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spk05: Thank you for joining today's Q3 2022 Kilroy Realty Corporation earnings conference call. My name is Dante, and I'll be the moderator for today's call. All lines will be muted during the presentation portion of the call with an opportunity for questions and answers at the end. If you would like to ask a question, please press star one on your telephone keypad. I would now like to pass the conference over to our host, Mr. Bill Hutchison, Senior Vice President of Investor Relations and Capital Markets. Sir, the floor is yours.
spk11: Thank you. Good morning, everyone. Thank you for joining us. On the call with me today are John Kilroy, Chairman and CEO, Tyler Rose, our President, Rob Peratt, EVP of Leasing and Business Development, and Elliot Trencher, our CIO and Interim CFO. At the outset, I need to say that some of the information we will be discussing during this call is forward-looking in nature. Please refer to our supplemental package for a statement regarding the forward-looking information on this call and in the supplemental. This call is being telecast live on our website and will be available for replay for the next eight days, both by phone and over the internet. Our earnings release and supplemental package have been filed on a form 8K with the SEC, and both are also available on our website. John will start the call with third quarter highlights, and Elliott will discuss our financial results and provide you with updated 2022 earnings guidance. Then we will be happy to take your questions. John?
spk09: Thank you, Bill. Hello, everybody, and thank you for joining us today. I'll begin with some big picture comments and then review recent highlights. Over the course of the past several months, the economy has increasingly become uncertain while at the same time showing some encouraging data points. Labor markets remain strong, supply chain constraints are easing, and the consumer continues to spend. However, the unprecedented pace at which central banks are raising interest rates to tame inflation is by many accounts increasing the likelihood of a hard landing, resulting in increased volatility in the public markets and limited transaction activity in the private markets. While we cannot control the Fed or know for certain the ramifications its actions will have on the real estate market, we are laser focused on the items we can control. Just as we positioned Kerasi to play offense coming out of the 2008-2009 recession, we believe we are similarly well positioned this time around. Our leverage is low. We have no debt maturities until the end of 2024 and over $1.6 billion of liquidity, including a fully untapped credit facility. While no one wants a recession, Kilroy is cycle tested and prepared. During the third quarter, the push to return to the office intensified as many companies implemented stricter policies to encourage in-person work and collaboration. These efforts have been led by financial services and professional service firms, but we are seeing increasingly technology and media companies follow suit. Multiple large cap companies and their smaller brethren are requiring employees to be back in the office two or three days a week, which has generated tangible progress in both our physical occupancy and capital data, which recently hit a post-pandemic high. This has also driven steady improvement throughout the year in our parking income. Like many, we believe that softness in the labor market will likely strengthen employers' resolve around encouraging work from the office and will also result in employees adhering to those plans more closely. The bifurcation between high quality space and commodity space continues to grow, which bodes well for our young and modern portfolio. According to JLL, in the third quarter, 90% of the space added to the sublease market was in older and less desirable buildings. Furthermore, throughout 2022, nearly 50% of markets nationally set records for high water mark rents on Premier Class A properties. This includes several of our markets, such as San Diego, Austin, San Francisco. Companies that are making decisions today understand the importance of locating in modern, amenitized buildings, and we're seeing that. Turning to recent highlights, we've signed 390,000 square feet of leases since the end of the second quarter, with an average term of eight years and average rent roll-ups of plus 7% on a cash basis and plus 27% on a gap basis. Some highlights include a 63,000 square foot renewal of a financial services tenant in Menlo Park, 55,000 square feet of renewals and expansions from two apparel companies in Culver City, an 11-year, 28,000 square foot new lease with Boston Consulting Group at 2100 Kettner in Little Italy, a 10-year, 70,000 square foot renewal with a scientific research and development company in Del Mar, A 7 1⁄2-year, 35,000-square-foot renewal in San Francisco signed late yesterday afternoon with a major broadcasting company. In a 15-year, 51,000-square-foot lease with Page, a national full-service design firm at Indeed Tower, bringing this project a 68% lease. As we previously signaled, demand at Indeed Tower has increased over the last couple of quarters, and we expect to have more good news to discuss in the coming months. Life science demand, especially in top tier markets, has been holding up well. Vacancy is roughly 2% in South San Francisco and roughly 2% in the Del Mar Heights and UTC region are two biggest clusters. We have multiple prospects interested in Kilroy Oyster Point Phase II, which consists of three buildings and 875,000 square feet. Our 1,000 luxury residential units continue to perform well. Occupancy is approximately 94%, and rents increasing meaningfully compared to last year. Additionally, Los Angeles is removing the eviction moratorium effective early next year, which is another encouraging sign of policy moving in the right direction. On the capital market side, we closed the sale of 3130 Wilshire, a 46-year-old building in West LA for $48 million in gross proceeds, or roughly $500 per square foot. This property no longer fit our strategy given its age and future capital requirements. Bigger picture, the sales market was quiet during the third