Capital Markets Update. 1 February 2018

Transcription

1 Capital Markets Update 1 February 2018

2 Agenda 2 Business strategy update Benoit Durteste Fundraising raising the bar Andreas Mondovits Senior Debt Partners in depth Max Mitchell Balance Sheet a competitive advantage Philip Keller Private Equity Solutions in depth Andrew Hawkins Emma Osborne

3 3 Business strategy update Benoit Durteste, CEO

4 Our strategy To grow our specialist asset management activities 4 Invest selectively Grow assets under management Manage portfolios to maximise value Generate strong shareholder returns to invest in growth and pay sustainable dividends

5 Our strategy Delivering on strategic priorities ahead of plan 5 FY16 FY19 Strategic priorities Achievements Deliver gross fundraising target Enhance brand and client franchise Selective acquisitions and team hires to expand product range Target exceeded every year Client base up 475% since % of AUM from strategies launched since 2010 FMC operating margin to increase Optimise co-investment ratio Greater capital efficiency FMC operating margin maintained above 40% target Co-investment ratio reduced to 7% from 37% in 2010 Over 0.8bn returned to shareholders; diversified sources of finance

6 Our strategy Accelerated growth across asset classes 6 Corporate Investments 13.8bn AUM 14 funds AUM ( bn) Capital Markets Investments 6.6bn AUM 23 funds Real Asset Investments 3.4bn AUM funds 5 Secondary Investments 1.5bn AUM - FY10 FY12 FY14 FY16 H1 FY18 3 funds Secondary Investments Capital Market Investments Real Asset Investments Corporate Investments As at 30 September 2017

7 Well positioned in favourable markets 7

8 Global context A positive macroeconomic investment environment 8 Global economy forecast to grow 3.9% in both 2018 and 2019, up from 3.7% in Positive growth environment reflected in the performance of our portfolio companies ICG strategies well positioned to benefit from possible higher market volatility in 2018 Synchronised growth and earnings recovery Global growth is expected to remain supportive YoY % 8 World Production Growth (LHS) World EPS (MSCI World) 2007 Q1= YoY % 6 World GDP IMF Forecast Source: Bloomberg, World Bank Source: Bloomberg, IMF Notes: ¹IMF World Economic Outlook Update January 2018

9 Fundraising market Long term, structural trend towards alternatives 9 Available capital for investment by asset class $bn 1,800 1,600 1,400 1,200 1, Private equity Real Estate Infrastructure Private debt Natural resources Source: Preqin 2018, assets under management by asset class

10 Decrease in allocation Increase in allocation Fundraising market Continuing to capitalise on investor appetite for alternatives 10 Institutional investors long term allocation plans 80% 60% 40% 20% 62% 39% 36% 50% 17% 22% 29% 0% (9%) (5%) (5%) (4%) (13%) (15%) -20% (44%) -40% -60% Private debt Private equity Real estate Infrastructure Natural resources Hedge funds Venture capital Source: Preqin investor outlook: Alternative assets H H2 2017

11 Market bifurcation Market trends accelerate growth of diversified managers 11 Market trends Diversified asset manager Full range of strategies Robust, centralised risk management Complexity Scale in client service delivery Client demands Single strategy boutique Focus on single asset class Regulation High degree of differentiation Narrow geographical focus

12 What makes us different Through the cycle track record is a competitive advantage 12 Europe Fund III Investing realised 1.9x MM Asia Pacific Fund I Investing realised 1.9x MM SDP I Investing realised 1.2x MM Europe Fund II Investing realised 1.7x MM Europe Fund IV Investing realised 1.6x MM Longbow Fund II Investing realised 1.6x MM Europe Fund I Investing realised 1.5x MM Recovery Fund 08 Investing realised 1.9x MM Asia Pacific Fund II Investing realised 1.9x MM Europe Fund V Investing realised 1.8x MM An outstanding 28 year track record

13 What makes us different Differentiated investment approach gives access to deals 13 Nordics US/ Canada UK France Spain Benelux Germany Japan Hong Kong Singapore Key: Corporate Investments Capital Market Investments Real Asset Investments Secondary Investments Australia Single investment framework Long term relationships Local access Highly selective Proprietary information database

