Regency Centers (REG) details 481-property grocery-anchored REIT portfolio in 2025 10-K
Rhea-AI Filing Summary
Regency Centers Corporation (REG) is a fully integrated shopping-center REIT that controls Regency Centers, L.P. and operates as a single business. As of December 31, 2025, it held full or partial interests in 481 primarily grocery-anchored properties totaling about 58.4 million square feet of leasable space, with a pro-rata share of 50.5 million square feet.
The company focuses on suburban U.S. trade areas with strong demographics and aims to grow same‑property net operating income, maintain a conservative balance sheet, and reinvest in development and redevelopment projects. It had 182,906,561 common shares outstanding as of February 10, 2026 and reported approximately $12.8 billion of non‑affiliate equity market value at its last measured second‑quarter date.
Regency emphasizes corporate responsibility across four pillars—people, communities, ethics and governance, and environmental stewardship—and targets a 28% reduction in absolute Scope 1 and 2 greenhouse gas emissions by 2030 versus 2019 and net‑zero by 2050. The company employs 507 people and highlights risks from macroeconomic conditions, retail shifts toward e‑commerce, climate and environmental exposures, regulatory compliance, leverage, and dependence on anchor and local tenants.
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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended
or
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period from to
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Securities registered pursuant to Section 12(b) of the Act:
Regency Centers Corporation
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Regency Centers, L.P.
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Securities registered pursuant to Section 12(g) of the Act:
Regency Centers Corporation: None
Regency Centers, L.P.: Units of Partnership Interest
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Regency Centers Corporation
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act
Regency Centers Corporation Yes ☐
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
Regency Centers Corporation
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files).
Regency Centers Corporation
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of "large accelerated filer," "accelerated filer," "smaller reporting company," and "emerging growth company" in Rule 12b-2 of the Exchange Act. (Check one):
Regency Centers Corporation:
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Regency Centers, L.P.:
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If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act.
Regency Centers Corporation ☐ Regency Centers, L.P. ☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report.
Regency Centers Corporation
If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements.
Regency Centers Corporation
Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant's executive officers during the relevant recovery period pursuant to Section 240.10D-1(b).
Regency Centers Corporation ☐ Regency Centers, L.P. ☐
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act).
Regency Centers Corporation Yes ☐ No
State the aggregate market value of the voting and non-voting common equity held by non-affiliates computed by reference to the price at which the common equity was last sold, or the average bid and asked price of such common equity, as of the last business day of the registrant's most recently completed second fiscal quarter.
Regency Centers Corporation $
The number of shares outstanding of the Regency Centers Corporation’s common stock was
Documents Incorporated by Reference
Portions of Regency Centers Corporation's proxy statement, prepared in connection with its upcoming 2026 Annual Meeting of Shareholders, are incorporated by reference in Part III of this Annual Report on Form 10-K to the extent described therein.
EXPLANATORY NOTE
This Annual Report on Form 10-K (this "Report") combines the annual reports on Form 10-K for the year ended December 31, 2025, of Regency Centers Corporation and Regency Centers, L.P. Unless stated otherwise or the context otherwise requires, references to "Regency Centers Corporation" or the "Parent Company" mean Regency Centers Corporation and its controlled subsidiaries and references to "Regency Centers, L.P." or the "Operating Partnership" mean Regency Centers, L.P. and its controlled subsidiaries. The terms "the Company," "Regency Centers," "Regency," "we," "our," and "us" as used in this Report mean the Parent Company, the Operating Partnership and their controlled subsidiaries, collectively.
The Parent Company is a real estate investment trust ("REIT") and the general partner of the Operating Partnership. As the sole general partner of the Operating Partnership, the Parent Company has exclusive control of the Operating Partnership's day-to-day management. The Operating Partnership's capital includes general and limited common partnership units ("Common Units"). As of December 31, 2025, the Parent Company owned approximately 97.9% of the Common Units in the Operating Partnership. The remaining Common Units, which are all limited Common Units, are owned by third party investors. In addition to the Common Units, the Operating Partnership has also issued two series of preferred units: the 6.250% Series A Cumulative Redeemable Preferred Units (the "Series A Preferred Units") and the 5.875% Series B Cumulative Redeemable Preferred Units (the "Series B Preferred Units"). The Parent Company currently owns all of the Series A Preferred Units and Series B Preferred Units. The Series A Preferred Units and Series B Preferred Units are sometimes referred to collectively as the "Preferred Units."
The Company believes combining the annual reports on Form 10-K of the Parent Company and the Operating Partnership into this single report provides the following benefits:
Management operates the Parent Company and the Operating Partnership as a single business. The management of the Parent Company consists of the same individuals as the management of the Operating Partnership. These individuals are officers of the Parent Company, and officers and employees of the Operating Partnership.
The Company believes it is important to understand the key differences between the Parent Company and the Operating Partnership in the context of how the Parent Company and the Operating Partnership operate as a consolidated company. The Parent Company is a REIT, whose only material asset is its ownership of Common and Preferred Units of the Operating Partnership. As a result, the Parent Company does not conduct business itself, other than acting as the sole general partner of the Operating Partnership, issuing public equity from time to time and guaranteeing certain debt of the Operating Partnership. Except for $200 million of unsecured private placement debt, the Parent Company does not directly hold any indebtedness, but guarantees all of the unsecured debt of the Operating Partnership. The Operating Partnership is also the guarantor of the Parent Company's $200 million unsecured private placement debt referenced above. The Operating Partnership holds all the assets of the Company and ownership of the Company's subsidiaries and equity interests in its joint ventures. Except for net proceeds from public equity issuances by the Parent Company, which are contributed to the Operating Partnership in exchange for Common Units or Preferred Units, the Operating Partnership generates all other capital required by the Company's business. These sources include the Operating Partnership's operations, its direct or indirect incurrence of indebtedness, and the issuance of Common Units and Preferred Units.
Shareholders' equity, partners' capital, and noncontrolling interests are the main areas of difference between the Consolidated Financial Statements of the Parent Company and those of the Operating Partnership. The Operating Partnership's capital includes the Common Units and the Preferred Units. The limited partners' Common Units in the Operating Partnership owned by third parties are accounted for in partners' capital in the Operating Partnership's financial statements and outside of shareholders' equity in noncontrolling interests in the Parent Company's financial statements. The Preferred Units owned by the Parent Company are eliminated in consolidation in the accompanying consolidated financial statements of the Parent Company and are classified as preferred units of the general partner in the accompanying consolidated financial statements of the Operating Partnership.
In order to highlight the differences between the Parent Company and the Operating Partnership, there are sections in this Report that separately discuss the Parent Company and the Operating Partnership, including separate financial statements, controls and procedures sections, and separate Exhibit 31 and 32 certifications. In the sections that combine disclosure for the Parent Company and the Operating Partnership, this Report refers to actions or holdings as being actions or holdings of the Company.
As general partner with control of the Operating Partnership, the Parent Company consolidates the Operating Partnership for financial reporting purposes, and the Parent Company does not have assets other than its investment in the Operating Partnership. Therefore, while shareholders' equity and partners' capital differ as discussed above, the assets and liabilities of the Parent Company and the Operating Partnership are the same on their respective financial statements.
TABLE OF CONTENTS
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Form 10-K Report Page |
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PART I |
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Business |
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1A. |
Risk Factors |
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1B. |
Unresolved Staff Comments |
22 |
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1C. |
Cybersecurity |
22 |
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2. |
Properties |
24 |
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3. |
Legal Proceedings |
40 |
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4. |
Mine Safety Disclosures |
40 |
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PART II |
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5. |
Market for the Registrant's Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities |
40 |
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Reserved |
41 |
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7. |
Management's Discussion and Analysis of Financial Condition and Results of Operations |
42 |
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7A. |
Quantitative and Qualitative Disclosures About Market Risk |
57 |
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8. |
Financial Statements and Supplementary Data |
58 |
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9. |
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure |
124 |
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9A. |
Controls and Procedures |
124 |
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9B. |
Other Information |
125 |
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9C. |
Disclosure Regarding Foreign Jurisdictions that Prevent Inspections |
125 |
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PART III |
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10. |
Directors, Executive Officers and Corporate Governance |
125 |
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11. |
Executive Compensation |
126 |
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12. |
Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters |
126 |
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13. |
Certain Relationships and Related Transactions, and Director Independence |
126 |
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Principal Accountant Fees and Services |
126 |
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PART IV |
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Exhibits and Financial Statement Schedules |
127 |
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Form 10-K Summary |
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SIGNATURES |
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Signatures |
131 |
Forward-Looking Statements
Certain statements in this document regarding anticipated financial, business, legal or other outcomes including business and market conditions, outlook and other similar statements relating to Regency's future events, developments, or financial or operational performance or results, are "forward-looking statements" made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and other federal securities laws. These forward-looking statements are identified by the use of words such as "may," "will," "could," "should," "would," "expect," "estimate," "believe," "intend," "forecast," "project," "plan," "anticipate," "guidance," and other similar language. However, the absence of these or similar words or expressions does not mean a statement is not forward-looking. While we believe these forward-looking statements are reasonable when made, forward-looking statements are not guarantees of future performance or events and undue reliance should not be placed on these statements. Although we believe the expectations reflected in any forward-looking statements are based on reasonable assumptions, we can give no assurance these expectations will be attained, and it is possible actual results may differ materially from those indicated by these forward-looking statements due to a variety of risk factors, including, without limitation, risk factors relating to:
as more specifically described in "Item 1A. Risk Factors" of this Report. When considering an investment in our securities, you should carefully read the risk factors described in Item 1A and consider these risks, together with all other information in our Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, and our other filings with and submissions to the Securities and Exchange Commission ("SEC"). If any of the events described in the risk factors actually occur, our business, financial condition or operating results, as well as the market price of our securities, could be materially adversely affected. Forward-looking statements are only as of the date they are made, and Regency undertakes no duty to update its forward-looking statements, whether as a result of new information, future events or developments or otherwise, except as and to the extent required by law.
Certain forward-looking and other statements in this Annual Report on Form 10-K, or other locations, such as on our corporate website, may also contain references to various corporate responsibility or environmental, social, and governance ("ESG") standards and frameworks, which are used or followed by certain of our investors. These standards and frameworks are often reliant on third-party information or methodologies that are subject to evolving expectations and practices, and our approach to and discussion of these matters may continue to evolve as well. For example, our disclosures may change due to changes in the expectations of our investors, the requirements of these standards and frameworks, availability of information, our business, and applicable governmental law or policies, or other factors, some of which may be beyond our control.
1
PART I
Item 1. Business
Regency Centers Corporation is a fully integrated real estate company and self-administered and self-managed real estate investment trust that began its operations as a publicly-traded REIT in 1993. Our corporate headquarters are located at One Independent Drive, Suite 114, Jacksonville, Florida. Regency Centers, L.P. is a subsidiary through which Regency Centers Corporation conducts substantially all of its operations, and which owns, directly or indirectly, substantially all of its assets. Our business consists of acquiring, developing, owning, and operating income-producing retail real estate principally located in suburban trade areas with compelling demographics within the United States of America ("USA" or "United States"). We generate revenues by leasing space to necessity, service, convenience, and value-based retailers serving the essential needs of our communities. Regency has been an S&P 500 Index member since 2017.
As of December 31, 2025, we had full or partial equity ownership interests in 481 properties, primarily anchored by market leading grocery stores, encompassing approximately 58.4 million square feet ("SF") of gross leasable area ("GLA"). Our Pro-rata share of this GLA is approximately 50.5 million SF, including our share of properties owned through unconsolidated real estate partnerships.
We are a preeminent national owner, operator, and developer of neighborhood and community shopping centers predominantly located in suburban trade areas with compelling demographics. Our mission is to create thriving environments for retailers and service providers to connect with surrounding neighborhoods and communities. Our vision is to elevate quality of life as an integral thread in the fabric of our communities. Our portfolio includes thriving properties merchandised with highly productive grocers, restaurants, service providers, and best-in-class retailers that connect with their neighborhoods, communities, and customers.
Our values:
Our goals are to:
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Key strategies to achieve our goals are to:
Competition
We are among the largest owners of shopping centers in the USA based on revenues, number of properties, GLA, and market capitalization. There are numerous companies and individuals engaged in our line of business that compete with us in our targeted markets, including grocery store chains that own shopping centers and also anchor some of our shopping centers. This dynamic results in competition for attracting tenants as well as acquiring existing shopping centers and new development sites. In addition, brick and mortar shopping centers face continued competition from alternative shopping and delivery methods. We believe that our competitive advantages are driven by:
Corporate Responsibility and Human Capital
We strive to create thriving environments for retailers and service providers to connect with surrounding neighborhoods and communities. This is essential for our business and our tenants' businesses. For this reason, corporate responsibility is a foundational strategy of Regency. We believe that alignment of strategy and business sustainability is critical to the long-term success of our Company, our shareholders, the environment, and the communities in which we operate. To achieve this alignment, our corporate responsibility strategy and practices are built on four pillars:
These practices are guided by three overarching concepts: long-term value creation, our Regency brand and reputation, and the importance of maintaining our culture, which has been a crucial driver of our long-term success. Our continued commitment to these concepts helps to guide our business strategy, and identify and focus on key corporate responsibility-related drivers that we expect to contribute to our future success.
We regularly review our corporate responsibility strategies, goals, and objectives under these four pillars with our Board of Directors (or the "Board") and its committees, which oversee our programs. More information about our corporate responsibility strategy, goals, performance, and reporting, including our annual Corporate Responsibility Report, and our related policies and practices is available on our website at www.regencycenters.com. The content of our website and other information contained therein, including relating to corporate responsibility, is not incorporated by reference into this Report or in any other report or document we file with the SEC, and any references to our website are intended to be inactive textual references only.
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With respect to each of these four pillars:
Our People – Our people are our most important asset, and we strive to ensure that they are engaged, passionate about their work, connected to their teams, and supported to deliver their best performance. Regency recognizes and values the importance to the Company's success of attracting and retaining talented individuals with different skills, backgrounds, and experiences to encourage diversity of thought and ideas. In addition, we strive to maintain a safe and healthy workspace, promote employee well-being, and empower our employees by focusing on their personal and professional development through training and education opportunities.
As of December 31, 2025, we had 507 employees, including 4 part-time employees. We presently maintain 27 market offices nationwide, including our corporate headquarters in Jacksonville, Florida. None of our employees are represented by a collective bargaining unit, and we believe our relationship with our employees is good.
Our strategy focuses on promoting and advancing high-quality skills and experiences across our organization. The goals of this strategy are to attract, recruit, and retain a talented group of employees to grow, develop, and succeed, as we collectively work to implement our mission and contribute to the long-term strategic, operational and financial success of the organization. Furthermore, aligned with our near-and long-term human capital goals, we remained focused on employee engagement, leveraging our annual employee survey to identify opportunities to improve and further engage our people.
Culture - We believe that much of our success is rooted in our teams and our commitment to a vibrant and welcoming culture. We continue to foster a culture in which everyone is respected, valued, and has an opportunity to contribute and thrive.
Human Rights – Regency is committed to a workplace free from discrimination and harassment and is focused on advancing fundamental human rights. Anti-discrimination and anti-harassment training is provided to all employees at orientation, and annually thereafter.
Talent Attraction and Retention – Our core values place a strong importance on our people, which are our greatest asset and whom we believe make us an employer of choice. We understand the importance of attracting and retaining the best talent to sustain our history of success and build long-term value. We strive to offer some of the most competitive compensation and benefits in the industry in which we operate and are continually looking for new opportunities to ensure that we attract and retain our people.
Training and Development – We strive to provide an environment where our people are connected to their teams, passionate about what they do, and supported to deliver their best efforts and results. From individual contributors to managers and senior leaders, we want to empower our employees to take control of their career growth and realize their full potential through meaningful training and development opportunities.
Health, Safety, and Well-Being – The safety, health, and well-being of our people are a top priority for Regency. We strive to provide a benefit package that is comprehensive, competitive, and thoughtfully designed to attract and retain the best in the industry. We prioritize employee safety at our centers and offices, and require contractors working at our sites to engage in safe work practices.
Our Communities – Our predominately grocery-anchored neighborhood and community shopping centers provide many benefits to the communities in which we live and work, including significant local economic impact in the form of investment, jobs, and taxes. Our local teams are passionate about investing in and engaging with our communities as they customize and curate our centers to create a distinctive environment to bring our tenants and shoppers together for the best retail experience. We are continually reinvesting in our centers, to enhance placemaking and the overall environment for our tenants and shoppers.
We believe philanthropy and charitable giving are important elements of our commitment to the communities in which we operate. Throughout 2025, Regency supported its employees to serve and invest in community organizations through volunteer and financial support. Charitable contributions were made directly by the Company, as well as by the vast majority of our employees who donated their time and money to local non-profits directly serving their communities.
Ethics and Governance – As long-term stewards of our investors’ capital, we are committed to best-in-class corporate governance. To create long-term value for our stakeholders, we place great emphasis on our culture and core values, the integrity and transparency of our reporting practices, and our overall governance structure in respect of oversight and shareholder rights.
To continue to strive for the best achievable mix of skills, experience, backgrounds, tenures, competencies, and other personal and professional attributes, Regency’s Board of Directors annually reviews its overall composition and succession planning process to ensure that it aligns with Regency’s ongoing commitment to board refreshment and best-in-class corporate governance.
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Environmental Stewardship – We believe that the resilience and sustainability of our assets and business is in the best interest of our investors, tenants, employees, and the communities in which we operate. We have identified specific strategic priorities and practices intended to further these goals and mitigate the risks to Regency’s assets and business: green building, energy efficiency, electric vehicle charging stations, renewable energy, greenhouse gas emissions ("GHG") reduction, water conservation, waste management, and mitigating the effect of climate change as it applies to our real estate portfolio. These strategic priorities support our achievement of key financial and business objectives, while at the same time positively impacting environmental concerns such as climate change, resource scarcity and pollution (including GHG emissions reduction).
Throughout 2025, we continued to collaborate closely with our tenants to mitigate their operational environmental impacts, for our mutual business and financial benefit. Our target aims to reduce our absolute Scope 1 and 2 GHG emissions by 28% by 2030, measured against a 2019 baseline year, and to achieve net-zero Scope 1 and 2 GHG emissions across all operations by 2050. In addition, the Company has established targets to enhance energy efficiency, manage water and waste responsibly and invest in renewable energy sources and electric vehicle charging stations. These targets reflect input from our investors and tenants. Regency’s progress towards these targets, together with our overall resilience and sustainability strategy, are further described in our Corporate Responsibility Report, which report is made available on our web site but is not incorporated into or deemed part of this documents by reference hereto. Based on our current estimates and asset base, we do not expect the pursuit of these targets to materially impact our operating results and financial condition in the near term.
As a long-term owner, operator, and developer of real estate, often in coastal and other environmentally sensitive areas, we acknowledge the potential for climate change to have a material impact on our properties and long-term success as a business. Regency wants to ensure that our properties can safely, sustainably, responsibly and profitably withstand the test of time. We continue to refine our understanding of our exposure to climate-related impacts by conducting ongoing property-level analysis as well as the risks that climate change may pose to our business.
Compliance with Governmental Regulations
We are subject to various regulatory and tax-related requirements within the jurisdictions in which we operate. Changes to such requirements, or the interpretation of such requirements by applicable regulatory bodies or the judiciary, may result in unanticipated material financial impacts or adverse tax consequences and could materially affect our operating results and financial condition. Significant regulatory requirements include the laws and regulations described below.
REIT Laws and Regulations
We have elected to be taxed as a REIT under the federal income tax laws. As a REIT, we are generally not subject to federal income tax on taxable income that we distribute to our shareholders. Under the Internal Revenue Code (the "Code"), REITs are subject to numerous regulatory requirements, including the requirement to generally distribute at least 90% of taxable income each year, excluding any net capital gains. We will be subject to regular U.S. federal corporate income tax to the extent that we distribute less than 100% of our net taxable income (including net capital gains) and will be subject to a 4% nondeductible excise tax on the amount by which our distributions in any calendar year are less than a minimum amount specified under U.S. federal income tax laws. In addition, we may be subject to certain state and local income and franchise taxes. If we fail to qualify as a REIT, distributions to stockholders will not be deductible by us, we will not be required to distribute any amounts to our stockholders, and all distributions to stockholders will be taxable as regular corporate dividends to the extent of our current and accumulated earnings and profits. We will also generally not qualify for treatment as a REIT for federal income tax purposes for four years following the year during which qualification is lost.
We have elected to treat certain of our subsidiaries as taxable REIT subsidiaries ("TRS"). In general, a TRS may engage in any real estate business and certain non-real estate businesses, subject to certain limitations under the Code. A TRS is subject to federal and state income taxes which, to date, have not been material to us.
Environmental Laws and Regulations
Under various federal, state and local laws, ordinances and regulations (collectively, "environmental laws"), we may be liable for some or all of the cost to assess and remediate certain hazardous substances at our shopping centers. To the extent any environmental issues arise, they most typically stem from the historic practices of current and former dry cleaners, gas stations, automotive repair shops, and other similar businesses at our centers, as well as the presence of asbestos in some structures. These environmental laws often impose liability without regard to whether the owner knew of, or committed the acts or omissions that caused the presence of the hazardous substances. The presence of such substances, or the failure to properly address contamination caused by such substances, may adversely affect our ability to sell or lease the property or borrow using the property as collateral, and could result in claims by and liabilities to third parties relating to contamination that emanated from our properties. Although we have a number of properties that could require or are currently undergoing varying levels of assessment and remediation, known environmental liabilities are not currently expected to have a material impact on our financial condition.
5
Information About Our Executive Officers
Our executive officers are appointed by our Board of Directors and each of our executive officers has been employed by us for more than five years. As of the date of this Report, our executive officers are:
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Executive Officer in |
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Martin E. Stein, Jr. |
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73 |
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Executive Chairman of the Board of Directors |
2020 (1) |
Lisa Palmer |
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58 |
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President and Chief Executive Officer |
2020 (2) |
Michael J. Mas |
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50 |
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Executive Vice President, Chief Financial Officer |
2019 (3) |
Alan T. Roth |
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50 |
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East Region President & Chief Operating Officer |
2023 (4) |
Nicholas A. Wibbenmeyer |
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45 |
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West Region President & Chief Investment Officer |
2023(5) |
Company Website Access and SEC Filings
Our website may be accessed at www.regencycenters.com. Our filings with the SEC can be accessed free of charge through our website promptly after filing; however, in the event that the website is inaccessible, we will provide paper copies of our most recent annual report on Form 10-K, the most recent quarterly report on Form 10-Q, current reports filed or furnished on Form 8-K, and all related amendments, excluding exhibits, free of charge upon request. These filings are also accessible on the SEC's website at www.sec.gov. The content of our website is not incorporated by reference into this Annual Report on Form 10-K or in any other report or document we file with the SEC, and any references to our website are intended to be inactive textual references only.
General Information
Our registrar and stock transfer agent is Broadridge Corporate Issuer Solutions, LLC ("Broadridge"), Edgewood, NY.
The Company's stock is listed on the NASDAQ Global Select Market, with its common stock traded under the ticker symbol "REG," and the Company's 6.250% Series A Cumulative Redeemable Preferred Stock, and 5.875% Series B Cumulative Redeemable Preferred Stock trade under the ticker symbols "REGCP," and "REGCO," respectively.
Our independent registered public accounting firm is
Non-GAAP Financial Measures
In addition to the required Generally Accepted Accounting Principles ("GAAP") presentations, we use and report certain non-GAAP financial measures as we believe these measures improve the understanding of our operational results. We believe these non-GAAP financial measures provide useful information to our Board of Directors, management and investors regarding certain trends relating to our financial condition and results of operations. Our management uses these non-GAAP financial measures to compare our performance to that of prior periods for trend analyses, purposes of determining management incentive compensation and budgeting, forecasting and planning purposes. We continually evaluate the usefulness, relevance, limitations, and calculation of our reported non-GAAP financial measures to determine how best to provide relevant information to the public, and thus such reported measures could change.
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We do not consider non-GAAP financial measures an alternative to financial measures determined in accordance with GAAP, rather they supplement GAAP measures by providing additional information we believe to be useful to our shareholders. The principal limitation of these non-GAAP financial measures is that they may exclude significant expense and income items that are required by GAAP to be recognized in our Consolidated Financial Statements. In addition, they reflect the exercise of management's judgment about which expense and income items are excluded or included in determining these non-GAAP financial measures. In order to compensate for these limitations, reconciliations of the non-GAAP financial measures we use to their most directly comparable GAAP measures are provided. Non-GAAP financial measures should not be relied upon in evaluating the financial condition, results of operations, or future prospects of the Company.
Our non-GAAP financial measures include the following:
Companies use different depreciable lives and methods, and real estate values historically fluctuate with market conditions. Since Nareit FFO excludes depreciation and amortization and gains on sale and impairments of real estate, it provides a performance measure that, when compared year over year, reflects the impact on operations from trends in percent leased, rental rates, operating costs, acquisition and development activities, and financing costs. This provides a perspective of our financial performance not immediately apparent from net income determined in accordance with GAAP. Thus, Nareit FFO is a supplemental non-GAAP financial measure of our operating performance, which does not represent cash generated from operating activities in accordance with GAAP; and, therefore, should not be considered a substitute measure of cash flows from operations.
Management believes that NOI is a useful measure for investors because it provides insight into the core operations and performance of our properties, independent of the capital structure, financing activities, and non-operating factors. By focusing on property-level performance, NOI allows investors to compare the performance of our real estate assets across periods and with those of other REIT peers in the industry, facilitating a clearer understanding of trends in occupancy, rental income, and operating expense management. In addition to its relevance for investors, management uses NOI as a key performance metric in making operational and strategic decisions. NOI is used to evaluate income generated from shopping centers (i.e., return on assets) and to guide decisions on capital investments. These decisions may include acquisitions, redevelopments, and investments in capital improvements.
We provide Pro-rata financial information because we believe it assists investors and analysts in estimating our economic interest in our consolidated and unconsolidated real estate investment partnerships, when read in conjunction with our reported results under GAAP. We believe presenting our Pro-rata share of assets, liabilities, operating results, and other metrics, along with certain other non-GAAP financial measures, makes comparisons of our operating results to those of other REITs more meaningful. The Pro-rata information provided is not, nor is it intended to be, presented in accordance with GAAP. The Pro-rata supplemental details of assets and liabilities and supplemental details of operations reflect our proportionate economic ownership of the assets, liabilities, and operating results of the properties in our portfolio.
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The Pro-rata information is prepared on a basis consistent with the comparable consolidated amounts and is intended to more accurately reflect our proportionate economic interest in the assets, liabilities, and operating results of properties in our portfolio. We do not control the unconsolidated real estate investment partnerships, and the Pro-rata presentations of the assets and liabilities, and revenues and expenses do not represent our legal claim to such items. The partners are entitled to profit or loss allocations and distributions of cash flows according to the operating agreements, which generally provide for such allocations according to their invested capital. Our share of invested capital establishes the ownership interests we use to prepare our Pro-rata share.
The presentation of Pro-rata information has limitations which include, but are not limited to, the following:
Because of these limitations, the Pro-rata financial information should not be considered independently or as a substitute for our financial statements as reported under GAAP. We compensate for these limitations by relying primarily on our GAAP financial statements, using the Pro-rata information as a supplement.
Other Defined Terms
The following terms, as defined, are commonly used by management and the investing public to understand, and evaluate our operational results, and are included in this document:
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Item 1A. Risk Factors
Our operations are subject to a number of risks and uncertainties including, but not limited to, those listed below. When considering an investment in our securities, carefully read and consider these risks, together with all other information in our other filings and submissions to the SEC, which provide additional information and detail. If any of the events described in the following risk factors actually occur, our business, financial condition and/or operating results, as well as the market price of our securities, could be materially adversely affected.
Risk Factors Related to the Current Economic and Geopolitical Environment.
Macroeconomic, political, and geopolitical conditions and governmental policies may adversely impact consumer confidence and spending and the businesses of our tenants and could, in turn, adversely impact our business.
Our business, and the businesses of our tenants, are significantly influenced by overall economic conditions and consumer spending in the United States. A variety of macroeconomic, political, and geopolitical factors, driven in some cases by governmental policy decisions, individually or in the aggregate, could adversely affect the operating environment for retailers and service providers, including increasing the potential for a recession. These factors include federal budgetary and spending policies, actions taken by the Board of Governors of the Federal Reserve System (the "U.S. Federal Reserve"), inflationary pressures, changes in interest rates, energy price changes, labor availability and shortages (including those influenced by governmental immigration policies), supply chain disruptions, tightening credit markets, decreases in consumer confidence and discretionary spending, increases in unemployment and broader uncertainty in the macroeconomic outlook and capital markets.
Geopolitical events and United States governmental policies relating thereto could also impact our business and the businesses of our tenants. These include, without limitation, changes in trade and tariff policies (as well as potential trade disputes and retaliatory actions by other countries), entry into and termination of treaties and trade agreements, and economic sanctions. In addition, geopolitical conflicts, including the war involving Russia and Ukraine, conflicts and instability in the Middle East and Venezuela, geopolitical conflicts in other regions, and economic or political tensions with trading partners including China (including any slowing of its economy), could adversely impact the businesses of our tenants and, hence, our business, It is unclear whether and when these geopolitical challenges and uncertainties will be mitigated or resolved, and what effect they may have on global political and economic conditions over the long term.
The individual or aggregate impact of any or all of these events, conditions and policy decisions may reduce consumer spending, increase our tenants’ operating costs, reduce demand for their products or services, impact their access to labor or credit, and impair their ability to meet their lease obligations. In turn, this could negatively affect the overall market for retail space, resulting in decreased demand for space in our centers, which could result in reduced leasing activity, downward pressure on rents that we are able to charge to new or renewing tenants and higher vacancy levels, such that future rent collection and recovery of operating expenses could be adversely impacted and uncollectible rent income could increase. Further, we may experience higher costs for tenant buildouts, as costs of materials and labor may increase and supply and availability of either or both may become more limited. All of this, individually or in the aggregate, could adversely impact our results of operations, cash flows, and the financial condition of the Company.
Changes in interest rates may adversely impact our cost to borrow, real estate valuation, stock price, and ability to raise capital through issuance of debt and equity.
The U.S. Federal Reserve has changed its benchmark federal funds rate at different times since 2021. Currently, the federal funds rate remains elevated as compared with the 2010-2020 period. The federal funds rate has historically been adjusted by the U.S. Federal Reserve to address its perception of economic conditions, including inflation and the jobs market.
Although the U.S. Federal Reserve has more recently reduced the federal funds rate, the future direction, magnitude, and pace of interest rate changes as always remain uncertain. Prolonged periods of elevated or volatile interest rates may adversely impact our cost of borrowing. While a significant amount of our outstanding debt has fixed interest rates, we also borrow funds at variable interest rates under the Line. As of December 31, 2025, less than 2.0% of our outstanding debt was variable rate debt not hedged to fixed rate debt. Increases in interest rates would increase our interest expense on any variable rate debt to the extent we have not hedged our exposure to changes in interest rates. In addition to our exposure to variable-rate debt, we have approximately $348.3 million and $752.1 million of consolidated fixed rate debt maturing in 2026 and 2027 that we expect to refinance, in whole or part, by accessing the public and/or private debt markets. If interest rates are elevated or volatile at the time these obligations are refinanced, the cost of issuing new debt could be materially higher than our maturing debt, which would increase our overall cost of capital and adversely affect our liquidity, results of operations, and cash flows.
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Prolonged periods of high interest rates may also negatively impact the capitalization rates applied by investors when analyzing the valuation of our real estate asset portfolio. This could result in a decline in our stock price and market capitalization, which may adversely impact our ability to raise equity capital on acceptable terms through sales of our common shares, including through our At the Market ("ATM") program, which we have historically used from time to time to refinance debt, fund acquisition, development and redevelopment investments, and for general corporate purposes.
Unfavorable developments that may affect the banking and financial services industry could adversely affect our business, liquidity and financial condition, and overall results of operations.
Liquidity constraints or lack of available credit, the failure of individual institutions, or the inability of individual institutions or the banking and financial service industry generally to meet their contractual obligations, could significantly impair our access to capital, delay access to deposits or other financial assets, or cause actual loss of funds subject to cash management arrangements. Similarly, these events, concerns or speculation could result in less favorable commercial financing terms, including higher interest rates or costs and tighter financial and operating covenants, or systemic limitations on access to credit and liquidity sources, thereby making it more difficult for us and our tenants to acquire financing on acceptable terms or at all. Additionally, our critical vendors and business partners also could be adversely affected by these risks as described above, which in turn could result in their committing a breach or default under their contractual agreements with us, their insolvency or bankruptcy, or other adverse effects.
Any decline in available funding, lack of credit in the commercial real estate market, or access to cash and liquidity resources, or non-compliance of banking and financial services counterparties with their contractual commitments to us, our tenants or our critical vendors and business partners could, among other risks, have material adverse impacts on our ability to meet our operating expenses and other financial needs, could result in breaches of our financial and/or contractual obligations, and could have material adverse impacts on our business, financial condition and results of operations.
Risk Factors Related to Pandemics or other Public Health Crises
Pandemics or other public health crises, may adversely affect our tenants' financial condition, the profitability of our properties, and our access to the capital markets and could have a material adverse effect on our business, results of operations, cash flows and financial condition.
Although the vast majority of our lease income is derived from contractual rent payments, the ability of certain of our tenants to meet their lease obligations could be negatively impacted by the disruptions and uncertainties of a pandemic or other public health crises. Our tenants' ability to respond to these disruptions and uncertainties, including adjusting to governmental orders and changes in their customers' shopping habits and behaviors, may impact their ability to survive, and as it relates to the Company, their ability to comply with their lease obligations. Therefore, our future results of operations and overall financial performance could be uncertain should a pandemic or other public health crises occur.
Risk Factors Related to Operating Retail-Based Shopping Centers
Shifts in retail trends, sales, and delivery methods between brick and mortar stores, e-commerce, home delivery, and curbside pick-up, as well as autonomous delivery systems, may adversely impact our revenues, results of operations, and cash flows.
Retailers with brick and mortar stores face the risk of the impact of e-commerce and changes in customer buying habits, including shopping from home, the delivery or curbside pick-up of items ordered online, and various experimental retail experiences. Retailers are constantly considering these customer buying habits and other trends when making decisions regarding their brick and mortar stores and how they will compete and innovate in a rapidly changing retail environment. Many retailers in our shopping centers provide services or sell goods which have historically been less likely to be purchased online; however, the continuing change in customer buying habits, including e-commerce sales in all retail categories may cause retailers to adjust the size or number of their retail locations in the future or close stores. For example, our grocer tenants are incorporating e-commerce concepts through third-party delivery platforms, home delivery and curbside pick-up, which could reduce foot traffic at our centers. Autonomous delivery systems, drone deliveries, and robotic fulfillment centers could also reduce the need for strategically located retail space.
In addition, while our grocery tenants span a range of different formats, traditional grocers have seen, and may continue to see, loss of business to non-traditional grocers (such as Walmart, and Target), "discount grocers" (such as Aldi and Dollar General) and "specialty grocers" (such as Whole Foods, Trader Joe's and Fresh Market), which may also impact foot traffic at some of our centers. These alternative delivery methods, formats and shift in shopping preferences could be more likely to impact foot traffic at our centers in certain higher-income markets where consumers are willing to pay premiums for such services. Changes in customer buying habits and shopping trends may also impact the profitability and financial condition of retailers that do not adapt to changes in market conditions, and therefore may impact their ability to pay rent.
Any or all of these trends, technological changes and offering of different retail options and experiences may adversely impact our percent leased and rental rates, which would impact our results of operations and cash flows.
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Changing economic and retail market conditions in geographic areas where our properties are concentrated may reduce our revenues and cash flow.
Economic conditions in markets where our properties are concentrated can greatly influence our financial performance. Our real estate properties located in California, Florida and the New York-Newark-Jersey City core-based statistical area accounted for 24.8% 19.7%, and 12.6% of our annualized base rent ("ABR"), respectively. Our revenues and cash flow may be adversely affected by this geographic concentration if market conditions, such as supply of or demand for retail space, deteriorate more significantly in these states compared to other geographic areas. Additionally, there is a risk that businesses and residents in major metropolitan cities may relocate to different states or suburban markets.
Our success depends on the continued presence and success of our "anchor" tenants.
"Anchor Tenants" (tenants occupying Anchor Spaces) operate large stores in our shopping centers, pay a significant portion of the total rent at a property and contribute to the attraction and success of other tenants by drawing shoppers to the property. Our net income and cash flow may be adversely affected by the loss of revenues and incurrence of additional costs in the event a significant Anchor Tenant:
Due to their desirability as tenants, sought-after Anchor Tenants often exercise considerable leverage in lease negotiations and may obtain favorable provisions relative to other tenants. For example, some Anchor Tenants have the right to vacate their space and may prevent us from re-tenanting by continuing to comply and pay rent in accordance with their lease agreement. Vacated Anchor Space, including space that may be owned by the Anchor Tenant (as discussed below), can reduce rental revenues generated by the shopping center in other spaces because of the loss of the departed anchor's customer drawing power. In addition, if a significant tenant vacates a property, so-called "co-tenancy clauses" in select leases may allow other tenants to modify or terminate their rent payment or other lease obligations. Co-tenancy clauses have several variants: they may allow a tenant to postpone a store opening if certain other tenants fail to open their stores; they may allow a tenant to close its store prior to lease expiration if another tenant closes its store prior to lease expiration; or more commonly, they may allow a tenant to pay reduced levels of rent until a certain number of tenants open their stores within the same shopping center.
Additionally, some of our shopping centers are anchored by retailers who own their space in a location that is not strictly within the boundaries of, or is immediately adjacent to, our shopping center ("shadow anchors"). In those cases, the shadow anchors appear to the consumer as a retail tenant of the shopping center and, as a result, attract additional consumer traffic to the center. In the event that a shadow Anchor Space becomes vacant, it could negatively impact our center as consumer traffic would likely be reduced.
A percentage of our revenues are derived from "local" tenants and our net income may be adversely impacted if these tenants are not successful, or if the demand for the types or mix of tenants significantly change.
At December 31, 2025, tenants with fewer than three locations ("Local Tenants") represent approximately 21% of annualized base rent. Local Tenants vary from retail shops and restaurants to service providers. These Local Tenants may be more vulnerable to unfavorable economic conditions and changing customer buying habits and retail trends than larger tenants, and may have more limited resources and access to capital than national or regional tenants. As such, in the event of a downturn in economic conditions, governmental policy changes or adversely changing retail habits and trends, they may suffer disproportionately greater impacts and be at greater risk of lease default than other tenants.
We may be unable to collect balances due from tenants in bankruptcy.
Although lease income is supported by long-term lease contracts, tenants who file for bankruptcy have the legal right to reject any or all of their leases and close related stores. In addition, any unsecured claim we hold against a bankrupt tenant for unpaid rent may be paid only to the extent that funds are available and only in the same percentage as is paid to all other holders of unsecured claims. As a result, it is likely that we would recover substantially less than the full value of any unsecured claims we hold (and at times in the past that has been the case). Additionally, we have incurred, and in the future may incur, significant expense to recover our claim and to re-lease the vacated space. In the event that a tenant with a significant number of leases in our shopping centers files for bankruptcy
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and rejects its leases, we have in the past experienced, and may experience in the future, a significant reduction in our revenues and may not be able to collect all pre-petition amounts owed by the bankrupt tenant.
Many of our costs and expenses associated with operating our properties may remain constant or increase, even if our lease income decreases.
Certain costs and expenses associated with operating our properties, such as real estate taxes, insurance, utilities and common area expenses, generally do not decrease in the event of reduced occupancy or rental rates, non-payment of rents by tenants, general economic downturns, pandemics or other similar circumstances. For example, in recent years we have seen material increases in the cost of insurance for our properties. As such, we may not be able to lower the operating expenses of our properties sufficiently to fully offset such adverse circumstances and may not be able to fully recoup these costs from our tenants. In such cases, our cash flows, operating results and financial performance may be adversely impacted.
Compliance with the Americans with Disabilities Act and other building, fire, and safety regulations may have an adverse effect on us.
All of our properties are required to comply with the Americans with Disabilities Act (the "ADA"), which generally requires that buildings be made accessible to people with disabilities. Compliance with the ADA requirements has in the past, and may in the future require removal of access barriers, and noncompliance may result in imposition of fines by the U.S. government or an award of damages to private litigants, or both. While the tenants to whom we lease space in our properties are obligated by law to comply with the ADA provisions, and typically under tenant leases are obligated to cover costs associated with compliance, if required changes involve greater expenditures than anticipated, or if the changes must be made on a more accelerated basis than anticipated, the ability of these tenants to cover costs may be adversely affected. In addition, we are required to operate the properties in compliance with fire and safety regulations and building codes as they may be adopted by governmental entities and become applicable to the properties. Costs to be in compliance with the ADA or any other building, fire, and safety regulations could have a material negative impact on our results of operations.
Risk Factors Related to Real Estate Investments
Our real estate assets may decline in value and be subject to impairment losses which may reduce our net income.
Our real estate properties are carried at cost unless circumstances indicate that the carrying value of these assets may not be recoverable, which may result in impairment. We periodically evaluate whether there are any indicators, including declines in property operating performance and general market conditions, such that the value of the real estate properties (including any related tangible or intangible assets or liabilities, including goodwill) may not be recoverable and therefore may be impaired. Our evaluation includes several key assumptions, including rental rates, costs of tenant improvements, leasing commissions, anticipated holding periods, and assumptions regarding the residual value upon disposition, including the exit capitalization rate. These key assumptions are subjective in nature and may differ materially from actual results. Changes in our investment, redevelopment, and disposition strategies or changes in the market where an asset is located may alter management's intended holding period of an asset or asset group, which may result in an impairment loss and such loss may be material to our financial condition or operating performance.
The fair value of real estate assets is subjective and is determined through the use of comparable sales information and other market data if available, or through use of an income approach such as the direct capitalization method or the discounted cash flow approach. Such cash flow projections take into account expected future operating income, trends and prospects, as well as the effects of demand, competition and other relevant criteria, and therefore are subject to management judgment. In estimating the fair value of undeveloped land, we generally use market data and comparable sales information.
These subjective assessments have a direct impact on our net income because recording an impairment charge results in an immediate negative adjustment to net income, which may be material. There can be no assurance that we will not record impairment charges in the future related to our assets.
We face risks associated with development, redevelopment, and expansion of properties.
We actively pursue opportunities for new retail development and existing property redevelopment and/or expansion. Development and redevelopment activities frequently require various government and other approvals for land use entitlements, and any delay in receiving such approvals may significantly delay development and redevelopment projects. We may not recover our investment in our projects for which approvals are not received, and delays may adversely impact our expected returns. Additionally, changes in political leaders due to elections and/or in governmental policies relating to development may impact our ability to obtain favorable approvals for in-process and future developments and redevelopment projects.
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We are subject to other risks associated with development and redevelopment projects, including the following:
We face risks associated with the development of mixed-use commercial properties.
If we engage in more complex acquisitions and mixed-use development and redevelopment projects, there could be more unique risks to our return on investment. Mixed-use projects refer to real estate projects that, in addition to retail space, may also include space for residential, office, hotel or other commercial purposes. We have less experience in developing and managing non-retail real estate than we do retail real estate. As a result, if a development or redevelopment project includes a non-retail use, we may seek to develop that component ourselves, sell the rights to that component to a third-party developer, or partner with a developer.
We face risks associated with the acquisition of properties.
Our investment strategy includes investing in high-quality shopping centers that are leased to market-leading grocers, category-leading anchors, specialty retailers, and/or restaurants located in areas with above average household incomes and population densities. The acquisition of properties and/or real estate entities entails risks that include, but are not limited to, the following, any of which may adversely affect our results of operations and cash flows:
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We may be unable to sell properties when desired because of market conditions.
Our properties, including their related tangible and intangible assets, represent the majority of our total consolidated assets and they may not be readily convertible to cash. Market conditions, including macroeconomic events, interest rate changes, capital availability, and pandemics and other health crises, may impact our ability to sell properties on our preferred timing and at prices and returns we deem acceptable. As a result, our ability to sell one or more of our properties, including properties held in joint ventures, in response to changes in economic, industry, financial market, or other conditions may be limited. The real estate market is affected by many factors, such as general economic conditions, availability and terms of financing, interest rates and other factors, including supply and demand for space, that are beyond our control. There may be less demand for lower quality properties that we have identified for ultimate disposition in markets with uncertain economic or retail environments, and where buyers are more reliant on the availability of third party mortgage financing. If we want to sell a property, we can provide no assurance that we will be able to dispose of it in the desired time period or at all or that the sales price of a property will be attractive at the relevant time or even exceed the carrying value of our investment.
Changes in tax laws could impact our acquisition or disposition of real estate.
Certain properties we own have a low tax basis, which may result in a meaningful taxable gain in the event of a sale. Where appropriate and available, we utilize, and intend to continue to utilize, Code Section 1031 like-kind exchanges to tax-efficiently buy and sell properties; however, there can be no assurance that we will identify properties that meet our investment objectives for acquisitions or that changes to the tax laws do not eliminate the benefits of effectuating 1031 exchanges or significantly modify the requirements for a transaction to qualify for 1031 exchange treatment. In the event that we cannot or do not utilize 1031 exchanges when we sell certain properties, we may be required to distribute the gain proceeds to shareholders or pay income tax, which may reduce our cash flow available to fund our commitments or other priorities.
Risk Factors Related to the Environment Affecting Our Properties
Climate change may adversely impact our properties, some of which may be more vulnerable due to their geographic location, and may lead to additional compliance obligations and costs.
We work with experts to plan for the potential physical, operational and financial impacts of climate change on our business, and we cannot reliably predict the extent, rate, timing, or impact of climate change. To the extent climate change causes adverse changes in weather patterns and natural disasters, our properties in certain markets may experience increases in frequency and intensity of severe weather events, natural disasters and rising sea‑levels. Further, population migration may occur in response to these or other factors and negatively impact our centers. For example, climate and other environmental changes may result in more unpredictable or decreased demand for retail space and in shopper traffic at certain of our properties, reduced rent and/or, in extreme cases, our inability to operate certain properties at all.
In addition, a significant number of our properties are located in areas that are susceptible to earthquakes, tropical storms, hurricanes, floods, tornadoes, wildfires, droughts, extreme temperatures, sea-level rise, and other natural disasters and severe weather events that could be exacerbated by climate change. At December 31, 2025, 20.2% of the GLA of our portfolio is located in the state of California, including a number of properties in the San Francisco Bay and Los Angeles areas. Additionally, 21.5% and 7.8% of the GLA of our portfolio is located in the states of Florida and Texas, respectively. Insurance premiums and other related costs for properties in these areas have increased significantly in recent years, and more frequent and intense weather conditions and natural disasters may cause property insurance premiums and other related costs to further increase significantly in the future. We recognize that the frequency and/or intensity of extreme weather events and other natural disasters may continue to increase, and as a result, our exposure to these events may increase, especially in these particularly susceptible locations. Severe weather conditions and other natural disasters may disrupt our business and the business of our tenants, which may affect the ability of some tenants to pay rent and may reduce the ability or willingness of tenants and residents to remain in or move to these affected areas.
In addition to the potential physical, operational and financial impacts to our business, we also cannot reliably predict how the federal government and the state and local governments in the areas in which we operate will respond to the risks associated with climate change. Certain states in which we own and operate shopping centers, such as the State of California, have passed legislation that requires reporting on climate related financial-risk and greenhouse gas ("GHG") emissions, or may require, for example, overall reductions by the state of GHG emissions (which may, in turn, result in future legal obligations on business operators like us). In addition, anti-climate change advocates, as well as certain state attorneys general, have also commenced investigations and brought legal challenges relating to corporate climate initiatives and commitments. Also, through one or more executive orders issued by the president and policy implementation by executive branch agencies, the federal government has implemented policy changes intended to de-emphasize climate change and initiatives relating to its mitigation. Additional state and federal laws, rules and legal challenges
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with respect to climate change may be enacted or brought in the future, and the extent and scope of their requirements and impact on companies like Regency are unknown. While many of our investments relating to GHG emission reduction, energy efficient lighting, building systems upgrades, clean energy installations, water usage reduction and other similar initiatives provide favorable returns and contribute to the resilience of our assets and sustainability of our business, compliance with numerous, potentially fragmented current and future laws and regulations related to perceived risks of climate change has required us to make additional investments and incur additional costs, as well as to implement new or additional processes and controls to facilitate better disclosure and meet compliance and disclosure obligations, and we expect this to continue into the future.
In sum, taking these risks and potential impacts together, climate change may materially and adversely impact our business by increasing the cost to operate our properties, for example, with respect to infrastructure and facilities construction and maintenance, energy, insurance (and, potentially, the incurrence of uninsured losses), taxes, consultants and advisors, and other unforeseen fees, costs and expenses. We may also face disruptions to our business and the businesses of our tenants, which may result in higher costs or even some tenants being unable to conduct business in certain locations. In addition, we face the risk of the impacts of current, proposed and future legislative, regulatory and other governmental policy-related requirements in response to the perceived risks of climate change, as well as the expectations of investors, lenders and other stakeholders as to disclosures and responses relating to climate-related matters. At this time, there can be no assurance that we can anticipate all potential material impacts of climate change, or that climate change and our responses to it will not have a material and adverse effect on the value of our properties and our operational and financial performance in the future.
