Investor Presentation NAREIT - June 2020 DISCLOSURES 2 This - - PowerPoint PPT Presentation

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1 Investor Presentation NAREIT - June 2020 DISCLOSURES 2 This presentation does not constitute an offer to sell or the solicitation of an offer to buy any securities of Washington REIT, nor shall there be any sale of securities in any


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Investor Presentation

NAREIT - June 2020

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This presentation does not constitute an offer to sell or the solicitation of an offer to buy any securities of Washington REIT, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification of such securities under the securities law of any such jurisdiction. If Washington REIT were to conduct an offering of securities in the future, it will be made under an effective registration statement filed with the Securities and Exchange Commission and only by means of a prospectus supplement and accompanying prospectus. In such an event, a copy of the prospectus and the applicable preliminary prospectus supplement and final prospectus supplement, as well the final term sheet, relating to such transaction will be able to be obtained from the Securities and Exchange Commission at www.sec.gov, by the underwriters in that offering, or by contacting Washington REIT at 202-774-3200. Before you invest in any such offering, you should read the applicable prospectus supplement related to such offering, the accompanying prospectus and the information incorporated by reference therein and other documents Washington REIT has then filed with the Securities and Exchange Commission for more complete information about Washington REIT and any such offering. Forward-Looking Statements Certain statements in this presentation are "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements relate to expectations, beliefs, projections, future plans and strategies, anticipated events or trends and similar expressions concerning matters that are not historical facts. In some cases, you can identify forward looking statements by the use of forward-looking terminology such as “may,” “will,” “should,” “expects,” “intends,” “plans,” “anticipates,” “believes,” “estimates,” “predicts,”or “potential” or the negative of these words and phrases or similar words or phrases which are predictions of or indicate future events or trends and which do not relate solely to historical

  • matters. Such statements involve known and unknown risks, uncertainties, and other factors which may cause the actual results, performance, or achievements of WashREIT to be materially

different from future results, performance or achievements expressed or implied by such forward looking statements. Currently, one of the most significant factors is the potential adverse effect of the COVID-19 virus and ensuing economic turmoil on the financial condition, results of operations, cash flows and performance of the WashREIT, particularly our ability to collect rent, on the financial condition, results of operations, cash flows and performance of our tenants, and on the global economy and financial markets. The extent to which COVID-19 impacts WashREIT and its tenants will depend on future developments, which are highly uncertain and cannot be predicted with confidence, including the scope, severity and duration of the pandemic, the actions taken to contain the pandemic or mitigate its impact, and the direct and indirect economic effects of the pandemic and containment measures, among others. Moreover, investors are cautioned to interpret many of the risks identified in the risk factors discussed in our Annual Report on Form 10-K for the year ended December 31, 2019, as amended by Amendment No. 1 to the Annual Report on Form 10-K, filed on March 6, 2020, as well as the risks set forth below, as being heightened as a result of the ongoing and numerous adverse impacts of COVID-19. Additional factors which may cause the actual results, performance, or achievements of WashREIT to be materially different from future results, performance or achievements expressed or implied by such forward-looking statements include, but are not limited to the risks associated with the ownership of real estate in general and our real estate assets in particular; the economic health of the greater Washington metro region; the risk of failure to enter into/and or complete contemplated acquisitions and dispositions at all, within the price ranges anticipated and on the terms and timing anticipated; changes in the composition of our portfolio; fluctuations in interest rates; reductions in or actual or threatened changes to the timing of federal government spending; the risks related to use of third-party providers and joint venture partners; the ability to control our operating expenses; the economic health of our tenants; the supply of competing properties; shifts away from brick and mortar stores to ecommerce; compliance with applicable laws, including those concerning the environment and access by persons with disabilities; terrorist attacks or actions and/or cyber-attacks; weather conditions, natural disasters and pandemics; ability to maintain key personnel; failure to qualify and maintain our qualification as a REIT and the risks of changes in laws affecting REITs; and other risks and uncertainties detailed from time to time in our filings with the SEC, including our 2019 Form 10-K, as amended by Amendment No. 1 to the Annual Report on Form 10-K, filed on March 6, 2020, and subsequent Quarterly Reports on Form 10-Q. While forward-looking statements reflect our good faith beliefs, they are not guarantees of future performance. We undertake no obligation to update our forward-looking statements or risk factors to reflect new information, future events, or otherwise. Use of Non-GAAP Financial Measures and other Definitions This presentation contains certain non-GAAP financial measures and other terms that have particular definitions when used by us. The definitions and calculations of these non-GAAP financial measures and other terms may differ from those used by other REITs and, accordingly, may not be comparable. Please refer to the definitions and calculations of these terms and the reasons for their use, and reconciliations to the most directly comparable GAAP measures included later in this investor presentation. Reconciliation This presentation also includes certain forward-looking non-GAAP information. Due to the high variability and difficulty in making accurate forecasts and projections of some of the information excluded from these estimates, together with some of the excluded information not being ascertainable or accessible, the Company is unable to quantify certain amounts that would be required to be included in the most directly comparable GAAP financial measures without unreasonable efforts. Market Data Market data and industry forecasts are used in this presentation, including data obtained from publicly available sources. These sources generally state that the information they provide has been obtained from sources believed to be reliable, but the accuracy and completeness of the information is not assured. The Company has not independently verified any such information.

