Lineage, Inc. Announces First-Quarter 2025 Financial Results and Landmark Agreements With Long-Term Customer
First-Quarter 2025 Financial Highlights
-
Total revenue decreased (2.7)% to
$1,292 million -
Breakeven GAAP net income, or
$0.01 per diluted common share -
Adjusted EBITDA decreased (7.0)% to
$304 million ; adjusted EBITDA margin decreased (110)bps to 23.5% -
AFFO increased 48.0% to
$219 million ; AFFO per share increased 6.2% to$0.86 -
Declared quarterly dividend of
$0.5275 per share, representing annualized dividend rate of$2.11 per share
Landmark Agreements with
The Company issued a separate press release announcing landmark agreements with
-
Signing of a definitive agreement to acquire four cold storage warehouses and other related assets from
Tyson Foods for$247 million -
Plans to enter into an additional, multi-year warehousing agreement to design, build and operate two next-generation, fully automated cold storage warehouses in major
U.S. distribution markets, whichTyson Foods will occupy as an anchor customer -
Under the warehousing agreement,
Tyson Foods will begin storing and moving product at Lineage’s newly developedHazleton, Pennsylvania warehouse, establishing the location as a cold storage hub forTyson Foods on theU.S. East Coast -
In total, Lineage expects to deploy approximately
$1 billion of capital over the coming years as part of these agreements
“The
"As expected, we experienced more normal seasonal trends in the first quarter after multiple years of elevated inventory levels. Our team continues to control costs well and improve productivity in an uncertain environment for our customers, the major food companies. Our network is intentionally built with flexibility in mind—allowing us to adapt to shifting customer needs while maintaining high levels of service across changing market conditions," added Lehmkuhl.
Maintaining 2025 Guidance
The Company continues to expect full-year 2025 adjusted EBITDA of
"We are maintaining our adjusted EBITDA and AFFO per share guidance, aided by contributions from our newly announced acquisitions. As we look forward to the balance of the year, we see a heightened level of uncertainty in our industry, driven by the potential impact of evolving
Please refer to the Lineage's Earnings Presentation and Supplemental Information for additional details related to the Company's guidance.
First-Quarter 2025 Financial Results Conference Call and Earnings Presentation with Supplemental
Please visit ir.lineage.com/events-and-presentations to view Lineage’s first-quarter 2025 Earnings Presentation and Supplemental Information.
Lineage will host a conference call and webcast today at
About Lineage
Forward-Looking Statements
Certain statements contained in this Press Release, other than historical facts, may be considered forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are based on current expectations, estimates and projections about the industry and markets in which Lineage operates, and beliefs of, and assumptions made by, the Company and involve uncertainties that could significantly affect Lineage’s financial results. Such forward-looking statements generally can be identified by the use of forward-looking terminology such as “may,” “will,” “can,” “intend,” “anticipate,” “estimate,” “believe,” “continue,” “possible,” “initiatives,” “measures,” “poised,” “focus,” “seek,” “objective,” “goal,” “vision,” “drive,” “opportunity,” “target,” “strategy,” “expect,” “plan,” “potential,” “potentially,” “preparing,” “projected,” “future,” “tomorrow,” “long-term,” “should,” “could,” “would,” “might,” “help,” “aimed”, or other similar words. You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this Press Release. Such statements include, but are not limited to statements about Lineage’s plans, strategies, initiatives, and prospects and statements about its future results of operations, capital expenditures and liquidity. Such statements are subject to known and unknown risks and uncertainties, which could cause actual results to differ materially from those projected or anticipated, including, without limitation: general business and economic conditions; continued volatility and uncertainty in the credit markets and broader financial markets, including potential fluctuations in the Consumer Price Index and changes in foreign currency exchange rates; the impact of tariffs and global trade disruptions on us and our customers; other risks inherent in the real estate business, including customer defaults, potential liability relating to environmental matters, illiquidity of real estate investments, and potential damages from natural disasters; the availability of suitable acquisitions and our ability to acquire those properties or businesses on favorable terms; our success in implementing our business strategy and our ability to identify, underwrite, finance, consummate, integrate and manage diversifying acquisitions or investments; our ability to meet budgeted or stabilized returns on our development and expansion projects within expected time frames, or at all; our ability to manage our expanded operations, including expansion into new markets or business lines; our failure to realize the intended benefits from, or disruptions to our plans and operations or unknown or contingent liabilities related to, our recent and future acquisitions; our failure to successfully integrate and operate acquired or developed properties or businesses; our ability to renew significant customer contracts; the impact of supply chain disruptions, including the impact on labor availability, raw material availability, manufacturing and food production and transportation; difficulties managing an international business and acquiring or operating properties in foreign jurisdictions and unfamiliar metropolitan areas; changes in political conditions, geopolitical turmoil, political instability, civil disturbances, restrictive governmental actions or nationalization in the countries in which we operate; the degree and nature of our competition; our failure to generate sufficient cash flows to service our outstanding indebtedness; our ability to access debt and equity capital markets; continued increases and volatility in interest rates; increased power, labor or construction costs; changes in consumer demand or preferences for products we store in our warehouses; decreased storage rates or increased vacancy rates; labor shortages or our inability to attract and retain talent; changes in, or the failure or inability to comply with, government regulation; a failure of our information technology systems, systems conversions and integrations, cybersecurity attacks or a breach of our information security systems, networks or processes; our failure to maintain our status as a real estate investment trust for
While the forward-looking statements are considered reasonable by the Company, they are subject to significant business, economic and competitive uncertainties and contingencies, many of which are beyond the control of the Company and cannot be predicted with accuracy and may not be realized. There can be no assurance that the forward-looking statements can or will be attained or maintained. Actual operating results may vary materially from the forward-looking statements included in this Press Release.
