Washington, D.C. 20549
Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined by Rule 405 of the Securities Act.
Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 of Section 15(d) of the Act.
Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
Indicate by check mark whether the Registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).
Indicate by check mark whether the Registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and "emerging growth company" in Rule 12b-2 of the Exchange Act.
The aggregate market value of the voting and non-voting common shares held by non-affiliates of the Registrant as the last business day of the Registrant’s most recently completed second quarter was $1.4$1.3 billion based upon the closing price on the New York Stock Exchange on such date.
Portions of the definitive Proxy Statement relating to the Registrant’s Annual Meeting of Shareholders, scheduled to be held on May 14, 2019,2020, to be filed with the Securities and Exchange Commission, are incorporated by reference into Part III, Items 10-14 of this Annual Report on Form 10-K as indicated herein.
This report combines the annual reports on Form 10-K for the year ended December 31, 20182019 of Kite Realty Group Trust, Kite Realty Group, L.P. and its subsidiaries. Unless stated otherwise or the context otherwise requires, references to “Kite Realty Group Trust” or the “Parent Company” mean Kite Realty Group Trust, and references to the “Operating Partnership” mean Kite Realty Group, L.P. and its consolidated subsidiaries. The terms “Company,” “we,” “us,” and “our” refer to the Parent Company and the Operating Partnership collectively, and those entities owned or controlled by the Parent Company and/or the Operating Partnership.
The Operating Partnership is engaged in the ownership, operation, acquisition, development and redevelopment of high-quality neighborhood and community shopping centers in select markets in the United States. The Parent Company is the sole general partner of the Operating Partnership and as of December 31, 20182019 owned approximately 97.6%97.5% of the common partnership interests in the Operating Partnership (“General Partner Units”). The remaining 2.4%2.5% of the common partnership interests (“Limited Partner Units” and, together with the General Partner Units, the “Common Units”) are owned by the limited partners.
We believe combining the annual reports on Form 10-K of the Parent Company and the Operating Partnership into this single report benefits investors by:
enhancing investors’ understanding of the Parent Company and the Operating Partnership by enabling investors to view the business as a whole in the same manner as management views and operates the business;
eliminating duplicative disclosure and providing a more streamlined and readable presentation of information because a substantial portion of the Company’s disclosure applies to both the Parent Company and the Operating Partnership; and
creating time and cost efficiencies through the preparation of one combined report instead of two separate reports.
We believe it is important to understand the few differences between the Parent Company and the Operating Partnership in the context of how we operate as an interrelated consolidated company. The Parent Company has no material assets or liabilities other than its investment in the Operating Partnership. The Parent Company issues public equity from time to time but does not have any indebtedness as all debt is incurred by the Operating Partnership. In addition, the Parent Company currently does not nor does it intend to guarantee any debt of the Operating Partnership. The Operating Partnership has numerous wholly-owned subsidiaries, and it also owns interests in certain joint ventures. These subsidiaries and joint ventures own and operate retail shopping centers and other real estate assets. The Operating Partnership is structured as a partnership with no publicly-traded equity. Except for net proceeds from equity issuances by the Parent Company, which are contributed to the Operating Partnership in exchange for General Partner Units, the Operating Partnership generates the capital required by the business through its operations, its incurrence of indebtedness and the issuance of Limited Partner Units to third parties.
Shareholders’ equity and partners’ capital are the main areas of difference between the consolidated financial statements of the Parent Company and those of the Operating Partnership. In order to highlight this and other differences between the Parent Company and the Operating Partnership, there are separate sections in this report, as applicable, that separately discuss the Parent Company and the Operating Partnership, including separate financial statements and separate Exhibit 31 and 32 certifications. In the sections that combine disclosure of the Parent Company and the Operating Partnership, this report refers to actions or holdings as being actions or holdings of the collective Company.
This Annual Report on Form 10-K, together with other statements and information publicly disseminated by us, contains certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Such statements are based on assumptions and expectations that may not be realized and are inherently subject to risks, uncertainties and other factors, many of which cannot be predicted with accuracy and some of which might not even be anticipated. Future events and actual results, performance, transactions or achievements, financial or otherwise, may differ materially from the results, performance, transactions or achievements, financial or otherwise, expressed or implied by the forward-looking statements. Risks, uncertainties and other factors that might cause such differences, some of which could be material, include but are not limited to:
national and local economic, business, real estate and other market conditions, particularly in connection with low or negative growth in the U.S. economy as well as economic uncertainty;
financing risks, including the availability of, and costs associated with, sources of liquidity;
the financial stability of tenants, including their ability to pay rent and the risk of tenant closuresinsolvency or bankruptcies;
our ability to maintain our status as a real estate investment trust for U.S. federal income tax purposes;
risks related to the geographical concentration of our properties in Florida, Indiana, Texas, Nevada, and Texas;North Carolina;
risks associated with cybersecurity attacks and the loss of confidential information and other business disruptions;
other risks identified in this Annual Report on Form 10-K and, in other reports we file from time to time with the Securities and Exchange Commission (the “SEC”) or in other documents that we publicly disseminate.
We undertake no obligation to publicly update or revise these forward-looking statements, whether as a result of new information, future events or otherwise.
PART I
ITEM 1. BUSINESS
Unless the context suggests otherwise, references to “we,” “us,” “our” or the “Company” refer to Kite Realty Group Trust and our business and operations conducted through our directly or indirectly owned subsidiaries, including Kite Realty Group, L.P., our operating partnership (the “Operating Partnership”).
Overview
Kite Realty Group Trust is a publicly-held real estate investment trust which, through its majority-owned subsidiary, Kite Realty Group, L.P., owns interests in various operating subsidiaries and joint ventures engaged in the ownership and operation, acquisition, development and redevelopment of high-quality neighborhood and community shopping centers in select markets in the United States. We derive revenues primarily from activities associated with the collection of contractual rents and reimbursement payments from tenants at our properties. Our operating results therefore depend materially on, among other things, the ability of our tenants to make required lease payments, the health and resilience of the United States retail sector, interest rate volatility, job growth and overall economic and real estate market and overall economic conditions.
As of December 31, 2018,2019, we owned interests in 11190 operating and redevelopment properties totaling approximately 21.917.4 million square feet. We also owned one development project under construction as of this date. Our retail operating portfolio was 94.6%96.1% leased to a diversified retail tenant base, with no single retail tenant accounting for more than 2.6%2.5% of our total annualized base rent. In the aggregate, our largest 25 tenants accounted for 34.1%32.1% of our annualized base rent. See Item 2, “Properties” for a list of our top 25 tenants by annualized base rent.
Significant 20182019 Activities
Operating Activities
We continued to drive strong operating results from our portfolio as follows:
Realized net loss attributable to common shareholders of $46.6$0.5 million, which included $70.4$37.7 million of impairment charges;
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| • | Generated Funds From Operations, as defined by NAREIT, of $131.4 million and Funds From Operations, as adjusted for a loss on debt extinguishment, of $143.0 million. |
Same Property Net Operating Income ("Same Property NOI") increased by 1.4%2.2% in 20182019 compared to 20172018 primarily due to increases in rental rates and an improved tenant mix driven by strong anchor and shop leasing activity;
We executed new and renewal leases on 315302 individual spaces for approximately 1.72.0 million square feet of retail space, achieving a blended cash rent spread of 6.8% for comparable leases. As part of the total leasing activity, we executed 12 new anchor leases for 297,000 square feet for a9.2% and blended cashGAAP rent spread of 8.4%;14.5% for comparable leases;
We opened 135107 new tenant spaces totaling 602,000657,000 square feet;
Our operating portfolio annual base rent ("ABR") per square foot as of December 31, 20182019 was $16.84,$17.83, an increase of $0.52$0.99 or 3.2%5.9% from the end of the prior year;
Total retail leased percentage and was 96.1% as of December 31, 2019; and
Small shop leased percentage was 91.2%92.5% as of December 31, 2018,2019, which was an all-time Company high.
Disposition Activities
During 2018,Strengthening our balance sheet continues to be one of our top priorities. In February 2019, we sold sixannounced a plan, Project Focus, to market and sell up to $500 million in non-core operating propertiesassets as part of a program designed to improve the Company’s portfolio quality, reduce its leverage, and focus operations on markets where we believe the Company can gain scale and generate attractive risk-adjusted returns ("Project Focus"). This program was completed in October 2019.
Transaction highlights of Project Focus were the following:
Sold 23 non-core assets for $125a combined $544 million at a blended capitalization rate of gross proceedsapproximately 8%.
Lowered leverage such that were usedour ratio of net debt to pay downEBITDA is 5.9x as of December 31, 2019.
Strengthened our existingliquidity profile as we have no debt maturing through 2021 and no balance on our unsecured revolving credit facility. These operatingThe Company's existing unsecured revolving credit facility can pay all debt maturities through 2025.
Increased ABR to $17.83 as the retail assets sold had a weighted averagean ABR of $12.23,$14.66, which was 27%significantly lower than the remainingour current operating portfolio ABR.portfolio.
We entered into a strategic joint venture with Nuveen (formerly known as TH Real Estate) by selling an 80% interest in three core retail assets resulting in gross proceeds of $89 million.
Development and Redevelopment Activities
We believe evaluating our operating properties for development and redevelopment opportunities enhances shareholder value as it will make them more attractive for leasing to new tenants and it improves long-term values and economic returns. We initiated, advanced, and completed a number of development and redevelopment activities in 2018, including the following:
Eddy Street Commons in South Bend, Indiana – Phase II of Eddy Street Commons is a mixed-use development at the University of Notre Dame that will include a retail component, apartments, townhomes, and a community center. The total projected costs for all components of the project are $90.8 million, of which our share is $10.0 million, although we have provided a completion guaranty to the South Bend Redevelopment Commission and the South Bend Economic Development Commission on the construction of the entire project. The project is currently under construction with a projected stabilization date of late 2020.
We completed construction of a full-service Embassy Suites hotel at Phase I of Eddy Street Commons, which opened in September 2018. The Company has a 35% ownership interest in the hotel.
Under Construction Redevelopment, Reposition, and Repurpose (“3-R”) Projects. Our 3-R initiative continued to progress in 2018 with the completion of six projects. Total costs incurred on these projects were $64.6 million with a composite annual return of 8.6%.
Financing and Capital Raising Activities.
In 2018,2019, we were able to maintainfurther improve our strong balance sheet, financial flexibility and liquidity to fund future growth. We ended the year with approximately $484.9$614.8 million of combined cash and borrowing capacity on our unsecured revolving credit facility.
In October 2018, we closed on a $250 million ten-year unsecured term loan that extended the weighted average scheduled maturity of the debt portfolio by a full year to 6.2 years and laddered the debt maturity schedule so that no more than 20% of the Company's debt is scheduled to mature in any single calendar year.
We have only $20.7 million of principalno debt scheduled to mature through December 31, 2020,2021, and a debt service coverage ratio of 3.3x3.6x as of December 31, 2018.2019. We have been assigned investment grade corporate credit ratings from two nationally recognized credit rating agencies. These ratings were unchanged during 2018.2019.
Business Objectives and Strategies
Our primary business objectives are to increase the cash flow and value of our properties, achieve sustainable long-term growth and maximize shareholder value primarily through the ownership and operation, acquisition, development and redevelopment of high-quality neighborhood and community shopping centers. We invest in properties with well-located real estate and strong demographics, and we use our leasing and management strategies to improve the long-term values and economic returns of our properties. We believe that certain of our properties represent attractive opportunities for profitable renovation and expansion.
We seek to implement our business objectives through the following strategies, each of which is more completely described in the sections that follow:
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| • | Operating Strategy: Maximizing the internal growth in revenue from our operating properties by leasing and re-leasing to a strong and diverse group of retail tenants at increasing rental rates, when possible, and redeveloping or renovating certain properties to make them more attractive to existing and prospective tenants and consumers; |
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| • | Financing and Capital Preservation Strategy: Maintaining a strong balance sheet with flexibility to fund our operating and investment activities. Funding sources include the public equity and debt markets, an existing revolving credit facility with zero outstanding, new secured debt, internally generated funds, proceeds from selling land and properties that no longer fit our strategy, and potential strategic joint ventures; and |
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| • | Growth Strategy: Prudently using available cash flow, targeted asset recycling, equity, and debt capital to selectivelyacquire additional retail properties and redevelop or renovate our existing properties where we believe that investment returns would meet or exceed internal benchmarks. |
Operating Strategy: Maximizing the internal growth in revenue from our operating properties by leasing and re-leasing to a strong and diverse group of retail tenants at increasing rental rates, when possible, and redeveloping or renovating certain properties to make them more attractive to existing and prospective tenants and consumers;
Financing and Capital Preservation Strategy: Maintaining a strong balance sheet with sufficient flexibility to fund our operating and investment activities. Funding sources include the public equity and debt markets, existing $485 million of cash and available liquidity under revolving credit facility, new secured debt, internally generated funds, proceeds from selling land and properties that no longer fit our strategy, and potential strategic joint ventures.
Growth Strategy: Prudently using available cash flow, targeted asset recycling, equity, and debt capital to selectivelyacquire additional retail properties and redevelop or renovate our existing properties where we believe that investment returns would meet or exceed internal benchmarks; and
Operating Strategy. Our primary operating strategy is to maximize rental rates and occupancy levels by attracting and retaining a strong and diverse tenant base. Most of our properties are located in regional and neighborhood trade areas with attractive demographics, which allows us to maximize occupancy and rental rates. We seek to implement our operating strategy by, among other things:
increasing rental rates upon the renewal of expiring leases or re-leasing space to new tenants while minimizing vacancy to the extent possible;
maximizing the occupancy of our operating portfolio;
minimizing tenant turnover;
maintaining leasing and property management strategies that maximize rent growth and cost recovery;
maintaining a diverse tenant mix that limits our exposure to the financial condition of any one tenant or category of retail tenants;
maintaining and improving the physical appearance, condition, layout and design of our properties and other improvements located on our properties to enhance our ability to attract customers;
implementing offensive and defensive strategies against e-commerce competition;
actively managing properties to minimize overhead and operating costs;
maintaining strong tenant and retailer relationships in order to avoid rent interruptions and reduce marketing, leasing and tenant improvement costs that result from re-leasing space to new tenants; and
taking advantage of under-utilized land or existing square footage, reconfiguring properties for more profitable use, and adding ancillary income sources to existing facilities.
We successfully executed our operating strategy in 20182019 in a number of ways, including Same Property NOI growth of 1.4%2.2%, a blended new and renewal cash leasing spread of 6.8%9.2%, an increase in our anchor leased percentage to 97.8% as of year-end, and an increase in our small shop leased percentage to 91.2%92.5% as of year end.year-end. We have placed significant emphasis on maintaining a strong and diverse retail tenant mix, which has resulted in no tenant accounting for more than 2.6%2.5% of our annualized base rent. See Item 2, “Properties” for a list of our top tenants by gross leasable area ("GLA") and annualized base rent.
Financing and Capital Preservation Strategy. We finance our acquisition, development, and redevelopment activities seeking to use the most advantageous sources of capital available to us at the time. These sources may include the reinvestment of cash flows generated by operations, the sale of common or preferred shares through public offerings or private placements, the reinvestment of net proceeds from the disposition of assets, the incurrence of additional indebtedness through secured or unsecured borrowings, and entering into real estate joint ventures.
Our primary financing and capital preservation strategy is to maintain a strong balance sheet and enhance our flexibility to fund operating and investment activities in the most cost-effective way. We consider a number of factors when evaluating the amount and type of additional indebtedness we may elect to incur. Among these factors are the construction costs or purchase prices of properties to be developed or acquired, the estimated market value of our properties and the Company as a whole upon consummation of the financing, and the ability to generate durable cash flow to cover expected debt service.
Strengthening our balance sheet continues to be one of our top priorities. In February 2019, the Company announced a plan to market and sell up to $500 million in non-core assets as part of a program designed to improve the Company’s portfolio quality, reduce its leverage, and focus operations on markets where the Company believes it can gain scale and generate attractive risk-adjusted returns. The Company currently anticipates that the bulkmajority of the net proceeds will bewere used to repay debt, further strengthening itsstrengthen our balance sheet.
We maintain an investment grade credit rating that we expect will continue to enable us to opportunistically access the public unsecured bond market and will allow us to lower our cost of capital and provide greater flexibility in managing the acquisition and disposition of assets in our operating portfolio.
We intend to continue implementing our financing and capital strategies in a number of ways, which may include one or more of the following actions:
prudently managing our balance sheet, including maintaining sufficient availability under our unsecured revolving credit facility so that we have additional capacity to fund our development and redevelopment projects and pay down maturing debt if refinancing that debt is not desired or practical;
extending the scheduled maturity dates of and/or refinancing our near-term mortgage, construction and other indebtedness;
expanding our unencumbered asset pool;
raising additional capital through the issuance of common shares, preferred shares or other securities;
managing our exposure to interest rate increases on our variable-rate debt through the selective use of fixed rate hedging transactions;
issuing unsecured bonds in the public markets, and securing property-specific long-term non-recourse financing; and
entering into joint venture arrangements in order to access less expensive capital and mitigate risk.
Growth Strategy. Our growth strategy includes the selective deployment of financial resources to projects that are expected to generate investment returns that meet or exceed our internal benchmarks. We implement our growth strategy in a number of ways, including:
continually evaluating our operating properties for redevelopment and renovation opportunities that we believe will make them more attractive for leasing to new tenants, right-sizing of anchor spaces while increasing rental rates, and re-leasing spaces to existing tenants at increased rental rates;
disposing of selected assets that no longer meet our long-term investment criteria and recycling the net proceeds into properties that provide attractive returns and rent growth potential in targeted markets or using the proceeds to repay debt, thereby reducing our leverage; and
selectively pursuing the acquisition of retail operating properties, portfolios and companies in markets with strong demographics.
In evaluating opportunities for potential acquisition, development, redevelopment and disposition, we consider a number of factors, including:
the expected returns and related risks associated with the investments relative to our combinedweighted cost of capital to make such investments;
the current and projected cash flow and market value of the property and the potential to increase cash flow and market value if the property were to be successfully re-leased or redeveloped;
the price being offered for the property, the current and projected operating performance of the property, the tax consequences of the transaction, and other related factors;
opportunities for strengthening the tenant mix at our properties through the placement of anchor tenants such as value retailers, grocers, soft goods stores, theaters, or sporting goods retailers, as well as further enhancing a diverse tenant mix that includes restaurants, specialty shops, service retailers such as banks, dry cleaners and hair salons, and shoe and clothing retailers, some of which provide staple goods to the community and offer a high level of convenience;
the configuration of the property, including ease of access, availability of parking, visibility, and the demographics of the surrounding area; and
the level of success of existing properties in the same or nearby markets.
In 2018, we completed one development and six 3-R projects at total costs of $79.9 million and an aggregate return on cost of 8.5%.
Competition
The United States commercial real estate market continues to be highly competitive. We face competition from other REITs, including other retail REITs, and other owner-operators engaged in the ownership, leasing, acquisition, and development of shopping centers as well as from numerous local, regional and national real estate developers and owners in each of our markets. Some of these competitors may have greater capital resources than we do, although we do not believe that any single competitor or group of competitors is dominant in any of the markets in which we own properties.
We face significant competition in our efforts to lease available space to prospective tenants at our operating, development and redevelopment properties. The nature of the competition for tenants varies based on the characteristics of each local market in which we own properties. We believe that the principal competitive factors in attracting tenants in our market areas are location, demographics, rental rates, the presence of anchor stores, competitor shopping centers in the same geographic area and the maintenance, appearance, access and traffic patterns of our properties. There can be no assurance in the future that we will be able to compete successfully with our competitors in our development, acquisition and leasing activities.
