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Driving the Future of Health Care Real Estate
4Q 2019
Corporate Presentation
Forward Looking Statements and Risk Factors
This press release contains “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995. When we use words such as “may,”
“will,” “intend,” “should,” “believe,” “expect,” “anticipate,” “project,” “pro forma,” “estimate” or similar expressions that do not relate solely to historical matters,
we are making forward-looking statements. In particular, these forward-looking statements include, but are not limited to, those relating to our opportunities to
acquire, develop or sell properties; our ability to close anticipated acquisitions, investments or dispositions on currently anticipated terms, or within currently
anticipated timeframes; the expected performance of our operators/tenants and properties; our expected occupancy rates; our ability to declare and to make
distributions to shareholders; our investment and financing opportunities and plans; our continued qualification as a REIT; our ability to access capital markets
or other sources of funds; and our ability to meet our earnings guidance. Forward-looking statements are not guarantees of future performance and involve
risks and uncertainties that may cause our actual results to differ materially from our expectations discussed in the forward-looking statements. This may be a
result of various factors, including, but not limited to: the status of the economy; the status of capital markets, including availability and cost of capital;
uncertainty from the expected discontinuance of LIBOR and the transition to any other interest rate benchmark; issues facing the health care industry, including
compliance with, and changes to, regulations and payment policies, responding to government investigations and punitive settlements and operators’/tenants’
difficulty in cost-effectively obtaining and maintaining adequate liability and other insurance; changes in financing terms; competition within the health care and
seniors housing industries; negative developments in the operating results or financial condition of operators/tenants, including, but not limited to, their ability to
pay rent and repay loans; our ability to transition or sell properties with profitable results; the failure to make new investments or acquisitions as and when
anticipated; natural disasters and other acts of God affecting our properties; our ability to re lease space at similar rates as vacancies occur; our ability to timely
reinvest sale proceeds at similar rates to assets sold; operator/tenant or joint venture partner bankruptcies or insolvencies; the cooperation of joint venture
partners; government regulations affecting Medicare and Medicaid reimbursement rates and operational requirements; liability or contract claims by or against
operators/tenants; unanticipated difficulties and/or expenditures relating to future investments or acquisitions; environmental laws affecting our properties;
changes in rules or practices governing our financial reporting; the movement of U.S. and foreign currency exchange rates; our ability to maintain our
qualification as a REIT; key management personnel recruitment and retention; and other risks described in our reports filed from time to time with the
Securities and Exchange Commission. Finally, we undertake no obligation to update or revise publicly any forward-looking statements, whether because of
new information, future events or otherwise, or to update the reasons why actual results could differ from those projected in any forward-looking statements.
2
Secular ThemesThe need for innovation and disruption
3
$3.7$4.9
$8.0
$10.2
$17.0
$32.9
$0K
$5K
$10K
$15K
$20K
$25K
$30K
$35K
0-18 19-44 U.S.Average
45-64 65-84 85+
12.9M
15.1M
18.9M
0%
1%
2%
3%
4%
5%
6%
7%
9
11
13
15
17
19
21
23
25 Population 80+ (M)
YoY Growth (%)
Secular Theme | An Aging Population
41. United States Census Bureau: Projected Population by Single Year of Age, Sex, Race, Hispanic Origin and Nativity for the United States: 2016 to 2060.
2. Centers for Medicare & Medicaid Services: Health Expenditures by Age and Gender; 2014.
The Aging Population is growing exponentially, and outspends every other age cohort combined on health care
80+ U.S. Population Growth(1) Personal Health Care Per-Capita Spend by Age(2)
4.1X
Secular Theme | The Need for Value-Based Care
51. The Common Wealth Fund
2. Organization for Economic Cooperation and Development. Data as of 2017
0%
5%
10%
15%
20%
25%
30%
35%
FR SWE SWIZ GER NETH US NOR UK NZ CAN AUS
Health Care Spend Social Care Spend Health Care Spend (% GDP)
74
76
78
80
82
84
4% 6% 8% 10% 12% 14% 16% 18%
FR
SWE
SWIZ
GER
NETHNOR
UK
NZ
CAN
AUS
OECD Average
USA
Life E
xpecta
ncy a
t B
irth
(years
)
Investing in social care leads
to better health outcomes
Health and Social Spending as % of GDP(1)
Health Care Spend vs. Life Expectancy(2)
The US spends the most per capita on health care, yet achieves significantly lower health outcomes
Secular Theme | Social Determinants of Health
61. Source: Artiga, S., & Hinton, E. (2019, May 29). Beyond Health Care: The Role of Social Determinants in Promoting Health and Health Equity.