Availability of Information on Lineage's Website and Social Media Channels
Investors and others should note that Lineage routinely announces material information to investors and the marketplace using
|
|||||||
|
|
|
|
||||
|
2025 |
|
2024 |
||||
|
(unaudited) |
|
|
||||
Assets |
|
|
|
||||
Current assets: |
|
|
|
||||
Cash, cash equivalents, and restricted cash |
$ |
197 |
|
|
$ |
175 |
|
Accounts receivable, net |
|
847 |
|
|
|
826 |
|
Inventories |
|
175 |
|
|
|
187 |
|
Prepaid expenses and other current assets |
|
171 |
|
|
|
97 |
|
Total current assets |
|
1,390 |
|
|
|
1,285 |
|
Non-current assets: |
|
|
|
||||
Property, plant, and equipment, net |
|
10,644 |
|
|
|
10,627 |
|
Finance lease right-of-use assets, net |
|
1,231 |
|
|
|
1,254 |
|
Operating lease right-of-use assets, net |
|
618 |
|
|
|
627 |
|
Equity method investments |
|
128 |
|
|
|
124 |
|
|
|
3,379 |
|
|
|
3,338 |
|
Other intangible assets, net |
|
1,116 |
|
|
|
1,127 |
|
Other assets |
|
262 |
|
|
|
279 |
|
Total assets |
$ |
18,768 |
|
|
$ |
18,661 |
|
Liabilities, Redeemable Noncontrolling Interests, and Equity |
|
|
|
||||
Current liabilities: |
|
|
|
||||
Accounts payable and accrued liabilities |
$ |
1,132 |
|
|
$ |
1,220 |
|
Accrued dividends and distributions |
|
134 |
|
|
|
134 |
|
Deferred revenue |
|
84 |
|
|
|
83 |
|
Current portion of long-term debt, net |
|
55 |
|
|
|
56 |
|
Total current liabilities |
|
1,405 |
|
|
|
1,493 |
|
Non-current liabilities: |
|
|
|
||||
Long-term finance lease obligations |
|
1,240 |
|
|
|
1,249 |
|
Long-term operating lease obligations |
|
598 |
|
|
|
605 |
|
Deferred income tax liability |
|
324 |
|
|
|
304 |
|
Long-term debt, net |
|
5,130 |
|
|
|
4,906 |
|
Other long-term liabilities |
|
425 |
|
|
|
410 |
|
Total liabilities |
|
9,122 |
|
|
|
8,967 |
|
Commitments and contingencies (Note 16) |
|
|
|
||||
Redeemable noncontrolling interests |
|
41 |
|
|
|
43 |
|
Stockholders’ equity: |
|
|
|
||||
Common stock, |
|
2 |
|
|
|
2 |
|
Additional paid-in capital - common stock |
|
10,791 |
|
|
|
10,764 |
|
Retained earnings (accumulated deficit) |
|
(1,976 |
) |
|
|
(1,855 |
) |
Accumulated other comprehensive income (loss) |
|
(231 |
) |
|
|
(273 |
) |
Total stockholders’ equity |
|
8,586 |
|
|
|
8,638 |
|
Noncontrolling interests |
|
1,019 |
|
|
|
1,013 |
|
Total equity |
|
9,605 |
|
|
|
9,651 |
|
Total liabilities, redeemable noncontrolling interests, and equity |
$ |
18,768 |
|
|
$ |
18,661 |
|
|
|||||||
|
Three Months Ended |
||||||
|
2025 |
|
2024 |
||||
|
(unaudited) |
||||||
Net revenues |
$ |
1,292 |
|
|
$ |
1,328 |
|
Cost of operations |
|
876 |
|
|
|
884 |
|
General and administrative expense |
|
154 |
|
|
|
124 |
|
Depreciation expense |
|
158 |
|
|
|
158 |
|
Amortization expense |
|
54 |
|
|
|
53 |
|
Acquisition, transaction, and other expense |
|
15 |
|
|
|
8 |
|
Restructuring, impairment, and (gain) loss on disposals |
|
(21 |
) |
|
|
— |
|
Total operating expense |
|
1,236 |
|
|
|
1,227 |
|
Income from operations |
|
56 |
|
|
|
101 |
|
Other income (expense): |
|
|
|
||||
Equity income (loss), net of tax |
|
(4 |
) |
|
|
(2 |
) |
Gain (loss) on foreign currency transactions, net |
|
16 |
|
|
|
(11 |
) |
Interest expense, net |
|
(60 |
) |
|
|
(139 |
) |
Gain (loss) on extinguishment of debt |
|
— |
|
|
|
(7 |
) |
Total other income (expense), net |
|
(48 |
) |
|
|
(159 |
) |
Net income (loss) before income taxes |
|
8 |
|
|
|
(58 |
) |
Income tax expense (benefit) |
|
8 |
|
|
|
(10 |
) |
Net income (loss) |
|
— |
|
|
|
(48 |
) |
Less: Net income (loss) attributable to noncontrolling interests |
|
— |
|
|
|
(8 |
) |
Net income (loss) attributable to |
|
— |
|
|
|
(40 |
) |
|
|
|
|
||||
Other comprehensive income (loss), net of tax: |
|
|
|
||||
Unrealized gain (loss) on foreign currency hedges and interest rate hedges |
|
(17 |
) |
|
|
3 |
|
Foreign currency translation adjustments |
|
64 |
|
|
|
(74 |
) |
Comprehensive income (loss) |
|
47 |
|
|
|
(119 |
) |
Less: Comprehensive income (loss) attributable to noncontrolling interests |
|
5 |
|
|
|
(16 |
) |
Comprehensive income (loss) attributable to |
$ |
42 |
|
|
$ |
(103 |
) |
|
|
|
|
||||
Basic earnings (loss) per share |
$ |
0.01 |
|
|
$ |
(0.28 |
) |
Diluted earnings (loss) per share |
$ |
0.01 |
|
|
$ |
(0.28 |
) |
|
|
|
|
||||
Weighted average common shares outstanding: |
|
|
|
||||
