Portfolio strategy and street retail focus, street retail performance and market perception, occupancy and leasing trends in street retail, suburban portfolio performance, and street retail investment and growth potential are the key contradictions discussed in Acadia Realty Trust's latest 2025Q2 earnings call.
Strong Retail Demand and Leasing:
-
reported
$15 million in executed leases for its SNO pipeline, with approximately
85% coming from street and urban retail, marking a
100% increase over the previous year.
- This growth was driven by strong demand for street retail locations, favorable supply-demand balance, and retailers' strategic focus on establishing their own brick-and-mortar stores.
External Growth and Acquisitions:
- The company completed nearly
$160 million in acquisitions in Q2, with a focus on key retail corridors and accretive transactions.
- This increased their total acquisitions to
$420 million for the first half of the year, with a planned total of
$860 million in acquisitions over the last 12 months.
- The strategy was to continue delivering accretive growth through acquisitions that align with their core competencies and long-term growth objectives.
Balance Sheet Strength and Liquidity:
- Acadia Realty Trust's balance sheet showed over
$0.5 billion of liquidity and a net debt to EBITDA ratio of
5.5x.
- The company successfully refinanced and reduced borrowing costs, positioning itself for further growth with flexibility.
- The strong balance sheet and liquidity support ongoing external growth initiatives and internal expansion plans.
Occupancy and Leasing Pipeline:
- Total core occupancy increased to
92.2%, with plans to reach
94% to 95% by year-end, driven by street and urban leasing.
- The company's leasing pipeline includes
$15 million in signed not yet open leases, which are expected to contribute to future earnings growth.
- Leasing momentum was driven by strong demand, favorable supply-demand balance, and continued focus on identifying and leveraging embedded value in their portfolio.
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