← All companies ← OGS Manual OI → ← NHPBP REITs — Health Care SBRA →
OHI, Omega Healthcare
As healthcare delivery continues to evolve, we continuously evaluate potential investments, as well as our assets, operators, managers and markets to position our portfolio for long-term success.
Skilled nursing facilities SNFs provide services that include daily nursing, therapeutic rehabilitation, social services, activities, housekeeping, nutrition, medication management and administrative services for individuals requiring certain assistance for activities in daily living.
Assisted living facilities ALFs provide services that include assistance for activities in daily living and permit residents to maintain some of their privacy and independence as they do not require constant supervision and assistance.
The business
What it sells, where the money comes from, the kind of company it is.
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 pricing power & competition, set against the numbers in what the filing emphasizes, below.
- Is it a good business?
- Operating cash per share has shrunk (−1% a year). The dividend takes 89% of FFO, and is covered. Debt is 46% of assets, moderate 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.
Revenue up 16.2% year over year; operating income up 17.7%
figures computed from the filing's XBRL
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 | |||||||||||
| $901M | $908M | $882M | $929M | $892M | $1.1B | $878M | $950M | $1.1B | $1.2B | $1.3B | RevenueRevenue |
| $366M | $100M | $282M | $341M | $159M | $417M | $427M | $242M | $406M | $590M | $858M | Net incomeNet inc. |
| Cash flow & returns | |||||||||||
| $267M | $288M | $281M | $302M | $330M | $342M | $332M | $320M | $305M | $325M | $331M | DepreciationDeprec. |
| $625M | $578M | $499M | $554M | $708M | $722M | $626M | $618M | $749M | $879M | $891M | Cash from operationsOp. cash |
| $453M | $503M | $529M | $564M | $612M | $638M | $633M | $644M | $685M | $780M | $795M | Dividends paidDiv. paid |
| Balance sheet | |||||||||||
| 73% | 87% | 106% | 102% | 86% | 88% | 101% | 104% | 91% | 89% | 89% | Dividend / operating cashPayout |
| Cash flow & returns | |||||||||||
| ($1.1B) | ($285M) | ($173M) | ($379M) | ($89M) | ($524M) | $443M | ($770K) | ($671M) | ($540M) | — | Investing cash flowInv. cash |
| $576M | ($304M) | ($411M) | ($154M) | ($486M) | ($341M) | ($789M) | ($473M) | $26M | ($838M) | — | Financing cash flowFin. cash |
| $84K | $568K | ($590K) | $874K | $527K | $7K | ($3M) | $430K | ($580K) | $5M | — | Exchange-rate effectFX |
| $87M | ($10M) | ($85M) | $22M | $134M | ($143M) | $276M | $144M | $104M | ($494M) | — | Change in cashΔ cash |
| Balance sheet | |||||||||||
| $7.6B | $7.7B | $7.7B | $9.0B | $8.7B | $9.0B | $8.9B | $8.4B | $9.1B | $9.6B | $9.5B | Real estate (gross)RE gross |
| $8.9B | $8.8B | $8.6B | $9.8B | $9.5B | $9.6B | $9.4B | $9.1B | $9.9B | $10.0B | $10.0B | Total assetsAssets |
| 49% | 52% | 53% | 52% | 54% | 55% | 56% | 56% | 49% | 42% | 46% | Debt / assetsDebt/assets |
| $4.4B | $4.6B | $4.5B | $5.1B | $5.2B | $5.3B | $5.3B | $5.1B | $4.8B | $4.3B | $4.6B | Total debtDebt |
| $4.3B | $4.5B | $4.5B | $5.1B | $5.0B | $5.2B | $5.0B | $4.6B | $4.3B | $4.2B | $4.5B | Net debt / (cash)Net debt |
| $164M | $189M | $192M | — | — | — | — | — | — | — | $193M | Interest expenseInt. exp. |
| 3.4× | 1.7× | 2.6× | — | — | — | — | — | — | — | 2.9× | Interest coverageInt. cov. |
| $4.7B | $4.9B | $4.8B | $5.5B | $5.5B | $5.5B | $5.6B | $5.4B | $5.2B | $4.6B | — | Total liabilitiesTotal liab. |
| $353M | $333M | $320M | $201M | $195M | $201M | $194M | $188M | $194M | $259M | — | Noncontrolling interestsNCI |
| $3.9B | $3.6B | $3.4B | $4.1B | $3.8B | $3.9B | $3.6B | $3.6B | $4.5B | $5.2B | $5.4B | Shareholders’ equityEquity |
| Per share | |||||||||||
| 202M | 207M | 210M | 222M | 235M | 244M | 244M | 250M | 270M | 305M | 316M | Shares out (diluted)Shares |
| $2.25 | $2.43 | $2.52 | $2.54 | $2.60 | $2.61 | $2.59 | $2.57 | $2.53 | $2.56 | $2.52 | Dividends / shareDiv/sh |