Basic |
|
228 |
|
|
|
162 |
|
Diluted |
|
228 |
|
|
|
162 |
|
|
||||||||||||||||||||||||||||||||
|
|
|
|
Common Stock |
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||
|
|
Redeemable
|
|
Number of
|
|
Amount at par
|
|
Additional
|
|
Series A
|
|
Retained
|
|
Accumulated
|
|
Noncontrolling
|
|
Total
|
||||||||||||||
Balance as of |
|
$ |
349 |
|
|
162 |
|
$ |
2 |
|
$ |
5,961 |
|
|
$ |
1 |
|
$ |
(879 |
) |
|
$ |
(34 |
) |
|
$ |
622 |
|
|
$ |
5,673 |
|
Distributions |
|
|
(1 |
) |
|
— |
|
|
— |
|
|
— |
|
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
(12 |
) |
|
|
(12 |
) |
Stock-based compensation |
|
|
— |
|
|
— |
|
|
— |
|
|
3 |
|
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
2 |
|
|
|
5 |
|
Other comprehensive income (loss) |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
|
— |
|
|
— |
|
|
|
(63 |
) |
|
|
(8 |
) |
|
|
(71 |
) |
Redemption of redeemable noncontrolling interests |
|
|
(6 |
) |
|
— |
|
|
— |
|
|
— |
|
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
Redemption of common stock |
|
|
— |
|
|
— |
|
|
— |
|
|
(25 |
) |
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
(25 |
) |
Expiration of redemption option |
|
|
(92 |
) |
|
— |
|
|
— |
|
|
65 |
|
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
27 |
|
|
|
92 |
|
Redeemable noncontrolling interest redemption value adjustment |
|
|
6 |
|
|
— |
|
|
— |
|
|
(6 |
) |
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
(6 |
) |
Net income (loss) |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
|
— |
|
|
(40 |
) |
|
|
— |
|
|
|
(8 |
) |
|
|
(48 |
) |
Reallocation of noncontrolling interests |
|
|
— |
|
|
— |
|
|
— |
|
|
(7 |
) |
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
7 |
|
|
|
— |
|
Balance as of |
|
$ |
256 |
|
|
162 |
|
$ |
2 |
|
$ |
5,991 |
|
|
$ |
1 |
|
$ |
(919 |
) |
|
$ |
(97 |
) |
|
$ |
630 |
|
|
$ |
5,608 |
|
|
||||||||||||||||||||||||||||
|
|
|
|
Common Stock |
|
|
|
|
|
|
|
|
||||||||||||||||
|
|
Redeemable
|
|
Number of
|
|
Amount at par
|
|
Additional
|
|
Retained
|
|
Accumulated
|
|
Noncontrolling
|
|
Total
|
||||||||||||
Balance as of |
|
$ |
43 |
|
|
228 |
|
$ |
2 |
|
$ |
10,764 |
|
$ |
(1,855 |
) |
|
$ |
(273 |
) |
|
$ |
1,013 |
|
|
$ |
9,651 |
|
Dividends ( |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
(121 |
) |
|
|
— |
|
|
|
(14 |
) |
|
|
(135 |
) |
Stock-based compensation |
|
|
— |
|
|
— |
|
|
— |
|
|
19 |
|
|
— |
|
|
|
— |
|
|
|
21 |
|
|
|
40 |
|
Other comprehensive income (loss) |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
|
42 |
|
|
|
5 |
|
|
|
47 |
|
Redeemable noncontrolling interest redemption value adjustment |
|
|
(2 |
) |
|
— |
|
|
— |
|
|
2 |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
2 |
|
Net income (loss) |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
Reallocation of noncontrolling interests |
|
|
— |
|
|
— |
|
|
— |
|
|
6 |
|
|
— |
|
|
|
— |
|
|
|
(6 |
) |
|
|
— |
|
Balance as of |
|
$ |
41 |
|
|
228 |
|
$ |
2 |
|
$ |
10,791 |
|
$ |
(1,976 |
) |
|
$ |
(231 |
) |
|
$ |
1,019 |
|
|
$ |
9,605 |
|
|
|||||||
|
Three Months Ended |
||||||
|
2025 |
|
2024 |
||||
|
(unaudited) |
||||||
Cash flows from operating activities: |
|
|
|
||||
Net income (loss) |
$ |
— |
|
|
$ |
(48 |
) |
Adjustments to reconcile net income (loss) to net cash provided by operating activities: |
|
|
|
||||
Provision for credit losses |
|
1 |
|
|
|
1 |
|
Impairment of long-lived and intangible assets |
|
1 |
|
|
|
— |
|
Gain on insurance recovery (see Note 16, Commitments and contingencies) |
|
(24 |
) |
|
|
— |
|
Depreciation and amortization |
|
212 |
|
|
|
211 |
|
(Gain) loss on extinguishment of debt, net |
|
— |
|
|
|
7 |
|
Amortization of deferred financing costs and above/below market debt |
|
2 |
|
|
|
6 |
|
Stock-based compensation |
|
40 |
|
|
|
5 |
|
(Gain) loss on foreign currency transactions, net |
|
(16 |
) |
|
|
11 |
|
Deferred income tax |
|
11 |
|
|
|
(23 |
) |
Put Options fair value adjustment |
|
2 |
|
|
|
— |
|
Proceeds from insurance recoveries - business interruption (see Note 16, Commitments and contingencies) |
|
8 |
|
|
|
— |
|
Other operating activities |
|
2 |
|
|
|
3 |
|
Changes in operating assets and liabilities (excluding effects of acquisitions): |
|
|
|
||||
Accounts receivable |
|
(24 |
) |
|
|
36 |
|
Prepaid expenses, other assets, and other long-term liabilities |
|
