The universe of Impact Private Debt has expanded considerably in recent years, driven by rising demand from institutional investors seeking to align capital with environmental and social objectives. While still a developing market, this segment is maturing quickly, with an increasing number of strategies now available across the spectrum of private market asset classes. This momentum brings notable opportunities, but also greater complexity in implementation, especially when it comes to defining impact and conducting robust manager selection.
A recent bfinance engagement with a European pension fund, focused on appointing managers for an Impact Direct Lending mandate, offers insights into the practical realities of navigating this fast-evolving space.
Market expansion and investor appetite
Over the past two years, the number of private credit managers offering strategies with an explicit impact focus has grown substantially. Today, more than 100 strategies are available or in development, spanning both pooled fund structures and tailored segregated accounts. Corporate direct lending is a key area of activity, alongside impact-focused strategies in infrastructure and real estate debt.
This expansion is taking place against a backdrop of increasing investor interest. According to bfinance’s 2024 Asset Owner Survey, 53% of institutional investors are either currently allocating to impact strategies or plan to do so. However, the proportion of those already implementing such allocations has only increased marginally since 2022. This reflects the practical challenges involved, which range from definitional ambiguity to limited track records and market immaturity in certain areas.
While Impact Private Equity remains the most established private markets impact segment, Impact Private Debt is gaining ground. The Global Impact Investing Network (GIIN) reports that nearly half of the investors surveyed now allocate to private debt as part of their impact strategies.
Defining impact in lending: an evolving picture
One of the primary challenges in this space is the considerable variation in how impact is defined and implemented across strategies. In the aforementioned bfinance manager search, approaches varied significantly. Some managers focused on lending to companies whose products and services directly address social or environmental challenges—so-called “positive impact companies.” Others relied on Sustainability-Linked Loans (SLLs), in which loan terms are tied to ESG-related performance targets, while others emphasised ESG integration in their investment process.
While these approaches play a role in driving improved sustainability outcomes, they do not necessarily constitute an “impact” strategy under definitions such as those used by the GIIN, which emphasise intentionality, contribution and measurability. In practice, only a subset of proposals reviewed during the search demonstrated full alignment with the investor’s stated impact objectives. Labels such as SFDR Article 9 prove to be insufficient as standalone indicators of impact credibility, reinforcing the need for detailed analysis of each manager’s methodology and outcomes framework.
Financial performance and portfolio construction
A common question among investors considering impact allocations is whether there is a performance trade-off. In this case, return expectations from Impact Direct Lending strategies were found to be broadly in line with those of conventional direct lending funds. There are also similarities, such as the very close average IRR targets (net of fees) – suggesting that impact strategies do not imply concessionary returns.
Nevertheless, the characteristics of impact-focused portfolios often differ from their mainstream counterparts. Strategies tended to focus on smaller borrowers, with average EBITDA around 25 million compared with 38 million in conventional funds. Portfolios are typically more concentrated, and a higher proportion of transactions were unsponsored—approximately 30%, versus 6% for traditional direct lending strategies. These distinctions point to a stronger emphasis on the lower mid-market and less intermediated deals, which may offer greater scope for lenders to drive positive change.
Manager adaptability and implementation challenges
One of the more encouraging outcomes of the manager search was the willingness of managers to adapt their offerings to meet client requirements. More than 40% of the accepted proposals were for segregated accounts, highlighting the extent to which managers are prepared to offer customised solutions in response to clear demand. In addition, several new strategies with experienced teams were identified, reinforcing the importance of revisiting the full manager universe rather than relying solely on existing relationships or historic research.
That said, the relative nascency of many strategies means that live fund-level track records are limited. Where back-testing or carve-outs from conventional strategies were provided, investors needed to assess whether the deals were representative of the proposed impact approach, and whether impact metrics had been applied rigorously and consistently.
Key areas of focus in due diligence
During the final stages of due diligence, several themes emerged as central to the evaluation process. These included the credibility and robustness of each strategy’s impact methodology, the quality and relevance of the track record, the potential for fundraising risk (particularly for newer strategies), the strength of the sourcing and deal execution pipeline, and the appropriateness of fees and performance incentives.
Across all areas, alignment with the investor’s own impact objectives was a key priority. This included not only thematic alignment—for example, with climate or social equity goals—but also confidence in the manager’s ability to measure and report meaningful outcomes.
Conclusion
The development of Impact Private Debt is creating new opportunities for investors to support positive environmental and social outcomes without compromising financial performance. However, the wide variety of approaches and the emerging nature of many strategies make manager selection a more nuanced and resource-intensive process.
As investor interest continues to grow, it will be important to maintain clear definitions, conduct robust due diligence, and work closely with managers to ensure that strategies deliver the outcomes that asset owners are seeking. While this part of the market may still be developing, it offers an increasingly viable avenue for investors looking to integrate impact into their private markets’ portfolios.
The author is Sarita Gosrani, director of ESG and responsible investment at bfinance