14 What makes us different Proven ability to add complementary strategies strategies strategies 2010 to date 16 strategies European Mezzanine European Mezzanine Asia Pacific Mezzanine ICG Enterprise Trust European CLOs European CLOs European Mezzanine Real Estate Senior Debt Asia Pacific Mezzanine European CLOs US Private Debt European Loan Fund European Loan Fund Total Credit US CLOs Real Estate Development Strategic Equity Alternative Credit Japan Mezzanine European Senior Debt Australian Senior Debt Real Estate Mezzanine

15 Locked in value in business model 15

16 Durability of investment strategy Once established foreseeable fundraising pipeline and fees 16 Growth of European Mezzanine strategy AUM Fund Note: The timing and size of future fundraising is indicative only

17 Strength of closed end funds Long term value creation and market downside protection 17 Increased multi-year fundraising target Visibility of fundraising Long term predictable fee streams Protection in a market downturn Increasing operating leverage Capital available for deployment Increased operating margin target Protection in a market downturn

18 Maturity of strategies Significant, foreseeable growth from existing strategies 18 Mature investment strategy Europe CLOs Europe Mezzanine ICG Enterprise Trust European Senior Debt UK Real Estate Mezzanine US CLOs Asia Pacific Mezzanine Real Estate Senior Debt Strategic Equity North America Private Debt Japan Mezzanine Real Estate Development Australia Senior Loans European Loans Total Credit Alternative Credit New investment strategy Time

19 New strategies Substantial opportunity to expand in private markets 19 Real Estate Europe Euro Mezzanine Small Cap Fund of Funds Global Senior Debt Real Asset Sale & Leaseback Private Equity Solutions Asia Real Estate Private Rented Sector Secondaries Infrastructure Private Debt Latin America Real Estate Opportunities Fund North America Separate Account Real Estate Asia Corporate Special Situations Note: Strategies are indicative of potential growth opportunities only

20 New strategies Selective approach to ensure scalability and cultural fit 20 Market demand Does investor demand imply that the strategy is scalable? What angle can the strategy offer to differentiate it from the competition? Investment culture Does the team have the same investment philosophy as ICG? Are there sufficient investment opportunities to deploy funds raised? Capital allocation How much balance sheet capital is required and at what returns? Does the strategy create shareholder value once scaled? Remuneration Teams need to fit within shareholder approved remuneration schemes

21 Shareholder targets 21

22 Fundraising target raised New three year rolling average target of 6.0bn per annum 22 bn bn bn FY14 FY15 FY16 FY17 H1 FY18 Other European Mezzanine Senior Debt Partners

23 Fundraising outlook Rolling average target given closed end fundraising cycle 23 FY19 FY20 FY21 European Mezz Fund VII SDP IV Corporate Investments North America II Asia Pacific IV Japan Mezzanine Fund II Australia Senior Loans Capital Market Investments European Loans, High Yield & Multi-Asset Credit Global Loans & Structured Credit CLOs Real Asset Investments UK Real Estate Mezz Fund V UK Real Estate Senior Debt UK Real Estate Development Secondary Investments Strategic Equity Fund III

24 Operating margin Balancing maturing strategies with investment in new ideas 24 m 300 Operating margin 60% % % 40% % % 50 10% 0 FY14 FY15 FY16 FY17 H1 FY18 Costs (lhs) Income (lhs) Operating margin (rhs) 0%

25 Durability of investment strategy Once established foreseeable fundraising pipeline and fees 25 Growth of European Mezzanine strategy AUM Fund Note: The timing and size of future fundraising is indicative only

26 Strategic priorities Strategy unchanged, updated for new shareholder targets 26 FY10 FY18 Strategic transition FY19 FY23 Recognised as the leading European specialist asset manager Enhanced brand and client base Developed new strategies to deliver gross fundraising target Developed a scalable infrastructure platform Established an in-house distribution platform Achieved greater capital efficiency Optimising co-investment ratio Increased FMC operating margin Increased fundraising target of three year rolling average 6.0bn per annum FMC becomes dominant profit contributor FMC operating margin to exceed 43% Selectively expand number of strategies, and optimise profit from existing strategies Optimise balance sheet to drive growth in the fund manager Maintain an efficient capital base Dividends linked to FMC profit

27 27 Fundraising raising the bar Andreas Mondovits, Head of Marketing and Client Relations

28 Average Time Taken to Reach Final Close (months) Fundraising market Competitive fundraising market 28 Average fundraising duration Private equity fundraising North America Europe Other No of Funds Aggregate Capital raised ($bn) Source: Preqin as at 31 December 2017.

29 SDP fundraising Existing relationships accelerate the fundraising process 29 ICG Senior Debt Partners I ( 1.7bn) ICG Senior Debt Partners II ( 3.0bn) ICG Senior Debt Partners III ( 5.7bn) 24 Month Fundraise 8 Month Fundraise 5 Month Fundraise

30 SDP fundraising Existing relationships support raising of successor funds 30 ICG Senior Debt Partners II ICG Senior Debt Partners III 156 investors targeted investors targeted 1 77 initial meetings (49%) 103 initial meetings (100%) 7 42 investors conducted DD (27%) 7 64 investors conducted DD (62%) 34 investors (22%) 53 investors (51%) Note: Investors targeted category includes all clients who were contacted about the fund via phone or in person

31 Client franchise Targeting further expansion of client relationships 31 Investors by Geography 2012 Investors by Geography 2017* 16% 13% 69 investors 51% EMEA (excl.uk & Ireland) Americas UK & Ireland 22% 38% EMEA (excl. UK & Ireland) 328 investors Americas UK & Ireland Asia Pacific 20% Asia Pacific 20% 20% Investors by Type % 10% 7% *As at 31 December % 2% 2% 26% Pension 69 investors 18% 19% Fund of Funds (FoF) Insurance Company Asset Manager Bank Other Sovereign Wealth Fund Endowment/Foundation Family Office Investors by Type 2017* 10% 8% 11% 3% 5% 5% 328 investors 17% 6% 35% Pension Fund of Funds (FoF) Insurance Company Asset Manager Bank Other Sovereign Wealth Fund Endowment/Foundation Family Office

32 Cross selling relationships Existing investors support fundraising achievements clients are invested in more than one ICG fund 4% 5% 4% 2% 22% 6% 41% 45% 9% 18% 21% 8% 15% Pension Insurance Company Bank Sovereign Wealth Fund Family Office Fund of Funds (FoF) Asset Manager Other Endowment/Foundation EMEA (excl. UK & Ireland) Americas UK & Ireland Asia Pacific

33 Fundraising success Largest European independent private debt fundraiser 33 Rank Firm Total Funds Raised in Last 5 years ($bn) Headquarters Rank Firm Total Funds Raised in Last 5 years ($bn) Headquarters 1 Lone Star Funds 37.8 US 16 TPG Sixth Street Partners 13.0 US 2 M&G Investments 36.5 UK 17 Crescent Capital Group 12.1 US 3 Apollo Global Management 35.2 US 18 Hayfin Capital Management 11.5 UK 4 Oaktree Capital Management 33.2 US 19 Avenue Capital 11.3 US 5 Blackstone/GSO 33.0 US 20 Golub Capital 10.9 US 6 HPS Investment Partners 31.5 US 21 EIG Global Energy Partners 10.9 US 7 AXA Investment Management 31.2 France 22 Bain Capital 10.8 US 8 Ceberus Capital Management US 23 S D P 5 bn Pacific Investment Management Co. PIMCO 10.6 US 9 Goldman Sachs & Co 24.2 US 24 Partners Group 10.2 Switzerland 10 Ares Management 23.8 US 25 Alcentra 9.9 UK 11 Fortress / Mount Kellet 21.9 US 26 The Carlyle Group 9.7 US 12 Intermediate Capital Group 20.0 UK 27 CarVal Investors 8.4 US 13 PGIM 18.9 US 28 Macquarie Infrastructure Debt Investment Solutions 8.1 UK 14 Oak Hill Advisors 16.1 US 29 Castlelake 7.8 US 15 KKR 13.1 US 30 Angelo, Gordon & Co. 7.7 US Source: Private Debt Investor, September 2017 Note: The top 30 ranking is a collection of institutional third-party capital raised for private equity-style funds or separate accounts over the past five years, without counting leverage. Private debt is capital committed by investors to funds investing in company debt, or the debt financing of leveraged buyouts, infrastructure projects and real estate. This includes all elements of the capital structure except equity, including senior, unitranche and mezzanine investments. Asset backed lending, distressed debt or credit-oriented special situations funds are also included

34 Summary Investor base key to growth of fund management franchise 34 Growing client franchise Diversified client based creates a strong base for future growth Client relationships supporting the efficiency and speed of fundraising activities New relationships focused on those with commitment to alternative assets Increased cross selling 30% of clients invested in more than one ICG fund Growth opportunity as clients seek managers with multi asset capabilities Benefitting from investor trend to broader relationships with fewer managers Improved fundraising efficiency Increased fundraising efficiency Recognised as a leading fundraising team / platform Strong position from which to launch new strategies and growth opportunities

35 35 Senior Debt Partners in depth Max Mitchell, Head of Direct Lending

36 Evolution of SDP strategy Successful fundraise takes total strategy AUM to 7.9bn 36 SDP AUM progression SDP III Investors bn % Existing SDP clients % 56% New clients bn available to deploy Existing ICG clients, new to SDP 4.0 SDP Investors by Sector % Pension funds % Insurance companies - H2 13 H1 14 H2 14 H1 15 H2 15 H1 16 H2 16 H1 17 H2 17 H % Other AUM Fee earning AUM

37 Market development Direct lending funds have become a critical source of capital 37 Since 2012, 1,082 direct lending mid-market deals have been recorded across Europe ICG origination volumes up 40% 1 in the two years to December 2017 Currently only 4-5 direct lending funds have the scale, brand/reputation, origination network and strong track record to exploit the market opportunity properly Market likely to consolidate further into 5-10 pan-european asset managers Source: Deloitte Alternative Lender Deal Tracker (Q2 2017), ICG (31 October 2017); 1 24 months ended 31 December 2017 versus 24 months ended 31 December 2015

38 Market development One of the largest direct lending strategies in Europe 38 European Senior Direct Lending fundraising Number and size of funds raised bn 25 bn , YTD Funds raised Annualised (indicative) SDP 3. Funds > 3 billion Average Fund Size Funds < 3 billion Number of funds raised 0 Source: Preqin and ICG, data as at 31 October All market data is since 2012

39 Competitive environment Bank lending remains the largest single competitor 39 Bank lending (market share reducing) Only three managers with 3bn+ funds (market is consolidating) Competition New entrants (do not have the scale to compete) Niche players (geography or industry specific)

40 Investment market 90% of investments made where ICG has a local presence 40 SDP deals (by number) ( ) by geography Country with ICG local presence Country without ICG local presence

41 Fund performance Performance of SDP I supported the fundraising of SDP III 41 SDP 1 performance by portfolio company IRR 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Expected 3-year Gross return Excess Return Underperformance Source: ICG, 30 September 2017, realised and unrealised investments

42 Evolution of strategy Locked in value enables the strategy to scale and broaden 42 SDP I bn AUM SDP II bn AUM SDP III bn AUM European focused European focused European focused Fundraising exceeded initial target of 1bn 19 investors Balance sheet commitment reduced 34 investors 30% non European sleeve 53 investors Average fee rates 68bps Target gross returns of 8%-10% Average fee rates 68bps Target gross returns of 8%-10% Average fee rates 85bps, no discounts offered Target gross returns of 8%-10%

43 Market opportunities Dynamics strong for raising larger successor funds 43 European Market Leader Existing US Platform High investor demand Regional Funds Global Fund Global addressable market Note: Future expanded and complementary strategies are indicative of potential growth opportunities

44 Summary Competitive advantage as a European market leader 44 Market leader One of the largest direct lending strategies in Europe Scale is important to be able to fully exploit the market opportunity Investment sourcing Direct lending has established itself as a critical source of capital in Europe Existing footprint aids brand recognition and deal sourcing Manage portfolios to maximise value Portfolios performing well Track record key indicator of the likely success of future fundraising Growth opportunities SDP III leveraged European track record to include a 30% non European sleeve Potential for a dedicated US fund or a larger global fund

45 45 Q&A Andreas Mondovits and Max Mitchell

46 Coffee break 46

47 Agenda 47 Business strategy update Benoit Durteste Fundraising raising the bar Andreas Mondovits Senior Debt Partners in depth Max Mitchell Balance Sheet a competitive advantage Philip Keller Private Equity Solutions in depth Andrew Hawkins Emma Osborne

48 48 Balance Sheet a competitive advantage Philip Keller, Chief Financial and Operating Officer

49 Loan book evolution Balance sheet is an accelerator and enabler of growth 49 Loan book balance : 2010 vs 2017 m 3.0 Invests in funds 2.5 Diversified portfolio reducing single name exposure Investment in new strategies x Principal investor March 2010 September 2017 x Focus on individual assets Loan book Assets for syndication

50 Capital efficiency Loan book reducing as a percentage of total AUM 50 Loan book and AUM progression bn Co-investment ratio 37% Co-investment ratio 7% - FY10 H1 11 FY11 H1 12 FY12 H1 13 FY13 H1 14 FY14 H1 15 FY15 H1 16 FY16 H1 17 FY17 H1 18 Loan book Third party AUM

51 Returns from Investment Company Loan book a reflection of historic co-investment decisions 51 Loan book as at 30 September 2017 by year investment made m Pre Corporate Investments Capital Market Investments Real Asset Investments Secondary Investments

52 Investment Company reporting Net investment returns mirrors perspective taken by clients 52 m 12 months to 31 March 2017 Interest income Capital gains Other income 14.7 Asset impairments (48.0) Net investment return m Average NAV Total return Net investment return Corporate Investments Mezzanine 1, % Senior Debt % Capital Market Investments % Real Asset Investments % Secondary Investments % Total Loan Book 1, % Assets for Syndication % Total Including AFS 1, %

53 Investment Company reporting Net investment returns mirrors perspective taken by clients 53 m Average NAV Total return Net investment return Corporate Investments Mezzanine 1, % Senior Debt % Mirrors how fund investors view the portfolio Capital Market Investments % Real Asset Investments % Secondary Investments % Total Loan Book 1, % Modelling net investment returns reflects portfolio performance rather than asset specific events Assets for Syndication % Total Including AFS 1, % m 12 months to 31 March 2017 Interest income Returns reflect balanced view of investment performance Capital gains Other income 14.7 Asset impairments (48.0) Net investment return A detailed reconciliation of the above table to the financial statements is included in the appendix.

54 Loan book KPIs Net investment returns should facilitate modelling 54 Net investment return trend m 2,000 1,800 1,800 1,744 1,755 1,690 1,600 1,400 1,200 1, % 13.6% 14.7%* 13.7% FY15 FY16 FY17 H Average Loan Book Net Investment Return Reporting on a net investment return basis from May 2018, with detail retained in the data pack Key performance indicator on impairments to be dropped from FY19 onwards * Net Investment return and return on assets in FY17 shown excluding realised gains recycled from AFS; H118 shown on an annualised basis

55 IFRS 9: Financial instruments No significant impact expected from new accounting rules 55 No impact on management reporting or information provided to shareholders Debt and equity instruments with the same counterparty will be presented in the same line item presentational impact only Impact of loss impairment model minimal as only applies to direct debt investments not held alongside equity Effective for year ending 31 March 2019

56 Competitive advantage Supporter of fundraising and development of new strategies 56 Mature investment strategy Supports Accelerates Develops Time New investment strategy Enabler and accelerator of growth = competitive advantage

57 Competitive advantage Supports development of new strategies 57 Develops + Accelerates + Supports Example 1 Strategic Equity Balance sheet underwrote initial transaction prior to syndication Balance sheet committed $200m in support of first fund raise Provides capital for investment team to source deals during fundraising Example 2 Australian loans Provides capital for investment team to source deals during fundraising Investment and fundraising operates in parallel Supports marketing as investors can see real deals

58 Competitive advantage Capital is used to accelerate growth in new strategies 58 Develops + Accelerates + Supports Example 3 US Private Debt Facilitated team hire to accelerate growth of US business Balance sheet committed $200m in support of first fund raise Provides capital for investment team to source deals during fundraising Example 4 Liquid strategies Investment of balance sheet capital builds a track record Supports funds reaching a target size which opens up to new investors Facilitates team hires

59 Competitive advantage Capital support to maximise existing strategies 59 Develops + Accelerates + Supports Example 5 Domus Enables deal teams to compete for deals in excess of fund size Co-investment opportunities attractive to investors Example 6 UK real estate Balance sheet can provide bridge financing to fund Facilitates speed of deal execution a competitive advantage Example 7 CLOs CLOs require 5% skin in the game regulatory capital Allocation of capital to CLOs gives access to long term third party fee streams

60 Summary Enabler and accelerator of fund management growth 60 Efficient use of balance sheet capital Invests alongside third party funds only Loan book is a reflection of historic co-investment decisions Updated reporting Reporting to be updated in line with how clients view the portfolio No significant impact from introduction of IFRS 9 Competitive advantage Supports fundraising activities Supports development of new strategies and attractive to incoming teams Capital allocation Loan book weighted towards higher returning strategies Only CLOs have a regulatory capital requirement

61 61 Private Equity Solutions in depth Andrew Hawkins, Head of Private Equity Solutions Emma Osborne, Head of PEFI

62 ICG platform Benefits of a multi asset manager with a scalable platform 62 Investment Skills + Market Access ICG Platform Marketing Capital Infrastructure

63 Private Equity Solutions Two strategies with different risk/reward characteristics 63 Private Equity Fund Investments Strategic Equity Approach High volume, small ticket size Low volume, high transaction value Deal size Post investment engagement Diversification Typical primary fund commitment 10-20m, secondary 5-20m, co-investment 5-15m Decisions delegated to third party managers 38 managers, over 400 underlying companies Typical equity is $75-250m Actively involved in company management and on Boards Currently invested in six transactions with 38 underlying companies Managers

64 Strategic Equity A differentiated approach to investing in private equity 64 Value Buying Address Fund Structural Challenges Value Creation Pillars Direct Approach Proactive Involvement Post Close Favourable Market Dynamics Team Specialisation Attractive Risk Adjusted Returns

65 Investment activity Attractive opportunities results strong deployment pace 65 Above Target 40% Uncommitted Total Fund II Commitments $637m / 60% 15% Quadriga 6% Monitor Clipper 15% Metro 14% VSS 7% 2% EdgeStone Below Target Diamond Castle 1 Feb-16 Feb-17 Feb-18 Feb-19 Feb-20 Year 1 Year 2 Year 3 Year 4 Investment Period Commitments include undrawn amounts; amount invested as at 31 December 2017 was 50%

66 Investment market Early mover advantage in a developing market 66 GP-led transaction volumes $bn ICG launches Private Equity Solutions F Source: Greenhill Secondary Market Update & Outlook, July 2017

67 Investment market Growth opportunities with target market $200bn 67 Addressable market in mature private equity funds Target market $42bn $42bn No Successor 129 Funds $176bn $384bn $102bn $102bn Underperforming Vintage 122 Funds $64bn $64bn Mature & Performing <$1bn of NAV 274 Funds Source: Preqin as of August 22, 2017

68 Performance Market opportunity supports high returns at lower risk 68 2 Buyout ICG Strategic Equity Target Returns Money Multiple 1.5 Fund of Funds Distressed PE Secondaries Infrastructure Direct Lending IRR Source: Preqin. Average IRR of median investment strategy from 1990 to 2015, where data is available.

69 Prospects Dynamics strong for raising larger successor funds 69 Investor demand Scale will widen investment opportunities Large addressable market Strong performance Larger successor Funds Cement position as market leader Operating leverage Supportive balance sheet Increased shareholder value

70 Private equity fund investments (PEFI) Growth through complementary acquisition 70 Acquired Graphite Capital s private equity fund of funds investment business in February 2016 The business manages ICG Enterprise Trust plc, an investment trust listed on the London Stock Exchange The Trust invests in primary and secondary fund investments and direct co-investments in Europe and USA Opportunity to combine the team s track record and expertise with ICG s market insights and operational support to grow assets ICG Enterprise Trust plc Invests in Third party private equity funds Direct co-investments alongside fund managers Funds and direct co-investments managed by ICG Underlying companies

71 PEFI strategy Balanced portfolio across private equity investments 71 Primary funds Direct co-investments Secondary funds Commit at inception of a new fund Invest alongside a fund, directly in an underlying company Acquire an additional interest in a fund part way through its life Typical year life Typical 4-6 year holding period Typical 3-7 year holding period Underlying investments selected by fund managers Underlying investments selected by ICG

72 ICG impact PEFI investors benefiting from ICG s global platform 72 Access In-house investment opportunities arising from ICG managed funds Third party manager introductions Delivering on objectives to increase investment rate and geographical diversity Insights ICG s knowledge of the private equity landscape is informing - manager selection - investment due diligence - strategy evolution Support A range of operational specialists are providing input into the management of the Trust Senior ICG oversight at Investment Committee

73 Performance Continuing to outperform the benchmark and peer group 73 NAV Total Return¹ 120.0% 112.0% 100.0% 80.0% 73.4% 60.0% 46.9% 40.0% 20.0% 16.8% 0.0% 1 year 3 years 5 years 10 years Listed PE sector FTSE All-Share ICG Enterprise Trust ¹For the period ending 31 October 2017

74 Benefits to ICG Addition of a strong, profitable and complementary platform 74 Growing, profitable business Immediate positive profit contribution Evergreen structure supports future growth in revenues A range of adjacent growth opportunities are available and under review Experienced Team Established team capable of managing significantly more capital Strong track record Longstanding relationship with ICG and good cultural fit Relationships Manager relationships broaden and strengthen ICG s other strategies Investor relationships through peer networking and manager reference calls Market insights Broadens ICG s perspective on the private equity market Enables ICG to better understand its investors and their challenges

75 Market opportunities Dynamics strong for broadening scope of asset class 75 Market Leader Existing Platform High investor demand Asia expansion Fund of Funds Global addressable market Note: Future expanded and complementary strategies are indicative of potential growth opportunities

76 Summary Competitive advantage as a market leader 76 Market leader One of the largest dedicated strategic equity strategies Scale is important to be able to fully exploit the market opportunity Investment sourcing Strategic Equity has established itself as a critical part of fund restructuring Existing ICG footprint aids brand recognition and deal sourcing Manage portfolios to maximise value Portfolios performing well Direct investing expertise and strong governance rights Track record locks in likely success of future fundraising Growth opportunities Larger successor funds raised Potential for a dedicated Asia expansion and a broader fund of funds business

77 77 Q&A Andrew Hawkins and Emma Osborne

78 78 Summary Benoit Durteste

79 Summary Well positioned for growth and increased shareholder value 79 Excellent fundamentals Fundraising supported by long term trend towards alternatives AUM and fee streams replenished with recent fundraising activity Plentiful third party capital, supported by a strong balance sheet, available for investment Locked in value Earnings are underpinned by long term, predictable and highly cash generative fee income streams Proven through the cycle investment performance over 28 years AUM growth Sticky institutional investor base and new client wins Extensive product pipeline Operating and capital efficiency Investment in our platform has positioned us for growth Commitment to enhance operating and capital efficiency

80 80 Q&A Benoit Durteste and Philip Keller

81 Capital Markets Update 1 February 2018

82 82 Appendix

83 INVESTMENT IN NEW FUNDS Operating model Updated to reflect revised shareholder targets 83 INVESTING Fund deployment Fund performance and track record FUNDRAISING Gross fundraising to average 6.0bn on a 3 year rolling basis Maintain fee level Selective product expansion IC PROFITABILITY IC gross return on assets Manage risk across all portfolios FMC PROFITABILITY FMC operating margin above 43% Manage risk across all portfolios CAPITAL ALLOCATION Return on equity above 13% Gearing x BUSINESS GROWTH Reinvest to drive returns Optimise co-investment ratio for each strategy SHAREHOLDER RETURNS Dividend policy targets paying out 85%-100% of FMC post tax profits + Return surplus cash

84 Net investment return Net investment return bridge 84 Net Investment Return FY17 Interest Income Capital Gains Other Income Impairments Total Return Net Investment Return m Opening NAV Closing NAV Average NAV Corporate Investments Mezzanine 1, , , (48.0) % Senior Debt (0.0) % Capital Markets (11.9) % Real Assets % Secondaries (0.0) % TOTAL LOAN BOOK 1, , , (48.0) % Assets For Syndication % TOTAL INCLUDING AFS 1, , , (48.0) % Reconciliation to Return on Assets FY17 Rec to Return on Assets FY17 m Opening NAV Closing NAV Average NAV Interest Income Capital Gains Other Income inc CLO Dividends Impairments Total Return Return on Assets CLO Dividends TOTAL LOAN BOOK 1, , , (48.0) %

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