Government Regulation
We and our properties are subject to a variety of federal, state, and local environmental, health, safety and similar laws, including:
Americans with Disabilities Act. Our properties must comply with Title III of the Americans with Disabilities Act (the "ADA"), to the extent that such properties are public accommodations as defined by the ADA. The ADA may require removal of
structural barriers to access by persons with disabilities in certain public areas of our properties where such removal is readily achievable. We believe our properties are in substantial compliance with the ADA and that we will not be required to make substantial capital expenditures to address the requirements of the ADA. However, noncompliance with the ADA could result in orders requiring us to spend substantial sums to cure violations, pay attorneys' fees, or pay other amounts. The obligation to make readily accessible accommodations is an ongoing one, and we will continue to assess our properties and make alterations as appropriate in this respect.
Affordable Care Act. We may be subject to excise taxes under the employer mandate provisions of the Affordable Care Act ("ACA") if we (i) do not offer health care coverage to substantially all of our full-time employees and their dependents or (ii) do not offer health care coverage that meets the ACA's affordability and minimum value standards. The excise tax is based on the number of full-time employees. We do not anticipate being subject to a penalty under the ACA; however, even in the event that we are, any such penalty would be less than $0.3 million, as we had 144133 full-time employees as of December 31, 2018. 2019.
Environmental Regulations. Some properties in our portfolio contain, may have contained or are adjacent to or near other properties that have contained or currently contain underground storage tanks for petroleum products or other hazardous or toxic substances. These storage tanks may have released, or have the potential to release, such substances into the environment.
In addition, some of our properties have tenants which may use hazardous or toxic substances in the routine course of their businesses. In general, these tenants have covenanted in their leases with us to use these substances, if any, in compliance with all environmental laws and have agreed to indemnify us for any damages we may suffer as a result of their use of such substances. However, these lease provisions may not fully protect us in the event that a tenant becomes insolvent. Finally, certain of our properties have contained asbestos-containing building materials, or ACBM, and other properties may have contained such materials based on the date of its construction. Environmental laws require that ACBM be properly managed and maintained, and fines and penalties may be imposed on building owners or operators for failure to comply with these requirements. The laws also may allow third parties to seek recovery from owners or operators for personal injury associated with exposure to asbestos fibers.
Neither existing environmental, health, safety and similar laws nor the costs of our compliance with these laws has had a material adverse effect on our financial condition or results operations, and management does not believe they will in the future. In addition, we have not incurred, and do not expect to incur, any material costs or liabilities due to environmental contamination at properties we currently own or have owned in the past. However, we cannot predict the impact of new or changed laws or regulations on properties we currently own or may acquire in the future.
With environmental sustainability becoming a national priority, we have continued to demonstrate our strong commitment to be a responsible corporate citizen through resource reduction and employee training that have resulted in reductions of energy consumption, waste and improved maintenance cycles.
Insurance
We carry comprehensive liability, fire, extended coverage, and rental loss insurance that covers all properties in our portfolio. We believe the policy specifications and insured limits are appropriate and adequate given the relative risk of loss, the cost of the coverage, geographic locations of our assets and industry practice. Certain risks such as loss from riots, war or acts of God, and, in some cases, flooding are not insurable;insurable or the cost to insure over these events is costs prohibitive; and therefore, we do not carry insurance for these losses. Some of our policies, such as those covering losses due to terrorism and floods, are insured subject to limitations involving large deductibles or co-payments and policy limits that may not be sufficient to cover losses.
Offices
Our principal executive office is located at 30 S. Meridian Street, Suite 1100, Indianapolis, IN 46204. Our telephone number is (317) 577-5600.
Employees
As of December 31, 2018,2019, we had 144133 full-time employees. The majority of these employees were based at our Indianapolis, Indiana headquarters.
Segment Reporting
Our primary business is the ownership and operation of neighborhood and community shopping centers. We do not distinguish or group our operations on a geographical basis, or any other basis, when measuring performance. Accordingly, we have one operating segment, which also serves as our reportable segment for disclosure purposes in accordance with accounting principles generally accepted in the United States ("GAAP").
Available Information
Our Internet website address is www.kiterealty.com. You can obtain on our website, free of charge, a copy of our Annual Report on Form 10-K, our quarterly reports on Form 10-Q, our current reports on Form 8-K, and any amendments to those reports, as soon as reasonably practicable after we electronically file such reports or amendments with, or furnish them to, the SEC. Our Internet website and the information contained therein or connected thereto are not intended to be incorporated into this Annual Report on Form 10-K.
Also available on our website, free of charge, are copies of our Code of Business Conduct and Ethics, our Code of Ethics for Principal Executive Officer and Senior Financial Officers, our Corporate Governance Guidelines, and the charters for each of the committees of our Board of Trustees—the Audit Committee, the Corporate Governance and Nominating Committee, and the Compensation Committee. Copies of our Code of Business Conduct and Ethics, our Code of Ethics for Principal Executive Officer and Senior Financial Officers, our Corporate Governance Guidelines, and our committee charters are also available from us in print and free of charge to any shareholder upon request. Any person wishing to obtain such copies in print should contact our Investor Relations department by mail at our principal executive office.
The Securities and Exchange Commission maintains a website (http://www.sec.gov) that contains reports, proxy statements, information statements, and other information regarding issuers that file electronically with the Securities and Exchange Commission.
ITEM 1A. RISK FACTORS
The following factors, among others, could cause actual results to differ materially from those contained in forward-looking statements made in this Annual Report on Form 10-K and presented elsewhere by our management from time to time. These factors, among others, may have a material adverse effect on our business, financial condition, operating results and cash flows, and you should carefully consider them. It is not possible to predict or identify all such factors. You should not consider this list to be a complete statement of all potential risks or uncertainties. Past performance should not be considered an indication of future performance.
We have separated the risks into three categories:
risks related to our operations;
risks related to our organization and structure; and
risks related to tax matters.
RISKS RELATED TO OUR OPERATIONS
Ongoing challenging conditions in the United States and global economies and the challenges facing our retail tenants and non-owned anchor tenants may have a material adverse effect on our financial condition and results of operations.
Certain sectors of the United States economy including the retail sector, have experienced and could continue to experience sustained weakness. Over the past several years, this structural weakness has resulted in the bankruptcy or weakened financial condition of a number of retailers, decreased consumer spending, increased home foreclosures, low consumer confidence,store closures, and reduced demand and rental rates for certain retail space. For example, Earth Fare and Pier 1 have filed for bankruptcy since the end of 2019, and several other retailers, including Bed Bath & Beyond, The Gap, and Walgreens, recently announced multiple store closings. These events, or other similar events with other retailers, could affect the overall economy as well as specific leases at our properties, which could have a material adverse effect on our financial condition and results of operations. General economic factors that are beyond our control, including, but not limited to, economic recessions, decreases in consumer confidence and spending, decreases in business confidence and business spending, reductions in consumer credit availability, increasing consumer debt levels, rising energy costs, higher tax rates or other changes in taxation, rising interest rates, business layoffs, downsizing and industry slowdowns, unemployment and/or rising or falling inflation, could have a negative impact on the business of our retail tenants. In turn, this could have a material adverse effect on our business because current or prospective tenants may, among other things, (i) have difficulty paying their rent obligations as they struggle to sell goods and
services to consumers, (ii) be unwilling to enter into or renew leases with us on favorable terms or at all, (iii) seek to terminate their existing leases with us or request rent concessions on such leases, or (iv) be forced to curtail operations or declare bankruptcy. We are also susceptible to other developments and conditions that could have a material adverse effect on our business. These developments and conditions include relocations of businesses, changing demographics (including the number of households and average household income surrounding our properties), increasing consumer shopping via the internet (or e-commerce),e-commerce, other changes in retailers' and consumers' preferences and behaviors, infrastructure quality, federal, state, and local budgetary constraints and priorities, increases in real estate and other taxes, increased government regulation and the related compliance cost, decreasing valuations of real estate, and other factors.
Further, we continually monitor events and changes in circumstances that could indicate that the carrying value of our real estate assets may not be recoverable.recoverable, and in the past, we have recorded impairment charges related to some properties. Challenging market conditions could require us to recognize impairment charges with respect to one or more of our properties, or a loss on the disposition of one or more of our properties.
The expansion of e-commerce may impact our tenants and our business.
The prominence of e-commerce continues to increase and its growth is likely to continue or accelerate in the future. Continued expansion of e-commerce could result in a downturn in the businesses ofan adverse impact on some of our tenants and affect decisions made by current and prospective tenants in leasing space or operating their businesses, including reduction of the size or number of their retail locations in the future. We cannot predict with certainty how the growth in e-commerce will impact the demand for space at our properties or the revenue generated at our properties in the future. Although we continue to aggressively respond to these trends, including by entering into or renewing leases with tenants whose businesses are perceived aseither more resistant to or are synergistic with, e-commerce (such as services, restaurant, grocery, specialty, experiential retailers and other experiential retailers)value retailers that have benefitted from omni-channel consumer trends), the risks associated with e-commerce could have a material adverse effect on the business outlook and financial results of our present and future tenants, which in turn could have a material adverse effect on our cash flow and results of operations.
If our tenants are unable to secure financing necessary to continue to operate and grow their businesses and pay us rent, we could be materially and adversely affected.
Many of our tenants rely on external sources of financing to operate and grow their businesses. Future economic downturns and disruptions in credit markets may adversely affect our tenants’ ability to obtain debt financing at favorable rates or at all. If our tenants are unable to secure financing necessary to operate or expand their businesses, they may be unable to meet their rent obligations to us or enter into new leases with us or be forced to declare bankruptcy and reject our leases with them, which could materially and adversely affect our cash flow and results of operations.
Our business is significantly influenced by demand for retail space generally, a decrease in which may have a greater adverse effect on our business than if we owned a more diversified real estate portfolio.
Because our portfolio of properties consists primarily of community and neighborhood shopping centers, a decrease in the demand for retail space, due to the economic factors discussed above or otherwise, may have a greater adverse effect on our business and financial condition than if we owned a more diversified real estate property portfolio. The market for retail space has been, and could be in the future, adversely affected by weakness in the national, regional and local economies, the adverse
financial condition of certain large retailing companies, the ongoing consolidation and contraction in the retail sector, the excess amount of retail space in a number of markets and increasing e-commerce and the perception such online retail competition has on the value of shopping center assets. To the extent that any of these conditions occur, they are likely tocould negatively affect market rents for retail space, which in turn could materially and adversely affect our financial condition, results of operations, cash flow, common share trading price, and ability to satisfy our debt service obligations and to pay distributions to our shareholders.
The closure of any stores by any non-owned anchor tenant or the bankruptcy of a major tenant with leases in multiple locations, because of a deterioration of its financial condition or otherwise, could have a material adverse effect on our results of operations.
We derive the majority of our revenue from tenants who lease space from us at our properties. Therefore, our ability to generate cash from operations is dependent on the rents that we are able to charge and collect from our tenants. Our leases generally do not contain provisions designed to ensure the creditworthiness of our tenants. At any time, our tenants may experience a downturn in their business that may significantly weaken their financial condition, particularly in the face of online competition and during periods of economic or political uncertainty. Economic and political uncertainty, including uncertainty related to taxation, may affect our tenants, joint venture partners, lenders, financial institutions and general economic conditions, such as consumer confidence and spending, business confidence and spending and the volatility of the stock market. In the event of
prolonged severe economic conditions, our tenants may delay or cancel lease commencements, decline to extend or renew leases upon expiration, fail to make rental payments when due, close stores or declare bankruptcy. Any of these actions could result in the termination of the tenant’s leases with us and the related loss of rental income. Lease terminations or failure of a major tenant or non-owned anchor to occupy the premises could result in lease terminations or reductions in rent by other tenants in the same shopping centers because of contractual co-tenancy termination or rent reduction rights contained in some leases. In such an event, we may be unable to re-lease the vacated space at attractive rents or at all. In some cases, it may take extended periods of time to re-lease a space, particularly one previously occupied by a major tenant or non-owned anchor. Additionally, in the event our tenants are involved in mergers or acquisitions with or by third parties or undertake other restructurings, such tenants may choose to consolidate, downsize or relocate their operations, resulting in terminating or not renewing their leases with us or vacating the leased premises. The occurrence of any of the situations described above, particularly if it involves a substantial tenant or a non-owned anchor with ground leases in multiple locations, could have a material adverse effect on our results of operations.
We face potential material adverse effects from tenant bankruptcies, and we may be unable to collect balances due from such tenants, replace the tenant at current rates, or at all.
Tenant bankruptcies may increase during periods of difficult economic conditions. We cannot make any assurances that a tenant filing for bankruptcy protection will continue to pay its rent obligations. A bankruptcy filing by one of our tenants or a lease guarantor would legally prohibit us from collecting pre-bankruptcy debts from that tenant or the lease guarantor, unless we receive an order from the bankruptcy court permitting us to do so. Such bankruptcies could delay, reduce, or ultimately preclude collection of amounts owed to us. A tenant in bankruptcy may attempt to renegotiate the lease or request significant rent concessions. If a lease is assumed by the tenant in bankruptcy, all pre-bankruptcy balances due under the lease must be paid to us in full. However, if a lease is rejected by a tenant in bankruptcy, we would have only a general unsecured claim for damages, including pre-bankruptcy balances. Any unsecured claim we hold may be paid only to the extent that funds are available and only in the same percentage as is paid to all other holders of unsecured claims. There are restrictions under bankruptcy laws that limit the amount of the claim we can make for future rent under a lease if the lease is rejected. As a result, it is likely that we would recover substantially less than the full value of any unsecured claims we hold from a tenant in bankruptcy, which would result in a reduction in our cash flow and in the amount of cash available for distribution to our shareholders and could have a material adverse effect on our results of operations.
Moreover, we are continually re-leasing vacant spaces resulting from tenant lease terminations. The bankruptcy of a tenant, particularly an anchor tenant, may make it more difficult to lease the remainder of the affected properties. Future tenant bankruptcies could materially adversely affect our properties or impact our ability to successfully execute our re-leasing strategy.
Our performance and value are subject to risks associated with real estate assets and the real estate industry.
Our ability to make distributions to our shareholders depends on our ability to generate substantial revenues from our properties. Periods of economic slowdown or recession, rising interest rates or declining demand for real estate, or the public perception that any of these events may occur, could result in a general decline in rents or an increased incidence of defaults under existing leases. Such events would materially and adversely affect our financial condition, results of operations, cash flow, per share trading price of our common shares, ability to satisfy debt service obligations, and ability to make distributions to shareholders.
In addition, other events and conditions generally applicable to owners and operators of real property that are beyond our control may decrease cash available for distribution and the value of our properties. These events include but are not limited to:
adverse changes in the national, regional and local economic climate, particularly in Florida, Indiana, Texas, Nevada, and TexasNorth Carolina where 25%26%, 16%, 15%, 10%, and 12%10%, respectively, of our total annualized base rent is earned;
tenant bankruptcies;bankruptcies or insolvencies;
local oversupply of rental space, increased competition or reduction in demand for rentable space;
inability to collect rent from tenants or having to provide significant rent concessions to tenants;
vacancies or our inability to rent space on favorable terms or at all;
downward trends in market rental rates;
inability to finance property development, tenant improvements and acquisitions on favorable terms;
increased operating costs, including maintenance, insurance, utilities and real estate taxes and a decrease in our ability to recover such increased costs from our tenants;
the need to periodically fund the costs to repair, renovate and re-lease spaces in our operating properties;
decreased attractiveness of our properties to tenants;
weather and climate conditions that may increase energy costs and other weather-related expenses, such as snow removal costs;costs and storm or flood damage repairs;
changes in laws and governmental regulations and costs of complying with such changed laws and governmental regulations, including those involving health, safety, usage, zoning, the environment and taxes;
civil unrest, acts of terrorism, earthquakes, hurricanes and other national disasters or acts of God that may result in underinsured or uninsured losses;
the relative illiquidity of real estate investments;
changing demographics (including the number of households and average household income surrounding our properties); and
changing customer traffic patterns.
We face significant competition, which may impede our ability to renew leases or re-lease space as leases expire or require us to undertake unexpected capital improvements.
We compete with numerous developers, owners and operators of retail shopping centers, regional malls, and outlet malls for tenants. These competitors include institutional investors, other REITs, including other retail REITs, and other owner-operators of community and neighborhood shopping centers, some of which own or may in the future own properties similar to ours in the same markets but which have greater capital resources. As of December 31, 2018,2019, leases representing 5.8%7.2% of our total annualized base rent were scheduled to expire in 2019.2020. If our competitors offer space at rental rates below current market rates, or below the rental rates we currently charge our tenants, we may be unable to lease on satisfactory terms and we may be pressured to reduce our rental rates below those we currently charge in order to retain tenants when our leases with them expire. We also may be required to offer more substantial rent reductions or abatements, tenant improvements and early termination rights or accommodate requests for renovations, build-to-suit remodeling and other improvements than we have done historically. As a result, our financial condition, results of operations, cash flow, trading price of our common shares and ability to satisfy our debt service obligations and to pay distributions to our shareholders may be materially adversely affected. In addition, increased competition for tenants may require us to make capital improvements to properties that we would not have otherwise planned to make, which would reduce cash available for distributions to shareholders. If retailers or consumers perceive that shopping at other venues, online or by phone is more convenient, cost-effective or otherwise more attractive, our revenues and results of operations also may suffer.
Because of our geographic concentration in Florida, Indiana and Texas,concentrations, a prolonged economic downturn in thesecertain states and regions could materially and adversely affect our financial condition and results of operations.
The specific markets in which we operate may face challenging economic conditions that could persist into the future. In particular, as of December 31, 2018,2019, rents from our owned square footage in the states of Florida, Indiana, Texas, Nevada, and TexasNorth Carolina comprised 25%26%, 16%, 15%, 10%, and 12%10% of our annualized base rent, respectively. This level of concentration could expose us to greater economic risks than if we owned properties in numerousmore geographic regions. Adverse economic or real estate trends in Florida, Indiana, Texas, Nevada, North Carolina, or the surrounding regions, or any decrease in demand for retail space resulting from the local regulatory environment, business climate or fiscal problems in these states, could materially and adversely affect our financial condition, results of operations, cash flow, the trading price of our common shares and our ability to satisfy our debt service obligations and to pay distributions to our shareholders.
Disruptions in the financial markets could affect our ability to obtain financing on reasonable terms, or at all, and have other material adverse effects on our business.
Disruptions in the financial markets generally, or relating to the real estate industry specifically, may adversely affect our ability to obtain debt financing on favorable terms or at all. These disruptions could impact the overall amount of equity and debt financing available, lower loan to value ratios, cause a tightening of lender underwriting standards and terms and cause higher interest rate spreads. As a result, we may be unable to refinance or extend our existing indebtedness on favorable terms or at all. We do not have approximately $20.7 million ofany debt principal schedulescheduled to mature through December 31, 2020.2021. If we are not successful in refinancing our outstanding
debt when it becomes due, we may have to dispose of properties on disadvantageous terms, which could adversely affect our ability to service other debt and to meet our other obligations. WeWhile we currently have sufficient capacity under our unsecured revolving credit facility and operating cash flows to retire outstanding debt maturing through 20212025 in the event we are not able to refinance such debt when it becomes due, but we cannot provide anyour credit facility has a maturity date in April 2022 (which may be extended for two additional periods of six months subject to certain conditions), and there can be no assurance that wethe credit facility will remain outstanding or be ablerenewed through 2025 or that our operating cash flows will continue to maintain capacityprovide sufficient liquidity to retire any or all of our outstanding debt beyond 2021.during this period or beyond.
If economic conditions deteriorate in any of our markets, we may have to seek less attractive, alternative sources of financing and adjust our business plan accordingly. These factors may make it more difficult for us to sell properties or may adversely affect the selling price, as prospective buyers may experience increased costs of financing or difficulties in obtaining financing. These events also may make it difficult or costly to raise capital through the issuance of our common shares or preferred shares. The disruptions in the financial markets have had, and may continue to have, a material adverse effect on the market value of our common shares and other aspects of our business, as well as the economy in general. Furthermore, there can be no assurances that government responses to disruptions in the financial markets will restore consumer confidence, stabilize the markets or increase liquidity and the availability of equity or debt financing.
