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Benefits of Green Leasing for Net Lease REITs
The real estate industry continues to face increased scrutiny regarding climate-related disclosures from many different stakeholders, including investors and regulatory agencies. As the SEC finalizes its proposed rules around these disclosures, the net lease industry is grappling with how to collect and report on climate-related data given the majority of a net lease REIT’s carbon emissions are Scope 3, or indirect. Without any direct control over the operations of their properties, net lease REITs have the added challenge of establishing access to their tenants’ utility data in order to understand the power consumption and potential sustainability opportunities at their properties. One effective approach to improving sustainability and disclosure quality for net lease REITs is through green leasing, in which green clauses are incorporated into leases that encourage landlords and tenants to collaborate on energy efficient and sustainable practices by aligning financial incentives and sustainability goals. Here are three of the most significant benefits of green leasing for net lease REITs: Increases data transparency to help identify a greater number of sustainability opportunities Collecting sustainability-related data has historically been difficult for net lease REITs due to the triple-net lease structure whereby tenants are responsible for the day-to-day operations of the property. However, by implementing a green clause in their leases, landlords can require tenants to disclose electricity, water consumption, waste management and other energy usage data at their properties. This enables net lease REITs to easily collect data and benchmark the energy usage of their portfolio to better identify inefficient buildings and target attractive sustainability opportunities within their portfolio. Incentivizes landlords to invest in green building upgrades There are a number of ways green leasing can support the implementation of projects that reduce a property’s carbon footprint. For example, green leases can include a clause that give landlords the ability to install on-site renewable energy such as solar panels at their properties so long as they can sell power back to the tenant at the same retail electricity rates as the tenant pays a utility company. Furthermore, green leases often include cost-recovery clauses for energy efficiency upgrades which helps solve the “split-incentive problem” – where landlords pay 100% of the capital expense for energy upgrades while only tenants receive the monetary benefits attributed to the decrease in energy consumption. Through a cost-recovery clause, landlords can amortize and recover capital costs for energy efficiency improvements, increasing incentives to pursue these types of projects while still benefiting the tenant through cost savings. Fosters greater tenant-landlord sustainability partnerships Perhaps the biggest benefit of green leasing is the improvement in tenant engagement. Green leases are designed to benefit both tenants and landlords, providing incentive for both parties to partner on sustainability projects including renewable energy opportunities, building energy retrofits and green building certifications. In order to implement a green lease, landlords and tenants must engage in an ongoing dialogue and align on sustainability goals, objectives and opportunities, ultimately strengthening the relationship, enabling tenants to achieve their own sustainability goals and improving the likelihood of tenant renewals. Conclusion Green leasing is a great tool to enable both landlords and tenants to reduce the adverse effect that real estate has on climate change. Particularly for the net lease industry, green leasing can help improve energy data collection, enhance the environmental performance of leased properties and align financial incentives so all parties benefit. It’s a win-win-win for everyone involved – landlords, tenants and most importantly, the environment.
What Makes a Great Place to Work
Company culture is the backbone of any successful organization. According to a recent survey, 83% of respondents rated company culture as important when deciding where to work. When cultivated well, a positive company culture will unite people through a shared set of values, goals, attitudes and practices, and can create a real sense of community and belonging for employees, boosting productivity and decreasing turnover. W. P. Carey was recently certified as a Great Place to Work in 2022 thanks to the positive culture fostered by our team. In fact, 96% of survey participants said it's a great place to work – 39 points higher than the average U.S. company. What are the qualities that make a great company culture and ultimately a Great Place to Work? Learn W. P. Carey’s keys for success below. Cultivate a values-driven workplace In a values-driven workplace, employees find alignment between their personal values and the organization’s values, creating a unified and motivated workforce. At W. P. Carey, our four core values have formed the foundation of our culture: we invest for the long run, our people are critical to our success, we believe in Doing Good While Doing Well®and we value doing what is right. Our culture is nurtured by continually putting those values into action, from everyday business, to volunteer programs, to treating each other with dignity and respect. Management plays a critical role in maintaining a values-driven workplace, as they “walk the walk” and uphold our four core values through their leadership. Develop a collaborative and friendly environment W. P. Carey creates an environment where employees operate as a team. No job is too big or small and