Table of Contents

 

 

UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

 

FORM 10-K

 

 

(Mark one)

 

For the fiscal year ended December 31, 2008

 

or

 

 

For the transition period from                              to                            

 

Commission file number 1-14023

 

 

Corporate Office Properties Trust

(Exact name of registrant as specified in its charter)

 

 

Registrant’s telephone number, including area code:  (443) 285-5400

 

 

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

 

 

Securities registered pursuant to Section 12(g) of the Act: None

 

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

 

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

 

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. xYes   o No

 

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of 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. o

 

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 the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.

 

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

 

The aggregate market value of the voting and nonvoting common equity held by non-affiliates of the registrant was approximately $1.6 billion, as calculated using the closing price of the common shares of beneficial interest on the New York Stock Exchange and our outstanding shares as of June 30, 2008. For purposes of calculating this amount only, affiliates are defined as Trustees, executive owners and beneficial owners of more than 10% of the registrant’s outstanding common shares of beneficial interest, $0.01 par value. At January 30, 2009, 51,790,755 of the registrant’s common shares of beneficial interest were outstanding.

 

Portions of the annual shareholders’ report of the registrant for the year ended December 31, 2008 are incorporated by reference into Parts I and II of this Form 10-K and portions of the proxy statement of the registrant for its 2009 Annual Meeting of Shareholders to be filed within 120 days after the end of the fiscal year covered by this Form 10-K are incorporated by reference into Part III of this Form 10-K.

 

 

Table of Contents

 

Table of Contents

 

Form 10-K

 

PART I
ITEM 1.	BUSINESS	4
ITEM 1A.	RISK FACTORS	8
ITEM 1B.	UNRESOLVED STAFF COMMENTS	16
ITEM 2.	PROPERTIES	17
ITEM 3.	LEGAL PROCEEDINGS	30
ITEM 4.	SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS	30
PART II
ITEM 5.	MARKET FOR REGISTRANT'S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES	30
ITEM 6.	SELECTED FINANCIAL DATA	32
ITEM 7.	MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS	34
ITEM 7A.	QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK	58
ITEM 8.	FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA	59
ITEM 9.	CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE	59
ITEM 9A.	CONTROLS AND PROCEDURES	59
ITEM 9B.	OTHER INFORMATION	60
PART III
ITEM 10.	DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE	60
ITEM 11.	EXECUTIVE COMPENSATION	60
ITEM 12.	SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS	60
ITEM 13.	CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE	60
ITEM 14.	PRINCIPAL ACCOUNTANT FEES AND SERVICES	60
PART IV
ITEM 15.	EXHIBITS AND FINANCIAL STATEMENT SCHEDULES	60

 

FORWARD-LOOKING STATEMENTS

 

This Form 10-K contains “forward-looking” statements, as defined in the Private Securities Litigation Reform Act of 1995, that are based on our current expectations, estimates and projections about future events and financial trends affecting the financial condition and operations of our business. Forward-looking statements can be identified by the use of words such as “may,” “will,” “should,” “expect,” “estimate” or other comparable terminology. Forward-looking statements are inherently subject to risks and uncertainties, many of which we cannot predict with accuracy and some of which we might not even anticipate. Although we believe that the expectations, estimates and projections reflected in such forward-looking statements are based on reasonable assumptions at the time made, we can give no assurance that these expectations, estimates and projections will be achieved. Future events and actual results may differ materially from those discussed in the forward-looking statements. Important factors that may affect these expectations, estimates and projections include, but are not limited to:

 

·                  our ability to borrow on favorable terms;

·                  general economic and business conditions, which will, among other things, affect office property demand and rents, tenant creditworthiness, interest rates and financing availability;

 

2

Table of Contents

 

·                  adverse changes in the real estate markets including, among other things, increased competition with other companies;

·                  risks of real estate acquisition and development activities, including, among other things, risks that development projects may not be completed on schedule, that tenants may not take occupancy or pay rent or that development and operating costs may be greater than anticipated;

·                  risks of investing through joint venture structures, including risks that our joint venture partners may not fulfill their financial obligations as investors or may take actions that are inconsistent with our objectives;

·                  our ability to satisfy and operate effectively under Federal income tax rules relating to real estate investment trusts and partnerships;

·                  governmental actions and initiatives; and

·                  environmental requirements.

 

For further information on factors that could affect the company and the statements contained herein, you should refer to the section below entitled “Item 1A. Risk Factors.”  We undertake no obligation to update or supplement forward-looking statements.

 

3

Table of Contents

 

PART I

 

Item 1. Business

 

OUR COMPANY

 

General. We are a specialty office real estate investment trust (“REIT”) that focuses primarily on strategic customer relationships and specialized tenant requirements in the United States Government, defense information technology and data sectors. We acquire, develop, manage and lease properties that are typically concentrated in large office parks primarily located adjacent to government demand drivers and/or in demographically strong markets possessing growth opportunities. As of December 31, 2008, our investments in real estate included the following:

 

·                  238 wholly owned operating properties in Maryland, Virginia, Colorado, Texas, Pennsylvania and New Jersey containing 18.5 million square feet that were 93.2% occupied;

·                  14 wholly owned office properties under construction or development that we estimate will total approximately 1.6 million square feet upon completion;

·                  wholly owned land parcels totaling 1,611 acres that were predominantly located near certain of our operating properties and that we believe are potentially developable into approximately 14.0 million square feet; and

·                  partial ownership interests through joint ventures in the following:

·                  18 operating properties containing approximately 769,000 square feet that were 90.1% occupied;

·                  three properties under construction that we estimate will total 388,000 square feet upon completion and 356,000 square feet in one property that was under redevelopment; and

·                  land parcels totaling 274 acres (including 42 acres under contract in one joint venture) that were predominantly located near certain of our operating properties and potentially developable into approximately 3.0 million square feet.

 

We conduct almost all of our operations through our operating partnership, Corporate Office Properties, L.P. (the “Operating Partnership”), a Delaware limited partnership, of which we are the managing general partner. The Operating Partnership owns real estate both directly and through subsidiary partnerships and limited liability companies (“LLCs”). The Operating Partnership also owns 100% of a number of entities that provide real estate services such as property management, construction and development and heating and air conditioning services primarily for our properties, but also for third parties.

 

Interests in our Operating Partnership are in the form of common and preferred units. As of December 31, 2008, we owned 86.2% of the outstanding common units and 95.8% of the outstanding preferred units in our Operating Partnership. The remaining common and preferred units in our Operating Partnership were owned by third parties, which included certain of our Trustees.

 

We believe that we are organized and have operated in a manner that permits us to satisfy the requirements for taxation as a REIT under the Internal Revenue Code of 1986, as amended, and we intend to continue to operate in such a manner. If we qualify for taxation as a REIT, we generally will not be subject to Federal income tax on our taxable income that is distributed to our shareholders. A REIT is subject to a number of organizational and operational requirements, including a requirement that it distribute to its shareholders at least 90% of its annual taxable income (excluding net capital gains).

 

Our executive offices are located at 6711 Columbia Gateway Drive, Suite 300, Columbia, Maryland 21046 and our telephone number is (443) 285-5400.

