Good morning and welcome to Healthcare Realty's third quarter 2025 earnings conference call. All participants are in a listen-only mode. After the speaker's remarks, we will conduct a question and answer session. To ask a question at this time, you will need to press star followed by the number one on your telephone keypad. As a reminder, this conference call is being recorded. I would now like to turn the call over to Ron Hubbard, Vice President of Investor Relations. Thank you. Please go ahead, sir.

Thank you for joining us today for Healthcare Realty's third quarter 2025 earnings conference call. A reminder that except for the historical information contained within, the matters discussed in this call may contain forward-looking statements that involve estimates, assumptions, risks, and uncertainties. These forward-looking statements represent the company's judgment as of the date of this call. The company disclaims any obligation to update this forward-looking material. A discussion of risks and risk factors are included in our press release and detailed in our filings with the SEC. Certain non-GAAP financial measures will be discussed on this call. A reconciliation of these measures to the most comparable GAAP financial measures may be found in the company's earnings press release for the quarter ended September 30, 2025. The earnings press release and earnings supplemental information are available on the company's I'd now like to turn the call over to our President and CEO, Pete Scott.

Thanks, Ron. Joining me on the call today are Rob Hull, our COO, and Austin Helfrich, our CFO. Also available for the Q&A portion of the call is Ryan Crowley, our CIO. I wanted to open with some important feedback on the strategic plan. During the course of the third quarter, we met with over 100 investors across trips to Chicago, New York City, Boston, and the Mid-Atlantic. With the dividend decision behind us, the tone of the meetings differed dramatically from earlier in the year. The excitement around our strategic plan is palpable, and the value creation opportunity is significant. The challenge ahead of us is simple, to exceed our three-year growth framework. To that end, we are assessing every possible opportunity to improve earnings, and the hard work is already manifesting into better results. Over the last two quarters, same-store NOI growth has averaged 5.25 percent, same-store occupancy has increased 180 basis points, and net debt to EBITDA has been reduced by half a term. We are also becoming increasingly more positive on the tailwinds for healthcare realty. First, the secular trends in outpatient medical continue to improve, with demand far exceeding supply. For the 17th straight quarter, occupancy increased across the top 100 metros and is approaching 93%, an all-time record. Second, our new leasing pipeline continues to grow and stands at 1.1 million square feet. Two-thirds of our pipeline is in the LOI, or lease documentation phase, indicating a high probability of completion. Third, with our improved occupancy levels, we can push harder on lease economics. Our primary focus is no longer on volume, but on economic returns as we seek to maximize retention, escalators, and cash leasing spreads. Fourth, with our rapidly improving leverage profile, for the first time in years, we have capital to invest accretively into our portfolio, and we are quickly building up dry powder to go back on offense. Fifth, with the progress we've made on our strategic dispositions, our portfolio is uniquely concentrated within the largest and fastest-growing MSAs. When combined with our exceptional health system alignment, these key portfolio attributes should lead to superior operating performance in the quarters and years ahead. Turning to the third quarter, we delivered excellent results with contributions across the platform. With the financial rigor we are instilling in the organization, we are quickly shifting from a company that fell short of expectations to a company that is exceeding them. Normalized FFO was $0.41 per share. We raised both our FFO and same-store guidance. And for the first time since early 2022, net debt to adjusted EBITDAB is below six times. A special thanks to the entire Healthcare Realty team for their extraordinary efforts this quarter. We followed up a win in the second quarter with a win in the third quarter. That is not an easy thing to do, and the team rose to the challenge. Turning to the transaction market. As evidenced by recent activity, the transaction market for outpatient medical is heating up. A variety of factors are contributing to this, including improving sector fundamentals, a favorable lending market, and strong health system appetite to own strategic real estate. The combination of these favorable dynamics are driving cap rate compression. We are benefiting from these improving