Form 10-K
Table of Contents

 

 

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-K

(Mark One)

  X      ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

    For the fiscal year ended December 31, 2010

OR

 

           TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

    For the transition period from             to             .

Commission File Number: 1-9044

DUKE REALTY CORPORATION

(Exact Name of Registrant as Specified in Its Charter)

 

Indiana   35-1740409

(State or Other Jurisdiction of

Incorporation or Organization)

 

(IRS Employer

Identification Number)

600 East 96th Street, Suite 100

Indianapolis, Indiana

  46240
(Address of Principal Executive Offices)   (Zip Code)

Registrant’s telephone number, including area code: (317) 808-6000

Securities registered pursuant to Section 12(b) of the Act:

 

Title of Each Class:

  

Name of Each Exchange on Which Registered:

Common Stock ($.01 par value)

   New York Stock Exchange

Depositary Shares, each representing a 1/10 interest in a 6.625%
Series J Cumulative Redeemable Preferred Share ($.01 par value)

   New York Stock Exchange

Depositary Shares, each representing a 1/10 interest in a 6.5%
Series K Cumulative Redeemable Preferred Share ($.01 par value)

   New York Stock Exchange

Depositary Shares, each representing a 1/10 interest in a 6.6%
Series L Cumulative Redeemable Preferred Share ($.01 par value)

   New York Stock Exchange

Depositary Shares, each representing 1/10 interest in a 6.95%
Series M Cumulative Redeemable Preferred Share ($.01 par value)

   New York Stock Exchange

Depositary Shares, each representing 1/10 interest in a 7.25%
Series N Cumulative Redeemable Preferred Share ($.01 par value)

   New York Stock Exchange

Depositary Shares, each representing a 1/10 interest in an 8.375%
Series O Cumulative Redeemable Preferred Share ($.01 par value)

   New York Stock Exchange

Securities registered pursuant to Section 12(g) of the Act:

Indicate by check mark whether the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.    Yes  X    No      

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.    Yes          No  X

Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90

days.    Yes   X    No      

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes  X    No      

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 Regulation S-K is not contained herein, and will not be contained, to the best of Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.      

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or a smaller reporting company. See definition of “large accelerated filer”, “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. (Check one):

Large accelerated filer X                Accelerated filer                 Non-accelerated filer                Smaller reporting company    

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).    Yes          No  X

The aggregate market value of the voting shares of the registrant’s outstanding common shares held by non-affiliates of the registrant is $2.8 billion based on the last reported sale price on June 30, 2010.

The number of common shares, $.01 par value outstanding as of February 17, 2011 was 252,520,708.

DOCUMENTS INCORPORATED BY REFERENCE

Certain portions of Duke Realty Corporation’s Definitive Proxy Statement for its 2011 Annual Meeting of Shareholders (the “Proxy Statement”) to be filed pursuant to Rule 14a-6 of the Securities Exchange Act of 1934, as amended, are incorporated by reference into this Form 10-K. Other than those portions of the Proxy Statement specifically incorporated by reference pursuant to Items 10 through 14 of Part III hereof, no other portions of the Proxy Statement shall be deemed so incorporated.

 

 

 


Table of Contents

TABLE OF CONTENTS

Form 10-K

Item No.

      

Page(s)

PART I     
                1.  

Business

   2 - 5
                1A.  

Risk Factors

   6 - 14
                1B.  

Unresolved Staff Comments

   14
                2.  

Properties

   14 - 16
                3.  

Legal Proceedings

   17
                4.  

Reserved

   17
PART II     
                5.  

Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

   17 - 18
                6.  

Selected Financial Data

   19
                7.  

Management’s Discussion and Analysis of Financial Condition and Results of Operations

   20 - 47
                7A.  

Quantitative and Qualitative Disclosures About Market Risk

   47 - 48
                8.  

Financial Statements and Supplementary Data

   48
                9.  

Changes In and Disagreements With Accountants on Accounting and Financial Disclosure

   48
                9A.  

Controls and Procedures

   48 - 49
                9B.  

Other Information

   49
PART III     
                10.  

Directors and Executive Officers of the Registrant

   49 - 50
                11.  

Executive Compensation

   50
                12.  

Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters

   50
                13.  

Certain Relationships and Related Transactions, and Director Independence

   50
                14.  

Principal Accountant Fees and Services

   50
PART IV     
                15.  

Exhibits and Financial Statement Schedules

   51 - 111
Signatures    112 - 113


Table of Contents

IMPORTANT INFORMATION ABOUT THIS REPORT

In this Annual Report on Form 10-K (this “Report”), the words “Duke,” “the Company,” “we,” “us” and “our” refer to Duke Realty Corporation and its subsidiaries, as well as Duke Realty Corporation’s predecessors and their subsidiaries. “DRLP” refers to our subsidiary, Duke Realty Limited Partnership.

Cautionary Notice Regarding Forward-Looking Statements

Certain statements contained in or incorporated by reference into this Report, including, without limitation, those related to our future operations, constitute “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The words “believe,” “estimate,” “expect,” “anticipate,” “intend,” “plan,” “seek,” “may” and similar expressions or statements regarding future periods are intended to identify forward-looking statements.

These forward-looking statements involve known and unknown risks, uncertainties and other important factors that could cause our actual results, performance or achievements, or industry results, to differ materially from any predictions of future results, performance or achievements that we express or imply in this Report or in the information incorporated by reference into this Report. Some of the risks, uncertainties and other important factors that may affect future results include, among others:

 

   

Changes in general economic and business conditions, including, without limitation, the continuing impact of the economic down-turn, which is having and may continue to have a negative effect on the fundamentals of our business, the financial condition of our tenants, and the value of our real estate assets;

 

   

Our continued qualification as a real estate investment trust (“REIT”) for U.S. federal income tax purposes;

 

   

Heightened competition for tenants and potential decreases in property occupancy;

 

   

Potential changes in the financial markets and interest rates;

 

   

Volatility in our stock price and trading volume;

 

   

Our continuing ability to raise funds on favorable terms;

 

   

Our ability to successfully identify, acquire, develop and/or manage properties on terms that are favorable to us;

 

   

Potential increases in real estate construction costs;

 

   

Our ability to successfully dispose of properties on terms that are favorable to us;

 

   

Our ability to retain our current credit ratings;

 

   

Inherent risks in the real estate business, including, but not limited to, tenant defaults, potential liability relating to environmental matters and liquidity of real estate investments; and

 

   

Other risks and uncertainties described herein, as well as those risks and uncertainties discussed from time to time in our other reports and other public filings with the Securities and Exchange Commission (“SEC”).

 

- 1 -


Table of Contents

Although we presently believe that the plans, expectations and results expressed in or suggested by the forward-looking statements are reasonable, all forward-looking statements are inherently subjective, uncertain and subject to change, as they involve substantial risks and uncertainties beyond our control. New factors emerge from time to time, and it is not possible for us to predict the nature, or assess the potential impact, of each new factor on our business. Given these uncertainties, we caution you not to place undue reliance on these forward-looking statements. We undertake no obligation to update or revise any of our forward-looking statements for events or circumstances that arise after the statement is made, except as otherwise may be required by law.

This list of risks and uncertainties, however, is only a summary of some of the most important factors and is not intended to be exhaustive. Additional information regarding risk factors that may affect us is included under the caption “Risk Factors” in this Report, and is updated by us from time to time in Quarterly Reports on Form 10-Q, Current Reports on Form 8-K and other filings that we make with the SEC.

PART I

Item 1.  Business

Background

We are a self-administered and self-managed REIT, which began operations upon completion of our initial public offering in February 1986. In October 1993, we completed an additional common stock offering and acquired the rental real estate and service businesses of Duke Associates, whose operations began in 1972. As of December 31, 2010, our diversified portfolio of 793 rental properties (including 114 jointly controlled in-service properties with approximately 22.7 million square feet, eight consolidated properties under development with approximately 2.9 million square feet and two jointly controlled properties under development with approximately 866,000 square feet) encompasses approximately 140.5 million rentable square feet and is leased by a diverse base of approximately 3,600 tenants whose businesses include government services, manufacturing, retailing, wholesale trade, distribution, healthcare and professional services. We also own, including through ownership interests in unconsolidated joint ventures, approximately 4,800 acres of land and control an additional 1,650 acres through purchase options.

Our headquarters and executive offices are located in Indianapolis, Indiana. In addition, we have 17 regional offices located in Alexandria, Virginia; Atlanta, Georgia; Baltimore, Maryland; Chicago, Illinois; Cincinnati, Ohio; Columbus, Ohio; Dallas, Texas; Houston, Texas; Minneapolis, Minnesota; Nashville, Tennessee; Orlando, Florida; Phoenix, Arizona; Raleigh, North Carolina; St. Louis, Missouri; Savannah, Georgia; Tampa, Florida; and Weston, Florida. We had approximately 1,000 employees as of December 31, 2010.

See Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” for information related to our operations, asset and capital strategies.

Reportable Operating Segments

We have three reportable operating segments, the first two of which consist of the ownership and rental of office and industrial real estate investments. The operations of our office and industrial properties, along with our medical office and retail properties, are collectively referred to as “Rental Operations.” Our medical office and retail properties do not meet the quantitative thresholds for separate presentation as reportable segments.

 

- 2 -


Table of Contents

The third reportable segment consists of providing various real estate services such as property management, asset management, maintenance, leasing, development and construction management to third-party property owners and joint ventures, and is collectively referred to as “Service Operations.” Our reportable segments offer different products or services and are managed separately because each segment requires different operating strategies and management expertise. Our Service Operations segment also includes our taxable REIT subsidiary, a legal entity through which certain of the segment’s operations are conducted. Through our Service Operations reportable segment, we have historically developed or acquired properties with the intent to sell (hereafter referred to as “Build-for-Sale” properties). Build-for-Sale properties were generally identified as such prior to construction commencement and were sold within a relatively short time after being placed in service. Build-for-Sale properties, which are no longer part of our operating strategy, did not represent a significant component of our operations in 2010 or 2009.

We assess and measure our overall operating results based upon an industry performance measure referred to as Funds From Operations (“FFO”), which management believes is a useful indicator of our consolidated operating performance. FFO is used by industry analysts and investors as a supplemental operating performance measure of an equity REIT like Duke. The National Association of Real Estate Investment Trusts (“NAREIT”) created FFO as a supplemental measure of REIT operating performance that excludes historical cost depreciation, among other items, from net income determined in accordance with accounting principles generally accepted in the United States of America (“GAAP”). FFO is a non-GAAP financial measure. The most comparable GAAP measure is net income (loss) attributable to common shareholders. Consolidated FFO attributable to common shareholders should not be considered as a substitute for net income (loss) attributable to common shareholders or any other measures derived in accordance with GAAP and may not be comparable to other similarly titled measures of other companies. FFO is calculated in accordance with the definition that was adopted by the Board of Governors of NAREIT.

Historical cost accounting for real estate assets in accordance with GAAP implicitly assumes that the value of real estate assets diminishes predictably over time. Since real estate values instead have historically risen or fallen with market conditions, many industry analysts and investors have considered presentation of operating results for real estate companies that use historical cost accounting to be insufficient by themselves. FFO, as defined by NAREIT, represents GAAP net income (loss), excluding extraordinary items as defined under GAAP and gains or losses from sales of previously depreciated real estate assets, plus certain non-cash items such as real estate asset depreciation and amortization, and after similar adjustments for unconsolidated partnerships and joint ventures.

Management believes that the use of consolidated FFO attributable to common shareholders, combined with net income (which remains the primary measure of performance), improves the understanding of operating results of REITs among the investing public and makes comparisons of REIT operating results more meaningful. Management believes that, by excluding gains or losses related to sales of previously depreciated real estate assets and excluding real estate asset depreciation and amortization, investors and analysts are able to readily identify the operating results of the long-term assets that form the core of a REIT’s activity and assist in comparing these operating results between periods or as compared to different companies.

See Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and Item 8, “Financial Statements and Supplementary Data” for financial information related to our reportable segments.

 

- 3 -


Table of Contents

Competitive Conditions

As a fully integrated commercial real estate firm, we provide in-house leasing, management, development and construction services which, coupled with our significant base of commercially zoned and unencumbered land in existing business parks, should give us a competitive advantage both as a real estate operator and in future development activities.

We believe that the management of real estate opportunities and risks can be done most effectively at regional or local levels. As a result, we intend to continue our emphasis on increasing our market share and effective rents in the primary markets where we own properties. We believe that this regional focus will allow us to assess market supply and demand for real estate more effectively as well as to capitalize on the strong relationships with our tenant base. In addition, we seek to further capitalize on strong customer relationships to provide third-party construction services across the United States. As a fully integrated real estate company, we are able to arrange for or provide to our industrial, office and medical office customers not only well located and well maintained facilities, but also additional services such as build-to-suit construction, tenant finish construction, and expansion flexibility.

All of our properties are located in areas that include competitive properties. Institutional investors, other REITs or local real estate operators generally own such properties; however, no single competitor or small group of competitors is dominant in our current markets. The supply and demand of similar available rental properties may affect the rental rates we will receive on our properties. Other competitive factors include the attractiveness of the property location, the quality of the property and tenant services provided, and the reputation of the owner and operator. In addition, our Service Operations face competition from a considerable number of other real estate companies that provide comparable services, some of whom may have greater marketing and financial resources than are available to us.

Corporate Governance

Since our inception, we not only have strived to be a top-performer operationally, but also to lead in issues important to investors such as disclosure and corporate governance. Our system of governance reinforces this commitment. Summarized below are the highlights of our Corporate Governance initiatives.

 

Board Composition   

•Our Board is controlled by supermajority (90.9%) of “Independent Directors”, as such term is defined under the rules of the New York Stock Exchange (the “NYSE”) as of January 30, 2011 and thereafter

Board Committees   

•Our Board Committee members are all Independent Directors

Lead Director   

•The Chairman of our Corporate Governance Committee serves as Lead Director of the Independent Directors

Board Policies   

•No Shareholder Rights Plan (Poison Pill)

•Code of Conduct applies to all Directors and employees, including the Chief Executive Officer and senior financial officers; waivers require the vote of a majority of our Board of Directors or our Corporate Governance Committee.

•Effective orientation program for new Directors

•Independence of Directors is reviewed annually

•Independent Directors meet at least quarterly in executive sessions

•Independent Directors receive no compensation from Duke other than as Directors

•Equity-based compensation plans require shareholder approval

•Board effectiveness and performance is reviewed annually by our Corporate Governance Committee

 

- 4 -


Table of Contents
  

•Corporate Governance Committee conducts an annual review of the Chief Executive Officer succession plan

•Independent Directors and all Board Committees may retain outside advisors, as they deem appropriate

•Policy governing retirement age for Directors

•Prohibition on repricing of outstanding stock options

•Directors required to offer resignation upon job change

•Majority voting for election of Directors

•Shareholder Communications Policy

 

Ownership    Minimum Stock Ownership Guidelines apply to all Directors and Executive Officers

Our Code of Conduct (which applies to all Directors and employees, including the Chief Executive Officer and senior financial officers) and the Corporate Governance Guidelines are available in the Investor Relations/Corporate Governance section of our website at www.dukerealty.com. A copy of these documents may also be obtained without charge by writing to Duke Realty Corporation, 600 East 96th Street, Suite 100, Indianapolis, Indiana 46240, Attention: Investor Relations.

Additional Information

For additional information regarding our investments and operations, see Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” and Item 8, “Financial Statements and Supplementary Data.” For additional information about our business segments, see Item 8, “Financial Statements and Supplementary Data.”

Available Information and Exchange Certifications

In addition to this Report, we file quarterly and special reports, proxy statements and other information with the SEC. All documents that are filed with the SEC are available free of charge on our corporate website, which is www.dukerealty.com. We are not incorporating the information on our website into this Report, and our website and the information appearing on our website is not included in, and is not part of, this Report. You may also read and copy any document filed at the public reference facilities of the SEC at 100 F Street, N.E., Washington, D.C. 20549. Please call the SEC at (800) SEC-0330 for further information about the public reference facilities. These documents also may be accessed through the SEC’s Interactive Data Electronic Application (“IDEA”) via the SEC’s home page on the Internet (http://www.sec.gov). In addition, since some of our securities are listed on the NYSE, you may read our SEC filings at the offices of the NYSE, 20 Broad Street, New York, New York 10005.

The NYSE requires that the Chief Executive Officer of each listed company certify annually to the NYSE that he or she is not aware of any violation by the company of NYSE corporate governance listing standards as of the date of such certification. We submitted the certification of our Chairman and Chief Executive Officer, Dennis D. Oklak, with our 2010 Annual Written Affirmation to the NYSE on May 13, 2010.

We included the certifications of our Chief Executive Officer and our Chief Financial Officer required by Section 302 of the Sarbanes-Oxley Act of 2002 and related rules, relating to the quality of the Company’s public disclosure, in this Report as Exhibits 31.1 and 31.2.

 

- 5 -


Table of Contents

Item 1A. Risk Factors

In addition to the other information contained in this Report, you should carefully consider, in consultation with your legal, financial and other professional advisors, the risks described below, as well as the risk factors and uncertainties discussed in our other public filings with the SEC under the caption “Risk Factors” in evaluating us and our business before making a decision regarding an investment in our securities.

The risks contained in this Report are not the only risks that we face. Additional risks that are not presently known, or that we presently deem to be immaterial, also could have a material adverse effect on our financial condition, results of operations, business and prospects. The trading price of our securities could decline due to the materialization of any of these risks, and our shareholders may lose all or part of their investment.

This Report also contains forward-looking statements that may not be realized as a result of certain factors, including, but not limited to, the risks described herein and in our other public filings with the SEC. Please refer to the section in this Report entitled “Cautionary Notice Regarding Forward-Looking Statements” for additional information regarding forward-looking statements.

Risks Related to Our Business

Our use of debt financing could have a material adverse effect on our financial condition.

We are subject to the risks normally associated with debt financing, including the risk that our cash flow will be insufficient to meet required principal and interest payments and the long-term risk that we will be unable to refinance our existing indebtedness, or that the terms of such refinancing will not be as favorable as the terms of existing indebtedness. Additionally, we may not be able to refinance borrowings at our unconsolidated subsidiaries on favorable terms or at all. If our debt cannot be paid, refinanced or extended, we may not be able to make distributions to shareholders at expected levels. Further, if prevailing interest rates or other factors at the time of a refinancing result in higher interest rates or other restrictive financial covenants upon the refinancing, then such refinancing would adversely affect our cash flow and funds available for operation, development and distribution.

We are also subject to financial covenants under our existing debt instruments. Should we fail to comply with the covenants in our existing debt instruments, then we would not only be in breach under the applicable debt instruments but we would also likely be unable to borrow any further amounts under our other debt instruments, which could adversely affect our ability to fund operations. We also have incurred, and may incur in the future, indebtedness that bears interest at variable rates. Thus, if market interest rates increase, so will our debt expense, which could reduce our cash flow and our ability to make distributions to shareholders at expected levels.

Debt financing may not be available and equity issuances could be dilutive to our shareholders.

Our ability to execute our business strategy depends on our access to an appropriate blend of debt financing, including unsecured lines of credit and other forms of secured and unsecured debt, and equity financing, including common and preferred equity. Debt financing may not be available over a longer period of time in sufficient amounts, on favorable terms or at all. If we issue additional equity securities, instead of debt, to manage capital needs, the interests of our existing shareholders could be diluted.

 

- 6 -


Table of Contents

Financial and other covenants under existing credit agreements could limit our flexibility and adversely affect our financial condition.

The terms of our various credit agreements and other indebtedness require that we comply with a number of customary financial and other covenants, such as maintaining debt service coverage and leverage ratios and maintaining insurance coverage. These covenants may limit our flexibility in our operations, and breaches of these covenants could result in defaults under the instruments governing the applicable indebtedness even if we have satisfied our payment obligations. If we are unable to refinance our indebtedness at maturity or meet our payment obligations, the amount of our distributable cash flow would be adversely affected.

Downgrades in our credit ratings could increase our borrowing costs or reduce our access to funding sources in the credit and capital markets.

We have a significant amount of debt outstanding, consisting mostly of unsecured debt. We are currently assigned corporate credit ratings from Moody’s Investors Service, Inc. and Standard and Poor’s Ratings Group (“S&P”) based on their evaluation of our creditworthiness. These agencies’ ratings are based on a number of factors, some of which are not within our control. In addition to factors specific to our financial strength and performance, the rating agencies also consider conditions affecting REITs generally. In January 2010, S&P downgraded our credit rating. All of our debt ratings remain investment grade, but in light of the difficulties continuing to confront the economy generally, including, among others, the weak global economic conditions, credit market disruptions, and the severe stress on commercial real estate markets, there can be no assurance that we will not be further downgraded or that any of our ratings will remain investment grade. If our credit ratings are further downgraded or other negative action is taken, we could be required, among other things, to pay additional interest and fees on outstanding borrowings under our revolving credit agreement.

Further credit rating reductions by one or more rating agencies could also adversely affect our access to funding sources, the cost and other terms of obtaining funding as well as our overall financial condition, operating results and cash flow.

If we are unable to generate sufficient capital and liquidity, then we may be unable to pursue future development projects and other strategic initiatives.

To complete our ongoing and planned development projects, and to pursue our other strategic initiatives, we must continue to generate sufficient capital and liquidity to fund those activities. To generate that capital and liquidity, we rely upon funds from our existing operations, as well as funds that we raise through our capital raising activities. In the event that we are unable to generate sufficient capital and liquidity to meet our long-term needs, or if we are unable to generate capital and liquidity on terms that are favorable to us, then we may not be able to pursue development projects, acquisitions, or our other long-term strategic initiatives.

Our stock price and trading volume may be volatile, which could result in substantial losses to our shareholders.

The market price of our common and preferred stock could change in ways that may or may not be related to our business, our industry or our operating performance and financial condition. In addition, the trading volume in our common stock may fluctuate and cause significant price variations to occur. Some of the factors that could negatively affect our share price, or result in fluctuations in the price or trading volume of our common stock, include uncertainty in the markets, general market and economic conditions, as well as those factors described in these “Risk Factors” and in other reports that we file with the SEC.

 

- 7 -


Table of Contents

Many of these factors are beyond our control, and we cannot predict their potential effects on the price of our common and preferred stock. If the market prices of our common and preferred stock decline, then our shareholders may be unable to resell their shares upon terms that are attractive to them. We cannot assure that the market price of our common and preferred stock will not fluctuate or decline significantly in the future. In addition, the securities markets in general may experience considerable unexpected price and volume fluctuations.

We may issue debt and equity securities which are senior to our common stock and preferred stock as to distributions and in liquidation, which could negatively affect the value of our common and preferred stock.

In the future, we may attempt to increase our capital resources by entering into debt or debt-like financing that is unsecured or secured by certain of our assets, or issuing debt or equity securities, which could include issuances of secured or unsecured commercial paper, medium-term notes, senior notes, subordinated notes, preferred stock or common stock. In the event of our liquidation, our lenders and holders of our debt securities would receive a distribution of our available assets before distributions to the holders of our common stock and preferred stock. Our preferred stock has a preference over our common stock with respect to distributions and upon liquidation, which could further limit our ability to make distributions to our common shareholders. Any additional preferred stock that we may issue may have a preference over our common stock and existing series of preferred stock with respect to distributions and upon liquidation.

We may be required to seek commercial credit and issue debt securities to manage our capital needs. Because our decision to incur debt and issue securities in our future offerings will depend on market conditions and other factors beyond our control, we cannot predict or estimate the amount, timing or nature of our future offerings and debt financings. Further, market conditions could require us to accept less favorable terms for the issuance of our securities in the future. Thus, our shareholders will bear the risk of our future offerings reducing the value of their shares of common stock and diluting their interest in us.

Our use of joint ventures may limit our flexibility with jointly owned investments.

We currently have joint ventures that are not consolidated with our financial statements. We may develop and acquire properties in joint ventures with other persons or entities when circumstances warrant the use of these structures. Our participation in joint ventures is subject to the risks that:

 

   

We could become engaged in a dispute with any of our joint venture partners that might affect our ability to develop or operate a property;

 

   

Our joint venture partners may have different objectives than we have regarding the appropriate timing and terms of any sale or refinancing of properties;

 

   

Our joint venture partners may have competing interests in our markets that could create conflict of interest issues; and

 

   

Maturities of debt encumbering our jointly owned investments may not be able to be refinanced at all or on terms that are as favorable as the current terms.

 

- 8 -


Table of Contents

Risks Related to the Real Estate Industry

Our net earnings available for investment or distribution to shareholders could decrease as a result of factors related to the ownership and operation of commercial real estate that are outside of our control.

Our business is subject to the risks incident to the ownership and operation of commercial real estate, many of which involve circumstances not within our control. Such risks include the following:

 

   

Changes in the general economic climate;

 

   

The availability of capital on favorable terms, or at all;

 

   

Increases in interest rates;

 

   

Local conditions such as oversupply of property or a reduction in demand;

 

   

Competition for tenants;

 

   

Changes in market rental rates;

 

   

Oversupply or reduced demand for space in the areas where our properties are located;

 

   

Delay or inability to collect rent from tenants who are bankrupt, insolvent or otherwise unwilling or unable to pay;

 

   

Difficulty in leasing or re-leasing space quickly or on favorable terms;

 

   

Costs associated with periodically renovating, repairing and reletting rental space;

 

   

Our ability to provide adequate maintenance and insurance on our properties;

 

   

Our ability to control variable operating costs;

 

   

Changes in government regulations; and

 

   

Potential liability under, and changes in, environmental, zoning, tax and other laws.

Further, a significant portion of our costs, such as real estate taxes, insurance and maintenance costs and our debt service payments, are generally not reduced when circumstances cause a decrease in cash flow from our properties. Any one or more of these factors could result in a reduction in our net earnings available for investment or distribution to shareholders.

Many real estate costs are fixed, even if income from properties decreases.

Our financial results depend on leasing space in our real estate to tenants on terms favorable to us. Our income and funds available for distribution to our shareholders will decrease if a significant number of our tenants cannot meet their lease obligations to us or we are unable to lease properties on favorable terms. In addition, if a tenant does not pay its rent, we may not be able to enforce our rights as landlord without delays and we may incur substantial legal costs. Costs associated with real estate investment, such as real estate taxes and maintenance costs, generally are not reduced when circumstances cause a reduction in income from the investment.

 

- 9 -


Table of Contents

Our real estate development activities are subject to risks particular to development.

We continue to selectively develop new pre-leased properties for rental operations in our existing markets when accretive returns are present. These development activities generally require various government and other approvals, which we may not receive. In addition, we also are subject to the following risks associated with development activities:

 

   

Unsuccessful development opportunities could result in direct expenses to us;

 

   

Construction costs of a project may exceed original estimates, possibly making the project less profitable than originally estimated, or possibly unprofitable;

 

   

Time required to complete the construction of a project or to lease up the completed project may be greater than originally anticipated, thereby adversely affecting our cash flow and liquidity;

 

   

Occupancy rates and rents of a completed project may not be sufficient to make the project profitable;

 

   

Our ability to dispose of non-strategic properties we identify for sale could be impacted by the ability of prospective buyers to obtain financing given the current state of the credit markets; and

 

   

Favorable sources to fund our development activities may not be available.

We may be unsuccessful in operating completed real estate projects.

We face the risk that the real estate projects we develop or acquire will not perform in accordance with our expectations. This risk exists because of factors such as the following:

 

   

Prices paid for acquired facilities are based upon a series of market judgments; and

 

   

Costs of any improvements required to bring an acquired facility up to standards to establish the market position intended for that facility might exceed budgeted costs.

Further, we can give no assurance that acquisition targets meeting our guidelines for quality and yield will continue to be available.

We are exposed to the risks of defaults by tenants.

Any of our tenants may experience a downturn in their businesses that may weaken their financial condition. In the event of default or the insolvency of a significant number of our tenants, we may experience a substantial loss of rental revenue and/or delays in collecting rent and incur substantial costs in enforcing our rights as landlord. If a tenant files for bankruptcy protection, a court could allow the tenant to reject and terminate its lease with us. Our income and distributable cash flow would be adversely affected if a significant number of our tenants became unable to meet their obligations to us, became insolvent or declared bankruptcy.

We may be unable to renew leases or relet space.

When our tenants decide not to renew their leases upon their expiration, we may not be able to relet the space. Even if our tenants do renew or we are able to relet the space, the terms of renewal or reletting (including the cost of renovations, if necessary) may be less favorable than current lease terms. If we are unable to promptly renew the leases or relet the space, or if the rental rates upon such renewal or reletting are significantly lower than current rates, then our income and distributable cash flow would be adversely affected, especially if we were unable to lease a significant amount of the space vacated by tenants in our properties.

 

- 10 -


Table of Contents

Our insurance coverage on our properties may be inadequate.

We maintain comprehensive insurance on each of our facilities, including property, liability, fire, flood and extended coverage. We believe this coverage is of the type and amount customarily obtained for real property. However, there are certain types of losses, generally of a catastrophic nature, such as earthquakes, hurricanes and floods or acts of war or terrorism that may be uninsurable or not economically insurable. We use our discretion when determining amounts, coverage limits and deductibles for insurance. These terms are determined based on retaining an acceptable level of risk at a reasonable cost. This may result in insurance coverage that in the event of a substantial loss would not be sufficient to pay the full current market value or current replacement cost of our lost investment. Inflation, changes in building codes and ordinances, environmental considerations and other factors also may make it unfeasible to use insurance proceeds to replace a facility after it has been damaged or destroyed. Under such circumstances, the insurance proceeds we receive may not be adequate to restore our economic position in a property. If an insured loss occurred, we could lose both our investment in and anticipated profits and cash flow from a property, and we would continue to be obligated on any mortgage indebtedness or other obligations related to the property. Although we believe our insurance is with highly rated providers, we are also subject to the risk that such providers may be unwilling or unable to pay our claims when made.

Acquired properties may expose us to unknown liability.

From time to time, we may acquire properties subject to liabilities and without any recourse, or with only limited recourse, with respect to unknown liabilities. As a result, if a liability were asserted against us based upon ownership of those properties, we might have to pay substantial sums to settle or contest it, which could adversely affect our results of operations and cash flow. Unknown liabilities with respect to acquired properties might include:

 

   

liabilities for clean-up of undisclosed environmental contamination;

 

   

claims by tenants, vendors or other persons against the former owners of the properties;

 

   

liabilities incurred in the ordinary course of business; and

 

   

claims for indemnification by general partners, directors, officers and others indemnified by the former owners of the properties.

We could be exposed to significant environmental liabilities as a result of conditions of which we currently are not aware.

As an owner and operator of real property, we may be liable under various federal, state and local laws for the costs of removal or remediation of certain hazardous substances released on or in our property. Such laws often impose liability without regard to whether the owner or operator knew of, or was responsible for, the release of the hazardous substances. In addition, we could have greater difficulty in selling real estate on which hazardous substances were present or in obtaining borrowings using such real estate as collateral. It is our general policy to have Phase I environmental audits performed for all of our properties and land by qualified environmental consultants. These Phase I environmental audits have not revealed any environmental liability that would have a material adverse effect on our business. However, a Phase I environmental audit does not involve invasive procedures such as soil sampling or ground water analysis, and we cannot be sure that the Phase I environmental audits did not fail to reveal a significant environmental liability or that a prior owner did not create a material environmental condition on our properties or land which has not yet been discovered. We could also incur environmental liability as a result of future uses or conditions of such real estate or changes in applicable environmental laws.

 

- 11 -


Table of Contents

We are exposed to the potential impacts of future climate change and climate-change related risks.

We are exposed to potential physical risks from possible future changes in climate. Our properties may be exposed to rare catastrophic weather events, such as severe storms and/or floods. If the frequency of extreme weather events increases due to climate change, our exposure to these events could increase.

We do not currently consider that we are exposed to regulatory risk related to climate change. However, we may be adversely impacted as a real estate developer in the future by stricter energy efficiency standards for buildings.

Risks Related to Our Organization and Structure

If we were to cease to qualify as a REIT, we and our shareholders would lose significant tax benefits.

We intend to continue to operate so as to qualify as a REIT under the Internal Revenue Code of 1986, as amended (the “Code”). Qualification as a REIT provides significant tax advantages to us and our shareholders. However, in order for us to continue to qualify as a REIT, we must satisfy numerous requirements established under highly technical and complex Code provisions for which there are only limited judicial and administrative interpretations. Satisfaction of these requirements also depends on various factual circumstances not entirely within our control. The fact that we hold our assets through an operating partnership and its subsidiaries further complicates the application of the REIT requirements. Even a technical or inadvertent mistake could jeopardize our REIT status. Although we believe that we can continue to operate so as to qualify as a REIT, we cannot offer any assurance that we will continue to do so or that legislation, new regulations, administrative interpretations or court decisions will not significantly change the qualification requirements or the federal income tax consequences of qualification. If we were to fail to qualify as a REIT in any taxable year, it would have the following effects:

 

   

We would not be allowed a deduction for distributions to shareholders and would be subject to federal income tax (including any applicable alternative minimum tax) on our taxable income at regular corporate rates;

 

   

Unless we were entitled to relief under certain statutory provisions, we would be disqualified from treatment as a REIT for the four taxable years following the year during which we ceased to qualify as a REIT;

 

   

Our net earnings available for investment or distribution to our shareholders would decrease due to the additional tax liability for the year or years involved; and

 

   

We would no longer be required to make any distributions to shareholders in order to qualify as a REIT.

As such, failure to qualify as a REIT would likely have a significant adverse effect on the value of our securities.

REIT distribution requirements limit the amount of cash we have available for other business purposes, including amounts that we need to fund our future capital needs.

To maintain our qualification as a REIT under the Code, we must annually distribute to our shareholders at least 90% of our ordinary taxable income, excluding net capital gains. We intend to continue to make distributions to our shareholders to comply with the 90% distribution requirement. However, this requirement limits our ability to accumulate capital for use for other business purposes. If we do not have sufficient cash or other liquid assets to meet the distribution requirements, we may have to borrow funds or sell properties on adverse terms in order to meet the distribution requirements. If we fail to make a required distribution, we would cease to qualify as a REIT.

 

- 12 -


Table of Contents

U.S. federal income tax treatment of REITs and investments in REITs may change, which may result in the loss of our tax benefits of operating as a REIT.

The present U.S. federal income tax treatment of a REIT and an investment in a REIT may be modified by legislative, judicial or administrative action at any time. Revisions in U.S. federal income tax laws and interpretations of these laws could adversely affect us and the tax consequences of an investment in our common shares.

We are subject to certain provisions that could discourage change-of-control transactions, which may reduce the likelihood of our shareholders receiving a control premium for their shares.

Indiana anti-takeover legislation and certain provisions in our governing documents, as we discuss below, may discourage potential acquirers from pursuing a change-of-control transaction with us. As a result, our shareholders may be less likely to receive a control premium for their shares.

Unissued Preferred Stock. Our charter permits our board of directors to classify unissued preferred stock by setting the rights and preferences of the shares at the time of issuance. This power enables our board to adopt a shareholder rights plan, also known as a poison pill. Although we have repealed our previously existing poison pill and our current board of directors has adopted a policy not to issue preferred stock as an anti-takeover measure, our board can change this policy at any time. The adoption of a poison pill would discourage a potential bidder from acquiring a significant position in the company without the approval of our board.

Business-Combination Provisions of Indiana Law. We have not opted out of the business-combination provisions of the Indiana Business Corporation Law. As a result, potential bidders may have to negotiate with our board of directors before acquiring 10% of our stock. Without securing board approval of the proposed business combination before crossing the 10% ownership threshold, a bidder would not be permitted to complete a business combination for five years after becoming a 10% shareholder. Even after the five-year period, a business combination with the significant shareholder would require a “fair price” as defined in the Indiana Business Corporation Law or the approval of a majority of the disinterested shareholders.

Control-Share-Acquisition Provisions of Indiana Law. We have not opted out of the provisions of the Indiana Business Corporation Law regarding acquisitions of control shares. Therefore, those who acquire a significant block (at least 20%) of our shares may only vote a portion of their shares unless our other shareholders vote to accord full voting rights to the acquiring person. Moreover, if the other shareholders vote to give full voting rights with respect to the control shares and the acquiring person has acquired a majority of our outstanding shares, the other shareholders would be entitled to special dissenters’ rights.

Supermajority Voting Provisions. Our charter prohibits business combinations or significant disposition transactions with a holder of 10% of our shares unless:

 

   

The holders of 80% of our outstanding shares of capital stock approve the transaction;

 

   

The transaction has been approved by three-fourths of those directors who served on the board before the shareholder became a 10% owner; or

 

   

The significant shareholder complies with the “fair price” provisions of our charter.

Among the transactions with large shareholders requiring the supermajority shareholder approval are dispositions of assets with a value greater than or equal to $1,000,000 and business combinations.

 

- 13 -


Table of Contents

Operating Partnership Provisions. The limited partnership agreement of DRLP contains provisions that could discourage change-of-control transactions, including a requirement that holders of at least 90% of the outstanding partnership units held by us and other unit holders approve:

 

   

Any voluntary sale, exchange, merger, consolidation or other disposition of all or substantially all of the assets of DRLP in one or more transactions other than a disposition occurring upon a financing or refinancing of DRLP;

 

   

Our merger, consolidation or other business combination with another entity unless after the transaction substantially all of the assets of the surviving entity are contributed to DRLP in exchange for units;

 

   

Our transfer of our interests in DRLP other than to one of our wholly owned subsidiaries; and

 

   

Any reclassification or recapitalization or change of outstanding shares of our common stock other than certain changes in par value, stock splits, stock dividends or combinations.

We are dependent on key personnel.

Our executive officers and other senior officers have a significant role in the success of our Company. Our ability to retain our management group or to attract suitable replacements should any members of the management group leave our Company is dependent on the competitive nature of the employment market. The loss of services from key members of the management group or a limitation in their availability could adversely impact our financial condition and cash flow. Further, such a loss could be negatively perceived in the capital markets.

Item 1B.  Unresolved Staff Comments

We have no unresolved comments with the SEC staff regarding our periodic or current reports under the Exchange Act.

Item 2.  Properties

Product Review

As of December 31, 2010, we own interests in a diversified portfolio of 793 commercial properties encompassing approximately 140.5 million net rentable square feet (including 114 jointly controlled in-service properties with approximately 22.7 million square feet, eight consolidated properties under development with approximately 2.9 million square feet and two jointly controlled properties under development with approximately 866,000 square feet).

Industrial Properties: We own interests in 467 industrial properties encompassing more than 101.5 million square feet (72% of total square feet). These properties primarily consist of bulk warehouses (industrial warehouse/distribution centers with clear ceiling heights of 20 feet or more), but also include service center properties (also known as flex buildings or light industrial, having 12-18 foot clear ceiling heights and a combination of drive-up and dock-height loading access). Of these properties, 397 buildings with more than 84.5 million square feet are consolidated and 70 buildings with more than 17.0 million square feet are jointly controlled.

Office Properties: We own interests in 290 office buildings totaling approximately 34.7 million square feet (26% of total square feet). These properties include primarily suburban office properties. Of these properties, 248 buildings with approximately 29.3 million square feet are consolidated and 42 buildings with approximately 5.4 million square feet are jointly controlled.

 

- 14 -


Table of Contents

Other Properties: We own interests in 36 medical office and retail buildings totaling approximately 4.3 million square feet (2% of total square feet). Of these properties, 32 buildings with approximately 3.2 million square feet are consolidated and four buildings with more than 1.1 million square feet are jointly controlled.

Land: We own, including through ownership interests in unconsolidated joint ventures, approximately 4,800 acres of land and control an additional 1,650 acres through purchase options.

Property Descriptions

The following tables represent the geographic highlights of consolidated and jointly controlled in-service properties in our primary markets.

Consolidated Properties

 

     Square Feet             Annual Net
Effective

Rent (1)
     Percent of
Annual  Net
Effective
Rent
 
     Industrial      Office      Other      Overall      Percent of
Overall
          

Primary Market

                       

Indianapolis

     16,001,378         2,686,406         819,899         19,507,683         17.1%          $ 97,392,192         14.3%   

Cincinnati

     10,461,024         5,007,148         107,470         15,575,642         13.7%            84,327,922         12.4%   

Atlanta

     8,320,351         3,883,039         386,355         12,589,745         11.0%            74,217,168         10.9%   

Chicago

     7,212,854         2,685,963         56,531         9,955,348         8.7%            62,412,686         9.2%   

South Florida

     3,602,978         1,331,877         390,942         5,325,797         4.7%            54,073,903         7.9%   

Raleigh

     2,101,449         2,615,802         210,834         4,928,085         4.3%            47,140,818         6.9%   

Columbus

     5,303,537         2,791,482         73,238         8,168,257         7.2%            45,775,822         6.7%   

St. Louis

     3,763,928         2,681,290         -             6,445,218         5.6%            42,433,249         6.2%   

Nashville

     3,252,010         1,368,513         120,658         4,741,181         4.2%            34,345,441         5.0%   

Central Florida

     3,360,479         1,177,540         84,130         4,622,149         4.0%            31,141,654         4.6%   

Minneapolis

     3,363,691         1,028,803         -             4,392,494         3.8%            28,343,158         4.2%   

Dallas

     5,379,082         463,283         279,127         6,121,492         5.4%            23,363,015         3.4%   

Savannah

     6,784,550         -             -             6,784,550         5.9%            20,655,208         3.0%   

Cleveland

     -             1,324,451         -             1,324,451         1.2%            12,470,052         1.8%   

Houston

     1,418,380         -             -             1,418,380         1.2%            8,070,693         1.2%   

Baltimore

     462,070         -             -             462,070         0.4%            2,659,588         0.4%   

Norfolk

     466,000         -             -             466,000         0.4%            2,290,177         0.3%   

Washington DC

     78,560         219,464         -             298,024         0.3%            1,551,605         0.2%   

Phoenix

     445,056         -             -             445,056         0.4%            1,503,398         0.2%   

Austin

     -             -             96,829         96,829         0.1%            865,940         0.1%   

Other (2)

     120,000         -             289,855         409,855         0.4%            7,462,020         1.1%   
                    

Total

     81,897,377         29,265,061         2,915,868         114,078,306         100.0%            $  682,495,709         100.0%   
                    
     71.8%         25.7%         2.5%         100.0%               
                    

 

 

- 15 -


Table of Contents

Jointly Controlled Properties

     Square Feet      Annual Net
Effective
Rent (1)
     Percent of
Annual  Net
Effective
Rent
 
     Industrial      Office      Other      Overall      Percent of
Overall
       

Primary Market

                    

Washington DC

     658,322         2,146,378         -             2,804,700         12.4%       $ 15,173,023         30.9%   

Dallas

     8,080,278         182,700         62,390         8,325,368         36.7%         12,174,115         24.8%   

Central Florida

     908,422         624,796         -             1,533,218         6.8%         3,806,761         7.7%   

Minneapolis

     -             -             381,922         381,922         1.7%         3,739,485         7.6%   

Raleigh

     -             687,549         -             687,549         3.0%         3,302,290         6.7%   

Indianapolis

     4,182,919         89,178         -             4,272,097         18.9%         2,980,929         6.1%   

Phoenix

     1,425,062         -             -             1,425,062         6.3%         1,529,334         3.1%   

Cincinnati

     211,486         190,733         206,315         608,534         2.7%         1,190,723         2.4%   

Atlanta

     -             436,275         -             436,275         1.9%         1,148,881         2.3%   

Columbus

     1,142,400         135,485         -             1,277,885         5.6%         1,044,676         2.1%   

South Florida

     -             222,600         -             222,600         1.0%         970,684         2.0%   

St. Louis

     -             252,378         -             252,378         1.1%         766,237         1.6%   

Houston

     -             248,925         -             248,925         1.1%         751,874         1.5%   

Nashville

     -             180,147         -             180,147         0.8%         597,195         1.2%   
                 

Total

     16,608,889         5,397,144         650,627         22,656,660         100.0%       $   49,176,207         100.0%    
                 
     73.3%         23.8%         2.9%         100.0%            
                 

 

     Occupancy %  
     Consolidated Properties      Jointly Controlled Properties  
     Industrial      Office      Other      Overall      Industrial      Office      Other      Overall  

Primary Market

                       

Indianapolis

     95.5%         88.0%         85.3%         94.1%         96.6%         82.9%         -             96.3%   

Cincinnati

     85.2%         84.6%         91.1%         85.0%         100.0%         97.6%         100.0%         99.2%   

Atlanta

     86.1%         87.5%         94.4%         86.8%         -             26.9%         -             26.9%   

Chicago

     96.5%         89.5%         90.1%         94.6%         -             -             -             -       

South Florida

     81.0%         92.0%         93.2%         84.7%         -             100.0%         -             100.0%   

Raleigh

     96.3%         89.1%         93.2%         92.3%         -             83.0%         -             83.0%   

Columbus

     98.7%         78.9%         100.0%         92.0%         100.0%         100.0%         -             100.0%   

St. Louis

     89.1%         79.9%         -             85.3%         -             83.8%         -             83.8%   

Nashville

     81.9%         89.9%         95.6%         84.5%         -             100.0%         -             100.0%   

Central Florida

     89.9%         88.6%         80.5%         89.4%         100.0%         78.9%         -             91.4%   

Minneapolis

     89.0%         97.4%         -             91.0%         -             -             70.5%         70.5%   

Dallas

     83.6%         74.5%         62.8%         82.0%         81.5%         100.0%         100.0%         82.1%   

Savannah

     91.8%         -             -             91.8%         -             -             -             -       

Cleveland

     -             76.4%         -             76.4%         -             -             -             -       

Houston

     98.0%         -             -             98.0%         -             100.0%         -             100.0%   

Baltimore

     100.0%         -             -             100.0%         -             -             -             -       

Norfolk

     100.0%         -             -             100.0%         -             -             -             -       

Washington DC

     91.4%         26.0%         -             43.2%         89.5%         97.6%         -             95.7%   

Phoenix

     87.8%         -             -             87.8%         100.0%         -             -             100.0%   

Austin

     -             -             46.3%         46.3%         -             -             -             -       

Other (2)

     100.0%         -             86.0%         90.1%         -             -             -             -       
                 

Total

     90.6%         85.4%         85.7%         89.1%         89.7%         87.4%         82.7%         89.0%   
                 

 

(1) Represents the average annual rental property revenue due from tenants in occupancy as of December 31, 2010, excluding additional rent due as operating expense reimbursements, landlord allowances for operating expenses and percentage rents. Joint venture properties are shown at our ownership percentage.