 

Our Internet address is www.copt.com. We make available on our Internet website free of charge our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Exchange Act as soon as reasonably possible after we file such material with the Securities and Exchange Commission (the “SEC”). In addition, we have made available on our Internet website under the heading “Corporate Governance” the charters for our Board of Trustees’ Audit, Nominating and Corporate Governance and Compensation Committees, as well as our Corporate Governance Guidelines, Code of Business Conduct and Ethics and Code of Ethics for Financial Officers. We intend to make available on our website any future amendments or waivers to our Code of Business Conduct and Ethics and Code of Ethics for Financial Officers within four business days after any such amendments or waivers. The information on our Internet site is not part of this report.

 

4

Table of Contents

 

The SEC maintains an Internet website that contains reports, proxy and information statements and other information regarding issuers that file electronically with the SEC. This Internet website can be accessed at www.sec.gov. The public may also read and copy paper filings that we have made with the SEC at the SEC’s Public Reference Room, located at 100 F Street, NE, Washington, D.C. 20549. Information on the operation of the Public Reference Room may be obtained by calling (800) SEC-0330.

 

Significant 2008 Developments

 

During 2008, we:

 

·                  experienced growth in revenues from real estate operations and  property operating expenses due primarily to the addition of properties through development activities and acquisitions;

·                  finished the period with our wholly owned portfolio of properties 93.2% occupied;

·                  acquired three office properties totaling 247,000 square feet that were 100% occupied at December 31, 2008 (one located in Colorado Springs and two in San Antonio) for $40.6 million;

·                  had seven newly constructed properties totaling 528,000 square feet become fully operational (89,000 of these square feet were placed into service in 2007). We also placed into service 85,000 square feet in two partially operational properties;

·                  entered into a construction loan agreement with a group of lenders that provides for an aggregate commitment by the lenders of $225.0 million, with a right for us to further increase the aggregate commitment during the term to a maximum of $325.0 million, subject to certain conditions;

·                  borrowed $221.4 million under a mortgage loan requiring interest only payments for the term at a variable rate of LIBOR plus 225 basis points (subject to a floor of 4.25%) that matures in 2012, and may be extended by one year at our option, subject to certain conditions; and

·                  issued 3.7 million common shares at a public offering price of $39 per share, for net proceeds of $139.2 million after underwriting discount but before offering expenses.

 

Business and Growth Strategies

 

Our primary objectives are to achieve sustainable long-term growth in results of operations and to maximize long-term shareholder value. This section sets forth key components of our business and growth strategies that we have in place to support these objectives.

 

Business Strategies

 

Customer Strategy: We believe that we differentiate ourselves by being a real estate company that does not view space in properties as its primary commodity. Rather, we focus our operations first and foremost on serving the needs of our customers and enabling them to be successful. This strategy includes a focus on establishing and nurturing long-term relationships with quality tenants and accommodating their multi-locational needs. It also includes a focus on providing a level of service that exceeds customer expectations both in terms of the quality of the space we provide and our level of responsiveness to their needs. In 2008, we won the CEL & Associates, Inc. award for quality service and tenant satisfaction among nationwide office operators in the large owner category for the fifth consecutive year. We believe that operating with such a consistent emphasis on service enables us to be the landlord of choice with high quality customers and contributes to high levels of customer loyalty and retention.

 

Our focus on tenants in the United States Government, defense information technology and data sectors is another key aspect of our customer strategy. A high concentration of our revenue is derived from customers in these sectors, and we believe that we are well positioned for future growth through such customers for reasons that include the following:

 

·                  our strong relationships and reputation for high service levels that we have forged over the years and continue to emphasize;

·                  the proximity of our properties to government demand drivers (such as military installations) in various regions of the country and our willingness to expand to other regions where such demand exists; and

·                  the depth of our collective team knowledge, experience and capabilities in developing and operating secure properties that meet the United States Government’s Force Protection requirements and data centers.

 

5

Table of Contents

 

Market Strategy: As discussed above with regard to our customer strategy, we focus on owning properties where our tenants want to be, which in the case of the United States Government and defense information technology customers is mostly near government demand drivers. We also concentrate our operations in markets and submarkets with certain growth characteristics that are located where we believe we already possess, or can effectively achieve, the critical mass necessary to maximize management efficiencies, operating synergies and competitive advantages through our acquisition, property management, leasing and development activities. The attributes we look for in selecting markets and submarkets include, among others: (1) proximity to large demand drivers; (2) strong demographics; (3) attractiveness to high quality tenants; (4) potential for growth and stability in economic down cycles; (5) future acquisition and development opportunities; and (6) minimal competition from long-term office property owners. We typically focus on owning and operating properties in large business parks located outside of central business districts. We believe that such parks generally attract long-term, high-quality tenants seeking to attract and retain quality work forces because they are typically situated along major transportation routes with easy access to support services, amenities and residential communities.

 

Product Strategy: Our product strategy is to focus our operations mostly on properties that either: (1) serve customers in the United States Government, defense information technology and data sectors; or (2) serve our market strategy. We also pursue certain other opportunistic investments that we believe provide us with the ability to create value through favorable risk-adjusted returns.

 

Capital Strategy: Our capital strategy’s primary goal is to effectively support our customer, market and product strategies. It is aimed at maintaining a flexible capital structure in order to facilitate consistent growth and performance in the face of differing market conditions in the most cost-effective manner by:

 

·                  using equity raised through issuances of common and preferred shares of beneficial interest, issuances of common and preferred units in our Operating Partnership and joint venture structures for certain investments;

·                  using debt comprised primarily of mortgage loans and our unsecured revolving credit facility;

·                  conservatively managing our debt by monitoring, among other things: our debt levels relative to our overall capital structure; the relationship of certain measures of earnings to certain financing cost requirements (commonly referred to as coverage ratios); the relationship of our total variable-rate debt to our total debt; and the timing of our debt maturities to ensure that the maximum maturities of debt in any year do not exceed a certain percentage of our total debt; and

·                  continuously evaluating the ability of our capital resources to accommodate our plans for future growth.

 

Environmentally Responsible Development and Management Strategy: We are focused on developing and operating our properties in a manner that minimizes the impact to our planet. This strategy includes:

 

·                  constructing new “Green” buildings that are designed to use resources with a higher level of efficiency and lower impact on human health and the environment during their life cycle than conventional buildings. An example of our focus in this area is our participation in the United States Government’s Leadership in Energy and Environmental Design (“LEED”) program, which has a rigorous certification process for evaluating and rating “Green” buildings in order for such buildings to qualify for the program’s Certified, Silver, Gold and Platinum ratings. We constructed our first “Green” building in 2003;

·                  retrofitting select existing properties to also become “Green” buildings and perhaps meet the LEED certification ratings that apply to existing properties; and

·                  using “Green” operating and purchase practices and housekeeping standards in managing our properties.

 

We believe that our commitment to this strategy is evident in the fact that as of December 31, 2008, we had four buildings certified LEED Gold, four buildings certified LEED Silver and 31 other buildings registered for LEED Silver or Gold certification, and we had 13 professionals on staff who hold the LEED Accredited Professional designation. We also have established an internal goal to have 50% of the buildings in our portfolio be “Green” buildings by 2015. We believe that this strategy is important not just because it is it is increasingly becoming the expectation of our customers, but also because it is simply the right thing to do for our planet.