(39 |
) |
|
|
(21 |
) |
Inventories |
|
12 |
|
|
|
2 |
|
Accounts payable and accrued liabilities and deferred revenue |
|
(51 |
) |
|
|
(83 |
) |
Right-of-use assets and lease obligations |
|
2 |
|
|
|
(2 |
) |
Net cash provided by operating activities |
|
139 |
|
|
|
105 |
|
Cash flows from investing activities: |
|
|
|
||||
Acquisitions, net of cash acquired |
|
— |
|
|
|
(59 |
) |
Deposits on pending acquisitions and related refunds, net |
|
— |
|
|
|
2 |
|
Purchase of property, plant, and equipment |
|
(151 |
) |
|
|
(147 |
) |
Proceeds from sale of assets |
|
2 |
|
|
|
2 |
|
Proceeds from insurance recovery on impaired long-lived assets |
|
17 |
|
|
|
— |
|
Investments in |
|
(7 |
) |
|
|
(5 |
) |
Other investing activity |
|
1 |
|
|
|
5 |
|
Net cash used in investing activities |
|
(138 |
) |
|
|
(202 |
) |
Cash flows from financing activities: |
|
|
|
||||
Dividends and other distributions |
|
(134 |
) |
|
|
(112 |
) |
Redemption of redeemable noncontrolling interests |
|
— |
|
|
|
(6 |
) |
Financing fees |
|
— |
|
|
|
(44 |
) |
Proceeds from long-term debt |
|
— |
|
|
|
81 |
|
Repayments of long-term debt and finance leases |
|
(25 |
) |
|
|
(972 |
) |
Payment of deferred and contingent consideration liabilities |
|
(2 |
) |
|
|
— |
|
Borrowings on revolving line of credit |
|
582 |
|
|
|
1,837 |
|
Repayments on revolving line of credit |
|
(398 |
) |
|
|
(632 |
) |
Redemption of common stock |
|
— |
|
|
|
(25 |
) |
Other financing activity |
|
(2 |
) |
|
|
(6 |
) |
Net cash provided by financing activities |
|
21 |
|
|
|
121 |
|
Impact of foreign exchange rates on cash, cash equivalents, and restricted cash |
|
— |
|
|
|
(1 |
) |
Net increase (decrease) in cash, cash equivalents, and restricted cash |
|
22 |
|
|
|
23 |
|
Cash, cash equivalents, and restricted cash at the beginning of the period |
|
175 |
|
|
|
71 |
|
Cash, cash equivalents, and restricted cash at the end of the period |
$ |
197 |
|
|
$ |
94 |
|
Global Warehousing Segment
The following table presents the operating results of our warehouse segment for the three months ended
|
Three Months Ended |
|
|
|||||||
|
2025 |
|
2024 |
|
Change |
|||||
|
(in millions except revenue per pallet) |
|
|
|||||||
Warehouse storage |
$ |
491 |
|
|
$ |
516 |
|
|
(4.8 |
)% |
Warehouse services |
|
453 |
|
|
|
453 |
|
|
— |
% |
Total global warehousing segment revenues |
|
944 |
|
|
|
969 |
|
|
(2.6 |
)% |
Labor(1) |
|
356 |
|
|
|
354 |
|
|
0.6 |
% |
Power |
|
49 |
|
|
|
47 |
|
|
4.3 |
% |
Other warehouse costs(2) |
|
179 |
|
|
|
183 |
|
|
(2.2 |
)% |
Total global warehousing segment cost of operations |
|
584 |
|
|
|
584 |
|
|
— |
% |
Global warehousing segment NOI |
$ |
360 |
|
|
$ |
385 |
|
|
(6.5 |
)% |
Total global warehousing segment margin |
|
38.1 |
% |
|
|
39.7 |
% |
|
(160) bps |
|
|
|
|
|
|
|
|||||
Number of warehouse sites |
|
469 |
|
|
|
463 |
|
|
|
|
|
|
|
|
|
|
|||||
Warehouse storage(3) |
|
|
|
|
|
|||||
Average economic occupancy |
|
|
|
|
|
|||||
Average occupied economic pallets (in thousands) |
|
8,056 |
|
|
|
8,187 |
|
|
(1.6 |
)% |
Economic occupancy percentage |
|
81.0 |
% |
|
|
83.6 |
% |
|
(260) bps |
|
Storage revenue per economic occupied pallet |
$ |
60.93 |
|
|
$ |
62.98 |
|
|
(3.3 |
)% |
Average physical occupancy |
|
|
|
|
|
|||||
Average physical occupied pallets (in thousands) |
|
7,506 |
|
|
|
7,603 |
|
|
(1.3 |
)% |
Average physical pallet positions (in thousands) |
|
9,949 |
|
|
|
9,796 |
|
|
1.6 |
% |
Physical occupancy percentage |
|
75.4 |
% |
|
|
77.6 |
% |
|
(220) bps |
|
Storage revenue per physical occupied pallet |
$ |
65.39 |
|
|
$ |
67.82 |
|
|
(3.6 |
)% |
Warehouse services(3) |
|
|
|
|
|
|||||
Throughput pallets (in thousands) |
|
12,984 |
|
|
|
12,874 |
|
|
0.9 |
% |
Warehouse services revenue per throughput pallet |
$ |
32.02 |
|
|
$ |
32.40 |
|
|
(1.2 |
)% |
____________________ |
-
Excludes less than
$1 million of stock-based compensation expense for the three months endedMarch 31, 2025 . -
Includes real estate rent expense (operating leases) of
$23 million and$25 million for the three months endedMarch 31, 2025 and 2024, respectively; and non-real estate rent expense (equipment lease and rentals) of$5 million and$5 million for the three months endedMarch 31, 2025 and 2024, respectively. - Warehouse storage and warehouse services metrics exclude managed sites.
