Lineage, Inc. Reports Third Quarter 2025 Financial Results

About this update from Lineage, Inc.

[{"type":"text","content":" NOVI, Mich. --(BUSINESS WIRE)--\n Lineage, Inc. (NASDAQ: LINE) (the \"Company\"), the world’s largest global temperature-controlled warehouse REIT, today announced its financial results for the third quarter of 2025.\n \n Third Quarter 2025 Financial Highlights \n \n \nTotal revenue increased 3.1% to $1,377 million \n \n \nGAAP net loss of $(112) million , or $(0.44) per diluted common share\n \n \nAdjusted EBITDA increased 2.4% to $341 million ; adjusted EBITDA margin decreased (10) bps to 24.8%\n \n \nAFFO increased 6.3% to $221 million ; AFFO per share decreased (5.6)% to $0.85 \n \n \nDeclared quarterly dividend of $0.5275 per share, representing annualized dividend rate of $2.11 per share\n \n \n\"We delivered Adjusted EBITDA and AFFO growth in the third quarter, despite continued challenging market conditions,\" said Greg Lehmkuhl , president and chief executive officer of Lineage. \"We saw seasonal improvements in occupancy with stable pricing trends in line with our expectations. Importantly, we remain focused on delighting our customers with exceptional service as we continue to work to optimize our warehouse efficiency.\n \n\"Occupancy is continuing to increase into the fourth quarter following the expected muted seasonal pattern. However, we are lowering our NOI outlook due to two primary factors. First, tariff uncertainty is impacting import/export volumes. Second, while our total occupancy outlook for the fourth quarter is unchanged, we are seeing slightly lower occupancy in the US compared to our international markets. Due to our reduced fourth quarter NOI outlook, we are moving our full-year Adjusted EBITDA and AFFO per share guidance to the lower end of our previous ranges.\n \n“Looking forward, we are beginning to see some green shoots of optimism as new supply deliveries are declining and demand for frozen food is growing. While the near-term operating environment remains challenging, we remain well positioned to win in the long-term,\" concluded Lehmkuhl.\n \n Initiating Fourth Quarter and Updating Full-Year 2025 Guidance \n \nLineage now expects full-year 2025 adjusted EBITDA of $1.290 to $1.305 billion (versus prior guidance of $1.290 to $1.340 billion ) and Adjusted FFO (\"AFFO\") per share of $3.20 to $3.30 (versus prior guidance of $3.20 to $3.40 ).\n \nThe Company expects fourth quarter 2025 adjusted EBITDA of $319 to $334 million and AFFO per share of $0.68 to $0.78 .\n \nThe Company's guidance excludes the impact of unannounced future acquisitions or developments.\n \nPlease refer to Lineage's Earnings Presentation and Supplemental Information for additional details related to the Company's guidance.\n \n Third Quarter 2025 Financial Results Conference Call and Earnings Presentation with Supplemental \n \nPlease visit ir.onelineage.com/events-and-presentations to view Lineage’s third quarter 2025 Earnings Presentation and Supplemental Information.\n \nLineage will host a conference call and webcast today at 8:00 a.m. Eastern Time to discuss the company’s third quarter 2025 financial results. Interested parties may listen by visiting the Lineage Investor Relations website at ir.onelineage.com . A replay of the webcast will be available for approximately one year on the Company's investor relations website.\n \n About Lineage \n \n Lineage, Inc. (NASDAQ: LINE) is the world’s largest global temperature-controlled warehouse REIT with a network of over 485 strategically located facilities totaling approximately 88 million square feet and approximately 3.1 billion cubic feet of capacity across countries in North America , Europe , and Asia-Pacific . Coupling end-to-end supply chain solutions and technology, Lineage partners with some of the world’s largest food and beverage producers, retailers, and distributors to help increase distribution efficiency, advance sustainability, minimize supply chain waste, and, most importantly, feed the world. Learn more at onelineage.com and join us on LinkedIn , Facebook , Instagram , and X .\n \n Forward-Looking Statements \n \nCertain statements contained in this Press Release, other than historical facts, may be considered forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are based on current expectations, estimates and projections about the industry and markets in which Lineage operates, and beliefs of, and assumptions made by, the Company and involve uncertainties that could significantly affect Lineage’s financial results. Such forward-looking statements generally can be identified by the use of forward-looking terminology such as “may,” “will,” “can,” “intend,” “anticipate,” “estimate,” “believe,” “continue,” “possible,” “initiatives,” “measures,” “poised,” “focus,” “seek,” “objective,” “goal,” “vision,” “drive,” “opportunity,” “target,” “strategy,” “expect,” “plan,” “potential,” “potentially,” “preparing,” “projected,” “future,” “tomorrow,” “long-term,” “should,” “could,” “would,” “might,” “help,” “aimed,” or other similar words. You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this Press Release. Such statements include, but are not limited to statements about Lineage’s plans, strategies, initiatives, and prospects and statements about its future results of operations, capital expenditures and liquidity. Such statements are subject to known and unknown risks and uncertainties, which could cause actual results to differ materially from those projected or anticipated, including, without limitation: general business and economic conditions; continued volatility and uncertainty in the credit markets and broader financial markets, including potential fluctuations in the Consumer Price Index and changes in foreign currency exchange rates; the impact of tariffs and global trade disruptions on us and our customers; other risks inherent in the real estate business, including customer defaults, potential liability related to environmental matters, illiquidity of real estate investments and potential damages from natural disasters; the availability of suitable acquisitions and our ability to acquire properties or businesses on favorable terms; our success in implementing our business strategy and our ability to identify, underwrite, finance, consummate, integrate and manage diversifying acquisitions or investments; our ability to meet budgeted or stabilized returns on our development and expansion projects within expected time frames, or at all; our ability to manage our expanded operations, including expansion into new markets or business lines; our failure to realize the intended benefits from, or disruptions to our plans and operations or unknown or contingent liabilities related to, our recent and future acquisitions and greenfield developments; our failure to successfully integrate and operate acquired or developed properties or businesses; our ability to renew significant customer contracts; the impact of supply chain disruptions, including the impact on labor availability, raw material availability, manufacturing and food production, and transportation; difficulties managing an international business and acquiring or operating properties in foreign jurisdictions and unfamiliar metropolitan areas; changes in political conditions, geopolitical