 

6

Table of Contents

 

Growth Strategies

 

Acquisition and Property Development Strategy: We pursue acquisition and property development opportunities for properties that support our customer, market and product strategies discussed above. As a result, the focus of our acquisition and development activities generally include properties that:

 

·                  serve customers in the United States Government, defense information technology and data sectors or that we expect are or could be targeted for use by such customers in the future;

·                  are located near demand drivers that we believe are attractive to customers in the United States Government, defense information technology and data sectors;

·                  are located in markets or submarket that we believe meet the criteria set forth above in our market strategy; or

·                  do not align with our customer, market or product strategies but represent situations that we believe provide high opportunity for favorable risk-adjusted returns on investment.

 

We typically seek to make acquisitions at attractive yields and below replacement cost. We also seek to increase cash flow and enhance the underlying value through certain acquisitions by repositioning the properties and capitalizing on existing below market leases and expansion opportunities. We pursue development activities as market conditions and leasing opportunities support favorable risk-adjusted returns.

 

Internal Growth Strategy: We aggressively manage our portfolio to maximize the operating performance of each property through: (1) proactive property management and leasing; (2) achieving operating efficiencies through increasing economies of scale and, where possible, aggregating vendor contracts to achieve volume pricing discounts; and (3) renewing tenant leases and re-tenanting at increased rents where market conditions permit. To enhance the stability of our cash flow, we typically structure our leases with terms ranging from three to ten years. Given the terms of our leases, we monitor the timing of our lease expirations with the goal being that such timing should not be highly concentrated in any given one-year or five-year period.

 

Industry Segments

 

We operate in one primary industry: suburban office real estate. At December 31, 2008, our suburban office real estate operations had nine primary geographical segments, as set forth below:

 

·                  Baltimore/Washington Corridor (generally defined as the Maryland counties of Howard and Anne Arundel);

·                  Northern Virginia (defined as Fairfax County, Virginia);

·                  Suburban Maryland (defined as the Maryland counties of Montgomery, Prince George’s and Frederick);

·                  St. Mary’s & King George Counties (located in Maryland and Virginia, respectively);

·                  Suburban Baltimore, Maryland (generally defined as the Maryland counties of Baltimore and Harford) (“Suburban Baltimore”);

·                  Colorado Springs, Colorado (“Colorado Springs”);

·                  San Antonio, Texas (“San Antonio”);

·                  Greater Philadelphia, Pennsylvania (“Greater Philadelphia”); and

·                  Central New Jersey.

 

As of December 31, 2008, 142 of our wholly owned properties were located in what is widely known as the Greater Washington, D.C. region, which includes the first four regions set forth above, and 63 were located in neighboring Suburban Baltimore. At December 31, 2008, we also owned 17 wholly owned properties in Colorado Springs and five in San Antonio. In addition, we owned six properties in total as of December 31, 2008 in the last two locations set forth above that are considered non-core to the Company. For information relating to these geographic segments, you should refer to Note 15 to our Consolidated Financial Statements, which is included in a separate section at the end of this report beginning on page F-1.

 

Employees

 

As of December 31, 2008, we had 372 employees, none of which are parties to collective bargaining agreements. We believe that our relations with our employees are good.

 

7

Table of Contents

 

Competition

 

The commercial real estate market is highly competitive. Numerous commercial properties compete with our properties for tenants. Some of the properties competing with ours may be newer or have more desirable locations, or the competing properties’ owners may be willing to accept lower rents than are acceptable to us. In addition, the competitive environment for leasing is affected considerably by a number of factors including, among other things, changes in economic factors and supply and demand of space. These factors may make it difficult for us to lease existing vacant space and space associated with future lease expirations at rental rates that are sufficient to meeting our short-term capital needs.

 

We also compete for the purchase of commercial properties with many entities, including other publicly-traded commercial REITs. Many of our competitors for such purchases have substantially greater financial resources than ours. In addition, our competitors may be willing to accept lower returns on their investments. If our competitors prevent us from buying properties that we have targeted for acquisition, we may not be able to meet our property acquisition goals.

 

Item 1A. Risk Factors

 

Set forth below are risks and uncertainties relating to our business and the ownership of our securities. You should carefully consider each of these risks and uncertainties and all of the information in this Form 10-K and its Exhibits, including our Consolidated Financial Statements and notes thereto for the year ended December 31, 2008, which are included in a separate section at the end of this report beginning on page F-1.

 

We may suffer adverse consequences as a result of recent and future economic events. Since the latter part of 2007, the United States and world economies have been in the midst of a significant recession, with most key economic indicators on the decline, including gross domestic product, consumer sales, housing starts and employment. This slowdown has had devastating effects on the capital markets, with declining stock prices and tightening credit availability. The commercial real estate industry was affected by these events in 2007 and 2008 and will likely be affected for a significant period of time. These events could adversely affect us in numerous ways discussed throughout this Annual Report on Form 10-K. The real estate industry in general has encountered increased difficulty in obtaining capital to fund growth activities, such as acquisitions and development costs, debt repayments and other capital requirements. As a result, the level of risk that we may not be able to obtain new financing for acquisitions, development activities, refinancing of existing debt or other capital requirements at reasonable terms, if at all, has increased. We believe that there may be an increased likelihood in the current economic climate of tenants encountering financial difficulties, including bankruptcy, insolvency or general downturn of business, and as a result there is an increased likelihood of such tenants defaulting in their lease obligations to us. We also expect that our leasing activities will be adversely affected, with an increasing likelihood of our being unsuccessful in renewing tenants, renewing tenants on terms less favorable to us or being unable to lease newly constructed space. As a result, the conditions brought about by these economic events could collectively have an adverse effect on our financial position, results of operations, cash flows and ability to make expected distributions to our shareholders.

 

We are dependent on external sources of capital for future growth. Because we are a REIT, we must distribute at least 90% of our annual taxable income to our shareholders. Due to this requirement, we will not be able to significantly fund our acquisition, construction and development activities using cash flow from operations. Therefore, our ability to fund these activities is dependent on our ability to access capital funded by third parties. Such capital could be in the form of new debt, equity issuances of common shares, preferred shares, common and preferred units in our Operating Partnership or joint venture funding. These capital sources may not be available on favorable terms or at all. Since the United States financial markets are experiencing extreme volatility, and credit markets have tightened considerably, the level of risk that we may not be able to obtain new financing for acquisitions, development activities or other capital requirements at reasonable terms, if at all, in the near future has increased. Moreover, additional debt financing may substantially increase our leverage and subject us to covenants that restrict management’s flexibility in directing our operations, and additional equity offerings may result in substantial dilution of our shareholders’ interests. Our inability to obtain capital when needed could have a material adverse effect on our ability to expand our business and fund other cash requirements.

 

We use our Revolving Credit Facility to initially finance much of our investing and financing activities. We also use our Revolving Construction Facility and other credit facilities to fund a significant portion of our construction activities. Our lenders under these and other facilities could, for financial hardship or other reasons, fail to honor their commitments

 

8

Table of Contents

 

to fund our requests for borrowings under these facilities. In the event that one or more lenders under these facilities are not able or willing to fund a borrowing request, it would adversely affect our ability to access borrowing capacity under these facilities, which would in turn adversely affect our financial condition, cash flows and ability to make expected distributions to our shareholders.

 

We may suffer adverse consequences as a result of our reliance on rental revenues for our income. We earn revenue from renting our properties. Our operating costs do not necessarily fluctuate in relation to changes in our rental revenue. This means that our costs will not necessarily decline and may increase even if our revenues decline.