Same Warehouse Results
The following tables present revenues, cost of operations, same warehouse NOI, and margins for our same warehouses for the three months ended
|
Three Months Ended |
|
|
|||||||
|
2025 |
|
2024 |
|
Change |
|||||
|
(in millions except revenue per pallet) |
|
|
|||||||
Warehouse storage |
$ |
456 |
|
|
$ |
483 |
|
|
(5.6 |
)% |
Warehouse services |
|
419 |
|
|
|
430 |
|
|
(2.6 |
)% |
Total same warehouse revenues |
|
875 |
|
|
|
913 |
|
|
(4.2 |
)% |
Labor |
|
331 |
|
|
|
336 |
|
|
(1.5 |
)% |
Power |
|
44 |
|
|
|
44 |
|
|
— |
% |
Other warehouse costs |
|
163 |
|
|
|
167 |
|
|
(2.4 |
)% |
Total same warehouse cost of operations |
|
538 |
|
|
|
547 |
|
|
(1.6 |
)% |
Same warehouse NOI |
$ |
337 |
|
|
$ |
366 |
|
|
(7.9 |
)% |
Total same warehouse margin |
|
38.5 |
% |
|
|
40.1 |
% |
|
(160) bps |
|
|
|
|
|
|
|
|||||
Number of same warehouse sites |
|
427 |
|
|
|
427 |
|
|
|
|
|
|
|
|
|
|
|||||
Warehouse storage(1) |
|
|
|
|
|
|||||
Economic occupancy |
|
|
|
|
|
|||||
Average occupied economic pallets (in thousands) |
|
7,487 |
|
|
|
7,671 |
|
|
(2.4 |
)% |
Economic occupancy percentage |
|
82.1 |
% |
|
|
83.6 |
% |
|
(150) bps |
|
Storage revenue per economic occupied pallet |
$ |
60.88 |
|
|
$ |
63.00 |
|
|
(3.4 |
)% |
Physical occupancy |
|
|
|
|
|
|||||
Average physical occupied pallets (in thousands) |
|
6,974 |
|
|
|
7,109 |
|
|
(1.9 |
)% |
Average physical pallet positions (in thousands) |
|
9,121 |
|
|
|
9,173 |
|
|
(0.6 |
)% |
Physical occupancy percentage |
|
76.5 |
% |
|
|
77.5 |
% |
|
(100) bps |
|
Storage revenue per physical occupied pallet |
$ |
65.36 |
|
|
$ |
67.97 |
|
|
(3.8 |
)% |
Warehouse services(1) |
|
|
|
|
|
|||||
Throughput pallets (in thousands) |
|
11,894 |
|
|
|
12,109 |
|
|
(1.8 |
)% |
Warehouse services revenue per throughput pallet |
$ |
32.06 |
|
|
$ |
32.54 |
|
|
(1.5 |
)% |
____________________ |
- Warehouse storage and warehouse services metrics exclude managed sites.
Non-Same Warehouse Results
The following tables present revenues, cost of operations, non-same warehouse NOI, and margins for our non-same warehouses for the three months ended
|
Three Months Ended |
|
|
|||||||
|
2025 |
|
2024 |
|
Change |
|||||
|
(in millions except revenue per pallet) |
|
|
|||||||
Warehouse storage |
$ |
35 |
|
|
$ |
33 |
|
|
6.1 |
% |
Warehouse services |
|
34 |
|
|
|
23 |
|
|
47.8 |
% |
Total non-same warehouse revenues |
|
69 |
|
|
|
56 |
|
|
23.2 |
% |
Labor |
|
25 |
|
|
|
18 |
|
|
38.9 |
% |
Power |
|
5 |
|
|
|
3 |
|
|
66.7 |
% |
Other warehouse costs |
|
16 |
|
|
|
16 |
|
|
— |
% |
Total non-same warehouse cost of operations |
|
46 |
|
|
|
37 |
|
|
24.3 |
% |
Non-same warehouse NOI |
$ |
23 |
|
|
$ |
19 |
|
|
21.1 |
% |
Total non-same warehouse margin |
|
33.3 |
% |
|
|
33.9 |
% |
|
(60) bps |
|
|
|
|
|
|
|
|||||
Number of non-same warehouse sites(1) |
|
42 |
|
|
|
36 |
|
|
|
|
|
|
|
|
|
|
|||||
Warehouse storage(2) |
|
|
|
|
|
|||||
Economic occupancy |
|
|
|
|
|
|||||
Average occupied economic pallets (in thousands) |
|
569 |
|
|
|
516 |
|
|
10.3 |
% |
Economic occupancy percentage |
|
68.7 |
% |
|
|
82.8 |
% |
|
(1,410) bps |
|
Storage revenue per economic occupied pallet |
$ |
61.51 |
|
|
$ |
62.80 |
|
|
(2.1 |
)% |
Physical occupancy |
|
|
|
|
|
|||||
Average physical occupied pallets (in thousands) |
|
532 |
|
|
|
494 |
|
|
7.7 |
% |
Average physical pallet positions (in thousands) |
|
828 |
|
|
|
623 |
|
|
32.9 |
% |
Physical occupancy percentage |
|
64.3 |
% |
|
|
79.3 |
% |
|
(1,500) bps |
|
Storage revenue per physical occupied pallet |
$ |
65.78 |
|
|
$ |
65.63 |
|
|
0.2 |
% |
Warehouse services(2) |
|
|
|
|
|
|||||
Throughput pallets (in thousands) |
|
1,090 |
|
|
|
765 |
|
|
42.5 |
% |
Warehouse services revenue per throughput pallet |
$ |
31.52 |
|
|
$ |
30.12 |
|
|
4.6 |
% |
____________________ |
- Refer to our “Same Warehouse Analysis,” which describes the composition of our non-same warehouse pool.