OurSome of our real estate assets have been subject to impairment charges and others may be subject to impairment charges in the future, which may negatively affect our net income.
Our long-lived assets, primarily real estate held for investment, are carried at cost unless circumstances indicate that the carrying value of the assets may not be recoverable through future operations. OnIn 2019, we recorded impairment charges totaling $37.7 million related to a reduction in the expected holding period of certain operating properties, which impairment charges negatively affected our net income for the applicable periods. Management reviews operational and development projects, land parcels and intangible assets on a property-by-property basis on at least a quarterly basis weor whenever events or changes in circumstances indicate that the carrying value of the asset may not be recoverable. We evaluate whether there are any indicators, including poor operating performance or deteriorating general market conditions, that the carrying value of our real estate properties (including any related amortizable intangible assets or liabilities) may not be recoverable. As part of this evaluation, we compare the current carrying value of the asset to the estimated undiscounted cash flows that are directly associated with the use and ultimate disposition of the asset. This review for possible impairment requires certain assumptions, estimates, and significant judgment. Our estimated cash flows are based on several key assumptions, including current and projected rental rates, costs of tenant improvements, leasing commissions,net operating income, anticipated hold periods,period, expected capital expenditures, and assumptions regarding the capitalization rate used to estimate the property's residual value upon disposition, including the exit capitalization rate.value. These key assumptions are subjective in nature and could differ materially from actual results if the property was disposed. Changes in our disposition strategy or changes in the marketplace may alter the hold period of an asset or asset group, which may result in an impairment loss, and such loss could be material to our financial condition or operating performance. To the extent that the carrying value of the asset exceeds the estimated undiscounted cash flows, an impairment loss is recognized equal to the excess of carrying value over estimated fair value. If the above-described negative indicators are not identified during our period property evaluations, management will not assess the recoverability of a property's carrying value.
The estimation of the fair value of real estate assets is highly subjective and is typically determined through comparable sales information and other market data if available or through use of an income approach such as the direct capitalization method or the traditional discounted cash flow approach. Such cash flow projections consider factors, including expected future operating income, trends and prospects, as well as the effects of demand, competition and other factors, and therefore are subject to a significant degree of management judgment. Changes in those factors could impact the determination of fair value. In estimating the fair value of undeveloped land, we generally use market data and comparable sales information.
These subjective assessments have a direct impact on our net income because recording an impairment charge results in an immediate negative adjustment to net income. There can be no assurance that we will not take additional charges in the future related to the impairment of our assets. Any future impairment could have a material adverse effect on our results of operations in the period in which the charge is taken.
We had $1.5$1.15 billion of consolidated indebtedness outstanding as of December 31, 2018,2019, which may have a material adverse effect on our financial condition and results of operations and reduce our ability to incur additional indebtedness to fund our growth.
Required repayments of debt and related interest charges, along with any applicable prepayment premium, may materially adversely affect our operating performance. We had $1.5$1.15 billion of consolidated outstanding indebtedness as of December 31, 2018.2019. At December 31, 2018, $464.12019, $305.8 million of our debt bore interest at variable rates ($72.939.6 million when reduced by $391.2$266.2 million of fixed interest rate swaps). Interest rates are currently low relative to historical levels and may increase significantly in
the future. If our interest expense increased significantly, it could materially adversely affect our results of operations. For example, if market rates of interest on our variable rate debt outstanding, net of cash flow hedges, as of December 31, 20182019 increased by 1%, the increase in interest expense on our unhedged variable rate debt would decrease future cash flows by approximately $0.7$0.4 million annually.
We may incur additional debt in connection with various development and redevelopment projects and may incur additional debt upon the future acquisition of operating properties. Our organizational documents do not limit the amount of indebtedness that we may incur. We may borrow new funds to develop or acquire properties. In addition, we may increase our mortgage debt by obtaining loans secured by some or all of the real estate properties we develop or acquire. We also may borrow funds if necessary to satisfy the requirement that we distribute to shareholders at least 90% of our annual “REIT taxable income” (determined before the deduction of dividends paid and excluding net capital gains) or otherwise as is necessary or advisable to ensure that we maintain our qualification as a REIT for U.S. federal income tax purposes or otherwise avoid paying taxes that can be eliminated through distributions to our shareholders.
Our substantial debt could materially and adversely affect our business in other ways, including by, among other things:
requiring us to use a substantial portion of our funds from operations to pay principal and interest, which reduces the amount available for distributions;
placing us at a competitive disadvantage compared to our competitors that have less debt;
making us more vulnerable to economic and industry downturns and reducing our flexibility in responding to changing business and economic conditions; and
limiting our ability to borrow more money for operating or capital needs or to finance development and acquisitions in the future.
Agreements with lenders supporting our unsecured revolving credit facility and various other loan agreements contain default provisions which, among other things, could result in the acceleration of principal and interest payments or the termination of the facilities.
Our unsecured revolving credit facility and various other debt agreements contain certain Events of Default which include, but are not limited to, failure to make principal or interest payments when due, failure to perform or observe any term, covenant or condition contained in the agreements, failure to maintain certain financial and operating ratios and other criteria, misrepresentations, acceleration of other material indebtedness and bankruptcy proceedings. In the event of a default under any of these agreements, the lender would have various rights including, but not limited to, the ability to require the acceleration of the payment of all principal and interest due and/or to terminate the agreements and, to the extent such debt is secured, to foreclose on the properties. The declaration of a default and/or the acceleration of the amount due under any such credit agreement could have a material adverse effect on our business, limit our ability to make distributions to our shareholders, and prevent us from obtaining additional funds needed to address cash shortfalls or pursue growth opportunities.
Certain of our loan agreements contain cross-default provisions which provide that a violation by the Company of any financial covenant set forth in our unsecured revolving credit facility agreement will constitute an event of default under such loans. The agreements relating to our unsecured revolving credit facility, unsecured term loan and seven-year unsecured term loan contain provisions providing that any “Event of Default” under one of these facilities or loans will constitute an “Event of Default” under the other facility or loan. In addition, these agreements relating to our unsecured revolving credit facility, unsecured
term loan and seven-year unsecured term loan, as well as the agreement relating to our senior unsecured notes, include a provision providing that any payment default under an agreement relating to any material indebtedness will constitute an “Event of Default” thereunder. These provisions could allow the lending institutions to accelerate the amount due under the loans. If payment is accelerated, our assets may not be sufficient to repay such debt in full, and, as a result, such an event may have a material adverse effect on our cash flow, financial condition and results of operations. We were in compliance with all applicable covenants under the agreements relating to our unsecured revolving credit facility, unsecured term loan and seven-year unsecured term loan, and senior unsecured notes as of December 31, 2018,2019, although there can be no assurance that we will continue to remain in compliance in the future.
Mortgage debt obligations expose us to the possibility of foreclosure, which could result in the loss of our investment in a property or group of properties subject to mortgage debt.
A significant amount of our indebtedness is secured by our real estate assets. If a property or group of properties is mortgaged to secure payment of debt and we are unable to make the required periodic mortgage payments, the lender or the holder of the
mortgage could foreclose on the property, resulting in the loss of our investment. For tax purposes, a foreclosure of any of our properties would be treated as a sale of the property for a purchase price equal to the outstanding balance of the debt secured by the mortgage. If the outstanding balance of the debt secured by the mortgage exceeds our tax basis in the property, we would recognize taxable income on foreclosure, but we would not receive any cash proceeds, which could hinder our ability to meet the REIT distribution requirements imposed by the Internal Revenue Code of 1986, as amended (the "Code"). If any of our properties are foreclosed on due to a default, our ability to pay cash distributions to our shareholders and our earnings will be limited. In addition, as a result of cross-collateralization or cross-default provisions contained in certain of our mortgage loans, a default under one mortgage loan could result in a default on other indebtedness and cause us to lose other better performing properties, which could materially and adversely affect our financial condition and results of operations.
We are subject to risks associated with hedging agreements.
We use a combination of interest rate protection agreements, including interest rate swaps, to manage risk associated with interest rate volatility. This may expose us to additional risks, including a risk that the counterparty to a hedging arrangement may fail to honor its obligations. Developing an effective interest rate risk strategy is complex and no strategy can completely insulate us from risks associated with interest rate fluctuations. There can be no assurance that our hedging activities will have the desired beneficial effect on our results of operations or financial condition. Further, should we choose to terminate a hedging agreement, there could be significant costs and cash requirements involved to fulfill our initial obligation under such agreement.
We may be adversely affected by changes in LIBOR reporting practices, the method in which LIBOR is determined or the use of alternative reference rates.
As of December 31, 2018,2019, we had approximately $464.1$305.8 million of debt outstanding that was indexed to the London Interbank Offered Rate (“LIBOR”). In July 2017, the United Kingdom regulator that regulates LIBOR announced its intention to phase out LIBOR rates by the end of 2021. It is not possible to predict the further effect of this announcement, any changes in the methods by which LIBOR is determined or any other reforms to LIBOR that may be enacted in the United Kingdom, the European Union or elsewhere. In April 2018, the New York Federal Reserve commenced publishing an alternative reference rate, the Secured Overnight Financing Rate (“SOFR”), proposed by a group of major market participants convened by the U.S. Federal Reserve with participation by SEC Staff and other regulators, the Alternative Reference Rates Committee ("ARRC"). SOFR is based on transactions in the more robust U.S. Treasury repurchase market and has been proposed as the alternative to LIBOR for use in derivatives and other financial contracts that currently rely on LIBOR as a reference rate. ARRC has proposed a paced market transition plan to SOFR from LIBOR and organizations are currently working on industry-wide and company-specific transition plans as it relates to derivatives and cash markets exposed to LIBOR. At this time, no consensus exists as to what rate or rates may become accepted alternatives to LIBOR, and it is impossible to predict whether and to what extent banks will continue to provide LIBOR submissions to the administrator of LIBOR, whether LIBOR rates will cease to be published or supported before or after 2021 or whether any additional reforms to LIBOR may be enacted in the United Kingdom or elsewhere. Such developments and any other legal or regulatory changes in the method by which LIBOR is determined or the transition from LIBOR to a successor benchmark may result in, among other things, a sudden or prolonged increase or decrease in LIBOR, a delay in the publication of LIBOR, and changes in the rules or methodologies in LIBOR, which may discourage market participants from continuing to administer or to participate in LIBOR’s determination and, in certain situations, could result in LIBOR no longer being determined and published. If a published U.S. dollar LIBOR rate is unavailable after 2021, the interest rates on our debt which is indexed to LIBOR will be determined using various alternative methods, any of which may result in interest obligations which are more than or do not otherwise correlate over time with the payments that would have been made on such debt if U.S. dollar LIBOR was available in its current form. Further, the same costs and risks that may lead to the unavailability of U.S. dollar LIBOR may make
one or more of the alternative methods impossible or impracticable to determine. Any of these proposals or consequences could have a material adverse effect on our financing costs, and as a result, our financial condition, operating results and cash flows.
Our financial covenants may restrict our operating and acquisition activities.
Our unsecured revolving credit facility contains certain financial and operating covenants, including, among other things, certain coverage ratios, as well as limitations on our ability to incur debt, make dividend payments, sell all or substantially all of our assets and engage in mergers and consolidations and certain acquisitions. These covenants may restrict our ability to pursue certain business initiatives or certain acquisition transactions. In addition, certain of our mortgages contain customary covenants which, among other things, limit our ability, without the prior consent of the lender, to further mortgage the property, to enter into new leases or materially modify existing leases, and to discontinue insurance coverage. Failure to meet any of the financial
covenants could cause an event of default under and/or accelerate some or all of our indebtedness, which could have a material adverse effect on us.
Our current and any future joint venture investments could be adversely affected by our lack of sole decision-making authority, our reliance on joint venture partners’ financial condition, any disputes that may arise between us and our joint venture partners and our exposure to potential losses from the actions of our joint venture partners.
As of December 31, 2018,2019, we owned interests in two of our operating properties through consolidated joint ventures and interests in four properties through unconsolidated joint ventures. In addition, we currently own land held for development through one consolidated joint venture. Our joint ventures may involve risks not present with respect to our wholly owned properties, including the following:
we may share decision-making authority with our joint venture partners regarding certain major decisions affecting the ownership or operation of the joint venture and the joint venture property, such as the sale of the property or the making of additional capital contributions for the benefit of the property, which may prevent us from taking actions that are opposed by our joint venture partners;
prior consent of our joint venture partners may be required for a sale or transfer to a third party of our interests in the joint venture, which restricts our ability to dispose of our interest in the joint venture;
our joint venture partners might become bankrupt or fail to fund their share of required capital contributions, which may delay construction or development of a property or increase our financial commitment to the joint venture;
our joint venture partners may have business interests or goals with respect to the property that conflict with our business interests and goals, which could increase the likelihood of disputes regarding the ownership, management or disposition of the property;
disputes may develop with our joint venture partners over decisions affecting the property or the joint venture, which may result in litigation or arbitration that would increase our expenses and distract our officers and/or trustees from focusing their time and effort on our business and possibly disrupt the day-to-day operations of the property, such as by delaying the implementation of important decisions until the conflict or dispute is resolved; and
we may suffer losses as a result of the actions of our joint venture partners with respect to our joint venture investments, and the activities of a joint venture could adversely affect our ability to qualify as a REIT, even though we may not control the joint venture.
In the future, we may seek to co-invest with third parties through joint ventures that may involve similar or additional risks.
Our future developments, redevelopments and acquisitions may not yield the returns we expect or may result in dilution in shareholder value.
As of December 31, 2018,2019, we have one development project and four redevelopment projects under construction orand three redevelopment opportunities currently in the planning stage, including de-leasing space and evaluating development plans and costs with potential tenants and partners. Some of these plans include non-retail uses, such as multifamily housing. New development and redevelopment projects and property acquisitions are subject to a number of risks, including, but not limited to:
abandonment of development and redevelopment activities after expending resources to determine feasibility;
construction delays or cost overruns that may increase project costs;
the failure of our pre-acquisition investigation of a property or building, and any related representations we may receive from the seller, to reveal various liabilities or defects or identify necessary repairs until after the property is acquired, which could reduce the cash flow from the property or increase our acquisition costs;
as a result of competition for attractive development and acquisition opportunities, we may be unable to acquire assets as we desire or the purchase price may be significantly elevated, which may impede our growth;
the failure to meet anticipated occupancy or rent levels within the projected time frame, if at all;
inability to operate successfully in new markets where new properties are located;
inability to successfully integrate new properties into existing operations;
exposure to fluctuations in the general economy due to the significant time lag between commencement and completion of development and redevelopment projects;
failure to receive required zoning, occupancy, land use and other governmental permits and authorizations and changes in applicable zoning and land use laws; and
difficulty or inability to obtain any required consents of third parties, such as tenants, mortgage lenders and joint venture partners.
In addition, if a project is delayed or if we are unable to lease designated space to anchor tenants, certain other tenants may have the right to terminate their leases or modify the terms in a manner that is disadvantageous to us. If any of these situations occur, development costs for a project may increase, which may result in reduced returns, or even losses, from such investments. In deciding whether to acquire, develop, or redevelop a particular property, we make certain assumptions regarding the expected future performance of that property. If these properties do not perform as expected, our financial performance may be materially and adversely affected, or an impairment charge could occur. In addition, the issuance of equity securities as consideration for any significant acquisitions could be dilutive to our shareholders.
To the extent that we pursue acquisitions in the future, we may not be successful in acquiring desirable operating properties, for which we face significant competition, or identifying development and redevelopment projects that meet our investment criteria, both of which may impede our growth.
From time to time, consistent with our business strategy, we evaluate the market and may acquire properties when we believe strategic opportunities exist. When we pursue acquisitions, we may be unable to acquire a desired property because of competition from other real estate investors with substantial capital, including other REITs and institutional investment funds. Even if we are able to acquire a desired property, competition from other potential acquirers may significantly increase the purchase price, reducing the return to our shareholders. Additionally, we may not be successful in identifying suitable real estate properties or other assets that meet our development or redevelopment criteria, or we may fail to complete developments, redevelopments, acquisitions or investments on satisfactory terms. Failure to identify or complete developments, redevelopments or acquisitions could slow our growth, which could in turn materially adversely affect our operations. Furthermore, when we pursue acquisitions, we may agree to provisions that materially restrict us from selling that property for a period of time or impose other restrictions, such as limitations on the amount of debt that can be placed or repaid on that property. These factors and any others that would impede our ability to respond to adverse changes in the performance of our properties could adversely affect our financial condition and results of operations.
Development and redevelopment activities may be delayed or may not perform as expected and, in the case of an unsuccessful project, our entire investment could be at risk for loss.
We currently have one development project and one redevelopment project under construction. We have also identified three additional redevelopment opportunities and expect to commence redevelopment in the future. In connection with any development or redevelopment of our properties, we will bear certain risks, including the risk of construction delays or cost overruns that may increase project costs and make a project uneconomical, the risk that occupancy or rental rates at a completed project will not be sufficient to enable us to pay operating expenses or earn the targeted rate of return on investment, and the risk of incurrence of predevelopment costs in connection with projects that are not pursued to completion. In addition, various tenants may have the right to withdraw from a property if a development or redevelopment project is not completed on schedule and
required third-party consents may be withheld. In the case of an unsuccessful redevelopment project, our entire investment could be at risk for loss, or an impairment charge could occur.
We may not be able to sell properties when appropriate or on terms favorable to us and could, under certain circumstances, be required to pay a 100% "prohibited transaction" penalty tax related to the properties we sell.
Real estate property investments generally cannot be sold quickly. Our ability to dispose of properties on advantageous terms depends on factors beyond our control, including competition from other sellers and the availability of attractive financing for potential buyers of our properties, and we cannot predict the various market conditions affecting real estate investments that will exist at any particular time in the future. Before a property can be sold, we may need to make expenditures to correct defects or to make improvements. We may not have funds available to correct such defects or to make such improvements, and if we cannot do so, we might not be able to sell the property or might be required to sell the property on unfavorable terms. With respect to our plan announced in February 2019 to market and sell up to $500 million in non-core assets, there can be no assurances that we will successfully complete the dispositions or that execution of our plan will enhance shareholder value. We may
not be able to dispose of any of the properties on terms favorable to us or at all, and each individual sale will depend on, among other things, economic and market conditions, individual asset characteristics and the availability of potential buyers and favorable financing terms at the time. Further, we will incur marketing expenses and other transaction costs in connection with dispositions, and the process of marketing and selling a large pool of properties may distract the attention of our personnel from the operation of our business.
Also, the tax laws applicable to REITs impose a 100% penalty tax on any net income from “prohibited transactions.” In general, prohibited transactions are sales or other dispositions of property held primarily for sale to customers in the ordinary course of business. The determination as to whether a particular sale is a prohibited transaction depends on the facts and circumstances related to that sale. The need to avoid prohibited transactions could cause us to forego or defer sales of properties that might otherwise be in our best interest to sell. Therefore, we may be unable to adjust our portfolio mix promptly in response to market conditions, which may adversely affect our financial position. In addition, we will be subject to income taxes on gains from the sale of any properties owned by any taxable REIT subsidiary.
Uninsured losses or losses in excess of insurance coverage could materially and adversely affect our cash flow, financial condition and results of operations.