 

For new tenants or upon lease expiration for existing tenants, we generally must make improvements and pay other leasing costs for which we may not receive increased rents. We also make building-related capital improvements for which tenants may not reimburse us.

 

If our properties do not generate revenue sufficient to meeting our operating expenses and capital costs, we may have to borrow additional amounts to cover these costs. In such circumstances, we would likely have lower profits or possibly incur losses. We may also find in such circumstances that we are unable to borrow to cover such costs, in which case our operations could be adversely affected. Moreover, there may be less or no cash available for distributions to our shareholders.

 

In addition, the competitive environment for leasing is affected considerably by a number of factors including, among other things, changes due to economic factors and supply and demand of space. These factors may make it difficult for us to lease existing vacant space and space associated with future lease expirations at rental rates that are sufficient to meeting our short-term capital needs.

 

Adverse developments concerning some of our major tenants and sector concentrations could have a negative impact on our revenue. As of December 31, 2008, our 20 largest tenants accounted for 55.0% of the total annualized rental revenue of our wholly owned properties, and our five largest of these tenants accounted for 35.5% of that total. We computed the annualized rental revenue by multiplying by 12 the sum of monthly contractual base rents and estimated monthly expense reimbursements under active leases in our portfolio of wholly owned properties as of December 31, 2008. Information regarding our five largest tenants is set forth below:

 

Tenant		Annualized Rental Revenue at December 31, 2008			Percentage of Total Annualized Rental Revenue of Wholly Owned Properties		Number of Leases
		(in thousands)
United States of America		$	66,782		17.3	%	67
Northrop Grumman Corporation (1)		28,375			7.4	%	16
Booz Allen Hamilton, Inc.		19,985			5.2	%	8
Computer Sciences Corporation (1)		11,875			3.1	%	4
L-3 Communications Holdings, Inc. (1)		9,730			2.5	%	5

 

(1)          Includes affiliated organizations and agencies and predecessor companies.

 

Most of our leases with the United States Government provide for a series of one-year terms or provide for early termination rights. The government may terminate its leases if, among other reasons, the United States Congress fails to provide funding. If any of our five largest tenants fail to make rental payments to us or if the United States Government elects to terminate several of its leases and the space cannot be re-leased on satisfactory terms, there would be an adverse effect on our financial performance and ability to make distributions to our shareholders.

 

As of December 31, 2008, the United States Government, defense information technology and data sectors accounted for 54.8% of the total annualized rental revenue of our wholly owned properties. We expect to increase our reliance on these sectors for revenue. A reduction in government spending targeting these sectors could affect the ability of these tenants to fulfill lease obligations or decrease the likelihood that these tenants will renew their leases. Such occurrences could have an adverse effect on our results of operations, financial condition, cash flows and ability to make distributions to our shareholders. We classified the revenue from our leases into this sector grouping based solely on management’s knowledge of the tenants’ operations in leased space. Occasionally, classifications require subjective and

 

9

Table of Contents

 

complex judgments. We do not use independent sources such as Standard Industrial Classification codes for classifying our revenue into sector groupings and if we did, the resulting groupings would be materially different.

 

We rely on the ability of our tenants to pay rent and would be harmed by their inability to do so. Our performance depends on the ability of our tenants to fulfill their lease obligations by paying their rental payments in a timely manner. Under the current economic climate, we believe that there may be an increased likelihood of tenants encountering financial hardships. If one or more of our major tenants, or a number of our smaller tenants, were to experience financial difficulties, including bankruptcy, insolvency or general downturn of business, there could be an adverse effect on financial position, results of operations, cash flows and ability to make expected distributions to our shareholders.

 

Most of our properties are geographically concentrated in the Mid-Atlantic region, particularly in the Greater Washington, D.C. region and neighboring Suburban Baltimore, or in particular office parks. We may suffer economic harm in the event of a decline in the real estate market or general economic conditions in those regions. Most of our properties are located in the Mid-Atlantic region of the United States and, as of December 31, 2008, our properties located in the Greater Washington, D.C. region and neighboring Suburban Baltimore accounted for a combined 86.0% of our total annualized rental revenue from wholly owned properties. Our properties are also typically concentrated in office parks in which we own most of the properties. Consequently, we do not have a broad geographic distribution of our properties. As a result, a decline in the real estate market or general economic conditions in the Mid-Atlantic region, the Greater Washington, D.C. region or the office parks in which our properties are located could have an adverse effect on our financial position, results of operations, cash flows and ability to make expected distributions to our shareholders.

 

We would suffer economic harm if we were unable to renew our leases on favorable terms. When leases expire, our tenants may not renew or may renew on terms less favorable to us than the terms of their original leases. If a tenant vacates a property, we can expect to experience a vacancy for some period of time, as well as incur higher leasing costs, than if a tenant renews. As a result, our financial performance and ability to make expected distributions to our shareholders could be adversely affected if we experience a high volume of tenant departures at the end of their lease terms. We expect that the effects of the global downturn on our real estate operations will make our leasing activities increasingly challenging in 2009, 2010 and perhaps beyond and, as a result, there could be an increasing likelihood of our being unsuccessful in renewing tenants or renewing on terms less favorable to us than the terms of the original leases. Set forth below are the percentages of total annualized rental revenue from wholly owned properties as of December 31, 2008 that are subject to scheduled lease expirations in each of the next five years:

 

2009		13.6	%
2010		13.9	%
2011		9.7	%
2012		14.2	%
2013		12.3	%

 

As noted above, most of the leases with our largest tenant, the United States Government, provide for consecutive one-year terms or provide for early termination rights. All of the leasing statistics set forth above assume that the United States Government will remain in the space that it leases through the end of the respective arrangements, without ending consecutive one-year leases prematurely or exercising early termination rights.

 

We may encounter a decline in the values of our real estate assets. The value of our real estate could be adversely affected by general economic and market conditions connected to a specific property, a market or submarket or a broader economic region. Examples of such conditions include a broader economic recession, as we are experiencing today, declining demand for space and decreases in market rental rates and/or market values of real estate assets. If our real estate assets decline in value, it could result in our recognition of impairment losses, which would adversely affect our operations. Moreover, a decline in the value of our real estate could adversely affect the amount of borrowings available to us under credit facilities, which could, in turn, adversely affect our cash flows and financial condition.

 

We may not be able to compete successfully with other entities that operate in our industry. The commercial real estate market is highly competitive. We compete for the purchase of commercial property with many entities, including other publicly traded commercial REITs. Many of our competitors have substantially greater financial

 

10

Table of Contents

 

resources than we do. If our competitors prevent us from buying properties that we target for acquisition, we may not be able to meet our property acquisition and development goals. Moreover, numerous commercial properties compete for tenants with our properties. Some of the properties competing with ours may be newer or in more desirable locations, or the competing properties’ owners may be willing to accept lower rates than are acceptable to us. Competition for property acquisitions, or for tenants in properties that we own, could have an adverse effect on our financial performance and distributions to our shareholders.

 

We may be unable to successfully execute our plans to acquire existing commercial real estate properties. We intend to acquire existing commercial real estate properties to the extent that suitable acquisitions can be made on advantageous terms. Acquisitions of commercial properties entail risks, such as the risks that we may not be in a position, or have the opportunity in the future, to make suitable property acquisitions on advantageous terms and/or that such acquisitions will fail to perform as expected. The failure of our acquisitions to perform as expected could adversely affect our financial performance and our ability to make distributions to our shareholders.