- Warehouse storage and warehouse services metrics exclude managed sites.
Global Integrated Solutions Segment
The following tables presents the operating results of our global integrated solutions segment for the three months ended
|
Three Months Ended |
|
|
|||||||
|
2025 |
|
2024 |
|
Change |
|||||
|
(in millions) |
|
|
|||||||
Global |
$ |
348 |
|
|
$ |
359 |
|
|
(3.1 |
)% |
Global |
|
291 |
|
|
|
300 |
|
|
(3.0 |
)% |
Global |
$ |
57 |
|
|
$ |
59 |
|
|
(3.4 |
)% |
Global |
|
16.4 |
% |
|
|
16.4 |
% |
|
— bps |
____________________ |
-
Excludes
$1 million of stock-based compensation expense for the three months endedMarch 31, 2025 .
Capital Expenditures
Maintenance Capital Expenditures
The following table sets forth our recurring maintenance capital expenditures.
|
Three Months Ended |
||||
|
2025 |
|
2024 |
||
(in millions) |
|
||||
Global warehousing |
$ |
29 |
|
$ |
20 |
Global integrated solutions |
|
1 |
|
|
5 |
Information technology and other |
|
2 |
|
|
5 |
Maintenance capital expenditures |
$ |
32 |
|
$ |
30 |
Integration Capital Expenditures
The following table sets forth our integration capital expenditures.
|
Three Months Ended |
||||
|
2025 |
|
2024 |
||
(in millions) |
|
||||
Global warehousing |
$ |
8 |
|
$ |
8 |
Information technology and other |
|
4 |
|
|
9 |
Integration capital expenditures |
$ |
12 |
|
$ |
17 |
External Growth Capital Investments
The following table sets forth our external growth capital investments.
|
Three Months Ended |
||||
|
2025 |
|
2024 |
||
(in millions) |
|
||||
Acquisitions, including equity issued and net of cash acquired and adjustments (1) |
$ |
— |
|
$ |
59 |
Greenfield and expansion expenditures |
|
37 |
|
|
36 |
Energy and economic return initiatives |
|
16 |
|
|
22 |
Information technology transformation and growth initiatives |
|
14 |
|
|
12 |
External growth capital investments |
$ |
67 |
|
$ |
129 |
____________________ |
- Excludes buildings and land acquired through exercise of finance lease purchase options, where amount paid did not exceed the finance lease liability.
Non-GAAP Financial Measures Reconciliations
|
|||||||
|
Three Months Ended |
||||||
(in millions) |
2025 |
|
2024 |
||||
Net income (loss) |
$ |
— |
|
|
$ |
(48 |
) |
Stock-based compensation expense in cost of operations |
|
1 |
|
|
|
— |
|
General and administrative expense |
|
154 |
|
|
|
124 |
|
Depreciation expense |
|
158 |
|
|
|
158 |
|
Amortization expense |
|
54 |
|
|
|
53 |
|
Acquisition, transaction, and other expense |
|
15 |
|
|
|
8 |
|
Restructuring, impairment, and (gain) loss on disposals |
|
(21 |
) |
|
|
— |
|
Equity (income) loss, net of tax |
|
4 |
|
|
|
2 |
|
(Gain) loss on foreign currency transactions, net |
|
(16 |
) |
|
|
11 |
|
Interest expense, net |
|
60 |
|
|
|
139 |
|
(Gain) loss on extinguishment of debt |
|
— |
|
|
|
7 |
|
Income tax expense (benefit) |
|
8 |
|
|
|
(10 |
) |
Total segment NOI |
$ |
417 |
|
|
$ |
444 |
|
Reconciliation of EBITDA, EBITDAre, and Adjusted EBITDA to Net Income (Loss) |
||||||||
|
|
Three Months Ended |
||||||
(in millions) |
|
2025 |
|
2024 |
||||
Net income (loss) |
|
$ |
— |
|
|
$ |
(48 |
) |
Adjustments: |
|
|
|
|
||||
Depreciation and amortization expense |
|
|
212 |
|
|
|
211 |
|
Interest expense, net |
|
|
60 |
|
|
|
139 |
|
Income tax expense (benefit) |
|
|
8 |
|
|
|
(10 |
) |
EBITDA |
|
$ |
280 |
|
|
$ |
292 |
|
Adjustments: |
|
|
|
|
||||
Allocation of EBITDAre of noncontrolling interests |
|
|
— |
|
|
|
(1 |
) |
EBITDAre |
|
$ |
280 |
|
|
$ |
291 |
|
Adjustments: |
|
|
|
|
||||
Net (gain) loss on sale of non-real estate assets |
|
|
(2 |
) |
|
|
(1 |
) |
Acquisition, restructuring, and other |
|
|
17 |
|
|
|
9 |
|
Technology transformation |
|
|
5 |
|
|
|
3 |
|
(Gain) loss on property destruction |
|
|
(24 |
) |
|
|
— |
|
(Gain) loss on foreign currency exchange transactions, net |
|
|
(16 |
) |
|
|
11 |
|
Stock-based compensation expense |