Costs of environmental remediation may adversely impact our financial performance and reduce our cash flow.
Under various federal, state, and local laws, an owner or manager of real property may be liable for some or all the costs to assess and remediate the presence of hazardous substances on the property, which in our case most typically arise from current or former dry cleaners, gas stations, automotive repair shops, asbestos usage, and historic land use practices. These laws often impose liability without regard to whether the owner knew of, or was responsible for, the presence of hazardous substances, which may adversely impact our financial performance and reduce our cash flow. The presence of, or the failure to properly address the presence of, hazardous substances may adversely affect our ability to sell or lease the property, or borrow using the property as collateral. We can provide no assurance that we are aware of all potential environmental liabilities or their ultimate cost to address; that our properties will not be affected by tenants or nearby properties or other unrelated third parties; and that future uses or conditions, or changes in environmental laws and regulations, or their interpretation, will not result in additional material environmental liabilities to us.
Risk Factors Related to Corporate Matters
An increased and differing focus on metrics and reporting related to environmental, social and governance ("ESG") factors by investors, lenders and other stakeholders may impose additional costs and expose us to new risks.
Many investors, lenders and other stakeholders are focused on understanding how companies report on and address a variety of ESG factors, including institutional investors who hold a significant amount of the equity and debt of the Company. As they evaluate investment decisions, many investors look not only at company disclosures but also to ESG rating systems and frameworks that have been developed by third parties (such as TCFD and GRESB) to allow ESG comparisons between companies. Although we participate in some of these ratings systems, we do not participate in all such systems, and may not score as well in all of the available ratings systems as other REITs and real estate operators. Further, the criteria used in these ratings systems may conflict with each other and change frequently, and we cannot guarantee that we will be able to score well in the future. We supplement our participation in ratings systems by disclosing on our website information about our initiatives and activities, but some investors may desire additional disclosures that we do not provide. Failure to participate in certain of the third-party ratings systems, failure to score well in those ratings systems or failure to provide certain ESG disclosures or engage in certain ESG-related initiatives and actions could adversely impact us when investors compare us against similar companies in our industry, and could cause certain investors to be unwilling to invest in our stock, which could adversely impact our stock price and our ability to raise capital.
ESG disclosures may reflect aspirational goals, targets, and other expectations and assumptions, which are necessarily uncertain and may not be realized. Failure to realize (or timely achieve progress on) aspirational goals and targets could adversely affect the views of our investors, third-party ESG ratings organizations and other stakeholders, thereby potentially adversely impacting our reputation, our business and stock price (to the extent that demand for our stock declines). We may also face scrutiny by anti-ESG stakeholders for having such goals or targets, or for our participation in ESG rating or other systems. Moreover, we expect investor, lender and other stakeholder pressure to comply with these voluntary disclosure frameworks to continue, irrespective of climate-related policy decisions by the federal government. Failure to comply with government climate and other ESG-related regulations could also subject us to significant fines and penalties, including risk of litigation, as well as negative perception by stakeholders. In addition, both advocates and opponents of certain ESG matters may resort to a range of activism forms, including media campaigns, shareholder proposals, and litigation, to advance their objectives. To the extent we are subject to such activism, it may adversely impact our business.
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An uninsured loss or a loss that exceeds the insurance coverage on our properties may subject us to loss of capital and revenue on those properties.
We carry liability, fire, flood, terrorism, business interruption, and environmental insurance for our properties. Some types of losses, such as losses from named windstorms, hurricanes, earthquakes, flooding, terrorism, or wars may have more limited coverage, or in some cases, can be excluded from insurance coverage. In addition, it is possible that the availability of insurance coverage in certain geographic areas may decrease in the future or become unavailable to us, and the cost to procure such insurance may increase due to lack of market availability or other factors beyond our control. As a result, we may reduce the insurance we procure or we may elect or be compelled to self-insure or otherwise assume some or all of this risk through deductibles, retentions and other risk-sharing structures. Should a loss occur at any of our properties that is in excess of the insurance limits of our policies, we may lose part or all of our invested capital and revenues from the impacted property or properties, which may have a material adverse impact on our operating results, financial condition, and our ability to make distributions to stock and unit holders.
Terrorist activities or violence occurring at our properties also may directly affect the value of our properties through damage, destruction or loss. Insurance for such acts may be unavailable or cost more resulting in an increase to our operating expenses and adversely affect our results of operations. To the extent that our tenants are affected by such attacks and threats of violence, their businesses may be adversely affected, including their ability to continue to meet obligations under their existing leases.
Failure to attract and retain key personnel may adversely affect our business and operations.
The success of our business depends, in significant part, on the leadership and performance of our executive management team and other key personnel, and our ability to attract, retain and motivate talented employees may significantly impact our future performance. Competition for these individuals is intense, and we cannot be assured that we will retain all of our executive management team and other key personnel or that we will be able to attract and retain other highly qualified individuals for these positions in the future. Losing any key personnel may have an adverse effect on us.
Risk Factors Related to Our Partnerships and Joint Ventures
We do not have voting control over all of the properties owned in our real estate partnerships and joint ventures, so we are unable to ensure that our objectives will be pursued.
We have invested substantial capital as a partner in a number of partnerships and joint ventures to acquire, own, lease, develop or redevelop properties. These activities are subject to the same risks as our investments in our wholly-owned properties. However, these investments, and other future similar investments may involve risks that would not be present were a third party not involved, including the possibility that partners or other owners might become bankrupt, suffer a deterioration in their creditworthiness, or fail to fund their share of required capital contributions. Partners or other owners may have economic or other business interests or goals that are inconsistent with our own business interests or goals, and may be in a position to take actions contrary to our policies or objectives.
These investments, and other future similar investments, also have the potential risk of creating impasses on decisions, such as a sale or financing, because neither we nor our partner or other owner has full control over the partnership or joint venture. Disputes between us and partners or other owners might result in a premature termination of the applicable partnership or joint venture, or potentially litigation or arbitration, that may increase our investment and related risk as well as our costs and expenses associated with the investment, and distract management from sufficiently focusing their time and efforts on others areas of our business. In addition, we risk the possibility of being held liable for the actions of our partners or other owners. These factors may limit the return that we receive from such investments or cause our cash flows to be lower than our estimates.
The termination of our partnerships may adversely affect our cash flow, operating results, and our ability to make distributions to stock and unit holders.
If partnerships owning a significant number of properties were dissolved for any reason, we could lose the asset, property management, leasing and construction management fees from these partnerships as well as the operating income of the properties, which may adversely affect our operating results and our cash available for distribution to stock and unit holders. Certain of our partnership operating agreements provide either member the ability to elect buy/sell clauses. The election of these provisions could require us to invest additional capital to acquire the partners’ interest or to sell our share of the property thereby losing the operating income and cash flow.
16
Risk Factors Related to Funding Strategies and Capital Structure
Our ability to sell properties and fund acquisitions and developments may be adversely impacted by higher market capitalization rates and lower NOI at our properties, which may adversely affect results of operations and financial condition.
As part of our funding strategy, we sell properties that no longer meet our strategic objectives or investment standards and/or those with a limited future growth profile. These sales proceeds are used to fund debt repayment, acquisition of other properties, and new developments and redevelopments. An increase in market capitalization rates (which may or may not be driven by an increase in interest rates) or a decline in NOI may cause a reduction in the value of centers identified for sale, which would have an adverse impact on the amount of cash generated. Additionally, the sale of properties resulting in significant tax gains may require higher distributions to our stockholders or payment of additional income taxes in order to maintain our REIT status.
We depend on external sources of capital, which may not be available in the future on favorable terms or at all.
To qualify as a REIT, the Parent Company must, among other things, distribute to its stockholders each year at least 90% of its REIT taxable income (excluding any net capital gains). Because of these distribution requirements, we may not be able to fund all future capital needs with income from operations. In such instances, we would rely on third-party sources of capital, which may or may not be available on favorable terms or at all. Our access to third-party sources of equity capital depends on a number of things, including the market's perception of our growth potential and our current and potential future earnings. Our access to debt depends on our credit rating, the willingness of creditors to lend to us and conditions in the capital markets. In addition to finding lenders willing to lend to us, we are dependent upon our joint venture partners to contribute their pro rata share of any amount needed to repay or refinance existing debt when lenders reduce the amount of debt our partnerships and joint ventures are eligible to refinance.
In addition, our existing debt arrangements also impose covenants that limit our flexibility in obtaining other financing. Additional equity offerings may result in substantial dilution of stockholders' interests and additional debt financing may substantially increase our degree of leverage.
Without access to external sources of capital, we would be required to pay outstanding debt with our operating cash flows and proceeds from property sales. Our operating cash flows may not be sufficient to pay our outstanding debt as it comes due and real estate investments generally cannot be sold quickly at a return we believe is appropriate. If we are required to deleverage our business with operating cash flows and proceeds from property sales, we may be forced to reduce the amount of, or eliminate altogether, our distributions to stock and unit holders or refrain from making investments in our business.
Our debt financing may adversely affect our business and financial condition.
Our ability to make scheduled payments or to refinance our indebtedness will depend primarily on our future performance, which to a certain extent is subject to economic, financial, competitive and other factors beyond our control. In addition, we do not expect to generate sufficient operating cash flow to make balloon principal payments on our debt when due. If we are unable to refinance our debt on acceptable terms, we may be forced (i) to dispose of properties, which might result in losses, or (ii) to obtain financing at unfavorable terms, either of which may reduce the cash flow available for distributions to stock and unit holders. If we cannot make required mortgage loan payments, the mortgagee may foreclose on the property securing the mortgage.
Covenants in our debt agreements may restrict our operating activities and adversely affect our financial condition.
Our unsecured notes and unsecured line of credit (the "Line") contain customary covenants, including compliance with financial ratios, such as ratio of indebtedness to total asset value and fixed charge coverage ratio. These covenants may limit our operational flexibility and our investment activities. Moreover, if we breach any of the covenants in our debt agreements, and do not cure the breach within the applicable cure period, our lenders may require us to repay the debt immediately, even in the absence of a payment default. Many of our debt arrangements, including our unsecured notes and the Line, are cross-defaulted, which means that the lenders under those debt arrangements can require immediate repayment of their debt if we breach and fail to cure a default under certain of our other material debt obligations. As a result, any default under our debt covenants may have an adverse effect on our financial condition, our results of operations, our ability to meet our obligations, and the market value of our stock.
17
Hedging activity may expose us to risks, including the risks that a counterparty will not perform and that the hedge will not yield the economic benefits we anticipate, which may adversely affect us.
We manage our exposure to interest rate volatility by using interest rate hedging arrangements. These arrangements involve risk, such as the risk that counterparties may fail to honor their obligations under these arrangements, and that these arrangements may not be effective in reducing our exposure to interest rate changes. There can be no assurance that our hedging arrangements will qualify for hedge accounting or that our hedging activities will have the desired beneficial impact on our results of operations. Should we desire to terminate a hedging arrangement, there may be significant costs and cash requirements involved to fulfill our obligations under the hedging arrangement. In addition, failure to effectively hedge against interest rate changes may adversely affect our results of operations.
Risk Factors Related to Information Management and Technology
The unauthorized access, use, theft or destruction of tenant or employee personal, financial or other data, or of Regency's proprietary or confidential information stored in our information systems or by third parties on our behalf, could impact operations, and expose us to potential liabilities and material adverse financial impact.
Many of our information technology systems (including the systems of our real estate partners and other third-party business partners and service providers) contain personal, financial or other information that is entrusted to us by our tenants, employees and business partners. Many of our information technology systems contain our proprietary information and other confidential information related to our business.
Like all companies, we face numerous and evolving cybersecurity risks that threaten the confidentiality, integrity and availability of our information technology systems and confidential information, including from diverse threat actors, such as state-sponsored organizations, opportunistic hackers and hacktivists, and through diverse attack vectors, such as social engineering/phishing, malware (including ransomware), "deep fakes" generated through the use of Artificial Intelligence ("AI") tools, malfeasance by insiders, human or technological error, and as a result of malicious code embedded in open-source software, or misconfigurations, bugs or other vulnerabilities in commercial software that is integrated into our (or our suppliers’ or service providers’) information technology systems, products or services. We have experienced cyberattacks and cybersecurity incidents in the past (although none had material adverse impacts on our business or results of operations) and expect to face similar ongoing threats in the future. To the extent we or a third party were to experience a material breach of our information technology systems that results in the unauthorized access, theft, use, manipulation, destruction or other compromises of our confidential information stored in such systems, including through cyber-attacks such as ransomware, denial of service or other methods, such a breach may cause us to lose tenants and employees, result in adverse financial impact, incur third party claims and cause disruption to our business and plans. Despite planning, preparation, and preventative and risk-management measures, our business may be significantly disrupted if unable to quickly recover. Remote and hybrid working arrangements at our company (and at many third-party providers) may also increase cybersecurity risks due to the challenges associated with managing remote computing assets and security vulnerabilities that are present in many non-corporate and home networks. Additionally, any integration of AI in our or any service providers’ operations, products or services may pose new or unknown cybersecurity risks and challenges. There can be no assurance that our cybersecurity risk management program and processes, including our policies, controls and procedures, will be fully implemented, complied with or effective in protecting our systems and information. Such security breaches also could subject us to litigation and governmental investigations and proceedings into potential violations of applicable privacy or other laws. Any of these events could result in our exposure to material civil or criminal liability, and we may not be able to fully recover these expenses from our service providers, responsible parties, or insurance carriers, or that applicable insurance will be available to us in the future on economically reasonable terms or at all. We can provide no assurance that the ongoing significant investments in technology and training we make relating to cybersecurity will avoid or prevent such breaches or attacks.
Cyberattacks are expected to increase on a global basis in frequency and magnitude as threat actors are becoming increasingly sophisticated in using techniques and tools—including AI—that trick humans into taking unwarranted actions, circumvent security controls, evade detection and remove forensic evidence. Despite the implementation of training of our employees and security measures for our disaster recovery and business continuity plans, our information systems may be vulnerable to damage or other adverse impact from multiple sources other than cybersecurity risks, including computer viruses, energy blackouts, natural disasters, terrorism, war, and telecommunication failure. Any system failure or accident that causes disruption or interruptions to our information systems could result in a material disruption to our operations and business, and cause us to incur material costs to remedy such damages or adverse impacts.
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Any actual or perceived failure to comply with new or existing laws, regulations and other requirements relating to the privacy, security and processing of personal information could adversely affect our business, results of operations, or financial condition.
In connection with running our business, we receive, store, use and otherwise process information that relates to individuals, including from and about our tenants, employees and business partners. We are therefore subject to laws, regulations and other requirements relating to the privacy, security and handling of personal information. These laws require us to adhere to certain disclosure restrictions and deletion obligations with respect to the personal information, and allow for penalties for violations and, in some cases, a private right of action. These laws also impose transparency and other obligations with respect to personal information of and provide rights with respect to personal information. The application and interpretation of such requirements are evolving and are subject to change, creating a complex compliance environment. There has been a substantial increase in legislative activity and regulatory focus on data privacy and security, including in relation to cybersecurity incidents.
It is possible that new laws, regulations and other requirements, or amendments to or changes in interpretations of existing laws, regulations and other requirements, may require us to incur significant costs, implement new processes, or change our handling of information and business operations. In addition, any failure or perceived failure by us to comply with laws, regulations and other requirements relating to the privacy, security and handling of information could result in legal claims or proceedings (including class actions), regulatory investigations or enforcement actions. We could incur costs in investigating and defending such claims and, if found liable, pay damages or fines or be required to make changes to our business. These proceedings and any subsequent adverse outcomes may subject us to significant negative publicity and an erosion of trust. If any of these events were to occur, our business, results of operations, and financial condition could be materially adversely affected.
The use of technology based on AI presents risks relating to confidentiality, creation of inaccurate and flawed outputs and emerging regulatory risk, any or all of which may adversely affect our business and results of operations.
As with many technological innovations, AI presents great promise but also risks and challenges that could adversely affect our business. Sensitive, proprietary, or confidential information of the Company, our tenants, employees and business partners could be leaked, disclosed, or revealed as a result of or in connection with the use of AI technologies by our employees, tenants or vendors. For example, any such information input into a third-party AI or machine learning platform could be revealed to others, including if information is used to train the third party's AI or machine learning models. Additionally, where an AI or machine learning model ingests personal information and makes connections using such data, those technologies may reveal other sensitive, proprietary, or confidential information generated by the model. Moreover, AI or machine learning models may create incomplete, inaccurate, or otherwise flawed outputs, which may nonetheless appear correct. Based on these and other factors, these models could lead us to make flawed decisions that could result in adverse consequences to us, including exposure to reputational and competitive harm, customer loss, and legal liability.
Despite the above risks and challenges associated with the use of AI, in the retail industry AI is increasingly being adopted for personalized marketing, inventory management, customer service, pricing optimization, and supply chain management. The costs of implementing new technologies, including AI-driven property management tools, smart building systems, and data analytics platforms, may be substantial.The effectiveness of these tools are being evaluated in an ongoing mannter.
Advanced analytics and AI may enable retailers to optimize their store footprints, potentially leading to reduced space requirements and location closures. Moreover, generative AI and virtual shopping experiences may further shift consumer behavior away from physical stores. AI-powered tools may enable more efficient e-commerce operations, potentially impacting some of the competitive advantages of physical retail locations. Because the use and regulation of AI technologies continue to evolve, additional risks may emerge over time.
In addition, uncertainty in the legal and regulatory regime relating to AI may require significant resources to modify and maintain business practices to comply with applicable law, the nature of which cannot be determined at this time. Several jurisdictions have already proposed or enacted laws governing AI and may decide to adopt similar or more restrictive legislation that may render the use of such technologies challenging. These obligations may prevent or limit our ability to use AI in our business, lead to regulatory fines or penalties for AI use that does not meet certain standards, and require us to change our business practices. If we cannot use AI, or that use is restricted, our business may be less efficient, or we may be at a competitive disadvantage.
In sum, any of the above risks associated with the use of AI could adversely affect our business, financial condition, and results of operations.
19
Risk Factors Related to Taxes and the Parent Company's Qualification as a REIT
If the Parent Company fails to qualify as a REIT for federal income tax purposes, it would be subject to federal income tax at regular corporate rates.
We believe that the Parent Company qualifies for taxation as a REIT for federal income tax purposes, and we plan to operate so that the Parent Company can continue to meet the requirements for taxation as a REIT. If the Parent Company continues to qualify as a REIT, it generally will not be subject to federal income tax on income that it distributes to its stockholders. Many REIT requirements, however, are highly technical and complex. The determination that the Parent Company is a REIT requires an analysis of various factual matters and circumstances, some of which may not be totally within our control and some of which involve questions of interpretation. For example, to qualify as a REIT, at least 95% of our gross income must come from specific passive sources, like rent, that are itemized in the REIT tax laws. There can be no assurance that the Internal Revenue Service ("IRS") or a court would agree with the positions we have taken in interpreting the REIT requirements. The Parent Company is also required to distribute to the stockholders at least 90% of its REIT taxable income, excluding net capital gains. The Parent Company will be subject to U.S. federal income tax on undistributed taxable income and net capital gains and to a 4% nondeductible excise tax on any amount by which distributions the Parent Company pays with respect to any calendar year are less than the sum of 85% of our ordinary income, 95% of our capital gain net income and 100% of our undistributed income from prior years. The fact that we hold many of our assets through real estate partnerships and their subsidiaries further complicates the application of the REIT requirements. Furthermore, Congress and the IRS might make changes to the tax laws and regulations, and the courts might issue new rulings, that make it more difficult for the Parent Company to remain qualified as a REIT.
Also, unless the IRS granted relief under certain statutory provisions, the Parent Company would remain disqualified as a REIT for four years following the year it first failed to qualify. If the Parent Company failed to qualify as a REIT (currently and/or with respect to any tax years for which the statute of limitations has not expired), the Parent Company would have to pay significant income taxes, reducing cash available to pay dividends, which would likely have a significant adverse effect on the value of our securities. In addition, the Parent Company would no longer be required to pay any dividends to stockholders in order to maintain its REIT status, and we could be subject to a federal alternative minimum tax and possibly increased state and local taxes. Although we believe that the Parent Company qualifies as a REIT, we cannot be assured that the Parent Company will continue to qualify or remain qualified as a REIT for tax purposes.
Even if the Parent Company qualifies as a REIT for federal income tax purposes, the Parent Company is required to pay certain federal, state, and local taxes on its income and property. For example, if we have net income from "prohibited transactions," that income will be subject to a 100% tax. In general, prohibited transactions include sales or other dispositions of property held primarily for sale to customers in the ordinary course of business. The determination as to whether a particular sale is a prohibited transaction depends on the facts and circumstances related to that sale. While we have undertaken a number of asset sales in recent years, we do not believe that those sales should be considered prohibited transactions, but there can be no assurance that the IRS would not contend otherwise.
New legislation, as well as new regulations, administrative interpretations, or court decisions may be introduced, enacted, or promulgated from time to time, that may change the tax laws or interpretations of the tax laws regarding qualification as a REIT, or the federal income tax consequences of that qualification, in a manner that is adverse to our stockholders.
Dividends paid by REITs generally do not qualify for reduced tax rates.
Subject to limited exceptions, dividends paid by REITs (other than distributions designated as capital gain dividends, qualified dividends or returns of capital) are not eligible for reduced rates for qualified dividends paid by "C" corporations and are taxable at ordinary income tax rates. However, domestic shareholders that are individuals, trusts, and estates generally may deduct up to 20% of the ordinary dividends (e.g., dividends not designated as capital gain dividends or qualified dividend income) received from a REIT. Although these rules do not adversely affect the taxation of REITs or dividends payable by REITs, investors who are individuals, trusts and estates may perceive investments in REITs to be relatively less attractive than investments in the stocks of non-REIT corporations that pay dividends, which may adversely affect the value of the shares of REITs, including the per share trading price of the Parent Company's capital stock.
Legislative or other actions affecting REITs may have a negative effect on us or our investors.
The rules dealing with federal income taxation are constantly under review by persons involved in the legislative process and by the IRS and the U.S. Department of the Treasury. Changes to the tax laws, with or without retroactive application, may adversely affect the Parent Company or our investors. We cannot predict how changes in the tax laws might affect the Parent Company or our investors. New legislation, Treasury Regulations, administrative interpretations or court decisions may significantly and negatively affect the Parent Company's ability to qualify as a REIT or the federal income tax consequences of such qualification, or the federal income tax consequences of an investment in us. There is also a risk that REIT status may be adversely impacted by a change in tax or other laws. Also, the law relating to the tax treatment of other entities, or an investment in other entities, may change, making an investment in such other entities more attractive relative to an investment in a REIT.
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Complying with REIT requirements may limit our ability to hedge effectively and may cause us to incur tax liabilities.
The REIT provisions of the Code limit our ability to enter into hedging transactions. Generally, income from certain hedging transactions, generally including transactions to manage interest rate changes with respect to borrowings to acquire or carry real estate assets, does not constitute "gross income" for purposes of the 75% or 95% gross income tests, provided that we properly identify the hedging transaction pursuant to the applicable sections of the Code and Treasury Regulations. To the extent that we enter into other types of hedging transactions, or fail to make the proper tax identifications, the income from those transactions is likely to be treated as non-qualifying income for purposes of both gross income tests. As a result of these rules, we may need to limit our use of otherwise advantageous hedging techniques or implement those hedges through a TRS.
Partnership tax audit rules could have a material adverse effect.
Under current federal partnership tax audit rules, subject to certain exceptions, any audit adjustment to items of income, gain, loss, deduction, or credit of a partnership (and a partner’s allocable share thereof) is determined, and taxes, interest, and penalties attributable thereto are assessed and collected, at the partnership level. With respect to any partnership in which we invest, unless such partnership makes an election or takes certain steps to require the partners to pay their tax on their allocable shares of the adjustment, it is possible that such partnership would be required to pay additional taxes, interest, and penalties as a result of an audit adjustment. We could be required to bear the economic burden of those taxes, interest, and penalties even though we may not otherwise have been required to pay additional taxes had we owned the assets of the partnership directly.
Risk Factors Related to the Company's Stock
Restrictions on the ownership of the Parent Company's capital stock to preserve its REIT status may delay or prevent a change in control.
Ownership of more than 7% by value of our outstanding capital stock is prohibited, with certain exceptions, by the Parent Company's articles of incorporation, for the purpose of maintaining its qualification as a REIT. This 7% limitation may discourage a change in control and may also (i) deter tender offers for our capital stock, which offers may be attractive to our stockholders, or (ii) limit the opportunity for our stockholders to receive a premium for their capital stock that might otherwise exist if an investor attempted to assemble a block in excess of 7% of our outstanding capital stock or to affect a change in control.
The issuance of the Parent Company's capital stock may delay or prevent a change in control.
The Parent Company's articles of incorporation authorize our Board of Directors to issue up to 30,000,000 shares of preferred stock (less the shares of preferred stock already issued and outstanding) and 10,000,000 shares of special common stock and to establish the preferences and rights of any shares issued. The issuance of preferred stock or special common stock may have the effect of delaying or preventing a change in control. The provisions of the Florida Business Corporation Act regarding affiliated transactions may also deter potential acquisitions by preventing the acquiring party from consummating a merger or other extraordinary corporate transaction without the approval of our disinterested stockholders.
Ownership in the Parent Company may be diluted in the future.
In the future, a stockholder's percentage ownership in the Company may be diluted because of equity issuances for acquisitions, capital market transactions or other corporate purposes, including equity awards we will grant to our directors, officers and employees. In the past we have issued equity in the secondary market (including in connection with our At the Market ("ATM") program) and may do so again in the future, depending on the price of our stock and other factors.
In addition, our restated articles of incorporation, as amended, authorizes our Board of Directors to issue, without the approval of our stockholders, one or more classes or series of preferred stock having such preferences, limitations, and relative rights, including preferences over our common stock respecting dividends and distributions, as our Board of Directors generally may determine. The terms of one or more classes or series of preferred stock could dilute the voting power or reduce the value of our common stock. For example, we could grant the holders of preferred stock the right to elect some number of our directors in all events or on the happening of specified events or the right to veto specified transactions. Similarly, the repurchase or redemption rights or liquidation preferences we could assign to holders of preferred stock could affect the residual value of the common stock.
The Parent Company’s amended and restated bylaws provides that the courts located in the State of Florida will be the sole and exclusive forum for substantially all disputes between us and our stockholders, which could limit our stockholders’ ability to obtain a favorable judicial forum for disputes with us or our directors, officers, or employees.
The Parent Company’s amended and restated bylaws provide that, unless the Parent Company consents in writing to the selection of an alternative forum, the sole and exclusive forum for (i) any derivative action or proceeding brought on behalf of the Parent Company, (ii) any action asserting a claim for breach of a fiduciary duty owed by any director or officer or other employee of the Parent Company to the Parent Company or its shareholders, (iii) any action asserting a claim against the Parent Company or any director or officer or other employee of the Parent Company arising pursuant to any provision of the Florida Business Corporation Act or the articles of incorporation or bylaws of the Parent Company, or (iv) any action asserting a claim against the corporation or any director or officer or other employee of the corporation governed by the internal affairs doctrine shall be the Federal District Court for
21
the Middle District of Florida, Jacksonville Division (or, if such court does not have jurisdiction, a state court located within the State of Florida, County of Duval).
By becoming a shareholder in our Parent Company, you will be deemed to have notice of and have consented to the provisions of the amended and restated bylaws of our Parent Company related to choice of forum. The choice of forum provisions in the amended and restated bylaws may limit our shareholders’ ability to obtain a favorable judicial forum for disputes with us. Additionally, the enforceability of choice of forum provisions in other companies’ governing documents has been challenged in legal proceedings, and it is possible that, in connection with any applicable action brought against us, a court could find the choice of forum provisions contained in the amended and restated bylaws of the Parent Company to be inapplicable or unenforceable in such action. If so, we may incur additional costs associated with resolving such action in other jurisdictions, which could harm our business, results of operations, and financial condition.
There is no assurance that we will continue to pay dividends at current or historical rates.
Our ability to continue to pay dividends at current or historical rates or to increase our dividend rate will depend on a number of factors, including, among others, the following:
If we do not maintain or periodically increase the dividend on our common stock, or if we do not pay dividends on our preferred stock, it may have an adverse effect on the market price of our common stock and other securities.
Item 1B. Unresolved Staff Comments
None.
Item 1C. Cybersecurity
Cybersecurity Risk Management and Strategy
We have developed and implemented a cybersecurity risk management program intended to protect the confidentiality, security, and availability of our critical systems and information.
We employ a tiered structure of management and oversight for cybersecurity, characterized by distinct layers of responsibility and decision making, which includes operational staff, management, and senior management and board-level governance. As discussed in more detail below under "Cybersecurity Governance," this involves management responsibility through a specialized Cyber Risk Committee (the "CRC") and oversight of that committee by a group of the most senior leaders of the Company, which comprise the Company’s Executive Committee. At the Company’s Board of Directors (the "Board") level, the Audit Committee oversees our cybersecurity risk management program.
Our strategy for managing cybersecurity risk is
The Company, through its Chief Information Security Officer ("CISO"), other Company employees experienced in information network security, and the use of third-party expertise references recognized cybersecurity frameworks, such as the National Institute of Standards and Technology ("NIST") Cybersecurity Framework. While our objective is to generally align our cybersecurity program with NIST standards, this does not imply that we meet NIST or any other particular technical standard, specifications, or requirements; rather, these frameworks are used to benchmark and help tailor the Company’s cybersecurity strategies and program to our risk mitigation and operational needs and goals.
Our core cybersecurity strategy focuses on five key pillars: identification, protection, detection, response, and recovery, each tailored to meet the challenges and needs of our business. The primary goal of this strategy is to proactively safeguard the confidentiality, security, and availability of our critical systems and information. This proactive approach includes measures designed to identify, prevent, and mitigate cybersecurity threats and to enable a timely response to cybersecurity incidents to minimize their impact. Under the leadership of our CISO and CRC, we regularly evaluate and enhance our cybersecurity practices to facilitate adaptation to the constantly evolving landscape of cybersecurity threats.
Key elements of our cybersecurity risk management program include, but are not limited to, the following:
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The CRC
Cybersecurity Governance
The Audit Committee reports to the full Board regarding its activities, including those related to cybersecurity. Board members also receive presentations periodically on cybersecurity topics from internal security staff and external experts as part of the Board’s continuing education.
CRC membership, which is subject to change from time to time, includes management leadership possessing a diverse range of education, experience and expertise, and currently includes the Company’s CISO, chief accounting officer, head of internal audit, general counsel and chief compliance officer, head of litigation, head of human resources, head of IT operations and the manager of network security.
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Item 2. Properties
The following table is a list of our shopping centers, summarized by state and in order of largest holdings by number of properties, presented for consolidated properties (excludes properties owned by unconsolidated real estate partnerships):
|
|
December 31, 2025 |
|
|
December 31, 2024 |
|
||||||||||||||||||||||||||
Location |
|
Number of |
|
|
GLA (in |
|
|
Percent of |
|
|
Percent |
|
|
Number of |
|
|
GLA (in |
|
|
Percent of |
|
|
Percent |
|
||||||||
Florida |
|
|
86 |
|
|
|
10,630 |
|
|
|
23.0 |
% |
|
|
96.2 |
% |
|
|
86 |
|
|
|
10,558 |
|
|
|
24.2 |
% |
|
|
96.5 |
% |
California |
|
|
62 |
|
|
|
9,304 |
|
|
|
20.2 |
% |
|
|
94.9 |
% |
|
|
55 |
|
|
|
8,355 |
|
|
|
19.0 |
% |
|
|
96.0 |
% |
Connecticut |
|
|
41 |
|
|
|
3,876 |
|
|
|
8.4 |
% |
|
|
95.8 |
% |
|
|
43 |
|
|
|
3,924 |
|
|
|
8.9 |
% |
|
|
94.1 |
% |
Texas |
|
|
28 |
|
|
|
3,679 |
|
|
|
8.0 |
% |
|
|
95.7 |
% |
|
|
27 |
|
|
|
3,518 |
|
|
|
8.0 |
% |
|
|
96.9 |
% |
New York |
|
|
41 |
|
|
|
3,468 |
|
|
|
7.5 |
% |
|
|
94.5 |
% |
|
|
42 |
|
|
|
3,339 |
|
|
|
7.6 |
% |
|
|
93.3 |
% |
Georgia |
|
|
22 |
|
|
|
2,152 |
|
|
|
4.7 |
% |
|
|
96.7 |
% |
|
|
22 |
|
|
|
2,125 |
|
|
|
4.8 |
% |
|
|
97.3 |
% |
New Jersey |
|
|
17 |
|
|
|
1,621 |
|
|
|
3.5 |
% |
|
|
96.0 |
% |
|
|
17 |
|
|
|
1,585 |
|
|
|
3.6 |
% |
|
|
97.0 |
% |
Colorado |
|
|
14 |
|
|
|
1,259 |
|
|
|
2.7 |
% |
|
|
96.1 |
% |
|
|
13 |
|
|
|
1,097 |
|
|
|
2.5 |
% |
|
|
97.9 |
% |
North Carolina |
|
|
10 |
|
|
|
1,226 |
|
|
|
2.7 |
% |
|
|
97.7 |
% |
|
|
10 |
|
|
|
1,226 |
|
|
|
2.8 |
% |
|
|
98.5 |
% |
Ohio |
|
|
8 |
|
|
|
1,213 |
|
|
|
2.6 |
% |
|
|
98.9 |
% |
|
|
8 |
|
|
|
1,224 |
|
|
|
2.8 |
% |
|
|
98.7 |
% |
Illinois |
|
|
6 |
|
|
|
1,090 |
|
|
|
2.4 |
% |
|
|
98.2 |
% |
|
|
6 |
|
|
|
1,085 |
|
|
|
2.5 |
% |
|
|
94.8 |
% |
Virginia |
|
|
7 |
|
|
|
1,040 |
|
|
|
2.3 |
% |
|
|
97.4 |
% |
|
|
6 |
|
|
|
943 |
|
|
|
2.1 |
% |
|
|
98.3 |
% |
Washington |
|
|
10 |
|
|
|
961 |
|
|
|
2.1 |
% |
|
|
98.0 |
% |
|
|
10 |
|
|
|
962 |
|
|
|
2.2 |
% |
|
|
96.3 |
% |
Massachusetts |
|
|
8 |
|
|
|
905 |
|
|
|
2.0 |
% |
|
|
97.1 |
% |
|
|
8 |
|
|
|
898 |
|
|
|
2.0 |
% |
|
|
97.4 |
% |
Oregon |
|
|
7 |
|
|
|
747 |
|
|
|
1.6 |
% |
|
|
95.8 |
% |
|
|
7 |
|
|
|
741 |
|
|
|
1.7 |
% |
|
|
95.3 |
% |
Tennessee |
|
|
4 |
|
|
|
638 |
|
|
|
1.4 |
% |
|
|
98.7 |
% |
|
|
3 |
|
|
|
314 |
|
|
|
0.7 |
% |
|
|
100.0 |
% |
Pennsylvania |
|
|
5 |
|
|
|
591 |
|
|
|
1.3 |
% |
|
|
97.3 |
% |
|
|
4 |
|
|
|
447 |
|
|
|
1.0 |
% |
|
|
97.3 |
% |
Indiana |
|
|
3 |
|
|
|
428 |
|
|
|
0.9 |
% |
|
|
96.5 |
% |
|
|
1 |
|
|
|
289 |
|
|
|
0.7 |
% |
|
|
100.0 |
% |
Missouri |
|
|
4 |
|
|
|
408 |
|
|
|
0.9 |
% |
|
|
99.3 |
% |
|
|
4 |
|
|
|
408 |
|
|
|
0.9 |
% |
|
|
98.9 |
% |
Maryland |
|
|
3 |
|
|
|
313 |
|
|
|
0.7 |
% |
|
|
89.9 |
% |
|
|
2 |
|
|
|
289 |
|
|
|
0.7 |
% |
|
|
89.9 |
% |
Minnesota |
|
|
2 |
|
|
|
246 |
|
|
|
0.5 |
% |
|
|
84.4 |
% |
|
|
2 |
|
|
|
246 |
|
|
|
0.6 |
% |
|
|
84.4 |
% |
Delaware |
|
|
1 |
|
|
|
233 |
|
|
|
0.5 |
% |
|
|
93.3 |
% |
|
|
1 |
|
|
|
229 |
|
|
|
0.5 |
% |
|
|
97.1 |
% |
South Carolina |
|
|
1 |
|
|
|
51 |
|
|
|
0.1 |
% |
|
|
100.0 |
% |
|
|
1 |
|
|
|
51 |
|
|
|
0.1 |
% |
|
|
100.0 |
% |
District of Columbia |
|
|
1 |
|
|
|
23 |
|
|
|
0.0 |
% |
|
|
100.0 |
% |
|
|
1 |
|
|
|
23 |
|
|
|
0.1 |
% |
|
|
100.0 |
% |
Total |
|
|
391 |
|
|
|
46,102 |
|
|
|
100.0 |
% |
|
|
96.0 |
% |
|
|
379 |
|
|
|
43,876 |
|
|
|
100.0 |
% |
|
|
96.2 |
% |
The weighted average annual effective rent for the consolidated portfolio of properties, net of tenant concessions, is $26.55 and $25.56 per square foot ("PSF") as of December 31, 2025 and 2024, respectively.
24
The following table is a list of our shopping centers, summarized by state and in order of largest holdings by number of properties, presented for unconsolidated properties (properties owned by our unconsolidated real estate partnerships):
|
|
December 31, 2025 |
|
|
December 31, 2024 |
|
||||||||||||||||||||||||||
Location |
|
Number of |
|
|
GLA (in |
|
|
Percent of |
|
|
Percent |
|
|
Number of |
|
|
GLA (in |
|
|
Percent of |
|
|
Percent |
|
||||||||
California |
|
|
16 |
|
|
|
2,293 |
|
|
|
18.6 |
% |
|
|
97.0 |
% |
|
|
17 |
|
|
|
2,319 |
|
|
|
17.4 |
% |
|
|
98.4 |
% |
Virginia |
|
|
11 |
|
|
|
1,701 |
|
|
|
13.9 |
% |
|
|
96.4 |
% |
|
|
14 |
|
|
|
1,982 |
|
|
|
14.8 |
% |
|
|
94.1 |
% |
North Carolina |
|
|
7 |
|
|
|
1,245 |
|
|
|
10.1 |
% |
|
|
97.8 |
% |
|
|
7 |
|
|
|
1,240 |
|
|
|
9.2 |
% |
|
|
98.3 |
% |
Washington |
|
|
7 |
|
|
|
881 |
|
|
|
7.2 |
% |
|
|
92.1 |
% |
|
|
7 |
|
|
|
874 |
|
|
|
6.5 |
% |
|
|
95.6 |
% |
Maryland |
|
|
8 |
|
|
|
826 |
|
|
|
6.7 |
% |
|
|
97.4 |
% |
|
|
9 |
|
|
|
848 |
|
|
|
6.3 |
% |
|
|
96.1 |
% |
Texas |
|
|
5 |
|
|
|
808 |
|
|
|
6.6 |
% |
|
|
98.2 |
% |
|
|
6 |
|
|
|
959 |
|
|
|
7.1 |
% |
|
|
95.4 |
% |
Colorado |
|
|
5 |
|
|
|
783 |
|
|
|
6.4 |
% |
|
|
94.0 |
% |
|
|
6 |
|
|
|
858 |
|
|
|
6.4 |
% |
|
|
96.9 |
% |
Illinois |
|
|
5 |
|
|
|
781 |
|
|
|
6.4 |
% |
|
|
99.5 |
% |
|
|
5 |
|
|
|
777 |
|
|
|
5.8 |
% |
|
|
99.7 |
% |
Florida |
|
|
6 |
|
|
|
669 |
|
|
|
5.5 |
% |
|
|
99.2 |
% |
|
|
6 |
|
|
|
669 |
|
|
|
5.0 |
% |
|
|
98.4 |
% |
New York |
|
|
5 |
|
|
|
644 |
|
|
|
5.2 |
% |
|
|
94.5 |
% |
|
|
5 |
|
|
|
786 |
|
|
|
5.8 |
% |
|
|
96.6 |
% |
Minnesota |
|
|
3 |
|
|
|
422 |
|
|
|
3.4 |
% |
|
|
99.4 |
% |
|
|
3 |
|
|
|
422 |
|
|
|
3.1 |
% |
|
|
99.2 |
% |
Pennsylvania |
|
|
3 |
|
|
|
391 |
|
|
|
3.2 |
% |
|
|
96.5 |
% |
|
|
6 |
|
|
|
664 |
|
|
|
4.9 |
% |
|
|
97.3 |
% |
New Jersey |
|
|
3 |
|
|
|
223 |
|
|
|
1.8 |
% |
|
|
96.0 |
% |
|
|
4 |
|
|
|
300 |
|
|
|
2.2 |
% |
|
|
91.1 |
% |
Connecticut |
|
|
1 |
|
|
|
195 |
|
|
|
1.6 |
% |
|
|
100.0 |
% |
|
|
1 |
|
|
|
189 |
|
|
|
1.4 |
% |
|
|
98.1 |
% |
Rhode Island |
|
|
1 |
|
|
|
159 |
|
|
|
1.3 |
% |
|
|
100.0 |
% |
|
|
1 |
|
|
|
159 |
|
|
|
1.2 |
% |
|
|
97.0 |
% |
Oregon |
|
|
1 |
|
|
|
93 |
|
|
|
0.8 |
% |
|
|
93.8 |
% |
|
|
1 |
|
|
|
93 |
|
|
|
0.7 |
% |
|
|
97.5 |
% |
South Carolina |
|
|
1 |
|
|
|
80 |
|
|
|
0.7 |
% |
|
|
100.0 |
% |
|
|
1 |
|
|
|
80 |
|
|
|
0.6 |
% |
|
|
100.0 |
% |
Delaware |
|
|
1 |
|
|
|
64 |
|
|
|
0.5 |
% |
|
|
94.6 |
% |
|
|
1 |
|
|
|
64 |
|
|
|
0.5 |
% |
|
|
94.6 |
% |
District of Columbia |
|
|
1 |
|
|
|
17 |
|
|
|
0.1 |
% |
|
|
100.0 |
% |
|
|
1 |
|
|
|
17 |
|
|
|
0.1 |
% |
|
|
100.0 |
% |
Indiana |
|
|
— |
|
|
|
— |
|
|
|
0.0 |
% |
|
|
0.0 |
% |
|
|
2 |
|
|
|
139 |
|
|
|
1.0 |
% |
|
|
91.6 |
% |
Total |
|
|
90 |
|
|
|
12,275 |
|
|
|
100.0 |
% |
|
|
96.8 |
% |
|
|
103 |
|
|
|
13,439 |
|
|
|
100.0 |
% |
|
|
96.8 |
% |
The weighted average annual effective rent for the unconsolidated portfolio of properties, net of tenant concessions, is $25.87 and $24.51 PSF as of December 31, 2025 and 2024, respectively.
25
The following table summarizes our top tenants occupying our shopping centers for consolidated properties plus our share of unconsolidated properties, as of December 31, 2025, based upon a percentage of total annualized base rent (GLA and dollars in thousands):
Tenant |
|
GLA |
|
|
Percent of |
|
|
Annualized |
|
|
Percent of |
|
|
Number of |
|
|||||
Publix |
|
|
2,940 |
|
|
|
5.8 |
% |
|
$ |
36,191 |
|
|
|
2.9 |
% |
|
|
67 |
|
TJX Companies, Inc. |
|
|
1,840 |
|
|
|
3.6 |
% |
|
|
33,760 |
|
|
|
2.7 |
% |
|
|
76 |
|
Albertsons Companies, Inc. |
|
|
2,053 |
|
|
|
4.1 |
% |
|
|
33,619 |
|
|
|
2.7 |
% |
|
|
52 |
|
Amazon/Whole Foods |
|
|
1,312 |
|
|
|
2.6 |
% |
|
|
31,808 |
|
|
|
2.5 |
% |
|
|
39 |
|
Kroger Co. |
|
|
2,978 |
|
|
|
5.9 |
% |
|
|
31,292 |
|
|
|
2.5 |
% |
|
|
51 |
|
Ahold Delhaize |
|
|
924 |
|
|
|
1.8 |
% |
|
|
23,189 |
|
|
|
1.8 |
% |
|
|
20 |
|
CVS |
|
|
808 |
|
|
|
1.6 |
% |
|
|
21,942 |
|
|
|
1.7 |
% |
|
|
66 |
|
JPMorgan Chase Bank |
|
|
225 |
|
|
|
0.4 |
% |
|
|
12,548 |
|
|
|
1.0 |
% |
|
|
63 |
|
Trader Joe's |
|
|
346 |
|
|
|
0.7 |
% |
|
|
12,156 |
|
|
|
1.0 |
% |
|
|
32 |
|
L.A. Fitness Sports Club |
|
|
516 |
|
|
|
1.0 |
% |
|
|
11,311 |
|
|
|
0.9 |
% |
|
|
14 |
|
Nordstrom |
|
|
402 |
|
|
|
0.8 |
% |
|
|
11,134 |
|
|
|
0.9 |
% |
|
|
12 |
|
Starbucks |
|
|
160 |
|
|
|
0.3 |
% |
|
|
10,424 |
|
|
|
0.8 |
% |
|
|
99 |
|
H.E. Butt Grocery Company |
|
|
706 |
|
|
|
1.4 |
% |
|
|
10,125 |
|
|
|
0.8 |
% |
|
|
8 |
|
Ross Dress For Less |
|
|
587 |
|
|
|
1.2 |
% |
|
|
9,692 |
|
|
|
0.8 |
% |
|
|
25 |
|
Target |
|
|
919 |
|
|
|
1.8 |
% |
|
|
9,387 |
|
|
|
0.7 |
% |
|
|
8 |
|
Bank of America |
|
|
163 |
|
|
|
0.3 |
% |
|
|
9,088 |
|
|
|
0.7 |
% |
|
|
41 |
|
Gap, Inc |
|
|
259 |
|
|
|
0.5 |
% |
|
|
8,805 |
|
|
|
0.7 |
% |
|
|
20 |
|
Wells Fargo Bank |
|
|
152 |
|
|
|
0.3 |
% |
|
|
8,711 |
|
|
|
0.7 |
% |
|
|
49 |
|
JAB Holding Company |
|
|
168 |
|
|
|
0.3 |
% |
|
|
7,282 |
|
|
|
0.6 |
% |
|
|
59 |
|
Walgreens Boots Alliance |
|
|
255 |
|
|
|
0.5 |
% |
|
|
6,796 |
|
|
|
0.5 |
% |
|
|
22 |
|
Petco Health and Wellness Company |
|
|
275 |
|
|
|
0.5 |
% |
|
|
6,762 |
|
|
|
0.5 |
% |
|
|
26 |
|
Ulta |
|
|
224 |
|
|
|
0.4 |
% |
|
|
6,680 |
|
|
|
0.5 |
% |
|
|
25 |
|
Xponential Fitness |
|
|
163 |
|
|
|
0.3 |
% |
|
|
6,650 |
|
|
|
0.5 |
% |
|
|
97 |
|
Kohl's |
|
|
526 |
|
|
|
1.0 |
% |
|
|
6,389 |
|
|
|
0.5 |
% |
|
|
7 |
|
Five Below |
|
|
209 |
|
|
|
0.4 |
% |
|
|
5,977 |
|
|
|
0.5 |
% |
|
|
27 |
|
Top Tenants |
|
|
19,110 |
|
|
|
37.5 |
% |
|
$ |
371,718 |
|
|
|
29.4 |
% |
|
|
1,005 |
|
Our leases for tenant space under 10,000 square feet generally have initial terms ranging from three to seven years. Leases greater than 10,000 square feet ("Anchor Leases") generally have initial lease terms in excess of five years and are mostly comprised of Anchor Tenants. Many of the leases contain provisions allowing the tenant the option of extending the term of the lease at expiration. Our leases typically provide for the payment of fixed base rent, the tenant’s Pro-rata share of real estate taxes, insurance, and common area maintenance ("CAM") expenses, and reimbursement for utility costs if not directly metered.
