generally organized as a series of pass-through entities and therefore generally not subject to U.S. federal income taxes, with the exception of certain wholly-owned subsidiaries which were subject to federal, state, local and foreign corporate income taxes at the entity level. Tax positions taken by the Company are subject to periodic audit by U.S. federal, state, local and foreign taxing authorities.
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The Company accounts for income taxes using the asset and liability method, which requires the recognition of deferred tax assets and liabilities for the expected future consequences of events that have been included in the financial statements or tax returns. Under this method, deferred tax assets and liabilities are determined based on the difference between the financial statement reporting and the tax basis of assets and liabilities using enacted tax rates in effect for the period in which the difference is expected to reverse. The effect of a change in tax rates on deferred tax assets and liabilities is recognized in the period of the change in the provision for income taxes. Further, deferred tax assets are recognized for the expected realization of available net operating loss and tax credit carry forwards. A valuation allowance is recorded on the Company’s gross deferred tax assets when it is “more likely than not” that such asset will not be realized. When evaluating the realizability of the Company’s deferred tax assets, all evidence, both positive and negative, is evaluated. Items considered in this analysis include the ability to carry back losses, the reversal of temporary differences, tax planning strategies, and expectations of future earnings. Lastly, the Company accounts for the tax on global intangible low-taxed income (“GILTI”) as incurred and therefore has not recorded deferred taxes related to GILTI on its foreign subsidiaries.
Under U.S. GAAP for income taxes, the amount of tax benefit to be recognized is the amount of benefit that is “more likely than not” to be sustained upon examination. The Company analyzes its tax filing positions in all of the U.S. federal, state, local and foreign tax jurisdictions where it is required to file income tax returns, as well as for all open tax years in these jurisdictions. If, based on this analysis, the Company determines that uncertainties in tax positions exist, a liability is established, which is included in accounts payable, accrued expenses and other liabilities in the consolidated financial statements. The Company recognizes accrued interest and penalties related to unrecognized tax positions in the provision for income taxes. If recognized, the entire amount of unrecognized tax positions would be recorded as a reduction in the provision for income taxes.
Recent Accounting Pronouncements
We discuss recent accounting pronouncements in Note 2 to the consolidated financial statements included in this Annual Report on Form 10-K.
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
Our primary exposure to market risk is related to our role as general partner or investment advisor to our investment funds and the FASB issued ASU 2017-12, Derivativessensitivities to movements in the fair value of their investments, including the effect on management fees, incentive fees, performance allocations and Hedging (Topic 815) - Targeted Improvementsprincipal investment income.
Although our investment funds share many common themes, each of our asset management asset classes runs its own investment and risk management processes, subject to Accounting for Hedging Activities. ASU 2017-12, amongour overall risk tolerance and philosophy. The investment process of our investment funds involves a comprehensive due diligence approach, including review of reputation of shareholders and management, company size and sensitivity of cash flow generation, business sector and competitive risks, portfolio fit, exit risks and other things, permits hedge accounting for risk componentskey factors highlighted by the deal team. Key investment decisions are subject to approval by both the fund-level managing directors, as well as the investment committee, which is generally comprised of one or more of the three founding partners, one “sector” head, one or more advisors and senior investment professionals associated with that particular fund. Once an investment in hedging relationshipsa portfolio company has been made, our fund teams closely monitor the performance of the portfolio company, generally through frequent contact with management and the receipt of financial and management reports.
Effect on Fund Management Fees
Management fees will only be directly affected by short-term changes in market conditions to now involve nonfinancial risk components and requires an entitythe extent they are based on NAV or represent permanent impairments of value. These management fees will be increased (or reduced) in direct proportion to present the earnings effect of the hedging instrumentchanges in the same income statement line itemmarket value of our investments in which the earnings effectrelated funds. In addition, the terms of the hedge itemgoverning agreements with respect to certain of our carry funds provide that the management fee base will be reduced when the aggregate fair market value of a fund’s investments is reported.below its cost. The guidanceproportion of our management fees that are based on NAV is effective fordependent on the Partnershipnumber and types of investment funds in existence and the current stage of each fund’s life cycle.
Effect on January 1, 2019Performance Allocations
Performance allocations reflect revenue primarily from carried interest on our carry funds. In our discussion of “Key Financial Measures” and requires cash flow hedges and net investment hedges existing at the date of adoption to apply a cumulative effect adjustment to eliminate the measurement of ineffectiveness to accumulated other comprehensive income with a corresponding adjustment to the opening balance of partners’ capital as“Critical Accounting Policies”, we disclose that performance allocations are recognized upon appreciation of the beginningvaluation of our funds’ investments above certain return hurdles and are based upon the fiscal yearamount that an entity adoptswould be due to Carlyle at each reporting date as if the guidance. The amended presentation and disclosure guidance is required only prospectively. Early adoption is permitted. While the Partnership is still assessing the guidancefunds were liquidated at their then-current fair values. Changes in ASU 2017-12, it does not expect the impact of this guidance to be material.
The following table summarizes the incremental impact, including our Consolidated Funds, of a 10% change in total remaining fair value by segment as of December 31, 2021 on our performance allocations revenue:
| 10% Increase in Total Remaining Fair Value | 10% Decrease in Total Remaining Fair Value | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 1,675.9 | $ | (1,918.3) | |||||||
| Global Credit | 170.3 | (146.8) | |||||||||
| Global Investment Solutions | 219.1 | (204.7) | |||||||||
| Total | $ | 2,065.3 | $ | (2,269.8) | |||||||
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The following table summarizes the incremental impact of a 10% change in Level III remaining fair value by segment as of December 31, 2021 on our performance allocations revenue:
| 10% Increase in Level III Remaining Fair Value | 10% Decrease in Level III Remaining Fair Value | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 1,490.7 | $ | (1,732.0) | |||||||
| Global Credit | 159.2 | (142.2) | |||||||||
| Global Investment Solutions | 207.1 | (192.8) | |||||||||
| Total | $ | 1,857.0 | $ | (2,067.0) | |||||||
The effect of the variability in performance allocations revenue would be in part offset by performance allocation related compensation.
Effect on Assets Under Management
Generally, our Fee-earning assets acquiredunder management are not affected by changes in valuation. However, total assets under management is concentratedimpacted by valuation changes to net asset value. The table below shows the remaining fair value and the percentage amount classified as Level III investments as defined within the fair value standards of U.S. GAAP:
| Remaining Fair Value | Percentage Amount Classified as Level III Investments | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 113,853 | 89 | % | |||||||
Global Credit (1) | $ | 59,694 | 97 | % | |||||||
| Global Investment Solutions | $ | 43,012 | 95 | % | |||||||
(1) Comprised of approximately $33.0 billion (100% Level III Investments) in our structured credit products, $10.5 billion (96% Level III Investments) in our carry funds, $10.3 billion (89% Level III Investments) in our managed accounts/other products, and $5.9 billion (94% Level III Investments) in our direct lending products.
Exchange Rate Risk
Our investment funds hold investments that are denominated in non-U.S. dollar currencies that may be affected by movements in the rate of exchange between the U.S. dollar and non-U.S. dollar currencies. Non-U.S. dollar denominated assets and liabilities are translated at year-end rates of exchange, and the consolidated statements of operations accounts are translated at rates of exchange in effect throughout the year. Additionally, a single identifiable asset or groupportion of similar identifiable assets,our management fees are denominated in non-U.S. dollar currencies. We estimate that as of December 31, 2021, if there was a 10% decline in the assets acquired would not be considered a business. The guidance is effectiverate of exchange of all foreign currencies against the U.S. dollar, the impact on our consolidated results of operations for the Partnershipyear then ended would be as follows: (a) fund management fees would decrease by $42.8 million, (b) performance allocations would decrease by $173.6 million and (c) principal investment income would decrease by $6.2 million.
Interest Rate Risk
We have obligations under our CLO term loans that accrue interest at variable rates. Interest rate changes may therefore affect the amount of interest payments, future earnings and cash flows. The CLO term loans incur interest at EURIBOR plus an applicable rate. We do not have any interest rate swaps in place for these borrowings.
Based on January 1, 2018our debt obligations payable as of December 31, 2021, we estimate that interest expense relating to variable rates would increase by approximately $2.2 million on an annual basis in the event interest rates were to increase by one percentage point.
Credit Risk
Certain of our investment funds hold derivative instruments that contain an element of risk in the event that the counterparties are unable to meet the terms of such agreements. We minimize our risk exposure by limiting the counterparties with which we enter into contracts to banks and investment banks who meet established credit and capital guidelines. We do
156
not expect any counterparty to default on its obligations and therefore do not expect to incur any loss due to counterparty default.
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ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Report of Independent Registered Public Accounting Firm
To the Shareholders and Board of Directors of The Carlyle Group Inc.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of The Carlyle Group Inc. (the Company) as of December 31, 2021 and 2020, the related consolidated statements of operations, comprehensive income, changes in equity, and cash flows for each of the three years in the period ended December 31, 2021, and the related notes (collectively referred to as the “consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company at December 31, 2021 and 2020, and the results of its operations and its cash flows for each of the three years in the period ended December 31, 2021, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of December 31, 2021, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated February 10, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on the Company’s financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be applied prospectively, however, early adoption is permitted. This guidance will impactindependent with respect to the Partnership's analysisCompany in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current period audit of the financial statements that was communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective or complex judgments. The communication of the critical audit matter does not alter in any future acquisitions occurring afterway our opinion on the date of adoption.consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
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Measurement of principal equity method investments, including accrued performance allocations
| Description of the matter | At December 31, 2021, the carrying value of the Company’s investments totaled approximately $10.8 billion and included principal equity method investments in sponsored unconsolidated funds (collectively, the “funds” or each, a “fund”) of approximately $2.7 billion and accrued performance allocations of approximately $8.1 billion. As discussed in Notes 2 and 4 to the consolidated financial statements, a significant input to the measurement of the Company’s principal equity method investments in the funds, including accrued performance allocations, is management’s estimate of the fair value of the investments held by each fund. Management estimates the fair value of the funds’ investments, including investments in the equity of private operating companies, real estate properties and certain debt positions, by applying the methodologies outlined in Notes 2 and 4 to the consolidated financial statements and using significant unobservable inputs and assumptions. Auditing management’s estimates of the fair value of the funds’ investments, valued using significant unobservable inputs and assumptions, was complex and highly judgmental because these investments exhibit higher estimation uncertainty. | ||||
| How we addressed the matter in our audit | We obtained an understanding, evaluated the design, and tested the operating effectiveness of controls over the funds’ investment valuation process. This included management's review controls over the assessment of the methodologies, significant inputs and assumptions included in the fair value estimates, as well as management’s review around the completeness, accuracy and reasonableness of the data used in these estimates. Our audit procedures related to valuations using significant unobservable inputs included, among others, assessing whether the valuation methodologies used were appropriate and testing the mathematical accuracy of the valuation models. For a sample of investments, we obtained management’s valuation models and compared objective inputs used in the models to agreements or underlying source documents provided by the Company. We also assessed the appropriateness of the unobservable inputs and assumptions used in the fair value estimates by comparing them to underlying support or available market data and evaluating the appropriateness of any significant adjustments. Our procedures varied based on the nature of the fund investment selected for testing. For example, for certain investments in the equity of private operating companies, we assessed the appropriateness of management’s determination of public market comparable companies and similar transactions. For these selected investments, we also evaluated significant adjustments applied to the selected earnings before interest, taxes, depreciation and amortization (EBITDA) multiple or discount rate derived from the comparable companies by considering investee specific and relevant market information. For some of the selected fund investments, we independently developed fair value estimates, with the support of valuation specialists, using investee and market information and compared them to the funds’ fair value estimates. For a sample of investments that were sold during the year, we performed procedures to assess the historical reasonableness of management’s estimates. We also reviewed management’s assessment of subsequent events and transactions and considered whether they corroborated or contradicted the year-end estimates. | ||||
/s/ Ernst & Young LLP
We have served as the Company’s auditor since 2002.
Tysons, VA
February 10, 2022
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Report of Independent Registered Public Accounting Firm
To the Shareholders and Board of Directors of The Carlyle Group Inc.
Opinion on Internal Control over Financial Reporting
We have audited The Carlyle Group Inc.’s internal control over financial reporting as of December 31, 2021, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, The Carlyle Group Inc. (the Company) maintained, in all material respects, effective internal control over financial reporting as of December 31, 2021, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of December 31, 2021 and 2020, the related consolidated statements of operations, comprehensive income, changes in equity, and cash flows for each of the three years in the period ended December 31, 2021, and the related notes and our report dated February 10, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management’s Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ Ernst & Young LLP
Tysons, VA
February 10, 2022
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The Carlyle Group Inc.
Consolidated Balance Sheets
(Dollars in millions)
| December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| Assets | |||||||||||
| Cash and cash equivalents | $ | 2,469.5 | $ | 987.6 | |||||||
| Cash and cash equivalents held at Consolidated Funds | 147.8 | 148.6 | |||||||||
| Restricted cash | 5.6 | 2.0 | |||||||||
| Investments, including accrued performance allocations of $8,133.0 and $4,968.6 as of December 31, 2021 and 2020, respectively | 10,832.0 | 7,380.9 | |||||||||
| Investments of Consolidated Funds | 6,661.0 | 6,056.9 | |||||||||
| Due from affiliates and other receivables, net | 379.6 | 272.5 | |||||||||
| Due from affiliates and other receivables of Consolidated Funds, net | 138.8 | 89.1 | |||||||||
| Fixed assets, net | 143.9 | 149.2 | |||||||||
| Lease right-of-use assets, net | 361.1 | 361.1 | |||||||||
| Deposits and other | 61.7 | 51.7 | |||||||||
| Intangible assets, net | 34.9 | 48.7 | |||||||||
| Deferred tax assets | 14.5 | 96.5 | |||||||||
| Total assets | $ | 21,250.4 | $ | 15,644.8 | |||||||
| Liabilities and equity | |||||||||||
| Debt obligations | $ | 2,071.6 | $ | 1,970.9 | |||||||
| Loans payable of Consolidated Funds | 5,890.0 | 5,563.0 | |||||||||
| Accounts payable, accrued expenses and other liabilities | 379.7 | 286.3 | |||||||||
| Accrued compensation and benefits | 4,955.0 | 3,222.6 | |||||||||
| Due to affiliates | 388.1 | 436.7 | |||||||||
| Deferred revenue | 120.8 | 89.0 | |||||||||
| Deferred tax liabilities | 487.1 | 57.8 | |||||||||
| Other liabilities of Consolidated Funds | 683.9 | 556.1 | |||||||||
| Lease liabilities | 537.8 | 513.5 | |||||||||
| Accrued giveback obligations | 30.2 | 18.7 | |||||||||
| Total liabilities | 15,544.2 | 12,714.6 | |||||||||
| Commitments and contingencies | 0 | 0 | |||||||||
| Common stock, $0.01 par value, 100,000,000,000 shares authorized (355,367,876 and 353,520,576 shares issued and outstanding as of December 31, 2021 and December 31, 2020, respectively) | 3.6 | 3.5 | |||||||||
| Additional paid-in-capital | 2,717.6 | 2,546.2 | |||||||||
| Retained earnings | 2,805.3 | 348.2 | |||||||||
| Accumulated other comprehensive loss | (247.5) | (208.7) | |||||||||
| Non-controlling interests in consolidated entities | 427.2 | 241.0 | |||||||||
| Total equity | 5,706.2 | 2,930.2 | |||||||||
| Total liabilities and equity | $ | 21,250.4 | $ | 15,644.8 | |||||||
See accompanying notes.
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The Carlyle Group Inc.
Consolidated Statements of Operations
(Dollars in millions, except share and per share data)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Revenues | |||||||||||||||||
| Fund management fees | $ | 1,667.5 | $ | 1,486.0 | $ | 1,476.2 | |||||||||||
| Incentive fees | 48.8 | 37.0 | 35.9 | ||||||||||||||
| Investment income | |||||||||||||||||
| Performance allocations | 6,084.6 | 1,635.9 | 799.1 | ||||||||||||||
| Principal investment income (loss) | 637.3 | (540.7) | 769.3 | ||||||||||||||
| Total investment income | 6,721.9 | 1,095.2 | 1,568.4 | ||||||||||||||
| Interest and other income | 90.7 | 89.6 | 97.3 | ||||||||||||||
| Interest and other income of Consolidated Funds | 253.2 | 226.8 | 199.2 | ||||||||||||||
| Total revenues | 8,782.1 | 2,934.6 | 3,377.0 | ||||||||||||||
| Expenses | |||||||||||||||||
| Compensation and benefits | |||||||||||||||||
| Cash-based compensation and benefits | 908.0 | 849.6 | 833.4 | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Performance allocations and incentive fee related compensation | 2,961.0 | 779.1 | 436.7 | ||||||||||||||
| Total compensation and benefits | 4,032.1 | 1,733.7 | 1,410.1 | ||||||||||||||
| General, administrative and other expenses | 431.7 | 349.3 | 494.4 | ||||||||||||||
| Interest | 113.3 | 94.0 | 82.1 | ||||||||||||||
| Interest and other expenses of Consolidated Funds | 178.5 | 163.5 | 131.8 | ||||||||||||||
| Other non-operating expenses (income) | 1.5 | (7.2) | 1.3 | ||||||||||||||
| Total expenses | 4,757.1 | 2,333.3 | 2,119.7 | ||||||||||||||
| Other income (loss) | |||||||||||||||||
| Net investment gains (losses) of Consolidated Funds | 2.5 | (21.3) | (23.9) | ||||||||||||||
| Income before provision for income taxes | 4,027.5 | 580.0 | 1,233.4 | ||||||||||||||
| Provision for income taxes | 982.3 | 197.2 | 49.0 | ||||||||||||||
| Net income | 3,045.2 | 382.8 | 1,184.4 | ||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 70.5 | 34.6 | 36.6 | ||||||||||||||
| Net income attributable to Carlyle Holdings | 2,974.7 | 348.2 | 1,147.8 | ||||||||||||||
| Net income attributable to non-controlling interests in Carlyle Holdings | — | — | 766.9 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. | 2,974.7 | 348.2 | 380.9 | ||||||||||||||
| Net income attributable to Series A Preferred Unitholders | — | — | 19.1 | ||||||||||||||
| Series A Preferred Units redemption premium | — | — | 16.5 | ||||||||||||||
| Net income attributable to The Carlyle Group Inc. Common Stockholders | $ | 2,974.7 | $ | 348.2 | $ | 345.3 | |||||||||||
| Net income attributable to The Carlyle Group Inc. per common share (see Note 12) | |||||||||||||||||
| Basic | $ | 8.37 | $ | 0.99 | $ | 3.05 | |||||||||||
| Diluted | $ | 8.20 | $ | 0.97 | $ | 2.82 | |||||||||||
| Weighted-average common shares | |||||||||||||||||
| Basic | 355,241,653 | 350,464,315 | 113,082,733 | ||||||||||||||
| Diluted | 362,574,564 | 358,393,802 | 122,632,889 | ||||||||||||||
Substantially all revenue is earned from affiliates of the Company. See accompanying notes.
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The Carlyle Group Inc.
Consolidated Statements of Comprehensive Income
(Dollars in millions)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Net income | $ | 3,045.2 | $ | 382.8 | $ | 1,184.4 | |||||||||||
| Other comprehensive income (loss), net of tax | |||||||||||||||||
| Foreign currency translation adjustments, net of income tax (benefit) expense of $1.2, $(33.5) and $0.3 for the years ended December 31, 2021, 2020 and 2019, respectively | (56.3) | 49.6 | 10.4 | ||||||||||||||
| Unrealized gains (losses) on Fortitude available-for-sale securities, net of income tax (benefit) expense of $(5.3) and $4.4 for the years ended December 31, 2020 and 2019, respectively | — | (20.0) | 16.8 | ||||||||||||||
| Defined benefit plans | |||||||||||||||||
| Unrealized net income (loss) for the period, net of income tax (benefit) expense of $2.9, $(2.3) and $(2.3) for the years ended December 31, 2021, 2020 and 2019, respectively | 9.5 | (9.0) | (6.7) | ||||||||||||||
| Less: reclassification adjustment for unrecognized gain during the period included in base compensation expense, net of income tax (benefit) expense of $0.7, $0.6 and $0.4 for the years ended December 31, 2021, 2020 and 2019, respectively | 2.1 | 1.8 | 1.0 | ||||||||||||||
| Other comprehensive income (loss) | (44.7) | 22.4 | 21.5 | ||||||||||||||
| Comprehensive income | 3,000.5 | 405.2 | 1,205.9 | ||||||||||||||
| Comprehensive income attributable to non-controlling interests in consolidated entities | 64.6 | 37.6 | 47.5 | ||||||||||||||
| Comprehensive income attributable to Carlyle Holdings | 2,935.9 | 367.6 | 1,158.4 | ||||||||||||||
| Comprehensive income attributable to non-controlling interests in Carlyle Holdings | — | — | 774.1 | ||||||||||||||
| Comprehensive income attributable to The Carlyle Group Inc. | $ | 2,935.9 | $ | 367.6 | $ | 384.3 | |||||||||||
See accompanying notes.
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The Carlyle Group Inc.
Consolidated Statements of Changes in Equity
(Dollars and shares in millions)
| Common Units | Common Shares | Preferred Equity | Partners’ Capital | Common Stock | Additional Paid-in-Capital | Retained Earnings (Deficit) | Accumulated Other Comprehensive Income (Loss) | Non-controlling Interests in Consolidated Entities | Non- controlling Interests in Carlyle Holdings | Total Equity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2018 | 107.7 | — | $ | 387.5 | $ | 673.4 | $ | — | $ | — | $ | — | $ | (83.3) | $ | 324.2 | $ | 1,534.5 | $ | 2,836.3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reallocation of ownership interests in Carlyle Holdings | — | — | — | 64.3 | — | — | — | (4.1) | — | (60.2) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Exchange of Carlyle Holdings units for common units | 1.7 | — | — | 15.4 | — | — | — | (1.2) | — | (14.2) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Units repurchased | (1.6) | — | — | (34.5) | — | — | — | — | — | — | (34.5) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deferred tax effects resulting from acquisition of interests in Carlyle Holdings | — | — | — | 1.0 | — | — | — | — | — | — | 1.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | — | — | 46.8 | — | — | — | — | — | 97.1 | 143.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Issuances of common units for equity-based awards | 10.0 | — | — | — | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | — | — | — | 57.8 | — | 57.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | (17.7) | (154.9) | — | — | — | — | (84.8) | (313.3) | (570.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | 35.6 | 345.3 | — | — | — | — | 36.6 | 766.9 | 1,184.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Redemption of Preferred Units (see Note 14) | — | — | (405.4) | — | — | — | — | — | — | — | (405.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deconsolidation of a Consolidated Entity | — | — | — | — | — | — | — | — | (11.2) | — | (11.2) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Cumulative effect adjustment upon adoption of ASU 2016-2 | — | — | — | (0.2) | — | — | — | — | — | (0.5) | (0.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | — | — | — | (0.1) | 10.9 | (0.4) | 10.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Unrealized gains on Fortitude available-for-sale securities | — | — | — | — | — | — | — | 5.5 | — | 11.3 | 16.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | — | — | — | (2.0) | — | (3.7) | (5.7) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deferred consideration for Carlyle Holdings Units, net of tax (see Note 10) | — | — | — | (252.8) | — | — | — | — | — | — | (252.8) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2019 | 117.8 | — | $ | — | $ | 703.8 | $ | — | $ | — | $ | — | $ | (85.2) | $ | 333.5 | $ | 2,017.5 | $ | 2,969.6 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reclassification resulting from Conversion - Partners' Capital | (117.8) | 117.8 | — | (703.8) | 1.2 | 702.6 | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reclassification resulting from Conversion - Non-controlling Interest in Carlyle Holdings | — | 229.4 | — | — | 2.3 | 2,180.9 | — | (165.7) | — | (2,017.5) | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares repurchased | — | (1.1) | — | — | — | (26.4) | — | — | — | — | (26.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Tax effects resulting from Conversion | — | — | — | — | — | (62.9) | — | 22.8 | — | — | (40.1) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | — | — | — | — | 113.4 | — | — | — | — | 113.4 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for equity-based awards | — | 7.4 | — | — | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | — | — | — | 210.0 | 210.0 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | — | — | — | (351.3) | — | — | (77.8) | — | (429.1) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | — | — | — | — | 348.2 | — | 34.6 | — | 382.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Deconsolidation of Consolidated Entities | — | — | — | — | — | (10.1) | — | — | (262.3) | — | (272.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | — | — | — | 46.6 | 3.0 | — | 49.6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Unrealized loss on Fortitude available-for-sale securities | — | — | — | — | — | — | — | (20.0) | — | — | (20.0) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | — | — | — | (7.2) | — | — | (7.2) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2020 | — | 353.5 | $ | — | $ | — | $ | 3.5 | $ | 2,546.2 | $ | 348.2 | $ | (208.7) | $ | 241.0 | $ | — | $ | 2,930.2 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Consolidated Statements of Changes in Equity
(Dollars and shares in millions)
| Common Shares | Common Stock | Additional Paid-in-Capital | Retained Earnings (Deficit) | Accumulated Other Comprehensive Income (Loss) | Non-controlling Interests in Consolidated Entities | Total Equity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2020 | 353.5 | $ | 3.5 | $ | 2,546.2 | $ | 348.2 | $ | (208.7) | $ | 241.0 | $ | 2,930.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares repurchased | (3.2) | — | — | (161.8) | — | — | (161.8) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-based compensation | — | 0.1 | 166.6 | — | — | — | 166.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for equity-based awards | 5.0 | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Shares issued for carry distributed in shares program | 0.1 | — | 4.8 | — | — | — | 4.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Contributions | — | — | — | — | — | 216.2 | 216.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Distributions | — | — | — | (355.8) | — | (94.6) | (450.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income | — | — | — | 2,974.7 | — | 70.5 | 3,045.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Currency translation adjustments | — | — | — | — | (50.4) | (5.9) | (56.3) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Defined benefit plans, net | — | — | — | — | 11.6 | — | 11.6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at December 31, 2021 | 355.4 | $ | 3.6 | $ | 2,717.6 | $ | 2,805.3 | $ | (247.5) | $ | 427.2 | $ | 5,706.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
See accompanying notes.
164
The Carlyle Group L.P.Inc.
Consolidated Statements of Cash Flows
(Dollars in millions)
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Cash flows from operating activities | |||||||||||||||||
| Net income | $ | 3,045.2 | $ | 382.8 | $ | 1,184.4 | |||||||||||
| Adjustments to reconcile net income to net cash flows from operating activities: | |||||||||||||||||
| Depreciation and amortization | 52.0 | 52.1 | 65.6 | ||||||||||||||
| Right-of-use asset impairment, net of broker fees | 24.8 | — | — | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Non-cash performance allocations and incentive fees | (1,670.7) | (631.8) | (271.8) | ||||||||||||||
| Non-cash principal investment (income) loss | (618.5) | 534.4 | (673.1) | ||||||||||||||
| Other non-cash amounts | 29.1 | (2.9) | 24.8 | ||||||||||||||
| Consolidated Funds related: | |||||||||||||||||
| Realized/unrealized (gain) loss on investments of Consolidated Funds | (76.6) | 29.1 | 18.9 | ||||||||||||||
| Realized/unrealized (gain) loss from loans payable of Consolidated Funds | 74.1 | (7.8) | 5.0 | ||||||||||||||
| Purchases of investments by Consolidated Funds | (5,407.0) | (3,140.0) | (2,239.2) | ||||||||||||||
| Proceeds from sale and settlements of investments by Consolidated Funds | 4,888.7 | 2,013.8 | 2,112.7 | ||||||||||||||
| Non-cash interest income, net | (11.8) | (8.1) | (3.8) | ||||||||||||||
| Change in cash and cash equivalents held at Consolidated Funds | 30.3 | 13.9 | 50.9 | ||||||||||||||
| Change in other receivables held at Consolidated Funds | (45.7) | (5.4) | 61.8 | ||||||||||||||
| Change in other liabilities held at Consolidated Funds | 115.6 | 220.9 | (229.2) | ||||||||||||||
| Other non-cash amounts of Consolidated Funds | — | 0.5 | (0.1) | ||||||||||||||
| Purchases of investments | (276.7) | (271.3) | (312.4) | ||||||||||||||
| Purchase of investment in Fortitude Re | — | (79.6) | — | ||||||||||||||
| Proceeds from the sale of investments | 668.4 | 307.5 | 389.2 | ||||||||||||||
| Payments of contingent consideration | (48.0) | — | — | ||||||||||||||
| Changes in deferred taxes, net | 508.4 | 134.5 | 13.9 | ||||||||||||||
| Change in due from affiliates and other receivables | (25.7) | 1.9 | 49.2 | ||||||||||||||
| Change in deposits and other | (12.5) | (2.0) | (6.0) | ||||||||||||||
| Change in accounts payable, accrued expenses and other liabilities | 105.7 | (4.0) | (43.7) | ||||||||||||||
| Change in accrued compensation and benefits | 239.0 | 210.1 | 51.6 | ||||||||||||||
| Change in due to affiliates | 0.2 | (29.2) | 24.7 | ||||||||||||||
| Change in lease right-of-use assets and lease liabilities | 4.5 | (9.8) | (16.9) | ||||||||||||||
| Change in deferred revenue | 35.1 | 16.2 | (37.9) | ||||||||||||||
| Net cash provided by (used in) operating activities | 1,791.0 | (169.2) | 358.6 | ||||||||||||||
| Cash flows from investing activities | |||||||||||||||||
| Purchases of fixed assets, net | (41.4) | (61.2) | (27.8) | ||||||||||||||
| Proceeds from sale of MRE, net of cash sold | 5.9 | — | — | ||||||||||||||
| Proceeds from sale of Brazil management entity, net of cash sold | 3.3 | — | — | ||||||||||||||
| Net cash used in investing activities | (32.2) | (61.2) | (27.8) | ||||||||||||||
| Cash flows from financing activities | |||||||||||||||||
| Borrowings under credit facilities | 70.0 | 294.1 | 92.7 | ||||||||||||||
| Repayments under credit facilities | (70.0) | (329.9) | (56.9) | ||||||||||||||
| Issuance of 3.500% senior notes due 2029, net of financing costs | — | — | 420.6 | ||||||||||||||
| Issuance of 4.625% subordinated notes due 2061, net of financing costs | 484.1 | — | — | ||||||||||||||
| Repurchase of 3.875% senior notes due 2023 | (259.9) | — | — | ||||||||||||||
| Repayment of term loan | — | — | (25.0) | ||||||||||||||
| Proceeds from debt obligations, net of financing costs | 111.7 | 20.5 | 41.0 | ||||||||||||||
| Payments on debt obligations | (232.5) | (3.8) | (45.2) | ||||||||||||||
| Net borrowings on loans payable of Consolidated Funds | 182.9 | 704.1 | 224.8 | ||||||||||||||
| Payments of contingent consideration | (0.1) | (0.3) | (0.2) | ||||||||||||||
| Redemption of Preferred Units | — | — | (405.4) | ||||||||||||||
| Dividends to common stockholders | (355.8) | (351.3) | (154.9) | ||||||||||||||
| Distributions to preferred unitholders | — | — | (17.7) | ||||||||||||||
| Distributions to non-controlling interest holders in Carlyle Holdings | — | — | (313.3) | ||||||||||||||
| Payment of deferred consideration for Carlyle Holdings units | (68.8) | (68.8) | — | ||||||||||||||
| Contributions from non-controlling interest holders | 216.2 | 210.0 | 57.8 | ||||||||||||||
| Distributions to non-controlling interest holders | (94.6) | (77.8) | (62.4) | ||||||||||||||
| Common shares issued for carry distributed in shares program | 4.8 | — | — | ||||||||||||||
| Common shares repurchased | (161.8) | (26.4) | (34.5) | ||||||||||||||
| Change in due to/from affiliates financing activities | (68.7) | 0.7 | 129.4 | ||||||||||||||
| Change in due to/from affiliates and other receivables of Consolidated Funds | — | (0.8) | — | ||||||||||||||
| Net cash (used in) provided by financing activities | (242.5) | 370.3 | (149.2) | ||||||||||||||
| Effect of foreign exchange rate changes | (30.8) | 21.7 | 8.1 | ||||||||||||||
| Increase in cash, cash equivalents and restricted cash | 1,485.5 | 161.6 | 189.7 | ||||||||||||||
| Cash, cash equivalents and restricted cash, beginning of period | 989.6 | 828.0 | 638.3 | ||||||||||||||
| Cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
| Supplemental cash disclosures | |||||||||||||||||
| Cash paid for interest | $ | 92.7 | $ | 80.1 | $ | 63.4 | |||||||||||
| Cash paid for income taxes | $ | 402.6 | $ | 35.4 | $ | 30.5 | |||||||||||
| Supplemental non-cash disclosures | |||||||||||||||||
| Tax effects from the conversion to a Corporation recorded in equity | $ | — | $ | 40.1 | $ | — | |||||||||||
| Net increase in partners’ capital and accumulated other comprehensive income related to reallocation of ownership interest in Carlyle Holdings | $ | — | $ | — | $ | 60.2 | |||||||||||
| Net decrease to partners’ capital from deferred consideration for Carlyle Holdings units, net of tax (see Note 10) | $ | — | $ | — | $ | (252.8) | |||||||||||
| Net asset impact of deconsolidation of Consolidated Funds | $ | (34.4) | $ | (253.6) | $ | (24.3) | |||||||||||
| Non-cash distributions to non-controlling interest holders | $ | — | $ | — | $ | (22.4) | |||||||||||
| Tax effect from acquisition of Carlyle Holdings partnership units: | |||||||||||||||||
| Deferred tax asset | $ | — | $ | — | $ | 6.4 | |||||||||||
| Tax receivable agreement liability | $ | — | $ | — | $ | 5.4 | |||||||||||
| Total partners’ capital | $ | — | $ | — | $ | 1.0 | |||||||||||
| Reconciliation of cash, cash equivalents and restricted cash, end of period: | |||||||||||||||||
| Cash and cash equivalents | $ | 2,469.5 | $ | 987.6 | $ | 793.4 | |||||||||||
| Restricted cash | 5.6 | 2.0 | 34.6 | ||||||||||||||
| Total cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
| Cash and cash equivalents held at Consolidated Funds | $ | 147.8 | $ | 148.6 | $ | 122.4 | |||||||||||
See accompanying notes.
165
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
1. Organization and Basis of Presentation
Prior to the Conversion, the Company recorded significant non-controlling interests in Carlyle Holdings I L.P., Carlyle Holdings II L.P. and Carlyle Holdings III L.P. (collectively, “Carlyle Holdings”), the holdings partnerships through which the Company and senior Carlyle professionals and other holders of Carlyle Holdings partnership units owned their respective interests in the business. In the Conversion, the limited partners of the Carlyle Holdings partnerships exchanged their Carlyle Holdings partnership units for an equivalent number of shares of common stock of The Carlyle Group Inc. As a prospective transition method. Early adoption is permitted.result, in periods following the Conversion, the consolidated balance sheet and statement of operations of The PartnershipCarlyle Group Inc. does not expectreflect any non-controlling interests in Carlyle Holdings, and net income (loss) attributable to Carlyle Holdings refers to the impactnet income (loss) of this guidanceThe Carlyle Group Inc. and its consolidated subsidiaries, net of non-controlling interests in consolidated entities. Additionally, at the time of the exchange, certain senior Carlyle professionals and certain of the other former limited partners of Carlyle Holdings who became holders of shares of common stock in connection with the Conversion were generally required to be material.grant an irrevocable proxy to Carlyle Group Management L.L.C., which is wholly owned by the Company’s founders and other senior Carlyle professionals. As a result, the Company was a “controlled company” and qualified for exceptions from certain corporate governance and other requirements of the rules of The Nasdaq Global Select Market (“Nasdaq”). As of August 5, 2021, the Company no longer qualifies as a “controlled company” under the Nasdaq rules.
Carlyle is one of the world’s largest global investment firms that deploys private capital across its business through 3 reportable segments: Global Private Equity, Global Credit and Global Investment Solutions (see Note 15). In the Global Private Equity segment, Carlyle advises buyout, growth, real estate and natural resources funds. The primary areas of focus for the Global Credit segment are liquid credit, illiquid credit, real assets credit, and other credit such as insurance solutions and loan syndication and capital markets. The Global Investment Solutions segment provides investment opportunities and resources for investors and clients through fund of funds, secondary purchases of existing portfolios, and managed co-investment programs. Carlyle typically serves as the general partner, investment manager or collateral manager, making day-to-day investment decisions concerning the assets of these products.
On August 31, 2021, the Company sold 100% of expected credit losses that have taken place duringits interest in its local Brazilian management entity and entered into a sub-advisory agreement with the period. This provisionacquiring company, which will provide advisory services with respect to Carlyle’s Brazilian portfolio. The Company recorded a loss on the sale and related transaction costs of $4.7 million, which is included in other non-operating expenses (income) on the consolidated statements of operations, as well as a foreign currency translation loss of $14.7 million related to amounts previously recorded in accumulated other comprehensive income, which is primarily included in general, administrative and other expenses on the consolidated statements of operations. These amounts are excluded from the Company’s segment reporting.
Basis of Presentation
The accompanying financial statements include the accounts of the guidance requires a modified retrospective transition methodCompany and will result in a cumulative-effect adjustment in retained earnings upon adoption. This guidance is effective forits consolidated subsidiaries. In addition, certain Carlyle-affiliated funds, related co-investment entities and certain CLOs managed by the Partnership on January 1, 2020 and early adoption is permitted. The Partnership is currently assessingCompany (collectively the potential impact of this guidance.
166
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
Principles of Consolidation
The Company consolidates all entities that it controls either through a majority voting interest or as the primary beneficiary of variable interest entities (“VIEs”).
The Company evaluates (1) whether it holds a variable interest in an entity, (2) whether the entity is a VIE, and ASU 2016-2(3) whether the Company’s involvement would make it the primary beneficiary. In evaluating whether the Company holds a variable interest, fees (including management fees, incentive fees and performance allocations) that are customary and commensurate with the level of services provided, and where the Company does not hold other economic interests in the entity that would absorb more than an insignificant amount of the expected losses or returns of the entity, are not considered variable interests. The Company considers all economic interests, including indirect interests, to determine if a fee is considered a variable interest.
For those entities where the Company holds a variable interest, the Company determines whether each of these entities qualifies as a VIE and, if so, whether or not the Company is the primary beneficiary. The assessment of whether the entity is a VIE is generally performed qualitatively, which requires judgment. These judgments include: (a) determining whether the guidanceequity investment at risk is sufficient to permit the entity to finance its activities without additional subordinated financial support, (b) evaluating whether the equity holders, as a group, can make decisions that have a significant effect on the economic performance of the entity, (c) determining whether two or more parties’ equity interests should be aggregated, and (d) determining whether the equity investors have proportionate voting rights to their obligations to absorb losses or rights to receive returns from an entity.
For entities that are determined to be applied usingVIEs, the Company consolidates those entities where it has concluded it is the primary beneficiary. The primary beneficiary is defined as the variable interest holder with (a) the power to direct the activities of a modified retrospective method. Early adoptionVIE that most significantly impact the entity’s economic performance and (b) the obligation to absorb losses of the entity or the right to receive benefits from the entity that could potentially be significant to the VIE. In evaluating whether the Company is permitted. The Partnership is currently assessing the potential impactprimary beneficiary, the Company evaluates its economic interests in the entity held either directly or indirectly by the Company.
As of this guidance, however, the Partnership's totalDecember 31, 2021, assets and total liabilities on itsof the consolidated VIEs reflected in the consolidated balance sheet will increase upon adoptionsheets were $6.9 billion and $6.6 billion, respectively. Except to the extent of this guidance.the consolidated assets of the VIEs, the holders of the consolidated VIEs’ liabilities generally do not have recourse to the Company.
Substantially all of the Company’s Consolidated Funds are CLOs, which are VIEs that issue loans payable that are backed by diversified collateral asset portfolios consisting primarily of loans or structured debt. In exchange for managing the collateral for the CLOs, the Company earns investment management fees, including in some cases subordinated management fees and contingent incentive fees. In cases where the Company consolidates the CLOs (primarily because of a retained interest that is significant to the CLO), those management fees have been eliminated as intercompany transactions. As of December 31, 2021, the Company held $164.2 million of investments in these CLOs which represents its maximum risk of loss. The FASBCompany’s investments in these CLOs are generally subordinated to other interests in the entities and entitle the Company to receive a pro rata portion of the residual cash flows, if any, from the entities. Investors in the CLOs have no recourse against the Company for any losses sustained in the CLO structure.
Entities that do not qualify as VIEs are generally assessed for consolidation as voting interest entities. Under the voting interest entity model, the Company consolidates those entities it controls through a majority voting interest.
All significant inter-entity transactions and balances of entities consolidated have been eliminated.
Investments in Unconsolidated Variable Interest Entities
The Company holds variable interests in certain VIEs that are not consolidated because the Company is not the primary beneficiary, including its investments in certain CLOs, certain AlpInvest vehicles and strategic investment in NGP Management Company, L.L.C. (“NGP Management” and, together with its affiliates, “NGP”). Refer to Note 4 for information on the strategic investment in NGP. The Company’s involvement with such entities is in the form of direct or indirect equity
167
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
interests and fee arrangements. The maximum exposure to loss represents the loss of assets recognized by the Company relating to its variable interests in these unconsolidated entities. The assets recognized in the Company’s consolidated balance sheets related to the Company’s variable interests in these non-consolidated VIEs were as follows:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Investments | $ | 901.9 | $ | 988.6 | |||||||
| Accrued performance allocations | 368.7 | 177.1 | |||||||||
| Management fee receivables | 27.2 | 26.5 | |||||||||
| Total | $ | 1,297.8 | $ | 1,192.2 | |||||||
These amounts represent the Company’s maximum exposure to loss related to the unconsolidated VIEs as of December 31, 2021 and 2020.
Basis of Accounting
The accompanying financial statements are prepared in accordance with U.S. GAAP. Management has determined that the Company’s Funds are investment companies under U.S. GAAP for the purposes of financial reporting. U.S. GAAP for an investment company requires investments to be recorded at estimated fair value and the unrealized gains and/or losses in an investment’s fair value are recognized on a current basis in the statements of operations. Additionally, the Funds do not consolidate their majority-owned and controlled investments (the “Portfolio Companies”). In the preparation of these consolidated financial statements, the Company has retained the specialized accounting for the Funds.
All of the investments held and notes issued ASU 2014-9, by the Consolidated Funds are presented at their estimated fair values in the Company’s consolidated balance sheets. Interest and other income of the Consolidated Funds as well as interest expense and other expenses of the Consolidated Funds are included in the Company’s consolidated statements of operations.
Use of Estimates
The preparation of financial statements in conformity with U.S. GAAP requires management to make assumptions and estimates that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Management’s estimates are based on historical experiences and other factors, including expectations of future events that management believes to be reasonable under the circumstances. It also requires management to exercise judgment in the process of applying the Company’s accounting policies. Assumptions and estimates regarding the valuation of investments and their resulting impact on performance allocations involve a higher degree of judgment and complexity and these assumptions and estimates may be significant to the consolidated financial statements and the resulting impact on performance allocations and incentive fees. Actual results could differ from these estimates and such differences could be material.
Business Combinations
The Company accounts for business combinations using the acquisition method of accounting, under which the purchase price of the acquisition is allocated to the assets acquired and liabilities assumed using the fair values determined by management as of the acquisition date. Contingent consideration obligations that are elements of consideration transferred are recognized as of the acquisition date as part of the fair value transferred in exchange for the acquired business. Acquisition-related costs incurred in connection with a business combination are expensed as incurred.
Revenue Recognition
The Company recognizes revenue in accordance with ASC 606,Revenue from Contracts with Customers (Topic 606) (“ASU 2014-9”) in May 2014 and subsequently issued several amendments to the standard. ASU 2014-9, and related amendments, provide comprehensive guidance for recognizing revenue from contracts with customers. Entities will be able to recognize revenue. Revenue is recognized when the entityCompany transfers promised goods or services to customers in an amount that reflects the consideration to which the entityCompany expects to be entitled to in exchange for those goods or services. The guidanceASC 606 includes a five-step framework that requires an entity to: (i) identify the contract(s) with a customer, which includes assessing the collectability of the consideration to which it will be entitled in exchange for the goods or services transferred to the customer, (ii) identify the performance obligations in the contract, (iii) determine the transaction price, (iv) allocate the transaction price to the performance obligations in the contract, and (v) recognize revenue when the entity satisfies a performance obligation.
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Notes to the related amendments, is effectiveConsolidated Financial Statements
The Company accounts for the Partnership beginning on January 1, 2018, and the Partnership adopted this guidance on that date.
While the determination of who is the customer in a contractual arrangement will be made on a contract-by-contract basis, the Partnership expects that the customer will generally be the investment fund for ourthe Company’s significant management and advisory contracts. Also,The customer determination impacts the Company’s analysis of the accounting for contract costs.
Fund Management Fees
The Company provides management services to funds in which it holds a general partner interest or has a management agreement. The Company considers the performance obligations in its contracts with its funds to be the promise to provide (or to arrange for third parties to provide) investment management services related to the management, policies and operations of the funds.
As it relates to the Company’s performance obligation to provide investment management services, the Company typically satisfies this performance obligation over time as the services are rendered, since the funds simultaneously receive and consume the benefits provided as the Company performs the service. The transaction price is the amount of consideration to which the Company expects to be entitled in exchange for transferring the promised services to the funds. Management fees earned from each investment management contract over the contract life represent variable consideration because the consideration the Company is entitled to varies based on fluctuations in the basis for the management fee, for example fund net asset value (“NAV”) or assets under management (“AUM”). Given that the management fee basis is susceptible to market factors outside of the Company’s influence, management fees are constrained and, therefore, estimates of future period management fees are generally not included in the transaction price. Revenue recognized for the investment management services provided is generally the amount determined at the end of the period because that is when the uncertainty for that period is resolved.