quarter. Asset level debt is hard to secure, especially for non-trophy assets, and capital, while plentiful, is generally on the sidelines. We are pleased to close the sale of 3130 Wilshire, but as we alluded to last quarter, we think it is prudent to let the capital market stabilize before selling additional properties. On the investment side, we are staying patient, waiting to see how market conditions evolve and whether motivated sellers come to market. While we expect there will be acquisition opportunities at some point, we are not there yet. Our operating premise over the past 25 years as a public company is that there are times to buy, times to sell, times to develop, and times like now to be patient. To that end, we said on our second quarter call that we were delaying the start of Santa Fe Summit, a 600,000 square foot plus life science development in San Diego. Similarly, we intend to hold off on the construction of Stadium Tower, or Austin development site until the economy gives us more confidence or we pre-lease a substantial portion of the project. As a reminder, the Stadium Tower site is fully designed and permit ready for a roughly 500,000 square foot building. Since we acquired the project earlier this year, we have done pre-construction work which reduces the lead time to deliver a completed building. Additionally, we have the right to add density now given our proximity to the light rail which we plan to study in more detail over the coming months. As I mentioned in my earlier remarks, in 2009, we positioned the company so that we could play offense as the economy improved, which resulted in some well-timed acquisitions and development starts in the Bay Area, Seattle, and Hollywood. We are doing the same today by curbing spin, bolstering liquidity, and getting our top-notch development sites shovel-ready so that we can be an early mover when the time is appropriate. In summary, our strategy can be summarized via three tenets. Best-in-class real estate, disciplined capital allocation, and fortress balance sheet. This recipe is cycle tested, having guided us through up and down markets over the past, and we are confident that adhering to these principles positions us to be opportunistic as circumstances warrant. Lastly, we want to remind you of our upcoming investor event in South San Francisco to be held on Monday, November 14th, right before New Year's Eve. We are eager to show everyone Kilroy Oyster Point and have some interesting speakers lined up to talk about the project, the overall market, and the company. If you need more details, please reach out, and we hope to see you all there. That completes my remarks. Now I'll turn the call over to Elliot.
spk13: Thank you, John. FFO was $1.17 per share in the third quarter, similar to the second quarter. On a same-store basis, third-quarter cash NOI was up roughly 6%. The growth was driven by free rent burn-off for some office leases, improved parking revenue, and higher occupancy at one Paseo residential. Gap same-store NOI was up approximately 2%. At the end of the quarter, our stabilized portfolio was 91% occupied and 93% leased. Included in this number are three development and redevelopment properties which were brought into service during the quarter. These three projects were 59% occupied and leased as of quarter end. Turning to the balance sheet, we enhanced our liquidity post-quarter end via a $400 million unsecured term loan at a rate of adjusted SOFR plus 95 basis points. We have $200 million of the $400 million outstanding, which is subject to an interest rate cap, and can draw down the balance at any point over the next 11 months. We believe this is an efficient source of capital, and it gives us enhanced liquidity to fund our development pipeline while continuing to provide predictability to our interest expense. Net debt to third quarter annualized EBITDA remained about six times, and we have no debt maturities until December of 2024. Now let's discuss our updated 2022 guidance. To begin, let me remind you that we approach our near-term performance forecasting with a high degree of caution given all the uncertainties in today's economy. Our current guidance reflects information and market intelligence as we know it today. Any COVID-related impact or significant shifts in the economy, our markets, tenant demand, construction costs, or new supply going forward could have a meaningful impact on our results in ways not currently reflected in our analysis. Projected revenue recognition dates are subject to several factors that we can't control, including the timing of tenant occupancies. But those caveats, our updated assumptions for 2022 are as follows. As always, no acquisitions are forecasted, and as John referenced, we do not anticipate any additional sales for the balance of this year. Our new term loan has $200 million outstanding as of the beginning of the fourth quarter. We do not expect to draw any more in 2022. Development spending for the balance of the year is expected to be $100 to $150 million, which translates to roughly $400 million of spend for the full year. This is a meaningful decrease from the roughly $600 million of development spend we were projecting earlier in the year. As we discussed last quarter, we expect year-end occupancy to be at the low end of our range, or approximately 91% for the office portfolio, and residential occupancy is projected to stay around the current level in the mid-90% range. Same-store cash NOI growth is now expected to be between 6% and 6.5%, a 75 basis point increase from our prior estimate. The increase is due to strong results to date, specifically around parking revenue and the residential properties. Putting this all together, our updated 2022 FFO guidance is projected to range between $4.62 and $4.68 per share, with a midpoint of $4.65 per share, which is a $0.07 increase compared to our prior guidance. The increase is due to the solid third quarter results and the adjustment to our disposition expectations. The new range implies a two-cent decline for the fourth quarter as compared to the third quarter, which is predominantly due to the term loan that closed in the beginning of October. That completes my remarks. Now we'll be happy to take your questions. Dante? Thank you.