26
The following table summarizes Pro-rata lease expirations (per their terms) for the next ten years and thereafter, for our consolidated and unconsolidated properties, assuming no tenants renew their leases (GLA and dollars of In Place Annual Base Rent Expiring Under Leases in thousands):
Lease Expiration Year |
|
Number of Tenants with Expiring Leases |
|
|
Pro-rata Expiring GLA |
|
|
Percent of Total Company GLA |
|
|
In Place Annual Base Rent Expiring Under Leases |
|
|
Percent of In Place Annual Base Rent |
|
|
Pro-rata Expiring Average Annual Base Rent PSF |
|
||||||
(1) |
|
|
109 |
|
|
|
223 |
|
|
|
0.5 |
% |
|
$ |
6,333 |
|
|
|
0.5 |
% |
|
$ |
28.42 |
|
2026 |
|
|
1,021 |
|
|
|
2,990 |
|
|
|
6.3 |
% |
|
|
85,068 |
|
|
|
6.9 |
% |
|
|
28.45 |
|
2027 |
|
|
1,437 |
|
|
|
6,239 |
|
|
|
13.1 |
% |
|
|
159,240 |
|
|
|
12.9 |
% |
|
|
25.52 |
|
2028 |
|
|
1,367 |
|
|
|
5,989 |
|
|
|
12.6 |
% |
|
|
163,974 |
|
|
|
13.3 |
% |
|
|
27.38 |
|
2029 |
|
|
1,269 |
|
|
|
6,743 |
|
|
|
14.2 |
% |
|
|
161,851 |
|
|
|
13.1 |
% |
|
|
24.00 |
|
2030 |
|
|
1,233 |
|
|
|
5,956 |
|
|
|
12.5 |
% |
|
|
160,295 |
|
|
|
13.0 |
% |
|
|
26.91 |
|
2031 |
|
|
765 |
|
|
|
4,338 |
|
|
|
9.1 |
% |
|
|
106,611 |
|
|
|
8.7 |
% |
|
|
24.58 |
|
2032 |
|
|
503 |
|
|
|
2,178 |
|
|
|
4.6 |
% |
|
|
65,033 |
|
|
|
5.3 |
% |
|
|
29.87 |
|
2033 |
|
|
494 |
|
|
|
2,193 |
|
|
|
4.6 |
% |
|
|
66,046 |
|
|
|
5.4 |
% |
|
|
30.11 |
|
2034 |
|
|
417 |
|
|
|
1,870 |
|
|
|
3.9 |
% |
|
|
55,125 |
|
|
|
4.5 |
% |
|
|
29.48 |
|
2035 |
|
|
544 |
|
|
|
2,444 |
|
|
|
5.1 |
% |
|
|
67,241 |
|
|
|
5.5 |
% |
|
|
27.52 |
|
Thereafter |
|
|
443 |
|
|
|
6,349 |
|
|
|
13.5 |
% |
|
|
134,293 |
|
|
|
10.9 |
% |
|
|
21.15 |
|
Total |
|
|
9,602 |
|
|
|
47,512 |
|
|
|
100.0 |
% |
|
$ |
1,231,110 |
|
|
|
100.0 |
% |
|
$ |
25.91 |
|
During 2026, we have a total of 1,021 leases expiring by their terms, representing 3.0 million square feet of GLA. These expiring leases have an average base rent of $28.45 PSF. The average base rent of new leases signed during 2025 was $36.02 PSF. During periods of macroeconomic uncertainty or weakness, when the percent of our space leased is relatively low, and/or when supply of retail space for lease generally exceeds demand, tenants have more bargaining power, which may result in rental rate declines on new or renewal leases. In periods of macroeconomic strength, when the percent of space leased is relatively high, and/or when supply/demand metrics for retail space favor landlords, we have more bargaining power, which generally results in rental rate growth on new and renewal leases.
Demand for retail space in high quality, community centers located in trade areas with compelling demographics remained strong in 2025 and into early 2026, especially among business operators with a history of success and growing innovative business concepts. However, inflationary challenges and the potential for macroeconomic uncertainty or weakness could result in pressure on base rent growth for new and renewal leases as businesses seek to manage these challenges and uncertainties.
27
The following table lists information about our consolidated and unconsolidated properties. For further information, see "Item 7, Management's Discussion and Analysis of Financial Condition and Results of Operations" of this Report.
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Amerige Heights Town Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2000 |
|
2000 |
|
$ |
— |
|
|
|
97 |
|
|
100.0% |
|
$ |
34.00 |
|
|
Albertsons, (Target) |
Bloom on Third |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
35% |
|
2018 |
|
1992/ in process |
|
|
150,092 |
|
|
|
73 |
|
|
100.0% |
|
|
60.81 |
|
|
Whole Foods, CVS, Citibank, Dick's |
Brea Marketplace |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
40% |
|
2005 |
|
1987 |
|
|
— |
|
|
|
352 |
|
|
97.6% |
|
|
21.31 |
|
|
24 Hour Fitness, Big 5 Sporting Goods, Childtime Childcare, Old Navy, Sprout's, Target, Smart Parke |
Bridgepark Plaza |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2025 |
|
2021 |
|
|
17,383 |
|
|
|
102 |
|
|
98.7% |
|
|
45.58 |
|
|
Albertsons |
Circle Center West |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2017 |
|
1989 |
|
|
— |
|
|
|
63 |
|
|
100.0% |
|
|
41.16 |
|
|
Marshalls |
Circle Marina Shops & Mrktplc. (fka Circle Marina Center) |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2019 |
|
1994 |
|
|
— |
|
|
|
117 |
|
|
89.1% |
|
|
39.66 |
|
|
Sprouts, Big 5 Sporting Goods, Centinela Feed & Pet Supplies |
Culver Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2017 |
|
2000 |
|
|
— |
|
|
|
217 |
|
|
89.9% |
|
|
35.02 |
|
|
Ralphs, Best Buy, LA Fitness, Sit N' Sleep |
Culver Commons (7) |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2025 |
|
2025 |
|
|
— |
|
|
|
13 |
|
|
65.5% |
|
|
89.35 |
|
|
0 |
El Camino Shopping Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
1999 |
|
2017 |
|
|
— |
|
|
|
136 |
|
|
100.0% |
|
|
45.24 |
|
|
Bristol Farms, CVS |
Granada Village |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
40% |
|
2005 |
|
2012 |
|
|
49,194 |
|
|
|
226 |
|
|
92.9% |
|
|
29.85 |
|
|
Sprout's Markets, PETCO, Homegoods, Burlington, TJ Maxx |
Hasley Canyon Village |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2003 |
|
2003 |
|
|
16,000 |
|
|
|
70 |
|
|
93.0% |
|
|
27.98 |
|
|
Ralphs |
Heritage Plaza |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
1999 |
|
2012 |
|
|
— |
|
|
|
230 |
|
|
100.0% |
|
|
47.72 |
|
|
Ralphs, CVS, Daiso, Mitsuwa Marketplace, Big 5 Sporting Goods |
Mercantile East |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2025 |
|
2023 |
|
|
33,000 |
|
|
|
239 |
|
|
100.0% |
|
|
33.28 |
|
|
Trader Joe's, EOS Fitness, Lucky Strike |
Mercantile West |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2025 |
|
2025 |
|
|
40,600 |
|
|
|
150 |
|
|
100.0% |
|
|
38.04 |
|
|
Stater Brothers |
Morningside Plaza |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
1999 |
|
1996 |
|
|
— |
|
|
|
91 |
|
|
98.8% |
|
|
26.92 |
|
|
Stater Bros. |
Newland Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
1999 |
|
2016 |
|
|
— |
|
|
|
152 |
|
|
100.0% |
|
|
34.32 |
|
|
Albertsons |
Nohl Plaza (6) |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2023 |
|
1966 |
|
|
— |
|
|
|
104 |
|
|
97.2% |
|
|
19.44 |
|
|
Vons |
Plaza Hermosa |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
1999 |
|
2013 |
|
|
— |
|
|
|
95 |
|
|
100.0% |
|
|
32.75 |
|
|
Von's, CVS |
Ralphs Circle Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2017 |
|
1983 |
|
|
— |
|
|
|
60 |
|
|
98.5% |
|
|
33.58 |
|
|
Ralphs |
Rona Plaza |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
1999 |
|
1989 |
|
|
— |
|
|
|
52 |
|
|
100.0% |
|
|
23.12 |
|
|
Superior Super Warehouse |
Seal Beach |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
20% |
|
2002 |
|
1966 |
|
|
— |
|
|
|
102 |
|
|
97.0% |
|
|
29.62 |
|
|
Pavilions, CVS |
Sendero Marketplace |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2025 |
|
2016 |
|
|
44,538 |
|
|
|
82 |
|
|
100.0% |
|
|
49.81 |
|
|
Gelson's |
Talega Village Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2017 |
|
2007 |
|
|
— |
|
|
|
102 |
|
|
95.5% |
|
|
23.72 |
|
|
Ralphs |
Terrace Shops |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2025 |
|
2005 |
|
|
14,007 |
|
|
|
41 |
|
|
100.0% |
|
|
43.40 |
|
|
|
Tustin Legacy |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2016 |
|
2017 |
|
|
— |
|
|
|
112 |
|
|
100.0% |
|
|
37.14 |
|
|
Stater Bros, CVS |
Twin Oaks Shopping Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
40% |
|
2005 |
|
2019 |
|
|
19,000 |
|
|
|
98 |
|
|
100.0% |
|
|
26.18 |
|
|
Ralphs, Ace Hardware |
Valencia Crossroads |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2002 |
|
2003 |
|
|
— |
|
|
|
180 |
|
|
98.6% |
|
|
30.52 |
|
|
Whole Foods, Kohl's |
Village at La Floresta |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2014 |
|
2014 |
|
|
— |
|
|
|
87 |
|
|
93.2% |
|
|
39.00 |
|
|
Whole Foods |
Von's Circle Center |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
2017 |
|
1972 |
|
|
2,633 |
|
|
|
151 |
|
|
95.4% |
|
|
29.14 |
|
|
Von's, Ross Dress for Less, Planet Fitness |
Woodman Van Nuys |
|
Los Angeles-Long Beach-Anaheim |
|
CA |
|
|
|
1999 |
|
1992 |
|
|
— |
|
|
|
108 |
|
|
98.6% |
|
|
18.09 |
|
|
El Super |
Silverado Plaza |
|
Napa |
|
CA |
|
40% |
|
2005 |
|
1974 |
|
|
15,477 |
|
|
|
85 |
|
|
95.7% |
|
|
28.12 |
|
|
Nob Hill, CVS |
Gelson's Westlake Market Plaza |
|
Oxnard-Thousand Oaks-Ventura |
|
CA |
|
|
|
2002 |
|
2016 |
|
|
— |
|
|
|
85 |
|
|
94.7% |
|
|
33.20 |
|
|
Gelson's Markets, John of Italy Salon & Spa |
Oakbrook Plaza |
|
Oxnard-Thousand Oaks-Ventura |
|
CA |
|
|
|
1999 |
|
2017 |
|
|
— |
|
|
|
83 |
|
|
91.3% |
|
|
22.21 |
|
|
Gelson's Markets, (CVS), (Ace Hardware) |
Westlake Village Plaza and Center |
|
Oxnard-Thousand Oaks-Ventura |
|
CA |
|
|
|
1999 |
|
2015 |
|
|
— |
|
|
|
201 |
|
|
98.0% |
|
|
45.47 |
|
|
Von's, Sprouts, (CVS) |
French Valley Village Center |
|
Rvrside-San Bernardino-Ontario |
|
CA |
|
|
|
2004 |
|
2004 |
|
|
— |
|
|
|
114 |
|
|
100.0% |
|
|
29.27 |
|
|
Stater Bros, CVS |
Oak Valley Village (7) |
|
Rvrside-San Bernardino-Ontario |
|
CA |
|
75% |
|
2025 |
|
2025 |
|
|
— |
|
|
|
230 |
|
|
74.3% |
|
|
8.90 |
|
|
Sprouts, Target |
Oakshade Town Center |
|
Sacramento-Roseville-Folsom |
|
CA |
|
|
|
2011 |
|
1998 |
|
|
2,369 |
|
|
|
104 |
|
|
98.3% |
|
|
20.85 |
|
|
Safeway, Sierra, Planet Fitness |
Prairie City Crossing |
|
Sacramento-Roseville-Folsom |
|
CA |
|
|
|
1999 |
|
1999 |
|
|
— |
|
|
|
90 |
|
|
100.0% |
|
|
23.63 |
|
|
Safeway |
Raley's Supermarket |
|
Sacramento-Roseville-Folsom |
|
CA |
|
20% |
|
2007 |
|
1964 |
|
|
— |
|
|
|
63 |
|
|
100.0% |
|
|
15.68 |
|
|
Raley's |
The Marketplace |
|
Sacramento-Roseville-Folsom |
|
CA |
|
|
|
2017 |
|
1990 |
|
|
— |
|
|
|
111 |
|
|
100.0% |
|
|
28.09 |
|
|
Safeway, CVS, Petco |
4S Commons Town Center |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
93% |
|
2004 |
|
2004 |
|
|
— |
|
|
|
265 |
|
|
100.0% |
|
|
34.97 |
|
|
Restoration Hardware Outlet, Ace Hardware, Cost Plus World Market, CVS, Jimbo's…Naturally!, Ralphs, ULTA |
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Balboa Mesa Shopping Center |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
|
|
2012 |
|
2014 |
|
|
— |
|
|
|
207 |
|
|
100.0% |
|
|
31.16 |
|
|
CVS, Kohl's, Von's |
El Norte Pkwy Plaza |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
|
|
1999 |
|
2013 |
|
|
— |
|
|
|
91 |
|
|
97.3% |
|
|
21.14 |
|
|
Von's, Children's Paradise, ACE Hardware |
Friars Mission Center |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
|
|
1999 |
|
1989 |
|
|
— |
|
|
|
147 |
|
|
100.0% |
|
|
42.18 |
|
|
Ralphs, CVS |
Navajo Shopping Center |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
40% |
|
2005 |
|
1964 |
|
|
11,000 |
|
|
|
102 |
|
|
96.4% |
|
|
18.17 |
|
|
Albertsons, O'Reilly Auto Parts, Dollar Tree |
Point Loma Plaza |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
40% |
|
2005 |
|
1987 |
|
|
38,593 |
|
|
|
205 |
|
|
91.4% |
|
|
24.17 |
|
|
Von's, Marshalls, UFC Gym |
Rancho San Diego Village |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
40% |
|
2005 |
|
1981 |
|
|
— |
|
|
|
153 |
|
|
95.2% |
|
|
27.37 |
|
|
Smart & Final, 24 Hour Fitness, (Longs Drug) |
Scripps Ranch Marketplace |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
|
|
2017 |
|
2017 |
|
|
— |
|
|
|
132 |
|
|
100.0% |
|
|
37.28 |
|
|
Vons, CVS |
The Hub Hillcrest Market |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
|
|
2012 |
|
2015 |
|
|
— |
|
|
|
149 |
|
|
91.3% |
|
|
47.12 |
|
|
Ralphs, Trader Joe's |
Twin Peaks |
|
San Diego-Chula Vista-Carlsbad |
|
CA |
|
|
|
1999 |
|
2015 |
|
|
— |
|
|
|
208 |
|
|
98.1% |
|
|
23.41 |
|
|
Target, Grocer |
Bayhill Shopping Center |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
40% |
|
2005 |
|
2019 |
|
|
28,800 |
|
|
|
122 |
|
|
99.2% |
|
|
29.56 |
|
|
CVS, Mollie Stone's Market |
Clayton Valley Shopping Center |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2003 |
|
2004 |
|
|
— |
|
|
|
260 |
|
|
94.5% |
|
|
23.98 |
|
|
Grocery Outlet, Central, CVS, Dollar Tree, Ross Dress For Less |
Diablo Plaza |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
1999 |
|
1982 |
|
|
— |
|
|
|
63 |
|
|
90.8% |
|
|
45.90 |
|
|
Bevmo!, (Safeway), (CVS) |
El Cerrito Plaza |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2000 |
|
2000 |
|
|
— |
|
|
|
256 |
|
|
72.4% |
|
|
34.02 |
|
|
PETCO, Ross Dress For Less, Trader Joe's, Marshalls, (CVS) |
Ellis Village Center (7) |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2025 |
|
2025 |
|
|
— |
|
|
|
49 |
|
|
85.6% |
|
|
39.14 |
|
|
Sprouts |
Encina Grande |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
1999 |
|
2016 |
|
|
— |
|
|
|
106 |
|
|
100.0% |
|
|
37.89 |
|
|
Whole Foods, Walgreens |
Oakley Shops at Laurel Fields (7) |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2024 |
|
2024 |
|
|
— |
|
|
|
78 |
|
|
95.5% |
|
|
32.10 |
|
|
Safeway |
Persimmon Place |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2014 |
|
2014 |
|
|
— |
|
|
|
153 |
|
|
100.0% |
|
|
40.91 |
|
|
Whole Foods, Nordstrom Rack, Homegoods |
Plaza Escuela |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2017 |
|
2002 |
|
|
— |
|
|
|
154 |
|
|
100.0% |
|
|
43.51 |
|
|
The Container Store, Trufusion, Talbots, The Cheesecake Factory, Barnes & Noble |
Pleasant Hill Shopping Center |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
40% |
|
2005 |
|
2016 |
|
|
50,000 |
|
|
|
231 |
|
|
100.0% |
|
|
26.07 |
|
|
Target, Burlington, Ross Dress for Less, Homegoods |
Potrero Center |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2017 |
|
1997 |
|
|
— |
|
|
|
227 |
|
|
70.9% |
|
|
35.01 |
|
|
Safeway, 24 Hour Fitness, Ross Dress for Less, Petco |
Powell Street Plaza |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2001 |
|
1987 |
|
|
— |
|
|
|
170 |
|
|
100.0% |
|
|
38.54 |
|
|
Trader Joe's, Bevmo!, Ross Dress For Less, Marshalls, Old Navy |
San Carlos Marketplace |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2017 |
|
2018 |
|
|
— |
|
|
|
154 |
|
|
87.2% |
|
|
39.93 |
|
|
TJ Maxx, Best Buy, PetSmart, Bassett Furniture |
San Leandro Plaza |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
1999 |
|
1982 |
|
|
— |
|
|
|
50 |
|
|
100.0% |
|
|
40.49 |
|
|
(Safeway), (CVS) |
Serramonte Center |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2017 |
|
2018/In Process |
|
|
— |
|
|
|
1,085 |
|
|
96.4% |
|
|
28.41 |
|
|
Buy Buy Baby, Cost Plus World Market, Crunch Fitness, DAISO, Dave & Buster's, Dick's Sporting Goods, Divano Homes, H&M, Macy's, Nordstrom Rack, Old Navy, Party City, Ross Dress for Less, Target, TJ Maxx, Uniqlo, Jagalchi, Koi Palace |
Tassajara Crossing |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
1999 |
|
1990 |
|
|
— |
|
|
|
146 |
|
|
98.3% |
|
|
27.44 |
|
|
Safeway, CVS, Alamo Hardware |
Willows Shopping Center (6) |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
2017 |
|
in process |
|
|
— |
|
|
|
233 |
|
|
85.2% |
|
|
31.78 |
|
|
REI, Old Navy, Ulta, Five Below, Airport Home Appliance |
Woodside Central |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
|
|
1999 |
|
1993 |
|
|
— |
|
|
|
81 |
|
|
100.0% |
|
|
31.34 |
|
|
Chuck E. Cheese, Marshalls, (Target) |
Ygnacio Plaza |
|
San Francisco-Oakland-Berkeley |
|
CA |
|
40% |
|
2005 |
|
1968 |
|
|
25,850 |
|
|
|
110 |
|
|
100.0% |
|
|
42.25 |
|
|
Sports Basement,TJ Maxx |
Blossom Valley |
|
San Jose-Sunnyvale-Santa Clara |
|
CA |
|
|
|
1999 |
|
1992 |
|
|
22,300 |
|
|
|
98 |
|
|
100.0% |
|
|
28.59 |
|
|
Safeway, Dollar Tree |
Mariposa Shopping Center |
|
San Jose-Sunnyvale-Santa Clara |
|
CA |
|
40% |
|
2005 |
|
2020 |
|
|
26,950 |
|
|
|
127 |
|
|
97.7% |
|
|
23.88 |
|
|
Safeway, CVS, Ross Dress for Less |
Shoppes at Homestead |
|
San Jose-Sunnyvale-Santa Clara |
|
CA |
|
|
|
1999 |
|
1983 |
|
|
— |
|
|
|
116 |
|
|
98.2% |
|
|
28.14 |
|
|
CVS, Crunch Fitness, (Orchard Supply Hardware) |
Snell & Branham Plaza |
|
San Jose-Sunnyvale-Santa Clara |
|
CA |
|
40% |
|
2005 |
|
1988 |
|
|
19,048 |
|
|
|
99 |
|
|
98.6% |
|
|
22.60 |
|
|
Safeway |
The Pruneyard |
|
San Jose-Sunnyvale-Santa Clara |
|
CA |
|
|
|
2019 |
|
2014 |
|
|
— |
|
|
|
260 |
|
|
94.6% |
|
|
44.95 |
|
|
Trader Joe's, The Sports Basement, Camera Cinemas, Marshalls |
West Park Plaza |
|
San Jose-Sunnyvale-Santa Clara |
|
CA |
|
|
|
1999 |
|
1996 |
|
|
— |
|
|
|
88 |
|
|
100.0% |
|
|
23.64 |
|
|
Safeway, Crunch Fitness |
Golden Hills Plaza |
|
San Luis Obispo-Paso Robles |
|
CA |
|
|
|
2006 |
|
2017 |
|
|
— |
|
|
|
256 |
|
|
88.4% |
|
|
8.47 |
|
|
Lowe's, TJ Maxx, Trader Joe's |
Five Points Shopping Center |
|
Santa Maria-Santa Barbara |
|
CA |
|
40% |
|
2005 |
|
2014 |
|
|
— |
|
|
|
145 |
|
|
97.6% |
|
|
32.98 |
|
|
Smart & Final, CVS, Ross Dress for Less, Big 5 Sporting Goods, PETCO |
Corral Hollow |
|
Stockton |
|
CA |
|
|
|
2000 |
|
2000 |
|
|
— |
|
|
|
153 |
|
|
100.0% |
|
|
19.47 |
|
|
Safeway, CVS, Crunch Fitness |
Alcove On Arapahoe |
|
Boulder |
|
CO |
|
40% |
|
2005 |
|
1957/2019 |
|
|
26,390 |
|
|
|
160 |
|
|
93.6% |
|
|
21.22 |
|
|
Petco, HomeGoods, Safeway, Ulta Salon, DSW |
Crossroads Commons |
|
Boulder |
|
CO |
|
20% |
|
2001 |
|
1986 |
|
|
34,500 |
|
|
|
143 |
|
|
90.3% |
|
|
31.47 |
|
|
Whole Foods, Barnes & Noble |
29
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Crossroads Commons II |
|
Boulder |
|
CO |
|
20% |
|
2018 |
|
1995 |
|
|
5,500 |
|
|
|
18 |
|
|
100.0% |
|
|
43.55 |
|
|
(Whole Foods), (Barnes & Noble) |
Falcon Marketplace |
|
Colorado Springs |
|
CO |
|
|
|
2005 |
|
2005 |
|
|
— |
|
|
|
22 |
|
|
100.0% |
|
|
29.88 |
|
|
(Wal-Mart) |
Marketplace at Briargate |
|
Colorado Springs |
|
CO |
|
|
|
2006 |
|
2006 |
|
|
— |
|
|
|
29 |
|
|
100.0% |
|
|
38.59 |
|
|
(King Soopers) |
Monument Jackson Creek |
|
Colorado Springs |
|
CO |
|
|
|
1998 |
|
1999 |
|
|
— |
|
|
|
85 |
|
|
98.4% |
|
|
13.75 |
|
|
King Soopers |
Woodmen Plaza |
|
Colorado Springs |
|
CO |
|
|
|
1998 |
|
1998 |
|
|
— |
|
|
|
116 |
|
|
97.6% |
|
|
14.64 |
|
|
King Soopers |
Applewood Shopping Ctr |
|
Denver-Aurora-Lakewood |
|
CO |
|
40% |
|
2005 |
|
2017/2020 |
|
|
— |
|
|
|
366 |
|
|
94.4% |
|
|
16.89 |
|
|
Applejack Liquors, Hobby Lobby, Homegoods, King Soopers, PetSmart, Sierra Trading Post, Ulta, Three Little Mingos, Crunch Fitness |
Belleview Square |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
2004 |
|
2013 |
|
|
— |
|
|
|
117 |
|
|
100.0% |
|
|
23.82 |
|
|
King Soopers |
Boulevard Center |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
1999 |
|
1986 |
|
|
— |
|
|
|
81 |
|
|
94.5% |
|
|
33.91 |
|
|
Eye Care Specialists, (Safeway) |
Buckley Square |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
1999 |
|
1978 |
|
|
— |
|
|
|
116 |
|
|
98.9% |
|
|
13.32 |
|
|
Ace Hardware, King Soopers |
Cherrywood Square Shop Ctr |
|
Denver-Aurora-Lakewood |
|
CO |
|
40% |
|
2005 |
|
1978 |
|
|
9,650 |
|
|
|
97 |
|
|
97.5% |
|
|
13.07 |
|
|
King Soopers |
Hilltop Village |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
2002 |
|
2018 |
|
|
— |
|
|
|
101 |
|
|
98.7% |
|
|
14.14 |
|
|
King Soopers |
Littleton Square |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
1999 |
|
2015 |
|
|
— |
|
|
|
99 |
|
|
97.5% |
|
|
12.73 |
|
|
King Soopers |
Lloyd King Center |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
1998 |
|
1998 |
|
|
— |
|
|
|
83 |
|
|
100.0% |
|
|
13.00 |
|
|
King Soopers |
Lone Tree Village (7) |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
2025 |
|
2025 |
|
|
— |
|
|
|
158 |
|
|
81.2% |
|
|
7.38 |
|
|
King Soopers |
Shops at Quail Creek |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
2008 |
|
2008 |
|
|
— |
|
|
|
38 |
|
|
85.0% |
|
|
31.31 |
|
|
(King Soopers) |
Stroh Ranch |
|
Denver-Aurora-Lakewood |
|
CO |
|
|
|
1998 |
|
1998 |
|
|
— |
|
|
|
93 |
|
|
100.0% |
|
|
15.28 |
|
|
King Soopers |
Centerplace of Greeley III |
|
Greeley |
|
CO |
|
|
|
2007 |
|
2007 |
|
|
— |
|
|
|
119 |
|
|
100.0% |
|
|
13.32 |
|
|
Hobby Lobby, Best Buy, TJ Maxx |
22 Crescent Road |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
1984 |
|
|
— |
|
|
|
4 |
|
|
100.0% |
|
|
69.00 |
|
|
- |
470 Main Street |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1972 |
|
|
— |
|
|
|
22 |
|
|
91.6% |
|
|
32.85 |
|
|
- |
91 Danbury Road |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
1965 |
|
|
— |
|
|
|
5 |
|
|
100.0% |
|
|
31.26 |
|
|
0 |
970 High Ridge Center |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1960 |
|
|
— |
|
|
|
26 |
|
|
94.0% |
|
|
37.60 |
|
|
BevMax |
Airport Plaza |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1974 |
|
|
— |
|
|
|
33 |
|
|
100.0% |
|
|
31.56 |
|
|
- |
Bethel Hub Center |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1957 |
|
|
— |
|
|
|
31 |
|
|
85.3% |
|
|
18.32 |
|
|
La Placita Bethel Market |
Black Rock |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
80% |
|
2014 |
|
1996 |
|
|
14,939 |
|
|
|
98 |
|
|
94.0% |
|
|
33.29 |
|
|
Old Navy, The Clubhouse |
Brick Walk (6) |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
80% |
|
2014 |
|
2007 |
|
|
30,234 |
|
|
|
122 |
|
|
97.3% |
|
|
47.81 |
|
|
- |
Compo Acres Shopping Center |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
2011 |
|
|
— |
|
|
|
43 |
|
|
95.9% |
|
|
58.23 |
|
|
Trader Joe's |
Compo Shopping Center |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2024 |
|
1953 |
|
|
— |
|
|
|
71 |
|
|
97.4% |
|
|
57.76 |
|
|
CVS |
Copps Hill Plaza |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
2002 |
|
|
— |
|
|
|
173 |
|
|
88.1% |
|
|
22.65 |
|
|
Stop & Shop, Homegoods, Marshalls, Rite Aid, Michael's |
Cos Cob Commons |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1986 |
|
|
— |
|
|
|
48 |
|
|
91.3% |
|
|
54.05 |
|
|
CVS |
Cos Cob Plaza |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1947 |
|
|
3,577 |
|
|
|
15 |
|
|
92.2% |
|
|
60.19 |
|
|
- |
Danbury Green |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
2006 |
|
|
— |
|
|
|
124 |
|
|
89.1% |
|
|
27.72 |
|
|
Trader Joe's, Hilton Garden Inn, DSW, Staples, Warehouse Wines & Liquors |
Danbury Square |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1987 |
|
|
— |
|
|
|
194 |
|
|
98.9% |
|
|
12.03 |
|
|
Ocean State Job Lot, Planet Fitness, Elicit Brewing Company, Hobby Lobby |
Darinor Plaza (6) |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
1978 |
|
|
— |
|
|
|
154 |
|
|
100.0% |
|
|
20.69 |
|
|
Kohl's, Old Navy, Ulta |
Fairfield Center (6) |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
80% |
|
2014 |
|
2000 |
|
|
— |
|
|
|
95 |
|
|
98.4% |
|
|
40.40 |
|
|
Fairfield University Bookstore, Merril Lynch, Merrit Hospitality |
Fairfield Crossroads |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1995 |
|
|
— |
|
|
|
62 |
|
|
100.0% |
|
|
25.28 |
|
|
Marshalls, DSW |
Greenwich Commons |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1961 |
|
|
4,461 |
|
|
|
10 |
|
|
100.0% |
|
|
93.92 |
|
|
- |
High Ridge Center |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
100% |
|
2023 |
|
1968 |
|
|
10,000 |
|
|
|
93 |
|
|
100.0% |
|
|
51.74 |
|
|
Trader Joe's, Barnes & Noble |
Knotts Landing |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1994 |
|
|
— |
|
|
|
6 |
|
|
100.0% |
|
|
77.89 |
|
|
- |
Main & Bailey |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1950 |
|
|
— |
|
|
|
60 |
|
|
82.0% |
|
|
28.70 |
|
|
- |
Newfield Green |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1966 |
|
|
18,175 |
|
|
|
74 |
|
|
100.0% |
|
|
42.02 |
|
|
Grade A Market, CVS |
Old Greenwich CVS |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
100% |
|
2023 |
|
1941 |
|
|
799 |
|
|
|
8 |
|
|
100.0% |
|
|
45.00 |
|
|
- |
Old Kings Market |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1955 |
|
|
22,111 |
|
|
|
96 |
|
|
98.8% |
|
|
43.08 |
|
|
Stop & Shop |
Post Road Plaza |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
1978 |
|
|
— |
|
|
|
20 |
|
|
100.0% |
|
|
60.80 |
|
|
Trader Joe's |
Ridgeway Shopping Center |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1952 |
|
|
40,688 |
|
|
|
359 |
|
|
97.0% |
|
|
31.18 |
|
|
Stop & Shop, LA Fitness, Marshalls, Michael's, Staples, Old Navy, ULTA, DSW |
30
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Shelton Square |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1982 |
|
|
— |
|
|
|
189 |
|
|
98.4% |
|
|
20.18 |
|
|
Stop & Shop, Homegoods, Hawley Lane, Edge Fitness |
Station Centre @ Old Greenwich |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1952 |
|
|
— |
|
|
|
39 |
|
|
96.6% |
|
|
37.52 |
|
|
Kings Food Markets |
The Dock-Dockside |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1974 |
|
|
32,125 |
|
|
|
278 |
|
|
98.9% |
|
|
19.73 |
|
|
Stop & Shop, BJ's Whole Sale, Edge Fitness, West Marine, Petco, Dollar Tree, Osaka Hibachi |
The Hub at Norwalk |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
2003 |
|
|
— |
|
|
|
146 |
|
|
100.0% |
|
|
23.66 |
|
|
HomeGoods, Target |
Westport Collection |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2023 |
|
1958 |
|
|
— |
|
|
|
40 |
|
|
51.3% |
|
|
27.48 |
|
|
BevMax |
Westport Row |
|
Bridgeport-Stamford-Norwalk |
|
CT |
|
|
|
2017 |
|
1988 |
|
|
— |
|
|
|
95 |
|
|
100.0% |
|
|
46.19 |
|
|
The Fresh Market, Pottery Barn |
Brookside Plaza |
|
Hartford-E Hartford-Middletown |
|
CT |
|
|
|
2017 |
|
2006 |
|
|
— |
|
|
|
226 |
|
|
96.5% |
|
|
16.69 |
|
|
Burlington Coat Factory, PetSmart, ShopRite, Staples, TJ Maxx, LL Bean |
Corbin's Corner |
|
Hartford-E Hartford-Middletown |
|
CT |
|
40% |
|
2005 |
|
2015 |
|
|
53,000 |
|
|
|
195 |
|
|
100.0% |
|
|
33.00 |
|
|
Best Buy, Edge Fitness, Old Navy, The Tile Shop, Total Wine and More, Trader Joe's |
Aldi Square |
|
New Haven-Milford |
|
CT |
|
|
|
2023 |
|
2014 |
|
|
— |
|
|
|
38 |
|
|
88.9% |
|
|
16.87 |
|
|
Aldi |
Orange Meadows |
|
New Haven-Milford |
|
CT |
|
|
|
2023 |
|
1990 |
|
|
— |
|
|
|
84 |
|
|
100.0% |
|
|
25.65 |
|
|
Trader Joe's, TJMaxx, Bob's Discount Furniture, Ulta |
Southbury Green |
|
New Haven-Milford |
|
CT |
|
|
|
2017 |
|
2002 |
|
|
— |
|
|
|
156 |
|
|
91.4% |
|
|
24.50 |
|
|
ShopRite, Homegoods |
The Shops at Stone Bridge |
|
New Haven-Milford |
|
CT |
|
|
|
2024 |
|
2025 |
|
|
— |
|
|
|
156 |
|
|
97.0% |
|
|
31.65 |
|
|
Whole Foods, TJ Maxx, Barnes & Noble |
New Milford Plaza |
|
Torrington |
|
CT |
|
|
|
2023 |
|
1970 |
|
|
— |
|
|
|
235 |
|
|
93.3% |
|
|
10.53 |
|
|
Walmart, Stop & Shop, Dollar Tree |
Sunny Valley Shops |
|
Torrington |
|
CT |
|
|
|
2023 |
|
2003 |
|
|
— |
|
|
|
72 |
|
|
93.3% |
|
|
12.74 |
|
|
Staples, Planet Fitness |
Veterans Plaza |
|
Torrington |
|
CT |
|
|
|
2023 |
|
1966 |
|
|
— |
|
|
|
80 |
|
|
100.0% |
|
|
12.94 |
|
|
Big Y World Class Market, BevMax |
Shops at The Columbia |
|
Washington-Arlington-Alexandri |
|
DC |
|
|
|
2006 |
|
1991 |
|
|
— |
|
|
|
23 |
|
|
100.0% |
|
|
40.55 |
|
|
Trader Joe's |
Spring Valley Shopping Center |
|
Washington-Arlington-Alexandri |
|
DC |
|
40% |
|
2005 |
|
1930 |
|
|
12,897 |
|
|
|
17 |
|
|
100.0% |
|
|
100.25 |
|
|
- |
Pike Creek |
|
Philadelphia-Camden-Wilmington |
|
DE |
|
|
|
1998 |
|
2013 |
|
|
— |
|
|
|
233 |
|
|
93.3% |
|
|
18.72 |
|
|
Acme Markets, Edge Fitness, Pike Creek Community Hardware |
Shoppes of Graylyn |
|
Philadelphia-Camden-Wilmington |
|
DE |
|
40% |
|
2005 |
|
1971 |
|
|
— |
|
|
|
64 |
|
|
94.6% |
|
|
28.62 |
|
|
Lidl |
Corkscrew Village |
|
Cape Coral-Fort Myers |
|
FL |
|
|
|
2007 |
|
1997 |
|
|
— |
|
|
|
82 |
|
|
96.1% |
|
|
16.21 |
|
|
Publix |
Shoppes of Grande Oak |
|
Cape Coral-Fort Myers |
|
FL |
|
|
|
2000 |
|
2000 |
|
|
— |
|
|
|
79 |
|
|
100.0% |
|
|
19.14 |
|
|
Publix |
Millhopper Shopping Center |
|
Gainesville |
|
FL |
|
|
|
1993 |
|
2017 |
|
|
— |
|
|
|
80 |
|
|
97.7% |
|
|
19.80 |
|
|
Publix |
Newberry Square |
|
Gainesville |
|
FL |
|
|
|
1994 |
|
1986 |
|
|
— |
|
|
|
181 |
|
|
95.2% |
|
|
11.21 |
|
|
Publix, Floor & Décor, Dollar Tree |
Anastasia Plaza |
|
Jacksonville |
|
FL |
|
|
|
1993 |
|
in-process |
|
|
— |
|
|
|
103 |
|
|
97.7% |
|
|
27.16 |
|
|
Publix |
Atlantic Village |
|
Jacksonville |
|
FL |
|
|
|
2017 |
|
2014 |
|
|
— |
|
|
|
110 |
|
|
100.0% |
|
|
20.11 |
|
|
LA Fitness, Pet Supplies Plus |
Brooklyn Station on Riverside |
|
Jacksonville |
|
FL |
|
|
|
2013 |
|
2013 |
|
|
— |
|
|
|
50 |
|
|
97.6% |
|
|
30.53 |
|
|
The Fresh Market |
Courtyard Shopping Center |
|
Jacksonville |
|
FL |
|
|
|
1993 |
|
1987 |
|
|
— |
|
|
|
137 |
|
|
100.0% |
|
|
3.68 |
|
|
Target, (Publix) |
East San Marco |
|
Jacksonville |
|
FL |
|
|
|
2007 |
|
2022 |
|
|
— |
|
|
|
59 |
|
|
100.0% |
|
|
28.74 |
|
|
Publix |
Fleming Island |
|
Jacksonville |
|
FL |
|
|
|
1998 |
|
2000 |
|
|
— |
|
|
|
136 |
|
|
98.5% |
|
|
18.56 |
|
|
Publix, PETCO, Planet Fitness, (Target) |
Hibernia Pavilion |
|
Jacksonville |
|
FL |
|
|
|
2006 |
|
2006 |
|
|
— |
|
|
|
51 |
|
|
100.0% |
|
|
16.95 |
|
|
Publix |
John's Creek Center |
|
Jacksonville |
|
FL |
|
20% |
|
2003 |
|
2004 |
|
|
12,000 |
|
|
|
82 |
|
|
100.0% |
|
|
17.77 |
|
|
Publix |
Julington Village |
|
Jacksonville |
|
FL |
|
20% |
|
1999 |
|
1999 |
|
|
10,000 |
|
|
|
82 |
|
|
100.0% |
|
|
18.47 |
|
|
Publix, (CVS) |
Mandarin Landing |
|
Jacksonville |
|
FL |
|
|
|
2017 |
|
2024 |
|
|
— |
|
|
|
140 |
|
|
100.0% |
|
|
23.17 |
|
|
Whole Foods, Aveda Institute, Baptist Health, Cooper's Hawk |
Nocatee Town Center |
|
Jacksonville |
|
FL |
|
|
|
2007 |
|
2017 |
|
|
— |
|
|
|
114 |
|
|
100.0% |
|
|
24.58 |
|
|
Publix |
Oakleaf Commons |
|
Jacksonville |
|
FL |
|
|
|
2006 |
|
2006 |
|
|
— |
|
|
|
77 |
|
|
100.0% |
|
|
18.12 |
|
|
Publix |
Old St Augustine Plaza |
|
Jacksonville |
|
FL |
|
|
|
1996 |
|
2017/2020 |
|
|
— |
|
|
|
248 |
|
|
100.0% |
|
|
11.77 |
|
|
Publix, Burlington Coat Factory, Hobby Lobby, LA Fitness, Ross Dress for Less |
Pablo Plaza |
|
Jacksonville |
|
FL |
|
|
|
2017 |
|
2020 |
|
|
— |
|
|
|
162 |
|
|
100.0% |
|
|
19.69 |
|
|
Whole Foods, Office Depot, Marshalls, HomeGoods, PetSmart |
Pine Tree Plaza |
|
Jacksonville |
|
FL |
|
|
|
1997 |
|
1999 |
|
|
— |
|
|
|
63 |
|
|
100.0% |
|
|
16.20 |
|
|
Publix |
Seminole Shoppes |
|
Jacksonville |
|
FL |
|
50% |
|
2009 |
|
2018 |
|
|
7,500 |
|
|
|
87 |
|
|
98.6% |
|
|
25.83 |
|
|
Publix |
Shoppes at Bartram Park |
|
Jacksonville |
|
FL |
|
50% |
|
2005 |
|
2017 |
|
|
— |
|
|
|
135 |
|
|
97.8% |
|
|
23.92 |
|
|
Publix, (Kohl's), (Tutor Time) |
Shops at John's Creek |
|
Jacksonville |
|
FL |
|
|
|
2003 |
|
2004 |
|
|
— |
|
|
|
15 |
|
|
100.0% |
|
|
29.78 |
|
|
- |
South Beach Regional |
|
Jacksonville |
|
FL |
|
|
|
2017 |
|
1990 |
|
|
— |
|
|
|
305 |
|
|
99.2% |
|
|
19.47 |
|
|
Trader Joe's, Home Depot, Ross Dress for Less, Staples, Nordstrom Rack, TJ Maxx |
31
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Starke (6) |
|
Jacksonville |
|
FL |
|
|
|
2000 |
|
2000 |
|
|
— |
|
|
|
13 |
|
|
0.0% |
|
|
- |
|
|
- |
The Village at Seven Pines (7) |
|
Jacksonville |
|
FL |
|
|
|
2025 |
|
2025 |
|
|
— |
|
|
|
239 |
|
|
57.5% |
|
|
29.54 |
|
|
Publix, West Elm |
Avenida Biscayne |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
in-process |
|
|
— |
|
|
|
142 |
|
|
100.0% |
|
|
61.08 |
|
|
DSW, Jewelry Exchange, Old Navy, The Fresh Market |
Aventura Shopping Center |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
1994 |
|
2017 |
|
|
— |
|
|
|
97 |
|
|
100.0% |
|
|
40.62 |
|
|
CVS, Publix |
Banco Popular Building |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1971 |
|
|
— |
|
|
|
5 |
|
|
100.0% |
|
|
92.31 |
|
|
- |
Bird 107 Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1990 |
|
|
— |
|
|
|
40 |
|
|
100.0% |
|
|
24.73 |
|
|
Walgreens |
Bird Ludlam |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1998 |
|
|
— |
|
|
|
192 |
|
|
96.9% |
|
|
27.92 |
|
|
CVS, Goodwill, Winn-Dixie |
Boca Village Square |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2014 |
|
|
— |
|
|
|
92 |
|
|
100.0% |
|
|
24.64 |
|
|
CVS, Publix |
Boynton Lakes Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
1997 |
|
2012 |
|
|
— |
|
|
|
110 |
|
|
95.9% |
|
|
18.01 |
|
|
Citi Trends, Pet Supermarket, Publix |
Boynton Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2015 |
|
|
— |
|
|
|
105 |
|
|
99.1% |
|
|
22.43 |
|
|
CVS, Publix |
Caligo Crossing |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2007 |
|
2007 |
|
|
— |
|
|
|
15 |
|
|
100.0% |
|
|
45.82 |
|
|
(Kohl's) |
Chasewood Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
1993 |
|
2015 |
|
|
— |
|
|
|
152 |
|
|
97.0% |
|
|
30.17 |
|
|
Publix, Pet Smart |
Concord Shopping Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1993 |
|
|
— |
|
|
|
309 |
|
|
100.0% |
|
|
15.47 |
|
|
Big Lots, Dollar Tree, Home Depot, Winn-Dixie, YouFit Health Club |
Coral Reef Shopping Center |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1990 |
|
|
— |
|
|
|
75 |
|
|
98.7% |
|
|
35.07 |
|
|
Aldi, Walgreens |
Country Walk Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2008 |
|
|
— |
|
|
|
101 |
|
|
99.7% |
|
|
28.62 |
|
|
Publix, CVS |
Countryside Shops |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1991/2018 |
|
|
— |
|
|
|
186 |
|
|
97.9% |
|
|
24.40 |
|
|
Publix, Ross Dress for Less, Painted Tree Boutique |
Fountain Square |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2013 |
|
2013 |
|
|
— |
|
|
|
177 |
|
|
100.0% |
|
|
30.91 |
|
|
Publix, Ross Dress for Less, TJ Maxx, Ulta, (Target) |
Gardens Square |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
1997 |
|
1991 |
|
|
— |
|
|
|
90 |
|
|
96.1% |
|
|
19.85 |
|
|
Publix |
Greenwood Shopping Centre |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1994 |
|
|
— |
|
|
|
133 |
|
|
97.4% |
|
|
18.40 |
|
|
Publix, Bealls |
Pine Island |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1999 |
|
|
— |
|
|
|
255 |
|
|
91.4% |
|
|
17.67 |
|
|
Publix, YouFit Health Club, Floor and Décor, Advanced Veterinary Care Center |
Pine Ridge Square |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2013 |
|
|
— |
|
|
|
118 |
|
|
97.6% |
|
|
22.90 |
|
|
The Fresh Market, Marshalls, Ulta, Nordstrom Rack |
Pinecrest Place (6) |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2017 |
|
|
— |
|
|
|
70 |
|
|
98.3% |
|
|
44.57 |
|
|
Whole Foods, (Target) |
Point Royale Shopping Center |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2018 |
|
|
— |
|
|
|
202 |
|
|
99.0% |
|
|
17.45 |
|
|
Winn-Dixie, Burlington Coat Factory, Pasteur Medical Center, Planet Fitness, Dollar Tree |
Prosperity Centre |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1993 |
|
|
— |
|
|
|
124 |
|
|
98.8% |
|
|
26.64 |
|
|
Plum Market, TJ Maxx, CVS |
Sawgrass Promenade |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1998 |
|
|
— |
|
|
|
107 |
|
|
89.9% |
|
|
15.70 |
|
|
Publix, Walgreens, Dollar Tree |
Sheridan Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1991/2022 |
|
|
— |
|
|
|
507 |
|
|
93.8% |
|
|
21.41 |
|
|
Publix, Kohl's, LA Fitness, Ross Dress for Less, Pet Supplies Plus, Burlington, Marshalls |
Shoppes @ 104 |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
1998 |
|
2018 |
|
|
— |
|
|
|
127 |
|
|
100.0% |
|
|
23.33 |
|
|
Fresco y Mas, CVS |
Shoppes at Lago Mar |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1995 |
|
|
— |
|
|
|
83 |
|
|
94.3% |
|
|
17.53 |
|
|
Publix, YouFit Health Club |
Shoppes of Jonathan's Landing |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1997 |
|
|
— |
|
|
|
27 |
|
|
100.0% |
|
|
33.94 |
|
|
(Publix) |
Shoppes of Oakbrook |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2003 |
|
|
— |
|
|
|
183 |
|
|
59.8% |
|
|
22.21 |
|
|
Publix, Duffy's Sports Bar, CVS |
Shoppes of Silver Lakes |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
1997 |
|
|
— |
|
|
|
127 |
|
|
99.2% |
|
|
22.70 |
|
|
Publix, Goodwill |
Shoppes of Sunset |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2009 |
|
|
— |
|
|
|
22 |
|
|
81.9% |
|
|
30.22 |
|
|
- |
Shoppes of Sunset II |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2009 |
|
|
— |
|
|
|
28 |
|
|
100.0% |
|
|
26.16 |
|
|
- |
Shops at Skylake |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2006 |
|
|
— |
|
|
|
287 |
|
|
98.2% |
|
|
27.04 |
|
|
Publix, LA Fitness, TJ Maxx, Goodwill, Pasteur Medical |
University Commons (6) |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2015 |
|
2001 |
|
|
— |
|
|
|
180 |
|
|
100.0% |
|
|
35.87 |
|
|
Whole Foods, Nordstrom Rack, Barnes & Noble, Bed Bath & Beyond |
Waterstone Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2005 |
|
|
— |
|
|
|
61 |
|
|
100.0% |
|
|
19.24 |
|
|
Publix |
Welleby Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
1996 |
|
1982 |
|
|
— |
|
|
|
110 |
|
|
96.8% |
|
|
16.38 |
|
|
Publix, Dollar Tree |
Wellington Town Square |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
1996 |
|
2022 |
|
|
— |
|
|
|
108 |
|
|
97.0% |
|
|
26.33 |
|
|
Publix, CVS |
West Bird Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2000/2021 |
|
|
— |
|
|
|
99 |
|
|
98.2% |
|
|
28.26 |
|
|
Publix |
West Lake Shopping Center |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2000 |
|
|
— |
|
|
|
101 |
|
|
100.0% |
|
|
24.23 |
|
|
Fresco y Mas, CVS |
Westport Plaza |
|
Miami-Ft Lauderdale-PompanoBch |
|
FL |
|
|
|
2017 |
|
2002 |
|
|
— |
|
|
|
47 |
|
|
100.0% |
|
|
24.07 |
|
|
Publix |
Berkshire Commons |
|
Naples-Marco Island |
|
FL |
|
|
|
1994 |
|
1992 |
|
|
— |
|
|
|
110 |
|
|
98.9% |
|
|
16.59 |
|
|
Publix, Walgreens |
Naples Walk |
|
Naples-Marco Island |
|
FL |
|
|
|
2007 |
|
1999 |
|
|
— |
|
|
|
125 |
|
|
95.8% |
|
|
19.69 |
|
|
Publix |
32
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Pavilion |
|
Naples-Marco Island |
|
FL |
|
|
|
2017 |
|
2011 |
|
|
— |
|
|
|
168 |
|
|
96.2% |
|
|
25.28 |
|
|
LA Fitness, Paragon Theaters, J. Lee Salon Suites |
Shoppes of Pebblebrook Plaza |
|
Naples-Marco Island |
|
FL |
|
50% |
|
2000 |
|
2000 |
|
|
— |
|
|
|
80 |
|
|
100.0% |
|
|
17.98 |
|
|
Publix, (Walgreens) |
Alafaya Village |
|
Orlando-Kissimmee-Sanford |
|
FL |
|
|
|
2017 |
|
1986 |
|
|
— |
|
|
|
39 |
|
|
100.0% |
|
|
27.82 |
|
|
- |
Kirkman Shoppes |
|
Orlando-Kissimmee-Sanford |
|
FL |
|
|
|
2017 |
|
2015 |
|
|
— |
|
|
|
115 |
|
|
97.6% |
|
|
27.87 |
|
|
LA Fitness, Walgreens |
Lake Mary Centre |
|
Orlando-Kissimmee-Sanford |
|
FL |
|
|
|
2017 |
|
2015 |
|
|
— |
|
|
|
356 |
|
|
96.0% |
|
|
19.40 |
|
|
The Fresh Market, Academy Sports, Hobby Lobby, LA Fitness, Ross Dress for Less, Office Depot |
Plaza Venezia |
|
Orlando-Kissimmee-Sanford |
|
FL |
|
20% |
|
2016 |
|
2000 |
|
|
55,000 |
|
|
|
203 |
|
|
99.5% |
|
|
36.07 |
|
|
Publix, Eddie V's |
Town and Country |
|
Orlando-Kissimmee-Sanford |
|
FL |
|
|
|
2017 |
|
1993 |
|
|
— |
|
|
|
78 |
|
|
100.0% |
|
|
12.20 |
|
|
Ross Dress for Less |
Unigold Shopping Center |
|
Orlando-Kissimmee-Sanford |
|
FL |
|
|
|
2017 |
|
1987 |
|
|
— |
|
|
|
115 |
|
|
91.2% |
|
|
16.35 |
|
|
YouFit Health Club, Ross Dress for Less |
Willa Springs |
|
Orlando-Kissimmee-Sanford |
|
FL |
|
|
|
2000 |
|
1979 |
|
|
16,700 |
|
|
|
90 |
|
|
100.0% |
|
|
25.90 |
|
|
Publix |
Cashmere Corners |
|
Port St. Lucie |
|
FL |
|
|
|
2017 |
|
2016 |
|
|
— |
|
|
|
86 |
|
|
100.0% |
|
|
17.91 |
|
|
WalMart |
The Plaza at St. Lucie West |
|
Port St. Lucie |
|
FL |
|
|
|
2017 |
|
2006 |
|
|
— |
|
|
|
27 |
|
|
100.0% |
|
|
28.25 |
|
|
- |
Charlotte Square |
|
Punta Gorda |
|
FL |
|
|
|
2017 |
|
1980 |
|
|
— |
|
|
|
91 |
|
|
91.1% |
|
|
12.24 |
|
|
WalMart, Buffet City |
Ryanwood Square |
|
Sebastian-Vero Beach |
|
FL |
|
|
|
2017 |
|
1987 |
|
|
— |
|
|
|
115 |
|
|
91.1% |
|
|
12.73 |
|
|
Publix, Beall's, Harbor Freight Tools |
South Point |
|
Sebastian-Vero Beach |
|
FL |
|
|
|
2017 |
|
2003 |
|
|
— |
|
|
|
72 |
|
|
100.0% |
|
|
16.70 |
|
|
Publix |
Treasure Coast Plaza |
|
Sebastian-Vero Beach |
|
FL |
|
|
|
2017 |
|
1983 |
|
|
— |
|
|
|
134 |
|
|
100.0% |
|
|
19.92 |
|
|
Publix, TJ Maxx |
Carriage Gate |
|
Tallahassee |
|
FL |
|
|
|
1994 |
|
2013 |
|
|
— |
|
|
|
73 |
|
|
100.0% |
|
|
26.56 |
|
|
Trader Joe's, TJ Maxx |
Ocala Corners (6) |
|
Tallahassee |
|
FL |
|
|
|
2000 |
|
2000 |
|
|
— |
|
|
|
93 |
|
|
96.0% |
|
|
15.02 |
|
|
Publix |
Bloomingdale Square |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
1998 |
|
2021 |
|
|
— |
|
|
|
252 |
|
|
99.5% |
|
|
21.69 |
|
|
Bealls, Dollar Tree, Home Centric, LA Fitness, Publix |
Northgate Square |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
2007 |
|
1995 |
|
|
— |
|
|
|
75 |
|
|
100.0% |
|
|
17.72 |
|
|
Publix |
Regency Square |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
1993 |
|
2013 |
|
|
— |
|
|
|
362 |
|
|
98.3% |
|
|
21.83 |
|
|
AMC Theater, Dollar Tree, Five Below, Marshalls, Michael's, PETCO, Shoe Carnival, TJ Maxx, Ulta, Old Navy, (Best Buy), (Macdill) |
Shoppes at Sunlake Centre |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
2017 |
|
2008 |
|
|
— |
|
|
|
117 |
|
|
100.0% |
|
|
28.12 |
|
|
Publix |
Suncoast Crossing (6) |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
2007 |
|
2007 |
|
|
— |
|
|
|
122 |
|
|
100.0% |
|
|
7.77 |
|
|
Kohl's, (Target) |
The Village at Hunter's Lake |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
2018 |
|
2018 |
|
|
— |
|
|
|
72 |
|
|
100.0% |
|
|
29.96 |
|
|
Sprouts |
Town Square |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
1997 |
|
1999 |
|
|
— |
|
|
|
44 |
|
|
100.0% |
|
|
36.71 |
|
|
PETCO, Barnes & Noble |
Village Center |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
1995 |
|
2014 |
|
|
— |
|
|
|
186 |
|
|
100.0% |
|
|
23.98 |
|
|
Publix, PGA Tour Superstore, Walgreens |
Westchase |
|
Tampa-St Petersburg-Clearwater |
|