| $19.14 | $17.19 | $16.42 | $18.62 | $16.34 | $15.99 | $14.77 | $14.27 | $16.77 | $16.99 | $17.08 | Book value / shareBVPS |
| 9-yr | 5-yr | |
|---|---|---|
| Revenue / share | −1.5%/yr | +0.6%/yr |
| Owner earnings / share | −1.1%/yr | −1.9%/yr |
| EPS | +0.7%/yr | +23.4%/yr |
| Dividends / share | +1.5%/yr | −0.4%/yr |
| Capital spending / share | +3.1%/yr | +14.9%/yr |
| Book value / share | −1.3%/yr | +0.8%/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 $798M to $879MA range, because the filings do not split maintenance from expansionBetween cash from operations less all capital spending $879M − $81M = $798M, and cash from operations $879M
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 $879M ÷ real estate at cost $9.6B
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 $780M ÷ cash from operations $879M
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 47%ModerateTotal debt $4.8B ÷ assets $10.0BIndustry peers: median 40%
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.
Acquisitions & goodwill
from the balance sheet & the 10-year cash-flow recordGoodwill grows only when a company acquires and falls only when it concedes it overpaid. The size of that bet, the cash put into buying rather than building, and how much has already been written off.
None written down over the record; the goodwill is still carried at full cost. That is the deals holding their value on the books so far; whether they keep doing so is the test an owner watches, since the write-down, when it comes, is the admission the price was too high.
Goodwill, acquired intangibles and equity from the latest balance sheet; acquisition spend and write-downs summed across the 10-year record, from the company's own filings.
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 | C. Taylor Pickett | $10.4M | −$5.4M | $677M |
| 2022 | C. Taylor Pickett | $11.0M | $21.8M | $579M |
| 2023 | C. Taylor Pickett | $12.1M | $22.5M | $580M |
| 2024 | C. Taylor Pickett | $13.6M | $41.8M | $712M |
| 2025 | C. Taylor Pickett | $14.0M | $32.0M | $798M |
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 ownership0.2%
The stake all directors and executive officers hold together, per the 2026 proxy: skin in the game, the first thing Munger reads.
- Stock-based compensation$44M
The slice of the business handed to employees in shares in fiscal 2025, 3.7% of revenue, equal to 8.0% of operating profit. Buffett's oldest accounting fight: this is compensation, compensation is an expense, real whether or not the headline earnings admit it. One trap: the cash-flow statement adds SBC back, so the operating cash, and the owner earnings drawn from it, are flattered by exactly this amount; counted as the cost it is, what an owner keeps is lower.
What an owner would ask, FY2025
read the 10-K →- Which reported numbers are a judgment call?Management names Credit & receivables as critical estimates
each rests partly on management's judgment; the filing's note sets out the assumptionsverify →
The questions the record and the charts do not answer on their own; each carries the figure and the place to look.
Peers, Healthcare 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 |
|---|---|---|---|---|---|
| AHRAmerican Healthcare REIT Inc. | $2.3B | 11% | 2.8% | 56% | 24% |
| DHCDiversified Healthcare Trust | $1.5B | 9% | 2.3% | 87% | 40% |
| OHIOmega Healthcare | $1.2B | 69% | 6.9% | 90% | 53% |
| HRHealthcare Realty Trust | $1.2B | 44% | 5.0% | 77% | 42% |
| MPTMedical Properties Trust Inc. | $972M | 50% | 3.7% | 87% | 53% |
| SBRASabra Health Care REIT | $775M | 53% | 5.9% | 89% | 45% |
| CTRECareTrust REIT | $476M | 75% | 7.7% | 64% | 37% |
| NHPNational Healthcare Properties Inc. | $342M | 11% | 1.8% | 96% | 25% |
| Group median | — | 47% | 4.4% | 87% | 41% |
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: ← OGS its page in the Manual OI →
Industry order: ← NHPBP the REITs — Health Care chapter SBRA →