spk05: If you would like to ask a question, please press star followed by one on your telephone keypad. If for any reason you'd like to remove that question, please press star followed by two. And as a reminder, if you're using a speakerphone, please remember to pick up your handset before asking your question. Our first question comes from the line of one, Steve Sacqua, with Evercore ISI. Your line is now open.
spk07: Great, thanks. I guess good morning out there. John, I was just wondering if you could provide a little color on the South San Francisco life science demand. We've been out there several times, and it seems like demand has slowed down out there. And I'm just curious what you're seeing, both broker deals and maybe non-broker deals for KOP2.
spk09: Yeah, sure. Rob, you want to take that one? Sure.
spk08: Hi, Steve. What I would say is that for, again, let's talk about KOP compared to other projects that are out there. We have scale. We have three buildings. We can grow companies, which is what a lot of the larger companies are seeking, which is the ability to establish a toehold and grow. No doubt, as we've talked about before, early stage companies are a little bit on hold because their boards are putting them under more scrutiny and telling them to slow down taking space while they sort through this uncertain environment we're in. I don't want to get into a lot of detail on our discussions, but we are, as John mentioned in his comments, having discussions with several firms, and we're pleased with the activity we have, and I would call it steady in terms of the inquiries we've had, the tours we've had, And we are having some fairly in-depth conversations with companies.
spk07: Okay. And then, John, maybe just on the broader leasing, you know, and maybe specifically what you're seeing in downtown San Francisco, I know you've had some either tenant move-outs or, you know, some sublease space coming back on the market like Nectar Therapeutics. And I'm just wondering... you know, what you're hearing from kind of the business leaders about leasing specifically in downtown San Francisco for either vacancy or maybe pending upcoming availabilities?
spk09: Yeah, well, let me deal with the big picture for a second. Then I'm going to turn over to Rob and address some of the specifics that you raised, Steve. You know, I mentioned on the last number of calls that in a period of volatility and uncertainty, it's natural, whether it's people or whether it's companies, If you don't need to make a decision, you don't make a decision. If you can delay a decision, you delay a decision. That's just smart. And that continues to be in all of our markets, although we're beginning to see a lot more activity. Specific to San Francisco, Rob, can you address that?
spk08: Sure, Steve. You know, again, I think it's really important to emphasize the difference between properties, right? There's Class A premium properties, which I think our portfolio falls into If you've got a young portfolio, young buildings, well-located, modern improvements, amenities, you're going to have activity, and that's borne out in the data in San Francisco. The top 20 buildings in San Francisco, according to JLL right now, have seen effective rent gains of 15% since 2019, and in some cases, increases beyond that. So again, if you've got property that tenants want, they're going to be very selective and they're going to absorb it. And a really good example of that is Google taking almost 300,000 feet in Q3. You know, a lot of rumors float around the techs on the sideline, but I think that is not the case, as we've seen in other markets we have as well. Sublease space has remained at about 7.2 million square feet. It fluctuates up and down, but we've been holding in that range for quite a few quarters. And again, it really depends on the quality of the space. The Google lease I mentioned is actually a sublease, and that's a high-quality building that they took. So there are the haves and the have-nots. And I think the last thing I'd say, if you compare the REIT industry to the private markets in terms of ownership, some of the private owners are going to have, I think, struggle as debt markets continue to tighten and lending becomes more difficult. So there's going to be difficult in fulfilling capital requirements for leases and operating the building in a Class A manner. So Kilroy positions itself as a true partner with our tenants. And what we're really doing, as John mentioned, we got a lease signed later in the evening last night. And that was a true partnership with the tenant working hand in glove with them to get their management on board with the lease, as well as making the numbers work for Kilroy.
spk07: Okay, I guess maybe just as a follow-up, John, just big picture, given the discussions you've had with the mayor, I mean, do you feel like the city's made enough progress both in crime, homelessness, and attractiveness to bring people back that, you know, makes the city, you know, sort of viable going forward?
spk09: Well, I'm going to start with the premise that, no, they have not made enough progress. I mean, that requires a lot more. But, you know, it's that old thing. If the train is going south, you've got to stop it before you have a chance to turn around and go north. They think we're going north now. But we've got a lot to do, and we have an election coming up to reelect the mayor-appointed district attorney, Jenkins. She's running for election now. That's an important race. There's a couple of supervisor races that are important. And I'll say this about San Francisco. I'm not in New York, as you know, but in terms of ownership, whether it's New York, San Francisco, LA, Seattle, wherever. Leadership and policy makes a difference. I've been, as you all know, everybody on this call, you've heard me speak for 10 years saying my biggest concern in the world has been politicians, and some of them are not in our country, but the fact is we need good policy. We've seen some real good changes in San Francisco and elsewhere. The selections that are coming up that affect the state, affect the country, affect The various individual cities that we're in are all important. Some we're going to win on, some we're probably going to lose on, don't know. But directionally, I feel that we've really made a difference. And what's happened is it's because people have united together across the political spectrum because they're sick and tired of some of the bad stuff policy-wise that's going on. And so I'm optimistic, Steve, but we need to go further. It's certainly not enough. But I'm far more optimistic than I was a year ago because we finally sort of stopped the train going south. That doesn't mean it's still not going south in a few little spaces. But I'm optimistic. But it is a battle. It's like a health issue. All of a sudden you see that your health is improving, but you still have a ways to go to get to be a place where you're really healthy. And I would say that's very similar.