For closed-end carry funds in the Global Private Equity and Global Credit segments, management fees generally range from 1.0% to 2.0% of commitments during the fund’s investment period based on limited partners’ capital commitments to the funds. Following the expiration or termination of the investment period, management fees generally are based on the lower of cost or fair value of invested capital and the rate charged may also be reduced. These terms may vary for separately managed accounts, longer-dated carry funds, and other closed-end funds. The Company will receive management fees during a specified period of time, which is generally ten years from the initial closing date, or, in some instances, from the final closing date, but such termination date may be earlier in certain costs incurredlimited circumstances or later if extended for successive one year periods, typically up to a maximum of two years. Depending upon the contracted terms of investment advisory or investment management and related agreements, these fees are generally called semi-annually in advance and are recognized as earned over the subsequent six month period. For certain longer-dated carry funds and certain other closed-end funds, management fees are called quarterly over the life of the funds.
Within the Global Credit segment, for CLOs and other structured products, management fees generally range from 0.4% to 0.5% based on the total par amount of assets or the aggregate principal amount of the notes in the CLO and are due quarterly based on the terms and recognized over the respective period. Management fees for the CLOs and other structured products are governed by indentures and collateral management agreements. The Company will receive management fees for the CLOs until redemption of the securities issued by the CLOs, which is generally five to ten years after issuance. Management fees for the business development companies are due quarterly in arrears at annual rates that range from 1.25% of invested capital to 1.5% of gross assets, excluding cash and cash equivalents. Management fees for the Interval Fund are due
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monthly in arrears at the annual rate of 1.0% of the month-end value of the Interval Fund’s net assets. Carlyle Aviation Partners’ funds have varying management fee arrangements depending on the strategy of the particular fund.
Management fees for the Company’s carry fund vehicles in the Global Investment Solutions segment generally range from 0.25% to 1.0% on the vehicle’s capital commitments during the commitment fee period of the relevant fund. Following the expiration of the commitment fee period of such funds, the management fees generally range from 0.25% to 1.0% on (i) the net invested capital; (ii) the lower of cost or net asset value of the capital invested, or (iii) the net asset value for unrealized investments. Management fees for the Global Investment Solutions carry fund vehicles are generally due quarterly and recognized over the related quarter.
As of December 31, 2021 and 2020, management fee receivables, net of allowances for credit losses, were $164.5 million and $102.7 million, respectively, and are included in due from affiliates and other receivables, net, in the consolidated balance sheets.
The Company also provides transaction advisory and portfolio advisory services to the portfolio companies, and where covered by separate contractual agreements, recognizes fees for these services when the performance obligation has been satisfied and collection is reasonably assured. The Company also recognizes underwriting fees from the Company’s loan syndication and capital markets business, Carlyle Global Capital Markets. Fund management fees includes transaction and portfolio advisory fees and capital markets fees of $90.7 million, $50.8 million and $49.1 million for the years ended December 31, 2021, 2020 and 2019, respectively, net of any offsets as defined in the respective partnership agreements.
Fund management fees exclude the reimbursement of any partnership expenses paid by the Company on behalf of the Carlyle funds pursuant to the limited partnership agreements, including amounts related to the pursuit of actual, proposed, or unconsummated investments, professional fees, expenses associated with the acquisition, holding and disposition of investments, and other fund administrative expenses. For the professional fees that the Company arranges for the investment funds, the Company concluded that the nature of its promise is to arrange for the services to be provided and it does not control the services provided by third parties before they are transferred to the customer. Therefore, the Company concluded it is acting in the capacity of an agent. Accordingly, the reimbursement for these professional fees paid on behalf of the investment funds is presented on a net basis in general, administrative and other expenses in the consolidated statements of operations.
The Company also incurs certain costs, primarily employee travel and entertainment costs, that were previouslyemployee compensation and systems costs, for which it receives reimbursement from the investment funds in connection with its performance obligation to provide investment and management services. For reimbursable travel, compensation and systems costs, the Company concluded it controls the services provided by its employees and the resources used to develop applicable systems before they are transferred to the customer and therefore is a principal. Accordingly, the reimbursement for these costs incurred by the Company to manage the fund limited partnerships are presented neton a gross basis in ourinterest and other income in the consolidated statements of operations and the expense in general, administrative and other expenses or cash-based compensation and benefits expenses in the consolidated statements of operations.
Incentive Fees
In connection with management contracts from certain of its Global Credit funds, the Company is also entitled to receive performance-based incentive fees when the return on assets under management exceeds certain benchmark returns or other performance targets. In such arrangements, incentive fees are recognized when the performance benchmark has been achieved. Incentive fees are variable consideration because they are contingent upon the investment vehicle achieving stipulated investment return hurdles. Investment returns are highly susceptible to market factors outside of the Company’s influence. Accordingly, incentive fees are constrained until all uncertainty is resolved. Estimates of future period incentive fees are generally not included in the transaction price because these estimates are constrained. The transaction price for incentive fees is generally the amount determined at the end of each accounting period to which they relate because that is when the uncertainty for that period is resolved, as these fees are not subject to clawback.
Investment Income (Loss), including Performance Allocations
Investment income (loss) represents the unrealized and realized gains and losses resulting from the Company’s equity method investments, including any associated general partner performance allocations, and other principal investments, including CLOs.
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General partner performance allocations consist of the allocation of profits from certain of the funds to which the Company is entitled (commonly known as carried interest). For closed-end carry funds in the Global Private Equity and Global Credit segments, the Company is generally entitled to a 20% allocation (or approximately 2% to 12.5% for most of the Global Investment Solutions segment carry fund vehicles) of the net realized income or gain as a carried interest after returning the invested capital, the allocation of preferred returns of generally 7% to 9% and return of certain fund costs (generally subject to catch-up provisions as set forth in the fund limited partnership agreement). These terms may vary on longer-dated funds, certain credit funds, and external co-investment vehicles. Carried interest is recognized upon appreciation of the funds’ investment values above certain return hurdles set forth in each respective partnership agreement. The Company recognizes revenues attributable to performance allocations based upon the amount that would be due pursuant to the fund partnership agreement at each period end as if the funds were terminated at that date. Accordingly, the amount recognized as investment income for performance allocations reflects the Company’s share of the gains and losses of the associated funds’ underlying investments measured at their then-current fair values relative to the fair values as of the end of the prior period. Because of the inherent uncertainty, these estimated values may differ significantly from the values that would have been used had a ready market for the investments existed, and it is reasonably possible that the difference could be material.
Carried interest is ultimately realized when: (i) an underlying investment is profitably disposed of, (ii) certain costs borne by the limited partner investors have been reimbursed, (iii) the fund’s cumulative returns are in excess of the preferred return and (iv) the Company has decided to collect carry rather than return additional capital to limited partner investors. Realized carried interest may be required to be returned by the Company in future periods if the fund’s investment values decline below certain levels. When the fair value of a fund’s investments remains constant or falls below certain return hurdles, previously recognized performance allocations are reversed. In all cases, each fund is considered separately in this regard, and for a given fund, performance allocations can never be negative over the life of a fund. If upon a hypothetical liquidation of a fund’s investments at their then current fair values, previously recognized and distributed carried interest would be required to be returned, a liability is established for the potential giveback obligation. As of December 31, 2021 and 2020, the Company has accrued $30.2 million and $18.7 million, respectively, for giveback obligations.
Principal investment income (loss) is realized when the Company redeems all or a portion of its investment or when the Company receives or is due cash income, such as dividends or distributions. Unrealized principal investment income (loss) results from the Company’s proportionate share of the investee’s unrealized earnings, including changes in the fair value of the underlying investment, as well as the reversal of unrealized gain (loss) at the time an investment is realized. Principal investment income (loss) also includes the Company’s allocation of earnings from its investment in Fortitude through June 2, 2020 (see Note 4). As it relates to the Company’s investments in NGP (see Note 4), principal investment income includes the related amortization of the basis difference between the Company’s carrying value of its investment and the Company’s share of underlying net assets of the investee, as well as the compensation expense associated with compensatory arrangements provided by the Company to employees of its equity method investee.
Interest Income
Interest income is recognized when earned. For debt securities representing non-investment grade beneficial interests in securitizations, the effective yield is determined based on the estimated cash flows of the security. Changes in the effective yield of these securities due to changes in estimated cash flows are recognized on a prospective basis as adjustments to interest income in future periods. Interest income earned by the Company is included in interest and other income in the accompanying consolidated statements of operations. Interest income of the Consolidated Funds was $231.3 million, $211.6 million and $192.3 million for the years ended December 31, 2021, 2020 and 2019, respectively, and is included in interest and other income of Consolidated Funds in the accompanying consolidated statements of operations.
Credit Losses
Under ASU 2016-13, the Company is required to measure all expected credit losses for financial assets held at the reporting date based on historical experience, current conditions, and reasonable and supportable forecasts. The Company assesses the collection risk characteristics of the outstanding amounts in its due from affiliates balance into the following pools of receivables:
•Reimbursable fund expenses receivables,
•Management fee receivables,
•Incentive fee receivables,
•Transaction fee receivables,
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•Portfolio fee receivables, and
•Notes receivable.
The Company generally utilizes either historical credit loss information or discounted cash flows to calculate expected credit losses for each pool. The Company’s receivables are predominantly with its investment funds, which have low risk of credit loss based on the Company’s historical experience. Historical credit loss data may be adjusted for current conditions and reasonable and supportable forecasts, including the Company’s expectation of near-term realization based on the liquidity of the affiliated investment funds.
Compensation and Benefits
Cash-based Compensation and Benefits – Cash-based compensation and benefits includes salaries, bonuses (discretionary awards and guaranteed amounts), performance payment arrangements and benefits paid and payable to Carlyle employees. Bonuses are accrued over the service period to which they relate.
Equity-Based Compensation – Compensation expense relating to the issuance of equity-based awards is measured at fair value on the grant date. The compensation expense for awards that vest over a future service period is recognized over the relevant service period on a straight-line basis. The compensation expense for awards that do not require future service is recognized immediately. Cash settled equity-based awards are classified as liabilities and are re-measured at the end of each reporting period. The compensation expense for awards that contain performance conditions is recognized when it is probable that the performance conditions will be presentedachieved; in certain instances, such compensation expense may be recognized prior to the grant date of the award. The compensation expense for awards that contain market conditions is based on a grant-date fair value that factors in the probability that the market conditions will be achieved and is recognized over the requisite service period on a straight-line basis.
Equity-based awards issued to non-employees are generally recognized as general, administrative and other expenses, except to the extent they are recognized as part of the Company’s equity method earnings because they are issued to employees of equity method investees.
The Company recognizes equity-based award forfeitures in the period they occur as a reversal of previously recognized compensation expense. The reduction in compensation expense is determined based on the specific awards forfeited during that period. Furthermore, the Company recognizes all excess tax benefits and deficiencies as income tax benefit or expense in the consolidated statements of operations.
Performance Allocations and Incentive Fee Related Compensation – A portion of the performance allocations and incentive fees earned is due to employees and advisors of the Company. These amounts are accounted for as compensation expense in conjunction with the recognition of the related performance allocations and incentive fee revenue and, until paid, are recognized as a component of the accrued compensation and benefits liability. Accordingly, upon a reversal of performance allocations or incentive fee revenue, the related compensation expense, if any, is also reversed. As of December 31, 2021 and 2020, the Company had recorded a liability of $4.1 billion and $2.5 billion, respectively, related to the portion of accrued performance allocations and incentive fees due to employees and advisors, respectively, which was included in accrued compensation and benefits in the accompanying consolidated balance sheets.
In October 2021, the Company commenced a program under which, at the Company’s discretion, up to 20% of the realized performance allocation related compensation over a threshold amount may be distributed in fully vested newly issued shares of the Company’s common stock. These shares are accounted for as performance allocations and incentive fee related compensation and do not result in incremental compensation expense.
Income Taxes
The Carlyle Group Inc. is a corporation for U.S. federal income tax purposes and thus is subject to U.S. federal, state and local corporate income taxes. Prior to the Conversion, The Carlyle Group L.P. was generally organized as a series of pass-through entities and therefore generally not subject to U.S. federal income taxes, with the exception of certain wholly-owned subsidiaries which were subject to federal, state, local and foreign corporate income taxes at the entity level. Tax positions taken by the Company are subject to periodic audit by U.S. federal, state, local and foreign taxing authorities.
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The Company accounts for income taxes using the asset and liability method, which requires the recognition of deferred tax assets and liabilities for the expected future consequences of events that have been included in the financial statements or tax returns. Under this method, deferred tax assets and liabilities are determined based on the difference between the financial statement reporting and the tax basis of assets and liabilities using enacted tax rates in effect for the period in which the difference is expected to reverse. The effect of a change in tax rates on deferred tax assets and liabilities is recognized in the period of the change in the provision for income taxes. Further, deferred tax assets are recognized for the expected realization of available net operating loss and tax credit carry forwards. A valuation allowance is recorded on the Company’s gross beginning January 1, 2018. Finally,deferred tax assets when it is “more likely than not” that such asset will not be realized. When evaluating the Partnership will applyrealizability of the modified retrospectiveCompany’s deferred tax assets, all evidence, both positive and negative, is evaluated. Items considered in this analysis include the ability to carry back losses, the reversal of temporary differences, tax planning strategies, and expectations of future earnings. Lastly, the Company accounts for the tax on global intangible low-taxed income (“GILTI”) as incurred and therefore has not recorded deferred taxes related to GILTI on its foreign subsidiaries.
Under U.S. GAAP for income taxes, the amount of tax benefit to be recognized is the amount of benefit that is “more likely than not” to be sustained upon examination. The Company analyzes its tax filing positions in all of the U.S. federal, state, local and foreign tax jurisdictions where it is required to file income tax returns, as well as for all open tax years in these jurisdictions. If, based on this analysis, the Company determines that uncertainties in tax positions exist, a liability is established, which is included in accounts payable, accrued expenses and other liabilities in the consolidated financial statements. The Company recognizes accrued interest and penalties related to unrecognized tax positions in the provision for income taxes. If recognized, the entire amount of unrecognized tax positions would be recorded as a reduction in the provision for income taxes.
Non-controlling Interests
Non-controlling interests in consolidated entities represent the component of equity in consolidated entities held by third-party investors. These interests are adjusted for general partner allocations which occur during the reporting period. Any change in ownership of a subsidiary while the controlling financial interest is retained is accounted for as an equity transaction between the controlling and non-controlling interests. Transaction costs incurred in connection with such changes in ownership of a subsidiary are recorded as a direct charge to equity.
Earnings Per Common Share
The Company computes earnings per common share in accordance with ASC 260, Earnings Per Share. Basic earnings per common share is calculated by dividing net income (loss) attributable to the common shares of the Company by the weighted-average number of common shares outstanding for the period. Diluted earnings per common share reflects the assumed conversion of all dilutive securities. The Company applies the treasury stock method to determine the dilutive weighted-average common shares outstanding for adopting ASU 2014-9certain equity-based compensation awards. For certain equity-based compensation awards that contain performance or market conditions, the number of contingently issuable common shares is included in diluted earnings per common share based on the number of common shares, if any, that would be issuable under the terms of the awards if the end of the reporting period were the end of the contingency period, if the result is dilutive.
Prior to the Conversion, the Company applied the “if-converted” method to Carlyle Holdings partnership units to determine the dilutive weighted-average common shares outstanding. Net income (loss) attributable to the common shares excludes net income (loss) and its related amendments.dividends attributable to any participating securities under the two-class method of ASC 260. Subsequent to the Conversion, the Company has a single class of stock and therefore, the “if-converted” method is no longer applied in the computation of diluted earnings per share.
The underlying entities that the Company manages and invests in (and in certain cases, consolidates) are primarily investment companies which account for their investments at estimated fair value.
The fair value measurement accounting guidance under ASC Topic 820, Fair Value Measurement (“ASC 820”), establishes a hierarchalhierarchical disclosure framework which ranks the observability of market price inputs used in measuring financial instruments at fair value. The observability of inputs is impacted by a number of factors, including the type of financial instrument, the characteristics specific to the financial instrument and the state of the marketplace, including the existence and transparency of transactions between market participants. Financial instruments with readily available quoted prices, or for
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which fair value can be measured from quoted prices in active markets, will generally have a higher degree of market price observability and a lesser degree of judgment applied in determining fair value.
Financial instruments measured and reported at fair value are classified and disclosed based on the observability of inputs used in the determination of fair values, as follows:
Level I – inputs to the valuation methodology are quoted prices available in active markets for identical instruments as of the reporting date. The type of financial instruments included in Level Ithis category include unrestricted securities, includingsuch as equities and derivatives, listed in active markets. The PartnershipCompany does not adjust the quoted price for these instruments, even in situations where the PartnershipCompany holds a large position and a sale could reasonably impact the quoted price.
Level II – inputs to the valuation methodology are other than quoted prices in active markets, which are either directly or indirectly observable as of the reporting date. The typetypes of financial instruments in this category includesinclude less liquid and restricted securities listed in active markets, securities traded in other than active markets, government and agency securities, and certain over-the-counter derivatives where the fair value is based on observable inputs.
Level III – inputs to the valuation methodology are unobservable and significant to overall fair value measurement. The inputs into the determination of fair value require significant management judgment or estimation. FinancialThe types of financial instruments
In certain cases, the inputs used to measure fair value may fall into different levels of the fair value hierarchy. In such cases, the determination of which category within the fair value hierarchy is appropriate for any given financial instrument is based on the lowest level of input that is significant to the fair value measurement. The Partnership’sCompany’s assessment of the significance of a particular input to the fair value measurement in its entirety requires judgment and considers factors specific to the financial instrument.
In certain cases, debt and equity securities (including corporate treasury investments) are valued on the basis of prices from an orderly transaction between market participants provided by reputable dealers or pricing services. In determining the value of a particular investment, pricing services may use certain information with respect to transactions in such investments, quotations from dealers, pricing matrices, market transactions in comparable investments and various relationships between investments.
| (Dollars in millions) | Level I | Level II | Level III | Total | |||||||||||
| Assets | |||||||||||||||
| Investments of Consolidated Funds: | |||||||||||||||
| Equity securities | $ | — | $ | — | $ | 7.9 | $ | 7.9 | |||||||
| Bonds | — | — | 413.4 | 413.4 | |||||||||||
| Loans | — | — | 4,112.7 | 4,112.7 | |||||||||||
| Other | — | — | 0.3 | 0.3 | |||||||||||
| — | — | 4,534.3 | 4,534.3 | ||||||||||||
| Investments in CLOs and other | — | — | 405.4 | 405.4 | |||||||||||
| Corporate treasury investments | |||||||||||||||
| Bonds | — | 194.1 | — | 194.1 | |||||||||||
| Commercial paper and other | — | 182.2 | — | 182.2 | |||||||||||
| — | 376.3 | — | 376.3 | ||||||||||||
| Foreign currency forward contracts | — | 0.4 | — | 0.4 | |||||||||||
| Total | $ | — | $ | 376.7 | $ | 4,939.7 | $ | 5,316.4 | |||||||
| Liabilities | |||||||||||||||
Loans payable of Consolidated Funds(1) | $ | — | $ | — | $ | 4,303.8 | $ | 4,303.8 | |||||||
| Contingent consideration | — | — | 1.0 | 1.0 | |||||||||||
| Foreign currency forward contracts | — | 1.2 | — | 1.2 | |||||||||||
| Total | $ | — | $ | 1.2 | $ | 4,304.8 | $ | 4,306.0 | |||||||
| (Dollars in millions) | Level I | Level II | Level III | Total | |||||||||||
| Assets | |||||||||||||||
| Investments of Consolidated Funds: | |||||||||||||||
| Equity securities | $ | — | $ | — | $ | 10.3 | $ | 10.3 | |||||||
| Bonds | — | — | 396.4 | 396.4 | |||||||||||
| Loans | — | — | 3,485.6 | 3,485.6 | |||||||||||
| Other | — | — | 1.4 | 1.4 | |||||||||||
| — | — | 3,893.7 | 3,893.7 | ||||||||||||
| Investments in CLOs and other | — | — | 152.6 | 152.6 | |||||||||||
| Corporate treasury investments | |||||||||||||||
| Bonds | — | 91.3 | — | 91.3 | |||||||||||
| Commercial paper and other | — | 98.9 | — | 98.9 | |||||||||||
| — | 190.2 | — | 190.2 | ||||||||||||
| Foreign currency forward contracts | — | 2.5 | — | 2.5 | |||||||||||
| Total | $ | — | $ | 192.7 | $ | 4,046.3 | $ | 4,239.0 | |||||||
| Liabilities | |||||||||||||||
Loans payable of Consolidated Funds(1) | $ | — | $ | — | $ | 3,866.3 | $ | 3,866.3 | |||||||
| Contingent consideration | — | — | 1.5 | 1.5 | |||||||||||
| Loans payable of a real estate VIE | — | — | 79.4 | 79.4 | |||||||||||
| Foreign currency forward contracts | — | 10.0 | — | 10.0 | |||||||||||
| Total | $ | — | $ | 10.0 | $ | 3,947.2 | $ | 3,957.2 | |||||||
In the absence of observable market prices, the PartnershipCompany values its investments and its funds’ investments using valuation methodologies applied on a consistent basis. For some investments little market activity may exist. Management’s determination of fair value is then based on the best information available in the circumstances and may incorporate management’s own assumptions and involvesinvolve a significant degree of judgment, taking into consideration a combination of internal and external factors, including the appropriate risk adjustments for non-performance and liquidity risks. Investments for which market prices are not observable include private
investments in the equity and debt of operating companies and real estate properties,assets, CLO investments and certain debt positions.CLO loans payable and fund investments. The valuation technique for each of these investments is described below:
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to the observable inputs. Additionally, the investment may be subject to certain specific risks and/or development milestones which are also taken into account in the valuation assessment. Option pricing models and similar tools may also be considered but do not currently drive a significant portion of private equityoperating company or real estateasset valuations and are used primarily to value warrants, derivatives, certain restrictions and other atypical investment instruments.
Credit-Oriented Investments – The fair values of credit-oriented investments (including corporate treasury investments) are generally determined on the basis of prices between market participants provided by reputable dealers or pricing services. In determining the value of a particular investment, pricing services may use certain information with respect to transactions in such investments, quotations from dealers, pricing matrices, market transactions in comparable investments and various relationships between investments. Specifically, for investments in distressed debt and corporate loans and bonds, the fair values are generally determined by valuations of comparable investments. In some instances, the PartnershipCompany may utilize other valuation techniques, including the discounted cash flow method.
CLO Investments and CLO Loans Payable – The PartnershipCompany measures the financial liabilities of its consolidated CLOs based on the fair value of the financial assets of its consolidated CLOs, as the PartnershipCompany believes the fair value of the financial assets are more observable. The fair values of the CLO loan and bond assets are primarily based on quotations from reputable dealers or relevant pricing services. In situations where valuation quotations are unavailable, the assets are valued based on similar securities, market index changes, and other factors. The Partnership corroboratesCompany performs certain procedures to ensure the reliability of the quotations from pricing services eitherfor its CLO assets and CLO structured asset positions, which generally includes corroborating prices with other available pricing data or with its own models.a discounted cash flow analysis. Generally, the loan and bond assets of the CLOs are not activelypublicly traded and are classified as Level III. The fair values of the CLO structured asset positions are determined based on both discounted cash flow analyses and third party quotes. Those analyses consider the position size, liquidity, current financial condition of the CLOs, the third party financing environment, reinvestment rates, recovery lags, discount rates and default forecasts and are compared to broker quotations from market makers and third party dealers.
The PartnershipCompany measures the CLO loan payables held by third party beneficial interest holders on the basis of the fair value of the financial assets of the CLO and the beneficial interests held by the Partnership.Company. The PartnershipCompany continues to measure the CLO loans payable that it holds at fair value based on bothrelevant pricing services or discounted cash flow analyses, and third party quotes, as described above.
Fund Investments – The Partnership’sCompany’s primary and secondary investments in external funds are valued based on its proportionate share of the net assets provided by the third party general partners of the underlying fund partnerships based on the most recent available information which typically has a lag of up to 90 days. The terms of the investments generally preclude the ability to redeem the investment. Distributions from these investments will be received as the underlying assets in the funds are liquidated, the timing of which cannot be readily determined.
Investment professionals with responsibility for the underlying investments are responsible for preparing the investment valuations pursuant to the policies, methodologies and templates prepared by the Company’s valuation group, which is a team made up of dedicated valuation professionals reporting to the Company’s chief accounting officer. The valuation group is responsible for maintaining the Company’s valuation policy and related guidance, templates and systems that are designed to be consistent with the guidance found in ASC 820. These valuations, inputs and preliminary conclusions are reviewed by the fund accounting teams. The valuations are then reviewed and approved by the respective fund valuation subcommittees, which include the respective fund head(s), segment head, chief financial officer and chief accounting officer, as well as members of the valuation group. The valuation group compiles the aggregate results and significant matters and presents them for review and approval by the global valuation committee, which includes the Company’s co-chairmen of the board, chairman emeritus, chief executive officer, chief risk officer, chief financial officer, chief accounting officer, and the business segment heads, and observed by the chief compliance officer, the director of internal audit, the Company’s audit committee and others. Additionally, each quarter a sample of valuations are reviewed by external valuation firms. Valuations of the funds’ investments are used in the calculation of accrued performance allocations, or “carried interest”.
Investments, at Fair Value
Investments include (i) the Company’s ownership interests (typically general partner interests) in the Funds, (ii) strategic investments made by the Company (both of which are accounted for as equity method investments), (iii) the investments held by the Consolidated Funds (which are presented at fair value in the Company’s consolidated financial
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statements), and (iv) certain credit-oriented investments, including investments in the CLOs and the preferred securities of TCG BDC, Inc. (the “BDC Preferred Shares”) (which are accounted for as trading securities).
Upon the sale of a security or other investment, the realized net gain or loss is computed on a weighted average cost basis, with the exception of the investments held by the CLOs, which compute the realized net gain or loss on a first in, first out basis. Securities transactions are recorded on a trade date basis.
Equity Method Investments
The Company accounts for all investments in which it has or is otherwise presumed to have significant influence, including investments in the unconsolidated Funds and strategic investments, using the equity method of accounting. The carrying value of equity method investments is determined based on amounts invested by the Company, adjusted for the equity in earnings or losses of the investee (including performance allocations) allocated based on the respective partnership agreement, less distributions received. The Company evaluates its equity method investments for impairment whenever events or changes in circumstances indicate that the carrying amounts of such investments may not be recoverable.
Cash and Cash Equivalents
Cash and cash equivalents include cash held at banks and cash held for distributions, including investments with original maturities of less than three months when purchased.
Cash and Cash Equivalents Held at Consolidated Funds
Cash and cash equivalents held at Consolidated Funds consists of cash and cash equivalents held by the Consolidated Funds, which, although not legally restricted, is not available to fund the general liquidity needs of the Company.
Restricted Cash
Restricted cash primarily represents cash held by the Company’s foreign subsidiaries due to certain government regulatory capital requirements as well as certain amounts held on behalf of Carlyle funds.
Derivative Instruments
The Company uses derivative instruments primarily to reduce its exposure to changes in foreign currency exchange rates. Derivative instruments are recognized at fair value in the consolidated balance sheets with changes in fair value recognized in the consolidated statements of operations for all derivatives not designated as hedging instruments.
Securities Sold Under Agreements to Repurchase
As it relates to certain European CLOs sponsored by the Company, securities sold under agreements to repurchase (“repurchase agreements”) are accounted for as collateralized financing transactions. The Company provides securities to counterparties to collateralize amounts borrowed under repurchase agreements on terms that permit the counterparties to repledge or resell the securities to others. As of December 31, 2021, $171.3 million of securities were transferred to counterparties under repurchase agreements and are included within investments in the consolidated balance sheets. Cash received under repurchase agreements is recognized as a liability within debt obligations in the consolidated balance sheets. Interest expense is recognized on an effective yield basis and is included within interest expense in the consolidated statements of operations. See Note 6 for additional information.
Fixed Assets
Fixed assets consist of furniture, fixtures and equipment, leasehold improvements, and computer hardware and software and are stated at cost, less accumulated depreciation and amortization. Depreciation is recognized on a straight-line method over the assets’ estimated useful lives, which for leasehold improvements are the lesser of the lease terms or the life of the asset, and three to seven years for other fixed assets. Fixed assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable.
Leases
The Company accounts for its leases in accordance with ASU 2016-2, Leases (Topic 842), and recognizes a lease liability and right-of-use asset in the consolidated balance sheet for contracts that it determines are leases or contain a lease. The
176
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
Company’s leases primarily consist of operating leases for office space in various countries around the world. The Company also has operating leases for office equipment and vehicles, which are not significant. The Company does not separate non-lease components from lease components for its office space and equipment operating leases and instead accounts for each separate lease component and its associated non-lease component as a single lease component. Right-of-use assets represent the Company’s right to use an underlying asset for the lease term and lease liabilities represent the Company’s obligation to make lease payments arising from the leases. The Company’s right-of-use assets and lease liabilities are recognized at lease commencement based on the present value of lease payments over the lease term. Lease right-of-use assets include initial direct costs incurred by the Company and are presented net of deferred rent and lease incentives. Absent an implicit interest rate in the lease, the Company uses its incremental borrowing rate, adjusted for the effects of collateralization, based on the information available at commencement in determining the present value of lease payments. The Company’s lease terms may include options to extend or terminate the lease when it is reasonably certain that the Company will exercise those options. Lease expense for lease payments is recognized on a straight-line basis over the lease term. Lease right-of-use assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of the asset may not be recoverable.
The Company does not recognize a lease liability or right-of-use asset on the balance sheet for short-term leases. Instead, the Company recognizes short-term lease payments as an expense on a straight-line basis over the lease term. A short-term lease is defined as a lease that, at the commencement date, has a lease term of 12 months or less and does not include an option to purchase the underlying asset that the lessee is reasonably certain to exercise. When determining whether a lease qualifies as a short-term lease, the Company evaluates the lease term and the purchase option in the same manner as all other leases.
Intangible Assets and Goodwill
The Company’s intangible assets consist of acquired contractual rights to earn future fee income, including management and advisory fees, customer relationships, and acquired trademarks. Finite-lived intangible assets are amortized over their estimated useful lives, which range from four to ten years, and are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of the asset may not be recoverable.
Goodwill represents the excess of cost over the identifiable net assets of businesses acquired and is recorded in the functional currency of the acquired entity. Goodwill is recognized as an asset and is reviewed for impairment annually as of October 1 and between annual tests when events and circumstances indicate that impairment may have occurred.
Deferred Revenue
Deferred revenue represents management fees and other revenue received prior to the balance sheet date, which has not yet been earned. The increase in the deferred revenue balance for the year ended December 31, 2021 was primarily driven by cash payments received in advance of the Company satisfying its performance obligations, partially offset by revenues that were included in the deferred revenue balance at the beginning of the period.
Accumulated Other Comprehensive Income (Loss)
The Company’s accumulated other comprehensive income (loss) is comprised of foreign currency translation adjustments and gains and losses on defined benefit plans sponsored by AlpInvest. The components of accumulated other comprehensive income (loss) as of December 31, 2021 and 2020 were as follows:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Currency translation adjustments | $ | (231.8) | $ | (181.4) | |||||||
| Unrealized losses on defined benefit plans | (15.7) | (27.3) | |||||||||
| Total | $ | (247.5) | $ | (208.7) | |||||||
177
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
Pursuant to the Conversion and the limited partners of the Carlyle Holdings partnerships exchange of all Carlyle Holdings partnership units for an equivalent number of shares of common stock of The Carlyle Group Inc., the accumulated other comprehensive loss previously attributable to non-controlling interests in Carlyle Holdings is included in the Company’s accumulated other comprehensive loss in the consolidated balance sheet and consolidated statements of changes in equity.
Foreign Currency Translation
Non-U.S. dollar denominated assets and liabilities are translated at period-end rates of exchange, and the consolidated statements of operations are translated at rates of exchange in effect throughout the period. Foreign currency gains (losses) resulting from transactions outside of the functional currency of an entity of $(13.5) million, $8.4 million and $(21.4) million for the years ended December 31, 2021, 2020 and 2019, respectively, are included in general, administrative and other expenses in the consolidated statements of operations.
Recent Accounting Pronouncements
The Company considers the applicability and impact of all accounting standard updates (“ASU”) issued by the Financial Accounting Standards Board (“FASB”). ASUs not listed below were assessed and either determined to be not applicable or expected to have minimal impact on the Company’s consolidated financial statements.
Recently Issued Accounting Standards Adopted as of January 1, 2021
In December 2019, the FASB issued ASU 2019-12, Income Taxes (Topic 740): Simplifying the Accounting for Income Taxes. ASU 2019-12, among other changes, (i) removes certain exceptions to the general principles in Topic 740, (ii) provides a policy election to not allocate consolidated income taxes when a member of a consolidated tax return is not subject to income tax and (iii) provides guidance to evaluate whether a step-up in tax basis of goodwill relates to a business combination in which book goodwill was recognized or a separate transaction. The guidance was adopted by the Company on January 1, 2021 and the impact was not material.
In March 2020, the FASB issued ASU 2020-04, Reference Rate Reform (Topic 848). The amendments in this update provide optional expedients and exceptions for applying generally accepted accounting principles to contracts, hedging relationships, and other transactions affected by reference rate reform if certain criteria are met. The amendments in this update apply only to contracts, hedging relationships, and other transactions that reference the London Interbank Offered Rate (“LIBOR”) or another reference rate expected to be discontinued because of reference rate reform. In January 2021, the FASB issued ASU No. 2021-01, Reference Rate Reform (Topic 848), to clarify that certain optional expedients and exceptions in Topic 848 for contract modifications and hedge accounting apply to derivative instruments that use an interest rate for margining, discounting, or contract price alignment that is modified as a result of reference rate reform. An entity may elect to adopt the amendments in ASU 2020-04 and ASU 2021-01 at any time after March 12, 2020 but no later than December 31, 2022. The expedients and exceptions provided by the amendments do not apply to contract modifications and hedging relationships entered into or evaluated after December 31, 2022, except for hedging transactions as of December 31, 2022, that an entity has elected certain optional expedients for and that are retained through the end of the hedging relationship. The Company is currently evaluating the impact of this guidance on its consolidated financial statements.
178
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
3. Fair Value Measurement
The following table summarizes the Company’s assets and liabilities measured at fair value on a recurring basis by the above fair value hierarchy levels as of December 31, 2021:
| Level I | Level II | Level III | Total | ||||||||||||||||||||
| Assets | (Dollars in millions) | ||||||||||||||||||||||
| Investments of Consolidated Funds: | |||||||||||||||||||||||
| Equity securities | $ | — | $ | — | $ | 17.9 | $ | 17.9 | |||||||||||||||
| Bonds | — | — | 599.5 | 599.5 | |||||||||||||||||||
| Loans | — | — | 5,898.1 | 5,898.1 | |||||||||||||||||||
| — | — | 6,515.5 | 6,515.5 | ||||||||||||||||||||
Investments in CLOs and other(1) | 1.5 | 45.6 | 439.8 | 486.9 | |||||||||||||||||||
| Foreign currency forward contracts | — | 1.4 | — | 1.4 | |||||||||||||||||||
| Subtotal | $ | 1.5 | $ | 47.0 | $ | 6,955.3 | $ | 7,003.8 | |||||||||||||||
Investments measured at net asset value(2) | 161.7 | ||||||||||||||||||||||
| Total | $ | 7,165.5 | |||||||||||||||||||||
| Liabilities | |||||||||||||||||||||||
Loans payable of Consolidated Funds(3) | $ | — | $ | — | $ | 5,811.0 | $ | 5,811.0 | |||||||||||||||
| Foreign currency forward contracts | — | 0.7 | — | 0.7 | |||||||||||||||||||
Total(4) | $ | — | $ | 0.7 | $ | 5,811.0 | $ | 5,811.7 | |||||||||||||||
(1)The Level III balance excludes a corporate investment in equity securities which the Company has elected to account for under the measurement alternative for equity securities without readily determinable fair values pursuant to ASC 321, Investments – Equity Securities. In December 2021, the Company remeasured this investment to a fair value of $54.9 million due to an observable price change. As a non-recurring fair value measurement, the fair value of these equity securities is excluded from the tabular Level III rollforward disclosures.
(2)Balance represents Fund Investments that the Company reports based on the most recent available information which typically has a lag of up to 90 days, of which $145.5 million relates to investments of consolidated funds.
(3)Senior and subordinated notes issued by CLO vehicles are valued based on the more observable fair value of the CLO financial assets, less (i) the fair value of any beneficial interest held by the Company and (ii) the carrying value of any beneficial interests that represent compensation for services.
(4)Total liabilities balance excludes a $79.0 million revolving credit balance related to loans payable of consolidated funds.
179
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The following table summarizes the Company’s assets and liabilities measured at fair value on a recurring basis by the above fair value hierarchy levels as of December 31, 2020:
| Level I | Level II | Level III | Total | ||||||||||||||||||||
| Assets | (Dollars in millions) | ||||||||||||||||||||||
| Investments of Consolidated Funds: | |||||||||||||||||||||||
| Equity securities | $ | — | $ | — | $ | 9.4 | $ | 9.4 | |||||||||||||||
| Bonds | — | — | 550.4 | 550.4 | |||||||||||||||||||
| Loans | — | — | 5,497.1 | 5,497.1 | |||||||||||||||||||
| — | — | 6,056.9 | 6,056.9 | ||||||||||||||||||||
| Investments in CLOs and other | — | — | 570.8 | 570.8 | |||||||||||||||||||
| Foreign currency forward contracts | — | 0.7 | — | 0.7 | |||||||||||||||||||
| Subtotal | $ | — | $ | 0.7 | $ | 6,627.7 | $ | 6,628.4 | |||||||||||||||
Investments measured at net asset value(1) | 16.4 | ||||||||||||||||||||||
| Total | $ | 6,644.8 | |||||||||||||||||||||
| Liabilities | |||||||||||||||||||||||
Loans payable of Consolidated Funds(2) | $ | — | $ | — | $ | 5,563.0 | $ | 5,563.0 | |||||||||||||||
| Foreign currency forward contracts | — | 0.4 | — | 0.4 | |||||||||||||||||||
| Total | $ | — | $ | 0.4 | $ | 5,563.0 | $ | 5,563.4 | |||||||||||||||
(1) Balance represents Fund Investments that the Company reports based on the most recent available information which typically has a lag of up to 90 days.
(2) Senior and subordinated notes issued by CLO vehicles are valued based on the more observable fair value of the CLO financial assets, less (i) the fair value of any beneficial interests held by the Company and (ii) the carrying value of any beneficial interests that represent compensation for services.
180
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The changes in financial instruments measured at fair value for which the PartnershipCompany has used Level III inputs to determine fair value are as follows (Dollars in millions):
| Financial Assets Year Ended December 31, 2021 | |||||||||||||||||||||||||||||||||||||||||||||||
| Investments of Consolidated Funds | Investments in CLOs and other | Total | |||||||||||||||||||||||||||||||||||||||||||||
| Equity securities | Bonds | Loans | |||||||||||||||||||||||||||||||||||||||||||||
| Balance, beginning of period | $ | 9.4 | $ | 550.4 | $ | 5,497.1 | $ | 570.8 | $ | 6,627.7 | |||||||||||||||||||||||||||||||||||||
Deconsolidation/consolidation of funds (1) | 5.7 | — | 314.2 | 23.1 | 343.0 | ||||||||||||||||||||||||||||||||||||||||||
| Purchases | 0.5 | 729.6 | 4,530.6 | 103.1 | 5,363.8 | ||||||||||||||||||||||||||||||||||||||||||
| Sales and distributions | (4.0) | (629.1) | (2,903.5) | (268.7) | (3,805.3) | ||||||||||||||||||||||||||||||||||||||||||
| Settlements | — | (3.8) | (1,346.8) | — | (1,350.6) | ||||||||||||||||||||||||||||||||||||||||||
| Realized and unrealized gains (losses), net | |||||||||||||||||||||||||||||||||||||||||||||||
| Included in earnings | 7.0 | (7.5) | 88.0 | 13.6 | 101.1 | ||||||||||||||||||||||||||||||||||||||||||
| Included in other comprehensive income | (0.7) | (40.1) | (281.5) | (2.1) | (324.4) | ||||||||||||||||||||||||||||||||||||||||||
| Balance, end of period | $ | 17.9 | $ | 599.5 | $ | 5,898.1 | $ | 439.8 | $ | 6,955.3 | |||||||||||||||||||||||||||||||||||||
| Changes in unrealized gains (losses) included in earnings related to financial assets still held at the reporting date | $ | 4.4 | $ | (0.9) | $ | 30.1 | $ | 13.4 | $ | 47.0 | |||||||||||||||||||||||||||||||||||||
| Changes in unrealized gains (losses) included in other comprehensive income related to financial assets still held at the reporting date | $ | (0.4) | $ | (13.9) | $ | (155.7) | $ | (2.1) | $ | (172.1) | |||||||||||||||||||||||||||||||||||||
| Financial Assets Year Ended December 31, 2017 | |||||||||||||||||||||||
| Investments of Consolidated Funds | Investments in CLOs and other | Total | |||||||||||||||||||||
| Equity securities | Bonds | Loans | Other | ||||||||||||||||||||
| Balance, beginning of period | $ | 10.3 | $ | 396.4 | $ | 3,485.6 | $ | 1.4 | $ | 152.6 | $ | 4,046.3 | |||||||||||
| Purchases | 0.1 | 280.6 | 2,594.3 | — | 255.8 | 3,130.8 | |||||||||||||||||
| Sales and distributions | (27.0 | ) | (310.9 | ) | (1,223.9 | ) | (3.0 | ) | (28.2 | ) | (1,593.0 | ) | |||||||||||
| Settlements | — | — | (1,084.1 | ) | — | — | (1,084.1 | ) | |||||||||||||||
| Realized and unrealized gains (losses), net | |||||||||||||||||||||||
| Included in earnings | 23.5 | (7.5 | ) | 16.6 | 1.7 | 12.2 | 46.5 | ||||||||||||||||
| Included in other comprehensive income | 1.0 | 54.8 | 324.2 | 0.2 | 13.0 | 393.2 | |||||||||||||||||
| Balance, end of period | $ | 7.9 | $ | 413.4 | $ | 4,112.7 | $ | 0.3 | $ | 405.4 | $ | 4,939.7 | |||||||||||
| Changes in unrealized gains (losses) included in earnings related to financial assets still held at the reporting date | $ | 6.7 | $ | (5.0 | ) | $ | 18.5 | $ | — | $ | 11.3 | $ | 31.5 | ||||||||||
| Financial Assets Year Ended December 31, 2016 | Financial Assets Year Ended December 31, 2020 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Investments of Consolidated Funds | Investments in CLOs and other | Restricted securities of Consolidated Funds | Total | Investments of Consolidated Funds | Investments in CLOs and other | Total | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity securities | Bonds | Loans | Partnership and LLC interests(2) | Other | Equity securities | Bonds | Loans | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance, beginning of period | $ | 575.3 | $ | 1,180.9 | $ | 15,686.7 | $ | 59.6 | $ | 5.0 | $ | 1.4 | $ | 8.7 | $ | 17,517.6 | Balance, beginning of period | $ | 19.4 | $ | 574.1 | $ | 4,413.8 | $ | 496.2 | $ | 5,503.5 | |||||||||||||||||||||||||||||||||||||||||||||||||||
Deconsolidation of funds(1) | (562.1 | ) | (890.7 | ) | (13,506.9 | ) | (74.3 | ) | (5.0 | ) | 123.8 | (8.7 | ) | (14,923.9 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Deconsolidation/consolidation of funds (2) | Deconsolidation/consolidation of funds (2) | (156.4) | — | (210.2) | 3.2 | (363.4) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Purchases | 12.2 | 268.8 | 2,446.7 | 12.4 | — | 25.9 | — | 2,766.0 | Purchases | 156.9 | 342.1 | 2,641.0 | 133.2 | 3,273.2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Sales and distributions | (5.1 | ) | (152.0 | ) | (356.7 | ) | — | — | (7.8 | ) | — | (521.6 | ) | Sales and distributions | (33.7) | (399.2) | (1,163.6) | (91.5) | (1,688.0) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Settlements | — | — | (771.1 | ) | — | — | — | — | (771.1 | ) | Settlements | — | (0.3) | (417.0) | — | (417.3) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Realized and unrealized gains (losses), net | Realized and unrealized gains (losses), net | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Included in earnings | (9.7 | ) | 4.3 | 52.7 | 2.3 | 1.5 | 29.1 | — | 80.2 | Included in earnings | 23.2 | (4.6) | (50.5) | 22.1 | (9.8) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Included in other comprehensive | (0.3 | ) | (14.9 | ) | (65.8 | ) | — | (0.1 | ) | (19.8 | ) | — | (100.9 | ) | Included in other comprehensive | — | 38.3 | 283.6 | 7.6 | 329.5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance, end of period | $ | 10.3 | $ | 396.4 | $ | 3,485.6 | $ | — | $ | 1.4 | $ | 152.6 | $ | — | $ | 4,046.3 | Balance, end of period | $ | 9.4 | $ | 550.4 | $ | 5,497.1 | $ | 570.8 | $ | 6,627.7 | |||||||||||||||||||||||||||||||||||||||||||||||||||
| Changes in unrealized gains (losses) included in earnings related to financial assets still held at the reporting date | $ | (9.5 | ) | $ | 2.8 | $ | 41.2 | $ | — | $ | 1.5 | $ | 29.1 | $ | — | $ | 65.1 | Changes in unrealized gains (losses) included in earnings related to financial assets still held at the reporting date | $ | 7.5 | $ | 5.8 | $ | (31.6) | $ | 22.1 | $ | 3.8 | ||||||||||||||||||||||||||||||||||||||||||||||||||
| Changes in unrealized gains (losses) included in other comprehensive income related to financial assets still held at the reporting date | Changes in unrealized gains (losses) included in other comprehensive income related to financial assets still held at the reporting date | $ | (0.1) | $ | 24.6 | $ | 226.0 | $ | 7.6 | $ | 258.1 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
(1) As a result of the consolidation of 2 CLOs during the year ended December 31, 2021, the investments that the Company held in these CLOs are now eliminated in consolidation and no longer included in investments in CLOs and other. As a result of the deconsolidation of one CLO during the year ended December 31, 2021, the investment that the Company held in that CLO is no longer eliminated in consolidation and is now included in investments in CLOs and other.