40%
30%
20%
10%
Socioeconomic
factors
Health
Behaviors
Health Care
Physical
Environment
Drivers of
Health
80% of an individual’s health and wellness
is influenced by social determinants(1)
Health &
Medical Care
Exercise
& Activity
Safety
& Accessibility
Food Security
& Nutrition
Community
& Socialization
Sleep
Transportation
Hygiene
Health and wellness can be directly
impacted by where you live and age
Investment Theme | The Built Environment Must Change
7
Growth Opportunity
Fee-for-service model is ineffective,
costly, and unsustainable given
secular trends in demographics
Health Systems
Retail
Pharmacy
& PBM
Physician
Groups
Payor
Entities
Home-Based
Services
Industry ResponseKey Drivers of Change
Vertically integrated care models increase
care coordination, lower health costs
and improve health outcomes
Changing capital needs present
an opportunity in health care
infrastructure, and the built
environment must change to
deliver wellness & consumer
centered sites of care
Better
OUTCOMES
Triple
Aim
$
Investment ThesisThe built environment must be reimagined and reinvested
to address the challenges of the aging population
Connectivity between communities and providers (care provider crisis)
8
CONSUMER DRIVEN VENUES AND SERVICES
Investment Theme | The Health and Wellness Ecosystem
9
Hospital Skilled Nursing
(LTC)
Inpatient Rehab
Facility
Long-Term
Care Hospital
Specialty
Inpatient Care
Virtual
HealthOutpatient Medical Urgent Care
Retail
Health
Home
Health
Digital
Innovation
Payor
Programs
RELATIVE COST OF CARE $$$$
ACUTE CARE SENIORS HOUSINGPOST-ACUTE CARE
Memory
Care
Assisted
Living
Independent
Living
Home
Investment Theme | A $1 Trillion Opportunity
10SOURCE: Revista; based on square feet owned as of 10/01/2019
Properties Total Value Total Sq. Feet
Hospital 5,479 $616B 1.5B
Outpatient 36,433 $420B 1.5B
TOTALS 41,912 $1,036 3.0B
52%
13%
11%
24%
Outpatient Medical
Real Estate
OwnershipREITs
Investor /
Private
Health Systems
& Providers~65%
Health system real estate offers significant investment opportunity to drive synergies across the health care continuum
The Welltower Platform
11
Welltower at a Glance
12
World’s largest health and wellness real estate platform
Dow Jones
SustainabilityWorld Index
500S&P~24M sq. ft.
of Outpatient
Facilities
$50BEnterprise Value
(1)
~1,300Senior Living
Communities
Bloomberg Gender
Equality Index BBB+ / BBB+ / Baa1
Strong Balance Sheet 32%
5 yr total return
1. Source: Bloomberg as of 12/31/2019.
Welltower Platform | Market Leading Strengths
13
Access to
Capital
Predictive
Analytics
Population
and Scale
Asset Management
and Development
Unique
Partnerships
Competitive
Advantage
Direct
Investment
Capabilities
The Welltower Platform
14
Seniors Housing
Strong Case for Seniors Housing
151. Penetration rate calculated based on NIC MAP Occupancy and Inventory, 2Q19 and 80+ population.
2. Combined for US, CA, and UK. Sources: UK = ONS (Office for National Statistics) www.ons.gov.uk-Canada = StatCan(Statistics Canada) www.statcan.gc.ca-US = US Census Bureau www.census.gov.