|
|
40 |
|
|
|
5 |
|
(Gain) loss on extinguishment of debt |
|
|
— |
|
|
|
7 |
|
Non-real estate impairment |
|
|
1 |
|
|
|
— |
|
Allocation related to unconsolidated JVs |
|
|
3 |
|
|
|
1 |
|
Allocation adjustments of noncontrolling interests |
|
|
— |
|
|
|
1 |
|
Adjusted EBITDA |
|
$ |
304 |
|
|
$ |
327 |
|
Net revenues |
|
$ |
1,292 |
|
|
$ |
1,328 |
|
Adjusted EBITDA margin |
|
|
23.5 |
% |
|
|
24.6 |
% |
Reconciliation of FFO, Core FFO, and Adjusted FFO to Net Income (Loss) |
|||||||
|
Three Months Ended |
||||||
(in millions, except per share information) |
2025 |
|
2024 |
||||
Net income (loss) |
$ |
— |
|
|
$ |
(48 |
) |
Adjustments: |
|
|
|
||||
Real estate depreciation |
|
85 |
|
|
|
85 |
|
In-place lease intangible amortization |
|
1 |
|
|
|
2 |
|
Real estate depreciation, (gain) loss on sale of real estate and real estate impairments on unconsolidated JVs |
|
1 |
|
|
|
1 |
|
Allocation of noncontrolling interests |
|
— |
|
|
|
(1 |
) |
FFO |
$ |
87 |
|
|
$ |
39 |
|
Adjustments: |
|
|
|
||||
Net (gain) loss on sale of non-real estate assets |
|
(2 |
) |
|
|
(1 |
) |
Finance lease ROU asset amortization - real estate related |
|
18 |
|
|
|
18 |
|
Non-real estate impairment |
|
1 |
|
|
|
— |
|
Acquisition, restructuring, and other |
|
20 |
|
|
|
9 |
|
Technology transformation |
|
5 |
|
|
|
3 |
|
(Gain) loss on property destruction |
|
(24 |
) |
|
|
— |
|
(Gain) loss on foreign currency transactions, net |
|
(16 |
) |
|
|
11 |
|
(Gain) loss on extinguishment of debt |
|
— |
|
|
|
7 |
|
Core FFO |
$ |
89 |
|
|
$ |
86 |
|
Adjustments: |
|
|
|
||||
Non-real estate depreciation and amortization |
|
100 |
|
|
|
100 |
|
Finance lease ROU asset amortization - non-real estate |
|
8 |
|
|
|
7 |
|
Amortization of deferred financing costs |
|
3 |
|
|
|
6 |
|
Amortization of debt discount / premium |
|
(1 |
) |
|
|
— |
|
Deferred income taxes expense (benefit) |
|
11 |
|
|
|
(23 |
) |
Straight line net operating rent |
|
1 |
|
|
|
(2 |
) |
Stock-based compensation expense |
|
40 |
|
|
|
5 |
|
Recurring maintenance capital expenditures |
|
(32 |
) |
|
|
(30 |
) |
Allocation related to unconsolidated JVs |
|
1 |
|
|
|
1 |
|
Allocation of noncontrolling interests |
|
(1 |
) |
|
|
(2 |
) |
Adjusted FFO |
$ |
219 |
|
|
$ |
148 |
|
|
|
|
|
||||
Reconciliation of weighted average common shares outstanding: |
|||||||
Weighted average common shares outstanding |
|
228 |
|
|
|
162 |
|
Partnership common units and OP Units held by Non-Company LPs |
|
22 |
|
|
|
20 |
|
Equity compensation and other unvested units |
|
6 |
|
|
|
— |
|
Adjusted diluted weighted average common shares outstanding |
|
256 |
|
|
|
182 |
|
Adjusted FFO per diluted common share |
$ |
0.86 |
|
|
$ |
0.81 |
|
Non-GAAP Financial Measures Notes
We use the following non-GAAP financial measures as supplemental performance measures of our business: segment NOI, FFO, Core FFO, Adjusted FFO, EBITDA, EBITDAre, Adjusted EBITDA, and Adjusted EBITDA margin. We also use same warehouse and non-same warehouse metrics described above.
We calculate total segment NOI (or “NOI”) as our total revenues less our cost of operations (excluding any depreciation and amortization, general and administrative expense, stock-based compensation expense, restructuring and impairment expense, gain and loss on sale of assets, and acquisition, transaction, and other expense). We use segment NOI to evaluate our segments for purposes of making operating decisions and assessing performance in accordance with ASC 280, Segment Reporting. We believe segment NOI is helpful to investors as a supplemental performance measure to net income because it assists both investors and management in understanding the core operations of our business. There is no industry definition of segment NOI and, as a result, other REITs may calculate segment NOI or other similarly-captioned metrics in a manner different than we do.