(2) As a result of the deconsolidation of 1 CLO during the year ended December 31, 2020, the investment that the Company held in this fund is no longer eliminated in consolidation and is now included in investments in CLOs and other. Additionally, a renewable energy fund was deconsolidated during the year ended December 31, 2020.
181
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
| Financial Liabilities Year Ended December 31, 2017 | |||||||||||||||
| Loans Payable of Consolidated Funds | Contingent Consideration | Loans Payable of a real estate VIE | Total | ||||||||||||
| Balance, beginning of period | $ | 3,866.3 | $ | 1.5 | $ | 79.4 | $ | 3,947.2 | |||||||
| Borrowings | 2,314.3 | — | — | 2,314.3 | |||||||||||
| Paydowns | (2,167.1 | ) | (0.7 | ) | (14.3 | ) | (2,182.1 | ) | |||||||
| Deconsolidation of a real estate VIE | — | — | (72.6 | ) | (72.6 | ) | |||||||||
| Realized and unrealized (gains) losses, net | |||||||||||||||
| Included in earnings | (61.5 | ) | 0.1 | 3.3 | (58.1 | ) | |||||||||
| Included in other comprehensive income | 351.8 | 0.1 | 4.2 | 356.1 | |||||||||||
| Balance, end of period | $ | 4,303.8 | $ | 1.0 | $ | — | $ | 4,304.8 | |||||||
| Changes in unrealized (gains) losses included in earnings related to financial liabilities still held at the reporting date | $ | (57.0 | ) | $ | 0.1 | $ | — | $ | (56.9 | ) | |||||
| Financial Liabilities | ||||||||||||||||||||||||||||||
| Loans Payable of Consolidated Funds | ||||||||||||||||||||||||||||||
| Financial Liabilities Year Ended December 31, 2016 | Year Ended December 31, | |||||||||||||||||||||||||||||
| Loans Payable of Consolidated Funds | Derivative Instruments of Consolidated Funds | Contingent Consideration | Loans Payable of a consolidated real estate VIE | Total | 2021 | 2020 | ||||||||||||||||||||||||
| Balance, beginning of period | $ | 17,046.7 | $ | 29.1 | $ | 20.8 | $ | 75.4 | $ | 17,172.0 | Balance, beginning of period | $ | 5,563.0 | $ | 4,685.2 | |||||||||||||||
| Initial consolidation/deconsolidation of funds | (13,742.6 | ) | (29.0 | ) | — | — | (13,771.6 | ) | ||||||||||||||||||||||
| Deconsolidation/consolidation of funds | Deconsolidation/consolidation of funds | 360.8 | (144.8) | |||||||||||||||||||||||||||
| Borrowings | 1,336.7 | — | — | — | 1,336.7 | Borrowings | 3,197.9 | 2,096.2 | ||||||||||||||||||||||
| Paydowns | (742.5 | ) | — | (10.3 | ) | (34.5 | ) | (787.3 | ) | Paydowns | (2,223.2) | (1,109.9) | ||||||||||||||||||
| Sales | — | (1.7 | ) | — | — | (1.7 | ) | Sales | (870.9) | (260.4) | ||||||||||||||||||||
| Realized and unrealized (gains) losses, net | Realized and unrealized (gains) losses, net | |||||||||||||||||||||||||||||
| Included in earnings | 40.4 | 1.6 | (9.0 | ) | 19.8 | 52.8 | Included in earnings | 74.1 | (15.9) | |||||||||||||||||||||
| Included in other comprehensive income | (72.4 | ) | — | — | 18.7 | (53.7 | ) | Included in other comprehensive income | (290.7) | 312.6 | ||||||||||||||||||||
| Balance, end of period | $ | 3,866.3 | $ | — | $ | 1.5 | $ | 79.4 | $ | 3,947.2 | Balance, end of period | $ | 5,811.0 | $ | 5,563.0 | |||||||||||||||
| Changes in unrealized (gains) losses included in earnings related to financial liabilities still held at the reporting date | $ | 37.6 | $ | — | $ | (0.1 | ) | $ | 19.8 | $ | 57.3 | Changes in unrealized (gains) losses included in earnings related to financial liabilities still held at the reporting date | $ | 66.7 | $ | (36.2) | ||||||||||||||
| Changes in unrealized (gains) losses included in other comprehensive income related to financial liabilities still held at the reporting date | Changes in unrealized (gains) losses included in other comprehensive income related to financial liabilities still held at the reporting date | $ | (270.6) | $ | 364.3 | |||||||||||||||||||||||||
Realized and unrealized gains and losses included in earnings for Level III investments for investments in CLOs and other investments are included in investment income (loss), and such gains and losses for investments of Consolidated Funds and loans payable and derivative instruments of the CLOsConsolidated Funds are included in net investment gains (losses) of Consolidated Funds in the consolidated statements of operations.
Gains and losses included in other comprehensive income for all Level III financial asset and liabilities are included in accumulated other comprehensive loss and non-controlling interests in consolidated entities and non-controlling interests in Carlyle Holdings in the consolidated balance sheets.entities.
182
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The following table summarizes quantitative information about the Partnership’sCompany’s Level III inputs as of December 31, 2017:2021:
| Fair Value at | Range (Weighted Average) | ||||||||||||||||||||||
| (Dollars in millions) | December 31, 2021 | Valuation Technique(s) | Unobservable Input(s) | ||||||||||||||||||||
| Assets | |||||||||||||||||||||||
| Investments of Consolidated Funds: | |||||||||||||||||||||||
| Equity securities | $ | 17.9 | Consensus Pricing | Indicative Quotes ($ per share) | 0.00 - 84.22 (0.63) | ||||||||||||||||||
| Bonds | 599.5 | Consensus Pricing | Indicative Quotes (% of Par) | 93 - 107 (99) | |||||||||||||||||||
| Loans | 5,766.0 | Consensus Pricing | Indicative Quotes (% of Par) | 35 - 106 (98) | |||||||||||||||||||
| 65.1 | Discounted Cash Flow | Discount Rates | 4% - 8% (5%) | ||||||||||||||||||||
| 67.0 | Market Yield Analysis | Market Yields | 3% - 8% (5%) | ||||||||||||||||||||
| 6,515.5 | |||||||||||||||||||||||
| Investments in CLOs and other | |||||||||||||||||||||||
| Senior secured notes | 289.7 | Discounted Cash Flow with Consensus Pricing | Indicative Quotes (% of Par) | 86 - 101 (99) | |||||||||||||||||||
| Discount Margins (Basis Points) | 50 - 1,330 (245) | ||||||||||||||||||||||
| Default Rates | 1% - 2% (1%) | ||||||||||||||||||||||
| Recovery Rates | 50% - 70% (60%) | ||||||||||||||||||||||
| Subordinated notes and preferred shares | 71.5 | Discounted Cash Flow with Consensus Pricing | Indicative Quotes (% of Par) | 46 - 97 (63) | |||||||||||||||||||
| Discount Rate | 14% - 22% (19%) | ||||||||||||||||||||||
| Default Rates | 1% - 2% (1%) | ||||||||||||||||||||||
| Recovery Rates | 50% - 70% (60%) | ||||||||||||||||||||||
| BDC preferred shares | 72.5 | Market Yield Analysis | Market Yields | 7% - 7% (7%) | |||||||||||||||||||
| Aviation subordinated notes | 6.1 | Discounted Cash Flow | Discount Rates | 18% - 18% (18%) | |||||||||||||||||||
| Total | $ | 6,955.3 | |||||||||||||||||||||
| Liabilities | |||||||||||||||||||||||
| Loans payable of Consolidated Funds: | |||||||||||||||||||||||
| Senior secured notes | $ | 5,561.1 | Other(1) | N/A | N/A | ||||||||||||||||||
| Subordinated notes and preferred shares | 249.9 | Discounted Cash Flow with Consensus Pricing | Indicative Quotes (% of Par) | 40 - 97 (61) | |||||||||||||||||||
| Discount Rates | 14% - 22% (19%) | ||||||||||||||||||||||
| Default Rates | 1% - 2% (1%) | ||||||||||||||||||||||
| Recovery Rates | 50% - 70% (60%) | ||||||||||||||||||||||
| Total | $ | 5,811.0 | |||||||||||||||||||||
| Fair Value at | Range (Weighted Average) | ||||||||
| (Dollars in millions) | December 31, 2017 | Valuation Technique(s) | Unobservable Input(s) | ||||||
| Assets | |||||||||
| Investments of Consolidated Funds: | |||||||||
| Equity securities | $ | 5.7 | Discounted Cash Flow | Discount Rates | 10% - 10% (10%) | ||||
| 2.2 | Consensus Pricing | Indicative Quotes ($ per share) | 0 - 33 (30) | ||||||
| Bonds | 413.4 | Consensus Pricing | Indicative Quotes (% of Par) | 44 - 107 (98) | |||||
| Loans | 4,112.7 | Consensus Pricing | Indicative Quotes (% of Par) | 64 - 103 (100) | |||||
| Other | 0.3 | Counterparty Pricing | Indicative Quotes (% of Notional Amount) | 9 - 9 (9) | |||||
| 4,534.3 | |||||||||
| Investments in CLOs and other | |||||||||
| Senior secured notes | 357.2 | Discounted Cash Flow with Consensus Pricing | Discount Rate | 1% - 9% (3%) | |||||
| Default Rates | 1% - 3% (2%) | ||||||||
| Recovery Rates | 50% - 70% (60%) | ||||||||
| Indicative Quotes (% of Par) | 98 - 104 (101) | ||||||||
| Subordinated notes and preferred shares | 48.2 | Discounted Cash Flow with Consensus Pricing | Discount Rate | 8% - 11% (9%) | |||||
| Default Rates | 1% - 3% (2%) | ||||||||
| Recovery Rates | 50% - 70% (60%) | ||||||||
| Indicative Quotes (% of Par) | 63 - 97 (81) | ||||||||
| Total | $ | 4,939.7 | |||||||
| Liabilities | |||||||||
| Loans payable of Consolidated Funds: | |||||||||
| Senior secured notes | $ | 4,100.5 | Other | N/A | N/A | ||||
| Subordinated notes and preferred shares | 26.9 | Other | N/A | N/A | |||||
| 176.4 | Discounted Cash Flow with Consensus Pricing | Discount Rates | 8% - 11% (10%) | ||||||
| Default Rates | 1% - 3% (2%) | ||||||||
| Recovery Rates | 50% - 70% (60%) | ||||||||
| Indicative Quotes (% of Par) | 79 - 93 (86) | ||||||||
| Contingent consideration | 1.0 | Other | N/A | N/A | |||||
| Total | $ | 4,304.8 | |||||||
(1) Senior and subordinated notes issued by CLO vehicles are classified based on the more observable fair value of the CLO financial assets, less (i) the fair value of any beneficial interests held by the Company and (ii) the carrying value of any beneficial interests that represent compensation for services.
183
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The following table summarizes quantitative information about the Partnership’sCompany’s Level III inputs as of December 31, 2016:2020:
| (Dollars in millions) | Fair Value at December 31, 2016 | Valuation Technique(s) | Unobservable Input(s) | Range (Weighted Average) | |||||
| Assets | |||||||||
| Investments of Consolidated Funds: | |||||||||
| Equity securities | $ | 9.6 | Discounted Cash Flow | Discount Rates | 9% - 10% (9%) | ||||
| Exit Cap Rate | 7% - 9% (7%) | ||||||||
| 0.7 | Consensus Pricing | Indicative Quotes ($ per share) | 10 - 10 (10) | ||||||
| Bonds | 396.4 | Consensus Pricing | Indicative Quotes (% of Par) | 74 - 108 (99) | |||||
| Loans | 3,485.6 | Consensus Pricing | Indicative Quotes (% of Par) | 31 - 102 (99) | |||||
| Other | 1.4 | Counterparty Pricing | Indicative Quotes (% of Notional Amount) | 6 - 8 (7) | |||||
| 3,893.7 | |||||||||
| Senior secured notes | 115.9 | Discounted Cash Flow with Consensus Pricing | Discount Rate | 1% - 11% (2%) | |||||
| Default Rates | 1% - 3% (2%) | ||||||||
| Recovery Rates | 50% - 74% (71%) | ||||||||
| Indicative Quotes (% of Par) | 82 - 102 (99) | ||||||||
| Subordinated notes and preferred shares | 35.4 | Discounted Cash Flow with Consensus Pricing | Discount Rate | 9% - 14% (12%) | |||||
| Default Rates | 1% - 10% (2%) | ||||||||
| Recovery Rates | 50% - 74% (64%) | ||||||||
| Indicative Quotes (% of Par) | 2 - 101 (96) | ||||||||
| Other | 1.3 | Comparable Multiple | LTM EBITDA Multiple | 5.7x - 5.7x (5.7x) | |||||
| Total | $ | 4,046.3 | |||||||
| Liabilities | |||||||||
| Loans payable of Consolidated Funds: | |||||||||
Senior secured notes(1) | 3,672.5 | Other | N/A | N/A | |||||
Subordinated notes and preferred shares(1) | 26.9 | Other | N/A | N/A | |||||
| 166.9 | Discounted Cash Flow with Consensus Pricing | Discount Rates | 9% - 14% (12%) | ||||||
| Default Rates | 1% - 3% (2%) | ||||||||
| Recovery Rates | 50% - 74% (66%) | ||||||||
| Indicative Quotes (% of Par) | 7 - 90 (68) | ||||||||
| Loans payable of a real estate VIE | 79.4 | Discounted Cash Flow | Discount to Expected Payment | 10% - 55% (37%) | |||||
| Discount Rate | 20% - 30% (23%) | ||||||||
| Contingent consideration | 1.5 | Other | N/A | N/A | |||||
| Total | $ | 3,947.2 | |||||||
| Range (Weighted Average) | ||||||||||||||||||||||||||||||||||||||
| (Dollars in millions) | December 31, 2020 | Valuation Technique(s) | Unobservable Input(s) | |||||||||||||||||||||||||||||||||||
| Assets | ||||||||||||||||||||||||||||||||||||||
| Investments of | ||||||||||||||||||||||||||||||||||||||
| Equity securities | $ | 9.4 | Consensus Pricing | Indicative Quotes ($ per share) | 0.00 - 40.00 (0.57) | |||||||||||||||||||||||||||||||||
| Bonds | 550.4 | Consensus Pricing | Indicative Quotes (% of | 85 - 108 (98) | ||||||||||||||||||||||||||||||||||
| Loans | 5,497.1 | Consensus Pricing | Indicative Quotes (% of | 15 - 108 (97) | ||||||||||||||||||||||||||||||||||
| 6,056.9 | ||||||||||||||||||||||||||||||||||||||
| Investments in CLOs and | ||||||||||||||||||||||||||||||||||||||
| Senior secured notes | 437.0 | Discounted Cash Flow with Consensus Pricing | Discount Margins (Basis Points) | 85 - 1,725 (227) | ||||||||||||||||||||||||||||||||||
| Default Rates | 1% - 2% (1%) | |||||||||||||||||||||||||||||||||||||
| Recovery Rates | 50% - 70% (60%) | |||||||||||||||||||||||||||||||||||||
| Indicative Quotes (% of Par) | 71 - 100 (98) | |||||||||||||||||||||||||||||||||||||
| Subordinated notes and preferred shares | 52.5 | Discounted Cash Flow with Consensus Pricing | Discount Rates | 16% - 30% (23%) | ||||||||||||||||||||||||||||||||||
| Default Rates | 1% - 2% (1%) | |||||||||||||||||||||||||||||||||||||
| Recovery Rates | 50% - 70% (60%) | |||||||||||||||||||||||||||||||||||||
| Indicative Quotes (% of Par) | 31 - 90 (46) | |||||||||||||||||||||||||||||||||||||
| BDC preferred shares | 60.0 | Market Yield Analysis | Market Yields | 7% - 7% (7%) | ||||||||||||||||||||||||||||||||||
| Aviation subordinated notes | 7.2 | Discounted Cash Flow | Discount Rates | 20% - 20% (20%) | ||||||||||||||||||||||||||||||||||
| Loans | 14.1 | Consensus Pricing | Indicative Quotes (% of Par) | 98 - 100 (100) | ||||||||||||||||||||||||||||||||||
| Total | $ | 6,627.7 | ||||||||||||||||||||||||||||||||||||
| Liabilities | ||||||||||||||||||||||||||||||||||||||
| Loans payable of Consolidated Funds: | ||||||||||||||||||||||||||||||||||||||
| Senior secured notes | $ | 5,358.9 | Other(1) | N/A | N/A | |||||||||||||||||||||||||||||||||
| Subordinated notes and preferred shares | 204.1 | Discounted Cash Flow with Consensus Pricing | Discount Rates | 16% - 30% (22%) | ||||||||||||||||||||||||||||||||||
| Default Rates | 1% - 2% (1%) | |||||||||||||||||||||||||||||||||||||
| Recovery Rates | 50% - 70% (60%) | |||||||||||||||||||||||||||||||||||||
| Indicative Quotes (% of Par) | 30 - 91 (50) | |||||||||||||||||||||||||||||||||||||
| Total | $ | 5,563.0 | ||||||||||||||||||||||||||||||||||||
(1) Senior and subordinated notes issued by CLO vehicles are classified based on the more observable fair value of the CLO financial assets, less (i) the fair value of any beneficial interests held by the Company and (ii) the carrying value of any beneficial interests that represent compensation for services.
The significant unobservable inputs used in the fair value measurement of the Partnership’s investments in equity securities include indicative quotes, discount rates and exit cap rates. Significant decreases in indicative quotes in isolation would result in a significantly lower fair value measurement. Significant increases in discount rates and exit cap rates in isolation would result in a significantly lower fair value measurement.
The significant unobservable inputs used in the fair value measurement of the Partnership’sCompany’s investments in CLOs and other investments include EBITDA multiples,indicative quotes, discount margins, discount rates, default rates, and recovery rates and indicative quotes.rates. Significant decreases in EBITDA multiples, recovery rates or indicative quotes in isolation would result in a significantly lower fair value measurement. Significant increases in discount margins, discount rates or default rates in isolation would result in a significantly lower fair value measurement.
The significant unobservable inputs used in the fair value measurement of the Partnership’sCompany’s loans payable of Consolidated Funds are discount rates, default rates, recovery rates and indicative quotes. Significant increases in discount rates
184
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
or default rates in isolation would result in a significantly lower fair value measurement, while a significant increasemeasurement. Significant decreases in recovery rates andor indicative quotes in isolation would result in a significantly higherlower fair value.value measurement.
4. Investments
Investments consist of the following:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Accrued performance allocations | $ | 8,133.0 | $ | 4,968.6 | |||||||
| Principal equity method investments, excluding performance allocations | 2,128.6 | 1,810.8 | |||||||||
| Principal investments in CLOs and other | 570.4 | 601.5 | |||||||||
| Total investments | $ | 10,832.0 | $ | 7,380.9 | |||||||
Accrued Performance FeesAllocations
The components of accrued performance feesallocations are as follows:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 6,412.8 | $ | 3,926.1 | |||||||
| Global Credit | 300.3 | 132.3 | |||||||||
Global Investment Solutions (1) | 1,419.9 | 910.2 | |||||||||
| Total | $ | 8,133.0 | $ | 4,968.6 | |||||||
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Corporate Private Equity | $ | 2,272.4 | $ | 1,375.4 | |||
| Real Assets | 657.5 | 483.4 | |||||
| Global Credit | 56.1 | 68.6 | |||||
| Investment Solutions | 684.6 | 553.7 | |||||
| Total | $ | 3,670.6 | $ | 2,481.1 | |||
Approximately 19%25% and 41% of accrued performance feesallocations at December 31, 20172021 and 2020, respectively, are related to Carlyle Partners VI, oneL.P., 1 of the Partnership’s Corporate Private Equity funds.
Accrued performance feesallocations are shown gross of the Partnership’sCompany’s accrued performance allocations and incentive fee-related compensation (see Note 8)7), and accrued giveback obligations, which are separately presented in the consolidated balance sheets. The components of the accrued giveback obligations are as follows:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | (18.4) | $ | (18.4) | |||||||
| Global Credit | (11.8) | (0.3) | |||||||||
| Total | $ | (30.2) | $ | (18.7) | |||||||
185
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Corporate Private Equity | $ | (8.7 | ) | $ | (3.9 | ) | |
| Real Assets | (58.1 | ) | (156.9 | ) | |||
| Total | $ | (66.8 | ) | $ | (160.8 | ) | |
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
Principal Equity-Method Investments, Excluding Performance FeesAllocations
The Company’s equity method investments (excluding performance fees includedallocations) include its fund investments in revenuesGlobal Private Equity, Global Credit, and Global Investment Solutions typically as general partner interests, and its strategic investments in Fortitude (included within Global Credit) and NGP (included within Global Private Equity), which are derived from the following segments:
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Corporate Private Equity | $ | 1,629.6 | $ | 289.6 | $ | 698.2 | |||||
| Global Credit | 56.6 | 37.4 | (41.0 | ) | |||||||
| Real Assets | 265.2 | 321.1 | 49.3 | ||||||||
| Investment Solutions | 142.5 | 103.7 | 118.4 | ||||||||
| Total | $ | 2,093.9 | $ | 751.8 | $ | 824.9 | |||||
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Global Private Equity | $ | 1,231.2 | $ | 1,082.1 | |||||||
| Global Credit | 819.7 | 671.9 | |||||||||
| Global Investment Solutions | 77.7 | 56.8 | |||||||||
| Total | $ | 2,128.6 | $ | 1,810.8 | |||||||
The summarized financial information of the Company’s equity method investees from the date of initial investment is as follows (Dollars in millions):
| Global Private Equity | Global Credit | Global Investment Solutions | Aggregate Totals | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| For the Year Ended December 31, | For the Year Ended December 31, | For the Year Ended December 31, | For the Year Ended December 31, | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2021 | 2020 | 2019 | 2021 | 2020 | 2019 | 2021 | 2020 | 2019 | 2021 | 2020 | 2019 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Statement of operations information | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Investment income | $ | 1,736.4 | $ | 652.7 | $ | 1,298.7 | $ | 2,000.5 | $ | 1,012.2 | $ | 517.7 | $ | 107.2 | $ | 50.5 | $ | 33.4 | $ | 3,844.1 | $ | 1,715.4 | $ | 1,849.8 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Expenses | 1,511.4 | 1,702.2 | 1,737.6 | 448.5 | 240.7 | 171.0 | 1,524.2 | 965.2 | 771.3 | 3,484.1 | 2,908.1 | 2,679.9 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net investment income (loss) | 225.0 | (1,049.5) | (438.9) | 1,552.0 | 771.5 | 346.7 | (1,417.0) | (914.7) | (737.9) | 360.0 | (1,192.7) | (830.1) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net realized and unrealized gain (loss) | 26,875.3 | 7,889.4 | 3,285.2 | 918.1 | (682.5) | (513.2) | 10,593.0 | 4,039.7 | 4,177.8 | 38,386.4 | 11,246.6 | 6,949.8 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net income (loss) | $ | 27,100.3 | $ | 6,839.9 | $ | 2,846.3 | $ | 2,470.1 | $ | 89.0 | $ | (166.5) | $ | 9,176.0 | $ | 3,125.0 | $ | 3,439.9 | $ | 38,746.4 | $ | 10,053.9 | $ | 6,119.7 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Global Private Equity | Global Credit | Global Investment Solutions | Aggregate Totals | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| As of December 31, | As of December 31, | As of December 31, | As of December 31, | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2021 | 2020 | 2021 | 2020 | 2021 | 2020 | 2021 | 2020 | ||||||||||||||||||||||||||||||||||||||||||||||||||||
| Balance sheet information | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Investments | $ | 96,269.1 | $ | 87,377.2 | $ | 19,745.8 | $ | 12,822.2 | $ | 30,545.9 | $ | 24,028.1 | $ | 146,560.8 | $ | 124,227.5 | |||||||||||||||||||||||||||||||||||||||||||
| Total assets | $ | 103,063.3 | $ | 92,381.0 | $ | 21,135.4 | $ | 13,795.9 | $ | 30,517.0 | $ | 23,914.0 | $ | 154,715.7 | $ | 130,090.9 | |||||||||||||||||||||||||||||||||||||||||||
| Debt | $ | 10,552.6 | $ | 9,998.7 | $ | 5,186.6 | $ | 3,151.9 | $ | 1,841.1 | $ | 753.9 | $ | 17,580.3 | $ | 13,904.5 | |||||||||||||||||||||||||||||||||||||||||||
| Other liabilities | $ | 1,199.8 | $ | 1,118.8 | $ | 282.4 | $ | 310.4 | $ | 402.2 | $ | 507.8 | $ | 1,884.4 | $ | 1,937.0 | |||||||||||||||||||||||||||||||||||||||||||
| Total liabilities | $ | 11,752.4 | $ | 11,117.5 | $ | 5,469.0 | $ | 3,462.3 | $ | 2,243.3 | $ | 1,261.7 | $ | 19,464.7 | $ | 15,841.5 | |||||||||||||||||||||||||||||||||||||||||||
| Partners’ capital | $ | 91,310.9 | $ | 81,263.5 | $ | 15,666.4 | $ | 10,333.6 | $ | 28,273.7 | $ | 22,652.3 | $ | 135,251.0 | $ | 114,249.4 | |||||||||||||||||||||||||||||||||||||||||||
Strategic Investment in Fortitude
On November 13, 2018, the Company acquired a 19.9% interest in Fortitude Group Holdings, LLC (“Fortitude Holdings”), a wholly owned subsidiary of American International Group, Inc. (“AIG”) (“the Minority Transaction”), pursuant to a Membership Interest Purchase Agreement by and investment income):among the Company, AIG and Fortitude Holdings, dated as of July 31, 2018 (the “2018 MIPA”). Fortitude Holdings owns 100% of the outstanding common shares of Fortitude Reinsurance Company Ltd., a Bermuda domiciled reinsurer (“Fortitude Re”, f/k/a “DSA Re”) established to reinsure a portfolio of AIG’s legacy life, annuity and property and casualty liabilities.
186
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Equity method investments, excluding accrued performance fees | $ | 1,218.4 | $ | 950.9 | |||
| Investments in CLOs and other | 405.9 | 156.1 | |||||
| Total investments | $ | 1,624.3 | $ | 1,107.0 | |||
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
distribute a planned non-pro rata dividend to AIG prior to May 13, 2020. The Company paid $79.6 million of such adjustment in May 2020 and will pay the remaining $19.9 million following December 31, 2023.
The Company has a strategic asset management relationship with ECM Capital, L.P.Fortitude Holdings pursuant to which Fortitude Holdings committed to allocate assets in asset management strategies and vehicles of the Company and its affiliates. As of December 31, 2021, Fortitude Holdings and AIG have committed approximately $7.0 billion of capital to-date to various Carlyle strategies.
Prior to the Control Transaction, the Company’s investment was accounted for under the equity method of accounting by recognizing its pro rata share of Fortitude’s U.S. GAAP earnings, which is included in principal investment income in the consolidated statements of operations. These amounts are inclusive of unrealized gains (losses) related to the change in fair value of embedded derivatives related to certain reinsurance contracts included in Fortitude’s U.S. GAAP financial statements. Modified coinsurance is subject to the general accounting principles for hedging, specifically the guidance originally issued as Derivatives Implementation Group Issue No. B36: Embedded Derivatives: Modified Coinsurance Agreements and Debt Instruments That Incorporate Credit Risk Exposures That Are Unrelated or Only Partially Related to the Creditworthiness of the Obligor under Those Instruments (“ECM”DIG B36”) and Barclays Natural Resource Investments, a division. As of Barclays Bank PLC (“BNRI”),December 31, 2019, the Company’s investment in Fortitude was $1,200.9 million, which reflected $628.2 million of cumulative unrealized gains related to makethe change in the fair value of embedded derivatives.
At the time the Company contributed its existing 19.9% stake in Fortitude to Carlyle FRL, the Company’s investment became an ownership interest in the fund. Accordingly, the Company began accounting for its investment under the equity method based on its net asset value in Carlyle FRL, which is an investment company that accounts for its investment in Fortitude at fair value. The contribution of the Company’s 19.9% interest to Carlyle FRL resulted in a loss in principal investment income (loss) of $620.7 million during the year ended December 31, 2020. As of December 31, 2021, the Company’s investment in Carlyle FRL was $715.7 million, relative to its cost of $465.5 million. Following the contribution, the Company no longer records its pro rata share of the U.S. GAAP earnings of Fortitude. Refer to Note 3 in the Company’s Quarterly Report on Form 10-Q for the period ended June 30, 2020 and the Company’s Annual Report on Form 10-K for the year ended December 31, 2019 for summarized financial information of Fortitude as of and for the periods then ended.
Strategic Investment in NGP
The Company has equity interests in NGP Management Company, L.L.C. (“NGP Management”), the general partners of certain carry funds advised by NGP, and together withprincipal investments in certain NGP funds. The Company accounts for its affiliates, “NGP”), an Irving, Texas-based energy investor. The agreement was amended in March 2017 to further align the interests of the Partnership and NGP. The Partnership’s equity interestsinvestments in NGP Managementunder the equity method of accounting, and includes these investments in the Global Private Equity segment. These interests entitle the PartnershipCompany to an allocation of income equal to 55.0% of the management fee-related revenues of the NGP entities that serveManagement which serves as the advisorsinvestment advisor to certain private equityNGP funds as well as 47.5% of the performance allocations received by certain current and future NGP fund general partners.
187
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The Company’s investments in NGP as of December 31, 2021 and 2020 are as follows:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Investment in NGP Management | $ | 371.8 | $ | 373.5 | |||||||
| Investments in NGP general partners - accrued performance allocations | 3.8 | — | |||||||||
| Principal investments in NGP funds | 61.3 | 51.4 | |||||||||
| Total investments in NGP | $ | 436.9 | $ | 424.9 | |||||||
Investment in NGP Management. The Company’s equity interests in the general partners of certain future carry funds advised by NGP thatManagement entitle the PartnershipCompany to an allocation of income equal to 47.5%55.0% of the carried interest received by such fund general partners.
The Partnership accounts for its investments in NGP under the equity method of accounting. The Partnership recorded its investments in NGP initially at cost, excluding any elements in the transaction that were deemed to be compensatory arrangements to NGP personnel. The Carlyle Holdings partnership units issued in the transaction and the deferred restricted common units (which were granted in 2012 to certain NGP personnel) were deemed to be compensatory arrangements; these elements are recognized as an expense under applicable U.S. GAAP.
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Management fee-related revenues from NGP Management | $ | 72.9 | $ | 73.9 | $ | 97.8 | |||||||||||
| Expenses related to the investment in NGP Management | (10.8) | (11.0) | (10.5) | ||||||||||||||
| Amortization of basis differences from the investment in NGP Management | (2.9) | (4.3) | (5.7) | ||||||||||||||
| Net investment income from NGP Management | $ | 59.2 | $ | 58.6 | $ | 81.6 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Management fees | $ | 80.5 | $ | 80.7 | $ | 53.9 | |||||
| Performance fees | 98.4 | 44.7 | (18.5 | ) | |||||||
| Investment income (loss) | 12.1 | 9.4 | (3.3 | ) | |||||||
| Expenses | (54.0 | ) | (16.0 | ) | (15.3 | ) | |||||
| Amortization of basis differences | (8.5 | ) | (55.2 | ) | (56.6 | ) | |||||
| Net investment income (loss) | $ | 128.5 | $ | 63.6 | $ | (39.8 | ) | ||||
The difference between the Partnership’sCompany’s remaining carrying value of its investment and its share of the underlying net assets of the investee was $21.3$1.4 million, $29.8$4.2 million and $85.0$8.5 million as of December 31, 2017, 20162021, 2020 and 2015,2019, respectively; these differences are amortized over a period of 10 years from the initial investment date. The Company assesses the remaining carrying value of its equity method investment for impairment whenever events or circumstances indicate that the carrying value may not be recoverable, and considers factors including, but not limited to, expected cash flows from its interest in future management fees and NGP’s ability to raise new funds.
Investment in the General Partners of NGP Carry Funds. The Company’s investment in the general partners of the NGP Carry Funds entitle it to 47.5% of the performance allocations received by certain current and future NGP fund general partners. The Company records its equity income allocation from NGP performance allocations in principal investment income (loss) from equity method investments rather than performance allocations in its consolidated statements of operations. The Company recognized net investment earnings (losses) related to these performance allocations in its consolidated statements of operations of $3.8 million and $(151.0) million for years ended December 31, 2021 and December 31, 2019. There were 0 net investment earnings (losses) related to these performance allocations for the year ended December 31, 2020.
Principal Investments in NGP Funds. The Company also holds principal investments in the NGP Carry Funds. The Company recognized net investment earnings (losses) related to principal investment income in its consolidated statements of operations of $20.1 million, $(12.0) million and $(9.0) million for the years ended December 31, 2021, 2020 and 2019, respectively.
188
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Corporate Private Equity | $ | 369.5 | $ | 282.4 | |||
| Real Assets | 775.1 | 622.8 | |||||
| Global Credit | 23.0 | 20.1 | |||||
| Investment Solutions | 50.8 | 25.6 | |||||
| Total | $ | 1,218.4 | $ | 950.9 | |||
Corporate Private Equity | Real Assets | Global Credit | Investment Solutions | Aggregate Totals | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
For the Year Ended December 31, | For the Year Ended December 31, | For the Year Ended December 31, | For the Year Ended December 31, | For the Year Ended December 31, | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2017 | 2016 | 2015 | 2017 | 2016 | 2015 | 2017 | 2016 | 2015 | 2017 | 2016 | 2015 | 2017 | 2016 | 2015 | |||||||||||||||||||||||||||||||||||||||||||||
| Statement of operations information | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Investment income | $ | 630.8 | $ | 532.2 | $ | 380.7 | $ | 230.4 | $ | 679.5 | $ | 441.2 | $ | 267.7 | $ | 167.4 | $ | 193.6 | $ | 78.6 | $ | 107.2 | $ | 118.6 | $ | 1,207.5 | $ | 1,486.3 | $ | 1,134.1 | |||||||||||||||||||||||||||||
| Expenses | 553.3 | 597.1 | 613.8 | 572.4 | 544.3 | 604.4 | 118.8 | 95.1 | 45.7 | 665.5 | 493.0 | 436.5 | 1,910.0 | 1,729.5 | 1,700.4 | ||||||||||||||||||||||||||||||||||||||||||||
| Net investment income (loss) | 77.5 | (64.9 | ) | (233.1 | ) | (342.0 | ) | 135.2 | (163.2 | ) | 148.9 | 72.3 | 147.9 | (586.9 | ) | (385.8 | ) | (317.9 | ) | (702.5 | ) | (243.2 | ) | (566.3 | ) | ||||||||||||||||||||||||||||||||||
| Net realized and unrealized gain (loss) | 9,587.4 | 2,906.8 | 4,831.6 | 2,605.6 | 2,184.2 | (3,047.6 | ) | (51.5 | ) | (504.6 | ) | (323.1 | ) | 2,676.3 | 2,360.2 | 2,511.1 | 14,817.8 | 6,946.6 | 3,972.0 | ||||||||||||||||||||||||||||||||||||||||
| Net income (loss) | $ | 9,664.9 | $ | 2,841.9 | $ | 4,598.5 | $ | 2,263.6 | $ | 2,319.4 | $ | (3,210.8 | ) | $ | 97.4 | $ | (432.3 | ) | $ | (175.2 | ) | $ | 2,089.4 | $ | 1,974.4 | $ | 2,193.2 | $ | 14,115.3 | $ | 6,703.4 | $ | 3,405.7 | ||||||||||||||||||||||||||
Corporate Private Equity | Real Assets | Global Credit | Investment Solutions | Aggregate Totals | |||||||||||||||||||||||||||||||||||
| As of December 31, | As of December 31, | As of December 31, | As of December 31, | As of December 31, | |||||||||||||||||||||||||||||||||||
| 2017 | 2016 | 2017 | 2016 | 2017 | 2016 | 2017 | 2016 | 2017 | 2016 | ||||||||||||||||||||||||||||||
| Balance sheet information | |||||||||||||||||||||||||||||||||||||||
| Investments | $ | 42,129.8 | $ | 31,427.7 | $ | 24,352.0 | $ | 21,460.2 | $ | 3,873.5 | $ | 2,240.8 | $ | 16,155.4 | $ | 13,312.6 | $ | 86,510.7 | $ | 68,441.3 | |||||||||||||||||||
| Total assets | $ | 44,987.0 | $ | 33,605.0 | $ | 25,894.9 | $ | 22,666.0 | $ | 4,050.0 | $ | 2,502.5 | $ | 16,402.5 | $ | 13,476.3 | $ | 91,334.4 | $ | 72,249.8 | |||||||||||||||||||
| Debt | $ | 2,141.8 | $ | 416.2 | $ | 2,633.0 | $ | 1,552.9 | $ | 508.1 | $ | 170.4 | $ | 135.0 | $ | 96.8 | $ | 5,417.9 | $ | 2,236.3 | |||||||||||||||||||
| Other liabilities | $ | 693.2 | $ | 607.2 | $ | 239.6 | $ | 384.1 | $ | 128.7 | $ | 94.3 | $ | 379.5 | $ | 304.1 | $ | 1,441.0 | $ | 1,389.7 | |||||||||||||||||||
| Total liabilities | $ | 2,835.0 | $ | 1,023.4 | $ | 2,872.6 | $ | 1,937.0 | $ | 636.8 | $ | 264.7 | $ | 514.5 | $ | 400.9 | $ | 6,858.9 | $ | 3,626.0 | |||||||||||||||||||
| Partners’ capital | $ | 42,152.0 | $ | 32,581.6 | $ | 23,022.3 | $ | 20,729.0 | $ | 3,413.2 | $ | 2,237.8 | $ | 15,888.0 | $ | 13,075.4 | $ | 84,475.5 | $ | 68,623.8 | |||||||||||||||||||
$72.5 million (see Note 9).
Investment Income (Loss)
The components of investment income (loss) are as follows:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Performance allocations | |||||||||||||||||
| Realized | $ | 2,956.7 | $ | 591.1 | $ | 354.8 | |||||||||||
| Unrealized | 3,127.9 | 1,044.8 | 444.3 | ||||||||||||||
| 6,084.6 | 1,635.9 | 799.1 | |||||||||||||||
| Principal investment income (loss) from equity method investments (excluding performance allocations) | |||||||||||||||||
| Realized | 266.2 | 135.5 | 189.5 | ||||||||||||||
| Unrealized | 290.8 | (679.3) | 585.4 | ||||||||||||||
| 557.0 | (543.8) | 774.9 | |||||||||||||||
| Principal investment income (loss) from investments in CLOs and other investments | |||||||||||||||||
| Realized | 1.9 | 0.3 | 1.0 | ||||||||||||||
| Unrealized (1) | 78.4 | 2.8 | (6.6) | ||||||||||||||
| 80.3 | 3.1 | (5.6) | |||||||||||||||
| Total | $ | 6,721.9 | $ | 1,095.2 | $ | 1,568.4 | |||||||||||
(1) The year ended December 31, 2021 includes investment income of $49.8 million associated with the remeasurement of a corporate investment, which was previously carried at cost, resulting from observable price changes pursuant to ASC 321, Investments - Equity Securities.
The performance allocations included in revenues are derived from the following segments:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Private Equity | $ | 5,223.2 | $ | 1,440.5 | $ | 550.4 | |||||||||||
| Global Credit | 156.6 | 21.5 | 38.5 | ||||||||||||||
| Global Investment Solutions | 704.8 | 173.9 | 210.2 | ||||||||||||||
| Total | $ | 6,084.6 | $ | 1,635.9 | $ | 799.1 | |||||||||||
Approximately 34%, or $2,045.3 million, of performance allocations for the year ended December 31, 2021 are related to the following funds along with total revenue recognized (total revenue includes performance allocations, fund management fees, and principal investment income):
•Carlyle Partners VI, L.P. (Global Private Equity segment) – $1,453.1 million,
•Carlyle Partners VII, L.P. (Global Private Equity segment) – $988.4 million,
Approximately 89%, or $1,455.3 million, of performance allocations for the year ended December 31, 2020 are related to the following funds along with total revenue recognized (total revenue includes performance allocations, fund management fees, and principal investment income):
189
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Income from equity investments | $ | 226.4 | $ | 150.6 | $ | 10.4 | |||||
| Income (loss) from investments in CLOs and other investments | 5.6 | 9.6 | (1.7 | ) | |||||||
| Other investment income | — | 0.3 | 6.5 | ||||||||
| Total | $ | 232.0 | $ | 160.5 | $ | 15.2 | |||||
•Carlyle Asia Partners IV, L.P. (Global Private Equity segment) – $374.1 million,
Approximately 34%, or $273.6 million, of performance allocations for the year ended December 31, 2019 are related to the following funds along with total revenue recognized (total revenue includes performance allocations, fund management fees, and principal investment income):
•Carlyle Partners VI, L.P. (Global Private Equity segment) – $239.0 million,
•Carlyle Realty Partners V, L.P. (Global Private Equity segment) – $158.5 million,
•AlpInvest Co- & Sec Investments 2006-2008 (Global Investment Solutions segment) – $83.5 million, and
•Carlyle Europe Partners IV, L.P. (Global Private Equity segment) – $(82.9) million.
Additionally, $(110.9) million in total revenue was recognized from the Company’s investment in NGP XI for the year ended December 31, 2019.
Carlyle’s principal investment income (loss) from its equity-method investments is included in investment income (loss) in the consolidated statements of operations and consists of:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Global Private Equity | $ | 346.7 | $ | 137.1 | $ | 45.2 | |||||||||||
| Global Credit (1) | 183.4 | (690.4) | 718.2 | ||||||||||||||
| Global Investment Solutions | 26.9 | 9.5 | 11.5 | ||||||||||||||
| Total | $ | 557.0 | $ | (543.8) | $ | 774.9 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Corporate Private Equity | $ | 64.8 | $ | 51.8 | $ | 28.9 | |||||
| Real Assets | 151.7 | 101.2 | (18.6 | ) | |||||||
| Global Credit | 1.7 | (3.8 | ) | (0.9 | ) | ||||||
| Investment Solutions | 8.2 | 1.4 | 1.0 | ||||||||
| Total | $ | 226.4 | $ | 150.6 | $ | 10.4 | |||||
Investments of Consolidated Funds
The PartnershipCompany consolidates the financial positions and results of operations of certain CLOs in which it is the primary beneficiary. During the year ended December 31, 2017,2021, the Partnership formed seven newCompany consolidated 2 CLOs for which the PartnershipCompany is the primary beneficiary of two of those CLOs. As of December 31, 2017, the total assets of these CLOs formedbeneficiary. The Company also deconsolidated 1 CLO during the year and included in the Partnership’s consolidated financial statements were approximately $1.2 billion.ended December 31, 2021.
