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1 Investor Presentation August 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 jurisdiction in


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Investor Presentation

August 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

03 Multifamily Portfolio Office Portfolio Multifamily Investment Strategy ESG 06 07 01 Company Overview Financial Update 02 Leadership Team 05 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

6.1x

CREDIT RATING

Baa2 Stable BBB Stable

Multifamily*

(Riverside)

RENOVATION PIPELINE

~3,000

(5-YEAR)

(1) As of 6/30/2020. Pro forma for the sale of John Marshall II on April 21, 2020 and including stabilized Net Operating Income from the Trove development (2) Last 12 months ended 6/30/2020.

(LTM) (2)

NOI COMPOSITION (1)

44% 50% 6% Office Multifamily 30% 64% 6% DC VA

MD

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STRATEGY FOR 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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COMPANY HIGHLIGHTS

STABLE CASHFLOW

 Successfully executed multiyear portfolio transformation  Proven research-driven investment strategy  Durable cashflows, further proven amid COVID-19 disruption  Washington Metro is a resilient market  Well-positioned balance sheet with $530 million of available liquidity1  No exposure to co-working operators  Embedded growth and value-creation

  • pportunities

 Focused on Environmental, Social, Governance (ESG) Initiatives

(1) As of 6/30/2020

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2020 BUSINESS UPDATE

Protecting Near-term Performance

  • Our improved portfolio resulted in strong rent collections across office and multifamily
  • Negotiated deferral payment plans and early blend-and-extend renewals
  • Reduced 2020 estimated capital expenditures for the balance of the year by approximately

$40 million

  • Executed a new one-year $150M term loan with flexible prepayment terms bringing our

available liquidity to approximately $530M as of June 30, 2020

Creating Future Growth and Greater Cash Flow Strength

  • Preserve embedded growth by suspending value-add programs until the market allows for

increased rent

  • ~3,000 units in our 5-year multifamily renovation pipeline
  • 767 multifamily units in the development pipeline
  • The Trove, our 2020 delivered multifamily development property, is in lease-up and

expected to stabilize in 2021

  • Opportunistic lease expiration schedule in our commercial portfolio with minimal lease

expirations over the next 2 years

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WASHINGTON METRO FOCUS

Source: Bureau of Labor Statistics, July 2020.

Washington Metro has experienced lower job losses than several other metro areas and U.S. overall

‐18% ‐16% ‐14% ‐12% ‐10% ‐8% ‐6% ‐4% ‐2% 0% ‐1,800 ‐1,600 ‐1,400 ‐1,200 ‐1,000 ‐800 ‐600 ‐400 ‐200 New York Boston San Francisco Los Angeles Philadelphia Seattle Washington Miami Houston Atlanta Dallas Job Change (%) Job Change (in 000s)

June 2020 YoY Employment Change

Job Change (in thousands) Job Change (%)

U.S. % Change: ‐8.7%

Washington Metro jobs decreased 8% in June vs 8.7% in U.S. overall

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0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% LEIS & HOSP ED & HLTH RETAIL PROF & BUS SERV OTHER SERV GOV TRANS & UTIL CONST. FINANCE INFO MFG WHOL TRD US % of Total Washington Metro % of Total

Share of Year-Over-Year Employment Change by Industry Washington Metro vs. U.S. (1)

Professional & Business Services and Government, Washington Metro’s largest employment sectors, have seen job declines of just 2.5% and 1.6%, respectively (2)

Washington Metro job losses have been largely contained to industries impacted by social distancing vs. broader job losses for U.S. overall

74% of Washington Metro job losses were concentrated in 3 industries, 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

Source: Bureau of Labor Statistics, July 2020. (1) As of June 2020. (2) Year over year change ending June 2020.

WASHINGTON METRO FOCUS

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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 Washington 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

WASHINGTON METRO FOCUS

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  • 6.0%
  • 4.0%
  • 2.0%

0.0% 2.0% 4.0% 6.0% 8.0%

Washington Metro United States

The Washington region

  • utperformed the U.S. by

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

Washington 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. Washington Metro 2006 - 2011

Source: RealPage. May 2020.

