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EGP, EastGroup
EastGroup Properties, Inc., which we refer to in this Annual Report as the "Company," "EastGroup," "we," "us" or "our," is an internally-managed equity REIT first organized in 1969.
EastGroup is focused on the development, acquisition and operation of industrial properties in high-growth markets throughout the United States, primarily in the states of Texas, Florida, California, Arizona and North Carolina.
EastGroup's goal is to maximize shareholder value by being a leading provider in its markets of functional, flexible and quality business distribution space for location-sensitive customers (primarily in the 20,000 to 100,000 square foot range).
The business
What it sells, where the money comes from, the kind of company it is.
Next report Est. 10/19–10/26 · the 10-Q for the quarter ended late September · due within 40 days of period end · has filed ~23 days after · the wire records it on arrival
The business in brief
read the 10-K →What this business is and what moves its needle, from its own SEC filings.
- What moves the needle
- Occupancy, rents, and the cost of debt. Read on funds from operations and net asset value, because GAAP depreciation distorts the earnings, and a property downturn meets a balance sheet built on leverage. On its own account, the filing leans hardest on cyclicality & demand, set against the numbers in what the filing emphasizes, below.
- Is it a good business?
- Operating cash per share has compounded about 9% a year across the record. The dividend takes 64% of FFO, and is covered. Debt is 30% of assets, conservative for a REIT. The quality and location of the properties, the lease terms and occupancy, and the cost of the debt are what the 10-K settles, and no single ratio captures them.
Every line is arithmetic on the company's filings, shown in full in the sections below.
The record
Ten years of arithmetic, read across the cycle.
The record, 2016–2025
realized figures from each filing · older years to the left| 2016’16 | 2017’17 | 2018’18 | 2019’19 | 2020’20 | 2021’21 | 2022’22 | 2023’23 | 2024’24 | 2025’25 | TTMTTMJun 2026 | |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Income statement | |||||||||||
| $253M | $274M | $300M | $331M | $363M | $409M | $487M | $571M | $640M | $721M | $753M | RevenueRevenue |
| $96M | $83M | $89M | $122M | $108M | $158M | $186M | $200M | $228M | $257M | $305M | Net incomeNet inc. |
| Cash flow & returns | |||||||||||
| $78M | $84M | $92M | $105M | $116M | $127M | $154M | $171M | $189M | $217M | $223M | DepreciationDeprec. |
| $139M | $155M | $165M | $196M | $196M | $256M | $317M | $338M | $417M | $481M | $506M | Cash from operationsOp. cash |
| $81M | $87M | $71M | $109M | $120M | $132M | $194M | $226M | $253M | $303M | $323M | Dividends paidDiv. paid |
| Balance sheet | |||||||||||
| 58% | 56% | 43% | 56% | 61% | 51% | 61% | 67% | 61% | 63% | 64% | Dividend / operating cashPayout |
| Cash flow & returns | |||||||||||
| ($186M) | ($179M) | ($241M) | ($443M) | ($288M) | ($529M) | ($521M) | ($570M) | ($724M) | ($576M) | — | Investing cash flowInv. cash |
| $48M | $24M | $77M | $247M | $92M | $277M | $200M | $272M | $285M | $79M | — | Financing cash flowFin. cash |
| $474K | ($506K) | $358K | ($150K) | ($203K) | $4M | ($4M) | $40M | ($23M) | ($17M) | — | Change in cashΔ cash |
| Balance sheet | |||||||||||
| $2.4B | $2.6B | $2.8B | $3.3B | $3.5B | $4.1B | $4.9B | $5.5B | $6.2B | $6.7B | $6.8B | Real estate (gross)RE gross |
| $1.8B | $2.0B | $2.1B | $2.5B | $2.7B | $3.2B | $4.0B | $4.5B | $5.1B | $5.4B | $5.5B | Total assetsAssets |
| 50% | 47% | 43% | 42% | 44% | 39% | 42% | 37% | 30% | 30% | 30% | Debt / assetsDebt/assets |
| $910M | $913M | $912M | $1.1B | $1.2B | $1.2B | $1.7B | $1.7B | $1.5B | $1.6B | $1.7B | Total debtDebt |
| $910M | $913M | $911M | $1.1B | $1.2B | $1.2B | $1.7B | $1.6B | $1.5B | $1.6B | $1.6B | Net debt / (cash)Net debt |