190
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The following table presents a summary of the investments held by the Consolidated Funds. Investments held by the Consolidated Funds do not represent the investments of all Carlyle sponsored funds. The table below presents investments as a percentage of investments of Consolidated Funds:
| Fair Value | Percentage of Investments of Consolidated Funds | ||||||||||||||||||||||
| Geographic Region/Instrument Type/ Industry | December 31, | December 31, | |||||||||||||||||||||
| Description or Investment Strategy | 2021 | 2020 | 2021 | 2020 | |||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| United States | |||||||||||||||||||||||
| Partnership and LLC interests: | |||||||||||||||||||||||
| Fund Investments | $ | 120.5 | $ | — | 1.81 | % | — | % | |||||||||||||||
Total Partnership and LLC interests (cost of $120.8 and $— at December 31, 2021 and 2020, respectively) | 120.5 | — | 1.81 | % | — | % | |||||||||||||||||
| Loans: | |||||||||||||||||||||||
| Aerospace & Defense | 79.8 | — | 1.20 | % | — | % | |||||||||||||||||
| Environmental Industries | 0.9 | — | 0.01 | % | — | % | |||||||||||||||||
| Investment Company | 51.3 | — | 0.77 | % | — | % | |||||||||||||||||
| Other | 25.0 | — | 0.38 | % | — | % | |||||||||||||||||
Total loans (cost of $157.1 and $— at December 31, 2021 and 2020, respectively) | 157.0 | — | 2.36 | % | — | % | |||||||||||||||||
| Assets of the CLOs: | |||||||||||||||||||||||
| Bonds | 40.2 | 72.3 | 0.60 | % | 1.19 | % | |||||||||||||||||
| Equity | 8.5 | 2.4 | 0.13 | % | 0.04 | % | |||||||||||||||||
| Loans | 2,629.4 | 2,570.3 | 39.47 | % | 42.44 | % | |||||||||||||||||
Total assets of the CLOs (cost of $2,697.9 and $2,681.1 at December 31, 2021 and 2020, respectively) | 2,678.1 | 2,645.0 | 40.20 | % | 43.67 | % | |||||||||||||||||
| Total United States | $ | 2,955.6 | $ | 2,645.0 | 44.37 | % | 43.67 | % | |||||||||||||||
| Fair Value | Percentage of Investments of Consolidated Funds | |||||||||||||
| Geographic Region/Instrument Type/ Industry | December 31, | December 31, | ||||||||||||
| Description or Investment Strategy | 2017 | 2016 | 2017 | 2016 | ||||||||||
| (Dollars in millions) | ||||||||||||||
| United States | ||||||||||||||
| Assets of the CLOs: | ||||||||||||||
| Bonds | $ | 36.6 | $ | 12.5 | 0.81 | % | 0.32 | % | ||||||
| Equity | 2.2 | 0.7 | 0.05 | % | 0.02 | % | ||||||||
| Loans | 1,644.4 | 1,941.7 | 36.27 | % | 49.87 | % | ||||||||
| Total assets of the CLOs (cost of $1,661.1 and $1,958.6 at December 31, 2017 and 2016, respectively) | 1,683.2 | 1,954.9 | 37.13 | % | 50.21 | % | ||||||||
| Total United States | $ | 1,683.2 | $ | 1,954.9 | 37.13 | % | 50.21 | % | ||||||
| Europe | Europe | |||||||||||||||||||||||||||||||||||
| Europe | ||||||||||||||||||||||||||||||||||||
| Equity securities: | ||||||||||||||||||||||||||||||||||||
| Other | 5.7 | $ | 9.6 | 0.13 | % | 0.25 | % | |||||||||||||||||||||||||||||
| Total equity securities (cost of $28.1 and $97.0 at December 31, 2017 and 2016, respectively) | 5.7 | 9.6 | 0.13 | % | 0.25 | % | ||||||||||||||||||||||||||||||
| Assets of the CLOs: | Assets of the CLOs: | |||||||||||||||||||||||||||||||||||
| Bonds | Bonds | $ | 557.6 | $ | 478.1 | 8.37 | % | 7.89 | % | |||||||||||||||||||||||||||
| Equity | Equity | 9.4 | 7.0 | 0.14 | % | 0.12 | % | |||||||||||||||||||||||||||||
| Loans | Loans | 3,058.8 | 2,847.6 | 45.92 | % | 47.01 | % | |||||||||||||||||||||||||||||
Total assets of the CLOs (cost of $3,649.0 and $3,402.0 at December 31, 2021 and 2020, respectively) | Total assets of the CLOs (cost of $3,649.0 and $3,402.0 at December 31, 2021 and 2020, respectively) | 3,625.8 | 3,332.7 | 54.43 | % | 55.02 | % | |||||||||||||||||||||||||||||
| Total Europe | Total Europe | $ | 3,625.8 | $ | 3,332.7 | 54.43 | % | 55.02 | % | |||||||||||||||||||||||||||
| Global | Global | |||||||||||||||||||||||||||||||||||
| Assets of the CLOs: | Assets of the CLOs: | |||||||||||||||||||||||||||||||||||
| Bonds | 368.5 | 377.7 | 8.13 | % | 9.70 | % | Bonds | $ | 1.7 | $ | — | 0.03 | % | — | % | |||||||||||||||||||||
| Loans | 2,369.9 | 1,403.9 | 52.26 | % | 36.06 | % | Loans | 77.9 | 79.2 | 1.17 | % | 1.31 | % | |||||||||||||||||||||||
| Other | 0.3 | 1.4 | — | % | 0.03 | % | ||||||||||||||||||||||||||||||
| Total assets of the CLOs (cost of $2,745.1 and $1,777.0 at December 31, 2017 and 2016, respectively) | 2,738.7 | 1,783.0 | 60.39 | % | 45.79 | % | ||||||||||||||||||||||||||||||
| Total Europe | $ | 2,744.4 | $ | 1,792.6 | 60.52 | % | 46.04 | % | ||||||||||||||||||||||||||||
| Global | ||||||||||||||||||||||||||||||||||||
| Assets of the CLOs: | ||||||||||||||||||||||||||||||||||||
| Bonds | $ | 8.3 | $ | 6.2 | 0.18 | % | 0.16 | % | ||||||||||||||||||||||||||||
| Loans | 98.4 | 140.0 | 2.17 | % | 3.59 | % | ||||||||||||||||||||||||||||||
| Total assets of the CLOs (cost of $107.7 and $147.9 at December 31, 2017 and 2016, respectively) | 106.7 | 146.2 | 2.35 | % | 3.75 | % | ||||||||||||||||||||||||||||||
Total assets of the CLOs (cost of $80.5 and $79.4 at December 31, 2021 and 2020, respectively) | Total assets of the CLOs (cost of $80.5 and $79.4 at December 31, 2021 and 2020, respectively) | 79.6 | 79.2 | 1.20 | % | 1.31 | % | |||||||||||||||||||||||||||||
| Total Global | $ | 106.7 | $ | 146.2 | 2.35 | % | 3.75 | % | Total Global | $ | 79.6 | $ | 79.2 | 1.20 | % | 1.31 | % | |||||||||||||||||||
| Total investments of Consolidated Funds (cost of $4,542.0 and $3,980.5 at December 31, 2017 and 2016, respectively) | $ | 4,534.3 | $ | 3,893.7 | 100.00 | % | 100.00 | % | ||||||||||||||||||||||||||||
| Total investments of Consolidated Funds (cost of $6,705.3 and $6,162.5 at December 31, 2021 and 2020, respectively) | Total investments of Consolidated Funds (cost of $6,705.3 and $6,162.5 at December 31, 2021 and 2020, respectively) | $ | 6,661.0 | $ | 6,056.9 | 100.00 | % | 100.00 | % | |||||||||||||||||||||||||||
There were no individual investments with a fair value greater than five5 percent of the Partnership’sCompany’s total assets for any period presented.
191
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
Interest and Other Income of Consolidated Funds
The components of interest and other income of Consolidated Funds are as follows:
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Interest income from investments | $ | 167.3 | $ | 140.4 | $ | 873.1 | |||||
| Other income | 10.4 | 26.5 | 102.4 | ||||||||
| Total | $ | 177.7 | $ | 166.9 | $ | 975.5 | |||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Interest income from investments | $ | 231.3 | $ | 211.6 | $ | 192.3 | |||||||||||
| Other income | 21.9 | 15.2 | 6.9 | ||||||||||||||
| Total | $ | 253.2 | $ | 226.8 | $ | 199.2 | |||||||||||
Net Investment Gains (Losses) of Consolidated Funds
Net investment gains (losses) of Consolidated Funds include net realized gains (losses) from sales of investments and unrealized gains (losses) resulting from changes in fair value of the Consolidated Funds’ investments. The components of net investment gains (losses) of Consolidated Funds are as follows:
| Year Ended December 31, | ||||||||||||||||||||||||||||
| Year Ended December 31, | 2021 | 2020 | 2019 | |||||||||||||||||||||||||
| 2017 | 2016 | 2015 | (Dollars in millions) | |||||||||||||||||||||||||
| Gains (losses) from investments of Consolidated Funds | Gains (losses) from investments of Consolidated Funds | $ | 76.6 | $ | (29.1) | $ | (18.9) | |||||||||||||||||||||
| Gains (losses) from liabilities of CLOs | Gains (losses) from liabilities of CLOs | (74.1) | 7.8 | (5.0) | ||||||||||||||||||||||||
| (Dollars in millions) | ||||||||||||||||||||||||||||
| Gains from investments of Consolidated Funds | $ | 27.0 | $ | 51.7 | $ | 426.2 | ||||||||||||||||||||||
| Gains (losses) from liabilities of CLOs | 61.4 | (40.5 | ) | 436.5 | ||||||||||||||||||||||||
| Gains on other assets of CLOs | — | 1.9 | 1.7 | |||||||||||||||||||||||||
| Total | $ | 88.4 | $ | 13.1 | $ | 864.4 | Total | $ | 2.5 | $ | (21.3) | $ | (23.9) | |||||||||||||||
The following table presents realized and unrealized gains (losses) earned from investments of the Consolidated Funds:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Realized gains (losses) | $ | 9.6 | $ | (91.3) | $ | (14.2) | |||||||||||
| Net change in unrealized gains (losses) | 67.0 | 62.2 | (4.7) | ||||||||||||||
| Total | $ | 76.6 | $ | (29.1) | $ | (18.9) | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Realized gains (losses) | $ | (54.0 | ) | $ | (33.4 | ) | $ | 1,114.7 | |||
| Net change in unrealized gains (losses) | 81.0 | 85.1 | (688.5 | ) | |||||||
| Total | $ | 27.0 | $ | 51.7 | $ | 426.2 | |||||
The following table summarizes the carrying amount of intangible assets as of December 31, 20172021 and 2016:2020:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Acquired contractual rights | $ | 48.0 | $ | 107.9 | |||||||
| Acquired trademarks | — | 1.2 | |||||||||
| Accumulated amortization | (26.4) | (77.2) | |||||||||
| Finite-lived intangible assets, net | 21.6 | 31.9 | |||||||||
| Goodwill | 13.3 | 16.8 | |||||||||
| Intangible assets, net | $ | 34.9 | $ | 48.7 | |||||||
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
Acquired contractual rights(1) | $ | 81.4 | $ | 74.1 | |||
Acquired trademarks(1) | 1.2 | 1.0 | |||||
| Accumulated amortization | (57.8 | ) | (43.2 | ) | |||
| Finite-lived intangible assets, net | 24.8 | 31.9 | |||||
Goodwill(1) | 11.1 | 10.1 | |||||
| Intangible assets, net | $ | 35.9 | $ | 42.0 | |||
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
$7.8 million and $11.3 million, respectively, of goodwill is associated with the Company’s Global Investment Solutions segment.segment and decreased in 2021 due to the sale of our interest in Metropolitan Real Estate (“MRE”).
As discussed in Note 2, the PartnershipCompany reviews its intangible assets for impairment whenever events or changes in circumstances indicate that the carrying amount of the asset may not be recoverable. No impairment losses were recorded during the years ended December 31, 20172021, 2020 and 2016. During the year ended December 31, 2015, the Partnership evaluated for indicators of impairment certain definite-lived intangible assets associated with acquired contractual rights for fee income. These intangible assets are included in the Global Credit and Investment Solutions segments. The Partnership recorded impairment losses, primarily as a result of the redemptions received on the open-ended credit hedge funds in the Global Credit segment and with the open-ended fund of hedge funds in the Investment Solutions segment, of $186.6 million and $15.0 million, respectively, during the year ended December 31, 2015. Additionally, the Partnership recorded a $7.0 million goodwill impairment charge during the year ended December 31, 2015 as a result of the Partnership's decision to restructure the Investment Solutions segment. Finally, the Partnership recorded an additional impairment loss of $11.8 million for the year ended December 31, 2015 to reduce the carrying value of other Global Credit intangible assets to their estimated fair value.
Intangible asset amortization expense excluding impairment losses, was $10.1$10.2 million, $42.5$14.6 million and $76.1$15.5 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively, and is included in general, administrative, and other expenses in the consolidated statements of operations.
The following table summarizes the expected amortization expense for 20182022 through 20222026 and thereafter (Dollars in millions):
| 2022 | $ | 6.1 | |||
| 2023 | 3.9 | ||||
| 2024 | 3.9 | ||||
| 2025 | 3.9 | ||||
| 2026 | 3.8 | ||||
| Thereafter | — | ||||
| $ | 21.6 | ||||
| 2018 | $ | 9.8 | |
| 2019 | 6.0 | ||
| 2020 | 6.0 | ||
| 2021 | 3.0 | ||
| $ | 24.8 | ||
The PartnershipCompany borrows and enters into credit agreements for its general operating and investment purposes. The Partnership’sCompany’s debt obligations consist of the following (Dollars in millions):following:
| As of December 31, | |||||||||||||||
| 2017 | 2016 | ||||||||||||||
| Borrowing Outstanding | Carrying Value | Borrowing Outstanding | Carrying Value | ||||||||||||
| Senior Credit Facility Term Loan Due 5/05/2020 | $ | 25.0 | $ | 24.8 | $ | 25.0 | $ | 24.7 | |||||||
| CLO Term Loans (See below) | 294.5 | 294.5 | 33.8 | 33.8 | |||||||||||
| 3.875% Senior Notes Due 2/01/2023 | 500.0 | 497.6 | 500.0 | 497.2 | |||||||||||
| 5.625% Senior Notes Due 3/30/2043 | 600.0 | 600.7 | 600.0 | 600.7 | |||||||||||
| Promissory Note Due 1/01/2022 | 108.8 | 108.8 | 108.8 | 108.8 | |||||||||||
| Promissory Notes Due 7/15/2019 | 47.2 | 47.2 | — | — | |||||||||||
| Total debt obligations | $ | 1,575.5 | $ | 1,573.6 | $ | 1,267.6 | $ | 1,265.2 | |||||||
| As of December 31, | |||||||||||||||||||||||
| 2021 | 2020 | ||||||||||||||||||||||
| Borrowing Outstanding | Carrying Value | Borrowing Outstanding | Carrying Value | ||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| CLO Borrowings (See below) | $ | 222.6 | $ | 219.0 | $ | 356.1 | $ | 353.6 | |||||||||||||||
| 3.875% Senior Notes Due 2/01/2023 | — | — | 250.0 | 249.5 | |||||||||||||||||||
| 5.625% Senior Notes Due 3/30/2043 | 600.0 | 600.6 | 600.0 | 600.7 | |||||||||||||||||||
| 5.650% Senior Notes Due 9/15/2048 | 350.0 | 346.1 | 350.0 | 346.0 | |||||||||||||||||||
| 3.500% Senior Notes Due 9/19/2029 | 425.0 | 421.6 | 425.0 | 421.1 | |||||||||||||||||||
| 4.625% Subordinated Notes Due 5/15/2061 | 500.0 | 484.3 | — | — | |||||||||||||||||||
| Total debt obligations | $ | 2,097.6 | $ | 2,071.6 | $ | 1,981.1 | $ | 1,970.9 | |||||||||||||||
Senior Credit Facility
As of December 31, 2017,2021, the senior credit facility included $25.0 million in a term loan and $750.0$775.0 million in a revolving credit facility. As of December 31, 2017, the term loan andThe revolving credit facility wereis scheduled to mature on May 5, 2020. PrincipalFebruary 11, 2024, and principal amounts outstanding under the term loan and revolving credit facility accrue interest, at the option of the borrowers, either (a) at an alternate base rate plus an applicable margin not to exceed 0.75%0.50%, or (b) at LIBOR plus an applicable margin not to exceed 1.75%1.50% (at December 31, 2017,2021, the interest rate was 2.60%1.35%). There was no0 amount outstanding under the revolving credit facility atas of December 31, 2017.2021. The Company made no borrowings under the revolving credit facility during the years ended December 31, 2021 and 2019. During the year ended December 31, 2020, the Company borrowed and repaid in full $250.0 million under the revolving credit facility. Interest expense under the senior credit facility was not significant for the years ended December 31, 2017, 20162021, 2020 and 2015. The fair value of2019. Prior to its amendment and restatement on February 11, 2019, the outstanding balances of thesenior credit facility included $25.0 million in a term loan and revolving credit facility at December 31, 2017 and 2016 approximated par value based on current market rates for similar debt instruments and are classified as Level III within the fair value hierarchy.
connection with the amendment and restatement.
193
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
Global Credit Revolving Credit Facility
On December 17, 2018, certain subsidiaries of the Company established a revolving line of credit, primarily intended to support certain lending activities within the Global Credit segment. The credit facility, which was amended in December 2020 and September 2021, is scheduled to mature in September 2024, and has a capacity of $250.0 million. Principal amounts outstanding under the facility accrue interest, at the option of the borrowers, either (a) at an alternate base rate plus an applicable margin not to exceed 1.00%, or (b) at the Eurocurrency rate plus an applicable margin, not to exceed 2.00%.
During the year ended December 31, 2021, the Company borrowed $70.0 million and repaid $70.0 million under the credit facility, and there was no borrowing outstanding under this facility as of December 31, 2021. During the year ended December 31, 2020, the Company borrowed $44.1 million and repaid $79.9 million under the credit facility, and there was no borrowing outstanding under this facility as of December 31, 2020. During the year ended December 31, 2019, the company borrowed $92.7 million and repaid $56.9 million under the credit facility, and there was $35.8 million outstanding under this facility as of December 31, 2019. Interest expense was not significant for the years ended December 31, 2021, 2020 and 2019.
CLO Term LoansBorrowings
For certain of ourthe Company’s CLOs, the PartnershipCompany finances a portion of its investment in the CLOs through the proceeds received from term loans and other financing arrangements with financial institutions. The Partnership'sCompany’s outstanding CLO term loansborrowings consist of the following (Dollars in millions):
| Formation Date | Borrowing Outstanding December 31, 2017 | Borrowing Outstanding December 31, 2016 | Maturity Date (1) | Interest Rate as of December 31, 2017 | Formation Date | Borrowing Outstanding December 31, 2021 | Borrowing Outstanding December 31, 2020 | Maturity Date (1) | Interest Rate as of December 31, 2021 | |||||||||||||||||||||||||||||||||||||
| October 3, 2013 | $ | — | (2) | $ | 13.2 | (2) | September 28, 2018 | NA | (3) | |||||||||||||||||||||||||||||||||||||
| June 7, 2016 | 20.6 | 20.6 | July 15, 2027 | 3.16% | (4) | |||||||||||||||||||||||||||||||||||||||||
| February 28, 2017 | 74.3 | — | September 21, 2029 | 2.33% | (5) | February 28, 2017 | $ | 51.3 | $ | 79.9 | November 17, 2031 | 2.36% | (2) | |||||||||||||||||||||||||||||||||
| April 19, 2017 | 22.8 | — | April 22, 2031 | 3.29% | (6) (15) | April 19, 2017 | — | 22.7 | April 22, 2031 | N/A | (3) (14) | |||||||||||||||||||||||||||||||||||
| June 28, 2017 | 23.1 | — | July 22, 2031 | 3.29% | (7) (15) | June 28, 2017 | — | 22.9 | July 22, 2031 | N/A | (4) (14) | |||||||||||||||||||||||||||||||||||
| July 20, 2017 | 24.4 | — | April 21, 2027 | 2.90% | (8) (15) | |||||||||||||||||||||||||||||||||||||||||
| August 2, 2017 | 22.8 | — | July 23, 2029 | 3.17% | (9) (15) | August 2, 2017 | — | 22.7 | July 23, 2029 | N/A | (5) (14) | |||||||||||||||||||||||||||||||||||
| August 2, 2017 | 20.9 | — | August 3, 2022 | 1.75% | (10) | August 2, 2017 | — | 21.3 | August 3, 2022 | N/A | (6) | |||||||||||||||||||||||||||||||||||
| August 14, 2017 | 22.6 | — | August 15, 2030 | 3.26% | (11) (15) | August 14, 2017 | — | 22.4 | August 15, 2030 | N/A | (7) (14) | |||||||||||||||||||||||||||||||||||
| November 30, 2017 | 22.7 | — | January 16, 2030 | 3.12% | (12) (15) | November 30, 2017 | — | 22.7 | January 16, 2030 | N/A | (8) (14) (15) | |||||||||||||||||||||||||||||||||||
| December 6, 2017 | 19.1 | — | October 16, 2030 | 3.01% | (13) (15) | December 6, 2017 | — | 19.0 | October 16, 2030 | N/A | (9) (14) (15) | |||||||||||||||||||||||||||||||||||
| December 7, 2017 | 21.2 | — | January 19, 2029 | 2.73% | (14) (15) | December 7, 2017 | — | 20.8 | January 19, 2029 | N/A | (10) (14) (15) | |||||||||||||||||||||||||||||||||||
| January 30, 2018 | January 30, 2018 | — | 19.2 | January 23, 2030 | N/A | (11) (14) (15) | ||||||||||||||||||||||||||||||||||||||||
| March 1, 2018 | March 1, 2018 | — | 15.2 | January 16, 2031 | N/A | (12) (14) (15) | ||||||||||||||||||||||||||||||||||||||||
| March 15, 2019 | March 15, 2019 | 1.9 | 22.6 | March 15, 2032 | 8.11% | (13) | ||||||||||||||||||||||||||||||||||||||||
| August 20, 2019 | August 20, 2019 | 4.1 | 22.9 | August 15, 2032 | 4.74% | (13) | ||||||||||||||||||||||||||||||||||||||||
| September 15, 2020 | September 15, 2020 | 20.3 | 21.8 | April 15, 2033 | 1.59% | (13) | ||||||||||||||||||||||||||||||||||||||||
| January 8, 2021 | January 8, 2021 | 21.3 | — | January 15, 2034 | 2.49% | (13) | ||||||||||||||||||||||||||||||||||||||||
| March 9, 2021 | March 9, 2021 | 20.3 | — | August 15, 2030 | 1.37% | (13) | ||||||||||||||||||||||||||||||||||||||||
| March 30, 2021 | March 30, 2021 | 19.1 | — | March 15, 2032 | 1.71% | (13) | ||||||||||||||||||||||||||||||||||||||||
| April 21, 2021 | April 21, 2021 | 3.7 | — | April 15, 2033 | 5.85% | (13) | ||||||||||||||||||||||||||||||||||||||||
| May 21, 2021 | May 21, 2021 | 15.9 | — | November 17, 2031 | 1.36% | (13) | ||||||||||||||||||||||||||||||||||||||||
| June 4, 2021 | June 4, 2021 | 21.3 | — | January 16, 2034 | 2.28% | (13) | ||||||||||||||||||||||||||||||||||||||||
| June 10, 2021 | June 10, 2021 | 1.4 | — | November 17, 2031 | 2.85% | (13) | ||||||||||||||||||||||||||||||||||||||||
| August 4, 2021 | August 4, 2021 | 17.2 | — | August 15, 2032 | 1.98% | (13) | ||||||||||||||||||||||||||||||||||||||||
| October 27, 2021 | October 27, 2021 | 24.8 | — | October 15, 2035 | 2.41% | (13) | ||||||||||||||||||||||||||||||||||||||||
| $ | 294.5 | $ | 33.8 | $ | 222.6 | $ | 356.1 | |||||||||||||||||||||||||||||||||||||||
(1) Maturity date is earlier of date indicated or the date that the CLO is dissolved.
(2) OriginalOutstanding borrowing of €12.6 million.€45.1 million; incurs interest at EURIBOR plus applicable margins as defined in the agreement.
194
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
(3) Note paid offIncurs interest at LIBOR plus 1.932%. This term loan was fully repaid in 2017.April 2021.
(4) Incurs interest at LIBOR plus 1.923%. This term loan was fully repaid in April 2021.
(5) Incurs interest at LIBOR plus 1.808%. This term loan was fully repaid in February 2021.
(6) Original borrowing of €17.4 million; incurs interest at EURIBOR plus 1.75% and has full recourse to the weightedCompany.This term loan was fully repaid in March 2021.
(7) Incurs interest at LIBOR plus 1.848%. This term loan was fully repaid in March 2021.
(8) Incurs interest at LIBOR plus 1.731%. This term loan was fully repaid in April 2021.
(9) Incurs interest at LIBOR plus 1.647%. This term loan was fully repaid in May 2021.
(10) Incurs interest at LIBOR plus 1.365%. This term loan was fully repaid in May 2021.
(11) Incurs interest at LIBOR plus 1.624%. This term loan was fully repaid in April 2021.
(12) Incurs interest at LIBOR plus 1.552%. This term loan was fully repaid in May 2021.
(13) Incurs interest at the average effective interest rate of each class of purchased securities plus 0.50% spread percentage.
(14) Term loan issued under master credit agreement.
(15) CLO Indentures for the underlying senior notes.respective CLO borrowings entered on November 30, 2017 and after provide for an alternative rate framework determined at the Company’s discretion upon a trigger event of LIBOR.
The CLO term loans are secured by the Partnership'sCompany’s investments in the respective CLO, have a general unsecured interest in the Carlyle entity that manages the CLO, and generally do not have recourse to any other Carlyle entity. Interest expense on these term loans was not significant for the years ended December 31, 2017, 20162021, 2020 and 2015.2019 was $5.6 million, $8.5 million, and $11.4 million, respectively. The fair value of the outstanding balance of the CLO term loans at December 31, 20172021 and 20162020 approximated par value based on current market rates for similar debt instruments. These CLO term loans are classified as Level III within the fair value hierarchy.
European CLO Financing - February 28, 2017
On February 28, 2017, a subsidiary of the PartnershipCompany entered into a financing agreement with several financial institutions under which these financial institutions provided a €61.8€45.1 million term loan ($74.351.3 million at December 31, 2017)2021) to the Partnership.Company. This term loan is secured by the Partnership’sCompany’s investments in the retained notes in certain European CLOs that were formed in 2014 and 2015. This term loan will mature on the earlier of September 21, 2029November 17, 2031 or the date that the certain European CLO retained notes have been redeemed. The PartnershipCompany may prepay the term loan in whole or in part at any time after the third anniversary of the date of issuance without penalty. Prepayment of the term loan within the first three years will
Master Credit Agreement - Term Loans
In January 2017, the PartnershipCompany entered into a master credit agreement with a financial institution under which the financial institution expects to provideprovided term loans to the PartnershipCompany for the purchase of eligible interests in CLOs. This agreement will terminate in January 2020. Any term loanTerm loans issued under this master credit agreement isare secured by the Partnership’sCompany’s investment in the respective CLO as well as any senior management fee and subordinated management fee payable by each CLO. Any term loan bearsTerm loans bear interest at LIBOR plus a weighted average spread over LIBOR on the CLO notes and an applicable margin. Interestmargin, which is due quarterly. CLO Indentures for the respective CLO borrowings entered on November 30, 2017 and after provide for an alternative rate framework determined at the Company’s discretion upon a trigger event of LIBOR. This agreement terminated in January 2020 and as of December 31, 2021, all outstanding CLO term loans under this agreement have been fully repaid.
CLO Repurchase Agreements
Each transaction entered into under the CLO Financing Facility provides for payment netting and, in the case of a default or similar event with respect to the counterparty to the CLO Financing Facility, provides for netting across transactions. Generally, upon a counterparty default, the Company can terminate all transactions under the CLO Financing Facility and offset amounts it owes in respect of any one transaction against collateral, if any, or other amounts it has received in respect of any other transactions under the CLO Financing Facility; provided, however, that in the case of certain defaults, the Company may only be able to terminate and offset solely with respect to the transaction affected by the default. During the term of a
195
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
transaction entered into under the CLO Financing Facility, the Company will deliver cash or additional securities acceptable to the counterparty if the securities sold are in default. Upon termination of a transaction, the Company will repurchase the previously sold securities from the counterparty at a previously determined repurchase price. The CLO Financing Facility may be terminated at any time upon certain defaults or circumstances agreed upon by the parties.
The repurchase agreements may result in credit exposure in the event the counterparty to the transaction is unable to fulfill its contractual obligations. The Company minimizes the credit risk associated with these activities by monitoring counterparty credit exposure and collateral values. Other than margin requirements, the Company is not subject to additional terms or contingencies which would expose the Company to additional obligations based upon the performance of the securities pledged as collateral.
Senior Notes
| Aggregate Principal Amount | Interest Expense | ||||||||||||||||||||||||||||||||||
Fair Value (1) As of December 31, | For The Years Ended December 31, | ||||||||||||||||||||||||||||||||||
| 2021 | 2020 | 2021 | 2020 | 2019 | |||||||||||||||||||||||||||||||
3.875% Senior Notes Due 2/1/2023 (2),(6) | $ | — | $ | — | $ | 270.0 | $ | 8.9 | $ | 9.9 | $ | 9.9 | |||||||||||||||||||||||
5.625% Senior Notes Due 3/30/2043 (3) | 600.0 | 795.5 | 782.6 | 33.7 | 33.8 | 33.7 | |||||||||||||||||||||||||||||
5.650% Senior Notes Due 9/15/2048 (4) | 350.0 | 484.7 | 469.3 | 19.9 | 19.9 | 19.9 | |||||||||||||||||||||||||||||
3.500% Senior Notes Due 9/19/2029 (5) | 425.0 | 457.4 | 476.6 | 15.3 | 15.3 | 4.2 | |||||||||||||||||||||||||||||
| $ | 77.8 | $ | 78.9 | $ | 67.7 | ||||||||||||||||||||||||||||||
(1) Including accrued interest. Fair value is based on indicative quotes and the notes are classified as Level II within the fair value hierarchy.
(2) Issued in January 2013 an indirect finance subsidiaryat 99.966% of par.
(3) Issued $400.0 million in aggregate principal at 99.583% of par in March 2013. An additional $200.0 million in aggregate principal was issued at 104.315% of par in March 2014, and is treated as a single class with the Partnership issued $500.0outstanding $400.0 million in senior notes previously issued.
(4) Issued in September 2018 at 99.914% of par.
(5) Issued in September 2019 at 99.841% of par.
(6) In November 2021, the Company completed the redemption of $250.0 million in aggregate principal amount of the 3.875% senior notes, due February 1, 2023 at 99.966%as discussed below. Interest expense for the year ended December 31, 2021 excludes amounts related to the early extinguishment of par. Interest is payable semi-annually on February 1 and August 1, beginning August 1, 2013. This subsidiarydebt.
The issuers may redeem the senior notes, in whole at any time or in part from time to time, at a price equal to the greater of (i) 100% of the principal amount of the notes being redeemed and (ii) the sum of the present values of the remaining scheduled payments of principal and interest on any notes being redeemed discounted to the redemption date on a semi-annualsemiannual basis at the Treasury rateRate plus 3040 basis points (30 basis points in the case of the 3.875% and 3.500% senior notes), plus in each case accrued and unpaid interest on the principal amounts being redeemed. In November 2021, the Company redeemed the 3.875% senior notes in whole, and recognized $10.1 million of costs in interest expense upon early extinguishment of the debt.
196
The Carlyle Group Inc.
Notes to the redemption date.Consolidated Financial Statements
In March 2013,May 2021, an indirect finance subsidiary of the PartnershipCompany issued $400.0$435.0 million in aggregate principal amount of 5.625% senior notes4.625% Subordinated Notes due March 30, 2043 at 99.583% of par. InterestMay 15, 2061 (the “Subordinated Notes”), on which interest is payable semi-annuallyquarterly accruing from May 11, 2021. In June 2021, an additional $65.0 million aggregate principal amount of these Subordinated Notes were issued and are treated as a single series with the already outstanding $435.0 million aggregate principal amount. The Subordinated Notes are unsecured and subordinated obligations of the issuer, and are fully and unconditionally guaranteed (the “Guarantees”), jointly and severally, on March 30a subordinated basis, by the Company, each of the Carlyle Holdings partnerships, and September 30, beginning September 30, 2013. ThisCG Subsidiary Holdings L.L.C., an indirect subsidiary of the Company (collectively, the “Guarantors”). The Consolidated Funds are not guarantors, and as such, the assets of the Consolidated Funds are not available to service the Subordinated Notes under the Guarantee. The Subordinated Notes may redeembe redeemed at the senior notesissuer’s option in whole at any time or in part from time to time on or after June 15, 2026 at a redemption price equal to their principal amount plus any accrued and unpaid interest to, but excluding, the greaterdate of 100%redemption. If interest due on the Subordinated Notes is deemed no longer to be deductible in the U.S., a “Tax Redemption Event”, the Subordinated Notes may be redeemed, in whole, but not in part, within 120 days of the occurrence of such event at a redemption price equal to their principal amount of the notes being redeemed and the sum of the present values of the remaining scheduled payments of principal and interest on any notes being redeemed discounted to the redemption date on a semi-annual basis at the Treasury rate plus 40 basis points plus accrued and unpaid interest onto, but excluding, the principal amounts beingdate of redemption. In addition, the Subordinated Notes may be redeemed, in whole, but not in part, at any time prior to May 15, 2026, within 90 days of the rating agencies determining that the Subordinated Notes should no longer receive partial equity treatment pursuant to the rating agency’s criteria, a “rating agency event”, at a redemption date.
Promissory Notes Due July 15, 2019
In June 2017, as part of thea settlement with investors in two2 commodities investment vehicles managed by an affiliate of the Partnership (disclosed in Note 9),Company, the PartnershipCompany issued a series of promissory notes, aggregating to $53.9 million, to the investors of these commodities investment vehicles. Interest on these promissory notes accruesaccrued at the three month LIBOR plus 2% (3.36% at December 31, 2017). The Partnership may prepay these promissory notes in whole or in part at any time without penalty. In October 2017, the Partnership repaid $6.7 million of these promissory notes. Accordingly, $47.2 million of these promissory notes are outstanding at December 31, 2017. These promissory notes are scheduled to maturematured on July 15, 2019.2019 and were fully repaid as of that date. Interest expense on these promissory notes was not significant for the year ended December 31, 2017. The fair value of the outstanding balance of these promissory notes at December 31, 2017 approximated par value based on current market rates for similar debt instruments and is classified as Level III within the fair value hierarchy.2019.
Debt Covenants
The PartnershipCompany is subject to various financial covenants under its loan agreements including, among other items, maintenance of a minimum amount of management fee-earning assets. The PartnershipCompany is also subject to various non-financial covenants under its loan agreements and the indentures governing its senior notes. The PartnershipCompany was in compliance with all financial and non-financial covenants under its various loan agreements as of December 31, 2017.2021.
Loans Payable of Consolidated Funds
Loans payable of Consolidated Funds primarily represent amounts due to holders of debt securities issued by the CLOs. Several of the CLOs issued preferred shares representing the most subordinated interest, however these tranches are mandatorily redeemable upon the maturity dates of the senior secured loans payable, and as a result have been classified as liabilities and are included in loans payable of Consolidated Funds in the consolidated balance sheets.
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
As of December 31, 20172021 and 2016,2020, the following borrowings were outstanding, which includes preferred shares classified as liabilities (Dollars in millions):
| As of December 31, 2017 | As of December 31, 2021 | ||||||||||||||||||||||||||||||||||||
| Borrowing Outstanding | Fair Value | Weighted Average Interest Rate | Weighted Average Remaining Maturity in Years | Borrowing Outstanding | Fair Value | Weighted Average Interest Rate | Weighted Average Remaining Maturity in Years | ||||||||||||||||||||||||||||||
| Senior secured notes | $ | 4,128.3 | $ | 4,100.5 | 2.16 | % | 11.44 | Senior secured notes | $ | 5,585.4 | $ | 5,561.1 | 1.68 | % | 10.25 | ||||||||||||||||||||||
| Subordinated notes, preferred shares, and other | 195.2 | 203.3 | N/A | (a) | 9.85 | Subordinated notes, preferred shares, and other | 317.6 | 249.9 | N/A | (1) | 10.41 | ||||||||||||||||||||||||||
| Total | $ | 4,323.5 | $ | 4,303.8 | Total | $ | 5,903.0 | $ | 5,811.0 | ||||||||||||||||||||||||||||
| As of December 31, 2016 | As of December 31, 2020 | ||||||||||||||||||||||||||||||||||||||||||
| Borrowing Outstanding | Fair Value | Weighted Average Interest Rate | Weighted Average Remaining Maturity in Years | Borrowing Outstanding | Fair Value | Weighted Average Interest Rate | Weighted Average Remaining Maturity in Years | ||||||||||||||||||||||||||||||||||||
| Senior secured notes | $ | 3,681.0 | $ | 3,672.5 | 2.45 | % | 10.22 | Senior secured notes | $ | 5,442.2 | $ | 5,358.9 | 1.74 | % | 10.36 | ||||||||||||||||||||||||||||
| Subordinated notes, preferred shares, and other | 195.6 | 193.8 | N/A | (a) | 9.26 | Subordinated notes, preferred shares, and other | 164.2 | 204.1 | N/A | (1) | 10.49 | ||||||||||||||||||||||||||||||||
| Total | $ | 3,876.6 | $ | 3,866.3 | Total | $ | 5,606.4 | $ | 5,563.0 | ||||||||||||||||||||||||||||||||||
(1)The subordinated notes and preferred shares do not have contractual interest rates, but instead receive distributions from the excess cash flows of the CLOs.
Loans payable of the CLOs are collateralized by the assets held by the CLOs and the assets of one CLO may not be used to satisfy the liabilities of another. This collateral consisted of cash and cash equivalents, corporate loans, corporate bonds and other securities. As of December 31, 20172021 and 2016,2020, the fair value of the CLO assets was $4.9$6.7 billion and $4.7$6.3 billion, respectively.
Accrued compensation and benefits consist of the following:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Accrued performance allocations and incentive fee-related compensation | $ | 4,087.8 | $ | 2,534.4 | |||||||
| Accrued bonuses | 521.4 | 469.6 | |||||||||
Employment-based contingent cash consideration (1) | 6.3 | 50.6 | |||||||||
| Accrued pension liability | 27.4 | 41.8 | |||||||||
Other (2) | 312.1 | 126.2 | |||||||||
| Total | $ | 4,955.0 | $ | 3,222.6 | |||||||
(1) The acquisition of the Carlyle Aviation Partners, Ltd. (“Carlyle Aviation Partners”, formerly known as Apollo Aviation Group) in December 2018 included an earn-out of up to $150.0 million that is payable upon the achievement of certain revenue and earnings performance targets during 2020 through 2025, which is accounted for as compensation expense. See Note 3 to the consolidated financial statements included in the Company’s 2018 Annual Report on Form 10-K for additional information on the Carlyle Aviation Partners acquisition.
(2) Includes $207.0 million and $31.5 million of realized performance allocations and incentive fee-related compensation not yet paid to participants as of December 31, 2021 and December 31, 2020, respectively.
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Accrued performance fee-related compensation | $ | 1,894.8 | $ | 1,307.4 | |||
| Accrued bonuses | 202.6 | 177.2 | |||||
| Other | 125.2 | 177.2 | |||||
| Total | $ | 2,222.6 | $ | 1,661.8 | |||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Realized | $ | 1,414.5 | $ | 337.2 | $ | 219.1 | |||||||||||
| Unrealized | 1,546.5 | 441.9 | 217.6 | ||||||||||||||
| Total | $ | 2,961.0 | $ | 779.1 | $ | 436.7 | |||||||||||
Certain employees of AlpInvest are covered by defined benefit pension plans sponsored by AlpInvest. As of December 31, 20172021 and 2016,2020, the benefit obligation of those pension plans totaled approximately $73.4$96.3 million and $61.9$109.2 million, respectively. As of December 31, 20172021 and 2016,2020, the fair value of the plans’ assets was approximately $56.3$68.9 million and $46.3$67.4 million, respectively. At December 31, 20172021 and 2016,2020, the PartnershipCompany recognized a liability of $17.1$27.4 million and $15.6$41.8 million, respectively, representing the funded status of the plans, which was included in accrued compensation and benefits in the accompanying consolidated financial statements. For the years ended December 31, 2017, 20162021, 2020 and 2015,2019, the net periodic benefit cost recognized was $4.2$6.1 million, $2.5$5.5 million and $2.8$3.6 million, respectively, which is included in basecash-based compensation and benefits expense (for the service cost component) and other non-operating expenses (for non-service cost components) in the accompanying consolidated financial statements. No other employees of the PartnershipCompany are covered by defined benefit pension plans.
Capital Commitments
The PartnershipCompany and its unconsolidated affiliates have unfunded commitments to entities within the following segments as of December 31, 20172021 (Dollars in millions):
| Unfunded | |||
| Commitments | |||
| Corporate Private Equity | $ | 2,354.2 | |
| Real Assets | 812.0 | ||
| Global Credit | 526.0 | ||
| Investment Solutions | 146.5 | ||
| Total | $ | 3,838.7 | |
| Unfunded | |||||
| Commitments | |||||
| Global Private Equity | $ | 3,567.1 | |||
| Global Credit | 307.1 | ||||
| Global Investment Solutions | 256.7 | ||||
| Total | $ | 4,130.9 | |||
Of the $3.8$4.1 billion of unfunded commitments, approximately $3.4$3.5 billion is subscribed individually by senior Carlyle professionals, advisors and other professionals, with the balance funded directly by the Partnership.Company. In addition to these unfunded commitments, the PartnershipCompany may from time to time exercise its right to purchase additional interests in its investment funds that become available in the ordinary course of their operations.
Guaranteed Loans
From time to time, the Company or its subsidiaries may enter into agreements to guarantee certain obligations of the investment funds related to, for example, credit facility and payable by the employees. The amount funded by the Partnership under this guarantee as of December 31, 2017 was not material. The Partnership believes the likelihood of any material funding under this guarantee to be remote. The fair value of this guarantee is not significant to the consolidated financial statements.
facilities or equity commitments. Certain consolidated subsidiaries of the PartnershipCompany are the guarantorguarantors of revolving credit facilities for certain funds in the Global Investment Solutions segment. The guarantee is limited to the lesser of the total amount drawn under the credit facilities or
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
On September 3, 2019, the Company entered into an agreement with a financial institution pursuant to which the Company is the guarantor on loans made to eligible employees investing in Carlyle sponsored funds (the “Program”). The amount outstanding and guaranteed under the Program was immaterial as of December 31, 2021.
Contingent Obligations (Giveback)
A liability for potential repayment of previously received performance feesallocations of $66.8$30.2 million at December 31, 2017,2021, is shown as accrued giveback obligations in the consolidated balance sheets, representing the giveback obligation that would need to be paid if the funds were liquidated at their current fair values at December 31, 2017.2021. However, the ultimate giveback obligation, if any, generally is not paid until the end of a fund’s life or earlier if the giveback becomes fixed and early payment is agreed upon by the fund'sfund’s partners (see Note 2). The PartnershipCompany has recorded $5.1 million and $5.6 million ofno unbilled receivables from former and current employees and senior Carlyle professionals as of December 31, 20172021 and 2016, respectively,2020 related to giveback obligations, which are included in due from affiliates and otherobligations. Any such receivables net in the accompanying consolidated balance sheets. The receivables arewould be collateralized by investments made by individual senior Carlyle professionals and employees in Carlyle-sponsored funds. In addition, $247.6$153.3 million and $356.9$175.9 million have been withheld from distributions of carried interest to senior Carlyle professionals and employees for potential giveback obligations as of December 31, 20172021 and 2016,2020, respectively. Such amounts are held on behalf of the respective current and former Carlyle employees to satisfy any givebacks they may owe and are held by entities not included in the accompanying consolidated balance sheets. Current and former senior Carlyle professionals and employees are personally responsible for their giveback obligations. As of December 31, 2017,2021, approximately $37.9$14.1 million of the Partnership'sCompany’s accrued giveback obligation is the responsibility of various current and former senior Carlyle professionals and other former limited partners of the Carlyle Holdings partnerships, and the net accrued giveback obligation attributable to Carlyle Holdingsthe Company is $28.9$16.1 million.
If, at December 31, 2017,2021, all of the investments held by the Partnership’sCompany’s Funds were deemed worthless, a possibility that management views as remote, the amount of realized and distributed carried interest subject to potential giveback would be $0.7$1.5 billion, on an after-tax basis where applicable.applicable, of which approximately $0.7 billion would be the responsibility of current and former senior Carlyle professionals.
Leases
The PartnershipCompany’s leases primarily consist of operating leases for office space in various countries around the world, and maintainsincluding its headquarters in Washington, D.C., where it leases The Company relocated one of its primaryNew York City offices in December 2020 to new office space under a non-cancelable lease agreement expiring on July 31, 2026. Office leases in other locations expire in various years from 2018 through 2032.Midtown New York. These leases have remaining lease terms of one year to 15 years, some of which include options to extend for up to 5 years and some of which include an option to terminate the leases within one year. The Company also has operating leases for office equipment and vehicles, which are accountednot significant.
The Company assesses its lease right-of-use assets for impairment consistent with its impairment assessment of other long-lived assets. In connection with the April 1, 2021 sale of Metropolitan Real Estate, the Company entered into a sublease agreement for a portion of its existing office space in New York. As a result of the sublease transaction, the Company recorded a lease impairment charge of $26.8 million during the year ended December 31, 2021, which was the excess of the carrying value of the associated lease right-of-use asset over its estimated fair value. The Company estimated the fair value using discounted cash flows from the estimated net sublease rental income. The impairment charge is included in general, administrative, and other expenses in the consolidated statements of operations.
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The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The following table summarizes the Company’s lease cost, cash flows and other supplemental information related to its operating leases (Dollars in millions):
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | ||||||||||||||||
| Operating lease cost | $ | 55.5 | $ | 47.8 | |||||||||||||
| Sublease income | (3.5) | (4.0) | |||||||||||||||
| Total operating lease cost | $ | 52.0 | $ | 43.8 | |||||||||||||
| Cash paid for amounts included in the measurement of operating lease liabilities | $ | 50.8 | $ | 57.8 | |||||||||||||
| Weighted-average remaining lease term | 12.0 | 12.4 | |||||||||||||||
| Weighted-average discount rate | 4.1 | % | 4.3 | % | |||||||||||||
Maturities of lease liabilities related to operating leases were as operating leases. follows (Dollars in millions):
| Year ending December 31, | |||||
| 2022 | $ | 65.2 | |||
| 2023 | 62.7 | ||||
| 2024 | 58.2 | ||||
| 2025 | 55.6 | ||||
| 2026 | 54.0 | ||||
| Thereafter | 381.6 | ||||
| Total lease payments | $ | 677.3 | |||
| Less imputed interest | (139.5) | ||||
| Total lease liabilities | $ | 537.8 | |||
Rent expense was approximately $56.6$55.5 million, $55.0$47.8 million and $56.3$48.9 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively, and is included in general, administrative and other expenses in the consolidated statements of operations.
201
| 2018 | $ | 47.9 | |
| 2019 | 48.9 | ||
| 2020 | 48.4 | ||
| 2021 | 44.1 | ||
| 2022 | 41.0 | ||
| Thereafter | 295.7 | ||
| $ | 526.0 | ||
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
Legal Matters
In the ordinary course of business, the PartnershipCompany is a party to litigation, investigations, inquiries, employment-related matters, disputes and other potential claims. Certain of these matters are described below. The PartnershipCompany is not currently able to estimate the reasonably possible amount of loss or range of loss, in excess of amounts accrued, for the matters that have not been resolved. The PartnershipCompany does not believe it is probable that the outcome of any existing litigation, investigations, disputes or other potential claims will materially affect the PartnershipCompany or these financial statements in excess of amounts accrued. The PartnershipCompany believes that the claims asserted against the Partnership in the pending litigation matters described below are without merit and intends to vigorously contest such allegations.merit.