trends, and we have reduced the midpoint of the expected cap rate on our dispositions by 25 basis points. We are nearing completion of our lofty disposition initiatives. Year-to-date, we have sold $500 million of assets at a blended cap rate of 6.5 percent. Our remaining disposition pipeline, totaling approximately $700 million, is almost entirely under binding contract or LOI. By our next earnings call, we expect to have closed on the vast majority of our remaining dispositions. With every completed transaction, our go-forward NOI growth profile improves, as demonstrated by our strong same-store growth results this quarter. In addition, with the potential for excess balance sheet capacity by year-end, we are monitoring the transaction market for select external investment opportunities that are both strategic to our portfolio and accretive to earnings. We wanted to elaborate more on the cap rates achieved on dispositions. Two-thirds of our dispositions, or approximately $800 million, are what we would characterize as non-core assets. We define non-core assets as those located in non-priority markets with suboptimal operating performance and significant capital needs. Non-core assets also include a few legacy office properties. The blended cap rate for these assets is 7.25%. The other one-third of our dispositions, or $400 million, are what we would characterize as core disposition assets. We define core disposition assets as those with good operating performance and high occupancy, but are located in markets where we have limited scale and or an inability to achieve meaningful scale. The blended cap rate for this subset of assets is 5.75%. A good example of a core disposition is our six-asset Richmond, Virginia portfolio, which we are under binding contract to sell with an expected mid-November closing. We received unsolicited interest in this portfolio and opted to run a full sales process to maximize value. Final pricing was $171 million, or roughly $425 per square foot, achieving a high 5% cap rate. Richmond is one of our few remaining markets where we utilize third-party property management, and we did not see an opportunity to grow our market share. With an occupancy rate above 93%, average building age of nearly 30 years, and strong tenancy, we believe the cap rate on this portfolio is a good representation of the value embedded within our remaining stabilized portfolio. TURNING NOW TO OUR DEVELOPMENT AND REDEVELOPMENT PLATFORM. WE HAVE TWO PROJECTS IN OUR ACTIVE DEVELOPMENT PIPELINE. THE ALL SAINTS 2 PROJECT IN FORTH WORK, TEXAS THAT IS ANCHORED BY BAYOR SCOTT & WHITE AND OUR MACON POND PROJECT IN RALLEY, NORTH CAROLINA THAT IS ANCHORED BY UNCREX HEALTH. THE ALL SAINTS 2 PROJECT IS NOW 72% LEASED UP FROM 54% LAST QUARTER AND WE RECENTLY PLACED THE project into service. The Macon Pond project is 51% pre-leased, and we expect to place the project into service in mid-2026. Stabilized NOI from these two projects is expected to be approximately $8 million, providing a source of near-term upside. We see significant opportunity to harvest meaningful upside in our portfolio through targeted, ROI-driven investments. During the third quarter, we added five assets into our redevelopment portfolio with a total budget of approximately $60 million. These assets are in strong submarkets and include Nashville, Seattle, Denver, Charlotte, and Dallas. The incremental NOI from these five projects is also expected to be nearly $8 million. In the coming quarters, we expect to have more assets enter the redevelopment pool as we seek to accelerate our capital spend and potential earnings upside. You will note that we enhanced our development and redevelopment disclosures in the supplemental. We have also included a table of our current non-income producing land parcels. We own strategic land parcels in key markets such as Denver, White Plains, Atlanta, Nashville, and Austin with annual carry costs of approximately $1.5 million. dollars. We are in the process of assessing each parcel to determine if it makes sense to continue to hold or monetize. In finishing, we are incredibly excited about the future at Healthcare Realty 2.0. Our operating performance is steadily improving. Our transition to an operations oriented culture is happening faster than anticipated. Our balance sheet initiatives are nearly complete, we are accelerating capital spend into our existing portfolio, and we are rebuilding much-needed credibility with the investor community. On my first earnings call, I said we have one overarching objective, to be the first choice for equity investors when they are seeking exposure to outpatient medical. As the only pure play outpatient medical wreath, our undivided attention allows us to singularly focus on this objective every day. Let me turn the call over to Rob, who will expand more on operations and leasing.