all voices matter. To that effect, W. P. Carey maintains an open-door policy – dialogue and discussion is not only welcome but encouraged. Collegial debate is critical to the success of the business. When making decisions, we will always move forward with the best idea, regardless of who brings it to the table. W. P. Carey maintains a relatively flat and lean organizational structure. The company is not focused on hierarchy and employees get to know everyone at every level. This creates a unique opportunity for employees to directly work with and learn from more tenured executives, which enables them to hone their skillset and grow in their role. Prioritize respect A respectful workplace prioritizes fairness, equality and inclusion for all employees. At W. P. Carey, employees understand the impact of their behavior on others and act accordingly, remaining mindful of personal differences and ensuring all opinions are heard. This creates an environment where employees feel valued and are comfortable actively expressing their ideas. W. P. Carey encourages employees to “bring your whole self to work” – meaning the company wants to get to know who you are outside of the office. Employees share their passions, talk about their hobbies and most importantly bring a sense of humor into the workplace. This builds real relationships and creates a supportive and uplifting environment where respectful collaboration is natural. Conclusion Building a strong corporate culture is not a passive activity. Unless you continue to cultivate it, culture won’t grow. It is also dynamic and should change over time to reflect the evolving beliefs and values of the company. Ultimately, investing the time and energy into building a positive culture is well worth the effort. Positive workplace culture boosts motivation and productivity, increases employee satisfaction, attracts new talent and reduces turnover. Perhaps most importantly, it turns a good place to work into a great one.
Retail Revitalization: Key Takeaways from ICSC Las Vegas
After a two-year hiatus, ICSC Las Vegas – one of the largest conventions for the retail industry – made its big comeback with over 22,000 attendees getting together to discuss the opportunities and trends in the sector. Retailers, brokers and real estate investors were among the exhibitors on the conference floor, where a number of topics dominated the discussion. Rising rates and inflation, the retail recovery and resurgence of brick-and-mortar were among the biggest themes at the conference. Here’s an overview of each: Financing amid rising interest rates and inflation Inflation continues to rise at its fastest pace in 40 years, with the consumer price index reaching 8.6% for the 12 months ending in May. Interest rates have also been surging, with the Fed raising benchmark rates in its most aggressive hike since 1994. This challenging and volatile economic environment has made it difficult for retailers to secure traditional debt financing at attractive rates. However, one method of financing that has been gaining traction in the retail sector is the sale-leaseback – where a company sells its real estate to an investor for cash and simultaneously enters into a long-term lease. Big names such as 7-Eleven, Sherwin Williams and Mister Car Wash have made sale-leasebacks a core part of their growth strategies due to the ability to quickly unlock otherwise illiquid capital and reinvest those proceeds into their business. Retailers can also lock in a long-term rental rate which is especially advantageous in the current economic landscape while not having to worry about short-term refinancing or restrictive debt covenants. Retail revival Despite the challenging market environment, there was a lot of optimism for the retail sector at ICSC Las Vegas. Virtually all retail property types from grocery to c-stores experienced an increase in leasing activity over the past year – with retail tenants absorbing 91 million square feet of space nationally over the past 12 months. Furthermore, the retail sector is now seeing the lowest levels of bankruptcy filings in the past five years in addition to a steady uptick in foot traffic in physical stores. This is indicative of a larger retail recovery, leaving the sector in its best position since the pandemic began. Resurgence of brick-and-mortar Perhaps the biggest topic of discussion at the conference was the resurgence of brick-and-mortar retail. While many had predicted that e-commerce would be the way of the future, consumers have proved them wrong by returning to physical stores en masse. In 2021, retail sales totaled $5 trillion – with only about 13% of that stemming from e-commerce. Online shopping actually decreased year-over-year, demonstrating that consumers were eager to return to physical stores as the pandemic subsided. This increased demand also spurred many existing retailers to expand their store footprints and some online-only retailers to open physical stores. However, not all segments within retail are created equal, with some property types like movie theaters continuing to struggle while others like restaurants have thrived. Regardless, retailers have continued to adapt to meet the evolving demands of consumers, with omnichannel – a combination of e-commerce and brick-and-mortar – emerging as the prevailing strategy for success. Conclusion Despite a challenging few years for the retail sector, fundamentals continue to improve in 2022 as demand for high-quality retail assets returns and retailers look to cash in on owned real estate to improve balance sheet health and fund future growth. Interest rates, inflation and a rumored recession lingered in the air at this year's ICSC Las Vegas, but attendees were confident that the retail revival is underway.
