REITs Aiding Recovery, Assessing Damage in Puerto Rico

REITs Aiding Recovery, Assessing Damage in Puerto Rico

More than one week after Hurricane Maria swept across the island, Puerto Rico remains without electricity. Meanwhile, roads are impassable due to extensive flooding, and essential supplies are running low.

For REITs that operate in the storm-devastated territory, the process of contacting employees, providing assistance and assessing damage is only just starting.

Shopping center REIT DDR Corp. (NYSE: DDR) has 12 properties in Puerto Rico. DDR CEO David Lukes said the company continues to work to provide basic supplies to its local team and their families. DDR has also made steady progress assessing damage and is preparing repair plans.

“We expect full recovery to span a significant period of time given damage to Puerto Rico’s critical infrastructure and the current difficulty procuring building materials and making necessary repairs,” Lukes said.

Plaza Palma Real, DDR’s property on the southeastern portion of the island, sustained major damage, the company said.  While the company’s remaining 11 assets sustained less significant damage, DDR noted that it remains unclear when re-openings could occur.

American Tower Corp. (NYSE: AMT) reported that of the sites it has been able to gain access to and inspect, it appears that the structural integrity of the towers has held. However, a substantial amount of the carrier customer equipment on the towers and at the sites is badly damaged. This damage to carrier equipment and the loss of electrical power has resulted in very few cell sites being operational, the company said.

American Tower has resources on the ground now who are helping with recovery efforts, performing full site audits on its 118 towers and identifying priority projects. The company is working with the Federal Communications Commission, Federal Emergency Management Agency and the Department of Homeland Security on a coordinated response.

Retail REIT Kimco Realty Corp. (NYSE: KIM) is busy ensuring its employees are safe and providing them with necessary assistance, according to Jennifer Maisch, director of corporate communications. As for damage assessment, infrastructure challenges are preventing a complete review of its seven shopping centers at this time, she said.

Maisch said Kimco is encouraging employees throughout the company to donate to the Red Cross through the International Council of Shopping Center’s (ICSC) portal. Kimco is matching employee donations up to a total of $50,000. The ICSC Foundation, the charitable arm of ICSC, said it will match the first $500,000 contributed by ICSC members to the American Red Cross’ hurricane relief efforts.

Mall REIT Taubman Centers, Inc. (NYSE: TCO) had a seven-person security team on site at its only property in Puerto Rico, The Mall of San Juan, during the hurricane. That lessened the impact to certain areas of the center, the company said.

Taubman said it continues to work with tenants to fully understand the extent of the damage.

“With nearly all of the island’s power out and Puerto Rico’s residents highly disrupted, it is very hard to tell when we will have the full resources and manpower needed to complete the task,” said Ryan Hurren, director of investor relations at Taubman.

Meanwhile, tower REIT Crown Castle International Corp. (NYSE: CCI) has 262 cell towers located in Puerto Rico and is still in the process of conducting inspections.

“So far, we have found that our towers maintained their structural integrity and continue to provide the infrastructure required to host our wireless carrier customers,” Crown Castle said.

Crown Castle noted that it is clearing debris so that wireless carriers can gain access to their equipment to make repairs as needed and restore network service for customers.  The company is also working to bring in additional resources, equipment, water and fuel to help support the needs of the community.

Business storage REIT Iron Mountain Inc. (NYSE: IRM) said its facilities will be closed and all service in Puerto Rico will be suspended until further notice.

“Widespread destruction caused by Hurricane Maria is hampering our efforts to quickly assess our facilities as there are limited options for communicating with our employees and recovery partners,” Iron Mountain said. The REIT said it is preparing to secure its facilities and begin remediation as soon as possible.

(Why?)

Published at Fri, 29 Sep 2017 17:46:38 +0000

Multifamily REIT UDR CEO Takes On Urban Development Challenges

Multifamily REIT UDR CEO Takes On Urban Development Challenges

Tom Toomey, president and CEO of multifamily REIT UDR, Inc. (NYSE: UDR), is the first CEO of a public firm to serve as global chairman of the Urban Land Institute (ULI). His two-year term began in June. In an interview with REIT.com, Toomey spoke about the forces shaping real estate project development today, the impact of severe weather events and prospects for the multifamily sector.

REIT.com: What do you see as some of the key factors impacting development today?

Thomas Toomey: I tend to think of four things that are influencing development challenges today: demographics and population shifts, new economic growth engines, technology and sustainable development.

The United States is going through one of the most tremendous demographic shifts that we will witness in our lives. At 80 million [people], the millennials are extraordinarily strong and are entering the housing and employment markets in large numbers. At the same time, the baby boomers at 75 million-plus are downsizing and retiring or contemplating retirement.

On the economic front, we’re moving into something that’s very unique. Two big drivers are the knowledge economy and the sharing economy. Both are dramatically changing our cities and our daily lives. It won’t be long before we have a significant amount of artificial intelligence and robotics that are offshoots of both of these new economies.

It’s an exciting time. Innovation and challenges breed opportunity.

REIT.com: Is the real estate industry adequately prepared for severe weather events like those we’ve seen recently?

Toomey: Recent weather events are changing dramatically the real estate industry and the lives of the people who live in those cities. The “storm of the century” is happening more frequently and with greater severity – we have to get used to that.

But what I see is that businesses and cities are also adjusting. The ability to bring infrastructure back on line today is extraordinary. You’re seeing the built environment being improved, along with better planning by cities to prevent the loss of life and ensure that businesses are up and running quickly.  That’s going to drive a lot of our behavior going forward. It really takes a partnership between the builders, cities and government.

REIT.com: What impact could these weather events have on future development?

Toomey: Capital may move to safer places, and migration patterns may change. That being said, New Orleans, for example, has built a thriving community off of a smaller population base. What I am amazed at is our ability to go back to cities like New Orleans or New York and rebuild the impacted areas better than they were before.

At UDR, we were significantly impacted by Hurricane Sandy. We moved all our co-generating electrical equipment out of basements and first floors basically to 100 feet in the air. As an industry, we adjust and come back stronger every time.

REIT.com: How would you describe fundamentals in the multifamily business?

Toomey: We’ve enjoyed a great run, now almost stretching a decade. With the change in demographics, we have seen new supply, but what’s unique about it is that the U.S. economy is still averaging 180,000 jobs a month. It’s still in balance. We’ve lost a little bit of pricing power, but I think supply is abating and it’s just a matter of time before we get back to a higher growth rate than where we are today.

