ensure its portfolio investments have sustainable capitalstructures for a longer term while maximizing thereturn on invested equity. If <strong>Carlyle</strong> is unsuccessful inobtaining viable financing, the portfolio will suffer.For example, despite intensive negotiations, <strong>Carlyle</strong>was unable to reach an agreement on the financing ofthe Linden-Park project, located in Hanover, Germany,and the project was forced to file for insolvency protectionin 2009.In terms of acquisitions, <strong>Carlyle</strong> Europe RealEstate Partners remains focused on its core businessof office buildings in need of refurbishment or redevelopment,and takes an opportunistic approach ondistressed situations.<strong>Carlyle</strong> Asia Real Estate Partners<strong>Carlyle</strong> Asia Real Estate Partners ended <strong>2008</strong> with whatwe see as a strong portfolio and approximately $400 millionof uncalled capital commitments. By employing aproactive investment strategy, the team endeavors to generateand evaluate highly selective deals on an exclusive,directly negotiated basis. This approach provides speedand certainty in committing to complex transactions.<strong>The</strong> team of 20 native investment professionalsbased in Beijing, Hong Kong, Mumbai, Shanghaiand Tokyo targets real estate properties primarily inChina, India and Japan, with a focus on the office,residential, industrial, retail, hotel and senior housingsectors. <strong>The</strong> team advises two funds, <strong>Carlyle</strong> AsiaReal Estate Partners, L.P., which launched in 2005 with$411 million in commitments, and <strong>Carlyle</strong> Asia RealEstate Partners II, L.P., which launched in <strong>2008</strong>.We believe that a strong knowledge of local andglobal capital and property markets, combined withclose working relationships with local operating partners,enables the team to create value through activeasset management. <strong>Carlyle</strong> establishes a businessplan for each investment that identifies strategies tooptimize income and increase the underlying valueof the asset. Close coordination with other <strong>Carlyle</strong>investment professionals, particularly colleagues inAsia, enables <strong>Carlyle</strong> to maximize the synergistic benefitsof its global platform and differentiate itself fromits competitors.During <strong>2008</strong>, <strong>Carlyle</strong> continued its strategic partnershipwith Tokio Marine Nichido Samuel, a leadingsenior housing operator in Japan, which began in theprevious year. <strong>Carlyle</strong> also continued to work with itslocal operating partner, S.O.W., to manage its portfolioof midsized retail properties in regional cities acrossJapan. As the portfolio matures, <strong>Carlyle</strong>’s efforts arefocused on enhancing cash flow, improving tenancy,positioning the centers for potential exits and maximizingtheir underlying value.During the first half of <strong>2008</strong>, <strong>Carlyle</strong> made fourinvestments in real estate properties across Asiatotaling more than $500 million in total capitalization.Three investments were in the senior housingand retail sectors in Japan, and one investment wasin the residential sector in Macau. In the second halfof the year, due to the global credit crisis, the teamfocused primarily on actively managing existingassets in an effort to maximize value and ensure thatthey are stabilized.52 <strong>The</strong> <strong>Carlyle</strong> <strong>Group</strong> <strong>2008</strong>
27.5 millionIn 2007, there were approximately27.5 million Japanese citizensages 65 years or older. By 2050,the number of elderly citizens isprojected to increase to 38.6 million,comprising nearly 40% of thetotal population.Bon Sejour Grand, Tokyo, JapanJapan is expected to have the second-highest proportion ofsenior citizens in the world by 2050. At the same time, migrationpatterns in Japan show that families are moving backinto central city areas, creating a need for senior housing inurban neighborhoods.Seeing these trends as compelling reasons to begin investingin the senior housing sector in Japan, <strong>Carlyle</strong> made its first acquisitionof a senior housing property in 2007 in strategic partnershipwith Tokio Marine Nichido Samuel. In January <strong>2008</strong>, <strong>Carlyle</strong>expanded its senior housing portfolio by purchasing the land andbuildings of the Bon Sejour Grand facilities, comprising a totalof 346 units at four residences. Nomura Healthcare Company, aspecialized manager of healthcare assets, co-manages the properties.In November <strong>2008</strong>, an additional senior housing propertywas acquired. All six properties are located in central Tokyo.<strong>The</strong>se acquisitions reflect <strong>Carlyle</strong>’s investment strategy offocusing on less crowded sectors and forming strategic allianceswith operators in each sector.<strong>2008</strong> <strong>The</strong> <strong>Carlyle</strong> <strong>Group</strong> 53