spk07: Okay, great. Thanks. That's it for me.
spk05: Okay, super. Thank you. Thank you for your questions, sir. Our next question comes from the line of one Camille Bonnell from Bank of America. Your line is now open.
spk01: Hi, good morning. I see leasing activity improved in October with your teams signing nearly a third of leases year-to-date in one month. Can you provide a bit more background behind this leasing activity in the sense of how long were these conversations going on for and how does it compare to leases you were signing at the start of the year?
spk08: Bob, do you want to take that one? Sure. Hi, Camille. As John said earlier, I think on this call, and he said it multiple times over the year, that we're in a position right now where decision makers are faced with lot of uncertainty. And if you don't have to make a decision today, you're not going to make one. And that's the prudent thing to do. And that's borne out in the leasing that we see and why transaction velocity seems slower. And it is slower because what's happening is on our client side, the tenant side, The real estate executives are being scrutinized more in terms of the deal that may get approved, say, in May by a board of directors or a subcommittee of a board. It is coming back up for review in September, as an example, because the board wants to make sure it's still a viable, you know, is it a viable transaction for the company? Do they need it? Et cetera. So that is taking more time. I think that we just are very prudent about how we report our leasing during earnings calls and quarter to quarter, but we have had quite a few deals in our pipeline, which you see now coming to fruition in October, and I would say we have more in our pipeline, as John alluded to, that we'll be announcing here hopefully shortly. It's just a complicated environment and you've got a lot more eyes looking at transactions than you did in 2019, for example. But again, if you have the right property in the right location, tenants are making choices and they're making decisions and some are making longer-term decisions to lock in that space.
spk09: Yeah, I'd add to that. Since Labor Day, we've seen a big increase in tours throughout all of our markets, and we've seen more deals green-lighted that were sort of not on hold, but just going through this added scrutiny that Rob was talking about. So there's definitely been a shift to the positive since Labor Day. We hope that continues to gain momentum. But I think that's sort of a place at which we could say we've seen a big difference.
spk01: Okay, I appreciate the color. And second question for me, can you comment on any subtly space, if any, in your portfolio and speak more broadly on whether you're seeing any changes in the market, whether people are leasing or taking back space?
spk08: Hi, it's Rob again. Yeah. As far as we know now, we don't have any new major blocks of subway space in our buildings. Often what happens particularly with a subtenant that comes along that is somebody we really want, we can make a direct deal. We can do a must-take at the end of the term and that sort of thing. So we do work with our tenants as well as good subtenants when we find them. So far, I think the quality of our portfolio is bearing out that we're not seeing a high proportion of sublease space. As I said earlier, San Francisco sublease space has remained fairly static in the 7.3 million square foot range. I would say that about 40% of that 7 million is Class B and C space that's going to be the last to lease if it does lease again, or it'll be converted to some other use at some point. And then taking a step back across the markets, I think a fair answer to your question is that sublease space is up in most markets. But again, you really have to differentiate between contiguous floors of sublease space, which is more competitive to the product we have, versus spots of space in a building. So most markets have seen an uptick in sublease space. But you're also seeing pretty much a supply constraint going on also as far as new development goes.
spk01: Thank you for taking my questions.
spk05: Thank you for your questions, ma'am. Our next line of questions comes from the line of one Derek Johnson from Deutsche Bank. Your line is now open.
spk15: Hi, everyone. Thank you. You know, John, a little while back and even briefly in your open, you know, you noted the Indeed Tower I think the pricing was strong while the lease up was slightly behind schedule. With another lease signed, can you provide an update versus plan? And then more broadly, what makes you confident about the demand you expect to see in the Austin market going forward?
spk09: I asked Rob to comment. He's directly involved in all those deals. I'd say this, that we've increased the rents dramatically. And the roster of people we're dealing with are kind of like who's who quality. And I think we're going to do extremely well in that asset.
spk08: But Rob, why don't you add some color? Sure, just a little more color. What we really like about the Austin market, and if you look at our lease up at Indeed, is that it's a diverse market. So we have a mix of tech and we have a mix of professional services, and that's borne out in our tenant roster at Indeed. And that allows us to cast a wider net in terms of who we're going after. And Indeed, because of, again, the amenities, the scale of the project, the food and just the life in the CBD is attracting both sides of tech and professional services. And a lot of the companies, I would say, particularly on the tech side, that are expanding in Austin and continuing to expand are doing it because of the talent they're getting. And they're locating in locations where that talent wants to be. And where do young engineers and people coming out of college want to be? They most generally want to be in a CBD where you have an active nightlife and things to do after work. So I think that's a fair description of what gives us confidence about the market. And then I can't disclose, but I just know what our pipeline is and the negotiations and discussions we have going on. And as John said in his comments, we expect to be able to make some more announcements.