The product we are building today in the multifamily space is extraordinarily better than we’ve ever built before and appeals to a broader range [of people]. The economics of homeownership or renting have remained pretty much in favor of the renter pool. Supply and demand, demographics and growth of the economy continue to be in our favor over the long term.

REIT.com: Do you foresee any changes to UDR’s development pipeline?

Toomey: We’re very sensitive to our cost of capital to ensure we’re creating long-term value for our shareholders. As we’re facing short-term supply challenges, development gets harder. Construction costs have risen dramatically. The wind at our back for pricing opportunities has slowed a little bit, so development is harder to pencil today.

I would see us staying pretty level in our development activity, but changing the market mix and the price point of our products to be more sensitive to the current environment.

REIT.com: And what about the future of UDR’s Developer Capital Program, which invests in alternative development structures, including participating loans and preferred equity investments?

Toomey: I’m comfortable that the program will continue for probably another three to five years, given the current dynamics of the markets.

When we started the program in 2013, we saw that the financial markets were pulling back in terms of loan proceeds for new development activity. It became apparent that there was an opportunity to invest with some of the best developers in the country and retain an option to purchase the asset or participate in the value creation at a later date. We’ve been able to reap significant rewards by participating in some of the risk.

(Why?)

Published at Tue, 26 Sep 2017 16:37:11 +0000

U.S. REITs Outperform in 2017 GRESB Assessment

U.S. REITs Outperform in 2017 GRESB Assessment

Participating U.S. listed REITs outperformed their global peers overall in environmental, social and governance (ESG) performance in 2017, according to the latest edition of the Global Real Estate Sustainability Benchmark (GRESB) Real Estate Assessment.

The GRESB Real Estate Assessment provides an investor-centric ESG benchmark and reporting framework for listed real estate companies, property funds, real estate developers and private real estate investors. Participating U.S. listed REITs earned an average score of 67, putting them ahead of the global GRESB average of 63.

Listed REITs accounted for 42 of the 204 North American companies and funds reporting on their ESG performance in 2017, according to GRESB. The average GRESB score for the North American region as a whole stood at 64.

Dan Winters, head of the Americas for GRESB, said the U.S. REIT industry made “tremendous strides” in 2017. He noted that U.S. REITs recorded their fifth straight year of improved GRESB scores. Winters also pointed out that the five-year carbon dioxide reductions of participating REITs exceeded sustainable development goals set forward by the United Nations.

“This year’s GRESB results offer credible evidence [participating REITs] will continue to set the tone for the industry,” Winters said.

NAREIT Vice President for ESG Issues Fulya Kocak highlighted the growing number of U.S. REITs participating in the GRESB survey, as well as their recognition for strong performance. “At NAREIT, we believe that benchmarking ESG performance results helps to identify opportunities for environmental, social and financial gains,” she said.

GRESB noted that the 2017 results showcase a drive by North American participants with more than five years of benchmarking experience to increase the availability of ESG data, with 90 percent or more of companies having data management systems in place to monitor energy and water consumption. Winters pointed out that in 2012, less than 25 percent of U.S. REITs were comprehensively tracking consumption data.

Globally, a record 850 property companies and real estate funds completed the 2017 GRESB assessment. In total, they represent 77,000 assets with a value exceeding $3.7 trillion combined.

“We hope that the commitment and meaningful actions taken by the 850 GRESB participants serve as an example to others and help to drive improved sustainability performance more broadly across the market,” said Sander Paul van Tongeren, co-founder and managing director at GRESB.

NAREIT’s Leader in the Light Awards, which are announced in November, use GRESB data as part of the selection process.

(Why?)

Published at Mon, 25 Sep 2017 14:25:07 +0000

A New Benchmark for the Fibra Industry

A New Benchmark for the Fibra Industry

When it held its initial public offering in 2014, Fibra Mty, S. C.(MEXBOL: FMTY14 MM) became the first Mexican REIT, or fibra, to adopt an internal management structure. In May, Fibra Mty went a step further to become the first fibra to launch an at-the-market (ATM) program to fund future growth.

Based in the northeastern Mexican city of Monterrey, the owner of 42 office and industrial properties across seven Mexican states has worked hard to become a benchmark for the rest of the fibra industry.

“One of our main goals is to become a world-class investment vehicle with the best corporate governance standards. Transparency, alignment to our shareholders and compliance have been our drivers,” says Fibra Mty CEO Jorge Avalos Carpinteyro.

Following the U.S. Model

Avalos, who holds an MBA from the University of Dallas and invested in U.S. REITs during his previous 20-year career as a banker, was eager for Fibra Mty to follow the U.S. REIT model as closely as possible. To that end, Avalos said he and his team turned to advisory and consulting firm Green Street Advisors for help in establishing “a U.S. REIT with a Mexican zip code.”

AT A GLANCE

Address:
Blvd. Antonio L. Rodríguez 1884
Oficinas en el Parque, Torre 1-PM,
Col. Santa María, Monterrey, N.L.
64650
Mexico
Phone: +52 (81) 4160-1400
Website:fibramty.com
Management Team:
Jorge Avalos Carpinteyro, CEO
Javier Llaca García, COO
Jaime Martínez Trigueros, CFO

By adopting an internal management structure, Fibra Mty saw its costs drop from 1.7 percent of assets at the time of its IPO to 0.9 percent in the first quarter of 2017. Those savings have been passed on in the form of additional dividends for shareholders, according to the company.

“We are completely aligned with our shareholders’ interests – they win, we win,” Avalos says.

David de la Rosa, senior vice president of advisory and consulting at Green Street, describes the internalization of management at Fibra Mty as a “game-changer,” and notes that there is a general sense in the investment community that this is the way the rest of the fibra market will eventually go. In fact, another Monterrey-based company, Fibra Inn (MEXBOL: FINN13), opted to internalize management last year. “I think that’s by virtue of what Fibra Mty did,” he says.

“Fibra Mty was very open-minded about what it would take to be best-in-class,” de la Rosa says. “They are very cognizant of how important it is for them to have a robust investment approach and a conservative balance sheet, which I think is very important.”

The Company’s 2020 Vision

When it went public, Fibra Mty held an initial portfolio of nine properties, located almost entirely in Monterrey and valued at 2.7 billion pesos. By the first quarter, the portfolio’s value had climbed to 8 billion pesos.