DISCLOSURES

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Navigate Our Story

COVID-19 Update 03 Multifamily Portfolio Office Portfolio Multifamily Investment Strategy ESG 06 07 08 09 01 Company Overview Investment Strengths 02 Management Team 10 Embedded Growth 05 2020 Outlook 04

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COMPANY SNAPSHOT

OPERATING PORTFOLIO

MULTIFAMILY UNITS COMMERCIAL SF

6,861 3.7M

UNDER CONSTRUCTION

198

DEVELOPMENT PIPELINE

MULTIFAMILY UNITS

767

NET DEBT / ADJ. EBITDA

6.0x

CREDIT RATING

Baa2 Stable BBB Stable

43% 50% 7% Office Multifamily*

NOI COMPOSITION

(Riverside) (LTM)

RENOVATION PIPELINE

>3,000

(5-YEAR)

* Pro forma for the sale of John Marshall II on April 21, 2020 and including stabilized Net Operating Income from the Trove development

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STRATEGY FOR LONG-TERM VALUE CREATION

MULTIFAMILY OFFICE OVERALL Unit renovation programs at value-add Class B assets Space+, a flexible space program that offers lower downtime and higher rent premiums compared to traditional leases Leasing-up iconic and irreplaceable Class A

  • ffice assets and value-
  • riented Class B office

product

GROWING OCCUPANCY by GROWING RENTAL INCOME through GROWING NAV by

Improving the quality of

  • ur portfolio and the

stability of its cash flows Creating stable and sustainable long-term NOI and FAD growth Class A development on surface parking of existing Class B assets (covered land plays) Ancillary revenue initiatives and operating improvements Reducing non-revenue enhancing capex

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WASHREIT AT A GLANCE

STABLE CASHFLOW  Research-led investment strategy (Focused on value-oriented capital allocation)  Strong balance sheet ($520M of available liquidity)  100% of NOI derived from DC Metro (Local economy driven by federal government)  Strong track record of execution ($1.3B transacted in 2019; $3.6B since 2013)  No exposure to co-working operators  No exposure to single tenant office assets (Largest tenant represents less than 4% of total NOI) (1)  Embedded growth opportunities (Near and long-term opportunities to add on-site density)

(1) Pro forma for the sale of John Marshall II on April 21, 2020 and including stabilized Net Operating Income

from the Trove development

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INVESTMENT STRENGTHS

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  • 25%
  • 20%
  • 15%
  • 10%
  • 5%

0%

  • 2,000
  • 1,600
  • 1,200
  • 800
  • 400

New York Los Angeles Chicago Philadelphia Boston Dallas-Fort Worth San Francisco Seattle Houston Washington Atlanta Miami

Job Change (%) Job Change (in 000s) Employment, April 2020

Job Change (in thousands) Job Change (%)

DC Metro Has Experienced Lower Job Losses than other Metro Areas and U.S. Overall

Source: Bureau of Labor Statistics, Transwestern, May 2020

U.S. Average Job Change: -13% DC Metro jobs decreased 9% in April vs 13% in U.S. overall

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DC Metro Job Losses have Been Largely Contained to Industries Directly Impacted by Social Distancing Versus Broader Job Losses for U.S. Overall

  • 6%
  • 5%
  • 4%
  • 3%
  • 2%
  • 1%

0%

Leisure & Hospitality Education & Health Retail

  • Prof. & Business Services

Manufacturing Other Services Construction Government Transportation & Utilities Wholesle Trade Information Finance

US Washington Metro

83% of DC Metro job losses were concentrated in 3 industries compared to 62% for U.S. overall, reflecting the stability in business revenue provided by technology and federal contracting while the U.S. overall experienced significant job losses in many additional industries

YoY Employment Change by Industry, April 2020

Source: Bureau of Labor Statistics, May 2020

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80% 82% 84% 86% 88% 90% 92% 94% 96%

April 2020 May 2020 Multifamily Monthly Rent Collections During Pandemic U.S. vs DC Metro, April 2020 and May 2020 DC Metro U.S. 94% 89%

DC Metro Multifamily Rent Collections are Outperforming U.S. Average

91% 98% 94% 89% % of monthly collections

Source: RealPage and NMHC data as of May 20, 2020.

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  • 5.0%
  • 4.0%
  • 3.0%
  • 2.0%
  • 1.0%

0.0% 1.0% 2.0% 3.0% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Year Over Year Employment Change Percentage U.S. vs. DC Metro 2001-2020 YTD U.S. DC Metro

* The DC Metro’s regional employment outperformed the U.S. by 370 bps during the 2008- 2009 recession and by 290 bps during the 2001-2002 recession. 2008 2009 2010 U.S.

  • 0.5%
  • 4.3%
  • 0.7%

Washington 0.4%

  • 1.7%

0.4% NYC 0.3%

  • 3.2%
  • 0.1%

Boston 0.6%

  • 3.1%

0.5% Chicago

  • 0.6%
  • 5.3%
  • 1.1%

SF

  • 0.1%
  • 5.3%
  • 1.6%

LA

  • 1.2%
  • 5.9%
  • 1.4%

Comparison to Gateway Markets

Historical Employment Trends Indicate that DC Metro Offers Job Stability Across Cycles

Source: U.S. Bureau of Labor Statistics (BLS), WashREIT Research; May 2020. *Note: 2020 Data: March Month over Year Comparison

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  • 6.0%
  • 4.0%
  • 2.0%

0.0% 2.0% 4.0% 6.0% 8.0%

DC Metro United States

The Washington region

  • utperformed the U.S. by

3,600 bps during the 2008- 2009 recession and recovery

DC Metro Multifamily Rent Growth Significantly Outperformed During 2008-2011 Timeframe

Recession Recovery

+1,070 bps +2,500 bps

Annual Effective Rent Change: U.S. vs. DC Metro 2006 - 2011

Source: RealPage, WashREIT Research; May 2020.

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DC Metro Occupancy Outperformed During 2008-2011 Timeframe

90% 91% 92% 93% 94% 95% 96% 97%

  • 2
  • 1.5
  • 1
  • 0.5

0.5 1 1.5 2 U.S. YoY Change Wash Metro YoY Change U.S.Occupancy Wash Occupancy

Recession Recovery Year over Year Change in Occupancy: U.S. vs. DC Metro 2006 - 2011

Source: RealPage, WashREIT Research; May 2020.