Fundamental
Drivers
Social Benefits
Social factors drive health
outcomes. 80% of outcomes can
be attributed to where you live
Demographics
75+ population to double
in next 20 years(2)
Penetration Rate
10.5% penetration rate(1)
indicates significant opportunity
to increase market acceptance
Dependency Ratio
Demands of the aging
population outpacing
supply of caregivers
Investment Theme | Growing Product Acceptance
16
Seniors Housing Inventory and Penetration 2010 – 2019(1)
1. Source: NIC MAP Primary and Secondary Markets, 2Q19 and US Census Bureau, Population Division. Penetration rate calculated based on NIC MAP Occupancy and Inventory, 2Q19 and 80+ population.
9.9%
10.5%
9.5%
9.6%
9.7%
9.8%
9.9%
10.0%
10.1%
10.2%
10.3%
10.4%
10.5%
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
NIC MAP Inventory Penetration Rate
89%
92%
94%
86%
87%
88%
89%
90%
91%
92%
93%
94%
95%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Occupancy (ΔP=0 bps)
Occupancy (ΔP=60 bps)
Occupancy (ΔP=100 bps)
Investment Theme | National Seniors Housing Outlook
171. Source: US Census Bureau, Population Division for population; 1-year population estimates 2010-2018; projections based on national US Census population projections 2019-2025; Population
estimates based on NIC Primary and Secondary Markets. Historical penetration rate calculated based on NIC MAP Occupancy and Inventory and 80+ population. Assumes 3% annual supply growth.
ProjectedHistorical
Occupancy and Penetration Rates : 2010 – 2025(1)
If the penetration rate
increased 100 bps today,
occupancy would reach
94% in 2025
If the penetration rate
increased to 60 bps today,
occupancy would reach
92% in 2025
If the penetration rate
stayed the same,
occupancy would reach
89% in 2025
Base penetration
rate is 10.5%
The Strength of the Welltower Seniors Housing Platform
18
High Barrier to Entry Premier Markets
47 Best-In-Class Operating Partners
Innovative and Aligned Structuring
RIDEA 3.0
Next GenerationPhysical Infrastructure Brandywine Living at Alexandria, VA
The Sumach by Chartwell | Toronto, CA
Sunrise of Pleasanton | San Francisco, CABalfour at Riverfront Park | Denver, CO
Seniors Housing Map | Urban, High Barrier to Entry
19Based on In-Place NOI. Please see Supplemental Financial Measures at the end of this presentation for reconciliations.
SHO
SH NNN
91% SH Operating NOI
in London & Southern England
81% SH Operating NOI
in Top 10 MSAs
78% SH Operating NOI
in Top 25 MSAs
Welltower Operator Platform
20
Operators diversified across geographies and acuity mix
RIDEA 3.0: Next Generation Management Contracts
21
Maximizing Value of Real Estate, Aligning Interests and Protecting Downside
Ownership Structure & Key Relationship Terms
RIDEA 3.0 Contract Legacy RIDEA Contract
Real Estate
OwnershipOperator has ownership stake in real estate ✓ Same Structure
Base Management
FeeTied to bottom line with incentive fee based on NOI ✓ % of Revenues
Promote Promote at set intervals based on CAGR NOI growth ✓ Some Partners
Termination Rights Portfolio and community based relative to budget ✓ Non-performance-based
The Welltower Platform
22
Outpatient Medical
Investment Theme | Inpatient to Outpatient
231. Source: American Hospital Association 2018 Hospital Statistics Report; data represents the change in inpatient admissions and outpatient visits for Community Hospitals.
0%
10%
20%
30%
40%
50%
60%
'99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16
Outpatient Visits Inpatient Admissions
51% increase in outpatient visits since 1999,
compared to a 3% increase in inpatient admissions(1)
Welltower Platform | What We Do – Outpatient Medical
24
Strategic Health System
Partnerships
Predictive
Market Analytics
Consumer-focused
Care Settings
Integrated Real Estate
Management TeamMidtown Medical Plaza | Charlotte, NC StamfordVirtua Voorhees | Voorhees, NJ
Alpharetta Pediatric Center | GA416 N Bedford | Beverly Hills, CA
Growing Relationships with Key Health System Partners
25
Strategic Health Care Alliances & Innovative Care Delivery Models
Medical Office | Market Leading Platform
26
Diversified portfolio across geographies and health systems
Growing Relationships with Key Health System Partners
SQ. FT.