Thanks, Pete. We had an exceptional quarter on the operations front. Leasing activity was strong along with 1.6 million square feet of executed leases, including over 441,000 square feet of new leases. Tenant retention increased to nearly 89%, the highest in six years, and our sixth consecutive quarter over 80%. And annual escalators of 3.1% improved the average across our total portfolio. Our activity this quarter contains several notable deals with some of our top health system partners. As examples, a 21,000-square-foot lease was signed with Baptist Memorial in Memphis. An 18,000-square-foot lease was executed with Baylor Scott & White at our on-campus development in Fort Worth. and a 25,000 square foot renewal was completed with multi-care at our building on the Overlake Hospital campus in Seattle. The backdrop for industry fundamentals remains strong, supporting further growth in our 1.1 million square foot lease pipeline. This quarter, demand in the top 100 MSAs outstripped supply by over 740,000 square feet, and completions as a percentage of inventory remain near all-time lows. Health systems remain on solid footing and continue to rely on outpatient facilities as a key component to reduce operating costs and expand market share. Throughout this year, health system activity as a percentage of our total leasing has continued to climb. This quarter, we saw health system leasing comprise nearly 50% of our total activity, up almost 20% from the low point in 2023. Turning to our same store portfolio, occupancy improved by 44 basis points sequentially, ending the quarter at 91.1%. For the year, we have gained 77 basis points of occupancy, placing us inside the range of our full-year expectations of 75 to 125 basis points. We expect our absorption momentum to continue in the fourth quarter. Shifting to the operating platform, we have made considerable progress migrating to an asset management model. Recently, we hired two additional asset managers, and we expect to fill the last couple of positions within this new platform in the coming months. Full conversion is targeted for the end of the year, providing greater accountability closer to the real estate. A key area of focus for the new asset management team will be the portion of our portfolio deemed lease up in our strategic plan. This quarter, we saw notable leasing activity from this segment of our portfolio. Out of the 441,000 square feet of new leases that I mentioned earlier, 217,000 square feet, or nearly 50%, came from these properties. I want to congratulate our team on the leasing and absorption gains we made this quarter. With a robust leasing pipeline, strong tenant retention, and tightening supply, our portfolio is poised to see further leasing momentum and NOI growth throughout the remainder of the year and into 2026. I will now turn it over to Austin to discuss financial results.

Thanks, Rob. This morning, I'll provide an overview of our third quarter 2025 results, our capital allocation activity, and our updated 2025 guidance. Our strong year-to-date momentum carried into the third quarter with normalized FFO per share up 5% year-over-year to $0.41, and same-store cash in OI growth of 5.4%. Additionally, second quarter FAD per share was $0.33, resulting in a quarterly payout ratio of 73%. Our outperformance this quarter was broad-based, including 90 basis points of year-over-year occupancy gains, 3.9% cash leasing spreads, and strong expense controls. We are at or above the high end of all of our core operational expectations for the year, driven by our focus on pushing accountability and decision-making closer to the real estate, as well as a natural uplift from the sale of the disposition assets. We moved rapidly in the second quarter to reduce expenses across the organization. This progress showed in the third quarter with normalized G&A of $9.7 million. While we are still building out key teams, we have a clear line of sight on our target of $45 million of G&A in 2026 and are well on our way to completing the buildout of our best-in-class platform. Proceeds from disposition activity during the third quarter and through October funded the repayment of approximately $225 million of our 2027 term loans, decreasing our leverage to 5.8 times. Inclusive of our bond repayment earlier this year, we have paid down approximately $500 million of notes and term loans in 2025. The revolver in 2027 term loans will continue to be the use of proceeds for near-term dispositions as our leverage continues to move into the mid-fives. Now turning to our updated 2025 guidance. We are increasing the midpoint of our FFO per share guidance by a penny to a new range of $1.59 to $1.61. Additionally, we now see same-store cash NOI growth of 4% to 4.75% and G&A of $46 to $49 million. Before we turn to Q&A, I want to note that this quarter we received board authorization for a $1 billion ATM equity program and up to $500 million in share buybacks. The prospectus for the equity program will be filed in the fourth quarter. Our existing share repurchase authorization expired this quarter, and this new authorization is part of our normal course business. It's good practice to have both programs approved and available should we need them. Operator, we're now ready to move to the Q&A portion of the call.

Thank you. As a reminder to ask a question, please press star followed by the number one on your telephone keypad. We'll pause for just a moment to compile the Q&A roster. Our first question comes from Nick Ulico from Scotiabank. Please go ahead. Your line is open.

Thanks. I guess, good morning. First question is just in terms of, as you think about like the NOI impact on the whole portfolio over the next several quarters. It's a little bit easier to model, you know, the asset sales. But can you talk some more about, you know, the redevelopment? You know, you talked about more assets entering that pool. Presumably, there's some earnings drag from that. But then you also have occupancy sort of picking up in the rest of your pool. So just any sort of high-level thoughts about how to think about, you know, that impact over the next couple quarters. Thanks.