Three Strategic Uses of Sale-leaseback Capital for CFOs
There are several reasons businesses of all sizes may choose to monetize their owned real estate through a sale-leaseback. A sale-leaseback is an effective financing tool to unlock seemingly illiquid capital that can be reinvested into a company’s core business to fund both internal and external growth. It can be a particularly useful tool when traditional debt financing is difficult to secure or available at less attractive terms. Another key benefit is that the proceeds from a sale-leaseback can be used for essentially anything – from improving a company’s cost of capital to paying off debt. This flexibility enables CFOs to allocate sale-leaseback proceeds to the areas where their business needs it most at any given time. In today’s economic environment, CFOs can strategically leverage sale-leaseback capital to address several of the biggest concerns – and opportunities – that businesses are currently facing, including M&A, inflation and capital raising. Here’s how: Finance M&A In an M&A market that remains highly competitive, sale-leasebacks can be a useful tool to give companies an edge against their peers. Sale-leasebacks are an attractive means to finance M&A by enabling companies to take advantage of the value arbitrage between their real estate valuation and EBITDA multiple. When completing a sale-leaseback concurrently with an acquisition, the proceeds can effectively “buy down” the acquisition multiple and boost returns. In addition, leveraging sale-leaseback capital enables companies to avoid many traditional debt challenges like refinancing risk and balloon payments. By pursuing a sale-leaseback now, companies can also lock in an attractive rental rate for the long-term while cap rates remain low and before interest rates rise significantly. Counteract Inflation Inflation continues to surge at its fastest pace in 40 years. In April, the Consumer Price Index continued its upward trajectory, increasing 8.3% from one year ago. While the Fed has made some efforts to fight inflation, there is still a lot to be done to get prices down to more normal and stable levels. This is bad news for businesses, who are dealing with dwindling cash flows as costs continue to rise for raw materials, manufacturing and overhead. However, savvy CFOs can leverage sale-leaseback capital to help fund initiatives to mitigate the negative impacts of sustained high inflation. Sale-leaseback capital can be invested into automation equipment, new production lines or other areas with return on capital in excess of cap rates to increase production line efficiency and maintain operating margins despite increased pressure on costs. Unlock Illiquid Capital to Fund Internal Business Growth In today’s more volatile environment, having access to capital is critical to not only expanding externally through M&A, but also to investing in existing business lines. By pursuing a sale-leaseback, CFOs can unlock liquidity on a business’s balance sheet and reinvest those proceeds back into the core business, all while maintaining long-term occupancy and operational control of the real estate. Companies can launch new products, acquire additional equipment, fund R&D and grow their market share in existing business lines. This organic growth can in turn help attract top talent, particularly in the current tight labor market.
What to Know When Leveraging Sale-leasebacks to Finance M&A
The global M&A market experienced record activity in 2021, topping $5 trillion for the first time as unprecedented dry powder, a low cost of capital and demand for inorganic growth fueled dealmaking. Savvy corporate acquirers and private equity investors looking to jump in on the action have seized the opportunity to use creative financing options that unlock equity, strengthen balance sheets and free up capital for strategic initiatives and additional transactions. Enter stage right, the sale-leaseback. In 2021, sale-leaseback volume topped $24 billion, up from nearly $13 billion in 2020. For those interested in joining the growing number of investors and acquirers leveraging sale-leaseback financing alternatives to supplement M&A activity, here’s what you need to know. How do you know if a sale-leaseback should be part of an M&A transaction? There are a couple of key considerations in determining whether to pursue a sale-leaseback as part of an M&A strategy. First, identifying whether or not owned real estate is critical to the pro forma business in the long run. A sale-leaseback is a long-term source of financing, so it’s important that the real estate involved is not only critical to the pro forma entity’s operations, but that the company is comfortable with committing to a meaningful lease term. Just as important is understanding the market’s appetite for the specific real estate and rent cash flow in contrast to the entity’s cost of capital. Tenant credit, facility criticality and quality of the real estate are all factors that contribute to how competitive a sale-leaseback strategy might be against more traditional financing strategies in supporting a transaction. How do the current inflation levels and the Fed’s rate hike impact M&A volume and attractiveness of sale-leasebacks? There are certainly some headwinds, with rising rates, the expected tightening of regulation and potential for changes in tax policy all driving a “wait and see” approach for some acquirers. However, activity so far in 2022 is still visible and the recent rate hikes and overall volatility in the debt capital markets make alternatives to traditional