 

We may suffer economic harm as a result of making unsuccessful acquisitions in new markets. We may pursue selective acquisitions of properties in regions where we have not previously owned properties. These acquisitions may entail risks in addition to those we face in other acquisitions where we are familiar with the regions, such as the risk that we do not correctly anticipate conditions or trends in a new region and are therefore not able to operate the acquired property profitably. If this occurs, it could adversely affect our financial performance and our ability to make distributions to our shareholders.

 

We may be unable to execute our plans to develop and construct additional properties. Although the majority of our investments are in currently leased properties, we also develop, construct and renovate properties, including some that are not fully pre-leased. When we develop, construct and renovate properties, we assume the risk that actual costs will exceed our budgets, that we will experience delays and that projected leasing will not occur, any of which could adversely affect our financial performance and our ability to make distributions to our shareholders; the risk of projected leasing not occurring has increased as a result of the current economic conditions. In addition, we generally do not obtain construction financing commitments until the development stage of a project is complete and construction is about to commence. We may find that we are unable to obtain financing needed to continue with the construction activities for such projects.

 

Certain of our properties containing data centers contain space not suitable for lease other than as data centers, which could make it difficult to reposition them for alternative use. Certain of our properties contain data center space, which is highly specialized space containing extensive electrical and mechanical systems that are designed uniquely to run and maintain banks of computer servers. As a result, in the event we needed to reposition such data center space for another use, major renovations and expenditures could be required.

 

We may suffer adverse effects as a result of the indebtedness that we carry and the terms and covenants that relate to this debt. Many of our properties are pledged by us to support repayment on indebtedness. In addition, we rely on borrowings to fund some or all of the costs of new property acquisitions, construction and development activities and other items. Our organizational documents do not limit the amount of indebtedness that we may incur.

 

Payments of principal and interest on our debt may leave us with insufficient cash to operate our properties or pay distributions to our shareholders required to maintain our qualification as a REIT. We are also subject to the risks that:

 

·                  we may not be able to refinance our existing indebtedness, or may refinance on terms that are less favorable to us than the terms of our existing indebtedness;

·                  in the event of our default under the terms of our Revolving Credit Facility by us, our Operating Partnership could be restricted from making cash distributions to us, which could result in reduced distributions to our shareholders or the need for us to incur additional debt to fund these distributions; and

·                  if we are unable to pay our debt service on time or are unable to comply with restrictive financial covenants in certain of our debt, our lenders could foreclose on our properties securing such debt and, in some cases, other properties and assets that we own.

 

Some of our debt is cross-defaulted, which means that failure to pay interest or principal on a loan above a threshold value will create a default on certain of our other loans. In addition, some of our debt which is cross-defaulted also contains cross-collateralization provisions. Any foreclosure of our properties could result in loss of

 

11

Table of Contents

 

income and asset value that would negatively affect our financial condition, results of operations, cash flows and ability to make expected distributions to our shareholders. In addition, if we are in default and the value of the properties securing a loan is less than the loan balance, we may be required to pay the resulting shortfall to the lender using other assets.

 

As of December 31, 2008, 26.0% of our debt had variable interest rates, including the effect of interest rate swaps. If short-term interest rates were to rise, our debt service payments on this debt would increase, which would lower our net income and could decrease our distributions to our shareholders. We use interest rate swap agreements from time to time to reduce the impact of changes in interest rates. Decreases in interest rates would result in increased interest payments due under interest rate swap agreements in place and, in the event we decided to unwind such agreements, could result in our recognizing a loss and remitting a payment.

 

We must refinance our debt in the future. As of December 31, 2008, our scheduled debt payments over the next five years, including maturities, were as follows:

 

Year		Amount (1)
		(in thousands)
2009		$	103,982
2010		74,033
2011		746,081		(2)
2012		263,600
2013		137,718

 

(1)          Represents principal maturities only and therefore excludes premiums and discounts.

 

(2)          Includes maturities totaling $473.8 million that may be extended for a one-year period, subject to certain conditions.

 

Our operations likely will not generate enough cash flow to repay some or all of this debt without additional borrowings or new equity issuances. If we cannot refinance our debt, extend the repayment dates, or raise additional equity prior to the dates when our debt matures, we would default on our existing debt, which would have an adverse effect on our financial position, results of operations, cash flows and ability to make expected distributions to our shareholders.

 

We have certain distribution requirements that reduce cash available for other business purposes. As discussed above, as a REIT, we must distribute at least 90% of our annual taxable income (excluding capital gains), which limits the amount of cash we can retain for other business purposes, including amounts to fund acquisitions and development activity. Also, it is possible that because of the differences between the time we actually receive revenue or pay expenses and the period during which we report those items for distribution purposes, we may have to borrow funds to meet the 90% distribution requirement. We may also become subject to tax liabilities that adversely affect our operating cash flow and available cash for distribution to shareholders.

 

We may be unable to continue to make shareholder distributions at expected levels. We intend to make regular quarterly cash distributions to our shareholders. However, distribution levels depend on a number of factors, some of which are beyond our control.

 

Some of our loan agreements contain provisions that could restrict future distributions. Our ability to sustain our current distribution level will also be dependent, in part, on other matters, including:

 

·                  continued property occupancy and timely receipt of rent obligations;

·                  the amount of future capital expenditures and expenses relating to our properties;

·                  the level of leasing activity and future rental rates;

·                  the strength of the commercial real estate market;

·                  our ability to compete;

·                  our costs of compliance with environmental and other laws;

·                  our corporate overhead levels;

·                  our amount of uninsured losses; and

·                  our decision to reinvest in operations rather than distribute available cash.

 

12

Table of Contents

 

In addition, we can make distributions to the holders of our common shares only after we make preferential distributions to holders of our preferred shares.

 

We may incur additional indebtedness, which may harm our financial position and cash flow and potentially impact our ability to pay dividends on any series of preferred shares. Our governing documents do not limit us from incurring additional indebtedness and other liabilities. As of December 31, 2008, we had $1.9 billion of consolidated indebtedness outstanding. We may incur additional indebtedness and become more highly leveraged, which could harm our financial position and potentially limit our cash available to pay dividends. As a result, we may not have sufficient funds remaining to satisfy our dividend obligations relating to any series of preferred shares if we incur additional indebtedness.

 

Our ability to pay dividends may be limited, and we cannot assure you that we will be able to pay dividends regularly. Because we conduct substantially all of our operations through our Operating Partnership, our ability to pay dividends will depend almost entirely on payments and dividends received on our interests in our Operating Partnership, the payment of which depends in turn on our ability to operate profitably and generate cash flow from our operations. We cannot guarantee that we will be able to pay dividends on a regular quarterly basis in the future. Additionally, the terms of some of the debt to which our Operating Partnership is a party limit its ability to make some types of payments and other dividends to us. This in turn limits our ability to make some types of payments, including payment of dividends on common or preferred shares, unless we meet certain financial tests or such payments or dividends are required to maintain our qualification as a REIT. As a result, if we are unable to meet the applicable financial tests, we may not be able to pay dividends on our shares in one or more periods. Furthermore, any new shares of beneficial interest issued will substantially increase the cash required to continue to pay cash dividends at current levels. Any common or preferred shares of beneficial interest that may in the future be issued to finance acquisitions, upon exercise of options or otherwise, would have a similar effect.