 

(2) Represents properties not located in our primary markets.

 

- 16 -


Table of Contents

Item 3.  Legal Proceedings

We are not subject to any material pending legal proceedings, other than routine litigation arising in the ordinary course of business. Our management expects that these ordinary routine legal proceedings will be covered by insurance and does not expect these legal proceedings to have a material adverse effect on our financial condition, results of operations, or liquidity.

Item 4.  Reserved

PART II

Item 5.  Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

Our common stock is listed for trading on the NYSE under the symbol “DRE.” The following table sets forth the high and low sales prices of our common stock for the periods indicated and the dividend paid per share during each such period. As of February 17, 2011, there were 8,797 record holders of our common stock.

 

    

 

2010

     2009  

Quarter Ended

   High      Low      Dividend      High      Low      Dividend  

December 31

   $ 12.98       $ 10.85       $ .170       $ 12.90       $ 10.84       $ .170   

September 30

     12.60         10.19         .170         13.71         7.45         .170   

June 30

     14.35         10.66         .170         10.55         5.16         .170   

March 31

     13.37         10.26         .170         12.25         4.07         .250   

On January 26, 2011, we declared a quarterly cash dividend of $0.17 per share, payable on February 28, 2011, to common shareholders of record on February 14, 2011.

A summary of the tax characterization of the dividends paid per common share for the years ended December 31, 2010, 2009 and 2008 follows:

 

     2010      2009      2008  

Total dividends paid per share

   $ 0.68       $ 0.76       $ 1.93   
                          

Ordinary income

     24.9%         69.0%         39.3%   

Return of capital

     56.3%         26.4%         27.3%   

Capital gains

     18.8%         4.6%         33.4%   
                          
     100.0%         100.0%         100.0%   
                          

Securities Authorized for Issuance Under Equity Compensation Plans

The information required by this Item concerning securities authorized for issuance under equity compensation plans is set forth in or incorporated herein by reference to Part III, Item 12 of this Report.

Sales of Unregistered Securities

We did not sell any of our securities during the year ended December 31, 2010 that were not registered under the Securities Act.

 

- 17 -


Table of Contents

Issuer Purchases of Equity Securities

From time to time, we repurchase our securities under a repurchase program that initially was approved by the board of directors and publicly announced in October 2001 (the “Repurchase Program”). On April 28, 2010, the board of directors adopted a resolution that amended and restated the Repurchase Program and delegated authority to management to repurchase a maximum of $75.0 million of common shares, $250.0 million of debt securities and $75.0 million of preferred shares (the “April 2010 Resolution”). The April 2010 Resolution will expire on April 27, 2011. Under the Repurchase Program, we also execute share repurchases on an ongoing basis associated with certain employee elections under our compensation and benefit programs.

The following table shows the share repurchase activity for each of the three months in the quarter ended December 31, 2010:

 

Month

   Total Number of
Shares
Purchased (1)
     Average Price
Paid per Share
     Total Number of
Shares Purchased as
Part of Publicly
Announced  Plans or

Programs
 

October

     5,258       $ 11.90         5,258   

November

     12,039       $ 11.60         12,039   

December

     4,695       $ 11.54         4,695   
                    

Total

     21,992       $ 11.66         21,992   
                    

 

(1) All 21,992 shares repurchased represent common shares repurchased under our Employee Stock Purchase Plan.

 

- 18 -


Table of Contents

Item 6. Selected Financial Data

The following sets forth selected financial and operating information on a historical basis for each of the years in the five-year period ended December 31, 2010. The following information should be read in conjunction with Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and Item 8, “Financial Statements and Supplementary Data” included in this Form 10-K (in thousands, except per share amounts):

 

     2010     2009     2008      2007      2006  

Results of Operations:

            

Revenues:

            

Rental and related revenue

   $ 878,242      $ 842,232      $ 802,791       $ 761,751       $ 711,826   

General contractor and service fee revenue

     515,361        449,509        434,624         311,548         330,195   
                                          

Total Revenues from Continuing Operations

   $ 1,393,603      $ 1,291,741      $ 1,237,415       $ 1,073,299       $ 1,042,021   
                                          

Income (loss) from continuing operations

   $ 29,476      $ (254,225   $ 86,167       $ 160,928       $ 157,915   
                                          

Net income (loss) attributable to common shareholders

   $ (14,108   $ (333,601   $ 50,408       $ 211,942       $ 144,643   
                                          

Per Share Data:

            

Basic income (loss) per common share:

            

Continuing operations

   $ (0.22   $ (1.58   $ 0.17       $ 0.58       $ 0.62   

Discontinued operations

     0.15        (0.09     0.16         0.93         0.45   

Diluted income (loss) per common share:

            

Continuing operations

     (0.22     (1.58     0.17         0.58         0.62   

Discontinued operations

     0.15        (0.09     0.16         0.93         0.44   

Dividends paid per common share

     0.68        0.76        1.93         1.91         1.89   

Weighted average common shares outstanding

     238,920        201,206        146,915         139,255         134,883   

Weighted average common shares and potential dilutive securities

     238,920        201,206        154,553         149,250         149,156   

Balance Sheet Data (at December 31):

            

Total Assets

   $ 7,644,276      $ 7,304,279      $ 7,690,883       $ 7,661,981       $ 7,238,595   

Total Debt

     4,207,079        3,854,032        4,276,990         4,288,436         4,074,979   

Total Preferred Equity

     904,540        1,016,625        1,016,625         744,000         876,250   

Total Shareholders' Equity

     2,945,610        2,925,345        2,844,019         2,778,502         2,537,802   

Total Common Shares Outstanding

     252,195        224,029        148,420         146,175         133,921   

Other Data:

            

Consolidated Funds from Operations attributable to common shareholders (1)

   $ 297,955      $ 12,854      $ 369,698       $ 378,282       $ 337,556   

(1) Funds From Operations (“FFO”) is used by industry analysts and investors as a supplemental operating performance measure of an equity real estate investment trust (“REIT”) like Duke Realty Corporation. The National Association of Real Estate Investment Trusts (“NAREIT”) created FFO as a supplemental measure of REIT operating performance that excludes historical cost depreciation, among other items, from net income determined in accordance with accounting principles generally accepted in the United States of America (“GAAP”). FFO is a non-GAAP financial measure. The most comparable GAAP measure is net income (loss) attributable to common shareholders. Consolidated FFO attributable to common shareholders should not be considered as a substitute for net income (loss) attributable to common shareholders or any other measures derived in accordance with GAAP and may not be comparable to other similarly titled measures of other companies. FFO is calculated in accordance with the definition that was adopted by the Board of Governors of NAREIT.

Historical cost accounting for real estate assets in accordance with GAAP implicitly assumes that the value of real estate assets diminishes predictably over time. Since real estate values instead have historically risen or fallen with market conditions, many industry analysts and investors have considered presentation of operating results for real estate companies that use historical cost accounting to be insufficient by themselves. FFO, as defined by NAREIT, represents GAAP net income (loss), excluding extraordinary items as defined under GAAP and gains or losses from sales of previously depreciated real estate assets, plus certain non-cash items such as real estate asset depreciation and amortization, and after similar adjustments for unconsolidated partnerships and joint ventures.

Management believes that the use of consolidated FFO attributable to common shareholders, combined with net income (which remains the primary measure of performance), improves the understanding of operating results of REITs among the investing public and makes comparisons of REIT operating results more meaningful. Management believes that, by excluding gains or losses related to sales of previously depreciated real estate assets and excluding real estate asset depreciation and amortization, investors and analysts are able to readily identify the operating results of the long-term assets that form the core of a REIT’s activity and assist in comparing these operating results between periods or as compared to different companies.

See reconciliation of FFO to GAAP net income (loss) attributable to common shareholders under the caption “Year in Review” under Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.

 

- 19 -


Table of Contents

Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations

Business Overview

We are a self-administered and self-managed REIT that began operations through a related entity in 1972. As of December 31, 2010, we:

 

   

Owned or jointly controlled 793 industrial, office, medical office and other properties, of which 783 properties with more than 136.7 million square feet are in service and ten properties with approximately 3.8 million square feet are under development. The 783 in-service properties are comprised of 669 consolidated properties with approximately 114.1 million square feet and 114 jointly controlled properties with approximately 22.7 million square feet. The ten properties under development consist of eight consolidated properties with approximately 2.9 million square feet and two jointly controlled properties with approximately 866,000 square feet.

 

   

Owned, including through ownership interests in unconsolidated joint ventures, approximately 4,800 acres of land and controlled an additional 1,650 acres through purchase options.

We have three reportable operating segments, the first two of which consist of the ownership and rental of office and industrial real estate investments. The operations of our office and industrial properties, along with our medical office and retail properties, are collectively referred to as “Rental Operations.” Our medical office and retail properties do not meet the quantitative thresholds for separate presentation as reportable segments.

The third reportable segment consists of providing various real estate services such as property management, asset management, maintenance, leasing, development and construction management to third-party property owners and joint ventures, and is collectively referred to as “Service Operations.” Our reportable segments offer different products or services and are managed separately because each segment requires different operating strategies and management expertise. Our Service Operations segment also includes our taxable REIT subsidiary, a legal entity through which certain of the segment’s operations are conducted.

Through our Service Operations reportable segment, we have historically developed or acquired properties with the intent to sell (hereafter referred to as “Build-for-Sale” properties). Build-for-Sale properties were generally identified as such prior to construction commencement and were sold within a relatively short time after being placed in service. Build-for-Sale properties, which are no longer part of our operating strategy, did not represent a significant component of our operations in 2010 or 2009.

Operations Strategy

Our operational focus is to drive profitability, by maximizing cash from operations as well as Funds from Operations (“FFO”) through (i) maintaining and increasing property occupancy and rental rates by effectively managing our portfolio of existing properties; (ii) selectively developing new pre-leased medical office and build-to-suit projects at accretive returns; (iii) leveraging our construction expertise to act as a general contractor or construction manager on a fee basis; and (iv) providing a full line of real estate services to our tenants and to third parties.

 

- 20 -


Table of Contents

Asset Strategy

Our asset strategy is to reposition our investment among product types and further diversify our geographic presence. Our strategic objectives include (i) increasing our investment in quality industrial properties in both existing markets and select new markets; (ii) expanding our medical office portfolio nationally to take advantage of demographic trends; (iii) increasing our asset investment in markets we believe provide the best potential for future growth; and (iv) reducing our investment in suburban office properties located primarily in the Midwest as well as reducing our investment in other non-strategic assets. We are executing our asset strategy through our disciplined approach in identifying accretive acquisition opportunities and our focused development initiatives, which are financed primarily from our active asset disposition program.

Capital Strategy

Our capital strategy is to maintain a strong balance sheet by actively managing the components of our capital structure, in coordination with the execution of our overall operating and asset strategy. We are focused on maintaining investment grade ratings from our credit rating agencies with the ultimate goal of improving the key metrics that formulate our credit ratings.

In support of our capital strategy, as well as our asset strategy, we employ an asset disposition program to sell non-strategic real estate assets, which generates proceeds that can be recycled primarily into new property investments that better fit our growth objectives both within the industrial and medical office product types and in markets that provide the best future growth potential.

We continue to focus on improving our balance sheet by maintaining a balanced and flexible capital structure which includes: (i) extending and sequencing the maturity dates of our outstanding debt obligations; (ii) borrowing primarily at fixed rates by targeting a variable rate component of total debt less than 20%; (iii) issuing common equity from time-to-time to maintain appropriate leverage parameters or support significant strategic acquisitions; and (iv) generating proceeds from the sale of non-strategic properties. With our successes to date and continued focus on strengthening our balance sheet, we believe we are well-positioned for future growth.

Year in Review

After the recessionary conditions of 2008 and most of 2009, the economy and business fundamentals improved during 2010, although unemployment, tax legislation matters and related issues remained key areas of concern. There also continued to be an oversupply of leasable space in many markets and product types, particularly in suburban office properties, as improvement in the commercial real estate industry lagged behind improvement in many other areas of the general economy. Many property owners continued to reduce rental rates and offer increased capital expenditure allowances in order to compete for the available transactions in the marketplace. During 2010, however, we had a strong increase in leasing volume, which helped offset rental rate decreases that continued in many markets.

We also made significant progress during 2010 on our asset strategy of increasing our industrial and medical office portfolio while reducing our exposure to suburban office properties, primarily through our disposition and acquisition activity. Overall, we believe 2010 was a successful year in all aspects of our strategic focus. The efforts in our operations, asset and capital strategies contributed to our positive performance.

 

- 21 -


Table of Contents

Net loss attributable to common shareholders for the year ended December 31, 2010, was $14.1 million, or $.07 per share (diluted), compared to a net loss of $333.6 million, or $1.67 per share (diluted) for the year ended December 31, 2009. The significant reduction in net loss from 2009 was the result of a $292.7 million decrease in non-cash impairment charges as well as a $53.6 million increase in gains on sales of properties. Partially offsetting the positive changes in impairment charges and property sales was a $28.1 million increase in interest expense that was primarily driven by a decrease in interest costs capitalized to development projects. FFO attributable to common shareholders totaled $298.0 million for the year ended December 31, 2010, compared to $12.9 million for 2009, with the increase resulting from the same factors, excluding gains on property sales, which improved the results attributable to common shareholders in 2010.

Industry analysts and investors use FFO as a supplemental operating performance measure of an equity REIT. The National Association of Real Estate Investment Trusts (“NAREIT”) created FFO as a supplemental measure of REIT operating performance that excludes historical cost depreciation, among other items, from net income determined in accordance with accounting principles generally accepted in the United States of America (“GAAP”). FFO is a non-GAAP financial measure. The most comparable GAAP measure is net income (loss) attributable to common shareholders. Consolidated FFO attributable to common shareholders should not be considered as a substitute for net income (loss) attributable to common shareholders or any other measures derived in accordance with GAAP and may not be comparable to other similarly titled measures of other companies. FFO is calculated in accordance with the definition that was adopted by the Board of Governors of NAREIT.

Historical cost accounting for real estate assets in accordance with GAAP implicitly assumes that the value of real estate assets diminishes predictably over time. Since real estate values instead have historically risen or fallen with market conditions, many industry analysts and investors have considered presentation of operating results for real estate companies that use historical cost accounting to be insufficient by themselves. FFO, as defined by NAREIT, represents GAAP net income (loss), excluding extraordinary items as defined under GAAP and gains or losses from sales of previously depreciated real estate assets, plus certain non-cash items such as real estate asset depreciation and amortization, and after similar adjustments for unconsolidated partnerships and joint ventures.

Management believes that the use of consolidated FFO attributable to common shareholders, combined with net income (which remains the primary measure of performance), improves the understanding of operating results of REITs among the investing public and makes comparisons of REIT operating results more meaningful. Management believes that, by excluding gains or losses related to sales of previously depreciated real estate assets and excluding real estate asset depreciation and amortization, investors and analysts are able to readily identify the operating results of the long-term assets that form the core of a REIT’s activity and assist in comparing these operating results between periods or as compared to different companies. The following table shows a reconciliation of net income (loss) attributable to common shareholders to the calculation of consolidated FFO attributable to common shareholders for the years ended December 31, 2010, 2009 and 2008, respectively (in thousands):

 

- 22 -


Table of Contents
         2010     2009     2008  
 

Net income (loss) attributable to common shareholders

   $ (14,108   $ (333,601   $ 50,408   
 

Adjustments:

      
 

Depreciation and amortization

     360,184        340,126        314,952   
 

Company share of joint venture depreciation and amortization

     34,674        36,966        38,321   
 

Earnings from depreciable property sales – wholly owned

     (72,716     (19,123     (16,961
 

Earnings from depreciable property sales – share of joint venture

     (2,308     -            (495
 

Noncontrolling interest share of adjustments

     (7,771     (11,514     (16,527
                          
 

Consolidated Funds From Operations attributable to common shareholders

   $ 297,955      $ 12,854      $ 369,698   
                          

As the economy improved in 2010, we executed in all areas of the operations, asset, and capital strategies that we established in 2009. Of specific note was the significant progress made in our efforts to increase the concentration within our portfolio towards the industrial and medical office product types in stronger growth markets. Highlights of our 2010 strategic activities are as follows:

 

   

On July 1, 2010, we acquired our joint venture partner’s 50% interest in Dugan Realty, L.L.C. (“Dugan”), a real estate joint venture that we had previously accounted for using the equity method, for a net cash payment of $138.6 million. As the result of this transaction, we obtained 100% of Dugan’s membership interests. Dugan had secured debt, which, at the time of acquisition, had a total face value of $283.0 million. Dugan owned 106 industrial buildings totaling 20.8 million square feet and 62.6 net acres of undeveloped land located in Midwest and Southeast markets.

 

   

On December 30, 2010, we completed the acquisition of the first tranche of the Premier Realty Corporation South Florida property portfolio (the “Premier Portfolio”) for $281.7 million, including the assumption of secured debt that had a face value of $155.7 million. The first tranche includes 39 buildings, totaling more than 3.4 million square feet, nearly all of which are industrial properties. The Premier Portfolio, in its entirety, includes 51 industrial and five office buildings with over 4.9 million rentable square feet and four ground leases, for a total price of approximately $449.4 million. The remainder of the acquisition is under contract and expected to close in early 2011, subject to the execution of certain debt assumptions and customary closing conditions.

 

   

We generated $499.5 million of total net cash proceeds from the disposition of 36 wholly-owned buildings, either through outright sales or partial sales to unconsolidated joint ventures, as well as 130 acres of wholly-owned undeveloped land. Included in the wholly-owned building dispositions in 2010 is the sale of seven suburban office buildings, totaling over 1.0 million square feet, to a newly formed subsidiary of an existing 20% owned joint venture. These buildings were sold to the joint venture for an agreed value of $173.9 million, of which our 80% share of proceeds totaled $139.1 million. We expect to sell additional buildings to this joint venture by the end of the second quarter 2011, subject to financing and other customary closing conditions. The total 2011 sale is under contract and expected to consist of 13 office buildings, totaling over 2.0 million square feet, with an agreed upon value of $342.8 million, which is expected to generate proceeds of $274.2 million for the 80% portion that we sell.

 

   

We have limited our new development starts to selected projects in markets or product types expected to have strong future rent growth and demand or projects that have significant pre-leasing. The total estimated cost of our consolidated properties under construction was $151.5 million at December 31, 2010 with $47.2 million of such costs incurred through that date. Our total estimated cost for jointly controlled properties under construction was $176.0 million at December 31, 2010 with $106.2 million of costs incurred through that date.

 

- 23 -


Table of Contents
   

The occupancy level for our in-service portfolio of consolidated properties increased from 87.6% at December 31, 2009 to 89.1% at December 31, 2010. The increase in occupancy was driven by a significant increase in total leasing volume as, during 2010, we had our highest total leasing volume since 2007. A significant portion of the leasing volume in 2010 was related to buildings where development was started on a speculative basis between 2005 and 2008.

 

   

Despite the continued challenges presented by the overall economy, total leasing activity for our consolidated properties totaled 20.4 million square feet in 2010 compared to 15.3 million square feet in 2009.

 

   

Total leasing activity for our consolidated properties in 2010 included 10.1 million square feet of renewals, which represented a 77.2% success rate but resulted in a 4.9% reduction in net effective rents.

We executed a number of significant transactions in support of our capital strategy during 2010 in order to optimally sequence our unsecured debt maturities, manage our overall leverage profile, and support our acquisition strategy. Highlights of our key financing activities in 2010 are as follows:

 

   

In January 2010, we repaid $99.8 million of senior unsecured notes, which had an effective interest rate of 5.37%, on their scheduled maturity date.

 

   

In April 2010, we issued $250.0 million of 10-year unsecured debt, which bears interest at an effective rate of 6.75%.

 

   

In June 2010, we issued 26.5 million shares of common stock at $11.75 per share, which generated net proceeds of $298.1 million.

 

   

During 2010, through a cash tender offer and open market transactions, we repurchased certain of our outstanding series of unsecured notes scheduled to mature in 2011 and 2013, which had a weighted average stated interest rate of 4.48%. In total, we repurchased unsecured notes that had a face value of $279.9 million.

 

   

During 2010, we also completed open market repurchases of approximately 4.5 million shares of our 8.375% Series O preferred stock. We repurchased preferred shares that had a face value of $112.1 million.

Key Performance Indicators

Our operating results depend primarily upon rental income from our industrial, office, medical office and retail properties (collectively referred to as “Rental Operations”). The following discussion highlights the areas of Rental Operations that we consider critical drivers of future revenues.

Occupancy Analysis: As discussed above, our ability to maintain high occupancy rates is a principal driver of maintaining and increasing rental revenue from continuing operations. The following table sets forth occupancy information regarding our in-service portfolio of consolidated rental properties as of December 31, 2010 and 2009, respectively (in thousands, except percentage data):

 

     Total
Square Feet
     Percent of
Total Square Feet
    Percent Leased  

Type

   2010      2009      2010     2009     2010     2009  
Industrial      81,897         56,426         71.8     62.3     90.6     89.4
Office      29,265         31,073         25.7     34.3     85.4     84.7
Other (Medical Office and Retail)      2,916         3,082         2.5     3.4     85.7     82.9
                                      

Total

     114,078         90,581         100.0     100.0     89.1     87.6
                                      

 

- 24 -


Table of Contents

The increase in occupancy at December 31, 2010 compared to December 31, 2009 is primarily because we achieved a volume of executed leases in 2010 that was the highest since 2007, with a significant portion of that volume related to buildings where development was started on a speculative basis between 2005 and 2008. Our ongoing ability to maintain favorable occupancy levels may be adversely affected by the continued effects of the economic recession on current and prospective tenants and such a reduction in the level of occupancy may have an adverse impact on revenues from rental operations.

Lease Expiration and Renewals: Our ability to maintain and improve occupancy rates primarily depends upon our continuing ability to re-lease expiring space. The following table reflects our consolidated in-service portfolio lease expiration schedule by property type as of December 31, 2010. The table indicates square footage and annualized net effective rents (based on December 2010 rental revenue) under expiring leases (in thousands, except percentage data):

 

     Total Portfolio     Industrial      Office      Other  

Year of Expiration

   Square
Feet
    Ann. Rent
Revenue
     % of
Revenue
    Square
Feet
    Ann. Rent
Revenue
     Square
Feet
    Ann. Rent
Revenue
     Square
Feet
    Ann. Rent
Revenue
 

2011

     11,504      $ 66,476         10     8,875      $ 34,325         2,585      $ 31,552         44      $ 599   

2012

     9,177        65,612         9     6,226        27,327         2,890        37,184         61        1,101   

2013

     14,713        100,084         15     10,626        43,031         4,033        55,980         54        1,073   

2014

     12,012        72,919         11     9,102        34,097         2,747        36,029         163        2,793   

2015

     12,389        73,126         11     9,557        36,249         2,807        36,327         25        550   

2016

     9,309        52,548         8     7,289        26,675         1,937        23,981         83        1,892   

2017

     7,069        46,303         7     5,381        20,586         1,393        19,410         295        6,307   

2018

     5,461        49,951         7     3,155        12,008         1,766        25,407         540        12,536   

2019

     3,670        40,840         6     1,603        7,067         1,795        27,001         272        6,772   

2020

     6,974        48,653         7     5,107        18,325         1,469        22,049         398        8,279   

2021 and Thereafter

     9,381        65,984         9     7,244        30,523         1,573        22,081         564        13,380   
                                                                           
     101,659      $ 682,496         100     74,165      $ 290,213         24,995      $ 337,001         2,499      $ 55,282   
                                                                           

Total Portfolio Square Feet

     114,078             81,897           29,265           2,916     
                                             

Percent Leased

     89.1          90.6        85.4        85.7  
                                             

We renewed 77.2% and 82.0% of our leases up for renewal totaling approximately 10.1 million and 8.8 million square feet in 2010 and 2009, respectively. There was a 4.9% decline in net effective rents on these renewals during 2010, compared to a 2.2% increase in 2009. Although general economic conditions have improved since 2009, there continues to be an over-supply of rentable space in many markets that has necessitated a continuation of the 2009 trend toward a reduction in overall rental rates in order to maintain occupancy. Our lease renewal percentages over the past three years have remained at a relatively consistent success rate. The effects of future economic conditions upon our base of existing tenants may adversely affect our ability to continue to achieve this renewal rate.

Acquisition and Disposition Activity: In 2010, we consolidated 106 industrial buildings as the result of acquiring Dugan. We also acquired 38 industrial buildings and one office building as a result of closing the first tranche of the Premier Portfolio. We expect to complete the purchase of the Premier Portfolio, which is under contract, in early 2011 and will continue to evaluate other acquisition opportunities to the extent they support our overall strategy. In addition to these two transactions, we purchased an additional 10 industrial buildings, two office buildings and one medical office building in 2010. Including the additional 50% ownership interest in Dugan, we acquired real estate and other assets totaling $901.5 million in 2010.

In 2009, we acquired $32.1 million of income producing properties comprised of three industrial real estate properties in Savannah, Georgia.

 

- 25 -


Table of Contents

Net cash proceeds related to the dispositions of wholly owned undeveloped land and buildings totaled $499.5 million in 2010, compared to $288.2 million in 2009. Included in the wholly owned building dispositions in 2010 is the previously mentioned sale of seven suburban office buildings, totaling over 1.0 million square feet, to a newly formed subsidiary of an existing 20% owned joint venture. Our share of proceeds from sales of properties from within unconsolidated joint ventures in which we have less than a 100% interest totaled $15.0 million in 2010, and we had no such dispositions in 2009.

We intend to pursue additional disposition opportunities for non-strategic properties and land in accordance with our strategy. We believe that the number of dispositions we execute in 2011 will be impacted by the ability of prospective buyers to obtain favorable financing or pay cash, given the current state of the economy and credit markets in particular.

Future Development: Another source of our earnings growth is our wholly owned and joint venture development activities. We expect to generate future earnings from Rental Operations as the development properties are placed in service and leased. During 2010, we directed a significant portion of our available resources toward acquisition activities as well as limited our development activities to pre-leased industrial and medical office product types. We believe these two product lines will be the areas of greatest future growth.

We had 3.8 million square feet of consolidated or jointly controlled properties under development with total estimated costs upon completion of $327.5 million at December 31, 2010, compared to 1.6 million square feet of property under development with total estimated costs of $440.6 million at December 31, 2009. The square footage and estimated costs include both wholly owned and joint venture development activity at 100%.

The following table summarizes our properties under development as of December 31, 2010 (in thousands, except percentage data):

 

   

Ownership Type

   Square
Feet
     Percent
Leased
     Total
Estimated
Project
Costs
     Total
Incurred
to Date
     Amount
Remaining
to be Spent
 
 

Consolidated properties

     2,895         90%       $ 151,502       $ 47,181       $ 104,321   
 

Joint venture properties

     866         96%         175,985         106,150         69,835   
                                        
 

Total

     3,761         92%       $ 327,487       $ 153,331       $ 174,156   
                                        

Results of Operations

A summary of our operating results and property statistics for each of the years in the three-year period ended December 31, 2010, is as follows (in thousands, except number of properties and per share data):

 

- 26 -


Table of Contents
         2010     2009     2008  
 

Rental and related revenue

   $ 878,242      $ 842,232      $ 802,791   
 

General contractor and service fee revenue

     515,361        449,509        434,624   
 

Operating income (loss)

     227,728        (75,210     259,758   
 

Net income (loss) attributable to common shareholders

     (14,108     (333,601     50,408   
 

Weighted average common shares outstanding

     238,920        201,206        146,915   
 

Weighted average common shares and potential dilutive securities

     238,920        201,206        154,553   
 

Basic income (loss) per common share:

      
 

Continuing operations

   $ (0.22   $ (1.58   $ 0.17   
 

Discontinued operations

   $ 0.15      $ (0.09   $ 0.16   
 

Diluted income (loss) per common share:

      
 

Continuing operations

   $ (0.22   $ (1.58   $ 0.17   
 

Discontinued operations

   $ 0.15      $ (0.09   $ 0.16   
 

Number of in-service consolidated properties at end of year

     669        543        537   
 

In-service consolidated square footage at end of year

     114,078        90,581        90,101   
 

Number of in-service joint venture properties at end of year

     114        211        204   
 

In-service joint venture square footage at end of year

     22,657        43,248        40,948   

Comparison of Year Ended December 31, 2010 to Year Ended December 31, 2009

Rental and Related Revenue

The following table sets forth rental and related revenue from continuing operations by reportable segment for the years ended December 31, 2010 and 2009, respectively (in thousands):

 

     2010      2009  

Rental and Related Revenue:

     

Office

   $ 504,812       $ 523,695   

Industrial

     295,960         254,515   

Non-reportable segments

     77,470         64,022   
                 

Total

   $ 878,242       $ 842,232   
                 

The primary reasons for the increase in rental revenue from continuing operations, with specific references to a particular segment when applicable, are summarized below:

 

   

We consolidated 106 industrial buildings as a result of acquiring our joint venture partner’s 50% interest in Dugan on July 1, 2010. The consolidation of these buildings resulted in an increase of $38.7 million in rental and related revenue for the year ended December 31, 2010, as compared to the same period in 2009.

 

   

Including the December 30, 2010 acquisition of the first tranche of the Premier Portfolio, we acquired or consolidated an additional 56 properties and placed 18 developments in service from January 1, 2009 to December 31, 2010, which provided incremental revenues of $29.2 million in the year ended December 31, 2010.

 

   

We contributed 15 properties to an unconsolidated joint venture in 2009 and 2010, resulting in a $9.2 million reduction in rental and related revenue in 2010.

 

   

We sold eight properties in 2009 and 2010 that were excluded from discontinued operations as a result of continuing involvement in the properties through management agreements. These dispositions resulted in a decrease in rental and related revenue from continuing operations of $7.5 million in 2010.

 

   

Rental and related revenue includes lease termination fees, which relate to specific tenants who pay a fee to terminate their lease obligation before the end of the contractual lease term. Lease termination fees included in continuing operations decreased from $12.3 million in 2009 to $6.7 million in 2010.

 

- 27 -


Table of Contents
   

Average occupancy for the year ended December 31, 2010 decreased slightly for our office properties, while increasing for our industrial properties, when compared to the year ended December 31, 2009. These changes in occupancy, as well as decreases in rental rates in certain of our 2010 lease renewals, resulted in a net decrease to rental and related revenues which partially offset the increases generated from acquisitions and developments placed in service.

Rental Expenses and Real Estate Taxes

The following table reconciles rental expenses and real estate taxes by reportable segment to our total reported amounts in the statements of operations for the years ended December 31, 2010 and 2009, respectively (in thousands):

 

     2010      2009  

Rental Expenses:

     

Office

   $ 146,279       $ 147,774   

Industrial

     32,880         27,016   

Non-reportable segments

     18,826         17,480   
                 

Total

   $ 197,985       $ 192,270   
                 

Real Estate Taxes:

     

Office

   $ 67,104       $ 68,055   

Industrial

     43,814         36,383   

Non-reportable segments

     7,088         6,751   
                 

Total

   $ 118,006       $ 111,189   
                 

Of the overall $5.7 million increase in rental expenses in 2010 compared to 2009, $4.4 million was attributable to the consolidation of the 106 industrial buildings in Dugan. There were also incremental costs of $6.2 million associated with the additional 56 properties acquired or otherwise consolidated and 18 developments placed in service. These increases were partially offset by a decrease in rental expenses of approximately $3.3 million related to 23 properties that were sold in 2009 and 2010, but did not meet the criteria for classification as discontinued operations.

Overall, real estate taxes increased by $6.8 million in 2010 compared to 2009. The primary reason for this increase is the consolidation of an additional 106 industrial buildings related to the acquisition of Dugan, which resulted in incremental real estate taxes of $7.1 million. There were also incremental costs of $3.1 million associated with the additional 56 properties acquired or otherwise consolidated and 18 developments placed in service. These increases were partially offset by a decrease in real estate taxes of approximately $2.7 million related to 23 properties that were sold in 2009 and 2010, but did not meet the criteria for classification as discontinued operations.

Service Operations

The following table sets forth the components of the Service Operations reportable segment (excluding Build-for-Sale Properties) for the years ended December 31, 2010 and 2009, respectively (in thousands):

 

     2010     2009  

Service Operations:

    

General contractor and service fee revenue

   $ 515,361      $ 449,509   

General contractor and other services expenses

     (486,865     (427,666
                

Total

   $ 28,496      $ 21,843   
                

Service Operations primarily consist of the leasing, property management, asset management, development, construction management and general contractor services for joint venture properties and properties owned by third parties. Service Operations are heavily influenced by the current state of the economy, as leasing and property management fees are dependent upon occupancy while construction and development services rely on the expansion of business operations of third-party property owners

 

- 28 -


Table of Contents

and joint venture partners. The increase in earnings from Service Operations was largely the result of an overall increase in third-party construction volume and fees.

Depreciation and Amortization Expense

Depreciation and amortization expense increased from $323.4 million in 2009 to $349.1 million in 2010 due to increases in our real estate asset base from properties acquired or consolidated and developments placed in service during 2010 and 2009. The consolidation of 106 additional industrial properties related to the July 1, 2010 acquisition of our partner’s ownership interest in Dugan resulted in $25.4 million of additional depreciation expense.

Equity in Earnings of Unconsolidated Companies

Equity in earnings represents our ownership share of net income or loss from investments in unconsolidated companies that generally own and operate rental properties and develop properties for sale. Equity in earnings decreased from $9.9 million in 2009 to $8.0 million in 2010. The decrease was largely the result of the acquisition of Dugan, which was previously accounted for under the equity method, which took place on July 1, 2010.

Gain on Sale of Properties

Gains on sales of properties classified in continuing operations increased from $12.3 million in 2009 to $39.7 million in 2010. We sold nine properties in 2009 compared to 17 properties in 2010. Because the properties sold in 2009 and 2010 either had insignificant operations prior to sale or because we maintained varying forms of continuing involvement after sale, they are not classified within discontinued operations. Seven of the properties sold in 2010, with a combined gain on sale of $31.9 million, were made to a newly formed subsidiary of an existing 20% owned joint venture to which we expect to sell additional properties during 2011.

Impairment Charges

Impairment charges classified in continuing operations include the impairment of undeveloped land and buildings, investments in unconsolidated subsidiaries and other real estate related assets. The decrease from $275.6 million in 2009 to $9.8 million in 2010 is primarily due to the following activity:

 

   

In 2010, we sold approximately 60 acres of land, in two separate transactions, which resulted in impairment charges of $9.8 million. These sales were opportunistic in nature and we had not identified or actively marketed this land for disposition, as it was previously intended to be held for development.

 

   

A result of the refinement of our business strategy that took place in 2009 was the decision to dispose of approximately 1,800 acres of land, which had a total cost basis of $385.3 million, rather than holding it for future development. Our change in strategy for this land triggered the requirement to conduct an impairment analysis, which resulted in a determination that a significant portion of the land, representing over 35% of the land’s carrying value, was impaired. We recognized impairment charges on land of $136.6 million in 2009, primarily as the result of writing down to fair value the land that was identified for disposition and determined to be impaired.

 

   

Also in 2009, an impairment charge of $78.1 million was recognized for 28 office, industrial and retail buildings. Nine of these properties met the criteria for discontinued operations at December 31, 2010, either as a result of being sold or classified as held-for-sale, and the $26.9 million of

 

- 29 -


Table of Contents
 

impairment charges related to these properties is accordingly reflected in discontinued operations. The impairment analysis was triggered either as the result of changes in management’s strategy, resulting in certain buildings being identified as non-strategic, or changes in market conditions.

 

   

We hold a 50% ownership interest in an unconsolidated entity (the “3630 Peachtree joint venture”) whose sole activity is the development and operation of the office component of a multi-use office and residential high-rise building located in the Buckhead sub-market of Atlanta. We recognized an impairment charge in 2009 to write off our $14.4 million investment in the 3630 Peachtree joint venture as the result of an other-than-temporary decline in value. As a result of the joint venture’s obligations to the lender in its construction loan agreement, the likelihood that our partner will be unable to contribute their share of the additional equity to fund the joint venture’s future capital costs, and ultimately from our contingent obligation stemming from our joint and several guarantee of the joint venture’s loan, we recorded an additional liability of $36.3 million in 2009 for our probable future obligation to the lender.

 

   

In 2009, we recognized a $5.8 million charge on our investment in an unconsolidated joint venture (the “Park Creek joint venture”).

 

   

We recognized $31.5 million of impairment charges on other real estate related assets in 2009, which related primarily to reserving loans receivable from other real estate entities, as well as writing off previously deferred development costs.

General and Administrative Expense

General and administrative expense decreased from $47.9 million in 2009 to $41.3 million in 2010. General and administrative expenses consist of two components. The first component includes general corporate expenses and the second component includes the indirect operating costs not allocated to the development or operations of our owned properties and Service Operations. The decrease in general and administrative expenses resulted from a $9.6 million reduction in our total overhead costs, which was largely a result of reduced severance charges when compared to 2009. The reduction in overall overhead expenses was partially offset by a $3.3 million decrease in overhead costs absorbed by an allocation to leasing, construction and other areas, which was primarily a result of lower wholly owned construction and development activities than in 2009.

Interest Expense

Interest expense from continuing operations increased from $206.0 million in 2009 to $239.4 million in 2010. The increase was largely the result of a $15.4 million decrease in the capitalization of interest costs, due to properties previously undergoing significant development activities being placed in service or otherwise not meeting the criteria for the capitalization of interest. The remaining increase in interest expense was largely the result of our 2010 acquisition activity which, in addition to other uses of capital, drove higher overall borrowings in 2010.

 

- 30 -


Table of Contents

Gain (Loss) on Debt Transactions

During 2010, through a cash tender offer and open market transactions, we repurchased certain of our outstanding series of unsecured notes scheduled to mature in 2011 and 2013. In total, we paid $292.2 million for unsecured notes that had a face value of $279.9 million. We recognized a net loss on extinguishment of $16.3 million after considering the write-off of unamortized deferred financing costs, discounts and other accounting adjustments.

During 2009, we repurchased certain of our outstanding series of unsecured notes scheduled to mature in 2009 through 2011. The majority of our debt repurchases during 2009 were of our 3.75% Exchangeable Senior Notes (“Exchangeable Notes”). In total, we paid $500.9 million for unsecured notes that had a face value of $542.9 million, recognizing a net gain on extinguishment of $27.5 million after considering the write-off of unamortized deferred financing costs, discounts and other accounting adjustments. Partially offsetting these gains, we recognized $6.8 million of expense in 2009 for the write-off of fees paid for a pending secured financing that we cancelled in the third quarter of 2009.

Income Taxes

We recognized an income tax benefit of $1.1 million and $6.1 million, respectively, in 2010 and 2009.

We recorded a net valuation allowance of $7.3 million against our deferred tax assets during 2009. The valuation allowance was recorded as the result of changes to our projections for future taxable income within our taxable REIT subsidiary. The decreased projection of taxable income was the result of a revision in strategy, whereby we determined that we would indefinitely discontinue the development of Build-for-Sale properties, necessitating the revision of our taxable income projections.

Discontinued Operations

The results of operations for properties sold during the year to unrelated parties or classified as held-for-sale at the end of the period, and meet the applicable criteria, are required to be classified as discontinued operations. The property specific components of earnings that are classified as discontinued operations include rental revenues, rental expenses, real estate taxes, allocated interest expense and depreciation expense, impairment charges as well as the net gain or loss on the disposition of properties.

The operations of 41 buildings are currently classified as discontinued operations. These 41 properties consist of 12 industrial, 27 office, and two retail properties. As a result, we classified income, before gain on sales and impairment charges, of $2.7 million, $2.9 million and $8.5 million in discontinued operations for the years ended December 31, 2010, 2009 and 2008, respectively.

Of these properties, 19 were sold during 2010, five properties were sold during 2009 and eight properties were sold during 2008. The gains on disposal of these properties of $33.1 million, $6.8 million and $17.0 million for the years ended December 31, 2010, 2009 and 2008, respectively, are also reported in discontinued operations. Discontinued operations also includes impairment charges of $26.9 million and $1.3 million for the years ended December 31, 2009 and 2008, respectively, recognized on properties that were subsequently sold. There are nine properties classified as held-for-sale at December 31, 2010.

Comparison of Year Ended December 31, 2009 to Year Ended December 31, 2008

Rental and Related Revenue

The following table sets forth rental and related revenue from continuing operations by reportable segment for the years ended December 31, 2009 and 2008, respectively (in thousands):

 

- 31 -


Table of Contents
     2009      2008  

Rental and Related Revenue:

     

Office

   $ 523,695       $ 509,203   

Industrial

     254,515         245,663   

Non-reportable segments

     64,022         47,925   
                 

Total

   $ 842,232       $ 802,791   
                 

The primary reasons for the increase in rental revenue from continuing operations, with specific references to a particular segment when applicable, are summarized below:

 

   

In 2009, we acquired three properties, consolidated two retail properties in which we previously had a partial ownership interest, and placed 15 developments in service. The acquisitions and developments provided incremental revenues of $1.4 million and $7.2 million, respectively. The two retail properties that were consolidated in 2009 provided $16.3 million of incremental revenues. Of the development properties placed in service in 2009, ten were medical office properties accounting for $4.1 million of the $7.2 million incremental revenues.

 

   

Acquisitions and developments that were placed in service in 2008 provided $422,000 and $31.9 million, respectively, of incremental revenue in 2009.

 

   

Lease termination fees included in rental and related revenue from continuing operations increased from $9.2 million in 2008 to $12.3 million in 2009.

 

   

We contributed five properties to an unconsolidated joint venture in 2008, resulting in a $2.2 million reduction in revenues for the year ended December 31, 2009, as compared to the same period in 2008.

 

   

The increase in rental revenues was partially offset by a $6.8 million increase in expense related to doubtful receivables, including both contractual and straight-line receivables, as a result of economic conditions during 2009.

 

   

Decreases in rental rates and occupancy in certain of our existing properties, resulting from the economy’s impact on the leasing environment, partially offset the above-mentioned items.

Rental Expenses and Real Estate Taxes

The following table reconciles rental expenses and real estate taxes by reportable segment to our total reported amounts in the statements of operations for the years ended December 31, 2009 and 2008, respectively (in thousands):

 

     2009      2008  

Rental Expenses:

     

Office

   $ 147,774       $ 141,993   

Industrial

     27,016         27,154   

Non-reportable segments

     17,480         10,226   
                 

Total

   $ 192,270       $ 179,373   
                 

Real Estate Taxes:

     

Office

   $ 68,055       $ 62,546   

Industrial

     36,383         29,992   

Non-reportable segments

     6,751         3,334   
                 

Total

   $ 111,189       $ 95,872   
                 

Of the overall $12.9 million increase in rental expenses in 2009 compared to 2008, $10.2 million was attributable to properties acquired or consolidated and developments placed in service from January 1, 2008 through December 31, 2009.

 

- 32 -


Table of Contents

Of the overall $15.3 million increase in real estate taxes in 2009 compared to 2008, $9.8 million was attributable to properties acquired or consolidated and developments placed in service from January 1, 2008 through December 31, 2009. The remaining increase in real estate taxes was driven by increases in tax rates and assessed values on our existing properties.

Service Operations

The following table sets forth the components of the Service Operations reportable segment (excluding Build-for-Sale Properties) for the years ended December 31, 2009 and 2008, respectively (in thousands):

 

     2009     2008  

Service Operations:

    

General contractor and service fee revenue

   $ 449,509      $ 434,624   

General contractor and other services expenses

     (427,666     (418,743
                

Total

   $ 21,843      $ 15,881   
                

The increase in earnings from Service Operations was primarily a result of general contractor expenses being higher than usual in 2008 as a result of increases in our total cost estimates for two third-party fixed price construction contracts, which reduced the margins on the contracts.

Depreciation and Amortization Expense

Depreciation and amortization expense increased from $293.0 million in 2008 to $323.4 million in 2009 due to increases in our real estate asset base from properties acquired or consolidated and developments placed in service during 2008 and 2009.

Equity in Earnings of Unconsolidated Companies

Equity in earnings decreased from $23.8 million in 2008 to $9.9 million in 2009. The decrease was primarily a result of our share of the gain on sale of five properties from unconsolidated subsidiaries in 2008 totaling $10.1 million, compared to no such sales in 2009. The decreased gains on property sales were partially offset as the result of consolidating two retail joint ventures in April 2009, for which our share of net loss was $3.5 million in 2008. The remaining decrease in equity in earnings is primarily due to a decrease in operating income within certain of our joint ventures due to decreased occupancy in the underlying rental properties.

Gain on Sale of Properties

Gains on sales of properties decreased from $39.1 million in 2008 to $12.3 million in 2009. We sold 14 properties in 2008 compared to nine properties in 2009. The properties sold in 2008 were part of our Build-for-Sale program, which is no longer a significant part of our Service Operations. Because the properties sold in 2008 and 2009 either had insignificant operations prior to sale or because we maintained varying forms of continuing involvement after sale, they are not classified within discontinued operations.

Earnings from Sales of Land

Earnings from sales of land decreased from $12.7 million in 2008 to $357,000 in 2009. The decrease in earnings was the result of the current state of the real estate market, as fewer developers are willing to make speculative purchases of land for future development.