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Research-led Multifamily Investment Strategy Has Strengthened and Stabilized our Portfolio

56% 19% 25%

NOI - Q1 2015 NOI – Q1 2020 (1)

43% 50% 7%

  • 1. Investing in value-oriented multifamily assets

 Acquired The Wellington, Arlington, VA in 2015  Acquired Riverside, Alexandria, VA in 2016  Acquired the Assembly Portfolio in VA and MD in 2019  Acquired Cascade at Landmark, Alexandria, VA in 2019  Delivered Phase I of Trove development in early 2020

  • 2. De-risking our commercial portfolio

 Sold the suburban MD office portfolio in 2016  Recycled Braddock Metro Center, Alexandria, VA into Arlington Tower, Arlington, VA in 2018  Recycled 2445 M, West End, DC, into Watergate 600, Waterfront, DC in 2017 and 2018  Sold 1776 G and Quantico Corporate Center in 2019  Sold 75% of retail NOI and 90% of retail NOI at risk in 2019  Sold John Marshall II in April 2020 which eliminated single tenant

  • ffice risk

Multifamily

Office

Retail

(1) Pro forma for the sale of John Marshall II on April 21, 2020 and including stabilized Net Operating Income from the Trove development

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2019 Asset Sales and Commercial Leasing Significantly Reduced Near-term Commercial Lease Expirations

2021 Commercial Expirations

200 400 600 Q1 2019 Q1 2020 45% Reduction Commercial leasing and asset sales reduced our 2021 expirations by approximately 45%

2020 Commercial Expirations

200 400 600 800 1,000 Q1 2019 Q1 2020 > 70% Reduction

SF (000s)

Commercial leasing and asset sales reduced our 2020 expirations by over 70%

  • Sold 90% of retail NOI at risk, including riskiest Big Box assets
  • Record leasing volume in 2019 (4-year record) reduced remaining commercial expirations by 50%
  • Eliminated single tenant office risk (final single tenant office asset sale closed in April 2020)
  • Remaining commercial expirations for 2020 represent less than 2% of total revenue1
  • No exposure to co-working operators

SF (000s)

1) Based on annualized revenue as of Q1 2020

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Strong Balance Sheet with Ample Liquidity Provides Operational Flexibility

$520 million of available liquidity1 with no significant capital commitments for the balance of the year and no remaining maturities in 2020 Poised and ready to go to the capital markets to further term out debt at a time of our choosing Access to agency debt using a portion of our 100% unencumbered multifamily portfolio

1) Capacity under the Company’s $700 million revolving credit facility and cash on hand which now includes the completion of the previously disclosed $150 million term loan on May 5, 2020

Reduced 2020 assumed capital expenditures for the balance of the year by approximately $40 million

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COVID-19 RESPONSE AND OPERATIONAL UPDATE

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TOP PRIORITIES

 LIQUIDITY  BUSINESS CONTINUITY  COLLECTIONS  REDUCING COSTS AND CASH SPEND (OPEX & CAPEX)  PRESERVING EMBEDDED GROWTH In the wake of new challenges and many unknowns during the global pandemic, we remain focused on:

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SAFETY

  • Top priority is the safety of our residents,

tenants, employees, and each of their families

  • Following safety recommendations from

healthcare authorities and orders from

  • ur local governments
  • Acted in advance of jurisdictional orders

to move our business to remote work capabilities

RESIDENT SUPPORT

  • Aligning policies to the recommendations

from the National Multifamily Housing Council and conforming our processes to the requirements

  • f

all applicable jurisdictions

  • Temporarily

freezing rents

  • n

lease renewals, waiving late fees, halting evictions, and offering a payment deferral plan to residents who have been adversely impacted by COVID-19

BUSINESS CONTINUITY

  • Prior to COVID-19, we developed the tools

and resources to allow us to perform nearly all

  • f
  • ur

corporate functions from remote locations

  • Transported every aspect of our office culture

to our virtual workplace

  • Today

we are performing to the highest standards and are confident in our ability to maintain productivity

TENANT SUPPORT

  • Implementing

responsive policies and initiatives to provide additional resources, and if appropriate, flexibility in this time of need

  • Conforming our policies and processes as

necessary to meet jurisdictional requirements

  • Established a taskforce, with the support of
  • ur IT team, to develop and implement a

proprietary application system to solicit information evaluate requests for rent relief on a case-by-case basis

RESPONSE AND ACTIONS

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5 10 15 20 25 30

Multifamily Residents Office Tenants Retail Tenants

Millions Cash Rent Collected Cash Rent Deferred Net Uncollected

APRIL-MAY RENT COLLECTIONS

96.4% 63.7% 98.0%

1 2

1) Excludes monthly expense recovery, parking, and other miscellaneous charges, as well as, rental income from retail tenants in office properties 2) Includes rental income from retail tenants at office properties 3) Rents due after adjustments for deferral agreements

3

Cash Rent Collections from April 1 – May 31

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TIMING OF DEFERRED RENT PAYMENTS

50% 50% 100 200 300 400 500 600 700 2H 2020 2021 2022 Beyond 2022

$000s

Expected Timing of Deferred Rent Paybacks Office Tenants Retail Tenants Multifamily Residents

1) Total deferred balance reflects total deferred cash rent as of May 26, 2020 plus projected June 2020 rent deferrals

1

Total Expected Rent Deferrals Q2–Q3 2020 Retail Tenants $1.7M Office Tenants $1.3M Multifamily $0.1M

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MULTIFAMILY RESIDENT BASE BY INDUSTRY

Outperforming Industries Total Portfolio Share Uncollected Share (April) Uncollected Share (Net New May) Professional and Business Services 24.5% 16.7% 16.9% Professional, Scientific & Technical 20.8% 9.0% 11.0%

  • Admin. Support, & Waste Mgmt.