Fibra Mty has set a goal, outlined in its Vision 20/20 strategic plan, to grow its asset base to 20 billion pesos by 2020, using the proceeds of its 10 billion pesos ATM program. By adopting an ATM program, Fibra Mty will be able to quickly obtain resources from the market, avoiding excessive issuances by seeking only the necessary resources for upcoming acquisitions, according to Avalos.

As it grows its portfolio, Fibra Mty anticipates a mix of 60 percent office buildings and 40 percent industrial, Avalos says. In terms of tenants, the CEO says Fibra Mty is focusing on long-term contracts with multinational corporations that are “looking for high-quality buildings in great locations.”

Currently, about 21 percent of Fibra Mty’s tenants are in the technology sector, followed by 19 percent in the automobile logistics industry and 13 percent in both the services and manufacturing sectors. To maintain the portfolio’s diversity, Fibra Mty has set a 25 percent cap on any one tenant sector.

In the office segment, Fibra Mty generally focuses on acquisitions in a $20 million to $40 million range. As such, it faces limited competition, Avalos points out. The two other fibras that target office buildings are more interested in trophy assets located mainly in Mexico City, he says.

“Those assets are too expensive for us. There’s been a lot of cap rate compression,” Avalos says.

When it comes to industrial properties, the company does not compete against the major industrial fibras or listed private equity funds known as CKDs, Avalos explains. Instead, Fibra Mty tends to venture with local developers that have large land reserves and are looking to cash out.

Solid Support from Pension Funds

Since its inception in 2014, Fibra Mty has mostly been funded by the country’s private pension fund managers, termed AFORES. This has resulted in low stock liquidity, according to Avalos.

“As long as we keep on delivering results, they have been funding every follow-on we announce…so far this has been a very positive strategy in order to gain scale and reach a market cap above 7 billion pesos by the end of the second quarter,” Avalos observes.

De la Rosa at Green Street points out that, ideally, Fibra Mty will eventually seek capital beyond the domestic pension funds. “By being internalized, that’s a great starting point,” he says.

Taking a broader view of the Mexican real estate market, Avalos believes fibras have become a key player in benchmarking the price of any quality asset. In addition, he believes developers have benefitted from access to specialized capital.

“The major real estate projects, that usually were developed by local investors and friends and family money, have turned to institutional developers and institutional resources, benefitting the quality of the projects and the depth of the market,” Avalos states.

(Why?)

Published at Fri, 22 Sep 2017 13:40:50 +0000

Camden CEO Details Houston Hurricane Recovery Effort

Camden CEO Details Houston Hurricane Recovery Effort

In the latest episode of The REIT Report: NAREIT’s Weekly Podcast, Ric Campo, chairman and CEO of Houston-based apartment REIT Camden Property Trust (NYSE: CPT), provided an update on the recovery effort from Hurricane Harvey and discussed how the storm is impacting Camden and the Houston market.

Campo said the remnants of the storm’s damage have essentially disappeared from Houston’s commercial districts. Damage is more extensive in the city’s residential areas.

“It’s sort of two different worlds: one that doesn’t look impacted and one that’s obviously very impacted,” Campo said.

Campo said the storm did very little damage to Camden’s apartment buildings in Houston. He also noted that the storm immediately shifted roughly a year’s worth of demand for apartments in the area into the market. Camden’s occupancy rate in Houston climbed from 93 percent prior to the hurricane to 98 percent afterwards.

On net, the company has leased 500 new apartments since the storm hit, versus just 170 from January to August, according to Campo. “We think that [demand] is going to last for quite a while,” he said.”

Camden implemented special policies for renters in the wake of the storm. To avoid surges in rent pricing, the company turned off its dynamic pricing model and froze rates at the same levels from before the hurricane. It also removed the premiums it normally includes for short-term leases. Additionally, the company isn’t charging late fees on September rent payments.

Looking forward, Campo speculated that repairing damaged homes in the Houston area might take longer than anticipated.

(Subscribe to The REIT Report via iTunes.)

(Why?)

Published at Fri, 22 Sep 2017 15:17:02 +0000

Canadian REITs in Transition

Canadian REITs in Transition

While large Canadian asset managers, pension funds and pension fund companies have been roaming around the world buying real estate and infrastructure assets, Canadian REITs have also been quietly moving beyond Canadian borders to grow their portfolios.

To be sure, the Canadian domestic real estate investment markets have been strong in most non-oil and gas economy cities. The Bank of Canada is calling for real GDP growth in 2017 of 2.8 percent, which would be the strongest in the G7 countries. The Canadian REIT Index yields 5.9 percent—which is a healthy spread over the 10-year Canada Bond (yielding 2.03 percent as of July 31).

On the other hand, capital values in the public markets have lagged, with the Toronto Stock Exchange (TSX) Composite Index up only 1.5 percent for the first seven months of 2017, and the TSX Capped REIT Index up 2.5 percent over the same period. That lags well behind the FTSE NAREIT Composite Index, which posted a 6.8 percent total return over the same period.

Perhaps that is why the market for new REIT IPOs in Canada has been slow. We had two REIT IPOs in 2016: Mainstreet Health REIT (U.S. sponsored), and the European Commercial REIT (targeted at Europe). To date, there have been no Canadian REIT IPOs in 2017.

What’s really driving this internationalization of Canadian REITs? There are two categories to consider. The first would be Canadian REITs venturing into foreign markets to find growth. The second would be foreign-sponsored REITs, typically with management teams from the U.S., listing on the TSX and raising Canadian capital to grow their asset base in that foreign market.

Canadian REITs have been active in foreign markets for quite some time; and those with sizeable U.S. holdings include Slate Retail REIT, H&R REIT, Pure Industrial REIT, Morguard Residential REIT and American Hotel Income Properties REIT. Those with substantial footprints in Europe include Dream Global REIT, Granite REIT, Inovalis REIT and CAPREIT (and its affiliate REIT). U.S. management team–sponsored REITs listed on the TSX include Milestone Apartment REIT (taken private earlier this year), Mainstreet Health REIT and WPT Industrial REIT.

Having said that, RioCan REIT, the largest Canadian REIT, has sold off its U.S. assets over the last several years to focus more on its core Canadian asset base, acquiring more properties and focusing on intensification of its domestic assets.