| $35M | $35M | $35M | $34M | $34M | $33M | $38M | $48M | $39M | $32M | $34M | Interest expenseInt. exp. |
| 2.5× | 2.7× | 3.1× | 3.4× | 3.8× | 4.6× | 4.7× | 4.8× | 6.6× | 9.0× | 3.1× | Interest coverageInt. cov. |
| $1.2B | $1.2B | $1.2B | $1.3B | $1.5B | $1.6B | $2.1B | $1.9B | $1.8B | $1.9B | — | Total liabilitiesTotal liab. |
| $4M | $2M | $2M | $2M | $880K | $1M | $441K | $307K | $365K | $387K | — | Noncontrolling interestsNCI |
| $638M | $749M | $903M | $1.2B | $1.3B | $1.6B | $2.0B | $2.6B | $3.3B | $3.5B | $3.6B | Shareholders’ equityEquity |
| Per share | |||||||||||
| 32.6M | 34.0M | 35.5M | 37.5M | 39.3M | 40.4M | 42.7M | 45.3M | 48.9M | 52.8M | 53.7M | Shares out (diluted)Shares |
| $2.48 | $2.55 | $2.01 | $2.90 | $3.05 | $3.26 | $4.54 | $4.98 | $5.17 | $5.73 | $6.02 | Dividends / shareDiv/sh |
| $19.54 | $22.01 | $25.43 | $31.99 | $32.31 | $38.89 | $45.72 | $57.54 | $67.31 | $66.20 | $66.62 | Book value / shareBVPS |
| 9-yr | 5-yr | |
|---|---|---|
| Revenue / share | +6.5%/yr | +8.1%/yr |
| Owner earnings / share | +9.0%/yr | +13.1%/yr |
| EPS | +5.8%/yr | +12.1%/yr |
| Dividends / share | +9.7%/yr | +13.4%/yr |
| Capital spending / share | +7.8%/yr | +11.2%/yr |
| Book value / share | +14.5%/yr | +15.4%/yr |
Quality & stewardship
Returns, the balance sheet, capital allocation, and pay.
Owner’s Scorecard
Is it a good business?
- What an owner could take out $405M to $481MA range, because the filings do not split maintenance from expansionBetween cash from operations less all capital spending $481M − $76M = $405M, and cash from operations $481M
What this means
Owner earnings is what a business produces in cash after the spending needed to keep it competitive. For a property trust that spending cannot be read: the filings mix the money that replaces a roof with the money that buys a building, and management decides which is which. Rather than model the split and publish a single figure, the two ends are shown. The upper end is operating cash, which no owner could exceed. The lower end deducts every dollar of capital spending, which is too harsh, since a trust that is growing is charged for buildings it is adding. A trust whose distribution sits near the lower end is paying it out of the properties; one whose distribution exceeds the upper end is paying it from somewhere else.
- Strong against costCash from operations $481M ÷ real estate at cost $6.7B
What this means
The cash the properties throw off, measured against what they cost to acquire and build rather than against a market value nobody filed. Read it across the record: a portfolio whose yield on cost is rising is either raising rents faster than it is adding buildings, or buying well. Gross cost is used deliberately, so accumulated depreciation cannot shrink the denominator and flatter the return.
- CoveredDividends $303M ÷ cash from operations $481M
What this means
A REIT must distribute most of its taxable income, so a high payout is normal and the question is whether the cash covers it. This is a harder test than the industry's usual one: funds from operations adds depreciation back without deducting the capital that genuinely keeps buildings competitive, so a distribution can look covered on that measure and still be funded by borrowing or by selling buildings. Above 100% of operating cash, it is being funded by something other than the properties.
- Withheld — not in the filings' structured data
What this means
Funds from operations is defined by the industry's trade association rather than by accounting rules, and no REIT tags it in the structured data behind this site. Rebuilding it from the standard tags misses the figure these companies report by as much as half, because the gains on property sales it must exclude sit behind each filer's own custom tags. Rather than publish an invented number under the industry's name, the record shows the cash the properties actually produced.