Yeah. Hey, Nick, it's Pete here. So I think from the stabilized portfolio perspective, as we've talked about, and as we laid out in our strategic deck, we think a good stabilized year over year growth rate is probably more like three to 4%. And if fundamentals continue to improve, we'll continue to assess if you can even do better than that. But I think we've laid out 3% to 4%. I think on the incremental $50 million of upside to NOI over the next, you know, three plus years, you know, we did forecast probably $20 to $40 million was the range over the next three years since the capital spend does take time to go out the door. And ultimately, the NOI you achieve from those redevelopments takes a couple years to earn in. So we have laid out a revamped table in our supplemental, and we're open to any feedback from people on any additional information to include in there to help from a modeling perspective. And I think as you think about the $50 million of NOI, probably half of that is coming from redevelopments. And we added five assets in this quarter. I would expect to add probably another five to ten over the next couple quarters. One of the things I've challenged the team here to do is to identify those assets sooner rather than later so we can start to work towards the higher end of that incremental NOI upside. And that's why you saw a lot more come into the pool this quarter, and you'll see more come in in the next couple quarters as well. And we'll continue to provide information for everybody to track. The other kind of $25 million of the $50 million of upside is going to come from the lease-up portfolio that is not redevelopment. A lot of those are in same store, and I think that's one of the reasons why you're able to see some better than 3% to 4% NOI growth numbers that are coming out today as we're beginning the lease-up and the absorption in those assets. I could see that continuing for another year or two as well as we selectively invest capital into suites and not do redevelopments there, but targeted specific suite by suite capital investment. So that's the way we're thinking about it. I know there was a lot to unpack within that, but I wanted to give the two big buckets within the $50 million of incremental NOI over the next couple of years.

Okay, great. And then the second question is just in terms of, you know, the health system share of leasing picking up this quarter, you know, was that also just, like, skewed by renewals for those health systems in the quarter versus prior quarters? Or are you having anything more success in terms of actually capturing a higher health system share in your new leasing, which I know has been a, you know, focus for you guys?

Yeah, maybe I'll let Rob handle that one.

Yeah. Hey, Nick. Yeah, I think that the volume that I talked about was total leasing. Certainly, we've seen a pickup this year. It's sort of been a gradual trend upwards this year and really going all the way back to 23, as I mentioned, that low point in 23. And so it's what we've continued to experience in terms of the continuing trend from moving services out of the hospital into the outpatient setting, which is certainly a tailwind for us. But then I think it also is continuing to improve tenant relations with our health systems and the effort that we've been doing over the past couple of years. You're really seeing that payoff for us. So it's a combination of, you know, health systems are continuing to grow and to, you know, grow their market share, but then I think also just better tenant relations and continuing to work the relationships we have.

Yeah, and Nick, on the revamped asset management platform, I think this is one of the really big benefits of it, is the asset managers are really going to be point on the health system relationships and with the local teams out in their various markets. And dialogue from our company to them has picked up pretty significantly over the last couple of quarters, and I expect that to continue to pick up going forward.

All right. Thanks, guys.

Thanks, Nick.

Our next question comes from Rich Anderson from Cantor Fitzgerald. Please go ahead, Jolanda Zilton.

Hey, thanks. Good morning. So you lowered your cap rate assumption for dispositions by 25 basis points to 675. You've been able to achieve 675 year to date. I'm wondering if that's conservatism Or if you think more – well, I guess you did say more of the remaining is coming out of the non-core bucket. Is that right? We would expect that the cap rate number for the remaining dispositions to be higher for that reason? Do I have that logically correct?

Yeah, obviously we've been pleased with the execution so far. And, you know, year to date we're at 6.5%. You know, our expectation is some of the assets that are taking longer to get done, and it shouldn't be a surprise are those with value-add components associated with them. Good assets just maybe in different markets or markets we're not going to be concentrated in going forward. So I'd say that the balance of what is remaining to close is probably skewed more to the value-add component. it. And like I said, there's also some legacy office assets as well that we're looking to shed. So I would not look into anything other than it's just the mix of the assets remaining is probably a little bit higher from an unlevered IRR perspective as the way the buyers are looking at it.

Okay. And then there's a lot going on in medical office these days, largely in terms of dispositions um you know you well tower doc are all in the market to sell total about nine or 10 billion at least just from those three uh companies does what does that tell you uh in terms of the appetite i mean does it does it give you any pause to see that level of selling when this is your your business and and if not i assume you're going to say no and if not tell me tell me why.