We do not carry insurance for generally uninsurable losses such as loss from riots, war or acts of God, and, in some cases, flooding. Some of our policies, such as those covering losses due to terrorism and floods, are insured subject to limitations involving large deductibles or co-payments and policy limits that may not be sufficient to cover all losses. In addition, tenants generally are required to indemnify and hold us harmless from liabilities resulting from injury to persons or damage to personal or real property, on the premises, due to activities conducted by tenants or their agents on the properties (including without limitation any environmental contamination) and, at the tenant’s expense, to obtain and keep in full force during the term of the lease, liability and property damage insurance policies. However, tenants may not properly maintain their insurance policies or have the ability to pay the deductibles associated with such policies. If we experience a loss that is uninsured or that exceeds policy limits, we could lose the capital invested in the damaged properties as well as the anticipated future cash flows from those properties. Inflation, changes in building codes and ordinances, environmental considerations, and other factors also might make it impractical or undesirable to use insurance proceeds to replace a property after it has been damaged or destroyed. In addition, if the damaged properties are subject to recourse indebtedness, we would continue to be liable for the indebtedness, even if these properties were irreparably damaged.
Insurance coverage on our properties may be expensive or difficult to obtain, exposing us to potential risk of loss.
In the future, we may be unable to renew or duplicate our current insurance coverage at adequate levels or at reasonable prices. In addition, insurance companies may no longer offer coverage against certain types of losses, such as losses due to terrorist acts, environmental liabilities, or other catastrophic events including hurricanes and floods, or, if offered, the expense of obtaining these types of insurance may not be justified. We therefore may cease to have insurance coverage against certain types of losses and/or there may be decreases in the limits of insurance available. If an uninsured loss or a loss in excess of our insured limits occurs, we could lose all or a portion of the capital we have invested in a property, as well as the anticipated future revenue from the property after a covered period of time, but still remain obligated for any mortgage debt or other financial obligations related to the property. We cannot guarantee that material losses in excess of insurance proceeds will not occur in the future. If any of our properties were to experience a catastrophic loss, it could seriously disrupt our operations, delay revenue and result in large expenses to repair or rebuild the property. Events such as these could adversely affect our results of operations and our ability to meet our financial obligations.
Rising operating expenses could reduce our cash flow and funds available for future distributions, particularly if such expenses are not offset by an increase in corresponding revenues.
Our existing properties and any properties we develop or acquire in the future are and will continue to be subject to operating risks common to real estate in general, any or all of which may negatively affect us. The expenses of owning and operating properties generally do not decrease, and may increase, when circumstances such as market factors and competition cause a reduction in income from the properties. Our properties continue to be subject to increases in real estate and other tax rates, utility costs, operating expenses, insurance costs, repairs and maintenance and administrative expenses, regardless of occupancy rates. As a result, if any property is not fully occupied or if rents are being paid in an amount that is insufficient to cover operating expenses, we could be required to expend funds for that property’s operating expenses. Therefore, rising operating expenses could reduce our cash flow and funds available for future distributions, particularly if such expenses are not offset by corresponding revenues.
Our business faces potential risks associated with natural disasters, severe weather conditions and climate change, which could have an adverse effect on our cash flow and operating results.
Global climate change continues to attract considerable public and scientific attention with widespread concern about the impact of human activity on the environment, including effects on the frequency and scale of natural disasters. Changing weather patterns and climatic conditions may affect the predictability and frequency of natural disasters in some parts of the world and create additional uncertainty as to future trends and exposures, including certain areas in which our portfolio is concentrated such as Texas, Indiana, Florida, Nevada, and Florida.North Carolina. Our properties are located in many areas that are subject to or have been affected by natural disasters and severe weather conditions such as hurricanes, tropical storms, tornadoes, earthquakes, droughts, floods and fires. Over time, the occurrence of natural disasters, severe weather conditions and changing climatic conditions can delay new development and redevelopment projects, increase repair costs and future insurance costs and negatively impact the demand for lease space in the affected areas, or in extreme cases, affect our ability to operate the properties at all. These risks could have an adverse effect on our cash flow and operating results.
Regulation regarding climate change may adversely affect our financial condition and results of operations.
Changes in federal and state legislation and regulations on climate change could result in utility expenses and/or capital expenditures to improve the energy efficiency of our existing properties or other related aspects of our properties in order to comply with such regulations or otherwise adapt to climate change. These regulations may require unplanned capital improvements, and increased engagement to manage occupant energy use, which is a large driver of building performance. If our properties cannot meet performance standards, we could be exposed to fines for non-compliance, as well as a decrease in demand and a decline in value. As a result, our financial condition and results of operations could be adversely affected.
We could incur significant costs related to environmental matters.
Under various federal, state and local laws, ordinances and regulations, an owner or operator of real estate may be required to investigate and clean up hazardous or toxic substances or petroleum product releases at a property and may be held liable to a governmental entity or to third parties for property damage and for investigation and clean-up costs incurred by such parties in connection with contamination. The cost of investigation, remediation or removal of such substances may be substantial, and the presence of such substances, or the failure to properly remediate such substances, may adversely affect the owner’s ability to sell or rent such property or to borrow using such property as collateral. In connection with the ownership, operation and management of real properties, we are potentially liable for removal or remediation costs, as well as certain other related costs, including governmental fines and injuries to persons and property. We may also be liable to third parties for damage and injuries resulting from environmental contamination emanating from the real estate. Environmental laws also may create liens on contaminated sites in favor of the government for damages and costs it incurs to address such contamination. Moreover, if contamination is discovered on our properties, environmental laws may impose restrictions on the manner in which that property may be used or how businesses may be operated on that property.
Some of the properties in our portfolio contain, may have contained or are adjacent to or near other properties that have contained or currently contain underground storage tanks for petroleum products or other hazardous or toxic substances. These tanks may have released, or have the potential to release, such substances into the environment. In addition, some of our properties have tenants that may use hazardous or toxic substances in the routine course of their businesses. In general, these tenants have covenanted in their leases with us to use these substances, if any, in compliance with all environmental laws and have agreed to indemnify us for any damages that we may suffer as a result of their use of such substances. However, these lease provisions may not fully protect us in the event that a tenant becomes insolvent. Finally, certain of our properties have contained asbestos-containing building materials, or ACBM, and other properties may have contained such materials based on the date of its construction. Environmental laws require that ACBM be properly managed and maintained, and may impose fines and penalties on building owners or operators for failure to comply with these requirements. The laws also may allow third parties to seek recovery from owners or operators for personal injury associated with exposure to asbestos fibers.
Our efforts to identify environmental liabilities may not be successful.
We test our properties for compliance with applicable environmental laws on a limited basis. We cannot give assurance that:
existing environmental studies with respect to our properties reveal all potential environmental liabilities;
any previous owner, occupant or tenant of one of our properties did not create any material environmental condition not known to us;
the current environmental condition of our properties will not be affected by tenants and occupants, by the condition of nearby properties, or by other unrelated third parties; or
future uses or conditions (including, without limitation, changes in applicable environmental laws and regulations or the interpretation thereof) will not result in environmental liabilities.
Compliance with the Americans with Disabilities Act and fire, safety and other regulations may require us to make expenditures that adversely affect our cash flows and results of operations.
Our properties must comply with Title III of the ADA to the extent that such properties are public accommodations as defined by the ADA. The ADA may require removal of structural barriers to access by persons with disabilities in certain public areas of our properties where such removal is readily achievable. Noncompliance with the ADA could result in orders requiring us to spend substantial sums to cure violations, pay attorneys' fees, or pay other amounts. Although we believe the properties in our portfolio substantially comply with present requirements of the ADA, we have not conducted an audit or investigation of all of our properties to determine our compliance. While the tenants to whom our properties are leased are obligated by law to comply with the ADA provisions, and typically under tenant leases are obligated to cover costs associated with compliance, if required changes involve greater expenditures than anticipated, or if the changes must be made on a more accelerated basis than anticipated, the ability of these tenants to cover costs could be adversely affected. As a result, we could be required to expend funds to comply with the provisions of the ADA, which could adversely affect our results of operations and financial condition. In addition, we are required to operate the properties in compliance with fire and safety regulations, building codes and other land use regulations, as they may be adopted by governmental agencies and bodies and become applicable to the properties. We may be required to make substantial capital expenditures to comply with, and we may be restricted in our ability to renovate the properties subject to, those requirements. The resulting expenditures and restrictions could have a material adverse effect on our ability to meet our financial obligations, as well as our cash flows and results of operations.
Inflation may adversely affect our financial condition and results of operations.
Most of our leases contain provisions requiring the tenant to pay a share of operating expenses, including common area maintenance, real estate taxes and insurance. In many of our leases, the tenant's obligation for common area maintenance or other operating expenses may be based on a fixed amount of fixed percentage, not subject to adjustment for inflation. However, increased inflation could have a more pronounced negative impact on our mortgage and debt interest and general and administrative expenses, as these costs could increase at a rate higher than our rents. Also, inflation may adversely affect tenant leases with stated rent increases or limits on such tenant’s obligation to pay its share of operating expenses, which could be lower than the increase in inflation at any given time. It may also limit our ability to recover all of our operating expenses. Inflation could also have an adverse effect on consumer spending, which could impact our tenants’ sales and, in turn, our average rents, and in some cases, our percentage rents, where applicable. In addition, renewals of leases or future leases may not be negotiated on current terms, in which event we may recover a smaller percentage of our operating expenses.
Rising interest rates could increase our borrowing costs, thereby adversely affecting our cash flows and the amounts available for distributions to our shareholders, as well as decrease our share price, if investors seek higher yields through other investments.
An environment of rising interest rates could lead investors to seek higher yields through other investments, which could adversely affect the market price of our common shares. One of the factors that may influence the price of our common shares in public markets is the rate of annual cash distributions we pay as compared with the yields on alternative investments. Several other factors, such as governmental regulatory action and tax laws, could have a significant impact on the future market price of our common shares. In addition, increases in market interest rates could result in increased borrowing costs for us, which may adversely affect our cash flow and the amounts available for distributions to our shareholders.
We and our tenants face risks relating to cybersecurity attacks that could cause loss of confidential information and other business disruptions.
We rely extensively on computer systems to process transactions and manage our business, and although we utilize various measures to prevent, detect and mitigate threats, we have been targeted by e-mail phishing attempts and scams in the past, and our business is at risk from and may be impacted by cybersecurity attacks. These could include attempts to gain unauthorized access to our data and computer systems. Attacks can be both individual and/or highly organized attempts by very sophisticated
hacking organizations. A cybersecurity attack could compromise the confidential information of our employees, tenants, and vendors. Additionally, we rely on a number of service providers and vendors, and cybersecurity risks at these service providers and vendors create additional
risks for our information and business. A successful attack could lead to identity theft, fraud or other disruptions to our business operations, any of which may negatively affect our results of operations.
We employ a number of measures to prevent, detect and mitigate these threats. These prevention measures include password protection, frequent password change events, firewall detection systems, frequent backups, a redundant data system for core applications and penetration testing. We conduct periodic assessments of (i) the nature, sensitivity and location of information that we collect, process and store and the technology systems we use; (ii) internal and external cybersecurity threats to and vulnerabilities of our information and technology systems; (iii) security controls and processes currently in place; (iv) the impact should our technology systems become compromised; and (v) the effectiveness of our management of cybersecurity risk. The results of these assessments are used to create and implement a strategy designed to prevent, detect and respond to cybersecurity threats. However, there is no guarantee such efforts will be successful in preventing a cyber-attack.
RISKS RELATED TO OUR ORGANIZATION AND STRUCTURE
Our organizational documents contain provisions that generally would prohibit any person (other than members of the Kite family who, as a group, are currently allowed to own up to 21.5% of our outstanding common shares) from beneficially owning more than 7% of our outstanding common shares (or up to 9.8% in the case of certain designated investment entities, as defined in our declaration of trust), which may discourage third parties from conducting a tender offer or seeking other change of control transactions that could involve a premium price for our shares or otherwise benefit our shareholders.
Our organizational documents contain provisions that may have an anti-takeover effect and inhibit a change in our management.
(1) There are ownership limits and restrictions on transferability in our declaration of trust. In order for us to qualify as a REIT, no more than 50% of the value of our outstanding shares may be owned, actually or constructively, by five or fewer individuals at any time during the last half of each taxable year. To make sure that we will not fail to satisfy this requirement and for anti-takeover reasons, our declaration of trust generally prohibits any shareholder (other than an excepted holder or certain designated investment entities, as defined in our declaration of trust) from owning (actually, constructively or by attribution), more than 7% of the value or number of our outstanding common shares. Our declaration of trust provides an excepted holder limit that allows members of the Kite family (Al Kite, John Kite and Paul Kite, their family members and certain entities controlled by one or more of the Kites), as a group, to own more than 7% of our outstanding common shares, so long as, under the applicable tax attribution rules, no one excepted holder treated as an individual would hold more than 21.5% of our common shares, no two excepted holders treated as individuals would own more than 28.5% of our common shares, no three excepted holders treated as individuals would own more than 35.5% of our common shares, no four excepted holders treated as individuals would own more than 42.5% of our common shares, and no five excepted holders treated as individuals would own more than 49.5% of our common shares. Currently, one of the excepted holders would be attributed all of the common shares owned by each other excepted holder and, accordingly, the excepted holders as a group would not be allowed to own in excess of 21.5% of our common shares. If at a later time, there were not one excepted holder that would be attributed all of the shares owned by the excepted holders as a group, the excepted holder limit would not permit each excepted holder to own 21.5% of our common shares. Rather, the excepted holder limit would prevent two or more excepted holders who are treated as individuals under the applicable tax attribution rules from owning a higher percentage of our common shares than the maximum amount of common shares that could be owned by any one excepted holder (21.5%), plus the maximum amount of common shares that could be owned by any one or more other individual common shareholders who are not excepted holders (7%). Certain entities that are defined as designated investment entities in our declaration of trust, which generally include pension funds, mutual funds, and certain investment management companies, are permitted to own up to 9.8% of our outstanding common shares, so long as each beneficial owner of the shares owned by such designated investment entity would satisfy the 7% ownership limit if those beneficial owners owned directly their proportionate share of the common shares owned by the designated investment entity. Our Board of Trustees may waive, and has waived in the past, the 7% ownership limit or the 9.8% designated investment entity limit for a shareholder that is not an individual if such shareholder provides information and makes representations that are satisfactory to the Board of Trustees, in its reasonable discretion, to establish that such person’s ownership in excess of the 7% limit or the 9.8% limit, as applicable, would not jeopardize our qualification as a REIT. In addition, our declaration of trust contains certain other ownership restrictions intended to prevent us from earning income from related parties if such income would cause us to fail to comply with the REIT gross income requirements. The various ownership restrictions may:
discourage a tender offer or other transactions or a change in management or control that might involve a premium price for our shares or otherwise be in the best interests of our shareholders; or
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| • | compel a shareholder who has acquired our shares in excess of these ownership limitations to dispose of the additional shares and, as a result, to forfeit the benefits of owning the additional shares. Any acquisition of our common shares in violation of these ownership restrictions will be void ab initio and will result in automatic transfers of our common shares to a charitable trust, which will be responsible for selling the common shares to permitted transferees and distributing at least a portion of the proceeds to the prohibited transferees. |
compel a shareholder who has acquired our shares in excess of these ownership limitations to dispose of the additional shares and, as a result, to forfeit the benefits of owning the additional shares. Any acquisition of our common shares in violation of these ownership restrictions will be void ab initio and will result in automatic transfers of our common shares to a charitable trust, which will be responsible for selling the common shares to permitted transferees and distributing at least a portion of the proceeds to the prohibited transferees.
(2) Our declaration of trust permits our Board of Trustees to issue preferred shares with terms that may discourage a third party from acquiring us. Our declaration of trust permits our Board of Trustees to issue up to 40,000,000 preferred shares, having those preferences, conversion or other rights, voting powers, restrictions, limitations as to distributions, qualifications, or terms or conditions of redemption as determined by our Board of Trustees. Thus, our Board of Trustees could authorize the issuance of additional preferred shares with terms and conditions that could have the effect of discouraging a takeover or other transaction in which holders of some or a majority of our shares might receive a premium for their shares over the then-prevailing market price of our shares. In addition, any preferred shares that we issue likely would rank senior to our common shares with respect to payment of distributions, in which case we could not pay any distributions on our common shares until full distributions were paid with respect to such preferred shares.
(3) Our declaration of trust and bylaws contain other possible anti-takeover provisions. Our declaration of trust and bylaws contain other provisions that may have the effect of delaying, deferring or preventing a change in control of our company or the removal of existing management and, as a result, could prevent our shareholders from being paid a premium for their common shares over the then-prevailing market prices. These provisions include advance notice requirements for shareholder proposals and our Board of Trustees’ power to reclassify shares and issue additional common shares or preferred shares and the absence of cumulative voting rights. Furthermore, our Board of Trustees has the sole power to amend our bylaws and may amend our bylaws in a way that may have the effect of delaying, deferring or preventing a change in control of our company or the removal of existing management or may otherwise be detrimental to your interests.
Certain provisions of Maryland law could inhibit changes in control.
Certain provisions of Maryland law may have the effect of inhibiting a third party from making a proposal to acquire us or of impeding a change of control under circumstances that otherwise could provide the holders of our common shares with the opportunity to realize a premium over the then-prevailing market price of such shares, including:
“business combination moratorium/fair price” provisions that, subject to limitations, prohibit certain business combinations between us and an “interested shareholder” (defined generally as any person who beneficially owns 10% or more of the voting power of our shares or an affiliate thereof) for five years after the most recent date on which the shareholder becomes an interested shareholder, and thereafter imposes stringent fair price and super-majority shareholder voting requirements on these combinations; and
“control share” provisions that provide that “control shares” of our company (defined as shares which, when aggregated with other shares controlled by the shareholder, entitle the shareholder to exercise one of three increasing ranges of voting power in electing trustees) acquired in a “control share acquisition” (defined as the direct or indirect acquisition of ownership or control of “control shares” from a party other than the issuer) have no voting rights except to the extent approved by our shareholders by the affirmative vote of at least two thirds of all the votes entitled to be cast on the matter, excluding all interested shares, and are subject to redemption in certain circumstances.
We have opted out of these provisions of Maryland law. However, our Board of Trustees may opt to make these provisions applicable to us at any time.
A substantial number of common shares eligible for future issuance or sale could cause our common share price to decline significantly and may be dilutive to current shareholders.
Our declaration of trust authorizes our Board of Trustees to, among other things, issue additional common shares without shareholder approval. The issuance of substantial numbers of our common shares in the public market or the perception that such issuances might occur could adversely affect the per share trading price of our common shares. In addition, any such issuance could dilute our existing shareholders' interests in our company. Furthermore, if our shareholders sell, or the market perceives that our shareholders intend to sell, substantial amounts of our common shares in the public market, the market price of our common shares could decline significantly. These sales also might make it more difficult for us to sell equity or equity-related securities
in the future at a time and price that we deem appropriate. As of December 31, 2018,2019, we had outstanding 83,800,88683,963,369 common shares, substantially all of which are freely tradable. In addition, 2,035,3492,110,037 units of our Operating Partnership were owned by our executive officers and other individuals as of December 31, 2018,2019, and are redeemable by the holder for cash or, at our election, common shares. Pursuant to registration rights of certain of our executive officers and other individuals, we filed a registration statement with the SEC to register common shares issued (or issuable upon redemption of units in our Operating Partnership) in our formation transactions. As units are redeemed for common shares, the market price of our common shares could drop significantly if the holders of such shares sell them or are perceived by the market as intending to sell them.
Certain officers and trustees may have interests that conflict with the interests of shareholders.
Certain of our officers own limited partner units in our Operating Partnership. These individuals may have personal interests that conflict with the interests of our shareholders with respect to business decisions affecting us and our Operating Partnership, such as interests in the timing and pricing of property sales or refinancing transactions in order to obtain favorable tax treatment. As a result, the effect of certain transactions on these unit holders may influence our decisions affecting these properties.
Departure or loss of our key officers could have an adverse effect on us.