Is it sound?
- Debt / assets 30%ConservativeTotal debt $1.6B ÷ assets $5.4BIndustry peers: median 26%
What this means
Every REIT runs on leverage; how much is the question. Heavy debt is what turns a property downturn into a wipeout, as 2008 showed, so a conservative balance sheet is part of the moat here, not a drag on it.
- Not enough data
What this means
Operating income or interest is missing, or operating income sits far below net income (a triple-net REIT's lease income bypasses the operating line), so an EBITDA coverage would mislead — read it on net income against the interest bill, and on debt / assets, instead.
- Consolidated accounts only
What this means
These figures are the trust's consolidated accounts. Where a REIT owns buildings through joint ventures it does not control, its share of those properties — and of the debt against them — sits outside every line here, and the filings do not tag it in a form this pipeline can read. Read the equity-method and off-balance-sheet notes in the 10-K before concluding anything about total leverage.
All figures as filed; the source filing is linked above.
Management, ownership & pay
read the proxy →From the proxy: how much of the business the people running it own, and how they are paid, beside what the business earned for its owners in the same years.
| Fiscal year | Chief executive | Pay, as filed | “Actually paid” | Owner earnings |
|---|---|---|---|---|
| 2021 | Marshall A. Loeb, serving as Chief Executive Officer, President, and Director | $5.4M | $14.2M | $220M |
| 2022 | Marshall A. Loeb, serving as Chief Executive Officer, President, and Director | $5.5M | −$36k | $276M |
| 2023 | Marshall A. Loeb, serving as Chief Executive Officer, President, and Director | $6.9M | $11.3M | $287M |
| 2024 | Marshall A. Loeb, serving as Chief Executive Officer, President, and Director | $7.1M | $3.2M | $357M |
| 2025 | Marshall A. Loeb, serving as Chief Executive Officer, President, and Director | $9.4M | $12.2M | $405M |
Both pay figures are the company’s own, from the pay-versus-performance table its proxy statement files. “As filed” is the Summary Compensation Table total: salary, bonus, and equity awards at their value on the day of grant. “Actually paid” is the SEC’s prescribed recalculation, which re-marks those equity awards to what they became as they vested; it can swing far above or below the filed figure in either direction, and negative years occur. Owner earnings are the whole business's, from the record above, for the same fiscal years.
- Insider ownership1%
The stake all directors and executive officers hold together, per the 2026 proxy: skin in the game, the first thing Munger reads.
Peers, Industrial REITs
The same industry, side by side on the REIT lens. Each column names the period it is read over; the group median at the foot is the line to read each figure against.
| Company | Revenuelatest FY, USD | Cash marginmedian over the record | Cash / assetsmedian over the record | Dividend / cashmedian over the record | Debt / assetsmedian over the record |
|---|---|---|---|---|---|
| PLDPrologis Inc. | $8.8B | 64% | 5.1% | 61% | 31% |
| REXRRexford Industrial | $1.0B | 52% | 3.7% | 57% | 25% |
| STAGSTAG Industrial | $845M | 57% | 6.2% | 75% | 42% |
| FRFirst Industrial | $727M | 53% | 6.6% | 52% | 26% |
| EGPEastGroup | $721M | 59% | 7.8% | 59% | 42% |
| TRNOTerreno Realty | $476M | 55% | 4.5% | 71% | 24% |
| ILPTIndustrial Logistics Properties Trust | $449M | 48% | 4.7% | 58% | 57% |
| LXPLXP Industrial Trust | $350M | 59% | 5.6% | 73% | 24% |
| Group median | — | 56% | 5.4% | 60% | 28% |
The price
What a price has to assume.
What the price implies
reverse-DCFA reit / real estate isn't read on an owner-earnings DCF; its economics live on the balance sheet (book value, the return earned on it, and the cash the assets throw off).
Manual order: ← EGBN its page in the Manual EGY →
Industry order: the REITs — Industrial & Logistics chapter FR →