I think what it's showing is that there's a very, very strong bid for outpatient medical in the private markets right now. It's probably the best way to, you know, characterize it. You know, our focus on dispositions is really to create the best portfolio going forward from an NOI growth perspective. And our balance sheet was over levered. And that dates back multiple years. And we need to get our balance sheet leverage metrics to a more appropriate level. And they're almost there at this point in time. So our intent is to complete the dispositions that we are working on right now. We're pretty darn close to that. It's a pretty lofty goal to get all that done this year, really before our next earnings call. But we're really happy with the strong bid for the asset class. I think it shows that investors see a lot of value in it. and we look forward to continuing to generate pretty strong returns on the portfolio that we're keeping and going forward. And we'd like to be switching to going more on offense as opposed to going on or really playing more of a defensive game at the moment. And I think that's going to come pretty soon. We're going to have balance sheet capacity to be able to shift to go on offense as well. So I look at it and say, great, there's a lot of product on the market. Maybe there's opportunities for us in joint ventures or even on balance sheet to start to take advantage of that.

I guess, you know, the thing that I concern myself with is like the one thing that we've been waiting to happen is to extract some of the medical office ownership by the systems and, you know, get at stuff that's sort of tied up there. Is a lot of this sale activity going back to the health systems and hence sort of kind of going backwards in time in terms of the ownership structure of medical office? I'm just wondering, I guess, the buyer pool and what the long-term ramifications are of it.

Health systems have certainly picked up their purchasing, and we've noted that. We've actually generated some pretty strong cap rates. I'd say the health system deals tend to be on the lower end of the cap rate range of what we've been quoting. So I think that's great. We can take advantage of that to the extent that we need to. But the majority of what you just quoted, the $8 to $10 billion, is not going to health systems. I mean, health systems have rofers, and some of it will end up in their hands because they want to control the strategic real estate on their campuses. But most of that $8 to $10 billion that you just mentioned is going to non-health system buyers. Okay, great. Thanks, Pete. Thanks, everyone.

Our next question comes from Austin Werschmidt from KeyBank Capital Markets. Please go ahead. Your line is open.

Hey, good morning, everybody. Pete, just going back to the plans to add additional assets to the redevelopment pool in the coming quarters, I'm just wondering, are these currently occupied assets that, you know, there could be an initial move out before you add that into the pool? It looked like there was a move out in that bucket this quarter, or are these just normal course assets that are in that lease-up bucket that needs a little bit of capital in order to achieve the returns that you're focused on?

Yeah, I would say that most of it is current vacancy, and we see an opportunity to invest capital, or it's perhaps there's near-term role coming up, and we see an opportunity with some investment to get the Anchor Health System to extend on a long-term lease and at a pretty healthy mark to market. That's the majority of it. Every now and again, you will have a vacate, although if you look, our retention numbers are pretty darn high. So I'd say this is in the minority where you have a tenant vacate and you say, what do we want to do with the asset? It may require some pretty significant capital investment to reposition it to get the appropriate increase in rates within that market. But I'd say that happens probably less frequently than it is for us today, current vacancy or an opportunity to invest some capital and also get a pretty nice markup on the existing rent roll roster.

That's helpful. And then, you know, Peter or Austin, I mean, you know, Pete, you had referenced kind of looking forward to pivoting and potentially moving on offense. and then Austin kind of flagged that you put in place the ATM as a capital allocation tool and a source. I mean, is that something that we should expect in the near term from you guys to start to lean into that a little bit? And given the fact that the transaction market's heating up and there are opportunities out there that maybe you could mine through it and find something that kind of fits with the profile that you're looking for today in sort of the healthcare realty 2.0?

Yeah, I would say I think as a matter of course, it makes sense to just always have an active ATM in place. We're not intending to use it based upon where our stock is trading today. We do have some balance sheet capacity that we are building, though, through delevering below our target leverage levels. and as we think about going on offense, it's not huge numbers as a result of the fact that we are constrained. We're not going to issue equity at today's levels, but we certainly could look to grow some of our joint ventures, and we are talking to our joint venture partners actively on that, and then we could look to do some selective smaller deals, tuck-in acquisitions investments in core markets or on core campuses. But that's the way we're thinking about it right now. And I don't want anyone to come off this call and think, oh, they're putting an ATM in place. They're going to start issuing equity again. I just think it's important to have it up and running. It hasn't been up and running for years. So that's really why I had Austin say what he said. And the prepared remarks was to just tell people it's coming, but I wouldn't read anything into it.

Yes, that's helpful clarification. Thanks for the time.

Our next question comes This is from Juan Sanabria from BMO Capital Markets. Please go ahead. Your line is open.