With fierce competition for high-quality and stable income-producing assets in key Canadian markets, it’s no wonder that many Canadian REITs have decided to develop new product. For many Canadian REITs, this has meant a new pipeline of high-quality assets that the market is beginning to recognize. Development risk seems manageable in an environment where demand is still high in two or three key cities, financing is available, and the development skill sets in-house in many Canadian REITs are now reaching maturity. Good results will come as markets begin to re-appreciate these fundamentals and oil- and gas-based markets adjust.

(Why?)

Published at Wed, 20 Sep 2017 17:45:23 +0000

Iron Mountain's Global Mandate

Iron Mountain's Global Mandate

Priceless art is a hot topic at Iron Mountain Inc.(NYSE: IRM), but you won’t find masterpieces adorning the walls of the company’s offices.

Instead, they’re all locked away in the ultra-secure storage facilities of Crozier Fine Arts, which was purchased by Iron Mountain in 2015 to add to its array of storage and information management real estate offerings. The Boston-based REIT owns and operates facilities at 1,400 sites in 52 countries around the world. Its customers include roughly 95 percent of the Fortune 1000 companies.

A small percentage of Iron Mountain’s business involves storing unique assets. Even though the company has the master copies of interviews conducted by director Steven Spielberg with Holocaust survivors in connection to the release of the Oscar-winning film “Schindler’s List,” Iron Mountain’s primary focus lies in providing the real estate to store paper documents and computer tapes for corporate clients.

“We may be a pretty boring business,” jokes CEO Bill Meaney, “but we are very durable.”

Stability comes up as a theme, too, when analysts talk about the company.

Andrew Wittman of Baird Equity Research notes that Iron Mountain’s underlying business is “continuing to prove more resilient than expected.” Andrew Steinerman, an analyst who covers Iron Mountain for J.P. Morgan, likens the business storage REIT to being “as reliable as [pro basketball superstar] Steph Curry” from three-point range. He praises the company’s management team for balancing its longstanding orientation toward physical records with the demands of an evolving economy.

In the five years since Meaney became CEO, Iron Mountain has set its sights on enhancing its position as a truly global company. Meanwhile, Meaney says, it is working to refine the real estate solutions it can provide to become a one-stop shop for corporate clients.

From Mushrooms on a Mountain…

Iron Mountain, which was originally known as Iron Mountain Atomic Storage, took root in 1951 at the hands of former mushroom farmer Herman Knaust. Based in the Hudson River Valley, he initially targeted corporate clientele from the New York metropolitan area.

Knaust offered them a safe place to store documents: an old iron ore mine purchased in the 1930s to farm his fungi. (Hence the Iron Mountain name.)

By 1980, Iron Mountain was eyeing expansion beyond New York. It started with purchases of land and facilities in New England. Eventually, the company was setting up shop in all the major U.S. markets.

Iron Mountain held an initial public offering in 1996, and in 2012, the company’s board of directors approved a plan to become a REIT. It began operating as a REIT on the first day of 2014.

Meet Mr. Meaney

Meaney became CEO of Iron Mountain in 2013 following Richard Reese’s second stint as chief executive. Meaney, a former CIA officer, had a lengthy track record in the international arena. Immediately prior to joining Iron Mountain, he spent eight years as CEO of The Zuellig Group, a $12 billion business-to-business conglomerate based in Hong Kong.

“I’ve spent almost all of my career outside the United States,” he says. “The thing that attracted me to Iron Mountain is that it already was a very strong and very global brand, but its global presence was still fairly limited.”

Meaney set to work improving Iron Mountain’s global visibility. One of his primary objectives became operating in fast-growing emerging markets in places like Asia and South America. Eventually, the company set a goal of generating at least 20 percent of Iron Mountain’s sales from emerging markets by the year 2020.

The business storage REIT is currently ahead of schedule. Iron Mountain’s business in emerging markets grew from 10 percent of its total portfolio when Meaney took over to 18 percent in the second quarter of this year.

“While we’re growing in every market, including in our most developed market in the United States, we have the fastest growth in those emerging markets,” Meaney remarks.

Total Recall

To help meet its global mandate, Iron Mountain has made its presence felt in the transactions market. Its biggest deal came in 2016 with the acquisition of international competitor Recall Holdings for $2 billion.

Meaney cites a number of benefits derived from the combination of the two companies. First, a handful of major global corporations are looking for a single source from which they can quickly retrieve documents anywhere around the world, he says.

Other customers want the security of partnering with “the clear market leader,” Meaney notes. “With the Recall acquisition, we feel confident that is Iron Mountain.”

Once it had Recall under its umbrella, Iron Mountain could fortify some of the weak spots in the company’s global portfolio. Notably, this included the Southeast Asia region, where Recall was a stronger player.

Additionally, Meaney points out that profit margins on Recall’s operations have grown since the acquisition. Prior to the deal, Recall was attempting to compete globally, but doing so at roughly a quarter of the size of Iron Mountain, according to Meaney.

Meanwhile, J.P. Morgan’s analysts estimate that Iron Mountain will realize $80 million in annual costs savings in 2017 from the Recall deal. They’re estimating those annual savings to grow to $105 million as of 2020.

So far, Karin Ford, a REIT analyst with MUFG Securities Americas Inc., says the acquisition appears to be paying off.

“We expect Iron Mountain to accelerate its FFO and dividend growth in 2017 as a result of overhead cost savings and synergies generated by its merger with Recall Holdings,” she wrote in a note to investors following Iron Mountain’s second quarter earnings call in July.

Paper Chase and Server Space

As Iron Mountain continues its global expansion, the ever-growing share of work being done digitally and stored in the cloud naturally raises questions about the viability of its foundation in real estate for retaining paper records.

Meaney, however, takes a more macro view of what it is that Iron Mountain has to offer. He emphasizes providing “enterprise storage solutions” with the ability to address all of a company’s needs through “adjacent” lines of business to paper storage. While its paper storage customers keep their boxes with Iron Mountain for an average of 15 years, the company has seen the entry point of the customer conversation shift from a storage-centric one.

“For most of our customers today, the discussion starts with how Iron Mountain can help your digital transformation,” Meaney says. 

That led to Iron Mountain’s entry into data centers, a real estate sector that seems to be a natural fit with the company’s core business. According to Meaney, existing customers actually came to the company in search of digital storage space, which prompted the move into the sector. 