FL |
|
|
|
2007 |
|
1998 |
|
|
— |
|
|
|
79 |
|
|
100.0% |
|
|
18.64 |
|
|
Publix |
Ashford Place |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1993 |
|
|
— |
|
|
|
53 |
|
|
100.0% |
|
|
26.85 |
|
|
Harbor Freight Tools |
Briarcliff La Vista |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1962 |
|
|
— |
|
|
|
45 |
|
|
75.5% |
|
|
19.24 |
|
|
Michael's |
Briarcliff Village |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1990 |
|
|
— |
|
|
|
189 |
|
|
92.1% |
|
|
17.94 |
|
|
Burlington, Publix, Shoe Carnival, TJ Maxx |
Bridgemill Market |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2017 |
|
2000 |
|
|
— |
|
|
|
89 |
|
|
90.7% |
|
|
20.16 |
|
|
Publix |
Brighten Park |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
2016 |
|
|
— |
|
|
|
137 |
|
|
91.3% |
|
|
29.42 |
|
|
Lidl, Big Blue Swim School, Kohl's |
Buckhead Court |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1984 |
|
|
— |
|
|
|
49 |
|
|
98.1% |
|
|
34.33 |
|
|
- |
Buckhead Landing |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2017 |
|
1998/2024 |
|
|
— |
|
|
|
152 |
|
|
98.7% |
|
|
34.60 |
|
|
Binders Art Supplies & Frames, Publix, Golf Galaxy |
Buckhead Station |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2017 |
|
1996 |
|
|
— |
|
|
|
241 |
|
|
98.4% |
|
|
27.68 |
|
|
Cost Plus World Market, DSW Warehouse, Nordstrom Rack, Old Navy, Saks Off 5th, TJ Maxx, Ulta, Bloomingdale's Outlet, Gold's Gym |
Cambridge Square |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1996 |
|
in-process |
|
|
— |
|
|
|
74 |
|
|
100.0% |
|
|
27.59 |
|
|
Publix |
Chastain Square |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2017 |
|
2001 |
|
|
— |
|
|
|
92 |
|
|
100.0% |
|
|
24.65 |
|
|
Publix |
Cornerstone Square |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1990 |
|
|
— |
|
|
|
80 |
|
|
90.7% |
|
|
19.85 |
|
|
Aldi, Barking Hound Village, CVS, HealthMarkets Insurance |
Dunwoody Hall |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1986 |
|
|
13,800 |
|
|
|
90 |
|
|
100.0% |
|
|
22.43 |
|
|
Publix |
Dunwoody Village |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1975 |
|
|
— |
|
|
|
121 |
|
|
97.1% |
|
|
23.70 |
|
|
The Fresh Market, Walgreens, Dunwoody Prep |
Howell Mill Village |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2004 |
|
1984 |
|
|
— |
|
|
|
96 |
|
|
100.0% |
|
|
26.24 |
|
|
Publix |
Paces Ferry Plaza |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
2018 |
|
|
— |
|
|
|
82 |
|
|
100.0% |
|
|
43.34 |
|
|
Whole Foods |
Powers Ferry Square |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
2013 |
|
|
— |
|
|
|
102 |
|
|
100.0% |
|
|
37.61 |
|
|
HomeGoods, PETCO |
Powers Ferry Village |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1997 |
|
1994 |
|
|
— |
|
|
|
69 |
|
|
100.0% |
|
|
10.97 |
|
|
Publix, Barrel Town |
Russell Ridge |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1994 |
|
1995 |
|
|
— |
|
|
|
112 |
|
|
98.8% |
|
|
13.56 |
|
|
Kroger |
Sandy Springs |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2012 |
|
2006 |
|
|
— |
|
|
|
113 |
|
|
97.8% |
|
|
28.78 |
|
|
Trader Joe's, Fox's, Peter Glenn Ski & Sports |
33
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Sope Creek Crossing |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
1998 |
|
2016 |
|
|
— |
|
|
|
99 |
|
|
98.1% |
|
|
18.07 |
|
|
Publix |
The Shops at Hampton Oaks |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2017 |
|
2009 |
|
|
— |
|
|
|
21 |
|
|
93.3% |
|
|
14.17 |
|
|
(CVS) |
Williamsburg at Dunwoody |
|
Atlanta-SandySprings-Alpharett |
|
GA |
|
|
|
2017 |
|
1983 |
|
|
— |
|
|
|
45 |
|
|
98.2% |
|
|
27.24 |
|
|
- |
Civic Center Plaza |
|
Chicago-Naperville-Elgin |
|
IL |
|
40% |
|
2005 |
|
1989 |
|
|
22,000 |
|
|
|
265 |
|
|
100.0% |
|
|
11.84 |
|
|
Super H Mart, Home Depot, O'Reilly Automotive, King Spa |
Clybourn Commons |
|
Chicago-Naperville-Elgin |
|
IL |
|
|
|
2014 |
|
1999 |
|
|
— |
|
|
|
32 |
|
|
100.0% |
|
|
38.91 |
|
|
PETCO |
Glen Oak Plaza |
|
Chicago-Naperville-Elgin |
|
IL |
|
|
|
2010 |
|
1967 |
|
|
— |
|
|
|
63 |
|
|
100.0% |
|
|
28.31 |
|
|
Trader Joe's, Walgreens, Northshore University Healthsystems |
Hinsdale Lake Commons |
|
Chicago-Naperville-Elgin |
|
IL |
|
|
|
1998 |
|
2015 |
|
|
— |
|
|
|
185 |
|
|
97.4% |
|
|
17.75 |
|
|
Whole Foods, Goodwill, Charter Fitness, Petco |
Mellody Farm |
|
Chicago-Naperville-Elgin |
|
IL |
|
|
|
2017 |
|
2017 |
|
|
— |
|
|
|
259 |
|
|
97.2% |
|
|
32.35 |
|
|
Whole Foods, Nordstrom Rack, REI, HomeGoods, Barnes & Noble, West Elm |
Naperville Plaza |
|
Chicago-Naperville-Elgin |
|
IL |
|
20% |
|
2023 |
|
1961 |
|
|
22,123 |
|
|
|
115 |
|
|
100.0% |
|
|
29.26 |
|
|
Casey's Foods, Trader Joe's, Oswald's Pharmacy |
Old Town Square |
|
Chicago-Naperville-Elgin |
|
IL |
|
20% |
|
2023 |
|
1998 |
|
|
10,000 |
|
|
|
87 |
|
|
95.9% |
|
|
27.60 |
|
|
Jewel-Osco |
Riverside Sq & River's Edge |
|
Chicago-Naperville-Elgin |
|
IL |
|
40% |
|
2005 |
|
1986 |
|
|
— |
|
|
|
169 |
|
|
100.0% |
|
|
19.62 |
|
|
Mariano's Fresh Market, Dollar Tree, Blink Fitness, Five Below |
Roscoe Square |
|
Chicago-Naperville-Elgin |
|
IL |
|
40% |
|
2005 |
|
2012 |
|
|
24,500 |
|
|
|
144 |
|
|
100.0% |
|
|
25.14 |
|
|
Mariano's Fresh Market, Walgreens, Altitude Trampoline Park |
Westchester Commons |
|
Chicago-Naperville-Elgin |
|
IL |
|
|
|
2001 |
|
2014 |
|
|
— |
|
|
|
148 |
|
|
95.2% |
|
|
20.17 |
|
|
Mariano's Fresh Market, Goodwill |
Willow Festival (6) |
|
Chicago-Naperville-Elgin |
|
IL |
|
|
|
2010 |
|
2007 |
|
|
— |
|
|
|
404 |
|
|
100.0% |
|
|
19.90 |
|
|
Whole Foods, Lowe's, CVS, HomeGoods, REI, Ulta, Restoration Hardware |
Shops on Main |
|
Chicago-Naperville-Elgin |
|
IN |
|
94% |
|
2007 |
|
2017/2020 |
|
|
— |
|
|
|
289 |
|
|
82.5% |
|
|
18.27 |
|
|
Whole Foods, Dick's Sporting Goods, Ross Dress for Less, HomeGoods, DSW, Nordstrom Rack, Marshalls |
Willow Lake Shopping Center |
|
Indianapolis-Carmel-Anderson |
|
IN |
|
|
|
2005 |
|
1987 |
|
|
— |
|
|
|
86 |
|
|
84.5% |
|
|
18.53 |
|
|
Indiana Bureau of Motor Vehicles, Snipes USA, (Kroger) |
Willow Lake West Shopping Center |
|
Indianapolis-Carmel-Anderson |
|
IN |
|
|
|
2005 |
|
2001 |
|
|
— |
|
|
|
53 |
|
|
100.0% |
|
|
29.03 |
|
|
Trader Joe's |
Fellsway Plaza |
|
Boston-Cambridge-Newton |
|
MA |
|
75% |
|
2013 |
|
2016 |
|
|
33,727 |
|
|
|
161 |
|
|
98.0% |
|
|
27.97 |
|
|
Stop & Shop, Planet Fitness, BioLife Plasma Services |
Shaw's at Plymouth |
|
Boston-Cambridge-Newton |
|
MA |
|
|
|
2017 |
|
1993 |
|
|
— |
|
|
|
60 |
|
|
100.0% |
|
|
19.34 |
|
|
Shaw's |
Shops at Saugus |
|
Boston-Cambridge-Newton |
|
MA |
|
|
|
2006 |
|
2006 |
|
|
— |
|
|
|
94 |
|
|
100.0% |
|
|
30.37 |
|
|
Trader Joe's, La-Z-Boy, PetSmart |
Star's at Cambridge |
|
Boston-Cambridge-Newton |
|
MA |
|
|
|
2017 |
|
1997 |
|
|
— |
|
|
|
66 |
|
|
100.0% |
|
|
41.18 |
|
|
Star Market |
Star's at West Roxbury |
|
Boston-Cambridge-Newton |
|
MA |
|
|
|
2017 |
|
2006 |
|
|
— |
|
|
|
76 |
|
|
100.0% |
|
|
28.00 |
|
|
Shaw's |
The Abbot |
|
Boston-Cambridge-Newton |
|
MA |
|
|
|
2017 |
|
1912/2024 |
|
|
— |
|
|
|
64 |
|
|
76.7% |
|
|
102.01 |
|
|
Center for Effective Alturism |
Twin City Plaza |
|
Boston-Cambridge-Newton |
|
MA |
|
|
|
2006 |
|
in process |
|
|
— |
|
|
|
285 |
|
|
100.0% |
|
|
25.80 |
|
|
Shaw's, Marshall's, Extra Space Storage, Walgreens, K&G Fashion, Dollar Tree, Everfitness, Formlabs |
The Longmeadow Shops |
|
Springfield, MA |
|
MA |
|
|
|
2023 |
|
1962 |
|
|
13,000 |
|
|
|
99 |
|
|
92.0% |
|
|
33.92 |
|
|
CVS |
Festival at Woodholme |
|
Baltimore-Columbia-Towson |
|
MD |
|
40% |
|
2005 |
|
1986 |
|
|
18,510 |
|
|
|
81 |
|
|
96.5% |
|
|
41.59 |
|
|
Trader Joe's |
Parkville Shopping Center |
|
Baltimore-Columbia-Towson |
|
MD |
|
40% |
|
2005 |
|
2013 |
|
|
23,017 |
|
|
|
165 |
|
|
96.4% |
|
|
18.16 |
|
|
Giant, Parkville Lanes, Dollar Tree, Petco, The Cellar Parkville |
Southside Marketplace |
|
Baltimore-Columbia-Towson |
|
MD |
|
40% |
|
2005 |
|
2011 |
|
|
24,800 |
|
|
|
125 |
|
|
97.8% |
|
|
25.80 |
|
|
Giant |
Village at Lee Airpark (6) |
|
Baltimore-Columbia-Towson |
|
MD |
|
|
|
2005 |
|
2014 |
|
|
— |
|
|
|
118 |
|
|
100.0% |
|
|
32.98 |
|
|
Giant, (Sunrise) |
Burnt Mills |
|
Washington-Arlington-Alexandri |
|
MD |
|
20% |
|
2013 |
|
2004 |
|
|
— |
|
|
|
31 |
|
|
94.6% |
|
|
41.67 |
|
|
Trader Joe's |
Cloppers Mill Village |
|
Washington-Arlington-Alexandri |
|
MD |
|
40% |
|
2005 |
|
1995 |
|
|
— |
|
|
|
137 |
|
|
95.6% |
|
|
19.99 |
|
|
Shoppers Food Warehouse, Dollar Tree |
Firstfield Shopping Center |
|
Washington-Arlington-Alexandri |
|
MD |
|
|
|
2005 |
|
2014 |
|
|
— |
|
|
|
22 |
|
|
100.0% |
|
|
46.75 |
|
|
- |
Takoma Park |
|
Washington-Arlington-Alexandri |
|
MD |
|
40% |
|
2005 |
|
1960 |
|
|
— |
|
|
|
107 |
|
|
100.0% |
|
|
14.78 |
|
|
Planet Fitness, Hibachi Grill & Buffet |
Watkins Park Plaza |
|
Washington-Arlington-Alexandri |
|
MD |
|
40% |
|
2005 |
|
1985 |
|
|
— |
|
|
|
111 |
|
|
98.6% |
|
|
30.76 |
|
|
LA Fitness, CVS |
Westbard Square |
|
Washington-Arlington-Alexandri |
|
MD |
|
|
|
2017 |
|
2001/2024 |
|
|
— |
|
|
|
173 |
|
|
98.4% |
|
|
40.47 |
|
|
Giant, Bowlmor AMF |
Woodmoor Shopping Center |
|
Washington-Arlington-Alexandri |
|
MD |
|
40% |
|
2005 |
|
1954 |
|
|
18,410 |
|
|
|
68 |
|
|
98.6% |
|
|
39.71 |
|
|
CVS |
Apple Valley Square |
|
Minneapol-St. Paul-Bloomington |
|
MN |
|
|
|
2006 |
|
1998 |
|
|
— |
|
|
|
179 |
|
|
78.7% |
|
|
19.18 |
|
|
PETCO, Savers,(Burlington Coat Factory), (Aldi) |
Cedar Commons |
|
Minneapol-St. Paul-Bloomington |
|
MN |
|
|
|
2011 |
|
1999 |
|
|
— |
|
|
|
66 |
|
|
100.0% |
|
|
31.14 |
|
|
Whole Foods |
Colonial Square |
|
Minneapol-St. Paul-Bloomington |
|
MN |
|
40% |
|
2005 |
|
2014 |
|
|
19,700 |
|
|
|
93 |
|
|
98.6% |
|
|
28.99 |
|
|
Lund's |
Rockford Road Plaza |
|
Minneapol-St. Paul-Bloomington |
|
MN |
|
40% |
|
2005 |
|
1991 |
|
|
— |
|
|
|
204 |
|
|
100.0% |
|
|
15.21 |
|
|
Kohl's, PetSmart, HomeGoods, TJ Maxx, ULTA |
34
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Rockridge Center |
|
Minneapol-St. Paul-Bloomington |
|
MN |
|
20% |
|
2011 |
|
2006 |
|
|
10,000 |
|
|
|
125 |
|
|
98.9% |
|
|
15.20 |
|
|
CUB Foods |
Brentwood Plaza |
|
St. Louis |
|
MO |
|
|
|
2007 |
|
2002 |
|
|
— |
|
|
|
60 |
|
|
97.8% |
|
|
11.79 |
|
|
Schnucks |
Bridgeton |
|
St. Louis |
|
MO |
|
|
|
2007 |
|
2005 |
|
|
— |
|
|
|
71 |
|
|
100.0% |
|
|
13.02 |
|
|
Schnucks, (Home Depot) |
Dardenne Crossing |
|
St. Louis |
|
MO |
|
|
|
2007 |
|
1996 |
|
|
— |
|
|
|
67 |
|
|
97.9% |
|
|
11.53 |
|
|
Schnucks |
Kirkwood Commons |
|
St. Louis |
|
MO |
|
|
|
2007 |
|
2000 |
|
|
— |
|
|
|
210 |
|
|
100.0% |
|
|
10.44 |
|
|
Walmart, TJ Maxx, HomeGoods, Famous Footwear, (Target), (Lowe's) |
Blakeney Town Center |
|
Charlotte-Concord-Gastonia |
|
NC |
|
|
|
2021 |
|
2006 |
|
|
— |
|
|
|
384 |
|
|
99.4% |
|
|
28.12 |
|
|
Harris Teeter, Marshalls, Best Buy, Petsmart, Off Broadway Shoes, Old Navy, (Target) |
Carmel Commons |
|
Charlotte-Concord-Gastonia |
|
NC |
|
|
|
1997 |
|
2012 |
|
|
— |
|
|
|
146 |
|
|
89.2% |
|
|
26.36 |
|
|
Chuck E. Cheese, The Fresh Market, Edwin Watts Golf |
Cochran Commons |
|
Charlotte-Concord-Gastonia |
|
NC |
|
20% |
|
2007 |
|
2003 |
|
|
— |
|
|
|
66 |
|
|
98.2% |
|
|
18.53 |
|
|
Harris Teeter, (Walgreens) |
Willow Oaks |
|
Charlotte-Concord-Gastonia |
|
NC |
|
|
|
2014 |
|
2014 |
|
|
— |
|
|
|
65 |
|
|
100.0% |
|
|
18.63 |
|
|
Publix |
Shops at Erwin Mill |
|
Durham-Chapel Hill |
|
NC |
|
55% |
|
2012 |
|
2012 |
|
|
12,000 |
|
|
|
91 |
|
|
100.0% |
|
|
21.61 |
|
|
Harris Teeter |
Southpoint Crossing |
|
Durham-Chapel Hill |
|
NC |
|
|
|
1998 |
|
1998 |
|
|
— |
|
|
|
103 |
|
|
93.4% |
|
|
18.10 |
|
|
Harris Teeter |
Village Plaza |
|
Durham-Chapel Hill |
|
NC |
|
20% |
|
2012 |
|
2020 |
|
|
11,227 |
|
|
|
73 |
|
|
88.8% |
|
|
27.72 |
|
|
Whole Foods |
Woodcroft Shopping Center |
|
Durham-Chapel Hill |
|
NC |
|
|
|
1996 |
|
1984 |
|
|
— |
|
|
|
90 |
|
|
98.4% |
|
|
15.67 |
|
|
Food Lion, ACE Hardware |
Glenwood Village |
|
Raleigh-Cary |
|
NC |
|
|
|
1997 |
|
1983 |
|
|
— |
|
|
|
43 |
|
|
100.0% |
|
|
20.87 |
|
|
Harris Teeter |
Holly Park |
|
Raleigh-Cary |
|
NC |
|
|
|
2013 |
|
1969 |
|
|
— |
|
|
|
158 |
|
|
99.0% |
|
|
21.98 |
|
|
DSW Warehouse, Trader Joe's, Ross Dress For Less, Staples, US Fitness Products, Jerry's Artarama, Pet Supplies Plus, Ulta |
Lake Pine Plaza |
|
Raleigh-Cary |
|
NC |
|
|
|
1998 |
|
1997 |
|
|
— |
|
|
|
88 |
|
|
100.0% |
|
|
15.64 |
|
|
Harris Teeter |
Market at Colonnade Center |
|
Raleigh-Cary |
|
NC |
|
|
|
2009 |
|
2009 |
|
|
— |
|
|
|
58 |
|
|
100.0% |
|
|
29.30 |
|
|
Whole Foods |
Midtown East |
|
Raleigh-Cary |
|
NC |
|
50% |
|
2017 |
|
2017 |
|
|
36,000 |
|
|
|
159 |
|
|
100.0% |
|
|
26.91 |
|
|
Wegmans |
Ridgewood Shopping Center |
|
Raleigh-Cary |
|
NC |
|
20% |
|
2018 |
|
1951 |
|
|
8,480 |
|
|
|
95 |
|
|
98.3% |
|
|
32.60 |
|
|
Whole Foods, Walgreens |
Shoppes of Kildaire |
|
Raleigh-Cary |
|
NC |
|
40% |
|
2005 |
|
1986 |
|
|
20,000 |
|
|
|
145 |
|
|
100.0% |
|
|
22.27 |
|
|
Trader Joe's, Aldi, Staples, Barnes & Noble |
Sutton Square |
|
Raleigh-Cary |
|
NC |
|
20% |
|
2006 |
|
1985 |
|
|
— |
|
|
|
101 |
|
|
87.2% |
|
|
24.88 |
|
|
The Fresh Market |
Village District |
|
Raleigh-Cary |
|
NC |
|
30% |
|
2004 |
|
2018 |
|
|
75,000 |
|
|
|
606 |
|
|
99.4% |
|
|
27.53 |
|
|
Harris Teeter, The Fresh Market, The Oberlin, Wake Public Library, Walgreens, Talbots, Great Outdoor Provision Co., York Properties,The Cheshire Cat Gallery, Crunch Fitness Select Club, Bailey's Fine Jewelry, Sephora, Barnes & Noble, Goodnight's Comedy Club, Ballard Designs |
Bloomfield Crossing |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
0 |
|
|
— |
|
|
|
59 |
|
|
100.0% |
|
|
16.51 |
|
|
Superfresh |
Boonton ACME Shopping Center |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1999 |
|
|
10,123 |
|
|
|
63 |
|
|
100.0% |
|
|
25.71 |
|
|
Acme Markets |
Cedar Hill Shopping Center |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1971 |
|
|
6,585 |
|
|
|
43 |
|
|
96.5% |
|
|
33.30 |
|
|
Walgreens |
Chestnut Ridge Shopping Center |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1965 |
|
|
— |
|
|
|
76 |
|
|
97.4% |
|
|
31.80 |
|
|
Fresh Market, Drop Fitness |
Chimney Rock (6) |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2016 |
|
2016 |
|
|
— |
|
|
|
218 |
|
|
100.0% |
|
|
37.64 |
|
|
Whole Foods, Nordstrom Rack, Saks Off 5th, The Container Store, Ulta, LL Bean |
District at Metuchen |
|
New York-Newark-Jersey City |
|
NJ |
|
20% |
|
2018 |
|
2017 |
|
|
16,000 |
|
|
|
67 |
|
|
100.0% |
|
|
33.39 |
|
|
Whole Foods |
Emerson Plaza |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1981 |
|
|
— |
|
|
|
90 |
|
|
100.0% |
|
|
18.81 |
|
|
Shoprite, K-9 Resorts Luxury Pet Hotel |
Ferry Street Plaza |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1995 |
|
|
8,131 |
|
|
|
108 |
|
|
100.0% |
|
|
23.82 |
|
|
Seabra Foods, Flaming Grill |
Franklin Pointe (fka Rite Aid Plaza-Waldwick Plaza) |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1953 |
|
|
— |
|
|
|
20 |
|
|
0.0% |
|
|
- |
|
|
- |
Glenwood Green |
|
New York-Newark-Jersey City |
|
NJ |
|
70% |
|
2023 |
|
2024 |
|
|
— |
|
|
|
352 |
|
|
97.1% |
|
|
13.95 |
|
|
ShopRite, Target, Rendina |
H Mart Plaza |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1967 |
|
|
— |
|
|
|
7 |
|
|
100.0% |
|
|
48.64 |
|
|
- |
Meadtown Shopping Center |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1961 |
|
|
8,765 |
|
|
|
77 |
|
|
89.6% |
|
|
27.51 |
|
|
Marshalls, Petco, Walgreens |
Midland Park Shopping Center |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1966 |
|
|
16,588 |
|
|
|
129 |
|
|
88.0% |
|
|
25.69 |
|
|
Kings Food Markets, Crunch Fitness |
Plaza Square |
|
New York-Newark-Jersey City |
|
NJ |
|
40% |
|
2005 |
|
1990 |
|
|
— |
|
|
|
102 |
|
|
91.3% |
|
|
21.04 |
|
|
Grocer, Retro Fitness |
Pompton Lakes Towne Square |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
2000 |
|
|
— |
|
|
|
66 |
|
|
94.5% |
|
|
27.63 |
|
|
Planet Fitness |
South Pass Village |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1965 |
|
|
19,258 |
|
|
|
109 |
|
|
100.0% |
|
|
32.74 |
|
|
Acme Markets |
35
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Valley Ridge Shopping Center |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1962 |
|
|
15,702 |
|
|
|
103 |
|
|
100.0% |
|
|
30.60 |
|
|
Whole Foods |
Waldwick Plaza |
|
New York-Newark-Jersey City |
|
NJ |
|
|
|
2023 |
|
1960 |
|
|
— |
|
|
|
27 |
|
|
100.0% |
|
|
28.51 |
|
|
- |
Washington Commons |
|
New York-Newark-Jersey City |
|
NJ |
|
100% |
|
2023 |
|
1992 |
|
|
8,210 |
|
|
|
74 |
|
|
94.2% |
|
|
24.29 |
|
|
Stop & Shop |
Haddon Commons |
|
Philadelphia-Camden-Wilmington |
|
NJ |
|
40% |
|
2005 |
|
1985 |
|
|
— |
|
|
|
54 |
|
|
100.0% |
|
|
16.25 |
|
|
Acme Markets |
111 Kraft Avenue |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1902 |
|
|
— |
|
|
|
9 |
|
|
100.0% |
|
|
50.80 |
|
|
- |
1175 Third Avenue |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2017 |
|
1995 |
|
|
— |
|
|
|
23 |
|
|
100.0% |
|
|
112.26 |
|
|
Whole Foods, Five Below |
1225-1239 Second Ave |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2017 |
|
1987 |
|
|
— |
|
|
|
19 |
|
|
100.0% |
|
|
85.03 |
|
|
Dumbo Market |
260-270 Sawmill Road |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1953 |
|
|
— |
|
|
|
3 |
|
|
100.0% |
|
|
1.69 |
|
|
- |
27 Purchase Street |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
0 |
|
|
— |
|
|
|
10 |
|
|
82.6% |
|
|
44.88 |
|
|
- |
410 South Broadway |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1936 |
|
|
— |
|
|
|
7 |
|
|
100.0% |
|
|
1.21 |
|
|
- |
48 Purchase Street |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
0 |
|
|
— |
|
|
|
6 |
|
|
100.0% |
|
|
84.91 |
|
|
- |
90 - 30 Metropolitan Avenue |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2017 |
|
2007 |
|
|
— |
|
|
|
60 |
|
|
100.0% |
|
|
36.15 |
|
|
Michaels, Staples, Trader Joe's |
Arcadian Shopping Center |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1978 |
|
|
— |
|
|
|
166 |
|
|
97.9% |
|
|
24.61 |
|
|
Stop & Shop, Westchester Community College, The 19th Hole |
Armonk Square |
|
New York-Newark-Jersey City |
|
NY |
|
20% |
|
2025 |
|
2013 |
|
|
11,403 |
|
|
|
48 |
|
|
97.9% |
|
|
45.76 |
|
|
DeCicco & Sons |
Biltmore Shopping Center |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1967 |
|
|
— |
|
|
|
17 |
|
|
100.0% |
|
|
42.78 |
|
|
- |
Broadway Plaza (6) |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2017 |
|
2014 |
|
|
— |
|
|
|
147 |
|
|
93.2% |
|
|
42.93 |
|
|
Aldi, Best Buy, Bob's Discount Furniture, TJ Maxx, Blink Fitness |
Carmel ShopRite Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1981 |
|
|
— |
|
|
|
145 |
|
|
89.4% |
|
|
15.42 |
|
|
Shoprite, Box Office Cinema, Gold's Gym |
Chilmark Shopping Center |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1963 |
|
|
— |
|
|
|
47 |
|
|
95.7% |
|
|
35.51 |
|
|
CVS |
Clocktower Plaza Shopping Ctr (6) |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2017 |
|
1995 |
|
|
— |
|
|
|
79 |
|
|
96.9% |
|
|
52.63 |
|
|
Stop & Shop |
DeCicco's Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1978 |
|
|
— |
|
|
|
70 |
|
|
100.0% |
|
|
40.70 |
|
|
Decicco & Sons |
District Shops of Pelham Manor |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1960 |
|
|
— |
|
|
|
25 |
|
|
74.5% |
|
|
37.15 |
|
|
Manor Market |
East Meadow Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
in-process |
|
|
— |
|
|
|
138 |
|
|
89.5% |
|
|
30.09 |
|
|
Lidl, Dollar Deal |
Eastchester Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1963 |
|
|
— |
|
|
|
24 |
|
|
100.0% |
|
|
39.61 |
|
|
CVS |
Eastport |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2021 |
|
1980 |
|
|
— |
|
|
|
48 |
|
|
88.0% |
|
|
17.64 |
|
|
King Kullen |
Gateway Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
50% |
|
2023 |
|
0 |
|
|
14,000 |
|
|
|
198 |
|
|
100.0% |
|
|
9.80 |
|
|
Walmart, Bob's Discount Furniture |
Harrison Shopping Square |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1958 |
|
|
— |
|
|
|
26 |
|
|
95.2% |
|
|
37.10 |
|
|
The Goddard School |
Heritage 202 Center |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1989 |
|
|
— |
|
|
|
19 |
|
|
100.0% |
|
|
37.61 |
|
|
- |
Hewlett Crossing I & II |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2018 |
|
1954 |
|
|
— |
|
|
|
52 |
|
|
83.1% |
|
|
43.25 |
|
|
- |
Lake Grove Commons |
|
New York-Newark-Jersey City |
|
NY |
|
40% |
|
2012 |
|
2008 |
|
|
48,558 |
|
|
|
141 |
|
|
100.0% |
|
|
38.56 |
|
|
Whole Foods, LA Fitness |
Lakeview Shopping Center |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1981 |
|
|
10,407 |
|
|
|
165 |
|
|
90.3% |
|
|
18.82 |
|
|
Acme, Planet Fitness, Montclare Children's School |
McLean Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
100% |
|
2023 |
|
1982 |
|
|
5,000 |
|
|
|
58 |
|
|
98.1% |
|
|
22.57 |
|
|
Acme Markets |
Midway Shopping Center |
|
New York-Newark-Jersey City |
|
NY |
|
12% |
|
2023 |
|
1958 |
|
|
20,144 |
|
|
|
244 |
|
|
86.0% |
|
|
28.94 |
|
|
Shoprite, Amazing Savings, CVS, Planet Fitness, Denny's Kids, Ulta |
New City PCSB Bank Pad |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1973 |
|
|
— |
|
|
|
3 |
|
|
100.0% |
|
|
105.14 |
|
|
- |
Orangetown Shopping Center |
|
New York-Newark-Jersey City |
|
NY |
|
100% |
|
2023 |
|
1966 |
|
|
— |
|
|
|
76 |
|
|
96.5% |
|
|
23.15 |
|
|
CVS |
Purchase Street Shops |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
0 |
|
|
— |
|
|
|
6 |
|
|
100.0% |
|
|
38.80 |
|
|
- |
Putnam Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1971 |
|
|
16,531 |
|
|
|
189 |
|
|
87.7% |
|
|
16.94 |
|
|
Tops, Dollar World, Harbor Freight Tools |
Riverhead Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
50% |
|
2023 |
|
0 |
|
|
— |
|
|
|
13 |
|
|
100.0% |
|
|
39.46 |
|
|
- |
Rivertowns Square |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2018 |
|
2016 |
|
|
— |
|
|
|
116 |
|
|
100.0% |
|
|
29.63 |
|
|
Ulta, The Learning Experience, Mom's Organic Market, Look Cinemas |
Somers Commons |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
2003 |
|
|
— |
|
|
|
135 |
|
|
91.9% |
|
|
21.59 |
|
|
Level Fitness, Tractor Supply, Goodwill |
Staples Plaza-Yorktown Heights |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1970 |
|
|
— |
|
|
|
125 |
|
|
100.0% |
|
|
21.30 |
|
|
Level Fitness, Staples, Party City, Extra Space Storage |
Tanglewood Shopping Center |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1953 |
|
|
2,163 |
|
|
|
28 |
|
|
93.1% |
|
|
45.86 |
|
|
- |
The Gallery at Westbury Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2017 |
|
2013 |
|
|
— |
|
|
|
312 |
|
|
98.4% |
|
|
54.33 |
|
|
Trader Joe's, Nordstrom Rack, Saks Fifth Avenue, Bloomingdale's, The Container Store, HomeGoods, Old Navy, Gap Outlet, Bassett Home Furnishings, Famous Footwear |
36
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
The Meadows |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2021 |
|
1980 |
|
|
— |
|
|
|
141 |
|
|
99.3% |
|
|
17.66 |
|
|
Marshalls, Stew Leonard's, Net Cost Market, Catch Air |
The Point at Garden City Park (6) |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2016 |
|
2018 |
|
|
— |
|
|
|
105 |
|
|
100.0% |
|
|
33.33 |
|
|
King Kullen, Ace Hardware |
The Shops at SunVet (6) (7) |
|
New York-Newark-Jersey City |
|
NY |
|
100% |
|
2023 |
|
2023 |
|
|
— |
|
|
|
170 |
|
|
73.5% |
|
|
46.40 |
|
|
Whole Foods, Nordstrom Rack |
Towne Centre at Somers |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1988 |
|
|
— |
|
|
|
84 |
|
|
100.0% |
|
|
32.82 |
|
|
CVS |
Valley Stream |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2021 |
|
1950 |
|
|
— |
|
|
|
99 |
|
|
97.8% |
|
|
32.15 |
|
|
King Kullen |
Village Commons |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2023 |
|
1980 |
|
|
— |
|
|
|
28 |
|
|
86.9% |
|
|
42.13 |
|
|
- |
Wading River |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2021 |
|
2002 |
|
|
— |
|
|
|
99 |
|
|
94.7% |
|
|
24.34 |
|
|
King Kullen, CVS, Ace Hardware |
Westbury Plaza |
|
New York-Newark-Jersey City |
|
NY |
|
|
|
2017 |
|
2004 |
|
|
88,000 |
|
|
|
390 |
|
|
100.0% |
|
|
28.36 |
|
|
WalMart, Costco, Marshalls, Total Wine and More, Olive Garden |
Cherry Grove |
|
Cincinnati |
|
OH |
|
|
|
1998 |
|
2012 |
|
|
— |
|
|
|
203 |
|
|
100.0% |
|
|
13.78 |
|
|
Kroger, Shoe Carnival, TJ Maxx, Tuesday Morning |
Hyde Park |
|
Cincinnati |
|
OH |
|
|
|
1997 |
|
1995 |
|
|
— |
|
|
|
398 |
|
|
98.6% |
|
|
17.62 |
|
|
Kroger, Kohl's, Walgreens, Ace Hardware, Staples, Marshalls, Five Below |
Red Bank Village |
|
Cincinnati |
|
OH |
|
|
|
2006 |
|
2018 |
|
|
— |
|
|
|
183 |
|
|
100.0% |
|
|
8.40 |
|
|
WalMart |
Regency Commons |
|
Cincinnati |
|
OH |
|
|
|
2004 |
|
2004 |
|
|
— |
|
|
|
34 |
|
|
84.0% |
|
|
28.02 |
|
|
- |
West Chester Plaza |
|
Cincinnati |
|
OH |
|
|
|
1998 |
|
in process |
|
|
— |
|
|
|
67 |
|
|
100.0% |
|
|
7.18 |
|
|
Kroger |
East Pointe |
|
Columbus |
|
OH |
|
|
|
1998 |
|
2014 |
|
|
— |
|
|
|
115 |
|
|
100.0% |
|
|
11.84 |
|
|
Kroger |
Kroger New Albany Center |
|
Columbus |
|
OH |
|
|
|
1999 |
|
1999 |
|
|
— |
|
|
|
96 |
|
|
100.0% |
|
|
14.55 |
|
|
Kroger |
Northgate Plaza (Maxtown Road) |
|
Columbus |
|
OH |
|
|
|
1998 |
|
2017 |
|
|
— |
|
|
|
117 |
|
|
97.6% |
|
|
12.34 |
|
|
Kroger, (Home Depot) |
Corvallis Market Center |
|
Corvallis |
|
OR |
|
|
|
2006 |
|
2006 |
|
|
— |
|
|
|
85 |
|
|
100.0% |
|
|
23.60 |
|
|
Michaels, TJ Maxx, Trader Joe's |
Northgate Marketplace |
|
Medford |
|
OR |
|
|
|
2011 |
|
2011 |
|
|
— |
|
|
|
81 |
|
|
96.3% |
|
|
25.54 |
|
|
Trader Joe's, REI, PETCO |
Northgate Marketplace Ph II |
|
Medford |
|
OR |
|
|
|
2015 |
|
2015 |
|
|
— |
|
|
|
177 |
|
|
96.4% |
|
|
18.24 |
|
|
Dick's Sporting Goods, Homegoods, Marshalls |
Greenway Town Center |
|
Portland-Vancouver-Hillsboro |
|
OR |
|
40% |
|
2005 |
|
2014 |
|
|
— |
|
|
|
93 |
|
|
93.8% |
|
|
17.04 |
|
|
Dollar Tree, Rite Aid, Whole Foods |
Murrayhill Marketplace |
|
Portland-Vancouver-Hillsboro |
|
OR |
|
|
|
1999 |
|
2016 |
|
|
— |
|
|
|
157 |
|
|
92.7% |
|
|
22.20 |
|
|
Safeway, Planet Fitness |
Sherwood Crossroads |
|
Portland-Vancouver-Hillsboro |
|
OR |
|
|
|
1999 |
|
1999 |
|
|
— |
|
|
|
88 |
|
|
91.9% |
|
|
12.71 |
|
|
Safeway |
Tanasbourne Market (6) |
|
Portland-Vancouver-Hillsboro |
|
OR |
|
|
|
2006 |
|
2006 |
|
|
— |
|
|
|
71 |
|
|
100.0% |
|
|
33.18 |
|
|
Whole Foods |
Walker Center |
|
Portland-Vancouver-Hillsboro |
|
OR |
|
|
|
1999 |
|
1987 |
|
|
— |
|
|
|
89 |
|
|
95.7% |
|
|
28.62 |
|
|
REI |
Lower Nazareth Commons |
|
Allentown-Bethlehem-Easton |
|
PA |
|
|
|
2007 |
|
2012 |
|
|
— |
|
|
|
110 |
|
|
100.0% |
|
|
28.38 |
|
|
Burlington Coat Factory, PETCO, (Wegmans), (Target) |
Stefko Boulevard Shopping Center (6) |
|
Allentown-Bethlehem-Easton |
|
PA |
|
|
|
2005 |
|
1976 |
|
|
— |
|
|
|
134 |
|
|
97.9% |
|
|
12.53 |
|
|
Valley Farm Market, Dollar Tree, Muscle Inc. Gym |
Hershey (6) |
|
Harrisburg-Carlisle |
|
PA |
|
|
|
2000 |
|
2000 |
|
|
— |
|
|
|
6 |
|
|
100.0% |
|
|
33.75 |
|
|
- |
Baederwood Shopping Center |
|
Philadelphia-Camden-Wilmington |
|
PA |
|
80% |
|
2023 |
|
1999 |
|
|
24,365 |
|
|
|
117 |
|
|
100.0% |
|
|
29.62 |
|
|
Whole Foods, Planet Fitness |
City Avenue Shopping Center |
|
Philadelphia-Camden-Wilmington |
|
PA |
|
40% |
|
2005 |
|
1960 |
|
|
— |
|
|
|
157 |
|
|
95.6% |
|
|
22.19 |
|
|
Ross Dress for Less, TJ Maxx, Dollar Tree |
Gateway Shopping Center |
|
Philadelphia-Camden-Wilmington |
|
PA |
|
|
|
2004 |
|
2016 |
|
|
— |
|
|
|
224 |
|
|
94.0% |
|
|
38.16 |
|
|
Trader Joe's, Staples, TJ Maxx |
Mercer Square Shopping Center |
|
Philadelphia-Camden-Wilmington |
|
PA |
|
40% |
|
2005 |
|
1988 |
|
|
— |
|
|
|
91 |
|
|
100.0% |
|
|
24.12 |
|
|
Weis Markets, McCaffrey's Food Markets |
Newtown Square Shopping Center |
|
Philadelphia-Camden-Wilmington |
|
PA |
|
40% |
|
2005 |
|
2020 |
|
|
19,774 |
|
|
|
142 |
|
|
95.3% |
|
|
21.31 |
|
|
Acme Markets, Michael's |
East Greenwich Square |
|
Boston-Cambridge-Newton |
|
RI |
|
70% |
|
2024 |
|
1990 |
|
|
26,000 |
|
|
|
159 |
|
|
100.0% |
|
|
21.68 |
|
|
Dave's Fresh Marketplace, Les Isle Rose |
Indigo Square |
|
Charleston-North Charleston |
|
SC |
|
|
|
2017 |
|
2017 |
|
|
— |
|
|
|
51 |
|
|
100.0% |
|
|
32.58 |
|
|
Greenwise (Vac 8/29/20) |
Merchants Village |
|
Charleston-North Charleston |
|
SC |
|
40% |
|
1997 |
|
1997 |
|
|
9,000 |
|
|
|
80 |
|
|
100.0% |
|
|
19.70 |
|
|
Publix |
Brentwood Place |
|
Nashvil-Davdsn-Murfree-Frankln |
|
TN |
|
|
|
2025 |
|
2007/2016 |
|
|
43,500 |
|
|
|
319 |
|
|
98.6% |
|
|
20.90 |
|
|
TJ Maxx/Homegoods, Golf Galaxy, Stock & Tade Design Co. |
Harpeth Village Fieldstone |
|
Nashvil-Davdsn-Murfree-Frankln |
|
TN |
|
|
|
1997 |
|
1998 |
|
|
— |
|
|
|
70 |
|
|
100.0% |
|
|
18.34 |
|
|
Publix |
Northlake Village |
|
Nashvil-Davdsn-Murfree-Frankln |
|
TN |
|
|
|
2000 |
|
2013 |
|
|
— |
|
|
|
139 |
|
|
100.0% |
|
|
16.45 |
|
|
Kroger |
Peartree Village |
|
Nashvil-Davdsn-Murfree-Frankln |
|
TN |
|
|
|
1997 |
|
1997 |
|
|
— |
|
|
|
110 |
|
|
96.6% |
|
|
19.91 |
|
|
Kroger, PETCO |
Hancock |
|
Austin-Round Rock-Georgetown |
|
TX |
|
|
|
1999 |
|
1998 |
|
|
— |
|
|
|
246 |
|
|
97.8% |
|
|
20.63 |
|
|
24 Hour Fitness, H.E.B, PETCO, Twin Liquors |
Market at Round Rock |
|
Austin-Round Rock-Georgetown |
|
TX |
|
|
|
1999 |
|
1987 |
|
|
— |
|
|
|
123 |
|
|
96.9% |
|
|
21.35 |
|
|
Sprout's Markets, Office Depot, Tuesday Morning, Party Chaos |
North Hills |
|
Austin-Round Rock-Georgetown |
|
TX |
|
|
|
1999 |
|
1995 |
|
|
— |
|
|
|
164 |
|
|
98.8% |
|
|
24.00 |
|
|
H.E.B. |
37
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
Shops at Mira Vista |
|
Austin-Round Rock-Georgetown |
|
TX |
|
|
|
2014 |
|
2002 |
|
|
137 |
|
|
|
68 |
|
|
100.0% |
|
|
27.76 |
|
|
Trader Joe's, Champions Westlake Gymnastics & Cheer |
Tech Ridge Center |
|
Austin-Round Rock-Georgetown |
|
TX |
|
|
|
2011 |
|
2020 |
|
|
— |
|
|
|
240 |
|
|
96.6% |
|
|
22.33 |
|
|
H.E.B., Pinstack, Baylor Scott & White |
University Commons - Austin |
|
Austin-Round Rock-Georgetown |
|
TX |
|
20% |
|
2024 |
|
2024 |
|
|
34,500 |
|
|
|
218 |
|
|
98.4% |
|
|
21.90 |
|
|
HEB |
Bethany Park Place |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
1998 |
|
1998 |
|
|
10,200 |
|
|
|
99 |
|
|
100.0% |
|
|
12.43 |
|
|
Kroger |
CityLine Market |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
2014 |
|
2014 |
|
|
— |
|
|
|
81 |
|
|
100.0% |
|
|
31.18 |
|
|
Whole Foods |
CityLine Market Phase II |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
2015 |
|
2015 |
|
|
— |
|
|
|
22 |
|
|
100.0% |
|
|
29.41 |
|
|
CVS |
Hillcrest Village |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
1999 |
|
1991 |
|
|
— |
|
|
|
15 |
|
|
100.0% |
|
|
55.58 |
|
|
- |
Keller Town Center |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
1999 |
|
2014 |
|
|
— |
|
|
|
120 |
|
|
90.4% |
|
|
17.54 |
|
|
Tom Thumb |
Lebanon/Legacy Center |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
2000 |
|
2002 |
|
|
— |
|
|
|
57 |
|
|
100.0% |
|
|
32.44 |
|
|
(WalMart) |
Market at Preston Forest |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
1999 |
|
1990 |
|
|
— |
|
|
|
96 |
|
|
100.0% |
|
|
23.99 |
|
|
Tom Thumb |
Mockingbird Commons |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
1999 |
|
1987 |
|
|
— |
|
|
|
120 |
|
|
98.0% |
|
|
22.67 |
|
|
Tom Thumb, Ogle School of Hair Design |
Preston Oaks (6) |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
2013 |
|
2022 |
|
|
— |
|
|
|
103 |
|
|
100.0% |
|
|
42.32 |
|
|
Central Market, Talbots |
Prestonbrook |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
1998 |
|
1998 |
|
|
— |
|
|
|
92 |
|
|
98.5% |
|
|
16.10 |
|
|
Kroger |
Shiloh Springs |
|
Dallas-Fort Worth-Arlington |
|
TX |
|
|
|
1998 |
|
1998 |
|
|
— |
|
|
|
113 |
|
|
100.0% |
|
|
15.97 |
|
|
Kroger |
Alden Bridge |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2002 |
|
1998 |
|
|
26,000 |
|
|
|
143 |
|
|
97.4% |
|
|
21.94 |
|
|
Kroger, Walgreens |
Baybrook East |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2020 |
|
2025 |
|
|
— |
|
|
|
166 |
|
|
95.8% |
|
|
15.86 |
|
|
H.E.B |
Cochran's Crossing |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2002 |
|
1994 |
|
|
— |
|
|
|
138 |
|
|
87.9% |
|
|
20.70 |
|
|
Kroger |
Indian Springs Center |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2002 |
|
2003 |
|
|
— |
|
|
|
140 |
|
|
100.0% |
|
|
27.35 |
|
|
H.E.B. |
Jordan Ranch |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
50% |
|
2024 |
|
2025 |
|
|
— |
|
|
|
162 |
|
|
96.6% |
|
|
22.04 |
|
|
HEB |
Market at Springwoods Village |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2016 |
|
2018 |
|
|
— |
|
|
|
167 |
|
|
98.0% |
|
|
18.56 |
|
|
Kroger |
Panther Creek |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2002 |
|
1994 |
|
|
— |
|
|
|
170 |
|
|
76.0% |
|
|
29.18 |
|
|
CVS, The Woodlands Childrens Museum, Fitness Project, Sprouts |
Sienna Grande Shops (7) |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
75% |
|
2023 |
|
2023 |
|
|
— |
|
|
|
30 |
|
|
65.3% |
|
|
35.54 |
|
|
- |
Southpark at Cinco Ranch |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2012 |
|
2017 |
|
|
— |
|
|
|
265 |
|
|
100.0% |
|
|
15.04 |
|
|
Kroger, Academy Sports, PETCO, Spec's Liquor and Finer Foods |
Sterling Ridge |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2002 |
|
2000 |
|
|
— |
|
|
|
129 |
|
|
78.6% |
|
|
27.98 |
|
|
CVS, Crunch Fitness |
Sweetwater Plaza |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
20% |
|
2001 |
|
2000 |
|
|
20,000 |
|
|
|
135 |
|
|
100.0% |
|
|
17.41 |
|
|
Kroger, Walgreens |
The Village at Riverstone |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2016 |
|
2016 |
|
|
— |
|
|
|
165 |
|
|
95.8% |
|
|
17.80 |
|
|
Kroger |
Weslayan Plaza East |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
40% |
|
2005 |
|
1969 |
|
|
— |
|
|
|
173 |
|
|
100.0% |
|
|
22.46 |
|
|
Berings, Ross Dress for Less, Michaels, The Next Level Fitness, Spec's Liquor, Trek Bicycle |
Weslayan Plaza West |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
40% |
|
2005 |
|
1969 |
|
|
— |
|
|
|
186 |
|
|
97.1% |
|
|
22.50 |
|
|
Randalls Food, Walgreens, PETCO, Homegoods, Barnes & Noble |
Westwood Village |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
|
|
2006 |
|
2006 |
|
|
— |
|
|
|
246 |
|
|
98.7% |
|
|
20.16 |
|
|
Fitness Project, PetSmart, Office Max, Ross Dress For Less, TJ Maxx, Kelsey Seybold,(Target) |
Woodway Collection |
|
Houston-Woodlands-Sugar Land |
|
TX |
|
40% |
|
2005 |
|
2012 |
|
|
25,696 |
|
|
|
97 |
|
|
94.2% |
|
|
34.17 |
|
|
Whole Foods |
Carytown Exchange |
|
Richmond |
|
VA |
|
64% |
|
2018 |
|
2022 |
|
|
— |
|
|
|
116 |
|
|
97.6% |
|
|
28.69 |
|
|
Publix, CVS |
Village Shopping Center |
|
Richmond |
|
VA |
|
40% |
|
2005 |
|
1948 |
|
|
24,250 |
|
|
|
116 |
|
|
86.5% |
|
|
27.41 |
|
|
Publix, CVS |
Ashburn Farm Village Center |
|
Washington-Arlington-Alexandri |
|
VA |
|
|
|
2005 |
|
1996 |
|
|
— |
|
|
|
92 |
|
|
100.0% |
|
|
18.72 |
|
|
Patel Brothers, The Shop Gym |
Belmont Chase |
|
Washington-Arlington-Alexandri |
|
VA |
|
|
|
2014 |
|
2014 |
|
|
— |
|
|
|
91 |
|
|
100.0% |
|
|
38.66 |
|
|
Cooper's Hawk Winery, Whole Foods |
Festival at Manchester Lakes |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
2021 |
|
|
— |
|
|
|
169 |
|
|
100.0% |
|
|
33.02 |
|
|
Amazon Fresh, Homesense, Hyper Kidz |
Fox Mill Shopping Center |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
2013 |
|
|
22,500 |
|
|
|
103 |
|
|
97.6% |
|
|
28.49 |
|
|
Giant |
Greenbriar Town Center |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
1972 |
|
|
76,200 |
|
|
|
344 |
|
|
99.5% |
|
|
30.79 |
|
|
Big Blue Swim School, Bob's Discount Furniture, CVS, Giant, Marshalls, Planet Fitness, Ross Dress for Less, Total Wine and More |
Kamp Washington Shopping Center |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
1960 |
|
|
— |
|
|
|
71 |
|
|
100.0% |
|
|
36.27 |
|
|
PGA Tour Superstore |
Kings Park Shopping Center |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
2015 |
|
|
21,800 |
|
|
|
96 |
|
|
100.0% |
|
|
35.89 |
|
|
Giant, CVS |
Lorton Station Marketplace |
|
Washington-Arlington-Alexandri |
|
VA |
|
20% |
|
2006 |
|
2005 |
|
|
— |
|
|
|
136 |
|
|
91.4% |
|
|
27.11 |
|
|
Amazon Fresh, Planet Fitness, Five Below, LLC |
Point 50 |
|
Washington-Arlington-Alexandri |
|
VA |
|
|
|
2007 |
|
2021 |
|
|
— |
|
|
|
48 |
|
|
94.0% |
|
|
33.81 |
|
|
Amazon Fresh |
Saratoga Shopping Center |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
1977 |
|
|
22,800 |
|
|
|
113 |
|
|
92.9% |
|
|
23.37 |
|
|
Giant |
Shops at County Center |
|
Washington-Arlington-Alexandri |
|
VA |
|
|
|
2005 |
|
2005 |
|
|
— |
|
|
|
106 |
|
|
100.0% |
|
|
21.80 |
|
|
Harris Teeter, Planet Fitness |
38
Property Name |
|
CBSA (1) |
|
State |
|
Owner- |
|
Year |
|
Year |
|
Mortgages or |
|
|
Gross |
|
|
Percent |
|
Average |
|
|
MajorTenant(s) (5) |
|||
The Crossing Clarendon |
|
Washington-Arlington-Alexandri |
|
VA |
|
|
|
2016 |
|
in process/2023 |
|
|
— |
|
|
|
420 |
|
|
94.8% |
|
|
41.03 |
|
|
Whole Foods, Crate & Barrel, The Container Store, Pottery Barn, Ethan Allen, The Cheesecake Factory, LifeTime, Corobus Sports, Three Notch'd Brewing Company |
The Field at Commonwealth |
|
Washington-Arlington-Alexandri |
|
VA |
|
|
|
2017 |
|
2018 |
|
|
— |
|
|
|
167 |
|
|
100.0% |
|
|
24.47 |
|
|
Wegmans |
Village Center at Dulles |
|
Washington-Arlington-Alexandri |
|
VA |
|
20% |
|
2002 |
|
1991 |
|
|
46,000 |
|
|
|
307 |
|
|
99.5% |
|
|
31.37 |
|
|
Giant, CVS, Advance Auto Parts, Chuck E. Cheese, HomeGoods, Goodwill, Furniture Max, DMV Iron Gym |
Willston Centre I |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
1952 |
|
|
— |
|
|
|
109 |
|
|
81.2% |
|
|
32.05 |
|
|
Fashion K City |
Willston Centre II |
|
Washington-Arlington-Alexandri |
|
VA |
|
40% |
|
2005 |
|
2010 |
|
|
32,000 |
|
|
|
136 |
|
|
100.0% |
|
|
29.77 |
|
|
Safeway, (Target), (PetSmart) |
6401 Roosevelt |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
2019 |
|
1929 |
|
|
— |
|
|
|
8 |
|
|
38.9% |
|
|
26.86 |
|
|
- |
Aurora Marketplace |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
40% |
|
2005 |
|
1991 |
|
|
13,400 |
|
|
|
107 |
|
|
97.6% |
|
|
19.00 |
|
|
Safeway, TJ Maxx |
Ballard Blocks I |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
50% |
|
2018 |
|
2007 |
|
|
— |
|
|
|
132 |
|
|
100.0% |
|
|
28.27 |
|
|
LA Fitness, Ross Dress for Less, Trader Joe's |
Ballard Blocks II |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
50% |
|
2018 |
|
2018 |
|
|
— |
|
|
|
117 |
|
|
88.5% |
|
|
35.06 |
|
|
Bright Horizons, Kaiser Permanente, PCC Community Markets, Trufusion, West Marine |
Broadway Market |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
20% |
|
2014 |
|
1988 |
|
|
— |
|
|
|
140 |
|
|
93.6% |
|
|
30.25 |
|
|
Gold's Gym, Mosaic Salon Group, Quality Food Centers |
Cascade Plaza |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
20% |
|
1999 |
|
1999 |
|
|
— |
|
|
|
213 |
|
|
79.4% |
|
|
13.06 |
|
|
Big 5 Sporting Goods, Dollar Tree, Planet Fitness, Ross Dress For Less, Safeway, Aaron's |
Eastgate Plaza |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
40% |
|
2005 |
|
2018/2021 |
|
|
22,000 |
|
|
|
85 |
|
|
100.0% |
|
|
32.25 |
|
|
Safeway, Rite Aid |
Grand Ridge Plaza |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
2012 |
|
2018 |
|
|
— |
|
|
|
331 |
|
|
100.0% |
|
|
27.99 |
|
|
Bevmo!, Dick's Sporting Goods, Marshalls, Regal Cinemas,Safeway, Ulta |
Inglewood Plaza |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
1999 |
|
1985 |
|
|
— |
|
|
|
17 |
|
|
100.0% |
|
|
49.32 |
|
|
- |
Island Village |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
2023 |
|
2013 |
|
|
— |
|
|
|
106 |
|
|
100.0% |
|
|
17.72 |
|
|
Safeway, Rite Aid |
Klahanie Shopping Center |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
2016 |
|
1998 |
|
|
— |
|
|
|
66 |
|
|
96.3% |
|
|
40.78 |
|
|
(QFC) |
Melrose Market |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
2019 |
|
2009 |
|
|
— |
|
|
|
20 |
|
|
92.7% |
|
|
48.79 |
|
|
- |
Overlake Fashion Plaza |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
40% |
|
2005 |
|
2020 |
|
|
— |
|
|
|
86 |
|
|
99.0% |
|
|
31.75 |
|
|
Marshalls, Bevmo!, Amazon Go Grocery |
Pine Lake Village |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
1999 |
|
1989 |
|
|
— |
|
|
|
102 |
|
|
98.6% |
|
|
31.35 |
|
|
Quality Food Centers, Planet Fitness |
Roosevelt Square |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
2017 |
|
2017 |
|
|
— |
|
|
|
149 |
|
|
94.4% |
|
|
29.18 |
|
|
Whole Foods, Guitar Center, LA Fitness |
Sammamish-Highlands |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
1999 |
|
2013 |
|
|
— |
|
|
|
100 |
|
|
99.5% |
|
|
41.56 |
|
|
Trader Joe's, Bartell Drugs, (Safeway) |
Southcenter |
|
Seattle-Tacoma-Bellevue |
|
WA |
|
|
|
1999 |
|
1990 |
|
|
— |
|
|
|
57 |
|
|
100.0% |
|
|
37.95 |
|
|
(Target) |
Regency Centers Total |
|
|
|
|
|
|
|
|
|
|
|
$ |
2,309,064 |
|
|
|
58,377 |
|
|
96.1% |
|
$ |
26.03 |
|
|
|
39
Item 3. Legal Proceedings
We are a party to various legal proceedings that arise in the ordinary course of our business. We are not currently involved in any litigation, nor, to our knowledge, is any litigation threatened against us, the outcome of which would, in our judgment based on information currently available to us, have a material adverse effect on our financial position or results of operations. However, no assurances can be given as to the outcome of any threatened or pending legal proceedings.