Along with many other companies and individuals in the financial sector, the PartnershipCompany and Carlyle Mezzanine Partners, L.P. (“CMP”) are named as defendants in Foy v. Austin Capital, a case filed in June 2009 in state court in New Mexico, which purports to be a qui tam suit on behalf of the State of New Mexico under the state Fraud Against Taxpayers Act (“FATA”). The suit alleges that investment decisions by New Mexico public investment funds were improperly influenced by campaign contributions and payments to politically connected placement agents. The plaintiffs seek, among other things, actual damages for lost income, rescission of the investment transactions described in the complaint and disgorgement of all fees received. In September 2017, the Court dismissed the lawsuit and the plaintiffs then filed an appeal seeking to reverse that decision. The Attorney General may also pursue its own recovery fromIn June 2020, the Court of Appeals affirmed the decision dismissing the case. On June 24, 2020, plaintiffs filed a motion for rehearing with the Court of Appeals. On June 30, 2020, the Court of Appeals denied that motion. Plaintiffs filed an appeal to the New Mexico Supreme Court. On October 9, 2020, the New Mexico Supreme Court denied Foy’s petition for certiorari. On October 27, 2020, Foy filed 2 motions for rehearing with the New Mexico Supreme Court. On May 26, 2021, certain other defendants in the action.actions filed in the New Mexico Supreme Court a motion to dismiss due to the deaths of the 2 qui tam plaintiffs.
Carlyle Capital Corporation Limited (“CCC”) was a fund sponsored by the PartnershipCompany that invested in AAA-rated residential mortgage backed securities on a highly leveraged basis. In March of 2008, amidst turmoil throughout the mortgage markets and money markets, CCCIt filed for insolvency protection in Guernsey.Guernsey in 2008 during the financial crisis. The Guernsey liquidators who took control of CCC in March 2008 filed a suit on July 7, 2010pursued litigation against the Partnership,Company, certain of its affiliates and the former directors of CCC (collectively, the “Carlyle Defendants”) in the Royal Court of Guernsey seeking more than $1.0 billion in damages in a case styled Guernsey. The Carlyle Capital Corporation Limited v. Conway et al. On September 4, 2017, the Royal Court of Guernsey ruled that the Partnership and Directors of CCC acted reasonably and appropriatelyDefendants prevailed in the managementlitigation and governance of CCC and that none ofalso prevailed in the Partnership, its affiliates or former directors of CCC had any liability. In December 2017, the plaintiff filed a notice ofliquidator’s appeal of the trial court decision anddecision. On April 21, 2020, the Partnership is preparing its response.parties executed a definitive settlement agreement to end further appeals. The Partnership may be entitledliquidators paid the Company approximately £24.2 million to receive additional amounts from the plaintiff as reimbursement ofreimburse legal fees and expenses incurred to defend against the claims. In December 2017,claims and the Partnership received approximately $29.8Company recognized $29.9 million from the plaintiff as a deposit towards its obligationsreduction to reimburse the Partnership for suchgeneral, administrative and other expenses but such amount is subject to repayment pending a final determination of the correct reimbursement amount and the ultimate outcome of the appeal process.
2019.
The PartnershipCompany currently is and expects to continue to be, from time to time, subject to examinations, formal and informal inquiries and investigations by various U.S. and non-U.S. governmental and regulatory agencies, including but not limited to, the SEC, Department of Justice, state attorneys general, FINRA, National Futures Association and the U.K. Financial Conduct Authority. The PartnershipCompany routinely cooperates with such examinations, inquiries and investigations, and they may result in the commencement of civil, criminal, or administrative or other proceedings against the PartnershipCompany or its personnel. For example, among various other requests for information, the SEC has requested information about: (i) the Partnership's historical practices relating to the acceleration of monitoring fees received from certain of the Partnership's funds' portfolio companies, and (ii) the Partnership's relationship with a third-party investment adviser to a registered investment company that has invested in various investment funds sponsored by the Partnership. The Partnership is cooperating fully with the SEC's inquiries.
It is not possible to predict the ultimate outcome of all pending investigations and legal proceedings and employment-related matters, and some of the matters discussed above involve claims for potentially large and/or indeterminate amounts of damages. Based on information known by management, management does not believe that as of the date of this filing the final resolutions of the matters above will have a material effect upon the Partnership’s condensedCompany’s consolidated financial statements. However, given the potentially large and/or indeterminate amounts of damages sought in certain of these matters and the inherent unpredictability of investigations and litigations, it is possible that an adverse outcome in certain matters could, from time to time, have a material effect on the Partnership'sCompany’s financial results in any particular period.
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The PartnershipCarlyle Group Inc.
Notes to the Consolidated Financial Statements
The Company accrues an estimated loss contingency liability when it is probable that such a liability has been incurred and the amount of the loss can be reasonably estimated. As of December 31, 2017,2021, the PartnershipCompany had recorded liabilities aggregating to approximately $35 million for litigation-related contingencies, regulatory examinations and inquiries, and other matters. The PartnershipCompany evaluates its outstanding legal and regulatory proceedings and other matters each quarter to assess its loss contingency accruals, and makes adjustments in such accruals, upward or downward, as appropriate, based on management'smanagement’s best judgment after consultation with counsel. There is no assurance that the Partnership'sCompany’s accruals for loss contingencies will not need to be adjusted in the future or that, in light of the uncertainties involved in such matters, the ultimate resolution of these matters will not significantly exceed the accruals that the PartnershipCompany has recorded.
Indemnifications
In the normal course of business, the PartnershipCompany and its subsidiaries enter into contracts that contain a variety of representations and warranties and provide general indemnifications. The Partnership’sCompany’s maximum exposure under these arrangements is unknown as this would involve future claims that may be made against the PartnershipCompany that have not yet occurred. However, based on experience, the PartnershipCompany believes the risk of material loss to be remote.
In connection with the sale of the Company’s interest in its local Brazilian management entity in August 2021, the Company provided a guarantee to the acquiring company of up to BRL 100.0 million ($18.0 million as of December 31, 2021) for liabilities arising from tax-related indemnifications. This guarantee, which will expire in August 2027, would only come into effect after all alternative remedies have been exhausted. The Company believes the likelihood of any material funding under this guarantee to be remote.
Risks and Uncertainties
Carlyle’s funds seek investment opportunities that offer the possibility of attaining substantial capital appreciation. Certain events particular to each industry in which the underlying investees conduct their operations, as well as general economic, political, regulatory and public health conditions, may have a significant negative impact on the Partnership’sCompany’s investments and profitability. The funds managed by the Company may also experience a slowdown in the deployment of capital, which could adversely affect the Company’s ability to raise capital for new or successor funds and could also impact the management fees the Company earns on its carry funds and managed accounts. Such events are beyond the Partnership’sCompany’s control, and the likelihood that they may occur and the effect on the PartnershipCompany cannot be predicted.
Furthermore, certain of the funds’ investments are made in private companies and there are generally no public markets for the underlying securities at the current time. The funds’ ability to liquidate their publicly-traded investments are often subject to limitations, including discounts that may be required to be taken on quoted prices due to the number of shares being sold. The funds’ ability to liquidate their investments and realize value is subject to significant limitations and uncertainties, including among others currency fluctuations and natural disasters.
The PartnershipCompany and the funds make investments outside of the United States. Investments outside the United States may be subject to less developed bankruptcy, corporate, partnership and other laws (which may have the effect of disregarding or otherwise circumventing the limited liability structures potentially causing the actions or liabilities of one fund or a portfolio company to adversely impact the PartnershipCompany or an unrelated fund or portfolio company). Non-U.S. investments are subject to the same risks associated with the Partnership’sCompany’s U.S. investments as well as additional risks, such as fluctuations in foreign currency exchange rates, unexpected changes in regulatory requirements, heightened risk of political and economic instability, difficulties in managing non-U.S. investments, potentially adverse tax consequences and the burden of complying with a wide variety of foreign laws.
Furthermore, Carlyle is exposed to economic risk concentrations related to certain large investments as well as concentrations of investments in certain industries and geographies.
Additionally, the PartnershipCompany encounters credit risk. Credit risk is the risk of default by a counterparty in the Partnership’sCompany’s investments in debt securities, loans, leases and derivatives that result from a borrower’s, lessee’s or derivative counterparty’s inability or unwillingness to make required or expected payments.
The PartnershipCompany considers cash, cash equivalents, securities, receivables, principal equity method investments, accounts payable, accrued expenses, other liabilities, loans, senior notes, assets and liabilities of Consolidated Funds and contingent and other consideration for acquisitions to be its financial instruments. Except for the senior notes and subordinated notes, the
203
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
carrying amounts reported in the consolidated balance sheets for these financial instruments equal or closely approximate their fair values. The fair value of the senior and subordinated notes is disclosed in Note 7.6.
Due from Affiliates and Other Receivables, Net
The PartnershipCompany had the following due from affiliates and other receivables at December 31, 20172021 and 2016:2020:
| As of December 31, | |||||||||||
| 2021 | 2020 | ||||||||||
| (Dollars in millions) | |||||||||||
| Accrued incentive fees | $ | 12.2 | $ | 9.5 | |||||||
| Notes receivable and accrued interest from affiliates | 25.3 | 17.9 | |||||||||
| Management fee, reimbursable expenses and other receivables from unconsolidated funds and affiliates, net | 342.1 | 245.1 | |||||||||
| Total | $ | 379.6 | $ | 272.5 | |||||||
| As of December 31, | |||||||
| 2017 | 2016 | ||||||
| (Dollars in millions) | |||||||
| Unbilled receivable for giveback obligations from current and former employees | $ | 5.1 | $ | 5.6 | |||
| Notes receivable and accrued interest from affiliates | 22.8 | 37.6 | |||||
| Other receivables from unconsolidated funds and affiliates, net | 229.2 | 184.0 | |||||
| Total | $ | 257.1 | $ | 227.2 | |||
Notes receivable includes loans that the Company has provided to certain unconsolidated funds to meet short-term obligations to purchase investments. Notes receivable as of December 31, 2021 also include interest-bearing loans of $18.2 million to certain eligible Carlyle employees, which excludes Section 16 officers and other members of senior management, to finance their investments in certain Carlyle sponsored funds. These advances accrue interest at the WSJ Prime Rate minus 1.00% floating with a floor rate of 3.50% (versus an actual rate of 2.25% as of December 31, 2021) and are collateralized by each borrower’s interest in the Carlyle sponsored funds.
These receivables are assessed regularly for collectability and amounts determined to be uncollectible are charged directly to general, administrative and other expenses in the consolidated statements of operations. A corresponding allowance for doubtful accounts is recorded and such amounts were not significant for any period presented.
Due to Affiliates
The PartnershipCompany had the following due to affiliates balances at December 31, 20172021 and 2016:2020:
| As of December 31, | ||||||||||||||||||
| As of December 31, | 2021 | 2020 | ||||||||||||||||
| 2017 | 2016 | (Dollars in millions) | ||||||||||||||||
| (Dollars in millions) | ||||||||||||||||||
| Due to affiliates of Consolidated Funds | $ | — | $ | 0.2 | ||||||||||||||
| Due to non-consolidated affiliates | 75.7 | 29.7 | Due to non-consolidated affiliates | $ | 60.5 | $ | 49.2 | |||||||||||
| Performance-based contingent cash consideration related to acquisitions | 37.5 | 36.1 | ||||||||||||||||
| Amounts owed under the tax receivable agreement | 94.0 | 137.8 | Amounts owed under the tax receivable agreement | 101.9 | 98.0 | |||||||||||||
| Deferred consideration for Carlyle Holdings units | Deferred consideration for Carlyle Holdings units | 200.5 | 266.7 | |||||||||||||||
| Other | 22.7 | 19.8 | Other | 25.2 | 22.8 | |||||||||||||
| Total | $ | 229.9 | $ | 223.6 | Total | $ | 388.1 | $ | 436.7 | |||||||||
The PartnershipCompany has recorded obligations for amounts due to certain of its affiliates. The PartnershipCompany periodically offsets expenses it has paid on behalf of its affiliates against these obligations. The amount owed under the tax receivable agreement is related primarily
Deferred consideration for Carlyle Holdings units relates to the acquisition byremaining obligation to the Partnershipholders of Carlyle Holdings partnership units in June 2015 and March 2014, respectively, the exchange in May 2012 by CalPERS of itswho will receive cash payments aggregating to $1.50 per Carlyle Holdings partnership unit exchanged in connection with the Conversion, payable in five annual installments of $0.30. The first three annual installment
204
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
payments occurred in January 2020, January 2021, and January 2022. The obligation was initially recorded at fair value, net of a discount of $11.3 million and measured using Level III inputs in the fair value hierarchy.
In connection with the Company’s initial public offering, the Company entered into a tax receivable agreement with the limited partners of the Carlyle Holdings partnerships whereby certain subsidiaries of the Partnership agreed to pay to the limited partners of the Carlyle Holdings partnerships involved in any exchange transaction 85% of the amount of cash tax savings, if any, in U.S. federal, state and local income tax realized as a result of increases in tax basis resulting from exchanges of Carlyle Holdings Partnership units for Partnership common units as well as certain unit exchanges by seniorof The Carlyle professionals which began in 2017 (see Note 14).Group L.P.
Other Related Party Transactions
In the normal course of business, the PartnershipCompany has made use of aircraft owned by entities controlled by senior Carlyle professionals. The senior Carlyle professionals paid for their purchases of the aircraft and bear all operating, personnel and maintenance costs associated with their operation for personal use. Payment by the PartnershipCompany for the business use of these aircraft by senior Carlyle professionals and other employees which is made at market rates totaled $5.4 million, $4.8 million
aircraft owner and/or the aircraft management company, as appropriate. Similarly, when the aggregate amount paid for budgeted aircraft use exceeds the calculated costs of actual business use, or results in rates which exceed market aircraft charter rates, the Company receives reimbursement of such excess payments from the aircraft owner and/or the aircraft management company, as appropriate. These adjustments are calculated annually and $4.4payments or reimbursements are generally made after year-end. During the year ended December 31, 2021, the Company received net reimbursements of $1.1 million, forand during the years ended December 31, 2017, 20162020 and 2015,2019, the Company made payments totaling $4.8 million and $8.1 million, respectively. TheseAdditionally, as of December 31, 2021, the Company recorded a receivable for other adjustments of $1.5 million from certain of the aircraft owners, which was subsequently received in January 2022. The accrual of aircraft fees areis included in general, administrative, and other expenses in the consolidated statements of operations.
On May 5, 2020, the Company purchased 2,000,000 of the BDC Preferred Shares from TCG BDC in a private placement at a price of $25 per share. Dividends are payable on a quarterly basis in an initial amount equal to 7.0% per annum payable in cash, or, at TCG BDC’s option, 9.0% per annual payable in additional BDC Preferred Shares. During the year ended December 31, 2021 and 2020, the Company recorded $3.5 million and $2.3 million, respectively, for the cash dividends declared by TCG BDC, which is included in interest and other income in the consolidated statements of operations. The Company’s investment in the BDC Preferred Shares, which is recorded at fair value, is $72.5 million and $60.0 million as of December 31, 2021 and 2020, respectively, and included in investments, including accrued performance allocations, in the consolidated balance sheets.
Senior Carlyle professionals and employees are permitted to participate in co-investment entities that invest in Carlyle funds or alongside Carlyle funds. In many cases, participation is limited by law to individuals who qualify under applicable legal requirements. These co-investment entities generally do not require senior Carlyle professionals and employees to pay management or performance fees,allocations, however, Carlyle professionals and employees are required to pay their portion of partnership expenses.
Carried interest income from thecertain funds can be distributed to senior Carlyle professionals and employees on a current basis, but is subject to repayment by the subsidiary of the PartnershipCompany that acts as general partner of the fund in the event that certain specified return thresholds are not ultimately achieved. The senior Carlyle professionals and certain other investment professionals have personally guaranteed, subject to certain limitations, the obligation of these subsidiaries in respect of this general partner obligation. Such guarantees are several and not joint and are limited to a particular individual’s distributions received.
The PartnershipCompany does business with some of its portfolio companies; all such arrangements are on a negotiated basis.
Substantially all revenue is earned from affiliates of Carlyle.
205
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
Company was not responsible for the tax liability due on certain income earned prior to the Conversion. Such income was taxed at the unitholder and non-controlling interest holder level, and such income tax was the responsibility of the unitholders and paid at that level. Results through December 31, 2019 reflect the Company’s pre-Conversion status as a partnership.
The Conversion resulted in a step-up in the tax basis of certain assets that will be recovered as those assets are sold or the basis is amortized. The Company recorded an estimated net deferred tax asset of $262.1 million related to this step-up in tax basis. The Conversion and subsequent exchange of Carlyle Holdings units for an equivalent number of shares of common stock of the Company also resulted in an estimated net reduction of the deferred tax asset of $388.1 million. Together with the estimated step-up in tax basis, the Conversion resulted in an estimated net reduction to the Company’s net deferred tax asset of $126.0 million. Of the $126.0 million net reduction in the net deferred tax asset of the Company resulting from the decreaseConversion, $85.9 million of expense was recorded in the federal corporateprovision for income tax rate. Thetaxes and $40.1 million was recorded directly as a reduction to equity in the tax receivable agreement liability resulting from the Act is included in other non-operating incomeyear ended December 31, 2020. Refer to Note 11 in the consolidated statements of operations. The SEC Staff issued Staff Accounting Bulletin No. 118 (“SAB 118”) inCompany’s Annual Report on Form 10-K for the year ended December 2017, which allows31, 2020 for reporting provisional amounts during a measurement period untilmore information on the evaluation is complete. The Partnership assessed the potential impacttax impacts of the Act on its consolidated financial statements at December 31, 2017 and believes the material provisions have been properly considered. Conversion.
The Partnership will continue to evaluate the provisionsincome before provision for income taxes consists of the Act and the impact of any future authoritative guidance.following:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| U.S. domestic income | $ | 3,816.2 | $ | 439.5 | $ | 1,141.8 | |||||||||||
| Foreign income | 211.3 | 140.5 | 91.6 | ||||||||||||||
| Total income before provision for income taxes | $ | 4,027.5 | $ | 580.0 | $ | 1,233.4 | |||||||||||
The provision for income taxes consists of the following:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Current | |||||||||||||||||
| Federal income tax | $ | 351.3 | $ | 0.3 | $ | 1.0 | |||||||||||
| State and local income tax | 59.6 | 3.6 | 1.2 | ||||||||||||||
| Foreign income tax | 56.5 | 50.2 | 30.1 | ||||||||||||||
| Total current | 467.4 | 54.1 | 32.3 | ||||||||||||||
| Deferred | |||||||||||||||||
| Federal income tax | 450.7 | 127.2 | 4.5 | ||||||||||||||
| State and local income tax | 48.9 | 15.8 | (0.3) | ||||||||||||||
| Foreign income tax | 15.3 | 0.1 | 12.5 | ||||||||||||||
| Total deferred | 514.9 | 143.1 | 16.7 | ||||||||||||||
| Total provision for income taxes | $ | 982.3 | $ | 197.2 | $ | 49.0 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Current | |||||||||||
| Federal income tax | $ | (6.2 | ) | $ | 0.4 | $ | 0.7 | ||||
| State and local income tax | (0.2 | ) | (0.4 | ) | 4.9 | ||||||
| Foreign income tax | 38.8 | 34.9 | 27.4 | ||||||||
| Subtotal | 32.4 | 34.9 | 33.0 | ||||||||
| Deferred | |||||||||||
| Federal income tax | 106.2 | (9.8 | ) | (36.7 | ) | ||||||
| State and local income tax | (2.7 | ) | (1.3 | ) | (2.6 | ) | |||||
| Foreign income tax | (11.0 | ) | 6.2 | 8.4 | |||||||
| Subtotal | 92.5 | (4.9 | ) | (30.9 | ) | ||||||
| Total provision for income taxes | $ | 124.9 | $ | 30.0 | $ | 2.1 | |||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Income before provision for income taxes | $ | 4,027.5 | $ | 580.0 | $ | 1,233.4 | |||||||||||
| Provision for income taxes | $ | 982.3 | $ | 197.2 | $ | 49.0 | |||||||||||
| Effective income tax rate | 24.39 | % | 34.00 | % | 3.97 | % | |||||||||||
206
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The effective tax rate is impacted by a variety of factors, including, but not limited to, changes in the sources of income or loss during the period and whether such income or loss is taxable to the Company and its subsidiaries. The following table reconciles the effective income tax rate to the U.S. federal statutory tax rate:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| Statutory U.S. federal income tax rate | 21.00 | % | 21.00 | % | 21.00 | % | |||||||||||
Income passed through to common unitholders and non-controlling interest holders (1) | (0.07) | % | (2.02) | % | (14.46) | % | |||||||||||
| Equity-based compensation | (0.60) | % | (3.09) | % | (0.24) | % | |||||||||||
Foreign income taxes (2) | 0.64 | % | 4.76 | % | 2.29 | % | |||||||||||
| State and local income taxes | 2.35 | % | 2.08 | % | 1.46 | % | |||||||||||
| Valuation allowance | 0.79 | % | (2.25) | % | (1.32) | % | |||||||||||
| Impact of change in tax status due to Conversion | — | % | 14.59 | % | — | % | |||||||||||
| Unrecognized tax benefits | 0.02 | % | 1.64 | % | — | % | |||||||||||
Other adjustments (3) | 0.26 | % | (2.71) | % | (4.76) | % | |||||||||||
| Effective income tax rate | 24.39 | % | 34.00 | % | 3.97 | % | |||||||||||
(1)Includes income that is not taxable to the Company and its subsidiaries.
(2)Includes the impact of foreign tax credits in 2021 and foreign tax deductions in 2020 and 2019.
(3)Includes (2.64)% related to the disposal of certain foreign subsidiaries in 2020, which resulted in the recognition of long-term capital losses.
Deferred income taxes reflect the net tax effects of temporary differences that may exist between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for income tax purposes using enacted tax rates in effect for the year in which the differences are expected to reverse.
207
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
The following table summarizes the tax effects of the temporary differences is as follows:differences:
| As of December 31, | As of December 31, | |||||||||||||||||
| 2017 | 2016 | 2021 | 2020 | |||||||||||||||
| (Dollars in millions) | (Dollars in millions) | |||||||||||||||||
| Deferred tax assets | Deferred tax assets | |||||||||||||||||
| Federal foreign tax credit | $ | 11.9 | $ | 12.8 | ||||||||||||||
| Federal net operating loss carry forward | 22.8 | 12.1 | ||||||||||||||||
| State net operating loss carry forwards | 11.8 | 4.3 | ||||||||||||||||
| Federal foreign tax credit carryforward | Federal foreign tax credit carryforward | $ | 22.0 | $ | 12.3 | |||||||||||||
| Federal net operating loss carryforward | Federal net operating loss carryforward | — | 22.0 | |||||||||||||||
| State net operating loss carryforwards | State net operating loss carryforwards | 5.9 | 8.3 | |||||||||||||||
| Tax basis goodwill and intangibles | 98.2 | 149.8 | Tax basis goodwill and intangibles | 290.9 | 304.9 | |||||||||||||
| Depreciation and amortization | 16.6 | 25.3 | Depreciation and amortization | 18.9 | 23.7 | |||||||||||||
| Deferred restricted common unit compensation | 9.4 | 12.1 | ||||||||||||||||
| Deferred restricted stock unit compensation | Deferred restricted stock unit compensation | 31.4 | 20.7 | |||||||||||||||
| Deferred consideration for Carlyle Holdings units (see Note 9) | Deferred consideration for Carlyle Holdings units (see Note 9) | — | 0.6 | |||||||||||||||
| Lease liabilities | Lease liabilities | 113.4 | 100.1 | |||||||||||||||
| Accrued compensation | 31.0 | 25.0 | Accrued compensation | 883.6 | 549.1 | |||||||||||||
| Basis difference in investments | 24.4 | 34.0 | Basis difference in investments | 22.9 | 91.3 | |||||||||||||
| Other | 24.3 | 25.5 | Other | 118.2 | 107.1 | |||||||||||||
| Deferred tax assets before valuation allowance | 250.4 | 300.9 | Deferred tax assets before valuation allowance | 1,507.2 | 1,240.1 | |||||||||||||
| Valuation allowance | (27.3 | ) | (21.8 | ) | Valuation allowance | (46.8) | (15.0) | |||||||||||
| Total deferred tax assets | $ | 223.1 | $ | 279.1 | Total deferred tax assets | $ | 1,460.4 | $ | 1,225.1 | |||||||||
Deferred tax liabilities (1) | Deferred tax liabilities (1) | |||||||||||||||||
| Intangible assets | $ | 4.8 | $ | 5.5 | ||||||||||||||
| Unrealized appreciation on investments | 121.0 | 111.0 | Unrealized appreciation on investments | $ | 1,804.9 | $ | 1,094.8 | |||||||||||
| Lease right-of-use assets | Lease right-of-use assets | 85.0 | 79.6 | |||||||||||||||
| Other | 2.5 | 4.8 | Other | 43.1 | 12.0 | |||||||||||||
| Total deferred tax liabilities | $ | 128.3 | $ | 121.3 | Total deferred tax liabilities | $ | 1,933.0 | $ | 1,186.4 | |||||||||
| Net deferred tax assets (liabilities) | $ | 94.8 | $ | 157.8 | Net deferred tax assets (liabilities) | $ | (472.6) | $ | 38.7 | |||||||||
(1)As of December 31, 2017,2021, $1,445.9 million of deferred tax assets were offset and presented as a single deferred tax liability amount on the Partnership has a federal net operating loss carry forward of approximately $108.6 millionCompany’s consolidated balance sheet as these deferred tax assets and cumulative net operating loss carry forwards of approximately $197.1 million for separate state tax jurisdictions, which will be availableliabilities relate to offset future taxable income. If not used, a portion of the federal and state carry forwards will expire in 2035 and years forward and 2020 and years forward, respectively.same jurisdiction. As of December 31, 2017,2020, $1,128.6 million of deferred tax liabilities were offset and presented as a single deferred tax asset amount on the Partnership had a federal foreignCompany’s consolidated balance sheet as these deferred tax credit (“FTC”) carryforward of $11.9 million. The FTCs are relatedassets and liabilities relate to taxes paid in various foreign jurisdictions and if not utilized a portion will expire in 2023 and years forward.
the same jurisdiction.
The PartnershipCompany had $170.4$14.5 million and $234.4$96.5 million in deferred tax assets as of December 31, 20172021 and 2016, respectively. These2020, respectively, which are offset with deferred tax liabilities where those assets and liabilities relate to the same tax jurisdiction. In 2021, the deferred tax assets resulted primarily from the carryforward of federal and state tax attributes, offset by a valuation allowance, and temporary differences between the financial statement and tax bases of assets and liabilities at the Company’s foreign sub-advisor entities. In 2020, these deferred tax assets resulted primarily from step-up in tax basis resulting from Conversion and future amortization of tax basis intangible assets generated from exchanges covered by the Tax Receivable Agreement (see Note 2), and acquisitionsreduced by the Partnership and temporary differences between the financial statement and tax bases of depreciation on fixed assets and accrued compensation on lower-tier partnerships.performance allocations, net of related compensation. The realization of the deferred tax assets is dependent on the Partnership’sCompany’s future taxable income before deductions related to the establishment of its deferred tax assets. The deferred tax asset balance is comprised of a portion that would be realized in connection with future ordinary income and a portion that would be realized in connection with future capital gains.
The PartnershipCompany evaluated various sources of evidence in determining the ultimate realizability of its deferred tax assets including the character and timing of projected future taxable income. During 2017income and 2016,the Company’s ability to claim a Partnership entity subjectforeign tax credit (“FTC”). The Company continues to entity level income tax inmaintain a valuation allowance on certain states incurred a significant tax loss. Management evaluated specific factors associated with the realizability of itsstate net operating losses for a corporate subsidiary with entity level state net operating losses that cannot be utilized by other group members. In addition, the Company continues to maintain a valuation allowance on the FTC carryforward earned in 2013 and the entity’sforward and other deferred tax assets created in 2021 that are not expected to be realized due to federal limitations on its utilization. As of December 31, 2021 and determined that it is more likely than not that
2020, the Company established a valuation allowance of $46.8 million and $15.0 million, respectively, with the net increase primarily due to the FTC carryforward and related deferred tax assets created offset by a release of the valuation allowance on
208
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The Partnership hadCompany has deferred tax liabilities of $75.6$487.1 million and $76.6$57.8 million atas of December 31, 20172021 and 2016,2020, respectively, which primarilyare offset with deferred tax assets where those assets and liabilities relate to unrealized appreciation on the Partnership’s investments in the U.S. and in the Netherlands. Deferredsame tax liabilities related to unrealized appreciation were also recorded for outside tax basis differences as a result of the Partnership’s investment in Carlyle Holdings (see Note 1). Thejurisdiction. These deferred tax liabilities primarily resulted from temporary differences between the financial statement and tax bases of accrued performance allocations. In 2021, these deferred tax liabilities were net of related tocompensation and offset by step-up in tax basis resulting from Conversion and future amortization of tax basis intangible assets were recorded as partgenerated from exchanges covered by the Tax Receivable Agreement (see Note 2). The Company adjusted its deferred tax assets and deferred tax liabilities for enacted changes in the tax rate in foreign jurisdictions, but the amount was not material to the consolidated financial statements.
As of December 31, 2021, the Company has cumulative state pre-tax net operating loss carryforwards of approximately $25.2 million, which will be available to offset future taxable income. If unused, a portion of the Partnership’s business acquisitions.state carryforwards will begin to expire in 2022. Therefore, the Company recorded a valuation allowance on $2.1 million of the state net operating loss carryforwards. In addition, the Company has an FTC carryforward of $22.0 million, which relates to taxes paid in foreign jurisdictions. If unused, a portion will expire in 2023 and years forward. Therefore, the Company recorded a full valuation allowance of $22.0 million on the FTC carryforward.
The Partnership’sCompany files its tax returns as prescribed by the tax laws of the jurisdictions in which it operates. In the normal course of business, the Company is subject to examination by federal and certain state, local and foreign tax regulators. With a few exceptions, as of December 31, 2021, the Company’s U.S. federal income tax expense was $124.9 million, $30.0 million and $2.1 millionreturns for the years ended December 31, 2017,2018 through 2020 are open under the normal three years statute of limitations and therefore subject to examination. State and local tax returns are generally subject to audit from 2016 to 2020. Foreign tax returns are generally subject to audit from 2011 to 2020. Certain of the Company’s affiliates are currently under audit by federal, state and 2015, respectively.foreign tax authorities. The following table reconcilesCompany does not believe that the provision for income taxesoutcome of the audits will require it to record unrecognized tax benefits or that the U.S. Federal statutory tax rate:outcome will have a material impact on the consolidated financial statements.
| Year Ended December 31, | ||||||||
| 2017 | 2016 | 2015 | ||||||
| Statutory U.S. federal income tax rate | 35.00 | % | 35.00 | % | 35.00 | % | ||
Income passed through to common unitholders and non-controlling interest holders(1) | (31.55 | )% | (40.00 | )% | (40.64 | )% | ||
| Reduction in U.S. corporate tax rate | 7.77 | % | — | % | — | % | ||
| Unvested Carlyle Holdings partnership units and other compensation | 1.45 | % | 36.74 | % | 1.87 | % | ||
| Foreign income taxes | 0.12 | % | 28.75 | % | 1.61 | % | ||
| State and local income taxes | (0.19 | )% | (6.70 | )% | 4.13 | % | ||
| Valuation allowance impacting provision for income taxes | 0.07 | % | 16.84 | % | (3.88 | )% | ||
| Other adjustments | (1.64 | )% | (4.40 | )% | 2.43 | % | ||
Effective income tax rate(2) | 11.03 | % | 66.23 | % | 0.52 | % | ||
Under U.S. GAAP for income taxes, the amount of tax benefit to be recognized is the amount of benefit that is “more likely than not” to be sustained upon examination. The PartnershipCompany has recorded a liability for uncertainunrecognized tax positionsbenefits of $12.3$30.4 million and $19.0$24.0 million as of December 31, 20172021 and 2016,2020, respectively, which is reflected in accounts payable, accrued expenses and other liabilities in the accompanying consolidated balance sheets. These balances include $3.4$9.8 million and $6.0$6.8 million as of December 31, 20172021 and 2016,2020, related to interest and penalties associated with uncertain tax positions. If recognized, $12.3$26.8 million of uncertain tax positions would be recorded as a reduction in the provision for income taxes.
A reconciliation of the beginning and ending amount of unrecognized tax benefits, exclusive of penalties and interest, is as follows:
| As of December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Balance at January 1 | $ | 13.0 | $ | 13.1 | $ | 13.8 | |||||
| Additions for tax positions of prior years | 1.6 | 1.3 | (0.7 | ) | |||||||
| Reductions due to lapse of statute of limitations | (5.7 | ) | (1.4 | ) | — | ||||||
| Balance at December 31 | $ | 8.9 | $ | 13.0 | $ | 13.1 | |||||
| As of December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Balance at January 1 | $ | 17.2 | $ | 10.1 | $ | 8.9 | |||||||||||
| Additions based on tax positions related to current year | 1.3 | 8.7 | — | ||||||||||||||
| Additions for tax positions of prior years | 2.6 | — | 1.9 | ||||||||||||||
| Reductions for tax positions of prior years | (0.5) | (0.1) | — | ||||||||||||||
| Reductions due to lapse of statute of limitations | — | (0.6) | (0.7) | ||||||||||||||
| Reductions due to settlements | — | (0.9) | — | ||||||||||||||
| Balance at December 31 | $ | 20.6 | $ | 17.2 | $ | 10.1 | |||||||||||
The Partnership does not believe that the outcome of these audits will require it to record reserves for uncertain tax positions or that the outcome will have a material impact on the consolidated financial statements. The PartnershipCompany does not believe that it has any tax positions for which it is reasonably possible that the total amounts of unrecognized tax benefits will significantly increase or decrease within the next twelve months.
209
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
11. Non-controlling Interests in Consolidated Entities
The components of the Partnership’sCompany’s non-controlling interests in consolidated entities are as follows:
| As of December 31, | As of December 31, | |||||||||||||||||
| 2017 | 2016 | 2021 | 2020 | |||||||||||||||
| (Dollars in millions) | (Dollars in millions) | |||||||||||||||||
| Non-Carlyle interests in Consolidated Funds | $ | 13.3 | $ | 13.5 | Non-Carlyle interests in Consolidated Funds | $ | 180.1 | $ | 1.2 | |||||||||
| Non-Carlyle interests in majority-owned subsidiaries | 386.5 | 331.7 | Non-Carlyle interests in majority-owned subsidiaries | 234.4 | 223.3 | |||||||||||||
| Non-controlling interest in carried interest, giveback obligations and cash held for carried interest distributions | 4.9 | (67.4 | ) | Non-controlling interest in carried interest, giveback obligations and cash held for carried interest distributions | 12.7 | 16.5 | ||||||||||||
| Non-controlling interests in consolidated entities | $ | 404.7 | $ | 277.8 | Non-controlling interests in consolidated entities | $ | 427.2 | $ | 241.0 | |||||||||
The components of the Partnership’sCompany’s non-controlling interests in income of consolidated entities are as follows:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Non-Carlyle interests in Consolidated Funds | $ | 2.7 | $ | 8.1 | $ | 10.0 | |||||||||||
| Non-Carlyle interests in majority-owned subsidiaries | 55.1 | 16.5 | 20.6 | ||||||||||||||
| Non-controlling interest in carried interest, giveback obligations and cash held for carried interest distributions | 12.7 | 10.0 | 6.0 | ||||||||||||||
| Non-controlling interests in income of consolidated entities | $ | 70.5 | $ | 34.6 | $ | 36.6 | |||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Non-Carlyle interests in Consolidated Funds | $ | 12.0 | $ | 17.1 | $ | 876.6 | |||||
| Non-Carlyle interests in majority-owned subsidiaries | 41.3 | (8.6 | ) | (20.6 | ) | ||||||
| Non-controlling interest in carried interest, giveback obligations and cash held for carried interest distributions | 19.2 | 32.3 | (78.3 | ) | |||||||
| Net income attributable to other non-controlling interests in consolidated entities | 72.5 | 40.8 | 777.7 | ||||||||
| Net loss attributable to partners’ capital appropriated for CLOs | — | — | (54.4 | ) | |||||||
| Net income (loss) attributable to redeemable non-controlling interests in consolidated entities | — | 0.2 | (185.4 | ) | |||||||
| Non-controlling interests in income of consolidated entities | $ | 72.5 | $ | 41.0 | $ | 537.9 | |||||
Basic and diluted net income (loss) per common unitshare are calculated as follows:
| Year Ended December 31, 2017 | Year Ended December 31, 2016 | Year Ended December 31, 2015 | |||||||||||||||||||||
| Basic | Diluted | Basic | Diluted | Basic | Diluted | ||||||||||||||||||
| Net income (loss) attributable to The Carlyle Group L.P. common unitholders | $ | 238,100,000 | $ | 238,100,000 | $ | 6,400,000 | $ | 6,400,000 | $ | (18,400,000 | ) | $ | (18,400,000 | ) | |||||||||
| Dilution of earnings due to participating securities with distribution rights | — | — | — | — | 167,000 | (1,743,000 | ) | ||||||||||||||||
| Incremental net income (loss) from assumed exchange of Carlyle Holdings partnership units | — | — | — | (32,100,000 | ) | — | (69,300,000 | ) | |||||||||||||||
| Net income (loss) attributable to common units | $ | 238,100,000 | $ | 238,100,000 | $ | 6,400,000 | $ | (25,700,000 | ) | $ | (18,233,000 | ) | $ | (89,443,000 | ) | ||||||||
| Weighted-average common units outstanding | 92,136,959 | 100,082,548 | 82,714,178 | 308,522,990 | 74,523,935 | 298,739,382 | |||||||||||||||||
| Net income (loss) per common unit | $ | 2.58 | $ | 2.38 | $ | 0.08 | $ | (0.08 | ) | $ | (0.24 | ) | $ | (0.30 | ) | ||||||||
| Year Ended December 31, 2021 | Year Ended December 31, 2020 | Year Ended December 31, 2019 | |||||||||||||||||||||||||||||||||
| Basic | Diluted | Basic | Diluted | Basic | Diluted | ||||||||||||||||||||||||||||||
| Net income attributable to common shares | $ | 2,974,700,000 | $ | 2,974,700,000 | $ | 348,200,000 | $ | 348,200,000 | $ | 345,300,000 | $ | 345,300,000 | |||||||||||||||||||||||
| Weighted-average common shares outstanding | 355,241,653 | 362,574,564 | 350,464,315 | 358,393,802 | 113,082,733 | 122,632,889 | |||||||||||||||||||||||||||||
| Net income per common share | $ | 8.37 | $ | 8.20 | $ | 0.99 | $ | 0.97 | $ | 3.05 | $ | 2.82 | |||||||||||||||||||||||
The weighted-average common unitsshares outstanding, basic and diluted, are calculated as follows:
| Year Ended December 31, 2017 | Year Ended December 31, 2016 | Year Ended December 31, 2015 | |||||||||||||||
| Basic | Diluted | Basic | Diluted | Basic | Diluted | ||||||||||||
| The Carlyle Group L.P. weighted-average common units outstanding | 92,136,959 | 92,136,959 | 82,714,178 | 82,714,178 | 74,523,935 | 74,523,935 | |||||||||||
| Unvested deferred restricted common units | — | 7,347,645 | — | 3,331,282 | — | — | |||||||||||
| Contingently issuable Carlyle Holdings partnership units and common units | — | 597,944 | — | — | — | — | |||||||||||
| Weighted-average vested Carlyle Holdings partnership units | — | — | — | 222,183,911 | — | 216,943,053 | |||||||||||
| Unvested Carlyle Holdings partnership units | — | — | — | 293,619 | — | 7,272,394 | |||||||||||
| Weighted-average common units outstanding | 92,136,959 | 100,082,548 | 82,714,178 | 308,522,990 | 74,523,935 | 298,739,382 | |||||||||||
| Year Ended December 31, 2021 | Year Ended December 31, 2020 | Year Ended December 31, 2019 | |||||||||||||||||||||||||||||||||
| Basic | Diluted | Basic | Diluted | Basic | Diluted | ||||||||||||||||||||||||||||||
| The Carlyle Group Inc. weighted-average common shares outstanding | 355,241,653 | 355,241,653 | 350,464,315 | 350,464,315 | 113,082,733 | 113,082,733 | |||||||||||||||||||||||||||||
| Unvested restricted stock units | — | 4,713,277 | — | 5,545,150 | — | 8,681,760 | |||||||||||||||||||||||||||||
| Issuable common shares and performance-vesting restricted stock units | — | 2,619,634 | — | 2,384,337 | — | 868,396 | |||||||||||||||||||||||||||||
| Weighted-average common shares outstanding | 355,241,653 | 362,574,564 | 350,464,315 | 358,393,802 | 113,082,733 | 122,632,889 | |||||||||||||||||||||||||||||
The Carlyle Group L.P. weighted-average common units outstanding includes vested deferred restricted common units and common units associated with acquisitions that have been earned for which issuance of the related common units is deferred until future periods.
Prior to the Conversion, the Company also included contingently issuable Carlyle Holdings partnership units and common units associated within the Partnership's acquisitions and strategic investments in NGP. For purposesdetermination of determining the dilutive weighted-average common units, it is assumed that December 31, 2017, 2016 and 2015 represent the end of the contingency period.
shares. The Partnership appliesCompany applied the “if-converted” method to the vested
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Notes to the Consolidated Financial Statements
Carlyle Holdings partnership units to determine the dilutive weighted-average common unitsshares outstanding. The Partnership appliesCompany applied the treasury stock method to the unvested Carlyle Holdings partnership units and the “if-converted” method on the resulting number of additional Carlyle Holdings partnership units to determine the dilutive weighted-average common unitsshares represented by the unvested Carlyle Holdings partnership units.
In computing the dilutive effect that the exchange of Carlyle Holdings partnership units would have on earnings per common unit,share in 2019, the PartnershipCompany considered that net income available to holders of common unitsshares would decreaseincrease due to the elimination of non-controlling interests in Carlyle Holdings (including any tax impact). Based on these calculations, 227,275,453230,213,627 of vested Carlyle Holdings partnership units and 2,579,8313,565 of unvested Carlyle Holdings partnership units for the year ended December 31, 20172019 were antidilutive, and therefore have been excluded.
Preferred Unit Issuance and Redemption
On September 13, 2017, the PartnershipCompany issued 16,000,000 of 5.875% Series A Preferred Units (the “Preferred Units”) for gross proceeds of $400.0 million, or $387.5 million, net of issuance costs and expenses. The Partnership plans to use the net proceeds from the sale of the Preferred Units for general corporate purposes, including to fund investments.
Distributions on the Preferred Units will bewere payable quarterly on March 15, June 15, September 15, and December 15 of each year, beginning on December 15, 2017, when, as and if declared by the Board of Directors, of the general partner of the Partnership, at a rate per annum of 5.875%. Distributions on the Preferred Units arewere discretionary and non-cumulative.
Carry Distributed in Shares Program
In October 2021, the Company commenced a program under which, at the Company’s discretion, up to 20% of any undeclared distributions. If (i)realized performance allocations and incentive fee related compensation over a change of control event occurs (whether before, on or after September 15, 2022) and (ii) the Partnership does not give notice prior to the 31st day following the changecertain threshold amount may be distributed in control event to redeem all the outstanding Preferred Units, the distribution rate per annum on the Preferred Units will increase by 5.00%, beginning on the 31st day following such change in control event.
In February 2016,December 2018, the Board of Directors of the general partner of the PartnershipCompany authorized the repurchase of up to $200 million of common units and/or Carlyle Holdings units.units, which was reauthorized in January 2020 by the Board of Directors with regard to the Company’s common stock in connection with the Conversion. In February 2021, the Board of Directors replenished the repurchase program to its limit of $200 million of common stock from its maximum remaining purchase amount of $139.1 million. Under this unit repurchase program, unitsshares of common stock may be repurchased from time to time in open market transactions, in privately negotiated transactions or otherwise. The Partnership expects that the majority of repurchases under this program will be done via open market transactions. No units will be repurchased from the Partnership's executive officers under this program.otherwise, including through Rule 10b5-1 plans. The timing and actual number of shares of common units and/or Carlyle Holdings unitsstock repurchased will depend on a variety of factors, including legal requirements, price, and economic and market conditions. This unit repurchase program may be suspended or discontinued at any time and does not have a specified expiration date. During the year ended December 31, 2017,2021, the PartnershipCompany paid an aggregate of $0.2$161.8 million to repurchase and retire 14,190 units3.2 million shares with all of the repurchases done via open market and brokered transactions. Since inceptionAs of this program,December 31, 2021, $38.2 million of repurchase capacity remained under the Partnership has paid an aggregateprogram. In October 2021, the Board of $59.1Directors authorized the repurchase of up to $400 million of common stock, which will replace the authorization provided in February 2021 effective January 1, 2022.
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Notes to repurchasethe Consolidated Financial Statements
Dividends
The table below presents information regarding the quarterly dividends on the common shares, which were made at the sole discretion of the Board of Directors of the Company.
| Dividend Record Date | Dividend Payment Date | Dividend per Common Share | Dividend to Common Stockholders | |||||||||||||||||
| (Dollars in millions, except per share data) | ||||||||||||||||||||
| May 12, 2020 | May 19, 2020 | $ | 0.25 | $ | 87.2 | |||||||||||||||
| August 11, 2020 | August 18, 2020 | 0.25 | 88.3 | |||||||||||||||||
| November 10, 2020 | November 17, 2020 | 0.25 | 88.4 | |||||||||||||||||
| February 16, 2021 | February 23, 2021 | 0.25 | 88.7 | |||||||||||||||||
| Total 2020 Dividend Year | $ | 1.00 | $ | 352.6 | ||||||||||||||||
| May 11, 2021 | May 19, 2021 | $ | 0.25 | $ | 88.7 | |||||||||||||||
| August 10, 2021 | August 17, 2021 | 0.25 | 89.3 | |||||||||||||||||
| November 9, 2021 | November 17, 2021 | 0.25 | 89.1 | |||||||||||||||||
| February 15, 2022 | February 23, 2022 | 0.25 | 89.5 | |||||||||||||||||
| Total 2021 Dividend Year | $ | 1.00 | $ | 356.6 | ||||||||||||||||
The Board of Directors will take into account general economic and retire 3.7 million units.