Impairment Charges

Impairment charges classified in continuing operations include the impairment of undeveloped land and buildings, investments in unconsolidated subsidiaries and other real estate related assets. The increase

 

- 33 -


Table of Contents

from $10.2 million in 2008 to $275.6 million in 2009 is primarily due to a refinement of our business strategy coupled with decreases in real estate values and is comprised of the following activity:

 

   

A result of the refinement of our business strategy that took place in 2009 was the decision to dispose of approximately 1,800 acres of land, which had a total cost basis of $385.3 million, rather than holding it for future development. Our change in strategy for this land triggered the requirement to conduct an impairment analysis, which resulted in a determination that a significant portion of the land, representing over 35% of the land’s carrying value, was impaired. We recognized impairment charges on land of $136.6 million in 2009, primarily as the result of writing down to fair value the land that was identified for disposition and determined to be impaired.

 

   

Also in 2009, an impairment charge of $78.1 million was recognized for 28 office, industrial and retail buildings. Nine of these properties met the criteria for discontinued operations, either as a result of being sold or classified as held-for-sale, and the $26.9 million of impairment charges related to these properties is accordingly reflected in discontinued operations. The impairment analysis was triggered either as the result of changes in management’s strategy, resulting in certain buildings being identified as non-strategic, or changes in market conditions.

 

   

We recognized an impairment charge in 2009 to write off our $14.4 million investment in the 3630 Peachtree joint venture as the result of an other-than-temporary decline in value. As a result of the joint venture’s obligations to the lender in its construction loan agreement, the likelihood that our partner will be unable to contribute their share of the additional equity to fund the joint venture’s future capital costs, and ultimately from our contingent obligation stemming from our joint and several guarantee of the joint venture’s loan, we recorded an additional liability of $36.3 million in 2009 for our probable future obligation to the lender.

 

   

In 2009, we recognized a $5.8 million charge on our investment in the Park Creek joint venture.

 

   

We recognized $31.5 million of impairment charges on other real estate related assets in 2009, which related primarily to reserving loans receivable from other real estate entities, as well as writing off previously deferred development costs.

 

   

In 2008, as the result of a re-assessment of our intended use of some of our land holdings, we recognized non-cash impairment charges on seven of our tracts of undeveloped land totaling $8.6 million. Also, as the result of the economy’s negative effect on real estate selling prices, we recognized $2.8 million of impairment charges on two of our Build-for-Sale properties that were under construction at December 31, 2008, and were expected to sell in 2009. One of these properties met the criteria for discontinued operations upon sale and the $1.3 million impairment charge related to this property is accordingly reflected in discontinued operations.

General and Administrative Expense

General and administrative expense increased from $39.5 million in 2008 to $47.9 million in 2009. The increase in general and administrative expenses is primarily the result of a $4.8 million increase in severance pay. Other than this expense item, we reduced our total overhead costs by $22.7 million to compensate for the reduction in the volume of leasing and construction activity. However, the absorption of actual overhead costs by an allocation to leasing, construction and other areas decreased by $26.3 million, which, when netted with the $22.7 million reduction in costs, resulted in the remaining increase in general and administrative expenses.

 

- 34 -


Table of Contents

Interest Expense

Interest expense from continuing operations increased from $184.0 million in 2008 to $206.0 million in 2009, primarily as a result of a $26.6 million decrease in capitalization of interest costs, due to properties previously undergoing significant development activities being placed in service or otherwise not meeting the criteria for the capitalization of interest. Additionally, as the result of the conditions in the credit markets driving up interest rates on new borrowings in 2009, the weighted average interest rate on our total outstanding borrowings increased from 5.43% at December 31, 2008 to 6.36% at December 31, 2009.

Gain on Debt Transactions

During 2009, we repurchased certain of our outstanding series of unsecured notes scheduled to mature in 2009 through 2011. The majority of our debt repurchases during 2009 were of our Exchangeable Notes. In total, we paid $500.9 million for unsecured notes that had a face value of $542.9 million, recognizing a net gain on extinguishment of approximately $27.5 million after considering the write-off of unamortized deferred financing costs, discounts and other accounting adjustments. Partially offsetting these gains, we recognized $6.8 million of expense in 2009 for the write-off of fees paid for a pending secured financing that we cancelled in the third quarter of 2009.

Income Taxes

We recognized an income tax benefit of $6.1 million and $7.0 million, respectively, in 2009 and 2008.

We recorded a net valuation allowance of $7.3 million against our deferred tax assets during 2009. The valuation allowance was recorded as the result of changes to our projections for future taxable income within our taxable REIT subsidiary. The decreased projection of taxable income was the result of a revision in strategy, whereby we determined that we would indefinitely discontinue the development of Build-for-Sale properties, necessitating the revision of our taxable income projections. Notwithstanding the valuation allowance recorded during 2009, our taxable REIT subsidiary recognized significantly higher taxable losses in 2009 than in 2008 as the result of the timing and profitability of land and building sales.

Critical Accounting Policies

The preparation of our consolidated financial statements in conformity with GAAP requires us to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reported period. Our estimates, judgments and assumptions are inherently subjective and based on the existing business and market conditions, and are therefore continually evaluated based upon available information and experience. Note 2 to the Consolidated Financial Statements includes further discussion of our significant accounting policies. Our management has assessed the accounting policies used in the preparation of our financial statements and discussed them with our Audit Committee and independent auditors. The following accounting policies are considered critical based upon materiality to the financial statements, degree of judgment involved in estimating reported amounts and sensitivity to changes in industry and economic conditions:

Accounting for Joint Ventures: We analyze our investments in joint ventures to determine if the joint venture is a variable interest entity (a “VIE”) and would require consolidation. We (i) evaluate the sufficiency of the total equity at risk, (ii) review the voting rights and decision-making authority of the equity investment holders as a group, and whether there are any guaranteed returns, protection against

 

- 35 -


Table of Contents

losses, or capping of residual returns within the group and (iii) establish whether activities within the venture are on behalf of an investor with disproportionately few voting rights in making this VIE determination. We would consolidate a venture that is determined to be a VIE if we were the primary beneficiary. Beginning January 1, 2010, a new accounting standard became effective and changed the method by which the primary beneficiary of a VIE is determined to a primarily qualitative approach whereby the variable interest holder, if any, that controls a VIE’s most significant activities is the primary beneficiary. To the extent that our joint ventures do not qualify as VIEs, we further assess each partner’s substantive participating rights to determine if the venture should be consolidated.

We have equity interests in unconsolidated joint ventures that own and operate rental properties and hold land for development. To the extent applicable, we consolidate those joint ventures that are considered to be VIE’s where we are the primary beneficiary. For non-variable interest entities, we consolidate those joint ventures that we control through majority ownership interests or where we are the managing entity and our partner does not have substantive participating rights. Control is further demonstrated by the ability of the general partner to manage day-to-day operations, refinance debt and sell the assets of the joint venture without the consent of the limited partner and inability of the limited partner to replace the general partner. We use the equity method of accounting for those joint ventures where we do not have control over operating and financial policies. Under the equity method of accounting, our investment in each joint venture is included on our balance sheet; however, the assets and liabilities of the joint ventures for which we use the equity method are not included on our balance sheet.

To the extent that we contribute assets to a joint venture, our investment in the joint venture is recorded at our cost basis in the assets that were contributed to the joint venture. To the extent that our cost basis is different than the basis reflected at the joint venture level, the basis difference is amortized over the life of the related asset and included in our share of equity in earnings of the joint venture. We recognize gains on the contribution or sale of real estate to joint ventures, relating solely to the outside partner’s interest, to the extent the economic substance of the transaction is a sale.

Cost Capitalization: Direct and certain indirect costs, including interest, clearly associated with the development, construction, leasing or expansion of real estate investments are capitalized as a cost of the property.

We capitalize interest and direct and indirect project costs associated with the initial construction of a property up to the time the property is substantially complete and ready for its intended use. We believe the completion of the building shell is the proper basis for determining substantial completion and that this basis is the most widely accepted standard in the real estate industry. The interest rate used to capitalize interest is based upon our average borrowing rate on existing debt.

We also capitalize direct and indirect costs, including interest costs, on vacant space during extended lease-up periods after construction of the building shell has been completed if costs are being incurred to ready the vacant space for its intended use. If costs and activities incurred to ready the vacant space cease, then cost capitalization is also discontinued until such activities are resumed. Once necessary work has been completed on a vacant space, project costs are no longer capitalized. We cease capitalization of all project costs on extended lease-up periods after the shorter of a one-year period after the completion of the building shell or when the property attains 90% occupancy. In addition, all leasing commissions paid to third parties for new leases or lease renewals are capitalized.

In assessing the amount of indirect costs to be capitalized, we first allocate payroll costs, on a department-by-department basis, among activities for which capitalization is warranted (i.e., construction, development and leasing) and those for which capitalization is not warranted (i.e., property management,

 

- 36 -


Table of Contents

maintenance, acquisitions and dispositions and general corporate functions). To the extent the employees of a department split their time between capitalizable and non-capitalizable activities, the allocations are made based on estimates of the actual amount of time spent in each activity. Once the payroll costs are allocated, the non-payroll costs of each department are allocated among the capitalizable and non-capitalizable activities in the same proportion as payroll costs.

To ensure that an appropriate amount of costs are capitalized, the amount of capitalized costs that are allocated to a specific project are limited to amounts using standards we developed. These standards consist of a percentage of the total development costs of a project and a percentage of the total gross lease amount payable under a specific lease. These standards are derived after considering the amounts that would be allocated if the personnel in the departments were working at full capacity. The use of these standards ensures that overhead costs attributable to downtime or to unsuccessful projects or leasing activities are not capitalized.

Impairment of Real Estate Assets: We evaluate our real estate assets, with the exception of those that are classified as held-for-sale, for impairment whenever events or changes in circumstances indicate that their carrying amounts may not be recoverable. If such an evaluation is considered necessary, we compare the carrying amount of that real estate asset, or asset group, with the expected undiscounted cash flows that are directly associated with, and that are expected to arise as a direct result of, the use and eventual disposition of that asset, or asset group. Our estimate of the expected future cash flows used in testing for impairment is based on, among other things, our estimates regarding future market conditions, rental rates, occupancy levels, costs of tenant improvements, leasing commissions and other tenant concessions, assumptions regarding the residual value of our properties at the end of our anticipated holding period and the length of our anticipated holding period and is, therefore, subjective by nature. These assumptions could differ materially from actual results. If our strategy changes or if market conditions otherwise dictate a reduction in the holding period and an earlier sale date, an impairment loss could be recognized and such loss could be material. To the extent the carrying amount of a real estate asset, or asset group, exceeds the associated estimate of undiscounted cash flows, an impairment loss is recorded to reduce the carrying value of the asset to its fair value.

The determination of the fair value of real estate assets is also highly subjective, especially in markets where there is a lack of recent comparable transactions. We primarily utilize the income approach to estimate the fair value of our income producing real estate assets. To the extent that the assumptions used in testing long-lived assets for impairment differ from those of a marketplace participant, the assumptions are modified in order to estimate the fair value of a real estate asset when an impairment charge is measured. In addition to determining future cash flows, which make the estimation of a real estate asset’s undiscounted cash flows highly subjective, the selection of the discount rate and exit capitalization rate used in applying the income approach is also highly subjective.

To the extent applicable marketplace data is available, we generally use the market approach in estimating the fair value of undeveloped land that is determined to be impaired.

Real estate assets that are classified as held-for-sale are reported at the lower of their carrying value or their fair value, less estimated costs to sell.

Acquisition of Real Estate Property and Related Assets: We allocate the purchase price of acquired properties to net tangible and identified intangible assets based on their respective fair values. Beginning January 1, 2009, we record assets acquired in step acquisitions at their full fair value and record a gain or

 

- 37 -


Table of Contents

loss for the difference between the fair value and the carrying value of our existing equity interest. Additionally, beginning January 1, 2009, contingencies arising from a business combination are recorded at fair value if the acquisition date fair value can be determined during the measurement period.

The allocation to tangible assets (buildings, tenant improvements and land) is based upon management’s determination of the value of the property as if it were vacant using discounted cash flow models similar to those used by independent appraisers. Factors considered by management include an estimate of carrying costs during the expected lease-up periods considering current market conditions, and costs to execute similar leases. The purchase price of real estate assets is also allocated among three categories of intangible assets consisting of the above or below market component of in-place leases, the value of in-place leases and the value of customer relationships.

 

 

The value allocable to the above or below market component of an acquired in-place lease is determined based upon the present value (using an interest rate which reflects the risks associated with the lease) of the difference between (i) the contractual amounts to be paid pursuant to the lease over its remaining term and (ii) management’s estimate of the amounts that would be paid using current fair market rates over the remaining term of the lease. The amounts allocated to above market leases are included in deferred leasing and other costs in the balance sheet and below market leases are included in other liabilities in the balance sheet; both are amortized to rental income over the remaining terms of the respective leases.

 

 

The total amount of intangible assets is further allocated to in-place lease values and to customer relationship values, based upon management’s assessment of their respective values. These intangible assets are included in deferred leasing and other costs in the balance sheet and are amortized over the remaining term of the existing lease, or the anticipated life of the customer relationship, as applicable.

Valuation of Receivables: We are subject to tenant defaults and bankruptcies that could affect the collection of rent due under leases or of outstanding receivables. In order to mitigate these risks, we perform credit reviews and analyses on major existing tenants and prospective tenants before leases are executed. We have established the following procedures and policies to evaluate the collectability of outstanding receivables and record allowances:

 

 

We maintain a tenant “watch list” containing a list of significant tenants for which the payment of receivables and future rent may be at risk. Various factors such as late rent payments, lease or debt instrument defaults, and indications of a deteriorating financial position are considered when determining whether to include a tenant on the watch list.

 

 

As a matter of policy, we reserve the entire receivable balance, including straight-line rent, of any tenant with an amount outstanding over 90 days.

 

 

Straight-line rent receivables for any tenant on the watch list or any other tenant identified as a potential long-term risk, regardless of the status of current rent receivables, are reviewed and reserved as necessary.

Construction Contracts: We recognize income on construction contracts where we serve as a general contractor on the percentage of completion method. Using this method, profits are recorded on the basis of our estimates of the overall profit and percentage of completion of individual contracts. A portion of the estimated profits is accrued based upon our estimates of the percentage of completion of the construction contract. To the extent that a fixed-price contract is estimated to result in a loss, the loss is recorded immediately. Cumulative revenues recognized may be less or greater than cumulative costs and profits billed at any point in time during a contract’s term. This revenue recognition method involves inherent risks relating to profit and cost estimates with those risks reduced through approval and monitoring processes.

 

- 38 -


Table of Contents

With regard to critical accounting policies, management has discussed the following with the Audit Committee:

 

   

Criteria for identifying and selecting our critical accounting policies;

   

Methodology in applying our critical accounting policies; and

   

Impact of the critical accounting policies on our financial statements.

The Audit Committee has reviewed the critical accounting policies identified by management.

Liquidity and Capital Resources

Sources of Liquidity

As the result of generating capital in excess of $1.0 billion through a common equity issuance, unsecured borrowings, and property dispositions, we have more than sufficient capacity to meet our short-term liquidity requirements over the next twelve months.

In addition to our existing sources of liquidity, we expect to meet long-term liquidity requirements, such as scheduled mortgage and unsecured debt maturities, property acquisitions, financing of development activities and other non-recurring capital improvements, through multiple sources of capital including operating cash flow and accessing the public debt and equity markets.

Rental Operations

Cash flows from Rental Operations is our primary source of liquidity and provides a stable cash flow to fund operational expenses. We believe that this cash-based revenue stream is substantially aligned with revenue recognition (except for periodic straight-line rental income accruals and amortization of above or below market rents) as cash receipts from the leasing of rental properties are generally received in advance of or in a short time following the actual revenue recognition.

We are subject to a number of risks related to general economic conditions, including reduced occupancy, tenant defaults and bankruptcies, and potential reduction in rental rates upon renewal or re-letting of properties, each of which would result in reduced cash flow from operations. In 2010, we recognized $5.9 million of expense related to reserving doubtful receivables, including reserves on straight-line rent, compared to $12.0 million in 2009.

Unsecured Debt and Equity Securities

Our unsecured lines of credit as of December 31, 2010 are described as follows (in thousands):

 

Description

   Borrowing
Capacity
     Maturity
Date
     Outstanding Balance
at December 31, 2010
 

Unsecured Line of Credit – DRLP

   $ 850,000         February 2013       $ 175,000   

Unsecured Line of Credit – Consolidated Subsidiary

   $ 30,000         July 2011       $ 18,046   

The DRLP unsecured line of credit has a borrowing capacity of $850.0 million with an interest rate on borrowings of LIBOR plus 2.75% (equal to 3.01% for borrowings as of December 31, 2010), and matures in February 2013. Subject to certain conditions, the terms also include an option to increase the facility by up to an additional $200.0 million, for a total of up to $1.05 billion. This line of credit provides us with an option to obtain borrowings from financial institutions that participate in the line, at rates that may be lower than the stated interest rate, subject to certain restrictions.

This line of credit contains financial covenants that require us to meet certain financial ratios and defined levels of performance, including those related to fixed charge coverage and debt-to-asset value (with asset

 

- 39 -


Table of Contents

value being defined in the DRLP unsecured line of credit agreement). As of December 31, 2010, we were in compliance with all covenants under this line of credit.

At December 31, 2010, we had on file with the SEC an automatic shelf registration statement on Form S-3, relating to the offer and sale, from time to time, of an indeterminate amount of DRLP’s debt securities (including guarantees thereof) and the Company’s common shares, preferred shares, and other securities. From time to time, we expect to issue additional securities under this automatic shelf registration statement to fund the repayment of the credit facility and other long-term debt upon maturity.

Pursuant to our automatic shelf registration statement, at December 31, 2010 we had on file with the SEC a prospectus supplement that allows us to issue new shares of our common stock, from time to time, with an aggregate offering price of up to $150.0 million. No new shares have been issued pursuant to this prospectus supplement as of December 31, 2010.

The indentures (and related supplemental indentures) governing our outstanding series of notes also require us to comply with financial ratios and other covenants regarding our operations. We were in compliance with all such covenants as of December 31, 2010.

Sale of Real Estate Assets

We pursue opportunities to sell non-strategic real estate assets in order to generate additional liquidity. Our ability to dispose of such properties is dependent on the availability of credit to potential buyers to purchase properties at prices that we consider acceptable. In light of current market and economic conditions, including, without limitation, the availability and cost of credit, the U.S. mortgage market, and condition of the equity and real estate markets, we may be unable to dispose of such properties quickly, or on favorable terms.

Transactions with Unconsolidated Entities

Transactions with unconsolidated partnerships and joint ventures also provide a source of liquidity. From time to time we will sell properties to an unconsolidated entity, while retaining a continuing interest in that entity, and receive proceeds commensurate to the interest that we do not own. Additionally, unconsolidated entities will from time to time obtain debt financing and will distribute to us, and our joint venture partners, all or a portion of the proceeds.

We have a 20% equity interest in an unconsolidated joint venture (“Duke/Hulfish, LLC”) that may acquire up to $800.0 million of our newly developed build-to-suit projects over a three-year period from its formation in May 2008. Properties are sold to the joint venture upon completion, lease commencement and satisfaction of other customary conditions. We have received cumulative net sale and financing proceeds, commensurate to our partner’s ownership interest, of approximately $380.4 million through December 31, 2010 related to the joint venture’s acquisition of 15 of our properties.

In December 2010, we formed a new joint venture (“Duke/Princeton, LLC”) which is a wholly owned subsidiary of, and with the same membership composition and ownership percentages as, Duke/Hulfish, LLC. We made an initial sale of seven suburban office buildings, totaling over 1.0 million square feet, to Duke/Princeton, LLC, for an agreed value of $173.9 million for which our 80% share of net proceeds totaled $138.3 million. We expect, and are under contract, to sell additional buildings to Duke/Princeton, LLC by the end of the second quarter 2011, subject to financing and other customary closing conditions. The total 2011 sale is expected to consist of 13 office buildings, totaling over 2.0 million square feet, with an agreed upon value of $342.8 million, and is expected to generate proceeds of $274.2 million for the 80% portion that we sell.

 

- 40 -


Table of Contents

Uses of Liquidity

Our principal uses of liquidity include the following:

 

 

accretive property investment;

 

leasing/capital costs;

 

dividends and distributions to shareholders and unitholders;

 

long-term debt maturities;

 

repurchases of outstanding debt and preferred stock; and

 

other contractual obligations.

Property Investment

We evaluate development and acquisition opportunities based upon market outlook, supply and long-term growth potential. Our ability to make future property investments is dependent upon our continued access to our longer-term sources of liquidity including the issuances of debt or equity securities as well as generating cash flow by disposing of selected properties. In light of current economic conditions, management continues to evaluate our investment priorities and is focused on accretive growth.

We have continued to operate at a substantially reduced level of new development activity, as compared to recent years, and are focused on the core operations of our existing base of properties.

Leasing/Capital Costs

Tenant improvements and leasing costs to re-let rental space that had been previously under lease to tenants are referred to as second generation expenditures. Building improvements that are not specific to any tenant but serve to improve integral components of our real estate properties are also second generation expenditures.

One of our principal uses of our liquidity is to fund the second generation leasing/capital expenditures of our real estate investments. The following is a summary of our second generation capital expenditures for the years ended December 31, 2010, 2009 and 2008, respectively (in thousands):

 

     2010      2009      2008  

Second generation tenant improvements

   $ 36,676       $ 29,321       $ 36,885   

Second generation leasing costs

     39,090         40,412         28,205   

Building improvements

     12,957         9,321         9,724   
                          

Totals

   $ 88,723       $ 79,054       $ 74,814   
                          

Dividends and Distributions

We are required to meet the distribution requirements of the Code, in order to maintain our REIT status. Because depreciation and impairments are non-cash expenses, cash flow will typically be greater than operating income. We paid dividends per share of $0.68, $0.76 and $1.93 for the years ended December 31, 2010, 2009 and 2008, respectively. We expect to continue to distribute at least an amount equal to our taxable earnings, to meet the requirements to maintain our REIT status, and additional amounts as determined by our board of directors. Distributions are declared at the discretion of our board of directors and are subject to actual cash available for distribution, our financial condition, capital requirements and such other factors as our board of directors deems relevant.

At December 31, 2010 we had six series of preferred shares outstanding. The annual dividend rates on our preferred shares range between 6.5% and 8.375% and are paid in arrears quarterly.

 

- 41 -


Table of Contents

Debt Maturities

Debt outstanding at December 31, 2010 had a face value totaling $4.2 billion with a weighted average interest rate of 6.24% maturing at various dates through 2028. We had $3.0 billion of unsecured debt, $193.0 million outstanding on our unsecured lines of credit and $1.1 billion of secured debt outstanding at December 31, 2010. We made scheduled and unscheduled principal payments of $587.3 million on outstanding debt during the year ended December 31, 2010.

The following is a summary of the scheduled future amortization and maturities of our indebtedness at December 31, 2010 (in thousands, except percentage data):

 

     Future Repayments      Weighted Average
Year    Scheduled
Amortization
     Maturities      Total      Interest Rate of
Future Repayments

2011

   $ 17,428       $ 383,883       $ 401,311       5.10%

2012

     15,926         304,854         320,780       5.85%

2013

     15,444         686,893         702,337       5.47%

2014

     14,138         305,012         319,150       6.34%

2015

     11,919         309,335         321,254       7.06%

2016

     10,561         492,560         503,121       6.16%

2017

     9,031         469,324         478,355       5.94%

2018

     7,356         300,000         307,356       6.08%

2019

     6,322         518,438         524,760       7.97%

2020

     4,732         250,000         254,732       6.73%

2021

     3,416         —           3,416       5.57%

Thereafter

     17,789         50,000         67,789       6.86%
                             
   $ 134,062       $ 4,070,299       $ 4,204,361       6.24%
                             

We anticipate generating capital to fund our debt maturities by using undistributed cash generated from rental operations and property dispositions, as well as by raising additional capital from future debt or equity transactions.

Repurchases of Outstanding Debt and Preferred Stock

To the extent that it supports our overall capital strategy, we may purchase additional amounts of our outstanding unsecured debt prior to its stated maturity or redeem or repurchase certain of our outstanding series of preferred stock.

Guarantee Obligations

We are subject to various guarantee obligations in the normal course of business and, in most cases, do not anticipate these obligations to result in significant cash payments.

We are, however, subject to a joint and several guarantee of the construction loan agreement of the 3630 Peachtree joint venture. A contingent liability in the amount of $36.3 million was established in 2009 based on the probability of us being required to pay this obligation to the lender.

Historical Cash Flows

Cash and cash equivalents were $18.4 million and $147.3 million at December 31, 2010 and 2009, respectively. The following highlights significant changes in net cash associated with our operating, investing and financing activities (in thousands):

 

    

Years Ended December 31,

 
     2010     2009     2008  

Net Cash Provided by Operating Activities

   $ 391,156      $ 400,472      $ 642,847   

Net Cash Used for Investing Activities

     (288,790     (175,948     (522,592

Net Cash Used for Financing Activities

     (231,304     (99,734     (145,735

Operating Activities

Cash flows from operating activities provide the cash necessary to meet normal operational requirements of our Rental Operations and Service Operations activities. The receipt of rental income from Rental Operations continues to provide the primary source of our revenues and operating cash

 

- 42 -


Table of Contents

flows. In addition, we have historically developed Build-for-Sale properties with the intent to sell them at or soon after completion. As a result of the refinement to our strategy in 2009, we have ceased new Build-for-Sale development activity to focus on completion of existing projects. Highlights of operating cash changes are as follows:

 

   

During the year ended December 31, 2010, we incurred no Build-for-Sale property development costs, compared to $16.9 million and $216.1 million for the years ended December 31, 2009 and 2008, respectively. The decrease is a result of the planned elimination of our Build-for-Sale program.

   

We sold no Build-for-Sale properties in 2010 compared to three in 2009 and 14 in 2008, receiving net proceeds of $31.9 million and $343.0 million, respectively. The 2009 sales were nearly break-even, while the 2008 sales resulted in pre-tax gains of $39.1 million.

   

Net cash flows from third-party construction contracts totaled a net outflow of $6.4 million for the year ended December 31, 2010, compared to a net outflow of $4.6 million and a net inflow of $125.9 million for the years ended December 31, 2009 and 2008, respectively. The higher operating cash flows in 2008 from third-party construction contracts were driven by $105.1 million in cash proceeds from the 2008 sale of a parcel of land that was completed in conjunction with a significant third-party construction project.

Investing Activities

Investing activities are one of the primary uses of our liquidity. Development and acquisition activities typically generate additional rental revenues and provide cash flows for operational requirements. Highlights of significant cash sources and uses are as follows:

 

   

Development expenditures for our held-for-rental portfolio totaled $119.4 million for the year ended December 31, 2010, compared to $268.9 million and $436.3 million for the years ended December 31, 2009 and 2008, respectively. The decrease is consistent with our planned reduction in new development activity.

   

During 2010, we paid cash of $488.5 million for real estate acquisitions, compared to $31.7 million in 2009 and $20.1 million in 2008. In addition, we paid cash of $14.4 million for undeveloped land in 2010, compared to $5.5 million in 2009 and $40.9 million in 2008.

   

Sales of land and depreciated property provided $499.5 million in net proceeds in 2010, compared to $256.3 million in 2009 and $116.6 million in 2008.

   

During 2010, we contributed or advanced $53.2 million to fund development activities within unconsolidated companies, compared to $23.5 million in 2009 and $132.2 million in 2008.

   

We received capital distributions (as a result of the sale of properties or refinancing) from unconsolidated subsidiaries of $22.1 million in 2010 and $95.4 million in 2008. We received no such distributions from unconsolidated companies in 2009.

Financing Activities

The following items highlight significant capital transactions:

 

   

In January 2010, we repaid $99.8 million of senior unsecured notes with an effective interest rate of 5.37% on their scheduled maturity date. This compares to repayments of $124.0 million of corporate unsecured debt and $82.1 million of senior unsecured notes with effective interest rates of 6.83% and 7.86%, respectively, on their scheduled maturity dates in February 2009 and November 2009, respectively. We also repaid $125.0 million and $100.0 million of senior unsecured notes with effective interest rates of 3.36% and 6.76%, respectively, on their scheduled maturity dates in January 2008 and May 2008, respectively.

   

In April 2010, we issued $250.0 million of senior unsecured notes that bear interest at an effective rate of 6.75% and mature in March 2020. In August 2009, we issued $250.0 million of senior unsecured notes due in 2015 bearing interest at an effective rate of 7.50% and $250.0 million of senior unsecured notes due in 2019 bearing interest at an effective rate of 8.38%. We

 

- 43 -


Table of Contents
 

also issued $325.0 million of senior unsecured notes in May 2008 with an effective interest rate of 7.36% due in 2013.

   

In June 2010, we issued 26.5 million shares of common stock for net proceeds of $298.1 million. In April 2009, we issued 75.2 million shares of common stock for net proceeds of $551.4 million. We had no common stock issuances in 2008.

   

During 2010, through a cash tender offer and open market transactions, we repurchased certain of our outstanding series of unsecured notes scheduled to mature in 2011 and 2013. In total, we paid $292.2 million for unsecured notes that had a face value of $279.9 million. Throughout 2009 and the fourth quarter of 2008, we repurchased certain of our outstanding series of unsecured notes maturing in 2009 through 2011. In 2009, cash payments of $500.9 million were made to repurchase notes with a face value of $542.9 million, compared to cash payments of $36.5 million made in the fourth quarter of 2008 for notes with a face value of $38.5 million.

   

Throughout 2010, we completed open market repurchases of approximately 4.5 million shares of our 8.375% Series O preferred stock. We paid $118.8 million to repurchase these shares, which had a face value of $112.1 million. During the fourth quarter of 2008, in order to take advantage of the significant discounts at which they were trading, we opportunistically repurchased portions of all outstanding series of our preferred shares, which had a total redemption value of approximately $27.4 million, in the open market for $12.4 million.

   

We increased net borrowings on DRLP’s $850.0 million line of credit by $175.0 million for the year ended December 31, 2010, compared to a decrease of $474.0 million in 2009 and a decrease of $69.0 million in 2008.

   

We paid cash dividends of $0.68 per common share in 2010, compared to cash dividends of $0.76 per common share in 2009 and $1.93 per common share in 2008. In order to retain additional cash to help meet our capital needs, we reduced our quarterly dividend beginning in the first quarter of 2009.

   

In February, March and July 2009, we received cash proceeds of $270.0 million from three 10-year secured debt financings that are secured by 32 rental properties. The secured debt bears interest at a weighted average rate of 7.69% and matures at various points in 2019.

   

In March 2008, we settled three forward-starting swaps and made a cash payment of $14.6 million to the counterparties.

   

In February 2008, we received net proceeds of approximately $290.0 million from the issuance of shares of our Series O Cumulative Redeemable Preferred Stock; we had no new preferred equity issuances in 2009 or 2010.

Credit Ratings

We are currently assigned investment grade corporate credit ratings on our senior unsecured notes from Moody’s Investors Service and Standard and Poor’s Ratings Group. Our senior unsecured notes have been assigned ratings of BBB- and Baa2 by Standard and Poor’s Ratings Group and Moody’s Investors Service, respectively.

Our preferred shares carry ratings of BB+ and Baa3 from Standard and Poor’s Ratings Group and Moody’s Investors Service, respectively.

The ratings of our senior unsecured notes and preferred shares could change based upon, among other things, the impact that prevailing economic conditions may have on our results of operations and financial condition.

 

- 44 -


Table of Contents

Financial Instruments

We are exposed to capital market risk, such as changes in interest rates. In order to reduce the volatility relating to interest rate risk, we may enter into interest rate hedging arrangements from time to time. We do not utilize derivative financial instruments for trading or speculative purposes.

Off Balance Sheet Arrangements

Investments in Unconsolidated Companies

We have equity interests in unconsolidated partnerships and joint ventures that own and operate rental properties and hold land for development. Our unconsolidated subsidiaries are primarily engaged in the operations and development of Industrial, Office and Medical Office real estate properties. The equity method of accounting (see Critical Accounting Policies) is used for these investments in which we have the ability to exercise significant influence, but not control, over operating and financial policies. As a result, the assets and liabilities of these joint ventures are not included on our balance sheet.

Our investments in and advances to unconsolidated companies represent approximately 5% and 7% of our total assets as of December 31, 2010 and 2009, respectively. These investments provide several benefits to us, including increased market share, tenant and property diversification and an additional source of capital to fund real estate projects.

The following table presents summarized financial information for unconsolidated companies for the years ended December 31, 2010 and 2009, respectively (in thousands, except percentage data):

 

     Joint Ventures  
     2010      2009  

Land, buildings and tenant improvements, net

   $ 1,687,228       $ 2,072,435   

Construction in progress

     120,834         128,257   

Undeveloped land

     177,473         176,356   

Other assets

     242,461         260,249   
                 
   $ 2,227,996       $ 2,637,297   
                 

Indebtedness

   $ 1,082,823       $ 1,319,696   

Other liabilities

     66,471         75,393   
                 
     1,149,294         1,395,089   

Owners’ equity

     1,078,702         1,242,208   
                 
   $ 2,227,996       $ 2,637,297   
                 

Rental revenue

   $ 228,378       $ 254,787   
                 

Gain on sale of properties

   $ 4,517       $ -   
                 

Net income

   $ 19,202       $ 9,760   
                 

Total square feet

     23,522         44,207   

Percent leased

     89.24%         86.31%   

Dugan generated $42.5 million in revenues and $6.4 million of net income in the six months of 2010 prior to its July 1 consolidation. Dugan generated $85.7 million of revenues and $12.5 million of net income during 2009, and had total assets of $649.3 million as of December 31, 2009.

We do not have any relationships with unconsolidated entities or financial partnerships (“special purpose entities”) that have been established solely for the purpose of facilitating off-balance sheet arrangements.

Contractual Obligations

At December 31, 2010, we were subject to certain contractual payment obligations as described in the table below:

 

- 45 -


Table of Contents
     Payments due by Period (in thousands)  

Contractual Obligations

   Total      2011      2012      2013      2014      2015      Thereafter  

Long-term debt (1)

   $ 5,413,606       $ 629,781       $ 548,966       $ 725,060       $ 498,912       $ 473,417       $ 2,537,470   

Lines of credit (2)

     214,225         28,046         9,604         176,575         -         -         -   

Share of debt of unconsolidated joint ventures (3)

     447,573         87,602         27,169         93,663         34,854         65,847         138,438   

Ground leases

     103,563         2,199         2,198         2,169         2,192         2,202         92,603   

Operating leases

     2,704         840         419         395         380         370         300   

Development and construction backlog costs (4)

     521,041         476,314         44,727         -         -         -         -   

Other

     1,967         1,015         398         229         90         54         181   
                                                              

Total Contractual Obligations

   $ 6,704,679       $ 1,225,797       $ 633,481       $ 998,091       $ 536,428       $ 541,890       $ 2,768,992   
                                                              

 

(1) Our long-term debt consists of both secured and unsecured debt and includes both principal and interest. Interest expense for variable rate debt was calculated using the interest rates as of December 31, 2010.
(2) Our unsecured lines of credit consist of an operating line of credit that matures February 2013 and the line of credit of a consolidated subsidiary that matures July 2011. Interest expense for our unsecured lines of credit was calculated using the most recent stated interest rates that were in effect.
(3) Our share of unconsolidated joint venture debt includes both principal and interest. Interest expense for variable rate debt was calculated using the interest rate at December 31, 2010.
(4) Represents estimated remaining costs on the completion of owned development projects and third-party construction projects.

Related Party Transactions

We provide property and asset management, leasing, construction and other tenant related services to unconsolidated companies in which we have equity interests. For the years ended December 31, 2010, 2009 and 2008, respectively, we earned management fees of $7.6 million, $8.4 million and $7.8 million, leasing fees of $2.7 million, $4.2 million and $2.8 million and construction and development fees of $10.3 million, $10.2 million and $12.7 million from these companies. We recorded these fees based on contractual terms that approximate market rates for these types of services, and we have eliminated our ownership percentages of these fees in the consolidated financial statements.

Commitments and Contingencies

We have guaranteed the repayment of $95.4 million of economic development bonds issued by various municipalities in connection with certain commercial developments. We will be required to make payments under our guarantees to the extent that incremental taxes from specified developments are not sufficient to pay the bond debt service. Management does not believe that it is probable that we will be required to make any significant payments in satisfaction of these guarantees.

We also have guaranteed the repayment of secured and unsecured loans of six of our unconsolidated subsidiaries. At December 31, 2010, the maximum guarantee exposure for these loans was approximately $245.4 million. With the exception of the guarantee of the debt of 3630 Peachtree joint venture, for which we recorded a contingent liability in 2009 of $36.3 million, management believes it probable that we will not be required to satisfy these guarantees.

We lease certain land positions with terms extending to December 2080, with a total obligation of $103.6 million. No payments on these ground leases are material in any individual year.

We are subject to various legal proceedings and claims that arise in the ordinary course of business. In the opinion of management, the amount of any ultimate liability with respect to these actions will not materially affect our consolidated financial statements or results of operations.

Recent Accounting Pronouncements

On January 1, 2009, we adopted a newly effective accounting standard for convertible debt instruments that may be settled in cash upon conversion. The new standard required separate accounting for the debt and equity components of certain convertible instruments. Our Exchangeable Notes issued in November 2006 have an exchange rate of 20.47 common shares per $1,000 principal amount of the notes, representing an exchange price of $48.85 per share of our common stock. The Exchangeable Notes

 

- 46 -


Table of Contents

were subject to the accounting changes required by the new standard, which required that the value assigned to the debt component equal the estimated fair value of debt with similar contractual cash flows, but without the conversion feature, resulting in the debt being recorded at a discount. The resulting debt discount will be amortized over the period from its issuance through November 2011, the first optional redemption date, as additional non-cash interest expense.

At December 31, 2010, the Exchangeable Notes had $167.6 million of principal outstanding, with an unamortized discount of $2.1 million and a net carrying amount of $165.6 million. The carrying amount of the equity component was $34.7 million at December 31, 2010. Subsequent to the implementation of the new standard, interest expense is recognized on the Exchangeable Notes at an effective rate of 5.6%. The increase to interest expense (in thousands) on the Exchangeable Notes, which led to a corresponding decrease to net income, for the years ended December 31, 2010, 2009 and 2008 is summarized as follows:

 

     2010      2009      2008  

Interest expense on Exchangeable Notes, excluding effect of accounting for convertible debt

   $ 7,136       $ 14,850       $ 21,574   

Effect of accounting for convertible debt

     2,474         5,024         6.536   
                          

Total interest expense on Exchangeable Notes

   $ 9,610       $ 19,874       $ 28,110   
                          

In June 2009, the Financial Accounting Standards Board (“FASB”) issued a new accounting standard that became effective on January 1, 2010. This accounting standard is a revision to a previous FASB interpretation and changes how a reporting entity evaluates whether an entity is a VIE and which entity is considered the primary beneficiary of a VIE and is therefore required to consolidate such VIE. This accounting standard also requires assessments at each reporting period of which party within the VIE is considered the primary beneficiary and requires a number of new disclosures related to VIE’s. This new accounting standard did not have a significant impact on our financial position and results of operations upon adoption.

Item 7A.  Quantitative and Qualitative Disclosure About Market Risks

We are exposed to interest rate changes primarily as a result of our line of credit and long-term borrowings. Our interest rate risk management objective is to limit the impact of interest rate changes on earnings and cash flows and to lower overall borrowing costs. To achieve our objectives, we borrow primarily at fixed rates. We do not enter into derivative or interest rate transactions for speculative purposes. Our two outstanding swaps, which fixed the rates on two of our variable rate loans, were not significant to the Financial Statements in terms of notional amount or fair value at December 31, 2010.

Our interest rate risk is monitored using a variety of techniques. The table below presents the principal amounts (in thousands) of the expected annual maturities, weighted average interest rates for the average debt outstanding in the specified period, fair values (in thousands) and other terms required to evaluate the expected cash flows and sensitivity to interest rate changes.

 

- 47 -


Table of Contents
     2011      2012      2013      2014      2015      Thereafter      Total      Fair Value  

Fixed rate secured debt

   $ 27,048       $ 102,028       $ 99,492       $ 66,123       $ 68,728       $ 674,494       $ 1,037,913       $ 1,069,562   

Weighted average interest rate

     6.95%         6.00%         5.86%         6.46%         5.50%         6.62%         

Variable rate secured debt

   $ 785       $ 16,906       $ 880       $ 935       $ 300       $ 3,101       $ 22,907       $ 22,906   

Weighted average interest rate

     0.72%         4.79%         0.74%         0.75%         0.50%         0.50%         

Fixed rate unsecured debt

   $ 355,432       $ 201,846       $ 426,965       $ 252,092       $ 252,226       $ 1,461,934       $ 2,950,495       $ 3,164,651   

Weighted average interest rate

     5.17%         5.87%         6.40%         6.33%         7.49%         6.66%         

Unsecured lines of credit

   $ 18,046       $ -       $ 175,000       $ -       $ -       $ -       $ 193,046       $ 193,224   

Rate at December 31, 2010

     1.11%         N/A         3.01%         N/A         N/A         N/A         

As the table incorporates only those exposures that exist as of December 31, 2010, it does not consider those exposures or positions that could arise after that date. As a result, our ultimate realized gain or loss with respect to interest rate fluctuations will depend on the exposures that arise during the period, our hedging strategies at that time to the extent we are party to interest rate derivatives, and interest rates. Interest expense on our unsecured lines of credit will be affected by fluctuations in LIBOR indices as well as changes in our credit rating.

At December 31, 2010, the par value of our unsecured debt was $3.0 billion and we estimated the fair value of that unsecured debt to be $3.2 billion. At December 31, 2009, the par value of our unsecured notes was $3.1 billion and our estimate of the fair value of that debt was $3.0 billion.

Item 8.  Financial Statements and Supplementary Data

The financial statements and supplementary data are included under Item 15 of this Report.

Item 9.  Changes in and Disagreements with Accountants on Accounting and Financial Disclosure

There was no change or disagreement with our accountants related to our accounting and financial disclosures.

Item 9A.  Controls and Procedures

We conducted an evaluation of the effectiveness of the design and operation of our “disclosure controls and procedures” as of the end of the period covered by this Report. The controls evaluation was done under the supervision and with the participation of management, including our Chief Executive Officer and our Chief Financial Officer.

Attached as exhibits to this Report are certifications of the Chief Executive Officer and Chief Financial Officer, which are required in accordance with Rule 13a-14 of the Securities Exchange Act of 1934. This Controls and Procedures section includes the information concerning the controls evaluation referred to in the certifications and it should be read in conjunction with the certifications for a more complete understanding of the topics presented.

Disclosure controls and procedures (as defined in Rule 13a-15 and 15d-15f under the Securities Exchange Act of 1934 (the “Exchange Act”) are controls and other procedures that are designed to ensure that information required to be disclosed in our reports filed under the Exchange Act, such as this Report, is recorded, processed, summarized and reported within the time periods specified in the SEC’s

 

- 48 -


Table of Contents

rules and forms. Disclosure controls and procedures are also designed to ensure that such information is accumulated and communicated to our management, including the Company’s principal executive and principal financial officers, as appropriate, to allow timely decisions regarding required disclosure.

Based on the disclosure controls and procedures evaluation referenced above, our Chief Executive Officer and Chief Financial Officer have concluded that as of the end of the period covered by this Report, our disclosure controls and procedures were effective.

Management’s annual report on internal control over financial reporting and the audit report of our registered public accounting firm are included in Item 15 of Part IV under the headings “Management’s Report on Internal Control” and “Report of Independent Registered Public Accounting Firm,” respectively, and are incorporated herein by reference.

There were no changes in our internal controls over financial reporting during the quarter ended December 31, 2010, that have materially affected, or are reasonably likely to materially affect, our internal controls over financial reporting.

Item 9B.  Other Information

There was no information required to be disclosed in a report on Form 8-K during the fourth quarter of 2010 for which no Form 8-K was filed.

PART III

Item 10.  Directors and Executive Officers of the Registrant

The following is a summary of the executive officers of the Company as of January 1, 2011:

Dennis D. Oklak, age 57. Mr. Oklak joined the Company in 1986. He held various senior executive positions within the Company and was promoted to Chief Executive Officer and joined the Company’s Board of Directors in April 2004. In April 2005, Mr. Oklak was appointed Chairman of the Board of Directors. Mr. Oklak serves on the Board of Governors of the National Association of Real Estate Investment Trusts, or “NAREIT,” and is a member of the Real Estate Roundtable and co-chair of the Roundtable’s Sustainability Policy Advisory Committee. From 2003 to 2009, Mr. Oklak was a member of the board of directors of publicly-traded recreational vehicle manufacturer, Monaco Coach Corporation. He also is a member of the board of directors and the Executive Committee of the Central Indiana Corporate Partnership and serves on the Dean’s Executive Advisory Board of Ball State University’s Miller College of Business. Mr. Oklak has served as a director of the Company since 2004.

Christie B. Kelly, age 49. Ms. Kelly was appointed as Executive Vice President and Chief Financial Officer of the Company effective February 27, 2009. Ms. Kelly has 25 years of experience ranging from financial planning and strategic development to senior leadership roles in financial management, mergers and acquisitions, information technology and investment banking. Prior to joining the Company, Ms. Kelly served as Senior Vice President of the Global Real Estate Group at Lehman Brothers from 2007 to February 2009. Previously, Ms. Kelly was employed by General Electric Company from 1983 to 2007 and served in numerous finance and operational leadership roles, including Business Development Leader for Mergers and Acquisitions for GE Real Estate from 2003 to 2007.