We calculate EBITDA for Real Estate, or “EBITDAre”, in accordance with the standards established by the
We also calculate our Adjusted EBITDA as EBITDAre further adjusted for the effects of gain or loss on the sale of non-real estate assets, gain or loss on the destruction of property (net of insurance proceeds), other nonoperating income or expense, acquisition, restructuring, and other expense, foreign currency exchange gain or loss, stock-based compensation expense, loss or gain on debt extinguishment and modification, impairment of investments in non-real estate, technology transformation, and reduction in EBITDAre from partially owned entities. We believe that the presentation of Adjusted EBITDA provides a measurement of our operations that is meaningful to investors because it excludes the effects of certain items that are otherwise included in EBITDAre but which we do not believe are indicative of our core business operations. EBITDAre and Adjusted EBITDA are not measurements of financial performance under GAAP, and our EBITDAre and Adjusted EBITDA may not be comparable to similarly titled measures of other companies. You should not consider our EBITDAre and Adjusted EBITDA as alternatives to net income or cash flows from operating activities determined in accordance with GAAP. Our calculations of EBITDAre and Adjusted EBITDA have limitations as analytical tools, including the following:
- these measures do not reflect our historical or future cash requirements for maintenance capital expenditures or growth and expansion capital expenditures;
- these measures do not reflect changes in, or cash requirements for, our working capital needs;
- these measures do not reflect the interest expense, or the cash requirements necessary to service interest or principal payments, on our indebtedness;
- these measures do not reflect our tax expense or the cash requirements to pay our taxes; and
- although depreciation and amortization are non-cash charges, the assets being depreciated and amortized will often have to be replaced in the future and these measures do not reflect any cash requirements for such replacements.
We use EBITDA, EBITDAre, and Adjusted EBITDA as measures of our operating performance and not as measures of liquidity. We also calculate Adjusted EBITDA margin, which represents Adjusted EBITDA as a percentage of Net revenues and which provides an additional way to compare the above described measure of our operations across periods.
We calculate funds from operations, or FFO, in accordance with the standards established by the
We calculate core funds from operations, or Core FFO, as FFO adjusted for the effects of gain or loss on the sale of non-real estate assets, gain or loss on the destruction of property (net of insurance proceeds), finance lease ROU asset amortization real estate, non-real estate impairments, acquisition, restructuring and other, other nonoperating income or expense, loss on debt extinguishment and modifications and the effects of gain or loss on foreign currency exchange. We also adjust for the impact attributable to non-real estate impairments on unconsolidated joint ventures and natural disaster. We believe that Core FFO is helpful to investors as a supplemental performance measure because it excludes the effects of certain items which can create significant earnings volatility, but which do not directly relate to our core business operations. We believe Core FFO can facilitate comparisons of operating performance between periods, while also providing a more meaningful predictor of future earnings potential.
However, because FFO and Core FFO add back real estate depreciation and amortization and do not capture the level of recurring maintenance capital expenditures necessary to maintain the operating performance of our properties, both of which have material economic impacts on our results from operations, we believe the utility of FFO and Core FFO as a measure of our performance may be limited.
We calculate adjusted funds from operations, or Adjusted FFO, as Core FFO adjusted for the effects of amortization of deferred financing costs, amortization of debt discount/premium amortization of above or below market leases, straight-line net operating rent, provision or benefit from deferred income taxes, stock-based compensation expense from grants under our equity incentive plans, non-real estate depreciation and amortization, non-real estate finance lease ROU asset amortization, and recurring maintenance capital expenditures. We also adjust for Adjusted FFO attributable to our share of reconciling items of partially owned entities. We believe that Adjusted FFO is helpful to investors as a meaningful supplemental comparative performance measure of our ability to make incremental capital investments in our business and to assess our ability to fund distribution requirements from our operating activities.
FFO, Core FFO, Adjusted FFO, and Adjusted FFO per diluted share are used by management, investors, and industry analysts as supplemental measures of operating performance of equity REITs. FFO, Core FFO, Adjusted FFO, and Adjusted FFO per diluted share should be evaluated along with GAAP net income and net income per diluted share (the most directly comparable GAAP measures) in evaluating our operating performance. FFO, Core FFO, and Adjusted FFO do not represent net income or cash flows from operating activities in accordance with GAAP and are not indicative of our results of operations or cash flows from operating activities as disclosed in our condensed consolidated financial statements included elsewhere in this press release. FFO, Core FFO, and Adjusted FFO should be considered as supplements, but not alternatives, to our net income or cash flows from operating activities as indicators of our operating performance. Moreover, other REITs may not calculate FFO in accordance with the NAREIT definition or may interpret the NAREIT definition differently than we do. Accordingly, our FFO may not be comparable to FFO as calculated by other REITs. In addition, there is no industry definition of Core FFO or Adjusted FFO and, as a result, other REITs may also calculate Core FFO or Adjusted FFO, or other similarly-captioned metrics, in a manner different than we do.
We are not able to provide forward-looking guidance for certain financial data that would make a reconciliation from the most comparable GAAP measure to non-GAAP financial measure for forward-looking Adjusted EBITDA and Adjusted FFO per share possible without unreasonable effort. This is due to unpredictable nature of relevant reconciling items from factors such as acquisitions, divestitures, impairments, natural disaster events, restructurings, debt issuances that have not yet occurred, or other events that are out of our control and cannot be forecasted. The impact of such adjustments could be significant.
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