0
300K
Case Study | Summit Medical Group
27
Premier Multispecialty Medical Practice 1
23
6
5
4
Summit Berkeley Heights
Summit Florham Park
Largest physician-owned multispecialty medical practice in NJ with
800+ practitioners across over 80 specialties in 7 counties
4-story, 130K RSF, 100% Master Leased to SMG
• Property located on 10.4 acres in Florham Park, NJ (New York MSA)
• Houses over 30 specialties and services, including ambulatory
surgery, urgent care, geriatric services, imaging & radiology, and
primary care.
• Epicenter for Cancer Treatment: comprehensive, next
generation oncology services
Largest and most comprehensive care “hub” in hub-and-spoke
platform, increasing the total WELL-owned, Summit-leased
footprint to 500K sq.ft.
Case Study | Atrium Development - Charlotte, NC
28
Consumer-oriented Class “A+” Health Care
Anchored Mixed-Use
Development Site
Metropolitan
Shopping Center
Downtown Charlotte
Buildings to house
integrated specialty clinical practices
for Atrium Health including the
Sanger Heart and Vascular Institute
Two building, 5.5-acre multi-phase
development 100% master leased
by Atrium Health (Moody’s: Aa3)
Adjacent to Carolinas Medical
Center campus with
286K sq. ft. of future
development opportunities
Anticipated Delivery Q2 – Q3 2020
Case Study | Providence St. Joseph - Mission Viejo, CA
29
Delivered
Q4 2019
The Shops at Mission Viejo
Mission Viejo
Medical Center
105K RSF, on-campus
medical office building with
611-space parking structure
built on a former parking lot
at The Shops at Mission
Viejo, a high-end mall owned
by Simon Property Group
Strategic joint venture with Mission Hospital, a
345-bed acute care hospital and member of the
Providence St. Joseph Health System.
Long term ground lease
with SPG,
100% master leased
by Mission Hospital
Innovative Care Delivery Model and
Advanced Oncology Programs
Welltower and ProMedica | Strategic Joint Venture
30
Care communities post-acute, assisted living,
memory care, hospice and
home health
Employees across
30 states
of properties with
CMS
4 Star rating and
above
Innovative partnership creates $7B, fully integrated care platform
15th largest national health system with acute, post-acute
and ambulatory care, 600K covered lives and
2,700 providers
Diversified portfolio positioned for internal and external
growth, investment grade balance sheet and outstanding
access to capital
45050K 91%Properties with CMS
4 Star rating and above
Synergistic Partnership Drives Alignment across the Care Continuum
31
Large population of seniors living
in a controlled assisted living
environment now eligible for
Medicare Advantage products
Expansion of use of
seniors housing real estateAbility to leverage seniors housing real estate for
clinical purposes
Increased length of stay
Demonstrated outcomes showing length of stay
increase of 17 months
Integrated Clinical and
Wellness Program
The Welltower Platform
32
Our Competitive Advantage
Sustainable Competitive Advantage
33
Fundamental
Drivers
PeopleDiverse workforce and board,
disciplined G&A and skilled
governance
Operator PlatformDiverse operating partners across
geography, acuity, operating
leverage
Predictive AnalyticsData-driven, granular approach to
market presence and growth
Health System RelationshipsIntegrated across asset types and
settings (payors, providers,
residential and retail)
34
Demographics/
Psychographics
Housing
Income/
Employment
Education
Health
Indicators
Population