Howard L. Feinsand, age 63. Mr. Feinsand has served as the Company’s Executive Vice President and General Counsel since 1999, and, since 2003, also has served as our Corporate Secretary. Mr. Feinsand served on the Company’s Board of Directors from 1988 to January 2003. From 1996 until 1999, Mr. Feinsand was the founder and principal of Choir Capital Ltd. From 1995 until 1996, he was

 

- 49 -


Table of Contents

Managing Director of Citicorp North America, Inc. He was the Senior Vice President and Manager-Capital Markets, Pricing and Investor Programs of GE Capital Aviation Services, Inc. from 1989 to 1995. From 1971 through 1989, Mr. Feinsand practiced law in New York City. Mr. Feinsand serves as Chair of the Board of Directors of The Alliance Theatre at the Woodruff Arts Center in Atlanta, Georgia and as Vice Chair of the Board of Trustees and member of the Executive Committee of the Woodruff Arts Center. Mr. Feinsand is a trustee of the Jewish Federation of Greater Atlanta.

Steven R. Kennedy, age 54. Mr. Kennedy was named Executive Vice President, Construction on January 1, 2004. From 1986 until 2004, he served in various capacities in the construction group, most recently as Senior Vice President.

All other information required by this item will be included in our 2011 proxy statement (the “2011 Proxy Statement”) for our Annual Meeting of Shareholders to be held on April 27, 2011, and is incorporated herein by reference. Certain information with respect to our executive officers required by this item is included in the discussion entitled “Executive Officer of the Registrant” after Item 4 of Part I of this Report. In addition, our Code of Conduct (which applies to each of our associates, officers and directors) and our Corporate Governance Guidelines are available in the investor information/corporate governance section of our website at www.dukerealty.com. A copy of these documents may also be obtained without charge by writing to Duke Realty Corporation, 600 East 96th Street, Suite 100, Indianapolis, Indiana 46240, Attention: Investor Relations.

Item 11.  Executive Compensation

The information required by Item 11 of this Report will be included in our 2011 Proxy Statement, which information is incorporated herein by this reference.

Item 12.  Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters

The information required by Item 12 of this Report will be included in our 2011 Proxy Statement, which information is incorporated herein by this reference.

Item 13. Certain Relationships and Related Transactions, and Director Independence

The information required to be furnished pursuant to Item 13 of this Report will be included in our 2011 Proxy Statement, which information is incorporated herein by this reference.

Item 14. Principal Accountant Fees and Services

The information required to be furnished pursuant to Item 14 of this Report will be included in our 2011 Proxy Statement, which information is incorporated herein by this reference.

 

- 50 -


Table of Contents

PART IV

Item 15.  Exhibits and Financial Statement Schedules

 

(a) The following documents are filed as part of this Annual Report:

 

  1. Consolidated Financial Statements

The following Consolidated Financial Statements, together with the Management’s Report on Internal Control and the Report of Independent Registered Public Accounting Firm are listed below:

 

Management’s Report on Internal Control

  

Report of Independent Registered Public Accounting Firm

  

Consolidated Balance Sheets, December 31, 2010 and 2009

  

Consolidated Statements of Operations, Years Ended December 31, 2010, 2009 and 2008

  

Consolidated Statements of Cash Flows, Years Ended December 31, 2010, 2009 and 2008

  

Consolidated Statements of Changes in Equity, Years Ended December 31, 2010, 2009 and 2008

  

Notes to Consolidated Financial Statements

  

 

  2. Consolidated Financial Statement Schedules

Schedule III – Real Estate and Accumulated Depreciation

 

  3. Exhibits

The following exhibits are filed with this Form 10-K or incorporated herein by reference to the listed document previously filed with the SEC. Previously unfiled documents are noted with an asterisk (*).

 

 

Number

 

Description

  3.1

  Fourth Amended and Restated Articles of Incorporation of the Company (filed as Exhibit 3.1 to the Company’s Current Report on Form 8-K, filed with the SEC on July 30, 2009, and incorporated herein by this reference).

  3.2

  Fourth Amended and Restated Bylaws of the Company (filed as Exhibit 3.2 to the Company’s Current Report on Form 8-K, filed with the SEC on July 30, 2009, and incorporated herein by this reference).

  4.1(i)

  Indenture, dated September 19, 1995, between DRLP and The First National Bank of Chicago, Trustee (filed as Exhibit 4.1 to the Company’s Current Report on Form 8-K, filed with the SEC on September 22, 1995, and incorporated herein by this reference).

  4.1(ii)

  Fourth Supplemental Indenture, dated August 21, 1997, between DRLP and The First National Bank of Chicago, Trustee (filed as Exhibit 4.8 to the Company’s Registration Statement on Form S-4, filed with the SEC on May 4, 1999, and incorporated herein by this reference).

  4.1(iii)

  Ninth Supplemental Indenture, dated March 5, 2001, between DRLP and Bank One Trust Company, N.A., Trustee (filed as Exhibit 4 to DRLP’s Current Report on Form 8-K, filed with the SEC on March 2, 2001, and incorporated herein by this reference).

  4.1(iv)

  Eleventh Supplemental Indenture, dated August 26, 2002, between DRLP and Bank One Trust Company, N.A., Trustee (filed as Exhibit 4 to DRLP’s Current Report on Form 8-K, filed with the SEC on August 26, 2002, and incorporated herein by this reference).

 

- 51 -


Table of Contents

  4.1(v)

  Thirteenth Supplemental Indenture, dated May 22, 2003, between DRLP and Bank One Trust Company, N.A., Trustee (filed as Exhibit 4 to DRLP’s Current Report on Form 8-K, filed with the SEC on May 22, 2003, and incorporated herein by this reference).

  4.1(vi)

  Seventeenth Supplemental Indenture, dated August 16, 2004, between DRLP and J.P. Morgan Trust Company, National Association, Trustee (filed as Exhibit 4 to DRLP’s Current Report on Form 8-K, filed with the SEC on August 18, 2004, and incorporated herein by this reference).

  4.1(vii)

  Nineteenth Supplemental Indenture, dated as of March 1, 2006, by and between DRLP and J.P. Morgan Trust Company, National Association (successor in interest to Bank One Trust Company, N.A.), including the form of global note evidencing the 5.5% Senior Notes Due 2016 (filed as Exhibit 4.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on March 3, 2006, and incorporated herein by this reference).

  4.1(viii)

  Twentieth Supplemental Indenture, dated as of July 24, 2006, by and between DRLP and J.P. Morgan Trust Company, National Association (successor in interest to The First National Bank of Chicago), modifying certain financial covenants contained in Sections 1004 and 1005 of the Indenture, dated September 19, 1995, between DRLP and The First National Bank of Chicago, Trustee (filed as Exhibit 4.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on July 28, 2006, and incorporated herein by this reference).

  4.2(i)

  Indenture, dated as of July 28, 2006, by and between DRLP and J.P. Morgan Trust Company, National Association (filed as Exhibit 4.1 to the Company’s automatic shelf registration statement on Form S-3, filed with the SEC on July 31, 2006, and incorporated herein by this reference).

  4.2(ii)

  First Supplemental Indenture, dated as of August 24, 2006, by and between DRLP and J.P. Morgan Trust Company, National Association, including the form of global note evidencing the 5.625% Senior Notes Due 2011 (filed as Exhibit 4.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on August 30, 2006, and incorporated herein by this reference).

  4.2(iii)

  Second Supplemental Indenture, dated as of August 24, 2006, by and between DRLP and J.P. Morgan Trust Company, National Association, including the form of global note evidencing the 5.95% Senior Notes Due 2017 (filed as Exhibit 4.2 to DRLP’s Current Report on Form 8-K, filed with the SEC on August 30, 2006, and incorporated herein by this reference).

 

- 52 -


Table of Contents

  4.2(iv)

  Third Supplemental Indenture, dated as of September 11, 2007, by and between DRLP and The Bank of New York Trust Company, N.A. (as successor to J.P. Morgan Trust Company, National Association), including the form of global note evidencing the 6.50% Senior Notes Due 2018 (incorporated by reference to Exhibit 4.1 to the Current Report on Form 8-K of DRLP, filed with the SEC on September 11, 2007, and incorporated herein by this reference).

  4.2(v)

  Fourth Supplemental Indenture, dated as of May 8, 2008, by and between DRLP and The Bank of New York Trust Company, N.A. (as successor to J.P. Morgan Trust Company, National Association), including the form of global note evidencing the 6.25% Senior Notes due 2013 (incorporated by reference to Exhibit 4.1 to the Current Report on Form 8-K of DRLP, filed with the SEC on May 8, 2008, and incorporated herein by this reference).

  4.2(vi)

  Fifth Supplemental Indenture, dated as of August 11, 2009, by and between DRLP and The Bank of New York Mellon Trust Company, N.A. (as successor to J.P. Morgan Trust Company, National Association), including the form of global note evidencing the 7.375% Senior Notes Due 2015 (filed as Exhibit 4.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on August 11, 2009, and incorporated herein by this reference).

  4.2(vii)

  Sixth Supplemental Indenture, dated as of August 11, 2009, by and between DRLP and The Bank of New York Mellon Trust Company, N.A. (as successor to J.P. Morgan Trust Company, National Association), including the form of global note evidencing the 8.25% Senior Notes Due 2019 (filed as Exhibit 4.2 to DRLP’s Current Report on Form 8-K, filed with the SEC on August 11, 2009, and incorporated herein by this reference).

  4.2(viii)

  Seventh Supplemental Indenture, dated as of April 1, 2010, by and between DRLP and J.P. Morgan Trust Company, National Association, including the form of global note evidencing the 6.75% Senior Notes due 2020 (filed as Exhibit 4.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on April 1, 2010, and incorporated herein by this reference).

10.1

  Fourth Amended and Restated Agreement of Limited Partnership of DRLP (filed as Exhibit 3.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on November 3, 2009, and incorporated herein by this reference).

10.2

  Promissory Note of the Services Partnership (filed as Exhibit 10.3 to the Company’s Registration Statement on Form S-2, filed with the SEC on June 8, 1993, and incorporated herein by this reference).

10.3(i)

  Amended and Restated 2005 Long-Term Incentive Plan of the Company (filed as Appendix A to the Company’s Definitive Proxy Statement on Schedule 14A, dated March 18, 2009, filed with the SEC on March 18, 2009, and incorporated herein by this reference).#

10.3(ii)

  2009 Amendment to the Company’s Amended and Restated 2005 Long-Term Incentive Plan (filed as Exhibit 10.2 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on May 6, 2010, and incorporated herein by this reference).#

10.3(iii)

  2010 Amendment to the Company’s Amended and Restated 2005 Long-Term Incentive Plan (filed as Exhibit 10.1 to the Company’s Current Report on Form 8-K, filed with the SEC on May 4, 2010, and incorporated herein by this reference).#

10.4

  The Company’s 2005 Shareholder Value Plan, a sub-plan of the 2005 Long-Term Incentive Plan (filed as Exhibit 99.2 to the Company’s Current Report on Form 8-K, filed with the SEC on May 3, 2005, and incorporated herein by this reference).#

10.5(i)

  The Company’s Non-Employee Directors Compensation Plan, a sub-plan of the 2005 Long-Term Incentive Plan (filed as Exhibit 99.3 to the Company’s Current Report on Form 8-K, filed with the SEC on May 3, 2005, and incorporated herein by this reference).#

10.5(ii)

  Amendment One to the Company’s 2005 Non-Employee Directors Compensation Plan (filed as Exhibit 99.1 to the Company’s Current Report on Form 8-K, filed with the SEC on October 31, 2005, and incorporated herein by this reference).#

10.5(iii)

  Amendment Two to the Company’s 2005 Non-Employee Directors Compensation Plan (filed as Exhibit 99.1 to the Company’s Current Report on Form 8-K, filed with the SEC on February 7, 2006, and incorporated herein by this reference).#

10.5(iv)

  Amendment Three to the Company’s 2005 Non-Employee Directors Compensation Plan (filed as Exhibit 10.5 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 8, 2006, and incorporated herein by this reference).#

10.6

  Form of 2005 Long-Term Incentive Plan Stock Option Award Certificate (filed as Exhibit 99.4 to the Company’s Current Report on Form 8-K, filed with the SEC on May 3, 2005, and incorporated herein by this reference).#

 

- 53 -


Table of Contents

10.7

  Form of 2005 Long-Term Incentive Plan Award Certificate for Restricted Stock Units and Shareholder Value Plan Awards (filed as Exhibit 99.5 to the Company’s Current Report on Form 8-K, filed with the SEC on May 3, 2005, and incorporated herein by this reference).#

10.8

  Form of 2005 Long-Term Incentive Plan Restricted Stock Unit Award Certificate for Non-Employee Directors (filed as Exhibit 99.6 to the Company’s Current Report on Form 8-K, filed with the SEC on May 3, 2005, and incorporated herein by this reference).#

10.9

  The Company’s 2005 Dividend Increase Unit Replacement Plan (filed as Exhibit 99.1 to the Company’s Current Report on Form 8-K, filed with the SEC on December 9, 2005, and incorporated herein by this reference).#

10.10

  Form of Forfeiture Agreement/Performance Unit Award Agreement (filed as Exhibit 99.2 to the Company’s Current Report on Form 8-K, filed with the SEC on December 9, 2005, and incorporated herein by this reference).#

10.11(i)

  1995 Key Employee Stock Option Plan of the Company (filed as Exhibit 10.13 to the Company’s Annual Report on Form 10-K for the year ended December 31, 1995, filed with the SEC on March 30, 1995, and incorporated herein by this reference).#

10.11(ii)

  Amendment One To The 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.19 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.11(iii)

  Amendment Two to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.20 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.11(iv)

  Amendment Three to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.21 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.11(v)

  Amendment Four to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.22 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

 

- 54 -


Table of Contents

10.11(vi)

  Amendment Five to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.23 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.11(vii)

  Amendment Six to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.24 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.11(viii)

  Amendment Seven to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.1 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 13, 2002, and incorporated herein by this reference).#

10.11(ix)

  Amendment Eight to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.15(ix) to the Company’s Annual Report on Form 10-K for the year ended December 31, 2006, filed with the SEC on March 1, 2007, and incorporated herein by this reference.) #

10.11(x)

  Amendment Nine to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.3 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on October 9, 2005, and incorporated herein by this reference).#

10.11(xi)

  Amendment Ten to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.4 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 8, 2006, and incorporated herein by this reference).#

10.11(xii)

  Amendment Eleven to the 1995 Key Employees’ Stock Option Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.2 to the Company’s Current Report on Form 8-K, filed with the SEC on May 4, 2010, and incorporated herein by this reference).#

10.12(i)

  Dividend Increase Unit Plan of the Services Partnership (filed as Exhibit 10.25 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.12(ii)

  Amendment One to the Dividend Increase Unit Plan of the Services Partnership (filed as Exhibit 10.26 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.12(iii)

  Amendment Two to the Dividend Increase Unit Plan of the Services Partnership (filed as Exhibit 10.27 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.12(iv)

  Amendment Three to the Dividend Increase Unit Plan of the Services Partnership (filed as Exhibit 10.5 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 13, 2002, and incorporated herein by this reference).#

 

- 55 -


Table of Contents

10.12(v)

  Amendment Four to the Dividend Increase Unit Plan of the Services Partnership (filed as Exhibit 10.40 to the Company’s Annual Report on Form 10-K for the year ended December 31, 2005, filed with the SEC on March 7, 2006, and incorporated herein by this reference).#

10.13(i)

  1995 Shareholder Value Plan of the Services Partnership (filed as Exhibit 10.15 to the Company’s Annual Report on Form 10-K for the year ended December 31, 1995, filed with the SEC on March 30, 1995, and incorporated herein by this reference).#

10.13(ii)

  Amendment One to the 1995 Shareholder Value Plan of the Services Partnership (filed as Exhibit 10.29 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.13(iii)

  Amendment Two to the 1995 Shareholder Value Plan of the Services Partnership (filed as Exhibit 10.30 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.13(iv)

  Amendment Three to the 1995 Shareholder Value Plan of the Services Partnership (filed as Exhibit 10.31 to the Company’s Annual Report on Form 10-K405 for the year ended December 31, 2001, filed with the SEC on March 15, 2002, and incorporated herein by this reference).#

10.13(v)

  Amendment Four to the 1995 Shareholder Value Plan of the Services Partnership (filed as Exhibit 10.2 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 13, 2002, and incorporated herein by this reference).#

10.13(vi)

  Amendment Five to the 1995 Shareholder Value Plan of the Services Partnership (filed as Exhibit 10.2 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on October 9, 2005, and incorporated herein by this reference).#

10.14(i)

  1999 Directors’ Stock Option and Dividend Increase Unit Plan of Duke Realty Investments, Inc. (filed as Annex F to the prospectus in the Company’s Registration Statement on Form S-4, filed with the SEC on May 4, 1999, and incorporated herein by this reference).#

10.14(ii)

  Amendment One to the 1999 Directors’ Stock Option and Dividend Increase Unit Plan of Duke Realty Investments, Inc. (filed as Appendix B of the Registrant’s Definitive Proxy Statement on Schedule 14A, filed with the SEC on March 15, 2005, and incorporated herein by this reference).#

10.15(i)

  1999 Salary Replacement Stock Option and Dividend Increase Unit Plan (filed as Annex G to the prospectus in the Company’s Registration Statement on Form S-4, filed with the SEC on May 4, 1999, and incorporated herein by this reference).#

10.15(ii)

  Amendment One to the 1999 Salary Replacement Stock Option and Dividend Increase Unit Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.3 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 13, 2002, and incorporated herein by this reference).#

10.15(iii)

  Amendment Two to the 1999 Salary Replacement Stock Option and Dividend Increase Unit Plan of Duke Realty Investments, Inc. (filed as Exhibit 10.4 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 13, 2002, and incorporated herein by this reference).#

 

- 56 -


Table of Contents

10.16(i)

  2000 Performance Share Plan of Duke-Weeks Realty Corporation (filed as Exhibit A of the Registrant’s Definitive Proxy Statement on Schedule 14A, filed with the SEC on March 15, 2001, and incorporated herein by this reference).#

10.16(ii)

  Amendment One to the 2000 Performance Share Plan of Duke-Weeks Realty Corporation (filed as Exhibit 10.6 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 13, 2002, and incorporated herein by this reference).#

10.16(iii)

  Amendment Two to the 2000 Performance Share Plan of Duke-Weeks Realty Corporation (filed as Exhibit 10.42 to the Company’s Annual Report on Form 10-K for the year ended December 31, 2003, filed with the SEC on March 5, 2004, and incorporated herein by this reference).#

10.16(iv)

  Amendment Three to the 2000 Performance Share Plan of Duke-Weeks Realty Corporation, (filed as Exhibit 99.1 to the Company’s Current Report on Form 8-K, filed with the SEC on May 2, 2006, and incorporated herein by this reference).#

10.17(i)

  Directors’ Deferred Compensation Plan of Duke-Weeks Realty Corporation (filed as Exhibit 10.5 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on November 8, 2006, and incorporated herein by this reference).#

10.17(ii)

  Amendment One to the Directors’ Deferred Compensation Plan of Duke-Weeks Realty Corporation (filed as Exhibit 10.21(ii) to the Company’s Annual Report on Form 10-K for the year ended December 31, 2006, filed with the SEC on March 1, 2007, and incorporated herein by this reference).#

10.17(iii)

  Amendment Two to the Directors’ Deferred Compensation Plan of Duke-Weeks Realty Corporation (filed as Exhibit 10.4 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on October 9, 2005, and incorporated herein by this reference).#

10.17(iv)

  Amendment Three to the Directors’ Deferred Compensation Plan of Duke-Weeks Realty Corporation (filed as Exhibit 99.2 to the Company’s Registration Statement on Form S-8, filed with the SEC on March 24, 2004, and incorporated herein by this reference).#

10.18

  Term Loan Agreement, Dated May 31, 2005, by and between DRLP, the Company, J.P. Morgan Securities, Inc., JP Morgan Chase Bank, N.A. and the several banks, financial institutions and other entities from time to time parties thereto as lenders (filed as Exhibit 99.1 to the Company’s Current Report on Form 8-K, filed with the SEC on June 6, 2005, and incorporated herein by this reference).

10.19(i)

  Form of Letter Agreement Regarding Executive Severance, dated December 13, 2007, between the Company, as the General Partner of DRLP, and the following executive officers: Dennis D. Oklak, Howard L. Feinsand and Steven R. Kennedy (filed as Exhibit 10.23 to the Company’s Annual Report on Form 10-K for the year ended December 31, 2007, filed with the SEC on February 29, 2008, and incorporated herein by this reference).

10.19(ii)

  Form of Letter Agreement Regarding Executive Severance, dated May 7, 2009, between the Company and Christie B. Kelly (filed as Exhibit 10.1 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on May 8, 2009, and incorporated herein by this reference).

 

- 57 -


Table of Contents

10.20

  Commercial Multi-Property Agreement of Purchase and Sale, dated January 24, 2006, by and among DRLP, The Mark Winkler Company, and each of the other entities controlled by or affiliated with The Mark Winkler Company named therein, as amended by the First Amendment to Commercial Multi-Property Agreement of Purchase and Sale dated February 28, 2006, the Second Amendment to Commercial Multi-Property Agreement of Purchase and Sale dated March 10, 2006, and the Third Amendment to Commercial Multi-Property Agreement of Purchase and Sale dated April 21, 2006 (filed as Exhibit 10.1 to the Company’s Quarterly Report on Form 10-Q, filed with the SEC on May 10, 2006, and incorporated herein by this reference).

10.21(i)

  Sixth Amended and Restated Revolving Credit Agreement dated November 20, 2009, among DRLP, the Company, J.P. Morgan Securities, Inc., Wells Fargo Securities, LLC, and JP Morgan Chase Bank, NA (filed as Exhibit 99.1 to the Company’s Current Report on Form 8-K, filed with the SEC on November 25, 2009, and incorporated herein by this reference).

10.22

  Term Loan Agreement, dated as of February 28, 2006, by and among DRLP, as borrower, the Company, as General Partner and Guarantor, certain of their respective subsidiaries, as guarantors, Bank of America, N.A., individually and as Administrative Agent, Banc of America Securities LLC, as Lead Arranger and Sole Book Runner, and each of the other lenders named therein (filed as Exhibit 10.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on March 3, 2006, and incorporated herein by this reference).

10.23

  Indenture, dated November 22, 2006, by and among DRLP, the Company and The Bank of New York Trust Company, N.A., as trustee, including the form of 3.75% Exchangeable Senior Note due 2011 (filed as Exhibit 4.1 to DRLP’s Current Report on Form 8-K, filed with the SEC on November 29, 2006, and incorporated herein by this reference).

10.24

  Registration Rights Agreement, dated November 22, 2006, by and among DRLP, the Company, Morgan Stanley & Co. Incorporated, Citigroup Global Markets Inc. and UBS Securities LLC, as representatives of the initial purchasers of the Notes (incorporated by reference to Exhibit 10.1 1 to DRLP’s Current Report on Form 8-K, filed with the SEC on November 29, 2006, and incorporated herein by this reference).

10.25

  Common Stock Delivery Agreement, dated November 22, 2006, by and between DRLP and the Company (filed as Exhibit 10.2 to DRLP’s Current Report on Form 8-K, filed with the SEC on November 29, 2006, and incorporated herein by this reference).

10.26

  Contribution Agreement, dated December 5, 2006, by and between DRLP and Quantico and Belbrook Realty Corporation, an affiliate of an investment fund managed by Eaton Vance (filed as Exhibit 10.30 to the Company’s Annual Report on Form 10-K for the year ended December 31, 2006, filed with the SEC on March 1, 2007, and incorporated herein by this reference).(1)

10.27

  Contribution Agreement, dated December 5, 2006, by and between DRLP and Lafayette and Belcrest Realty Corporation, an affiliate of an investment fund managed by Eaton Vance (filed as Exhibit 10.31 to the Company’s Annual Report on Form 10-K for the year ended December 31, 2006, filed with the SEC on March 1, 2007, and incorporated herein by this reference).(1)

 

- 58 -


Table of Contents

12.1

  Statement of Computation of Ratio of Earnings to Fixed Charges and Ratio of Earnings to Combined Fixed Charges and Preferred Dividends.*

21.1

  List of the Company’s Subsidiaries.*

23.1

  Consent of KPMG LLP.*

24.1

  Executed Powers of Attorney of certain directors.*

31.1

  Certification of the Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.*

31.2

  Certification of the Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.*

32.1

  Certification of the Chief Executive Officer pursuant to 18 U.S.C. 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.* **

32.2

  Certification of the Chief Financial Officer pursuant to 18 U.S.C. 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.* **

99.1

  Selected Quarterly Financial Information.*

101

  The following materials from the Company’s Annual Report on Form 10-K for the year ended December 31, 2010 formatted in XBRL (eXtensible Business Reporting Language): (i) the Consolidated Balance Sheets, (ii) the Consolidated Statements of Operations, (iii) the Consolidated Statements of Cash Flows, (iv) the Consolidated Statements of Changes in Equity and (v) the Notes to Consolidated Financial Statements, tagged as blocks of text.

# Represents management contract or compensatory plan or arrangement.

* Filed herewith.

** The certifications attached as Exhibits 32.1 and 32.2 accompany this Report and are “furnished” to the Securities and Exchange Commission pursuant to Section 906 of the Sarbanes-Oxley Act of 2002 and shall not be deemed “filed” by us for purposes of Section 18 of the Securities Exchange Act of 1934, as amended.

(1) Confidential treatment of the agreement was requested.

We will furnish to any security holder, upon written request, copies of any exhibit incorporated by reference, for a fee of 15 cents per page, to cover the costs of furnishing the exhibits. Written requests should include a representation that the person making the request was the beneficial owner of securities entitled to vote at the Annual Meeting of Shareholders.

 

(b) Exhibits

The exhibits required to be filed with this Report pursuant to Item 601 of Regulation S-K are listed under “Exhibits” in Part IV, Item 15(a)(3) of this Report and are incorporated herein by reference.

 

(c) Financial Statement Schedule

The Financial Statement Schedule required to be filed with this Report is listed under “Consolidated Financial Statement Schedules” in Part IV, Item 15(a)(2) of this Report, and is incorporated herein by reference.

 

- 59 -


Table of Contents

Management’s Report on Internal Control

We, as management of Duke Realty Corporation and its subsidiaries (“Duke”), are responsible for establishing and maintaining adequate internal control over financial reporting (as defined in Rule 13a-15(f) under the Securities Exchange Act of 1934, as amended). Pursuant to the rules and regulations of the Securities and Exchange Commission, internal control over financial reporting is a process designed by, or under the supervision of, the company’s principal executive and principal financial officers, or persons performing similar functions, and effected by the company’s board of directors, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with accounting principles generally accepted in the United States of America and includes those policies and procedures that:

 

   

Pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions and dispositions of assets of the company;

   

Provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and

   

Provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the company’s assets that could have a material effect on the financial statements.

Management has evaluated the effectiveness of its internal control over financial reporting as of December 31, 2010 based on the control criteria established in a report entitled Internal Control – Integrated Framework, issued by the Committee of Sponsoring Organizations of the Treadway Commission. Based on such evaluation, we have concluded that, as of December 31, 2010, our internal control over financial reporting is effective based on these criteria.

The independent registered public accounting firm of KPMG LLP, as auditors of Duke’s consolidated financial statements, has also issued an audit report on Duke’s internal control over financial reporting.

 

/s/     Dennis D. Oklak

 
Dennis D. Oklak
Chairman and Chief Executive Officer

/s/     Christie B. Kelly

 
Christie B. Kelly

Executive Vice President and Chief Financial Officer

 

- 60 -


Table of Contents

Report of Independent Registered Public Accounting Firm

The Shareholders and Directors of

Duke Realty Corporation:

We have audited the accompanying consolidated balance sheets of Duke Realty Corporation and Subsidiaries (the “Company”) as of December 31, 2010 and 2009 and the related consolidated statements of operations, cash flows and changes in equity for each of the years in the three-year period ended December 31, 2010. In connection with our audits of the consolidated financial statements, we also have audited the financial statement schedule III. We also have audited the Company’s internal control over financial reporting as of December 31, 2010, based on criteria established in Internal Control - Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’s management is responsible for these consolidated financial statements and the financial statement schedule, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying management’s report on internal control. Our responsibility is to express an opinion on these consolidated financial statements and the financial statement schedule and an opinion on the Company’s internal control over financial reporting based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all material respects. Our audits of the consolidated financial statements included examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Duke Realty Corporation and Subsidiaries as of December 31, 2010 and 2009, and the results of their operations and their cash flows for each of the years in the three-year period ended December 31, 2010, in conformity with U.S generally accepted accounting principles. Also in our opinion, the related financial statement schedule III, when considered in relation to the basic consolidated financial statements taken as a whole, presents fairly, in all material respects, the information set forth therein. Also, in our opinion, Duke Realty Corporation and Subsidiaries maintained, in all material respects, effective internal control over financial reporting as of December 31, 2010, based on criteria established in Internal Control - Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission.

 

/s/ KPMG LLP
Indianapolis, Indiana
February 25, 2011

 

- 61 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Consolidated Balance Sheets

As of December 31,

(in thousands, except per share amounts)

 

     2010     2009  

ASSETS

    

Real estate investments:

    

Land and improvements

   $ 1,166,409      $ 1,106,016   

Buildings and tenant improvements

     5,396,339        5,284,103   

Construction in progress

     61,205        103,298   

Investments in and advances to unconsolidated companies

     367,445        501,121   

Undeveloped land

     625,353        660,723   
                
     7,616,751        7,655,261   

Accumulated depreciation

     (1,290,417     (1,311,733
                

Net real estate investments

     6,326,334        6,343,528   

Real estate investments and related assets held- for- sale

     394,287        -   

Cash and cash equivalents

     18,384        147,322   

Accounts receivable, net of allowance of $2,945 and $3,198

     22,588        20,604   

Straight-line rent receivable, net of allowance of $7,260 and $6,929

     125,185        131,934   

Receivables on construction contracts, including retentions

     7,408        18,755   

Deferred financing costs, net of accumulated amortization of $46,407 and $37,577

     46,320        54,489   

Deferred leasing and other costs, net of accumulated amortization of $269,000 and $240,151

     517,934        371,286   

Escrow deposits and other assets

     185,836        216,361   
                
   $ 7,644,276      $ 7,304,279   
                

LIABILITIES AND EQUITY

    

Indebtedness:

    

Secured debt

   $ 1,065,628      $ 785,797   

Unsecured notes

     2,948,405        3,052,465   

Unsecured lines of credit

     193,046        15,770   
                
     4,207,079        3,854,032   

Liabilities related to real estate investments held-for-sale

     14,732        -   

Construction payables and amounts due subcontractors, including retentions

     44,782        43,147   

Accrued real estate taxes

     83,615        84,347   

Accrued interest

     62,407        62,971   

Other accrued expenses

     61,448        48,758   

Other liabilities

     129,860        198,906   

Tenant security deposits and prepaid rents

     50,450        44,258   
                

Total liabilities

     4,654,373        4,336,419   
                

Shareholders’ equity:

    

Preferred shares ($.01 par value); 5,000 shares authorized; 3,618 and 4,067 shares issued and outstanding

     904,540        1,016,625   

Common shares ($.01 par value); 400,000 shares authorized; 252,195 and 224,029 shares issued and outstanding

     2,522        2,240   

Additional paid-in capital

     3,573,720        3,267,196   

Accumulated other comprehensive loss

     (1,432     (5,630

Distributions in excess of net income

     (1,533,740     (1,355,086
                

Total shareholders’ equity

     2,945,610        2,925,345   

Noncontrolling interests

     44,293        42,515   
                

Total equity

     2,989,903        2,967,860   
                
   $ 7,644,276      $ 7,304,279   
                

See accompanying Notes to Consolidated Financial Statements.

 

- 62 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Consolidated Statements of Operations

For the Years Ended December 31,

(in thousands, except per share amounts)

 

     2010     2009     2008  

Revenues:

      

Rental and related revenue

   $ 878,242      $ 842,232      $ 802,791   

General contractor and service fee revenue

     515,361        449,509        434,624   
                        
     1,393,603        1,291,741        1,237,415   

Expenses:

      

Rental expenses

     197,985        192,270        179,373   

Real estate taxes

     118,006        111,189        95,872   

General contractor and other services expenses

     486,865        427,666        418,743   

Depreciation and amortization

     349,064        323,429        293,019   
                        
     1,151,920        1,054,554        987,007   
                        

Other operating activities:

      

Equity in earnings of unconsolidated companies

     7,980        9,896        23,817   

Gain on sale of properties

     39,662        12,337        39,057   

Earnings from sales of land

     -        357        12,651   

Undeveloped land carrying costs

     (9,203     (10,403     (8,204

Impairment charges

     (9,834     (275,630     (10,165

Other operating expenses

     (1,231     (1,017     (8,298

General and administrative expense

     (41,329     (47,937     (39,508
                        
     (13,955     (312,397     9,350   
                        

Operating income (loss)

     227,728        (75,210     259,758   

Other income (expenses):

      

Interest and other income, net

     534        1,229        1,451   

Interest expense

     (239,383     (205,952     (184,000

Gain (loss) on debt transactions

     (16,349     20,700        1,953   

Gain (loss) on acquisitions, net

     55,820        (1,062     -   
                        

Income (loss) from continuing operations before income taxes

     28,350        (260,295     79,162   

Income tax benefit (expense)

     1,126        6,070        7,005   
                        

Income (loss) from continuing operations

     29,476        (254,225     86,167   

Discontinued operations:

      

Income before impairment charges and gain on sales

     2,732        2,885        8,546   

Impairment charges

     -        (26,936     (1,266

Gain on sale of depreciable properties

     33,054        6,786        16,961   
                        

Income (loss) from discontinued operations

     35,786        (17,265     24,241   

Net income (loss)

     65,262        (271,490     110,408   

Dividends on preferred shares

     (69,468     (73,451     (71,426

Adjustments for repurchase of preferred shares

     (10,438     -        14,046   

Net (income) loss attributable to noncontrolling interests

     536        11,340        (2,620
                        

Net income (loss) attributable to common shareholders

   $ (14,108   $ (333,601   $ 50,408   
                        

Basic net income (loss) per common share:

      

Continuing operations attributable to common shareholders

   $ (0.22   $ (1.58   $ 0.17   

Discontinued operations attributable to common shareholders

     0.15        (0.09     0.16   
                        

Total

   $ (0.07   $ (1.67   $ 0.33   
                        

Diluted net income (loss) per common share:

      

Continuing operations attributable to common shareholders

   $ (0.22   $ (1.58   $ 0.17   

Discontinued operations attributable to common shareholders

     0.15        (0.09     0.16   
                        

Total

   $ (0.07   $ (1.67   $ 0.33   
                        

Weighted average number of common shares outstanding

     238,920        201,206        146,915   
                        

Weighted average number of common shares and potential dilutive securities

     238,920        201,206        154,553   
                        

See accompanying Notes to Consolidated Financial Statements.

 

- 63 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Consolidated Statements of Cash Flows

For the Years Ended December 31,

(in thousands)

 

     2010     2009     2008  

Cash flows from operating activities:

      

Net income (loss)

   $ 65,262      $ (271,490   $ 110,408   

Adjustments to reconcile net income (loss) to net cash provided by operating activities:

      

Depreciation of buildings and tenant improvements

     271,058        266,803        246,441   

Amortization of deferred leasing and other costs

     89,126        73,323        68,511   

Amortization of deferred financing costs

     13,897        13,679        13,640   

Straight-line rent adjustment

     (15,233     (18,832     (15,118

Impairment charges

     9,834        302,567        11,431   

(Gain) loss on debt extinguishment

     16,349        (20,700     (1,953

(Gain) loss on acquisitions

     (57,715     1,062        -   

Deferred tax asset valuation allowance

     -        7,278        -   

Earnings from land and depreciated property sales

     (72,716     (19,480     (29,612

Build- for- Sale operations, net

     -        14,482        80,751   

Third-party construction contracts, net

     (6,449     (4,583     125,855   

Other accrued revenues and expenses, net

     68,892        47,830        26,875   

Operating distributions received in excess of equity in earnings from unconsolidated companies

     8,851        8,533        5,618   
                        

Net cash provided by operating activities

     391,156        400,472        642,847   
                        

Cash flows from investing activities:

      

Development of real estate investments

     (119,404     (268,890     (436,256

Acquisition of real estate investments and related intangible assets, net of cash acquired

     (488,539     (31,658     (20,123

Acquisition of undeveloped land

     (14,404     (5,474     (40,893

Second generation tenant improvements, leasing costs and building improvements

     (88,723     (79,054     (74,814

Other deferred leasing costs

     (38,905     (23,329     (30,498

Other assets

     (7,260     (392     281   

Proceeds from land and depreciated property sales, net

     499,520        256,330        116,563   

Capital distributions from unconsolidated companies

     22,119        -        95,392   

Capital contributions and advances to unconsolidated companies, net

     (53,194     (23,481     (132,244
                        

Net cash used for investing activities

     (288,790     (175,948     (522,592
                        

Cash flows from financing activities:

      

Proceeds from issuance of common shares, net

     298,004        551,136        17,100   

Proceeds from issuance of preferred shares, net

     -        -        290,014   

Payments for repurchases of preferred shares

     (118,787     -        (12,405

Proceeds from unsecured debt issuance

     250,000        500,000        325,000   

Payments on and repurchases of unsecured debt

     (392,597     (707,016     (261,479

Proceeds from secured debt financings

     4,158        290,418        -   

Payments on secured indebtedness including principal amortization

     (207,060     (11,396     (55,600

Borrowings (payments) on lines of credit, net

     177,276        (467,889     (62,408

Distributions to common shareholders

     (162,015     (151,333     (283,375

Distributions to preferred shareholders

     (69,468     (73,451     (71,439

Contributions from (distributions to) noncontrolling interests, net

     (5,741     (1,524     (12,837

Cash settlement of interest rate swaps

     -        -        (14,625

Deferred financing costs

     (5,074     (28,679     (3,681
                        

Net cash used for financing activities

     (231,304     (99,734     (145,735
                        

Net increase (decrease) in cash and cash equivalents

     (128,938     124,790        (25,480

Cash and cash equivalents at beginning of year

     147,322        22,532        48,012   
                        

Cash and cash equivalents at end of year

   $ 18,384      $ 147,322      $ 22,532   
                        

Non-cash investing and financing activities:

      

Assumption of indebtedness and other liabilities for real estate acquisitions

   $ 527,464      $ -      $ 39,480   
                        

Contribution of properties to, net of debt assumed by, unconsolidated companies

   $ 41,609      $ 20,663      $ 133,312   
                        

Investments and advances related to acquisition of previously unconsolidated companies

   $ 184,140      $ 206,852      $ -   
                        

Distribution of property from unconsolidated company

   $ -      $ -      $ 76,449   
                        

Conversion of Limited Partner Units to common shares

   $ (8,055   $ 592      $ 13,149   
                        

See accompanying Notes to Consolidated Financial Statements.

 

- 64 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Consolidated Statements of Changes in Equity

(in thousands, except per share data)

 

     Common Shareholders              
     Preferred
Stock
    Common
Stock
     Additional
Paid-in
Capital
    Accumulated
Other
Comprehensive
Income (Loss)
    Distributions
in Excess of
Net Income
    Non-
Controlling
Interests
    Total  

Balance at December 31, 2007

   $ 744,000      $ 1,462       $ 2,667,286      $ (1,279 )    $ (632,967 )    $ 83,238      $ 2,861,740   

Comprehensive Income:

               

Net income

     -        -         -        -        107,788        2,620        110,408   

Derivative instrument activity

     -        -         -        (7,373     -        -        (7,373
                     

Comprehensive income

                  103,035   

Issuance of preferred shares

     300,000        -         (10,000     -        -        -        290,000   

Issuance of common shares

     -        9         15,482        -        -        -        15,491   

Stock based compensation plan activity

     -        2         15,683        -        (2,017     -        13,668   

Conversion of Limited Partner Units

     -        11         13,138        -        -        (17,065     (3,916

Distributions to preferred shareholders

     -        -         -        -        (71,426     -        (71,426

Repurchase of preferred shares

     (27,375     -         924        -        14,046        -        (12,405

Distributions to common shareholders ($1.93 per share)

     -        -         -        -        (283,375     -        (283,375

Distributions to noncontrolling interests, net

     -        -         -        -        -        (12,837     (12,837
                                                         

Balance at December 31, 2008

   $ 1,016,625      $ 1,484       $ 2,702,513      $ (8,652   $ (867,951   $ 55,956      $ 2,899,975   

Comprehensive Loss:

               

Net loss

     -        -         -        -        (260,150     (11,340     (271,490

Derivative instrument activity

     -        -         -        3,022        -        -        3,022   
                     

Comprehensive loss

                  (268,468

Issuance of common shares

     -        752         550,652        -        -        -        551,404   

Stock based compensation plan activity

     -        2         13,441        -        (2,186     -        11,257   

Conversion of Limited Partner Units

     -        2         590        -        (15     (577     -   

Distributions to preferred shareholders

     -        -         -        -        (73,451     -        (73,451

Distributions to common shareholders ($.76 per share)

     -        -         -        -        (151,333     -        (151,333

Distributions to noncontrolling interests, net

     -        -         -        -        -        (1,524     (1,524
                                                         

Balance at December 31, 2009

   $ 1,016,625      $ 2,240       $ 3,267,196      $ (5,630   $ (1,355,086   $ 42,515      $ 2,967,860   

Comprehensive Income:

               

Net income

     -        -         -        -        65,798        (536     65,262   

Derivative instrument activity

     -        -         -        4,198        -        -        4,198   
                     

Comprehensive income

                  69,460   

Issuance of common shares

     -        265         297,801        -        -        -        298,066   

Stock based compensation plan activity

     -        3         13,056        -        (2,531     -        10,528   

Conversion of Limited Partner Units

     -        14         (8,069     -        -        8,055        -   

Distributions to preferred shareholders

     -        -         -        -        (69,468     -        (69,468

Repurchase of preferred shares

     (112,085     -         3,736        -        (10,438     -        (118,787

Distributions to common shareholders ($0.68 per share)

     -        -         -        -        (162,015     -        (162,015

Distributions to noncontrolling interests

     -        -         -        -        -        (5,741     (5,741
                                                         

Balance at December 31, 2010

   $ 904,540      $ 2,522       $ 3,573,720      $ (1,432   $ (1,533,740   $ 44,293      $ 2,989,903   
                                                         

See accompanying Notes to Consolidated Financial Statements.

 

- 65 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

 

(1) The Company

Substantially all of our Rental Operations (see Note 9) are conducted through Duke Realty Limited Partnership (“DRLP”). We owned approximately 98.0% of the common partnership interests of DRLP (“Units”) at December 31, 2010. At the option of the holders, subject to certain restrictions, the remaining Units are redeemable for shares of our common stock on a one-to-one basis and earn dividends at the same rate as shares of our common stock. If determined to be necessary in order to continue to qualify as a real estate investment trust (“REIT”), we may elect to purchase the Units for an equivalent amount of cash rather than issuing shares of common stock upon redemption. We conduct our Service Operations (see Note 9) through Duke Realty Services, LLC, Duke Realty Services Limited Partnership and Duke Construction Limited Partnership (“DCLP”). DCLP is owned through a taxable REIT subsidiary. The terms “we”, “us” and “our” refer to Duke Realty Corporation and subsidiaries (the “Company”) and those entities owned or controlled by the Company.

 

(2) Summary of Significant Accounting Policies

FASB Codification

On July 1, 2009, the Financial Accounting Standards Board (“FASB”) issued the FASB Accounting Standards Codification (“ASC” or the “Codification”) that established the exclusive authoritative reference for accounting principles generally accepted in the United States of America (“GAAP”) for use in financial statements, except for SEC rules and interpretive releases, which are also authoritative GAAP for SEC registrants. The Codification superseded all existing non-SEC accounting and reporting standards but did not impact any of our existing accounting policies.

Principles of Consolidation

The consolidated financial statements include our accounts and the accounts of our majority-owned or controlled subsidiaries. The equity interests in these controlled subsidiaries not owned by us are reflected as noncontrolling interests in the consolidated financial statements. All significant intercompany balances and transactions have been eliminated in the consolidated financial statements. Investments in entities that we do not control, and variable interest entities (“VIEs”) in which we are not the primary beneficiary, are not consolidated and are reflected as investments in unconsolidated companies under the equity method of reporting.

Reclassifications

Certain amounts in the accompanying consolidated financial statements for 2009 and 2008 have been reclassified to conform to the 2010 consolidated financial statement presentation.

Real Estate Investments

Rental real property, including land, land improvements, buildings and tenant improvements, are included in real estate investments and are generally stated at cost. Construction in process and undeveloped land are included in real estate investments and are stated at cost. Real estate investments also include our equity interests in unconsolidated joint ventures that own and operate rental properties and hold land for development.

 

- 66 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Depreciation

Buildings and land improvements are depreciated on the straight-line method over their estimated lives not to exceed 40 and 15 years, respectively, for properties that we develop, and not to exceed 30 and 10 years, respectively, for acquired properties. Tenant improvement costs are depreciated using the straight-line method over the term of the related lease.

Cost Capitalization

Direct and certain indirect costs clearly associated with the development, construction, leasing or expansion of real estate investments are capitalized as a cost of the property. In addition, all leasing commissions paid to third parties for new leases or lease renewals are capitalized. We capitalize a portion of our indirect costs associated with our construction, development and leasing efforts. In assessing the amount of direct and indirect costs to be capitalized, allocations are made based on estimates of the actual amount of time spent in each activity. We do not capitalize any costs attributable to downtime or to unsuccessful projects.