“We view Iron Mountain’s expanding focus on data centers positively, given strong demand trends as well as natural synergies with its traditional customer base,” Ford says.

Iron Mountain’s expansion in data centers has proceeded deliberately through a mix of development projects and M&A. “We’re very disciplined in terms of our return criteria” for data center assets, Meaney says. 

Iron Mountain now leases space to multiple tenants in each of its four data center facilities in Boston, Pittsburgh, Kansas City and Northern Virginia. In July, the business storage REIT announced a $130 million deal to acquire FORTRUST, a private data center company in Denver.

In comparison, Equinix(NASDAQ: EQIX), the largest data center REIT, owns 182 data centers in more than 20 countries.

“Iron Mountain’s data center business is relatively small at the moment, but has seen a nice growth trajectory,” Steinerman says.

An Ongoing Challenge

In terms of what’s next for the business-to-business storage REIT, Meaney says Iron Mountain’s top priority will be maintaining the strength of paper storage-centric business. Storage accounted for 83 percent of Iron Mountain’s net profit margins in the second quarter of 2017 and 62 percent of the company’s $950 million in total revenues, which grew more than 8 percent from the year-earlier period.

Ironically, though, communicating with the investment community about the strength of Iron Mountain’s core storage operations will remain one of the company’s greatest challenges, according to Meaney.

He says he recognizes that the “low-tech” nature of the business in an increasingly high-tech world means investors will continue to raise questions—even as Iron Mountain chugs along.

“You can consider us to the enterprise what the self-storage companies are to the consumer,” Meaney says. “The challenge is just getting the equity markets to understand and really appreciate the durability of the business.” 

(Why?)

Published at Wed, 20 Sep 2017 15:01:55 +0000

Health Care REITs Thrive as Americans Age

Health Care REITs Thrive as Americans Age

Aging may slow people down, but rising numbers of seniors and growing longevity are revving up demand for medical services and health care real estate.

“Owners of health care properties enjoy a luxury very few businesses have, which is that because of the longevity schematic, we do not have to worry about demand,” says Bob Probst, executive vice president and chief financial officer of Ventas(NYSE: VTR). The Pew Research Center says that about 10,000 baby boomers per day have been turning 65 since 2011, a trend that will hold up through 2030. The coming “Silver Tsunami” creates a tremendous need for solutions to health care challenges—and a huge opportunity for health care REITs, says Tom DeRosa, CEO of Welltower(NYSE: HCN).

For instance, DeRosa maintains that health care REITs have a big opportunity to reinvent hospitals and take outmoded, expensive properties out of service.

“To successfully improve the delivery of health care in this country, real estate has to have a seat at the table where innovation is occurring,” he says.

Aging’s Uneven Impact

“The baby boomer generation is like a huge pig that needs to work its way through a snake,” says Jordan Sadler, an equity research analyst at Key Banc Capital Markets. “People in their 80s tend to go to the doctor with more frequency than those below age 65. As the baby boomers age, there will be increased demand throughout the continuum of care that will first impact medical office buildings, then hospitals, then ultimately senior housing and skilled nursing centers.”

Sector Stats

Sector: Health Care
Constituents: 19
One-year Return: -5.06%
Three-Year Return: 7.23%
Five-Year Return: 6.18%
Dividend Yield: 5.2%
Market Cap ($M): 105,233.0
Avg. Daily Volume (Shares): 1,262.29
(Data as of August 23, 2017)

DeRosa sees new senior housing facilities, in partnership with academic and super-regional health care systems, as a solution to provide wellness services for the aging population to deal with frailty and dementia.

“Our broad goal is to create a new class of real estate that can improve health outcomes for people while at the same time cutting costs,” he says.

According to the Census Bureau, there were 5.8 million Americans age 85 or older in 2010. By 2030, there will be an estimated 8.7 million. By 2050, an estimated 19 million people will be 85 or older, approximately 21 percent of the entire population.

Generalist investors looking to capitalize on these demographics are investing in health care real estate, according to Probst. Yet, companies within the sector are taking advantage using different strategies. HCP(NYSE: HCP), for example, has limited its exposure to market segments that are dependent on government reimbursement, such as skilled nursing and hospitals. Instead, the company is focusing on private pay lines of business, including senior housing, medical office buildings and life science properties.

“The powerful demographic trend of an aging population should act as a tailwind for health care real estate,” says HCP CEO Tom Herzog. “However, we believe demographics alone will not guarantee increased tenant demand or translate into strong and sustainable real estate returns for all owners across the health care spectrum.” 

Demographics drive demand for all medical properties, but various asset types react differently.

Senior Housing

Peter Martin, a senior analyst with JMP Securities, says that population growth among those 80 and older will increase demand for senior housing in the future. Still, supply is the watchword for most observers of the senior housing segment.

“There’s a broad-based supply issue in senior housing, although the construction pipeline may have peaked in mid-2017,” says Sadler. “And yet, there is a woefully small supply in New York City and some other gateway cities.”

While Herzog acknowledges the headwinds from new supply on senior housing, he says construction deliveries should normalize by mid-2018. “Additionally, baby boomers begin turning 75 in 2020 and the over-75 population will grow by almost 50 percent over the next decade,” he says.

Sabra Health Care REIT (NASDAQ: SBRA) is focusing on developing senior housing in lower-cost secondary and tertiary markets.

“Senior housing was overbuilt in many markets and then hurt badly by the recession, but now they’ve adopted a new philosophy that these are centers for residents to age-in-place and get help with mobility and cognitive issues,” says Rick Matros, CEO of Sabra. “They have become a private-pay, lighter version of skilled nursing facilities.”

Matros believes construction of senior housing will slow in some markets as developers wait for absorption and vacancy rates to rise.

Probst says that while there are pockets of the country where construction of senior housing has outpaced demand, Ventas focuses on markets with high barriers to entry, high-income households and sturdy home values.

“We looked at data from high- and low-cost markets and found that its twice as expensive to stay at home and receive the services provided in senior housing,” Probst says. “So we see the economic value of senior housing as well as the social value of increasing the quality of life and the sense of community for seniors.”

Skilled Nursing

Sadler notes the supply of skilled nursing centers is limited, with the number of available beds falling. Yet, demand is anticipated to rise as the population ages. From an investment viewpoint, the risk of investing in skilled nursing facilities comes from the volatility of government reimbursement, which puts pressure on the operations side of the business.