See Note 16 - Commitments and Contingencies in the Notes for discussion regarding material legal proceedings and contingencies.
Item 4. Mine Safety Disclosures
Not applicable.
PART II
Item 5. Market for the Registrant's Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities
Our common stock is listed on the NASDAQ Global Select Market under the symbol "REG."
As of February 04, 2026, there were 175,442 holders of our common stock.
We intend to pay regular quarterly distributions to Regency Centers Corporation's common shareholders. Future distributions will be declared and paid at the discretion of our Board of Directors and will depend upon cash generated by our operating results, our financial condition, cash flows, capital requirements, future business prospects, annual dividend requirements under the REIT provisions of the Internal Revenue Code of 1986, as amended, and such other factors as our Board of Directors deems relevant. In order to maintain Regency Centers Corporation's qualification as a REIT for federal income tax purposes, we are generally required to make annual distributions equal to at least 90% of our REIT taxable income for the taxable year, excluding any net capital gains. Under certain circumstances we could be required to make distributions in excess of cash available for distributions in order to meet such requirements. We have a dividend reinvestment plan under which our shareholders may elect to reinvest their dividends automatically in common stock. Under the plan, we may elect to purchase common stock in the open market on behalf of shareholders or may issue new common stock to such shareholders.
Under the terms of our Line, in the event of any monetary default, we may not make distributions to shareholders except to the extent necessary to maintain our REIT status.
There were no unregistered sales of equity securities during the quarter ended December 31, 2025.
The following table represents information with respect to purchases by the Parent Company of its common stock, by month, during the three months ended December 31, 2025:
Period |
|
Total number of shares purchased (1) |
|
|
Average price paid per share |
|
|
Total number of shares purchased as part of publicly announced plans or programs (2) |
|
|
Maximum number or approximate dollar value of shares that may yet be purchased under the plans or programs (in thousands) (2) |
|
||||
October 1 through October 31, 2025 |
|
|
144 |
|
|
$ |
72.90 |
|
|
|
— |
|
|
$ |
250,000 |
|
November 1 through November 30, 2025 |
|
|
— |
|
|
$ |
— |
|
|
|
— |
|
|
$ |
250,000 |
|
December 1 through December 31, 2025 |
|
|
— |
|
|
$ |
— |
|
|
|
— |
|
|
$ |
250,000 |
|
40
The performance graph furnished below shows Regency's cumulative total shareholder return relative to the S&P 500 Index, the FTSE Nareit Equity REIT Index, and the FTSE Nareit Equity Shopping Centers index since December 31, 2020. The following performance graph and table do not constitute soliciting material and should not be deemed filed or incorporated by reference into any other previous or future filings by us under the Securities Act of 1933, as amended (the "Securities Act") or the Securities Exchange Act of 1934, as amended (the "Exchange Act").
|
|
12/31/2020 |
|
|
12/31/2021 |
|
|
12/31/2022 |
|
|
12/31/2023 |
|
|
12/31/2024 |
|
|
12/31/2025 |
|
||||||
Regency Centers Corporation |
|
$ |
100.00 |
|
|
|
171.39 |
|
|
|
148.15 |
|
|
|
165.58 |
|
|
|
190.21 |
|
|
|
184.91 |
|
S&P 500 |
|
|
100.00 |
|
|
|
128.71 |
|
|
|
105.40 |
|
|
|
133.10 |
|
|
|
166.40 |
|
|
|
196.16 |
|
FTSE NAREIT Equity REITs |
|
|
100.00 |
|
|
|
143.24 |
|
|
|
108.34 |
|
|
|
123.21 |
|
|
|
133.97 |
|
|
|
137.83 |
|
FTSE NAREIT Equity Shopping Centers |
|
|
100.00 |
|
|
|
165.05 |
|
|
|
144.36 |
|
|
|
161.74 |
|
|
|
189.29 |
|
|
|
182.01 |
|
Item 6. [Reserved]
41
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
Executing on our Strategy
During the year ended December 31, 2025, we had Net income attributable to common shareholders of $513.8 million as compared to $386.7 million during the year ended December 31, 2024. The increase was primarily attributable to a $72.2 million gain recognized from a partial distribution-in-kind transaction and a $45.2 million increase in base rent from same properties, reflecting improved operating performance.
During the year ended December 31, 2025:
We continued our development and redevelopment of high-quality shopping centers:
We maintained liquidity and financial flexibility to cost effectively fund investment opportunities and debt maturities:
42
Leasing Activity and Significant Tenants
We believe our high-quality, neighborhood and community shopping centers located in suburban trade areas with compelling demographics create attractive spaces for retail and service providers to operate their businesses.
Pro-rata Percent Leased
The following table summarizes Pro-rata percent leased of our combined consolidated and unconsolidated shopping center portfolio:
|
|
December 31, 2025 |
|
|
December 31, 2024 |
|
||
Percent Leased – All properties |
|
|
96.1 |
% |
|
|
96.3 |
% |
Anchor Space (spaces ≥ 10,000 SF) |
|
|
98.0 |
% |
|
|
98.4 |
% |
Shop Space (spaces < 10,000 SF) |
|
|
93.2 |
% |
|
|
93.0 |
% |
Pro-rata Leasing Activity
The following table summarizes leasing activity, including our Pro-rata share of activity within the portfolio of our real estate partnerships (totals as a weighted-average PSF):
|
|
Year Ended December 31, 2025 |
|
|||||||||||||||||
|
|
Leasing |
|
|
SF |
|
|
Base |
|
|
Tenant |
|
|
Leasing |
|
|||||
Anchor Space Leases |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
New |
|
|
34 |
|
|
|
1,030 |
|
|
$ |
17.46 |
|
|
$ |
28.67 |
|
|
$ |
4.65 |
|
Renewal |
|
|
102 |
|
|
|
3,050 |
|
|
|
15.14 |
|
|
|
0.65 |
|
|
|
0.41 |
|
Total Anchor Space Leases |
|
|
136 |
|
|
|
4,080 |
|
|
$ |
15.73 |
|
|
$ |
7.72 |
|
|
$ |
1.48 |
|
Shop Space Leases |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
New |
|
|
586 |
|
|
|
1,155 |
|
|
$ |
43.16 |
|
|
$ |
51.12 |
|
|
$ |
17.37 |
|
Renewal |
|
|
1,177 |
|
|
|
2,214 |
|
|
|
40.89 |
|
|
|
1.45 |
|
|
|
1.30 |
|
Total Shop Space Leases |
|
|
1,763 |
|
|
|
3,369 |
|
|
$ |
41.67 |
|
|
$ |
18.48 |
|
|
$ |
6.81 |
|
Total Leases |
|
|
1,899 |
|
|
|
7,449 |
|
|
$ |
27.46 |
|
|
$ |
12.58 |
|
|
$ |
3.89 |
|
|
|
Year Ended December 31, 2024 |
|
|||||||||||||||||
|
|
Leasing |
|
|
SF |
|
|
Base |
|
|
Tenant |
|
|
Leasing |
|
|||||
Anchor Space Leases |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
New |
|
|
39 |
|
|
|
952 |
|
|
$ |
20.06 |
|
|
$ |
61.64 |
|
|
$ |
6.77 |
|
Renewal |
|
|
153 |
|
|
|
4,778 |
|
|
|
18.48 |
|
|
|
0.72 |
|
|
|
0.09 |
|
Total Anchor Space Leases |
|
|
192 |
|
|
|
5,730 |
|
|
$ |
18.76 |
|
|
$ |
11.74 |
|
|
$ |
1.30 |
|
Shop Space Leases |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
New |
|
|
598 |
|
|
|
1,415 |
|
|
$ |
39.91 |
|
|
$ |
44.11 |
|
|
$ |
14.58 |
|
Renewal |
|
|
1,242 |
|
|
|
2,714 |
|
|
|
38.39 |
|
|
|
2.52 |
|
|
|
0.65 |
|
Total Shop Space Leases |
|
|
1,840 |
|
|
|
4,129 |
|
|
$ |
38.92 |
|
|
$ |
16.98 |
|
|
$ |
5.49 |
|
Total Leases |
|
|
2,032 |
|
|
|
9,859 |
|
|
$ |
27.19 |
|
|
$ |
13.93 |
|
|
$ |
3.05 |
|
The weighted-average base rent PSF on signed Shop Space leases during 2025 was $41.67 PSF, which is higher than the weighted average annual base rent PSF of all Shop Space leases due to expire during the next 12 months of $37.85 PSF. New and renewal rent spreads, compared to prior rents on these same spaces leased, were positive at 10.8% for the 12 months ended December 31, 2025, compared to 9.5% for the 12 months ended December 31, 2024.
43
Diversification and Concentration of Tenant Risk
We seek to reduce our risk by limiting concentration. For example, we utilize geographic diversification, as described in "Item 2. Properties" of this Report, and also seek to avoid dependence on any single property, market, or tenant. Based on percentage of annualized base rent, the following table summarizes our most significant tenants, of which four of the top five are grocers:
|
|
December 31, 2025 |
|
|||||||||
Anchor |
|
Number of |
|
|
Percentage of |
|
|
Percentage of |
|
|||
Publix |
|
|
67 |
|
|
|
5.8 |
% |
|
|
2.9 |
% |
TJX Companies, Inc. |
|
|
76 |
|
|
|
3.6 |
% |
|
|
2.7 |
% |
Albertsons Companies, Inc. |
|
|
52 |
|
|
|
4.1 |
% |
|
|
2.7 |
% |
Amazon/Whole Foods |
|
|
39 |
|
|
|
2.6 |
% |
|
|
2.5 |
% |
Kroger Co. |
|
|
51 |
|
|
|
5.9 |
% |
|
|
2.5 |
% |
Bankruptcies and Credit Concerns
Our management team devotes significant time to researching and monitoring consumer preferences and trends, customer shopping behaviors, changes in delivery methods, shifts to e-commerce, and changing demographics in order to anticipate the challenges and opportunities impacting our industry. We seek to mitigate potentially adverse impacts through maintaining a high quality portfolio, diversifying our geographic and tenant mix, replacing less successful tenants with stronger operators, anchoring our centers with market leading grocery stores that drive customer traffic, and investing in suburban trade areas with compelling demographic populations benefiting from high levels of disposal income.
We recognize that current domestic and global economic policies and conditions such as tariffs, trade deal activity, inflation, labor cost and availability, energy prices, interest rate volatility, supply chain disruptions, access to and cost of credit, and tax and regulatory changes, have introduced additional business uncertainty to some of our tenants. These economic policies and conditions could place further financial strain on our tenants by impacting sales, raising costs and compressing margins. The impacts of these policies and conditions, which could included an economic downturn or recession, could negatively impact our tenants and their ability to continue to meet their lease obligations.
Although base rent is derived from long-term lease contracts, tenants that file for bankruptcy generally have the legal right to reject any or all of their leases and close related stores. Any unsecured claim we hold against a bankrupt tenant for unpaid rent might be paid only to the extent that funds are available and only in the same percentage as is paid to all other holders of unsecured claims. As a result, in a tenant bankruptcy situation it is likely that we would recover substantially less than the full value of any unsecured claims we hold. Additionally, we may incur significant expense to adjudicate our claim and significant downtime to re-lease the vacated space. In the event that a tenant with a significant number of leases in our shopping centers files for bankruptcy and rejects its leases, we could experience a significant reduction in our revenues. As of December 31, 2025, the tenants who are currently in bankruptcy and continue to occupy space in our shopping centers represent an aggregate of 0.69% of our Pro-rata annual base rent with no single tenant exceeding 0.5% of Pro-rata annual base rent.
For a discussion and analysis of the year ended December 31, 2024, compared to the same period in 2023, see "Part II, Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations" of our Annual Report on Form 10-K for the year ended December 31, 2024, filed with the SEC on February 14, 2025.
44
Results of Operations
Comparison of the years ended December 31, 2025 and 2024:
Changes in revenues are summarized in the following table:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Lease income |
|
|
|
|
|
|
|
|
|
|||
Base rent |
|
$ |
1,049,767 |
|
|
|
986,916 |
|
|
|
62,851 |
|
Recoveries from tenants |
|
|
376,248 |
|
|
|
345,145 |
|
|
|
31,103 |
|
Percentage rent |
|
|
13,916 |
|
|
|
13,777 |
|
|
|
139 |
|
Uncollectible lease income |
|
|
(2,793 |
) |
|
|
(3,324 |
) |
|
|
531 |
|
Other lease income |
|
|
25,364 |
|
|
|
23,722 |
|
|
|
1,642 |
|
Straight-line rent |
|
|
24,495 |
|
|
|
20,300 |
|
|
|
4,195 |
|
Above/below market rent amortization, net |
|
|
24,428 |
|
|
|
24,843 |
|
|
|
(415 |
) |
Total lease income |
|
$ |
1,511,425 |
|
|
|
1,411,379 |
|
|
|
100,046 |
|
Other property income |
|
|
13,741 |
|
|
|
14,651 |
|
|
|
(910 |
) |
Management, transaction, and other fees |
|
|
28,358 |
|
|
|
27,874 |
|
|
|
484 |
|
Total revenues |
|
$ |
1,553,524 |
|
|
|
1,453,904 |
|
|
|
99,620 |
|
Lease income increased by $100.0 million primarily due to the following:
There were no significant changes in Other property income, or Management, transaction, and other fees.
Changes in our operating expenses are summarized in the following table:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Depreciation and amortization |
|
$ |
405,044 |
|
|
|
394,714 |
|
|
|
10,330 |
|
Property operating expense |
|
|
264,877 |
|
|
|
248,637 |
|
|
|
16,240 |
|
Real estate taxes |
|
|
192,282 |
|
|
|
184,415 |
|
|
|
7,867 |
|
General and administrative |
|
|
99,407 |
|
|
|
101,465 |
|
|
|
(2,058 |
) |
Other operating expenses |
|
|
8,849 |
|
|
|
10,867 |
|
|
|
(2,018 |
) |
Total operating expenses |
|
$ |
970,459 |
|
|
|
940,098 |
|
|
|
30,361 |
|
45
Depreciation and amortization increased by $10.3 million, mainly due to the following:
Property operating expense increased by $16.2 million, mainly due to the following:
Real estate taxes increased by $7.9 million, mainly due to the following:
General and administrative costs decreased by $2.1 million, mainly due to the following:
Other operating expenses decreased by $2.0 million, mainly due to the $7.7 million of transition costs recognized in 2024 related to the UBP acquisition, partially offset by $5.7 million increase in environmental reserve costs, development pursuit costs, and other fees.
Changes in Other expense, net are summarized in the following table:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Interest expense, net |
|
|
|
|
|
|
|
|
|
|||
Interest on notes payable |
|
$ |
208,402 |
|
|
|
187,084 |
|
|
|
21,318 |
|
Interest on unsecured credit facilities |
|
|
8,343 |
|
|
|
8,566 |
|
|
|
(223 |
) |
Capitalized interest |
|
|
(10,289 |
) |
|
|
(6,627 |
) |
|
|
(3,662 |
) |
Hedge expense |
|
|
784 |
|
|
|
728 |
|
|
|
56 |
|
Interest income |
|
|
(7,692 |
) |
|
|
(9,632 |
) |
|
|
1,940 |
|
Interest expense, net |
|
|
199,548 |
|
|
|
180,119 |
|
|
|
19,429 |
|
Provision for impairment of real estate |
|
|
4,606 |
|
|
|
14,304 |
|
|
|
(9,698 |
) |
Gain on sale of real estate, net of tax |
|
|
(24,464 |
) |
|
|
(34,162 |
) |
|
|
9,698 |
|
Loss (gain) on early extinguishment of debt |
|
|
— |
|
|
|
180 |
|
|
|
(180 |
) |
Net investment income |
|
|
(4,077 |
) |
|
|
(6,181 |
) |
|
|
2,104 |
|
Total other expense, net |
|
$ |
175,613 |
|
|
|
154,260 |
|
|
|
21,353 |
|
46
Interest expense, net increased by $19.4 million primarily due to the following:
In 2025, Provision for impairment of real estate of $4.6 million was recognized related to sales of five operating properties. In 2024 Provision for impairment of real estate of $14.3 million was recognized related to a sale of an operating property and the change in expected hold period of another operating property, which was subsequently sold in 2025.
During 2025, we recognized Gain on sale of real estate, net of tax of $24.5 million primarily from sales of two operating properties and two outparcels. During 2024, we recognized Gain on sale of real estate, net of tax of $34.2 million primarily from sales of five operating properties and recognition of two sales-type leases.
There were no significant changes in Loss (gain) on early extinguishments of debt.
Net investment income decreased by $2.1 million primarily driven by market volatility during the current period, including a $2.0 million decrease in returns on investments held in the non-qualified deferred compensation plan.
Equity in income of investments in real estate partnerships increased by $83.2 million due to:
The following represents the remaining components that comprise Net income attributable to common shareholders and unit holders:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Net income |
|
$ |
540,951 |
|
|
|
409,840 |
|
|
|
131,111 |
|
Income attributable to noncontrolling interests |
|
|
(13,491 |
) |
|
|
(9,452 |
) |
|
|
(4,039 |
) |
Net income attributable to the Company |
|
|
527,460 |
|
|
|
400,388 |
|
|
|
127,072 |
|
Preferred stock dividends |
|
|
(13,650 |
) |
|
|
(13,650 |
) |
|
|
— |
|
Net income attributable to common shareholders |
|
$ |
513,810 |
|
|
|
386,738 |
|
|
|
127,072 |
|
Net income attributable to exchangeable operating partnership units ("EOP") |
|
|
7,069 |
|
|
|
2,338 |
|
|
|
4,731 |
|
Net income attributable to common unit holders |
|
$ |
520,879 |
|
|
|
389,076 |
|
|
|
131,803 |
|
Income attributable to noncontrolling interests increased by $4.0 million, primarily due to a $4.7 million increase associated with the issuance of 2.8 million exchangeable operating partnership units to unrelated third-party sellers in connection with the acquisition of five properties in July 2025, partially offset by a $0.7 million decrease in net income from other consolidated real estate partnerships.
There was no change in Preferred stock dividends.
Net income attributable to exchangeable operating partnership units increased by $4.7 million, mainly due to the issuance of 2.8 million exchangeable operating partnership units to unrelated third-party sellers in consideration for the acquisition of five properties in July 2025.
47
Supplemental Earnings Information on Non-GAAP Financial Measures
We use certain non-GAAP financial measures, in addition to certain performance metrics determined under GAAP, as we believe these measures improve the understanding of the operating results. We believe these non-GAAP financial measures provide useful information to our Board of Directors, management and investors regarding certain trends relating to our financial condition and results of operations. Our management uses these non-GAAP measures to compare our performance to that of prior periods for trend analyses, purposes of determining management incentive compensation and budgeting, forecasting and planning purposes. We provide Pro-rata financial information because we believe it assists investors and analysts in estimating our economic interest in our consolidated and unconsolidated real estate partnerships, when read in conjunction with our reported results under GAAP. We believe presenting our Pro-rata share of operating results, along with other non-GAAP financial measures, may assist in comparing our operating results to other REITs. We continually evaluate the usefulness, relevance, limitations, and calculation of our reported non-GAAP measures to determine how best to provide relevant information to the public, and thus such reported non-GAAP financial measures could change. See "Non-GAAP Financial Measures" in "Item 1. Business" for additional information regarding the definition of and other information regarding the non-GAAP financial measures we present in this Report.
We do not consider non-GAAP financial measures as an alternative to financial measures determined in accordance with GAAP, rather they supplement GAAP measures by providing additional information we believe to be useful to our shareholders. The principal limitation of these non-GAAP financial measures is that they may exclude significant expense and income items that are required by GAAP to be recognized in our Consolidated Financial Statements. In addition, they reflect the exercise of management's judgment about which expense and income items are excluded or included in determining these non-GAAP financial measures. In order to compensate for these limitations, reconciliations of the non-GAAP financial measures we use to their most directly comparable GAAP measures are provided, including as set forth below. Non-GAAP financial measures should not be relied upon in evaluating the financial condition, results of operations, or future prospects.
Pro-rata Same Property NOI (Non-GAAP Financial Measures):
|
|
Year ended December 31, |
|
|
|
|
||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Base rent |
|
$ |
1,130,009 |
|
|
|
1,085,391 |
|
|
|
44,618 |
|
Recoveries from tenants |
|
|
404,326 |
|
|
|
378,076 |
|
|
|
26,250 |
|
Percentage rent |
|
|
15,468 |
|
|
|
15,210 |
|
|
|
258 |
|
Termination fees |
|
|
6,983 |
|
|
|
6,502 |
|
|
|
481 |
|
Uncollectible lease income |
|
|
(2,644 |
) |
|
|
(3,695 |
) |
|
|
1,051 |
|
Other lease income |
|
|
20,131 |
|
|
|
19,412 |
|
|
|
719 |
|
Other property income |
|
|
11,932 |
|
|
|
11,655 |
|
|
|
277 |
|
Total real estate revenue |
|
|
1,586,205 |
|
|
|
1,512,551 |
|
|
|
73,654 |
|
Operating and maintenance |
|
|
265,592 |
|
|
|
252,950 |
|
|
|
12,642 |
|
Termination expense |
|
|
35 |
|
|
|
30 |
|
|
|
5 |
|
Real estate taxes |
|
|
205,725 |
|
|
|
199,700 |
|
|
|
6,025 |
|
Ground rent |
|
|
15,045 |
|
|
|
15,181 |
|
|
|
(136 |
) |
Total real estate operating expenses |
|
|
486,397 |
|
|
|
467,861 |
|
|
|
18,536 |
|
Pro-rata same property NOI |
|
$ |
1,099,808 |
|
|
|
1,044,690 |
|
|
|
55,118 |
|
Less: Termination fees |
|
|
6,948 |
|
|
|
6,472 |
|
|
|
476 |
|
Pro-rata same property NOI, excluding termination fees |
|
$ |
1,092,860 |
|
|
|
1,038,218 |
|
|
|
54,642 |
|
Pro-rata same property NOI growth, excluding termination fees |
|
|
|
|
|
|
|
|
5.3 |
% |
||
Pro-rata same property NOI, excluding termination fees/expenses, changed from the following major components:
Total real estate revenue increased by $73.7 million, on a net basis, as follows:
48
Total real estate operating expenses increased by $18.5 million, on a net basis, as follows:
Reconciliation of Pro-rata Same Property NOI to Net Income Attributable to Common Shareholders:
|
|
Year ended December 31, |
|
|||||
(in thousands) |
|
2025 |
|
|
2024 |
|
||
Net income attributable to common shareholders |
|
$ |
513,810 |
|
|
|
386,738 |
|
Less: |
|
|
|
|
|
|
||
Management, transaction, and other fees |
|
|
28,358 |
|
|
|
27,874 |
|
Other (1) |
|
|
53,842 |
|
|
|
49,944 |
|
Plus: |
|
|
|
|
|
|
||
Depreciation and amortization |
|
|
405,044 |
|
|
|
394,714 |
|
General and administrative |
|
|
99,407 |
|
|
|
101,465 |
|
Other operating expense |
|
|
8,849 |
|
|
|
10,867 |
|
Other expense, net |
|
|
175,613 |
|
|
|
154,260 |
|
Equity in income of investments in real estate excluded from NOI (2) |
|
|
(24,223 |
) |
|
|
54,040 |
|
Net income attributable to noncontrolling interests |
|
|
13,491 |
|
|
|
9,452 |
|
Preferred stock dividends |
|
|
13,650 |
|
|
|
13,650 |
|
NOI |
|
|
1,123,441 |
|
|
|
1,047,368 |
|
Less non-same property NOI (3) |
|
|
(23,633 |
) |
|
|
(2,678 |
) |
Pro-rata same property NOI |
|
$ |
1,099,808 |
|
|
|
1,044,690 |
|
Less: Termination fees |
|
|
(6,948 |
) |
|
|
(6,472 |
) |
Pro-rata same property NOI excluding termination fees. |
|
$ |
1,092,860 |
|
|
|
1,038,218 |
|
Same Property Roll-forward:
Our same property pool includes the following property count, Pro-rata GLA, and changes therein:
|
|
2025 |
|
|
2024 |
|
||||||||||
(GLA in thousands) |
|
Property |
|
|
GLA |
|
|
Property |
|
|
GLA |
|
||||
Beginning same property count |
|
|
397 |
|
|
|
42,510 |
|
|
|
394 |
|
|
|
42,135 |
|
Acquired properties owned for entirety of comparable periods |
|
|
3 |
|
|
|
220 |
|
|
|
4 |
|
|
|
441 |
|
Acquisition of UBP |
|
|
70 |
|
|
|
4,858 |
|
|
|
— |
|
|
|
— |
|
Developments that reached completion by beginning of earliest comparable period presented |
|
|
— |
|
|
|
— |
|
|
|
3 |
|
|
|
278 |
|
Disposed properties |
|
|
(11 |
) |
|
|
(504 |
) |
|
|
(4 |
) |
|
|
(415 |
) |
SF adjustments (1) |
|
|
— |
|
|
|
165 |
|
|
|
— |
|
|
|
71 |
|
Change in intended property use |
|
|
— |
|
|
|
270 |
|
|
|
— |
|
|
|
— |
|
Ending same property count |
|
|
459 |
|
|
|
47,519 |
|
|
|
397 |
|
|
|
42,510 |
|
49
Nareit FFO, Core Operating Earnings and AFFO:
Our reconciliation of net income attributable to common shareholders to Nareit FFO, to Core Operating Earnings, and to AFFO is as follows:
|
|
Year ended December 31, |
|
|||||
(in thousands, except share information) |
|
2025 |
|
|
2024 |
|
||
Reconciliation of Net income attributable to common shareholders to Nareit FFO |
|
|
|
|
|
|
||
Net income attributable to common shareholders |
|
$ |
513,810 |
|
|
|
386,738 |
|
Adjustments to reconcile to Nareit FFO:(1) |
|
|
|
|
|
|
||
Depreciation and amortization (excluding FF&E) |
|
|
430,684 |
|
|
|
422,581 |
|
Provision for impairment of real estate |
|
|
4,606 |
|
|
|
14,304 |
|
Gain on sale of real estate, net of tax |
|
|
(100,444 |
) |
|
|
(35,069 |
) |
EOP units |
|
|
7,069 |
|
|
|
2,338 |
|
Nareit FFO attributable to common stock and unit holders |
|
$ |
855,725 |
|
|
|
790,892 |
|
Reconciliation of Nareit FFO to Core Operating Earnings |
|
|
|
|
|
|
||
Nareit FFO |
|
$ |
855,725 |
|
|
|
790,892 |
|
Adjustments to reconcile to Core Operating Earnings:(1) |
|
|
|
|
|
|
||
Not Comparable Items |
|
|
|
|
|
|
||
Merger transition costs |
|
|
— |
|
|
|
7,718 |
|
Loss on early extinguishment of debt |
|
|
— |
|
|
|
180 |
|
Certain Non-Cash Items |
|
|
|
|
|
|
||
Straight-line rent |
|
|
(27,319 |
) |
|
|
(22,980 |
) |
Uncollectible straight-line rent |
|
|
1,299 |
|
|
|
2,446 |
|
Above/below market rent amortization, net |
|
|
(23,087 |
) |
|
|
(23,431 |
) |
Debt and derivative mark-to-market amortization |
|
|
6,631 |
|
|
|
5,837 |
|
Core Operating Earnings |
|
$ |
813,249 |
|
|
|
760,662 |
|
Reconciliation of Core Operating Earnings to AFFO: |
|
|
|
|
|
|
||
Core Operating Earnings |
|
$ |
813,249 |
|
|
|
760,662 |
|
Adjustments to reconcile to AFFO:(1) |
|
|
|
|
|
|
||
Operating capital expenditures |
|
|
(137,335 |
) |
|
|
(138,229 |
) |
Debt cost and derivative adjustments |
|
|
9,074 |
|
|
|
8,391 |
|
Stock-based compensation |
|
|
21,648 |
|
|
|
18,549 |
|
AFFO |
|
$ |
706,636 |
|
|
|
649,373 |
|
Liquidity and Capital Resources
General
We use cash flows generated from operating, investing, and financing activities to strengthen our balance sheet, finance our development and redevelopment projects, fund our investment activities, and maintain financial flexibility. A significant portion of our cash flows from operations is distributed to our common shareholders in the form of dividends in order to maintain our status as a REIT.
Except for $200 million of private placement debt, our Parent Company has no capital commitments other than its guarantees of the commitments of our Operating Partnership. All remaining debt is held by our Operating Partnership, its subsidiaries, or by our real estate partnerships. The Operating Partnership is a guarantor of the $200 million of outstanding debt of our Parent Company, which we expect to pay off at maturity in 2026 using available liquidity. The Parent Company will from time to time access the capital markets for the purpose of issuing new equity, and will simultaneously contribute all of the offering proceeds to the Operating Partnership in exchange for additional partnership units.
We continually assess our available liquidity and our expected cash requirements, including monitoring our tenant rent collections. We have access to and draw on multiple financing sources to fund our operations and our long-term capital needs, including the requirements of our in process and planned developments, redevelopments, other capital expenditures, and the repayment of debt. We expect to meet these needs by using a combination of the following: cash flows from operations after funding our common stock and preferred stock dividends, borrowings from our Line, proceeds from the sale of real estate, mortgage loan and unsecured bank financing, distributions received from our real estate partnerships, and when the capital markets are favorable, proceeds from the sale of equity securities or the issuance of new unsecured debt. We continually evaluate alternative financing options, and we believe we can obtain new financing on reasonable terms, although likely at higher interest rates than that of our debt currently outstanding, due to the current interest rate environment.
50
On May 13, 2025, the Company issued $400 million of senior unsecured notes due 2032, at a par value of 99.279% and a coupon of 5.0%. The net proceeds were used (i) to reduce the outstanding balance on the Line, (ii) for the repayment of $250 million of 3.90% unsecured public debt due November 1, 2025, upon its maturity and (iii) for general corporate purposes, which may include the future repayment of other outstanding debt.
As of December 31, 2025, we had $441.8 million of loans maturing during the next 12 months, including Regency's share of maturities within our unconsolidated real estate partnerships, which we intend to refinance or pay off as they mature. We actively monitor the capital markets and maintain flexibility to access them opportunistically, while proactively managing our debt maturity profile to support a strong balance sheet. We currently expect to address these maturing obligations through a combination of cash flows from operations, refinancing, available liquidity under our Line, and proceeds from potential property sales. Of this amount, $88 million was repaid upon maturity on February 2, 2026.
Based upon our available cash balance, sources of capital, our current credit ratings, and the number of high quality, unencumbered properties we own, we believe our available capital resources are sufficient to meet our expected capital needs for the next year, although, in the longer term, we can provide no assurances.
In addition to our $104.7 million of unrestricted cash, we have the following additional sources of capital available:
(in thousands) |
|
December 31, 2025 |
|
|
ATM program (see note 11 to our Consolidated Financial Statements) |
|
|
|
|
Original offering amount |
|
$ |
500,000 |
|
Available capacity |
|
$ |
400,000 |
|
Line of Credit (see note 8 to our Consolidated Financial Statements) |
|
|
|
|
Total commitment amount |
|
$ |
1,500,000 |
|
Available capacity (1) |
|
$ |
1,367,940 |
|
Maturity (2) |
|
March 23, 2028 |
|
|
The declaration of dividends is determined quarterly by, and in the discretion of, our Board of Directors.
Subsequent to December 31, 2025, our Board of Directors declared the following dividends:
|
|
Dividend Declared, per share |
|
|
Declaration Date |
|
Record Date |
|
Payable Date |
|
Common Stock |
|
$ |
0.755000 |
|
|
February 4, 2026 |
|
March 11, 2026 |
|
April 1, 2026 |
Series A Preferred Stock |
|
$ |
0.390625 |
|
|
February 4, 2026 |
|
April 15, 2026 |
|
April 30, 2026 |
Series B Preferred Stock |
|
$ |
0.367200 |
|
|
February 4, 2026 |
|
April 15, 2026 |
|
April 30, 2026 |
While future dividends on shares of our common stock will be determined at the discretion of our Board of Directors, we plan to continue paying an aggregate amount of distributions to our stock and unit holders that, at a minimum, meet the requirements to continue qualifying as a REIT for federal income tax purposes.
We have historically generated sufficient cash flow from operations to fund our dividend distributions. During the years ended December 31, 2025 and 2024, we generated cash flows from operating activities of $827.7 million and $790.2 million, respectively, and paid $530.2 million and $507.0 million in dividends to our common and preferred stock and unit holders, in the same respective periods.
We currently have development and redevelopment projects in various stages of planning, design and construction, along with a pipeline of potential projects for future development or redevelopment. After funding the January 2026 dividends for our common and preferred stock and Operating Partnership units, we estimate that we will require capital during the next 12 months of approximately $910 million related to leasing commissions, tenant improvements, in-process developments and redevelopments, capital contributions to our real estate partnerships, and repaying maturing debt. These capital requirements may be impacted by increased costs of construction caused by, without limitation, tariffs and inflation affecting materials, labor, and services from third party contractors and suppliers. We continue to implement mitigation strategies including, but not limited to, entering into fixed cost construction contracts, pre-ordering materials, and other planning efforts. Further, continued challenges from permitting delays and labor and material shortages may extend the time to completion of these projects.
If we start new developments or redevelopments, commit to property acquisitions, repay debt with cash, declare future dividends, or repurchase shares of our common stock, our cash requirements will increase. If we refinance maturing debt, our cash requirements will decrease.
51
We endeavor to maintain a high percentage of unencumbered assets. As of December 31, 2025, 87.3% of our consolidated real estate assets were unencumbered. Our low level of encumbered assets allows us to more readily access the secured and unsecured debt markets and to maintain borrowing capacity on the Line.
Our Line and unsecured debt require that we remain in compliance with various customary financial covenants, which are described in Note 8 of the Consolidated Financial Statements. We were in compliance with these covenants at December 31, 2025, and expect to remain in compliance.