We capitalize direct and indirect project costs associated with the initial construction of a property up to the time the property is substantially complete and ready for its intended use. In addition, we capitalize costs, including real estate taxes, insurance, and utilities, that have been allocated to vacant space based on the square footage of the portion of the building not held available for immediate occupancy during the extended lease-up periods after construction of the building shell has been completed if costs are being incurred to ready the vacant space for its intended use. If costs and activities incurred to ready the vacant space cease, then cost capitalization is also discontinued until such activities are resumed. Once necessary work has been completed on a vacant space, project costs are no longer capitalized.

We cease capitalization of all project costs on extended lease-up periods when significant activities have ceased, which does not exceed the shorter of a one-year period after the completion of the building shell or when the property attains 90% occupancy.

Impairment

We evaluate our real estate assets, with the exception of those that are classified as held- for- sale, for impairment whenever events or changes in circumstances indicate that their carrying amounts may not be recoverable. If such an evaluation is considered necessary, we compare the carrying amount of that real estate asset, or asset group, with the expected undiscounted cash flows that are directly associated with, and that are expected to arise as a direct result of, the use and eventual disposition of that asset, or asset group. Our estimate of the expected future cash flows used in testing for impairment is based on, among other things, our estimates regarding future market conditions, rental rates, occupancy levels, costs of tenant improvements, leasing commissions and other tenant concessions, assumptions regarding the residual value of our properties at the end of our anticipated holding period and the length of our anticipated holding period and is, therefore, subjective by nature. These assumptions could differ materially from actual results. If our strategy changes or if market conditions otherwise dictate a reduction in the holding period and an earlier sale date, an impairment loss could be recognized and such loss could be material. To the extent the carrying amount of a real estate asset, or asset group, exceeds the associated estimate of undiscounted cash flows, an impairment loss is recorded to reduce the carrying value of the asset to its fair value.

 

- 67 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

The determination of the fair value of real estate assets is also highly subjective, especially in markets where there is a lack of recent comparable transactions. We primarily utilize the income approach to estimate the fair value of our income producing real estate assets. To the extent that the assumptions used in testing long-lived assets for impairment differ from those of a marketplace participant, the assumptions are modified in order to estimate the fair value of a real estate asset when an impairment charge is measured. In addition to determining future cash flows, which make the estimation of a real estate asset’s undiscounted cash flows highly subjective, the selection of the discount rate and exit capitalization rate used in applying the income approach is also highly subjective.

Real estate assets classified as held- for- sale are reported at the lower of their carrying value or their fair value, less estimated costs to sell. Once a property is designated as held-for-sale, no further depreciation expense is recorded.

Purchase Accounting

On January 1, 2009, we adopted the new accounting standard (FASB ASC 805) on purchase accounting, which required acquisition related costs to be expensed immediately as period costs. This new standard also requires that (i) 100% of the assets and liabilities of an acquired entity, as opposed to the amount proportional to the portion acquired, must be recorded at fair value upon an acquisition and (ii) a gain or loss must be recognized for the difference between the fair value and the carrying value of any existing ownership interests in acquired entities. Finally, this new standard requires that contingencies arising from a business combination be recorded at fair value if the acquisition date fair value can be determined during the measurement period.

We allocate the purchase price of acquired properties to net tangible and identified intangible assets based on their respective fair values, using all pertinent information available at the date of acquisition. The allocation to tangible assets (buildings, tenant improvements and land) is based upon management’s determination of the value of the property as if it were vacant using discounted cash flow models similar to those used by independent appraisers. Factors considered by management include an estimate of carrying costs during the expected lease-up periods considering current market conditions, and costs to execute similar leases. The purchase price of real estate assets is also allocated among three categories of intangible assets consisting of the above or below market component of in-place leases, the value of in-place leases and the value of customer relationships.

The value allocable to the above or below market component of an acquired in-place lease is determined based upon the present value (using a discount rate which reflects the risks associated with the acquired leases) of the difference between (i) the contractual amounts to be paid pursuant to the lease over its remaining term and (ii) management’s estimate of the amounts that would be paid using fair market rates over the remaining term of the lease. The amounts allocated to above market leases are included in deferred leasing and other costs in the balance sheet and below market leases are included in other liabilities in the balance sheet; both are amortized to rental income over the remaining terms of the respective leases.

The total amount of intangible assets is further allocated to in-place lease values and to customer relationship values based upon management’s assessment of their respective values. These intangible assets are included in deferred leasing and other costs in the balance sheet and are depreciated over the remaining term of the existing lease, or the anticipated life of the customer relationship, as applicable.

 

- 68 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Joint Ventures

We have equity interests in unconsolidated joint ventures that own and operate rental properties and hold land for development. We consolidate those joint ventures that are considered to be variable interest entities (“VIEs”) where we are the primary beneficiary. We analyze our investments in joint ventures to determine if the joint venture is considered a VIE and would require consolidation. We (i) evaluate the sufficiency of the total equity investment at risk, (ii) review the voting rights and decision-making authority of the equity investment holders as a group, and whether there are any guaranteed returns, protection against losses, or capping of residual returns within the group and (iii) establish whether activities within the venture are on behalf of an investor with disproportionately few voting rights in making this VIE determination. We would consolidate a venture that is determined to be a VIE if we were the primary beneficiary.

On January 1, 2010, we adopted a new accounting standard that eliminated the primarily quantitative model previously in effect to determine the primary beneficiary of a VIE and replaced it with a qualitative model that focuses on which entities have the power to direct the activities of the VIE as well as the obligation or rights to absorb the VIE’s losses or receive its benefits. This new standard requires assessments at each reporting period of which party within the VIE is considered the primary beneficiary and also requires a number of new disclosures related to VIEs. The reconsideration of the initial determination of VIE status is still based on the occurrence of certain events. We were not the primary beneficiary of any VIEs at January 1, 2010 and the implementation of this new accounting standard did not have a material impact on our results of operation or financial condition.

During 2010, events took place within two of our unconsolidated joint ventures that required us to re-evaluate our previous conclusions that these two joint ventures were not VIEs. Upon reconsideration, we determined that the fair values of the equity investments at risk were not sufficient, when considering their overall capital requirements, and we therefore concluded that these two ventures now meet the applicable criteria to be considered VIEs.

These two joint ventures were formed with the sole purpose of developing, constructing, leasing, marketing and selling properties for a profit. The majority of the business activities of these joint ventures are financed with third-party debt, with joint and several guarantees provided by the joint venture partners. All significant decisions for both joint ventures, including those decisions that most significantly impact each venture’s economic performance, require unanimous joint venture partner approval as well as, in certain cases, lender approval. In both joint ventures, unanimous joint venture partner approval requirements include entering into new leases, setting annual operating budgets, selling an underlying property, and incurring additional indebtedness. Because no single variable interest holder exercises control over the decisions that most significantly affect each venture’s economic performance, we determined that the equity method of accounting is still appropriate for these joint ventures.

 

- 69 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

The following is a summary of the carrying value in our consolidated balance sheet, as well as our maximum loss exposure under guarantees, for entities we have determined to be VIEs as of December 31, 2010:

 

     Carrying Value     Maximum Loss
Exposure
 

Investment in Unconsolidated Company

   $ 31.7 million      $ 31.7 million   

Guarantee Obligations (1)

   $ (25.2 million   $ (63.7 million

 

(1) We are party to joint and several guarantees of the third-party debt of both of these joint ventures and our maximum loss exposure is equal to the maximum monetary obligation pursuant to the guarantee agreements. In 2009, we recorded a liability for our probable future obligation under a guarantee to the lender of one of these ventures. Pursuant to an agreement with the lender, we may make member loans to this joint venture that will reduce our maximum guarantee obligation on a dollar- for- dollar basis. The carrying value of our recorded guarantee obligations is included in other liabilities in our Consolidated Balance Sheets.

To the extent that our joint ventures do not qualify as VIEs, we consolidate those joint ventures that we control through majority ownership interests or where we are the managing member and our partner does not have substantive participating rights. Control is further demonstrated by the ability of the general partner to manage day-to-day operations, refinance debt and sell the assets of the joint venture without the consent of the limited partner and inability of the limited partner to replace the general partner. We use the equity method of accounting for those joint ventures where we do not have control over operating and financial policies. Under the equity method of accounting, our investment in each joint venture is included on our balance sheet; however, the assets and liabilities of the joint ventures for which we use the equity method are not included on our balance sheet.

To the extent that we contribute assets to a joint venture, our investment in the joint venture is recorded at our cost basis in the assets that were contributed to the joint venture. To the extent that our cost basis is different than the basis reflected at the joint venture level, the basis difference is amortized over the life of the related asset and included in our share of equity in net income of the joint venture. We recognize gains on the contribution or sale of real estate to joint ventures, relating solely to the outside partner’s interest, to the extent the economic substance of the transaction is a sale.

Cash Equivalents

Investments with an original maturity of three months or less are classified as cash equivalents.

Valuation of Receivables

We reserve the entire receivable balance, including straight-line rent, of any tenant with an amount outstanding over 90 days. Additional reserves are recorded for more current amounts, as applicable, where we have determined collectability to be doubtful. Straight-line rent receivables for any tenant with long-term risk, regardless of the status of current rent receivables, are reviewed and reserved as necessary.

Deferred Costs

Costs incurred in connection with obtaining financing are amortized to interest expense over the term of the related loan. All direct and indirect costs, including estimated internal costs, associated with the leasing of real estate investments owned by us are capitalized and amortized over the term of the related lease. We include lease incentive costs, which are payments made on behalf of a tenant to sign a lease, in deferred leasing costs and amortize them on a straight-line basis over the respective lease terms as a reduction of rental revenues. We include as lease incentives amounts funded to construct tenant improvements owned by the tenant. Unamortized costs are charged to expense upon the early termination of the lease or upon early payment of the financing.

 

- 70 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Convertible Debt Accounting

On January 1, 2009, we adopted a new accounting standard (FASB ASC 470) for convertible debt instruments that may be settled in cash upon conversion. This new standard required separate accounting for the debt and equity components of certain convertible instruments. Our 3.75% Exchangeable Senior Notes (“Exchangeable Notes”), issued in November 2006, have an exchange rate of 20.47 common shares per $1,000 principal amount of the notes, representing an exchange price of $48.85 per share of our common stock. The Exchangeable Notes were subject to the accounting changes required by this new standard, which required that the value assigned to the debt component equal the estimated fair value of debt with similar contractual cash flows, but without the conversion feature, resulting in the debt being recorded at a discount. The resulting debt discount will be amortized over the period from its issuance through November 2011, the first optional redemption date, as additional non-cash interest expense. We were required to apply this new accounting standard retrospectively to prior periods.

At December 31, 2010, the Exchangeable Notes had $167.6 million of principal outstanding, an unamortized discount of $2.1 million and a net carrying amount of $165.6 million. The carrying amount of the equity component was $34.7 million at December 31, 2010. Subsequent to the implementation of the new standard, interest expense is recognized on the Exchangeable Notes at an effective rate of 5.6%. The increase to interest expense (in thousands) on the Exchangeable Notes, which led to a corresponding decrease to net income, for the years ended December 31, 2010, 2009 and 2008 is summarized as follows:

 

     2010      2009      2008  

Interest expense on Exchangeable Notes, excluding effect of accounting for convertible debt

   $ 7,136       $ 14,850       $ 21,574   

Effect of accounting for convertible debt

     2,474         5,024         6,536   
                          

Total interest expense on Exchangeable Notes

   $ 9,610       $ 19,874       $  28,110   
                          

Noncontrolling Interests

On January 1, 2009, we adopted a new accounting standard (FASB ASC 810) on noncontrolling interests, which required noncontrolling interests (previously referred to as minority interests) to be reported as a component of total equity, resulting in retroactive changes to the presentation of the noncontrolling interests in the consolidated balance sheets and statements of operations. This new standard also modified the accounting for changes in the level of ownership in consolidated subsidiaries.

Noncontrolling interests relate to the minority ownership interests in DRLP and interests in consolidated property partnerships that are not wholly owned. Noncontrolling interests are subsequently adjusted for additional contributions, distributions to noncontrolling holders and the noncontrolling holders’ proportionate share of the net earnings or losses of each respective entity.

Prior to January 1, 2009, when a Unit was redeemed (Note 1), the difference between the aggregate book value and the purchase price of the Unit increased the recorded value of our net assets. For redemptions of Units subsequent to January 1, 2009, the change in ownership is treated as an equity transaction and there is no effect on our earnings or net assets.

 

- 71 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

Revenue Recognition

Rental and Related Revenue

The timing of revenue recognition under an operating lease is determined based upon ownership of the tenant improvements. If we are the owner of the tenant improvements, revenue recognition commences after the improvements are completed and the tenant takes possession or control of the space. In contrast, if we determine that the tenant allowances we are funding are lease incentives, then we commence revenue recognition when possession or control of the space is turned over to the tenant. Rental income from leases with free rental periods or scheduled rental increases during their terms is recognized on a straight-line basis.

We record lease termination fees when a tenant has executed a definitive termination agreement with us and the payment of the termination fee is not subject to any material conditions that must be met or waived before the fee is due to us.

General Contractor and Service Fee Revenue

Management fees are based on a percentage of rental receipts of properties managed and are recognized as the rental receipts are collected. Maintenance fees are based upon established hourly rates and are recognized as the services are performed. Construction management and development fees represent fee-based third-party contracts and are recognized as earned based on the terms of the contract, which approximates the percentage of completion method.

We recognize income on construction contracts where we serve as a general contractor on the percentage of completion method. Using this method, profits are recorded based on our estimates of the percentage of completion of individual contracts, commencing when the work performed under the contracts reaches a point where the final costs can be estimated with reasonable accuracy. The percentage of completion estimates are based on a comparison of the contract expenditures incurred to the estimated final costs. Changes in job performance, job conditions and estimated profitability may result in revisions to costs and income and are recognized in the period in which the revisions are determined.

Receivables on construction contracts were in an over-billed position of $160,000 and $470,000 at December 31, 2010 and 2009.

Property Sales

Gains on sales of all properties are recognized in accordance with FASB ASC 360-20. The specific timing of the sale of a building is measured against various criteria in FASB ASC 360-20 related to the terms of the transactions and any continuing involvement in the form of management or financial assistance from the seller associated with the properties. We make judgments based on the specific terms of each transaction as to the amount of the total profit from the transaction that we recognize considering factors such as continuing ownership interest we may have with the buyer (“partial sales”) and our level of future involvement with the property or the buyer that acquires the assets. If the full accrual sales criteria are not met, we defer gain recognition and account for the continued operations of the property by applying the finance, installment or cost recovery methods, as appropriate, until the full accrual sales criteria are met. Estimated future costs to be incurred after completion of each sale are included in the determination of the gain on sales.

 

- 72 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

To the extent that a property has had operations prior to sale, and that we do not have continuing involvement with the property, gains from sales of depreciated property are included in discontinued operations and the proceeds from the sale of these held-for-rental properties are classified in the investing activities section of the Consolidated Statements of Cash Flows.

Gains or losses from our sale of properties that were developed or repositioned with the intent to sell and not for long-term rental (“Build-for-Sale” properties) are classified as gain on sale of properties in the Consolidated Statements of Operations. Other rental properties that do not meet the criteria for presentation as discontinued operations are also classified as gain on sale of properties in the Consolidated Statements of Operations.

Net Income (Loss) Per Common Share

Basic net income (loss) per common share is computed by dividing net income (loss) attributable to common shareholders, less dividends on share-based awards expected to vest, by the weighted average number of common shares outstanding for the period. Diluted net income (loss) per common share is computed by dividing the sum of basic net income (loss) attributable to common shareholders and the noncontrolling interest in earnings allocable to Units not owned by us (to the extent the Units are dilutive), by the sum of the weighted average number of common shares outstanding and, to the extent they are dilutive, partnership Units outstanding, as well as any potential dilutive securities for the period.

During the first quarter of 2009, we adopted a new accounting standard (FASB ASC 260-10) on participating securities, which we have applied retrospectively to prior period calculations of basic and diluted earnings per common share. Pursuant to this new standard, certain of our share-based awards are considered participating securities because they earn dividend equivalents that are not forfeited even if the underlying award does not vest.

The following table reconciles the components of basic and diluted net income (loss) per common share (in thousands):

 

     2010      2009      2008  

Net income (loss) attributable to common shareholders

   $ (14,108    $ (333,601    $ 50,408   

Less: Dividends on share-based awards expected to vest

     (2,513      (1,759      (1,631
                          

Basic net income (loss) attributable to common shareholders

     (16,621      (335,360      48,777   

Noncontrolling interest in earnings of common unitholders

     -         -         2,640   
                          

Diluted net income (loss) attributable to common shareholders

   $ (16,621    $ (335,360    $ 51,417   
                          

Weighted average number of common shares outstanding

     238,920         201,206         146,915   

Weighted average partnership Units outstanding

     -         -         7,619   

Other potential dilutive shares

     -         -         19   
                          

Weighted average number of common shares and potential dilutive securities

     238,920         201,206         154,553   
                          

 

- 73 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

The partnership Units are anti-dilutive for the years ended December 31, 2010 and 2009, as a result of the net loss for these periods. In addition, substantially all potential shares related to our stock-based compensation plans as well as our 3.75% Exchangeable Senior Notes (“Exchangeable Notes”) are anti-dilutive for all years presented. The following table summarizes the data that is excluded from the computation of net income (loss) per common share as a result of being anti-dilutive (in thousands):

 

     2010      2009      2008  

Noncontrolling interest in earnings of common unitholders

   $ 351       $ 11,099       $ -   

Weighted average partnership Units outstanding

     5,950         6,687         -   

Other potential dilutive shares:

        

Anti-dilutive potential shares under stock-based compensation plans

     4,713         7,872         8,219   

Anti-dilutive potential shares under the Exchangeable Notes

     3,890         8,089         11,771   

Federal Income Taxes

We have elected to be taxed as a REIT under the Internal Revenue Code of 1986, as amended. To qualify as a REIT, we must meet a number of organizational and operational requirements, including a requirement to distribute at least 90% of our adjusted taxable income to our stockholders. Management intends to continue to adhere to these requirements and to maintain our REIT status. As a REIT, we are entitled to a tax deduction for some or all of the dividends we pay to shareholders. Accordingly, we generally will not be subject to federal income taxes as long as we currently distribute to shareholders an amount equal to or in excess of our taxable income. We are also generally subject to federal income taxes on any taxable income that is not currently distributed to our shareholders. If we fail to qualify as a REIT in any taxable year, we will be subject to federal income taxes and may not be able to qualify as a REIT for four subsequent taxable years.

REIT qualification reduces, but does not eliminate, the amount of state and local taxes we pay. In addition, our financial statements include the operations of taxable corporate subsidiaries that are not entitled to a dividends paid deduction and are subject to corporate federal, state and local income taxes. As a REIT, we may also be subject to certain federal excise taxes if we engage in certain types of transactions.

The following table reconciles our net income (loss) to taxable income (loss) before the dividends paid deduction for the years ended December 31, 2010, 2009 and 2008 (in thousands):

 

     2010      2009      2008  

Net income (loss)

   $ 65,262       $ (271,490    $ 110,408   

Book/tax differences

     78,178         441,784         127,607   
                          

Taxable income before adjustments

     143,440         170,294         238,015   

Less: capital gains

     (62,477      (10,828      (80,069
                          

Adjusted taxable income subject to 90% distribution requirement

   $ 80,963       $ 159,466       $ 157,946   
                          

Our dividends paid deduction is summarized below (in thousands):

 

     2010      2009      2008  

Cash dividends paid

   $ 231,446       $ 224,784       $ 355,782   

Cash dividends declared and paid in current year that apply to previous year

     -         -         (52,471

Less: Capital gain distributions

     (62,477      (10,828      (80,069

Less: Return of capital

     (82,283      (49,321      (59,709
                          

Total dividends paid deduction attributable to adjusted taxable income

   $ 86,686       $ 164,635       $ 163,533   
                          

 

 

- 74 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

A summary of the tax characterization of the dividends paid for the years ended December 31, 2010, 2009 and 2008 follows:

 

     2010     2009     2008  

Common Shares

      

Ordinary income

     24.9     69.0     39.3

Return of capital

     56.3     26.4     27.3

Capital gains

     18.8     4.6     33.4
                        
     100.0     100.0     100.0
                        

Preferred Shares

      

Ordinary income

     57.0     93.7     70.2

Capital gains

     43.0     6.3     29.8
                        
     100.0     100.0     100.0
                        

Refinements to our operating strategy in 2009 caused us to reduce our projections of taxable income in our taxable REIT subsidiary. As the result of these changes in our projections, we determined that it was more likely than not that the taxable REIT subsidiary would not generate sufficient taxable income to realize any of its deferred tax assets. Accordingly, a full valuation allowance was established for our deferred tax assets in 2009, which we have continued to maintain through December 31, 2010. Income taxes are not material to our operating results or financial position.

We received income tax refunds, net of federal and state income tax payments, of $19.7 million in 2010. We paid federal and state income taxes of $800,000 and $3.5 million in 2009 and 2008, respectively. The taxable REIT subsidiaries have no significant net deferred income tax or unrecognized tax benefit items.

Derivative Financial Instruments

We periodically enter into certain interest rate protection agreements to effectively convert or cap floating rate debt to a fixed rate, and to hedge anticipated future financing transactions, both of which qualify for cash flow hedge accounting treatment. Net amounts paid or received under these agreements are recognized as an adjustment to the interest expense of the corresponding debt. We do not utilize derivative financial instruments for trading or speculative purposes.

If a derivative qualifies as a cash flow hedge, the change in fair value of the derivative is recognized in other comprehensive income to the extent the hedge is effective, while the ineffective portion of the derivative’s change in fair value is recognized in earnings. Gains and losses on our interest rate protection agreements are subsequently included in earnings as an adjustment to interest expense in the same periods in which the related interest payments being hedged are recognized in earnings.

We estimate the fair value of derivative instruments using standard market conventions and techniques such as discounted cash flow analysis, option pricing models and termination cost at each balance sheet date. For all hedging relationships, we formally document the hedging relationship and its risk-management objective and strategy for undertaking the hedge, the hedging instrument, the hedged item, the nature of the risk being hedged, how the hedging instrument’s effectiveness in offsetting the hedged risk will be assessed prospectively and retrospectively, and a description of the method of measuring ineffectiveness.

Fair Value Measurements

On January 1, 2009, we adopted a new accounting standard (FASB ASC 820) that establishes a framework for measuring fair value of non-financial assets and liabilities that are not required or permitted to be measured at fair value on a recurring basis but only in certain circumstances, such as a business combination.

 

- 75 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Assets and liabilities recorded at fair value on the consolidated balance sheets are categorized based on the inputs to the valuation techniques as follows:

Level 1 inputs utilize quoted prices (unadjusted) in active markets for identical assets or liabilities to which we have access.

Level 2 inputs are inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either directly or indirectly. Level 2 inputs may include quoted prices for similar assets and liabilities in active markets, as well as inputs that are observable for the asset or liability (other than quoted prices), such as interest rates and yield curves that are observable at commonly quoted intervals.

Level 3 inputs are unobservable inputs for the asset or liability, which are typically based on an entity’s own assumptions, as there is little, if any, related market activity.

In instances where the determination of the fair value measurement is based on inputs from different levels of the fair value hierarchy, the level in the fair value hierarchy within which the entire fair value measurement falls is based on the lowest level input that is significant to the fair value measurement in its entirety. Our assessment of the significance of a particular input to the fair value measurement in its entirety requires judgment and considers factors specific to the asset or liability.

Use of Estimates

The preparation of the financial statements requires management to make a number of estimates and assumptions that affect the reported amount of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the period. The most significant estimates, as discussed within our Summary of Significant Accounting Policies, pertain to the critical assumptions utilized in testing real estate assets for impairment as well as in estimating the fair value of real estate assets when an impairment event has taken place. Actual results could differ from those estimates.

 

(3) Significant Acquisitions and Dispositions

2010 Acquisition of Remaining Interest in Dugan Realty, L.L.C.

On July 1, 2010, we acquired our joint venture partner’s 50% interest in Dugan Realty, L.L.C. (“Dugan”), a real estate joint venture that we had previously accounted for using the equity method, for a payment of $166.7 million. Dugan held $28.1 million of cash at the time of acquisition, which resulted in a net cash outlay of $138.6 million. As the result of this transaction we obtained 100% of Dugan’s membership interests.

At the date of acquisition, Dugan owned 106 industrial buildings totaling 20.8 million square feet and 63 net acres of undeveloped land located in Midwest and Southeast markets. Dugan had a secured loan with a face value of $195.4 million due in October 2010, which was repaid at its scheduled maturity date, and a secured loan with a face value of $87.6 million due in October 2012 (see Note 8). The acquisition was completed in order to pursue our strategy to increase our overall allocation to industrial real estate assets.

 

- 76 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

The following table summarizes our allocation of the fair value of amounts recognized for each major class of assets and liabilities (in thousands):

 

Real estate assets

   $ 502,418   

Lease related intangible assets

     107,155   

Other assets

     28,658   
        

Total acquired assets

   $ 638,231   

Secured debt

   $ 285,376   

Other liabilities

     20,243   
        

Total assumed liabilities

   $ 305,619   

Fair value of acquired net assets (represents 100% interest)

   $ 332,612   

We previously managed and performed other ancillary services for Dugan’s properties and, as a result, Dugan had no employees of its own and no separately recognizable brand identity. As such, we determined that the consideration paid to the seller, plus the fair value of the incremental share of the assumed liabilities, represented the fair value of the additional interest in Dugan that we acquired, and that no goodwill or other non-real estate related intangible assets were required to be recognized through the transaction. Accordingly, we also determined that the fair value of the acquired ownership interest in Dugan equaled the fair value of our existing ownership interest.

In conjunction with acquiring our partner’s ownership interest in Dugan, we derecognized a $50.0 million liability related to a put option held by our partners. The put liability was originally recognized in October 2000, in connection with a sale of industrial properties and undeveloped land to Dugan, at which point our joint venture partner was given an option to put up to $50.0 million of its interest in Dugan to us in exchange for our common stock or cash (at our option). Our gain on acquisition, considering the derecognition of the put liability, was calculated as follows (in thousands):

 

Fair value of existing interest (represents 50% interest)

   $ 166,306   

Less:

  

Carrying value of investment in Dugan

     158,591   

Put option liability derecognized

     (50,000)   
        
     108,591   

Gain on acquisition

   $ 57,715   

Since the acquisition date, Dugan’s results of operations have been included in continuing operations in our consolidated financial statements and have generated $38.7 million of incremental rental revenue, $4.4 million of incremental rental expenses, and $7.1 million of incremental real estate tax expense. We additionally have recognized $5.2 million of interest expense, subsequent to the acquisition date, related to Dugan’s two secured loans.

Other 2010 Acquisitions

We also acquired additional properties during the year ended December 31, 2010 as shown below:

 

Location

   Product Type      Number of Buildings  

Phoenix, Arizona

     Industrial         1   

South Florida

     Industrial         40   

Houston, Texas

     Industrial         3   

Chicago, Illinois

     Industrial         2   

Nashville, Tennessee

     Industrial         1   

Columbus, Ohio

     Industrial         1   

Charlotte, North Carolina

     Medical Office         1   

South Florida

     Office         3   

 

- 77 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

The following table summarizes our preliminary allocation of the fair value of amounts recognized for each major class of assets and liabilities (in thousands):

 

Real estate assets

   $ 483,396   

Lease related intangible assets

     122,069   

Other assets

     6,822   
        

Total acquired assets

   $ 612,287   

Secured and unsecured debt

   $ 221,696   

Other liabilities

     9,194   
        

Total assumed liabilities

   $ 230,890   

Fair value of acquired net assets

   $ 381,397   

The above acquisitions include the first tranche of a portfolio of primarily industrial properties in South Florida (the “Premier Portfolio”), which we purchased on December 30, 2010 for $281.7 million, including the assumption of secured debt that had a face value of $155.7 million. The first tranche included 39 buildings totaling more than 3.4 million square feet, comprised of 38 industrial properties and one office property. We intend, and are under contract, to acquire another 17 buildings to complete the acquisition of the Premier Portfolio in early 2011. The acquisition of the Premier Portfolio includes an earn-out provision where we have agreed to pay the sellers 25% of any increase in the fair value of the properties over an agreed-upon value, less our additional capital investments in the buildings, at the end of the five year period subsequent to the acquisition. At the time of acquisition, we estimated the fair value of this contingent payment to be inconsequential and, as such, have not recorded any liability as part of purchase accounting. Any subsequent changes to this estimate will be recognized through future earnings. Overall purchase accounting allocations for the first tranche of the Premier Portfolio are preliminary as of December 31, 2010.

2009 Consolidation of Retail Joint Ventures

Through March 31, 2009, we were a member in two retail real estate joint ventures with a retail developer. Both entities were jointly controlled by us and our partner, through equal voting interests, and were accounted for as unconsolidated subsidiaries under the equity method. As of April 1, 2009, we had made combined equity contributions of $37.9 million to the two entities and we also had combined outstanding principal and accrued interest of $173.0 million on advances to the two entities.

We advanced $2.0 million to the two entities, who then distributed the $2.0 million to our partner in exchange for the redemption of our partner’s membership interests, effective April 1, 2009, at which time we obtained 100% control of the voting interests of both entities. We entered into these transactions to gain control of these two entities because it allowed us to operate and potentially dispose of the entities in a manner that best serves our capital needs.

In conjunction with the redemption of our partner’s membership interests, we entered a profits interest agreement that entitles our former partner to additional payments should the combined sale of the two acquired entities, as well as the sale of another retail real estate joint venture that we and our partner still jointly control, result in an aggregate profit. Aggregate profit on the sale of these three projects will be calculated by using a formula defined in the profits interest agreement. We have estimated that the fair value of the potential additional payment to our partner is insignificant.

 

- 78 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

A summary of the fair value of amounts recognized for each major class of assets and liabilities acquired is as follows (in thousands):

 

Buildings, land and tenant improvements

   $ 176,038   

Undeveloped land

     6,500   
        

Total real estate assets

     182,538   

Lease related intangible assets

     24,350   

Other assets

     3,987   
        

Total acquired assets

     210,875   

Liabilities assumed

     (4,023
        

Fair value of acquired net assets

   $ 206,852   
        

The fair values recognized from the real estate and related assets acquired were primarily determined using the income approach. The most significant assumptions in the fair value estimates were the discount rates and the exit capitalization rates. The estimates of fair value were determined to have primarily relied upon Level 3 inputs.

We recognized a loss of $1.1 million upon acquisition, which represents the difference between the fair value of the recognized assets and the carrying value of our pre-existing equity interest. The acquisition date fair value of the net recognized assets as compared to the acquisition date carrying value of our outstanding advances and accrued interest, as well as the acquisition date carrying value of our pre-existing equity interests, is shown as follows (in thousands):

 

Net fair value of acquired assets and liabilities

   $ 206,852   

Less advances to acquired entities eliminated upon consolidation

     (173,006

Less acquisition date carrying value of equity in acquired entities

     (34,908
        

Loss on acquisition

   $ (1,062
        

Since April 1, 2009, the results of operations for both acquired entities have been included in continuing operations in our consolidated financial statements. Due to our significant pre-existing ownership and financing positions in the two acquired entities, the inclusion of their results of operations did not have a material effect on our operating income.

Fair Value Measurements

The fair value estimates used in allocating the aggregate purchase price of each acquisition among the individual components of real estate assets and liabilities were determined primarily through calculating the “as-if vacant” value of each building, using the income approach, and relied significantly upon internally determined assumptions. We have, thus, determined these estimates to have been primarily based upon Level 3 inputs, which are unobservable inputs based on our own assumptions. The most significant assumptions utilized in these estimates, for our 2010 acquisitions, are summarized as follows:

 

Discount rate

   8.9% -12.5%

Exit capitalization rate

   7.6% - 10.5%

Lease up period

   12 - 36 months

Net rental rate per square foot - Industrial

   $1.80 - $8.00

Net rental rate per square foot - Office

   $19.00

Net rental rate per square foot - Medical Office

   $19.27

Acquisition-Related Transaction Costs

The gain on acquisition, in our consolidated Statements of Operations, for the year ended December 31, 2010 is presented net of $1.9 million of transaction costs.

 

- 79 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Dispositions

We disposed of undeveloped land and income producing real estate related assets and received net proceeds of $499.5 million, $288.2 million and $459.6 million in 2010, 2009 and 2008, respectively. Included in the building dispositions in 2010 is the sale of seven suburban office buildings, totaling over 1.0 million square feet, to a newly formed subsidiary of an existing 20% owned joint venture. These buildings were sold to the new entity for an agreed value of $173.9 million, of which our 80% share of proceeds totaled $139.1 million.

All other dispositions were not individually material.

 

(4) Related Party Transactions

We provide property management, asset management, leasing, construction and other tenant related services to unconsolidated companies in which we have equity interests. We recorded the corresponding fees based on contractual terms that approximate market rates for these types of services and we have eliminated our ownership percentage of these fees in the consolidated financial statements. The following table summarizes the fees earned from these companies for the years ended December 31, 2010, 2009 and 2008, respectively (in millions):

 

     2010      2009      2008  

Management fees

   $ 7.6       $ 8.4       $ 7.8   

Leasing fees

     2.7         4.2         2.8   

Construction and development fees

     10.3         10.2         12.7   

 

(5) Investments in Unconsolidated Companies

We have equity interests in unconsolidated joint ventures that develop, own and operate rental properties and hold land for development.

Combined summarized financial information for the unconsolidated companies as of December 31, 2010 and 2009, and for the years ended December 31, 2010, 2009 and 2008, are as follows (in thousands):

 

     2010      2009      2008  

Rental revenue

   $ 228,378       $ 254,787       $ 250,312   
                          

Net income

   $ 19,202       $ 9,760       $ 40,437   
                          

Land, buildings and tenant improvements, net

   $ 1,687,228       $ 2,072,435      

Construction in progress

     120,834         128,257      

Undeveloped land

     177,473         176,356      

Other assets

     242,461         260,249      
                    
   $ 2,227,996       $ 2,637,297      
                    

Indebtedness

   $ 1,082,823       $ 1,319,696      

Other liabilities

     66,471         75,393      
                    
     1,149,294         1,395,089      

Owners’ equity

     1,078,702         1,242,208      
                    
   $ 2,227,996       $ 2,637,297      
                    

 

- 80 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Dugan generated $42.5 million in revenues and $6.4 million of net income in the six months of 2010 prior to its July 1 consolidation. Dugan generated $85.7 million and $90.3 million of revenues and $12.5 million and $16.8 million of net income during 2009 and 2008, respectively, and had total assets of $649.3 million as of December 31, 2009.

Our share of the scheduled principal payments of long term debt for the unconsolidated joint ventures for each of the next five years and thereafter as of December 31, 2010 are as follows (in thousands):

 

Year

   Future Repayments  

2011

   $ 72,349   

2012

     3,710   

2013

     70,522   

2014

     30,157   

2015

     57,486   

Thereafter

     127,614   
        
   $ 361,838   
        

 

(6) Discontinued Operations and Assets Held for Sale

The following table illustrates the number of properties in discontinued operations:

 

      Held For Sale      Sold in 2010      Sold in 2009      Sold in 2008      Total  

Office

     7         11         5         4         27   

Industrial

     2         6         -         4         12   

Retail

     -         2         -         -         2   
                                            
     9         19         5         8         41   

We allocate interest expense to discontinued operations and have included such interest expense in computing income from discontinued operations. Interest expense allocable to discontinued operations includes interest on any secured debt for properties included in discontinued operations and an allocable share of our consolidated unsecured interest expense for unencumbered properties. The allocation of unsecured interest expense to discontinued operations was based upon the gross book value of the unencumbered real estate assets included in discontinued operations as it related to the total gross book value of our unencumbered real estate assets.

The following table illustrates operations of the buildings reflected in discontinued operations for the years ended December 31 (in thousands):

 

     2010      2009      2008  

Revenues

   $ 39,325       $ 56,463       $ 76,593   

Operating expenses

     (14,893)         (21,008)         (26,990)   

Depreciation and amortization

     (11,120)         (16,697)         (21,933)   
                          

Operating income

     13,312         18,758         27,670   

Interest expense

     (10,580)         (15,873)         (19,124)   
                          

Income before impairment charges and gain on sales

     2,732         2,885         8,546   

Impairment charges

     -         (26,936)         (1,266)   

Gain on sale of depreciable properties

     33,054         6,786         16,961   
                          

Income (loss) from discontinued operations

   $ 35,786       $ (17,265)       $ 24,241   
                          

 

- 81 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Dividends on preferred shares and adjustments for repurchase of preferred shares are allocated entirely to continuing operations. The following table illustrates the allocation of the income (loss) attributable to common shareholders between continuing operations and discontinued operations, reflecting an allocation of income or loss attributable to noncontrolling interests between continuing and discontinued operations, for the years ended December 31, 2010, 2009 and 2008, respectively (in thousands):

 

     2010      2009      2008  

Income (loss) from continuing operations attributable to common shareholders

   $ (49,025)       $ (316,892)       $ 27,362   

Income (loss) from discontinued operations attributable to common shareholders

     34,917         (16,709)         23,046   
                          

Net income (loss) attributable to common shareholders

   $ (14,108)       $ (333,601)       $ 50,408   
                          

At December 31, 2010, we classified nine properties as held-for-sale, which were included in discontinued operations. Additionally, we have classified 15 in-service properties as held-for-sale, but have included the results of operations of these properties in continuing operations, either based on our present intention to sell the properties to entities in which we will retain a minority equity ownership interest or because of continuing involvement through a management agreement. The following table illustrates aggregate balance sheet information of the aforementioned nine properties included in discontinued operations, as well as the 15 held-for-sale properties whose results are included in continuing operations at December 31, 2010 (in thousands):

 

      Properties
Included in
Discontinued
Operations
     Properties
Included in
Continuing
Operations
     Total
Held-for-Sale
Properties
 

Balance Sheet:

        

Real estate investment, net

   $ 89,643       $ 265,049       $ 354,692   

Other assets

     9,557         30,038         39,595   
                          

Total assets held-for-sale

   $ 99,200       $ 295,087       $ 394,287   
                          

Accrued expenses

   $ 2,936       $ 6,679       $ 9,615   

Other liabilities

     1,789         3,328         5,117   
                          

Total liabilities held-for-sale

   $ 4,725       $ 10,007       $ 14,732   
                          

 

(7) Impairments and Other Charges

The following table illustrates impairment and other charges recognized during the years ended December 31, 2010, 2009 and 2008, respectively (in thousands):

 

     2010      2009      2008  

Undeveloped land

   $ 9,834       $ 136,581       $ 8,632   

Buildings

     -         78,087         2,799   

Investments in unconsolidated companies

     -         56,437         -   

Other real estate related assets

     -         31,461         -   
                          

Impairment charges

   $ 9,834       $ 302,566       $ 11,431   

Less: Impairment charges included in discontinued operations

     -         (26,936)         (1,266)   
                          

Impairment charges - continuing operations

   $ 9,834       $ 275,630       $ 10,165   
                          

 

- 82 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Land and Buildings

During 2009, we refined our operating strategy and one result of this change in strategy was the decision to dispose of approximately 1,800 acres of land, which had a total cost basis of $385.3 million, rather than holding them for future development. Our change in strategy for this land triggered the requirement to conduct an impairment analysis, which resulted in a determination that a significant portion of the land was impaired. We recognized impairment charges on land of $136.6 million in 2009, primarily as the result of writing down the land that was identified for disposition, and determined to be impaired, to fair value. As part of determining the fair value of the non-strategic land in connection with the impairment analysis, we considered estimates made by national and local independent real estate brokers who were familiar both with the land parcels subject to evaluation as well as with conditions in the specific markets where the land was located. There were few, if any, recent and representative transactions in many of the markets where our non-strategic land was, or is still, located upon which we could base our impairment analysis. In such instances, we considered older comparable transactions, while adjusting estimated values downward to reflect the troubled condition of the overall economy at the time, constraints on available capital for potential buyers, and the resultant effect of both of these factors on real estate prices. In all cases, members of our senior management that were responsible for the individual markets where the non-strategic land was located and members of the Company’s accounting and financial management team reviewed the broker’s estimates for factual accuracy and reasonableness. In almost all cases, our estimate of fair value was comparable to that estimated by the brokers; however, we were ultimately responsible for all valuation estimates made in determining the extent of the impairment. Actual sales of our undeveloped land targeted for disposition could be at prices that differ significantly from our estimates and additional impairments may be necessary in the future in the event market conditions deteriorate further. Our valuation estimates primarily relied upon Level 3 inputs, as defined earlier in this report.

During 2009, we also reviewed our existing portfolio of buildings and determined that several buildings, which had previously not been actively marketed for disposal, were not strategic and would not be held as long-term investments. Additionally, at various times throughout the year, we determined it appropriate to re-evaluate certain other buildings that were in various stages of the disposition process for impairment because new information was available that triggered further analysis. Impairment charges of $78.1 million were recognized for 28 office, industrial and retail buildings that were determined to be impaired, either as the result of a refinement in management’s strategy or changes in market conditions. Of the 28 commercial buildings that were determined to be impaired during 2009, the Company utilized an income approach in determining the fair value of 16 of the buildings and a market approach in determining the fair value of the other twelve buildings. The most significant assumptions, when using the income approach, included the discount rate as well as future exit capitalization rates, occupancy levels, rental rates and capital expenditures. The twelve buildings to which the market approach was applied were in various stages of the selling process. The Company’s estimates of fair value for these twelve buildings were based upon asset-specific purchase and sales contracts, letters of intent or otherwise agreed upon offer prices, with third parties. These negotiated prices were based upon, and comparable to, income approach calculations we completed as part of the selling process. Ten of these twelve properties were sold subsequent to the recognition of the impairment charge. There were no material differences in the ultimate selling price of the buildings compared to the selling price used in measuring the initial impairment charge. Fair value measurements for the buildings that were determined to be impaired relied primarily upon Level 3 inputs, as defined earlier in this report.

 

- 83 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Investments in Unconsolidated Subsidiaries

We have an investment in an unconsolidated entity (the “3630 Peachtree joint venture”) whose sole activity is the development and operation of the office component of a multi-use office and residential high-rise building located in the Buckhead sub-market of Atlanta. As the result of declines in rental rates and projected increases in capital costs, we analyzed our investment during the three-month period ended September 30, 2009 and recognized an impairment charge to write off our $14.4 million investment, as we determined that an other-than-temporary decline in value had taken place. As a result of the 3630 Peachtree joint venture’s obligations to the lender in its construction loan agreement, the likelihood that our partner will be unable to contribute its share of the additional equity to fund the 3630 Peachtree joint venture’s future capital costs, and ultimately the obligation stemming from our joint and several guarantee of the 3630 Peachtree joint venture loan, we recorded an additional liability of $36.3 million, and an equal charge to impairment expense, for our probable future obligations to the lender. The estimates of fair value utilized in determining the aforementioned charges relied primarily on Level 3 inputs, as defined earlier in this report.

Due to credit issues with its most significant tenant, an inability to renew third-party financing on acceptable terms and an increase to its projected capital expenditures, we analyzed an investment in an unconsolidated joint venture (the “Park Creek joint venture”) during the three-month period ended June 30, 2009 to determine whether there was an other-than-temporary decline in value. As a result of that analysis, we determined that an other-than-temporary decline in value had taken place and we wrote our investment in the Park Creek joint venture down to its fair value, thus recognizing a $5.8 million impairment charge. We estimated the fair value of the Park Creek joint venture using the income approach and the most significant assumption in the estimate was the expected period of time in which we would hold our investment in the joint venture. We concluded that the estimate of fair value relied primarily upon Level 3 inputs, as defined earlier in this report.

Other Real Estate Related Assets

We recognized $31.5 million of impairment charges on other real estate related assets during 2009. The impairment charges related primarily to reserving loans receivable from other real estate entities as well as writing off previously deferred development costs.

 

(8) Indebtedness

Indebtedness at December 31, 2010 and 2009 consists of the following (in thousands):

 

     2010      2009  

Fixed rate secured debt, weighted average interest rate of 6.41% at December 31, 2010, and 6.67% at December 31, 2009, maturity dates ranging from 2011 to 2027

   $ 1,042,722       $ 766,299   

Variable rate secured debt, weighted average interest rate of 3.69% at December 31, 2010, and 3.33% at December 31, 2009, maturity dates ranging from 2012 to 2025

     22,906         19,498   

Fixed rate unsecured debt, weighted average interest rate of 6.43% at December 31, 2010, and 6.32% at December 31, 2009, maturity dates ranging from 2011 to 2028

     2,948,405         3,052,465   

Unsecured lines of credit, weighted average interest rate of 2.83% at December 31, 2010, and 1.08% at December 31, 2009, maturity dates ranging from 2011 to 2013

     193,046         15,770   
                 
   $ 4,207,079       $ 3,854,032   
                 

 

- 84 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Fixed Rate Secured Debt

As of December 31, 2010, our secured debt was collateralized by rental properties with a carrying value of $1.8 billion and by letters of credit in the amount of $7.0 million.

The fair value of our fixed rate secured debt as of December 31, 2010 was $1.1 billion. Because our fixed rate secured debt is not actively traded in any marketplace, we used a discounted cash flow methodology to determine its fair value. Accordingly, we calculated fair value by applying an estimate of the current market rate to discount the debt’s remaining contractual cash flows. Our estimate of a current market rate, which is the most significant input in the discounted cash flow calculation, is intended to replicate debt of similar maturity and loan-to-value relationship. The estimated rates ranged from 4.80% to 6.70%, depending on the attributes of the specific loans. The current market rates we utilized were internally estimated; therefore, we have concluded that our determination of fair value for our fixed rate secured debt was primarily based upon Level 3 inputs, as defined earlier in this report.