14. Equity-Based Compensation
In May 2012, Carlyle Group Management L.L.C., the general partner of the Partnership, adopted Thethe Equity Incentive Plan. The Equity Incentive Plan, which was amended on January 1, 2020 in connection with the Conversion to reflect shares of the Company’s common stock, is a source of equity-based awards permitting the PartnershipCompany to grant to Carlyle employees, directors of the Partnership’s general partner and consultants non-qualified options, unitshare appreciation rights, common units,shares, restricted common units, deferred restricted common units, phantom restricted commonstock units and other awards based on the Partnership’sCompany’s common units and Carlyle Holdings partnership units.shares. The total number of the Partnership’sCompany’s common units and Carlyle Holdings partnership unitsshares which were initially available for grant under the Equity Incentive Plan was 30,450,000. ThePrior to June 1, 2021, the Equity Incentive Plan containscontained a provision which automatically increasesincreased the number of the Partnership’sCompany’s common units and Carlyle Holdings partnership unitsshares available for grant based on a pre-determined formula; this increase occurs annually on January 1. As of January 1, 2018,2021, pursuant to the formula, the total number of the Partnership’sCompany’s common units and Carlyle Holdings partnership unitsshares available for grant under the Equity Incentive Plan was 32,645,874.
35,352,057. On AugustJune 1, 2013,2021, the Partnership acquired the remaining 40% equity interest in AlpInvest. As partshareholders of the transaction,Company approved an amended and restated Equity Incentive Plan that removed the Partnership issued 914,087provision providing for the automatic increase and reset the total number of shares of common unitsstock available for grant to AlpInvest sellers who are employees16,000,000 for awards granted under the plan after June 1, 2021. As of December 31, 2021, the total number of the Partnership that are subjectCompany’s common shares available for grant under the amended and restated Equity Incentive Plan was 15,636,767. This amount does not include restricted stock units granted in February 2022 or the issuance of common shares in January and February 2022 related to vesting conditions. Thesethe carry distributed in shares program (see Note 13).
Common Shares
In connection with its strategic investment in NGP, the Company agreed to grant common units were unvested atshares on each of February 1, 2019 and 2020 with a value of $10.0 million per year to an affiliate of NGP Management, and subsequent to 2020, to grant andcommon shares on an annual basis with a value not to exceed based $10.0 million based on a prescribed formula, which will vest over a period42-month period. Because the Company accounts for its investment in NGP under the equity method of up to five years. The unvested common units are accounted for as equity-based compensation in accordance with ASC Topic 718, Compensation – Stock Compensation (“ASC 718”). The grant-dateaccounting, the fair value of the unvested common unitsshares is chargedrecognized as a reduction to equity-based compensation on a straight-line basis over the required service period. Forprincipal investment income. During the years ended December 31, 2017, 20162021, 2020 and 2015,2019, the Partnership recorded $0.2Company recognized $9.2 million, $1.6$8.8 million and $9.0$8.1 million, in equity-based compensation expense associated with these awards, respectively.
these shares.
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Notes to the Consolidated Financial Statements
Unvested Carlyle Holdings partnership units arewere held by senior Carlyle professionals and other individuals engaged in Carlyle’s business and generally vestvested ratably over a six-year period. The unvested Carlyle Holdings partnership units arewere accounted for as equity-based compensation in accordance with ASC 718. The grant-date fair value of the unvested Carlyle Holdings partnership units arewere charged to equity-based compensation expense on a straight-line basis over the required service period. The PartnershipCompany recorded equity-based compensation expense associated with these awards of $166.4 million, $183.7 million and $191.1$0.2 million for the yearsyear ended December 31, 2017, 2016 and 2015, respectively.2019. No tax benefits have beenwere recorded related to the unvested Carlyle Holdings partnership units, as the vesting of these units doesdid not result in a tax deduction to the corporate taxpayers.
As of December 31, 2017, the total unrecognized equity-based compensation expense related to unvested Carlyle Holdings partnership units is $55.6 million, which is expected to be recognized over a weighted-average term2019, all of 0.3 yearsthese awards were vested.
The deferred restricted commonstock units are unvested when granted and vest ratably over a service period, which generally ranges upfrom six months to sixfour years. The grant-date fair value of the deferred restricted commonstock units granted to Carlyle’s employees is charged to equity-based compensation expense on a straight-line basis over the required service period. Additionally, the calculation of the expense assumes a per unit discount that generally ranges upfrom 0% to 40.0%20.0%, as these unvested awards do not participate in any Partnership distributions.dividends. Equity-based compensation expense generates deferred tax assets, which are realized when the units vest. The PartnershipCompany recorded compensation expense of $153.7$163.1 million, $149.2$105.0 million and $176.2$139.8 million for the years ended December 31, 2017, 20162021, 2020 and 2015,2019, respectively, with $13.6$33.4 million, $17.2$26.0 million and $16.4$13.7 million of corresponding deferred tax benefits, respectively. A portion of the accumulated deferred tax asset associated with equity-based compensation expense was reclassified as a current tax benefit due to units vesting during the years ended December 31, 2017, 20162021, 2020 and 2015. Equity-based compensation expense generates deferred tax assets, which are realized when the units vest.2019. The net impact of additionalthe addition/(reduction) in deferred tax assets due to the equity-based compensation expense recorded during the period less the reduction to the deferred tax assetsdeduction for units that vested was not significant for the year ended December 31 2017, and was $4.8$10.0 million, $(4.8) million and $2.9$(4.7) million for the years ended December 31, 20162021, 2020 and 2015,2019, respectively. In addition, the deferred tax asset related to equity-based compensation increased by $15.5 million during the year ended December 31, 2020 as a result of the exchange of Carlyle Holdings units in the Conversion, as equity-based compensation previously attributable to non-controlling interests is now attributable to the Company (see Note 10). As of December 31, 2017,2021, the total unrecognized equity-based compensation expense related to unvested deferred restricted commonstock units is $154.7$293.8 million, which is expected to be recognized over a weighted-average term of 1.92.3 years.
The expense associated with the deferred restricted stock units granted to NGP personnel are recognized as a reduction of the Company’s investment income in NGP Management. Equity-based awards issued to non-employees, including non-employee directors and consultants, are recognized as general, administrative and other expenses. The expense associated with the deferred restricted common units granted to NGP personnel by the Partnership are recognized as a reduction of the Partnership’s investment income in NGP Management. The grant-date fair value of deferred restricted commonstock units granted to Carlyle’s non-employee directorsnon-employees is charged to expense on a straight-line basis over the vesting period. The cost of services received in exchange for an equity-based award issued to consultants is measured at each vesting date. Equity-based awards that require the satisfaction of future service criteria are recognized over the relevant service period, adjusted for estimated forfeitures of awards not expected to vest, based on the fair value of the award on each reporting date and adjusted for the actual fair value of the award at each vesting date.period. The expense for equity-based awards issued to non-employees was not significant$5.2 million, $6.0 million and $6.0 million for the years ended December 31, 2017, 20162021, 2020 and 2015.2019, respectively.
The vesting of deferred restricted commonstock units creates taxable income for the Partnership'sCompany’s employees in certain jurisdictions. Accordingly, the employees may elect to engage the Partnership'sCompany’s equity plan service provider to sell sufficient common unitsshares and generate proceeds to cover their minimum tax obligations.
During 2021, the Company granted 7.1 million long-term, strategic restricted stock units to certain senior professionals, the majority of which are subject to vesting based on the achievement of annual performance targets over four years across a number of the Company’s employees. Compensation cost will be recognized over the requisite service period if it is probable that the performance condition will be satisfied.
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Notes to the Consolidated Financial Statements
A summary of the status of the Partnership’sCompany’s non-vested equity-based awards as of December 31, 20172021 and a summary of changes from December 31, 20142018 through December 31, 2017,2021, are presented below:
| Carlyle Holdings | The Carlyle Group, Inc. | ||||||||||||||||||||||||||||||||||||||||||||||
| Equity Settled Awards | |||||||||||||||||||||||||||||||||||||||||||||||
| Unvested Shares | Partnership Units | Weighted- Average Grant Date Fair Value | Restricted Stock Units | Weighted- Average Grant Date Fair Value | Unvested Common Shares (1) | Weighted- Average Grant Date Fair Value | |||||||||||||||||||||||||||||||||||||||||
| Balance, December 31, 2018 | 9,387 | $ | 28.26 | 19,123,700 | $ | 18.73 | 400,528 | $ | 24.97 | ||||||||||||||||||||||||||||||||||||||
| Granted | — | $ | — | 6,196,319 | $ | 15.73 | 547,973 | $ | 18.25 | ||||||||||||||||||||||||||||||||||||||
| Vested | 9,387 | $ | 28.26 | 9,903,260 | $ | 19.35 | 160,211 | $ | 24.97 | ||||||||||||||||||||||||||||||||||||||
| Forfeited | — | $ | — | 794,600 | $ | 17.82 | — | $ | — | ||||||||||||||||||||||||||||||||||||||
| Balance, December 31, 2019 | — | $ | — | 14,622,159 | $ | 17.09 | 788,290 | $ | 20.30 | ||||||||||||||||||||||||||||||||||||||
| Granted | — | $ | — | 3,450,355 | $ | 29.40 | 299,401 | $ | 33.40 | ||||||||||||||||||||||||||||||||||||||
| Vested | — | $ | — | 7,112,767 | $ | 17.36 | 339,347 | $ | 20.63 | ||||||||||||||||||||||||||||||||||||||
| Forfeited | — | $ | — | 2,436,665 | $ | 19.03 | — | $ | — | ||||||||||||||||||||||||||||||||||||||
| Balance, December 31, 2020 | — | $ | — | 8,523,082 | $ | 21.70 | 748,344 | $ | 25.39 | ||||||||||||||||||||||||||||||||||||||
Granted (2) | — | $ | — | 11,207,062 | $ | 31.64 | 291,396 | $ | 32.93 | ||||||||||||||||||||||||||||||||||||||
| Vested | — | $ | — | 4,625,457 | $ | 22.64 | 404,310 | $ | 24.73 | ||||||||||||||||||||||||||||||||||||||
| Forfeited | — | $ | — | 329,036 | $ | 31.02 | — | $ | — | ||||||||||||||||||||||||||||||||||||||
| Balance, December 31, 2021 | — | $ | — | 14,775,651 | $ | 30.70 | 635,430 | $ | 29.27 | ||||||||||||||||||||||||||||||||||||||
| Carlyle Holdings | The Carlyle Group, L.P. | ||||||||||||||||||||||||||
| Equity Settled Awards | Cash Settled Awards | ||||||||||||||||||||||||||
| Unvested Units | Partnership Units | Weighted- Average Grant Date Fair Value | Deferred Restricted Common Units | Weighted- Average Grant Date Fair Value | Unvested Common Units | Weighted- Average Grant Date Fair Value | Phantom Units | Weighted- Average Grant Date Fair Value | |||||||||||||||||||
| Balance, December 31, 2014 | 35,997,415 | $ | 22.16 | 18,929,270 | $ | 26.12 | 809,797 | $ | 27.19 | 104,070 | $ | 23.40 | |||||||||||||||
| Granted | — | $ | — | 6,770,420 | $ | 22.39 | — | $ | — | — | $ | — | |||||||||||||||
| Vested | 8,733,826 | $ | 22.11 | 5,452,961 | $ | 26.91 | 31,132 | $ | 21.53 | 93,109 | $ | 22.52 | |||||||||||||||
| Forfeited | 444,477 | $ | 22.00 | 1,826,295 | $ | 24.98 | 11,674 | $ | 27.99 | 4,220 | $ | 24.80 | |||||||||||||||
| Balance, December 31, 2015 | 26,819,112 | $ | 22.18 | 18,420,434 | $ | 24.62 | 766,991 | $ | 27.41 | 6,741 | $ | 34.58 | |||||||||||||||
| Granted | — | $ | — | 6,730,159 | $ | 11.30 | — | $ | — | — | $ | — | |||||||||||||||
| Vested | 8,830,325 | $ | 22.11 | 7,007,857 | $ | 25.14 | 728,080 | $ | 27.71 | 3,480 | $ | 34.45 | |||||||||||||||
| Forfeited | 748,787 | $ | 22.00 | 1,436,816 | $ | 22.91 | — | $ | — | 741 | $ | 34.39 | |||||||||||||||
| Balance, December 31, 2016 | 17,240,000 | $ | 22.22 | 16,705,920 | $ | 19.21 | 38,911 | $ | 21.67 | 2,520 | $ | 34.81 | |||||||||||||||
| Granted | — | $ | — | 8,260,455 | $ | 14.17 | — | $ | — | — | $ | — | |||||||||||||||
| Vested | 8,707,671 | $ | 22.40 | 8,864,747 | $ | 19.63 | 31,129 | $ | 21.53 | 2,520 | $ | 34.81 | |||||||||||||||
| Forfeited | 437,314 | $ | 22.00 | 582,037 | $ | 19.62 | — | $ | — | — | $ | — | |||||||||||||||
| Balance, December 31, 2017 | 8,095,015 | $ | 22.03 | 15,519,591 | $ | 16.25 | 7,782 | $ | 22.22 | — | $ | — | |||||||||||||||
(2) Includes 7.1 million long-term, strategic restricted stock units to certain senior professionals, the majority of which are subject to vesting based on the achievement of annual performance targets over four years across a Brazilian residential subdivision and land development company. During the year ended December 31, 2017, the Partnership disposed of its interests in Urbplan in a transaction with a third party. The third party acquired operational control and allnumber of the economic interests in Urbplan in the transaction. Since the Partnership is no longer the primary beneficiary of Urbplan, Urbplan was deconsolidated from the Partnership's financial results. The Partnership recorded a pre-tax loss upon deconsolidation of $65 million during the third quarter of 2017, which includes the impact of deconsolidation, the terms of the transaction with the third party and related reserves. The loss is recorded in interest and other expenses of a real estate VIE and loss on deconsolidation in the consolidated statements of operations. Excluding the effect of this transaction, Urbplan's income before provision for income taxes prior to the transaction was not material to the Partnership's consolidated financial statements.Company’s employees.
| As of December 31, | |||
| 2016 | |||
| (Dollars in millions) | |||
| Receivables and inventory of a real estate VIE: | |||
| Customer and other receivables | $ | 99.4 | |
| Inventory costs in excess of billings and advances | 46.0 | ||
| $ | 145.4 | ||
| Other assets of a real estate VIE: | |||
| Restricted investments | $ | 12.7 | |
| Fixed assets, net | 0.2 | ||
| Deferred tax assets | 9.1 | ||
| Other assets | 9.5 | ||
| $ | 31.5 | ||
| Loans payable of a real estate VIE, at fair value (principal amount of $144.4 million as of December 31, 2016) | $ | 79.4 | |
| Other liabilities of a real estate VIE: | |||
| Accounts payable | $ | 14.6 | |
| Other liabilities | 109.9 | ||
| $ | 124.5 | ||
| Year Ended December 31, | ||||||||||||
| 2017 | 2016 | 2015 | ||||||||||
| (Dollars in millions) | ||||||||||||
| Revenue of a real estate VIE: | ||||||||||||
| Land development services | $ | 104.6 | $ | 69.3 | $ | 80.0 | ||||||
| Investment income | 4.4 | 25.8 | 6.8 | |||||||||
| $ | 109.0 | $ | 95.1 | $ | 86.8 | |||||||
| Interest and other expenses of a real estate VIE and loss on deconsolidation: | ||||||||||||
| Costs of products sold and services rendered | $ | 64.4 | $ | 31.3 | $ | 48.5 | ||||||
| Interest expense | 18.5 | 51.4 | 40.9 | |||||||||
| Change in fair value of loans payable | (6.6 | ) | (17.6 | ) | 9.2 | |||||||
| Compensation and benefits | 2.8 | 8.5 | 10.7 | |||||||||
| G&A and other expenses | 58.9 | 134.0 | 35.3 | |||||||||
| Loss on deconsolidation | 64.5 | — | — | — | ||||||||
| $ | 202.5 | $ | 207.6 | $ | 144.6 | |||||||
Carlyle conducts its operations through four3 reportable segments:
Global Credit – The Global Credit segment advises a group of funds that pursue investment opportunities across various types of credit, equitiesincluding loans and alternative instruments,structured credit, direct lending, opportunistic credit, energy credit, distressed credit, aircraft financing and (as regards certain macroeconomic strategies) currencies,servicing, and interest rate products and their derivatives. We have now completed the exit of our hedge fund investment advisory and commodities investment advisory businesses.capital solutions.
Global Investment Solutions – The Global Investment Solutions segment advises global private equity fund of funds programs and related co-investment and secondary activities through AlpInvest. This segment also includesincluded Metropolitan Real Estate, a global manager of real estate fund of funds and related co-investment and secondary activities, and, through the first quarter of 2016, Diversified Global Asset Management (“DGAM”). The Partnership wound down of the operations of DGAM throughout 2016.prior to its sale on April 1, 2021.
The Partnership’sCompany’s reportable business segments are differentiated by their various investment focuses and strategies. Overhead costs are generally allocated based on direct basecash-based compensation and benefits expense for each segment. The Partnership includes adjustments to reflect the Partnership’s economic interests in Claren Road (through January 2017) and ESG (through June 2016). Effective January 1, 2016, the Partnership's economic interest in Claren Road increased from 55% to 63% as a result of reallocation of interest from a departing founder. On January 31, 2017, the Partnership transferred all of its economic interests in Claren Road to its founders (see Note 9). The Partnership'sCompany’s earnings from its investment in NGP are presented in the respective operating captions within the Real AssetsGlobal Private Equity segment. The net income
Distributable Earnings. Distributable Earnings, or loss from Urbplan allocable to the Partnership (after consideration of amounts allocable to non-controlling interests)“DE,” is presented within investment incomea key performance benchmark used in the Real Assets segment until the third quarter of 2017 when Urbplan was deconsolidated from the Partnership's financial results (see Note 15).
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Notes to the computation of this measure. EIConsolidated Financial Statements
Distributable Earnings differs from income (loss) before provision for income taxes computed in accordance with U.S. GAAP in that it includes certain tax expenses associated with certain foreign performance fees,revenues (comprised of performance allocations and incentive fees), and does not include unrealized performance allocations and related compensation expense, unrealized principal investment income, equity-based compensation expense, net income (loss) attributable to non-Carlyle interests in consolidated entities, or charges (credits) related to Carlyle corporate actions and non-recurring items. Charges (credits) related to Carlyle corporate actions and non-recurring items include: charges (credits) associated with equity-based compensation that was issued in the initial public offering in May 2012 or is issued in acquisitions, dispositions or strategic investments, changes in the tax receivable agreement liability, corporate conversion costs, amortization and any impairment charges associated with acquired intangible assets, transaction costs associated with acquisitions and dispositions, charges associated with earnouts and contingent consideration including gains and losses associated with the estimated fair value of contingent considerationconsiderations issued in conjunction with acquisitions or strategic investments, impairment charges associated with lease right-of-use assets, gains and losses from the retirement of debt, charges associated with contract terminations and employee severance. Management believes the inclusion or exclusion of these items provides investors with a meaningful indication of the Company’s core operating performance.
Fee Related Earnings.Fee Related Earnings, (“FRE”) is a component of EI andor “FRE,” is used to assess the ability of the business to cover direct base compensation and operating expenses from total fee revenues. FRE differs from income (loss) before provision for income taxes computed in accordance with U.S. GAAP in that it adjusts for the items included in the calculation of EIDE and also adjusts EIDE to exclude net realized performance fees,revenues, realized principal investment income, from investments in Carlyle funds, equity-based compensation, net interest (interest income less interest expense), and certain general, administrative and other expenses when the timing of any future payment is uncertain. As of December 31, 2017, the Partnership updated the definition of FRE to exclude net interest
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Notes to the Consolidated Financial Statements
The following tables present the financial data for the Partnership’s fourCompany’s 3 reportable segments as of and for the year ended December 31, 2017:
| December 31, 2017 and the Year Then Ended | |||||||||||||||||||
| Corporate Private Equity | Real Assets | Global Credit | Investment Solutions | Total | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||||
| Segment Revenues | |||||||||||||||||||
| Fund level fee revenues | |||||||||||||||||||
| Fund management fees | $ | 471.0 | $ | 263.6 | $ | 191.5 | $ | 154.9 | $ | 1,081.0 | |||||||||
| Portfolio advisory fees, net | 15.2 | 0.8 | 0.7 | — | 16.7 | ||||||||||||||
| Transaction fees, net | 22.4 | 4.5 | — | — | 26.9 | ||||||||||||||
| Total fund level fee revenues | 508.6 | 268.9 | 192.2 | 154.9 | 1,124.6 | ||||||||||||||
| Performance fees | |||||||||||||||||||
| Realized | 831.5 | 92.0 | 75.4 | 86.4 | 1,085.3 | ||||||||||||||
| Unrealized | 781.6 | 268.3 | (16.3 | ) | 56.0 | 1,089.6 | |||||||||||||
| Total performance fees | 1,613.1 | 360.3 | 59.1 | 142.4 | 2,174.9 | ||||||||||||||
| Investment income (loss) | |||||||||||||||||||
| Realized | 25.4 | (63.2 | ) | 11.9 | 0.1 | (25.8 | ) | ||||||||||||
| Unrealized | 37.0 | 26.7 | 5.4 | 3.9 | 73.0 | ||||||||||||||
| Total investment income (loss) | 62.4 | (36.5 | ) | 17.3 | 4.0 | 47.2 | |||||||||||||
| Interest income | 5.5 | 3.0 | 7.1 | 1.1 | 16.7 | ||||||||||||||
| Other income | 6.0 | 2.2 | 6.8 | 0.4 | 15.4 | ||||||||||||||
| Total revenues | 2,195.6 | 597.9 | 282.5 | 302.8 | 3,378.8 | ||||||||||||||
| Segment Expenses | |||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||
| Direct base compensation | 235.7 | 77.6 | 79.2 | 72.0 | 464.5 | ||||||||||||||
| Indirect base compensation | 105.0 | 50.5 | 25.3 | 12.7 | 193.5 | ||||||||||||||
| Equity-based compensation | 60.5 | 34.9 | 20.7 | 7.8 | 123.9 | ||||||||||||||
| Performance fee related | |||||||||||||||||||
| Realized | 372.9 | 41.6 | 35.0 | 83.2 | 532.7 | ||||||||||||||
| Unrealized | 362.6 | 75.3 | (7.3 | ) | 33.8 | 464.4 | |||||||||||||
| Total compensation and benefits | 1,136.7 | 279.9 | 152.9 | 209.5 | 1,779.0 | ||||||||||||||
| General, administrative, and other indirect expenses | 119.8 | 78.5 | 3.3 | 32.3 | 233.9 | ||||||||||||||
| Depreciation and amortization expense | 15.3 | 7.1 | 5.1 | 3.6 | 31.1 | ||||||||||||||
| Interest expense | 27.9 | 17.0 | 14.5 | 6.1 | 65.5 | ||||||||||||||
| Total expenses | 1,299.7 | 382.5 | 175.8 | 251.5 | 2,109.5 | ||||||||||||||
| Economic Income | $ | 895.9 | $ | 215.4 | $ | 106.7 | $ | 51.3 | $ | 1,269.3 | |||||||||
| (-) Net Performance Fees | 877.6 | 243.4 | 31.4 | 25.4 | 1,177.8 | ||||||||||||||
| (-) Investment Income (Loss) | 62.4 | (36.5 | ) | 17.3 | 4.0 | 47.2 | |||||||||||||
| (+) Equity-based Compensation | 60.5 | 34.9 | 20.7 | 7.8 | 123.9 | ||||||||||||||
| (+) Net Interest | 22.4 | 14.0 | 7.4 | 5.0 | 48.8 | ||||||||||||||
| (+) Reserve for Litigation and Contingencies | (12.5 | ) | (5.8 | ) | (4.1 | ) | (2.6 | ) | (25.0 | ) | |||||||||
| (=) Fee Related Earnings | $ | 26.3 | $ | 51.6 | $ | 82.0 | $ | 32.1 | $ | 192.0 | |||||||||
| (+) Realized Net Performance Fees | 458.6 | 50.4 | 40.4 | 3.2 | 552.6 | ||||||||||||||
| (+) Realized Investment Income (Loss) | 25.4 | (63.2 | ) | 11.9 | 0.1 | (25.8 | ) | ||||||||||||
| (+) Net Interest | (22.4 | ) | (14.0 | ) | (7.4 | ) | (5.0 | ) | (48.8 | ) | |||||||||
| (=) Distributable Earnings | $ | 487.9 | $ | 24.8 | $ | 126.9 | $ | 30.4 | $ | 670.0 | |||||||||
| Segment assets as of December 31, 2017 | $ | 3,644.6 | $ | 1,946.3 | $ | 881.0 | $ | 1,071.2 | $ | 7,543.1 | |||||||||
| December 31, 2021 and the Year Then Ended | |||||||||||||||||||||||||||||
| Global Private Equity | Global Credit | Global Investment Solutions | Total | ||||||||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||||||||
| Segment Revenues | |||||||||||||||||||||||||||||
| Fund level fee revenues | |||||||||||||||||||||||||||||
| Fund management fees | $ | 1,111.8 | $ | 357.6 | $ | 228.4 | $ | 1,697.8 | |||||||||||||||||||||
| Portfolio advisory and transaction fees, net and other | 34.3 | 62.2 | 0.5 | 97.0 | |||||||||||||||||||||||||
| Total fund level fee revenues | 1,146.1 | 419.8 | 228.9 | 1,794.8 | |||||||||||||||||||||||||
| Realized performance revenues | 2,757.8 | (6.0) | 186.8 | 2,938.6 | |||||||||||||||||||||||||
| Realized principal investment income | 167.8 | 31.9 | 9.8 | 209.5 | |||||||||||||||||||||||||
| Interest income | 1.4 | 5.6 | 0.2 | 7.2 | |||||||||||||||||||||||||
| Total revenues | 4,073.1 | 451.3 | 425.7 | 4,950.1 | |||||||||||||||||||||||||
| Segment Expenses | |||||||||||||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||||||||||||
| Cash-based compensation and benefits | 546.2 | 237.1 | 108.2 | 891.5 | |||||||||||||||||||||||||
| Realized performance revenues related compensation | 1,243.6 | (2.7) | 168.1 | 1,409.0 | |||||||||||||||||||||||||
| Total compensation and benefits | 1,789.8 | 234.4 | 276.3 | 2,300.5 | |||||||||||||||||||||||||
| General, administrative, and other indirect expenses | 172.5 | 63.1 | 32.0 | 267.6 | |||||||||||||||||||||||||
| Depreciation and amortization expense | 25.1 | 8.0 | 4.5 | 37.6 | |||||||||||||||||||||||||
| Interest expense | 63.8 | 26.1 | 10.8 | 100.7 | |||||||||||||||||||||||||
| Total expenses | 2,051.2 | 331.6 | 323.6 | 2,706.4 | |||||||||||||||||||||||||
| Distributable Earnings | $ | 2,021.9 | $ | 119.7 | $ | 102.1 | $ | 2,243.7 | |||||||||||||||||||||
| (-) Realized net performance revenues | 1,514.2 | (3.3) | 18.7 | 1,529.6 | |||||||||||||||||||||||||
| (-) Realized principal investment income | 167.8 | 31.9 | 9.8 | 209.5 | |||||||||||||||||||||||||
| (+) Net interest | 62.4 | 20.5 | 10.6 | 93.5 | |||||||||||||||||||||||||
| (=) Fee Related Earnings | $ | 402.3 | $ | 111.6 | $ | 84.2 | $ | 598.1 | |||||||||||||||||||||
| Segment assets as of December 31, 2021 | $ | 10,282.4 | $ | 2,206.6 | $ | 2,009.2 | $ | 14,498.2 | |||||||||||||||||||||
216
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The following tables present the financial data for the Partnership’s fourCompany’s 3 reportable segments as of and for the year ended December 31, 2016:2020:
| December 31, 2016 and the Year Then Ended | |||||||||||||||||||
| Corporate Private Equity | Real Assets | Global Credit | Investment Solutions | Total | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||||
| Segment Revenues | |||||||||||||||||||
| Fund level fee revenues | |||||||||||||||||||
| Fund management fees | $ | 498.9 | $ | 251.1 | $ | 195.5 | $ | 140.3 | $ | 1,085.8 | |||||||||
| Portfolio advisory fees, net | 14.5 | 0.2 | 1.1 | 0.8 | 16.6 | ||||||||||||||
| Transaction fees, net | 31.2 | — | — | — | 31.2 | ||||||||||||||
| Total fund level fee revenues | 544.6 | 251.3 | 196.6 | 141.1 | 1,133.6 | ||||||||||||||
| Performance fees | |||||||||||||||||||
| Realized | 1,060.5 | 53.1 | 36.6 | 65.6 | 1,215.8 | ||||||||||||||
| Unrealized | (777.5 | ) | 274.0 | 1.2 | 38.2 | (464.1 | ) | ||||||||||||
| Total performance fees | 283.0 | 327.1 | 37.8 | 103.8 | 751.7 | ||||||||||||||
| Investment income (loss) | |||||||||||||||||||
| Realized | 60.3 | (20.6 | ) | 5.1 | 0.1 | 44.9 | |||||||||||||
| Unrealized | (11.0 | ) | 1.4 | 15.3 | (0.3 | ) | 5.4 | ||||||||||||
| Total investment income (loss) | 49.3 | (19.2 | ) | 20.4 | (0.2 | ) | 50.3 | ||||||||||||
| Interest income | 3.4 | 1.7 | 4.7 | 0.4 | 10.2 | ||||||||||||||
| Other income | 6.0 | 1.6 | 4.7 | 0.5 | 12.8 | ||||||||||||||
| Total revenues | 886.3 | 562.5 | 264.2 | 245.6 | 1,958.6 | ||||||||||||||
| Segment Expenses | |||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||
| Direct base compensation | 210.8 | 72.1 | 87.4 | 66.8 | 437.1 | ||||||||||||||
| Indirect base compensation | 78.8 | 39.1 | 32.6 | 13.7 | 164.2 | ||||||||||||||
| Equity-based compensation | 69.3 | 26.3 | 17.6 | 6.4 | 119.6 | ||||||||||||||
| Performance fee related | |||||||||||||||||||
| Realized | 472.1 | 37.6 | 17.6 | 63.2 | 590.5 | ||||||||||||||
| Unrealized | (342.6 | ) | 81.9 | 0.6 | 27.6 | (232.5 | ) | ||||||||||||
| Total compensation and benefits | 488.4 | 257.0 | 155.8 | 177.7 | 1,078.9 | ||||||||||||||
| General, administrative, and other indirect expenses | 131.9 | 67.1 | 250.0 | 34.5 | 483.5 | ||||||||||||||
| Depreciation and amortization expense | 13.6 | 5.9 | 6.2 | 3.3 | 29.0 | ||||||||||||||
| Interest expense | 28.2 | 16.0 | 11.3 | 5.8 | 61.3 | ||||||||||||||
| Total expenses | 662.1 | 346.0 | 423.3 | 221.3 | 1,652.7 | ||||||||||||||
| Economic Income (Loss) | $ | 224.2 | $ | 216.5 | $ | (159.1 | ) | $ | 24.3 | $ | 305.9 | ||||||||
| (-) Net Performance Fees | 153.5 | 207.6 | 19.6 | 13.0 | 393.7 | ||||||||||||||
| (-) Investment Income (Loss) | 49.3 | (19.2 | ) | 20.4 | (0.2 | ) | 50.3 | ||||||||||||
| (+) Equity-based Compensation | 69.3 | 26.3 | 17.6 | 6.4 | 119.6 | ||||||||||||||
| (+) Net Interest | 24.8 | 14.3 | 6.6 | 5.4 | 51.1 | ||||||||||||||
| (=) Fee Related Earnings | $ | 115.5 | $ | 68.7 | $ | (174.9 | ) | $ | 23.3 | $ | 32.6 | ||||||||
| (+) Realized Net Performance Fees | 588.4 | 15.5 | 19.0 | 2.4 | 625.3 | ||||||||||||||
| (+) Realized Investment Income (Loss) | 60.3 | (20.6 | ) | 5.1 | 0.1 | 44.9 | |||||||||||||
| (+) Net Interest | (24.8 | ) | (14.3 | ) | (6.6 | ) | (5.4 | ) | (51.1 | ) | |||||||||
| (=) Distributable Earnings | $ | 739.4 | $ | 49.3 | $ | (157.4 | ) | $ | 20.4 | $ | 651.7 | ||||||||
| Segment assets as of December 31, 2016 | $ | 2,435.8 | $ | 1,515.0 | $ | 656.4 | $ | 850.1 | $ | 5,457.3 | |||||||||
| December 31, 2020 and the Year Then Ended | |||||||||||||||||||||||||||||
| Global Private Equity | Global Credit | Global Investment Solutions | Total | ||||||||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||||||||
| Segment Revenues | |||||||||||||||||||||||||||||
| Fund level fee revenues | |||||||||||||||||||||||||||||
| Fund management fees | $ | 1,042.0 | $ | 324.2 | $ | 193.0 | $ | 1,559.2 | |||||||||||||||||||||
| Portfolio advisory and transaction fees, net and other | 22.8 | 34.0 | 0.1 | 56.9 | |||||||||||||||||||||||||
| Total fund level fee revenues | 1,064.8 | 358.2 | 193.1 | 1,616.1 | |||||||||||||||||||||||||
| Realized performance revenues | 404.5 | 26.5 | 155.1 | 586.1 | |||||||||||||||||||||||||
| Realized principal investment income | 52.0 | 18.7 | 2.3 | 73.0 | |||||||||||||||||||||||||
| Interest income | 3.3 | 10.4 | 0.6 | 14.3 | |||||||||||||||||||||||||
| Total revenues | 1,524.6 | 413.8 | 351.1 | 2,289.5 | |||||||||||||||||||||||||
| Segment Expenses | |||||||||||||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||||||||||||
| Cash-based compensation and benefits | 501.9 | 206.1 | 113.5 | 821.5 | |||||||||||||||||||||||||
| Realized performance revenues related compensation | 183.0 | 12.2 | 144.6 | 339.8 | |||||||||||||||||||||||||
| Total compensation and benefits | 684.9 | 218.3 | 258.1 | 1,161.3 | |||||||||||||||||||||||||
| General, administrative, and other indirect expenses | 157.9 | 45.7 | 37.8 | 241.4 | |||||||||||||||||||||||||
| Depreciation and amortization expense | 22.0 | 7.0 | 4.5 | 33.5 | |||||||||||||||||||||||||
| Interest expense | 55.3 | 26.6 | 9.3 | 91.2 | |||||||||||||||||||||||||
| Total expenses | 920.1 | 297.6 | 309.7 | 1,527.4 | |||||||||||||||||||||||||
| Distributable Earnings | $ | 604.5 | $ | 116.2 | $ | 41.4 | $ | 762.1 | |||||||||||||||||||||
| (-) Realized net performance revenues | 221.5 | 14.3 | 10.5 | 246.3 | |||||||||||||||||||||||||
| (-) Realized principal investment income | 52.0 | 18.7 | 2.3 | 73.0 | |||||||||||||||||||||||||
| (+) Net interest | 52.0 | 16.2 | 8.7 | 76.9 | |||||||||||||||||||||||||
| (=) Fee Related Earnings | $ | 383.0 | $ | 99.4 | $ | 37.3 | $ | 519.7 | |||||||||||||||||||||
| Segment assets as of December 31, 2020 | $ | 6,341.1 | $ | 1,923.4 | $ | 1,262.9 | $ | 9,527.4 | |||||||||||||||||||||
217
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The following tables present the financial data for the Partnership’s fourCompany’s 3 reportable segments for the year ended December 31, 2015:2019:
| Year Ended December 31, 2015 | |||||||||||||||||||
| Corporate Private Equity | Real Assets | Global Credit | Investment Solutions | Total | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||||
| Segment Revenues | |||||||||||||||||||
| Fund level fee revenues | |||||||||||||||||||
| Fund management fees | $ | 577.4 | $ | 255.9 | $ | 210.7 | $ | 153.9 | $ | 1,197.9 | |||||||||
| Portfolio advisory fees, net | 14.3 | 0.4 | 0.7 | — | 15.4 | ||||||||||||||
| Transaction fees, net | 7.7 | 2.1 | — | — | 9.8 | ||||||||||||||
| Total fund level fee revenues | 599.4 | 258.4 | 211.4 | 153.9 | 1,223.1 | ||||||||||||||
| Performance fees | |||||||||||||||||||
| Realized | 1,209.5 | 163.2 | 38.0 | 24.1 | 1,434.8 | ||||||||||||||
| Unrealized | (523.1 | ) | (42.5 | ) | (63.1 | ) | 103.6 | (525.1 | ) | ||||||||||
| Total performance fees | 686.4 | 120.7 | (25.1 | ) | 127.7 | 909.7 | |||||||||||||
| Investment income (loss) | |||||||||||||||||||
| Realized | 23.3 | (93.6 | ) | 5.4 | 0.1 | (64.8 | ) | ||||||||||||
| Unrealized | (5.2 | ) | 63.1 | (15.7 | ) | 0.2 | 42.4 | ||||||||||||
| Total investment income (loss) | 18.1 | (30.5 | ) | (10.3 | ) | 0.3 | (22.4 | ) | |||||||||||
| Interest income | 1.5 | 0.3 | 2.8 | 0.2 | 4.8 | ||||||||||||||
| Other income | 9.8 | 2.6 | 3.9 | 0.9 | 17.2 | ||||||||||||||
| Total revenues | 1,315.2 | 351.5 | 182.7 | 283.0 | 2,132.4 | ||||||||||||||
| Segment Expenses | |||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||
| Direct base compensation | 224.2 | 70.0 | 101.2 | 82.3 | 477.7 | ||||||||||||||
| Indirect base compensation | 91.5 | 39.3 | 28.3 | 13.0 | 172.1 | ||||||||||||||
| Equity-based compensation | 65.1 | 25.0 | 19.0 | 12.4 | 121.5 | ||||||||||||||
| Performance fee related | |||||||||||||||||||
| Realized | 540.9 | 68.5 | 16.6 | 20.3 | 646.3 | ||||||||||||||
| Unrealized | (221.7 | ) | 26.3 | (27.7 | ) | 94.8 | (128.3 | ) | |||||||||||
| Total compensation and benefits | 700.0 | 229.1 | 137.4 | 222.8 | 1,289.3 | ||||||||||||||
| General, administrative, and other indirect expenses | 172.4 | 74.6 | 69.8 | 46.0 | 362.8 | ||||||||||||||
| Depreciation and amortization expense | 12.5 | 4.3 | 5.0 | 3.8 | 25.6 | ||||||||||||||
| Interest expense | 30.8 | 10.6 | 10.8 | 5.9 | 58.1 | ||||||||||||||
| Total expenses | 915.7 | 318.6 | 223.0 | 278.5 | 1,735.8 | ||||||||||||||
| Economic Income (Loss) | $ | 399.5 | $ | 32.9 | $ | (40.3 | ) | $ | 4.5 | $ | 396.6 | ||||||||
| (-) Net Performance Fees | 367.2 | 25.9 | (14.0 | ) | 12.6 | 391.7 | |||||||||||||
| (-) Investment Income (Loss) | 18.1 | (30.5 | ) | (10.3 | ) | 0.3 | (22.4 | ) | |||||||||||
| (+) Equity-based Compensation | 65.1 | 25.0 | 19.0 | 12.4 | 121.5 | ||||||||||||||
| (+) Net Interest | 29.3 | 10.3 | 8.0 | 5.7 | 53.3 | ||||||||||||||
| (+) Reserve for Litigation and Contingencies | 26.8 | 9.2 | 9.0 | 5.0 | 50.0 | ||||||||||||||
| (=) Fee Related Earnings | $ | 135.4 | $ | 82.0 | $ | 20.0 | $ | 14.7 | $ | 252.1 | |||||||||
| (+) Realized Net Performance Fees | 668.6 | 94.7 | 21.4 | 3.8 | 788.5 | ||||||||||||||
| (+) Realized Investment Income (loss) | 23.3 | (93.6 | ) | 5.4 | 0.1 | (64.8 | ) | ||||||||||||
| (+) Net Interest | (29.3 | ) | (10.3 | ) | (8.0 | ) | (5.7 | ) | (53.3 | ) | |||||||||
| (=) Distributable Earnings | $ | 798.0 | $ | 72.8 | $ | 38.8 | $ | 12.9 | $ | 922.5 | |||||||||
| Year Ended December 31, 2019 | |||||||||||||||||||||||||||||
| Global Private Equity | Global Credit | Global Investment Solutions | Total | ||||||||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||||||||
| Segment Revenues | |||||||||||||||||||||||||||||
| Fund level fee revenues | |||||||||||||||||||||||||||||
| Fund management fees | $ | 1,106.6 | $ | 307.2 | $ | 157.1 | $ | 1,570.9 | |||||||||||||||||||||
| Portfolio advisory and transaction fees, net and other | 38.9 | 14.6 | — | 53.5 | |||||||||||||||||||||||||
| Total fund level fee revenues | 1,145.5 | 321.8 | 157.1 | 1,624.4 | |||||||||||||||||||||||||
| Realized performance revenues | 301.8 | 1.8 | 70.7 | 374.3 | |||||||||||||||||||||||||
| Realized principal investment income | 73.3 | 12.0 | 1.7 | 87.0 | |||||||||||||||||||||||||
| Interest income | 8.7 | 14.2 | 1.5 | 24.4 | |||||||||||||||||||||||||
| Total revenues | 1,529.3 | 349.8 | 231.0 | 2,110.1 | |||||||||||||||||||||||||
| Segment Expenses | |||||||||||||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||||||||||||
| Cash-based compensation and benefits | 510.6 | 185.2 | 96.3 | 792.1 | |||||||||||||||||||||||||
| Realized performance revenues related compensation | 145.2 | 0.4 | 64.6 | 210.2 | |||||||||||||||||||||||||
| Total compensation and benefits | 655.8 | 185.6 | 160.9 | 1,002.3 | |||||||||||||||||||||||||
| General, administrative, and other indirect expenses | 215.2 | 78.9 | 37.2 | 331.3 | |||||||||||||||||||||||||
| Depreciation and amortization expense | 32.1 | 9.9 | 6.2 | 48.2 | |||||||||||||||||||||||||
| Interest expense | 46.8 | 27.0 | 7.9 | 81.7 | |||||||||||||||||||||||||
| Total expenses | 949.9 | 301.4 | 212.2 | 1,463.5 | |||||||||||||||||||||||||
| Distributable Earnings | $ | 579.4 | $ | 48.4 | $ | 18.8 | $ | 646.6 | |||||||||||||||||||||
| (-) Realized net performance revenues | 156.6 | 1.4 | 6.1 | 164.1 | |||||||||||||||||||||||||
| (-) Realized principal investment income | 73.3 | 12.0 | 1.7 | 87.0 | |||||||||||||||||||||||||
| (+) Net interest | 38.1 | 12.8 | 6.4 | 57.3 | |||||||||||||||||||||||||
| (=) Fee Related Earnings | $ | 387.6 | $ | 47.8 | $ | 17.4 | $ | 452.8 | |||||||||||||||||||||
218
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The following tables reconcile the Total Segments to the Partnership’sCompany’s Total Assets and Income (Loss) Before Provision for Income Taxes as of and for the years ended December 31, 20172021 and 2016:2020:
| December 31, 2017 and the Year then Ended | December 31, 2021 and the Year then Ended | |||||||||||||||||||||||||||||||||||||||||||||
| Total Reportable Segments | Consolidated Funds | Reconciling Items | Carlyle Consolidated | Total Reportable Segments | Consolidated Funds | Reconciling Items | Carlyle Consolidated | |||||||||||||||||||||||||||||||||||||||
| (Dollars in millions) | (Dollars in millions) | |||||||||||||||||||||||||||||||||||||||||||||
| Revenues | $ | 3,378.8 | $ | 177.7 | $ | 119.7 | (a) | $ | 3,676.2 | Revenues | $ | 4,950.1 | $ | 253.2 | $ | 3,578.8 | (a) | $ | 8,782.1 | |||||||||||||||||||||||||||
| Expenses | $ | 2,109.5 | $ | 240.4 | $ | 282.4 | (b) | $ | 2,632.3 | Expenses | $ | 2,706.4 | $ | 217.8 | $ | 1,832.9 | (b) | $ | 4,757.1 | |||||||||||||||||||||||||||
| Other income | $ | — | $ | 123.5 | $ | (35.1 | ) | (c) | $ | 88.4 | Other income | $ | — | $ | 2.5 | $ | — | (c) | $ | 2.5 | ||||||||||||||||||||||||||
| Economic income | $ | 1,269.3 | $ | 60.8 | $ | (197.8 | ) | (d) | $ | 1,132.3 | ||||||||||||||||||||||||||||||||||||
| Distributable earnings | Distributable earnings | $ | 2,243.7 | $ | 37.9 | $ | 1,745.9 | (d) | $ | 4,027.5 | ||||||||||||||||||||||||||||||||||||
| Total assets | $ | 7,543.1 | $ | 4,962.7 | $ | (225.2 | ) | (e) | $ | 12,280.6 | Total assets | $ | 14,498.2 | $ | 6,948.0 | $ | (195.8) | (e) | $ | 21,250.4 | ||||||||||||||||||||||||||
| December 31, 2016 and the Year then Ended | December 31, 2020 and the Year then Ended | |||||||||||||||||||||||||||||||||||||||||||||
| Total Reportable Segments | Consolidated Funds | Reconciling Items | Carlyle Consolidated | Total Reportable Segments | Consolidated Funds | Reconciling Items | Carlyle Consolidated | |||||||||||||||||||||||||||||||||||||||
| (Dollars in millions) | (Dollars in millions) | |||||||||||||||||||||||||||||||||||||||||||||
| Revenues | $ | 1,958.6 | $ | 166.9 | $ | 148.8 | (a) | $ | 2,274.3 | Revenues | $ | 2,289.5 | $ | 226.8 | $ | 418.3 | (a) | $ | 2,934.6 | |||||||||||||||||||||||||||
| Expenses | $ | 1,652.7 | $ | 153.1 | $ | 436.3 | (b) | $ | 2,242.1 | Expenses | $ | 1,527.4 | $ | 206.2 | $ | 599.7 | (b) | $ | 2,333.3 | |||||||||||||||||||||||||||
| Other income | $ | — | $ | 13.1 | $ | — | (c) | $ | 13.1 | Other income | $ | — | $ | (21.3) | $ | — | (c) | $ | (21.3) | |||||||||||||||||||||||||||
| Economic income | $ | 305.9 | $ | 26.9 | $ | (287.5 | ) | (d) | $ | 45.3 | ||||||||||||||||||||||||||||||||||||
| Distributable earnings | Distributable earnings | $ | 762.1 | $ | (0.7) | $ | (181.4) | (d) | $ | 580.0 | ||||||||||||||||||||||||||||||||||||
| Total assets | $ | 5,457.3 | $ | 4,684.7 | $ | (169.0 | ) | (e) | $ | 9,973.0 | Total assets | $ | 9,527.4 | $ | 6,294.6 | $ | (177.2) | (e) | $ | 15,644.8 | ||||||||||||||||||||||||||
The following table reconciles the Total Segments to the Partnership’sCompany’s Income Before Provision for Income Taxes for the year ended December 31, 2015:2019:
| Year Ended December 31, 2015 | Year Ended December 31, 2019 | |||||||||||||||||||||||||||||||||||||||||||||
| Total Reportable Segments | Consolidated Funds | Reconciling Items | Carlyle Consolidated | Total Reportable Segments | Consolidated Funds | Reconciling Items | Carlyle Consolidated | |||||||||||||||||||||||||||||||||||||||
| (Dollars in millions) | (Dollars in millions) | |||||||||||||||||||||||||||||||||||||||||||||
| Revenues | $ | 2,132.4 | $ | 975.5 | $ | (101.7 | ) | (a) | $ | 3,006.2 | Revenues | $ | 2,110.1 | $ | 199.2 | $ | 1,067.7 | (a) | $ | 3,377.0 | ||||||||||||||||||||||||||
| Expenses | $ | 1,735.8 | $ | 1,258.8 | $ | 473.8 | (b) | $ | 3,468.4 | Expenses | $ | 1,463.5 | $ | 165.6 | $ | 490.6 | (b) | $ | 2,119.7 | |||||||||||||||||||||||||||
| Other income | $ | — | $ | 886.9 | $ | (22.5 | ) | (c) | $ | 864.4 | Other income | $ | — | $ | (23.9) | $ | — | (c) | $ | (23.9) | ||||||||||||||||||||||||||
| Economic income | $ | 396.6 | $ | 603.6 | $ | (598.0 | ) | (d) | $ | 402.2 | ||||||||||||||||||||||||||||||||||||
| Distributable earnings | Distributable earnings | $ | 646.6 | $ | 9.7 | $ | 577.1 | (d) | $ | 1,233.4 | ||||||||||||||||||||||||||||||||||||
(a)The Revenues adjustment principally represents unrealized performance revenues, unrealized principal investment income (loss) (including Fortitude), revenues earned from the Consolidated Funds which were eliminated in consolidation to arrive at the Company’s total revenues, adjustments for amounts attributable to non-controlling interests in consolidated entities, adjustments related to expenses associated with the investments in NGP Management and its affiliates that are included in operating captions or are excluded from the segment results, adjustments to reflect the reimbursement of certain costs incurred on behalf of Carlyle funds on a net basis, and the inclusion of tax expenses associated with certain foreign performance revenues, as detailed below:
219
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Unrealized performance revenues | $ | 3,155.6 | $ | 1,031.0 | $ | 267.8 | |||||||||||
| Unrealized principal investment income | 351.8 | (556.2) | 590.9 | ||||||||||||||
| Adjusted unrealized principal investment income from investment in Fortitude | — | (104.4) | 140.9 | ||||||||||||||
| Adjustments related to expenses associated with investments in NGP Management and its affiliates | (13.7) | (15.3) | (16.2) | ||||||||||||||
| Tax expense associated with certain foreign performance revenues | 0.2 | 0.5 | 0.3 | ||||||||||||||
| Non-controlling interests and other adjustments to present certain costs on a net basis | 159.6 | 96.6 | 117.5 | ||||||||||||||
| Elimination of revenues of Consolidated Funds | (74.7) | (33.9) | (33.5) | ||||||||||||||
| $ | 3,578.8 | $ | 418.3 | $ | 1,067.7 | ||||||||||||
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| Equity-based compensation issued in conjunction with the initial public offering, acquisitions and strategic investments | $ | 241.2 | $ | 223.4 | $ | 259.8 | |||||
| Acquisition related charges and amortization of intangibles and impairment | 35.7 | 94.2 | 288.8 | ||||||||
| Other non-operating (income) expense | (71.4 | ) | (11.2 | ) | (7.4 | ) | |||||
| Tax provision associated with performance fees | (9.2 | ) | (15.1 | ) | (14.9 | ) | |||||
| Non-Carlyle economic interests in acquired business | 115.7 | 159.0 | 160.3 | ||||||||
| Severance and other adjustments | 13.2 | 10.6 | 6.7 | ||||||||
| Elimination of expenses of Consolidated Funds | (42.8 | ) | (24.6 | ) | (219.5 | ) | |||||
| $ | 282.4 | $ | 436.3 | $ | 473.8 | ||||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Total Reportable Segments - Fund level fee revenues | $ | 1,794.8 | $ | 1,616.1 | $ | 1,624.4 | |||||||||||
Adjustments (1) | (127.3) | (130.1) | (148.2) | ||||||||||||||
| Carlyle Consolidated - Fund management fees | $ | 1,667.5 | $ | 1,486.0 | $ | 1,476.2 | |||||||||||
(1) Adjustments represent the reclassification of NGP management fees from principal investment income, the
reclassification of certain incentive fees from business development companies and other credit products, management fees earned from consolidated CLOs which were eliminated in consolidation to arrive at the Company’s fund management fees, and the reclassification of certain amounts included in portfolio advisory fees, net and other in the segment results that are included in interest and other income in the U.S. GAAP results.