Projections
Competition
Data-Driven Capital Allocation
10+ years of property-level
historical performance data
Business Insights | Integrating Operator & 3rd Party Data
NOI LaborOccupancy
Welltower’s
competitive advantage:
Third party
data integration
Micro Market Analysis | Looks can be deceiving
35
Demographic and Psychographic Analysis across 8.2 Million Micro Markets
# Households in Target Demographic
ABILITY to pay WILLINGNESS to pay
DemographicsHousing, Affluence, Density,
Economic Indicators
PsychographicsInterests, Lifestyle, Values,
Attitudes, Behaviors
Demand Hex Grid with Competition Overlay Top MSA | New York
Demand Analysis for a Target Property located
in a Top MSA indicates unfavorable market conditions 5mi Driving Radius
Competitor PropertyTarget Property
0.2mi Demand Hexagon
Micro Market Analysis | Beauty is in the eye of the beholder
36
Demographic and Psychographic Analysis across 8.2 Million Micro Markets
# Households in Target Demographic
ABILITY to pay WILLINGNESS to pay
DemographicsHousing, Affluence, Density,
Economic Indicators
PsychographicsInterests, Lifestyle, Values,
Attitudes, Behaviors
Demand Hex Grid with Competition Overlay Secondary MSA | Kansas
Demand Analysis for a Target Property located
in a Secondary MSA indicates favorable market conditions 5mi Driving Radius
Competitor PropertyTarget Property
0.2mi Demand Hexagon
Business Insights | Key Takeaways
37
Statistical Similar Location
Anywhere in USA
Outlook Defined by
MSA
SIMILAR
PROPERTIES4.
Predictive Labor CostLABORUncertain/
Price Taker3.
Quantifiable and
Consistent (ACUs™)COMPETITION Gut feel
1. MARKETS 8.2M Micro MarketsSub-markets
2.
Physician Net Need
Based
Subjective/
Unsystematic
OUTPATIENT
MEDICAL5.
Operator Diversification across Acuity Spectrum
Seniors Housing Operator Platform | Power of Diversification
38
$
$$$
Mo
nth
ly R
en
t
Low HighAverage Portfolio Acuity
✓ Acuity
AL, IL, MC
✓ Geography
Micro Markets
✓ Operating Leverage
RIDEA 3.0Diversity Across Platform :
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
1
2 0.12
3 0.03 -0.34
4 0.78 0.35 -0.03
5 -0.17 0.26 -0.09 -0.69
6 -0.39 0.44 -0.16 -0.71 0.31
7 0.25 0.48 -0.49 0.16 0.14 0.31
8 -0.05 0.63 -0.38 0.34 0.47 0.4 0.58
9 0.07 0.53 -0.15 0.51 0 0.28 0.52 0.47
10 -0.13 0.68 -0.74 -0.17 0.04 0.68 0.35 0.65 0.32
11 0.07 0.64 -0.18 0.41 0.24 0.45 0.68 0.55 0.44 0.65
12 -0.32 0.39 -0.14 -0.77 0.52 0.8 0.44 0.52 0.4 0.62 0.53
13 -0.06 0.07 0.03 -0.13 -0.19 0.29 0.63 0 0.27 0.86 0.31 0.18
14 -0.15 0.69 -0.18 0.04 0.23 0.51 0.59 0.54 0.61 0.8 0.48 0.66 0.32
15 -0.38 0.34 -0.16 -0.75 0.29 0.69 0.36 0.44 0.48 0.54 0.56 0.87 0.71 0.57
16 -0.19 0.39 -0.09 -0.4 0.4 0.42 0.52 0.37 0.28 0.72 0.45 0.82 0.32 0.47 0.71
17 0.07 0.4 -0.17 -0.78 0.04 0.48 0.13 0.3 0.23 0.3 0.39 0.48 0.22 0.51 0.41 0.29
18 -0.04 -0.21 0.4 0.48 -0.15 -0.37 -0.12 -0.24 0.12 -0.48 -0.01 -0.34 -0.29 -0.35 -0.3 -0.22 -0.29
19 0.11 0.07 -0.01 0.68 -0.19 -0.31 -0.08 -0.01 -0.04 -0.11 0 -0.36 -0.07 0 -0.34 -0.22 -0.31 -0.13
20 -0.07 -0.03 0.2 -0.68 0.27 0.17 -0.34 0.07 -0.02 0.15 -0.04 0.14 -0.19 -0.09 0.2 0.19 -0.1 -0.52 -0.17
Portfolio Diversity | Operator Correlation*
39
OPERATOR
*Correlation of NOI Per Available Unit Days
40
Commitment to Environmental, Social and Governance (ESG)
Environmental | Leadership through Sustainability
41Reductions in 2018 as compared to 2017 for properties where utility data was available. Source: utility bills from operating partners and Engie Insights.