3.4% 7.7% 5.9% Government 16.6% 7.7% 7.9% Education Services 6.2% 2.6% 4.3% Information Services 5.0% 3.8% 2.8% Total 52.3% 30.8% 31.9% Underperforming Industries Total Portfolio Share Uncollected Share (April) Uncollected Share (May) Health Services 7.5% 9.0% 11.0% Leisure & Hospitality 7.4% 12.8% 13.8% Retail Trade 5.5% 10.3% 5.1% Construction 3.4% 10.3% 10.2% Transportation & Utilities 2.9% 5.1% 5.9% Wholesale Trade 1.1% 2.6% 2.4% Total

27.8% 50.1% 48.4%

Source: U.S. Bureau of Labor Statistics, WashREIT Research; May 2020.

April Outperforming Industries Held up in May

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OFFICE PORTFOLIO BY INDUSTRY

Outperforming Industries Total Portfolio % of Aggregate Base Rent Nonpayers % of ABR (April) Nonpayers % of ABR (May) Professional, Scientific, and Technical Services 23.6% 14.4% 9.9% Finance and Insurance 19.6% 0.0% 1.5% Information 13.3% 3.6% 5.0% Public Administration 3.2% 0.0% 0.0% Legal Services 9.8% 0.0% 2.9% Total 69.5% 18.0% 19.3% Underperforming Industries (COVID-19 monitoring focus) Total Portfolio % of ABR Nonpayers, % of ABR (April) Nonpayers, % of ABR (May) Health Care and Social Assistance 5.1% 10.0% 15.7% Retail Trade 2.6% 11.1% 10.1% Accommodation and Food Services 1.8% 16.2% 16.4% Total 9.5% 37.3% 42.2%

Source: WashREIT Research, May 2020

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2020 OUTLOOK

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  • Offering no rent increase on renewals through July, with slight growth expected in

August; waiving late fees and offering payment plans to residents who have been financially impacted by COVID-19 during Q2

  • Occupancy is currently approximately 94% and is expected to be 95% by year end
  • Suspending value-add renovation programs until the market allows for rent

increases to deliver the appropriate ROI

  • Expect reduced operating expenses to substantially offset impact of lower new and

renewal lease rates

  • Total application volumes have increased by 2x from early April lows and same

store-applications represented nearly 90% of the prior year levels in May

  • Trove breakeven occupancy pushed from Q3 to Q4 (48 leases signed to-date); We

expect to incur an operating deficit of $500K - $600K in 2020

  • As of May 26, 2020, the percentage of rent collected from our multifamily residents

for the month of May was in-line with the percentage of rent collected for the month

  • f April as of April 26, 2020
  • Expansion of multifamily portfolio to strong suburban markets is allowing us to

participate in the increasing demand for spacious, value-oriented rental options; our newly acquired suburban portfolio is performing well during this economic disruption

MULTIFAMILY OUTLOOK

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  • Tenant improvement build-outs for near-term lease commencements are expected to

continue uninterrupted; we have 100K SF (~300 bp future increase to occupancy) of signed leases that have not yet rent commenced

  • Although physical tours have stopped for now, we continue to progress leases and have

signed new leases since quarter-end

  • Approximately 1.3% of our previous revenue expectations for 2020 included speculative
  • ffice lease commencements that could be impacted by the current economic disruption.

Approximately 70% of that leasing was expected to occur in high-quality space across Class A buildings and Space+, where leasing momentum had been the strongest.

  • Parking income is expected to decline by approximately $2 million in 2020 assuming social

isolation restrictions continue through the summer months. However this estimate does not take into account the potential for increased parking income during the second half of the year if the demand for parking were to increase above our prior expectations.

  • Although the crisis began to impact our tenants toward the end of March, we quickly

instituted operational expense saving initiatives; these initiatives have carried over into Q2. Currently we are assuming that we may achieve additional operating cost savings of approximately $2 million for the balance of the year assuming a gradual re-entry recovery beginning in Q3.

  • As of May 26, 2020, the percentage of rent collected from our commercial tenants for the

month of May was 150 bps above month of April

COMMERCIAL OUTLOOK

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EMBEDDED GROWTH

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CREATING VALUE THROUGH RENOVATION: 3,000+ UNIT PIPELINE

Property Total Units Units Renovated Renovation Potential (< 5 years) % Complete

Riverside, Wellington, 3801 Connecticut, Kenmore 2,216 1,631 585 74% Assembly Portfolio 2,046 203 1,843 10% Other Properties 1,291 707 584 55% Total 5,553 2,541 3,012 46%

BEFORE AFTER

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  • Class A product for the value seeking renter
  • Targeting LEED Silver
  • Walk Score of 84
  • Proximity to some of the largest employers in the

region:

  • The Pentagon
  • Amazon HQ2
  • Deloitte

TROVE ON PACE TO ADD GROWTH IN 2021

2H 2021

Expected to stabilize in low 6s

Phase 2 - 2020

Trove Delivery 401 total units Projecting break-even

  • ccupancy

Phase I - 2020

Phase I 203 units Lease-up began Leasing Activity During COVID-19:

  • Leasing commenced in February 2020 at the

beginning of the COVID-19 outbreak

  • The team successfully transitioned to virtual touring
  • 31% conversion ratio of virtual tour to signed

leases

  • 48 signed leases
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MULTIFAMILY INVESTMENT STRATEGY

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10% 12% 14% 16% 18% 20% 22% 24% 26%

$900 $1,100 $1,300 $1,500 $1,700 $1,900 $2,100 $2,300 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Effective Rent Class A Rent Premium %

WashREIT’s proprietary research maximizes Class B rental growth by uncovering submarkets

  • ffering a wider than average differential, i.e. “affordability gap,” between Class A and Class B

unit rents. These provide an opportunity for Class B unit renovations with a mid-to-high teens return on investment.