Hey, this is Robin sitting in for Juan. On the $700 million dispositions on the contract, just curious if any of them are in the same sort of pool, if any of them are targeted for a JV and what pricing you're expecting.

Yeah, no, none of them are targeted for joint ventures. so they're all going to get, you know, sold 100 percent. And then are any in the same store pool? I would say at this point in time, no. Given how far along we are and the probability of those closing, the high degree of probability of them closing, they're all in health for sale at this point in time, and that was the big move where you saw, I don't know, 40-plus assets go from the operating portfolio into health for sale this quarter.

And so under recent dispositions, And that wasn't any impact to the same-store NOI increase as they were. They were not part of the same for Poland on the recent dispositions either.

Yeah. Hey, good morning. It's Austin. If you look at the increase in same-store NOI guidance for the year, I'd say the vast majority of that is being driven by, you know, especially looking at the third quarter, 4% same-store revenue growth, 90 basis points of year-over-year occupancy gains and sub-2% property operating expenses. So I would say the core portfolio, the stabilized portfolio, continues to perform extremely well. And even including the assets moving into held-for-sale, we still would have been at the top end of our revised guidance range for same-store growth. That being said, there is, as I mentioned in my prepared remarks, a little bit of an uplift just given the disposition portfolio, as we showed in the strategic deck, does grow slower than the core stabilized portfolio.

Thank you. And shifting to the external growth opportunity, could you maybe level set expectations with us when you're early at the possibility to go on offense?

Well, I think just from a balance sheet capacity perspective, we said we wanted to be kind of in the mid to high five net debt to EBITDA. We're at 5.8. We'd like it to come down a little bit from here. But when you factor in $700 million more of sales still yet to go and some debt repayment there, we will go likely less than five and a half times net debt to EBITDA. So it's probably anywhere from 150 to 300 million of capital we can put out without taking our leverage levels beyond what our targets are. So we're building up a little bit of dry powder, and that doesn't give us any benefit for EBITDA growth in future years and so on and so forth. It's just the immediate amount of capital. So there's some tuck-in acquisitions we could do, and they would be accretive since we'd be financing that with 100% leverage.

And then lastly for me, if I may, on the margin improvement timeline, you're outlining the recent taxes, the 65%, 66%. Can you maybe just elaborate a little bit on that on timing?

Yeah. I think I'll talk both about occupancy and I'll talk about margins. We did lay out a three-year growth framework, and we did lay out the pieces to that. I think selling some of these what we call higher IRR value-add assets, you get an immediate benefit from that, and you're seeing that right now with our same-store occupancy at a little bit better than 91% in our total occupancy in the very high 80s. I think it's, you know, 88, 89 percent, probably 89 plus at this point in time. And, you know, our margins are in that 64 to 65 percent area last quarter and this quarter. So it's probably over multiple years that we would see that stabilized occupancy and margin levels. But we're working our way towards that pretty darn fast. And the more and more absorption we get, the better the leasing environment, the quicker we can get there. But I think this quarter was a very good example as to how fast we could get there through sales. And then going forward, it's really going to come through, you know, organic leasing as well as expense controls. Thank you.

Our next question comes from Seth Berge from Citi. Please go ahead. Your line is open.

Hi. Thanks for taking my question. I just wondered if you could start off by maybe commenting, you know, this has been talked about a little bit, But just, you know, overall changes to the buyer pool, depth of the buyer pool since you kind of started the decisions.

Yeah, maybe I'll have Ryan Crowley jump in on that.

Yeah, hi, Seth. I would say buyers have always been there. We've been selling, you know, we sold material assets in 24 and more so this year. The buyer demand and the buyer appetites remain strong all along. The biggest change has been the steady and market improvement in the lending environment. Bank liquidity is way up in our space today. Bank-originated loan rates are dipping into the high fours. And so that's really fueling that buyer appetite. The buyer appetite is being led by primarily private institutional capital, and as Pete referenced earlier, the health systems. Health system percentage of MOB acquisitions this year is about as high as it's been in recent memory. But for the full year for us on the billion dollars or so of dispositions, our mix, our buyer mix, will be roughly half and half private buyers and health systems.

Thanks. And then I guess just a second one, you know, with the $700 million kind of under contract, do you think is that just kind of like a timing issue of you know some of those closing kind of into the um into next year in terms of uh you know why did this position guide remain unchanged yeah some of them may close in early january um that there's not much more to read into it than that.

Okay. Thanks.