debt financing, such as sale-leasebacks, an even more attractive option in funding M&A strategies. What are the advantages of sale-leasebacks compared to more traditional routes of financing? There are quite a few advantages to financing via a sale-leaseback: the avoidance of many traditional debt challenges such as a balloon payment or need to refinance at the end of the term, and in some cases, less stringent financial covenants. In addition, many companies also benefit from the flexibility of extension options and operating lease treatment, all without immediately forgoing control of critical real estate or disrupting day-to-day operations. Depending on the buyer, sellers may also gain a long-term capital partner who can work with them far into the future to ensure their real estate continues to meet their evolving business needs. It’s also important to remember the cost of capital for a real estate investor is often extremely competitive. In some cases, this—coupled with the fact that a real estate investor is better suited for property ownership as it aligns with its core competency—means a real estate investor will buy assets at a higher multiple compared to an M&A target’s valuation, thereby unlocking a value creation opportunity that benefits from the combined operating business and real estate value. In addition, some companies find that by converting illiquid real estate assets into liquid capital at a favorable cost, the pro forma company is able to optimize its cost of capital. Conclusion With optimism that M&A activity will remain strong despite the current market headwinds, I anticipate sale-leaseback activity will continue to soar in 2022, particularly as awareness of this valuable financing strategy among private equity investors and corporate owner-occupiers becomes more prevalent. When working with an experienced real estate investor, sale-leasebacks can be a powerful and reliable tool to finance acquisitions and fuel corporate growth.
The Return to Cannes: Takeaways from MIPIM 2022
Following a pandemic-induced hiatus, MIPIM, Europe’s largest real estate event of the year, finally returned to the idyllic city of Cannes. More than 20,000 attendees eagerly came out to meet in-person and discuss the most prevalent topics and issues impacting the real estate sector. During my experience at the four-day event, the following major themes unsurprisingly dominated most of the conversations: rising interest rates and inflation, the conflict in Ukraine and ESG. Here’s my take on how those may impact our business and the broader European real estate market. Interest Rates and Inflation Similar to the U.S., inflation in Europe is reaching highs not seen in several decades with euro area inflation hitting 5.8% in February, driven primarily by rising energy prices and supply chain challenges. As a result of fast-rising inflation, central banks worldwide will likely pursue an increasingly hawkish strategy, bringing forward interest rate increases. All-equity buyers like W. P. Carey may be better positioned to execute on deals in this environment since they are not reliant on third-party debt financing. From a seller’s perspective, the timing to pursue a sale-leaseback may have never been better – locking in a long-term rental rate now while cap rates remain low, and before interest rates begin to rise significantly. War in Ukraine We are incredibly saddened by the events unfolding in Ukraine and are committed to doing our part to support those in need. As of now, it’s difficult to say how exactly the war will impact the real estate market but it will likely continue to stoke the flame of rising inflation globally due to economic disruptions which could further impact interest rates and borrowing costs. It’s also possible that some companies may take a “wait and see” approach to investing in neighboring countries to Ukraine and Russia until there’s more clarity on when the conflict will end. Focus on ESG ESG remained a prominent topic, particularly as regulatory and disclosure requirements continue to increase, forcing companies to define concrete, measurable goals. With the main theme of MIPIM being “driving urban change,” there was certainly a lot of discussion surrounding how the real estate industry can tackle climate change and net zero emissions as well as ensuring sustainability of new developments. At W. P. Carey, we are intensely focused on ESG. In 2021, we invested in several green buildings, including the acquisition of a 1.1-million-square-foot, BREEAM-certified logistics facility in the U.K., net leased to Jaguar Land Rover. We also issued our first green bond offering last year with $350 million of proceeds earmarked for green projects. From an asset management perspective, we take a proactive approach to communicating with our tenants on sustainability projects that can reduce their environmental impact and reduce operating costs, such as solar panels and building efficiency retrofits. For example, we worked with our tenant Sonae MC in Portugal on the installation of a solar roof which was completed last year. We also worked with our tenant Nippon Express on the installation of a one-million-square-foot solar roof, which is now one of the largest solar rooftops in Europe. While we still have much progress to make, we are focused on reducing the carbon footprint of our portfolio and believe that green buildings are not only beneficial for the environment but can also have a significant business impact for W. P. Carey, including increasing property values, driving higher rents and attracting high-caliber tenants.