Summary of Cash Flow Activity
The following table summarizes net cash flows related to operating, investing, and financing activities of the Company:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Net cash provided by operating activities |
|
$ |
827,692 |
|
|
|
790,198 |
|
|
|
37,494 |
|
Net cash used in investing activities |
|
|
(421,140 |
) |
|
|
(326,644 |
) |
|
|
(94,496 |
) |
Net cash used in financing activities |
|
|
(347,775 |
) |
|
|
(493,024 |
) |
|
|
145,249 |
|
Net change in cash, cash equivalents and restricted cash |
|
|
58,777 |
|
|
|
(29,470 |
) |
|
|
88,247 |
|
Total cash, cash equivalents, and restricted cash |
|
$ |
120,661 |
|
|
|
61,884 |
|
|
|
58,777 |
|
Net cash provided by operating activities:
Net cash provided by operating activities increased by $37.5 million due to:
Net cash used in investing activities:
Net cash used in investing activities increased by $94.5 million as follows:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Cash flows from investing activities: |
|
|
|
|
|
|
|
|
|
|||
Acquisition of operating real estate, net of cash acquired of $4,273 in 2025 |
|
$ |
(104,153 |
) |
|
|
(45,405 |
) |
|
|
(58,748 |
) |
Real estate development and capital improvements |
|
|
(435,112 |
) |
|
|
(343,368 |
) |
|
|
(91,744 |
) |
Proceeds from sale of real estate |
|
|
124,992 |
|
|
|
108,615 |
|
|
|
16,377 |
|
Proceeds from property insurance casualty claims |
|
|
— |
|
|
|
5,286 |
|
|
|
(5,286 |
) |
Issuance of notes receivable |
|
|
(838 |
) |
|
|
(32,651 |
) |
|
|
31,813 |
|
Collection of notes receivable |
|
|
687 |
|
|
|
3,115 |
|
|
|
(2,428 |
) |
Investments in real estate partnerships |
|
|
(44,323 |
) |
|
|
(41,345 |
) |
|
|
(2,978 |
) |
Return of capital from investments in real estate partnerships |
|
|
32,549 |
|
|
|
13,034 |
|
|
|
19,515 |
|
Dividends on investment securities |
|
|
1,389 |
|
|
|
453 |
|
|
|
936 |
|
Purchase of investment securities |
|
|
(103,312 |
) |
|
|
(101,044 |
) |
|
|
(2,268 |
) |
Proceeds from sale of investment securities |
|
|
106,981 |
|
|
|
106,666 |
|
|
|
315 |
|
Net cash used in investing activities |
|
$ |
(421,140 |
) |
|
|
(326,644 |
) |
|
|
(94,496 |
) |
Significant changes in investing activities include:
52
We plan to continue developing and redeveloping shopping centers for long-term investment. During 2025, we deployed capital of $435.1 million for the development, redevelopment, and capital improvement of our real estate properties, comprised of the following:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Capital expenditures: |
|
|
|
|
|
|
|
|
|
|||
Land acquisitions - Development |
|
$ |
19,136 |
|
|
|
16,885 |
|
|
|
2,251 |
|
Land acquisitions - Redevelopment |
|
|
3,607 |
|
|
|
— |
|
|
|
3,607 |
|
Building and tenant improvements |
|
|
120,686 |
|
|
|
113,550 |
|
|
|
7,136 |
|
Redevelopment costs |
|
|
122,565 |
|
|
|
129,553 |
|
|
|
(6,988 |
) |
Development costs |
|
|
134,838 |
|
|
|
61,902 |
|
|
|
72,936 |
|
Capitalized interest |
|
|
10,122 |
|
|
|
6,487 |
|
|
|
3,635 |
|
Capitalized direct compensation |
|
|
24,158 |
|
|
|
14,991 |
|
|
|
9,167 |
|
Real estate development and capital improvements |
|
$ |
435,112 |
|
|
|
343,368 |
|
|
|
91,744 |
|
53
The following table summarizes our development projects in-process and completed:
(in thousands, except cost PSF) |
|
|
|
|
|
|
|
December 31, 2025 |
|
|||||||||||||||
Property Name |
|
Market |
|
Ownership (1) |
|
Start Date |
|
Estimated Stabilization Year (2) |
|
Estimated / Actual Net |
|
|
% of |
|
|
GLA (1) |
|
|
Cost PSF |
|
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Developments In-Process |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Sienna Grande Shops |
|
Houston, TX |
|
75% |
|
Q2-2023 |
|
2027 |
|
$ |
9,391 |
|
|
|
92 |
% |
|
|
23 |
|
|
|
408 |
|
The Shops at SunVet |
|
Long Island, NY |
|
100% |
|
Q2-2023 |
|
2027 |
|
|
95,233 |
|
|
|
89 |
% |
|
|
170 |
|
|
|
560 |
|
Oakley Shops at Laurel Fields |
|
Bay Area, CA |
|
100% |
|
Q3-2024 |
|
2026 |
|
|
35,814 |
|
|
|
88 |
% |
|
|
78 |
|
|
|
459 |
|
The Village at Seven Pines |
|
Jacksonville, FL |
|
100% |
|
Q3-2025 |
|
2028 |
|
|
112,302 |
|
|
|
16 |
% |
|
|
239 |
|
|
|
470 |
|
Ellis Village Center (South) |
|
Bay Area, CA |
|
100% |
|
Q3-2025 |
|
2028 |
|
|
29,660 |
|
|
|
16 |
% |
|
|
49 |
|
|
|
605 |
|
Culver Commons |
|
Los Angeles, CA |
|
100% |
|
Q4-2025 |
|
2028 |
|
|
15,852 |
|
|
|
6 |
% |
|
|
13 |
|
|
|
1,219 |
|
Lone Tree Village |
|
Denver, CO |
|
100% |
|
Q4-2025 |
|
2028 |
|
|
30,658 |
|
|
|
17 |
% |
|
|
158 |
|
|
|
194 |
|
Oak Valley Village |
|
Los Angeles, CA |
|
75% |
|
Q4-2025 |
|
2028 |
|
|
43,534 |
|
|
|
3 |
% |
|
|
173 |
|
|
|
252 |
|
Total Developments In-Process |
|
|
|
|
|
|
|
$ |
372,444 |
|
|
|
41 |
% |
|
|
903 |
|
|
$ |
412 |
|
||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Developments Completed |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Baybrook East - Phase 1B (4) |
|
Houston, TX |
|
50% |
|
Q2-2022 |
|
2026 |
|
$ |
9,500 |
|
|
|
98 |
% |
|
|
83 |
|
|
|
114 |
|
The Shops at Stone Bridge |
|
Cheshire, CT |
|
100% |
|
Q1-2024 |
|
2026 |
|
|
67,260 |
|
|
|
90 |
% |
|
|
162 |
|
|
|
415 |
|
Jordan Ranch Market |
|
Houston, TX |
|
50% |
|
Q3-2024 |
|
2026 |
|
|
24,189 |
|
|
|
92 |
% |
|
|
78 |
|
|
|
310 |
|
Total Developments Completed |
|
|
|
|
|
|
|
$ |
100,949 |
|
|
|
91 |
% |
|
|
323 |
|
|
$ |
313 |
|
||
The following table summarizes our redevelopment projects in process and completed:
(in thousands) |
|
|
|
|
|
|
|
December 31, 2025 |
|
|||||||
Property Name |
|
Market |
|
Ownership (1) |
|
Start Date |
|
Estimated Stabilization Year (2) |
|
Estimated Net Project Costs (1) (3) |
|
|
% of Costs Incurred |
|
||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
Redevelopments In-Process |
|
|
|
|
|
|
|
|
|
|
||||||
Bloom on Third |
|
Los Angeles, CA |
|
35% |
|
Q4-2022 |
|
2027 |
|
$ |
24,525 |
|
|
|
73 |
% |
Serramonte Center - Phase 3 |
|
San Francisco, CA |
|
100% |
|
Q2-2023 |
|
2026 |
|
|
36,989 |
|
|
|
48 |
% |
West Chester Plaza |
|
Cincinnati, OH |
|
100% |
|
Q4-2024 |
|
2028 |
|
|
15,442 |
|
|
|
34 |
% |
Willows Shopping Center |
|
Bay Area, CA |
|
100% |
|
Q4-2024 |
|
2027 |
|
|
16,807 |
|
|
|
40 |
% |
The Crossing Clarendon |
|
Metro DC |
|
100% |
|
Q2-2025 |
|
2027 |
|
|
13,679 |
|
|
|
35 |
% |
East Meadow Plaza - Phase 1 |
|
Long Island, NY |
|
100% |
|
Q3-2024 |
|
2026 |
|
|
11,736 |
|
|
|
68 |
% |
East Meadow Plaza - Phase 2A |
|
Long Island, NY |
|
100% |
|
Q3-2025 |
|
2027 |
|
|
15,969 |
|
|
|
37 |
% |
Various Redevelopments |
|
Various |
|
Various |
|
Various |
|
Various |
|
|
89,834 |
|
|
|
44 |
% |
Total Redevelopments In-Process |
|
|
|
|
|
|
|
$ |
224,981 |
|
|
|
47 |
% |
||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
Redevelopments Completed |
|
|
|
|
|
|
|
|
|
|
||||||
Circle Marina Shops & Marketplace |
|
Los Angeles, CA |
|
100% |
|
Q3-2023 |
|
2025 |
|
$ |
15,486 |
|
|
|
99 |
% |
Avenida Biscayne |
|
Miami, FL |
|
100% |
|
Q4-2023 |
|
2025 |
|
|
21,780 |
|
|
|
93 |
% |
Anastasia Plaza |
|
Jacksonville, FL |
|
100% |
|
Q3-2024 |
|
2025 |
|
|
15,217 |
|
|
|
90 |
% |
Cambridge Square |
|
Atlanta, GA |
|
100% |
|
Q4-2023 |
|
2025 |
|
|
13,027 |
|
|
|
93 |
% |
Various Properties |
|
Various |
|
Various |
|
Various |
|
Various |
|
|
47,096 |
|
|
|
95 |
% |
Total Redevelopments Completed |
|
|
|
|
|
|
|
$ |
112,606 |
|
|
|
94 |
% |
||
54
Net cash used in financing activities:
Net cash flows used in financing activities decreased by $145.2 million during 2025, as follows:
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Change |
|
|||
Cash flows from financing activities: |
|
|
|
|
|
|
|
|
|
|||
Net proceeds from common stock issuance |
|
$ |
98,167 |
|
|
|
— |
|
|
|
98,167 |
|
Tax withholding on stock-based compensation |
|
|
(6,794 |
) |
|
|
(19,540 |
) |
|
|
12,746 |
|
Common shares repurchased through share repurchase program |
|
|
— |
|
|
|
(200,066 |
) |
|
|
200,066 |
|
Redemption of exchangeable operating partnership units |
|
|
(2,046 |
) |
|
|
— |
|
|
|
(2,046 |
) |
Proceeds from sale of treasury stock |
|
|
502 |
|
|
|
210 |
|
|
|
292 |
|
Contributions from noncontrolling interests |
|
|
16,594 |
|
|
|
6,789 |
|
|
|
9,805 |
|
Distributions to and redemptions of noncontrolling interests |
|
|
(40,994 |
) |
|
|
(12,185 |
) |
|
|
(28,809 |
) |
Distributions to exchangeable operating partnership unit holders |
|
|
(5,007 |
) |
|
|
(2,952 |
) |
|
|
(2,055 |
) |
Dividends paid to common shareholders |
|
|
(511,564 |
) |
|
|
(490,365 |
) |
|
|
(21,199 |
) |
Dividends paid to preferred shareholders |
|
|
(13,650 |
) |
|
|
(13,650 |
) |
|
|
— |
|
Repayment of fixed rate unsecured notes |
|
|
(250,000 |
) |
|
|
(250,000 |
) |
|
|
— |
|
Proceeds from issuance of fixed rate unsecured notes, net of debt discount |
|
|
397,116 |
|
|
|
722,860 |
|
|
|
(325,744 |
) |
Proceeds from unsecured credit facilities |
|
|
650,000 |
|
|
|
722,419 |
|
|
|
(72,419 |
) |
Repayment of unsecured credit facilities |
|
|
(595,000 |
) |
|
|
(809,419 |
) |
|
|
214,419 |
|
Proceeds from notes payable |
|
|
10,000 |
|
|
|
12,000 |
|
|
|
(2,000 |
) |
Repayment of notes payable |
|
|
(80,130 |
) |
|
|
(131,261 |
) |
|
|
51,131 |
|
Scheduled principal payments |
|
|
(11,144 |
) |
|
|
(11,209 |
) |
|
|
65 |
|
Payment of financing costs |
|
|
(3,825 |
) |
|
|
(16,655 |
) |
|
|
12,830 |
|
Net cash used in financing activities |
|
$ |
(347,775 |
) |
|
|
(493,024 |
) |
|
|
145,249 |
|
Significant changes in financing activities include the following:
55
Contractual Obligations and Other Commitments
We have material cash obligations at December 31, 2025, which are discussed in our notes to Consolidated Financial Statements and include:
Critical Accounting Estimates
Knowledge about our significant accounting policies is necessary for a complete understanding of our Consolidated Financial Statements. The preparation of our Consolidated Financial Statements requires that we make certain estimates, judgments, and assumptions that impact the balance of assets and liabilities as of the financial statement date and the reported amount of income and expenses during the financial reporting period. These accounting estimates, judgments and assumptions are based upon, but not limited to historical experience, current trends, expected future results, current market conditions, and interpretation of industry accounting standards. While the following is not intended to be a comprehensive list of our accounting estimates, the estimates discussed below are believed to be critical because of their significance to the Consolidated Financial Statements and the possibility that future events may differ from those judgments, or that the use of different assumptions could result in materially different estimates. We review these estimates on a periodic basis to ensure reasonableness; however, the amounts we may ultimately realize could differ from such estimates.
Impairment of Real Estate Investments
In accordance with GAAP, we evaluate our real estate for impairment whenever there are events or changes in circumstances, including property operating performance, general market conditions or changes in expected hold periods, that indicate that the carrying value of our real estate properties (including any related amortizable intangible assets or liabilities) may not be recoverable. If such events or changes occur, we compare the current carrying value of the asset to the estimated undiscounted cash flows that are directly associated with the use and ultimate disposition of the asset. Our estimated cash flows are based on several key assumptions, including rental rates, expected leasing activity, costs of tenant improvements, leasing commissions, expected hold period, comparable sales information, and assumptions regarding the residual value upon disposition, including the exit capitalization rate. These key assumptions are subjective in nature and the resulting impairment, if any, could differ from the actual gain or loss recognized upon ultimate sale in an arm's length transaction. If the carrying value of the asset exceeds the estimated undiscounted cash flows, an impairment loss is recognized equal to the excess of carrying value over the estimated fair value.
The estimated fair value of real estate assets is subjective and is estimated through comparable sales information and other market data if available, as well as the use of an income approach such as the direct capitalization method or the discounted cash flow approach. The discounted cash flow method uses similar assumptions to the undiscounted cash flow method above, as well as a discount rate. Such cash flow projections and rates are subject to management judgment and changes in those assumptions could impact the estimation of fair value. In estimating the fair value of undeveloped land, we generally use market data and comparable sales information. Changes in events or changes in circumstances may alter the expected hold period of an asset or asset group, which may result in an impairment loss and such loss could be material to the Company's financial condition or operating performance.
56
Recent Accounting Pronouncements
See note 1 to Consolidated Financial Statements.
Item 7A. Quantitative and Qualitative Disclosures about Market Risk
We are exposed to two significant components of interest rate risk:
We continuously monitor capital market conditions and assess our ability to favorably refinance maturing debt and to fund our commitments. Based on our current credit ratings, the available capacity under our unsecured credit facility, and the number of unencumbered high quality properties we own that could serve as collateral, we believe we will be able to issue new secured or unsecured debt to finance maturing debt obligations; however, the extent to which capital market volatility and changes in interest rates may adversely affect the cost or availability of such financing remains uncertain.
The table below presents the principal cash flows, weighted average interest rates of remaining debt, and the fair value of total debt as of December 31, 2025. For variable rate mortgages and unsecured credit facilities for which we have interest rate swaps in place to fix the interest rate, they are included in the Fixed rate debt section below at their all-in fixed rate. The table is presented by year of expected maturity to evaluate the expected cash flows and sensitivity to interest rate changes. Although the average interest rate for variable rate debt is included in the table, those rates represent rates that existed as of December 31, 2025, and are subject to change. In addition, we continually assess the market risk for floating rate debt and believe that an increase of 100 basis points in interest rates would decrease future earnings and cash flows by approximately $1.2 million per year based on $120.0 million floating rate line of credit balance outstanding at December 31, 2025.
Further, the table below incorporates only those exposures that exist as of December 31, 2025, and does not consider exposures or positions that could arise after that date or obligations repaid before maturity. Since firm but unused commitments are not presented, the table has limited predictive value. As a result, our ultimate realized gain or loss with respect to interest rate fluctuations will depend on the exposures that arise during the period, our hedging strategies at that time, and actual interest rates.
The table below presents the principal cash flow payments associated with our outstanding debt by year, weighted average interest rates on debt outstanding at each year-end, and fair value of total debt as of December 31, 2025:
(dollars in thousands) |
|
2026 |
|
|
2027 |
|
|
2028 |
|
|
2029 |
|
|
2030 |
|
|
Thereafter |
|
|
Total |
|
|
Fair Value |
|
||||||||
Fixed rate debt (1) |
|
$ |
360,684 |
|
|
|
757,610 |
|
|
|
360,305 |
|
|
|
527,739 |
|
|
|
607,608 |
|
|
|
2,064,885 |
|
|
|
4,678,831 |
|
|
|
4,554,628 |
|
Average interest rate for all fixed rate debt (2) |
|
|
4.21 |
% |
|
|
4.33 |
% |
|
|
4.32 |
% |
|
|
4.54 |
% |
|
|
4.79 |
% |
|
|
4.81 |
% |
|
|
|
|
|
|
||
Variable rate SOFR debt (1) |
|
$ |
— |
|
|
|
— |
|
|
|
120,000 |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
120,000 |
|
|
|
120,000 |
|
Average interest rate for all variable rate debt (2) |
|
|
4.45 |
% |
|
|
4.45 |
% |
|
|
4.45 |
% |
|
|
— |
% |
|
|
— |
% |
|
|
— |
% |
|
|
|
|
|
|
||
57
Item 8. Financial Statements and Supplementary Data
Regency Centers Corporation and Regency Centers, L.P.
Index to Financial Statements
|
|
Reports of Independent Registered Public Accounting Firm (PCAOB ID No. 185) |
59 |
|
|
Regency Centers Corporation: |
|
Consolidated Balance Sheets as of December 31, 2025 and 2024 |
65 |
Consolidated Statements of Operations for the years ended December 31, 2025, 2024, and 2023 |
66 |
Consolidated Statements of Comprehensive Income for the years ended December 31, 2025, 2024, and 2023 |
67 |
Consolidated Statements of Equity for the years ended December 31, 2025, 2024, and 2023 |
68 |
Consolidated Statements of Cash Flows for the years ended December 31, 2025, 2024, and 2023 |
71 |
|
|
Regency Centers, L.P.: |
|
Consolidated Balance Sheets as of December 31, 2025 and 2024 |
73 |
Consolidated Statements of Operations for the years ended December 31, 2025, 2024, and 2023 |
74 |
Consolidated Statements of Comprehensive Income for the years ended December 31, 2025, 2024, and 2023 |
75 |
Consolidated Statements of Capital for the years ended December 31, 2025, 2024, and 2023 |
76 |
Consolidated Statements of Cash Flows for the years ended December 31, 2025, 2024, and 2023 |
78 |
|
|
Notes to Consolidated Financial Statements |
80 |
|
|
Financial Statement Schedule |
|
Schedule III - Consolidated Real Estate and Accumulated Depreciation - December 31, 2025 |
0 |
All other schedules are omitted because of the absence of conditions under which they are required, materiality or because information required therein is shown in the Consolidated Financial Statements or notes thereto.
58
Report of Independent Registered Public Accounting Firm
To the Shareholders and the Board of Directors of
Regency Centers Corporation:
Opinion on the Consolidated Financial Statements
We have audited the accompanying consolidated balance sheets of Regency Centers Corporation and subsidiaries (the Company) as of December 31, 2025 and 2024, the related consolidated statements of operations, comprehensive income, equity, and cash flows for each of the years in the three-year period ended December 31, 2025, and the related notes and financial statement schedule III - Consolidated Real Estate and Accumulated Depreciation (collectively, the consolidated financial statements). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company as of December 31, 2025 and 2024, and the results of its operations and its cash flows for each of the years in the three-year period ended December 31, 2025, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company’s internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission, and our report dated February 13, 2026 expressed an unqualified opinion on the effectiveness of the Company’s internal control over financial reporting.
Basis for Opinion
These consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current period audit of the consolidated financial statements that was communicated or required to be communicated to the audit committee and that: (1) relates to accounts or disclosures that are material to the consolidated financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of a critical audit matter does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
Evaluation of expected hold periods for certain real estate assets
As discussed in Note 1 to the consolidated financial statements and presented on the consolidated balance sheet, real estate assets, less accumulated depreciation was $11.3 billion as of December 31, 2025. The Company evaluates real estate properties (including any related amortizable intangible assets or liabilities) for impairment whenever there are events or changes in circumstances that indicate the carrying value of the real estate properties may not be recoverable.
We identified the Company’s assessment of events or changes in circumstances that could indicate a shortened expected hold period for certain real estate properties as a critical audit matter. Subjective auditor judgment was required to evaluate the events or changes in circumstances assessed by the Company that could indicate shortened expected hold periods for certain real estate properties. A shortening of the expected hold period could indicate a potential impairment.
The following are the primary procedures we performed to address this critical audit matter. We evaluated the design and tested the operating effectiveness of a control related to the Company’s assessment of events or changes in circumstances that
59
could indicate shortened expected hold periods for certain real estate properties. To evaluate relevant events or changes in circumstances indicating a potential shortening of the expected holding period, we:
/s/ KPMG LLP
We have served as the Company's auditor since 1993.
Jacksonville, Florida
February 13, 2026
60
Report of Independent Registered Public Accounting Firm
To the Shareholders and the Board of Directors of
Regency Centers Corporation:
Opinion on Internal Control Over Financial Reporting
We have audited Regency Centers Corporation and subsidiaries' (the Company) internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of December 31, 2025 and 2024, the related consolidated statements of operations, comprehensive income, equity, and cash flows for each of the years in the three-year period ended December 31, 2025, and the related notes and financial statement schedule III - Consolidated Real Estate and Accumulated Depreciation (collectively, the consolidated financial statements), and our report dated February 13, 2026 expressed an unqualified opinion on those consolidated financial statements.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management's Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audit also included performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ KPMG LLP
Jacksonville, Florida
February 13, 2026
61
Report of Independent Registered Public Accounting Firm
To the Board of Directors of Regency Centers Corporation
and the Partners of Regency Centers, L.P.:
Opinion on the Consolidated Financial Statements
We have audited the accompanying consolidated balance sheets of Regency Centers, L.P. and subsidiaries (the Partnership) as of December 31, 2025 and 2024, the related consolidated statements of operations, comprehensive income, capital, and cash flows for each of the years in the three-year period ended December 31, 2025, and the related notes and financial statement schedule III - Consolidated Real Estate and Accumulated Depreciation (collectively, the consolidated financial statements). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Partnership as of December 31, 2025 and 2024, and the results of its operations and its cash flows for each of the years in the three-year period ended December 31, 2025, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Partnership’s internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission, and our report dated February 13, 2026 expressed an unqualified opinion on the effectiveness of the Partnership’s internal control over financial reporting.
Basis for Opinion
These consolidated financial statements are the responsibility of the Partnership’s management. Our responsibility is to express an opinion on these consolidated financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Partnership in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current period audit of the consolidated financial statements that was communicated or required to be communicated to the audit committee and that: (1) relates to accounts or disclosures that are material to the consolidated financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of a critical audit matter does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
Evaluation of expected hold periods for certain real estate assets
As discussed in Note 1 to the consolidated financial statements and presented on the consolidated balance sheet, real estate assets, less accumulated depreciation was $11.3 billion as of December 31, 2025. The Partnership evaluates real estate properties (including any related amortizable intangible assets or liabilities) for impairment whenever there are events or changes in circumstances that indicate the carrying value of the real estate properties may not be recoverable.
We identified the Partnership’s assessment of events or changes in circumstances that could indicate a shortened expected hold period for certain real estate properties as a critical audit matter. Subjective auditor judgment was required to evaluate the events or changes in circumstances assessed by the Partnership that could indicate shortened expected hold periods for certain real estate properties. A shortening of the expected hold period could indicate a potential impairment.
62
The following are the primary procedures we performed to address this critical audit matter. We evaluated the design and tested the operating effectiveness of a control related to the Partnership’s assessment of events or changes in circumstances that could indicate shortened expected hold periods for certain real estate properties. To evaluate relevant events or changes in circumstances indicating a potential shortening of the expected holding period, we:
/s/ KPMG LLP
We have served as the Partnership's auditor since 1998.
Jacksonville, Florida
February 13, 2026
63
Report of Independent Registered Public Accounting Firm
To the Board of Directors of Regency Centers Corporation
and the Partners of Regency Centers, L.P.:
Opinion on Internal Control Over Financial Reporting
We have audited Regency Centers, L.P. and subsidiaries' (the Partnership) internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. In our opinion, the Partnership maintained, in all material respects, effective internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Partnership as of December 31, 2025 and 2024, the related consolidated statements of operations, comprehensive income, capital, and cash flows for each of the years in the three-year period ended December 31, 2025, and the related notes and financial statement schedule III - Consolidated Real Estate and Accumulated Depreciation (collectively, the consolidated financial statements), and our report dated February 13, 2026 expressed an unqualified opinion on those consolidated financial statements.
Basis for Opinion
The Partnership’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management's Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion on the Partnership’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Partnership in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audit also included performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ KPMG LLP
Jacksonville, Florida
February 13, 2026
64
REGENCY CENTERS CORPORATION
Consolidated Balance Sheets
December 31, 2025 and 2024
(in thousands, except share data)
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2025 |
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2024 |
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Assets |
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Net real estate investments: |
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Real estate assets, at cost |
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$ |
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Less: accumulated depreciation |
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Real estate assets, net |
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Investments in sales-type leases, net |
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Investments in real estate partnerships |
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Net real estate investments |
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Cash, cash equivalents, and restricted cash, including $ |
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Tenant and other receivables, net |
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Deferred leasing costs, less accumulated amortization of $ |
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Acquired lease intangible assets, less accumulated amortization of $ |
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Right of use assets, net |
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Other assets |
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Total assets |
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$ |
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Liabilities and Equity |
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Liabilities: |
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Notes payable, net |
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$ |
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Unsecured credit facility |
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Accounts payable and other liabilities |
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Acquired lease intangible liabilities, less accumulated amortization of $ |
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Lease liabilities |
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Tenants' security, escrow deposits and prepaid rent |
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Total liabilities |
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||
|
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— |
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— |
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Equity: |
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Shareholders' equity: |
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Preferred stock $ |
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Common stock $ |
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||
Treasury stock at cost, |
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( |
) |
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( |
) |
Additional paid-in-capital |
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||
Accumulated other comprehensive (loss) income |
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( |
) |
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|
Distributions in excess of net income |
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( |
) |
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( |
) |
Total shareholders' equity |
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||
Noncontrolling interests: |
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Exchangeable operating partnership units, aggregate redemption value of $ |
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||
Limited partners' interests in consolidated partnerships |
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||
Total noncontrolling interests |
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||
Total equity |
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||
Total liabilities and equity |
|
$ |
|
|
|
|
||
The accompanying notes are an integral part of the consolidated financial statements.
65
REGENCY CENTERS CORPORATION
Consolidated Statements of Operations
For the years ended December 31, 2025, 2024, and 2023
(in thousands, except per share data)
|
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2025 |
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2024 |
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2023 |
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Revenues: |
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|||
Lease income |
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$ |
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Other property income |
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Management, transaction, and other fees |
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Total revenues |
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|||
Operating expenses: |
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Depreciation and amortization |
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Property operating expense |
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Real estate taxes |
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General and administrative |
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Other operating expenses |
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|||
Total operating expenses |
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Other expense, net: |
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|||
Interest expense, net |
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|
|||
Provision for impairment of real estate |
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|
|||
Gain on sale of real estate, net of tax |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Loss (gain) on early extinguishment of debt |
|
|
|
|
|
|
|
|
( |
) |
||
Net investment income |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Total other expense, net |
|
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|
|||
Income before equity in income of investments in real estate partnerships |
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|||
Equity in income of investments in real estate partnerships |
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|
|||
Net income |
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|
|
|
|
|
|
|
|||
Noncontrolling interests: |
|
|
|
|
|
|
|
|
|
|||
Exchangeable operating partnership units ("EOP") |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Limited partners' interests in consolidated partnerships |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net income attributable to noncontrolling interests |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net income attributable to the Company |
|
|
|
|
|
|
|
|
|
|||
Preferred stock dividends |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net income attributable to common shareholders |
|
$ |
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|||
Net income attributable to common shareholders: |
|
|
|
|
|
|
|
|
|
|||
Per common share - basic |
|
$ |
|
|
|
|
|
|
|
|||
Per common share - diluted |
|
$ |
|
|
|
|
|
|
|
|||
The accompanying notes are an integral part of the consolidated financial statements.
66
REGENCY CENTERS CORPORATION
Consolidated Statements of Comprehensive Income
For the years ended December 31, 2025, 2024, and 2023
(in thousands)
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Net income |
|
$ |
|
|
|
|
|
|
|
|||
Other comprehensive (loss) income: |
|
|
|
|
|
|
|
|
|
|||
Effective portion of change in fair value of derivative instruments: |
|
|
|
|
|
|
|
|
|
|||
Effective portion of change in fair value of derivative instruments |
|
|
( |
) |
|
|
|
|
|
( |
) |
|
Reclassification adjustment of derivative instruments included in net income |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Unrealized gain (loss) on available-for-sale debt securities |
|
|
|
|
|
( |
) |
|
|
|
||
Other comprehensive (loss) income |
|
|
( |
) |
|
|
|
|
|
( |
) |
|
Comprehensive income |
|
|
|
|
|
|
|
|
|
|||
Less: comprehensive income attributable to noncontrolling interests: |
|
|
|
|
|
|
|
|
|
|||
Net income attributable to noncontrolling interests |
|
|
|
|
|
|
|
|
|
|||
Other comprehensive (loss) income attributable to noncontrolling interests |
|
|
( |
) |
|
|
|
|
|
( |
) |
|
Comprehensive income attributable to noncontrolling interests |
|
|
|
|
|
|
|
|
|
|||
Comprehensive income attributable to the Company |
|
$ |
|
|
|
|
|
|
|
|||
The accompanying notes are an integral part of the consolidated financial statements.
67
REGENCY CENTERS CORPORATION
Consolidated Statements of Equity
For the years ended December 31, 2025, 2024, and 2023
(in thousands, except per share data)
|
|
Shareholders' Equity |
|
|
Noncontrolling Interests |
|
|
|
|
|||||||||||||||||||||||||||||||||||
|
|
Preferred |
|
|
Common |
|
|
Treasury |
|
|
Additional |
|
|
Accumulated |
|
|
Distributions |
|
|
Total |
|
|
Exchangeable |
|
|
Limited |
|
|
Total |
|
|
Total |
|
|||||||||||
Balance at December 31, 2022 |
|
$ |
— |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Net income |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Other comprehensive loss |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
Other comprehensive loss before reclassification |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Amounts reclassified from accumulated other comprehensive loss |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Adjustment for noncontrolling interests |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
||
Deferred compensation plan, net |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
Amortization of equity awards |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
||||
Tax withholding on stock-based compensation |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Common stock repurchased and retired |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Repurchase of EOP units |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
Common stock issued under dividend reinvestment plan |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|||
Common stock issued for exchangeable units exchanged |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
||
Common stock issued, net of issuance costs |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
||||
Issuance of EOP units |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|||
Issuance of preferred stock |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|||
Contributions from partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|||
Distributions to partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Dividends declared: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
Preferred stock stock/unit (Series A: $ |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Common stock/unit ($ |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
Balance at December 31, 2023 |
|
$ |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
( |
) |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
68
|
|
Shareholders' Equity |
|
|
Noncontrolling Interests |
|
|
|
|
|||||||||||||||||||||||||||||||||||
|
|
Preferred |
|
|
Common |
|
|
Treasury |
|
|
Additional |
|
|
Accumulated |
|
|
Distributions |
|
|
Total |
|
|
Exchangeable |
|
|
Limited |
|
|
Total |
|
|
Total |
|
|||||||||||
Balance at December 31, 2023 |
|
$ |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
( |
) |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Net income |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Other comprehensive income |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
Other comprehensive income before reclassification |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Amounts reclassified from accumulated other comprehensive income |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Adjustment for noncontrolling interests |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
— |
|
|||
Deferred compensation plan, net |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
Amortization of equity awards |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
||||
Tax withholding on stock-based compensation |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Common stock repurchased and retired |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Common stock issued under dividend reinvestment plan |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|||
Common stock issued for exchangeable units exchanged |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
||
Contributions from partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|||
Distributions to partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Dividends declared: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
Preferred stock stock/unit (Series A: $ |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Common stock/unit ($ |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
Balance at December 31, 2024 |
|
$ |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
69
|
|
Shareholders' Equity |
|
|
Noncontrolling Interests |
|
|
|
|
|||||||||||||||||||||||||||||||||||
|
|
Preferred |
|
|
Common |
|
|
Treasury |
|
|
Additional |
|
|
Accumulated |
|
|
Distributions |
|
|
Total |
|
|
Exchangeable |
|
|
Limited |
|
|
Total |
|
|
Total |
|
|||||||||||
Balance at December 31, 2024 |
|
$ |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
Net income |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Other comprehensive loss |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
Other comprehensive loss before reclassification |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Amounts reclassified from accumulated other comprehensive loss |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Adjustment for noncontrolling interests |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
( |
) |
|
|
— |
|
|||
Deferred compensation plan, net |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
Amortization of equity awards |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
||||
Tax withholding on stock-based compensation |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Repurchase of EOP units |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
Common stock issued under dividend reinvestment plan |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|||
Common stock issued for exchangeable units exchanged |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
||
Common stock issued, net of issuance costs |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
||||
Contributions from partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Distributions to partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Dividends declared: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
Preferred stock stock/unit (Series A: $ |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Common stock/unit ($ |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
Balance at December 31, 2025 |
|
$ |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
( |
) |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
The accompanying notes are an integral part of the consolidated financial statements.
70
REGENCY CENTERS CORPORATION
Consolidated Statements of Cash Flows
For the years ended December 31, 2025, 2024, and 2023
(in thousands)
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Cash flows from operating activities: |
|
|
|
|
|
|
|
|
|
|||
Net income |
|
$ |
|
|
|
|
|
|
|
|||
Adjustments to reconcile net income to net cash provided by operating activities: |
|
|
|
|
|
|
|
|
|
|||
Depreciation and amortization |
|
|
|
|
|
|
|
|
|
|||
Amortization of deferred financing costs and debt premiums |
|
|
|
|
|
|
|
|
|
|||
Amortization of above and below market lease intangibles, net |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Stock-based compensation, net of capitalization |
|
|
|
|
|
|
|
|
|
|||
Equity in income of investments in real estate partnerships |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Gain on sale of real estate, net of tax |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Provision for impairment of real estate, net of tax |
|
|
|
|
|
|
|
|
— |
|
||
Loss (gain) on early extinguishment of debt |
|
|
— |
|
|
|
|
|
|
( |
) |
|
Distribution of earnings from investments in real estate partnerships |
|
|
|
|
|
|
|
|
|
|||
Deferred compensation expense |
|
|
|
|
|
|
|
|
|
|||
Realized and unrealized gain on investments |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Changes in assets and liabilities: |
|
|
|
|
|
|
|
|
|
|||
Tenant and other receivables |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Deferred leasing costs |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Other assets |
|
|
( |
) |
|
|
|
|
|
|
||
Accounts payable and other liabilities |
|
|
( |
) |
|
|
|
|
|
|
||
Tenants' security, escrow deposits and prepaid rent |
|
|
|
|
|
|
|
|
( |
) |
||
Net cash provided by operating activities |
|
|
|
|
|
|
|
|
|
|||
Cash flows from investing activities: |
|
|
|
|
|
|
|
|
|
|||
Acquisition of operating real estate, net of cash acquired of $ |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Acquisition of UBP, net of cash acquired of $ |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Real estate development and capital improvements |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Proceeds from sale of real estate |
|
|
|
|
|
|
|
|
|
|||
Proceeds from property insurance casualty claims |
|
|
— |
|
|
|
|
|
|
— |
|
|
Issuance of notes receivable |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Collection of notes receivable |
|
|
|
|
|
|
|
|
|
|||
Investments in real estate partnerships |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Return of capital from investments in real estate partnerships |
|
|
|
|
|
|
|
|
|
|||
Dividends on investment securities |
|
|
|
|
|
|
|
|
|
|||
Purchase of investment securities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Proceeds from sale of investment securities |
|
|
|
|
|
|
|
|
|
|||
Net cash used in investing activities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
71
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Cash flows from financing activities: |
|
|
|
|
|
|
|
|
|
|||
Net proceeds from common stock issuance |
|
$ |
|
|
|
— |
|
|
|
( |
) |
|
Tax withholding on stock-based compensation |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Common shares repurchased through share repurchase program |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
Redemption of exchangeable operating partnership units |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Proceeds from sale of treasury stock |
|
|
|
|
|
|
|
|
|
|||
Contributions from noncontrolling interests |
|
|
|
|
|
|
|
|
|
|||
Distributions to and redemptions of noncontrolling interests |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Distributions to exchangeable operating partnership unit holders |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Dividends paid to common shareholders |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Dividends paid to preferred shareholders |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Repayment of fixed rate unsecured notes |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
Proceeds from issuance of fixed rate unsecured notes, net of debt discount |
|
|
|
|
|
|
|
|
— |
|
||
Proceeds from unsecured credit facilities |
|
|
|
|
|
|
|
|
|
|||
Repayment of unsecured credit facilities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Proceeds from notes payable |
|
|
|
|
|
|
|
|
|
|||
Repayment of notes payable |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Scheduled principal payments |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Payment of financing costs |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net cash used in financing activities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net change in cash, cash equivalents and restricted cash |
|
|
|
|
|
( |
) |
|
|
|
||
Cash, cash equivalents, and restricted cash at beginning of the year |
|
|
|
|
|
|
|
|
|
|||
Cash, cash equivalents, and restricted cash at end of the year |
|
$ |
|
|
$ |
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|||
Supplemental disclosure of cash flow information: |
|
|
|
|
|
|
|
|
|
|||
Cash paid for interest (net of capitalized interest of $ |
|
$ |
|
|
|
|
|
|
|
|||
Supplemental disclosure of non-cash transactions: |
|
|
|
|
|
|
|
|
|
|||
Common and Preferred stock, and exchangeable operating partnership dividends declared but not paid |
|
$ |
|
|
|
|
|
|
|
|||
Right of use assets obtained in exchange for new operating lease liabilities |
|
$ |
|
|
|
|
|
|
|
|||
Sale of leased asset in exchange for net investment in sales-type lease |
|
$ |
— |
|
|
|
|
|
|
|
||
Acquisition of operating real estate: |
|
|
|
|
|
|
|
|
|
|||
Tenant and other receivable and other assets |
|
$ |
|
|
|
|
|
|
|
|||
Acquired lease intangible assets |
|
$ |
|
|
|
|
|
|
|
|||
Notes payable assumed in acquisition, at fair value |
|
$ |
|
|
|
— |
|
|
|
|
||
Intangible liabilities, accounts payable and other liabilities |
|
$ |
|
|
|
|
|
|
|
|||
Noncontrolling interest assumed in acquisition, at fair value |
|
$ |
— |
|
|
|
— |
|
|
|
|
|
Common stock exchanged for UBP shares |
|
$ |
— |
|
|
|
— |
|
|
|
|
|
Preferred stock exchanged for UBP shares |
|
$ |
— |
|
|
|
— |
|
|
|
|
|
Acquisition of previously unconsolidated real estate investments: |
|
|
|
|
|
|
|
|
|
|||
Acquired lease intangible assets |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Notes payable assumed in acquisition, at fair value |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Intangible liabilities, Accounts payable and other liabilities |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Acquisition of real estate assets |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Exchangeable operating partnership units issued for acquisition of real estate |
|
$ |
|
|
|
— |
|
|
|
|
||
Change in accrued capital expenditures |
|
$ |
|
|
|
|
|
|
|
|||
Contributions to investments in real estate partnerships |
|
$ |
|
|
|
|
|
|
|
|||
Contributions from limited partners in consolidated partnerships |
|
$ |
|
|
|
|
|
|
— |
|
||
The accompanying notes are an integral part of the consolidated financial statements.
72
REGENCY CENTERS, L.P.
Consolidated Balance Sheets
December 31, 2025 and 2024
(in thousands, except unit data)
|
|
2025 |
|
|
2024 |
|
||
Assets |
|
|
|
|
|
|
||
Net real estate investments: |
|
|
|
|
|
|
||
Real estate assets, at cost |
|
$ |
|
|
|
|
||
Less: accumulated depreciation |
|
|
|
|
|
|
||
Real estate assets, net |
|
|
|
|
|
|
||
Investments in sales-type leases, net |
|
|
|
|
|
|
||
Investments in real estate partnerships |
|
|
|
|
|
|
||
Net real estate investments |
|
|
|
|
|
|
||
Cash, cash equivalents, and restricted cash, including $ |
|
|
|
|
|
|
||
Tenant and other receivables, net |
|
|
|
|
|
|
||
Deferred leasing costs, less accumulated amortization of $ |
|
|
|
|
|
|
||
Acquired lease intangible assets, less accumulated amortization of $ |
|
|
|
|
|
|
||
Right of use assets, net |
|
|
|
|
|
|
||
Other assets |
|
|
|
|
|
|
||
Total assets |
|
$ |
|
|
|
|
||
Liabilities and Capital |
|
|
|
|
|
|
||
Liabilities: |
|
|
|
|
|
|
||
Notes payable, net |
|
$ |
|
|
|
|
||
Unsecured credit facility |
|
|
|
|
|
|
||
Accounts payable and other liabilities |
|
|
|
|
|
|
||
Acquired lease intangible liabilities, less accumulated amortization of $ |
|
|
|
|
|
|
||
Lease liabilities |
|
|
|
|
|
|
||
Tenants' security, escrow deposits and prepaid rent |
|
|
|
|
|
|
||
Total liabilities |
|
|
|
|
|
|
||
|
|
— |
|
|
|
— |
|
|
Capital: |
|
|
|
|
|
|
||
Partners' capital: |
|
|
|
|
|
|
||
Preferred units $ |
|
|
|
|
|
|
||
General partner's common units, |
|
|
|
|
|
|
||
Limited partners' common units, |
|
|
|
|
|
|
||
Accumulated other comprehensive (loss) income |
|
|
( |
) |
|
|
|
|
Total partners' capital |
|
|
|
|
|
|
||
Noncontrolling interest: Limited partners' interests in consolidated partnerships |
|
|
|
|
|
|
||
Total capital |
|
|
|
|
|
|
||
Total liabilities and capital |
|
$ |
|
|
|
|
||
The accompanying notes are an integral part of the consolidated financial statements.
73
REGENCY CENTERS, L.P.
Consolidated Statements of Operations
For the years ended December 31, 2025, 2024, and 2023
(in thousands, except per unit data)
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Revenues: |
|
|
|
|
|
|
|
|
|
|||
Lease income |
|
$ |
|
|
|
|
|
|
|
|||
Other property income |
|
|
|
|
|
|
|
|
|
|||
Management, transaction, and other fees |
|
|
|
|
|
|
|
|
|
|||
Total revenues |
|
|
|
|
|
|
|
|
|
|||
Operating expenses: |
|
|
|
|
|
|
|
|
|
|||
Depreciation and amortization |
|
|
|
|
|
|
|
|
|
|||
Property operating expense |
|
|
|
|
|
|
|
|
|
|||
Real estate taxes |
|
|
|
|
|
|
|
|
|
|||
General and administrative |
|
|
|
|
|
|
|
|
|
|||
Other operating expenses |
|
|
|
|
|
|
|
|
|
|||
Total operating expenses |
|
|
|
|
|
|
|
|
|
|||
Other expense, net: |
|
|
|
|
|
|
|
|
|
|||
Interest expense, net |
|
|
|
|
|
|
|
|
|
|||
Provision for impairment of real estate |
|
|
|
|
|
|
|
|
|
|||
Gain on sale of real estate, net of tax |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Loss (gain) on early extinguishment of debt |
|
|
|
|
|
|
|
|
( |
) |
||
Net investment income |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Total other expense, net |
|
|
|
|
|
|
|
|
|
|||
Income before equity in income of investments in real estate partnerships |
|
|
|
|
|
|
|
|
|
|||
Equity in income of investments in real estate partnerships |
|
|
|
|
|
|
|
|
|
|||
Net income |
|
|
|
|
|
|
|
|
|
|||
Limited partners' interests in consolidated partnerships |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net income attributable to the Partnership |
|
|
|
|
|
|
|
|
|
|||
Preferred unit distributions |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net income attributable to common unit holders |
|
$ |
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|||
Net income attributable to common unit holders: |
|
|
|
|
|
|
|
|
|
|||
Per common unit - basic |
|
$ |
|
|
|
|
|
|
|
|||
Per common unit - diluted |
|
$ |
|
|
|
|
|
|
|
|||
The accompanying notes are an integral part of the consolidated financial statements.
74
REGENCY CENTERS, L.P.
Consolidated Statements of Comprehensive Income
For the years ended December 31, 2025, 2024, and 2023
(in thousands)
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Net income |
|
$ |
|
|
|
|
|
|
|
|||
Other comprehensive (loss) income: |
|
|
|
|
|
|
|
|
|
|||
Effective portion of change in fair value of derivative instruments: |
|
|
|
|
|
|
|
|
|
|||
Effective portion of change in fair value of derivative instruments |
|
|
( |
) |
|
|
|
|
|
( |
) |
|
Reclassification adjustment of derivative instruments included in net income |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Unrealized gain (loss) on available-for-sale debt securities |
|
|
|
|
|
( |
) |
|
|
|
||
Other comprehensive (loss) income |
|
|
( |
) |
|
|
|
|
|
( |
) |
|
Comprehensive income |
|
|
|
|
|
|
|
|
|
|||
Less: comprehensive income attributable to noncontrolling interests: |
|
|
|
|
|
|
|
|
|
|||
Net income attributable to noncontrolling interests |
|
|
|
|
|
|
|
|
|
|||
Other comprehensive (loss) income attributable to noncontrolling interests |
|
|
( |
) |
|
|
|
|
|
( |
) |
|
Comprehensive income attributable to noncontrolling interests |
|
|
|
|
|
|
|
|
|
|||
Comprehensive income attributable to the Partnership |
|
$ |
|
|
|
|
|
|
|
|||
The accompanying notes are an integral part of the consolidated financial statements.
75
REGENCY CENTERS, L.P.
Consolidated Statements of Capital
For the years ended December 31, 2025, 2024, and 2023
(in thousands)
|
|
General Partner |
|
|
Limited |
|
|
Accumulated |
|
|
Total |
|
|
Noncontrolling |
|
|
Total |
|
||||||
Balance at December 31, 2022 |
|
$ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Net income |
|
|
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|||||
Other comprehensive loss |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Other comprehensive loss before reclassification |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Amounts reclassified from accumulated other comprehensive loss |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Adjustment for noncontrolling interests in the Operating Partnership |
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
Contributions from partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
||
Issuance of EOP units |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|||
Distributions to partners |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Preferred unit distributions |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Restricted units issued as a result of restricted stock issued by Parent Company, net of amortization |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|||
Repurchase of EOP units |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Preferred units issued as a result of preferred stock issued by Parent Company, net of issuance costs |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|||
Common units repurchased and retired as a result of common stock repurchased and retired by Parent Company |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Common units issued as a result of common stock issued by Parent Company, net of issuance costs |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|||
Common units repurchased as a result of common stock repurchased by Parent Company, net of issuances |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
EOP units exchanged for common stock of Parent Company |
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
Balance at December 31, 2023 |
|
$ |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|||||
Net income |
|
|
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|||||
Other comprehensive income |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Other comprehensive income before reclassification |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Amounts reclassified from accumulated other comprehensive income |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Adjustment for noncontrolling interests in the Operating Partnership |
|
|
( |
) |
|
|
|
|
|
— |
|
|
|
( |
) |
|
|
|
|
|
— |
|
||
Contributions from partners |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
|
||
Distributions to partners |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Preferred unit distributions |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Restricted units issued as a result of restricted stock issued by Parent Company, net of amortization |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|||
Common units repurchased and retired as a result of common stock repurchased and retired by Parent Company |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Common units repurchased as a result of common stock repurchased by Parent Company, net of issuances |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
EOP units exchanged for common stock of Parent Company |
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
Balance at December 31, 2024 |
|
$ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
76
|
|
General Partner |
|
|
Limited |
|
|
Accumulated |
|
|
Total |
|
|
Noncontrolling |
|
|
Total |
|
||||||
Balance at December 31, 2024 |
|
$ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Net income |
|
|
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|||||
Other comprehensive loss |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Other comprehensive loss before reclassification |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Amounts reclassified from accumulated other comprehensive loss |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Adjustment for noncontrolling interests in the Operating Partnership |
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
|
|
|
— |
|
||
Contributions from partners |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
||||
Distributions to partners |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Preferred unit distributions |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Restricted units issued as a result of restricted stock issued by Parent Company, net of amortization |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|||
Repurchase of EOP units |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Common units issued as a result of common stock issued by Parent Company, net of issuance costs |
|
|
|
|
|
— |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|||
Common units repurchased as a result of common stock repurchased by Parent Company, net of issuances |
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
EOP units exchanged for common stock of Parent Company |
|
|
|
|
|
( |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
Balance at December 31, 2025 |
|
$ |
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|||||
The accompanying notes are an integral part of the consolidated financial statements.