“Ventas, HCP and Welltower have been selling or spinning off their skilled nursing center investments because of the overall fear of the squeeze of government reimbursements,” Sadler says.

According to John McRoberts, CEO of MedEquities Realty Trust(NYSE: MRT), there’s no oversupply of acute or post-acute facilities. The greying of America means that demand will be there, he says. 

“The big challenge is all about reimbursement and finding successful operators,” says McRoberts. “Our job is to identify those successful operators who can adapt, to invest in their IT and to provide the capital to help them adapt. Ultimately, we try to see which companies can provide sustainable cash flow and still provide quality outcomes for patients.”

Matros points out that Sabra has a more bullish view of the skilled nursing segment than many real estate investors.

“Skilled nursing facilities sometimes feel like ping-pong within the REIT world, since they were the darlings of investors a few years ago and then became less popular,” he says. “We like skilled nursing because we know the business and we have good operators. We feel the investment community just doesn’t understand them very well.”

Types of Health Care REIT AssetsHospitals

Fifty percent of hospital utilization comes from people older than 65, and an 80-year-old is eight times more likely to use a hospital than an 18-year-old, says Edward Aldag, CEO of Medical Properties Trust(NYSE: MPW). Medical Properties Trust’s portfolio is 100 percent invested in hospitals, about 30 percent of which are in Western Europe, with the rest in the U.S.

“Very few new hospitals are being built, but value can be added through the reconfiguration of existing space,” Aldag says.

Aldag points out that hospital utilization went up during the recession. That helped investors understand how hospitals can provide protection from downside risks, according Medical Properties’ CEO. That can be a selling point to investors, even if the assets don’t have the same level of growth potential.

Medical Office Buildings

Medical office buildings are among the lowest cost settings for medical services, says Sadler. As a result, demand is strong for this property type, particularly in locations affiliated with hospitals.

HCP is investing in the segment, betting that the current direction of health care delivery will hold up.

“HCP has benefitted from the trend of acute services shifting out of high-cost hospitals to lower-cost outpatient settings like those in our medical office buildings,” Herzog says. “A continuation of the outpatient trend, along with a rapidly aging population that requires more health care services, should provide tailwinds to our medical office properties.”

Future Challenges and Opportunities

There’s no denying that changing government policies and fallout within the health insurance industry impact health care REITs, Probst notes. On the other hand, he says diversification within REIT portfolios and increased emphasis on private pay assets, such as senior housing, help make the property sector resilient.

In the current market environment, investing in health care REITs can be considered a flight to safety for many investors; a safe space anticipated to become more so as Americans age.

“When investors are concerned about global conflicts and an uncertain economy, particularly when it comes to fights over health care reform and tax reform, they rush into more defensive investments like health care REITs,” Martin says. “The health care REITs have done a decent job with their balance sheets, and they’re able to pay decent dividends.” 

 Whatever changes may be in store for the business of health care, health care REITs are ready to face them, according to Probst.

“The things that impact share prices tend to be macro issues, such as the expectation of interest rate hikes or tax policy changes,” Probst says. “But the demand for health care real estate is in place to offset any of those headwinds.”

(Why?)

Published at Thu, 21 Sep 2017 14:08:49 +0000

MIT’s Daron Acemoglu on Why Nations Fail

MIT’s Daron Acemoglu on Why Nations Fail

Daron AcemogluScholars of history have long tried to answer a simple question: Why do some nations thrive, while so many others fail?

MIT economics professor Daron Acemoglu thinks he knows the answer. Acemogula and Harvard University’s James Robinson co-authored the book “Why Nations Fail: The Origins of Power, Prosperity and Poverty” in 2013. In it, they detailed the differences between “extractive” and “inclusive” institutions, which they argue hold the key to determining whether a society will flourish.

Acemoglu talked with REIT magazine about the origins of “Why Nations Fail”, the difficulties behind establishing a successful state and the inevitability—or lack thereof—of social decay.

REIT: In terms of process, did you come to your overall conclusions about the successes and failures of nation states by studying them individually, or did you do more of your research looking back at history through the lens of your theory?

Daron Acemoglu:  It’s a mixture of the two. James Robinson and I started with the hypothesis that institutional differences were at the root of the different economic trajectories of nations, and then turned to statistical analysis of historical data and case studies.

Of course, as we understood the history and the data better, our hypothesis got refined.

REIT: In your view, what are the keys to building – and maintaining – a thriving society or nation?

Acemoglu: We find that inclusive economic institutions, which provide broad-based opportunities and incentives for people to trade, invest and innovate, are the key building block of prosperity. They provide such incentives by ensuring secure property rights; a functioning legal system; regulation of monopoly power; and, most importantly, the creation of a level playing field in terms of access to opportunities and education.

But there is nothing natural about the emergence of inclusive economic institutions. When a narrow group of people in society are empowered and unchecked by institutions, they will instead try to build the opposite of inclusive institutions: extractive economic institutions, which create a tilted playing field in favor of themselves.

Therefore, the keys to building prosperity go through not just economic institutions, but political institutions that prevent any individual or group from becoming too powerful.

REIT: What does this mean for the economic paradigm of comparative advantage?

“The keys to building prosperity go through not just economic institutions, but political institutions that prevent any individual or group from becoming too powerful.” – Daron Acemoglu

Acemoglu: Comparative advantage is an important economic concept for understanding the allocation of talent within society and international trade between economies. But it is something that is determined by economic institutions. If extractive institutions create a tilted playing field, only a few people will have the opportunity (and thus the comparative advantage) to become an entrepreneur or an engineer or an innovator.

The key for creating prosperity is to spread these opportunities broadly.

REIT: If there are guidelines for creating durable, successful nations, why, in your view, do they historically have such a low probability of lasting?

Acemoglu: This is a key question, but its answer is simple. Extractive economic institutions, which do not generate sustained economic growth, still serve the interests of the politically and economically powerful. This is why they are the norm rather than the exception throughout history.

REIT: Your book seems to paint a picture of a thriving nation as something close to an accident or product of chance. Do you get that sense, that it’s all very capricious?

Acemoglu: Yes and no.

Extractive institutions have a compelling logic: Those who are powerful will often find extractive institutions more attractive for their benefits, and extractive institutions further enrich them and empower them to keep the system going. There is thus no natural process that will inexorably lead to the emergence of inclusive institutions.