Our future success depends, to a significant extent, upon the continued services of our existing executive officers. The experience of our executive officers in the areas of real estate acquisition, development, finance and management is a critical element of our future success. We have entered into employment agreements with certain members of executive management. Each agreement will continue to renew after expiration of its initial term or applicable renew periods unless we or the individual elects not to renew the agreement. If one or more of our key executive officers were to die, become disabled or otherwise leave our employ, we may not be able to replace this person with an executive of equal skill, ability, and industry expertise within a reasonable timeframe. Until suitable replacements could be identified and hired, our operations and financial condition could be negatively affected.
We depend on external capital to fund our capital needs.
To qualify as a REIT, we are required to distribute to our shareholders each year at least 90% of our “REIT taxable income” (determined before the deduction for dividends paid and excluding net capital gains). In order to eliminate U.S. federal income tax, we are required to distribute annually 100% of our net taxable income, including capital gains. Partly because of these distribution requirements, we may not be able to fund all future capital needs, including capital for property development, redevelopment and acquisitions, with income from operations. We therefore willmay have to rely on third-party sources of capital, which may or may not be available on favorable terms, if at all. Any additional debt we incur will increase our leverage, expose us to the risk of default and may impose operating restrictions on us, and any additional equity we raise could be dilutive to existing shareholders. Our access to third-party sources of capital depends on a number of things, including:
general market conditions;
the market’s perception of our growth potential;
our current debt levels;
our current and potential future earnings;
our cash flow and cash distributions;
our ability to qualify as a REIT for U.S. federal income tax purposes; and
the market price of our common shares.
If we cannot obtain capital from third-party sources, we may not be able to acquire or develop properties when strategic opportunities exist, satisfy our principal and interest obligations or make distributions to our shareholders.
Our rights and the rights of our shareholders to take action against our trustees and officers are limited.
Maryland law provides that a director or officer has limited liability in that capacity if he or she performs his or her duties in good faith and in a manner that he or she reasonably believes to be in our best interests and that an ordinarily prudent person
in a like position would use under similar circumstances. Our declaration of trust and bylaws require us to indemnify our trustees and officers for actions taken by them in those capacities to the extent permitted by Maryland law.
Our shareholders have limited ability to prevent us from making any changes to our policies that they believe could harm our business, prospects, operating results or share price.
Our investment, financing, borrowing and dividend policies and our policies with respect to all other activities, including growth, debt, capitalization and operations, will be determined by our management and, in certain cases, approved by our Board of Trustees. These policies may be amended or revised from time to time at the discretion of our Board of Trustees without a vote of our shareholders. This means that our shareholders will have limited control over changes in our policies. Such changes in our policies intended to improve, expand or diversify our business may not have the anticipated effects and consequently may adversely affect our business and prospects, results of operations and share price.
Our common share price could be volatile and could decline, resulting in a substantial or complete loss of our shareholders’ investment.
The stock markets (including The New York Stock Exchange (the “NYSE”) on which we list our common shares) have experienced significant price and volume fluctuations. The market price of our common shares could be similarly volatile, and investors in our shares may experience a decrease in the value of their shares, including decreases unrelated to our operating performance or prospects. Among the market conditions that may affect the market price of our publicly traded securities are the following:
our financial condition and operating performance and the performance of other similar companies;
actual or anticipated differences in our quarterly operating results;
changes in our revenues or earnings estimates or recommendations by securities analysts;
perceived or actual effects of e-commerce competition;
bankruptcy or negative publicity about one or more of our larger tenants;
our credit or analyst ratings;
publication by securities analysts of research reports about us, our industry, or the retail industry;
additions and departures of key personnel;
strategic decisions by us or our competitors, such as acquisitions, divestments, spin-offs, joint ventures, strategic investments or changes in business strategy;
the reputation of REITs generally and the reputation of REITs with portfolios similar to ours;
the attractiveness of the securities of REITs in comparison to securities issued by other entities (including securities issued by other real estate companies);
an increase in market interest rates, which may lead prospective investors to demand a higher distribution rate in relation to the price paid for our shares;
the passage of legislation or other regulatory developments that adversely affect us or our industry including tax reform;
speculation in the press or investment community;
actions by institutional shareholders, hedge funds or other investors;
increases or decreases in dividends;
changes in accounting principles;
terrorist acts; and
general market conditions, including factors unrelated to our performance.
In the past, securities class action litigation has often been instituted against companies following periods of volatility in their stock price. This type of litigation could result in substantial costs and divert our management’s attention and resources.
Changes in accounting standards may adversely impact our financial results.
The Financial Accounting Standards Board (the “FASB”), in conjunction with the SEC, has issued and may issue key pronouncements that impact how we account for our material transactions, including, but not limited to, lease accounting, business combinations and the recognition of other revenues. We are unable to predict which, if any, proposals may be issued in the future or what level of impact any such proposal could have on the presentation of our consolidated financial statements, our results of operations and the financial ratio required by our debt covenants.
The cash available for distribution to shareholders may not be sufficient to pay distributions at expected levels, nor can we assure you of our ability to make distributions in the future. We may use borrowed funds to make cash distributions and/or may choose to make distributions in party payable in our common shares.
If cash available for distribution generated by our assets decreases in future periods from expected levels, our inability to make expected distributions could result in a decrease in the market price of our common shares. All distributions will be made at the discretion of our Board of Trustees and will depend on our earnings, our financial condition, maintenance of our REIT qualification and other factors as our Board of Trustees may deem relevant from time to time. We may not be able to make distributions in the future. In addition, some of our distributions may include a return of capital. To the extent that we decide to make distributions in excess of our current and accumulated earnings and profits, such distributions would generally be considered a return of capital for U.S. federal income tax purposes to the extent of the holder’s adjusted tax basis in theirhis or her shares. A return of capital is not taxable, but it has the effect of reducing the holder’s adjusted tax basis in its investment. To the extent that distributions exceed the adjusted tax basis of a holder’s shares, they will be treated as gain from the sale or exchange of such shares. If we borrow to fund distributions, our future interest costs would increase, thereby reducing our earnings and cash available for distribution from what they otherwise would have been. Finally, although we do not currently intend to do so, in order to maintain our REIT qualification, we may make distributions that are in part payable in our common shares. Taxable shareholders receiving such distributions will be required to include the full amount of such distributions as ordinary dividend income to the extent of our current or accumulated earnings and profits and may be required to sell shares received in such distribution or may be required to sell other shares or assets owned by them, at a time that may be disadvantageous, in order to satisfy any tax imposed on such distribution. If a significant number of our shareholders determine to sell common shares in order to pay taxes owed on dividend income, such sale may put downward pressure on the market price of our common shares.
Future offerings of debt securities, which would be senior to our equity securities, may adversely affect the market prices of our common shares.
In the future, we may attempt to increase our capital resources by making offerings of debt securities, including unsecured notes, medium term notes, and senior or subordinated notes. Holders of our debt securities will generally be entitled to receive interest payments, both current and in connection with any liquidation or sale, prior to the holders of our common shares being entitled to receive distributions. Future offerings of debt securities, or the perception that such offerings may occur, may reduce the market prices of our common shares and/or the distributions that we pay with respect to our common shares. Because we may generally issue such debt securities in the future without obtaining the consent of our shareholders, our shareholders will bear the risk of our future offerings reducing the market prices of our equity securities.
If securities or industry analysts do not publish research or reports about our business, or if they downgrade their recommendations regarding our common shares, our share price and trading volume could be negatively affected.
The trading market for our shares is influenced by the research and reports that industry or securities analysts publish about us or our business. If any of the analysts who cover us downgrade our common shares or publish inaccurate or unfavorable research about our business, our share price may decline. If analysts cease coverage of us or fail to regularly publish reports on us, we could lose visibility in the financial markets, which in turn could cause our common share price or trading volume to decline and our shares to be less liquid. An inactive market may also impair our ability to raise capital by selling shares and may impair our ability to acquire additional properties or other businesses by using our shares as consideration, which in turn could materially adversely affect our business. In addition, the stock market in general, and the NYSE and REITs in particular, have within the last year experienced significant price and volume fluctuations. These broad market and industry factors may decrease the market price of our shares, regardless of our actual operating performance. For these reasons, among others, the market price of our shares may decline substantially and quickly.
TAX RISKS
Failure of our company to qualify as a REIT would have serious adverse consequences to us and our shareholders.
We believe that we have qualified for taxation as a REIT for U.S. federal income tax purposes commencing with our taxable year ended December 31, 2004. We intend to continue to meet the requirements for qualification and taxation as a REIT, but we cannot assure shareholders that we will qualify as a REIT. We have not requested and do not plan to request a ruling from the IRS that we qualify as a REIT, and the statements in this Annual Report on Form 10-K are not binding on the IRS or any court. As a REIT, we generally will not be subject to U.S. federal income tax on our income that we distribute currently to our shareholders. Many of the REIT requirements, however, are highly technical and complex. The determination that we are a REIT requires an analysis of various factual matters and circumstances that may not be totally within our control. For example, to qualify as a REIT, at least 95% of our gross income must come from specific passive sources, such as rent, that are itemized in the REIT tax laws. In addition, to qualify as a REIT, we cannot own specified amounts of debt and equity securities of some issuers. We also are required to distribute to our shareholders with respect to each year at least 90% of our “REIT taxable income” (determined before the deduction for dividends paid and excluding net capital gains). The fact that we hold substantially all of our assets through our Operating Partnership and its subsidiaries and joint ventures further complicates the application of the REIT requirements for us. Even a technical or inadvertent mistake could jeopardize our REIT status, and, given the highly complex nature of the rules governing REITs and the ongoing importance of factual determinations, we cannot provide any assurance that we will continue to qualify as a REIT. Furthermore, Congress and the IRS might make changes to the tax laws and regulations, and the courts might issue new rulings,ruling, that make it more difficult, or impossible, for us to remain qualified as a REIT.
If we fail to qualify as a REIT for U.S. federal income tax purposes and are unable to avail ourselves of certain savings provisions set forth in the Code:
We would be taxed as a non-REIT "C" corporation, which under current laws, among other things, means not being able to take a deduction for distributions to shareholders in computing our taxable income or pass through long term capital gains to individual shareholders at favorable rates and being subject to the federal alternative minimum tax (for taxable years beginning before December 31, 2017) and possibly increased state and local taxes;
We would not be able to elect to be taxed as a REIT for four years following the year we first failed to qualify. Since we are the successor to Inland Diversified Real Estate Trust, Inc. ("Inland Diversified") for U.S. federal income tax purposes as a result of its merger with us (the "Merger"), the rule against re-electing REIT status following a loss of such status also would apply to us if Inland Diversified failed to qualify as a REIT in any of its 2012 through 2014 tax years. Although Inland Diversified believed that it was organized and operated in conformity with the requirements for qualification and taxation as a REIT for each of its taxable years prior to the Merger, Inland Diversified did not request a ruling from the IRS that it qualified as a REIT, and thus no assurance can be given that it qualified as a REIT;
We would have to pay significant income taxes, which would reduce our net earnings available for investment or distribution to our shareholders. Moreover, such failure would cause an event of default under our unsecured revolving credit facility and unsecured term loans and may adversely affect our ability to raise capital and to service our debt. This likely would have a significant adverse effect on our earnings and the value of our securities. In addition, we would no longer be required to pay any distributions to shareholders; and
We would be required to pay penalty taxes of $50,000 or more for each such failure.
If Inland Diversified Real Estate Trust, Inc. ("Inland Diversified") failed to qualify as a REIT for a taxable year before the Merger or for the taxable year that includes the Merger and no relief is available, in connection with the Merger we would succeed to any earnings and profits accumulated by Inland Diversified for the taxable periods that it did not qualify as a REIT, and we would have to pay a special dividend and/or employ applicable deficiency dividend procedures (including significant interest payments to the IRS) to eliminate such earnings and profits.
We will pay some taxes even if we qualify as a REIT.
Even if we qualify as a REIT for U.S. federal income tax purposes, we will be required to pay certain U.S. federal, state and local taxes on our income and property. For example, we will be subject to income tax to the extent we distribute less than 100% of our REIT taxable income (including capital gains). Additionally, we will be subject to a 4% nondeductible excise tax on
the amount, if any, by which dividends paid by us in any calendar year are less than the sum of 85% of our ordinary income, 95% of our capital gain net income and 100% of our undistributed income from prior years. Moreover, if we have net income from “prohibited transactions,” that income will be subject to a 100% tax. In general, prohibited transactions are sales or other dispositions of property held primarily for sale to customers in the ordinary course of business. The determination as to whether a particular sale is a prohibited transaction depends on the facts and circumstances related to that sale. While we will undertake sales of assets if those assets become inconsistent with our long-term strategic or return objectives, we do not believe that those sales should be considered prohibited transactions, but there can be no assurance that the IRS would not contend otherwise. The need to avoid prohibited transactions could cause us to forego or defer sales of properties that might otherwise be in our best interest to sell.
In addition, any net taxable income earned directly by our taxable REIT subsidiaries, or through entities that are disregarded for U.S. federal income tax purposes as entities separate from our taxable REIT subsidiaries, will be subject to U.S. federal and possibly state corporate income tax. We have elected to treat Kite Realty Holdings, LLC as a taxable REIT subsidiary, and we may elect to treat other subsidiaries as taxable REIT subsidiaries in the future. In this regard, several provisions of the laws applicable to REITs and their subsidiaries ensure that a taxable REIT subsidiary will be subject to an appropriate level of U.S. federal income taxation. For example, a taxable REIT subsidiary is limited in its ability to deduct interest payments made to an affiliated REIT. In addition, the REIT has to pay a 100% penalty tax on some payments that it receives or on some deductions taken by the taxable REIT subsidiaries if the economic arrangements between the REIT, the REIT’s tenants, and the taxable REIT subsidiary are not comparable to similar arrangements between unrelated parties. Finally, some state and local jurisdictions may tax some of our income even though as a REIT we are not subject to U.S. federal income tax on that income because not all states and localities treat REITs the same way they are treated for U.S. federal income tax purposes. To the extent that we and our affiliates are required to pay U.S. federal, state and local taxes, we will have less cash available for distributions to our shareholders.
If Inland Diversified failed to qualify as a REIT for a taxable year before the Merger or the taxable year that includes the Merger and no relief is available, as a result of the Merger (a) we would inherit any corporate tax liabilities of Inland Diversified for Inland Diversified’s open tax years possibly extending back six years or Inland Diversified’s 2012 through2013 and 2014 tax years and (b) we would be subject to tax on the built-in gain on each asset of Inland Diversified existing at the time of the Merger if we were to dispose of the Inland Diversified asset within five years following the Merger (i.e. before July 1, 2019).
REIT distribution requirements may increase our indebtedness.
We may be required from time to time, under certain circumstances, to accrue income for tax purposes that has not yet been received. In such event, or upon our repayment of principal on debt, we could have taxable income without sufficient cash to enable us to meet the distribution requirements of a REIT. Accordingly, we could be required to borrow funds or liquidate investments on adverse terms in order to meet these distribution requirements. Additionally, the sale of properties resulting in significant tax gains could require higher distributions to our shareholders or payment of additional income taxes in order to maintain our REIT status.
Complying with REIT requirements may limit our ability to hedge effectively and may cause us to incur tax liabilities.
The REIT provisions of the Code may limit our ability to hedge our assets and operations. Under these provisions, any income that we generate from transactions intended to hedge our interest rate risk will be excluded from gross income for purposes of the REIT 75% and 95% gross income tests if the instrument hedges interest rate risk on liabilities used to carry or acquire real estate assets or manages the risk of certain currency fluctuations, and such instrument is properly identified under applicable Treasury Regulations. Income from hedging transactions that do not meet these requirements will generally constitute non-qualifying income for purposes of both the REIT 75% and 95% gross income tests. As a result of these rules, we may have to limit our use of hedging techniques that might otherwise be advantageous or implement those hedges through a taxable REIT subsidiary. This could increase the cost of our hedging activities because our taxable REIT subsidiary would be subject to tax on gains or expose us to greater risks associated with changes in interest rates than we would otherwise want to bear. In addition, losses in our taxable REIT subsidiary will generally not provide any tax benefit, except for being carried back or forward against past or future taxable income in the taxable REIT subsidiary, provided, however, losses in our taxable REIT subsidiary arising in taxable years beginning after December 31, 2017 may only be carried forward and may only be deducted against 80% of future taxable income in the taxable REIT subsidiary.
Complying with the REIT requirements may cause us to forgo and/or liquidate otherwise attractive investments.
To qualify as a REIT, we must continually satisfy tests concerning, among other things, the sources of our income, the nature and diversification of our assets, the amounts that we distribute to our shareholders and the ownership of our shares. To meet these tests, we may be required to take actions we would otherwise prefer not to take or forgo taking actions that we would otherwise consider advantageous. For instance, in order to satisfy the gross income or asset tests applicable to REITs
under the Code, we may be required to forgo investments that we otherwise would make. Furthermore, we may be required to liquidate from our portfolio otherwise attractive investments. In addition, we may be required to make distributions to shareholders at disadvantageous times or when we do not have funds readily available for distribution. These actions could reduce our income and amounts available for distribution to our shareholders. Thus, compliance with the REIT requirements may hinder our investment performance.
Dividends paid by REITs generally do not qualify for effective tax rates as low as dividends paid by non-REIT "C" corporations.
The maximum rate applicable to “qualified dividend income” paid by non-REIT “C” corporations to certain non-corporate U.S. shareholders has been reduced by legislation to 23.8% (taking into account the 3.8% Medicare tax applicable to net investment income). Dividends payable by REITs, however, generally are not eligible for the reduced rates. Effective for taxable years beginning after December 31, 2017 and before January 1, 2026, non-corporate shareholders may deduct 20% of their dividends from REITs (excluding qualified dividend income and capital gains dividends). For non-corporate shareholders in the top marginal tax bracket of 37%, the deduction for REIT dividends yields an effective income tax rate of 29.6% on REIT dividends, which is higher than the 20% tax rate on qualified dividend income paid by non-REIT “C” corporations. This does not adversely affect the taxation of REITs, however, it could cause certain non-corporate investors to perceive investments in REITs to be relatively less attractive than investments in the shares of non-REIT “C” corporations that pay dividends, which could adversely affect the value of our common shares.
If the Operating Partnership fails to qualify as a partnership for U.S. federal income tax purposes, we could fail to qualify as a REIT and suffer other adverse consequences.
We believe that our Operating Partnership is organized and operated in a manner so as to be treated as a partnership and not an association or a publicly traded partnership taxable as a corporation, for U.S. federal income tax purposes. As a partnership, our Operating Partnership is not subject to U.S. federal income tax on its income. Instead, each of the partners is allocated its share of our Operating Partnership’s income. No assurance can be provided, however, that the IRS will not challenge our Operating Partnership’s status as a partnership for U.S. federal income tax purposes or that a court would not sustain such a challenge. If the IRS was successful in treating our Operating Partnership as an association or publicly traded partnership taxable as a corporation for U.S. federal income tax purposes, we would fail to meet the gross income tests and certain of the asset tests applicable to REITs and, accordingly, would cease to qualify as a REIT. Also, the failure of the Operating Partnership to qualify as a partnership would cause it to become subject to U.S. federal corporate income tax, which would reduce significantly the amount of its cash available for distribution to its partners, including us.
There is a risk that the tax laws applicable to REITs may change.
The IRS, the United States Treasury Department and Congress frequently review U.S.federalU.S. federal income tax legislation, regulations and other guidance. The Company cannot predict whether, when or to what extent new U.S. federal tax laws, regulations, interpretations or rulings will be adopted. Any legislative action may prospectively or retroactively modify the Company's tax treatment and, therefore, may adversely affect our taxation or taxation of our shareholders. We urge you to consult with your tax advisor with respect to the status of legislative, regulatory or administrative developments and proposals and their potential effect on an investment in our stock. Although REITs generally receive certain tax advantages compared to entities taxed as non-REIT “C” corporations, it is possible that future legislation would result in a REIT having fewer tax advantages, and it could become more advantageous for a company that invests in real estate to elect to be treated for U.S. federal income tax purposes as a non-REIT “C” corporation.