On July 1, 2010, we assumed two non-recourse secured loans associated with the acquisition of Dugan, which had acquisition-date fair values of $196.6 million and $88.8 million and face values of $195.4 million and $87.6 million. The $196.6 million loan, which bore interest at a rate of 7.52%, was repaid at its maturity in October 2010 while the $88.8 million loan, which bears interest at 5.92%, matures in October 2012. Both loans were determined at acquisition to have a market interest rate of 5.25%.

In December 2010, we assumed 14 secured loans which had an acquisition date fair value of $158.2 million and a face value of $155.7 million, in conjunction with the acquisition of the Premier Portfolio. The loans carry a weighted average interest rate of 5.58% and a weighted remaining term of 3.4 years. The assumed loans were determined to have market interest rates of 5.00%.

In conjunction with two other acquisitions, we assumed two loans, with a combined acquisition date fair value of $36.4 million, in December 2010. These two loans had a combined face value of $35.8 million. The loans mature in May 2014 and October 2016 and were determined to have market interest rates of 5.25% and 5.12%.

In February, March and July 2009, we borrowed a total of $270.0 million from three 10-year fixed rate secured debt financings that are secured by 32 rental properties. The secured debt bears interest at a weighted average rate of 7.69% and matures at various points in 2019. Additionally, in June 2009, we borrowed $8.5 million from two 6.50% 10-year fixed rate mortgages due in 2019, which are secured by two properties.

Fixed Rate Unsecured Debt

Gains and losses on repurchase are shown after the write off of applicable issuance costs and other accounting adjustments.

We took the following actions during 2010 and 2009 as it pertains to our fixed rate unsecured indebtedness:

 

   

In January 2010, we repaid $99.8 million of corporate unsecured debt, which had an effective interest rate of 5.37%, at its scheduled maturity date.

 

- 85 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

   

Throughout 2010, through a cash tender offer and open market transactions, we repurchased certain of our outstanding series of senior unsecured notes scheduled to mature in 2011 and 2013 for $292.2 million. The total face value of these repurchases was $279.9 million. We recognized a loss of $16.3 million on the repurchases after writing off applicable issuance costs and other accounting adjustments.

   

On April 1, 2010, we issued $250.0 million of senior unsecured notes that bear interest at 6.75% and mature on March 15, 2020.

   

In conjunction with one of our acquisitions in 2010, we assumed a $22.4 million unsecured loan that matures in June 2020 and bears interest at an effective rate of 6.26%. This loan was originated less than one year prior to the acquisition and we concluded that the loan’s fair value equaled its face value.

   

In February 2009, we repaid $124.0 million of 6.83% corporate unsecured debt at its scheduled maturity date.

   

Throughout 2009, we repurchased portions of various series of our senior unsecured notes with various scheduled maturity dates through December 2011, both on the open market and through cash tender offers, for $500.9 million. The total face value of these repurchases was $542.9 million. We recognized a gain of $27.5 million on the repurchases after writing off applicable issuance costs and other accounting adjustments. The aforementioned gains on repurchase were partially offset by a $6.8 million charge to write off fees paid for a cancelled secured debt transaction.

   

In August 2009, we issued $500.0 million of senior unsecured notes in two equal tranches. The first $250.0 million of the senior unsecured notes mature in February 2015 and bear interest at an effective rate of 7.50%, while the other $250.0 million of the senior unsecured notes mature in August 2019 and bear interest at an effective rate of 8.38%.

   

In November 2009, we repaid $82.1 million of senior unsecured notes with an effective interest rate of 7.86% on their scheduled maturity date.

The fair value of our fixed rate unsecured debt as of December 31, 2010 was approximately $3.2 billion. We utilized broker estimates in estimating the fair value of our fixed rate unsecured debt. Our unsecured notes are thinly traded and, in many cases, the broker estimates were not based upon comparable transactions. The broker estimates took into account any recent trades within the same series of our fixed rate unsecured debt, comparisons to recent trades of other series of our fixed rate unsecured debt, trades of fixed rate unsecured debt from companies with profiles similar to ours, as well as overall economic conditions. We reviewed these broker estimates for reasonableness and accuracy, considering whether the estimates were based upon market participant assumptions within the principal and most advantageous market and whether any observable inputs would be more preferable indicators of fair value to the broker estimates. We concluded that the broker estimates were representative of fair value. We have determined that our estimation of the fair value of our fixed rate unsecured debt was primarily based upon Level 3 inputs. The estimated trading values of our fixed rate unsecured debt, depending on the maturity and coupon rates, ranged from 101.00% to 117.30% of face value.

The indentures (and related supplemental indentures) governing our outstanding series of notes also require us to comply with financial ratios and other covenants regarding our operations. We were in compliance with all such covenants as of December 31, 2010.

 

- 86 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Unsecured Lines of Credit

Our unsecured lines of credit as of December 31, 2010 are described as follows (in thousands):

 

Description

   Borrowing
Capacity
     Maturity Date    Outstanding
at December 31, 2010
 

Unsecured Line of Credit – DRLP

   $ 850,000       February 2013    $ 175,000   

Unsecured Line of Credit – Consolidated Subsidiary

   $ 30,000       July 2011    $ 18,046   

The DRLP unsecured line of credit has a borrowing capacity of $850.0 million with an interest rate on borrowings of LIBOR plus 2.75% (equal to 3.01% for borrowings as of December 31, 2010), and matures in February 2013. Subject to certain conditions, the terms also include an option to increase the facility by up to an additional $200.0 million, for a total of up to $1.05 billion. This line of credit provides us with an option to obtain borrowings from financial institutions that participate in the line, at rates that may be lower than the stated interest rate, subject to certain restrictions.

This line of credit contains financial covenants that require us to meet certain financial ratios and defined levels of performance, including those related to fixed charge coverage and debt-to-asset value (with asset value being defined in the DRLP unsecured line of credit agreement). As of December 31, 2010, we were in compliance with all covenants under this line of credit.

The consolidated subsidiary’s unsecured line of credit allows for borrowings up to $30.0 million at a rate of LIBOR plus .85% (equal to 1.11% for outstanding borrowings as of December 31, 2010). This unsecured line of credit is used to fund development activities within the consolidated subsidiary and matures in July 2011 with, at our option, a 12-month extension.

To the extent that there are outstanding borrowings, we utilize a discounted cash flow methodology in order to estimate the fair value of our unsecured lines of credit. The net present value of the difference between future contractual interest payments and future interest payments based on our estimate of a current market rate represents the difference between the book value and the fair value. Our estimate of a current market rate is based upon the rate, considering current market conditions and our specific credit profile, at which we estimate we could obtain similar borrowings. The current market rate of 2.91% that we utilized was internally estimated; therefore, we have concluded that our determination of fair value for our unsecured lines of credit was primarily based upon Level 3 inputs, as defined earlier in this report.

Changes in Fair Value

As all of our fair value debt disclosures relied primarily on Level 3 inputs, the following table summarizes the book value and changes in the fair value of our debt for the year ended December 31, 2010 (in thousands):

 

     Book
Value at
12/31/09
     Book
Value at
12/31/10
     Fair
Value at
12/31/09
     Total Realized
Losses/(Gains)
     Issuances
and
Assumptions
     Payoffs     Adjustments
to Fair
Value
     Fair Value
at 12/31/10
 

Fixed rate secured debt

   $ 766,299       $ 1,042,722       $ 770,255       $ -       $ 479,038       $ (207,061   $ 27,330       $ 1,069,562   

Variable rate secured debt

     19,498         22,906         14,419         -         4,158         -        4,329         22,906   

Fixed rate unsecured notes

     3,052,465         2,948,405         3,042,230         12,317         272,352         (380,280     218,032         3,164,651   

Unsecured lines of credit

     15,770         193,046         14,714         -         177,276         -        1,234         193,224   
                                                                      

Total

   $ 3,854,032       $ 4,207,079       $ 3,841,618       $ 12,317       $ 932,824       $ (587,341   $ 250,925       $ 4,450,343   
                                                                      

 

- 87 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Scheduled Maturities and Interest Paid

At December 31, 2010, the scheduled amortization and maturities of all indebtedness, excluding fair value and other accounting adjustments, for the next five years and thereafter were as follows (in thousands):

 

    

Year

   Amount  
 

2011

   $ 401,311   
 

2012

     320,780   
 

2013

     702,337   
 

2014

     319,150   
 

2015

     321,254   
  Thereafter      2,139,529   
          
     $ 4,204,361   
          

The amount of interest paid in 2010, 2009 and 2008 was $246.5 million, $224.0 million and $235.6 million, respectively. The amount of interest capitalized in 2010, 2009 and 2008 was $11.5 million, $26.9 million and $53.5 million, respectively.

 

(9) Segment Reporting

We have three reportable operating segments, the first two of which consist of the ownership and rental of office and industrial real estate investments. The operations of our office and industrial properties, along with our medical office and retail properties, are collectively referred to as “Rental Operations.” Our medical office and retail properties do not meet the quantitative thresholds for separate presentation as reportable segments. The third reportable segment consists of providing various real estate services such as property management, asset management, maintenance, leasing, development and construction management to third-party property owners and joint ventures, as well as our Build-for-Sale operations (defined below), and is collectively referred to as “Service Operations.” Our reportable segments offer different products or services and are managed separately because each segment requires different operating strategies and management expertise.

Gains on sale of properties developed or acquired with the intent to sell (“Build-for-Sale” properties), and whose operations prior to sale are insignificant, are classified as part of the income of the Service Operations business segment. The periods of operation for Build-for-Sale properties prior to sale were of short duration. Build-for-Sale properties, which are no longer part of our operating strategy, did not represent a significant component of our operations in 2010 or 2009.

Other revenue consists of other operating revenues not identified with one of our operating segments. Interest expense and other non-property specific revenues and expenses are not allocated to individual segments in determining our performance measure.

 

- 88 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

We assess and measure our overall operating results based upon an industry performance measure referred to as Funds From Operations (“FFO”), which management believes is a useful indicator of our consolidated operating performance. FFO is used by industry analysts and investors as a supplemental operating performance measure of a REIT. The National Association of Real Estate Investment Trusts (“NAREIT”) created FFO as a supplemental measure of REIT operating performance that excludes historical cost depreciation, among other items, from net income determined in accordance with GAAP. FFO is a non-GAAP financial measure. The most comparable GAAP measure is net income (loss) attributable to common shareholders. Consolidated FFO attributable to common shareholders should not be considered as a substitute for net income (loss) attributable to common shareholders or any other measures derived in accordance with GAAP and may not be comparable to other similarly titled measures of other companies. FFO is calculated in accordance with the definition that was adopted by the Board of Governors of NAREIT. We do not allocate certain income and expenses (“Non-Segment Items” as shown in the table below) to our operating segments. Thus, the operational performance measure presented here on a segment-level basis represents net earnings excluding depreciation expense, as well as excluding the Non-Segment Items not allocated, and is not meant to present FFO as defined by NAREIT.

Historical cost accounting for real estate assets in accordance with GAAP implicitly assumes that the value of real estate assets diminishes predictably over time. Since real estate values instead have historically risen or fallen with market conditions, many industry analysts and investors have considered presentation of operating results for real estate companies that use historical cost accounting to be insufficient by themselves. FFO, as defined by NAREIT, represents GAAP net income (loss), excluding extraordinary items as defined under GAAP and gains or losses from sales of previously depreciated real estate assets, plus certain non-cash items such as real estate asset depreciation and amortization, and after similar adjustments for unconsolidated partnerships and joint ventures.

Management believes that the use of consolidated FFO attributable to common shareholders, combined with net income (which remains the primary measure of performance), improves the understanding of operating results of REITs among the investing public and makes comparisons of REIT operating results more meaningful. Management believes that, by excluding gains or losses related to sales of previously depreciated real estate assets and excluding real estate asset depreciation and amortization, investors and analysts are able to readily identify the operating results of the long-term assets that form the core of a REIT’s activity and assist in comparing these operating results between periods or as compared to different companies.

 

- 89 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

The following table shows (i) the revenues and FFO for each of the reportable segments and (ii) a reconciliation of consolidated FFO attributable to common shareholders to net income (loss) attributable to common shareholders for the years ended December 31, 2010, 2009 and 2008 (in thousands):

 

     2010      2009      2008  

Revenues

        

Rental Operations:

        

Office

   $ 504,812       $ 523,695       $ 509,203   

Industrial

     295,960         254,515         245,663   

Non-reportable Rental Operations segments

     66,376         51,645         28,023   

General contractor and service fee revenue

     515,361         449,509         434,624   
                          

Total Segment Revenues

     1,382,509         1,279,364         1,217,513   

Other Revenue

     11,094         12,377         19,902   
                          

Consolidated Revenue from continuing operations

     1,393,603         1,291,741         1,237,415   

Discontinued Operations

     39,325         56,463         76,593   
                          

Consolidated Revenue

   $ 1,432,928       $ 1,348,204       $ 1,314,008   
                          

Reconciliation of Consolidated Funds From Operations

        

Net earnings excluding depreciation and Non-Segment Items

        

Office

   $ 291,429       $ 307,866       $ 304,664   

Industrial

     219,266         191,116         188,517   

Non-reportable Rental Operations segments

     43,424         33,886         17,033   

Service Operations

     28,496         21,843         54,938   
                          
     582,615         554,711         565,152   

Non-Segment Items:

        

Interest expense

     (239,383      (205,952      (184,000

Impairment charges

     (9,834      (275,630      (10,165

Interest and other income

     534         1,229         1,451   

Other operating expenses

     (1,231      (1,017      (8,298

General and administrative expenses

     (41,329      (47,937      (39,508

Gain on land sales

     -           357         12,651   

Undeveloped land carrying costs

     (9,203      (10,403      (8,204

Gain (loss) on debt transactions

     (16,349      20,700         1,953   

Gain (loss) on acquisitions, net

     55,820         (1,062      -     

Income tax benefit (expense)

     1,126         6,070         7,005   

Other non-segment income

     8,132         5,905         17,332   

Net (income) loss attributable to noncontrolling interests

     536         11,340         (2,620

Noncontrolling interest share of FFO adjustments

     (7,771      (11,514      (16,527

Joint venture items

     40,346         46,862         61,643   

Dividends on preferred shares

     (69,468      (73,451      (71,426

Adjustments for repurchase of preferred shares

     (10,438      -           14,046   

Discontinued operations

     13,852         (7,354      29,213   
                          

Consolidated FFO attributable to common shareholders

     297,955         12,854         369,698   

Depreciation and amortization on continuing operations

     (349,064      (323,429      (293,019

Depreciation and amortization on discontinued operations

     (11,120      (16,697      (21,933

Company's share of joint venture adjustments

     (34,674      (36,966      (38,321

Earnings (loss) from depreciated property sales on continuing operations

     39,662         12,337         -     

Earnings from depreciated property sales on discontinued operations

     33,054         6,786         16,961   

Earnings from depreciated property sales - share of joint venture

     2,308         -           495   

Noncontrolling interest share of FFO adjustments

     7,771         11,514         16,527   
                          

Net income (loss) attributable to common shareholders

   $ (14,108    $ (333,601    $ 50,408   
                          

 

- 90 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

The assets for each of the reportable segments as of December 31, 2010 and 2009 are as follows (in thousands):

 

     December 31,
2010
     December 31,
2009
 

Assets

     

Rental Operations:

     

Office

   $ 3,122,565       $ 3,394,229   

Industrial

     3,210,566         2,233,607   

Non-reportable Rental Operations segments

     627,491         605,102   

Service Operations

     231,662         332,676   
                 

Total Segment Assets

     7,192,284         6,565,614   

Non-Segment Assets

     451,992         738,665   
                 

Consolidated Assets

   $ 7,644,276       $ 7,304,279   
                 

Tenant improvements and leasing costs to re-let rental space that had been previously under lease to tenants are referred to as second generation expenditures. Building improvements that are not specific to any tenant but serve to improve integral components of our real estate properties are also second generation expenditures. In addition to revenues and FFO, we also review our second generation capital expenditures in measuring the performance of our individual Rental Operations segments. We review these expenditures to determine the costs associated with re-leasing vacant space and maintaining the condition of our properties. Our second generation capital expenditures by segment are summarized as follows for the years ended December 31, 2010, 2009 and 2008 (in thousands):

 

     2010      2009      2008  

Second Generation Capital Expenditures

        

Office

   $ 65,203       $ 64,281       $ 56,844   

Industrial

     23,271         13,845         16,443   

Non-reportable Rental Operations segments

     249         928         1,527   
                          

Total

   $ 88,723       $ 79,054       $ 74,814   
                          

 

(10) Leasing Activity

Future minimum rents due to us under non-cancelable operating leases at December 31, 2010 are as follows (in thousands):

 

Year

   Amount  

2011

   $ 725,006   

2012

     685,716   

2013

     601,796   

2014

     499,821   

2015

     413,880   

Thereafter

     1,302,113   
        
   $ 4,228,332   
        

In addition to minimum rents, certain leases require reimbursements of specified operating expenses that amounted to $190.0 million, $191.0 million and $183.2 million for the years ended December 31, 2010, 2009 and 2008, respectively.

 

(11) Employee Benefit Plans

We maintain a 401(k) plan for full-time employees. We have historically made matching contributions up to an amount equal to three percent of the employee’s salary and may also make annual discretionary contributions. We temporarily suspended the Company’s matching program beginning in July 2009; however, a discretionary contribution was made at the end of 2010. The total expense recognized for this plan was $1.3 million, $1.6 million and $3.0 million for the years ended December 31, 2010, 2009 and 2008, respectively.

 

- 91 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

We make contributions to a contributory health and welfare plan as necessary to fund claims not covered by employee contributions. The total expense we recognized related to this plan was $10.4 million, $11.2 million and $9.6 million for 2010, 2009 and 2008, respectively. These expense amounts include estimates based upon the historical experience of claims incurred but not reported as of year-end.

 

(12) Shareholders’ Equity

We periodically use the public equity markets to fund the development and acquisition of additional rental properties or to pay down debt. The proceeds of these offerings are contributed to DRLP in exchange for an additional interest in DRLP.

In June 2010, we issued 26.5 million shares of common stock for net proceeds of approximately $298.1 million. The proceeds from this offering were used for acquisitions, general corporate purposes and repurchases of preferred shares and fixed rate unsecured debt.

Throughout 2010, pursuant to the share repurchase plan approved by our board of directors, we repurchased 4.5 million shares of our 8.375% Series O Cumulative Redeemable Preferred Shares. The preferred shares that we repurchased had a total face value of approximately $112.1 million, and were repurchased for $118.8 million. An adjustment of approximately $10.4 million, which included a ratable portion of issuance costs, increased the net loss attributable to common shareholders. All shares repurchased were retired prior to December 31, 2010.

In April 2009, we issued 75.2 million shares of common stock for net proceeds of $551.4 million. The proceeds from the issuance were used to repay outstanding borrowings under the DRLP unsecured line of credit and for other general corporate purposes.

During the fourth quarter of 2008, pursuant to the share repurchase plan approved by our board of directors, we repurchased 109,500 preferred shares from all of our outstanding series of preferred shares. The preferred shares repurchased had a total redemption value of approximately $27.4 million, and were repurchased for $12.4 million. An adjustment of approximately $14.0 million, net of a ratable portion of issuance costs, increased income attributable to common shareholders. All shares repurchased were retired prior to December 31, 2008.

The following series of preferred shares were outstanding as of December 31, 2010 (in thousands, except percentage data):

 

Description

   Shares
Outstanding
     Dividend
Rate
    Optional
Redemption
Date
     Liquidation
Preference
 

Series J Preferred

     396         6.625     August 29, 2008       $ 99,058   

Series K Preferred

     598         6.500     February 13, 2009       $ 149,550   

Series L Preferred

     796         6.600     November 30, 2009       $ 199,075   

Series M Preferred

     673         6.950     January 31, 2011       $ 168,272   

Series N Preferred

     435         7.250     June 30, 2011       $ 108,630   

Series O Preferred

     720         8.375     February 22, 2013       $ 179,955   

All series of preferred shares require cumulative distributions and have no stated maturity date (although we may redeem all such preferred shares on or following their optional redemption dates at our option, in whole or in part).

 

- 92 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

(13) Stock Based Compensation

We are authorized to issue up to 12.4 million shares of our common stock under our stock based employee and non-employee compensation plans.

Cash flows resulting from tax deductions in excess of recognized compensation cost from the exercise of stock options (excess tax benefits) were not significant in any period presented.

Fixed Stock Option Plans

We had options outstanding under five fixed stock option plans as of December 31, 2010. Additional grants may be made under one of those plans. Stock option awards granted under our stock based employee and non-employee compensation plans generally vest over five years at 20% per year and have contractual lives of ten years. Our most recent annual grant of stock options was in February 2008. The exercise price for stock option grants is set at the fair value of our common stock on the day of grant.

On June 7, 2010, we completed a one-time stock option exchange program, which was approved by our shareholders at our annual meeting, to allow the majority of our employees to surrender for cancellation their outstanding stock options in exchange for a lesser number of restricted stock units (“RSUs”) based on both the fair value of the options and the RSUs at the time of the exchange. As a result of the program, 4.4 million options were surrendered and cancelled and 1.2 million RSUs were granted.

The total compensation cost for the new RSUs, which is equal to the unamortized compensation expense associated with the related eligible unvested options surrendered, will be recognized over the applicable vesting period of the new RSUs. As the fair value of the RSUs granted was less than the fair value of the eligible options surrendered in exchange for the RSUs, each measured on June 7, 2010, there was no incremental expense recognized through the exchange program. The most significant assumption used in estimating the fair value of the surrendered options was the assumption for expected volatility, which was 70%. The volatility assumption was made based on both historical experience and our best estimate of future volatility. The assumption for dividend yield was 5% while the assumptions for expected term and risk-free rate varied based upon the remaining contractual lives of the surrendered options.

The following table summarizes transactions under our stock option plans as of December 31, 2010:

 

            2010         
     Shares      Weighted
Average
Exercise
Price
     Weighted
Average
Remaining
Life
     Aggregate
Intrinsic
Value (1)
(in Millions)
 

Outstanding, beginning of year

     6,473,388       $ 27.96         

Surrendered for exchange

     (4,421,648    $ 27.97         

Exercised

     -         $ -           

Forfeited

     (14,596    $ 27.88         

Expired

     (256,345    $ 21.77         
                 

Outstanding, end of year

     1,780,799       $ 28.82         4.71       $ -     
                 

Options exercisable, end of year

     1,305,583       $ 29.18         3.95       $ -     
                 

 

  (1) Although this amount changes continuously based upon the market prices of the stock, none of the exercisable options outstanding had any pre-tax intrinsic value as of December 31, 2010.

 

- 93 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

Options granted in the year ended December 31, 2008 had a weighted average fair value per option of $1.76. As of December 31, 2010, there was $47,000 of total unrecognized compensation expense related to stock options granted under the plans, which is expected to be recognized over a weighted average remaining period of 1.8 years. The total intrinsic value of options exercised during the year ended December 31, 2008 was approximately $898,000. Compensation expense recognized for fixed stock option plans was $820,000, $2.6 million and $3.9 million for the years ended December 31, 2010, 2009 and 2008, respectively. The weighted average grant date fair value of options vested during the years ended December 31, 2010, 2009 and 2008 was $2.6 million, $3.0 million and $2.6 million, respectively.

The fair values of the options were determined using the Black-Scholes option-pricing model with the following assumptions:

 

     2008  

Dividend yield

     6.75

Volatility

     20.0

Risk-free interest rate

     2.79

Expected life

     5 years   

The risk free interest rate assumption is based upon observed interest rates appropriate for the term of our employee stock options. The dividend yield assumption is based on the history of and our present expectation of future dividend payouts. Our computation of expected volatility for the valuation of stock options granted in the year ended December 31, 2008 is based on historic, and our present expectation of future volatility over a period of time equal to the expected term. The expected life of employee stock options represents the weighted average period the stock options are expected to remain outstanding.

Restricted Stock Units

Under our 2005 Long-Term Incentive Plan and our 2005 Non-Employee Directors Compensation Plan approved by our shareholders in April 2005, RSUs may be granted to non-employee directors, executive officers and selected management employees. An RSU is economically equivalent to one share of our common stock. RSUs generally vest 20% per year over five years, have contractual lives of five years and are payable in shares of our common stock with a new share of such common stock issued upon each RSU’s vesting. However, RSUs granted to existing non-employee directors vest 100% over one year, and have contractual lives of one year. Also, RSUs granted on June 7, 2010 in exchange for stock options will vest, depending on the original terms of the surrendered options, in either June 2012 or June 2013. We recognize the value of the granted RSUs over this vesting period as expense.

The following table summarizes transactions for our RSUs, excluding dividend equivalents, for 2010:

 

Restricted Stock Units

   Number of
RSUs
    Weighted
Average
Grant Date
Fair Value
 

RSUs at December 31, 2009

     1,683,606      $ 12.23   

Granted

     2,203,063      $ 10.86   

Vested

     (455,765   $ 13.75   

Forfeited

     (52,065   $ 10.99   
          

RSUs at December 31, 2010

     3,378,839      $ 11.15   
          

Compensation cost recognized for RSUs totaled $9.0 million, $7.3 million and $4.9 million for the years ended December 31, 2010, 2009 and 2008, respectively.

 

- 94 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

As of December 31, 2010, there was $12.6 million of total unrecognized compensation expense related to nonvested RSUs granted under the Plan, which is expected to be recognized over a weighted average period of 3.5 years.

 

(14) Financial Instruments

We are exposed to capital market risk, such as changes in interest rates. In an effort to manage interest rate risk, we may enter into interest rate hedging arrangements from time to time. We do not utilize derivative financial instruments for trading or speculative purposes.

In November 2007, we entered into forward starting interest swaps with notional amounts appropriate to hedge interest rates on $300.0 million of anticipated debt offerings in 2009. The forward starting swaps were appropriately designated and tested for effectiveness as cash flow hedges. In March 2008, we settled the forward starting swaps and made a cash payment of $14.6 million to the counterparties. An effectiveness test was performed as of the settlement date and it was concluded that a highly effective cash flow hedge was still in place for the expected debt offering. Of the amount paid in settlement, approximately $700,000 was immediately reclassified to interest expense, as the result of partial ineffectiveness calculated at the settlement date. The net amount of $13.9 million was recorded in Other Comprehensive Income (“OCI”) and is being recognized through interest expense over the life of the hedged debt offering, which took place in May 2008. The remaining unamortized amount included as a reduction to accumulated OCI as of December 31, 2010 is $5.5 million.

In August 2005, we entered into $300.0 million of cash flow hedges through forward starting interest rate swaps to hedge interest rates on $300.0 million of anticipated debt offerings in 2007. The swaps qualified for hedge accounting, with any changes in fair value recorded in OCI. In conjunction with the September 2007 issuance of $300.0 million of senior unsecured notes, we terminated these cash flow hedges as designated. The settlement amount received of $10.7 million is being recognized to earnings through a reduction of interest expense over the term of the hedged cash flows. The remaining unamortized amount included as an increase to accumulated OCI as of December 31, 2010 is $7.2 million. The ineffective portion of the hedge was insignificant.

The effectiveness of our hedges is evaluated throughout their lives using the hypothetical derivative method under which the change in fair value of the actual swap designated as the hedging instrument is compared to the change in fair value of a hypothetical swap. We had no material interest rate derivatives, when considering both fair value and notional amount, at December 31, 2010.

 

(15) Commitments and Contingencies

We have guaranteed the repayment of $95.4 million of economic development bonds issued by various municipalities in connection with certain commercial developments. We will be required to make payments under our guarantees to the extent that incremental taxes from specified developments are not sufficient to pay the bond debt service. Management does not believe that it is probable that we will be required to make any significant payments in satisfaction of these guarantees.

 

- 95 -


Table of Contents

DUKE REALTY CORPORATION AND SUBSIDIARIES

Notes to Consolidated Financial Statements

 

We also have guaranteed the repayment of secured and unsecured loans of six of our unconsolidated subsidiaries. At December 31, 2010, the maximum guarantee exposure for these loans was approximately $245.4 million. Included in our total guarantee exposure is a joint and several guarantee of the construction loan agreement of the 3630 Peachtree joint venture. A contingent liability in the amount of $36.3 million was established in 2009 based on the probability of us being required to pay this obligation to the lender.

We lease certain land positions with terms extending to December 2080, with a total obligation of $103.6 million. No payments on these ground leases are material in any individual year.

We are subject to various legal proceedings and claims that arise in the ordinary course of business. In the opinion of management, the amount of any ultimate liability with respect to these actions will not materially affect our consolidated financial statements or results of operations.

 

(16) Subsequent Events

Declaration of Dividends

Our board of directors declared the following dividends at its regularly scheduled board meeting held on January 26, 2011:

 

Class

   Quarterly
Amount/Share
     Record Date      Payment Date  

Common

   $ 0.17         February 14, 2011         February 28, 2011   

Preferred (per depositary share):

        

Series J

   $ 0.414063         February 14, 2011         February 28, 2011   

Series K

   $ 0.406250         February 14, 2011         February 28, 2011   

Series L

   $ 0.412500         February 14, 2011         February 28, 2011   

Series M

   $ 0.434375         March 17, 2011         March 31, 2011   

Series N

   $ 0.453125         March 17, 2011         March 31, 2011   

Series O

   $ 0.523438         March 17, 2011         March 31, 2011   

In January and February 2011, we acquired an additional twelve buildings pursuant to our planned acquisition of the Premier Portfolio. These additional buildings were acquired for $115.7 million, which included the assumption of secured loans with a total face value of $90.8 million.

 

- 96 -


Table of Contents

Duke Realty Corporation

  

                  Schedule III   

Real Estate and Accumulated Depreciation

  

                 

December 31, 2010

  

                 

(in thousands)

  

                 
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
   

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                      
                      
           Land      Buildings        Land/Land Imp      Bldgs/TI      Total(1)         

Acworth, Georgia

                                               

Northwest I75

   240 Northpoint Parkway    Industrial     -             1,022         1,886         -            1,022         1,886         2,908         45        1997        2010   

Allen, Texas

                                               

Allen Central Park

   One Allen Center    Office     -             1,966         11,051         5,066        1,720         16,363         18,083         2,528        2007        2007   

Alpharetta, Georgia

                                               

Brookside Office Park

   Radiant I    Office     -             1,269         14,697         143        1,269         14,840         16,109         4,297        1998        1999   

Brookside Office Park

   Brookside I    Office     8,559         1,625         7,864         4,513        1,492         12,510         14,002         3,847        1999        1999   

Brookside Office Park

   Radiant II    Office     -             831         6,755         172        831         6,927         7,758         1,785        2000        2000   

Brookside Office Park

   Brookside II    Office     9,254         1,381         9,988         2,826        1,248         12,947         14,195         3,717        2001        2001   

NorthWinds Center

   Northwinds VII    Office     -             2,271         19,226         2,216        2,304         21,409         23,713         6,522        1998        1999   

NorthWinds Center

   Northwinds I    Office     -             1,879         12,520         2,648        1,879         15,168         17,047         3,131        1997        2004   

NorthWinds Center

   Northwinds II    Office     -             1,796         12,596         853        1,796         13,449         15,245         2,579        1997        2004   

NorthWinds Center

   Northwinds III    Office     14,125         1,868         12,599         960        1,499         13,928         15,427         2,575        1998        2004   

NorthWinds Center

   Northwinds IV    Office     13,444         1,844         12,407         2,230        1,844         14,637         16,481         3,306        1999        2004   

NorthWinds Center

   Northwinds V    Office     -             2,215         12,428         2,075        2,215         14,503         16,718         3,130        1999        2004   

NorthWinds Center

   Northwinds VI    Office     -             2,662         11,781         1,319        2,662         13,100         15,762         2,447        2000        2004   

NorthWinds Center

   Northwinds Village    Retail     -             704         4,221         210        710         4,425         5,135         863        2000        2004   

NorthWinds Center

   Northwinds Restaurant    Office     -             202         302         -            202         302         504         62        1997        2004   

Ridgeland

   1320 Ridgeland Parkway    Industrial     -             998         6,001         307        998         6,308         7,306         1,831        1999        1999   

Ridgeland

   1345 Ridgeland Parkway    Industrial     -             488         1,611         1,101        488         2,712         3,200         708        1999        1999   

Ridgeland

   1335 Ridgeland Pkwy    Industrial     -             579         1,894         828        579         2,722         3,301         992        2000        2000   

Preston Ridge

   Preston Ridge IV    Office     8,371         2,777         9,442         952        2,781         10,390         13,171         2,364        2000        2004   

Windward

   800 North Point Parkway    Office     -             1,250         18,443         -            1,250         18,443         19,693         3,812        1991        2003   

Windward

   900 North Point Parkway    Office     -             1,250         13,945         -            1,250         13,945         15,195         2,905        1991        2003   

Arlington, Texas

                                               

Not Applicable

   Baylor Ortho Hosp-Arlington    Medical Office     16,076         584         9,623         11,860        1,816         20,251         22,067         773        2009        2009   

Arlington Heights, Illinois

                                               

Arlington Business Park

   Atrium II    Office     -             776         6,199         2,787        776         8,986         9,762         3,062        1986        1998   

Atlanta, Georgia

                                               

Druid Chase

   2801 Buford Highway    Office     -             794         9,008         869        794         9,877         10,671         4,080        1977        1999   

Druid Chase

   1190 West Druid Hills Drive    Office     -             689         6,350         (509     689         5,841         6,530         2,554        1980        1999   

Aurora, Illinois

                                               

Meridian Business Campus

   535 Exchange    Industrial     -             386         920         269        386         1,189         1,575         459        1984        1999   

Meridian Business Campus

   525 North Enterprise Street    Industrial     -             342         1,678         110        342         1,788         2,130         655        1984        1999   

Meridian Business Campus

   615 North Enterprise Street    Industrial     -             468         2,408         719        468         3,127         3,595         1,098        1984        1999   

Meridian Business Campus

   4000 Sussex Avenue    Industrial     -             417         1,684         371        417         2,055         2,472         739        1990        1999   

Meridian Business Campus

   3737 East Exchange    Industrial     -             598         2,543         504        598         3,047         3,645         1,013        1985        1999   

Meridian Business Campus

   444 North Commerce Street    Industrial     -             722         5,019         597        722         5,616         6,338         1,916        1985        1999   

Meridian Business Campus

   880 North Enterprise Street    Industrial     4,705         1,150         5,646         815        1,150         6,461         7,611         2,165        2000        2000   

Meridian Business Campus

   Meridian Office Service Center    Industrial     -             567         1,083         1,688        567         2,771         3,338         1,015        2001        2001   

Meridian Business Campus

   Genera Corporation    Industrial     3,582         1,957         3,827         -            1,957         3,827         5,784         1,139        2004        2004   

Butterfield East

   Butterfield 550    Industrial     -             9,185         10,795         1,562        9,185         12,357         21,542         1,350        2008        2008   

Baltimore, Maryland

                                               

Chesapeake Commerce Center

   5901 Holabird Ave    Industrial     -             3,345         4,220         3,307        3,345         7,527         10,872         1,495        2008        2008   

Chesapeake Commerce Center

   5003 Holabird Ave    Industrial     -             6,488         9,213         1,577        6,488         10,790         17,278         1,447        2008        2008   

Batavia, Ohio

                                               

Mercy Hospital Clermont MOB

   Mercy Hospital Clermont MOB    Medical Office     -             -             8,249         1,215        -             9,464         9,464         1,909        2006        2007   

Baytown, Texas

                                               

Cedar Crossing Business Park

   Cedar Crossing    Industrial     11,170         9,323         5,934         -            9,323         5,934         15,257         1,235        2005        2007   

Bloomington, Minnesota

                                               

Hampshire Dist. Center

   Hampshire Dist Center North    Industrial     371         779         4,482         640        779         5,122         5,901         1,685        1979        1997   

Hampshire Dist. Center

   Hampshire Dist Center South    Industrial     404         901         5,010         472        901         5,482         6,383         1,838        1979        1997   

Norman Pointe Office Park

   Norman Pointe I    Office     -             3,650         25,417         2,430        3,650         27,847         31,497         7,922        2000        2000   

Norman Pointe Office Park

   Norman Pointe II    Office     -             5,885         38,649         6,954        5,700         45,788         51,488         5,059        2007        2007   

 

- 97 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Blue Ash, Ohio

                                                

Huntington Bank Building

   Huntington Bank Building    Office     -             175         241         -             175         241         416         93        1986        1996   

Lake Forest/Westlake

   Lake Forest Place    Office     -             1,953         18,570         4,765         1,953         23,335         25,288         8,872        1985        1996   

Northmark Office Park

   Northmark Building 1    Office     -             1,452         2,799         887         1,452         3,686         5,138         1,124        1987        2004   

Lake Forest/Westlake

   Westlake Center    Office     -             2,459         14,514         4,594         2,459         19,108         21,567         7,400        1981        1996   

Landings

   Landings Building I    Office     -             4,302         17,512         334         4,302         17,846         22,148         3,829        2006        2006   

Landings

   Landings Building II    Office     -             4,817         9,377         5,215         4,817         14,592         19,409         2,690        2007        2007   

Bolingbrook, Illinois

                                                

Joliet Road Business Park

   555 Joliet Road    Industrial     7,644         2,184         9,263         799         2,332         9,914         12,246         2,458        2002        2002   

Joliet Road Business Park

   Dawes Transportation    Industrial     -             3,050         4,453         16         3,050         4,469         7,519         1,395        2005        2005   

Crossroads Business Park

   Chapco Carton Company    Industrial     3,330         917         4,527         64         917         4,591         5,508         1,044        1999        2002   

Crossroads Business Park

   Crossroads 1    Industrial     -             1,418         5,803         -             1,418         5,803         7,221         113        1998        2010   

Crossroads Business Park

   Crossroads 3    Industrial     -             1,330         4,407         -             1,330         4,407         5,737         91        2000        2010   

Boynton Beach, Florida

                                                

Duke Realty Gateway

   Gateway Center 1    Industrial     7,547         1,894         7,813         -             1,894         7,813         9,707         -            2002        2010   

Duke Realty Gateway

   Gateway Center 2    Industrial     4,693         1,224         5,048         -             1,224         5,048         6,272         -            2002        2010   

Duke Realty Gateway

   Gateway Center 3    Industrial     3,950         1,030         4,248         -             1,030         4,248         5,278         -            2002        2010   

Duke Realty Gateway

   Gateway Center 4    Industrial     3,587         900         3,714         -             900         3,714         4,614         -            2000        2010   

Duke Realty Gateway

   Gateway Center 5    Industrial     2,138         537         2,213         -             537         2,213         2,750         -            2000        2010   

Duke Realty Gateway

   Gateway Center 6    Industrial     2,022         507         2,093         -             507         2,093         2,600         -            2000        2010   

Duke Realty Gateway

   Gateway Center 7    Industrial     3,799         953         3,933         -             953         3,933         4,886         -            2000        2010   

Duke Realty Gateway

   Gateway Center 8    Industrial     10,359         2,416         9,965         -             2,416         9,965         12,381         -            2004        2010   

Braselton, Georgia

                                                

Braselton Business Park

   Braselton II    Industrial     -             1,365         8,720         1,868         1,884         10,069         11,953         2,874        2001        2001   

Park 85 at Braselton

   625 Braselton Pkwy    Industrial     13,325         9,855         25,497         1,671         9,855         27,168         37,023         6,137        2006        2005   

Park 85 at Braselton

   1350 Braselton Parkway    Industrial     -             8,227         8,874         5,178         8,227         14,052         22,279         1,883        2008        2008   

Brentwood, Tennessee

                                                

Brentwood South Bus. Center

   Brentwood South Bus Ctr I    Industrial     -             1,065         5,293         1,241         1,065         6,534         7,599         1,992        1987        1999   

Brentwood South Bus. Center

   Brentwood South Bus Ctr II    Industrial     -             1,065         2,711         1,333         1,065         4,044         5,109         1,303        1987        1999   

Brentwood South Bus. Center

   Brentwood South Bus Ctr III    Industrial     -             848         3,605         779         848         4,384         5,232         1,305        1989        1999   

Creekside Crossing

   Creekside Crossing I    Office     -             1,900         7,203         1,377         1,901         8,579         10,480         3,210        1998        1998   

Creekside Crossing

   Creekside Crossing II    Office     -             2,087         7,327         1,710         2,087         9,037         11,124         3,333        2000        2000   

Creekside Crossing

   Creekside Crossing III    Office     -             2,969         9,055         2,443         2,969         11,498         14,467         2,934        2006        2006   

Creekside Crossing

   Creekside Crossing IV    Office     -             2,966         7,775         4,735         2,877         12,599         15,476         2,258        2007        2007   

Bridgeton, Missouri

                                                

Dukeport

   DukePort I    Industrial     -             2,124         5,227         -             2,124         5,227         7,351         106        1996        2010   

Dukeport

   DukePort II    Industrial     -             1,470         2,747         -             1,470         2,747         4,217         64        1997        2010   

Dukeport

   DukePort V    Industrial     -             600         3,004         -             600         3,004         3,604         78        1998        2010   

Dukeport

   DukePort VI    Industrial     -             1,664         4,865         -             1,664         4,865         6,529         95        1999        2010   

Dukeport

   DukePort VII    Industrial     -             834         4,083         -             834         4,083         4,917         93        1999        2010   

Dukeport

   DukePort IX    Industrial     -             2,475         5,740         -             2,475         5,740         8,215         117        2001        2010   

Brooklyn Park, Minneapolis

                                                

7300 Northland Drive

   7300 Northland Drive    Industrial     -             700         5,655         315         703         5,967         6,670         1,890        1999        1998   

Crosstown North Bus. Ctr.

   Crosstown North Bus. Ctr. 1    Industrial     -             835         4,852         1,374         1,286         5,775         7,061         1,853        1998        1999   

Crosstown North Bus. Ctr.

   Crosstown North Bus. Ctr. 2    Industrial     -             449         2,553         808         599         3,211         3,810         1,039        1998        1999   

Crosstown North Bus. Ctr.

   Crosstown North Bus. Ctr. 4    Industrial     -             2,079         6,153         1,690         2,397         7,525         9,922         2,479        1999        1999   

Crosstown North Bus. Ctr.

   Crosstown North Bus. Ctr. 5    Industrial     -             1,079         4,422         724         1,354         4,871         6,225         1,652        2000        2000   

Crosstown North Bus. Ctr.

   Crosstown North Bus. Ctr. 6    Industrial     -             788         2,266         2,253         1,031         4,276         5,307         1,811        2000        2000   

Crosstown North Bus. Ctr.

   Crosstown North Bus. Ctr. 10    Industrial     -             2,757         4,423         1,078         2,723         5,535         8,258         1,915        2005        2005   

Crosstown North Bus. Ctr.

   Crosstown North Bus. Ctr. 12    Industrial     -             4,564         8,494         589         4,564         9,083         13,647         2,095        2005        2005   

Brownsburg, Indiana

                                                

Ortho Indy West-MOB

   Ortho Indy West-MOB    Medical Office     -             -             9,817         1,598         863         10,552         11,415         655        2008        2008   

Carmel, Indiana

                                                

Hamilton Crossing

   Hamilton Crossing I    Industrial     -             833         2,712         3,017         845         5,717         6,562         2,309        2000        1993   

Hamilton Crossing

   Hamilton Crossing II    Office     -             313         510         1,668         384         2,107         2,491         673        1997        1997   

Hamilton Crossing

   Hamilton Crossing III    Office     -             890         7,525         2,393         890         9,918         10,808         3,069        2000        2000   

Hamilton Crossing

   Hamilton Crossing IV    Office     -             515         4,978         629         598         5,524         6,122         1,825        1999        1999   

Hamilton Crossing

   Hamilton Crossing VI    Office     -             1,044         13,229         1,065         1,068         14,270         15,338         3,621        2004        2004   

 

- 98 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Carol Stream, Illinois

                                                

Carol Stream Business Park

   Carol Stream IV    Industrial     11,977         3,204         14,869         1,289         3,204         16,158         19,362         4,288        2004        2003   

Carol Stream Business Park

   Carol Stream I    Industrial     -             1,095         3,438         -             1,095         3,438         4,533         89        1998        2010   

Carol Stream Business Park

   Carol Stream III    Industrial     -             1,556         6,256         -             1,556         6,256         7,812         120        2002        2010   

Cary, North Carolina

                                                

Regency Forest

   200 Regency Forest Drive    Office     -             1,230         12,014         2,460         1,307         14,397         15,704         4,132        1999        1999   

Regency Forest

   100 Regency Forest Drive    Office     -             1,538         9,385         2,438         1,644         11,717         13,361         3,376        1997        1999   

Weston Parkway

   6501 Weston Parkway    Office     -             1,775         9,641         1,724         1,775         11,365         13,140         3,359        1996        1999   

Celebration, Florida

                                                

Celebration Business Center

   Celebration Business Center I    Office     -             1,102         4,641         573         1,308         5,008         6,316         1,655        1997        1999   

Celebration Business Center

   Celebration Business Center II    Office     -             771         3,587         345         961         3,742         4,703         1,332        1997        1999   

Celebration Office Center

   Celebration Office Center I    Office     -             1,382         5,762         785         1,382         6,547         7,929         2,112        2000        2000   

Celebration Office Center

   Celebration Office Center II    Office     -             1,382         3,819         2,866         1,634         6,433         8,067         2,161        2001        2001   

Chantilly, Virginia

                                                

Northridge at Westfields

   15002 Northridge Dr.    Office     -             2,082         1,663         1,427         2,082         3,090         5,172         403        2007        2007   

Northridge at Westfields

   15004 Northridge Dr.    Office     -             2,366         1,920         466         2,366         2,386         4,752         401        2007        2007   

Northridge at Westfields

   15006 Northridge Dr.    Office     -             2,920         2,276         1,059         2,920         3,335         6,255         691        2007        2007   

Charlotte, North Carolina

                                                

Not Applicable

   Morehead Medical Plaza I    Medical Office     33,237         191         39,040         -             191         39,040         39,231         -            2006        2010   

Chillicothe, Ohio

                                                

Adena Health Pavilion

   Adena Health Pavilion    Medical Office     -             -             14,428         61         -             14,489         14,489         3,006        2006        2007   

Cincinnati, Ohio

                                                

311 Elm

   311 Elm    Office     -             339         5,702         1,259         -             7,300         7,300         4,736        1986        1993   

312 Elm

   312 Elm    Office     -             4,750         46,172         5,611         5,428         51,105         56,533         23,332        1992        1993   

312 Plum

   312 Plum    Office     -             2,539         23,129         4,621         2,590         27,699         30,289         12,189        1987        1993   

Blue Ash Office Center

   Blue Ash Office Center VI    Office     -             518         2,565         680         518         3,245         3,763         1,218        1989        1997   

Towers of Kenwood

   Towers of Kenwood    Office     -             4,891         41,900         3,413         4,891         45,313         50,204         11,111        1989        2003   

Governors Hill

   8790 Governor's Hill    Office     -             400         4,377         1,348         408         5,717         6,125         2,618        1985        1993   

Governors Hill

   8800 Governor's Hill    Office     -             225         2,293         641         231         2,928         3,159         1,771        1985        1993   

Governors Hill

   8600/8650 Governor's Hill Dr.    Office     -             1,220         17,577         6,479         1,245         24,031         25,276         11,478        1986        1993   

Kenwood Executive Center

   Kenwood Executive Center    Office     -             606         3,677         1,031         664         4,650         5,314         1,745        1981        1997   

Kenwood Commons

   8230 Kenwood Commons    Office     2,818         638         4,016         1,017         638         5,033         5,671         3,164        1986        1993   

Kenwood Commons

   8280 Kenwood Commons    Office     1,782         638         2,782         687         638         3,469         4,107         1,846        1986        1993   

Kenwood Medical Office Bldg.