26,535 MWh reduction in energy consumption(1)
Consumed 32,467 MWh of renewable electricity in 2018
Avoided 6,837 metric tonsof greenhouse gas emissions(1)
11,453 gallon reduction in water consumption
Recycled 7,347 Tons in 2018
78 63 26 12 12
Energy, Water and Waste Green Buildings
Recognized for Sustainable Business Practices
405K sq ft of executed green
leases
~$1Mof sustainable
building related
purchases
Social | Wellness at our Core
42
Caregiver
Leave
$8.4M+
invested in the
workforce in 2018
Learning &
Professional
Development
Employee Initiatives
WELL +CORE
WELL+BEING
DIVERSITY COUNCIL
Employee
Profit Sharing
Contribution
401K Match100% up to 5%
Student Debt
$100/month up to $10k
Over 15% employee
participation
Healthcare76% of employee
healthcare premiums paid
Employer Match
to HSA
Workforce DevelopmentDiversity and Inclusion
1:1Gender parity across
the Organization
45%of hires to revenue generating
roles in 2018 were female
Social Recognition
Governance | Great Governance is Good Business
43
1. Data as of 5/7/2019.
2. ISS Governance Score is a weighted average of scores assigned for (a) board structure, (b) compensation, (c) shareholder rights and (d) audit.
3. Ventas (VTR), PEAK, Crown Castle International (CCI), Equinix (EQIX), Iron Mountain (IRM), Weyerhaeuser Company (WY), American Tower Corporation (AMT), Boston Properties (BXP), Equity Residential (EQR), Prologis (PLD),
Public Storage (PSA), Simon Property Group (SPG), Vornado Realty Trust (VNO), AvalonBay Communities (AVB), Alexandria Real Estate Equities (ARE).
G&A as % of Enterprise Value(1)
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
MPT HR CTRE HTA SBRA OHI VTR HCP WELL
HC REIT Average
Female and Minority
Independent Director Leadership
on the Board of Directors(1)
75%of Employees received refresher
training on insider trading and
anti-corruption
95%
RISKLOW (0) HIGH (10)
Peers(3)
4.0
6.4
Governance Score(2)
Capitalizing the Opportunity
44
Performance Driven Financing Strategy
45
Superior Internal &
External Growth
Significant & Stable
Dividend Income
Investment Grade
Balance Sheet
Outstanding
Access To Capital
Strategic Portfolio Optimization | Capital Recycling
461. Investment amounts pro rata as of 12/31/2019.
$18B
$10B
$6B
gross investments
since 2015
dispositions
since 2015
invested in
Outpatient Medical
and Health System
Capital Recycling 2015 – 4Q19(1)
56%
38%
$0B
$2B
$4B
$6B
$8B
$10B
$12B
$14B
$16B
$18B
Non-Core Property Dispositions Strategic Acquisitions
SH LT/PAC OM HS
Portfolio Optimization Enhances Quality of Cash Flow(1)
47
1. Based on In-Place NOI. See Supplemental Financial Measures at the end of this presentation for reconciliations.
2. Based on In-Place NOI.
3. Based on facility revenue mix.
Strategic Capital Deployment into
Outpatient Medical &
Health Systems
93% Private Pay(2)
42%
28%
13%
17%
4Q 2016
93% Private Pay(3)
43%
20%
8%
22%
7%
4Q 2019
Seniors Housing Operating Seniors Housing Triple Net Long-Term / Post-Acute Care Health SystemOutpatient Medical
Continued Portfolio Optimization
48
Strategic Acquisitions with Next-Gen Operators into High Quality Urban Seniors Housing
Aligning with Premier Care Providers by Financing New Models of Health Care Delivery
Balanced and Manageable Debt Maturity Profile(1)
49
1. Data as of 12/31/2019 in USD. Represents pro rata principal amounts due and excluding unamortized premiums/discounts or other fair value adjustments as reflected on the balance sheet. Excludes lease liabilities relating to both finance
and operating leases.