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| Income before provision for income taxes | $ | 1,132.3 | $ | 45.3 | $ | 402.2 | |||||
| Adjustments: | |||||||||||
| Equity-based compensation issued in conjunction with the initial public offering, acquisitions and strategic investments | 241.2 | 223.4 | 259.8 | ||||||||
| Acquisition related charges and amortization of intangibles and impairment | 35.7 | 94.2 | 288.8 | ||||||||
Other non-operating (income) expense(1) | (71.4 | ) | (11.2 | ) | (7.4 | ) | |||||
| Tax provision associated with performance fees | (9.2 | ) | (15.1 | ) | (14.9 | ) | |||||
| Net income attributable to non-controlling interests in Consolidated entities | (72.5 | ) | (41.0 | ) | (537.9 | ) | |||||
| Severance and other adjustments | 13.2 | 10.3 | 6.0 | ||||||||
| Economic Income | $ | 1,269.3 | $ | 305.9 | $ | 396.6 | |||||
Net performance fees(2) | 1,177.8 | 393.7 | 391.7 | ||||||||
Investment income (loss)(2) | 47.2 | 50.3 | (22.4 | ) | |||||||
| Equity-based compensation | 123.9 | 119.6 | 121.5 | ||||||||
| Net Interest | 48.8 | 51.1 | 53.3 | ||||||||
| Reserve for litigation and contingencies | (25.0 | ) | — | 50.0 | |||||||
| Fee Related Earnings | $ | 192.0 | $ | 32.6 | $ | 252.1 | |||||
| Realized performance fees, net of related compensation | 552.6 | 625.3 | 788.5 | ||||||||
Realized investment income (loss)(2) | (25.8 | ) | 44.9 | (64.8 | ) | ||||||
| Net Interest | (48.8 | ) | (51.1 | ) | (53.3 | ) | |||||
| Distributable Earnings | $ | 670.0 | $ | 651.7 | $ | 922.5 | |||||
(b)The Expenses adjustment represents the elimination of intercompany expenses of the Consolidated Funds payable to the Company, the inclusion of equity-based compensation, certain tax expenses associated with realized performance revenues related compensation, and unrealized performance revenues related compensation, adjustments related to expenses associated with the investment in NGP Management that are included in operating captions, adjustments to reflect the reimbursement of certain costs incurred on behalf of Carlyle funds on a net basis, changes in the tax receivable agreement liability, and charges and credits associated with Carlyle corporate actions and non-recurring items, as detailed below:
220
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Unrealized performance revenues related compensation | $ | 1,549.4 | $ | 432.3 | $ | 225.5 | |||||||||||
| Equity-based compensation | 172.9 | 116.6 | 151.5 | ||||||||||||||
| Acquisition related charges and amortization of intangibles and impairment | 37.7 | 38.1 | 52.0 | ||||||||||||||
| Tax expense associated with certain foreign performance revenues related compensation | (17.3) | (8.4) | (14.3) | ||||||||||||||
| Non-controlling interests and other adjustments to present certain costs on a net basis | 78.5 | 55.8 | 75.0 | ||||||||||||||
| Debt extinguishment costs | 10.2 | — | 0.1 | ||||||||||||||
| Right-of-use asset impairment | 26.8 | — | — | ||||||||||||||
| Other adjustments including severance and C-Corp. conversion costs in 2020 and 2019 | 14.2 | 8.0 | 34.6 | ||||||||||||||
| Elimination of expenses of Consolidated Funds | (39.5) | (42.7) | (33.8) | ||||||||||||||
| $ | 1,832.9 | $ | 599.7 | $ | 490.6 | ||||||||||||
(c) The Other Income (Loss) adjustment results from the Consolidated Funds which were eliminated in consolidation to arrive at the Company’s total Other Income (Loss).
(d) The following table is a reconciliation of Income (Loss) Before Provision for Income Taxes to Distributable Earnings and to Fee Related Earnings:
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Income before provision for income taxes | $ | 4,027.5 | $ | 580.0 | $ | 1,233.4 | |||||||||||
| Adjustments: | |||||||||||||||||
| Net unrealized performance revenues | (1,606.2) | (598.7) | (42.3) | ||||||||||||||
Unrealized principal investment (income) loss(1) | (351.8) | 556.2 | (590.9) | ||||||||||||||
Adjusted unrealized principal investment (income) loss from investment in Fortitude(2) | — | 104.4 | (140.9) | ||||||||||||||
Equity-based compensation(3) | 172.9 | 116.6 | 151.5 | ||||||||||||||
| Acquisition related charges, including amortization of intangibles and impairment | 37.7 | 38.1 | 52.0 | ||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | (70.5) | (34.6) | (36.6) | ||||||||||||||
| Tax expense associated with certain foreign performance revenues | (17.1) | (7.9) | (14.3) | ||||||||||||||
| Debt extinguishment costs | 10.2 | — | 0.1 | ||||||||||||||
| Right-of-use impairment | 26.8 | — | — | ||||||||||||||
| Other adjustments including severance and C-Corp. conversion costs in 2020 and 2019 | 14.2 | 8.0 | 34.6 | ||||||||||||||
| Distributable Earnings | $ | 2,243.7 | $ | 762.1 | $ | 646.6 | |||||||||||
Realized performance revenues, net of related compensation(4) | 1,529.6 | 246.3 | 164.1 | ||||||||||||||
Realized principal investment income(4) | 209.5 | 73.0 | 87.0 | ||||||||||||||
| Net interest | 93.5 | 76.9 | 57.3 | ||||||||||||||
| Fee Related Earnings | $ | 598.1 | $ | 519.7 | $ | 452.8 | |||||||||||
(1) Included in other non-operating (income) expense forAdjustments to unrealized principal investment income (loss) during the year ended December 31, 20172020 are inclusive of $211.8 million of unrealized gains, resulting from changes in the fair value of embedded derivatives related to certain reinsurance contracts included in Fortitude’s U.S. GAAP financial statements prior to the contribution of the Company’s investment in Fortitude to Carlyle FRL on June 2, 2020. At the time of the contribution of the Company’s investment to Carlyle FRL, the Company began accounting for its investment under the equity method based on its net asset value in the fund, which is a $71.5 million adjustmentan investment company that accounts for its investment in Fortitude at fair value.
221
The Carlyle Group Inc.
Notes to the Consolidated Financial Statements
(2) Adjusted unrealized principal investment income (loss) from the investment in Fortitude represents 19.9% of Fortitude’s estimated net income (loss), excluding the unrealized gains (losses) related to embedded derivatives, prior to the contribution of the Company’s investment in Fortitude to Carlyle FRL on June 2, 2020.
(3) Equity-based compensation for the revaluationyears ended December 31, 2021, 2020 and 2019 includes amounts that are presented in principal investment income and general, administrative and other expenses in the Company’s U.S. GAAP consolidated statements of the tax receivable agreement liability as result of the passage of the Tax Cuts and Jobs Act of 2017.operations.
| Year Ended December 31, 2021 | |||||||||||||||||
| Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Performance revenues | $ | 6,084.6 | $ | (3,146.0) | $ | 2,938.6 | |||||||||||
| Performance revenues related compensation expense | 2,961.0 | (1,552.0) | 1,409.0 | ||||||||||||||
| Net performance revenues | $ | 3,123.6 | $ | (1,594.0) | $ | 1,529.6 | |||||||||||
| Principal investment income (loss) | $ | 637.3 | $ | (427.8) | $ | 209.5 | |||||||||||
| Year Ended December 31, 2017 | |||||||||||
| Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||
| (Dollars in millions) | |||||||||||
| Performance fees | |||||||||||
| Realized | $ | 1,097.3 | $ | (12.0 | ) | $ | 1,085.3 | ||||
| Unrealized | 996.6 | 93.0 | 1,089.6 | ||||||||
| Total performance fees | 2,093.9 | 81.0 | 2,174.9 | ||||||||
| Performance fee related compensation expense | |||||||||||
| Realized | 520.7 | 12.0 | 532.7 | ||||||||
| Unrealized | 467.6 | (3.2 | ) | 464.4 | |||||||
| Total performance fee related compensation expense | 988.3 | 8.8 | 997.1 | ||||||||
| Net performance fees | |||||||||||
| Realized | 576.6 | (24.0 | ) | 552.6 | |||||||
| Unrealized | 529.0 | 96.2 | 625.2 | ||||||||
| Total net performance fees | $ | 1,105.6 | $ | 72.2 | $ | 1,177.8 | |||||
| Investment income (loss) | |||||||||||
| Realized | $ | 70.4 | $ | (96.2 | ) | $ | (25.8 | ) | |||
| Unrealized | 161.6 | (88.6 | ) | 73.0 | |||||||
| Total investment income (loss) | $ | 232.0 | $ | (184.8 | ) | $ | 47.2 | ||||
| Year Ended December 31, 2016 | |||||||||||
| Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||
| (Dollars in millions) | |||||||||||
| Performance fees | |||||||||||
| Realized | $ | 1,129.5 | $ | 86.3 | $ | 1,215.8 | |||||
| Unrealized | (377.7 | ) | (86.4 | ) | (464.1 | ) | |||||
| Total performance fees | 751.8 | (0.1 | ) | 751.7 | |||||||
| Performance fee related compensation expense | |||||||||||
| Realized | 580.5 | 10.0 | 590.5 | ||||||||
| Unrealized | (227.4 | ) | (5.1 | ) | (232.5 | ) | |||||
| Total performance fee related compensation expense | 353.1 | 4.9 | 358.0 | ||||||||
| Net performance fees | |||||||||||
| Realized | 549.0 | 76.3 | 625.3 | ||||||||
| Unrealized | (150.3 | ) | (81.3 | ) | (231.6 | ) | |||||
| Total net performance fees | $ | 398.7 | $ | (5.0 | ) | $ | 393.7 | ||||
| Investment income (loss) | |||||||||||
| Realized | $ | 112.9 | $ | (68.0 | ) | $ | 44.9 | ||||
| Unrealized | 47.6 | (42.2 | ) | 5.4 | |||||||
| Total investment income (loss) | $ | 160.5 | $ | (110.2 | ) | $ | 50.3 | ||||
| Year Ended December 31, 2020 | |||||||||||||||||
| Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Performance revenues | $ | 1,635.9 | $ | (1,049.8) | $ | 586.1 | |||||||||||
| Performance revenues related compensation expense | 779.1 | (439.3) | 339.8 | ||||||||||||||
| Net performance revenues | $ | 856.8 | $ | (610.5) | $ | 246.3 | |||||||||||
| Principal investment income (loss) | $ | (540.7) | $ | 613.7 | $ | 73.0 | |||||||||||
| Year Ended December 31, 2019 | |||||||||||||||||
| Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Performance revenues | $ | 799.1 | $ | (424.8) | $ | 374.3 | |||||||||||
| Performance revenues related compensation expense | 436.7 | (226.5) | 210.2 | ||||||||||||||
| Net performance revenues | $ | 362.4 | $ | (198.3) | $ | 164.1 | |||||||||||
| Principal investment income (loss) | $ | 769.3 | $ | (682.3) | $ | 87.0 | |||||||||||
(3)Adjustments to performance revenues and principal investment income (loss) relate to (i) unrealized performance allocations net of related compensation expense and unrealized principal investment income, which are excluded from the segment results, (ii) amounts earned from the Consolidated Funds, which were eliminated in the U.S. GAAP consolidation but were included in the segment results, (iii) amounts attributable to non-controlling interests in consolidated entities, which were excluded from the segment results, (iv) the reclassification of NGP performance revenues, which are included in principal investment income in the U.S. GAAP financial statements, (v) the reclassification of certain incentive fees from business development companies, which are included in fund management fees in the segment results, and (vi) the reclassification of tax expenses associated with certain foreign performance revenues. Adjustments to principal investment income (loss) also include the reclassification of earnings for the investments in NGP Management and its affiliates to the appropriate operating captions for the segment results, and the exclusion of charges associated with the investment in NGP Management and its affiliates that are excluded from the segment results.
222
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
| Year Ended December 31, 2015 | |||||||||||
| Carlyle Consolidated | Adjustments(3) | Total Reportable Segments | |||||||||
| (Dollars in millions) | |||||||||||
| Performance fees | |||||||||||
| Realized | $ | 1,441.9 | $ | (7.1 | ) | $ | 1,434.8 | ||||
| Unrealized | (617.0 | ) | 91.9 | (525.1 | ) | ||||||
| Total performance fees | 824.9 | 84.8 | 909.7 | ||||||||
| Performance fee related compensation expense | |||||||||||
| Realized | 650.5 | (4.2 | ) | 646.3 | |||||||
| Unrealized | (139.6 | ) | 11.3 | (128.3 | ) | ||||||
| Total performance fee related compensation expense | 510.9 | 7.1 | 518.0 | ||||||||
| Net performance fees | |||||||||||
| Realized | 791.4 | (2.9 | ) | 788.5 | |||||||
| Unrealized | (477.4 | ) | 80.6 | (396.8 | ) | ||||||
| Total net performance fees | $ | 314.0 | $ | 77.7 | $ | 391.7 | |||||
| Investment income | |||||||||||
| Realized | $ | 32.9 | $ | (97.7 | ) | $ | (64.8 | ) | |||
| Unrealized | (17.7 | ) | 60.1 | 42.4 | |||||||
| Total investment income | $ | 15.2 | $ | (37.6 | ) | $ | (22.4 | ) | |||
| (e)The Total Assets adjustment represents the addition of the assets of |
Information by Geographic Location
Carlyle primarily transacts business in the United States and a significant amount of its revenues are generated domestically. The PartnershipCompany has established investment vehicles whose primary focus is making investments in specified geographical locations. The tables below present consolidated revenues and assets based on the geographical focus of the associated investment vehicle.
| Total Revenues | Total Assets | ||||||||||||||||||||||
| Share | % | Share | % | ||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| Year Ended December 31, 2021 | |||||||||||||||||||||||
Americas(1) | $ | 5,434.6 | 62 | % | $ | 10,874.2 | 51 | % | |||||||||||||||
EMEA(2) | 2,629.3 | 30 | % | 8,920.4 | 42 | % | |||||||||||||||||
Asia-Pacific(3) | 718.2 | 8 | % | 1,455.8 | 7 | % | |||||||||||||||||
| Total | $ | 8,782.1 | 100 | % | $ | 21,250.4 | 100 | % | |||||||||||||||
| Total Revenues | Total Assets | |||||||||||||||||||||||||||||||||||
| Total Revenues | Total Assets | Share | % | Share | % | |||||||||||||||||||||||||||||||
| Share | % | Share | % | (Dollars in millions) | ||||||||||||||||||||||||||||||||
| (Dollars in millions) | ||||||||||||||||||||||||||||||||||||
| Year Ended December 31, 2017 | ||||||||||||||||||||||||||||||||||||
| Year Ended December 31, 2020 | Year Ended December 31, 2020 | |||||||||||||||||||||||||||||||||||
Americas(1) | $ | 2,299.0 | 62 | % | $ | 5,033.5 | 41 | % | Americas(1) | $ | 1,787.7 | 61 | % | $ | 7,758.8 | 50 | % | |||||||||||||||||||
EMEA(2) | 837.6 | 23 | % | 6,085.6 | 50 | % | EMEA(2) | 622.3 | 21 | % | 6,807.0 | 43 | % | |||||||||||||||||||||||
Asia-Pacific(3) | 539.6 | 15 | % | 1,161.5 | 9 | % | Asia-Pacific(3) | 524.6 | 18 | % | 1,079.0 | 7 | % | |||||||||||||||||||||||
| Total | $ | 3,676.2 | 100 | % | $ | 12,280.6 | 100 | % | Total | $ | 2,934.6 | 100 | % | $ | 15,644.8 | 100 | % | |||||||||||||||||||
| Total Revenues | Total Assets | ||||||||||||||||||||||
| Share | % | Share | % | ||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| Year Ended December 31, 2019 | |||||||||||||||||||||||
Americas(1) | $ | 2,265.9 | 67 | % | $ | 6,616.8 | 48 | % | |||||||||||||||
EMEA(2) | 815.3 | 24 | % | 6,471.9 | 47 | % | |||||||||||||||||
Asia-Pacific(3) | 295.8 | 9 | % | 720.1 | 5 | % | |||||||||||||||||
| Total | $ | 3,377.0 | 100 | % | $ | 13,808.8 | 100 | % | |||||||||||||||
(1)Relates to investment vehicles whose primary focus is the United States, Mexico or South America.
(2)Relates to investment vehicles whose primary focus is Europe, the Middle East, and Africa.
(3)Relates to investment vehicles whose primary focus is Asia, including China, Japan, India and Australia.
223
| Total Revenues | Total Assets | ||||||||||||
| Share | % | Share | % | ||||||||||
| (Dollars in millions) | |||||||||||||
| Year Ended December 31, 2016 | |||||||||||||
Americas(1) | $ | 1,473.5 | 65 | % | $ | 5,048.7 | 50 | % | |||||
EMEA(2) | 615.1 | 27 | % | 4,245.1 | 43 | % | |||||||
Asia-Pacific(3) | 185.7 | 8 | % | 679.2 | 7 | % | |||||||
| Total | $ | 2,274.3 | 100 | % | $ | 9,973.0 | 100 | % | |||||
| Total Revenues | Total Assets | ||||||||||||
| Share | % | Share | % | ||||||||||
| (Dollars in millions) | |||||||||||||
| Year Ended December 31, 2015 | |||||||||||||
Americas(1) | $ | 1,518.7 | 51 | % | $ | 19,049.3 | 59 | % | |||||
EMEA(2) | 1,090.1 | 36 | % | 12,369.1 | 39 | % | |||||||
Asia-Pacific(3) | 397.4 | 13 | % | 763.2 | 2 | % | |||||||
| Total | $ | 3,006.2 | 100 | % | $ | 32,181.6 | 100 | % | |||||
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
| Three Months Ended | |||||||||||||||
| March 31, 2017 | June 30, 2017 | September 30, 2017 | December 31, 2017 | ||||||||||||
| (Dollars in millions) | |||||||||||||||
| Revenues | $ | 1,120.1 | $ | 908.4 | $ | 639.9 | $ | 1,007.8 | |||||||
| Expenses | 809.5 | 705.4 | 492.6 | 624.8 | |||||||||||
| Other income | 17.1 | 40.7 | 18.6 | 12.0 | |||||||||||
| Income before provision for income taxes | $ | 327.7 | $ | 243.7 | $ | 165.9 | $ | 395.0 | |||||||
| Net income | $ | 321.9 | $ | 230.5 | $ | 167.2 | $ | 287.8 | |||||||
| Net income attributable to The Carlyle Group L.P. common unitholders | $ | 83.0 | $ | 57.6 | $ | 44.6 | $ | 52.9 | |||||||
Net income attributable to The Carlyle Group L.P. per common unit(1) | |||||||||||||||
| Basic | $ | 0.97 | $ | 0.65 | $ | 0.47 | $ | 0.53 | |||||||
| Diluted | $ | 0.90 | $ | 0.59 | $ | 0.43 | $ | 0.49 | |||||||
Distributions declared per common unit(2) | $ | 0.16 | $ | 0.10 | $ | 0.42 | $ | 0.56 | |||||||
| Three Months Ended | |||||||||||||||
| March 31, 2016 | June 30, 2016 | September 30, 2016 | December 31, 2016 | ||||||||||||
| (Dollars in millions) | |||||||||||||||
| Revenues | $ | 483.1 | $ | 608.0 | $ | 607.3 | $ | 575.9 | |||||||
| Expenses | 459.4 | 546.9 | 661.8 | 574.0 | |||||||||||
| Other income (loss) | (8.4 | ) | 6.7 | 4.8 | 10.0 | ||||||||||
| Income (loss) before provision for income taxes | $ | 15.3 | $ | 67.8 | $ | (49.7 | ) | $ | 11.9 | ||||||
| Net income (loss) | $ | 7.9 | $ | 43.5 | $ | (50.7 | ) | $ | 14.6 | ||||||
| Net income (loss) attributable to The Carlyle Group L.P. common unitholders | $ | 8.4 | $ | 6.1 | $ | 0.8 | $ | (8.9 | ) | ||||||
Net income (loss) attributable to The Carlyle Group L.P. per common unit(1) | |||||||||||||||
| Basic | $ | 0.10 | $ | 0.07 | $ | 0.01 | $ | (0.11 | ) | ||||||
| Diluted | $ | 0.01 | $ | 0.07 | $ | (0.02 | ) | $ | (0.16 | ) | |||||
Distributions declared per common unit(2) | $ | 0.29 | $ | 0.26 | $ | 0.63 | $ | 0.50 | |||||||
In February 2018,2022, the Board of Directors of the general partner of the Partnership declared a distributiondividend of $0.33$0.25 per common unitshare to common unitholdersstockholders of record at the close of business on February 20, 2018,15, 2022, payable on February 27, 2018.23, 2022.
In February 2018,2022, the BoardCompany’s Global Credit platform agreed to acquire a diversified portfolio of Directorstriple net leases for an enterprise value of $3 billion through a Carlyle-affiliated investment fund. The investment fund’s acquisition of the portfolio will be funded using $2 billion in debt and $1 billion in equity. The debt is non-recourse to the Company and Carlyle, as general partner of the Partnership declaredinvestment fund, will contribute up to $200 million as a distribution forminority interest balance sheet investment. The transaction is expected to close in the first quarter of 2018 of $0.367188 per preferred unit to preferred unitholders of record at the close of business on March 1, 2018, payable on March 15, 2018. See Note 14 for more information on the preferred units.
2022.
224
The Carlyle Group L.P.Inc.
Notes to the Consolidated Financial Statements
The following supplemental financial information illustrates the consolidating effects of the Consolidated Funds on the Partnership’sCompany’s financial position as of December 31, 20172021 and 20162020 and results of operations for the years ended December 31, 2017, 20162021, 2020 and 2015.2019. The supplemental statement of cash flows is presented without effects of the Consolidated Funds.
| As of December 31, 2021 | |||||||||||||||||||||||
| Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| Assets | |||||||||||||||||||||||
| Cash and cash equivalents | $ | 2,469.5 | $ | — | $ | — | $ | 2,469.5 | |||||||||||||||
| Cash and cash equivalents held at Consolidated Funds | — | 147.8 | — | 147.8 | |||||||||||||||||||
| Restricted cash | 5.6 | — | — | 5.6 | |||||||||||||||||||
| Investments, including performance allocations of $8,133.0 | 11,022.5 | — | (190.5) | 10,832.0 | |||||||||||||||||||
| Investments of Consolidated Funds | — | 6,661.0 | — | 6,661.0 | |||||||||||||||||||
| Due from affiliates and other receivables, net | 384.9 | — | (5.3) | 379.6 | |||||||||||||||||||
| Due from affiliates and other receivables of Consolidated Funds, net | — | 138.8 | — | 138.8 | |||||||||||||||||||
| Fixed assets, net | 143.9 | — | — | 143.9 | |||||||||||||||||||
| Lease right-of-use assets, net | 361.1 | — | — | 361.1 | |||||||||||||||||||
| Deposits and other | 61.3 | 0.4 | — | 61.7 | |||||||||||||||||||
| Intangible assets, net | 34.9 | — | — | 34.9 | |||||||||||||||||||
| Deferred tax assets | 14.5 | — | — | 14.5 | |||||||||||||||||||
| Total assets | $ | 14,498.2 | $ | 6,948.0 | $ | (195.8) | $ | 21,250.4 | |||||||||||||||
| Liabilities and equity | |||||||||||||||||||||||
| Debt obligations | $ | 2,071.6 | $ | — | $ | — | $ | 2,071.6 | |||||||||||||||
| Loans payable of Consolidated Funds | — | 5,890.0 | — | 5,890.0 | |||||||||||||||||||
| Accounts payable, accrued expenses and other liabilities | 379.7 | — | — | 379.7 | |||||||||||||||||||
| Accrued compensation and benefits | 4,955.0 | — | — | 4,955.0 | |||||||||||||||||||
| Due to affiliates | 388.1 | — | — | 388.1 | |||||||||||||||||||
| Deferred revenue | 120.8 | — | — | 120.8 | |||||||||||||||||||
| Deferred tax liabilities | 487.1 | — | — | 487.1 | |||||||||||||||||||
| Other liabilities of Consolidated Funds | — | 684.0 | (0.1) | 683.9 | |||||||||||||||||||
| Lease liabilities | 537.8 | — | — | 537.8 | |||||||||||||||||||
| Accrued giveback obligations | 30.2 | — | — | 30.2 | |||||||||||||||||||
| Total liabilities | 8,970.3 | 6,574.0 | (0.1) | 15,544.2 | |||||||||||||||||||
| Common stock | 3.6 | — | — | 3.6 | |||||||||||||||||||
| Additional paid-in capital | 2,717.6 | 198.6 | (198.6) | 2,717.6 | |||||||||||||||||||
| Retained earnings | 2,805.3 | — | — | 2,805.3 | |||||||||||||||||||
| Accumulated other comprehensive income (loss) | (245.7) | (4.7) | 2.9 | (247.5) | |||||||||||||||||||
| Non-controlling interests in consolidated entities | 247.1 | 180.1 | — | 427.2 | |||||||||||||||||||
| Total equity | 5,527.9 | 374.0 | (195.7) | 5,706.2 | |||||||||||||||||||
| Total liabilities and equity | $ | 14,498.2 | $ | 6,948.0 | $ | (195.8) | $ | 21,250.4 | |||||||||||||||
| As of December 31, 2017 | As of December 31, 2020 | |||||||||||||||||||||||||||||||||||||
| Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | |||||||||||||||||||||||||||||||
| (Dollars in millions) | (Dollars in millions) | |||||||||||||||||||||||||||||||||||||
| Assets | Assets | |||||||||||||||||||||||||||||||||||||
| Cash and cash equivalents | $ | 1,000.1 | $ | — | $ | — | $ | 1,000.1 | Cash and cash equivalents | $ | 987.6 | $ | — | $ | — | $ | 987.6 | |||||||||||||||||||||
| Cash and cash equivalents held at Consolidated Funds | — | 377.6 | — | 377.6 | Cash and cash equivalents held at Consolidated Funds | — | 148.6 | — | 148.6 | |||||||||||||||||||||||||||||
| Restricted cash | 28.7 | — | — | 28.7 | Restricted cash | 2.0 | — | — | 2.0 | |||||||||||||||||||||||||||||
| Corporate treasury investments | 376.3 | — | — | 376.3 | ||||||||||||||||||||||||||||||||||
| Accrued performance fees | 3,670.6 | — | — | 3,670.6 | ||||||||||||||||||||||||||||||||||
| Investments | 1,844.2 | — | (219.9 | ) | 1,624.3 | |||||||||||||||||||||||||||||||||
| Investments, including performance allocations of $4,968.6 million | Investments, including performance allocations of $4,968.6 million | 7,551.7 | — | (170.8) | 7,380.9 | |||||||||||||||||||||||||||||||||
| Investments of Consolidated Funds | — | 4,534.3 | — | 4,534.3 | Investments of Consolidated Funds | — | 6,056.9 | — | 6,056.9 | |||||||||||||||||||||||||||||
| Due from affiliates and other receivables, net | 262.4 | — | (5.3 | ) | 257.1 | Due from affiliates and other receivables, net | 278.9 | — | (6.4) | 272.5 | ||||||||||||||||||||||||||||
| Due from affiliates and other receivables of Consolidated Funds, net | — | 50.8 | — | 50.8 | Due from affiliates and other receivables of Consolidated Funds, net | — | 89.1 | — | 89.1 | |||||||||||||||||||||||||||||
| Fixed assets, net | 100.4 | — | — | 100.4 | Fixed assets, net | 149.2 | — | — | 149.2 | |||||||||||||||||||||||||||||
| Lease right-of-use assets, net | Lease right-of-use assets, net | 361.1 | — | — | 361.1 | |||||||||||||||||||||||||||||||||
| Deposits and other | 54.1 | — | — | 54.1 | Deposits and other | 51.7 | — | — | 51.7 | |||||||||||||||||||||||||||||
| Intangible assets, net | 35.9 | — | — | 35.9 | Intangible assets, net | 48.7 | — | — | 48.7 | |||||||||||||||||||||||||||||
| Deferred tax assets | 170.4 | — | — | 170.4 | Deferred tax assets | 96.5 | — | — | 96.5 | |||||||||||||||||||||||||||||
| Total assets | $ | 7,543.1 | $ | 4,962.7 | $ | (225.2 | ) | $ | 12,280.6 | Total assets | $ | 9,527.4 | $ | 6,294.6 | $ | (177.2) | $ | 15,644.8 | ||||||||||||||||||||
| Liabilities and partners’ capital | ||||||||||||||||||||||||||||||||||||||
| Liabilities and equity | Liabilities and equity | |||||||||||||||||||||||||||||||||||||
| Debt obligations | $ | 1,573.6 | $ | — | $ | — | $ | 1,573.6 | Debt obligations | $ | 1,970.9 | $ | — | $ | — | $ | 1,970.9 | |||||||||||||||||||||
| Loans payable of Consolidated Funds | — | 4,303.8 | — | 4,303.8 | Loans payable of Consolidated Funds | — | 5,563.0 | — | 5,563.0 | |||||||||||||||||||||||||||||
| Accounts payable, accrued expenses and other liabilities | 355.1 | — | — | 355.1 | Accounts payable, accrued expenses and other liabilities | 286.3 | — | — | 286.3 | |||||||||||||||||||||||||||||
| Accrued compensation and benefits | 2,222.6 | — | — | 2,222.6 | Accrued compensation and benefits | 3,222.6 | — | — | 3,222.6 | |||||||||||||||||||||||||||||
| Due to affiliates | 229.9 | — | — | 229.9 | Due to affiliates | 436.7 | — | — | 436.7 | |||||||||||||||||||||||||||||
| Deferred revenue | 82.1 | — | — | 82.1 | Deferred revenue | 89.0 | — | — | 89.0 | |||||||||||||||||||||||||||||
| Deferred tax liabilities | 75.6 | — | — | 75.6 | Deferred tax liabilities | 57.8 | — | — | 57.8 | |||||||||||||||||||||||||||||
| Other liabilities of Consolidated Funds | — | 422.1 | — | 422.1 | Other liabilities of Consolidated Funds | — | 556.1 | — | 556.1 | |||||||||||||||||||||||||||||
| Lease liabilities | Lease liabilities | 513.5 | — | — | 513.5 | |||||||||||||||||||||||||||||||||
| Accrued giveback obligations | 66.8 | — | — | 66.8 | Accrued giveback obligations | 18.7 | — | — | 18.7 | |||||||||||||||||||||||||||||
| Total liabilities | 4,605.7 | 4,725.9 | — | 9,331.6 | Total liabilities | 6,595.5 | 6,119.1 | — | 12,714.6 | |||||||||||||||||||||||||||||
| Series A preferred units | 387.5 | — | — | 387.5 | ||||||||||||||||||||||||||||||||||
| Partners’ capital | 701.8 | 62.8 | (62.8 | ) | 701.8 | |||||||||||||||||||||||||||||||||
| Accumulated other comprehensive income (loss) | (72.2 | ) | 4.1 | (4.6 | ) | (72.7 | ) | |||||||||||||||||||||||||||||||
| Common stock | Common stock | 3.5 | — | — | 3.5 | |||||||||||||||||||||||||||||||||
| Additional paid-in capital | Additional paid-in capital | 2,546.2 | 167.6 | (167.6) | 2,546.2 | |||||||||||||||||||||||||||||||||
| Retained earnings | Retained earnings | 348.2 | — | — | 348.2 | |||||||||||||||||||||||||||||||||
| Accumulated other comprehensive loss | Accumulated other comprehensive loss | (205.8) | 6.7 | (9.6) | (208.7) | |||||||||||||||||||||||||||||||||
| Non-controlling interests in consolidated entities | 391.4 | 13.3 | — | 404.7 | Non-controlling interests in consolidated entities | 239.8 | 1.2 | — | 241.0 | |||||||||||||||||||||||||||||
| Non-controlling interests in Carlyle Holdings | 1,528.9 | 156.6 | (157.8 | ) | 1,527.7 | |||||||||||||||||||||||||||||||||
| Total partners’ capital | 2,937.4 | 236.8 | (225.2 | ) | 2,949.0 | |||||||||||||||||||||||||||||||||
| Total liabilities and partners’ capital | $ | 7,543.1 | $ | 4,962.7 | $ | (225.2 | ) | $ | 12,280.6 | |||||||||||||||||||||||||||||
| Total equity | Total equity | 2,931.9 | 175.5 | (177.2) | 2,930.2 | |||||||||||||||||||||||||||||||||
| Total liabilities and equity | Total liabilities and equity | $ | 9,527.4 | $ | 6,294.6 | $ | (177.2) | $ | 15,644.8 | |||||||||||||||||||||||||||||
| As of December 31, 2016 | |||||||||||||||
| Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||
| (Dollars in millions) | |||||||||||||||
| Assets | |||||||||||||||
| Cash and cash equivalents | $ | 670.9 | $ | — | $ | — | $ | 670.9 | |||||||
| Cash and cash equivalents held at Consolidated Funds | — | 761.5 | — | 761.5 | |||||||||||
| Restricted cash | 13.1 | — | — | 13.1 | |||||||||||
| Corporate treasury investments | 190.2 | — | — | 190.2 | |||||||||||
| Accrued performance fees | 2,481.1 | — | — | 2,481.1 | |||||||||||
| Investments | 1,272.2 | — | (165.2 | ) | 1,107.0 | ||||||||||
| Investments of Consolidated Funds | — | 3,893.7 | — | 3,893.7 | |||||||||||
| Due from affiliates and other receivables, net | 231.0 | — | (3.8 | ) | 227.2 | ||||||||||
| Due from affiliates and other receivables of Consolidated Funds, net | — | 29.5 | — | 29.5 | |||||||||||
| Receivables and inventory of a real estate VIE | 145.4 | — | — | 145.4 | |||||||||||
| Fixed assets, net | 106.1 | — | — | 106.1 | |||||||||||
| Deposits and other | 39.4 | — | — | 39.4 | |||||||||||
| Other assets of a real estate VIE | 31.5 | — | — | 31.5 | |||||||||||
| Intangible assets, net | 42.0 | — | — | 42.0 | |||||||||||
| Deferred tax assets | 234.4 | — | — | 234.4 | |||||||||||
| Total assets | $ | 5,457.3 | $ | 4,684.7 | $ | (169.0 | ) | $ | 9,973.0 | ||||||
| Liabilities and partners’ capital | |||||||||||||||
| Debt obligations | $ | 1,265.2 | $ | — | $ | — | $ | 1,265.2 | |||||||
| Loans payable of Consolidated Funds | — | 3,866.3 | — | 3,866.3 | |||||||||||
| Loans payable of a real estate VIE at fair value (principal amount of $144.4 million) | 79.4 | — | — | 79.4 | |||||||||||
| Accounts payable, accrued expenses and other liabilities | 369.8 | — | — | 369.8 | |||||||||||
| Accrued compensation and benefits | 1,661.8 | — | — | 1,661.8 | |||||||||||
| Due to affiliates | 223.4 | 0.2 | — | 223.6 | |||||||||||
| Deferred revenue | 54.0 | — | — | 54.0 | |||||||||||
| Deferred tax liabilities | 76.6 | — | — | 76.6 | |||||||||||
| Other liabilities of Consolidated Funds | — | 669.0 | (32.0 | ) | 637.0 | ||||||||||
| Other liabilities of a real estate VIE | 124.5 | — | — | 124.5 | |||||||||||
| Accrued giveback obligations | 160.8 | — | — | 160.8 | |||||||||||
| Total liabilities | 4,015.5 | 4,535.5 | (32.0 | ) | 8,519.0 | ||||||||||
| Partners’ capital | 403.1 | 36.7 | (36.7 | ) | 403.1 | ||||||||||
| Accumulated other comprehensive income (loss) | (94.9 | ) | (1.5 | ) | 1.2 | (95.2 | ) | ||||||||
| Non-controlling interests in consolidated entities | 264.3 | 13.5 | — | 277.8 | |||||||||||
| Non-controlling interests in Carlyle Holdings | 869.3 | 100.5 | (101.5 | ) | 868.3 | ||||||||||
| Total partners’ capital | 1,441.8 | 149.2 | (137.0 | ) | 1,454.0 | ||||||||||
| Total liabilities and partners’ capital | $ | 5,457.3 | $ | 4,684.7 | $ | (169.0 | ) | $ | 9,973.0 | ||||||
| Year Ended December 31, 2021 | |||||||||||||||||||||||
| Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| Revenues | |||||||||||||||||||||||
| Fund management fees | $ | 1,691.5 | $ | — | $ | (24.0) | $ | 1,667.5 | |||||||||||||||
| Incentive fees | 48.8 | — | — | 48.8 | |||||||||||||||||||
| Investment income | |||||||||||||||||||||||
| Performance allocations | 6,084.6 | — | — | 6,084.6 | |||||||||||||||||||
| Principal investment income | 666.0 | — | (28.7) | 637.3 | |||||||||||||||||||
| Total investment income | 6,750.6 | — | (28.7) | 6,721.9 | |||||||||||||||||||
| Interest and other income | 112.7 | — | (22.0) | 90.7 | |||||||||||||||||||
| Interest and other income of Consolidated Funds | — | 253.2 | — | 253.2 | |||||||||||||||||||
| Total revenues | 8,603.6 | 253.2 | (74.7) | 8,782.1 | |||||||||||||||||||
| Expenses | |||||||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||||||
| Cash-based compensation and benefits | 908.0 | — | — | 908.0 | |||||||||||||||||||
| Equity-based compensation | 163.1 | — | — | 163.1 | |||||||||||||||||||
| Performance allocations and incentive fee related compensation | 2,961.0 | — | — | 2,961.0 | |||||||||||||||||||
| Total compensation and benefits | 4,032.1 | — | — | 4,032.1 | |||||||||||||||||||
| General, administrative and other expenses | 431.9 | — | (0.2) | 431.7 | |||||||||||||||||||
| Interest | 113.3 | — | — | 113.3 | |||||||||||||||||||
| Interest and other expenses of Consolidated Funds | — | 217.8 | (39.3) | 178.5 | |||||||||||||||||||
| Other non-operating expenses | 1.5 | — | — | 1.5 | |||||||||||||||||||
| Total expenses | 4,578.8 | 217.8 | (39.5) | 4,757.1 | |||||||||||||||||||
| Other income | |||||||||||||||||||||||
| Net investment gains of Consolidated Funds | — | 2.5 | — | 2.5 | |||||||||||||||||||
| Income before provision for income taxes | 4,024.8 | 37.9 | (35.2) | 4,027.5 | |||||||||||||||||||
| Provision for income taxes | 982.3 | — | — | 982.3 | |||||||||||||||||||
| Net income | 3,042.5 | 37.9 | (35.2) | 3,045.2 | |||||||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 67.8 | — | 2.7 | 70.5 | |||||||||||||||||||
| Net income attributable to The Carlyle Group Inc. | $ | 2,974.7 | $ | 37.9 | $ | (37.9) | $ | 2,974.7 | |||||||||||||||
| Year Ended December 31, 2017 | |||||||||||||||
| Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||
| (Dollars in millions) | |||||||||||||||
| Revenues | |||||||||||||||
| Fund management fees | $ | 1,045.4 | $ | — | $ | (18.5 | ) | $ | 1,026.9 | ||||||
| Performance fees | |||||||||||||||
| Realized | 1,099.7 | — | (2.4 | ) | 1,097.3 | ||||||||||
| Unrealized | 996.6 | — | — | 996.6 | |||||||||||
| Total performance fees | 2,096.3 | — | (2.4 | ) | 2,093.9 | ||||||||||
| Investment income | |||||||||||||||
| Realized | 77.5 | — | (7.1 | ) | 70.4 | ||||||||||
| Unrealized | 166.3 | — | (4.7 | ) | 161.6 | ||||||||||
| Total investment income | 243.8 | — | (11.8 | ) | 232.0 | ||||||||||
| Interest and other income | 60.5 | — | (23.8 | ) | 36.7 | ||||||||||
| Interest and other income of Consolidated Funds | — | 177.7 | — | 177.7 | |||||||||||
| Revenue of a real estate VIE | 109.0 | — | — | 109.0 | |||||||||||
| Total revenues | 3,555.0 | 177.7 | (56.5 | ) | 3,676.2 | ||||||||||
| Expenses | |||||||||||||||
| Compensation and benefits | |||||||||||||||
| Base compensation | 652.7 | — | — | 652.7 | |||||||||||
| Equity-based compensation | 320.3 | — | — | 320.3 | |||||||||||
| Performance fee related | |||||||||||||||
| Realized | 520.7 | — | — | 520.7 | |||||||||||
| Unrealized | 467.6 | — | — | 467.6 | |||||||||||
| Total compensation and benefits | 1,961.3 | — | — | 1,961.3 | |||||||||||
| General, administrative and other expenses | 276.8 | — | — | 276.8 | |||||||||||
| Interest | 65.5 | — | — | 65.5 | |||||||||||
| Interest and other expenses of Consolidated Funds | — | 240.4 | (42.8 | ) | 197.6 | ||||||||||
| Interest and other expenses of a real estate VIE and loss on deconsolidation | 202.5 | — | — | 202.5 | |||||||||||
| Other non-operating income | (71.4 | ) | — | — | (71.4 | ) | |||||||||
| Total expenses | 2,434.7 | 240.4 | (42.8 | ) | 2,632.3 | ||||||||||
| Other income | |||||||||||||||
| Net investment gains of Consolidated Funds | — | 123.5 | (35.1 | ) | 88.4 | ||||||||||
| Income before provision for income taxes | 1,120.3 | 60.8 | (48.8 | ) | 1,132.3 | ||||||||||
| Provision for income taxes | 124.9 | — | — | 124.9 | |||||||||||
| Net income | 995.4 | 60.8 | (48.8 | ) | 1,007.4 | ||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 60.5 | — | 12.0 | 72.5 | |||||||||||
| Net income attributable to Carlyle Holdings | 934.9 | 60.8 | (60.8 | ) | 934.9 | ||||||||||
| Net income attributable to non-controlling interests in Carlyle Holdings | 690.8 | — | — | 690.8 | |||||||||||
| Net income attributable to The Carlyle Group L.P. | 244.1 | 60.8 | (60.8 | ) | 244.1 | ||||||||||
| Net income attributable to Series A Preferred Unitholders | 6.0 | — | — | 6.0 | |||||||||||
| Net income attributable to The Carlyle Group L.P. Common Unitholders | $ | 238.1 | $ | 60.8 | $ | (60.8 | ) | $ | 238.1 | ||||||
| Year Ended December 31, 2020 | |||||||||||||||||||||||
| Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| Revenues | |||||||||||||||||||||||
| Fund management fees | $ | 1,513.6 | $ | — | $ | (27.6) | $ | 1,486.0 | |||||||||||||||
| Incentive fees | 37.0 | — | — | 37.0 | |||||||||||||||||||
| Investment income | |||||||||||||||||||||||
| Performance allocations | 1,635.9 | — | — | 1,635.9 | |||||||||||||||||||
| Principal investment loss | (546.4) | — | 5.7 | (540.7) | |||||||||||||||||||
| Total investment income | 1,089.5 | — | 5.7 | 1,095.2 | |||||||||||||||||||
| Interest and other income | 101.6 | — | (12.0) | 89.6 | |||||||||||||||||||
| Interest and other income of Consolidated Funds | — | 226.8 | — | 226.8 | |||||||||||||||||||
| Total revenues | 2,741.7 | 226.8 | (33.9) | 2,934.6 | |||||||||||||||||||
| Expenses | |||||||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||||||
| Cash-based compensation and benefits | 849.6 | — | — | 849.6 | |||||||||||||||||||
| Equity-based compensation | 105.0 | — | — | 105.0 | |||||||||||||||||||
| Performance allocations and incentive fee related compensation | 779.1 | — | — | 779.1 | |||||||||||||||||||
| Total compensation and benefits | 1,733.7 | — | — | 1,733.7 | |||||||||||||||||||