spk15: All right, excellent. Thank you. Look, I know you mentioned this is a market to be patient, right? But with 55% of development committed to life science, You know, that'll bring the exposure to just under a third of NOI. So I guess I wonder, you know, what's the capital investment priority between, you know, at some point at least, right, when we're not patient anymore, between increasing life science exposure and or pushing into new markets? How do you balance both of these?
spk09: Well, I mean, that's an evolving question. Obviously, we spent five years analyzing Austin and looking for the right opportunity. We would have been there earlier if we had found the quality that we wanted. But, you know, we don't have another market that we are looking at in earnest. We look at a lot. We always have. We're probably looking less right now. In terms of products, You know, we have, I think, what has got to be, if not the, one of the best located position life science projects in the country in KOP. That's a very proven market. We have incredible amenities and physical characteristics of that property that people love. As Rob mentioned, we've got some real great interest in there and I think we're going to be very successful in phase two. So I look downstream and I go, we don't have a magic ratio with regard to what should be life science, how much should be in new markets. We're going to be very prudent as we have been in the past. When we go into a market, it will be to establish a beachhead, quickly end up with sufficient scale to have the right kind of people, make sure that we have a product that differentiates itself so that we're not just a commodity or just another player where we really think over time we can create a lot of value. So that's kind of a big picture. And we're going to be flexible. And you mentioned patience. I've been doing this for longer than most people in the REIT world today, a lot longer, just because I'm older. I've been through a lot of cycles. As a private company, I've seen their death experiences. I've had a lot of friends that have had death experiences in terms of business. Liquidity is all important. The thing I would emphasize about us is the balance sheet is in fabulous shape. Liquidity is huge. We've got plenty of capital. And we have a very straightforward story. We're not complicated. Everything is pretty simple, and we're very straightforward with our client base, and we work with them a lot about where they want to go. That's what drove us to Austin to begin with is a number of our tech companies saying, hey, you need to be there. You guys can really differentiate. We like your kind of product, and we think you'd do well there. So that's just big picture, and we'll see.
spk15: All right, great. That's it for me.
spk05: Thank you for your question, sir. Our next line of question comes from the line of one, Nick Ulico from Scotiabank. Your line is now open.
spk10: Thanks. Hi, everyone. First question is just on the lease expirations over the next year. Hoping to get an update there on the traction you have on space. I know last quarter you mentioned one likely move out in San Francisco. So just to get a kind of feel for what activity is like on the expirations.
spk08: Yeah. Hi, Nick. This is Rob. We have four expirations over 100,000 feet in 23. One of them is a known move out, which is Pac-12, which we've announced. The other three we're in active discussions with. And that's about all I can say. But we continue to have dialogue with the remaining three.
spk10: OK, thanks. And then in terms of the asset sales, reducing that guidance. So I'm going to dig into that a little bit. Was that a situation where you specifically brought assets to market and you got disappointing bids, or is it just sort of informed by your color you're hearing from the investment broker world that on a real-time basis, asset values are down by some level because debt costs are up? And so, you know, you just chose to, uh, to avoid selling right now for that reason.
spk09: It's, it's a ladder. Um, we actively put, uh, 31 30 on the market and Elliot, I think we had more than a dozen bids or whatever. We had a lot of dozens and dozens of people sign NDAs and whatnot. So that was a fairly efficient process. Um, As far as the other buildings that we were thinking about, we didn't take the market. We monitor the market. We're regularly dealing with the big brokerage companies, these deals of the world and so forth. And we're also having conversation with some of the logical buyers, not specific about an asset, but we follow them with regard to the level of activity that they have. We kind of understand who's debt dependent and the kind of debt that they like to have and the percentages and so forth. And in a volatile, confusing time like right now, if you're going to sell an asset, we have plenty of assets that we can sell for fabulous prices that are long-term lease to high-quality tenants, but we really don't want to sell those assets. And we just say to ourselves, why sell into an inefficient market where you have fewer bidders, more contingency with regard to debt or otherwise? That doesn't make any sense. We built the company around the premise of having a stalwart balance sheet. And that allows us the opportunity to be sellers when it makes sense, but not have to sell to fund things. And that's what we've elected to do. The markets will come back. I mean, who knows what the new normal will be. But there are a lot of things in the system right now that create uncertainty. And, you know, we built the company to weather the storm. And when it returns, then we'll be back as sellers of some of the properties we want to sell.
spk03: Okay, thanks, John.
spk05: You're welcome. Thank you for your question, sir. Our next line of questions comes from the line of one Blaine Heck from Wells Fargo. Your line is now open.