ITEM 1B. UNRESOLVED STAFF COMMENTS
None
ITEM 2. PROPERTIES
Retail Operating Properties
As of December 31, 2018,2019, we owned interests in a portfolio of 10582 retail operating properties totaling approximately 21.216.0 million square feet of total GLA (including approximately 6.14.5 million square feet of non-owned anchor space). The following table sets forth more specific information with respect to our retail operating properties as of December 31, 2018:2019:
| | Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops | Total | Anchors | Shops | Total | Anchors | Shops |
| Arizona | | | | | | |
| The Corner | Tucson | 2008 | 79,902 |
| 55,883 |
| 24,019 |
| 100.0 | % | 100.0 | % | 100.0 | % | 30.71 |
| Total Wine & More | Nordstrom Rack, Panera Bread, (Home Depot) | Tucson | 2008 | 79,902 |
| 55,883 |
| 24,019 |
| 100.0 | % | 100.0 | % | 100.0 | % | 30.87 |
| Total Wine & More | Nordstrom Rack, Panera Bread, (Home Depot) |
| Connecticut | | | | | | |
Crossing at Killingly Commons3 | Willimantic, CT | 2010 | 205,683 |
| 148,250 |
| 57,433 |
| 96.9 | % | 100.0 | % | 89.0 | % | 16.25 |
| Stop & Shop Supermarket, (Target) | TJ Maxx, Bed Bath & Beyond, Michaels, Petco, Staples, Lowe's Home Improvement Center | |
Crossing at Killingly Commons | | Willimantic, CT | 2010 | 205,683 |
| 148,250 |
| 57,433 |
| 86.0 | % | 86.2 | % | 85.5 | % | 14.50 |
| Stop & Shop Supermarket, (Target) | TJ Maxx, Michaels, Petco, Staples, Lowe's Home Improvement Center |
| Florida | | | | | | | | |
| 12th Street Plaza | Vero Beach | 1978/2003 | 135,016 |
| 121,376 |
| 13,640 |
| 100.0 | % | 100.0 | % | 100.0 | % | 10.24 |
| Publix | Stein Mart, Tuesday Morning | Vero Beach | 1978/2003 | 135,016 |
| 121,376 |
| 13,640 |
| 100.0 | % | 100.0 | % | 100.0 | % | 10.32 |
| Publix | Stein Mart, Tuesday Morning |
| Bayport Commons | Tampa | 2008 | 97,163 |
| 71,540 |
| 25,623 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.34 |
| (Target) | PetSmart, Michaels, Gander Outdoors | Tampa | 2008 | 97,163 |
| 71,540 |
| 25,623 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.38 |
| (Target) | PetSmart, Michaels |
| Bolton Plaza | Jacksonville | 1986/2014 | 154,555 |
| 136,195 |
| 18,360 |
| 100.0 | % | 100.0 | % | 100.0 | % | 9.79 |
| Aldi | LA Fitness, Academy Sports, Marshalls, Panera Bread | |
| Burnt Store Marketplace | Punta Gorda | 1989/2018 | 95,625 |
| 45,600 |
| 50,025 |
| 88.6 | % | 100.0 | % | 78.1 | % | 14.07 |
| Publix | Anytime Fitness, Pet Supermarket, (Home Depot) | |
| Centre Point Commons | Sarasota | 2007 | 119,320 |
| 93,574 |
| 25,746 |
| 98.7 | % | 100.0 | % | 93.8 | % | 17.64 |
| | Best Buy, Dick's Sporting Goods, Office Depot, Panera Bread, (Lowe's Home Improvement Center) | Sarasota | 2007 | 119,320 |
| 93,574 |
| 25,746 |
| 98.7 | % | 100.0 | % | 93.8 | % | 17.74 |
| | Best Buy, Dick's Sporting Goods, Office Depot, Panera Bread, (Lowe's Home Improvement Center) |
| Cobblestone Plaza | Miami | 2011 | 133,244 |
| 68,219 |
| 65,025 |
| 83.8 | % | 70.4 | % | 97.9 | % | 31.2 |
| Whole Foods | Party City | Miami | 2011 | 133,259 |
| 68,219 |
| 65,040 |
| 96.7 | % | 100.0 | % | 93.2 | % | 28.16 |
| Whole Foods | Party City, Planet Fitness |
| Colonial Square | Fort Myers | 2010 | 186,517 |
| 150,505 |
| 36,012 |
| 92.4 | % | 100.0 | % | 60.7 | % | 11.57 |
| | Kohl's, Hobby Lobby, PetSmart, | Fort Myers | 2010 | 186,517 |
| 150,505 |
| 36,012 |
| 92.4 | % | 100.0 | % | 60.7 | % | 11.94 |
| | Kohl's, Hobby Lobby, PetSmart, |
Delray Marketplace3 | Miami | 2013 | 260,237 |
| 118,136 |
| 142,101 |
| 96.4 | % | 100.0 | % | 93.4 | % | 26.94 |
| Publix | Frank Theatres, Burt & Max's, Ann Taylor Loft, Chico's, White House Black Market | Miami | 2013 | 260,298 |
| 118,136 |
| 142,162 |
| 91.6 | % | 100.0 | % | 84.6 | % | 26.42 |
| Publix | Frank Theatres, Burt & Max's, Ann Taylor Loft, Chico's, White House Black Market |
| Estero Town Commons | Fort Meyers | 2006 | 25,696 |
| — |
| 25,696 |
| 100.0 | % | — | % | 100.0 | % | 14.76 |
| | Lowe's Home Improvement Center, Dollar Tree | Fort Meyers | 2006 | 25,696 |
| — |
| 25,696 |
| 94.7 | % | — | % | 94.7 | % | 15.23 |
| | Lowe's Home Improvement Center, Dollar Tree |
| Gainesville Plaza | Gainesville | 1970/2015 | 162,189 |
| 125,162 |
| 37,027 |
| 92.4 | % | 100.0 | % | 66.6 | % | 9.41 |
| Save-A-Lot | Ross Stores, Burlington, 2nd & Charles | |
| Hunter's Creek Promenade | Orlando | 1994 | 119,727 |
| 55,999 |
| 63,728 |
| 96.7 | % | 100.0 | % | 93.7 | % | 15.01 |
| Publix | | Orlando | 1994 | 119,759 |
| 55,999 |
| 63,760 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.60 |
| Publix | |
| Indian River Square | Vero Beach | 1997/2004 | 142,592 |
| 109,000 |
| 33,592 |
| 95.9 | % | 100.0 | % | 82.7 | % | 11.94 |
| (Target) | Beall's, Office Depot, Dollar Tree, Panera | Vero Beach | 1997/2004 | 142,592 |
| 109,000 |
| 33,592 |
| 95.9 | % | 100.0 | % | 82.7 | % | 12.17 |
| (Target) | Beall's, Office Depot, Dollar Tree, Panera |
| International Speedway Square | Daytona Beach | 1999/2013 | 233,424 |
| 203,405 |
| 30,019 |
| 95.3 | % | 100.0 | % | 63.2 | % | 11.29 |
| Total Wine & More | Bed Bath & Beyond, Stein Mart, Old Navy, Staples, Michaels, Dick’s Sporting Goods, Shoe Carnival | Daytona Beach | 1999/2013 | 233,424 |
| 203,405 |
| 30,019 |
| 94.6 | % | 100.0 | % | 57.9 | % | 11.23 |
| Total Wine & More | Bed Bath & Beyond, Stein Mart, Old Navy, Staples, Michaels, Dick’s Sporting Goods, Shoe Carnival |
| Kings Lake Square | Naples | 1986/2014 | 88,611 |
| 45,600 |
| 43,011 |
| 100.0 | % | 100.0 | % | 100.0 | % | 19.07 |
| Publix | | Naples | 1986/2014 | 88,611 |
| 45,600 |
| 43,011 |
| 100.0 | % | 100.0 | % | 100.0 | % | 19.30 |
| Publix | |
| Lake City Commons | Lake City | 2008 | 65,723 |
| 45,600 |
| 20,123 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.43 |
| Publix | | Lake City | 2008 | 65,746 |
| 45,600 |
| 20,146 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.58 |
| Publix | |
| Lake City Commons - Phase II | Lake City | 2011 | 16,291 |
| 12,131 |
| 4,160 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.71 |
| Publix | PetSmart | Lake City | 2011 | 16,291 |
| 12,131 |
| 4,160 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.80 |
| Publix | PetSmart |
| Lake Mary Plaza | Orlando | 2009 | 21,370 |
| 14,880 |
| 6,490 |
| 91.4 | % | 100.0 | % | 71.6 | % | 38.62 |
| | Walgreens | Orlando | 2009 | 21,385 |
| 14,880 |
| 6,505 |
| 100.0 | % | 100.0 | % | 100.0 | % | 38.00 |
| | Walgreens |
| Lakewood Promenade | Jacksonville | 1948/1998 | 196,655 |
| 77,840 |
| 118,815 |
| 86.5 | % | 100.0 | % | 77.6 | % | 12.12 |
| Winn Dixie | Stein Mart, Starbucks, Salon Lofts | |
| Lithia Crossing | Tampa | 2003/2013 | 90,515 |
| 53,547 |
| 36,968 |
| 98.3 | % | 100.0 | % | 95.9 | % | 15.59 |
| The Fresh Market | Stein Mart, Chili's, Panera Bread | Tampa | 2003/2013 | 90,515 |
| 53,547 |
| 36,968 |
| 100.0 | % | 100.0 | % | 100.0 | % | 16.06 |
| The Fresh Market | Stein Mart, Chili's, Panera Bread |
| Miramar Square | Miami | 2008 | 225,205 |
| 147,505 |
| 77,700 |
| 98.8 | % | 100.0 | % | 96.6 | % | 17.7 |
| Sprouts Farmers Market | Kohl's, Miami Children's Hospital, Dollar General | Miami | 2008 | 225,205 |
| 147,505 |
| 77,700 |
| 99.5 | % | 100.0 | % | 98.5 | % | 17.53 |
| Sprouts Farmers Market | Kohl's, Miami Children's Hospital |
| Northdale Promenade | Tampa | 1985/2017 | 179,575 |
| 130,269 |
| 49,306 |
| 98.5 | % | 100.0 | % | 94.6 | % | 12.45 |
| (Winn Dixie) | TJ Maxx, Ulta Beauty, Beall's, Crunch Fitness, Tuesday Morning | Tampa | 1985/2017 | 179,602 |
| 130,269 |
| 49,333 |
| 96.6 | % | 100.0 | % | 87.5 | % | 13.00 |
| (Winn Dixie) | TJ Maxx, Ulta Beauty, Beall's, Crunch Fitness, Tuesday Morning |
| Palm Coast Landing at Town Square | Palm Coast | 2010 | 168,352 |
| 100,822 |
| 67,530 |
| 98.6 | % | 100.0 | % | 96.6 | % | 19.46 |
| (Target) | Michaels, PetSmart, Ross Stores, TJ Maxx, Ulta Beauty | |
| Pine Ridge Crossing | Naples | 1993 | 105,962 |
| 66,435 |
| 39,527 |
| 96.3 | % | 100.0 | % | 90.0 | % | 17.85 |
| Publix, (Target) | Ulta Beauty, (Beall's) | Naples | 1993 | 105,962 |
| 66,435 |
| 39,527 |
| 96.3 | % | 100.0 | % | 90.0 | % | 18.06 |
| Publix, (Target) | Ulta Beauty, (Beall's) |
| Pleasant Hill Commons | Orlando | 2008 | 70,645 |
| 45,600 |
| 25,045 |
| 98.3 | % | 100.0 | % | 95.2 | % | 15.56 |
| Publix | | Orlando | 2008 | 70,645 |
| 45,600 |
| 25,045 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.86 |
| Publix | |
| Riverchase Plaza | | Naples | 1991/2001 | 78,291 |
| 48,890 |
| 29,401 |
| 96.3 | % | 100.0 | % | 90.3 | % | 16.77 |
| Publix | |
| Saxon Crossing | | Daytona Beach | 2009 | 119,907 |
| 95,304 |
| 24,603 |
| 97.2 | % | 100.0 | % | 86.2 | % | 15.39 |
| (Target) | Hobby Lobby, LA Fitness, (Lowe's Home Improvement Center) |
| Shoppes of Eastwood | | Orlando | 1997 | 69,076 |
| 51,512 |
| 17,564 |
| 98.1 | % | 100.0 | % | 92.5 | % | 13.87 |
| Publix | |
| Shops at Eagle Creek | | Naples | 1983/2013 | 70,731 |
| 50,187 |
| 20,544 |
| 100.0 | % | 100.0 | % | 100.0 | % | 16.53 |
| The Fresh Market | Staples, Panera Bread, (Lowe's Home Improvement Center) |
Tamiami Crossing 3 | | Naples | 2016 | 121,705 |
| 121,705 |
| — |
| 100.0 | % | 100.0 | % | — | % | 12.55 |
| Aldi, (Walmart) | Marshalls, Michaels, PetSmart, Ross Stores, Stein Mart, Ulta Beauty |
| | Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops | Total | Anchors | Shops | Total | Anchors | Shops |
| Riverchase Plaza | Naples | 1991/2001 | 78,291 |
| 48,890 |
| 29,401 |
| 96.3 | % | 100.0 | % | 90.3 | % | 16.32 |
| Publix | | |
| Saxon Crossing | Daytona Beach | 2009 | 119,907 |
| 95,304 |
| 24,603 |
| 99.0 | % | 100.0 | % | 95.1 | % | 14.36 |
| (Target) | Hobby Lobby, LA Fitness, (Lowe's Home Improvement Center) | |
| Shoppes of Eastwood | Orlando | 1997 | 69,076 |
| 51,512 |
| 17,564 |
| 98.1 | % | 100.0 | % | 92.5 | % | 13.71 |
| Publix | | |
| Shops at Eagle Creek | Naples | 1983/2013 | 70,731 |
| 50,187 |
| 20,544 |
| 98.4 | % | 100.0 | % | 94.3 | % | 16.18 |
| The Fresh Market | Staples, Panera Bread, (Lowe's Home Improvement Center) | |
Tamiami Crossing3 | Naples | 2016 | 121,705 |
| 121,705 |
| — |
| 100.0 | % | 100.0 | % | — | % | 12.53 |
| Aldi, (Walmart) | Marshalls, Michaels, PetSmart, Ross Stores, Stein Mart, Ulta Beauty | |
| Tarpon Bay Plaza | Naples | 2007 | 82,561 |
| 60,139 |
| 22,422 |
| 97.5 | % | 100.0 | % | 90.6 | % | 17.58 |
| (Target) | PetSmart, Cost Plus World Market, Staples, Panera Bread | Naples | 2007 | 81,864 |
| 59,442 |
| 22,422 |
| 97.4 | % | 100.0 | % | 90.6 | % | 17.43 |
| (Target) | PetSmart, Cost Plus World Market, Ross Stores, Panera Bread |
| Temple Terrace | Tampa | 2012 | 90,328 |
| 58,798 |
| 31,530 |
| 92.9 | % | 100.0 | % | 79.6 | % | 10.71 |
| Winn Dixie | Burger King | |
| The Landing at Tradition | Port St. Lucie | 2007 | 362,642 |
| 290,203 |
| 72,439 |
| 70.2 | % | 69.4 | % | 73.5 | % | 15.99 |
| (Target) | TJ Maxx, Ulta Beauty, Bed Bath & Beyond, LA Fitness, Michaels, Old Navy, PetSmart, Pier 1, DSW, Five Below | Port St. Lucie | 2007 | 359,474 |
| 283,064 |
| 76,410 |
| 78.7 | % | 79.4 | % | 76.2 | % | 16.33 |
| (Target) | TJ Maxx, Ulta Beauty, Bed Bath & Beyond, LA Fitness, Michaels, Old Navy, PetSmart, Pier 1, DSW, Five Below, Ross Stores |
| The Shops at Julington Creek | Jacksonville | 2011 | 40,254 |
| 21,038 |
| 19,216 |
| 100.0 | % | 100.0 | % | 100.0 | % | 20.04 |
| The Fresh Market | | Jacksonville | 2011 | 40,254 |
| 21,038 |
| 19,216 |
| 100.0 | % | 100.0 | % | 100.0 | % | 20.48 |
| The Fresh Market | |
| Tradition Village Center | Port St. Lucie | 2006 | 84,086 |
| 45,600 |
| 38,486 |
| 98.6 | % | 100.0 | % | 97.0 | % | 17.9 |
| Publix | | Port St. Lucie | 2006 | 84,086 |
| 45,600 |
| 38,486 |
| 98.6 | % | 100.0 | % | 97.0 | % | 18.55 |
| Publix | |
| Waterford Lakes Village | Orlando | 1997 | 77,975 |
| 51,703 |
| 26,272 |
| 96.7 | % | 100.0 | % | 90.2 | % | 13.05 |
| Winn Dixie | | Orlando | 1997 | 77,975 |
| 51,703 |
| 26,272 |
| 96.7 | % | 100.0 | % | 90.2 | % | 13.20 |
| Winn Dixie | |
| Georgia | | | | | | |
| Beechwood Promenade | Athens | 1961/2018 | 297,369 |
| 212,485 |
| 84,884 |
| 95.0 | % | 100.0 | % | 82.5 | % | 13.29 |
| The Fresh Market | TJ Maxx, Michaels, CVS, Stein Mart, Starbucks | |
| Mullins Crossing | Augusta | 2005 | 276,318 |
| 228,224 |
| 48,094 |
| 99.3 | % | 100.0 | % | 96.1 | % | 13.23 |
| (Target) | Ross Stores, Old Navy, Five Below, Kohls, La-Z-Boy, Marshalls, Office Max, Petco, Ulta Beauty, Panera Bread | Augusta | 2005 | 276,318 |
| 228,224 |
| 48,094 |
| 99.3 | % | 100.0 | % | 96.1 | % | 13.35 |
| (Target) | Ross Stores, Old Navy, Five Below, Kohls, La-Z-Boy, Marshalls, Office Max, Petco, Ulta Beauty, Panera Bread |
| Publix at Acworth | Atlanta | 1996 | 69,628 |
| 37,888 |
| 31,740 |
| 100.0 | % | 100.0 | % | 100.0 | % | 12.77 |
| Publix | | |
| The Centre at Panola | Atlanta | 2001 | 73,075 |
| 51,674 |
| 21,401 |
| 100.0 | % | 100.0 | % | 100.0 | % | 13.3 |
| Publix | | |
| Illinois | | | | | | |
| Naperville Marketplace | Chicago | 2008 | 83,743 |
| 61,683 |
| 22,060 |
| 100.0 | % | 100.0 | % | 100.0 | % | 13.62 |
| (Caputo's Fresh Market) | TJ Maxx, PetSmart | Chicago | 2008 | 83,759 |
| 61,683 |
| 22,076 |
| 97.7 | % | 100.0 | % | 91.1 | % | 13.91 |
| (Caputo's Fresh Market) | TJ Maxx, PetSmart |
| South Elgin Commons | Chicago | 2011 | 128,000 |
| 128,000 |
| — |
| 54.7 | % | 54.7 | % | — | % | 16.83 |
| (Target) | LA Fitness, Ross Stores | |
| Indiana | | | | | | |
| 54th & College | Indianapolis | 2008 | — |
| — |
| — |
| — | % | — | % | — | % | — |
| The Fresh Market | | Indianapolis | 2008 | — |
| — |
| — |
| — | % | — | % | — | % | — |
| The Fresh Market | |
| Beacon Hill | Chicago | 2006 | 56,820 |
| 11,043 |
| 45,777 |
| 89.7 | % | 100.0 | % | 87.3 | % | 16.99 |
| (Strack & Van Til) | (Walgreens), Jimmy John's, Rosati's, Great Clips | |
| Bell Oaks Centre | Evansville | 2008 | 94,958 |
| 74,122 |
| 20,836 |
| 100.0 | % | 100.0 | % | 100.0 | % | 12.46 |
| Schnuck's Market | | |
| Boulevard Crossing | Kokomo | 2004 | 124,634 |
| 74,440 |
| 50,194 |
| 98.9 | % | 100.0 | % | 97.3 | % | 14.69 |