 

Our ability to pay dividends on preferred shares is further limited by the requirements of Maryland law. Under applicable Maryland law, a Maryland REIT may not make a distribution if, after giving effect to the distribution, the REIT would not be able to pay its debts as the debts become due in the usual course of business, or the REIT’s total assets would be less than the sum of its total liabilities plus the amount that would be needed, if the REIT were dissolved at the time of the distribution, to satisfy the preferential rights upon dissolution of shareholders whose preferential rights are superior to those receiving the distribution. Accordingly, we may not make a distribution on any series of preferred shares if, after giving effect to the distribution, we would not be able to pay our debts as they become due in the usual course of business or our total assets would be less than the sum of our total liabilities plus the amount that would be needed to satisfy the preferential rights upon dissolution of the holders of shares of any series of preferred shares then outstanding, if any, with preferences senior to those of any such series of preferred shares.

 

Real estate investments are illiquid, and we may not be able to sell our properties on a timely basis when we determine it is appropriate to do so. Real estate investments can be difficult to sell and convert to cash quickly, especially if market conditions are not favorable, and we may find that to be increasingly the case under the current economic conditions due to a lack of credit availability for potential buyers. Such illiquidity could limit our ability to quickly change our portfolio of properties in response to changes in economic or other conditions. Moreover, under certain circumstances, the Internal Revenue Code imposes certain penalties on a REIT that sells property held for less than two years and limits the number of properties it can sell in a given year. In addition, for certain of our properties that we acquired by issuing units in our Operating Partnership, we are restricted by agreements with the sellers of the properties for a certain period of time from entering into transactions (such as the sale or refinancing of the acquired property) that will result in a taxable gain to the sellers without the seller’s consent. Due to these factors, we may be unable to sell a property at an advantageous time.

 

We may suffer economic harm as a result of the actions of our joint venture partners. We invest in certain entities in which we are not the exclusive investor or principal decision maker. As of December 31, 2008, we owned 18 fully operational properties and four properties under construction or redevelopment, and control land for future development, through joint ventures. We also may continue to pursue new investments in real estate through joint ventures. Aside from our inability to unilaterally control the operations of joint ventures, our investments in joint ventures entail the additional risks that (1) the other parties to these investments may not fulfill their financial obligations as investors, in which case we may need to fund such parties’ share of additional capital requirements and (2) the other parties to these investments may take actions that are inconsistent with our objectives, either of which could have an adverse effect on our financial condition, results of operations, cash flows and ability to make expected distributions to our shareholders.

 

13

Table of Contents

 

We may need to make additional cash outlays to protect our investment in loans we make that are subordinate to other loans. We have and may in the future make loans under which we have a secured interest in the ownership of a property that is subordinate to other loans on the property. If a default were to occur under the terms of any such loans with us or under the first mortgage loans related to the properties on such loans, we may be in a position  where, in order to protect our investment, we would need to either (1) purchase the other loan or (2) foreclose on the ownership interest in the property and repay the first mortgage loan, either of which could have an adverse effect on our financial condition, results of operations, cash flows and ability to make expected distributions to our shareholders.

 

We may be subject to possible environmental liabilities. We are subject to various Federal, state and local environmental laws. These laws can impose liability on property owners or operators for the costs of removal or remediation of hazardous substances released on a property, even if the property owner was not responsible for the release of the hazardous substances. Costs resulting from environmental liability could be substantial. The presence of hazardous substances on our properties may also adversely affect occupancy and our ability to sell or borrow against those properties. In addition to the costs of government claims under environmental laws, private plaintiffs may bring claims for personal injury or other reasons. Additionally, various laws impose liability for the costs of removal or remediation of hazardous substances at the disposal or treatment facility. Anyone who arranges for the disposal or treatment of hazardous substances at such a facility is potentially liable under such laws. These laws often impose liability on an entity even if the facility was not owned or operated by the entity.

 

We may be subject to other possible liabilities that would adversely affect our financial position and cash flows. Our properties may be subject to other risks related to current or future laws, including laws benefiting disabled persons, and state or local laws relating to zoning, construction and other matters. These laws may require significant property modifications in the future for which we may not have budgeted and could result in the levy of fines against us. In addition, although we believe that we adequately insure our properties, we are subject to the risk that our insurance may not cover all of the costs to restore a property that is damaged by a fire or other catastrophic events, including acts of war or terrorism. The occurrence of any of these events could have an adverse effect on our financial condition, results of operations, cash flows and ability to make expected distributions to our shareholders.

 

We may be subject to increased costs of insurance and limitations on coverage regarding acts of terrorism. Our portfolio of properties is insured for losses under our property, casualty and umbrella insurance policies through September 30, 2009. These policies include coverage for acts of terrorism. Future changes in the insurance industry’s risk assessment approach and pricing structure may increase the cost of insuring our properties and decrease the scope of insurance coverage, either of which could adversely affect our financial position and operating results.

 

Our ownership limits are important factors. Our Declaration of Trust limits ownership of our common shares by any single shareholder to 9.8% of the number of the outstanding common shares or 9.8% of the value of the outstanding common shares, whichever is more restrictive. Our Declaration of Trust also limits ownership by any single shareholder of our common and preferred shares in the aggregate to 9.8% of the aggregate value of the outstanding common and preferred shares. We call these restrictions the “Ownership Limit.” Our Declaration of Trust allows our Board of Trustees to exempt shareholders from the Ownership Limit.

 

Our Declaration of Trust includes other provisions that may prevent or delay a change of control. Subject to the requirements of the New York Stock Exchange, our Board of Trustees has the authority, without shareholder approval, to issue additional securities on terms that could delay or prevent a change in control. In addition, our Board of Trustees has the authority to reclassify any of our unissued common shares into preferred shares. Our Board of Trustees may issue preferred shares with such preferences, rights, powers and restrictions as our Board of Trustees may determine, which could also delay or prevent a change in control.

 

The Maryland business statutes also impose potential restrictions on a change of control of our company. Various Maryland laws may have the effect of discouraging offers to acquire us, even if the acquisition would be advantageous to shareholders. Resolutions adopted by our Board of Trustees and/or provisions of our bylaws exempt us from such laws, but our Board of Trustees can alter its resolutions or change our bylaws at any time to make these provisions applicable to us.

 

Our failure to qualify as a REIT would have adverse tax consequences. We believe that since 1992 we have qualified for taxation as a REIT for Federal income tax purposes. We plan to continue to meet the requirements for

 

14

Table of Contents

 

taxation as a REIT. Many of these requirements, however, are highly technical and complex. The determination that we are a REIT requires an analysis of various factual matters and circumstances that may not be totally within our control. For example, to qualify as a REIT, at least 95% of our gross income must come from certain sources that are specified in the REIT tax laws. We are also required to distribute to shareholders at least 90% of our REIT taxable income (excluding capital gains). The fact that we hold most of our assets through our Operating Partnership and its subsidiaries further complicates the application of the REIT requirements. Even a technical or inadvertent mistake could jeopardize our REIT status. Furthermore, Congress and the Internal Revenue Service might make changes to the tax laws and regulations and the courts might issue new rulings that make it more difficult or impossible for us to remain qualified as a REIT.