spk04: Great, thanks. Thanks. Just following up on new leasing demand, again, we're hearing that large tenants are at least taking a step back recently. So, you know, if you could just talk a little bit more about the profile of tenants that have active requirements in your markets and maybe some context on the size of that requirement pipeline relative to kind of historical averages, I think that'd be helpful.
spk08: Sure. Hi, Blaine. This is Rob again. As John mentioned earlier, since Labor Day, we've seen a real uptick in activity, tours, and actually deal-making. And that's really led by Los Angeles, San Diego, and Austin. San Francisco and Seattle are a little more muted, although, again, you can't generalize. And there is activity that's going on in those markets. And as I said earlier, life science is steady with users continuing to seek out the highest quality space they can. Some examples for you are Seattle. We have Blue Origin doing a 250,000 foot expansion, not in one of our buildings, but in the Seattle market. Alaska Airlines is growing by 120,000 square feet in Seattle. I mentioned the Google Cloud deal of 300,000 feet in San Francisco and US Bank expanding in San Francisco. For example, in South San Francisco recently, Astellas Pharma signed 154,000 square foot lease and MGM Bio did a renewal for 120. And I think, you know, San Diego has just been amazing. It just has a continued expansion of Fang. I can't, you know, one of the companies we do business with has just recently expanded by another 500,000 feet down there. I can't mention the name, but it's Fang Company. And you look at vacancy in both Del Mar and UTC roughly at 2%. So I think the market dynamics are just set for these larger tenants. And again, in specific markets, you're seeing activity. And when you have quality space, you'll see activity. Is it slower than 2019? Absolutely. And are some tech companies sitting on the sidelines? Absolutely. But you can't You can't generalize that all tech is on the sidelines. And if you look at the examples I just went through, it's sort of a mix between, you know, there's a bank, there's Google, there's Blue Origin, there's science, there's, you know, professional services. So that's pretty much what we're seeing. And I think the pipeline for those deals is the hard thing to predict. You know, what we're seeing and what we feel is that this will improve. but it'll be moderate. I think John used the term sort of fits and starts is what we see.
spk04: Great. Thanks, Rob. That's really helpful. Second question, you guys have a relatively strong balance sheet compared to peers, which is certainly an advantage in this environment, but you do still have some more spend associated with your development pipeline and dispositions are likely a little tougher, as John just talked about. So I guess how should we think about sources and uses and how leverage could trend as we look forward?
spk13: Hey, Blaine. Is that Elliot? I can take that. I think the way to think about it, we touched on our liquidity a little bit during the prepared remarks. But between the cash we have and the $400 million of unsecured term loan that we raised, we have about $500 million. We also have $1.1 billion on the line. which compares to a remaining spend of the projects under construction of about call it 750 million or so. So that gets us a lot of the way there. And frankly, the term loan that we did in the fourth quarter was 400 million. The midpoint of our disposition guidance was 350 million. So we actually enhanced our liquidity as well. So we do think we have quite a bit of runway to fund the pipeline. And as we get a little bit further down, we can make a decision on how to fund the balance. But we think a lot of the near-term question has been resolved with the term loan. As far as leverage, we're about six times now. I think what we've said in the past is, Not that we intend on debt funding everything, but if we did debt fund everything, just to show a sensitivity, that six times goes up to seven times. And then once the pipeline is leased, it gets back down to around six.
spk04: Great. Thank you, guys.
spk05: Thank you for your question, sir. Our next line of question comes from the line of one Michael Griffin with Citi. Your line is now open.
spk06: Great, thanks. Maybe back on to leasing. Rob, I'm curious, have you noticed from prospective tenants you're talking to anything that they're sort of asking or looking for that they might not have been, call it, six to 12 months ago?
spk08: Michael, I think from a concession point of view, the one thing that's happening with concessions is, and I wouldn't call it a concession, it's just a fact of life, that with inflation, tenant improvement costs have gone up. But we're not seeing anything out of the ordinary, at least in the deals we're making in terms of free rent and other concessions. What tenants are really looking for and what we're doing with them is they're looking for partners, meaning we need to partner with them. We have to help them in creative ways make deals where they're having to navigate their management and their CFO. They know they have the headcount. They know they need the space. but we're having to do creative deal structuring, and that doesn't mean tons of free rent and then a high coupon rent so things look good. It means figuring out how to help them grow, how to help them grow in sort of a phased way in certain cases if it's a large tenant, and working with them to really help make a transaction that works for both sides, and that probably is taking more time than it did in 2018 and 19 because Things are just moving at a quicker pace.
spk06: Thanks. Maybe shifting back onto the political landscape in some of your markets. While it seems like things have improved somewhat, I think John alluded to we have to stop the train before we turn it north. If you do end up seeing a deterioration in the environment from a regulatory perspective in some of these markets, would it make sense to reallocate at some point out of some of these markets and into a Texas, maybe a continued expansion there, more kind of business-friendly kind of environments?