   Kenwood Medical Office Bldg.    Office     -             -             7,663         100         -             7,763         7,763         2,375        1999        1999   

Pfeiffer Place

   Pfeiffer Place    Office     -             3,608         11,455         2,420         3,608         13,875         17,483         3,748        2001        2001   

Pfeiffer Woods

   Pfeiffer Woods    Office     -             1,450         12,033         1,817         2,131         13,169         15,300         4,360        1998        1999   

Remington Office Park

   Remington Park Building A    Office     -             560         1,442         222         560         1,664         2,224         998        1982        1997   

Remington Office Park

   Remington Park Building B    Office     -             560         1,121         393         560         1,514         2,074         814        1982        1997   

Triangle Office Park

   Triangle Office Park    Office     2,230         1,018         10,326         2,051         1,018         12,377         13,395         7,506        1985        1993   

World Park

   World Park Bldg 8    Industrial     -             1,095         2,641         -             1,095         2,641         3,736         64        1989        2010   

World Park

   World Park Bldg 9    Industrial     -             335         1,673         -             335         1,673         2,008         41        1989        2010   

World Park

   World Park Building 11    Industrial     -             674         2,032         -             674         2,032         2,706         44        1989        2010   

World Park

   World Park Building 14    Industrial     -             668         3,267         -             668         3,267         3,935         121        1989        2010   

World Park

   World Park Building 15    Industrial     -             488         1,991         -             488         1,991         2,479         72        1990        2010   

World Park

   World Park Building 16    Industrial     -             525         1,944         -             525         1,944         2,469         43        1989        2010   

World Park

   World Park Bldg 17    Industrial     6,870         1,133         5,668         -             1,133         5,668         6,801         127        1994        2010   

World Park

   World Park Building 18    Industrial     -             1,268         5,200         -             1,268         5,200         6,468         109        1997        2010   

World Park

   World Park Building 28    Industrial     -             870         5,316         -             870         5,316         6,186         106        1998        2010   

World Park

   World Park Building 29    Industrial     12,228         1,605         10,050         -             1,605         10,050         11,655         193        1998        2010   

World Park

   World Park Bldg 30    Industrial     14,113         2,492         11,628         -             2,492         11,628         14,120         247        1999        2010   

World Park

   World Park Building 31    Industrial     -             533         2,511         -             533         2,511         3,044         50        1998        2010   

Good Samaritan W. Ridge MOB

   Western Ridge    Medical Office     -             1,894         7,985         -             1,894         7,985         9,879         108        2010        2010   

Clayton, Missouri

                                                

101 South Hanley

   101 South Hanley    Office     -             6,150         41,443         3,710         6,150         45,153         51,303         12,207        1986        2002   

 

- 99 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Columbus, Ohio

                                                

Easton

   One Easton Oval    Office     -             2,789         9,534         1,146         2,789         10,680         13,469         3,686        1999        1999   

Easton

   Two Easton Oval    Office     -             2,489         15,912         2,804         2,489         18,716         21,205         6,141        1996        1998   

Easton

   Easton Way One    Office     -             1,874         8,791         728         1,874         9,519         11,393         3,497        2000        2000   

Easton

   Easton Way Two    Office     -             2,005         6,808         836         2,005         7,644         9,649         1,843        2001        2001   

Easton

   Easton Way Three    Office     -             2,768         8,350         172         2,693         8,597         11,290         1,893        2003        2003   

Easton

   4400 Easton Commons    Office     -             1,886         7,779         1,350         1,886         9,129         11,015         2,998        2006        2006   

Easton

   4343 Easton Commons    Office     -             3,059         7,248         3,462         3,083         10,686         13,769         1,497        2007        2007   

Coppell, Texas

                                                

Freeport North

   Freeport X    Industrial     17,718         8,198         16,900         3,044         8,198         19,944         28,142         7,421        2004        2004   

Point West Industrial

   Point West VI    Industrial     11,209         10,181         17,905         4,127         10,181         22,032         32,213         3,466        2008        2008   

Point West Industrial

   Point West VII    Industrial     9,938         6,785         13,668         6,488         7,201         19,740         26,941         2,835        2008        2008   

Point West Industrial

   Samsung Pkg Lot-PWT7    Grounds     -             306         -             11         317         -             317         43        n/a        2009   

Dallas, Texas

                                                

Not Applicable

   Baylor Administration Building    Medical Office     -             50         14,435         100         150         14,435         14,585         810        2009        2009   

Davenport, Florida

                                                

Park 27 Distribution Center

   Park 27 Distribution Center I    Industrial     -             2,449         6,107         33         2,449         6,140         8,589         2,341        2003        2003   

Park 27 Distribution Center

   Park 27 Distribution Center II    Industrial     -             4,374         8,218         4,697         4,415         12,874         17,289         2,316        2007        2007   

Deerfield Township, Ohio

                                                

Deerfield Crossing

   Deerfield Crossing A    Office     -             1,493         11,168         1,639         1,493         12,807         14,300         3,985        1999        1999   

Deerfield Crossing

   Deerfield Crossing B    Office     -             1,069         13,200         534         1,069         13,734         14,803         6,094        2001        2001   

Governors Pointe

   Governor’s Pointe 4770    Office     -             586         7,516         1,111         596         8,617         9,213         4,738        1986        1993   

Governors Pointe

   Governor’s Pointe 4705    Office     -             719         6,046         3,847         987         9,625         10,612         4,732        1988        1993   

Governors Pointe

   Governor’s Pointe 4605    Office     -             630         16,600         4,496         909         20,817         21,726         9,730        1990        1993   

Governors Pointe

   Governor’s Pointe 4660    Office     -             385         4,095         417         529         4,368         4,897         1,761        1997        1997   

Governors Pointe

   Governor’s Pointe 4680    Office     -             1,115         6,299         1,378         1,115         7,677         8,792         2,756        1998        1998   

Des Plaines, Illinois

                                                

2180 South Wolf Road

   2180 South Wolf Road    Industrial     -             179         1,515         548         179         2,063         2,242         740        1969        1998   

Downers Grove, Illinois

                                                

Executive Towers

   Executive Towers I    Office     -             2,652         22,254         7,721         2,652         29,975         32,627         11,292        1983        1997   

Executive Towers

   Executive Towers II    Office     -             3,386         26,745         10,883         3,386         37,628         41,014         13,606        1984        1997   

Executive Towers

   Executive Towers III    Office     -             3,512         31,014         7,211         3,512         38,225         41,737         14,739        1987        1997   

Dublin, Ohio

                                                

Scioto Corporate Center

   Scioto Corporate Center    Office     -             1,100         2,716         1,628         1,100         4,344         5,444         1,793        1987        1996   

Tuttle Crossing

   Qwest    Office     -             2,618         18,317         1,953         2,670         20,218         22,888         9,094        1990        1993   

Tuttle Crossing

   4700 Lakehurst Court    Office     -             717         2,318         955         717         3,273         3,990         1,583        1994        1994   

Tuttle Crossing

   5500 Glendon Court    Office     -             1,066         6,948         1,347         1,066         8,295         9,361         3,609        1995        1995   

Tuttle Crossing

   5555 Glendon Court    Office     -             1,600         6,752         1,898         1,789         8,461         10,250         3,826        1995        1995   

Tuttle Crossing

   Compmanagement    Office     -             867         4,388         762         867         5,150         6,017         2,362        1997        1997   

Tuttle Crossing

   5555 Parkcenter Circle    Office     -             1,580         8,908         1,124         1,580         10,032         11,612         4,422        1992        1994   

Tuttle Crossing

   Parkwood Place    Office     -             1,690         11,507         1,097         1,690         12,604         14,294         6,274        1997        1997   

Tuttle Crossing

   Nationwide    Office     -             4,815         15,345         895         4,815         16,240         21,055         6,488        1996        1996   

Tuttle Crossing

   Emerald II    Office     -             495         2,525         252         495         2,777         3,272         916        1998        1998   

Tuttle Crossing

   Atrium II, South Tower    Office     -             1,649         8,707         1,260         1,649         9,967         11,616         3,331        1998        1998   

Tuttle Crossing

   Atrium II, North Tower    Office     -             1,597         7,747         1,599         1,597         9,346         10,943         2,936        1999        1999   

Tuttle Crossing

   Blazer I    Office     -             904         3,887         596         904         4,483         5,387         1,308        1999        1999   

Tuttle Crossing

   Parkwood II    Office     -             1,848         11,389         823         2,400         11,660         14,060         3,446        2000        2000   

Tuttle Crossing

   Blazer II    Office     -             1,016         5,032         1,190         1,016         6,222         7,238         1,846        2000        2000   

Tuttle Crossing

   Emerald III    Office     -             1,685         7,130         1,976         1,694         9,097         10,791         2,995        2001        2001   

Duluth, Georgia

                                                

Crestwood Pointe

   3805 Crestwood Parkway    Office     -             877         14,158         2,132         877         16,290         17,167         4,775        1997        1999   

Crestwood Pointe

   3885 Crestwood Parkway    Office     -             878         13,484         1,395         878         14,879         15,757         4,338        1998        1999   

Hampton Green

   Hampton Green Office I    Office     -             1,388         9,921         840         1,388         10,761         12,149         2,939        2000        2000   

Business Park At Sugarloaf

   2775 Premiere Parkway    Industrial     6,663         560         4,522         354         565         4,871         5,436         1,434        1997        1999   

Business Park At Sugarloaf

   3079 Premiere Parkway    Industrial     10,863         776         5,332         2,258         783         7,583         8,366         2,467        1998        1999   

Business Park At Sugarloaf

   Sugarloaf Office I    Office     -             1,042         8,133         769         1,042         8,902         9,944         2,619        1998        1999   

Business Park At Sugarloaf

   2850 Premiere Parkway    Office     8,179         621         4,621         1,017         627         5,632         6,259         1,181        1997        2002   

Business Park At Sugarloaf

   Sugarloaf Office II (3039)    Office     -             972         3,784         638         1,006         4,388         5,394         1,083        1999        2002   

Business Park At Sugarloaf

   Sugarloaf Office III (2810)    Office     -             696         3,565         543         696         4,108         4,804         973        1999        2002   

Business Park At Sugarloaf

   2855 Premiere Parkway    Industrial     5,775         765         3,297         601         770         3,893         4,663         1,166        1999        1999   

 

- 100 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Business Park At Sugarloaf

   6655 Sugarloaf    Industrial     12,723         1,651         6,985         972         1,659         7,949         9,608         1,709        1998        2001   

Business Park At Sugarloaf

   Sugarloaf Office IV    Office     -             623         2,336         698         623         3,034         3,657         863        2000        2000   

Business Park At Sugarloaf

   Sugarloaf Office V    Office     -             744         1,968         789         744         2,757         3,501         763        2001        2001   

Business Park At Sugarloaf

   Sugarloaf VI    Office     -             1,589         5,437         1,419         1,589         6,856         8,445         2,152        2005        2005   

Business Park At Sugarloaf

   Sugarloaf VII    Office     -             1,722         5,055         2,658         1,726         7,709         9,435         1,660        2006        2006   

Meadowbrook

   2450 Meadowbrook Parkway    Industrial     -             383         1,625         -             383         1,625         2,008         36        1989        2010   

Meadowbrook

   2500 Meadowbrook Parkway    Industrial     -             405         1,930         -             405         1,930         2,335         50        1987        2010   

Pinebrook

   2625 Pinemeadow Court    Industrial     -             861         4,021         -             861         4,021         4,882         166        1994        2010   

Pinebrook

   2660 Pinemeadow Court    Industrial     -             540         2,277         -             540         2,277         2,817         64        1996        2010   

Pinebrook

   2450 Satellite Boulevard    Industrial     -             556         2,422         -             556         2,422         2,978         69        1994        2010   

Eagan, Minnesota

                                                

Apollo Industrial Center

   Apollo Industrial Ctr I    Industrial     3,977         866         4,300         1,472         882         5,756         6,638         2,160        1997        1997   

Apollo Industrial Center

   Apollo Industrial Ctr II    Industrial     1,881         474         2,455         167         474         2,622         3,096         810        2000        2000   

Apollo Industrial Center

   Apollo Industrial Ctr III    Industrial     5,054         1,432         6,316         25         1,432         6,341         7,773         1,896        2000        2000   

Silver Bell Commons

   Silver Bell Commons    Industrial     -             1,807         5,757         1,760         1,908         7,416         9,324         2,690        1999        1999   

Trapp Road Commerce Center

   Trapp Road Commerce Center I    Industrial     2,689         671         3,847         462         700         4,280         4,980         1,450        1996        1998   

Trapp Road Commerce Center

   Trapp Road Commerce Center II    Industrial     4,697         1,250         6,444         1,154         1,266         7,582         8,848         2,659        1998        1998   

Earth City, Missouri

                                                

Earth City

   Rider Trail    Office     -             2,615         9,807         2,429         2,615         12,236         14,851         4,496        1987        1997   

Earth City

   3300 Pointe 70    Office     -             1,186         6,055         2,805         1,186         8,860         10,046         3,270        1989        1997   

Earth City

   Corporate Center, Earth City    Industrial     -             783         2,161         1,861         783         4,022         4,805         1,774        2000        2000   

Earth City

   Corporate Trail Distribution    Industrial     -             2,850         6,163         1,789         2,875         7,927         10,802         1,709        2006        2006   

East Point, Georgia

                                                

Camp Creek

   Camp Creek Bldg 1400    Office     5,339         561         2,523         1,209         573         3,720         4,293         996        1988        2001   

Camp Creek

   Camp Creek Bldg 1800    Office     4,400         462         2,536         460         471         2,987         3,458         789        1989        2001   

Camp Creek

   Camp Creek Bldg 2000    Office     5,023         395         2,285         1,098         470         3,308         3,778         645        1989        2001   

Camp Creek

   Camp Creek Bldg 2400    Industrial     3,133         296         1,513         701         308         2,202         2,510         639        1988        2001   

Camp Creek

   Camp Creek Bldg 2600    Industrial     3,330         364         2,014         236         375         2,239         2,614         588        1990        2001   

Camp Creek

   3201 Centre Parkway    Industrial     19,254         4,406         9,512         723         4,944         9,697         14,641         2,835        2004        2004   

Camp Creek

   Camp Creek Building 1200    Office     -             1,334         2,246         1,084         1,344         3,320         4,664         1,963        2005        2005   

Camp Creek

   3900 North Commerce    Industrial     5,288         1,059         2,966         22         1,081         2,966         4,047         711        2005        2005   

Camp Creek

   3909 North Commerce    Industrial     -             5,687         10,192         12,465         8,944         19,400         28,344         5,334        2006        2006   

Camp Creek

   4200 N. Commerce-Hartsfield WH    Industrial     11,867         2,065         7,076         122         2,116         7,147         9,263         1,243        2006        2006   

Camp Creek

   Camp Creek Building 1000    Office     -             1,537         2,459         1,135         1,549         3,582         5,131         1,380        2006        2006   

Camp Creek

   3000 Centre Parkway    Industrial     -             1,163         1,884         1,127         1,182         2,992         4,174         788        2007        2007   

Camp Creek

   1500 Centre Parkway    Office     -             1,683         5,564         3,338         1,716         8,869         10,585         1,609        2008        2008   

Camp Creek

   1100 Centre Parkway    Office     -             1,309         4,881         318         1,336         5,172         6,508         616        2008        2008   

Camp Creek

   4800 N. Commerce Dr. (Site Q)    Industrial     -             2,476         4,650         753         2,512         5,367         7,879         546        2008        2008   

Ellabell, Georgia

                                                

Crossroads (Savannah)

   1086 Orafold Pkwy    Industrial     10,525         2,042         13,104         190         2,046         13,290         15,336         1,538        2006        2008   

Evansville, Indiana

                                                

St. Mary’s Heart Institute

   St. Mary’s Heart Institute    Medical Office     -             -             20,946         1,559         -             22,505         22,505         3,878        2006        2007   

Fairfield, Ohio

                                                

Thunderbird Building 1

   Thunderbird Building 1    Industrial     -             248         1,617         344         248         1,961         2,209         855        1991        1995   

Union Centre Industrial Park

   Union Centre Industrial Park 2    Industrial     -             5,635         8,709         819         5,635         9,528         15,163         1,285        2008        2008   

Fishers, Indiana

                                                

Exit 5

   Exit 5 Building 1    Industrial     -             822         2,636         443         822         3,079         3,901         1,026        1999        1999   

Exit 5

   Exit 5 Building 2    Industrial     -             749         3,825         442         749         4,267         5,016         2,011        2000        2000   

St. Vincent Northeast MOB

   St. Vincent Northeast MOB    Medical Office     -             -             23,101         4,292         4,235         23,158         27,393         3,727        2008        2008   

Florence, Kentucky

                                                

Empire Commerce Center

   Empire Commerce Center    Industrial     -             813         878         -             813         878         1,691         39        1980        2010   

Kentucky Drive

   7910 Kentucky Drive    Industrial     -             265         451         -             265         451         716         19        1980        2010   

Kentucky Drive

   7920 Kentucky Drive    Industrial     -             653         850         -             653         850         1,503         41        1974        2010   

 

- 101 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Franklin, Tennessee

                                                

Aspen Grove Industrial

   Aspen Grove Business Ctr I    Industrial     -             936         6,066         2,993         936         9,059         9,995         3,479        1996        1999   

Aspen Grove Industrial

   Aspen Grove Business Ctr II    Industrial     -             1,151         6,410         797         1,151         7,207         8,358         2,201        1996        1999   

Aspen Grove Industrial

   Aspen Grove Business Ctr III    Industrial     -             970         5,367         490         970         5,857         6,827         1,672        1998        1999   

Aspen Grove Industrial

   Aspen Grove Business Center IV    Industrial     -             492         2,249         59         492         2,308         2,800         499        2002        2002   

Aspen Grove Industrial

   Aspen Grove Business Ctr V    Industrial     -             943         5,163         2,556         943         7,719         8,662         2,665        1996        1999   

Aspen Grove Industrial

   Aspen Grove Flex Center II    Industrial     -             240         1,163         450         240         1,613         1,853         176        1999        1999   

Aspen Grove Office

   Aspen Grove Office Center I    Office     -             950         5,709         2,635         950         8,344         9,294         2,459        1999        1999   

Aspen Grove Industrial

   Aspen Grove Flex Center I    Industrial     -             301         1,061         686         301         1,747         2,048         479        1999        1999   

Aspen Grove Industrial

   Aspen Grove Flex Center III    Industrial     -             327         1,121         1,001         327         2,122         2,449         643        2001        2001   

Aspen Grove Industrial

   Aspen Grove Flex Center IV    Industrial     -             205         861         210         205         1,071         1,276         270        2001        2001   

Aspen Grove Office

   Aspen Corporate Center 100    Office     -             723         2,904         94         723         2,998         3,721         875        2004        2004   

Aspen Grove Office

   Aspen Corporate Center 200    Office     -             1,306         1,870         1,655         1,306         3,525         4,831         1,233        2006        2006   

Aspen Grove Office

   Aspen Corporate Center 300    Office     -             1,451         2,050         1,607         1,460         3,648         5,108         384        2008        2008   

Aspen Grove Office

   Aspen Corporate Center 400    Office     -             1,833         2,621         2,514         1,833         5,135         6,968         1,084        2007        2007   

Aspen Grove Office

   Aspen Grove Office Center II    Office     -             2,320         8,177         3,755         2,320         11,932         14,252         2,886        2007        2007   

Brentwood South Bus. Center

   Brentwood South Bus Ctr IV    Industrial     -             569         2,406         1,122         705         3,392         4,097         1,227        1990        1999   

Brentwood South Bus. Center

   Brentwood South Bus Ctr V    Industrial     -             445         1,907         161         445         2,068         2,513         622        1990        1999   

Brentwood South Bus. Center

   Brentwood South Bus Ctr VI    Industrial     1,279         489         1,232         631         489         1,863         2,352         614        1990        1999   

Franklin Park, Illinois

                                                

O'Hare Distribution Center

   O'Hare Distribution Ctr    Industrial     -             3,900         3,013         1,068         3,900         4,081         7,981         553        2007        2007   

Frisco, Texas

                                                

Duke Bridges

   Duke Bridges III    Office     -             4,647         7,546         7,056         4,647         14,602         19,249         2,166        2007        2007   

Ft. Wayne, Indiana

                                                

Parkview Ambulatory Svcs - MOB

   Parkview Ambulatory Svcs - MOB    Medical Office     -             937         10,661         4,381         937         15,042         15,979         1,642        2007        2007   

Garden City, Georgia

                                                

Aviation Court

   Aviation Court Land    Grounds     -             1,509         -             -             1,509         -             1,509         94        n/a        2006   

Goodyear, Arizona

                                                

Goodyear Crossing Ind. Park

   Goodyear One    Industrial     -             5,142         4,942         1,873         5,142         6,815         11,957         1,125        2008        2008   

Grand Prairie, Texas

                                                

Grand Lakes

   Grand Lakes I    Industrial     -             8,106         12,021         308         8,040         12,395         20,435         3,070        2006        2006   

Grand Lakes

   Grand Lakes II    Industrial     -             11,853         16,714         8,302         11,853         25,016         36,869         4,341        2008        2008   

Grove City, Ohio

                                                

SouthPointe Business Park

   SouthPointe Building A    Industrial     -             844         5,509         -             844         5,509         6,353         128        1995        2010   

SouthPointe Business Park

   SouthPointe Building B    Industrial     -             790         5,284         -             790         5,284         6,074         128        1996        2010   

SouthPointe Business Park

   SouthPointe Building C    Industrial     -             754         6,337         -             754         6,337         7,091         122        1996        2010   

Groveport, Ohio

                                                

6600 Port Road

   6600 Port Road    Industrial     -             2,725         23,104         2,124         3,213         24,740         27,953         9,107        1998        1997   

Groveport Commerce Center

   Groveport Commerce Center #437    Industrial     3,233         1,049         6,759         1,305         1,065         8,048         9,113         2,463        1999        1999   

Groveport Commerce Center

   Groveport Commerce Center #168    Industrial     1,782         510         3,137         1,257         510         4,394         4,904         1,405        2000        2000   

Groveport Commerce Center

   Groveport Commerce Center #345    Industrial     3,111         1,045         6,123         1,216         1,045         7,339         8,384         2,244        2000        2000   

Groveport Commerce Center

   Groveport Commerce Center #667    Industrial     6,848         4,420         14,172         360         4,420         14,532         18,952         4,729        2005        2005   

Rickenbacker Park

   Rickenbacker 936    Industrial     -             5,680         23,616         -             5,680         23,616         29,296         244        2008        2010   

Hazelwood, Missouri

                                                

Hazelwood

   Lindbergh Distribution Center    Industrial     -             8,200         10,305         3,407         8,491         13,421         21,912         2,105        2007        2007   

Hebron, Kentucky

                                                

Southpark

   Southpark Building 4    Industrial     -             779         3,189         347         779         3,536         4,315         1,568        1994        1994   

Southpark

   CR Services    Industrial     -             1,085         4,119         1,410         1,085         5,529         6,614         2,358        1994        1994   

Hebron Industrial Park

   Hebron Building 1    Industrial     -             8,855         11,527         227         8,855         11,754         20,609         3,397        2006        2006   

Hebron Industrial Park

   Hebron Building 2    Industrial     -             6,790         9,039         3,629         6,812         12,646         19,458         1,842        2007        2007   

Skyport

   Skyport Building 1    Industrial     -             1,057         6,219         -             1,057         6,219         7,276         167        1997        2010   

Skyport

   Skyport Building 2    Industrial     -             1,400         9,084         -             1,400         9,084         10,484         208        1998        2010   

Skyport

   Skyport Building 3    Industrial     -             2,016         9,114         -             2,016         9,114         11,130         251        2000        2010   

Skyport

   Skyport Building 4    Industrial     -             473         2,957         -             473         2,957         3,430         120        1999        2010   

Skyport

   Skyport Building 5    Industrial     -             2,878         7,408         -             2,878         7,408         10,286         266        2006        2010   

Southpark

   Southpark Building 1    Industrial     -             553         1,607         -             553         1,607         2,160         55        1990        2010   

Southpark

   Southpark Building 3    Industrial     -             755         3,611         -             755         3,611         4,366         80        1991        2010   

 

- 102 -


Table of Contents

Duke Realty Corporation

  

                  Schedule III   

Real Estate and Accumulated Depreciation

  

                 

December 31, 2010

  

                 

(in thousands)

  

                 
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
   

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                      
                      
           Land      Buildings        Land/Land Imp      Bldgs/TI      Total(1)         

Hopkins, Minnesota

                                               

Cornerstone Business Center

   Cornerstone Business Center    Industrial     3,413         1,469         8,360         725        1,543         9,011         10,554         3,151        1996        1997   

Houston, Texas

                                               

Point North Cargo Park

   Point North One    Industrial     -             3,125         3,420         2,168        3,125         5,588         8,713         971        2008        2008   

Westland Business Park

   Westland I    Industrial     -             4,183         5,200         2,919        4,233         8,069         12,302         1,737        2008        2008   

Hutchins, Texas

                                               

Duke Intermodal Park

   Duke Intermodal I    Industrial     -             5,290         9,242         2,416        5,290         11,658         16,948         1,972        2006        2006   

Independence, Ohio

                                               

Corporate Plaza

   Corporate Plaza I    Office     -             2,116         13,453         (1,913     2,116         11,540         13,656         6,371        1989        1996   

Corporate Plaza

   Corporate Plaza II    Office     -             1,841         11,642         500        1,841         12,142         13,983         5,950        1991        1996   

Freedom Square

   Freedom Square I    Office     -             595         3,635         (1,604     607         2,019         2,626         1,810        1980        1996   

Freedom Square

   Freedom Square II    Office     -             1,746         11,403         (1,522     1,746         9,881         11,627         5,309        1987        1996   

Freedom Square

   Freedom Square III    Office     -             701         5,561         (1,170     701         4,391         5,092         2,212        1997        1997   

Oak Tree Place

   Oak Tree Place    Office     -             703         4,501         978        703         5,479         6,182         2,065        1995        1997   

Park Center Plaza

   Park Center Plaza I    Office     -             2,193         10,882         2,542        2,193         13,424         15,617         4,574        1998        1998   

Park Center Plaza

   Park Center Plaza II    Office     -             2,190         10,898         1,737        2,190         12,635         14,825         4,068        1999        1999   

Park Center Plaza

   Park Center Plaza III    Office     -             2,190         10,623         3,390        2,190         14,013         16,203         4,584        2000        2000   

Indianapolis, Indiana

                                               

Park 100

   Park 465    Industrial     -             124         759         177        124         936         1,060         158        1983        2005   

Franklin Road Business Park

   Franklin Road Business Center    Industrial     -             594         8,765         1,822        594         10,587         11,181         4,661        1998        1995   

6061 Guion Road

   6061 Guion Rd    Industrial     -             274         1,770         365        274         2,135         2,409         863        1974        1995   

Hillsdale

   Hillsdale Technecenter 4    Industrial     -             366         4,724         1,654        366         6,378         6,744         2,905        1987        1993   

Hillsdale

   Hillsdale Technecenter 5    Industrial     -             251         2,816         1,239        251         4,055         4,306         1,791        1987        1993   

Hillsdale

   Hillsdale Technecenter 6    Industrial     -             315         2,962         2,313        315         5,275         5,590         2,373        1987        1993   

8071 Township Line Road

   8071 Township Line Road    Medical Office     -             -             2,319         944        -             3,263         3,263         373        2007        2007   

St. Francis Franklin Township

   Franklin Township POB    Medical Office     -             -             3,197         55        10         3,242         3,252         219        2009        2009   

St. Francis US31 & Southport

   St. Francis US31 &Southport Rd    Medical Office     -             -             3,547         37        11         3,573         3,584         251        2009        2009   

Park 100

   Park 100 Bldg 31    Industrial     -             64         354         152        64         506         570         79        1978        2005   

Park 100

   Park 100 Building 96    Industrial     -             1,171         13,804         113        1,424         13,664         15,088         5,640        1997        1995   

Park 100

   Park 100 Building 98    Industrial     -             273         7,618         2,420        273         10,038         10,311         4,775        1995        1994   

Park 100

   Park 100 Building 100    Industrial     -             103         1,931         823        103         2,754         2,857         1,140        1995        1995   

Park 100

   Park 100 Building 102    Office     -             182         1,108         356        182         1,464         1,646         274        1982        2005   

Park 100

   Park 100 Building 107    Industrial     -             99         1,698         379        99         2,077         2,176         931        1984        1995   

Park 100

   Park 100 Building 109    Industrial     -             240         1,659         433        246         2,086         2,332         1,279        1985        1986   

Park 100

   Park 100 Building 116    Office     -             341         2,871         555        348         3,419         3,767         1,859        1988        1988   

Park 100

   Park 100 Building 118    Office     -             226         1,962         993        230         2,951         3,181         1,320        1988        1993   

Park 100

   Park 100 Building 119    Office     -             283         2,601         1,576        395         4,065         4,460         1,785        1989        1993   

Park 100

   Park 100 Building 122    Industrial     -             284         3,442         1,098        290         4,534         4,824         2,225        1990        1993   

Park 100

   Park 100 Building 124    Office     -             227         2,496         444        227         2,940         3,167         815        1992        2002   

Park 100

   Park 100 Building 127    Industrial     -             96         1,654         629        96         2,283         2,379         951        1995        1995   

Park 100

   Park 100 Building 141    Industrial     -             1,120         2,939         101        1,120         3,040         4,160         847        2005        2005   

Park 100

   UPS Parking    Grounds     -             270         -             -            270         -             270         123        n/a        1997   

Park 100

   Bldg 111 Parking Lot    Grounds     -             114         -             -            114         -             114         -            n/a        1994   

Park 100

   3.58 acres on Allison Avenue    Grounds     -             242         -             -            242         -             242         61        n/a        2000   

Park 100

   Hewlett-Packard Land Lease    Grounds     -             252         -             -            252         -             252         49        n/a        2003   

Park 100

   Park 100 Bldg 121 Land Lease    Grounds     -             5         -             -            5         -             5         1        n/a        2003   

Park 100

   Hewlett Packard Land Lse-62    Grounds     -             45         -             -            45         -             45         9        n/a        2003   

Park 100

   West 79th St. Parking Lot LL    Grounds     -             350         -             699        1,049         -             1,049         192        n/a        2006   

Park Fletcher

   Park Fletcher Building 33    Industrial     -             1,237         5,264         17        1,237         5,281         6,518         998        1997        2006   

Park Fletcher

   Park Fletcher Building 34    Industrial     -             1,331         5,427         519        1,331         5,946         7,277         1,088        1997        2006   

Park Fletcher

   Park Fletcher Building 35    Industrial     -             380         1,464         38        380         1,502         1,882         326        1997        2006   

Park Fletcher

   Park Fletcher Building 36    Industrial     -             476         2,355         59        476         2,414         2,890         449        1997        2006   

Park Fletcher

   Park Fletcher Building 37    Industrial     -             286         653         9        286         662         948         150        1998        2006   

Park Fletcher

   Park Fletcher Building 38    Industrial     -             1,428         5,957         68        1,428         6,025         7,453         1,079        1999        2006   

Park Fletcher

   Park Fletcher Building 39    Industrial     -             570         2,130         249        570         2,379         2,949         478        1999        2006   

Park Fletcher

   Park Fletcher Building 40    Industrial     -             761         3,363         408        761         3,771         4,532         835        1999        2006   

Park Fletcher

   Park Fletcher Building 41    Industrial     -             952         4,290         78        952         4,368         5,320         786        2001        2006   

Park Fletcher

   Park Fletcher Building 42    Industrial     -             2,095         8,273         49        2,095         8,322         10,417         1,280        2001        2006   

Parkwood Crossing

   One Parkwood Crossing    Office     -             1,018         9,273         1,723        1,028         10,986         12,014         4,256        1989        1995   

Parkwood Crossing

   Three Parkwood Crossing    Office     -             1,377         7,530         1,418        1,387         8,938         10,325         3,365        1997        1997   

Parkwood Crossing

   Four Parkwood Crossing    Office     -             1,489         10,887         1,018        1,537         11,857         13,394         4,216        1998        1998   

Parkwood Crossing

   Five Parkwood Crossing    Office     -             1,485         10,237         1,133        1,528         11,327         12,855         3,057        1999        1999   

Parkwood Crossing

   Six Parkwood Crossing    Office     -             1,960         13,843         1,290        1,960         15,133         17,093         4,811        2000        2000   

Parkwood Crossing

   Eight Parkwood Crossing    Office     -             6,435         15,399         741        6,435         16,140         22,575         5,399        2003        2003   

 

- 103 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Parkwood Crossing

   Nine Parkwood Crossing    Office     -             6,046         15,991         1,210         6,047         17,200         23,247         5,143        2005        2005   

Parkwood West

   One West    Office     14,730         5,361         16,182         4,615         5,361         20,797         26,158         2,414        2007        2007   

Parkwood Crossing

   PWW Granite City Lease    Grounds     -             1,846         856         -             1,846         856         2,702         177        2008        2009   

River Road - Indianapolis

   River Road Building I    Office     -             856         6,789         2,029         856         8,818         9,674         4,290        1998        1998   

River Road - Indianapolis

   River Road Building II    Office     -             1,827         8,416         2,499         1,886         10,856         12,742         1,223        2008        2008   

Woodland Corporate Park

   Woodland Corporate Park I    Office     -             290         3,422         928         320         4,320         4,640         1,520        1998        1998   

Woodland Corporate Park

   Woodland Corporate Park II    Office     -             271         2,958         1,108         297         4,040         4,337         1,222        1999        1999   

Woodland Corporate Park

   Woodland Corporate Park III    Office     -             1,227         3,559         358         1,227         3,917         5,144         1,190        2000        2000   

Woodland Corporate Park

   Woodland Corporate Park V    Office     -             768         10,000         332         768         10,332         11,100         2,941        2003        2003   

Woodland Corporate Park

   Woodland Corporate Park VI    Office     -             2,145         10,165         4,064         2,145         14,229         16,374         1,964        2008        2008   

3200 North Elizabeth

   3200 North Elizabeth    Industrial     -             360         787         -             360         787         1,147         20        1973        2010   

Park 100

   Georgetown Rd. Bldg 1    Industrial     -             468         1,959         -             468         1,959         2,427         43        1987        2010   

Park 100

   Georgetown Rd. Bldg 2    Industrial     -             465         2,219         -             465         2,219         2,684         52        1987        2010   

Park 100

   Georgetown Rd. Bldg 3    Industrial     -             408         957         -             408         957         1,365         34        1987        2010   

Hillsdale

   Hillsdale Technecenter 1    Industrial     3,359         733         2,679         -             733         2,679         3,412         105        1986        2010   

Hillsdale

   Hillsdale Technecenter 2    Industrial     2,408         440         2,141         -             440         2,141         2,581         50        1986        2010   

Hillsdale

   Hillsdale Technecenter 3    Industrial     2,374         440         2,134         -             440         2,134         2,574         64        1987        2010   

North Airport Park

   North Airport Park Bldg 2    Industrial     -             1,800         4,953         -             1,800         4,953         6,753         108        1997        2010   

Park 100

   Park 100 Building 39    Industrial     -             628         2,284         -             628         2,284         2,912         55        1987        2010   

Park 100

   Park 100 Building 48    Industrial     2,113         690         1,730         -             690         1,730         2,420         33        1984        2010   

Park 100

   Park 100 Building 49    Industrial     1,927         364         1,644         -             364         1,644         2,008         33        1982        2010   

Park 100

   Park 100 Building 50    Industrial     1,045         327         700         -             327         700         1,027         18        1982        2010   

Park 100

   Park 100 Building 52    Industrial     541         216         189         -             216         189         405         5        1983        2010   

Park 100

   Park 100 Building 53    Industrial     1,865         338         1,513         -             338         1,513         1,851         34        1984        2010   

Park 100

   Park 100 Building 54    Industrial     1,633         354         1,413         -             354         1,413         1,767         28        1984        2010   

Park 100

   Park 100 Building 56    Industrial     3,397         1,275         1,561         -             1,275         1,561         2,836         32        1984        2010   

Park 100

   Park 100 Building 57    Industrial     2,154         616         1,319         -             616         1,319         1,935         53        1984        2010   

Park 100

   Park 100 Building 58    Industrial     2,214         642         2,129         -             642         2,129         2,771         43        1984        2010   

Park 100

   Park 100 Building 59    Industrial     1,653         411         1,539         -             411         1,539         1,950         35        1985        2010   

Park 100

   Park 100 Building 60    Industrial     1,861         382         1,542         -             382         1,542         1,924         45        1985        2010   

Park 100

   Park 100 Building 62    Industrial     1,809         616         707         -             616         707         1,323         50        1986        2010   

Park 100

   Park 100 Building 63    Industrial     -             388         967         -             388         967         1,355         22        1987        2010   

Park 100

   Park 100 Building 64    Industrial     -             389         978         -             389         978         1,367         22        1987        2010   

Park 100

   Park 100 Building 66    Industrial     -             424         1,324         -             424         1,324         1,748         45        1987        2010   

Park 100

   Park 100 Building 67    Industrial     919         338         692         -             338         692         1,030         15        1987        2010   

Park 100

   Park 100 Building 68    Industrial     1,643         338         1,200         -             338         1,200         1,538         26        1987        2010   

Park 100

   Park 100 Building 79    Industrial     -             358         1,768         -             358         1,768         2,126         41        1988        2010   

Park 100

   Park 100 Building 80    Industrial     -             358         1,919         -             358         1,919         2,277         55        1988        2010   

Park 100

   Park 100 Building 83    Industrial     -             427         1,122         -             427         1,122         1,549         46        1989        2010   

Park 100

   Park 100 Building 84    Industrial     -             427         1,874         -             427         1,874         2,301         61        1989        2010   

Park 100

   Park 100 Building 87    Industrial     -             1,136         6,374         -             1,136         6,374         7,510         139        1989        2010   

Park 100

   Park 100 Building 97    Industrial     -             1,070         4,994         -             1,070         4,994         6,064         95        1994        2010   

Park 100

   Park 100 Building 110    Office     -             376         1,653         -             376         1,653         2,029         31        1987        2010   

Park 100

   Park 100 Building 111    Industrial     -             633         3,122         -             633         3,122         3,755         91        1987        2010   

Park 100

   Park 100 Building 112    Industrial     -             356         831         -             356         831         1,187         22        1987        2010   

Park 100

   Park 100 Building 128    Industrial     -             1,152         16,380         -             1,152         16,380         17,532         570        1996        2010   

Park 100

   Park 100 Building 129    Industrial     -             1,280         9,447         -             1,280         9,447         10,727         290        2000        2010   

Park 100

   Park 100 Building 131    Industrial     -             1,680         10,874         -             1,680         10,874         12,554         204        1997        2010   

Park 100

   Park 100 Building 133    Industrial     -             104         1,157         -             104         1,157         1,261         20        1997        2010   

Kyle, Texas

                                                

Seton Hays

   Seton Hays MOB I    Medical Office     -             165         11,736         2,837         165         14,573         14,738         418        2009        2009   

Lafayette, Indiana

                                                

St. Elizabeth Regional Health

   St. Elizabeth 3920 Building A    Medical Office     -             165         8,968         394         165         9,362         9,527         252        2009        2009   

St. Elizabeth Regional Health

   St. Elizabeth 3900 Building B    Medical Office     -             146         10,070         1,161         146         11,231         11,377         319        2009        2009   

Lake Forest, Illinois

                                                

Bradley Business Center

   13825 West Laurel Drive    Industrial     -             750         1,383         906         750         2,289         3,039         1,002        1985        1999   

Conway Park

   One Conway Park    Office     -             1,901         16,361         3,349         1,901         19,710         21,611         6,580        1989        1998   

Conway Park

   West Lake at Conway    Office     -             4,218         10,461         3,264         4,230         13,713         17,943         1,360        2008        2008   

Lake Mary, Florida

                                                

Northpoint

   Northpoint I    Office     -             1,087         9,750         1,969         1,087         11,719         12,806         3,622        1998        2001   

Northpoint

   Northpoint II    Office     -             1,202         8,958         1,089         1,202         10,047         11,249         3,051        1999        2001   

Northpoint

   Northpoint IV    Office     -             1,605         8,157         4,747         1,605         12,904         14,509         4,697        2002        2002   

LaPorte, Texas

                                                

Bayport North Industrial Park

   Bayport Container Lot    Grounds     -             3,334         -             -             3,334         -             3,334         -            n/a        2010   

 

- 104 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Lawrenceville, Georgia

                                                

Hillside at Huntcrest

   Huntcrest I    Office     -             1,193         10,788         2,867         1,193         13,655         14,848         4,616        2000        2001   

Hillside at Huntcrest

   Huntcrest II    Office     -             927         9,439         1,269         927         10,708         11,635         2,722        2000        2001   

Hillside at Huntcrest

   Huntcrest III    Office     -             1,358         12,160         894         1,358         13,054         14,412         3,838        2001        2002   

Hillside at Huntcrest

   Huntcrest IV    Office     -             1,295         5,742         497         1,306         6,228         7,534         1,457        2004        2004   

Other Northeast I85 Properties

   Weyerhaeuser BTS    Industrial     9,188         3,974         3,101         22         3,982         3,115         7,097         1,556        2004        2004   

Lebanon, Indiana

                                                

Lebanon Business Park

   Lebanon Building 4    Industrial     11,486         305         9,012         241         305         9,253         9,558         3,081        2000        1997   

Lebanon Business Park

   Lebanon Building 9    Industrial     10,252         554         6,871         770         554         7,641         8,195         2,506        1999        1999   

Lebanon Business Park

   Lebanon Building 12    Industrial     24,418         5,163         12,851         394         5,163         13,245         18,408         4,787        2003        2003   

Lebanon Business Park

   Lebanon Building 13    Industrial     9,358         561         6,473         83         1,901         5,216         7,117         2,197        2003        2003   

Lebanon Business Park

   Lebanon Building 14    Industrial     19,178         2,813         11,496         811         2,813         12,307         15,120         2,599        2005        2005   

Lebanon Business Park

   Lebanon Building 1(Amer Air)    Industrial     3,495         312         3,526         -             312         3,526         3,838         71        1996        2010   

Lebanon Business Park

   Lebanon Building 2    Industrial     18,922         948         19,093         -             948         19,093         20,041         343        2007        2010   

Lebanon Business Park

   Lebanon Building 6    Industrial     -             699         7,611         -             699         7,611         8,310         179        1998        2010   

Lebanon, Tennessee

                                                

Park 840 Logistics Center

   Pk 840 Logistics Cnt. Bldg 653    Industrial     -             6,776         10,954         1,788         6,776         12,742         19,518         2,561        2006        2006   

Lisle, Illinois

                                                

Corporate Lakes Business Park

   2275 Cabot Drive    Office     6,390         3,355         6,971         20         3,355         6,991         10,346         1,667        1996        2004   

Maryland Heights, Missouri

                                                

Riverport Business Park

   Riverport Tower    Office     -             3,549         27,727         8,392         3,954         35,714         39,668         13,962        1991        1997   

Riverport Business Park

   Riverport Distribution    Industrial     -             242         2,217         1,132         242         3,349         3,591         1,210        1990        1997   

Riverport Business Park

   Express Scripts Service Center    Industrial     -             1,197         8,590         427         1,197         9,017         10,214         3,304        1992        1997   

Riverport Business Park

   13900 Riverport Drive    Office     -             2,285         9,473         721         2,285         10,194         12,479         3,446        1999        1999   

Riverport Business Park

   Riverport 1    Industrial     -             900         2,588         396         900         2,984         3,884         1,165        1999        1999   

Riverport Business Park

   Riverport 2    Industrial     -             1,238         4,152         70         1,238         4,222         5,460         1,539        2000        2000   

Riverport Business Park

   Riverport III    Industrial     -             1,269         1,982         2,223         1,269         4,205         5,474         1,392        2001        2001   

Riverport Business Park

   Riverport IV    Industrial     -             1,864         3,362         1,586         1,864         4,948         6,812         898        2007        2007   

McDonough, Georgia

                                                