2. The 2020 maturity reflects the $643,600,000 in principal outstanding on our unsecured commercial paper program as of December 31, 2019. The 2023 maturity reflects the $945,000,000 in principal outstanding
on our unsecured revolving credit facility that matures on July 19, 2022 (with an option to extend for two successive terms of six months each at our discretion). These borrowings reduce the available
borrowing capacity of our unsecured revolving credit facility to $1,411,400,000. If the commercial paper was refinanced using the unsecured revolving credit facility, the weighted average years to maturity
of our combined debt would be 7.8 years with extensions.
Weighted Average Maturity of 7.6 years(2)
2.56%
3.81% 3.79%
3.24%
3.89% 3.96%4.17%
2.96%
4.48%
3.86%
4.42%
$0M
$500M
$1,000M
$1,500M
$2,000M
$2,500M
$3,000M
$3,500M
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 After
USD Unsecured USD Secured GBP Unsecured GBP Secured CAD Unsecured CAD Secured Lines of Credit & Commercial Paper Weighted Avg. Interest
(in millions USD)2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 After
Unsecured Debt -- -- $10 $1,793 $1,350 $1,250 $700 $731 $1,480 $550 $2,563
Secured Debt $327 $326 $395 $415 $265 $575 $62 $180 $90 $277 $266
Lines of Credit &
Commercial Paper$644 -- -- $945 -- -- -- -- -- -- --
Total $971 $326 $405 $3,153 $1,615 $1,825 $762 $911 $1,570 $827 $2,829
50
Supplemental Financial Measures
Non-GAAP Financial Measures
We believe that revenues, net income and net income attributable to common stockholders (NICS), as defined by U.S.generally accepted accounting principles (U.S. GAAP), are the most appropriate earnings measurements. However, thecompany considers Net Operating Income (NOI) and In-Place NOI (IPNOI) to be useful supplemental measures of ouroperating performance. These supplemental measures are disclosed on our pro rata ownership basis.
Pro rata amounts are derived by reducing consolidated amounts for minority partners’ noncontrolling ownership interests andadding our minority ownership share of unconsolidated amounts. We do not control unconsolidated investments. While weconsider pro rata disclosures useful, they may not accurately depict the legal and economic implications of our joint venturearrangements and should be used with caution.
Our supplemental reporting measures and similarly entitled financial measures are widely used by investors, equity and debtanalysts and rating agencies in the valuation, comparison, rating and investment recommendations of companies. Ourmanagement uses these financial measures to facilitate internal and external comparisons to historical operating results andin making operating decisions. Additionally, these measures are utilized by the Board of Directors to evaluate management.
None of the supplemental reporting measures represent net income or cash flow provided from operating activities asdetermined in accordance with U.S. GAAP and should not be considered as alternative measures of profitability or liquidity.Finally, the supplemental reporting measures, as defined by us, may not be comparable to similarly entitled items reported byother real estate investment trusts or other companies. Multi-period amounts may not equal the sum of the individual quarterlyamounts due to rounding.
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NOI and IPNOI
We define NOI as total revenues, including tenant reimbursements, less property operating expenses. Property operatingexpenses represent costs associated with managing, maintaining and servicing tenants for our properties. These expensesinclude, but are not limited to, property-related payroll and benefits, property management fees paid to operators, marketing,housekeeping, food service, maintenance, utilities, property taxes and insurance. General and administrative expensesrepresent costs unrelated to property operations and transaction costs. These expenses include, but are not limited to, payrolland benefits, professional services, office expenses and depreciation of corporate fixed assets.
IPNOI represents NOI excluding interest income, other income and non-IPNOI and adjusted for timing of current quarterportfolio changes such as acquisitions, development conversions, segment transitions, dispositions and investments held forsale.