I'll just add it's a high number of transactions. You know, year to date, the 35 properties we've sold have been 24 different discrete transactions. You know, we have over a dozen remaining. So it's just, it's not one or two large transactions that dictate the timing. It's the number.

Great. Thanks.

Our next question comes from Michael Carroll from RBC Capital Markets. Please go ahead. Your line is open.

Yeah, thanks. Pete, I wanted to circle back on your comments on HR can be more offensive or a little bit more offensive in this market. I mean, how difficult is it to find these strategic investments just given the strong private bid? I mean, is there options or opportunities where HR has specific relationships that it can leverage to get these deals? I guess, can you talk a little bit about that?

Sure. Why don't you jump in on this, Ryan, and then I'll touch on it on the end.

Sure, Michael. I mean, our reputation in the acquisitions market has historically been that of a sharpshooter. During our growth in years past, you know, we bought assets typically one at a time and primarily, frankly, in relationship-driven off-market transactions. That would be a majority of the deals we had historically done today we have you know an active inventory of what we call tier 1 acquisition targets that we've already identified in our top 20 priority markets with the systems we want to align with and specifically on the top performing hospital campuses where we've already done the analysis we've cataloged over 400 tier 1 acquisition that our team tries to sharpshoot via these direct relationships that we have with owners brokers and key relationships and health systems in these markets what does that represent probably 20 million square feet over eight billion dollars of volume of value and our team actively pursues that the only other thing i'll add is as cap rates have steadily declined from the beginning of the year we have definitely noticed over the recent months an uptick in the number of assets and the quality of assets coming to market. So there is more opportunity out there today.

Yeah. Hey, Mike, I just want to jump in for a second on this. I'm glad we're obviously talking about going on offense just a little bit. But our focus is first and foremost on our three-year growth framework and generating organic growth and reinvesting capital into our real estate. When we talk about going on offense, this is some modest balance sheet capacity that we have. And if we can find ways to put that capital to work to generate some nice accretion, primarily in joint ventures where we get an enhanced yield, that's stuff that we will look at. But to the extent that it's not additive to what we've laid out in our strategic plan, we certainly can remain under levered. So I just want to be a little bit careful when everyone hears the term offense that all of a sudden we're disregarding our strategic plan and just looking at a bunch of acquisitions. I mean, there's just some tuck-in things that we would like to do if the math pencils, but we do not need to do those. And our focus is primarily first and foremost on the strategic plan and the three-year growth framework that we laid out.

That's helpful. I know, I guess, Pete, you also made a comment earlier in the call and the prepared remarks that given where occupancy is that you can be a little bit more aggressive pushing price i mean can you provide some color on what that means are you going to try to push it on spreads annual bumps um and is this kind of a something newer that that you can do just given the markets getting tighter over the past uh few quarters yeah as we think about maximizing lease economics we have implemented a payback period model as well as an irr model over the last couple of quarters.

So it's just trying to get the absolute best possible economic returns with all the leases that we end up signing. I think where we're seeing success today is certainly on the escalator front. We're also seeing higher retention since there's just a lot less supply out there. And I think the last piece is you think about the rent mark-to-market opportunity, which I think is helpful to get. We've been able to achieve kind of the low single digits. If occupancy continues to increase, then there's an opportunity to continue to move more and more, push harder and harder on that. But I think most importantly, it's the high retention as well as getting the strong escalators because high retention, you have no downtime and you have no capital really that you have to invest. There's limited capital you have to invest on renewals relative to new leasing. So that's the way we're thinking about it.

Okay, great.

Thank you.

Our next question comes from Michael Gorman from BTIG. Please go ahead. Your line is open.

Yeah, thanks. Good morning. Austin, maybe you could just spend a minute, talk a lot about balance sheet strategy and proactivity. The unsecured market has been pretty strong in the REIT space of late. Can you just talk about how you're thinking about access to that market into the end of the year and strategy around kind of the 26 maturities?

Yeah. Good morning, Michael. So, it's a great question. We have $600 million of a bond maturing in August of next year. So, I would say first and foremost, we do have a lot of time. But to add to that, your point is not lost on us that, especially since we put out the strategic plan, rates up until maybe two days ago had moved slightly in our favor, and you are seeing spreads at or near all-time lows. So, it's certainly something that we're paying close attention to. We'll be opportunistic, I think, given the amount of time that we have until the bond refinancing, but certainly could look at doing something if the opportunity and attractive opportunity presented itself.