Liberty Distribution Center

   120 Declaration Drive    Industrial     -             615         8,377         350         615         8,727         9,342         2,513        1997        1999   

Liberty Distribution Center

   250 Declaration Drive    Industrial     22,248         2,273         13,225         2,438         2,312         15,624         17,936         4,854        2001        2001   

Melrose Park, Illinois

                                                

O'Hare International Ctr

   Melrose Business Center    Industrial     -             5,907         17,398         -             5,907         17,398         23,305         112        2000        2010   

Mendota Heights, Minnesota

                                                

Enterprise Industrial Center

   Enterprise Industrial Center    Industrial     337         864         4,924         697         888         5,597         6,485         1,961        1979        1997   

Mishawaka, Indiana

                                                

SJRMC Edison Lakes MOB

   SJRMC Edison Lakes MOB    Medical Office     -             -             31,955         2,860         42         34,773         34,815         1,428        2009        2009   

Moosic, Pennsylvania

                                                

Not Applicable

   Shoppes at Montage    Retail     -             21,347         39,006         306         21,347         39,312         60,659         7,398        2007        2009   

Morgans Point, Texas

                                                

Not Applicable

   Barbours Cut I    Industrial     -             1,482         8,209         -             1,482         8,209         9,691         -            2004        2010   

Not Applicable

   Barbours Cut II    Industrial     -             1,447         8,471         -             1,447         8,471         9,918         -            2005        2010   

Morrisville, North Carolina

                                                

Perimeter Park

   507 Airport Blvd    Industrial     -             1,327         7,353         1,778         1,351         9,107         10,458         2,751        1993        1999   

Perimeter Park

   5151 McCrimmon Pkwy    Office     -             1,318         7,090         2,065         1,342         9,131         10,473         2,815        1995        1999   

Perimeter Park

   2600 Perimeter Park Dr    Industrial     -             975         5,177         1,143         991         6,304         7,295         1,975        1997        1999   

Perimeter Park

   5150 McCrimmon Pkwy    Industrial     -             1,739         12,130         1,698         1,773         13,794         15,567         4,070        1998        1999   

Perimeter Park

   2400 Perimeter Park Drive    Office     -             760         5,512         1,314         778         6,808         7,586         2,046        1999        1999   

Perimeter Park

   3000 Perimeter Park Dr (Met 1)    Industrial     205         482         2,466         1,330         491         3,787         4,278         1,163        1989        1999   

Perimeter Park

   2900 Perimeter Park Dr (Met 2)    Industrial     163         235         1,882         1,280         264         3,133         3,397         1,017        1990        1999   

Perimeter Park

   2800 Perimeter Park Dr (Met 3)    Industrial     316         777         4,720         1,047         843         5,701         6,544         1,789        1992        1999   

Perimeter Park

   1100 Perimeter Park Drive    Industrial     -             777         5,581         1,322         794         6,886         7,680         2,073        1990        1999   

Perimeter Park

   1500 Perimeter Park Drive    Office     -             1,148         10,086         1,121         1,177         11,178         12,355         3,101        1996        1999   

Perimeter Park

   1600 Perimeter Park Drive    Office     -             1,463         9,463         2,310         1,513         11,723         13,236         3,858        1994        1999   

Perimeter Park

   1800 Perimeter Park Drive    Office     -             907         5,513         1,750         993         7,177         8,170         2,321        1994        1999   

Perimeter Park

   2000 Perimeter Park Drive    Office     -             788         5,293         1,081         842         6,320         7,162         2,186        1997        1999   

Perimeter Park

   1700 Perimeter Park Drive    Office     -             1,230         10,754         2,819         1,260         13,543         14,803         4,642        1997        1999   

 

- 105 -


Table of Contents

Duke Realty Corporation

  

                  Schedule III   

Real Estate and Accumulated Depreciation

  

                 

December 31, 2010

  

                 

(in thousands)

  

                 
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
   

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                      
                      
           Land      Buildings        Land/Land Imp      Bldgs/TI      Total(1)         

Perimeter Park

   5200 East Paramount    Office     -             1,748         14,291         1,320        1,797         15,562         17,359         4,432        1999        1999   

Perimeter Park

   2700 Perimeter Park    Industrial     -             662         1,831         1,894        662         3,725         4,387         1,144        2001        2001   

Perimeter Park

   5200 West Paramount    Office     -             1,831         12,608         1,503        1,831         14,111         15,942         4,725        2001        2001   

Perimeter Park

   2450 Perimeter Park Drive    Office     -             669         2,259         3        669         2,262         2,931         514        2002        2002   

Perimeter Park

   3800 Paramount Parkway    Office     -             2,657         7,271         3,240        2,657         10,511         13,168         3,025        2006        2006   

Perimeter Park

   Lenovo BTS I    Office     -             1,439         16,961         1,509        1,439         18,470         19,909         3,612        2006        2006   

Perimeter Park

   Lenovo BTS II    Office     -             1,725         16,809         1,989        1,725         18,798         20,523         3,277        2007        2007   

Perimeter Park

   5221 Paramount Parkway    Office     -             1,661         14,086         2,172        1,661         16,258         17,919         1,503        2008        2008   

Perimeter Park

   2250 Perimeter Park    Office     -             2,290         6,981         2,431        2,290         9,412         11,702         1,532        2008        2008   

Perimeter Park

   Perimeter One    Office     -             5,880         13,605         9,253        5,880         22,858         28,738         4,883        2007        2007   

Perimeter Park

   Market at Perimeter Park-Bld A    Retail     -             1,149         1,708         155        1,149         1,863         3,012         155        2009        2009   

Woodlake Center

   100 Innovation Avenue (Woodlk)    Industrial     -             633         3,748         656        633         4,404         5,037         1,322        1994        1999   

Woodlake Center

   101 Innovation Ave(Woodlk III)    Industrial     -             615         3,971         148        615         4,119         4,734         1,187        1997        1999   

Woodlake Center

   200 Innovation Drive    Industrial     -             357         4,121         146        357         4,267         4,624         1,294        1999        1999   

Woodlake Center

   501 Innovation Ave.    Industrial     -             640         5,589         176        640         5,765         6,405         1,640        1999        1999   

Woodlake Center

   1000 Innovation (Woodlk 6)    Industrial     -             514         2,927         174        514         3,101         3,615         693        1996        2002   

Woodlake Center

   1200 Innovation (Woodlk 7)    Industrial     -             740         4,416         265        740         4,681         5,421         1,040        1996        2002   

Woodlake Center

   Woodlake VIII    Industrial     -             908         1,517         339        908         1,856         2,764         824        2004        2004   

Murfreesboro, Tennessee

                                               

Middle Tenn Med Ctr - MOB

   Middle Tenn Med Ctr - MOB    Medical Office     -             -             20,564         3,994        7         24,551         24,558         1,947        2008        2008   

Naperville, Illinois

                                               

Meridian Business Campus

   1835 Jefferson    Industrial     -             3,180         7,959         5        3,184         7,960         11,144         1,793        2005        2003   

I-88 West Suburban

   175 Ambassador Drive    Industrial     -             4,778         11,252         -            4,778         11,252         16,030         -            2006        2010   

Nashville, Tennessee

                                               

Airpark East

   Airpark East-800 Commerce Dr.    Industrial     2,707         1,564         2,617         947        1,564         3,564         5,128         804        2002        2002   

Lakeview Place

   Three Lakeview    Office     -             2,126         11,248         3,442        2,126         14,690         16,816         4,652        1999        1999   

Lakeview Place

   One Lakeview Place    Office     -             2,046         10,755         (3,048     2,123         7,630         9,753         4,022        1986        1998   

Lakeview Place

   Two Lakeview Place    Office     -             2,046         11,375         (3,457     2,046         7,918         9,964         4,468        1988        1998   

Riverview Business Center

   Riverview Office Building    Office     -             847         5,431         1,712        847         7,143         7,990         2,325        1983        1999   

Nashville Business Center

   Nashville Business Center I    Industrial     -             936         5,943         1,224        936         7,167         8,103         2,096        1997        1999   

Nashville Business Center

   Nashville Business Center II    Industrial     -             5,659         10,206         845        5,659         11,051         16,710         2,864        2005        2005   

Four-Forty Business Center

   Four-Forty Business Center I    Industrial     -             938         6,454         115        938         6,569         7,507         1,894        1997        1999   

Four-Forty Business Center

   Four-Forty Business Center III    Industrial     -             1,812         7,325         1,208        1,812         8,533         10,345         2,405        1998        1999   

Four-Forty Business Center

   Four-Forty Business Center IV    Industrial     -             1,522         5,365         615        1,522         5,980         7,502         1,770        1997        1999   

Four-Forty Business Center

   Four-Forty Business Center V    Industrial     -             471         2,335         699        471         3,034         3,505         885        1999        1999   

Four-Forty Business Center

   Four-Forty Business Center II    Industrial     3,193         1,108         4,829         -            1,108         4,829         5,937         -            1996        2010   

New Albany, Ohio

                                               

New Albany

   6525 West Campus Oval    Office     -             842         3,572         2,460        881         5,993         6,874         1,853        1999        1999   

Niles, Illinois

                                               

Howard 220

   Howard 220    Industrial     9,544         4,920         3,400         9,616        7,761         10,175         17,936         2,230        2008        2004   

Norcross, Georgia

                                               

Gwinnett Park

   1835 Shackleford Court    Office     -             29         5,591         (1,708     29         3,883         3,912         1,901        1990        1999   

Norfolk, Virginia

                                               

Norfolk Industrial Park

   1400 Sewells Point Road    Industrial     2,432         1,463         5,723         417        1,463         6,140         7,603         654        1983        2007   

Northlake, Illinois

                                               

Northlake 1 Park

   Northlake I    Industrial     10,318         5,721         9,963         835        5,721         10,798         16,519         2,586        2002        2002   

Northlake Distribution Park

   Northlake III-Grnd Whse    Industrial     6,982         5,382         5,708         253        5,382         5,961         11,343         1,330        2006        2006   

North Olmsted, Ohio

                                               

Great Northern Corporate Ctr.

   Great Northern Corp Center I    Office     -             1,048         6,457         2,859        1,040         9,324         10,364         3,470        1985        1996   

Great Northern Corporate Ctr.

   Great Northern Corp Center II    Office     -             1,048         6,447         3,033        1,048         9,480         10,528         3,529        1987        1996   

Great Northern Corporate Ctr.

   Great Northern Corp Center III    Office     -             604         4,668         822        604         5,490         6,094         1,679        1999        1999   

Oak Brook, Illinois

                                               

2000 York Road

   2000 York Road    Office     -             2,625         15,825         377        2,625         16,202         18,827         11,783        1986        2005   

 

- 106 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Orlando, Florida

                                                

Liberty Park at Southcenter

   Southcenter I-Brede/Allied BTS    Industrial     -             3,094         3,867         29         3,094         3,896         6,990         1,456        2003        2003   

Parksouth Distribution Center

   Parksouth Distribution Ctr. B    Industrial     -             565         4,871         550         570         5,416         5,986         1,803        1996        1999   

Parksouth Distribution Center

   Parksouth Distribution Ctr. A    Industrial     -             493         4,340         275         498         4,610         5,108         1,321        1997        1999   

Parksouth Distribution Center

   Parksouth Distribution Ctr. D    Industrial     -             593         4,075         549         597         4,620         5,217         1,343        1998        1999   

Parksouth Distribution Center

   Parksouth Distribution Ctr. E    Industrial     -             649         4,433         623         677         5,028         5,705         1,454        1997        1999   

Parksouth Distribution Center

   Parksouth Distribution Ctr. F    Industrial     -             1,030         4,767         1,529         1,232         6,094         7,326         1,865        1999        1999   

Parksouth Distribution Center

   Parksouth Distribution Ctr. H    Industrial     -             725         3,109         225         754         3,305         4,059         911        2000        2000   

Parksouth Distribution Center

   Parksouth Distribution Ctr. C    Industrial     -             598         1,769         1,685         674         3,378         4,052         778        2003        2001   

Parksouth Distribution Center

   Parksouth-Benjamin Moore BTS    Industrial     -             708         2,070         27         1,129         1,676         2,805         582        2003        2003   

Crossroads Business Park

   Crossroads VII    Industrial     -             2,803         5,891         3,212         2,803         9,103         11,906         2,236        2006        2006   

Crossroads Business Park

   Crossroads VIII    Industrial     -             2,701         4,817         1,423         2,701         6,240         8,941         999        2007        2007   

Otsego, Minnesota

                                                

Gateway North Business Center

   Gateway North 1    Industrial     -             2,243         3,959         1,244         2,287         5,159         7,446         799        2007        2007   

Pembroke Pines, Florida

                                                

Pembroke Pines

   Pembroke Gardens    Retail     -             26,067         88,640         1,828         24,858         91,677         116,535         11,944        2007        2009   

Phoenix, Arizona

                                                

Not Applicable

   Estrella Buckeye    Industrial     4,475         1,796         5,778         -             1,796         5,778         7,574         291        1996        2010   

Plainfield, Illinois

                                                

Edward Plainfield MOB I

   Edward Plainfield MOB I    Medical Office     -             -             9,483         1,265         -             10,748         10,748         2,442        2006        2007   

Plainfield, Indiana

                                                

Plainfield Business Park

   Plainfield Building 1    Industrial     15,912         1,104         11,151         425         1,104         11,576         12,680         3,385        2000        2000   

Plainfield Business Park

   Plainfield Building 2    Industrial     17,522         1,387         8,874         3,099         2,868         10,492         13,360         4,461        2000        2000   

Plainfield Business Park

   Plainfield Building 3    Industrial     17,610         2,016         9,151         2,560         2,016         11,711         13,727         2,308        2002        2002   

Plainfield Business Park

   Plainfield Building 5    Industrial     11,794         2,726         6,488         444         2,726         6,932         9,658         1,714        2004        2004   

Plainfield Business Park

   Plainfield Building 8    Industrial     21,413         4,527         11,570         1,016         4,527         12,586         17,113         2,537        2006        2006   

Plano, Texas

                                                

5556 & 5560 Tennyson Parkway

   5560 Tennyson Parkway    Office     -             1,527         5,408         789         1,527         6,197         7,724         1,760        1997        1999   

5556 & 5560 Tennyson Parkway

   5556 Tennyson Parkway    Office     -             1,181         9,654         1,172         1,181         10,826         12,007         2,869        1999        1999   

Baylor Plano MOB

   Baylor Plano MOB    Medical Office     -             16         28,375         966         49         29,308         29,357         1,218        2009        2009   

Plantation,
Florida

                                                                            

South Pointe - Broward

   Royal Palm I    Office     -             10,209         30,034         -             10,209         30,034         40,243         925        2001        2010   

South Pointe - Broward

   Royal Palm II    Office     -             8,935         29,368         -             8,935         29,368         38,303         787        2007        2010   

Plymouth, Minnesota

                                                

Medicine Lake Indust Ctr

   Medicine Lake Indus. Center    Industrial     615         1,145         5,944         1,827         1,145         7,771         8,916         2,642        1970        1997   

Pompano Beach, Florida

                                                

Atlantic Business Center

   Atlantic Business Center 1    Industrial     6,806         2,181         8,997         -             2,181         8,997         11,178         -            2000        2010   

Atlantic Business Center

   Atlantic Business Center 2    Industrial     5,781         1,959         8,082         -             1,959         8,082         10,041         -            2001        2010   

Atlantic Business Center

   Atlantic Business Center 3    Industrial     6,125         2,076         8,563         -             2,076         8,563         10,639         -            2001        2010   

Atlantic Business Center

   Atlantic Business Center 4A    Industrial     4,113         1,325         5,464         -             1,325         5,464         6,789         -            2002        2010   

Atlantic Business Center

   Atlantic Business Center 4B    Industrial     4,696         1,356         5,595         -             1,356         5,595         6,951         -            2002        2010   

Atlantic Business Center

   Atlantic Business Center 5A    Industrial     4,623         1,489         6,141         -             1,489         6,141         7,630         -            2002        2010   

Atlantic Business Center

   Atlantic Business Center 5B    Industrial     4,821         1,552         6,404         -             1,552         6,404         7,956         -            2004        2010   

Atlantic Business Center

   Atlantic Business Center 6A    Industrial     4,672         1,505         6,206         -             1,505         6,206         7,711         -            2004        2010   

Atlantic Business Center

   Atlantic Business Center 6B    Industrial     4,730         1,523         6,283         -             1,523         6,283         7,806         -            2002        2010   

Atlantic Business Center

   Atlantic Business Center 7A    Industrial     3,541         1,200         4,950         -             1,200         4,950         6,150         -            2005        2010   

Atlantic Business Center

   Atlantic Business Center 7B    Industrial     4,582         1,553         6,406         -             1,553         6,406         7,959         -            2004        2010   

Atlantic Business Center

   Atlantic Business Center 8    Industrial     4,870         958         3,952         -             958         3,952         4,910         -            2005        2010   

Atlantic Business Center

   Atlantic Business Center 9    Industrial     3,183         627         2,585         -             627         2,585         3,212         -            2006        2010   

Park Central Industrial

   Copans Business Park 3    Industrial     4,786         1,072         4,499         -             1,072         4,499         5,571         -            1989        2010   

Park Central Industrial

   Copans Business Park 4    Industrial     4,115         933         3,847         -             933         3,847         4,780         -            1989        2010   

Park Central Industrial

   Park Central Business Park 1    Office     5,983         1,103         4,550         -             1,103         4,550         5,653         -            1985        2010   

Park Central Industrial

   Park Central Business Park 2    Industrial     1,258         229         963         -             229         963         1,192         -            1982        2010   

Park Central Industrial

   Park Central Business Park 3    Industrial     1,613         297         1,227         -             297         1,227         1,524         -            1982        2010   

Park Central Industrial

   Park Central Business Park 4    Industrial     1,940         358         1,475         -             358         1,475         1,833         -            1985        2010   

Park Central Industrial

   Park Central Business Park 5    Industrial     2,550         470         1,939         -             470         1,939         2,409         -            1986        2010   

Park Central Industrial

   Park Central Business Park 6    Industrial     2,175         401         1,654         -             401         1,654         2,055         -            1986        2010   

Park Central Industrial

   Park Central Business Park 7    Industrial     2,161         398         1,643         -             398         1,643         2,041         -            1986        2010   

Park Central Industrial

   Park Central Business Park 10    Industrial     3,544         673         2,776         -             673         2,776         3,449         -            1999        2010   

 

- 107 -


Table of Contents

Duke Realty Corporation

  

                   Schedule III   

Real Estate and Accumulated Depreciation

  

                  

December 31, 2010

  

                  

(in thousands)

  

                  
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI      Total(1)         

Park Central Industrial

   Park Central Business Park 11    Industrial     6,539         1,242         5,123         -             1,242         5,123         6,365         -            1995        2010   

Pompano Commerce Center

   Pompano Commerce Ctr I    Industrial     -             3,250         4,384         -             3,250         4,384         7,634         148        2010        2010   

Pompano Commerce Center

   Pompano Commerce Ctr III    Industrial     -             3,250         4,384         -             3,250         4,384         7,634         148        2010        2010   

Sample 95

   Sample 95 Business Park 1    Industrial     7,458         1,811         7,472         -             1,811         7,472         9,283         -            1999        2010   

Sample 95

   Sample 95 Business Park 4    Industrial     -             1,198         4,940         -             1,198         4,940         6,138         -            1999        2010   

Atlantic Business Center

   Atlantic Business Ctr. 10-KFC    Grounds     -             772         -             -             772         -             772         -            n/a        2010   

Port Wentworth, Georgia

                                                

Grange Road

   318 Grange Road    Industrial     2,059         957         4,231         58         957         4,289         5,246         635        2001        2006   

Grange Road

   246 Grange Road    Industrial     5,572         1,191         8,294         7         1,191         8,301         9,492         1,363        2006        2006   

Crossroads (Savannah)

   100 Ocean Link Way-Godley Rd    Industrial     10,023         2,306         13,389         81         2,336         13,440         15,776         2,019        2006        2006   

Crossroads (Savannah)

   500 Expansion Blvd    Industrial     4,266         649         6,282         17         649         6,299         6,948         558        2006        2008   

Crossroads (Savannah)

   400 Expansion Blvd    Industrial     9,682         1,636         14,506         9         1,636         14,515         16,151         1,271        2007        2008   

Crossroads (Savannah)

   605 Expansion Blvd    Industrial     5,705         1,615         7,456         25         1,615         7,481         9,096         679        2007        2008   

Crossroads (Savannah)

   405 Expansion Blvd    Industrial     2,145         535         3,543         -             535         3,543         4,078         286        2008        2009   

Crossroads (Savannah)

   600 Expansion Blvd    Industrial     6,141         1,248         10,387         -             1,248         10,387         11,635         817        2008        2009   

Crossroads (Savannah)

   602 Expansion Blvd    Industrial     -             1,840         12,181         8         1,840         12,189         14,029         733        2009        2009   

Raleigh, North Carolina

                                                

Brook Forest

   Brook Forest I    Office     -             1,242         4,644         1,258         1,242         5,902         7,144         1,633        2000        2000   

Centerview

   5540 Centerview Drive    Office     -             773         5,909         1,580         773         7,489         8,262         1,987        1986        2003   

Centerview

   5565 Centerview Drive    Office     -             513         4,610         789         513         5,399         5,912         1,342        1999        2003   

Crabtree Overlook

   Crabtree Overlook    Office     -             2,164         15,288         424         2,164         15,712         17,876         3,774        2001        2001   

Interchange Plaza

   801 Jones Franklin Road    Office     -             1,351         7,477         1,023         1,351         8,500         9,851         2,723        1995        1999   

Interchange Plaza

   5520 Capital Center Drive    Office     -             842         3,824         725         842         4,549         5,391         1,314        1993        1999   

Walnut Creek

   Walnut Creek Business Park #1    Industrial     -             419         2,084         582         442         2,643         3,085         857        2001        2001   

Walnut Creek

   Walnut Creek Business Park #2    Industrial     -             456         3,143         312         487         3,424         3,911         1,403        2001        2001   

Walnut Creek

   Walnut Creek Business Park #3    Industrial     -             679         3,284         1,244         719         4,488         5,207         1,150        2001        2001   

Walnut Creek

   Walnut Creek IV    Industrial     -             2,038         2,152         1,452         2,083         3,559         5,642         1,431        2004        2004   

Walnut Creek

   Walnut Creek V    Industrial     -             1,718         3,302         602         1,718         3,904         5,622         642        2008        2008   

Romeoville, Illinois

                                                

Park 55

   Park 55 Bldg. 1    Industrial     9,647         6,433         8,408         949         6,433         9,357         15,790         2,659        2005        2005   

Crossroads Business Park

   Crossroads 2    Industrial     -             2,938         9,578         -             2,938         9,578         12,516         195        1999        2010   

Crossroads Business Park

   Crossroads 5    Industrial     -             5,296         6,403         -             5,296         6,403         11,699         328        2009        2010   

Rosemont, Illinois

                                                

O’Hare International Ctr

   O’Hare International Ctr I    Office     -             7,700         23,672         1,384         7,700         25,056         32,756         4,818        1984        2005   

O'Hare International Ctr

   O'Hare International Ctr II    Office     -             8,103         31,844         4,134         8,103         35,978         44,081         12,647        1987        2005   

Riverway

   Riverway East    Office     15,552         13,853         25,400         2,689         13,853         28,089         41,942         6,127        1987        2005   

Riverway

   Riverway West    Office     19,217         3,294         39,063         5,800         3,294         44,863         48,157         13,599        1989        2005   

Riverway

   Riverway Central    Office     29,786         4,229         66,544         8,979         4,229         75,523         79,752         18,530        1989        2005   

Riverway

   Riverway MW II (Ground Lease)    Grounds     -             586         -             -             586         -             586         -            n/a        2007   

Sandy Springs, Georgia

                                                

Center Pointe Medical I and II

   Center Pointe I and II    Medical Office     -             9,697         29,098         17,676         9,697         46,774         56,471         13,921        2010        2007   

Savannah, Georgia

                                                

Gulfstream Road

   198 Gulfstream    Industrial     5,559         549         3,805         154         549         3,959         4,508         514        1997        2006   

Gulfstream Road

   194 Gulfstream    Industrial     522         412         2,514         15         412         2,529         2,941         335        1998        2006   

Gulfstream Road

   190 Gulfstream    Industrial     1,355         689         4,916         -             689         4,916         5,605         880        1999        2006   

Grange Road

   250 Grange Road    Industrial     3,533         928         8,648         7         928         8,655         9,583         1,386        2002        2006   

Grange Road

   248 Grange Road    Industrial     1,505         664         3,496         8         664         3,504         4,168         567        2002        2006   

SPA Park

   80 Coleman Blvd.    Industrial     1,526         782         2,962         -             782         2,962         3,744         403        2002        2006   

Crossroads (Savannah)

   163 Portside Court    Industrial     21,201         8,433         8,366         20         8,433         8,386         16,819         2,384        2004        2006   

Crossroads (Savannah)

   151 Portside Court    Industrial     2,911         966         7,155         35         966         7,190         8,156         910        2003        2006   

Crossroads (Savannah)

   175 Portside Court    Industrial     12,443         4,300         15,696         61         4,301         15,756         20,057         2,905        2005        2006   

Crossroads (Savannah)

   150 Portside Court    Industrial     7,834         3,071         23,001         788         3,071         23,789         26,860         4,005        2001        2006   

Crossroads (Savannah)

   235 Jimmy Deloach Parkway    Industrial     2,855         1,074         8,442         37         1,074         8,479         9,553         1,361        2001        2006   

Crossroads (Savannah)

   239 Jimmy Deloach Parkway    Industrial     2,468         1,074         7,141         37         1,074         7,178         8,252         1,165        2001        2006   

Crossroads (Savannah)

   246 Jimmy Deloach Parkway    Industrial     3,386         992         5,383         14         992         5,397         6,389         887        2006        2006   

Port of Savannah

   276 Jimmy Deloach Land    Grounds     -             2,267         -             -             2,267         -             2,267         220        n/a        2006   

Crossroads (Savannah)

   200 Ocean Link Way    Industrial     6,453         878         10,021         14         883         10,030         10,913         1,018        2006        2008   

Sea Brook, Texas

                                                

Not Applicable

   Bayport Logistics Center    Industrial     -             2,629         13,284         -             2,629         13,284         15,913         -            2009        2010   

 

- 108 -


Table of Contents

Duke Realty Corporation

  

                  Schedule III   

Real Estate and Accumulated Depreciation

  

                 

December 31, 2010

  

                 

(in thousands)

  

                 
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
   

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                      
                      
           Land      Buildings        Land/Land Imp      Bldgs/TI      Total(1)         

Seven Hills, Ohio

                                               

Rock Run Business Campus

   Rock Run North    Office     -             837         5,307         (2,192     960         2,992         3,952         2,345        1984        1996   

Rock Run Business Campus

   Rock Run Center    Office     -             1,046         6,533         (2,955     1,169         3,455         4,624         2,913        1985        1996   

Sharonville, Ohio

                                               

Mosteller Distribution Center

   Mosteller Distribution Ctr. I    Industrial     -             1,275         5,209         3,550        1,275         8,759         10,034         3,906        1996        1996   

Mosteller Distribution Center

   Mosteller Distribution Ctr. II    Industrial     -             828         4,060         1,598        828         5,658         6,486         2,602        1997        1997   

St. Louis Park, Minnesota

                                               

The West End

   1600 Tower    Office     -             2,321         26,928         6,867        2,516         33,600         36,116         9,803        2000        2000   

The West End

   MoneyGram Tower    Office     -             3,039         34,757         7,080        3,033         41,843         44,876         13,035        1987        1999   

Minneapolis West

   Chilies Ground Lease    Grounds     -             921         -             157        1,078         -             1,078         53        n/a        1998   

Minneapolis West

   Olive Garden Ground Lease    Grounds     -             921         -             114        1,035         -             1,035         61        n/a        1998   

St. Louis, Missouri

                                               

Lakeside Crossing

   Lakeside Crossing Building One    Industrial     -             596         1,572         527        480         2,215         2,695         915        2002        2002   

Lakeside Crossing

   Lakeside Crossing Building II    Industrial     -             783         1,964         20        782         1,985         2,767         1,019        2003        2003   

Lakeside Crossing

   Lakeside Crossing Building III    Industrial     -             1,905         3,986         360        1,623         4,628         6,251         1,408        2002        2002   

Lakeside Crossing

   Lakeside Crossing V    Office     -             750         1,130         17        750         1,147         1,897         351        2004        2004   

Lakeside Crossing

   Lakeside Crossing Building VI    Industrial     -             1,079         2,125         2,298        1,333         4,169         5,502         2,132        2002        2002   

Laumeier Office Park

   Laumeier I    Office     -             1,384         8,326         4,603        1,220         13,093         14,313         4,962        1987        1995   

Laumeier Office Park

   Laumeier II    Office     -             1,421         9,065         2,506        1,258         11,734         12,992         5,127        1988        1995   

Laumeier Office Park

   Laumeier IV    Office     -             1,029         6,493         1,489        1,029         7,982         9,011         2,832        1987        1998   

Maryville Center

   530 Maryville Centre    Office     -             2,219         14,214         3,105        2,219         17,319         19,538         6,069        1990        1997   

Maryville Center

   550 Maryville Centre    Office     -             1,996         12,447         2,338        1,996         14,785         16,781         5,627        1988        1997   

Maryville Center

   635-645 Maryville Centre    Office     -             3,048         17,522         3,042        3,048         20,564         23,612         7,348        1987        1997   

Maryville Center

   655 Maryville Centre    Office     -             1,860         13,067         2,319        1,860         15,386         17,246         5,265        1994        1997   

Maryville Center

   540 Maryville Centre    Office     -             2,219         13,842         2,347        2,219         16,189         18,408         6,003        1990        1997   

Maryville Center

   520 Maryville Centre    Office     -             2,404         14,004         1,395        2,404         15,399         17,803         4,872        1999        1999   

Maryville Center

   625 Maryville Centre    Office     -             2,509         10,956         618        2,509         11,574         14,083         3,370        1996        2002   

Westport Place

   Westport Center I    Industrial     -             1,707         5,040         920        1,707         5,960         7,667         2,618        1998        1998   

Westport Place

   Westport Center II    Industrial     -             914         1,924         425        914         2,349         3,263         967        1998        1998   

Westport Place

   Westport Center III    Industrial     -             1,206         2,651         841        1,206         3,492         4,698         1,248        1999        1999   

Westport Place

   Westport Center V    Industrial     -             493         1,274         74        493         1,348         1,841         456        2000        2000   

Westport Place

   Westport Place    Office     -             1,990         5,478         2,138        1,990         7,616         9,606         3,108        2000        2000   

Westmark

   Westmark    Office     -             1,497         9,173         2,409        1,342         11,737         13,079         4,747        1987        1995   

Westview Place

   Westview Place    Office     -             669         7,544         4,276        669         11,820         12,489         5,073        1988        1995   

Woodsmill Commons

   Woodsmill Commons II (400)    Office     -             1,718         7,663         852        1,718         8,515         10,233         2,256        1985        2003   

Woodsmill Commons

   Woodsmill Commons I (424)    Office     -             1,836         7,109         1,276        1,836         8,385         10,221         2,096        1985        2003   

Stafford, Texas

                                               

Stafford

   Stafford Distribution Center    Industrial     -             3,502         5,433         2,954        3,502         8,387         11,889         1,403        2008        2008   

Sterling, Virginia

                                               

TransDulles Centre

   22800 Davis Drive    Office     -             2,550         11,250         110        2,550         11,360         13,910         1,574        1989        2006   

TransDulles Centre

   22714 Glenn Drive    Industrial     -             3,973         4,422         1,015        3,973         5,437         9,410         976        2007        2007   

Suffolk, Virginia

                                               

Northgate Commerce Park

   101 Industrial Drive, Bldg. A    Industrial     -             1,558         8,230         (21     1,558         8,209         9,767         713        2007        2007   

Northgate Commerce Park

   103 Industrial Drive    Industrial     -             1,558         8,230         -            1,558         8,230         9,788         714        2007        2007   

Sumner, Washington

                                               

Not Applicable

   Sumner Transit    Industrial     17,117         16,032         5,935         276        16,032         6,211         22,243         1,330        2005        2007   

Sunrise, Florida

                                               

Sawgrass Pointe

   Sawgrass - Building B    Office     -             1,211         4,693         1,394        1,211         6,087         7,298         1,947        1999        2001   

Sawgrass Pointe

   Sawgrass - Building A    Office     -             1,147         3,875         165        1,147         4,040         5,187         1,027        2000        2001   

Sawgrass Pointe

   Sawgrass Pointe I    Office     -             3,484         21,132         8,479        3,484         29,611         33,095         9,369        2002        2002   

Sawgrass Pointe

   Sawgrass Pointe II    Office     -             3,481         11,973         (85     3,481         11,888         15,369         1,698        2009        2009   

 

- 109 -


Table of Contents

Duke Realty Corporation

  

                  Schedule III   

Real Estate and Accumulated Depreciation

  

                 

December 31, 2010

  

                 

(in thousands)

  

                 
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
   

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                      
                      
           Land      Buildings        Land/Land Imp      Bldgs/TI      Total(1)         

Suwanee, Georgia

                                               

Horizon Business Center

   90 Horizon Drive    Industrial     -             180         1,247         -            180         1,247         1,427         24        2001        2010   

Horizon Business Center

   225 Horizon Drive    Industrial     -             457         2,077         -            457         2,077         2,534         43        1990        2010   

Horizon Business Center

   250 Horizon Drive    Industrial     -             1,625         5,870         -            1,625         5,870         7,495         161        1997        2010   

Horizon Business Center

   70 Crestridge Drive    Industrial     -             956         3,600         -            956         3,600         4,556         91        1998        2010   

Horizon Business Center

   2780 Horizon Ridge    Industrial     -             1,143         5,723         -            1,143         5,723         6,866         126        1997        2010   

Horizon Business Center

   2800 Vista Ridge Drive    Industrial     -             1,557         2,625         -            1,557         2,625         4,182         108        1995        2010   

Horizon Business Center

   25 Crestridge Drive    Industrial     -             723         2,439         -            723         2,439         3,162         52        1999        2010   

Horizon Business Center

   Genera Corp. BTS    Industrial     -             1,505         4,952         -            1,505         4,952         6,457         121        2006        2010   

Northbrook

   1000 Northbrook Parkway    Industrial     -             756         3,322         -            756         3,322         4,078         76        1986        2010   

Tampa, Florida

                                               

Fairfield Distribution Center

   Fairfield Distribution Ctr I    Industrial     -             483         2,621         124        487         2,741         3,228         834        1998        1999   

Fairfield Distribution Center

   Fairfield Distribution Ctr II    Industrial     -             530         4,900         124        534         5,020         5,554         1,490        1998        1999   

Fairfield Distribution Center

   Fairfield Distribution Ctr III    Industrial     -             334         2,745         134        338         2,875         3,213         819        1999        1999   

Fairfield Distribution Center

   Fairfield Distribution Ctr IV    Industrial     -             600         1,711         1,274        604         2,981         3,585         952        1999        1999   

Fairfield Distribution Center

   Fairfield Distribution Ctr V    Industrial     -             488         2,635         263        488         2,898         3,386         792        2000        2000   

Fairfield Distribution Center

   Fairfield Distribution Ctr VI    Industrial     -             555         3,762         758        555         4,520         5,075         1,160        2001        2001   

Fairfield Distribution Center

   Fairfield Distribution Ctr VII    Industrial     -             394         1,857         758        394         2,615         3,009         623        2001        2001   

Fairfield Distribution Center

   Fairfield Distrib. Ctr. VIII    Industrial     -             1,082         2,071         412        1,082         2,483         3,565         636        2004        2004   

Eagle Creek Business Center

   Eagle Creek Business Ctr. I    Industrial     -             3,705         3,072         1,034        3,705         4,106         7,811         1,469        2006        2006   

Eagle Creek Business Center

   Eagle Creek Business Ctr. II    Industrial     -             2,354         2,272         969        2,354         3,241         5,595         988        2007        2007   

Eagle Creek Business Center

   Eagle Creek Business Ctr. III    Industrial     -             2,332         2,237         1,430        2,332         3,667         5,999         801        2007        2007   

Highland Oaks

   Highland Oaks I    Office     -             1,525         11,906         1,886        1,525         13,792         15,317         3,970        1999        1999   

Highland Oaks

   Highland Oaks II    Office     -             1,605         10,762         3,847        1,605         14,609         16,214         5,806        1999        1999   

Highland Oaks

   Highland Oaks III    Office     -             2,882         8,871         689        2,522         9,920         12,442         2,094        2007        2007   

Highland Oaks

   Highland Oaks IV    Office     -             3,068         9,962         4,066        3,068         14,028         17,096         1,286        2008        2008   

Highland Oaks

   Highland Oaks V    Office     -             2,412         6,524         3,421        2,412         9,945         12,357         2,437        2007        2007   

Titusville, Florida

                                               

Retail Development

   Crossroads Marketplace    Retail     -             12,678         4,451         (3,034     11,922         2,173         14,095         2,326        2007        2007   

West Chester, Ohio

                                               

Centre Pointe Office Park

   Centre Pointe I    Office     -             2,501         7,554         725        2,501         8,279         10,780         1,733        2000        2004   

Centre Pointe Office Park

   Centre Pointe II    Office     -             2,056         8,186         305        2,056         8,491         10,547         1,718        2001        2004   

Centre Pointe Office Park

   Centre Pointe III    Office     -             2,048         8,089         1,247        2,048         9,336         11,384         2,134        2002        2004   

Centre Pointe Office Park

   Centre Pointe IV    Office     -             2,013         9,017         1,540        2,932         9,638         12,570         2,646        2005        2005   

Centre Pointe Office Park

   Centre Pointe VI    Office     -             2,759         8,266         3,179        2,759         11,445         14,204         1,574        2008        2008   

World Park at Union Centre

   World Park at Union Centre 10    Industrial     -             2,150         5,503         7,408        2,151         12,910         15,061         3,290        2006        2006   

World Park at Union Centre

   World Park at Union Centre 11    Industrial     -             2,592         6,936         27        2,592         6,963         9,555         2,374        2004        2004   

World Park at Union Centre

   World Park at Union Centre 1    Industrial     -             300         2,902         -            300         2,902         3,202         88        1998        2010   

World Park at Union Centre

   World Park at Union Centre 2    Industrial     -             287         2,394         -            287         2,394         2,681         63        1999        2010   

World Park at Union Centre

   World Park at Union Centre 3    Industrial     -             1,125         6,042         -            1,125         6,042         7,167         121        1998        2010   

World Park at Union Centre

   World Park at Union Centre 4    Industrial     -             335         2,085         -            335         2,085         2,420         51        1999        2010   

World Park at Union Centre

   World Park at Union Centre 5    Industrial     -             482         2,415         -            482         2,415         2,897         52        1999        2010   

World Park at Union Centre

   World Park at Union Centre 6    Industrial     -             1,219         6,268         -            1,219         6,268         7,487         124        1999        2010   

World Park at Union Centre

   World Park at Union Centre 7    Industrial     -             1,918         5,208         -            1,918         5,208         7,126         145        2005        2010   

World Park at Union Centre

   World Park at Union Centre 8    Industrial     -             1,160         6,111         -            1,160         6,111         7,271         136        1999        2010   

World Park at Union Centre

   World Park at Union Centre 9    Industrial     -             1,189         5,924         -            1,189         5,924         7,113         146        2001        2010   

North Pointe at Union Centre

   North Pointe at Union Centre I    Office     -             2,878         17,467         426        2,878         17,893         20,771         822        2010        2010   

North Pointe at Union Centre

   North Pointe at Union Ctr II    Office     -             2,904         16,861         286        2,904         17,147         20,051         657        2010        2010   

West Jefferson, Ohio

                                               

Park 70 at West Jefferson

   Restoration Hardware BTS    Industrial     -             6,454         24,812         2,443        6,510         27,199         33,709         2,922        2008        2008   

West Palm Beach, Florida

                                               

Duke Realty Park of Commerce

   Park of Commerce 1    Industrial     -             626         2,583         -            626         2,583         3,209         -            2010        2010   

Duke Realty Park of Commerce

   Park of Commerce 3    Industrial     -             1,085         4,475         -            1,085         4,475         5,560         -            2010        2010   

Duke Realty Airport Center

   Airport Center 1    Industrial     5,527         1,595         6,580         -            1,595         6,580         8,175         -            2002        2010   

Duke Realty Airport Center

   Airport Center 2    Industrial     3,966         1,166         4,809         -            1,166         4,809         5,975         -            2002        2010   

Duke Realty Airport Center

   Airport Center 3    Industrial     3,988         1,136         4,685         -            1,136         4,685         5,821         -            2002        2010   

 

- 110 -


Table of Contents

Duke Realty Corporation

  

                  Schedule III   

Real Estate and Accumulated Depreciation

  

                 

December 31, 2010

  

                 

(in thousands)

  

                 
Development   

Name

  

Building

Type

  Encumbrances     

 

Initial Cost

     Cost
Capitalized

Subsequent to
Development
or  Acquisition
    

 

Gross Book Value 12/31/10

     Accumulated
Depreciation (2)
    Year
Constructed/
Renovated
    Year
Acquired
 
                       
                       
           Land      Buildings         Land/Land Imp      Bldgs/TI     Total(1)         

Westmont, Illinois

                                               

Oakmont Corporate Center

   Oakmont Tech Center    Office     -             1,501         8,554         2,535         1,703         10,887        12,590         4,079        1989        1998   

Weston, Florida

                                               

Weston Pointe

   Weston Pointe I    Office     -             2,580         9,431         2,058         2,580         11,489        14,069         2,634        1999        2003   

Weston Pointe

   Weston Pointe II    Office     -             2,183         10,752         2,110         2,183         12,862        15,045         3,111        2000        2003   

Weston Pointe

   Weston Pointe III    Office     -             2,183         11,531         757         2,183         12,288        14,471         2,715        2001        2003   

Weston Pointe

   Weston Pointe IV    Office     -             3,349         10,686         3,210         3,349         13,896        17,245         3,951        2006        2006   

Zionsville, Indiana

                                               

Anson

   Marketplace at Anson    Retail     -             2,147         2,727         2,078         2,147         4,805        6,952         755        2007        2007   
   Accum. Depr. on Improvements of Undeveloped Land                            9,273       
   Eliminations                 240         1,009         (769     240         (1,988    
                                                                               
          1,065,628         1,208,036         5,051,925         772,928         1,234,124         5,798,765        7,032,889         1,406,437       
                                                                               

 

(1) The tax basis (in thousands) of our real estate assets at 12/31/10 was approximately $7,208,536 for federal income tax purposes.
(2) Depreciation of real estate is computed using the straight-line method over 40 years for buildings and 15 years for land improvements for properties that we develop, 30 years for buildings and 10 years for land improvements for properties that we acquire, and shorter periods based on lease terms (generally 3 to 10 years) for tenant improvements.

 

     Real Estate Assets          Accumulated Depreciation  
     2010          2009          2008          2010          2009          2008  

Balance at beginning of year

   $ 6,390,119         $ 6,297,922         $ 5,765,747         $ 1,311,733         $ 1,167,113         $ 990,280   

Acquisitions

     449,530           29,726           56,304           -               -               -       

Construction costs and tenant improvements

     162,301           307,157           812,084           -               -               -       

Depreciation expense

     -               -               -               271,058           266,803           246,440   

Consolidation of previously unconsolidated properties

     530,573           176,038           85,201           -               -               -       
                                                               
     7,532,523           6,810,843           6,719,336           1,582,791           1,433,916           1,236,720   

Deductions during year:

                           

Cost of real estate sold or contributed

     (421,325        (258,854        (367,922        (97,699        (32,087        (16,115

Impairment Allowance

     -               (71,774        -               -               -               -       

Write-off of fully amortized assets

     (78,309        (90,096        (53,492        (78,655        (90,096        (53,492
                                                               

Balance at end of year

   $ 7,032,889         $ 6,390,119         $ 6,297,922         $ 1,406,437         $ 1,311,733         $ 1,167,113   
                                                               

 

- 111 -


Table of Contents

SIGNATURES

Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

 

  DUKE REALTY CORPORATION
February 25, 2011   By:  

/s/    Dennis D. Oklak

    Dennis D. Oklak
    Chairman and Chief Executive Officer
  By:  

/s/    Christie B. Kelly

    Christie B. Kelly
    Executive Vice President and Chief Financial Officer
  By:  

/s/    Mark A. Denien

    Mark A. Denien
    Senior Vice President and Chief Accounting Officer

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the dates indicated.

 

Signature

  

Date

 

Title

    

/s/ Thomas J. Baltimore, Jr.*

           1/26/11           Director  
Thomas J. Baltimore, Jr.       

/s/ Barrington H. Branch*

           1/26/11           Director  
Barrington H. Branch       

/s/ Geoffrey Button*

           1/26/11           Director  
Geoffrey Button       

/s/ William Cavanaugh III*

           1/26/11           Director  
William Cavanaugh III       

/s/ Ngaire E. Cuneo*

           1/26/11           Director  
Ngaire E. Cuneo       

/s/ Charles R. Eitel*

           1/26/11           Director  
Charles R. Eitel       

/s/ Dr. Martin C. Jischke*

           1/26/11           Director  
Dr. Martin C. Jischke       

/s/ Jack R. Shaw*

           1/26/11           Director  
Jack R. Shaw       

 

- 112 -


Table of Contents

/s/ Lynn C. Thurber*

           1/26/11           Director  
Lynn C. Thurber       

/s/ Robert J. Woodward, Jr.*

           1/26/11           Director  
Robert J. Woodward, Jr.*       

 

*   By Dennis D. Oklak, Attorney-in-Fact   

/s/ Dennis D. Oklak

     

 

- 113 -