WASHINGTON METRO FOCUS

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  • Reducing Risk in 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 70% of retail SF and 90% of retail SF at risk (1) in 2019
  • Sold John Marshall II in April 2020 which eliminated single

tenant office risk

  • Investing in Value-Oriented Multifamily Assets
  • Acquired The Wellington, Arlington, VA in 2015
  • Acquired Riverside Apartments, Alexandria, VA in 2016
  • Acquired The Assembly Portfolio in VA + MD in 2019
  • Acquired Cascade at Landmark, Alexandria, VA in 2019
  • Delivered Phase I of Trove development in Arlington, VA

in early 2020

CAPITAL ALLOCATION

The Trove Riverside Apartments Assembly Alexandria Cascade at Landmark

$1.9B of total dispositions since 2013 $1.1B of value-oriented multifamily investments and enhanced quality and location of ~$600 Million of Office Investments since 2013

(1) “SF at risk” refers to SF at risk of becoming vacant in the near-term.

Since 2013, we have completed ~$3.6bn of strategic portfolio transactions to increase our exposure to value-oriented multifamily investments while reducing concentrations of non-core retail and office assets

Research-led multifamily investment strategy has strengthened and stabilized

  • ur portfolio and reduced risk
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2019 asset sales and commercial leasing significantly reduced near-term lease expirations and eliminated single tenant exposure

  • Sold 90% of retail SF at risk1, including Big Box assets
  • Record leasing volume in 2019 (4-year record) reduced remaining 2020 commercial expirations by 50%
  • Remaining commercial expirations for 2020 represent less than 2% of total revenue (2)
  • No exposure to co-working operators

(1) “SF at risk” refers to SF at risk of becoming vacant in the near-term. (2) Based on annualized revenue as of Q1 2020.

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

SF (000s)

2Y FWD. Commercial Expiration 200 400 600 800 1,000 1,200 1,400 1,600 Q4 2018 Q1 2020 > 65% Reduction

SF (000s)

Our combined commercial lease expirations over the next 24 months dropped to 474K SF from 1.4M SF at Q4 2018 Eliminated single tenant office risk (final single tenant office asset sale closed in April 2020) Single Tenant Exposure Q4 2017 Q1 2019 Q2 2020 13% 0%

% of Office Portfolio (SF)

28%

CAPITAL ALLOCATION

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FINANCIAL UPDATE

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5 10 15 20 25 30 35 40

Multifamily Residents Office Tenants Retail Tenants

Millions Cash Rent Collected Cash Rent Deferred Net Uncollected

97% 72% 99%

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, excludes $0.3 million of second quarter cash rent expensed as bad debt. (3) Rents due after adjustments for deferral agreements. (4) Collections as of July 22, 2020.

3

Cash Rent Collections from April 1 – June 30th

Second Quarter Rent Collections

4

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50% 50% 100 200 300 400 500 600 700 800 900 2H 2020 2021 2022 Beyond 2022

$000s

Expected Timing of Deferred Rent Payments (1)

Office Retail Multifamily

(1) Total deferred balance reflects total deferred cash rent executed as of July 22, 2020

Total Executed Deferrals (1) Office Tenants $1.2M Retail Tenants $1.0M Multifamily $0.1M

Expected Timing of Deferred Rent Payments

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17 50 100 150 200 250 300 350

Tours

Multifamily Leasing Indicators are Stabilizing

Stay at Home Orders issued

20 40 60 80 100 120 140

Applications

Stay at Home Orders issued Phased re-entry begins Phased re-entry begins

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  • Collected over 99% of cash rent and 99% of contractual rent during the second quarter

and in July (1)

  • Application volumes increased by 3x from early April lows and the continual increase in

leasing volume is expected to drive a gradual increase in occupancy to 95% by year-end

  • FY 2020 NOI contribution to the operating multifamily portfolio is now expected to be

~$0.03 per share lower than assumed in the initial guidance (as of February 13, 2020) due to the following impacts related to COVID-19: (2)

  • Temporary decline in average occupancy to 94% during the second and third

quarters of 2020

  • Lower new and renewal lease rate growth combined with lower move-in and other fee

income partially offset by operating expense saving initiatives. The majority of the impact of operating expense savings related to lower turnover was recognized in the second quarter.