| | Petco, TJ Maxx, Ulta Beauty, Shoe Carnival, (Kohl's) | |
| Bridgewater Marketplace | Indianapolis | 2008 | 25,975 |
| — |
| 25,975 |
| 87.6 | % | — | % | 87.6 | % | 20.53 |
| | (Walgreens), The Local Eatery, Original Pancake House | Westfield | 2008 | 25,975 |
| — |
| 25,975 |
| 100.0 | % | — | % | 100.0 | % | 21.49 |
| | (Walgreens), The Local Eatery, Original Pancake House |
| Castleton Crossing | Indianapolis | 1975/2012 | 286,377 |
| 247,710 |
| 38,667 |
| 99.3 | % | 100.0 | % | 94.8 | % | 12.12 |
| | TJ Maxx/HomeGoods, Burlington, Shoe Carnival, Value City Furniture, K&G Menswear, Chipotle, Verizon, Five Below | Indianapolis | 1975/2012 | 286,377 |
| 247,710 |
| 38,667 |
| 100.0 | % | 100.0 | % | 100.0 | % | 12.30 |
| | TJ Maxx/HomeGoods, Burlington, Shoe Carnival, Value City Furniture, K&G Menswear, Chipotle, Verizon, Five Below |
| Cool Creek Commons | Indianapolis | 2005 | 124,251 |
| 53,600 |
| 70,651 |
| 96.4 | % | 100.0 | % | 93.6 | % | 18.70 |
| The Fresh Market | Stein Mart, McAlister's Deli, Buffalo Wild Wings, Pet People | Westfield | 2005 | 124,303 |
| 53,600 |
| 70,703 |
| 96.4 | % | 100.0 | % | 93.7 | % | 19.30 |
| The Fresh Market | Stein Mart, McAlister's Deli, Buffalo Wild Wings, Pet People |
| Depauw University Bookstore and Café | | Indianapolis | 2012 | 11,974 |
| — |
| 11,974 |
| 100.0 | % | — | % | 100.0 | % | 9.17 |
| | Follett's, Starbucks |
| Eddy Street Commons at Notre Dame | | South Bend | 2009 | 87,987 |
| 20,154 |
| 67,833 |
| 98.8 | % | 100.0 | % | 98.4 | % | 26.66 |
| | Hammes Bookstore & Cafe, Chipotle, Urban Outfitters, Five Guys, Kilwins, Blaze Pizza |
| Fishers Station | | Fishers | 1989/2018 | 52,400 |
| 15,441 |
| 36,959 |
| 97.8 | % | 100.0 | % | 96.9 | % | 17.72 |
| | Dollar Tree, Goodwill |
| Geist Pavilion | | Fishers | 2006 | 63,910 |
| 29,700 |
| 34,210 |
| 100.0 | % | 100.0 | % | 100.0 | % | 17.43 |
| | Ace Hardware, Goodwill, Ale Emporium, Pure Barre |
| Greyhound Commons | | Carmel | 2005 | 9,152 |
| — |
| 9,152 |
| 100.0 | % | — | % | 100.0 | % | 14.74 |
| | (Lowe's Home Improvement Center), Abuelo's Mexican, Koto Japenese Steakhouse |
| Nora Plaza | | Indianapolis | 2004 | 139,743 |
| 73,589 |
| 66,154 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.17 |
| Whole Foods, (Target) | Marshalls |
| Rangeline Crossing | | Carmel | 1986/2013 | 99,226 |
| 47,962 |
| 51,264 |
| 97.2 | % | 100.0 | % | 94.5 | % | 22.94 |
|
| Walgreens, Panera Bread, Pet Valu, City BBQ |
| Rivers Edge | | Indianapolis | 2011 | 150,428 |
| 117,890 |
| 32,538 |
| 100.0 | % | 100.0 | % | 100.0 | % | 22.20 |
| | Nordstrom Rack, The Container Store, Arhaus Furniture, Bicycle Garage of Indy, Buy Buy Baby, J Crew Mercantile |
| Stoney Creek Commons | | Noblesville | 2000/2013 | 84,226 |
| 84,226 |
| — |
| 64.1 | % | 64.1 | % | — | % | 14.38 |
| | LA Fitness, Goodwill, (Lowe's Home Improvement Center) |
| Traders Point I | | Indianapolis | 2005 | 279,786 |
| 238,721 |
| 41,065 |
| 73.9 | % | 71.6 | % | 87.5 | % | 14.69 |
| | Dick's Sporting Goods, AMC Theatres, Bed Bath & Beyond, Michaels, Old Navy, PetSmart, Books-A-Million |
| Traders Point II | | Indianapolis | 2005 | 45,977 |
| — |
| 45,977 |
| 92.2 | % | — | % | 92.2 | % | 27.59 |
| | Starbucks, Noodles & Company, Qdoba |
|
| | | | | | | | | | | | | | | | | | | |
Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops |
| Depauw University Bookstore and Café | Indianapolis | 2012 | 11,974 |
| — |
| 11,974 |
| 100.0 | % | — | % | 100.0 | % | $ | 9.17 |
| | Follett's, Starbucks |
| Eddy Street Commons at Notre Dame | South Bend | 2009 | 87,991 |
| 20,154 |
| 67,837 |
| 98.8 | % | 100.0 | % | 98.4 | % | 25.95 |
| | Hammes Bookstore & Cafe, Chipotle, Urban Outfitters, Five Guys, Kilwins, Blaze Pizza |
Fishers Station5 | Indianapolis | 1989/2018 | 52,414 |
| 15,441 |
| 36,973 |
| 97.8 | % | 100.0 | % | 96.9 | % | 17.40 |
| Kroger | Dollar Tree, Goodwill |
| Geist Pavilion | Indianapolis | 2006 | 63,910 |
| 29,700 |
| 34,210 |
| 100.0 | % | 100.0 | % | 100.0 | % | 17.18 |
| | Ace Hardware, Goodwill, Ale Emporium, Pure Barre |
| Glendale Town Center | Indianapolis | 1958/2008 | 393,002 |
| 329,546 |
| 63,456 |
| 95.9 | % | 97.0 | % | 90.6 | % | 7.36 |
| (Target) | Macy’s, Staples, Landmark Theaters, Pei Wei, LensCrafters, Panera Bread, (Walgreens), (Lowe's Home Improvement Center) |
| Greyhound Commons | Indianapolis | 2005 | 9,152 |
| — |
| 9,152 |
| 100.0 | % | — | % | 100.0 | % | 14.16 |
| | (Lowe's Home Improvement Center), Abuelo's Mexican, Koto Japenese Steakhouse |
| Lima Marketplace | Fort Wayne | 2008 | 100,461 |
| 71,521 |
| 28,940 |
| 92.8 | % | 100.0 | % | 74.9 | % | 14.90 |
| Aldi, (Walmart) | PetSmart, Office Depot, Aldi, Dollar Tree |
| Rangeline Crossing | Indianapolis | 1986/2013 | 99,238 |
| 47,962 |
| 51,276 |
| 97.2 | % | 100.0 | % | 94.5 | % | 22.66 |
| Earth Fare | Walgreens, Panera Bread, Pet Valu, City BBQ |
| Rivers Edge | Indianapolis | 2011 | 150,428 |
| 117,890 |
| 32,538 |
| 100.0 | % | 100.0 | % | 100.0 | % | 22.08 |
| | Nordstrom Rack, The Container Store, Arhaus Furniture, Bicycle Garage of Indy, Buy Buy Baby, J Crew Mercantile |
| Stoney Creek Commons | Indianapolis | 2000/2013 | 84,330 |
| 84,330 |
| — |
| 64.1 | % | 64.1 | % | — | % | 13.44 |
| | LA Fitness, Goodwill, (Lowe's Home Improvement Center) |
| Traders Point I | Indianapolis | 2005 | 279,700 |
| 238,721 |
| 40,979 |
| 74.7 | % | 71.6 | % | 92.8 | % | 15.23 |
| | Dick's Sporting Goods, AMC Theatres, Bed Bath & Beyond, Michaels, Old Navy, PetSmart, Books-A-Million |
| Traders Point II | Indianapolis | 2005 | 45,977 |
| — |
| 45,977 |
| 92.2 | % | — | % | 92.2 | % | 27.18 | | Starbucks, Noodles & Company, Qdoba |
| Whitehall Pike | Bloomington | 1999 | 128,997 |
| 128,997 |
| — |
| 100.0 | % | 100.0 | % | — | % | 6.90 |
| | Lowe's Home Improvement Center |
| Nevada | | | | | | | | | | | |
| Cannery Corner | Las Vegas | 2008 | 30,738 |
| — |
| 30,738 |
| 94.4 | % | — | % | 94.4 | % | 38.22 |
| (Sam's Club) | Chipotle, Five Guys, (Lowe's Home Improvement Center) |
| Centennial Center | Las Vegas | 2002 | 333,869 |
| 158,156 |
| 175,713 |
| 94.1 | % | 100.0 | % | 88.8 | % | 24.72 |
| Sam's Club, Walmart | Ross Stores, Big Lots, Famous Footwear, Michaels, Petco, Rhapsodielle, Home Depot, HomeGoods, Skechers |
| Centennial Gateway | Las Vegas | 2005 | 193,072 |
| 139,913 |
| 53,159 |
| 100.0 | % | 100.0 | % | 100.0 | % | 24.67 |
| Trader Joe's | 24 Hour Fitness, Party City, Sportsman's Warehouse, Walgreens |
| Eastern Beltway Center | Las Vegas | 1998/2006 | 162,445 |
| 83,983 |
| 78,462 |
| 81.1 | % | 71.7 | % | 91.1 | % | 27.44 |
| Sam's Club, Walmart | Petco, Ross Stores, Skechers, (Home Depot) |
| Eastgate Plaza | Las Vegas | 2002 | 96,594 |
| 53,030 |
| 43,564 |
| 75.5 | % | 76.4 | % | 74.4 | % | 23.64 | (Walmart) | 99 Cents Only Store, Party City |
| Rampart Commons | Las Vegas | 2002/2018 | 79,314 |
| 11,965 |
| 67,349 |
| 100.0 | % | 100.0 | % | 100.0 | % | 31.64 |
| | Athleta, North Italia, Pottery Barn, Williams Sonoma, Flower Child, Crunch Fitness |
| New Hampshire | | | | | | | | | | | |
| Merrimack Village Center | Manchester | 2007 | 78,892 |
| 54,000 |
| 24,892 |
| 100.0 | % | 100.0 | % | 100.0 | % | 14.98 |
| Supervalu/Shaw's | |
|
| | | | | | | | | | | | | | | | | | |
Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops |
| Nevada | | | | | | | | | | | |
| Centennial Center | Las Vegas | 2002 | 334,042 |
| 147,824 |
| 186,218 |
| 96.5 | % | 100.0 | % | 93.7 | % | 25.45 |
| Sam's Club, Walmart | Ross Stores, Big Lots, Famous Footwear, Michaels, Petco, Home Depot, HomeGoods, Skechers, Five Below, Sephora |
| Centennial Gateway | Las Vegas | 2005 | 193,072 |
| 139,913 |
| 53,159 |
| 99.4 | % | 100.0 | % | 97.8 | % | 25.55 |
| Trader Joe's | 24 Hour Fitness, Party City, Sportsman's Warehouse, Walgreens |
| Eastern Beltway Center | Las Vegas | 1998/2006 | 162,317 |
| 77,436 |
| 84,881 |
| 90.9 | % | 100.0 | % | 82.5 | % | 27.36 |
| Sam's Club, Walmart | Petco, Ross Stores, Skechers, Old Navy, (Home Depot) |
| Rampart Commons | Las Vegas | 2002/2018 | 79,314 |
| 11,965 |
| 67,349 |
| 100.0 | % | 100.0 | % | 100.0 | % | 33.45 |
| | Athleta, North Italia, Pottery Barn, Williams Sonoma, Flower Child, Crunch Fitness |
| New Jersey | | | | | | | | | | | |
| Bayonne Crossing | New York / Northern New Jersey | 2011 | 106,146 |
| 52,219 |
| 53,927 |
| 100.0 | % | 100.0 | % | 100.0 | % | 29.46 |
| Walmart | Michaels, New York Sports Club, Lowe's Home Improvement Center |
Livingston Shopping Center 3 | New York / Northern New Jersey | 1997 | 139,022 |
| 133,125 |
| 5,897 |
| 100.0 | % | 100.0 | % | 100.0 | % | 20.26 |
| | Cost Plus World Market, Buy Buy Baby, Nordstrom Rack, DSW, TJ Maxx, Ulta Beauty |
| New York | | | | | | | | | | | |
| City Center | New York / Northern New Jersey | 2004/2018 | 363,103 |
| 325,139 |
| 37,964 |
| 96.9 | % | 100.0 | % | 70.7 | % | 26.43 |
| ShopRite | Nordstrom Rack, New York Sports Club, Burlington, Club Champion Golf, National Amusements |
| North Carolina | | | | | | | | | | | |
| Holly Springs Towne Center - Phase I | Raleigh | 2013 | 209,852 |
| 121,761 |
| 88,091 |
| 95.9 | % | 100.0 | % | 90.2 | % | 18.04 | (Target) | Dick's Sporting Goods, Marshalls, Petco, Ulta Beauty, Michaels, Old Navy, Five Below |
| Holly Springs Towne Center - Phase II | Raleigh | 2016 | 144,995 |
| 111,843 |
| 33,152 |
| 100.0 | % | 100.0 | % | 100.0 | % | 17.83 |
| (Target) | Bed Bath & Beyond, DSW, AMC Theatres, 02 Fitness |
| Northcrest Shopping Center | Charlotte | 2008 | 133,627 |
| 65,576 |
| 68,051 |
| 97.0 | % | 100.0 | % | 94.1 | % | 23.77 |
| (Target) | REI Co-Op, David's Bridal, Old Navy, Five Below |
| Oleander Place | Wilmington | 2012 | 45,524 |
| 30,144 |
| 15,380 |
| 100.0 | % | 100.0 | % | 100.0 | % | 17.91 |
| Whole Foods | |
| Parkside Town Commons - Phase I | Raleigh | 2015 | 55,368 |
| 22,500 |
| 32,868 |
| 100.0 | % | 100.0 | % | 100.0 | % | 25.61 |
| Harris Teeter/Kroger, (Target) | Petco, Guitar Center |
| Parkside Town Commons - Phase II | Raleigh | 2017 | 296,715 |
| 187,406 |
| 109,309 |
| 99.5 | % | 100.0 | % | 98.6 | % | 17.33 |
| (Target) | Frank Theatres, Golf Galaxy, Hobby Lobby, Stein Mart, Chuy's, Starbucks, Panera Bread, Levity Live |
| Perimeter Woods | Charlotte | 2008 | 125,646 |
| 105,262 |
| 20,384 |
| 100.0 | % | 100.0 | % | 100.0 | % | 20.71 |
| | Best Buy, Off Broadway Shoes, PetSmart, Michaels, (Lowe's Home Improvement Center) |
| Toringdon Market | Charlotte | 2004 | 60,627 |
| 26,072 |
| 34,555 |
| 97.9 | % | 100.0 | % | 96.3 | % | 22.71 | Earth Fare | |
| Ohio | | | | | | | | | | | |
| Eastgate Pavilion | Cincinnati | 1995 | 236,230 |
| 231,730 |
| 4,500 |
| 100.0 | % | 100.0 | % | 100.0 | % | 9.12 | | Best Buy, Dick's Sporting Goods, Value City Furniture, Petsmart, DSW, Bed Bath & Beyond |
| Oklahoma | | | | | | | | | | | |
| Belle Isle Station | Oklahoma City | 2000 | 196,298 |
| 115,783 |
| 80,515 |
| 96.9 | % | 100.0 | % | 92.4 | % | 17.92 | (Walmart) | REI, Shoe Carnival, Old Navy, Ross Stores, Nordstrom Rack, Ulta Beauty, Five Below |
| Shops at Moore | Oklahoma City | 2010 | 260,482 |
| 187,916 |
| 72,566 |
| 97.2 | % | 100.0 | % | 90.0 | % | 12.25 | | Bed Bath & Beyond, Best Buy, Hobby Lobby, Office Depot, PetSmart, Ross Stores, (J.C. Penney) |
|
| | | | | | | | | | | | | | | | | | | |
Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops |
| New Jersey | | | | | | | | | | | |
| Bayonne Crossing | New York / Northern New Jersey | 2011 | 106,146 |
| 52,219 |
| 53,927 |
| 100.0 | % | 100.0 | % | 100.0 | % | 29.36 |
| Walmart | Michaels, New York Sports Club, Lowe's Home Improvement Center |
Livingston Shopping Center3 | New York / Northern New Jersey | 1997 | 139,559 |
| 133,125 |
| 6,434 |
| 95.4 | % | 100.0 | % | — | % | 19.77 |
| | Cost Plus World Market, Buy Buy Baby, Nordstrom Rack, DSW, TJ Maxx, Ulta Beauty |
| New York | | | | | | | | | | | |
| City Center | New York / Northern New Jersey | 2004/2018 | 363103 | 325,139 |
| 37,964 |
| 98.0 | % | 100.0 | % | 80.5 | % | 26.71 |
| ShopRite | Nordstrom Rack, New York Sports Club, Burlington, Club Champion Golf, National Amusements |
| North Carolina | | | | | | | | | | | |
| Holly Springs Towne Center - Phase I | Raleigh | 2013 | 210,356 |
| 121,761 |
| 88,595 |
| 96.9 | % | 100.0 | % | 92.6 | % | 17.48 |
| (Target) | Dick's Sporting Goods, Marshalls, Petco, Ulta Beauty, Michaels, Old Navy |
| Holly Springs Towne Center - Phase II | Raleigh | 2016 | 145,009 |
| 111,843 |
| 33,166 |
| 100.0 | % | 100.0 | % | 100.0 | % | 18.29 |
| (Target) | Bed Bath & Beyond, DSW, AMC Theatres, 02 Fitness |
| Northcrest Shopping Center | Charlotte | 2008 | 133,627 |
| 65,576 |
| 68,051 |
| 97.5 | % | 100.0 | % | 95.1 | % | 23.12 |
| (Target) | REI Co-Op, David's Bridal, Dollar Tree, Old Navy, Five Below |
| Oleander Place | Wilmington | 2012 | 45,530 |
| 30,144 |
| 15,386 |
| 87.3 | % | 100.0 | % | 62.5 | % | 16.41 |
| Whole Foods | |
| Parkside Town Commons - Phase I | Raleigh | 2015 | 55,368 |
| 22,500 |
| 32,868 |
| 100.0 | % | 100.0 | % | 100.0 | % | 25.06 |
| Harris Teeter/Kroger, (Target) | Petco, Guitar Center |
| Parkside Town Commons - Phase II | Raleigh | 2017 | 291,707 |
| 187,406 |
| 104,301 |
| 98.8 | % | 100.0 | % | 96.7 | % | 20.15 |
| (Target) | Frank Theatres, Golf Galaxy, Hobby Lobby, Stein Mart, Chuy's, Starbucks, Panera Bread, Levity Live |
| Perimeter Woods | Charlotte | 2008 | 125,646 |
| 105,262 |
| 20,384 |
| 100.0 | % | 100.0 | % | 100.0 | % | 21.19 |
| | Best Buy, Off Broadway Shoes, Office Max, PetSmart, Lowe's Home Improvement Center |
| Toringdon Market | Charlotte | 2004 | 60,631 |
| 26,072 |
| 34,559 |
| 97.7 | % | 100.0 | % | 95.9 | % | 22.00 |
| Earth Fare | |
| Ohio | | | | | | | | | | | |
| Eastgate Pavilion | Cincinnati | 1995 | 236,230 |
| 231,730 |
| 4,500 |
| 100.0 | % | 100.0 | % | 100.0 | % | $ | 9.11 |
| | Best Buy, Dick's Sporting Goods, Value City Furniture, Petsmart, DSW, Bed Bath & Beyond |
| Oklahoma | | | | | | | | | | | |
| Belle Isle Station | Oklahoma City | 2000 | 201,640 |
| 130,016 |
| 71,624 |
| 90.6 | % | 89.1 | % | 93.5 | % | 16.70 |
