Funds Operated by RJE

Fund overview

Name Rising Japan Equity No.1 Investment LLP
Established January 1, 2011 (dissolved on March 31, 2018)
Fund period 10 years
(extendable by up to two years)
Limited liability partners Domestic institutional investors and corporations

Name Rising Japan Equity No.2 Investment LLP
Established February 1, 2017
Fund period 10 years
(extendable by up to two years)
Limited liability partners Domestic institutional investors and corporations

Fund Investment Policy

Investment criteria

  • Mid-cap companies based in Japan that are generating stable cash flow
  • Possess some sort of competitive edge in business, either obvious or latent
  • By building relationships based on trust and cooperation and establishing an optimal governance structure, have in place a robust management structure capable of delivering further growth
  • Can be expected to see long-term business growth through the proactive provision of resources (money, networks, human resources, etc.)

Investment method

  • Generally acquire a majority of the voting rights, regardless of whether the company is listed or unlisted, so as to ensure effective corporate governance (buy-out investment)
    However, if a governance structure of a certain standard can be established, an investment may be made without taking a majority stake, or a majority stake may be acquired jointly with other funds or investee companies

Fund Investment Targets

  • Companies who need to find successors or whose founders need to liquidate their holdings for cash, and that need to strengthen their management capabilities and governance for the future
  • Companies that possess core technology, brand power, etc. and can be expected to further expand their operations if provided with additional resources
  • Companies whose mainstay business is performing well but have suffered investment failures in the past or are saddled with unprofitable businesses, and therefore in need of operational or financial restructuring
  • Companies that can be expected to improve their performance through faster decision-making, stronger governance, and managerial support as a result of going private
  • Subsidiaries and business that have profit potential but are being denied adequate resources as a result, for example, of their parent companies altering their business strategy
  • Companies that operate in a sector comprising a multitude of small players, and could play a central role in sector realignment by, for example, commanding a large market share by specializing in a niche field