That's helpful. Thanks. And then maybe just switching to the portfolio side, for the 2026 lease maturities, can you just talk a little bit about how those back up compared to some of the escalators that you've been able to achieve in the third quarter and maybe how the 26 expirations look relative to that, just to give us a sense for the potential opportunity there.

Yeah, I think if you look at it at 26, I mean, we've got a good number of renewals coming up. And the escalators on the total portfolio right now, I think we're averaging in the high twos. I mentioned in my remarks that we've been achieving 3.1 on average across all of the renewals and new leases. And on our new leases, we've even achieved a little bit higher than that. So I think as we look out at 26, we see an opportunity to kind of move that up over three. We've been consistently getting greater than 3% escalators. And as supply tightens and the portfolio improves through asset sales, we see an opportunity to move that even potentially higher. So certainly looking at improving on the average that we have and achieve this quarter as we look to next year, trying to move that up into the mid-30s.

Great. Thanks for the time, guys.

Our next question comes from Mike Mueller from J.P. Morgan. Please go ahead. Your line is open.

Yeah, hi. Just how are you thinking about what's the right level of development, redevelopment to have underway at any given time? I mean, I know pre-leasing levels come into it, but just a little more color on how you're thinking about that would be great.

Yeah. Obviously, on the development side, those developments are legacy developments that have been ongoing for a while. I would not expect us to commence a new development unless we do have that land bank, unless it was a very, very heavily pre-leased attractive yield to us. And I would say there's nothing imminent on the horizon. on that. From a redevelopment perspective, you know, it's going to be a little bit higher initially just because we're going to be reinvesting capital first and foremost into our portfolio. And by the way, we see a pretty darn good yield from that as well. You know, you would calculate something in the 9% to 12% cash on cash yield with the IRRs being even higher than that. So it's a really good way to invest capital. You know, I think that bucket will have some assets cycle out, some assets cycle in. There have been some assets in redevelopment for a while that are near completion at this point in time, but I could see having 25-ish or so assets in that bucket, and I would say on average it's $10 to $15 million of redevelopment spend across each project. So you can do the math on that, but I think that's probably a comfortable level for us going forward. And we obviously have the free cash flow opportunity to do that as well with our payout ratio being in the low 70s right now.

Got it. And one other question.

Once you're through the 700 million of asset sales that are under contract letter of intent, should we be thinking of any additional dispositions on a go forward basis or just you know something nominal and opportunistic as well i think it would just be nominal and opportunistic mike um there would not be like a large program um but perhaps there could be some you know pruning on an annual basis uh every year but but that would be just very nominal stuff and done opportunistically great okay thank you thanks mike our last question comes from john

palowski from green street please go ahead your line is open hey thanks for the time just two questions for me on the restructuring um i believe there's 12 million dollars of restructuring costs this quarter 22 million ish in the last two quarters can you just give us a sense of the total restructuring costs expected and then just in general pete like what i know you guys are moving fast but what kind of inning are we in in terms of your organizing organizational organizational restructuring of HR?

Yeah, I think we're in the later innings on that. You know, but if you think about the organizational restructuring charges, but you also factor in that we had two to three million less of GNA this quarter, right? It's working its way into less GNA, a smaller, you know, cost structure. So I would say we've made really good progress. are we done? We're getting closer to that level, but we're certainly in the later innings.

Okay. And then last one from me. I know you guys highlighted in your strategic review document a little bit of a drag from 100,000 square foot single tenant lease expiration in 27.

Has there been any other additional single tenant vacates that that we should expect in 26 and then you have a lot of a lot of uh lease rolling in the single tenant portfolio in 27 so any other vacates have popped up in recent months that we should be aware of yeah no i'd say nothing material obviously we highlighted the the 27 one in the strategic deck and uh that really is the large lease roll in 2027 um that tenant occupies two buildings we are having conversations with them on extending in the entire other building that they are in. So I'd say we're making, you know, good progress on that. But no, to your question, is there anything additional that's popped up? No, there is not.

Okay. Thanks for the time.

We have no further questions. I'd like to turn the call back over to Mr. Pete Scott for any closing remarks.

Great. Thanks everyone for joining us here. Like I said, we're very excited about the direction that we're headed in HR 2.0 and proud of the quarter we put up and look forward to continuing to talk to you over the coming months as we finish out the year. Thanks very much.

This concludes today's conference call. Thank you for your participation. You may now disconnect.