Why Nations FailBut extractive institutions are not stable, either. They will generate conflict, and those who are losing out from such institutions will often articulate their demands for institutional change. This creates a possible pathway for inclusive institutions.

But as we have seen in the last decade, this is not an easy path. In the book, we talk of the “iron law of oligarchy”—trying to bring down extractive institutions often leads to the creation of another form of extractive institutions. We see this in action most recently in the Arab Spring, where the pro-democracy energy did not translate into a new, more democratic regime anywhere except in Tunisia. And today the situation in Egypt, for instance, is much worse than it was before. Not to mention Syria, which has plunged into one of the most destructive civil wars of the last several decades.

REIT: Culture gets downplayed in your model in favor of institutions. But aren’t the institutions within a society highly dependent on its culture?

Acemoglu: I would say that institutions strongly depend on social norms and political norms. But when people mention culture, they are often referring not to these norms, which are themselves shaped by institutions and could change relatively rapidly, but to national cultural characteristics or other “deep” cultural traits, for example related to religion or ethnic practices.

Though social norms are hugely important, we do not find much evidence in history that these national cultural characteristics are very important.

REIT: How easy is it for a successful nation to fall into disrepair? It would seem almost inevitable, wouldn’t it?

Acemoglu: Unfortunately, not that difficult. We have many examples in history of nations that build some degree of inclusivity only to collapse quickly. The Roman Republic or Venice are some of the most well-known examples. I worry that our country today can go the same way.

But I don’t think there is anything inevitable about this either. Our theory is not one of the inevitable rise and decline of nations, and I don’t think history supports such notions, either.

Once inclusive economic and political institutions are built, they have some amount of staying power, but they will often be challenged by those who wish to increase their power at the expense of the rest of society and have the means to do so. In our modern age, they can also be undermined by those who control information and the media. Our only defense is constant and unrelenting vigilance against threats to our democracy and inclusive institutions.

REIT: Do you see any practical applications of your theories on a more discrete scale than the nation state? For example, what can management teams of companies take away, if anything, from Why Nations Fail?

Acemoglu: The same logic applies to regions. Institutions and norms vary enormously across regions within countries.

Similar ideas also apply to firms, but with important differences. Firms are not autonomous political units, and thus other institutions, including courts and regulatory bodies, can restrict their power. And unless we have labor coercion—which is very common under extractive economic institutions, but fortunately not present in the United States and Western Europe today—workers can leave employers who are exploiting them.

Nevertheless, while some firms operate under fairly inclusive principles, others are much more in the mode of extractive institutions, meaning that they empower a small group of people who then benefit at the expense of the rest of the firm’s employees. Much more research is necessary to understand these dynamics in a more satisfactory manner.

Daron Acemoglu is a professor of economics at the Massachusetts Institute of Technology (MIT). In 2005, the American Economic Association awarded him with the John Bates Clark Medal, which recognizes an “American economist under the age of 40 who is judged to have made the most significant contribution to economic thought and knowledge.”

(Why?)

Published at Wed, 20 Sep 2017 14:42:17 +0000

REITs Rising in Asia

REITs Rising in Asia

When it comes to the growth of REITs and publicly traded real estate companies in the Asia Pacific region, it’s all about the middle class.

The astounding growth rate of the middle class in developing nations will fuel demand for all classes of real estate, including office, housing, retail, industrial, data centers, infrastructure and hotels. Each year, 140 million citizens are joining the middle class annually, according to a 2017 report by the Brookings Institution. That amounts to roughly 384,000 people per day, the equivalent of adding the population of New York City to the world’s middle class in 22 days.

REITs can serve as tools to power growth and satiate the demand for new real estate in Asia’s emerging markets, says Peter Verwer, chief executive officer of the Asia Pacific Real Estate Association.

“The primary goal is to use REITs as efficient vehicles for nation building, while at the same time delivering wealth creation,” he says. 

From “Needs” to “Wants”

The economies with established REIT regimes in the region can serve as examples for the developing economies, Verwer notes. Japan and Australia are the biggest markets in terms of market capitalization; Hong Kong and Singapore also developed REIT regimes to securitize real estate and provide stable returns for investors.

The governments of the most populous Asian nations—China and India—are now working out appropriate REIT policies that meet the needs of sponsors and investors alike. Other developing nations, such as Malaysia, the Philippines and Vietnam, are facing their own hurdles as they develop individual REIT regimes.

These developing economies are contributing to solid growth in gross domestic product. For example, annual GDP growth of major Asia Pacific region economies—India excluded—is expected to reach 4.4 percent in 2017 and 4.5 percent next year, according to research by UBS Asset Management. Annualized growth for China is predicted to be 6.7 percent this year, according to the International Monetary Fund. For India’s fiscal year ended March 2018, it’s expected to be 7.2 percent.

This growth feeds the middle-class expansion, shifting consumer demand, says Shaowei Toh, a director of research and strategy for real estate and private markets in UBS Asset Management’s Asia Pacific region. “They used to need basic housing, now they want private housing,” he says. “History has shown us [that] when the middle class starts to expand strongly, there is a greater demand for fast-moving consumer goods.”

That means more growth for real estate such as warehouses, offices and housing. To meet the demand, sponsors will need all the financing they can get. 

“Developers need multiple sources of capital,” says Regina Lim, head of capital markets research for Southeast Asia for Jones Lang LaSalle Property Consultants in Singapore. “At the same time, with the growing wealth in the region, people need to put their savings somewhere, and the REIT provides [quality assets] which act as an inflation hedge.”

India on the Cusp

In terms of establishing REIT regimes, India is getting there. The Securities and Exchange Board of India (SEBI) allowed for the creation of REITs and infrastructure investment trusts (InvITs) in 2014. Two initial public offerings of InvITs were listed earlier this year on the National Stock Exchange: IRB InvIT Fund, which owns toll roads, debuted in May; India Grid Trust InvIT, which owns power transmission projects, listed in June.

Office and information-technology parks are expected to be the first REITs. Real estate owners such as DLF, Blackstone, Embassy Group, K Raheja Corp. and RMZ are all possible participants. For example, Embassy Office Parks, a joint venture of Embassy Group and Blackstone Group, filed last December with SEBI for approval to register its REIT. This year it has been working to select assets among its roughly 20 million-square-foot portfolio to put into the structure.