spk09: This is John. I think you have a good question, and I think it's sort of – I don't mean to be a smart aleck. I think it's sort of self-evident what the answers to that would be. The – We have a lot. I think everybody knows I'm kind of a hard ass when it comes to these people having their policies right. And I make no bones about what I think they ought to do. And if they're not doing the right thing, then forming coalitions to try to change. And So you start with that, and like we said earlier, we're starting to see some real improvement. But, you know, we probably have 40 years of abuse in some of these cities that have just lived in la-la land, and now they're having to come to reality. As a company, I'm not going to make a call yet with regard to we should invest more in this area and less in another area. But, you know, we're pretty logical people, and you had a very logical – a question, and that's about as specific as I can get because I'm not going to rock boats in various places, but I don't think you could have any doubt, Michael, about my directness. I'm kind of known for it, and I have a lot of calls with politicians every day.
spk06: Well, John, I think we appreciate the no-nonsense and the candor there. Thanks for the time.
spk09: Well, you know, I've got to tell you this. To everybody else in the marine industry that owns properties in these cities, I'm seeing a lot more join in, but more need to join in. This is a battle. It's a battle all over the country. And we've just got to make sure that sensible minds prevail over time. And as I say, I am encouraged. It's transcending... the political landscape now because people have had enough. And I don't really need to say more. I'll probably get into trouble, but thank you.
spk05: Thank you for your question, sir. Our next line of questions comes from the line of one Dave Rogers with Bayard. Your line is now open.
spk14: Yeah, good morning out there. Elliot, I wanted to start with you. I think other income was up a little bit. Not a big deal this quarter, but I wanted to ask them further about kind of parking, deferral, retail, ancillary income, how much more you might have to go in terms of recovery against what your physical occupancy might be and maybe how that's impacting that other income line.
spk13: Yes, the biggest driver in the quarter and frankly in the year to date is on the parking side. If you look at our same store parking year to date, we're up about $4.5 million versus last year. So we've seen tangible improvement there, mainly driven to as a result of higher physical occupancy. And that's what drove both, you know, a portion of the SAMHSA increase as well as the guidance increase. So we're pleased about that. As far as, you know, where we go from here, you know, tough to say, but we're not ascribing millions and millions of dollars of upside from where we are. We think there's a little bit more room to grow, though.
spk14: Appreciate that. That's helpful. On Indeed at Indeed Tower, can you give us an update on any timeline for move-in, rent payments, build-out, et cetera, that might impact your expectations going forward?
spk13: Yeah, so specifically around the revenue recognition for Indeed, which is what I think you're referring to, they are paying cash rent. We are not recognizing revenue yet, and we expect to start recognizing revenue sometime next year.
spk14: Any more clarity on kind of the timing around that? Obviously, pretty big lease. First half. What's that? First half? First half. Yeah. All right. Appreciate that. And then last one, maybe this is for Rob on the leasing front. It's a little ways out, 24, the LinkedIn space. You probably aren't talking to them yet, but I guess maybe the question would be, are they using that space? Do you expect them to stay pretty engaged in that space? It's a fairly large size lease, and so just wanted to kind of touch on that quickly.
spk08: Yeah, Dave, Silicon Valley in general has been really active in the last year, actually year and a half. LinkedIn loves that space. They love the buildings. They've been in them quite a while. We've had some inquiries from others. And I don't want to give any other color than that. But it is a ways out. But I feel, at least with what we're hearing and seeing in the market, that it's going to be attractive to more than just LinkedIn. I'll put it that way. All right.
spk05: Thank you. Thank you for your question, sir. Our next line of questions comes from the line of one Vikram Malhotra with Mizuho. Your line is now open.
spk03: Thanks so much for the questions. Maybe this first one, you know, bigger picture. You talked a lot about cycle tested, you know, the wealth position, balance sheet, et cetera. I'm just wondering, like, assuming we see a turn in fundamentals here from a capital deployment or, you know, broadly strategic perspective, what would you sort of repeat as you've done in prior cycles and what sort of either products or avenues of growth would you just completely stay away from given this market that's become one of have and have not?