  • The lease-up of Trove continues to progress and is expected to reach stabilized
  • ccupancy in the fourth quarter of 2021. FY 2020 NOI contribution to the Trove multifamily

development is now assumed to be ~$0.01 per share lower than the initial guidance due to slower lease-up activity as a result of COVID-19.

  • 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.

2020 Multifamily Outlook

(1) Second quarter collection percentages are as of July 22; July collection performance is as of August 13, 2020 (2) Excludes future bad debt expenses and assumes a gradual phased recovery over the balance of the year

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  • Collected 97% of cash rent and 99% of contractual rent due from office tenants during the second

quarter and 96% of cash rent in July (1)

  • Collected 72% of cash rent and 90% of contractual rent due from retail tenants during the second

quarter and 84% of cash rent in July (1)

  • FY 2020 NOI contribution of the commercial portfolio is now expected to be ~$0.08 per share

lower than the initial guidance (as of February 13, 2020) based on the following assumed impacts related to COVID-19: (2)

  • Previous revenue expectations for 2020 included speculative office lease commencements

that have been impacted by the current economic disruption and are now likely to be substantially executed in 2021 for leases not signed as of today. The majority of this leasing was expected to occur during the third and fourth quarters at high-quality space across Watergate 600, Silverline Center, Arlington Tower and Space+, where leasing momentum had been the strongest. We now expect this leasing to drive growth in 2021.

  • The impact of lower speculative leasing is expected to be partially offset by higher revenue

from lease renewals and extensions, and we have minimal commercial lease expirations for the remainder of 2020. Office lease expirations represent approximately 4% of our office revenue and less than 2% of our overall revenue.

  • Lower parking income than initially forecasted, offset in part, by lower net operating expenses

(i.e. net of recoveries) due to a decline in office utilization

  • Year-to-date bad debt expenses related to COVID-19 of ~$0.8 million as of June 30
  • Offsetting a part of the negative impact of COVID-19 on our business is a reduction in our

expectations for interest expense by $0.04 per share relative to our initial Core FFO 2020 guidance excluding any future re-financings to further term out debt.

2020 Commercial Outlook

(1) Second quarter collection percentages are as of July 22; July collection percentages are as of August 13, 2020 (2) Excludes future bad debt expenses and assumes a gradual phased recovery over the balance of the year

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  • Class A product for the value seeking renter
  • Walk Score of 84
  • Proximate to some of the largest employers

in the region

  • 401 units
  • 79 leases signed to-date
  • Targeting LEED Silver

The Trove is on Pace to Add Growth in 2021

Phase I 203 units delivered Lease-up began

Q1 2020

Trove Delivery 401 total units delivered Projecting break-even

  • ccupancy

Q4 2020 2H 2021

Expected to stabilize in low 6s

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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

Effective Rent Class A Rent Premium %

WashREIT’s strategy seeks to maximize Class B rental growth by uncovering submarkets offering 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-teen 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. As of June 30, 2020.

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

  • r 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 WASHINGTON METRO ABILITY TO GROW RENTS ACROSS THE PORTFOLIO

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Washington Metro’s Largest Renter Cohort Needs Affordable Apartments

Washington 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, Washington 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: US Census.

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Class B Track Record of Outperformance

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

2.2% 1.9% 2.2% 1.3% 1.8% 1.3% 1.9% 1.1%

0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 10-Year CAGR 5-Year CAGR 1-Year CAGR YTD '20 CAGR

Class B Class A

Q2’19 – Q2’20 Q2’15 – Q2’20 Q2’10 – Q2’20

In the Washington 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. July 2020.

Q4’19 – Q2’20

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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

  • ne 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) As of 6/30/20 and pro forma for fully delivered Trove

High-Rise Low-Rise, Mid-Rise Garden Style

VA MD DC

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Class A Class B Urban Class B Suburban

Legend

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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Tech Investment In Washington Metro

Amazon HQ2 is expected to create an influx of private and public sector growth

  • ver the next several years. Additional business-to-consumer technology

companies are already beginning to plant roots in the region, diversifying our region’s technology sector

Amazon has publicly stated that it intends to bring at least 25,000 employees to the Washington Metro Region over 10 years. State and local incentives encourage up to 37,850 employees.