| General, administrative and other expenses | 349.3 | — | — | 349.3 | |||||||||||||||||||
| Interest | 94.0 | — | — | 94.0 | |||||||||||||||||||
| Interest and other expenses of Consolidated Funds | — | 206.2 | (42.7) | 163.5 | |||||||||||||||||||
| Other non-operating income | (7.2) | — | — | (7.2) | |||||||||||||||||||
| Total expenses | 2,169.8 | 206.2 | (42.7) | 2,333.3 | |||||||||||||||||||
| Other income (loss) | |||||||||||||||||||||||
| Net investment losses of Consolidated Funds | — | (21.3) | — | (21.3) | |||||||||||||||||||
| Income (loss) before provision for income taxes | 571.9 | (0.7) | 8.8 | 580.0 | |||||||||||||||||||
| Provision for income taxes | 197.2 | — | — | 197.2 | |||||||||||||||||||
| Net income (loss) | 374.7 | (0.7) | 8.8 | 382.8 | |||||||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 26.5 | — | 8.1 | 34.6 | |||||||||||||||||||
| Net income (loss) attributable to The Carlyle Group Inc. | 348.2 | (0.7) | 0.7 | 348.2 | |||||||||||||||||||
| Year Ended December 31, 2016 | |||||||||||||||
Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||
| (Dollars in millions) | |||||||||||||||
| Revenues | |||||||||||||||
| Fund management fees | $ | 1,090.3 | $ | — | $ | (14.2 | ) | $ | 1,076.1 | ||||||
| Performance fees | |||||||||||||||
| Realized | 1,129.7 | — | (0.2 | ) | 1,129.5 | ||||||||||
| Unrealized | (377.7 | ) | — | — | (377.7 | ) | |||||||||
| Total performance fees | 752.0 | — | (0.2 | ) | 751.8 | ||||||||||
| Investment income | |||||||||||||||
| Realized | 115.5 | — | (2.6 | ) | 112.9 | ||||||||||
| Unrealized | 50.0 | — | (2.4 | ) | 47.6 | ||||||||||
| Total investment income | 165.5 | — | (5.0 | ) | 160.5 | ||||||||||
| Interest and other income | 38.9 | — | (15.0 | ) | 23.9 | ||||||||||
| Interest and other income of Consolidated Funds | — | 166.9 | — | 166.9 | |||||||||||
| Revenue of a real estate VIE | 95.1 | — | — | 95.1 | |||||||||||
| Total revenues | 2,141.8 | 166.9 | (34.4 | ) | 2,274.3 | ||||||||||
| Expenses | |||||||||||||||
| Compensation and benefits | |||||||||||||||
| Base compensation | 647.1 | — | — | 647.1 | |||||||||||
| Equity-based compensation | 334.6 | — | — | 334.6 | |||||||||||
| Performance fee related | |||||||||||||||
| Realized | 580.5 | — | — | 580.5 | |||||||||||
| Unrealized | (227.4 | ) | — | — | (227.4 | ) | |||||||||
| Total compensation and benefits | 1,334.8 | — | — | 1,334.8 | |||||||||||
| General, administrative and other expenses | 521.1 | — | — | 521.1 | |||||||||||
| Interest | 61.3 | — | — | 61.3 | |||||||||||
| Interest and other expenses of Consolidated Funds | — | 153.1 | (24.6 | ) | 128.5 | ||||||||||
| Interest and other expenses of a real estate VIE | 207.6 | — | — | 207.6 | |||||||||||
| Other non-operating income | (11.2 | ) | — | — | (11.2 | ) | |||||||||
| Total expenses | 2,113.6 | 153.1 | (24.6 | ) | 2,242.1 | ||||||||||
| Other income | |||||||||||||||
| Net investment gains of Consolidated Funds | — | 13.1 | — | 13.1 | |||||||||||
| Income before provision for income taxes | 28.2 | 26.9 | (9.8 | ) | 45.3 | ||||||||||
| Provision for income taxes | 30.0 | — | — | 30.0 | |||||||||||
| Net income (loss) | (1.8 | ) | 26.9 | (9.8 | ) | 15.3 | |||||||||
| Net income attributable to non-controlling interests in consolidated entities | 23.9 | — | 17.1 | 41.0 | |||||||||||
| Net income (loss) attributable to Carlyle Holdings | (25.7 | ) | 26.9 | (26.9 | ) | (25.7 | ) | ||||||||
| Net loss attributable to non-controlling interests in Carlyle Holdings | (32.1 | ) | — | — | (32.1 | ) | |||||||||
| Net income attributable to The Carlyle Group L.P. | $ | 6.4 | $ | 26.9 | $ | (26.9 | ) | $ | 6.4 | ||||||
| Year Ended December 31, 2019 | |||||||||||||||||||||||
| Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||||||||||
| (Dollars in millions) | |||||||||||||||||||||||
| Revenues | |||||||||||||||||||||||
| Fund management fees | $ | 1,497.7 | $ | — | $ | (21.5) | $ | 1,476.2 | |||||||||||||||
| Incentive fees | 35.9 | — | — | 35.9 | |||||||||||||||||||
| Investment income | |||||||||||||||||||||||
| Performance allocations | 799.1 | — | — | 799.1 | |||||||||||||||||||
| Principal investment income | 755.0 | — | 14.3 | 769.3 | |||||||||||||||||||
| Total investment income | 1,554.1 | — | 14.3 | 1,568.4 | |||||||||||||||||||
| Interest and other income | 123.6 | — | (26.3) | 97.3 | |||||||||||||||||||
| Interest and other income of Consolidated Funds | — | 199.2 | — | 199.2 | |||||||||||||||||||
| Total revenues | 3,211.3 | 199.2 | (33.5) | 3,377.0 | |||||||||||||||||||
| Expenses | |||||||||||||||||||||||
| Compensation and benefits | |||||||||||||||||||||||
| Cash-based compensation and benefits | 833.4 | — | — | 833.4 | |||||||||||||||||||
| Equity-based compensation | 140.0 | — | — | 140.0 | |||||||||||||||||||
| Performance allocations and incentive fee related compensation | 436.7 | — | — | 436.7 | |||||||||||||||||||
| Total compensation and benefits | 1,410.1 | — | — | 1,410.1 | |||||||||||||||||||
| General, administrative and other expenses | 494.4 | — | — | 494.4 | |||||||||||||||||||
| Interest | 82.1 | — | — | 82.1 | |||||||||||||||||||
| Interest and other expenses of Consolidated Funds | — | 165.6 | (33.8) | 131.8 | |||||||||||||||||||
| Other non-operating expenses | 1.3 | — | — | 1.3 | |||||||||||||||||||
| Total expenses | 1,987.9 | 165.6 | (33.8) | 2,119.7 | |||||||||||||||||||
| Other income (loss) | |||||||||||||||||||||||
| Net investment losses of Consolidated Funds | — | (23.9) | — | (23.9) | |||||||||||||||||||
| Income before provision for income taxes | 1,223.4 | 9.7 | 0.3 | 1,233.4 | |||||||||||||||||||
| Provision for income taxes | 49.0 | — | — | 49.0 | |||||||||||||||||||
| Net income | 1,174.4 | 9.7 | 0.3 | 1,184.4 | |||||||||||||||||||
| Net income attributable to non-controlling interests in consolidated entities | 26.6 | — | 10.0 | 36.6 | |||||||||||||||||||
| Net income attributable to Carlyle Holdings | 1,147.8 | 9.7 | (9.7) | 1,147.8 | |||||||||||||||||||
| Net loss attributable to non-controlling interests in Carlyle Holdings | 766.9 | — | — | 766.9 | |||||||||||||||||||
| Net income attributable to The Carlyle Group L.P. | 380.9 | 9.7 | (9.7) | 380.9 | |||||||||||||||||||
| Net income attributable to Series A Preferred Unitholders | 19.1 | — | — | 19.1 | |||||||||||||||||||
| Series A Preferred Units redemption premium | 16.5 | — | — | 16.5 | |||||||||||||||||||
| Net income attributable to The Carlyle Group L.P. Common Unitholders | $ | 345.3 | $ | 9.7 | $ | (9.7) | $ | 345.3 | |||||||||||||||
| Year Ended December 31, 2015 | |||||||||||||||
Consolidated Operating Entities | Consolidated Funds | Eliminations | Consolidated | ||||||||||||
| (Dollars in millions) | |||||||||||||||
| Revenues | |||||||||||||||
| Fund management fees | $ | 1,239.1 | $ | — | $ | (153.9 | ) | $ | 1,085.2 | ||||||
| Performance fees | |||||||||||||||
| Realized | 1,460.3 | — | (18.4 | ) | 1,441.9 | ||||||||||
| Unrealized | (602.0 | ) | — | (15.0 | ) | (617.0 | ) | ||||||||
| Total performance fees | 858.3 | — | (33.4 | ) | 824.9 | ||||||||||
| Investment income (loss) | |||||||||||||||
| Realized | (35.4 | ) | — | 68.3 | 32.9 | ||||||||||
| Unrealized | 23.3 | — | (41.0 | ) | (17.7 | ) | |||||||||
| Total investment income (loss) | (12.1 | ) | — | 27.3 | 15.2 | ||||||||||
| Interest and other income | 22.9 | — | (4.3 | ) | 18.6 | ||||||||||
| Interest and other income of Consolidated Funds | — | 975.5 | — | 975.5 | |||||||||||
| Revenue of a real estate VIE | 86.8 | — | — | 86.8 | |||||||||||
| Total revenues | 2,195.0 | 975.5 | (164.3 | ) | 3,006.2 | ||||||||||
| Expenses | |||||||||||||||
| Compensation and benefits | |||||||||||||||
| Base compensation | 632.2 | — | — | 632.2 | |||||||||||
| Equity-based compensation | 378.0 | — | — | 378.0 | |||||||||||
| Performance fee related | |||||||||||||||
| Realized | 650.5 | — | — | 650.5 | |||||||||||
| Unrealized | (139.6 | ) | — | — | (139.6 | ) | |||||||||
| Total compensation and benefits | 1,521.1 | — | — | 1,521.1 | |||||||||||
| General, administrative and other expenses | 712.8 | — | — | 712.8 | |||||||||||
| Interest | 58.0 | — | — | 58.0 | |||||||||||
| Interest and other expenses of Consolidated Funds | — | 1,258.8 | (219.5 | ) | 1,039.3 | ||||||||||
| Interest and other expenses of a real estate VIE | 144.6 | — | — | 144.6 | |||||||||||
| Other non-operating income | (7.4 | ) | — | — | (7.4 | ) | |||||||||
| Total expenses | 2,429.1 | 1,258.8 | (219.5 | ) | 3,468.4 | ||||||||||
| Other income | |||||||||||||||
| Net investment gains of Consolidated Funds | — | 886.9 | (22.5 | ) | 864.4 | ||||||||||
| Income (loss) before provision for income taxes | (234.1 | ) | 603.6 | 32.7 | 402.2 | ||||||||||
| Provision for income taxes | 2.1 | — | — | 2.1 | |||||||||||
| Net income (loss) | (236.2 | ) | 603.6 | 32.7 | 400.1 | ||||||||||
| Net income (loss) attributable to non-controlling interests in consolidated entities | (98.4 | ) | — | 636.3 | 537.9 | ||||||||||
| Net income (loss) attributable to Carlyle Holdings | (137.8 | ) | 603.6 | (603.6 | ) | (137.8 | ) | ||||||||
| Net loss attributable to non-controlling interests in Carlyle Holdings | (119.4 | ) | — | — | (119.4 | ) | |||||||||
| Net income (loss) attributable to The Carlyle Group L.P. | $ | (18.4 | ) | $ | 603.6 | $ | (603.6 | ) | $ | (18.4 | ) | ||||
| Year Ended December 31, | |||||||||||||||||
| 2021 | 2020 | 2019 | |||||||||||||||
| (Dollars in millions) | |||||||||||||||||
| Cash flows from operating activities | |||||||||||||||||
| Net income | $ | 3,042.5 | $ | 374.7 | $ | 1,174.4 | |||||||||||
| Adjustments to reconcile net income (loss) to net cash flows from operating activities: | |||||||||||||||||
| Depreciation and amortization | 52.0 | 52.1 | 65.6 | ||||||||||||||
| Equity-based compensation | 163.1 | 105.0 | 140.0 | ||||||||||||||
| Right-of-use asset impairment, net of broker fees | 24.8 | — | — | ||||||||||||||
| Non-cash performance allocations and incentive fees | (1,670.7) | (631.8) | (271.8) | ||||||||||||||
| Non-cash principal investment income | (628.9) | 568.0 | (647.9) | ||||||||||||||
| Other non-cash amounts | 29.1 | (2.9) | 24.8 | ||||||||||||||
| Purchases of investments | (384.5) | (397.4) | (350.2) | ||||||||||||||
| Proceeds from the sale of investments | 708.3 | 332.1 | 421.0 | ||||||||||||||
| Payments of contingent consideration | (48.0) | — | — | ||||||||||||||
| Change in deferred taxes, net | 508.4 | 134.5 | 13.9 | ||||||||||||||
| Change in due from affiliates and other receivables | (25.1) | 1.2 | 49.8 | ||||||||||||||
| Change in deposits and other | (12.5) | (2.0) | (6.0) | ||||||||||||||
| Change in accounts payable, accrued expenses and other liabilities | 105.7 | (4.0) | (43.7) | ||||||||||||||
| Change in accrued compensation and benefits | 239.0 | 210.1 | 51.5 | ||||||||||||||
| Change in due to affiliates | 0.2 | (29.2) | 24.7 | ||||||||||||||
| Change in lease right-of-use asset and lease liability | 4.5 | (9.8) | (16.9) | ||||||||||||||
| Change in deferred revenue | 35.1 | 16.2 | (37.9) | ||||||||||||||
| Net cash provided by operating activities | 2,143.0 | 716.8 | 591.3 | ||||||||||||||
| Cash flows from investing activities | |||||||||||||||||
| Purchases of fixed assets, net | (41.4) | (61.2) | (27.8) | ||||||||||||||
| Proceeds from sale of MRE, net of cash sold | 5.9 | — | — | ||||||||||||||
| Proceeds from sale of Brazil management entity, net of cash sold | 3.3 | — | — | ||||||||||||||
| Net cash used in investing activities | (32.2) | (61.2) | (27.8) | ||||||||||||||
| Cash flows from financing activities | |||||||||||||||||
| Borrowings under credit facilities | 70.0 | 294.1 | 92.7 | ||||||||||||||
| Repayments under credit facilities | (70.0) | (329.9) | (56.9) | ||||||||||||||
| Issuance of 3.500% senior notes due 2029, net of financing costs | — | — | 420.6 | ||||||||||||||
| Issuance of 4.625% subordinated notes due 2061, net of financing costs | 484.1 | — | — | ||||||||||||||
| Repurchase of 3.875% senior notes due 2023 | (259.9) | — | — | ||||||||||||||
| Repayment of term loan | — | — | (25.0) | ||||||||||||||
| Proceeds from debt obligations | 111.7 | 20.5 | 41.0 | ||||||||||||||
| Payments on debt obligations | (232.5) | (3.8) | (45.2) | ||||||||||||||
| Payments of contingent consideration | (0.1) | (0.3) | (0.2) | ||||||||||||||
| Redemption of preferred units | — | — | (405.4) | ||||||||||||||
| Dividends to common stockholders | (355.8) | (351.3) | (154.8) | ||||||||||||||
| Distributions to preferred unitholders | — | — | (17.6) | ||||||||||||||
| Distributions to non-controlling interest holders in Carlyle Holdings | — | — | (313.4) | ||||||||||||||
| Payment of deferred consideration for Carlyle Holdings units | (68.8) | (68.8) | — | ||||||||||||||
| Contributions from non-controlling interest holders | 19.4 | 31.0 | 57.8 | ||||||||||||||
| Distributions to non-controlling interest holders | (74.5) | (76.8) | (62.3) | ||||||||||||||
| Common shares issued for carry distributed in shares program | 4.8 | — | — | ||||||||||||||
| Common shares repurchased | (161.8) | (26.4) | (34.5) | ||||||||||||||
| Change in due to/from affiliates financing activities | (68.7) | 0.7 | 129.3 | ||||||||||||||
| Net cash used in financing activities | (602.1) | (511.0) | (373.9) | ||||||||||||||
| Effect of foreign exchange rate changes | (23.2) | 17.0 | 0.1 | ||||||||||||||
| Increase in cash, cash equivalents and restricted cash | 1,485.5 | 161.6 | 189.7 | ||||||||||||||
| Cash, cash equivalents and restricted cash, beginning of period | 989.6 | 828.0 | 638.3 | ||||||||||||||
| Cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
| Reconciliation of cash, cash equivalents and restricted cash, end of period: | |||||||||||||||||
| Cash and cash equivalents | $ | 2,469.5 | $ | 987.6 | $ | 793.4 | |||||||||||
| Restricted cash | 5.6 | 2.0 | 34.6 | ||||||||||||||
| Total cash, cash equivalents and restricted cash, end of period | $ | 2,475.1 | $ | 989.6 | $ | 828.0 | |||||||||||
225
| Year Ended December 31, | |||||||||||
| 2017 | 2016 | 2015 | |||||||||
| (Dollars in millions) | |||||||||||
| Cash flows from operating activities | |||||||||||
| Net income (loss) | $ | 995.4 | $ | (1.8 | ) | $ | (236.2 | ) | |||
| Adjustments to reconcile net income (loss) to net cash flows from operating activities: | |||||||||||
| Depreciation, amortization, and impairment | 41.3 | 72.0 | 322.8 | ||||||||
| Equity-based compensation | 320.3 | 334.6 | 378.0 | ||||||||
| Excess tax benefits related to equity-based compensation | — | — | (4.0 | ) | |||||||
| Non-cash performance fees, net | (626.8 | ) | 199.6 | 437.4 | |||||||
| Other non-cash amounts | (79.8 | ) | (55.8 | ) | 12.7 | ||||||
| Investment (income) loss | (222.8 | ) | (159.5 | ) | 26.7 | ||||||
| Purchases of investments | (938.6 | ) | (458.3 | ) | (174.5 | ) | |||||
| Proceeds from the sale of investments | 477.6 | 325.1 | 349.6 | ||||||||
| Payments of contingent consideration | (22.6 | ) | (82.6 | ) | (17.8 | ) | |||||
| Change in deferred taxes, net | 93.4 | (4.4 | ) | (31.4 | ) | ||||||
| Change in due from affiliates and other receivables | (1.1 | ) | (12.4 | ) | (1.4 | ) | |||||
| Change in receivables and inventory of a real estate VIE | (14.5 | ) | 29.0 | (57.5 | ) | ||||||
| Change in deposits and other | (2.0 | ) | 6.1 | (9.0 | ) | ||||||
| Change in other assets of a real estate VIE | 1.6 | 41.2 | (17.4 | ) | |||||||
| Deconsolidation of Claren Road (see Note 9) | (23.3 | ) | — | — | |||||||
| Deconsolidation of Urbplan (see Note 15) | 14.0 | — | — | ||||||||
| Deconsolidation of ESG | — | (34.5 | ) | — | |||||||
| Change in accounts payable, accrued expenses and other liabilities | 50.5 | 66.6 | (20.3 | ) | |||||||
| Change in accrued compensation and benefits | (13.7 | ) | 6.5 | (35.3 | ) | ||||||
| Change in due to affiliates | 35.7 | (19.3 | ) | 21.0 | |||||||
| Change in other liabilities of a real estate VIE | 47.9 | 34.3 | 101.6 | ||||||||
| Change in deferred revenue | 24.4 | 18.9 | (50.0 | ) | |||||||
| Net cash provided by operating activities | 156.9 | 305.3 | 995.0 | ||||||||
| Cash flows from investing activities | |||||||||||
| Change in restricted cash | (15.5 | ) | 5.3 | 40.8 | |||||||
| Purchases of fixed assets, net | (34.0 | ) | (25.4 | ) | (62.3 | ) | |||||
| Net cash used in investing activities | (49.5 | ) | (20.1 | ) | (21.5 | ) | |||||
| Cash flows from financing activities | |||||||||||
| Borrowings under credit facility | 250.0 | — | — | ||||||||
| Repayments under credit facility | (250.0 | ) | — | — | |||||||
| Proceeds from debt obligations | 265.6 | 20.6 | — | ||||||||
| Payments on debt obligations | (21.7 | ) | (9.0 | ) | — | ||||||
| Net payments on loans payable of a real estate VIE | (14.3 | ) | (34.5 | ) | (65.3 | ) | |||||
| Payments of contingent consideration | (0.6 | ) | (3.3 | ) | (8.1 | ) | |||||
| Net proceeds from issuance of common units, net of offering costs | — | — | 209.9 | ||||||||
| Proceeds from issuance of preferred units | 387.5 | — | — | ||||||||
| Excess tax benefits related to equity-based compensation | — | — | 4.0 | ||||||||
| Distributions to common unitholders | (118.1 | ) | (140.9 | ) | (251.0 | ) | |||||
| Distributions to preferred unitholders | (6.0 | ) | — | — | |||||||
| Distributions to non-controlling interest holders in Carlyle Holdings | (295.6 | ) | (422.6 | ) | (848.5 | ) | |||||
| Contributions from non-controlling interest holders | 119.2 | 113.0 | 168.5 | ||||||||
| Distributions to non-controlling interest holders | (100.8 | ) | (104.2 | ) | (110.8 | ) | |||||
| Acquisition of non-controlling interests in Carlyle Holdings | — | — | (209.9 | ) | |||||||
| Units repurchased | (0.2 | ) | (58.9 | ) | — | ||||||
| Change in due to/from affiliates financing activities | (26.4 | ) | 53.6 | (62.7 | ) | ||||||
| Net cash provided by (used in) financing activities | 188.6 | (586.2 | ) | (1,173.9 | ) | ||||||
| Effect of foreign exchange rate changes | 33.2 | (19.6 | ) | (50.1 | ) | ||||||
| Increase (decrease) in cash and cash equivalents | 329.2 | (320.6 | ) | (250.5 | ) | ||||||
| Cash and cash equivalents, beginning of period | 670.9 | 991.5 | 1,242.0 | ||||||||
| Cash and cash equivalents, end of period | $ | 1,000.1 | $ | 670.9 | $ | 991.5 | |||||
ITEM 9. CHANGES AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE
None.
ITEM 9A. CONTROLS AND PROCEDURES
Evaluation of Disclosure Controls and Procedures
We maintain disclosure controls and procedures (as that term is defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934, as amended (the “Exchange Act”)) that are designed to ensure that information required to be disclosed in our reports under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in the SEC’s rules and forms, and that such information is accumulated and communicated to our management, including our co-principalprincipal executive officersofficer and principal financial officer, as appropriate, to allow timely decisions regarding required disclosures. In designing disclosure controls and procedures, our management necessarily was required to apply its judgment in evaluating the cost-benefit relationship of possible disclosure controls and procedures. The design of any disclosure controls and procedures also is based in part upon certain assumptions about the likelihood of future events, and there can be no assurance that any design will succeed in achieving its stated goals under all potential future conditions. Any controls and procedures, no matter how well designed and operated, can provide only reasonable, not absolute, assurance of achieving the desired control objectives.
Our management, with the participation of our co-principalprincipal executive officersofficer and principal financial officer, has evaluated the effectiveness of the design and operation of our disclosure controls and procedures as of the end of the period covered by this report. Based upon that evaluation and subject to the foregoing, our co-principalprincipal executive officersofficer and principal financial officer concluded that, as of the end of the period covered by this report, the design and operation of our disclosure controls and procedures were effective to accomplish their objectives at the reasonable assurance level.
Changes in Internal Control over Financial Reporting
There have been no changes in our internal control over financial reporting (as defined in Rule 13a-15(f) and 15d-15(f) under the Exchange Act) during the fiscal quarter ended December 31, 20172021 that have materially affected, or that are reasonably likely to materially affect, our internal control over financial reporting.
Management’s Report on Internal Control Over Financial Reporting
Management of The Carlyle Group L.P. and its consolidated subsidiaries (the “Partnership”)the Company is responsible for establishing and maintaining adequate internal control over financial reporting. The Partnership’sCompany’s internal control over financial reporting is a process designed under the supervision of its co-principalprincipal executive and principal financial officersofficer and effected by the Partnership’sCompany’s Board of Directors, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of its consolidated financial statements for external reporting purposes in accordance with U.S. generally accepted accounting principles.
The Partnership’sCompany’s internal control over financial reporting includes policies and procedures that pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect transactions and dispositions of the Partnership’sCompany’s assets; provide reasonable assurance that transactions are recorded as necessary to permit preparation of consolidated financial statements in accordance with U.S. generally accepted accounting principles, and that receipts and expenditures of the PartnershipCompany are being made only in accordance with authorizations of management and the directors; and provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the Partnership’sCompany’s assets that could have a material effect on its consolidated financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. In addition, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions or that the degree of compliance with the policies or procedures may deteriorate.
Management conducted an assessment of the effectiveness of the Partnership’sCompany’s internal control over financial reporting as of December 31, 20172021 based on the framework established in Internal Control—Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. Based on this assessment, management has determined that the Partnership’sCompany’s internal control over financial reporting as of December 31, 20172021 was effective.
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Ernst & Young LLP, an independent registered public accounting firm, has audited the Partnership’sCompany’s consolidated financial statements included in this report on Form 10-K and issued its report on the effectiveness of the Partnership’sCompany’s internal control over financial reporting as of December 31, 2017,2021, which is included herein.
ITEM 9B. OTHER INFORMATION
None.
ITEM 9C. DISCLOSURE REGARDING FOREIGN JURISDICTIONS THAT PREVENT INSPECTIONS
Not applicable.
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PART III.
ITEM 10.DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
Code of Conduct and Code of Ethics for Financial Professionals
We have a Code of Conduct and a Code of Ethics for Financial Professionals, which apply to our principal executive officers,officer, principal financial officer and principal accounting officer. Each of these codes is available on our website at http://ir.carlyle.com. We intend to disclose any amendment to or waiver of the Code of Conduct and any waiver of our Code of Ethics for Financial Professionals on behalf of an executive officer or director either on our website or in a Form 8-K filing.
| Name and Principal Position | Year | Salary ($) | Cash Bonus ($)(1) | Stock Awards ($)(2) | All Other Compensation ($) | Total ($) | |||||||||
| William E. Conway, Jr. | 2017 | 275,000 | — | — | 6,750 | (3) | 281,750 | ||||||||
| Founder, Co-Executive Chairman and Co-Chief Investment Officer | 2016 | 275,000 | — | — | 6,625 | (3) | 281,625 | ||||||||
| (co-principal executive officer) | 2015 | 275,000 | — | — | 6,625 | (3) | 281,625 | ||||||||
| Daniel A. D'Aniello | 2017 | 275,000 | — | 6,750 | (4) | 281,750 | |||||||||
| Founder and Chairman Emeritus | 2016 | 275,000 | — | 6,625 | (3) | 281,625 | |||||||||
| (co-principal executive officer) | 2015 | 275,000 | — | — | 6,625 | (3) | 281,625 | ||||||||
| David M. Rubenstein | 2017 | 275,000 | — | — | 6,750 | (3) | 281,750 | ||||||||
| Founder and Co-Executive Chairman | 2016 | 275,000 | — | — | 6,625 | (3) | 281,625 | ||||||||
| (co-principal executive officer) | 2015 | 275,000 | — | — | 6,625 | (3) | 281,625 | ||||||||
| Curtis L. Buser | 2017 | 275,000 | 1,350,000 | 2,510,672 | 132,800 | (4) | 4,268,472 | ||||||||
| Chief Financial Officer | 2016 | 275,000 | 1,170,000 | 987,741 | 132,892 | (4) | 2,565,633 | ||||||||
| (principal financial officer) | 2015 | 275,000 | 1,350,000 | 992,522 | 247,476 | (4) | 2,864,998 | ||||||||
| Glenn A. Youngkin | 2017 | 275,000 | 1,350,000 | 246,094 | 3,704,275 | (5) | 5,575,369 | ||||||||
| Co-Chief Executive Officer | 2016 | 275,000 | 1,350,000 | 196,927 | 3,389,484 | (5) | 5,211,411 | ||||||||
| 2015 | 275,000 | 2,025,000 | 2,077,513 | 1,360,033 | (5) | 5,737,546 | |||||||||
| Jeffrey W. Ferguson | 2017 | 275,000 | 1,350,000 | 1,445,387 | 8,880 | (6) | 3,079,267 | ||||||||
| General Counsel | 2016 | 275,000 | 1,170,000 | 122,533 | 213,395 | (6) | 1,780,928 | ||||||||
| 2015 | 275,000 | 1,260,000 | 1,029,524 | 621,690 | (6) | 3,186,214 | |||||||||
Stock Awards(1) | |||||||||||
| Name | Grant Date | All Other Stock Awards: Number of Shares of Stock or Units (#) | Grant Date Fair Value of Stock and Option Awards | ||||||||
| William E. Conway, Jr. | — | — | $ | — | |||||||
| Daniel A. D’Aniello | — | — | $ | — | |||||||
| David M. Rubenstein | — | — | $ | — | |||||||
| Curtis L. Buser | 2/1/2017 | 174,194 | (2) | $ | 2,396,909 | ||||||
| 2/1/2017 | 7,559 | (3) | $ | 113,763 | |||||||
| Glenn A. Youngkin | 2/1/2017 | 8,721 | (3) | $ | 131,251 | ||||||
| 5/1/2017 | 6,470 | (4) | $ | 114,843 | |||||||
| Jeffrey W. Ferguson | 2/1/2017 | 96,775 | (2) | $ | 1,331,624 | ||||||
| 2/1/2017 | 7,559 | (3) | $ | 113,763 | |||||||
Stock Awards(1) | ||||||
Number of Shares or Units of Stock That Have Not Vested (#) | Market Value of Shares or Units of Stock That Have Not Vested ($) | |||||
| William E. Conway, Jr. | — | |||||
| Daniel A. D’Aniello | — | — | ||||
| David M. Rubenstein | — | — | ||||
| Curtis L. Buser (2) | 316,864 | $ | 7,256,186 | |||
| Glenn A. Youngkin (3) | 724,824 | $ | 16,598,470 | |||
| Jeffrey W. Ferguson (4) | 216,055 | $ | 4,947,660 | |||
Stock Awards(1) | ||||||
| Number of Shares Acquired on Vesting (#) | Value Realized on Vesting ($) (5) | |||||
| William E. Conway, Jr. | — | — | ||||
| Daniel A. D’Aniello | — | — | ||||
| David M. Rubenstein | — | — | ||||
| Curtis L. Buser (2) | 91,533 | $ | 1,787,193 | |||
| Glenn A. Youngkin (3) | 739,393 | $ | 13,168,833 | |||
| Jeffrey W. Ferguson (4) | 122,186 | $ | 2,245,612 | |||
| Name | Fees Earned or Paid in Cash | Stock Awards(1) | Total | ||||||||
| Lawton W. Fitt | $ | 125,000 | $ | 100,004 | $ | 225,004 | |||||
James H. Hance, Jr. (2) | $ | — | $ | — | $ | — | |||||
| Janet Hill | $ | 125,000 | $ | 100,004 | $ | 225,004 | |||||
Edward J. Mathias (2)(3) | $ | — | $ | — | $ | — | |||||
| Dr. Thomas S. Robertson | $ | 125,000 | $ | 100,004 | $ | 225,004 | |||||
| William J. Shaw | $ | 150,000 | $ | 100,004 | $ | 250,004 | |||||
| Anthony Welters | $ | 125,000 | $ | 100,004 | $ | 225,004 | |||||
| Stock Awards (1) | ||||||
| Name | Number of Shares or Units of Stock That Have Not Vested | Market Value of Shares or Units of Stock That Have Not Vested (2) | ||||
| Lawton W. Fitt | 5,634 | $ | 129,019 | |||
| Janet Hill | 5,634 | $ | 129,019 | |||
| Dr. Thomas S. Robertson | 5,634 | $ | 129,019 | |||
| William J. Shaw | 5,634 | $ | 129,019 | |||
| Anthony Welters | 5,634 | $ | 129,019 | |||
ITEM 12.SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS
Common Units Beneficially Owned | Carlyle Holdings Partnership Units Beneficially Owned (1) | ||||||||||
| Name of Beneficial Owner (2) | Number | % of Class | Number | % of Class | |||||||
| William E. Conway, Jr. | — | — | 44,499,644 | 19.0 | % | ||||||
| Daniel A. D’Aniello (3) | — | — | 44,499,644 | 19.0 | % | ||||||
| David M. Rubenstein | — | — | 46,999,644 | 20.0 | % | ||||||
| Kewsong Lee | 329,472 | * | — | — | |||||||
| Glenn A. Youngkin (3) | 389,293 | * | 5,671,088 | 2.4 | % | ||||||
| Lawton W. Fitt | 25,220 | * | — | — | |||||||
| James H. Hance, Jr. | 12,285 | * | 251,380 | * | |||||||
| Janet Hill | 25,220 | * | — | — | |||||||
| Thomas S. Robertson | 25,220 | * | — | — | |||||||
| William J. Shaw | 25,220 | * | — | — | |||||||
| Anthony Welters | 33,643 | * | — | — | |||||||
| Curtis L. Buser | 70,334 | * | 260,708 | * | |||||||
| Peter J. Clare (3) | 18,660 | * | 4,611,030 | 2.0 | % | ||||||
| Jeffrey W. Ferguson | 31,852 | * | 627,816 | * | |||||||
| All executive officers and directors as a group (14 persons) | 986,419 | * | 147,420,954 | 62.8 | % | ||||||
ITEM 13.CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
Information regarding certain relationships and related transactions and director independence will be in the awards that may2022 Proxy Statement under the captions “Certain Relationships and Related Transactions” and “Director Independence” and is incorporated in this Form 10-K by reference.
ITEM 14.PRINCIPAL ACCOUNTING FEES AND SERVICES
Information regarding principal accounting fees and services will be issuedin the 2022 Proxy Statement under The Carlyle Group L.P. 2012 Equity Incentive Plan (the “Equity Incentive Plan”)the caption “Ratification of Ernst & Young LLP as of December 31, 2017:our Independent Registered Public Accounting Firm for 2022” and is incorporated in this Form 10-K by reference.
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PART IV.
ITEM 15.EXHIBITS, FINANCIAL STATEMENT SCHEDULES
(a) Documents filed as part of this report
1. Financial Statements
| Report of Independent Registered Public Accounting Firm (PCAOB ID: 42) | |||||
| Consolidated Balance Sheets as of December 31, 2021 and 2020 | |||||
| Consolidated Statements of Operations for the Years Ended December 31, 2021, 2020 and 2019 | |||||
| Consolidated Statements of Comprehensive Income for the Years Ended December 31, 2021, 2020 and 2019 | |||||
| Consolidated Statements of Changes in Equity for the Years Ended December 31, 2021, 2020 and 2019 | |||||
| Consolidated Statements of Cash Flows for the Years Ended December 31, 2021, 2020 and 2019 | |||||
| Notes to Consolidated Financial Statements | |||||
3. Exhibits
A list of exhibits required to be filed or furnished as part of this report is set forth in the Exhibit Index below.
(c) Separate financial statements of subsidiaries not consolidated and fifty percent or less owned persons
Under Rule 3-09 of Regulation S-X, we are required to file separate financial statements of FGH Parent, L.P. (“FGH Parent”) for the years ended December 31, 2021, 2020 and 2019. These separate financial statements are required to be audited only for periods in which FGH Parent is significant based on the applicable significance tests set forth in Rule 1-02(w) of Regulation S-X. Accordingly, the separate financial statements of FGH Parent will contain unaudited financial statements for the year ended December 31, 2021 and audited financial statements for the years ended December 31, 2020 and 2019. We expect to file those financial statements by amendment to our Annual Report on Form 10-K on or before March 31, 2022 as permitted by Item 3-09(b)(1) of Regulation S-X.
No. | Description | |||||||||||||||
| Year Ended December 31, 2017 | |||||||||||||||
| Carlyle | Carlyle Funds | Total | |||||||||||||
| Audit Fees | $ | 5.9 | (a) | $ | 13.9 | (d) | $ | 19.8 | |||||||
| Audit-Related Fees | $ | 1.9 | (b) | $ | 12.4 | (e) | $ | 14.3 | |||||||
| Tax Fees | $ | 1.0 | (c) | $ | 0.3 | (d) | $ | 1.3 | |||||||
| All Other Fees | $ | — | $ | — | $ | — | |||||||||
| Total | $ | 8.8 | $ | 26.6 | $ | 35.4 | |||||||||
| Year Ended December 31, 2016 | |||||||||||||||
| Carlyle | Carlyle Funds | Total | |||||||||||||
| Audit Fees | $ | 6.2 | (a) | $ | 13.4 | (d) | $ | 19.6 | |||||||
| Audit-Related Fees | $ | 0.1 | (b) | $ | 10.1 | (e) | $ | 10.2 | |||||||
| Tax Fees | $ | 0.7 | (c) | $ | 0.8 | (d) | $ | 1.5 | |||||||
| All Other Fees | $ | — | $ | — | $ | — | |||||||||
| Total | $ | 7.0 | $ | 24.3 | $ | 31.3 | |||||||||
| 3.3 | ||||||||
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No. | Description | |||||||
| 4.5 | ||||||||
| 4.8 | ||||||||
| 4.10 | ||||||||
| 4.11 | ||||||||
| 4.13 | ||||||||
| 4.14 | ||||||||
| 4.15 | ||||||||
| 4.16 | ||||||||
| 4.17 | ||||||||
| 4.18 | ||||||||
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No. | Description | |||||||
231
No. | Description | |||||||
| 10.17 | ||||||||
| 10.18+ | ||||||||
| 10.21+ | ||||||||
| 10.22+ | ||||||||
| 10.24+ | ||||||||
| 10.25+ | ||||||||
| 21.1* | ||||||||
| 23.1* | ||||||||
| 31.1* | ||||||||
| 31.2* | ||||||||
| 32.1* | ||||||||
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No. | Description | |||||||
| 32.2* | ||||||||
| 101.INS* | Inline XBRL Instance Document - the Instance Document does not appear in the Interactive Data File because its XBRL tags are embedded within the Inline XBRL document. | |||||||
| 101.SCH* | ||||||||
| Inline XBRL Taxonomy Extension Schema Document. | ||||||||
| 101.CAL* | Inline XBRL Taxonomy Extension Calculation Linkbase Document. | |||||||
| 101.DEF* | Inline XBRL Taxonomy Extension Definition Linkbase Document. | |||||||
| 101.LAB* | Inline XBRL Taxonomy Extension Labels Linkbase Document. | |||||||
| 101.PRE* | Inline XBRL Taxonomy Extension Presentation Linkbase Document. | |||||||
| 104* | The cover page from The Carlyle Group Inc.’s Annual Report on Form 10-K for the fiscal year ended December 31, 2021, formatted in Inline XBRL (included within the Exhibit 101 attachments). | |||||||
* Filed herewith
+ Management contract or compensatory plan or arrangement in which directors and/or executive officers are eligible to participate.
The agreements and other documents filed as exhibits to this report are not intended to provide factual information or other disclosure other than with respect to the terms of the agreements or other documents themselves, and you should not rely on them for that purpose. In particular, any representations and warranties made by us in these agreements or other documents were made solely within the specific context of the relevant agreement or document and may not describe the actual state of affairs as of the date they were made or at any other time.
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SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
Date: February 15, 201810, 2022
| The Carlyle Group | ||||||||
| By: | ||||||||
| /s/ Curtis L. Buser | ||||||||
| Name: Curtis L. Buser | ||||||||
| Title: Chief Financial Officer | ||||||||
POWER OF ATTORNEY
KNOW ALL PERSONS BY THESE PRESENTS, that each person whose signature appears below constitutes and appoints Kewsong Lee and Curtis L. Buser, jointly and severally, as his or her true and lawful attorneys-in-fact and agents, with full power of substitution and resubstitution, for him or her and in his or her name, place and stead, in any and all capacities, to sign this Annual Report on Form 10-K of The Carlyle Group Inc., and any or all amendments thereto, and to file the same, with all exhibits thereto, and other documents in connection therewith, with the Securities and Exchange Commission, granting unto said attorneys-in-fact and agents full power and authority to do and perform each and every act and thing requisite or necessary to be done in and about the premises hereby ratifying and confirming all that said attorneys-in-fact and agents, or his, her or their substitute or substitutes, may lawfully do or cause to be done by virtue hereof.
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed by the following persons on behalf of the registrant and in the capacities indicated on the 15th10th day of February 2018.2022.
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| Signature | Title | ||||||||
/s/ Kewsong Lee Kewsong Lee | Chief Executive Officer and Director (principal executive officer) | ||||||||
/s/ Curtis L. Buser Curtis L. Buser | Chief Financial Officer (principal financial officer) | ||||||||
/s/ William E. Conway, William E. Conway, Jr. | |||||||||
/s/ Daniel A. D’Aniello Daniel A. D’Aniello | Founder, Chairman Emeritus (non-executive) and Director | ||||||||
/s/ David M. Rubenstein David M. Rubenstein | |||||||||
/s/ | |||||||||
/s/ Lawton Lawton | Director | ||||||||
/s/ James H. Hance, Jr. James H. Hance, Jr. | Director | ||||||||
/s/ | Director | ||||||||
/s/ Dr. Thomas S. Robertson Dr. Thomas S. Robertson | Director | ||||||||
/s/ William J. Shaw William J. Shaw | Director | ||||||||
/s/ Anthony Welters Anthony Welters | Director | ||||||||
/s/ | |||||||||
Chief Accounting Officer (principal accounting officer) | |||||||||
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