spk09: Well, I'll start with that. This is John Pickram. How are you? So we talked a lot about over the years the increasing obsolescence of the office stock and that that has been accelerated by COVID and it just continues to accelerate or said another way, you know, larger percentage of the traditional stock is less desirable or not desirable to an increasing group of users. And so if I sort of think about when we came out of 2008, 2009, and sort of began to buy property in 2010, we were very focused on properties. They may not have been in perfect shape, but they had the bones, the physicality that we thought was important, that where we could modernize them and they would be desirable to the modern tenant. And then, of course, we bought a number of buildings, some that were recently completed, and then we did a lot of development. The problem that this transition to sort of obsolescence has made the universe of buildings or the percentage of buildings that one can buy is sort of reduced with regard to what qualifies for us. We're not going to buy in areas we don't think have great trends to go up. They can go up and down, as we're seeing. But over time, we want to know that the location is going to go up. And with regard to physicality, we're even that much more fixated. And I think one of the things that has really been interesting, I think our average age of our portfolio is 10 or 11 years, and it was probably 12 or 13 years, three or four years ago. And why is that? Because we've sold off older stuff and we've built so much new stuff. And I think that's going to be the place where we are very well positioned because we understand development. We're known for development. Our tenant base knows us to be very good developers. And I think that's going to position us very well. That doesn't mean there won't be opportunities to buy great buildings. There may be, but there may be too much competition there. I just don't know. So we're going to be flexible. What we're not going to do is buy a portfolio of buildings where they're mostly old and have problems just because we want to enter a market or because it's for sale. That's just not our style. You've not seen us do that. The only company we bought in 25 years was a little one for $300 million, and it was almost an all-new product, and that was the Allen Group in San Diego in 1997. That was it. So I think that we're just that much more resolved towards the kind of buildings that you've got to have to really have a good run over a long period of time, and we're fixated on that.
spk03: Okay, that's helpful. I guess just on that deployment, I remember last quarter you had talked about potentially incremental opportunities, either acquisitions or development in Austin specifically. Can you just update us sort of where are you in that process, what's emerging?
spk09: Well, we do have the site we bought. I think we closed on it, and that was March or April or thereabouts. We called the stadium, which is all approved and entitled, and we have permitted, and we're ready to go on that if it makes sense. And we do have a number of tenants that we're working with on that building, so we'll see what happens. But I'm not going to get into specific sites that we're looking at. We do like the domain area. There aren't that many opportunities there. We do like downtown. There are a couple of good opportunities that we think are going to emerge. And there are a few other areas that we're looking at, but nothing that is actionable at this time. I don't see us loading up on new development for the foreseeable future. Do we pick off one or two sites that might make sense? Possibly. But we're far more in the risk-off mode, given this climate. than we are on the risk on mode and we want to make sure that if we buy something that it is a site that is whether if we have to wait a cycle or whatever that it's still going to be good it's not going to go bad because we overpaid for it or whatever so that's big picture but I can't get into specifics because I'm not going to give our competitors that knowledge sure fair enough and then just last one maybe for Elliot so
spk03: I guess, sorry, I joined the call late. I may have missed this, but I did see a specific occupancy updated guide or just guide in the press release on the supplement. Is this sort of a metric that you just didn't provide this quarter or is it something you don't intend to provide going forward?
spk13: Yeah, what we said during our prepared remarks is that similar to what we spoke about on the call last quarter, we expect to be at the low end of our range or about 91% on the office portfolio. And RESI will be around current levels, which is sort of in the mid-90% range.
spk03: But this is, I mean, I guess just a metric. One of the components of guidance eventually when you provide next year, you will have an occupancy estimate.
spk13: That's our plan.
spk03: Okay, thanks.
spk05: Thank you for your question, sir. Our next line of questioning comes from the line of one, Taiyo Akusanya. Your line is now open.
spk09: Yes, good morning. Hello. Excuse me, I beg your pardon, this is John Kilroy, the announcer there. We didn't hear, at least I didn't, it cut out on the name of the person speaking, asking the question. Could you repeat that, please?
spk05: Oh, yes, sir, of course. It is Taiyo Akusanya, for Credit Suisse.
spk09: Okay, great. Thank you.
spk02: Yes, good morning, everyone, over there. My question is around the asset sales. Elliot, of the $0.07 increase in the midpoint of guidance, how much of it is just because of the lowered asset sales outlook? And then second of all, if asset sales continue not to happen because of transaction markets or capital markets or what have you, How does one kind of think about funding future development going forward?
spk13: So the second half of the question is similar to what Blaine discussed or asked earlier. So just to reiterate there, we have $500 million of liquidity and $1.1 billion of an untapped credit facility and call it about $750 or so remaining in our development pipeline for projects currently underway. we chose to debt finance everything. We're not saying we're going to do that. We temporarily go from six to seven and then back down to six as it gets leased. So as far as the first part of your question, the seven cents is roughly split equally between what disposed less term loan. And so it's important to remember that While we cut our DISPO guidance, we did do a term loan, which was not in our guidance previously. So that's about half of the delta. The other half of the delta is a combination of our revenue recognition on two life science projects, happened a month earlier than we thought, and our parking was a few million dollars better. than what we expected as well. And so that drove both the same, the parking drove the same store increase as well as a portion of the guidance increase.
spk02: Great. Thank you.
spk05: Thank you for your question, sir. And with that, we have exhausted all questions. And I would now like to pass the conference over back to Phil Hutchinson for any closing remarks.
spk12: Great. Thank you for joining us today, everybody. We appreciate your continued interest in KRC. Have a great day.
spk05: And with that, we will conclude today's Q3 2022 Kilroy Realty Corporation Earnings Conference Call. Thank you for your participation. You may now disconnect your line.
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