 

If we fail to qualify as a REIT, we would be subject to Federal income tax at regular corporate rates. Also, unless the Internal Revenue Service granted us relief under certain statutory provisions, we would remain disqualified as a REIT for four years following the year we first fail to qualify. If we fail to qualify as a REIT, we would have to pay significant income taxes and would therefore have less money available for investments or for distributions to our shareholders. This would likely have a significant adverse effect on the value of our securities.

 

A number of factors could cause our security prices to decline. As is the case with any publicly-traded securities, certain factors outside of our control could influence the value of our common and preferred shares. These conditions include, but are not limited to:

 

·                  market perception of REITs in general and office REITs in particular;

·                  market perception of REITs relative to other investment opportunities;

·                  the level of institutional investor interest in our Company;

·                  general economic and business conditions;

·                  prevailing interest rates; and

·                  market perception of our financial condition, performance, dividends and growth potential.

 

Generally, REITs are tax-advantaged relative to C corporations because they generally are not subject to corporate-level Federal income tax on income that they distribute to shareholders. However, Congress made changes to the tax laws and regulations that could make it less advantageous for investors to invest in REITs. The Jobs and Growth Tax Relief Reconciliation Act of 2003, or the (“2003 Act”), provides that generally for taxable years beginning after December 31, 2002 and before December 31, 2008, certain dividends received by domestic individual shareholders from certain C corporations are subject to a reduced rate of tax of up to 15%. Prior to the 2003 Act, such dividends received by domestic individual shareholders were generally subject to tax at ordinary income rates, which were as high as 38.6%. In general, the provisions of the 2003 Act do not benefit individual shareholders of REITs and could make an investment in a C corporation that is not a REIT more attractive than an investment in a REIT.

 

The average daily trading volume of our common shares during the year ended December 31, 2008 was approximately 733,000 shares, and the average trading volume of our publicly-traded preferred shares is generally insignificant. As a result, relatively small volumes of transactions could have a pronounced effect on the market price of such shares.

 

We may experience significant losses and harm to our financial condition if any of financial institutions holding our cash and cash equivalents files for bankruptcy protection. We maintain our cash and cash equivalents with high quality financial institutions. Accounts at each institution are insured by the FDIC up to $250,000 under the recently increased limit that the U.S. Congress has temporarily granted until December 31, 2009. We have not experienced any losses to date on our deposited cash. However, we may incur significant losses and harm to our financial condition in the future if any of these financial institutions files for bankruptcy protection.

 

Certain of our Trustees have potential conflicts of interest. Certain members of our Board of Trustees own partnership units in our Operating Partnership. These individuals may have personal interests that conflict with the interests of our shareholders. For example, if our Operating Partnership sells or refinances certain of the properties that these Trustees contributed to the Operating Partnership, the Trustees could suffer adverse tax consequences. Their personal interests could conflict with our interests if such a sale or refinancing would be advantageous to us. We have certain policies in place that are designed to minimize conflicts of interest. We cannot, however, assure you that these policies will be successful in eliminating the influence of such conflicts, and if they are not successful, decisions could be made that might fail to reflect fully the interests of all of our shareholders.

 

15

Table of Contents

 

We are dependent on our key personnel, and the loss of any key personnel could have an adverse effect on our operations. We are dependent on the efforts of our executive officers. The loss of any of their services could have an adverse effect on our operations. Although certain of our officers have entered into employment agreements with us, we cannot assure you that they will remain employed with us.

 

We may change our policies without shareholder approval, which could adversely affect our financial condition, results of operations, market price of our common shares or ability to pay distributions. Our Board of Trustees determines all of our policies, including our investment, financing and distribution policies. Although our Board of Trustees has no current plans to do so, it may amend or revise these policies at any time without a vote of our shareholders. Policy changes could adversely affect our financial condition, results of operations, the market price of our securities or distributions.

 

Compliance with changing regulation of corporate governance and public disclosure may result in additional expenses, affect our operations and affect our reputation. Changing laws, regulations and standards relating to corporate governance and public disclosure, including the Sarbanes-Oxley Act of 2002 and new SEC regulations and New York Stock Exchange rules, continue to create uncertainty for public companies. These new or changed laws, regulations and standards are subject to varying interpretations in many cases due to their lack of specificity, and as a result, their application in practice is evolving over time as new guidance is provided by regulatory and governing bodies, which could result in continuing uncertainty regarding compliance matters and higher costs necessitated by ongoing revisions to disclosure and governance practices. We are committed to maintaining high standards of corporate governance and public disclosure. As a result, our efforts to comply with evolving laws, regulations and standards have resulted in, and are likely to continue to result in, increased general and administrative expenses and a diversion of management time and attention from revenue-generating activities to compliance activities. In particular, our efforts to comply with Section 404 of the Sarbanes-Oxley Act of 2002 and the related regulations regarding our required assessment of our internal controls over financial reporting has required the commitment of significant financial and managerial resources. In addition, it has become more expensive for us to obtain director and officer liability insurance. We expect these efforts to require the continued commitment of significant resources. Further, our Trustees, Chief Executive Officer and Chief Financial Officer could face an increased risk of personal liability in connection with the performance of their duties. As a result, we may have difficulty attracting and retaining qualified Trustees and executive officers, which could harm our business. If our efforts to comply with new or changed laws, regulations and standards differ from the activities intended by regulatory or governing bodies due to ambiguities related to practice, our reputation may be harmed.

 

Our business and operations would suffer in the event of system failures.  Despite system redundancy, the implementation of security measures and the existence of a disaster recovery plan for our internal information technology systems, our systems are vulnerable to damages from computer viruses, unauthorized access, energy blackouts, natural disasters, terrorism, war and telecommunication failures. Any system failure or accident that causes interruptions in our operations could result in a material disruption to our business. We may also incur additional costs to remedy damages caused by such disruptions.

 

Item 1B. Unresolved Staff Comments

 

None

 

16

Table of Contents

 

Item 2. Properties

 

The following table provides certain information about our wholly owned office properties as of December 31, 2008:

 