Rent Expansion: Widest Set of Value-Add Opportunities Rent Compression: Increased Selectivity

AFFORDABILITY GAP STRATEGY

TOTAL CLASS A EFF RENT TOTAL CLASS B EFF RENT CLASS A PREMIUM

AFFORDABILITY STRATEGY OVERVIEW

Source: Delta Associates, WashREIT Research; May 2019.

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Value-add Class B multifamily portfolio

Suburban Urban In-fill

Renters who can’t afford Class A urban in-fill multifamily Renters who can’t afford homeownership or urban in-fill rents and prefer the suburbs Value-add unit renovations at assets located in submarkets with large affordability gaps, i.e. wider than market average differentials between Class A and Class B rents Appropriately scoped unit renovations to upgrade well- located, accessible and desirable communities

TARGET IMPLEMENT TARGET IMPLEMENT

NEED FOR QUALITY AFFORDABLE HOUSING IN THE DC METRO ABILITY TO GROW RENTS ACROSS THE PORTFOLIO

AFFORDABILITY DRIVES OUR CLASS B MULTIFAMILY GROWTH AND INVESTMENT STRATEGY

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DC METRO’S LARGEST RENTER COHORT NEEDS AFFORDABLE APARTMENTS

DC Metro region’s largest renter cohort, comprising 25% of all market renters, earns $50,000 to $75,000 per annum. This creates strong demand for units with average monthly rents between $1,250 and $1,875 that is largely met by Class B suburban and urban in-fill multifamily product.

20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000

Less than $5,000 $5,000 to $9,999 $10,000 to $14,999 $15,000 to $19,999 $20,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000

  • r more

Market Rate Rental Housing

At 30% monthly outlay, DC Metro’s largest renter cohort can afford average monthly rents between $1,250 and $1,875

Renter Households, Washington Metro Region Household Income Level, Washington Metro Region

Source: 2017 1-Year American Housing Survey, US Census, WashREIT Research; September 2019.

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$440 $310 $360

Affordability Gap $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 $2,200 $2,400 $2,600 South Arlington East Alexandria Northwest DC Class A Class B

AFFORDABILITY GAP BY SUBMARKET

WASHINGTON METRO | Q4 2019

WashREIT selects submarkets with outsized affordability gaps, accessible transit and walkable amenities to implement its unit renovation program in urban settings. Renovations are highly tailored to individual properties and submarkets to meet the market where it is. Post-renovation rent gaps vs Class A product are $200+, providing an excellent value proposition for renters, and downside cushion if Class A rents retrench.

AFFORDABILITY GAP: URBAN IN-FILL VALUE-ADD

Source: RealPage

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CLASS B TRACK RECORD OF OUTPERFORMANCE

WASHINGTON METRO CLASS B VS. CLASS A NET EFFECTIVE RENT HISTORICAL CAGR

3.1% 3.2% 2.8% 2.8% 3.0% 2.2% 2.3% 2.3%

0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 15-Year CAGR 10-Year CAGR 5-Year CAGR 1-Year CAGR

Class B Class A

Q4’18 – Q4’19 Q4’14 – Q4’19 Q4’09 – Q4’19 Q4’04 – Q4’19

In the DC Metro region, Class B multifamily rent CAGR has outperformed that of Class A except during periods with relatively lower levels of new Class A supply.

Source: RealPage Washington Metro Class B vs. Class A data. WashREIT research. February 2020

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MULTIFAMILY PORTFOLIO

MULTIFAMILY PORTFOLIO

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MULTIFAMILY PORTFOLIO COMPOSITION

MULTIFAMILY PORTFOLIO

UNIT DISTRIBUTION (1)

Class A 15% Value-Add Class B Urban in-fill 52% Value-Add Class B Suburban 33%

100% or 1,078 units within a 5-mile radius of Amazon HQ2 and 93% or 1,004 units within one mile of Metro 93% or 3,417 units within one mile of Metro and 69%

  • r 2,545 units within 5-mile radius of Amazon HQ2

Over 400k jobs within a 30-min commute

(1) Pro forma for fully delivered Trove

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Class A Class B Urban Class B Suburban

Legend

Location Mix

NoVA DC SubMD

Product Type

Garden Low-Rise Mid-Rise High-Rise

Multifamily NOI: 66% within 35 minutes of Amazon HQ2 by public transit 81% of portfolio is Metro-served

MULTIFAMILY UNIT DISTRIBUTION MAP

Approximately 80% of our multifamily units are located in Northern Virginia

Source: ESRI, WashREIT Research. NOI percentages include Trove at stabilization

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OFFICE PORTFOLIO

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OFFICE PORTFOLIO COMPOSITION

OFFICE PORTFOLIO

SQUARE FOOTAGE DISTRIBUTION (1)

DC Class A 13% Virginia Class A 31% Virginia Class B 24%

100% within a 3-mile radius of Amazon HQ2 and within half mile of Metro 100% within a mile of Metro

DC Class B 32%

100% within a mile of Metro and 100% within a 5-mile radius of Amazon HQ2 100% within a mile of Metro

(1) Pro forma for the sale of John Marshall II on April 21, 2020

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NORTHERN VIRGINIA OFFICE: THE CORRIDOR OF GROWTH

WashREIT NoVA Office

Source: JLL; WashREIT Research; February 2020; Pro forma for sale of John Marshall II on April 21, 2020

73% of future occupancy gains are projected to be driven by tech demand

52% NoVA Share of WashREIT Office

(NOI)