Fighting Back Against Inflation with Real Estate
Inflation is at its highest point in 40 years. The consumer price index – a key indicator of inflation – rose 7.5% in the 12 months ending in January, far surpassing initial predictions from economists. For CFOs, this has meant a rapid increase in the cost of raw materials, manufacturing and overhead which significantly cuts into a businesses’ cash flows. In addition, the US is currently in the midst of a labor shortage stemming from the COVID-19 pandemic. This has forced CFOs to increase wages and other compensation in order to secure and retain talent – another big blow to a company’s cash flows. To fight mounting costs, CFOs need to take a look at their company’s assets and find ways to free up capital on their balance sheets. One often overlooked asset is a company’s owned real estate. For companies not in the business of owning real estate, these assets add a significant weight on the balance sheet. However, through a sale-leaseback, companies can sell their real estate to an investor for cash while simultaneously entering into a long-term lease. The benefit of this type of transaction is that companies can realize 100% of the value of an otherwise illiquid asset and can immediately invest that capital back into their core business. In today’s high-inflationary environment, this capital could be used to offset immediate rising wholesale and labor costs in addition to funding long-term growth initiatives. Furthermore, companies can retain full operational control of their assets following a sale-leaseback, meaning there’s no disruption to day-to-day business. Now is also a particularly attractive time for CFOs to consider sale-leasebacks due to a number of macroeconomic factors. First, the U.S. Federal Reserve has signaled that they plan to raise interest rates as early as this month to counteract inflation. However, if a company pursues a sale-leaseback now, they can lock in today’s lower rates on a long-term basis. Second, competition for high-quality real estate – particularly industrial assets – remains at an all-time high due to investors seeking long-term, stable cash flows. As a result, corporate owners can secure a high price for their real estate, in addition to attractive lease structuring, giving them the opportunity to fully maximize the amount of proceeds they receive. Inflation certainly won’t last forever, but even a few months, or years, of rising prices can be devastating for businesses. While there are a number of tools CFOs can leverage to mitigate the impact of inflation, sale-leasebacks should not be overlooked. Unlocking the value of corporate real estate and reinvesting those proceeds back into the business can not only help companies ride out the current wave of rising prices, but also set them up with the capital needed for long-term growth and success.
W. P. Carey's Approach to Sustainability
Net Lease REITs are unique because our tenants typically retain operational control of the property. This structure has enormous benefits for both landlord and tenant. The landlord is not exposed to operating costs or capital expenses and is able to own and manage a large and growing portfolio very efficiently. Meanwhile, the tenant retains operational control, enabling them to adapt the property to their specific operational needs. W. P. Carey prides itself on its proactive approach to asset management. Our goal is to create long-term relationships with our tenants, proactively working with their management teams to optimize their real estate to meet their evolving needs. In recent years, sustainability has grown to be a top priority for W. P. Carey and our tenant base alike. While the net lease structure has many benefits, it presents some challenges when it comes to helping our tenants reduce their carbon footprint. First and foremost, without direct operational control, it can be difficult for net lease landlords to access property-level emissions data in a scalable way. However, with real estate being one of the biggest contributors to global greenhouse gas emissions, net lease REITs must create the systems and processes to facilitate collaboration with our tenants to reduce the carbon footprint of the portfolio. To tackle the challenge, we employ a three-phased approach to quantify and reduce our portfolio’s global carbon footprint: Step 1: Data – Scalable systems to collect and analyze our portfolio’s carbon footprint data The first step – and perhaps the most challenging for net lease REITs in general – is to collect tenants’ energy usage data to accurately analyze and benchmark our portfolio. In 2021, W. P. Carey launched a program to leverage a suite of SaaS platforms to collect utility data in an automated and scalable manner. The data feeds into our proprietary business intelligence platform, enabling us to track energy usage, identify outliers and opportunities, and integrate with third-party benchmarking organizations. It also enables us to equip our tenants with tools to better manage and benchmark their own energy consumption. As of December 31, 2021, we’ve collected data from tenants representing over 30% of annualized base rent (ABR). In 2022, we intend to further expand this program throughout our portfolio. Step 