77
REGENCY CENTERS, L.P.
Consolidated Statements of Cash Flows
For the years ended December 31, 2025, 2024, and 2023
(in thousands)
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Cash flows from operating activities: |
|
|
|
|
|
|
|
|
|
|||
Net income |
|
$ |
|
|
|
|
|
|
|
|||
Adjustments to reconcile net income to net cash provided by operating activities: |
|
|
|
|
|
|
|
|
|
|||
Depreciation and amortization |
|
|
|
|
|
|
|
|
|
|||
Amortization of deferred financing costs and debt premiums |
|
|
|
|
|
|
|
|
|
|||
Amortization of above and below market lease intangibles, net |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Stock-based compensation, net of capitalization |
|
|
|
|
|
|
|
|
|
|||
Equity in income of investments in real estate partnerships |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Gain on sale of real estate, net of tax |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Provision for impairment of real estate, net of tax |
|
|
|
|
|
|
|
|
— |
|
||
Loss (gain) on early extinguishment of debt |
|
|
— |
|
|
|
|
|
|
( |
) |
|
Distribution of earnings from investments in real estate partnerships |
|
|
|
|
|
|
|
|
|
|||
Deferred compensation expense |
|
|
|
|
|
|
|
|
|
|||
Realized and unrealized gain on investments |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Changes in assets and liabilities: |
|
|
|
|
|
|
|
|
|
|||
Tenant and other receivables |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Deferred leasing costs |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Other assets |
|
|
( |
) |
|
|
|
|
|
|
||
Accounts payable and other liabilities |
|
|
( |
) |
|
|
|
|
|
|
||
Tenants' security, escrow deposits and prepaid rent |
|
|
|
|
|
|
|
|
( |
) |
||
Net cash provided by operating activities |
|
|
|
|
|
|
|
|
|
|||
Cash flows from investing activities: |
|
|
|
|
|
|
|
|
|
|||
Acquisition of operating real estate, net of cash acquired of $ |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Acquisition of UBP, net of cash acquired of $ |
|
|
— |
|
|
|
— |
|
|
|
( |
) |
Real estate development and capital improvements |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Proceeds from sale of real estate |
|
|
|
|
|
|
|
|
|
|||
Proceeds from property insurance casualty claims |
|
|
— |
|
|
|
|
|
|
— |
|
|
Issuance of notes receivable |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Collection of notes receivable |
|
|
|
|
|
|
|
|
|
|||
Investments in real estate partnerships |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Return of capital from investments in real estate partnerships |
|
|
|
|
|
|
|
|
|
|||
Dividends on investment securities |
|
|
|
|
|
|
|
|
|
|||
Purchase of investment securities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Proceeds from sale of investment securities |
|
|
|
|
|
|
|
|
|
|||
Net cash used in investing activities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
78
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Cash flows from financing activities: |
|
|
|
|
|
|
|
|
|
|||
Net proceeds from common stock issuance |
|
$ |
|
|
|
— |
|
|
|
( |
) |
|
Tax withholding on stock-based compensation |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Common units repurchased through share repurchase program |
|
|
— |
|
|
|
( |
) |
|
|
( |
) |
Redemption of exchangeable operating partnership units |
|
|
( |
) |
|
|
— |
|
|
|
( |
) |
Proceeds from sale of treasury stock |
|
|
|
|
|
|
|
|
|
|||
Contributions from noncontrolling interests |
|
|
|
|
|
|
|
|
|
|||
Distributions to and redemptions of noncontrolling interests |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Distributions to partners |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Dividends paid to preferred unit holders |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Repayment of fixed rate unsecured notes |
|
|
( |
) |
|
|
( |
) |
|
|
— |
|
Proceeds from issuance of fixed rate unsecured notes, net of debt discount |
|
|
|
|
|
|
|
|
— |
|
||
Proceeds from unsecured credit facilities |
|
|
|
|
|
|
|
|
|
|||
Repayment of unsecured credit facilities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Proceeds from notes payable |
|
|
|
|
|
|
|
|
|
|||
Repayment of notes payable |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Scheduled principal payments |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Payment of financing costs |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net cash used in financing activities |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net change in cash, cash equivalents and restricted cash |
|
|
|
|
|
( |
) |
|
|
|
||
Cash, cash equivalents, and restricted cash at beginning of the year |
|
|
|
|
|
|
|
|
|
|||
Cash, cash equivalents, and restricted cash at end of the year |
|
$ |
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|||
Supplemental disclosure of cash flow information: |
|
|
|
|
|
|
|
|
|
|||
Cash paid for interest (net of capitalized interest of $ |
|
$ |
|
|
|
|
|
|
|
|||
Supplemental disclosure of non-cash transactions: |
|
|
|
|
|
|
|
|
|
|||
Common and Preferred stock, and exchangeable operating partnership dividends declared but not paid |
|
$ |
|
|
|
|
|
|
|
|||
Right of use assets obtained in exchange for new operating lease liabilities |
|
$ |
|
|
|
|
|
|
|
|||
Sale of leased asset in exchange for net investment in sales-type lease |
|
$ |
— |
|
|
|
|
|
|
|
||
Acquisition of operating real estate: |
|
|
|
|
|
|
|
|
|
|||
Tenant and other receivable and other assets |
|
$ |
|
|
|
|
|
|
|
|||
Acquired lease intangible assets |
|
$ |
|
|
|
|
|
|
|
|||
Notes payable assumed in acquisition, at fair value |
|
$ |
|
|
|
— |
|
|
|
|
||
Intangible liabilities, accounts payable and other liabilities |
|
$ |
|
|
|
|
|
|
|
|||
Noncontrolling interest assumed in acquisition, at fair value |
|
$ |
— |
|
|
|
— |
|
|
|
|
|
Common stock exchanged for UBP shares |
|
$ |
— |
|
|
|
— |
|
|
|
|
|
Preferred stock exchanged for UBP shares |
|
$ |
— |
|
|
|
— |
|
|
|
|
|
Acquisition of previously unconsolidated real estate investments: |
|
|
|
|
|
|
|
|
|
|||
Acquired lease intangible assets |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Notes payable assumed in acquisition, at fair value |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Intangible liabilities, Accounts payable and other liabilities |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Acquisition of real estate assets |
|
$ |
|
|
|
— |
|
|
|
— |
|
|
Exchangeable operating partnership units issued for acquisition of real estate |
|
$ |
|
|
|
— |
|
|
|
|
||
Change in accrued capital expenditures |
|
$ |
|
|
|
|
|
|
|
|||
Contributions to investments in real estate partnerships |
|
$ |
|
|
|
|
|
|
|
|||
Contributions from limited partners in consolidated partnerships |
|
$ |
|
|
|
|
|
|
— |
|
||
The accompanying notes are an integral part of the consolidated financial statements.
79
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
General
Regency Centers Corporation (the "Parent Company") began its operations as a REIT in 1993 and is the general partner of Regency Centers, L.P. (the "Operating Partnership"). The Parent Company primarily engages in the ownership, management, leasing, acquisition, development, and redevelopment of shopping centers through the Operating Partnership and has no other assets other than through its investment in the Operating Partnership. Its only indebtedness consists of $
As of December 31, 2025, the Parent Company, the Operating Partnership, and their controlled subsidiaries on a consolidated basis (the "Company" or "Regency") owned
Acquisition of Urstadt Biddle Properties Inc.
As a result of the acquisition, the Company acquired
Estimates, Risks and Uncertainties
The success of the Company's tenants in operating their businesses and their corresponding ability to pay rent may be influenced by evolving political, economic, trade, tax and immigration policies and macroeconomic uncertainty, and the success of the Company's tenants, in the aggregate, is important to the operating and financial success of the Company. These include, without limitation, changes in trade and tariff policies (as well as potential trade disputes and retaliatory actions by other countries), entry into and termination of treaties and trade agreements, and economic sanctions. Additionally, geopolitical and macroeconomic challenges, including the war involving Russia and Ukraine, conflicts and instability in the Middle East and Venezuela, and economic conflicts with China, as well as the slowing of its economy, could impact aspects of the U.S. economy and, therefore, consumer confidence and spending.
The policies implemented by the U.S. government to address these and related issues, including changes by the Board of Governors of the Federal Reserve System of its benchmark federal funds rate, increases or decreases in federal government spending, and economic sanctions and tariffs, could result in adverse impacts on the U.S. economy, including inflation, reduction in consumer confidence and spending, a slowing of growth, and potentially a recession, thereby adversely impacting the costs to our tenants of operating their businesses, demand for their products and services, and their ability to pay rent, and/or decreasing future demand for space in shopping centers, which could adversely impact occupancy rates and rents. The potential impact of current macroeconomic and geopolitical challenges on the Company's financial condition,
80
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
results of operations, and cash flows is subject to change and continues to depend on the extent and duration of these risks and uncertainties.
Consolidation
The accompanying Consolidated Financial Statements include the accounts of the Parent Company, the Operating Partnership, its wholly-owned subsidiaries, and consolidated partnerships in which the Company has a controlling financial interest. Investments in real estate partnerships not controlled by the Company are accounted for under the equity method of accounting. All significant inter-company balances and transactions are eliminated in the Consolidated Financial Statements.
The Company consolidates properties that are wholly-owned and properties where it owns less than 100% but holds a controlling financial interest in the entity. Controlling financial interest is determined using an evaluation based on accounting standards related to the consolidation of Variable Interest Entities ("VIEs") and voting interest entities. For joint ventures that are determined to be a VIE, the Company consolidates the entity where it is deemed to be the primary beneficiary. Determination of the primary beneficiary is based on whether an entity has (1) the power to direct the activities of the VIE that most significantly impact the entity's economic performance, and (2) the obligation to absorb losses of the entity that could potentially be significant to the VIE or the right to receive benefits from the entity that could potentially be significant to the VIE.
Ownership of the Parent Company
The Parent Company currently has a single class of common stock and two series of preferred stock outstanding.
Ownership of the Operating Partnership
The Operating Partnership's capital includes Common Units and Preferred Units. As of December 31, 2025, the Parent Company owned approximately
Each EOP unit is exchangeable for cash or one share of common stock of the Parent Company, at the discretion of the Parent Company, and the unit holder cannot require redemption in cash or common stock (i.e., registered shares of the Parent). The Parent Company has evaluated the conditions as specified under Accounting Standards Codification ("ASC") Topic 480, Distinguishing Liabilities from Equity, as it relates to EOP units outstanding and concluded that the Parent Company has the right to satisfy the redemption requirements of the units by delivering shares of unregistered common stock. Accordingly, the Parent Company classifies EOP units as permanent equity in the accompanying Consolidated Balance Sheets and Consolidated Statements of Equity and Comprehensive Income. The Parent Company serves as general partner of the Operating Partnership. The EOP unit holders have limited rights over the Operating Partnership such that they do not have the power to direct the activities that most significantly impact the Operating Partnership’s economic performance. As such, the Operating Partnership is considered a VIE, and the Parent Company, which consolidates it, is the primary beneficiary. The Parent Company's only investment is the Operating Partnership. Net income and distributions of the Operating Partnership are allocable to the general and limited common Partnership Units in accordance with their ownership percentages.
Real Estate Partnerships
As of December 31, 2025, the Company held partial ownership interests in
81
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The assets of these partnerships are restricted to use by the respective partnerships and cannot be directly reached by general creditors of the Company. Similarly, the obligations of the partnerships are backed by, and can only be settled through the assets of these partnerships or by additional capital contributions by the partners, except to the extent that the Company has provided contractual payment guarantees.. As managing member, Regency maintains the books and records and typically provides leasing property and asset management services to the partnerships. The Partners' level of involvement in these partnerships varies from protective decisions (debt, bankruptcy, selling primary asset(s) of business) to participating involvement such as approving leases, operating budgets, and capital budgets.
Some of these entities have been determined to be VIEs under applicable accounting guidelines. This determination is primarily based on the assessment that the Limited Partners lack substantive kick-out rights (i.e., the ability to remove the general or managing partner with a simple majority vote or less) and do not possess substantive participating rights. Those partnerships for which the Partners are involved in the day to day decisions and do not have any other aspects that would cause them to be considered VIEs, are evaluated for consolidation using the voting interest model.
Those partnerships in which Regency does not have a controlling financial interest are accounted for using the equity method of accounting and Regency's ownership interest is recognized through single-line presentation as Investments in real estate partnerships, in the Consolidated Balance Sheet, and Equity in income of investments in real estate partnerships, in the Consolidated Statements of Operations. Cash distributions of earnings from operations from Investments in real estate partnerships are presented in Cash flows provided by operating activities in the accompanying Consolidated Statements of Cash Flows. Cash distributions from the sale of a property or loan proceeds received from the placement of debt on a property included in Investments in real estate partnerships are presented in Cash flows provided by investing activities in the accompanying Consolidated Statements of Cash Flows. If distributed proceeds from debt refinancing and real estate sales in excess of Regency's carrying value of its investment results in a negative investment balance for a partnership, it is recorded within Accounts payable and other liabilities in the Consolidated Balance Sheets.
The net difference in the carrying amount of investments in real estate partnerships and the underlying equity in net assets is accreted to earnings and recorded in Equity in income of investments in real estate partnerships in the accompanying Consolidated Statements of Operations over the expected useful lives of the properties and other intangible assets, which range from
The majority of the operations of the VIEs are funded with cash flows generated by the properties, or in the case of developments, with capital contributions or third-party construction loans.
The carrying amounts of VIEs' assets and liabilities included in the Company's consolidated financial statements, exclusive of the Operating Partnership, are as follows:
(in thousands) |
|
December 31, 2025 |
|
|
December 31, 2024 |
|
||
Assets |
|
|
|
|
|
|
||
Real estate assets, net |
|
$ |
|
|
|
|
||
Cash, cash equivalents and restricted cash |
|
|
|
|
|
|
||
Tenant and other receivables, net |
|
|
|
|
|
|
||
Deferred costs, net |
|
|
|
|
|
|
||
Acquired lease intangible assets, net |
|
|
|
|
|
|
||
Right of use assets, net |
|
|
|
|
|
|
||
Other assets |
|
|
|
|
|
|
||
Total Assets |
|
$ |
|
|
|
|
||
Liabilities |
|
|
|
|
|
|
||
Notes payable |
|
$ |
|
|
|
|
||
Accounts payable and other liabilities |
|
|
|
|
|
|
||
Acquired lease intangible liabilities, net |
|
|
|
|
|
|
||
Tenants' security, escrow deposits and prepaid rent |
|
|
|
|
|
|
||
Lease liabilities |
|
|
|
|
|
|
||
Total Liabilities |
|
$ |
|
|
|
|
||
82
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Noncontrolling Interests
The Company accounts for noncontrolling interests in accordance with the Consolidation guidance and the Distinguishing Liabilities from Equity guidance issued by the FASB. Noncontrolling interests represent the portion of equity that the Company does not own in those entities it consolidates. Noncontrolling interests also include amounts related to partnership units issued by consolidated subsidiaries of the Company in connection with certain property acquisitions. These partnership units have a defined redemption amount and the unit holders generally have the right to redeem their units at any time after a certain period from issuance. For these partnership units, the Company has the option to settle redemption amounts in cash or common stock. The Company evaluates the terms of the partnership units issued in accordance with the FASB’s Distinguishing Liabilities from Equity guidance. The partnership units for which the Company has the option to settle redemption amounts in cash or common stock are included in the caption Noncontrolling interests within the equity section on the Company’s Consolidated Balance Sheets.
Noncontrolling Interests of the Parent Company
The Consolidated Financial Statements of the Parent Company include the following ownership interests held by owners other than the common shareholders of the Parent Company: (i) the EOP units and (ii) the minority-owned interest held by third parties in consolidated partnerships ("Limited partners' interests in consolidated partnerships"). The Parent Company has included all of these noncontrolling interests in permanent equity, separate from the Parent Company's shareholders' equity, in the accompanying Consolidated Balance Sheets and Consolidated Statements of Equity. The portion of net income or comprehensive income attributable to these noncontrolling interests is included in net income and comprehensive income in the accompanying Consolidated Statements of Operations and Consolidated Statements of Comprehensive Income of the Parent Company.
The Parent Company also evaluated its fiduciary duties to itself, its shareholders, and, as the managing general partner of the Operating Partnership, to the Operating Partnership, and concluded its fiduciary duties are not in conflict with each other or the underlying agreements. Therefore, the Parent Company classifies such units and interests as permanent equity in the accompanying Consolidated Balance Sheets and Consolidated Statements of Equity.
Noncontrolling Interests of the Operating Partnership
The Operating Partnership has determined that limited partners' interests in consolidated partnerships are noncontrolling interests. Subject to certain conditions and pursuant to the terms of the partnership agreements, the Company generally has the right, but not the obligation, to purchase the other members' interest or sell its own interest in these consolidated partnerships. The Operating Partnership has included these noncontrolling interests in permanent capital, separate from partners' capital, in the accompanying Consolidated Balance Sheets and Consolidated Statements of Capital. The portion of net income (loss) or comprehensive income (loss) attributable to these noncontrolling interests is included in Net income and Comprehensive income in the accompanying Consolidated Statements of Operations and Consolidated Statements Comprehensive Income of the Operating Partnership.
Leasing Income and Tenant Receivables
The Company leases space to tenants under agreements with varying terms that generally provide for fixed payments of base rent, with stated increases over the term of the lease. Some of the lease agreements contain provisions that provide for additional rents based on tenants' sales volume ("percentage rent"), which are recognized when the tenants achieve the specified targets as defined in their lease agreements. Additionally, most lease agreements contain provisions for reimbursement of the tenants' share of actual real estate taxes and insurance and common area maintenance ("CAM") costs (collectively "Recoverable Costs") incurred.
Lease terms generally range from to
83
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The Company accounts for its leases under ASC Topic 842, Leases ("Topic 842"), as follows:
Classification
Under Topic 842, new leases or modifications thereto must be evaluated against specific classification criteria, which, based on the customary terms of the Company's leases, are classified as operating leases. However, certain longer-term leases (both lessee and lessor leases) may be classified as direct financing or sales type leases, which may result in selling profit and an accelerated pattern of earnings recognition. At December 31, 2025, the Company classified three leases as sales type leases, with all others classified as operating leases.
Recognition and Presentation
Lease income for operating leases with fixed payment terms is recognized on a straight-line basis over the expected term of the lease for all leases for which collectibility is considered probable. CAM is considered a non-lease component of the lease contract under Topic 842. However, as the timing and pattern of providing the CAM service to the tenant is the same as the timing and pattern of the tenant's use of the underlying lease asset, the Company elected, as part of an available practical expedient, to combine CAM with the remaining lease components, along with tenant's reimbursement of real estate taxes and insurance, and recognize them together as Lease income in the accompanying Consolidated Statements of Operations.
For sales type leases, the Company records any selling profit or loss arising from the lease at inception within Gain on sale of real estate, net of tax in the accompanying Consolidated Statement of Operations, as well as any initial direct costs recorded as an expense if, at commencement, the fair value of the underlying asset differs from its carrying amount, otherwise, they are deferred and included in the net investment in the lease. The net investment in the sales-type lease represents the lease receivable, the components of which are the future lease payments and any guaranteed residual value for the underlying assets, as well as any unguaranteed residual asset expected at the end of the lease term, each measured at net present value discounted using a rate implicit in the lease. Interest income is recorded within Lease income in the accompanying Consolidated Statements of Operations over the lease term so as to produce a constant periodic rate of return on the Company’s net investment in the leases. At the commencement date, the Company derecognizes the carrying amount of the underlying asset. When measuring the net investment in a long-term ground lease, the undiscounted residual value of the land will be limited to its fair value at commencement which will likely equate to its cost.
Collectibility
At lease commencement, the Company generally expects that collectibility of substantially all payments due under the lease is probable due to the Company's credit checks on tenants and other creditworthiness analysis undertaken before entering into a new lease; therefore, income from most operating leases is initially recognized on a straight-line basis. For operating leases in which collectibility of Lease income is not considered probable, Lease income is recognized on a cash basis and all previously recognized straight-line rent receivables are reversed in the period in which the Lease income is determined not to be probable of collection. Should collectibility of Lease income become probable again, through evaluation of qualitative and quantitative measures on a tenant by tenant basis, accrual basis accounting resumes and all commencement-to-date straight-line rent is recognized in that period.
In addition to the lease-specific collectibility assessment performed under Topic 842, the Company may also recognize a general reserve, as a reduction to Lease income, for its portfolio of operating lease receivables which are not expected to be fully collectible based on the Company's historical collection experience. The Company estimates the collectibility of the accounts receivable related to base rents, straight-line rents, recoveries from tenants, and other revenue taking into consideration the Company's historical write-off experience, tenant credit-worthiness, current economic trends, and remaining lease terms. Uncollectible lease income is a direct charge against Lease income. Although we estimate uncollectible receivables and provide for them through charges against income, actual experience may differ from those estimates.
84
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The following table represents the components of Tenant and other receivables, net of amounts considered uncollectible, in the accompanying Consolidated Balance Sheets:
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2024 |
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Tenant receivables |
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Total tenant and other receivables, net |
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$ |
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Other Property Income and Management Services
The Company recognizes revenue under ASC Topic 606, Revenue from Contracts with Customers ("Topic 606"), when or as control of the promised services are transferred to its customers, in an amount that reflects the consideration the Company expects to be entitled to in exchange for those services. The following is a description of the Company's revenue from contracts with customers within the scope of Topic 606.
Other Property Income
Other property income includes parking fees and other incidental income from the properties and is generally recognized at the point in time that the performance obligation is met.
Management, Transaction, and other fees
Property and Asset Management Services
The Company is engaged under agreements with its joint venture partnerships, which are generally perpetual in nature and cancellable through unanimous partner approval, absent an event of default and, in certain cases, specified intentional misconduct. Under these agreements, the Company is to provide asset and property management and leasing services for the joint ventures' shopping centers. The fees are market-based, generally calculated as a percentage of either revenues earned or the estimated values of the properties managed or the proceeds received, and are recognized over the monthly or quarterly periods as services are rendered. Property management and asset management services represent a series of distinct daily services. Accordingly, the Company satisfies its performance obligation as service is rendered each day and the variability associated with that compensation is resolved each day. Amounts due from the partnerships for such services are paid during the month following the monthly or quarterly service periods.
Several of the Company's joint venture partnership agreements provide for incentive payments, generally referred to as "promotes" or "earnouts," to Regency for appreciation in property values while Regency is managing member of the partnership. The terms of these promotes are based on appreciation in real estate value over designated time intervals or upon designated events. The Company evaluates its expected promote payout at each reporting period, which generally does not result in revenue recognition until the measurement period has completed, when the amount can be reasonably determined and the amount is not probable of significant reversal.
Leasing Services
Leasing service fees are based on a percentage of the total rent due under the lease. The leasing service is considered performed upon successful execution of an acceptable tenant lease for the joint ventures' shopping centers, at which time revenue is recognized. Payment of the first half of the fee is generally due upon lease execution and the second half is generally due upon tenant opening or the commencement of rent payments.
Transaction Services
The Company also receives transaction fees, as contractually agreed upon with in each joint venture, which include acquisition fees, disposition fees, and financing service fees. Control of these services is generally transferred at the time the related transaction closes, which is the point in time when the Company recognizes the related fee revenue. Any unpaid amounts related to transaction-based fees are included in Tenant and other receivables within the Consolidated Balance Sheets.
85
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Income within Management, transaction, and other fees is primarily derived from contracts with the Company's unconsolidated real estate partnerships.
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Year ended December 31, |
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2024 |
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2023 |
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Management, transaction, and other fees: |
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Property management services |
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$ |
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Asset management services |
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Leasing services |
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Other transaction fees |
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Total management, transaction, and other fees |
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$ |
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The accounts receivable for Total management, transactions, and other fees, which are included within Tenant and other receivables, net in the accompanying Consolidated Balance Sheets, are $
Real Estate Sales
The Company accounts for sales of nonfinancial assets under ASC Subtopic 610-20, Other Income - Gains and Losses from the Derecognition of Nonfinancial Assets, whereby the Company derecognizes real estate and recognizes a gain or loss on sales when a contract exists and control of the property has transferred to the buyer. Control of the property, including controlling financial interest, is generally considered to transfer upon closing through transfer of the legal title and possession of the property. While generally rare, any retained noncontrolling interest is measured at fair value at that time.
The following table details the components of Real estate assets in the Consolidated Balance Sheets:
(in thousands) |
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December 31, 2025 |
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December 31, 2024 |
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Land |
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$ |
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Land improvements |
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Buildings |
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Building and tenant improvements |
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Construction in progress |
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Total real estate assets |
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$ |
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Capitalization and Depreciation
Real estate assets are stated at cost, less accumulated depreciation, and amortization. The Company periodically assesses the useful lives of its depreciable real estate assets, including those intended to be redeveloped in the near term, and accounts for any revisions prospectively. Expenditures for maintenance, repairs and demolition costs are charged to operations as incurred. Significant renovations and replacements, which improve or extend the life of the asset, are capitalized.
As part of the leasing process, the Company may provide lessees with allowances for the construction of leasehold improvements. These leasehold improvements are capitalized and recorded as tenant improvements and depreciated over the shorter of the useful life of the improvements or the remaining lease term. If the allowance represents a payment for a purpose other than funding leasehold improvements, or in the event the Company is not considered the owner of the improvements, the allowance is considered to be a lease incentive and is recognized over the lease term as a reduction of Lease income. Factors considered during this evaluation include, among other things, who holds legal title to the improvements as well as other controlling rights provided by the lease agreement and provisions for substantiation of such costs (e.g. unilateral control of the tenant space during the build-out process). Determination of the appropriate accounting for the payment of a tenant allowance is made on a lease-by-lease basis, considering the facts and circumstances of the individual tenant lease.
Depreciation is computed using the straight-line method over estimated useful lives of approximately
86
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Development and Redevelopment Costs
All specifically identifiable costs related to development and redevelopment activities are capitalized into Real estate assets in the accompanying Consolidated Balance Sheets, and are included in Construction in progress within the above table. The capitalized costs include pre-development costs essential to the development or redevelopment of the property, construction costs, interest costs, real estate taxes, insurance, legal costs, salaries and related costs of personnel directly involved and other costs incurred during the period of development or redevelopment.
Pre-development costs represent the costs the Company incurs prior to land acquisition or pursuing a redevelopment including contract deposits, as well as legal, engineering, and other external professional fees related to evaluating the feasibility of developing or redeveloping a shopping center. As of December 31, 2025 and 2024, the Company had nonrefundable deposits and other pre-development costs of approximately $
Interest costs are capitalized into each development and redevelopment project based upon applying the Company's weighted average borrowing rate to that portion of the actual development or redevelopment costs incurred. The Company discontinues interest and real estate tax capitalization when a project is no longer being developed or is available for occupancy upon substantial completion of tenant improvements, but in no event would the Company capitalize interest on a project beyond
We have a staff of employees directly supporting our development and redevelopment program. All direct internal costs attributable to these development activities are capitalized as part of each development and redevelopment project. The capitalization of costs is directly related to the actual level of development activity occurring. During the years ended December 31, 2025, 2024, and 2023, we capitalized $
Acquisitions
Upon acquisition of operating real estate properties, the Company estimates the fair value of acquired tangible assets (consisting of land, land improvements, buildings, building improvements and tenant improvements) and identified intangible assets and liabilities (consisting of above and below-market leases and in-place leases), assumed debt, and any noncontrolling interest in the acquiree at the date of acquisition, based on evaluation of information and estimates available at that date. Based on these estimates, the Company allocates the purchase price of the acquired properties based on their relative fair value to the applicable assets and liabilities. Acquisitions of operating properties are generally considered asset acquisitions and therefore transaction costs are capitalized. Fair value is determined based on an exit price approach, which contemplates the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date.
The Company's methodology includes estimating an "as-if vacant" fair value of the physical property, which includes land, building, and improvements. In addition, the Company determines the estimated fair value of identifiable intangible assets and liabilities, considering the following categories: (i) value of in-place leases, and (ii) above and below-market value of in-place leases.
The value of in-place leases is estimated based on the value associated with the costs avoided in originating leases compared to the acquired in-place leases as well as the value associated with lost rental and recovery revenue during the assumed lease-up period. The value of in-place leases is recorded to Depreciation and amortization expense in the Consolidated Statements of Operations over the remaining expected term of the respective leases.
Above-market and below-market in-place lease values for acquired properties are recorded based on the present value of the difference between (i) the contractual amounts to be paid pursuant to the in-place leases and (ii) management's estimate of market lease rates for comparable in-place leases, measured over a period equal to the remaining non-cancelable term of the lease, including below-market renewal options, if applicable. The value of above-market leases is amortized as a reduction of Lease income over the remaining terms of the respective leases and the value of below-market leases is accreted to Lease income over the remaining terms of the respective leases, including below-market renewal options, if applicable.
87
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The Company does not assign value to customer relationship intangibles if it has pre-existing business relationships with major retailers at the acquired property since they do not provide incremental value over the Company's existing relationships.
Held for Sale
The Company classifies real estate assets as held-for-sale upon satisfaction of all the following criteria: (i) management commits to a plan to sell a property (or group of properties), (ii) the property is available for immediate sale in its present condition subject only to terms that are usual and customary for sales of such properties, (iii) an active program to locate a buyer and other actions required to complete the plan to sell the property have been initiated, (iv) the sale of the property is probable and transfer of the asset is expected to be completed within one year, (v) the property is being actively marketed for sale, and (vi) actions required to complete the plan indicate that it is unlikely that significant changes to the plan will be made or that the plan will be withdrawn. Upon the determination to classify a property as held for sale, the Company ceases depreciation and amortization on the real estate property held for sale, as well as the amortization of any related intangible assets. Such properties are recorded at the lesser of the carrying value or estimated fair value less estimated costs to sell.
Valuation of Real Estate Investments and Impairments
The Company continually evaluates whether there are any events or changes in circumstances, that could indicate the carrying values of the real estate properties (including any related amortizable intangible assets or liabilities) may not be recoverable. When indicators of potential impairment suggest that the carrying value of real estate assets may not be recoverable, the Company assesses the recoverability of the asset group by estimating whether the Company will recover the carrying value of the asset group through its undiscounted future cash flows, including eventual disposition. Based on this analysis, if the Company does not believe that it will be able to recover the carrying value of the asset group, an impairment charge will be recorded to the extent that the carrying value exceeds the estimated fair value of the asset group.
Estimated cash flows are based on several key assumptions, including rental rates, expected leasing activity, costs of tenant improvements, leasing commissions, expected hold period, and assumptions regarding the residual value upon disposition, including the exit capitalization rate. These key assumptions are subjective in nature and could differ materially from actual results. Changes in events or changes in circumstances may alter the hold period of an asset or asset group which may result in an impairment loss and such loss could be material to the Company's financial condition or operating performance. If a property previously classified as held and used is changed to held for sale, the Company estimates fair value, less expected costs to sell, which could cause the Company to determine that the property is impaired.
The estimated fair value of real estate assets is subjective and is estimated through comparable sales information and other market data if available, or through use of an income approach such as the direct capitalization method or the discounted cash flow approach. The discounted cash flow approach uses similar assumptions to the undiscounted cash flow approach above, as well as a discount rate. Such cash flow projections and rates are subject to management judgment and changes in those assumptions could impact the estimate of fair value. In estimating the fair value of undeveloped land, the Company generally uses market data and comparable sales information.
Any instruments which have an original maturity of
Goodwill
Goodwill represents the excess of the purchase price consideration from the Equity One merger in 2017 over the fair value of the assets acquired and liabilities assumed. The Company accounts for goodwill in accordance with ASC Topic 350, Intangibles - Goodwill and Other, and allocates its goodwill to its reporting units, which have been determined to be at the individual property level. The Company performs an impairment evaluation of its goodwill at least annually, in November of each year, or more frequently as triggers occur. See Note 5.
The goodwill impairment evaluation is completed using either a qualitative or quantitative approach. Under a qualitative approach, the impairment review for goodwill consists of an assessment of whether it is more-likely-than-not that the reporting unit's fair value is less than its carrying value, including goodwill. If a qualitative approach indicates it is more
88
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
likely-than-not that the estimated carrying value of a reporting unit (including goodwill) exceeds its fair value, or if the Company chooses to bypass the qualitative approach for any reporting unit, the Company will perform the quantitative approach described below.
The quantitative approach consists of estimating the fair value of each reporting unit using discounted projected future cash flows and comparing those estimated fair values with the carrying values, which include the allocated goodwill. If the estimated fair value is less than the carrying value, the Company would then recognize a goodwill impairment charge for the amount by which the carrying amount exceeds the reporting unit's fair value, not to exceed the total amount of goodwill allocated to that reporting unit.
Investments
The Company determines the appropriate classification of its investments in debt and equity securities at the time of purchase and reevaluates such determinations at each balance sheet date. The fair value of securities is determined using quoted market prices.
Debt securities are classified as held to maturity when the Company has the positive intent and ability to hold the securities to maturity. Debt securities that are bought and held principally for the purpose of selling them in the near term are classified as trading securities and are reported at fair value, with unrealized gains and losses recognized through earnings in Net investment income in the Consolidated Statements of Operations. Debt securities not classified as held to maturity or as trading, are classified as available-for-sale, and are carried at fair value, with the unrealized gains and losses, net of tax, included in the determination of comprehensive income and reported in the Consolidated Statements of Comprehensive Income.
Equity securities with readily determinable fair values are measured at fair value with changes in the fair value recognized through net income and presented within Net investment income in the Consolidated Statements of Operations.
Derivative Instruments
The Company manages economic risks, including interest rate, liquidity, and credit risk primarily by managing the amount, sources, and duration of its debt funding and the use of derivative instruments. Specifically, the Company enters into derivative instruments to manage exposures that arise from business activities that result in the receipt or future payment of known and uncertain cash amounts, the amount of which are determined by interest rates. The Company's derivative instruments are used to manage fluctuations in the amount, timing, and duration of the Company's known or expected cash payments principally related to the Company's borrowings.
All derivative instruments, whether designated in hedging relationships or not, are recorded on the accompanying Consolidated Balance Sheets at their fair value. The accounting for changes in the fair value of derivatives depends on the intended use of the derivative, whether the Company has elected to designate a derivative in a hedging relationship and apply hedge accounting, and whether the hedging relationship has satisfied the criteria necessary to apply hedge accounting. Derivatives designated and qualifying as a hedge of the exposure to variability in expected future cash flows, or other types of forecasted transactions, are considered cash flow hedges. Hedge accounting generally provides for the matching of the timing of gain or loss recognition on the hedging instrument with the earnings effect of the hedged forecasted transactions in a cash flow hedge. The Company may enter into derivative contracts that are intended to economically hedge certain risks, even though hedge accounting does not apply or the Company elects not to apply hedge accounting.
The Company uses interest rate swaps to mitigate its interest rate risk on a related financial instrument or forecasted transaction, and the Company designates these interest rate swaps as cash flow hedges. Interest rate swaps designated as cash flow hedges generally involve the receipt of variable-rate amounts from a counterparty in exchange for the Company making fixed-rate payments over the life of the agreements without exchange of the underlying notional amount. The Company may also utilize cash flow hedges to lock U.S. Treasury rates in anticipation of future fixed-rate debt issuances. The gains or losses resulting from changes in fair value of derivatives that qualify as cash flow hedges are recognized in Accumulated other comprehensive income (loss) ("AOCI"). Upon the settlement of a hedge, gains and losses remaining in AOCI are amortized through earnings over the underlying term of the hedged transaction. The cash receipts or payments related to interest rate swaps are presented in cash flows provided by operating activities in the accompanying Consolidated Statements of Cash Flows.
89
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The Company formally documents all relationships between hedging instruments and hedged items, as well as its risk management objectives and strategies for undertaking various hedge transactions. The Company assesses, both at inception of the hedge and on an ongoing basis, whether the derivatives that are used in hedging transactions are highly effective in offsetting changes in the cash flows and/or forecasted cash flows of the hedged items.
In assessing the valuation of the hedges, the Company uses standard market conventions and techniques such as discounted cash flow analysis, option pricing models, and termination costs at each balance sheet date. All methods of assessing fair value result in a general approximation of value, and such value may never actually be realized.
Deferred leasing costs consist of costs associated with leasing the Company's shopping centers, and are presented net of accumulated amortization. Such costs are amortized over the period through lease expiration. If the lease is terminated early, the remaining leasing costs are written off.
The Parent Company believes it qualifies, and intends to continue to qualify, as a REIT under the Internal Revenue Code (the “Code”). As a REIT, the Parent Company will generally not be subject to federal income tax, provided that distributions to its shareholders are at least equal to REIT taxable income. All wholly-owned corporate subsidiaries of the Operating Partnership have elected to be a taxable REIT subsidiary (“TRS”) or qualify as a REIT. The TRSs are subject to federal and state income taxes and file separate tax returns. As a pass through entity, the Operating Partnership generally does not pay income taxes, but its taxable income or loss is reported by its partners, of which the Parent Company, as general partner and approximately
Distributions to shareholders are usually taxable as ordinary dividends, although a portion of the distributions may be designated as qualified dividends, capital gains or may constitute a return of capital. The Company’s distributions for 2025 consisted of a
The Company is subject to a
The Company accounts for income taxes related to its taxable REIT subsidiaries in accordance with ASC 740, Income Taxes. Deferred tax assets and liabilities are recognized for temporary differences between the financial statement and tax bases of assets and liabilities using enacted tax rates expected to apply in the periods in which the differences reverse. Deferred tax liabilities are included in Accounts payable and other liabilities, and net deferred tax assets are included in Other assets in the Consolidated Balance Sheets. Our TRSs had a net deferred tax liability of $
90
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The Company has certain properties within its consolidated real estate portfolio that are either partially or completely on land subject to ground leases with third parties, which are all classified as operating leases. Accordingly, the Company owns only a long-term leasehold or similar interest in these properties. The building and improvements constructed on the leased land are capitalized as Real estate assets in the accompanying Consolidated Balance Sheets and depreciated over the shorter of the useful life of the improvements or the lease term.
In addition, the Company has non-cancelable operating leases pertaining to office space from which it conducts its business. Leasehold improvements are capitalized as tenant improvements, presented in Other assets in the Consolidated Balance Sheets, and depreciated over the shorter of the useful life of the improvements or the lease term.
Under Topic 842, the Company recognizes Lease liabilities on its Consolidated Balance Sheets for its ground and office leases and corresponding Right of use assets related to these same ground and office leases which are classified as operating leases. A key input in estimating the Lease liabilities and resulting Right of use assets is establishing the discount rate in the lease, which since the rates implicit in the lease contracts are not readily determinable, requires additional inputs for the longer-term ground leases, including market-based interest rates that correspond with the remaining term of the lease, the Company's credit spread, and a securitization adjustment necessary to reflect the collateralized payment terms present in the lease. This discount rate is applied to the remaining unpaid minimum rental payments for each lease to measure the operating lease liabilities.
Our at-the-market (“ATM”) program allows for the sale of common stock through forward sales contracts. These contracts meet all conditions for equity classification, and as such, common stock is recorded at the offering price specified in the contract upon settlement. The Company also accounts for the potential dilution from forward sales contracts in its earnings per share calculations, using the treasury stock method to determine any dilutive impact before settlement. For further details on forward equity sales transactions, refer to Note 11 in the consolidated financial statements.
Basic earnings per share of common stock and unit are computed based upon the weighted average number of common shares and units, respectively, outstanding during the period. Diluted earnings per share and unit reflect the conversion of obligations and the assumed exercises of securities including the effects of shares issuable under the Company's share-based payment arrangements, if dilutive. Dividends paid on the Company's share-based compensation awards are not participating securities as they are forfeitable.
The Company grants stock-based compensation to its employees and directors and recognizes the cost of stock-based compensation based on the grant-date fair value of the award, which is expensed over the vesting period.
When the Parent Company issues common stock as compensation, it simultaneously receives an equal number of common units from the Operating Partnership. The Company contributes all deemed proceeds from the share-based awards granted under the Parent Company's Long-Term Omnibus Plan (the "Plan") to the operating partnership. Consequently, the Parent Company's ownership in the Operating Partnership increases in proportion to the deemed proceeds contributed in exchange for the common units received. As a result of the issuance of common units to the Parent Company for stock-based compensation, the Operating Partnership records the effect of stock-based compensation for awards of equity in the Parent Company.
91
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The Company's business is investing in retail shopping centers through direct ownership or partnership interests. The Company actively manages its portfolio of retail shopping centers and may from time to time make decisions to sell lower performing properties or developments not meeting its long-term investment objectives. The proceeds from sales are generally reinvested into higher quality retail shopping centers, through acquisitions, new developments, or redevelopment of existing centers, which management believes will generate sustainable revenue growth and attractive returns. It is management's intent that all retail shopping centers will be owned or developed for investment purposes; however, the Company may decide to sell all or a portion of a development upon completion. The Company's revenues and net income are generated from the operation of its investment portfolio. The Company also earns fees for services provided to manage and lease retail shopping centers owned through joint ventures.
The Company's portfolio is located throughout the United States. Management does not distinguish or group its operations on a geographical basis for purposes of allocating resources or capital. The Company’s chief operating decision maker ("CODM") evaluates operating and financial performance for each property on an individual property level; therefore, the Company defines an operating segment as its individual properties. The individual properties have been aggregated into one reportable segment based upon their similarities with regard to both the nature and economics of the centers, tenants and operational processes, as well as long-term average financial performance. For further details on segment information, refer to Note 15 in the consolidated financial statements.
No single tenant comprised 10% or more of our aggregate annualized base rent ("ABR"). As of December 31, 2025, the Company had three geographic concentrations that individually accounted for at least 10.0% of its aggregate ABR. Real estate properties located in California, Florida and New York-Newark-Jersey City core-based statistical area accounted for
ASC 820, Fair Value Measurements and Disclosures, or ASC 820, defines fair value, establishes a framework for measuring fair value in accordance with GAAP and expands disclosures about fair value measurements. ASC 820 emphasizes that fair value is intended to be a market-based measurement, as opposed to a transaction-specific measurement. Fair value is defined by ASC 820 as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Therefore, a fair value measurement is determined based on the assumptions that market participants would use in pricing the asset or liability. As a basis for considering market participant assumptions in fair value measurements, the Company uses a fair value hierarchy that distinguishes between market participant assumptions based on market data obtained from independent sources (observable inputs that are classified within Levels 1 and 2 of the hierarchy) and the Company's own assumptions about market participant assumptions (unobservable inputs classified within Level 3 of the hierarchy). The three levels of inputs used to measure fair value are as follows:
92
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
(o) Recent Accounting Pronouncements
The following table provides a brief description of recent accounting pronouncements and the expected impact on our financial statements:
Standard |
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Description |
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Effective date |
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Effect on the financial statements or other significant matters |
Recently issued: |
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ASU 2024-03, Income Statement—Reporting Comprehensive Income—Expense Disaggregation Disclosures (Subtopic 220-40): Disaggregation of Income Statement Expenses
ASU 2025-01, Income Statement - Reporting Comprehensive, Income -Expense Disaggregation Disclosures (Subtopic 220-40), Clarifying the Effective Date
|
|
ASU 2024-03 requires public business entities to provide additional disclosures that disaggregate certain income statement expense captions into specified categories. The ASU does not impact the presentation of expenses on the face of the income statement but requires additional footnote disclosures to provide users of the financial statements with greater insight into the nature and composition of reported expenses. |
|
Fiscal years beginning January 1, 2027, and interim periods for fiscal years beginning January 1, 2028; Early adoption permitted. |
|
The Company is assessing the impact this ASU will have on the Company’s financial statement disclosures. While the adoption of this standard is not expected to have a material impact on the financial position or results of operations, it will require enhanced footnote disclosures related to the disaggregation of income statement expenses. |
ASU 2025-03, Business Combinations (Topic 805) and Consolidation (Topic 810): Determining the Accounting Acquirer in the Acquisition of a Variable Interest Entity
|
|
ASU 2025-03 clarifies the guidance in determining the accounting acquirer in a business combination effected primarily by exchanging equity interests when the acquiree is a VIE that meets the definition of a business. |
|
January 1, 2027; Early adoption is permitted. |
|
The Company is currently evaluating the impact of this ASU, but the adoption will not have a material effect on the Company’s financial position or results of operations. |
ASU 2025-06, Intangibles—Goodwill and Other— Internal-Use Software (Subtopic 350-40): Targeted Improvements to the Accounting for Internal-Use Software
|
|
ASU 2025-06 amends certain aspects of the accounting for and disclosure of software costs and makes targeted improvements for accounting for internally developed software to be sold or marketed externally. |
|
January 1, 2028; Early adoption is permitted. |
|
The Company is currently evaluating the impact of this ASU, but the adoption will not have a material effect on the Company’s financial position or results of operations. |
93
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Acquisitions
The following tables detail the properties acquired for the periods set forth below:
(in thousands) |
December 31, 2025 |
|
||||||||||||||
Date |
Property Name |
City/State |
Property |
Regency's Ownership |
Purchase |
|
Debt Assumed, Net of Premiums (1) |
|
Intangible |
|
Intangible Liabilities (1) |
|
||||
Operating |
$ |
|
|
|
|
|
|
|
||||||||
Outparcel |
|
|
|
|
|
|
|
|
||||||||
Operating |
|
|
|
|
|
|
|
|
||||||||
Operating |
|
|
|
|
|
|
|
|
||||||||
Operating |
|
|
|
|
|
|
|
|
||||||||
Operating |
|
|
|
|
|
|
|
|
||||||||
Redevelopment |
|
|
|
|
|
|
|
|
||||||||
Development |
|
|
|
|
|
|
|
|
||||||||
Development |
|
|
|
|
|
|
|
|
||||||||
Operating |
|
|
|
|
|
|
|
|
||||||||
Development |
|
|
|
|
|
|
|
|
||||||||
Development |
|
|
|
|
|
|
|
|
||||||||
Total property acquisitions |
|
|
|
$ |
|
|
|
|
|
|
|
|||||
(in thousands) |
December 31, 2024 |
|
||||||||||||||
Date |
Property Name |
City/State |
Property |
Regency's Ownership |
Purchase |
|
Debt Assumed, Net of Premiums (1) |
|
Intangible |
|
Intangible Liabilities (1) |
|
||||
Development |
$ |
|
|
|
|
|
|
|
||||||||
Operating |
|
|
|
|
|
|
|
|
||||||||
Development |
|
|
|
|
|
|
|
|
||||||||
Development |
|
|
|
|
|
|
|
|
||||||||
Total property acquisitions |
|
|
|
$ |
|
|
|
|
|
|
|
|||||
94
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The following table provides a summary of consolidated operating properties and land parcels sold during the periods set forth below:
|
|
Year ended December 31, |
|
|||||||||
(in thousands, except number sold data) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Net proceeds from sale of real estate investments |
|
$ |
|
|
|
|
|
|
|
|||
Gain on sale of real estate, net of tax |
|
$ |
|
|
|
|
|
|
|
|||
Provision for impairment of real estate sold |
|
$ |
|
|
|
|
|
|
— |
|
||
Number of operating properties sold |
|
|
|
|
|
|
|
|
— |
|
||
Number of land parcels sold |
|
|
|
|
|
— |
|
|
|
|
||
Percent interest sold |
|
|
|
|
|
|
||||||
The Company's investments in unconsolidated real estate partnerships include the following:
|
|
December 31, 2025 |
|
|||||||||||||||||||
(in thousands) |
|
Regency's Ownership |
|
Number of Properties |
|
|
Total Investment |
|
|
Total Assets of the Partnership |
|
|
The Company's Share of Net Income of the Partnership |
|
|
Net Income of the Partnership |
|
|||||
GRI - Regency, LLC (JV-GRI) (1) |
|
|
|
|
|
$ |
|
|
|
|
|
|
|
|
|
|
||||||
Columbia Regency Partners II, LLC (Columbia II) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Columbia Village District, LLC |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Individual Investors |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Ballard Blocks |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Bloom on Third |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Others (2) (3) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Total investments in real estate partnerships |
|
|
|
|
$ |
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
December 31, 2024 |
|
|||||||||||||||||||
(in thousands) |
|
Regency's Ownership |
|
Number of Properties |
|
|
Total Investment |
|
|
Total Assets of the Partnership |
|
|
The Company's Share of Net Income of the Partnership |
|
|
Net Income of the Partnership |
|
|||||
GRI - Regency, LLC (JV-GRI) |
|
|
|
|
|
$ |
|
|
|
|
|
|
|
|
|
|
||||||
Columbia Regency Partners II, LLC (Columbia II) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Columbia Village District, LLC |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Individual Investors |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Ballard Blocks |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Bloom on Third |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Others |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Total investments in real estate partnerships |
|
|
|
|
$ |
|
|
|
|
|
|
|
|
|
|
|||||||
95
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The summarized balance sheet information for the investments in unconsolidated real estate partnerships, on a combined basis, is as follows:
|
|
December 31, |
|
|||||
(in thousands) |
|
2025 |
|
|
2024 |
|
||
Investments in real estate, net |
|
$ |
|
|
|
|
||
Acquired lease intangible assets, net |
|
|
|
|
|
|
||
Other assets |
|
|
|
|
|
|
||
Total assets |
|
$ |
|
|
|
|
||
Notes payable |
|
$ |
|
|
|
|
||
Acquired lease intangible liabilities, net |
|
|
|
|
|
|
||
Other liabilities |
|
|
|
|
|
|
||
Capital - Regency |
|
|
|
|
|
|
||
Capital - Third parties |
|
|
|
|
|
|
||
Total liabilities and capital |
|
$ |
|
|
|
|
||
The following table reconciles the Company's capital recorded by the partnerships to the Company's investments in real estate partnerships reported in the accompanying Consolidated Balance Sheets:
|
|
December 31, |
|
|||||
(in thousands) |
|
2025 |
|
|
2024 |
|
||
Capital - Regency |
|
$ |
|
|
|
|
||
Basis difference |
|
|
( |
) |
|
|
( |
) |
Investments in real estate partnerships |
|
$ |
|
|
|
|
||
The revenues and expenses for the investments in unconsolidated real estate partnerships, on a combined basis, are summarized as follows:
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Total revenues |
|
$ |
|
|
|
|
|
|
|
|||
Operating expenses: |
|
|
|
|
|
|
|
|
|
|||
Depreciation and amortization |
|
|
|
|
|
|
|
|
|
|||
Property operating expense |
|
|
|
|
|
|
|
|
|
|||
Real estate taxes |
|
|
|
|
|
|
|
|
|
|||
General and administrative |
|
|
|
|
|
|
|
|
|
|||
Other operating expenses |
|
|
|
|
|
|
|
|
|
|||
Total operating expenses |
|
$ |
|
|
|
|
|
|
|
|||
Other expense (income): |
|
|
|
|
|
|
|
|
|
|||
Interest expense, net |
|
|
|
|
|
|
|
|
|
|||
Gain on sale of real estate |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Net investment income |
|
|
( |
) |
|
|
|
|
|
|
||
Total other expense (income) |
|
|
( |
) |
|
|
|
|
|
|
||
Net income of the Partnerships |
|
$ |
|
|
|
|
|
|
|
|||
The Company's share of net income of the Partnerships |
|
$ |
|
|
|
|
|
|
|
|||
96
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Acquisitions
The following table provides a summary of shopping centers and land parcels acquired through our investments in unconsolidated real estate partnerships for the periods set forth below:
(in thousands) |
Year ended December 31, 2025 |
|
|||||||||||||||
Date |
Property |
City/State |
Property |
Real Estate Partner |
Regency's Ownership |
Purchase Price (1) |
|
Debt Assumed, |
|
Intangible Assets (1) |
|
Intangible Liabilities (1) |
|
||||
|
|
|
|
|
|
|
|
||||||||||
Total property acquisitions |
|
|
|
|
$ |
|
|
|
|
|
|
|
|||||
(in thousands) |
Year ended December 31, 2024 |
|
|||||||||||||||
Date |
Property |
City/State |
Property |
Real Estate Partner |
Regency's Ownership |
Purchase Price (1) |
|
Debt Assumed, |
|
Intangible Assets (1) |
|
Intangible Liabilities (1) |
|
||||
|
|
|
— |
|
|
|
|
|
|||||||||
$ |
|
|
— |
|
|
|
|
|
|||||||||
Total property acquisitions |
|
|
|
|
$ |
|
|
— |
|
|
|
|
|
||||
Dispositions
The following table provides a summary of operating properties and land parcels disposed of through our investments unconsolidated in real estate partnerships:
|
|
Year ended December 31, |
|
|||||||||
(in thousands, except number sold data) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Proceeds from sale of real estate investments |
|
$ |
|
|
|
|
|
|
|
|||
Gain on sale of real estate |
|
$ |
|
|
|
|
|
|
|
|||
The Company's share of gain on sale of real estate |
|
$ |
|
|
|
|
|
|
|
|||
Number of operating properties sold |
|
|
|
|
|
|
|
|
|
|||
Number of land out-parcels sold |
|
|
|
|
|
|
|
|
|
|||
Notes Payable
Scheduled principal repayments on notes payable held by our investments in real estate partnerships as of December 31, 2025, were as follows:
(in thousands) |
|
Scheduled |
|
|
Mortgage |
|
|
Unsecured |
|
|
Total |
|
|
Regency's |
|
|||||
2026 |
|
$ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
2027 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
2028 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
2029 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
2030 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Beyond 5 Years |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Net unamortized loan costs, debt premium / (discount) |
|
|
|
|
|
( |
) |
|
|
|
|
|
( |
) |
|
|
( |
) |
||
Total |
|
$ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
At December 31, 2025, Company's investments in unconsolidated real estate partnerships had notes payable of $
97
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The Company is obligated to contribute its Pro-rata share to fund maturities if the loans are not refinanced, and it has the capacity to do so from existing cash balances, availability on its line of credit, and operating cash flows. The Company believes that its partners are financially sound and have sufficient capital or access thereto to fund future capital requirements. In the event that a real estate partner was unable to fund its share of the capital requirements of the real estate partnership, the Company would have the right, but not the obligation, to loan the defaulting partner the amount of its capital call which would be secured by the partner's membership interest.