60%

  • f our 2019 NoVA office leasing

volume was driven by tech and cybersecurity

  • $660 million of CARES Act

contracts were awarded to Northern VA contractors

  • The Dulles Tech Corridor

captures 37% of all federal technology contracts

  • Northern Virginia comprises

almost 70% of the 28M SF of

  • ccupied tech space in the

Washington region

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SPACE+ ACHIEVES KEY STRATEGIC OBJECTIVES

A strategy that solves for tenant needs of speed, flexibility and amenities AND a landlord’s need for:

CASH FLOW MARGIN REUSABLE CAPEX

DOWNTIME MONTHS 2019 Avg. for Space + 3.0 2019 Avg. for Traditional - WRE 10.0 Market Avg. for Traditional 16.5

Reduced downtime to lease commencement

8%-10%

rent premiums to the market

Higher rents => higher margins

TI’s $/SF WRE Space+ Initial $85 Market Avg. Initial for Traditional $105+

Lower initial capex that is re-utilized for 2nd Gen

Source: WashREIT and NKGF Q3 2018

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SUSTAINABILITY

ENVIRONMENTAL, SOCIAL, GOVERNANCE

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ESG performance is a 2020 corporate strategic objective, which extends across all departments and solidifies our commitment to demonstrating continual progress on our ESG initiatives. We have conducted an assessment of the physical and transition risks and opportunities posed by climate change, and have disclosed these results in our 2020 ESG

  • Report. Our approach on

these issues is aligned with the Task Force on Climate-Related Financial Disclosures (TCFD).

ESG IN 2020: NEW INITIATIVES AND HIGHER AMBITIONS

ESG IS A CORPORATE STRATEGIC OBECTIVE CLIMATE RISK ASSESSMENT AND ALIGNMENT WITH TCFD

Our 2020 ESG Report can be found in the Investors section

  • f our website.
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ESG PROGRESS

SUSTAINABILITY TARGETS

(2015-2025)

GRESB SCORE IMPROVEMENT

On track to achieve our sustainability goals and continuously demonstrating ESG performance improvement

45

74

2014 2019

+29

Five-Year GRESB Score Improvement

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Urban Ecosystem

ESG HIGHLIGHTS

Employee & Community Engagement Risk Management

We have an entire food system housed in one building – from the bees pollinating the garden to the restaurant harvesting the produce and the building compost completing the circle. We believe the most valuable investments we make are in our people and

  • community. We place great

value on employee growth and development. And we give back to our community, most visibly through our annual company-wide community service day.

Supporting our Community with Clean Energy

We have solar panels on the roof of our headquarters building and the clean energy produced is credited to low- and moderate-income families at Jubilee Housing, a provider

  • f deeply affordable housing in

Washington, D.C. We have established a company- wide focus on business continuity preparedness and cybersecurity prevention over the past several

  • years. Our robust tools and

resources have allowed us to work and collaborate remotely, performing to the highest standards without disruption during the global health crisis.

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MANAGEMENT TEAM

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DISPOSITIONS VALUE Medical Office Portfolio $500.8M Atrium Building $15.7M 5740 Columbia Road $1.6M 2013-2014 Dispositions $518.1M Country Club Towers $38M Munson Hill Towers $57M Interest in Land 1225 $15M Montgomery Village $28M 2015 Dispositions $138M Land $12M Suburban MD office $240M 2016 Dispositions $252M Walker House Apartments $32.2M 2017 Dispositions $32.2M Braddock Metro Center $79M 2445 M St $101.6M 2018 Dispositions $180.6M Quantico Corporate Center $33M Retail Tranche 1 (5 Shopping Centers) $485M Retail Tranche 2 (3 Power Centers) $77M 1776 G Street $129.5M 2019 Dispositions $724.5M John Marshall II $57M 2020 Dispositions $57M TOTAL DISPOSITIONS $1.90 BILLION ACQUISITIONS VALUE Paramount $48.2M Yale West $73M Army Navy Building $79M 1775 Eye St $104.5M Spring Valley Village $40.5M 2013-2014 Acquisitions $345.2M The Wellington $167M 2015 Acquisitions $167M Riverside Apartments $244.8M 2016 Acquisitions $244.8M Watergate 600 $135M 2017 Acquisitions $135M Arlington Tower $250M 2018 Acquisitions $250M Assembly Northern Virginia (5 assets) $379.1M Assembly Maryland (2 assets) $82.1M Cascade at Landmark $69.8M 2019 Acquisitions $531M TOTAL ACQUISITIONS $1.67 BILLION

A TRACK RECORD OF: ASSET RECYCLING 2013 – 2020

TOTAL TRANSACTION VOLUME: ~$3.6 BILLION

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PAUL MCDERMOTT PRESIDENT AND CHIEF EXECUTIVE OFFICER >35 Years Real Estate Experience STEVE RIFFEE EXECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICER >24 Years Real Estate Experience, 40 Years of Corporate Finance Experience

STRONG SENIOR LEADERSHIP TEAM

TARYN FIELDER SENIOR VICE PRESIDENT GENERAL COUNSEL AND CORPORATE SECRETARY >16 Years Real Estate Experience ED MURN MANAGING DIRECTOR MULTIFAMILY AND DEVELOPMENT DIVISION >20 Years Real Estate Experience ANTHONY CHANG VICE PRESIDENT ASSET MANAGEMENT >20 Years Real Estate Experience ANDREW LEAHY VICE PRESIDENT INVESTMENTS >18 Years Real Estate Experience AMY HOPKINS VICE PRESIDENT INVESTOR RELATIONS >14 Years Finance and Capital Markets Experience GRANT MONTGOMERY VICE PRESIDENT RESEARCH >23 Years Real Estate Experience

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SUSAN GEROCK VICE PRESIDENT INFORMATION TECHNOLOGY AND CHIEF INFORMATION OFFICER >20 Years Real Estate Experience BRIAN GUTTMAN VICE PRESIDENT HUMAN RESOURCES >17 Years Real Estate Experience

STRONG SENIOR LEADERSHIP TEAM

DREW HAMMOND VICE PRESIDENT CHIEF ACCOUNTING OFFICER AND TREASURER >15 Years Real Estate Experience DAN CHAPPELL SENIOR DIRECTOR INVESTMENTS >15 Years Real Estate Experience NICOLE MORRILL SENIOR DIRECTOR DEVELOPMENT >19 Years Real Estate Experience MATT PRASKE DIRECTOR SUSTAINABILITY >10 Years Real Estate Experience STEVEN FREISHTAT SENIOR DIRECTOR FINANCE >18 Years Finance and Capital Markets Experience TABITHA BRITTAIN VICE PRESIDENT PROPERTY MANAGEMENT >23 Years Real Estate Experience

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APPENDIX

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52 Net Debt to Adjusted EBITDA 7.6x

Q3 2015 Q1 2020

43% 50% 7% Office Other 49% 16% 21% 14% Multifamily

NOI as of Q1 2013

TRANSFORMATION HIGHLIGHTS

STRATEGY PORTFOLIO BALANCE SHEET PEOPLE & PROCESSES

MOB

Research-driven Streamlined Deleveraged Restructured

Retail Office

NOI as of Q1 2020 (1)

Multifamily

  • Shifted to Portfolio

Management model from Property Management model, creating accountability and alignment

  • Implemented improved

technological reporting systems and organizational processes for efficient data collection and reporting

6.0 x 14.9% 0.0%

Q3 2015 Current

Secured Debt to Total Assets

Capitalize on the long-term NOI growth trajectory of:

  • Value-oriented Urban

in-fill and Suburban multifamily properties

  • Strategically located

Northern VA office properties

  • Iconic and irreplaceable

buildings

  • Well-amenitized, value-
  • riented Class B office

properties

(1) Pro forma for John Marshall II sale on April 21, 2020 and stabilized Net Operating Income from the Trove development

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  • 3.9x Debt Service Coverage Ratio
  • Baa2 Stable and BBB Stable

investment grade ratings from Moody’s and S&P respectively

Deleveraged and unencumbered to further de-risk the company and create greater flexibility

  • Paid off $46M secured loan in Q1 2020

resulting in 0% Secured Debt

  • $700M Line of Credit

% SECURED INDEBTEDNESS TO TOTAL ASSETS NET DEBT TO ADJUSTED EBITDA

14.9% 0.0% Q3 2015 Current 7.6x 6.0x Q3 2015 Q1 2020

BALANCE SHEET: CONTINUED STRENGTH

Unencumbered Deleveraged

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FINANCIALS FROM Q1 2020 SUPPLEMENTAL

(1) See “Definitions” for the definitions of NAREIT FFO and Core FFO. (2) Restructuring expenses include severance, accelerated share-based compensation and other expenses related to a restructuring of corporate personnel. (3) Adjustments to the numerators for FFO and Core FFO per share calculations when applying the two-class method for calculating EPS.

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FINANCIALS FROM Q1 2020 SUPPLEMENTAL

(1) See “Definitions” for the definitions of FAD and Core FAD.

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SAME-STORE PORTFOLIO FROM Q1 2020 SUPPLEMENTAL

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(1) For a list of non same-store, discontinued operations and other properties, see “Same-Store Portfolio Net Operating Income (NOI) Growth 2020 vs 2019”

FINANCIALS FROM Q1 2020 SUPPLEMENTAL

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FINANCIALS FROM Q1 2020 SUPPLEMENTAL

1) For a list of non same-store, discontinued operations and other properties, see “Same-Store Portfolio Net Operating Income (NOI) Growth 2020 vs 2019”

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DEFINITIONS

Adjusted EBITDA (a non-GAAP measure) is earnings before interest expense, taxes, depreciation, amortization, gain/loss on sale of real estate, casualty gain/loss, real estate impairment, gain/loss on extinguishment of debt, restructuring expenses (which include severance, accelerated share-based compensation and other expenses related to a restructuring of corporate personnel), acquisition expenses and gain from non-disposal activities. Annualized base rent ("ABR") is calculated as monthly base rent (cash basis) per the lease, as of the reporting period, multiplied by 12. Average occupancy is based on monthly occupied net rentable square footage as a percentage of total net rentable square footage, except for the rows labeled "Multifamily (calculated on a unit basis)," on which average occupancy is based on average monthly occupied units as a percentage of total units. The square footage for multifamily properties only includes residential space. The occupied square footage for office and retail properties includes temporary lease agreements. Debt service coverage ratio is computed by dividing earnings attributable to the controlling interest before interest expense, taxes, depreciation, amortization, real estate impairment, gain on sale of real estate, gain/loss on extinguishment of debt, severance expense, relocation expense, acquisition and structuring expenses and gain/loss from non-disposal activities by interest expense (including interest expense from discontinued operations) and principal amortization. Debt to total market capitalization is total debt divided by the sum of total debt plus the market value of shares outstanding at the end of the period. Earnings to fixed charges ratio is computed by dividing earnings attributable to the controlling interest by fixed charges. For this purpose, earnings consist of income from continuing operations (or net income if there are no discontinued

  • perations) plus fixed charges, less capitalized interest. Fixed charges consist of interest expense (excluding interest expense from discontinued operations), including amortized costs of debt issuance, plus interest costs capitalized.

Ending Occupancy is calculated as occupied square footage as a percentage of total square footage as of the last day of that period. Multifamily unit basis ending occupancy is calculated as occupied units as a percentage of total units as of the last day of that period. NAREIT Funds from operations ("NAREIT FFO") is defined by National Association of Real Estate Investment Trusts, Inc. (“NAREIT”) in its NAREIT FFO White Paper – 2018 Restatement, as net income (computed in accordance with generally accepted accounting principles (“GAAP”) excluding gains (or losses) associated with sales of property, impairment of depreciable real estate and real estate depreciation and amortization. We consider NAREIT FFO to be a standard supplemental measure for equity real estate investment trusts (“REITs”) because it facilitates an understanding of the operating performance of our properties without giving effect to real estate depreciation and amortization, which historically assumes that the value of real estate assets diminishes predictably over time. Since real estate values have instead historically risen or fallen with market conditions, we believe that NAREIT FFO more accurately provides investors an indication of our ability to incur and service debt, make capital expenditures and fund other needs. Our FFO may not be comparable to FFO reported by other real estate investment trusts. These other REITs may not define the term in accordance with the current NAREIT definition or may interpret the current NAREIT definition differently. NAREIT FFO is a non-GAAP measure. Core Funds From Operations ("Core FFO") is calculated by adjusting NAREIT FFO for the following items (which we believe are not indicative of the performance of Washington REIT’s operating portfolio and affect the comparative measurement of Washington REIT’s operating performance over time): (1) gains or losses on extinguishment of debt, (2) expenses related to acquisition and structuring activities, (3) executive transition costs, severance expenses and other expenses related to corporate restructuring and related to executive retirements or resignations, (4) property impairments, casualty gains and losses, and gains or losses on sale not already excluded from NAREIT FFO, as appropriate, and (5) relocation expense. These items can vary greatly from period to period, depending upon the volume of our acquisition activity and debt retirements, among other factors. We believe that by excluding these items, Core FFO serves as a useful, supplementary measure of Washington REIT’s ability to incur and service debt, and distribute dividends to its shareholders. Core FFO is a non-GAAP and non-standardized measure, and may be calculated differently by other REITs. Funds Available for Distribution ("FAD") is calculated by subtracting from NAREIT FFO (1) recurring expenditures, tenant improvements and leasing costs, that are capitalized and amortized and are necessary to maintain our properties and revenue stream (excluding items contemplated prior to acquisition or associated with development / redevelopment of a property) and (2) straight line rents, then adding (3) non-real estate depreciation and amortization, (4) non-cash fair value interest expense and (5) amortization of restricted share compensation, then adding or subtracting the (6) amortization of lease intangibles, (7) real estate impairment and (8) non-cash gain/loss on extinguishment of debt, as appropriate. FAD is included herein, because we consider it to be a performance measure of a REIT’s ability to incur and service debt and to distribute dividends to its shareholders. FAD is a non-GAAP and non-standardized measure, and may be calculated differently by other REITs. Core Funds Available for Distribution ("Core FAD") is calculated by adjusting FAD for the following items (which we believe are not indicative of the performance of Washington REIT’s operating portfolio and affect the comparative measurement of Washington REIT’s operating performance over time): (1) gains or losses on extinguishment of debt, (2) costs related to the acquisition of properties, (3) non-share-based executive transition costs, severance expenses and other expenses related to corporate restructuring and related to executive retirements or resignations, (4) property impairments, casualty gains and losses, and gains or losses on sale not already excluded from FAD, as appropriate, and (5) relocation

  • expense. These items can vary greatly from period to period, depending upon the volume of our acquisition activity and debt retirements, among other factors. We believe that by excluding these items, Core FAD serves as a useful, supplementary

performance measure of Washington REIT’s ability to incur and service debt, and distribute dividends to its shareholders. Core FAD is a non-GAAP and non-standardized measure, and may be calculated differently by other REITs. Net Operating Income (“NOI”) is a non-GAAP measure defined as real estate rental revenue less real estate expenses. NOI is calculated as net income, less non-real estate revenue and the results of discontinued operations (including the gain

  • r loss on sale, if any), plus interest expense, depreciation and amortization, general and administrative expenses, acquisition costs, real estate impairment, casualty gains and losses, and gain or loss on extinguishment of debt. We also present

NOI on a cash basis ("Cash NOI") which is calculated as NOI less the impact of straightlining of rent and amortization of market intangibles. We provide each of NOI and cash NOI as a supplement to net income calculated in accordance with

  • GAAP. As such, neither should be considered an alternative to net income as an indication of our operating performance. They are the primary performance measures we use to assess the results of our operations at the property level.

Recurring capital expenditures represent non-accretive building improvements and leasing costs required to maintain current revenues. Recurring capital expenditures do not include acquisition capital that was taken into consideration when underwriting the purchase of a building or which are incurred to bring a building up to "operating standard." Rent increases on renewals and rollovers are calculated as the difference, weighted by square feet, of the net ABR due the first month after a term commencement date and the net ABR due the last month prior to the termination date of the former tenant's term. Beginning in Q4 2018, in cases where the space has been remeasured in accordance with criteria set by the Building Owners and Managers Association ("BOMA"), the square feet former tenant's space is adjusted to be equivalent to the square feet of the new/renewing tenant's space. Same-store portfolio properties include properties that were owned for the entirety of the years being compared, and exclude properties under redevelopment or development and properties acquired, sold or classified as held for sale during the years being compared. We define development properties as those for which we have planned or ongoing major construction activities on existing or acquired land pursuant to an authorized development plan. We consider a property's development activities to be complete when the property is ready for its intended use. The property is categorized as same-store when it has been ready for its intended use for the entirety of the years being compared. We define redevelopment properties as those for which have planned or ongoing significant development and construction activities on existing or acquired buildings pursuant to an authorized plan, which has an impact on current operating results, occupancy and the ability to lease space with the intended result of a higher economic return on the property. We categorize a redevelopment property as same-store when redevelopment activities have been complete for the majority of each year being compared. Same-store portfolio NOI growth is the change in the NOI of the same-store portfolio properties from the prior reporting period to the current reporting period.