2: Engagement – Systematic tenant outreach and collaboration The next step is to proactively engage with tenants to jumpstart actionable conversations that lead to projects that reduce carbon footprint. At W. P. Carey, each asset manager is responsible for a portfolio of tenants across all property types and regions. Our asset managers develop long-term relationships with tenant management teams, providing a direct and ongoing dialogue about the tenant’s business and how they can operate more effectively in their real estate. These conversations have created direct opportunities to pursue sustainability projects that both lower tenant operating costs and enhance W. P. Carey portfolio value. Step 3: Action – Targeted sustainability projects that lower carbon footprint The final step is to act on the insights and identify property-level sustainability opportunities within the portfolio. Sustainability projects fall within five key areas: renewable energy opportunities, building energy retrofits, existing building green certifications, new construction green certifications and tenant energy audits. In addition to the primary goal of reducing carbon footprint, collaborating with our tenants to invest in sustainability projects has several key benefits. For the tenant, a more efficient building reduces operating cost and helps reduces the tenant’s scope 1 and 2 emissions. For W. P. Carey, sustainability projects provide an enormous addressable opportunity set of accretive investments within our existing portfolio. These projects enable us to extend leases, enhance criticality of properties and improve the overall value of the portfolio. Conclusion Reducing the carbon footprint of a global net lease portfolio is an enormous long-term challenge. However, by developing a scalable, technology-driven approach to collecting data and engaging with tenants, we can systematically identify sustainability opportunities that are beneficial to the planet, attractive to tenants and improve our broader portfolio. At W. P. Carey, we’re committed to scaling up this effort and being an innovative sustainability leader in the net lease industry.
To Have and to Hold
The net lease market is firing on all cylinders with record capital raising, persistent demand for reliable cash flows and the emergence of new players seeking low-maintenance assets offering predictable income and long-term leases. Aggressive market dynamics are driving cap rates to historic lows, making now an opportune time for sellers and private equity owners to unlock a lower cost of capital through a sale-leaseback of corporate real estate vs. traditional financing. However, with new sources of capital entering the market, it’s more difficult for sellers to navigate the expanding buyer pool and choose a capital partner that’s truly “the one.” In addition to more traditional net lease investors like public REITs, private and institutional investors have continued to grow their share of the net lease market. According to CBRE, institutional and equity funds accounted for $6.3 billion in volume in the second quarter of 2021, a 99% increase from the prior year. The steady performance of the sector coupled with attractive market dynamics position these funds well for an easy flip of their investments a few years down the line. However, this does not always leave sellers well positioned to take advantage of the full suite of benefits a sale-leaseback can offer if done so with the right partner. In order to choose the right buyer, sellers should ask themselves these three questions before settling down: 1. Does my company need flexibility over the long term? Unlike a fund, a long-term holder isn’t looking to hit a short-dated return hurdle and flip the asset 4-6 years down the line. Whether it’s a potential merger or subleasing underutilized space, a long-term landlord focused on deploying additional capital to support the evolving needs of its tenants may be a better fit than a short-term holder focused on disposition opportunities. 2. Is my company growing? While many tenants prefer quiet enjoyment of their space, having a landlord aligned with growth can be key. If a tenant wants to expand their existing facility to add space or make sustainability enhancements, a landlord aligned with long-term growth is happy to continue investing in the facility in a way that’s going to support the needs of its tenants and improve the long-term value of the property. 3. Do I understand the buyer's underwriting process? Most long-term investors will spend the time to get to know a business and its unique structure rather than relying solely on credit ratings or focusing on the real estate alone. This is particularly important for sub-investment grade or non-rated companies to ensure they are being valued appropriately during the underwriting process and able to maximize sale-leaseback proceeds. Conclusion Whether you’re a company looking to sell one asset or a portfolio of assets, it’s a big decision. Before jumping into that commitment, it’s important to remember that at the core of any relationship should be a true partnership. This means choosing a partner that will recognize the full value of your real estate from the start and support your evolving needs.