Amazon HQ2

5 mile 3 mile 1 mile

WashREIT data as of June 30, 2020 and pro forma for fully delivered Trove.

59% Multifamily Units and 75% Office SF within a 5-mile radius

  • f Amazon HQ2
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WashREIT NoVA Office

Source: JLL; July 2020; Pro forma for sale of John Marshall II on April 21, 2020. Note: WashREIT data is prior to and does not reflect the impact of COVID-19.

55% NoVA Share of WashREIT Office

(SF)

60%

  • f our 2019 NoVA office leasing

volume was driven by tech and cybersecurity

  • In Q2 2020, Microsoft leased 400,000 SF

for a new software development and R&D hub in Reston, with plans to create 1,500 new jobs

  • The global pandemic has led to a dramatic

spike in internet traffic at data centers, which are heavily clustered in Loudoun County

  • Construction at Amazon HQ2 and Virginia

Tech Innovation Potomac Yards Campus remains on track despite the pandemic

  • $660 million of CARES Act contracts were

awarded to Northern Virginia contractors

  • The Dulles Tech Corridor captures ~37%
  • f all federal technology contracts
  • Northern Virginia comprises almost 70% of

the 28M SF of occupied tech space in the Washington Metro region

Northern Virginia Office: The Corridor of Growth

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

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Source: JLL; July 2020.

Northern Virginia led the nation in office leasing during the second quarter of 2020, driven by government contractor-technology, government, professional services and business to consumer technology industries

Northern Virginia Office: National Absorption Leader

200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000

Square Feet

Q2 Leasing Activity

Gov. Contractor - Tech 49% Government 15%

  • Prof. &

Bus. Services 12% B to C Tech 10% Other 6% Gov. Contractor - Other 4% Healthcare 4%

Northern VA Leasing Activity By Industry March 1, 2020- June 30, 2020

Includes 400,000 SF lease by Microsoft Corp. and 160,000 SF lease by Walmart Labs.

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33 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 Total SF of Lease Activity Gross Rents per SF

WashREIT believes that its Class B office in Washington, DC is the product type that attracts the greatest volume of tenant demand

Demand for Value-Add DC Office Product

Source: Comstak Data, West End, CBD and East End submarkets July 2020; JLL Research Q2 2020; WashREIT data as of June 30, 2020.

~70% of our DC Office portfolio is between $45 - $60 per sq ft with

  • pportunity for rent growth as

~45% is between $45 – 55 per SF

12% WRE 33% WRE 29% WRE

Q2 2020 AVG. ASK. RENT PSF CBD EAST END CAP HILL

Class B Office $54.14 $52.41 $49.59 Class A Office $73.12 $67.90 $72.39 52% of leasing volume in the DC core submarkets takes place between $45 - $60 per SF

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SPACE+ Achieves Key Strategic Objectives

Space+ has allowed us to meet changing tenant needs more efficiently with flexible lease terms. Our spaces offer tenants quick move-ins, all in pricing, flexibility for short- and long-term planning, as well as privacy and independence.

  • Arlington Tower
  • 2000 M Street
  • 1227 25th Street
  • Spring Valley

Lease directly to tenants leading to more precise marketing and simpler sales process Independent office suites surrounding shared amenities 2.7% 8.3% 89.0%

Visit our newly launched website at https://www.space-plus.com/

Quick move-ins

Office Portfolio

(SF) 1 Space+ Spec Suites Traditional

SPACE+

Flexible lease terms

2000 M Street Arlington Tower 1227 25th Street Spring Valley

1 As of June 30, 2020

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35

ENVIRONMENTAL SOCIAL GOVERNANCE

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36

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

  • pportunities 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 OBJECTIVE CLIMATE RISK ASSESSMENT AND ALIGNMENT WITH TCFD MEETING GLOBAL OBJECTIVES To establish a global context to the impacts

  • f our operations, our

ESG objectives are aligned with the United Nations Sustainable Development Goals (UN SDGs).