Property and Location		Submarket		Year Built/ Renovated		Rentable Square Feet		Occupancy (1)		Annualized Rental Revenue (2)			Annualized Rental Revenue per Occupied Square Foot (2) (3)
Baltimore/Washington Corridor:
2730 Hercules Road		BWI Airport		1990		240,336		100.0	%	$	7,555,106		$	31.44
Annapolis Junction, MD
304 Sentinel Drive		BWI Airport		2005		162,498		100.0	%	4,669,036			28.73
Annapolis Junction, MD
306 Sentinel Drive		BWI Airport		2006		157,896		100.0	%	4,649,375			29.45
Annapolis Junction, MD
2720 Technology Drive		BWI Airport		2004		156,730		100.0	%	7,196,403			45.92
Annapolis Junction, MD
2711 Technology Drive		BWI Airport		2002		152,112		100.0	%	4,452,696			29.27
Annapolis Junction, MD
320 Sentinel Way		BWI Airport		2007		125,681		100.0	%	3,239,679			25.78
Annapolis Junction, MD
318 Sentinel Way		BWI Airport		2005		125,681		100.0	%	3,996,241			31.80
Annapolis Junction, MD
322 Sentinel Way		BWI Airport		2006		125,568		100.0	%	4,234,445			33.72
Annapolis Junction, MD
140 National Business Parkway		BWI Airport		2003		119,904		100.0	%	3,755,173			31.32
Annapolis Junction, MD
132 National Business Parkway		BWI Airport		2000		118,598		100.0	%	3,532,712			29.79
Annapolis Junction, MD
2721 Technology Drive		BWI Airport		2000		117,447		100.0	%	3,506,612			29.86
Annapolis Junction, MD
2701 Technology Drive		BWI Airport		2001		117,450		100.0	%	3,472,494			29.57
Annapolis Junction, MD
1306 Concourse Drive		BWI Airport		1990		114,046		94.0	%	2,707,181			25.26
Linthicum, MD
870-880 Elkridge Landing Road		BWI Airport		1981		105,151		100.0	%	2,371,916			22.56
Linthicum, MD
2691 Technology Drive		BWI Airport		2005		103,683		100.0	%	2,839,282			27.38
Annapolis Junction, MD
1304 Concourse Drive		BWI Airport		2002		101,753		82.8	%	2,245,256			26.65
Linthicum, MD
900 Elkridge Landing Road		BWI Airport		1982		97,261		100.0	%	2,479,057			25.49
Linthicum, MD
1199 Winterson Road		BWI Airport		1988		96,636		100.0	%	2,468,972			25.55
Linthicum, MD
920 Elkridge Landing Road		BWI Airport		1982		96,566		100.0	%	1,817,587			18.82
Linthicum, MD
134 National Business Parkway		BWI Airport		1999		93,482		100.0	%	2,647,004			28.32
Annapolis Junction, MD
135 National Business Parkway		BWI Airport		1998		87,422		100.0	%	2,740,371			31.35
Annapolis Junction, MD
133 National Business Parkway		BWI Airport		1997		87,253		87.5	%	2,230,008			29.20
Annapolis Junction, MD
141 National Business Parkway		BWI Airport		1990		87,206		100.0	%	2,601,003			29.83
Annapolis Junction, MD
1302 Concourse Drive		BWI Airport		1996		85,117		87.3	%	1,870,674			25.18
Linthicum, MD
7467 Ridge Road		BWI Airport		1990		74,326		88.3	%	1,639,409			24.99
Hanover, MD
7240 Parkway Drive		BWI Airport		1985		74,160		86.8	%	1,364,562			21.20
Hanover, MD
881 Elkridge Landing Road		BWI Airport		1986		73,572		100.0	%	1,718,097			23.35
Linthicum, MD
1099 Winterson Road		BWI Airport		1988		70,569		20.7	%	369,598			25.26
Linthicum, MD
1190 Winterson Road		BWI Airport		1987		69,127		78.7	%	1,547,361			28.44
Linthicum, MD
131 National Business Parkway		BWI Airport		1990		69,039		86.5	%	1,738,323			29.09
Annapolis Junction, MD

 

17

Table of Contents

 

Property and Location		Submarket		Year Built/ Renovated		Rentable Square Feet		Occupancy (1)		Annualized Rental Revenue (2)		Annualized Rental Revenue per Occupied Square Foot (2) (3)
849 International Drive		BWI Airport		1988		68,791		84.1	%	1,553,447		26.84
Linthicum, MD
911 Elkridge Landing Road		BWI Airport		1985		68,296		100.0	%	1,606,322		23.52
Linthicum, MD
1201 Winterson Road		BWI Airport		1985		67,903		100.0	%	1,307,133		19.25
Linthicum, MD
999 Corporate Boulevard		BWI Airport		2000		67,455		91.8	%	1,844,196		29.78
Linthicum, MD
7272 Park Circle Drive		BWI Airport		1991/1996		59,436		73.6	%	1,008,155		23.04
Hanover, MD
7318 Parkway Drive		BWI Airport		1984		59,204		100.0	%	1,153,651		19.49
Hanover, MD
891 Elkridge Landing Road		BWI Airport		1984		58,454		91.1	%	1,250,431		23.48
Linthicum, MD
7320 Parkway Drive		BWI Airport		1983		58,453		26.8	%	224,947		14.38
Hanover, MD
901 Elkridge Landing Road		BWI Airport		1984		57,617		90.4	%	1,233,713		23.70
Linthicum, MD
930 International Drive		BWI Airport		1986		57,409		40.5	%	503,257		21.63
Linthicum, MD
800 International Drive		BWI Airport		1988		57,379		100.0	%	1,163,833		20.28
Linthicum, MD
900 International Drive		BWI Airport		1986		57,140		100.0	%	895,846		15.68
Linthicum, MD
921 Elkridge Landing Road		BWI Airport		1983		54,175		100.0	%	1,118,009		20.64
Linthicum, MD
939 Elkridge Landing Road		BWI Airport		1983		53,218		94.9	%	1,044,220		20.67
Linthicum, MD
938 Elkridge Landing Road		BWI Airport		1984		52,988		100.0	%	1,215,015		22.93
Linthicum, MD
302 Sentinel Drive		BWI Airport		2007		155,731		78.9	%	3,918,028		31.89
Annapolis Junction, MD
1340 Ashton Road		BWI Airport		1989		46,400		100.0	%	917,488		19.77
Hanover, MD
1334 Ashton Road		BWI Airport		1989		37,565		36.7	%	261,855		18.99
Hanover, MD
1331 Ashton Road		BWI Airport		1989		29,153		100.0	%	531,956		18.25
Hanover, MD
5522 Research Park Drive		BWI Airport		2007		23,500		100.0	%	614,231		26.14
Catonsville, MD
1350 Dorsey Road		BWI Airport		1989		19,992		52.9	%	208,406		19.70
Hanover, MD
1344 Ashton Road		BWI Airport		1989		17,062		100.0	%	492,421		28.86
Hanover, MD
1341 Ashton Road		BWI Airport		1989		15,841		100.0	%	333,462		21.05
Hanover, MD
1343 Ashton Road		BWI Airport		1989		9,962		0.0	%	—		—
Hanover, MD
1362 Mellon Road		BWI Airport		2006		43,295		0.0	%	—		—
Hanover, MD
114 National Business Parkway		BWI Airport		2002		9,908		100.0	%	216,814		21.88
Annapolis Junction, MD
314 Sentinel Way		BWI Airport		2008		4,462		100.0	%	128,223		28.74
Annapolis Junction, MD
1348 Ashton Road		BWI Airport		1988		3,108		100.0	%	86,040		27.68
Hanover, MD
7125 Columbia Gateway Drive		Howard County		1973/1999		612,109		97.4	%	9,059,933		15.20
Columbia, MD		Perimeter
Old Annapolis Road		Howard County		1974/1985		171,436		100.0	%	6,495,384		37.89
Columbia, MD		Perimeter
7200 Riverwood Drive		Howard County		1986		160,000		100.0	%	4,240,000		26.50
Columbia, MD		Perimeter
7000 Columbia Gateway Drive		Howard County		1999		145,806		100.0	%	1,585,527		10.87
Columbia, MD		Perimeter
6731 Columbia Gateway Drive		Howard County		2002		123,911		84.8	%	2,888,713		27.49
Columbia, MD		Perimeter
6711 Columbia Gateway Drive		Howard County		2006-2007		123,599		91.2	%	3,122,330		27.69
Columbia, MD		Perimeter
6940 Columbia Gateway Drive		Howard County		1999		109,003		98.2	%	2,827,403		26.41
Columbia, MD		Perimeter
6950 Columbia Gateway Drive		Howard County		1998		107,778		100.0	%	2,557,606		23.73
Columbia, MD		Perimeter

 

18