We believe NOI and IPNOI provide investors relevant and useful information because they measure the operatingperformance of our properties at the property level on an unleveraged basis. We use these metrics to make decisions aboutresource allocations and to assess the property level performance of our properties.
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In-Place NOI Reconciliations(dollars in thousands)
4Q19 4Q16 Annualized In-Place NOI by property type 4Q19 % of Total
Net income (loss) $ 240,136 $ 351,108 Seniors Housing Operating $ 904,136 43.0 %
Loss (gain) on real estate dispositions, net (12,064) (200,165) Seniors Housing Triple-Net 411,968 19.6 %
Loss (income) from unconsolidated entities (57,420) 2,829 Outpatient Medical 464,820 22.1 %
Income tax expense (benefit) (4,832 ) (16,585 ) Health System 143,168 6.8 %
Other expenses 16,042 8,838 Long-Term/Post-Acute Care 179,780 8.5 %
Impairment of assets 98 13,187 Total In-Place NOI $ 2,103,872 100.0 %
Provision for loan losses — 10,215
Loss (gain) on extinguishment of debt, net 2,612 68 4Q16 % of Total
Loss (gain) on derivatives and financial instruments, net (5,069) 17,204 Seniors Housing Operating $ 822,932 42.1 %
Transaction Cost — 9,704 Seniors Housing Triple-Net 535,112 27.4 %
General and administrative expenses 26,507 32,807 Outpatient Medical 338,648 17.3 %
Depreciation and amortization 262,644 227,916 Long-Term/Post-Acute Care 259,792 13.2 %
Interest expense 131,648 126,360 Total In-Place NOI $ 1,956,484 100.0 %
Consolidated net operating income 600,302 583,486
NOI attributable to unconsolidated investments(1) 22,031 16,467
NOI attributable to noncontrolling interests(2) (41,035) (28,151)
Pro rata net operating income (NOI) $ 581,298 $ 571,802
Adjust:
Interest income (15,718) $ (23,689 )
Other income (6,011) (6,657 )
Sold / held for sale (21,673) (48,611 )
Developments / land 588 —
Non In-Place NOI(3) (23,445) (13,111 )
Timing adjustments(4) 10,929 9,387
In-Place NOI 525,968 489,121
Annualized In-Place NOI $ 2,103,872 $ 1,956,484
(1) Represents Welltower's combined interests in joint ventures where Welltower is the minority partner.
(2) Represents minority partners' interests in joint ventures where Welltower is the majority partner.
(2) Primarily represents non-cash NOI.
(4) Represents timing adjustments for current quarter acquisitions, construction conversions and segment or operator transitions.53
In-Place NOI Concentration Reconciliation(dollars in thousands at Welltower pro rata ownership)
4Q19 Annualized Seniors Housing Operating
% of SHOby Country
New York $ 90,134 13.7%
Los Angeles 85,535 13.0%
Washington D.C. 40,086 6.1%
San Francisco 34,146 5.2%
Dallas 26,410 4.0%
San Diego 22,729 3.4%
Boston 21,437 3.3%
Chicago 19,672 3.0%
Philadelphia 17,204 2.6%
Houston 15,328 2.3%
Other Top 25 US MSAs 140,670 21.4%
Remaining United States 145,495 22.0%
Total United States $ 658,846 100.0%
Toronto $ 39,336 24.1%
Montréal 28,346 17.4%
Ottawa 19,524 12.0%
Calgary 8,120 5.0%
Vancouver 10,532 6.4%
Québec 8,752 5.4%
Winnipeg 5,412 3.3%
Edmonton 4,776 2.9%
Victoria 3,368 2.1%
London 3,272 2.0%
Remaining Canada 31,934 19.4%
Total Canada $ 163,372 100.0%
Greater London $ 52,977 64.7%
Other Southern England 21,790 26.6%
Other United Kingdom 7,151 8.7%
Total United Kingdom $ 81,918 100.0%
Total In-Place NOI(1) $ 904,136
(1) Please refer to "In-Place NOI Reconciliations" for a reconciliation of annualized In-Place NOI to net income. 54