Management fee income
In addition to earning our share of net income or loss in each of these real estate partnerships, we recognized fees as discussed in Note 1, as follows:
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Management, transaction, and other fees |
|
$ |
|
|
|
|
|
|
|
|||
The following table represents the components of Other assets in the accompanying Consolidated Balance Sheets as of the periods set forth below:
(in thousands) |
|
December 31, 2025 |
|
|
December 31, 2024 |
|
||
Goodwill |
|
$ |
|
|
|
|
||
Investments |
|
|
|
|
|
|
||
Prepaid and other |
|
|
|
|
|
|
||
Derivative assets |
|
|
|
|
|
|
||
Furniture, fixtures, and equipment, net |
|
|
|
|
|
|
||
Deferred financing costs, net |
|
|
|
|
|
|
||
Total other assets |
|
$ |
|
|
|
|
||
The following table presents the goodwill balances and activity during the year ended:
|
|
December 31, 2025 |
|
|
December 31, 2024 |
|
||||||||||||||||||
(in thousands) |
|
Goodwill |
|
|
Accumulated |
|
|
Total |
|
|
Goodwill |
|
|
Accumulated |
|
|
Total |
|
||||||
Beginning of year balance |
|
$ |
|
|
|
( |
) |
|
|
|
|
$ |
|
|
|
( |
) |
|
|
|
||||
Goodwill written off upon dispositions |
|
|
( |
) |
|
|
|
|
|
— |
|
|
|
( |
) |
|
|
|
|
|
( |
) |
||
End of year balance |
|
$ |
|
|
|
( |
) |
|
|
|
|
$ |
|
|
|
( |
) |
|
|
|
||||
As the Company identifies properties ("reporting units") that no longer meet its investment criteria, it will evaluate the property for potential sale. A decision to sell a reporting unit results in the need to evaluate its goodwill for recoverability and may result in impairment loss. Additionally, other changes impacting a reporting unit may be considered a triggering event. If events occur that trigger an impairment evaluation at multiple reporting units, a goodwill impairment may be significant.
98
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The Company had the following acquired lease intangibles as of the periods set forth below:
|
|
December 31, |
|
|||||
(in thousands) |
|
2025 |
|
|
2024 |
|
||
In-place leases |
|
$ |
|
|
|
|
||
Above-market leases |
|
|
|
|
|
|
||
Total intangible assets |
|
|
|
|
|
|
||
Accumulated amortization |
|
|
( |
) |
|
|
( |
) |
Acquired lease intangible assets, net |
|
$ |
|
|
|
|
||
Below-market leases |
|
|
|
|
|
|
||
Accumulated amortization |
|
|
( |
) |
|
|
( |
) |
Acquired lease intangible liabilities, net |
|
$ |
|
|
|
|
||
The following table provides a summary of amortization and net accretion amounts from acquired lease intangibles:
|
|
Year ended December 31, |
|
|
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|
Line item in Consolidated Statements of Operations |
|||
In-place lease amortization |
|
$ |
|
|
|
|
|
|
|
|
Depreciation and amortization |
|||
Above-market lease amortization |
|
|
|
|
|
|
|
|
|
|
Lease income |
|||
Acquired lease intangible asset amortization |
|
$ |
|
|
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|||
Below-market lease amortization |
|
$ |
|
|
|
|
|
|
|
|
Lease income |
|||
The estimated aggregate amortization and net accretion amounts from acquired lease intangibles for the next five years are as follows:
(in thousands) |
|
|
|
|
|
|
||
In Process Year Ending |
|
Amortization of |
|
|
Net accretion of Above |
|
||
2026 |
|
$ |
|
|
|
|
||
2027 |
|
|
|
|
|
|
||
2028 |
|
|
|
|
|
|
||
2029 |
|
|
|
|
|
|
||
2030 |
|
|
|
|
|
|
||
Lessor Accounting
Substantially all of the Company's leases are classified as operating leases. The Company's Lease income is comprised of both fixed and variable income. Fixed and in-substance fixed lease income includes stated amounts per lease contracts, which are primarily related to base rent, and in some cases stated amounts for Recoverable Costs. Income for these amounts is recognized on a straight-line basis.
Variable lease income includes the following two main items in the lease contracts:
99
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The following table provides a disaggregation of lease income recognized as either fixed or variable lease income based on the criteria specified in Topic 842:
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Operating lease income |
|
|
|
|
|
|
|
|
|
|||
Fixed and in-substance fixed lease income |
|
$ |
|
|
|
|
|
|
|
|||
Variable lease income |
|
|
|
|
|
|
|
|
|
|||
Other lease related income, net: |
|
|
|
|
|
|
|
|
|
|||
Above/below market rent and tenant rent inducement amortization, net |
|
|
|
|
|
|
|
|
|
|||
Uncollectible straight-line rent |
|
|
( |
) |
|
|
( |
) |
|
|
|
|
Uncollectible amounts billable in lease income |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Total lease income |
|
$ |
|
|
|
|
|
|
|
|||
Future minimum rental revenue under non-cancelable operating leases, excluding variable lease payments as of December 31, 2025, are as follows:
(in thousands) |
|
|
|
|
For the year ending December 31, |
|
|
|
|
2026 |
|
$ |
|
|
2027 |
|
|
|
|
2028 |
|
|
|
|
2029 |
|
|
|
|
2030 |
|
|
|
|
Thereafter |
|
|
|
|
Total |
|
$ |
|
|
At December 31, 2025, the Company had three leases classified as sales-type leases, with lease income recorded over the lease term in the form of variable interest income representing the constant periodic rate of return on the Company’s net investment in the lease, and fixed contractual obligations.
Lessee Accounting
The Company has shopping centers that are subject to non-cancelable, long-term ground leases where a third party owns the underlying land and has leased the land to the Company to construct and/or operate a shopping center.
The Company has
In addition, the Company has non-cancelable operating leases for office space used to conduct its business. Office leases expire through the year
The ground and office lease expenses are recognized on a straight-line basis over the term of the leases, including management's estimate of expected optional renewal periods, with ground lease expense presented within Property operating expense, and office lease expense presented within General and administrative in the accompanying Consolidated Statements of Operations.
100
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Operating lease expense under the Company's ground and office leases were as follows, including straight-line rent expense and variable lease expenses such as CPI increases, percentage rent and reimbursements of landlord costs:
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Fixed operating lease expense |
|
|
|
|
|
|
|
|
|
|||
Ground leases |
|
$ |
|
|
|
|
|
|
|
|||
Office leases |
|
|
|
|
|
|
|
|
|
|||
Total fixed operating lease expense |
|
|
|
|
|
|
|
|
|
|||
Variable lease expense |
|
|
|
|
|
|
|
|
|
|||
Ground leases |
|
|
|
|
|
|
|
|
|
|||
Office leases |
|
|
|
|
|
|
|
|
|
|||
Total variable lease expense |
|
|
|
|
|
|
|
|
|
|||
Total lease expense |
|
$ |
|
|
|
|
|
|
|
|||
Cash paid for amounts included in the measurement of operating lease liabilities |
|
|
|
|
|
|
|
|
|
|||
Operating cash flows for operating leases |
|
$ |
|
|
|
|
|
|
|
|||
The following table summarizes the undiscounted future cash flows by year attributable to the operating lease liabilities for ground and office leases as of December 31, 2025, and provides a reconciliation to the Lease liabilities included in the accompanying Consolidated Balance Sheets:
(in thousands) |
|
Lease Liabilities |
|
|||||||||
For the years ending December 31, |
|
Ground Leases |
|
|
Office Leases |
|
|
Total |
|
|||
2026 |
|
$ |
|
|
|
|
|
|
|
|||
2027 |
|
|
|
|
|
|
|
|
|
|||
2028 |
|
|
|
|
|
|
|
|
|
|||
2029 |
|
|
|
|
|
|
|
|
|
|||
2030 |
|
|
|
|
|
|
|
|
|
|||
Thereafter |
|
|
|
|
|
|
|
|
|
|||
Total undiscounted lease liabilities |
|
$ |
|
|
|
|
|
|
|
|||
Less imputed interest |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Lease liabilities |
|
$ |
|
|
|
|
|
|
|
|||
Weighted average discount rate |
|
|
% |
|
|
% |
|
|
|
|||
Weighted average remaining term (in years) |
|
|
|
|
|
|
|
|
|
|||
The Company's outstanding debt, net of unamortized debt premium (discount) and debt issuance costs, consisted of the following as of the dates set forth below:
|
|
Scheduled |
|
Weighted |
|
Weighted |
|
December 31, |
|
|||||
(in thousands) |
|
|
|
|
|
|
|
2025 |
|
|
2024 |
|
||
Notes payable: |
|
|
|
|
|
|
|
|
|
|
|
|
||
Fixed rate mortgage loans |
|
|
|
|
$ |
|
|
|
|
|||||
(1) |
|
|
|
|
|
|
|
|
|
|||||
Fixed rate unsecured debt |
|
|
|
|
|
|
|
|
|
|||||
Total notes payable, net |
|
|
|
|
|
|
|
|
|
|
|
|
||
Unsecured credit facility: |
|
|
|
|
|
|
|
|
|
|
|
|
||
$ |
|
|
|
|
|
|
|
|
|
|||||
Total unsecured credit facility |
|
|
|
|
|
|
|
|
|
|
|
|
||
Total debt outstanding |
|
|
|
|
|
|
|
$ |
|
|
|
|
||
101
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Notes Payable
Notes payable consist of mortgage loans secured by properties and unsecured public and private debt. Mortgage loans may be repaid before maturity, but could be subject to yield maintenance premiums, and are generally due in monthly installments of principal and interest or interest only. Unsecured public debt may be repaid before maturity subject to accrued and unpaid interest through the proposed redemption date and a make-whole premium. Interest on unsecured public and private debt is payable semi-annually.
On May 13, 2025, the Company issued $
In July 2025, in connection with the acquisition of the RMV portfolio, the Company assumed $
In November 2025, the Company repaid $
The Company is required to comply with certain financial covenants for its unsecured public debt as defined in the indenture agreements such as the following ratios: Consolidated Debt to Consolidated Assets, Consolidated Secured Debt to Consolidated Assets, Consolidated Income for Debt Service to Consolidated Debt Service, and Unencumbered Consolidated Assets to Unsecured Consolidated Debt. As of December 31, 2025, the Company was in compliance with all debt covenants for its unsecured public debt.
Unsecured Credit Facilities
The Company has an unsecured line of credit facility (the "Line") pursuant to the Sixth Amended and Restated Credit Agreement (the "Credit Agreement"), dated as of January 18, 2024, by and among the Company and financial institutions party thereto, as lenders, and Wells Fargo Bank, National Association, as Administrative Agent. The Credit Agreement provides for an unsecured revolving credit facility in the amount of $
At December 31, 2025, the Line had an available capacity of $
The Company is required to comply with certain financial covenants as defined in the Credit Agreement, including the Ratio of Indebtedness to Total Asset Value ("TAV"), Ratio of Unsecured Indebtedness to Unencumbered Asset Value, Ratio of Adjusted EBITDA to Fixed Charges, Ratio of Secured Indebtedness to TAV, Ratio of Unencumbered Net Operating Income to Unsecured Interest Expense, and other covenants customary with this type of unsecured financing. As of December 31, 2025, the Company was in compliance with all financial covenants for the Line.
102
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Scheduled principal payments and maturities on notes payable and the unsecured credit facility were as follows:
(in thousands) |
|
December 31, 2025 |
|
|||||||||||||
Scheduled Principal Payments and Maturities by Year: |
|
Scheduled |
|
|
Mortgage |
|
|
Unsecured |
|
|
Total |
|
||||
2026 |
|
$ |
|
|
|
|
|
|
|
|
|
|
||||
2027 |
|
|
|
|
|
|
|
|
|
|
|
|
||||
2028 |
|
|
|
|
|
|
|
|
|
|
|
|
||||
2029 |
|
|
|
|
|
|
|
|
|
|
|
|
||||
2030 |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Beyond 5 Years |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Unamortized debt premium/(discount) and issuance costs |
|
|
|
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
|
Total |
|
$ |
|
|
|
|
|
|
|
|
|
|
||||
The Company was in compliance as of December 31, 2025, with all debt covenants.
The Company may use derivative financial instruments, including interest swaps, caps, options, floors, and other interest rate derivative contracts, to hedge all or a portion of the interest rate risk associated with its borrowings. The Company does not intend to utilize derivative instruments for speculative transactions or purposes other than mitigation of interest rate risk. The use of derivative financial instruments carries certain risks, including the risk that the counterparties to these contractual arrangements are not able to perform under the agreements. To mitigate this risk, the Company only enters into derivative financial instruments with counterparties that meet the Company's stringent standards for creditworthiness. The Company does not anticipate that any of the counterparties will fail to meet their obligations.
Detail on the Company's interest rate derivatives outstanding is as follows:
(in thousands, except number of instruments data) |
|
December 31, |
|
|||||
Interest Rate Swaps |
|
2025 |
|
|
2024 |
|
||
Notional amount |
|
$ |
|
|
|
|
||
Number of instruments |
|
|
|
|
|
|
||
Detail on the fair value of the Company's interest rate derivatives is as follows:
(in thousands) |
|
December 31, |
|
|||||
Interest rate swaps classified as: |
|
2025 |
|
|
2024 |
|
||
Derivative assets |
|
$ |
|
|
|
|
||
Derivative liabilities |
|
|
( |
) |
|
|
( |
) |
Derivatives in an asset position are included within Other assets in the accompanying Consolidated Balance Sheets, while those in a liability position are included within Accounts payable and other liabilities.
These derivative financial instruments are all interest rate swaps, which are designated and qualify as cash flow hedges. The Company does not enter into derivative instruments for trading or speculative purposes. As of December 31, 2025, all of the Company's derivatives are designated as cash flow hedges.
The changes in the fair value of derivatives designated and qualifying as cash flow hedges are recorded in Accumulated other comprehensive income ("AOCI") and subsequently reclassified into earnings in the period that the hedged interest payments affects earnings.
103
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The following table represents the effect of the derivative financial instruments on the accompanying Consolidated Financial Statements:
Location and Amount of Gain (Loss) Recognized in OCI on Derivative |
|
|||||||||||
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Interest rate swaps |
|
$ |
( |
) |
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|||
Location and Amount of Loss (Gain) Reclassified from AOCI into Income |
|
|||||||||||
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
|
$ |
( |
) |
|
|
( |
) |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|||
Total amounts presented in the Consolidated Statements of Operations |
|
|||||||||||
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Interest expense, net |
|
$ |
|
|
|
|
|
|
|
|||
As of December 31, 2025, the Company expects approximately $
All financial instruments of the Company are reflected in the accompanying Consolidated Balance Sheets at amounts which, in management's estimation, reasonably approximate their fair values, except those instruments listed below:
|
|
December 31, |
|
|||||||||||||
|
|
2025 |
|
|
2024 |
|
||||||||||
(in thousands) |
|
Carrying |
|
|
Fair Value |
|
|
Carrying |
|
|
Fair Value |
|
||||
Financial assets: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Notes receivable |
|
$ |
|
|
|
|
|
$ |
|
|
|
|
||||
Financial liabilities: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Notes payable, net |
|
$ |
|
|
|
|
|
$ |
|
|
|
|
||||
Unsecured credit facilities (1) |
|
$ |
|
|
|
|
|
$ |
|
|
|
|
||||
The above fair values represent management's estimate of the amounts that would be received from selling those assets or that would be paid to transfer those liabilities in an orderly transaction between market participants as of December 31, 2025 and 2024, respectively. These fair value measurements maximize the use of observable inputs which are classified within Level 2 of the fair value hierarchy. However, in situations where there is little, if any, market activity for the asset or liability at the measurement date, the fair value measurement reflects the Company's own judgments about the assumptions that market participants would use in pricing the asset or liability.
The Company develops its judgments based on the best information available at the measurement date, including expected cash flows, appropriate risk-adjusted discount rates, and available observable and unobservable inputs. Service providers involved in fair value measurements are evaluated for competency and qualifications on an ongoing basis. As considerable judgment is often necessary to estimate the fair value of these financial instruments, the fair values presented above are not necessarily indicative of amounts that will be realized upon disposition of the financial instruments.
104
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The following financial instruments are measured at fair value on a recurring basis:
Securities
The Company has investments in marketable securities that are included within Other assets on the accompanying Consolidated Balance Sheets. The marketable securities, which include mutual funds and exchange-traded funds, are measured at fair value using quoted prices in active markets and are classified as Level 1 inputs of the fair value hierarchy.
Changes in the value of securities are recorded within Net investment income in the accompanying Consolidated Statements of Operations, and include the following:
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Unrealized Gain |
|
|
|
|
|
|
|
|
|
|||
Available-for-Sale Debt Securities
Available-for-sale debt securities consist of investments in corporate bonds and agency mortgage-backed securities. These securities are recorded at fair value, which is determined using either recent trade prices for the identical debt instrument or comparable instruments by issuers of similar industry sector, issuer credit rating, duration and security type. The fair value measurements for these are considered Level 2 inputs of the fair value hierarchy. Unrealized gains and losses on these available-for-sale debt securities are recognized through Other comprehensive income.
Interest Rate Derivatives
The fair value of the Company's interest rate derivatives is determined using widely accepted valuation techniques including discounted cash flow analysis on the expected cash flows of each derivative. This analysis reflects the contractual terms of the derivatives, including the period to maturity, and uses observable market-based inputs, including interest rate curves and implied volatilities. The Company incorporates credit valuation adjustments to appropriately reflect both its own nonperformance risk and the respective counterparty's nonperformance risk in the fair value measurements.
Although the Company has determined that the majority of the inputs used to value its derivatives fall within Level 2 of the fair value hierarchy, the credit valuation adjustments associated with its derivatives utilize Level 3 inputs, such as estimates of current credit spreads, to evaluate the likelihood of default by the Company and its counterparties. The Company has assessed the significance of the impact of the credit valuation adjustments on the overall valuation of its derivative positions and has determined that the credit valuation adjustments are not significant to the overall valuation of its interest rate swaps. As a result, the Company determined that its interest rate swaps valuation in its entirety is classified in Level 2 of the fair value hierarchy.
The following tables present the placement in the fair value hierarchy of assets and liabilities measured at fair value on a recurring basis:
|
|
Fair Value Measurements as of December 31, 2025 |
|
|||||||||||||
(in thousands) |
|
Balance |
|
|
Quoted Prices in Active Markets for Identical Assets |
|
|
Significant Other Observable Inputs |
|
|
Significant Unobservable Inputs |
|
||||
Assets: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Securities |
|
$ |
|
|
|
|
|
|
— |
|
|
|
— |
|
||
Available-for-sale debt securities |
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
||
Interest rate derivatives |
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
||
Total |
|
$ |
|
|
|
|
|
|
|
|
|
— |
|
|||
Liabilities: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Interest rate derivatives |
|
$ |
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
105
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
|
|
Fair Value Measurements as of December 31, 2024 |
|
|||||||||||||
(in thousands) |
|
Balance |
|
|
Quoted Prices in Active Markets for Identical Assets |
|
|
Significant Other Observable Inputs |
|
|
Significant Unobservable Inputs |
|
||||
Assets: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Securities |
|
$ |
|
|
|
|
|
|
— |
|
|
|
— |
|
||
Available-for-sale debt securities |
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
||
Interest rate derivatives |
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
||
Total |
|
$ |
|
|
|
|
|
|
|
|
|
— |
|
|||
Liabilities: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Interest rate derivatives |
|
$ |
( |
) |
|
|
— |
|
|
|
( |
) |
|
|
— |
|
|
|
Fair Value Measurements as of December 31, 2024 |
|
|||||||||||||||||
(in thousands) |
|
Balance |
|
|
Quoted Prices in Active Markets for Identical Assets |
|
|
Significant Other Observable Inputs |
|
|
Significant Unobservable Inputs |
|
|
Total Gains (Losses) |
|
|||||
Real estate assets |
|
$ |
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
( |
) |
||
Preferred Stock of the Parent Company
Terms and conditions of the preferred stock outstanding are summarized as follows:
|
Preferred Stock Outstanding as of December 31, 2025 and 2024 |
||||||||||||
|
Date of Issuance |
|
Shares Issued and Outstanding |
|
|
Liquidation Preference |
|
|
Distribution Rate |
|
Callable By Company |
||
Series A |
|
|
|
|
$ |
|
|
|
On demand |
||||
Series B |
|
|
|
|
|
|
|
|
On demand |
||||
|
|
|
|
|
|
$ |
|
|
|
|
|
||
Dividends Declared
Subsequent to December 31, 2025, the Board declared the following dividends:
|
|
Dividend Declared, per share |
|
|
Declaration Date |
|
Record Date |
|
Payable Date |
|
Series A Preferred Stock |
|
$ |
|
|
|
|
||||
Series B Preferred Stock |
|
$ |
|
|
|
|
||||
Except under certain limited conditions, each series of Preferred Stock is non-voting, has no stated maturity and is redeemable for cash at $
106
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Common Stock of the Parent Company
Dividends Declared
On
At the Market ("ATM") Program
Under the Parent Company's ATM Program, as authorized by the Board, the Parent Company may sell up to $
During 2024, the Company entered into forward sale agreements under its ATM program through which the Parent Company expected to issue
The Company settled all forward sales agreements entered into during 2024 under its ATM program as follows:
As of December 31, 2025, and after giving effect to the aforementioned forward equity offering, $
Subsequent to December 31, 2025, on February 04, 2026, the Board reauthorized the issuance and sale of up to $
Stock Repurchase Program
On July 31, 2024, the Board authorized a common stock repurchase program under which the Company may purchase up to $
During the year ended December 31, 2025, the Company made
On February 4, 2026, the Board authorized a new common stock repurchase program under which the Company may purchase up to $
107
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Preferred Units of the Operating Partnership
The number of Series A Preferred Units and Series B Preferred Units, respectively, issued by the Operating Partnership is equal to the number of Series A Preferred Stock and Series B Preferred Stock, respectively, issued by the Parent Company.
Common Units of the Operating Partnership
Common Units are issued, or redeemed and retired, for each share of the Parent Company stock issued or redeemed, or retired, as described above. During the year ended December 31, 2025, unitholders redeemed a total of
In July 2025, the Operating Partnership issued
During the year ended December 31, 2024,
General Partners
The Parent Company, as general partner, owned the following Common Units outstanding:
|
|
December 31, |
|
|||||
(in thousands) |
|
2025 |
|
|
2024 |
|
||
Common Units owned by the general partner |
|
|
|
|
|
|
||
Common Units owned by the limited partners |
|
|
|
|
|
|
||
Total Common Units outstanding |
|
|
|
|
|
|
||
Percentage of Common Units owned by the general partner |
|
|
% |
|
|
% |
||
The Company records stock-based compensation expense within General and administrative expenses in the accompanying Consolidated Statements of Operations, and recognizes forfeitures as they occur.
|
|
Year ended December 31, |
|
|||||||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Restricted stock (1)(2) |
|
$ |
|
|
|
|
|
|
|
|||
Directors' fees paid in common stock and other employee stock grants |
|
|
|
|
|
|
|
|
|
|||
Capitalized stock-based compensation |
|
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Stock-based compensation, net of capitalization |
|
$ |
|
|
|
|
|
|
|
|||
The Company established its Omnibus Incentive Plan (the "Plan") under which the Board of Directors may grant stock options and other stock-based awards to officers, directors, and other key employees. The Plan allows the Company to issue up to
Restricted Stock Units
The Company grants restricted stock under the Plan to its employees as a form of long-term compensation and retention. The terms of each restricted stock grant vary depending upon the participant's responsibilities and position within the Company. The Company's stock grants can be categorized as either time-based awards, performance-based awards, or market-based awards. All awards are valued at grant date fair value, earn dividends throughout the vesting period, and have no voting rights. Fair value is measured using the grant date market price for all time-based and performance-based awards. Market based awards are valued using a Monte Carlo simulation model to estimate the fair value based on the probability of
108
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
satisfying the market conditions and the projected stock price at the time of payout, discounted to the valuation date over a three year performance period. Assumptions used in the estimate include historic volatility over the previous three-year period, risk-free interest rates, and Regency's historic daily return as compared to the market index. Since the award payout includes dividend equivalents and the total shareholder return includes the value of dividends, no dividend yield assumption is required for the valuation. Compensation expense is measured at the grant date and recognized on a straight-line basis over the requisite service period for the entire award, regardless of whether the market condition is ultimately achieved.
The following table summarizes non-vested restricted stock activity:
|
|
Year ended December 31, 2025 |
|
|||||||||
|
|
Number of Shares |
|
|
Intrinsic Value (in thousands) |
|
|
Weighted Average Grant Date Fair Value |
|
|||
Non-vested as of December 31, 2024 |
|
|
|
|
|
|
|
|
|
|||
Time-based awards granted (1) (4) |
|
|
|
|
|
|
|
$ |
|
|||
Performance-based awards granted (2) (4) |
|
|
|
|
|
|
|
$ |
|
|||
Market-based awards granted (3) (4) |
|
|
|
|
|
|
|
$ |
|
|||
Change in market-based awards earned for performance (3) |
|
|
( |
) |
|
|
|
|
$ |
|
||
Vested (5) |
|
|
( |
) |
|
|
|
|
$ |
|
||
Forfeited |
|
|
( |
) |
|
|
|
|
$ |
|
||
Non-vested as of December 31, 2025 (6) |
|
|
|
|
$ |
|
|
|
|
|||
|
|
Year ended December 31, |
|
|||||||||
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Expected volatility |
|
|
% |
|
|
% |
|
|
% |
|||
Risk free interest rate |
|
|
% |
|
|
% |
|
|
% |
|||
|
|
Year ended December 31, |
|
|||||||||
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Weighted-average grant date fair value for restricted stock |
|
$ |
|
|
$ |
|
|
$ |
|
|||
|
|
Year ended December 31, |
|
|||||||||
|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Intrinsic value of restricted stock vested |
|
$ |
|
|
$ |
|
|
$ |
|
|||
109
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
401(k) Retirement Plan
The Company maintains a 401(k) retirement plan covering substantially all employees and permits participants to defer eligible compensation up to the maximum allowable amount determined by the IRS. This deferred compensation, together with Company matching contributions equal to
Non-Qualified Deferred Compensation Plan ("NQDCP")
The Company maintains a NQDCP which allows select employees and directors to defer part or all of their cash bonus, director fees, and vested restricted stock units. All contributions into the participants' accounts are fully vested upon contribution to the NQDCP and are deposited in a Rabbi trust.
The following table reflects the balances of the assets and deferred compensation liabilities of the Rabbi trust and related participant account obligations in the accompanying Consolidated Balance Sheets, excluding Regency stock:
|
|
Year ended December 31, |
|
|
|
|||||
(in thousands) |
|
2025 |
|
|
2024 |
|
|
Location in Consolidated Balance Sheets |
||
Assets: |
|
|
|
|
|
|
|
|
||
Securities |
|
$ |
|
|
|
|
|
Other assets |
||
Liabilities: |
|
|
|
|
|
|
|
|
||
Deferred compensation obligation |
|
$ |
|
|
|
|
|
Accounts payable and other liabilities |
||
Realized and unrealized gains and losses on securities held in the NQDCP are recognized within Net investment income in the accompanying Consolidated Statements of Operations. Changes in participant obligations, which is based on changes in the value of their investment elections, is recognized within General and administrative expenses within the accompanying Consolidated Statements of Operations.
Investments in shares of the Company's common stock are included, at cost, as Treasury stock in the accompanying Consolidated Balance Sheets of the Parent Company and as a reduction of General partner capital in the accompanying Consolidated Balance Sheets of the Operating Partnership. The participant's deferred compensation liability attributable to the participants' investments in shares of the Company's common stock are included, at cost, within Additional paid in capital in the accompanying Consolidated Balance Sheets of the Parent Company and as a reduction of General partner capital in the accompanying Consolidated Balance Sheets of the Operating Partnership. Changes in participant account balances related to the Regency common stock fund are recorded directly within shareholders' equity.
Parent Company Earnings per Share
The following summarizes the calculation of basic and diluted earnings per share:
|
|
Year ended December 31, |
|
|||||||||
(in thousands, except per share data) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Numerator: |
|
|
|
|
|
|
|
|
|
|||
Net income attributable to common shareholders - basic |
|
$ |
|
|
|
|
|
|
|
|||
Net income attributable to common shareholders - diluted |
|
$ |
|
|
|
|
|
|
|
|||
Denominator: |
|
|
|
|
|
|
|
|
|
|||
Weighted average common shares outstanding for basic EPS |
|
|
|
|
|
|
|
|
|
|||
Weighted average common shares outstanding for diluted EPS (1) |
|
|
|
|
|
|
|
|
|
|||
Net income per common share – basic |
|
$ |
|
|
|
|
|
|
|
|||
Net income per common share – diluted |
|
$ |
|
|
|
|
|
|
|
|||
110
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The effect of the assumed exchange of the EOP units and certain other exchangeable units had an anti-dilutive effect upon the calculation of net income attributable to the common shareholders per share. Accordingly, the impact of such assumed exchanges has not been included in the determination of diluted net income per share calculations. Weighted average EOP units outstanding were
Operating Partnership Earnings per Unit
The following summarizes the calculation of basic and diluted earnings per unit ("EPU"):
|
|
Year ended December 31, |
|
|||||||||
(in thousands, except per unit data) |
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Numerator: |
|
|
|
|
|
|
|
|
|
|||
Net income attributable to common unit holders - basic |
|
$ |
|
|
|
|
|
|
|
|||
Net income attributable to common unit holders - diluted |
|
$ |
|
|
|
|
|
|
|
|||
Denominator: |
|
|
|
|
|
|
|
|
|
|||
Weighted average common units outstanding for basic EPU |
|
|
|
|
|
|
|
|
|
|||
Weighted average common units outstanding for diluted EPU (1) |
|
|
|
|
|
|
|
|
|
|||
Net income per common unit – basic |
|
$ |
|
|
|
|
|
|
|
|||
Net income per common unit – diluted |
|
$ |
|
|
|
|
|
|
|
|||
The effect of the assumed exchange of certain other exchangeable units had an anti-dilutive effect upon the calculation of net income attributable to the common unit holders per share. Accordingly, the impact of such assumed exchanges has not been included in the determination of diluted net income per unit calculations.
The Company's business consists of acquiring, developing, owning, and operating income-producing retail real estate in the United States of America ("USA" or "United States"). The Company owns and manages a portfolio of neighborhood and community shopping centers, anchored primarily by grocers. Nearly all of the Company's consolidated revenues are generated from real estate investments in shopping centers.
The Company derives revenue primarily by leasing retail spaces to tenants under long-term leases with varying terms that generally provide for fixed payments of base rent with stated increases over the lease term. Some leases also include provisions for additional percentage rent based on tenant sales performance. Additionally, most lease agreements contain provisions requiring tenants to reimburse their share of actual real estate taxes, insurance and CAM costs incurred by the Company.
The CODM evaluates the performance of shopping centers and allocates resources on an individual property basis. Consequently, the Company defines its operating segments as individual properties. These operating segments are aggregated into
111
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
The CODM uses NOI to evaluate income generated from shopping centers (i.e., return on assets) and to guide decisions on capital investments. These decisions may include acquisitions, investments in real estate developments and/or capital improvement.
The following tables provide information about the shopping centers segment revenues, significant expenses, NOI and the reconciliations of these amounts to the Company’s consolidated Net income and Total revenues:
|
Year ended December 31, |
|
|||||||||
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Lease income |
$ |
|
|
|
|
|
|
|
|||
Other property income |
|
|
|
|
|
|
|
|
|||
Less: |
|
|
|
|
|
|
|
|
|||
Straight-line rent on lease income |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Above/below market rent amortization, net |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Total real estate revenues |
|
|
|
|
|
|
|
|
|||
Operating expenses (1) |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Real estate taxes |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
NOI |
$ |
|
|
|
|
|
|
|
|||
Reconciliation of Total real estate revenues to Total revenues: |
|
|
|
|
|
|
|
|
|||
Total real estate revenues |
|
|
|
|
|
|
|
|
|||
Consolidated: |
|
|
|
|
|
|
|
|
|||
Straight-line rent on lease income |
|
|
|
|
|
|
|
|
|||
Above/below market rent amortization, net |
|
|
|
|
|
|
|
|
|||
Management, transaction, and other fees |
|
|
|
|
|
|
|
|
|||
Add: Share of noncontrolling interests |
|
|
|
|
|
|
|
|
|||
Less: Share of unconsolidated real estate partnerships |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Total revenues |
$ |
|
|
|
|
|
|
|
|||
|
Year ended December 31, |
|
|||||||||
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Reconciliation of NOI to Net income: |
|
|
|
|
|
|
|
|
|||
NOI |
|
|
|
|
|
|
|
|
|||
Consolidated: |
|
|
|
|
|
|
|
|
|||
Straight-line rent on lease income |
|
|
|
|
|
|
|
|
|||
Above/below market rent amortization, net |
|
|
|
|
|
|
|
|
|||
Management, transaction, and other fees |
|
|
|
|
|
|
|
|
|||
Straight-line rent on ground rent |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Above/below market ground rent amortization |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Depreciation and amortization |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
General and administrative |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Other operating expenses |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Other expense, net |
|
( |
) |
|
|
( |
) |
|
|
( |
) |
Add: Share of noncontrolling interests excluded from NOI |
|
|
|
|
|
|
|
|
|||
Less: Equity in income of investments in real estate excluded from NOI |
|
|
|
|
( |
) |
|
|
( |
) |
|
Net income |
$ |
|
|
|
|
|
|
|
|||
112
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Notes to Consolidated Financial Statements
December 31, 2025
Litigation
The Company is a party to litigation and other disputes that arise in the ordinary course of business. While the outcome of any particular lawsuit or dispute cannot be predicted with certainty, in the opinion of management, the Company's currently pending litigation and disputes are not expected to have a material adverse effect on the Company's consolidated financial position, results of operations, or liquidity. Legal fees are expensed as incurred.
Environmental
The Company is subject to numerous environmental laws and regulations. With respect to applicability to the Company, these pertain primarily to chemicals historically used by certain current and former dry cleaning tenants, the existence of asbestos in older shopping centers, underground petroleum storage tanks and other historic land uses. The Company believes that the ultimate disposition of currently known environmental matters will not have a material effect on its financial position, liquidity, or operations. The Company can give no assurance that existing environmental studies with respect to its shopping centers have revealed all potential environmental contamination; that its estimate of liabilities will not change as more information becomes available; that any previous owner, occupant or tenant did not create any material environmental condition not known to the Company; that the current environmental condition of the shopping centers will not be affected by tenants and occupants, by the condition of nearby properties, or by unrelated third parties; and that changes in applicable environmental laws and regulations or their interpretation will not result in additional environmental liability to the Company.
The Company had accrued liabilities of $
Letters of Credit
The Company has the right to issue letters of credit under the Line up to an aggregate amount not to exceed $
113
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Schedule III - Consolidated Real Estate and Accumulated Depreciation
December 31, 2025
(in thousands)
|
|
|
|
|
|
|
Initial Cost |
|
|
|
|
|
Total Cost |
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||
Shopping Centers |
|
State |
|
Mortgages or |
|
|
Land & Land |
|
|
Building & |
|
|
Cost |
|
|
Land & Land |
|
|
Building & |
|
|
Total |
|
|
Accumulated |
|
|
Year |
|
|
Year |
|
||||||||||
111 Kraft Avenue |
|
NY |
|
$ |
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
1175 Third Avenue |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
1225-1239 Second Ave |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
22 Crescent Road |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
||||||
260-270 Sawmill Road |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
27 Purchase Street |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
410 South Broadway |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
470 Main Street |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
48 Purchase Street |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
4S Commons Town Center |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
6401 Roosevelt |
|
WA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
90 - 30 Metropolitan Avenue |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
91 Danbury Road |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
970 High Ridge Center |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Airport Plaza |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Alafaya Village |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Alden Bridge |
|
TX |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Aldi Square |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
Amerige Heights Town Center |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Anastasia Plaza |
|
FL |
|
|
— |
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
In Process |
|
|
|
|
|||||||
Apple Valley Square |
|
MN |
|
|
— |
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
Arcadian Shopping Center |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Ashburn Farm Village Center |
|
VA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Ashford Place |
|
GA |
|
|
— |
|
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( |
) |
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||||||||
Atlantic Village |
|
FL |
|
|
— |
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( |
) |
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||||||||
Avenida Biscayne |
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FL |
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— |
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( |
) |
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In Process |
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||||||||
Aventura Shopping Center |
|
FL |
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— |
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( |
) |
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||||||||
Baederwood Shopping Center |
|
PA |
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( |
) |
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( |
) |
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||||||||
Balboa Mesa Shopping Center |
|
CA |
|
|
— |
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( |
) |
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||||||||
Banco Popular Building |
|
FL |
|
|
— |
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( |
) |
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— |
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— |
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||||||
Baybrook East |
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TX |
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— |
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( |
) |
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||||||||
Belleview Square |
|
CO |
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— |
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( |
) |
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||||||||
Belmont Chase |
|
VA |
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— |
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( |
) |
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( |
) |
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|||||||
Berkshire Commons |
|
FL |
|
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— |
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( |
) |
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||||||||
Bethany Park Place |
|
TX |
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( |
) |
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( |
) |
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||||||||
Bethel Hub Center |
|
CT |
|
|
— |
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( |
) |
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||||||||
Biltmore Shopping Center |
|
NY |
|
|
— |
|
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( |
) |
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||||||||
Bird 107 Plaza |
|
FL |
|
|
— |
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( |
) |
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||||||||
Bird Ludlam |
|
FL |
|
|
— |
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( |
) |
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||||||||
Black Rock |
|
CT |
|
|
( |
) |
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( |
) |
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||||||||
Blakeney Town Center |
|
NC |
|
|
— |
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( |
) |
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||||||||
Bloomfield Crossing |
|
NJ |
|
|
— |
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( |
) |
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||||||||
Bloomingdale Square |
|
FL |
|
|
— |
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( |
) |
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||||||||
Blossom Valley |
|
CA |
|
|
( |
) |
|
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( |
) |
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||||||||
Boca Village Square |
|
FL |
|
|
— |
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( |
) |
|
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|
||||||||
Boonton ACME Shopping Center |
|
NJ |
|
|
( |
) |
|
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( |
) |
|
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|
|
|
||||||||
114
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Schedule III - Consolidated Real Estate and Accumulated Depreciation
December 31, 2025
(in thousands)
|
|
|
|
|
|
|
Initial Cost |
|
|
|
|
|
Total Cost |
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||
Shopping Centers |
|
State |
|
Mortgages or |
|
|
Land & Land |
|
|
Building & |
|
|
Cost |
|
|
Land & Land |
|
|
Building & |
|
|
Total |
|
|
Accumulated |
|
|
Year |
|
|
Year |
|
||||||||||
Boulevard Center |
|
CO |
|
|
— |
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Boynton Lakes Plaza |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Boynton Plaza |
|
FL |
|
|
— |
|
|
|
|
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|
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|
|
|
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|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Brentwood Place |
|
TN |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|||||||||
Brentwood Plaza |
|
MO |
|
|
— |
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Briarcliff La Vista |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Briarcliff Village |
|
GA |
|
|
— |
|
|
|
|
|
|
|
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|
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|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Brick Walk |
|
CT |
|
|
( |
) |
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
BridgeMill Market |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Bridgepark Plaza |
|
CA |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Bridgeton |
|
MO |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Brighten Park |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Broadway Plaza |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Brooklyn Station on Riverside |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Brookside Plaza |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Buckhead Court |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Buckhead Landing |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|||||||||
Buckhead Station |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Buckley Square |
|
CO |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Caligo Crossing |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cambridge Square |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
In Process |
|
|
|
|
||||||||
Carmel Commons |
|
NC |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Carmel ShopRite Plaza |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Carriage Gate |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Carytown Exchange |
|
VA |
|
|
— |
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
Cashmere Corners |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cedar Commons |
|
MN |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cedar Hill Shopping Center |
|
NJ |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Centerplace of Greeley III |
|
CO |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Charlotte Square |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Chasewood Plaza |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Chastain Square |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cherry Grove |
|
OH |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Chestnut Ridge Shopping Center |
|
NJ |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Chilmark Shopping Center |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Chimney Rock |
|
NJ |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Circle Center West |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Circle Marina Shops & Mrktplc. (fka Circle Marina Center) |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
CityLine Market |
|
TX |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
CityLine Market Phase II |
|
TX |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Clayton Valley Shopping Center |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Clocktower Plaza Shopping Ctr |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Clybourn Commons |
|
IL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cochran's Crossing |
|
TX |
|
|
— |
|
|
|
|
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|
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|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Compo Acres Shopping Center |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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( |
) |
|
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|
|
||||||||
115
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Schedule III - Consolidated Real Estate and Accumulated Depreciation
December 31, 2025
(in thousands)
|
|
|
|
|
|
|
Initial Cost |
|
|
|
|
|
Total Cost |
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||
Shopping Centers |
|
State |
|
Mortgages or |
|
|
Land & Land |
|
|
Building & |
|
|
Cost |
|
|
Land & Land |
|
|
Building & |
|
|
Total |
|
|
Accumulated |
|
|
Year |
|
|
Year |
|
||||||||||
Compo Shopping Center |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Concord Shopping Plaza |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Copps Hill Plaza |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Coral Reef Shopping Center |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Corkscrew Village |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cornerstone Square |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Corral Hollow |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Corvallis Market Center |
|
OR |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cos Cob Commons |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Cos Cob Plaza |
|
CT |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Country Walk Plaza |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Countryside Shops |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|||||||||
Courtyard Shopping Center |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Culver Center |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Danbury Green |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Danbury Square |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Dardenne Crossing |
|
MO |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Darinor Plaza |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
DeCicco's Plaza |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Diablo Plaza |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
District Shops of Pelham Manor |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Dunwoody Hall |
|
GA |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Dunwoody Village |
|
GA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
East Meadow Plaza |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
In Process |
|
|
|
|
||||||||
East Pointe |
|
OH |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
East San Marco |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
Eastchester Plaza |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Eastport |
|
NY |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
El Camino Shopping Center |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
El Cerrito Plaza |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
El Norte Pkwy Plaza |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Emerson Plaza |
|
NJ |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Encina Grande |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Fairfield Center |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Fairfield Crossroads |
|
CT |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Falcon Marketplace |
|
CO |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Fellsway Plaza |
|
MA |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Ferry Street Plaza |
|
NJ |
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Firstfield Shopping Center |
|
MD |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Fleming Island |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Fountain Square |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
French Valley Village Center |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Friars Mission Center |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Gardens Square |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Gateway Shopping Center |
|
PA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Gelson's Westlake Market Plaza |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
116
REGENCY CENTERS CORPORATION AND REGENCY CENTERS, L.P.
Schedule III - Consolidated Real Estate and Accumulated Depreciation
December 31, 2025
(in thousands)
|
|
|
|
|
|
|
Initial Cost |
|
|
|
|
|
Total Cost |
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||
Shopping Centers |
|
State |
|
Mortgages or |
|
|
Land & Land |
|
|
Building & |
|
|
Cost |
|
|
Land & Land |
|
|
Building & |
|
|
Total |
|
|
Accumulated |
|
|
Year |
|
|
Year |
|
||||||||||
Glen Oak Plaza |
|
IL |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Glenwood Green |
|
NJ |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Glenwood Village |
|
NC |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Golden Hills Plaza |
|
CA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Grand Ridge Plaza |
|
WA |
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
||||||||
Greenwich Commons |
|
CT |
|
|
( |
) |
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|
|
|
|
|
( |
) |
|
|
|
|
|
|
|||||||
Greenwood Shopping Centre |
|
FL |
|
|
— |
|
|
|
|
|
|
|
|
|
This filing was too large to display in its entirety (original size: 19.34 MB).
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To view the complete filing, please visit the original source:
Filing: 10-K - REGENCY CENTERS CORP (REG) | |||||||||||||||||||||||||||
FAQ
What does Regency Centers Corporation (REG) do?
How large is Regency Centers’ retail real estate portfolio?
Where are Regency Centers’ properties primarily located?
What is Regency Centers’ capital and share structure?
What are Regency Centers’ key ESG and climate goals?
What major risks does Regency Centers highlight in its 10-K?
How many employees does Regency Centers have and where is it headquartered?