The delays in REIT listings are due in part to outstanding regulatory and tax issues, experts say. The slow progress is nothing new for nascent REIT regimes. Some, such as Singapore, have taken as long as a decade or more to get going.

In India, moving assets from one company to another takes time in terms of getting regulatory approval, says Rajeev Bairathi, executive director and head of capital markets at Knight Frank India’s Gurugram office, near New Delhi. While the federal government has clarified rules, real estate owners must also deal with the states, which have their own regulations and transfer taxes, referred to as “stamp duties.” Those taxes range from 4 percent to 8 percent depending on the state.

“That is a prohibitive cost,” Bairathi says. One possibility is that the government waive the stamp duty if a property is held for a period of years. Alternatively, states could issue a one-time waiver of transfers of assets to REITs.

In the meantime, there’s plenty of inventory that would qualify for securitization in India. About $43 billion to $54 billion of properties in the commercial markets would be investment opportunities for REITs, says Cushman & Wakefield.

In the office sector, there are 280 million square feet of space considered REIT-worthy among the top seven metropolitan areas in India, according to JLL.

“Occupiers increasingly prefer those landlords who are able to provide a full set of amenities and infrastructure to support the business and its employees,” says Mike Holland, chief executive of Embassy Office Parks. While Embassy wouldn’t comment on the status of its REIT formation, Bairathi noted that the first REIT IPO likely won’t come to market until 2018.

Until things get worked out for the first REIT listings, sponsors can take lessons from the InvIT IPOs, Bairathi adds. Both of the InvITs traded around a 6 percent to 7 percent discount to net asset value in mid-July, he noted, with the market deciding that the IPOs might have asked for too much. “In the perception of investors, it was a bit of aggressive pricing,” Bairathi says.

Infrastructure is also viewed as more organized and transparent than real estate, so the first REITs can follow their lead. “Transparency and disclosures will be extremely important in the first real estate” offerings, Bairathi says.  

China on Hold

China lags behind India’s progress in terms of laying the groundwork for REITs. It has yet to pass legislation that would set up a universal framework in terms of taxation and rules. In the meantime, regulatory authorities have encouraged the development of various market prototypes—often referred to quasi-REITs—to test different securitization formats. These quasi-REITs have generally taken the form of structured financings or asset-backed securities, rather than equity instruments.

“It’s a very rational and quite scientific public-policy process,” Verwer says. “The idea is to test out different models in different parts of the country for different asset types and learn from those processes before they start writing any black-letter law. The expectation is that this process will continue for a few more years.”

The government needs to concentrate on tax-related issues and make decisions on external versus internal management of REITs, Lim notes.

Low rental yields and lack of professional asset managers are also stumbling blocks, according to Lim. Meanwhile, China’s property development model allows for building projects to be sold to investors in pieces, which can complicate management of the properties.

Bottom line: It’s a waiting game in China. Meanwhile, demand for real estate will continue to build. Five hundred million people have moved to the cities in the last 20 years, with more urbanization to come.

“There is a lot more runway,” Verwer says. 

Developed Market Serves as Backstop 

Regardless of the timing for REITs in India and China, established REIT regimes now serve as a conduit for all investors in Asia.

Australia, which introduced its first REIT in 1971, offers a stable market, which hasn’t had a recession since the early 1990s. “You’ve got a very mature, transparent and very well-performing REIT market,” says Ken Morrison, chief executive of the Property Council of Australia.

The country continues to receive capital inflows from the United States, Europe,  Japan, Singapore and Hong Kong. Yet other ascendant countries, such as South Korea, China and Malaysia, are increasingly sending money Australia’s way. “We’re seeing a lot of capital looking to take an exposure to Australian property markets, and they are seeing the REIT sector as a way to do that,” Morrison says.

Many countries could also stand to gain by tweaking their legislation to give REITs a choice of structuring themselves via external or internal management. In the Asia Pacific region, only Australia, Japan and Hong Kong allow for the distinction, Verwer notes. That turns many investors off, who see external management as a conflict. “The only choice they have now is not to invest if they don’t like the model, whereas if there is the option for internal management, then they can use their influence to shape the market,” Verwer says.

That said, given Asia’s growing middle class, the demand for more real estate is not far behind. That will further the need for more tax-efficient and transparent REIT regimes.

Build them and they will come, Verwer says: “It’s very early days.” 

Regimes Debuting; Some Retooling  

A number of Asian countries either have plans to introduce REIT regimes, or they are in the process of upgrading them to attract more IPOs and investment. The hope of investors worldwide is for countries to adopt “state-of-the-art” regimes with world-class governance and disclosures.

“In terms of legislation, ideally it would allow the investment in the widest possible range of investment-producing asset classes,” says Peter Verwer of APREA. There also should be clarity of rules in relation to leverage and what are active and  passive income.

Countries that have passed legislation for REITs haven’t necessarily attracted investment because the laws don’t go far enough. For example, the 

Philippines passed legislation in 2009, but there hasn’t been a single IPO since then. One reason is a 12 percent tax for real estate owners who want to convert to REIT status. That’s hardly appealing, Verwer says.

“The Filipino sponsors and developers who built and own the assets—the big families—are obviously not going to give away the family silver,” he says.

Malaysia is working on a revision to its structure to be more in line with international standards, such as raising development limits and increasing corporate governance provisions. The country is also working to include guidelines for Sharia-compliant REITs, given that roughly 60 percent of the population practices Islam. The legislation is expected to be announced later this year.

Similarly, Vietnam has one REIT, but it is looking to mainstream its REIT model.

Abu Dhabi, the capital of the United Arab Emirates situated on the Persian Gulf, is expected to have an IPO for an exchange-traded REIT by the end of the year, most likely to be tourism and entertainment related, Verwer says. Currently, the city has four unlisted REIT-like companies.

Meanwhile, Sri Lanka is looking at redrafting legislation as part of its regime.

The hope is these countries follow the lead of successful REIT regimes by adopting similar frameworks, such as those seen in the United States, Japan and Australia, Verwer notes. He likens it to having an old smartphone and skipping over years of models to upgrade to the latest version.

“These countries with models that are less favorable to REIT creation and attracting investors can leapfrog over other regimes,” Verwer says.

(Why?)

Published at Tue, 19 Sep 2017 14:46:59 +0000