Our 2020 ESG Report can be found in the Investors section

  • f our website.
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37

2.5M

SF

LEED-certified space

1.3M

SF

New development is currently pursuing LEED for Building Design & Construction

1,000+

hours

Annual company-sponsored community service

2.6M

SF

ENERGY STAR-certified space

200K+

SF

Green Leases executed By the Numbers

ESG Highlights

As of Dec. 31, 2019 Source: WashREIT 2020 ESG Report

GRESB SCORE IMPROVEMENT

45

74

2014 2019

+29

Five-Year GRESB Score Improvement

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38

ESG Progress

Sustainability Targets

(2015-2025)

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

Impact in 2019

MD

INTENSITIES

2018 2019

18.91

kWh/sf

18.14

kWh/sf

5.68

kgCO2e/sf

5.43

kgCO2e/sf

24.53

gal/sf

23.48

gal/sf

Source: WashREIT 2020 ESG Report. Note: Water data covers office and multifamily properties and excludes retail

  • properties. Energy and GHG targets limited to Office and Multifamily portfolios.

Waste target limited to Office portfolio.

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39

Urban Ecosystem

ESG Initiatives

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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LEADERSHIP TEAM

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41

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

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

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 VICE PRESIDENT FINANCE >18 Years Finance and Capital Markets Experience TABITHA BRITTAIN VICE PRESIDENT PROPERTY MANAGEMENT >23 Years Real Estate Experience

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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

Track Record of Asset Recycling

TOTAL TRANSACTION VOLUME: ~$3.6 BILLION

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44 Net Debt to Adjusted LTM EBITDA 7.7x 5.6x

Q3 2015 Q4 2019 Q2 2020

44% 50% 6% Office Other 49% 16% 21% 14% Multifamily

NOI as of Q1 2013

STRATEGY PORTFOLIO BALANCE SHEET PEOPLE & PROCESSES Research-driven Streamlined & Reduced Risk Deleveraged & Well-Positioned Restructured

Medical Office Building Retail Office

NOI as of Q2 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

6.1 x 14.9% 0.0%

Q3 2015 Q2 2020

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 in

Northern VA, the job growth engine of the region

  • Iconic and irreplaceable

buildings

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

properties in the Washington Metro region

(1) Pro forma for the sale of John Marshall II on April 21, 2020 and including stabilized Net Operating Income from the Trove development. (2) Q4 2019 is reflective of pre-pandemic leverage.

WashREIT’s Transformation

Successful track record of reducing portfolio risk, executing our capital allocation, and strengthening our credit position

(2)

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45

  • 4.7x Debt Service Coverage Ratio
  • Baa2 Stable and BBB Stable investment grade ratings from

Moody’s and S&P respectively

Deleveraged, unencumbered, and repositioned the portfolio to further reduce risk to the company over time while improving portfolio quality and creating greater flexibility

  • Paid off $46M secured loan in Q1 2020 resulting in 0% Secured

Debt

  • $700M Line of Credit Facility with sufficient availability

14.9% 0.0% Q3 2015 Q2 2020

Balance Sheet Transformation

Deleveraged

(1) Q4 2019 reflective of pre-pandemic leverage. (2) Pro forma for the sale of John Marshall II on April 21, 2020 and including stabilized Net Operating Income from the Trove development.

7.7x 5.6x 6.1x Q3 2015 Q4 2019 Q2 2020 N E T DEBT TO ADJUSTED LTM EBITDA

1

56% 19% 25%

NOI - Q1 2015 NOI – Q2 2020 (2)

44% 50% 6%

Repositioned Unencumbered

% SECURED INDEBTEDNESS TO TOTAL ASSETS

Retail Multifamily Office Other Multifamily Office

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Financials from Q2 Financial Supplement

(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 Q2 Financial Supplement

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

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Same-store Portfolio from Q2 Financial Supplement

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49

(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 Q2 Financial Supplement

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Financials from Q2 2020

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.