| (Walmart) | REI, Shoe Carnival, Old Navy, Ross Stores, Nordstrom Rack, Ulta Beauty |
| Shops at Moore | Oklahoma City | 2010 | 260,509 |
| 187,916 |
| 72,593 |
| 96.4 | % | 100.0 | % | 87.0 | % | 12.23 |
| | Bed Bath & Beyond, Best Buy, Hobby Lobby, Office Depot, PetSmart, Ross Stores, (J.C. Penney) |
| Silver Springs Pointe | Oklahoma City | 2001 | 48,440 |
| 20,515 |
| 27,925 |
| 79.1 | % | 100.0 | % | 63.8 | % | 16.12 | (Sam's Club), (Walmart) | Kohls, Office Depot, (Home Depot) |
| University Town Center | Oklahoma City | 2009 | 158,375 |
| 77,097 |
| 81,278 |
| 98.2 | % | 100.0 | % | 96.5 | % | 19.04 |
| (Target) | Office Depot, Petco, TJ Maxx, Ulta Beauty |
| University Town Center Phase II | Oklahoma City | 2012 | 190,502 |
| 133,546 |
| 56,956 |
| 94.7 | % | 100.0 | % | 82.3 | % | 12.94 |
| (Target) | Academy Sports, DSW, Home Goods, Michaels, Kohl's, Guitar Center |
|
| | | | | | | | | | | | | | | | | | | |
Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops |
| Silver Springs Pointe | Oklahoma City | 2001 | 48,440 |
| 20,515 |
| 27,925 |
| 83.0 | % | 100.0 | % | 70.4 | % | 13.28 | (Sam's Club), (Walmart) | Kohls, Office Depot, (Home Depot) |
| South Carolina | | | | | | | | | | | |
| Publix at Woodruff | Greenville | 1997 | 68,119 |
| 47,955 |
| 20,164 |
| 96.8 | % | 100.0 | % | 89.3 | % | 11.06 | Publix | |
| Shoppes at Plaza Green | Greenville | 2000 | 189,564 |
| 161,900 |
| 27,664 |
| 98.2 | % | 100.0 | % | 87.6 | % | 13.51 |
| | Bed Bath & Beyond, Christmas Tree Shops, Sears, Party City, Shoe Carnival, AC Moore, Old Navy |
| Tennessee | | | | | | | | | | | |
| Cool Springs Market | Nashville | 1995 | 230,980 |
| 172,712 |
| 58,268 |
| 100.0 | % | 100.0 | % | 100.0 | % | 16.48 |
| (Kroger) | Dick's Sporting Goods, Marshalls, Buy Buy Baby, DSW, Staples, Jo-Ann Fabric, Panera Bread |
| Texas | | | | | | | | | | | |
| Chapel Hill Shopping Center | Dallas/Ft. Worth | 2001 | 126,986 |
| 43,450 |
| 83,536 |
| 97.2 | % | 100.0 | % | 95.8 | % | 26.28 |
| H-E-B Grocery | The Container Store, Cost Plus World Market |
| Colleyville Downs | Dallas/Ft. Worth | 2014 | 194,666 |
| 139,219 |
| 55,447 |
| 97.3 | % | 100.0 | % | 90.4 | % | 15.45 |
| Whole Foods | Westlake Hardware, Goody Goody Liquor, Petco, Fit Factory |
| Kingwood Commons | Houston | 1999 | 158,109 |
| 74,836 |
| 83,273 |
| 94.3 | % | 100.0 | % | 89.2 | % | 21.24 |
| Randall's Food and Drug | Petco, Chico's, Talbots, Ann Taylor |
Market Street Village/
Pipeline Point | Dallas/Ft. Worth | 1970/2011 | 156,621 |
| 136,742 |
| 19,879 |
| 100.0 | % | 100.0 | % | 100.0 | % | 13.20 |
| | Jo-Ann Fabric, Ross Stores, Office Depot, Buy Buy Baby, Party City |
| Plaza at Cedar Hill | Dallas/Ft. Worth | 2000/2010 | 295,758 |
| 234,358 |
| 61,400 |
| 98.5 | % | 100.0 | % | 92.6 | % | 13.75 |
| Sprouts Farmers Market, Total Wine | DSW, Ross Stores, Hobby Lobby, Office Max, Marshalls, Home Goods |
Plaza Volente 3 | Austin | 2004 | 156,150 |
| 105,000 |
| 51,150 |
| 100.0 | % | 100.0 | % | 100.0 | % | $ | 17.94 |
| H-E-B Grocery | |
| Portofino Shopping Center | Houston | 1999/2010 | 369,846 |
| 218,861 |
| 150,985 |
| 94.0 | % | 100.0 | % | 85.2 | % | 19.72 |
| (Sam's Club) | DSW, Michaels, PGA Superstore, SteinMart, PetSmart, Old Navy, TJ Maxx, Nordstrom Rack, Five Below |
| Sunland Towne Centre | El Paso | 1996/2014 | 306,454 |
| 265,037 |
| 41,417 |
| 98.9 | % | 100.0 | % | 91.7 | % | 11.26 |
| Sprouts Farmers Market | PetSmart, Ross Stores, Bed Bath & Beyond, Spec's Fine Wines, At Home |
| Waxahachie Crossing | Dallas/Ft. Worth | 2010 | 97,127 |
| 72,191 |
| 24,936 |
| 100.0 | % | 100.0 | % | 100.0 | % | 15.07 |
| | Best Buy, PetSmart, Ross Stores, (Home Depot), (J.C. Penney) |
| Westside Market | Dallas/Ft. Worth | 2013 | 93,377 |
| 70,000 |
| 23,377 |
| 100.0 | % | 100.0 | % | 100.0 | % | 16.61 | Randalls Tom Thumb | |
| Utah | | | | | | | | | | | |
| Draper Crossing | Salt Lake City | 2012 | 164,657 |
| 115,916 |
| 48,741 |
| 100.0 | % | 100.0 | % | 100.0 | % | 16.97 |
| Kroger/Smith's | TJ Maxx, Dollar Tree, Downeast Home |
| Draper Peaks | Salt Lake City | 2012 | 227,500 |
| 101,464 |
| 126,036 |
| 95.2 | % | 100.0 | % | 91.3 | % | 20.64 |
| | Michaels, Office Depot, Petco, Quilted Bear, Ross Stores, (Kohl's) |
| Total | | | 11,554,229 |
| 7,878,569 |
| 3,675,660 |
| 96.1 | % | 97.8 | % | 92.5 | % | 17.83 |
| | |
| | | | | | | | | | | | |
| Total at Pro-Rata Share | | | 11,220,882 |
| 7,590,705 |
| 3,630,177 |
| 96.0 | % | 97.7 | % | 92.4 | % | 17.85 |
| | |
|
| | | | | | | | | | | | | | | | | | | |
Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops |
| South Carolina | | | | | | | | | | | |
| Hitchcock Plaza | Augusta | 2006 | 252,211 |
| 214,480 |
| 37,731 |
| 88.7 | % | 89.7 | % | 83.3 | % | 10.52 |
| | TJ Maxx, Ross Stores, Academy Sports, Bed Bath & Beyond, Farmers Home Furniture, Old Navy, Petco |
| Publix at Woodruff | Greenville | 1997 | 68,119 |
| 47,955 |
| 20,164 |
| 96.8 | % | 100.0 | % | 89.3 | % | 10.84 |
| Publix | |
| Shoppes at Plaza Green | Greenville | 2000 | 194,864 |
| 172,136 |
| 22,728 |
| 92.1 | % | 94.1 | % | 77.2 | % | 13.48 |
| | Bed Bath & Beyond, Christmas Tree Shops, Sears, Party City, Shoe Carnival, AC Moore, Old Navy |
| Tennessee | | | | | | | | | | | |
| Cool Springs Market | Nashville | 1995 | 230,980 |
| 172,712 |
| 58,268 |
| 100.0 | % | 100.0 | % | 100.0 | % | 16.41 |
| (Kroger) | Dick's Sporting Goods, Marshalls, Buy Buy Baby, DSW, Staples, Jo-Ann Fabric, Panera Bread |
| Texas | | | | | | | | | | | |
| Chapel Hill Shopping Center | Dallas/Ft. Worth | 2001 | 127,051 |
| 43,450 |
| 83,601 |
| 91.8 | % | 100.0 | % | 87.6 | % | 25.52 |
| H-E-B Grocery | The Container Store, Cost Plus World Market |
| Colleyville Downs | Dallas/Ft. Worth | 2014 | 188,086 |
| 139,219 |
| 48,867 |
| 97.7 | % | 100.0 | % | 91.3 | % | 14.53 |
| Whole Foods | Westlake Hardware, Goody Goody Liquor, Petco, Fit Factory |
| Kingwood Commons | Houston | 1999 | 164,357 |
| 74,836 |
| 89,521 |
| 97.7 | % | 100.0 | % | 95.7 | % | 20.56 |
| Randall's Food and Drug | Petco, Chico's, Talbots, Ann Taylor |
Market Street Village/
Pipeline Point | Dallas/Ft. Worth | 1970/2011 | 156,621 |
| 136,742 |
| 19,879 |
| 100.0 | % | 100.0 | % | 100.0 | % | 13.09 |
| | Jo-Ann Fabric, Ross Stores, Office Depot, Buy Buy Baby, Party City |
| Plaza at Cedar Hill | Dallas/Ft. Worth | 2000/2010 | 302,645 |
| 244,252 |
| 58,393 |
| 88.5 | % | 85.8 | % | 100.0 | % | 13.57 |
| Sprouts Farmers Market | DSW, Ross Stores, Hobby Lobby, Office Max, Marshalls, Home Goods |
Plaza Volente3 | Austin | 2004 | 156,215 |
| 105,000 |
| 51,215 |
| 96.3 | % | 100.0 | % | 88.6 | % | 17.36 |
| H-E-B Grocery | |
| Portofino Shopping Center | Houston | 1999/2010 | 386,171 |
| 218,861 |
| 167,310 |
| 93.6 | % | 100.0 | % | 85.3 | % | 19.65 |
| (Sam's Club) | DSW, Michaels, PGA Superstore, SteinMart, PetSmart, Old Navy, TJ Maxx, Nordstrom Rack |
| Sunland Towne Centre | El Paso | 1996/2014 | 306,454 |
| 265,037 |
| 41,417 |
| 98.9 | % | 100.0 | % | 91.7 | % | 12.11 |
| Sprouts Farmers Market | PetSmart, Ross Stores, Bed Bath & Beyond, Spec's Fine Wines |
| Waxahachie Crossing | Dallas/Ft. Worth | 2010 | 97,127 |
| 72,191 |
| 24,936 |
| 98.8 | % | 100.0 | % | 95.2 | % | 14.80 |
| | Best Buy, PetSmart, Ross Stores, (Home Depot), (J.C. Penney) |
| Westside Market | Dallas/Ft. Worth | 2013 | 93,377 |
| 70,000 |
| 23,377 |
| 100 | % | 100 | % | 100 | % | 16.33 |
| Randalls Tom Thumb | |
| Utah | | | | | | | | | | | |
| Draper Crossing | Salt Lake City | 2012 | 163,856 |
| 115,916 |
| 47,940 |
| 98.2 | % | 100.0 | % | 93.7 | % | 16.42 |
| Kroger/Smith's | TJ Maxx, Dollar Tree, Downeast Home |
| Draper Peaks | Salt Lake City | 2012 | 227,124 |
| 101,464 |
| 125,660 |
| 96.6 | % | 100.0 | % | 93.9 | % | $ | 20.38 |
| | Michaels, Office Depot, Petco, Quilted Bear, Ross Stores, (Kohl's) |
|
| | | | | | | | | | | | | | | | | | |
Property1 | Location (MSA) | Year
Built/
Renovated | Owned GLA2 | Leased % | ABR
per SqFt | Grocery Anchors4 | Other Retailers4 |
| Total | Anchors | Shops | Total | Anchors | Shops |
| Virginia | | | | | | | | | | | |
| Landstown Commons | Virginia Beach | 2007 | 398,139 |
| 207,300 |
| 190,839 |
| 95.9 | % | 100.0 | % | 91.5 | % | 20.18 |
| | Ross Stores, Bed Bath & Beyond, Best Buy, PetSmart, Ulta Beauty, Walgreens, AC Moore, Kirkland's, Five Below, Office Max, (Kohl's) |
| Wisconsin | | | | | | | | | | | |
| Village at Bay Park | Green Bay | 2005 | 82,254 |
| 23,878 |
| 58,376 |
| 98.2 | % | 100.0 | % | 97.4 | % | 16.13 |
| | DSW, J.C. Penney, Kirkland's, Chico's, Dress Barn |
| Total | | | 15,069,025 |
| 10,291,626 |
| 4,777,399 |
| 94.6 | % | 96.2 | % | 91.2 | % | 16.84 |
| | |
| | | | | | | | | | | | |
| Total at Pro-Rata Share | | | 14,742,668 |
| 10,003,762 |
| 4,738,906 |
| 94.5 | % | 96.1 | % | 91.3 | % | 16.85 |
| | |
|
| | | | | | | | | | |
| ____________________ | | | | | | | | | |
| 1 | All properties are wholly owned, except as indicated through reference to Note 3 below. Unless otherwise noted, each property is owned in fee simple by the Company. | |
| 2 | Percentage of Owned GLA Leased reflects Owned GLA/NRA leased as of December 31, 2018,2019, except for Greyhound Commons and 54th & College. | |
| 3 | Asset is owned in a joint venture. | |
| 4 | Tenants within parentheses are non-owned. | |
5 | The Company has a long-term ground lease with Kroger; rent payments began in September 2018. Kroger has notified us it does not plan to open at this location. | |
Office Operating Properties and Other
As of December 31, 2018,2019, we owned interests in one office operating property and an associatedtwo parking garage.garages. In addition, two of our retail properties contain stand-alone office components. Together, these properties have a total of 0.40.5 million square feet of net rentable area (“NRA”) office space. The following table sets forth more specific information with respect to our office, parking and other properties as of December 31, 2018:2019:
| | | ($ in thousands, except per square foot data) | ($ in thousands, except per square foot data) | | | | | | | ($ in thousands, except per square foot data) | | | | | | |
| Property | MSA | Year Built/
Renovated | Acquired,
Redeveloped
or Developed | Owned
NRA | Percentage
Of Owned
NRA
Leased | Annualized
Base Rent1 | Percentage
of
Annualized
Office and Other
Base Rent | Base Rent
Per Leased
Sq. Ft. | | Major Tenants | MSA | Year Built/
Renovated | Acquired,
Redeveloped
or Developed | Owned
NRA | Percentage
Of Owned
NRA
Leased | Annualized
Base Rent1 | Percentage
of
Annualized
Office and Other
Base Rent | Base Rent
Per Leased
Sq. Ft. | | Major Tenants |
| Office properties | | | | | | | |
| Commercial Properties | | | | | | | |
Thirty South Meridian2 | Indianapolis | 1905/2002 | Redeveloped | 284,874 |
| 95.9 | % | $ | 5,537 |
| 68.8 | % | $ | 20.27 |
| | Carrier, Stifel, Kite Realty Group, Lumina Foundation | Indianapolis | 1905/2002 | Redeveloped | 284,874 |
| 95.9 | % | $ | 5,392 |
| 67.5 | % | $ | 19.74 |
| | Carrier, Kite Realty Group, Lumina Foundation |
Union Station Parking Garage3 | Indianapolis | 1986 | Acquired | N/A |
| N/A |
| N/A |
| N/A |
| N/A |
| | Denison Parking | Indianapolis | 1986 | Acquired | N/A |
| N/A |
| N/A |
| N/A |
| N/A |
| | Denison Parking (manager) |
Pan Am Plaza Parking Garage3 | | Indianapolis | | Acquired | N/A |
| N/A |
| N/A |
| N/A |
| N/A |
| | Denison Parking (manager) |
| Stand-alone Office Components of Retail Properties | Stand-alone Office Components of Retail Properties | | | | | | Stand-alone Office Components of Retail Properties | | | | | |
Eddy Street Office (part of Eddy Street Commons)4 | South Bend | 2009 | Developed | 81,628 |
| 100.0 | % | 1,259 |
| 15.6 | % | 15.43 |
| | University of Notre Dame Offices | South Bend | 2009 | Developed | 81,628 |
| 100.0 | % | 1,292 |
| 16.2 | % | 15.82 |
| | University of Notre Dame Offices |
| Tradition Village Office (part of Tradition Village Square) | Port St. Lucie | 2006 | Acquired | 24,196 |
| 95.0 | % | 666 |
| 8.3 | % | 28.96 |
| | Port St. Lucie | 2006 | Acquired | 24,340 |
| 100.0 | % | 713 |
| 8.9 | % | 29.30 |
| |
| Total | | 390,698 |
| 96.2 | % | $ | 7,462 |
| 92.7 | % | $ | 19.75 |
| | |
| Total Commercial Properties | | | 390,842 |
| 96.2 | % | $ | 7,397 |
| 92.6 | % | $ | 19.51 |
| |
| | | | | | | | | | | | | |
| Other Properties | | | | | | | | | | | | |
| Burlington | Burlington | 1992/2000 | Acquired | 107,400 |
| 100.0 | % | $ | 591 |
| 7.3 | % | $ | 5.50 |
| | Burlington | Burlington | 1992/2000 | Acquired | 107,400 |
| 100.0 | % | $ | 591 |
| 7.4 | % | $ | 5.50 |
| | Burlington |
| | | 107,400 |
| 100.0 | % | $ | 591 |
| 7.3 | % | $ | 5.50 |
| | | 107,400 |
| 100.0 | % | $ | 591 |
| 7.4 | % | $ | 5.50 |
| |
| | | | | | | | | | | | | |
| Total Office and Other | | 498,098 |
| 97.4 | % | $ | 8,053 |
| 100.0 | % | $ | 16.60 |
| | |
| Total Commercial and Other | | | 498,242 |
| 97.7 | % | $ | 7,988 |
| 100.0 | % | $ | 16.42 |
| |
| | | | | | | | | | | | | |
| Multi-Family/Lodging | | | | | | | | | | | | |
Embassy Suites South Bend at Notre Dame5 | South Bend | 2018 | Developed | — |
| N/A |
| $ | — |
| — | % | $ | — |
| | Full service hotel with 164 rooms | South Bend | 2018 | Developed | — |
| N/A |
| $ | — |
| — | % | $ | — |
| | Full service hotel with 164 rooms |
| The Foundry Lofts and Apartments at Eddy Street | South Bend | 2009 | Developed | — |
| 100.0 | % | — |
| — |
| $ | — |
| | Air rights lease for apartment complex with 266 units | South Bend | 2009 | Developed | — |
| 100.0 | % | — |
| — |
| $ | — |
| | Air rights lease for apartment complex with 266 units |
| Summit at City Center Apartments | | New York / Northern New Jersey | 2004 | Acquired | — |
| 100.0 | % | — |
| — |
| $ | — |
| | Apartment complex with 26 units. |
In addition to our retail and office operating properties, as of December 31, 2018,2019, we owned an interest in one development project currently under construction. The following table sets forth more specific information with respect to the Company’s development property as of December 31, 2018:2019:
