Charterhouse Capital Partners LLP

Charterhouse Capital Partners LLP

Charterhouse Capital Partners LLP

Date Founded



Warwick Court Paternoster Square London United Kingdom EC4M 7DX

Type of Company



Private Equity & Venture Capital
Investment Services & Portfolio Management

Company Description

Charterhouse's investment strategy focuses on acquiring major divisions of listed multinational groups. They deal with separation issues and transitional services derived from complex transactions. They invest up to €1,000 million per transaction. For higher equity investments, they work with their fund investors. Their investment horizon is typically over a three- to five-year period. They are committed to backing the incumbent management team of their portfolio firms.Charterhouse invests in large debt-free firms, between €400 million and €4 billion, headquartered in Western Europe, primarily in France, Spain, Germany, Italy, The Netherlands and Sweden. They invest in most sectors with a particular concentration on service firms. They target firms with proven cash-generating growth. They seek investment situations where the portfolio firms' management team actively supports Charterhouse. They look for firms that would reach flotation within five years.The firm's fund investors are composed of blue chip institutional investors worldwide such as funds of funds, insurance companies, pension funds, government agencies, banks and endowments.

Executives & Employees
Board of Directors

Chairman at Charterhouse Capital Partners LLP

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Charterhouse Capital Partners LLP
Recent Transactions
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Charterhouse Capital Partners LLP, Optima SpA purchase Pernigotti SpA /Ice & Pastry Division from Toksöz Holding

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EQT Partners AB purchases BARTEC Top Holding GmbH from Charterhouse Capital Partners LLP

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Charterhouse Capital Partners LLP, Watling Street Capital Partners LLP purchase Tarsus Group Ltd. (United Kingdom)

Transaction Advisors
Legal Advisor

Advised onHolding Bercy Management SAS, Chequers Partenaires SA, Charterhouse Capital Partners LLP, Elior Group SA purchase Elior SCA

Legal Advisor

Advised onCharterhouse Capital Partners LLP purchases Ista International GmbH from CVC Advisers Ltd.

Investment Advisor

Advised onCharterhouse Capital Partners LLP purchases Wood Mackenzie Ltd. from Royal Bank of Scotland Group Plc, Candover Partners, Ltd., Candover Investments

Legal Advisor

Advised onArdian SA, Fives SA /Private Group purchase Fives SA from Charterhouse Capital Partners LLP, Equistone Partners Europe Ltd.


Advised onCharterhouse Capital Partners LLP purchases Coopération Pharmaceutique Française SAS from Caravelle SA

Legal Advisor

Advised onCharterhouse Capital Partners LLP purchases Coopération Pharmaceutique Française SAS from Caravelle SA

Advisors & Consultants

Global Co-Chair, Mergers & Acquisitions Practice at Latham & Watkins LLP

Legal Advisor

Partner at Latham & Watkins LLP

Legal Advisor

Partner at Simpson Thacher & Bartlett LLP


The Mission of SERS is to provide our members, retirees, and beneficiaries with pension benefit programs and services that are soundly financed, prudently administered, and delivered with understanding and responsiveness. Vision Where We Will Go - SERS understands the need to change based on our current environment and mission. Our values will help guide us as we explore the development of a sustainable pension and health care model, the creation of a "change-ready" culture, and the development of new strategic partnerships over the next five years. SERS will explore the costs and benefits of new types of pension and health care funding structures and investment models, eligibility and service delivery models to ensure the most efficient and effective uses of our members’ resources. SERS will review pension and health care plan design, eligibility and reduction factors in light of current and future environmental factors. In weighing the alternatives, SERS will keep in mind the overriding goals to: Maintain a sound level of funding. Provide access to health care for eligible SERS retirees and their dependents. SERS is committed to an organizational culture in which both Board and staff support success in meeting the challenges of our environment. This change-ready culture will require: Understanding the emerging needs of members and retirees, and how our partners can help us meet those needs. Highly skilled and empowered Board and staff members who clearly understand their roles and responsibilities, and are provided with the training, tools, and organizational support to enable success. Performance measures that hold vendors as well as SERS accountable for individual and team performance in achieving SERS’ goals. Collaboration and partnership within and across departments and partner organizations, focused on achieving the mission and goals of SERS. Continual process improvement and innovation to reduce costs and improve service levels. SERS believes that the key to achieving our mission will be through strategic partnerships with those organizations and individuals who have an impact on our members’ well-being and financial security. This new model of communication and collaboration will allow us to identify, and deliver solutions for, the issues of greatest impact to our members and retirees. SERS will explore new ways to communicate with our strategic partners: Multiple service channels for our members: (face-to-face, electronic, web, multi-lingual, etc.). Increased communications through employers, as well as directly to members and retirees. Lobbying and public education to minimize the potential for detrimental legislation. Education and communication to all partners, to provide: Realistic expectations of benefits Clear understanding of the value of the employers' investment Tools to assist our members in effective retirement planning and preparation Our Values Who We Are - We believe these deeply ingrained principles guide all of our actions and enable SERS to fulfill its mission: Member and Retiree Focus We focus on the needs of our members and retirees by “serving the people who serve our schools.” Integrity We believe in the highest professional standards and ethical conduct and the accountability needed to succeed and achieve our goals. We uphold ethical and professional conduct by word and example. Open Communication We practice respectful, direct, and proactive communication. Continuous Innovation We celebrate success and strive for quality, and continually seek better ways to fulfill our mission to our members and retirees. We value individual and organizational courage, and a willingness to change. Teamwork We are committed to achieving our mission in a manner that encourages participation and values each person’s contributions. Strategic Plan Creating a secure retirement requires a partnership among members, employers, and public retirement systems, each with important responsibilities. The SERS Leadership team defined the responsibilities for each partner for four critical elements of retirement security, and created a Retirement Security Compact. This Compact described each partners’ responsibilities and provided a framework that the Leadership team used in developing strategic priorities and tactics. Elements of a secure retirement include: A well thought-out plan for retirement Sufficient financial resources Good health Life resources In light of the Retirement Security Compact, the Leadership team identified 5 strategic priorities: Develop Long-Term Plan for Pension Security Develop Long-Term Plan for Healthcare Security Ensure Effective Board and Staff Collaboration Communicate Effectively with Stakeholders Ensure Appropriate Resource Structure (human, financial, infrastructure)

The Pension Reserves Investment Management Board employs external investment managers and gives them discretion, consistent with specified objectives and guidelines, to manage the Pension Reserves Investment Trust's assets. At reasonable intervals of not more than 3 to 5 years, the Board undertakes a comprehensive review of their asset allocation plan and its underlying assumptions, including Massachusetts' current and projected pension assets and liabilities, long-term capital markets rate of return assumptions and the Board's risk tolerances. The review identifies a reasonable time horizon and investment strategy for matching assets and liabilities, a fund level total return target and an optimal allocation among available asset classes and sub-asset classes. The Board examines the asset allocation plan annually, and considers adjustments to the plan as may be appropriate.

LACERS invests in domestic and international equities, fixed-income, private equity and real estate. The plan is diversified across all sectors.

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Doc Generici Srl manufactures and distributes generic drugs. The firm offers drugs for the treatment of chronic diseases such as cardiovascular and neurological. The company was founded in 1996 and is headquartered in Milan, Italy.

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Nuova Castelli SpA supplies and distributes dairy specialties and canned fish products. The firm markets products under the Altomar, Maremi, Alba, and Airone brands. It engages in the operation and development of storage warehouses and distribution centers. The company was founded by Carlo Castelli in 1892 and is headquartered in Reggio Emilia, Italy.

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ista International GmbH engages in the provision of energy management services. It also offers detect and protect solutions that include installation and maintenance of smoke alarm devices; and provision of leakage detection and tap maintenance and drinking water analysis services. The company was founded by Johannes Schultz and Karl Volker in 1957 and is headquartered in Essen, Germany.

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