turmoil, political instability, civil disturbances, restrictive governmental actions or nationalization in the countries in which we operate; the degree and nature of our competition; our failure to generate sufficient cash flows to service our outstanding indebtedness; our ability to access debt and equity capital markets; continued volatility in interest rates; increased power, labor, or construction costs; changes in consumer demand or preferences for products we store in our warehouses; decreased storage rates or increased vacancy rates; labor shortages or our inability to attract and retain talent; changes in, or the failure or inability to comply with, government regulation; a failure of our information technology systems, systems conversions and integrations, cybersecurity attacks or a breach of our information security systems, networks, or processes; our failure to maintain our status as a real estate investment trust (“REIT”) for U.S. federal income tax purposes; changes in local, state, federal, and international laws and regulations, including related to taxation, tariffs, real estate and zoning laws, and increases in real property tax rates; the impact of any financial, accounting, legal, tax or regulatory issues or litigation that may affect us, and any other risks discussed in the Company’s filings with the SEC , including our Annual Report on Form 10-K for the year ended December 31, 2024 filed with the SEC . Should one or more of the risks or uncertainties described above occur, or should underlying assumptions prove incorrect, actual results and plans could differ materially from those expressed in any forward-looking statements. Forward-looking statements in this Press Release speak only as of the date of this Press Release, and undue reliance should not be placed on such statements. We undertake no obligation to, nor do we intend to, update, or otherwise revise, any such statements that may become untrue because of subsequent events.\n \nWhile the forward-looking statements are considered reasonable by the Company, they are subject to significant business, economic and competitive uncertainties and contingencies, many of which are beyond the control of the Company and cannot be predicted with accuracy and may not be realized. There can be no assurance that the forward-looking statements can or will be attained or maintained. Actual operating results may vary materially from the forward-looking statements included in this Press Release.\n \n Availability of Information on Lineage's Website and Social Media Channels \n \nInvestors and others should note that Lineage routinely announces material information to investors and the marketplace using U.S. Securities and Exchange Commission (SEC) filings, press releases, public conference calls, webcasts and the Lineage Investor Relations website. The Company uses these channels as well as social media channels (e.g., the Lineage LinkedIn account ( linkedin.com/company/onelineage/ ); the Lineage Facebook account ( facebook.com/lineagelogistics ); the Lineage Instagram account ( instagram.com/onelineage/ ); the Lineage X account ( twitter.com/OneLineage )) as a means of disclosing information about the Company's business to our customers, colleagues, investors, and the public. While not all of the information that the Company posts to the Lineage Investor Relations website or on the Company's social media channels is of a material nature, some information could be deemed to be material. Accordingly, the Company encourages investors, the media, and others interested in Lineage to review the information that it shares at the Investor Relations link located at the top of the page on onelineage.com and on the Company's social media channels. Users may automatically receive email alerts and other information about the Company when enrolling an email address by visiting \"Investor Email Alerts\" in the \"Resources\" section of the Lineage Investor Relations website at ir.onelineage.com . The contents of these websites are not incorporated by reference into this Press Release or any report or document Lineage files with the SEC , and any references to the websites are intended to be inactive textual references only.\n \n \n \n LINEAGE, INC. AND SUBSIDIARIES \n \n \n \n \n \n CONDENSED CONSOLIDATED BALANCE SHEETS \n \n \n \n \n \n(in millions, except par values)\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n September 30 , \n \n \n \n \n \n \n \n December 31 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n \n (Unaudited) \n \n \n \n \n \n Assets \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nCurrent assets:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nCash, cash equivalents, and restricted cash\n \n \n \n \n$\n \n \n \n75\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n175\n \n \n \n \n \n \n \n \n \nAccounts receivable, net\n \n \n \n \n \n \n \n \n857\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n826\n \n \n \n \n \n \n \n \n \nInventories\n \n \n \n \n \n \n \n \n167\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n187\n \n \n \n \n \n \n \n \n \nPrepaid expenses and other current assets\n \n \n \n \n \n \n \n \n183\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n97\n \n \n \n \n \n \n \n \n \nTotal current assets\n \n \n \n \n \n \n \n \n1,282\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,285\n \n \n \n \n \n \n \n \n \nNon-current assets:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nProperty, plant, and equipment, net\n \n \n \n \n \n \n \n \n11,254\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n10,627\n \n \n \n \n \n \n \n \n \nFinance lease right-of-use assets, net\n \n \n \n \n \n \n \n \n1,113\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,254\n \n \n \n \n \n \n \n \n \nOperating lease right-of-use assets, net\n \n \n \n \n \n \n \n \n615\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n627\n \n \n \n \n \n \n \n \n \nEquity method investments\n \n \n \n \n \n \n \n \n131\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n124\n \n \n \n \n \n \n \n \n \n Goodwill \n \n \n \n \n \n \n \n \n3,473\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n3,338\n \n \n \n \n \n \n \n \n \nOther intangible assets, net\n \n \n \n \n \n \n \n \n1,116\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,127\n \n \n \n \n \n \n \n \n \nOther assets\n \n \n \n \n \n \n \n \n213\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n279\n \n \n \n \n \n \n \n \n \nTotal assets\n \n \n \n \n$\n \n \n \n19,197\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n18,661\n \n \n \n \n \n \n \n \n \n Liabilities, Redeemable Noncontrolling Interests, and Equity \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nCurrent liabilities:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAccounts payable and accrued liabilities\n \n \n \n \n$\n \n \n \n1,050\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n1,220\n \n \n \n \n \n \n \n \n \nAccrued dividends and distributions\n \n \n \n \n \n \n \n \n135\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n134\n \n \n \n \n \n \n \n \n \nDeferred revenue\n \n \n \n \n \n \n \n \n84\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n83\n \n \n \n \n \n \n \n \n \nCurrent portion of long-term debt, net\n \n \n \n \n \n \n \n \n22\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n56\n \n \n \n \n \n \n \n \n \nTotal current liabilities\n \n \n \n \n \n \n \n \n1,291\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,493\n \n \n \n \n \n \n \n \n \nNon-current liabilities:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nLong-term finance lease obligations\n \n \n \n \n \n \n \n \n1,223\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,249\n \n \n \n \n \n \n \n \n \nLong-term operating lease obligations\n \n \n \n \n \n \n \n \n598\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n605\n \n \n \n \n \n \n \n \n \nDeferred income tax liability\n \n \n \n \n \n \n \n \n310\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n304\n \n \n \n \n \n \n \n \n \nLong-term debt, net\n \n \n \n \n \n \n \n \n5,925\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n4,906\n \n \n \n \n \n \n \n \n \nOther long-term liabilities\n \n \n \n \n \n \n \n \n465\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n410\n \n \n \n \n \n \n \n \n \nTotal liabilities\n \n \n \n \n \n \n \n \n9,812\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n8,967\n \n \n \n \n \n \n \n \n \nCommitments and contingencies\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nRedeemable noncontrolling interests\n \n \n \n \n \n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n43\n \n \n \n \n \n \n \n \n \nStockholders’ equity:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nCommon stock, $0.01 par value per share – 500 authorized shares; 228 issued and outstanding at September 30, 2025 and December 31, 2024 \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \nAdditional paid-in capital - common stock\n \n \n \n \n \n \n \n \n10,821\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n10,764\n \n \n \n \n \n \n \n \n \nRetained earnings (accumulated deficit)\n \n \n \n \n \n \n \n \n(2,325\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(1,855\n \n \n \n)\n \n \n \n \n \nAccumulated other comprehensive income (loss)\n \n \n \n \n \n \n \n \n(115\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(273\n \n \n \n)\n \n \n \n \n \nTotal stockholders’ equity\n \n \n \n \n \n \n \n \n8,383\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n8,638\n \n \n \n \n \n \n \n \n \nNoncontrolling interests\n \n \n \n \n \n \n \n \n995\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,013\n \n \n \n \n \n \n \n \n \nTotal equity\n \n \n \n \n \n \n \n \n9,378\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9,651\n \n \n \n \n \n \n \n \n \nTotal liabilities, redeemable noncontrolling interests, and equity\n \n \n \n \n$\n \n \n \n19,197\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n18,661\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n LINEAGE, INC. AND SUBSIDIARIES \n \n \n \n \n \n CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS AND COMPREHENSIVE INCOME (LOSS) \n \n \n \n \n \n(in millions, except per share amounts)\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n \n (Unaudited) \n \n \n \n \n \nNet revenues\n \n \n \n \n$\n \n \n \n1,377\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n1,335\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n4,019\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n4,001\n \n \n \n \n \n \n \n \n \nCost of operations\n \n \n \n \n \n \n \n \n932\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n897\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2,728\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2,672\n \n \n \n \n \n \n \n \n \nGeneral and administrative expense\n \n \n \n \n \n \n \n \n145\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n143\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n442\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n394\n \n \n \n \n \n \n \n \n \nDepreciation expense\n \n \n \n \n \n \n \n \n174\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n156\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n502\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n478\n \n \n \n \n \n \n \n \n \nAmortization expense\n \n \n \n \n \n \n \n \n56\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n54\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n164\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n162\n \n \n \n \n \n \n \n \n \nAcquisition, transaction, and other expense\n \n \n \n \n \n \n \n \n12\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n592\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n64\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n612\n \n \n \n \n \n \n \n \n \nRestructuring, impairment, and (gain) loss on disposals\n \n \n \n \n \n \n \n \n23\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n8\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n23\n \n \n \n \n \n \n \n \n \nTotal operating expense\n \n \n \n \n \n \n \n \n1,342\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,850\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n3,905\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n4,341\n \n \n \n \n \n \n \n \n \nIncome from operations\n \n \n \n \n \n \n \n \n35\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(515\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n114\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(340\n \n \n \n)\n \n \n \n \n \nOther income (expense):\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nEquity income (loss), net of tax\n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \nGain (loss) on foreign currency transactions, net\n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n14\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n36\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5\n \n \n \n \n \n \n \n \n \nInterest expense, net\n \n \n \n \n \n \n \n \n(68\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(82\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(195\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(369\n \n \n \n)\n \n \n \n \n \nGain (loss) on extinguishment of debt\n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(13\n \n \n \n)\n \n \n \n \n \nOther nonoperating income (expense), net\n \n \n \n \n \n \n \n \n(57\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(56\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \nTotal other income (expense), net\n \n \n \n \n \n \n \n \n(136\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(73\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(221\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(379\n \n \n \n)\n \n \n \n \n \nNet income (loss) before income taxes\n \n \n \n \n \n \n \n \n(101\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(588\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(107\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(719\n \n \n \n)\n \n \n \n \n \nIncome tax expense (benefit)\n \n \n \n \n \n \n \n \n11\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(45\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n12\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(48\n \n \n \n)\n \n \n \n \n \nNet income (loss)\n \n \n \n \n \n \n \n \n(112\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(543\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(119\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(671\n \n \n \n)\n \n \n \n \n \nLess: Net income (loss) attributable to noncontrolling interests\n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(58\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(13\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(78\n \n \n \n)\n \n \n \n \n \nNet income (loss) attributable to Lineage, Inc. \n \n \n \n \n$\n \n \n \n(100\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(485\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(106\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(593\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nOther comprehensive income (loss), net of tax:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nUnrealized gain (loss) on foreign currency hedges and interest rate hedges\n \n \n \n \n \n \n \n \n(15\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(46\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(46\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(56\n \n \n \n)\n \n \n \n \n \nForeign currency translation adjustments\n \n \n \n \n \n \n \n \n(25\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n115\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n223\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n29\n \n \n \n \n \n \n \n \n \nComprehensive income (loss)\n \n \n \n \n \n \n \n \n(152\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(474\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n58\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(698\n \n \n \n)\n \n \n \n \n \nLess: Comprehensive income (loss) attributable to noncontrolling interests\n \n \n \n \n \n \n \n \n(16\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(50\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(81\n \n \n \n)\n \n \n \n \n \nComprehensive income (loss) attributable to Lineage, Inc. \n \n \n \n \n$\n \n \n \n(136\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(424\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n52\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n(617\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nBasic earnings (loss) per share\n \n \n \n \n$\n \n \n \n(0.44\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(2.44\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(0.46\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(3.54\n \n \n \n)\n \n \n \n \n \nDiluted earnings (loss) per share\n \n \n \n \n$\n \n \n \n(0.44\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(2.44\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(0.46\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(3.54\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nWeighted average common shares outstanding:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nBasic\n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n210\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n178\n \n \n \n \n \n \n \n \n \nDiluted\n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n210\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n178\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n LINEAGE, INC. AND SUBSIDIARIES \n \n \n \n \n \n CONDENSED CONSOLIDATED STATEMENTS OF REDEEMABLE NONCONTROLLING INTERESTS AND EQUITY (Unaudited) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Redeemable noncontrolling interests \n \n \n \n \n \n \n \n Common Stock \n \n \n \n \n \n \n \n Series A preferred stock \n \n \n \n \n \n \n \n Retained earnings (accumulated deficit) \n \n \n \n \n \n \n \n Accumulated other comprehensive income (loss) \n \n \n \n \n \n \n \n Noncontrolling interests \n \n \n \n \n \n \n \n Total \n \n \n equity \n \n \n \n \n \n(in millions, except per share amounts)\n \n \n \n \n \n \n \n \n \n \n \n Number of shares \n \n \n \n \n \n \n \n Amount at par value \n \n \n \n \n \n \n \n Additional paid-in capital \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nBalance as of December 31, 2023 \n \n \n \n \n \n \n \n$\n \n \n \n349\n \n \n \n \n \n \n \n \n \n \n \n162\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n2\n \n \n \n \n \n \n \n$\n \n \n \n5,961\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n(879\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(34\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n622\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n5,673\n \n \n \n \n \n \n \n \n \nDistributions\n \n \n \n \n \n \n \n \n \n \n \n(1\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \nStock-based compensation\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n3\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5\n \n \n \n \n \n \n \n \n \nOther comprehensive income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(63\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(8\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(71\n \n \n \n)\n \n \n \n \n \nRedemption of redeemable noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nRedemption of common stock\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(25\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(25\n \n \n \n)\n \n \n \n \n \nExpiration of redemption option\n \n \n \n \n \n \n \n \n \n \n \n(92\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n65\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n27\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n92\n \n \n \n \n \n \n \n \n \nRedeemable noncontrolling interest redemption value adjustment\n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \nNet income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(40\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(8\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(48\n \n \n \n)\n \n \n \n \n \nReallocation of noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(7\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nBalance as of March 31, 2024 \n \n \n \n \n \n \n \n \n \n \n \n256\n \n \n \n \n \n \n \n \n \n \n \n162\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n5,991\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(919\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(97\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n630\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5,608\n \n \n \n \n \n \n \n \n \nCommon stock issuances, net of equity raise costs\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \nDistributions\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \nStock-based compensation\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n4\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \nOther comprehensive income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(22\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(25\n \n \n \n)\n \n \n \n \n \nRedeemable noncontrolling interest redemption value adjustment\n \n \n \n \n \n \n \n \n \n \n \n4\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(4\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(4\n \n \n \n)\n \n \n \n \n \nAccretion of redeemable noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \nNet income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(68\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(80\n \n \n \n)\n \n \n \n \n \nReallocation of noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(9\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nBalance as of June 30, 2024 \n \n \n \n \n \n \n \n \n \n \n \n262\n \n \n \n \n \n \n \n \n \n \n \n162\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n5,981\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(987\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(119\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n614\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5,492\n \n \n \n \n \n \n \n \n \nCommon stock issuances, net of equity raise costs\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n65\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n4,873\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n4,873\n \n \n \n \n \n \n \n \n \nAssumption of the Put Option liability\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(103\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(103\n \n \n \n)\n \n \n \n \n \nDividends ( $0.38 per common share) and other distributions ( $0.38 per OP Unit and OPEU)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(87\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(13\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(100\n \n \n \n)\n \n \n \n \n \nStock-based compensation\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n147\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n13\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n160\n \n \n \n \n \n \n \n \n \nWithholding of common stock for employee taxes\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(1\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(46\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(46\n \n \n \n)\n \n \n \n \n \nOther comprehensive income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n61\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n8\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n69\n \n \n \n \n \n \n \n \n \nConversion of Management Profits Interests Class C units\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(61\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n61\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nRedemption of preferred shares and OPEUs\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(46\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(1\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(29\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(76\n \n \n \n)\n \n \n \n \n \nReimbursement of Advance Distributions\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n198\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n198\n \n \n \n \n \n \n \n \n \nReclassification of the Preference Shares\n \n \n \n \n \n \n \n \n \n \n \n(229\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(22\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(22\n \n \n \n)\n \n \n \n \n \nIssuance of OPEUs and settlement of Class D Units \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n114\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n73\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n187\n \n \n \n \n \n \n \n \n \nRedeemable noncontrolling interest redemption value adjustment\n \n \n \n \n \n \n \n \n \n \n \n4\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(4\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(4\n \n \n \n)\n \n \n \n \n \nAccretion of redeemable noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n3\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \nNet income (loss)\n \n \n \n \n \n \n \n \n \n \n \n(1\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(485\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(57\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(542\n \n \n \n)\n \n \n \n \n \nReallocation of noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(189\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n189\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nBalance as of September 30, 2024 \n \n \n \n \n \n \n \n$\n \n \n \n39\n \n \n \n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n2\n \n \n \n \n \n \n \n$\n \n \n \n10,744\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n(1,662\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(58\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n1,057\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n10,083\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n LINEAGE, INC. AND SUBSIDIARIES \n \n \n \n \n \n CONDENSED CONSOLIDATED STATEMENTS OF REDEEMABLE NONCONTROLLING INTERESTS AND EQUITY (Unaudited) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Redeemable noncontrolling interests \n \n \n \n \n \n \n \n Common Stock \n \n \n \n \n \n \n \n Retained earnings (accumulated deficit) \n \n \n \n \n \n \n \n Accumulated other comprehensive income (loss) \n \n \n \n \n \n \n \n Noncontrolling interests \n \n \n \n \n \n \n \n Total \n \n \n equity \n \n \n \n \n \n(in millions, except per share amounts)\n \n \n \n \n \n \n \n \n \n \n \n Number of shares \n \n \n \n \n \n \n \n Amount at par value \n \n \n \n \n \n \n \n Additional paid-in capital \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nBalance as of December 31, 2024 \n \n \n \n \n \n \n \n$\n \n \n \n43\n \n \n \n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n2\n \n \n \n \n \n \n \n$\n \n \n \n10,764\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n(1,855\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(273\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n1,013\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n9,651\n \n \n \n \n \n \n \n \n \nDividends ( $0.53 per common share) and other distributions ( $0.53 per OP Unit and OPEU)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(121\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(14\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(135\n \n \n \n)\n \n \n \n \n \nStock-based compensation\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n19\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n21\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n40\n \n \n \n \n \n \n \n \n \nOther comprehensive income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n42\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n47\n \n \n \n \n \n \n \n \n \nRedeemable noncontrolling interest redemption value adjustment\n \n \n \n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \nNet income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nReallocation of noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nBalance as of March 31, 2025 \n \n \n \n \n \n \n \n \n \n \n \n41\n \n \n \n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n10,791\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(1,976\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(231\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n1,019\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9,605\n \n \n \n \n \n \n \n \n \nDividends ( $0.53 per common share) and other distributions ( $0.53 per OP Unit and OPEU)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(121\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(13\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(134\n \n \n \n)\n \n \n \n \n \nStock-based compensation\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n22\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n29\n \n \n \n \n \n \n \n \n \nWithholding of common stock for employee taxes\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(10\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(10\n \n \n \n)\n \n \n \n \n \nOther comprehensive income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n152\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n18\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n170\n \n \n \n \n \n \n \n \n \nRedemption of redeemable noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n(28\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nExpiration of redemption option\n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \nNet income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(1\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(7\n \n \n \n)\n \n \n \n \n \nReallocation of noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(7\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nOP Units reclassification\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(7\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nBalance as of June 30, 2025 \n \n \n \n \n \n \n \n \n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n229\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n10,817\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(2,103\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(79\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n1,022\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9,659\n \n \n \n \n \n \n \n \n \nDividends ( $0.53 per common share) and other distributions ( $0.53 per OP Unit and OPEU)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(122\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(15\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(137\n \n \n \n)\n \n \n \n \n \nStock-based compensation\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n21\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n17\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n38\n \n \n \n \n \n \n \n \n \nWithholding of common stock for employee taxes\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \nOther comprehensive income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(36\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(4\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(40\n \n \n \n)\n \n \n \n \n \nRedemption of common stock\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(1\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n(28\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(28\n \n \n \n)\n \n \n \n \n \nNet income (loss)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(100\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(112\n \n \n \n)\n \n \n \n \n \nReallocation of noncontrolling interests\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n10\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(10\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nOP Units reclassification\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n3\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(3\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nBalance as of September 30, 2025 \n \n \n \n \n \n \n \n$\n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n228\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n2\n \n \n \n \n \n \n \n$\n \n \n \n10,821\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n(2,325\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(115\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n995\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n9,378\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n LINEAGE, INC. AND SUBSIDIARIES \n \n \n \n \n \n CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS \n \n \n \n \n \n(in millions)\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n \n (Unaudited) \n \n \n \n \n \n Cash flows from operating activities: \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nNet income (loss)\n \n \n \n \n$\n \n \n \n(119\n \n \n \n)\n \n \n \n \n \n \n \n$\n \n \n \n(671\n \n \n \n)\n \n \n \n \n \nAdjustments to reconcile net income (loss) to net cash provided by operating activities:\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nProvision for credit losses\n \n \n \n \n \n \n \n \n5\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n3\n \n \n \n \n \n \n \n \n \nImpairment of long-lived assets, goodwill, and other intangible assets\n \n \n \n \n \n \n \n \n31\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n33\n \n \n \n \n \n \n \n \n \nGain on insurance recovery\n \n \n \n \n \n \n \n \n(51\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(29\n \n \n \n)\n \n \n \n \n \nDepreciation and amortization\n \n \n \n \n \n \n \n \n666\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n640\n \n \n \n \n \n \n \n \n \n(Gain) loss on extinguishment of debt, net\n \n \n \n \n \n \n \n \n3\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n13\n \n \n \n \n \n \n \n \n \nAmortization of deferred financing costs, discount, and above/below market debt\n \n \n \n \n \n \n \n \n8\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n16\n \n \n \n \n \n \n \n \n \nStock-based compensation\n \n \n \n \n \n \n \n \n107\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n171\n \n \n \n \n \n \n \n \n \n(Gain) loss on foreign currency transactions, net\n \n \n \n \n \n \n \n \n(36\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(5\n \n \n \n)\n \n \n \n \n \nDeferred income tax\n \n \n \n \n \n \n \n \n(13\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(71\n \n \n \n)\n \n \n \n \n \nPut Options fair value adjustment\n \n \n \n \n \n \n \n \n30\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n(Gain) loss on divestitures, net\n \n \n \n \n \n \n \n \n58\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nVesting of Class D interests\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n185\n \n \n \n \n \n \n \n \n \nOne-time Internalization expense to Bay Grove \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n200\n \n \n \n \n \n \n \n \n \nOther operating activities\n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n15\n \n \n \n \n \n \n \n \n \nChanges in operating assets and liabilities (excluding effects of acquisitions):\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAccounts receivable\n \n \n \n \n \n \n \n \n(36\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n17\n \n \n \n \n \n \n \n \n \nPrepaid expenses, other assets, and other long-term liabilities\n \n \n \n \n \n \n \n \n(28\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(26\n \n \n \n)\n \n \n \n \n \nInventories\n \n \n \n \n \n \n \n \n20\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(4\n \n \n \n)\n \n \n \n \n \nAccounts payable and accrued liabilities and deferred revenue\n \n \n \n \n \n \n \n \n(24\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(51\n \n \n \n)\n \n \n \n \n \nRight-of-use assets and lease obligations\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n10\n \n \n \n \n \n \n \n \n \nNet cash provided by operating activities\n \n \n \n \n \n \n \n \n627\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n446\n \n \n \n \n \n \n \n \n \n Cash flows from investing activities: \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAcquisitions, net of cash acquired\n \n \n \n \n \n \n \n \n(441\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(113\n \n \n \n)\n \n \n \n \n \nPurchase of property, plant, and equipment\n \n \n \n \n \n \n \n \n(509\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(486\n \n \n \n)\n \n \n \n \n \nProceeds from sale of assets\n \n \n \n \n \n \n \n \n10\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \nProceeds from insurance recovery on impaired long-lived assets\n \n \n \n \n \n \n \n \n49\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n50\n \n \n \n \n \n \n \n \n \nInvestments in Emergent Cold LatAm Holdings, LLC \n \n \n \n \n \n \n \n \n(9\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(13\n \n \n \n)\n \n \n \n \n \nProceeds from repayment of notes by related parties\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n15\n \n \n \n \n \n \n \n \n \nOther investing activity\n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5\n \n \n \n \n \n \n \n \n \nNet cash used in investing activities\n \n \n \n \n \n \n \n \n(899\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(536\n \n \n \n)\n \n \n \n \n \n Cash flows from financing activities: \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nDividends and other distributions\n \n \n \n \n \n \n \n \n(402\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(138\n \n \n \n)\n \n \n \n \n \nRedemption of redeemable noncontrolling interests\n \n \n \n \n \n \n \n \n(28\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \nRepurchase of common shares for employee income taxes on stock-based compensation\n \n \n \n \n \n \n \n \n(12\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(46\n \n \n \n)\n \n \n \n \n \nRedemption of common stock pursuant to Put Option exercise\n \n \n \n \n \n \n \n \n(28\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nFinancing fees\n \n \n \n \n \n \n \n \n(5\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(45\n \n \n \n)\n \n \n \n \n \nProceeds from long-term debt, net of discount\n \n \n \n \n \n \n \n \n495\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2,481\n \n \n \n \n \n \n \n \n \nRepayments of long-term debt and finance leases\n \n \n \n \n \n \n \n \n(190\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(7,087\n \n \n \n)\n \n \n \n \n \nPayment of deferred and contingent consideration liabilities\n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(46\n \n \n \n)\n \n \n \n \n \nBorrowings on revolving line of credit\n \n \n \n \n \n \n \n \n2,258\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n3,804\n \n \n \n \n \n \n \n \n \nRepayments on revolving line of credit\n \n \n \n \n \n \n \n \n(1,854\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(3,264\n \n \n \n)\n \n \n \n \n \nSettlement of Put Option liability\n \n \n \n \n \n \n \n \n(50\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \nIssuance of common stock in IPO, net of equity raise costs\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n4,879\n \n \n \n \n \n \n \n \n \nRedemption of units issued as stock compensation\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \nRedemption of common stock\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(25\n \n \n \n)\n \n \n \n \n \nRedemption of OPEUs\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n(75\n \n \n \n)\n \n \n \n \n \nOther financing activity\n \n \n \n \n \n \n \n \n(6\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n(2\n \n \n \n)\n \n \n \n \n \nNet cash provided by financing activities\n \n \n \n \n \n \n \n \n172\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n428\n \n \n \n \n \n \n \n \n \nImpact of foreign exchange rates on cash, cash equivalents, and restricted cash\n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n3\n \n \n \n \n \n \n \n \n \nNet increase (decrease) in cash, cash equivalents, and restricted cash\n \n \n \n \n \n \n \n \n(100\n \n \n \n)\n \n \n \n \n \n \n \n \n \n \n \n341\n \n \n \n \n \n \n \n \n \nCash, cash equivalents, and restricted cash at the beginning of the period\n \n \n \n \n \n \n \n \n175\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n71\n \n \n \n \n \n \n \n \n \n Cash, cash equivalents, and restricted cash at the end of the period \n \n \n \n \n$\n \n \n \n75\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n412\n \n \n \n \n \n \n \n \n Global Warehousing Segment \n \nThe following table presents the operating results of our global warehousing segment for the three months ended September 30, 2025 and 2024.\n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions except revenue per pallet) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nWarehouse storage\n \n \n \n \n$\n \n \n \n518\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n508\n \n \n \n \n \n \n \n \n \n \n \n2.0\n \n \n \n%\n \n \n \n \n \nWarehouse services\n \n \n \n \n \n \n \n \n495\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n464\n \n \n \n \n \n \n \n \n \n \n \n6.7\n \n \n \n%\n \n \n \n \n \n Total global warehousing segment revenues \n \n \n \n \n \n \n \n \n 1,013 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 972 \n \n \n \n \n \n \n \n \n \n \n \n 4.2 \n \n \n \n % \n \n \n \n \n \nLabor(1)\n \n \n \n \n \n \n \n \n385\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n352\n \n \n \n \n \n \n \n \n \n \n \n9.4\n \n \n \n%\n \n \n \n \n \nPower\n \n \n \n \n \n \n \n \n62\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n58\n \n \n \n \n \n \n \n \n \n \n \n6.9\n \n \n \n%\n \n \n \n \n \nOther warehouse costs(2)\n \n \n \n \n \n \n \n \n182\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n179\n \n \n \n \n \n \n \n \n \n \n \n1.7\n \n \n \n%\n \n \n \n \n \n Total global warehousing segment cost of operations \n \n \n \n \n \n \n \n \n 629 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 589 \n \n \n \n \n \n \n \n \n \n \n \n 6.8 \n \n \n \n % \n \n \n \n \n \n Global warehousing segment NOI \n \n \n \n \n $ \n \n \n \n 384 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 383 \n \n \n \n \n \n \n \n \n \n \n \n 0.3 \n \n \n \n % \n \n \n \n \n \nTotal global warehousing segment margin\n \n \n \n \n \n \n \n \n37.9\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n39.4\n \n \n \n%\n \n \n \n \n \n \n \n(150\n \n \n \n) bps\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nNumber of warehouse sites\n \n \n \n \n \n \n \n \n481\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n468\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Warehouse storage(3) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Average economic occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage occupied economic pallets (in thousands)\n \n \n \n \n \n \n \n \n8,194\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n8,078\n \n \n \n \n \n \n \n \n \n \n \n1.4\n \n \n \n%\n \n \n \n \n \nEconomic occupancy percentage\n \n \n \n \n \n \n \n \n80.3\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n82.0\n \n \n \n%\n \n \n \n \n \n \n \n(170\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per economic occupied pallet\n \n \n \n \n$\n \n \n \n63.25\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n62.85\n \n \n \n \n \n \n \n \n \n \n \n0.6\n \n \n \n%\n \n \n \n \n \n Average physical occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage physical occupied pallets (in thousands)\n \n \n \n \n \n \n \n \n7,521\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n7,431\n \n \n \n \n \n \n \n \n \n \n \n1.2\n \n \n \n%\n \n \n \n \n \nAverage physical pallet positions (in thousands)\n \n \n \n \n \n \n \n \n10,205\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9,849\n \n \n \n \n \n \n \n \n \n \n \n3.6\n \n \n \n%\n \n \n \n \n \nPhysical occupancy percentage\n \n \n \n \n \n \n \n \n73.7\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n75.4\n \n \n \n%\n \n \n \n \n \n \n \n(170\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per physical occupied pallet\n \n \n \n \n$\n \n \n \n68.91\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n68.32\n \n \n \n \n \n \n \n \n \n \n \n0.9\n \n \n \n%\n \n \n \n \n \n Warehouse services(3) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nThroughput pallets (in thousands)\n \n \n \n \n \n \n \n \n14,137\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n13,188\n \n \n \n \n \n \n \n \n \n \n \n7.2\n \n \n \n%\n \n \n \n \n \nWarehouse services revenue per throughput pallet\n \n \n \n \n$\n \n \n \n32.21\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n32.21\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n%\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nLabor cost of operations excludes $2 million and $1 million of stock-based compensation expense and related employer-paid payroll taxes for the three months ended September 30, 2025 and 2024, respectively.\n \n \n \n \n \n(2)\n \n \n \n \nIncludes real estate rent expense (operating leases) of $23 million and $25 million for the three months ended September 30, 2025 and 2024, respectively, and non-real estate rent expense (equipment lease and rentals) of $4 million and $3 million for the three months ended September 30, 2025 and 2024, respectively.\n \n \n \n \n \n(3)\n \n \n \n \nWarehouse storage and warehouse services metrics exclude facilities owned or leased by the customer for which we manage the warehouse operations on their behalf (“managed sites”).\n \n \n \n \n Global Warehousing Segment \n \nThe following table presents the operating results of our global warehousing segment for the nine months ended September 30, 2025 and 2024.\n \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions except revenue per pallet) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nWarehouse storage\n \n \n \n \n$\n \n \n \n1,523\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n1,534\n \n \n \n \n \n \n \n \n \n \n \n(0.7\n \n \n \n)%\n \n \n \n \n \nWarehouse services\n \n \n \n \n \n \n \n \n1,404\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,373\n \n \n \n \n \n \n \n \n \n \n \n2.3\n \n \n \n%\n \n \n \n \n \n Total global warehousing segment revenues \n \n \n \n \n \n \n \n \n 2,927 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2,907 \n \n \n \n \n \n \n \n \n \n \n \n 0.7 \n \n \n \n % \n \n \n \n \n \nLabor(1)\n \n \n \n \n \n \n \n \n1,109\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,062\n \n \n \n \n \n \n \n \n \n \n \n4.4\n \n \n \n%\n \n \n \n \n \nPower\n \n \n \n \n \n \n \n \n162\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n155\n \n \n \n \n \n \n \n \n \n \n \n4.5\n \n \n \n%\n \n \n \n \n \nOther warehouse costs(2)\n \n \n \n \n \n \n \n \n545\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n538\n \n \n \n \n \n \n \n \n \n \n \n1.3\n \n \n \n%\n \n \n \n \n \n Total global warehousing segment cost of operations \n \n \n \n \n \n \n \n \n 1,816 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 1,755 \n \n \n \n \n \n \n \n \n \n \n \n 3.5 \n \n \n \n % \n \n \n \n \n \n Global warehousing segment NOI \n \n \n \n \n $ \n \n \n \n 1,111 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 1,152 \n \n \n \n \n \n \n \n \n \n \n \n (3.6 \n \n \n \n )% \n \n \n \n \n \nTotal global warehousing segment margin\n \n \n \n \n \n \n \n \n38.0\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n39.6\n \n \n \n%\n \n \n \n \n \n \n \n(160\n \n \n \n) bps\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nNumber of warehouse sites\n \n \n \n \n \n \n \n \n481\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n468\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Warehouse storage(3) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Average economic occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage occupied economic pallets (in thousands)\n \n \n \n \n \n \n \n \n8,083\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n8,121\n \n \n \n \n \n \n \n \n \n \n \n(0.5\n \n \n \n)%\n \n \n \n \n \nEconomic occupancy percentage\n \n \n \n \n \n \n \n \n80.1\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n82.8\n \n \n \n%\n \n \n \n \n \n \n \n(270\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per economic occupied pallet\n \n \n \n \n$\n \n \n \n188.29\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n188.87\n \n \n \n \n \n \n \n \n \n \n \n(0.3\n \n \n \n)%\n \n \n \n \n \n Average physical occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage physical occupied pallets (in thousands)\n \n \n \n \n \n \n \n \n7,479\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n7,504\n \n \n \n \n \n \n \n \n \n \n \n(0.3\n \n \n \n)%\n \n \n \n \n \nAverage physical pallet positions (in thousands)\n \n \n \n \n \n \n \n \n10,086\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9,803\n \n \n \n \n \n \n \n \n \n \n \n2.9\n \n \n \n%\n \n \n \n \n \nPhysical occupancy percentage\n \n \n \n \n \n \n \n \n74.2\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n76.5\n \n \n \n%\n \n \n \n \n \n \n \n(230\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per physical occupied pallet\n \n \n \n \n$\n \n \n \n203.49\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n204.39\n \n \n \n \n \n \n \n \n \n \n \n(0.4\n \n \n \n)%\n \n \n \n \n \n Warehouse services(3) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nThroughput pallets (in thousands)\n \n \n \n \n \n \n \n \n40,251\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n39,239\n \n \n \n \n \n \n \n \n \n \n \n2.6\n \n \n \n%\n \n \n \n \n \nWarehouse services revenue per throughput pallet\n \n \n \n \n$\n \n \n \n31.98\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n32.08\n \n \n \n \n \n \n \n \n \n \n \n(0.3\n \n \n \n)%\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nLabor cost of operations excludes $6 million and $1 million of stock-based compensation expense and related employer-paid payroll taxes for the nine months ended September 30, 2025 and 2024, respectively.\n \n \n \n \n \n(2)\n \n \n \n \nIncludes real estate rent expense (operating leases) of $69 million and $75 million for the nine months ended September 30, 2025 and 2024, respectively, and non-real estate rent expense (equipment lease and rentals) of $14 million and $12 million for the nine months ended September 30, 2025 and 2024, respectively.\n \n \n \n \n \n(3)\n \n \n \n \nWarehouse storage and warehouse services metrics exclude managed sites.\n \n \n \n \nSame Warehouse Results\n \nThe following tables present revenues, cost of operations, same warehouse NOI, and margins for our same warehouses for the three and nine months ended September 30, 2025 and 2024.\n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions except revenue per pallet) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nWarehouse storage\n \n \n \n \n$\n \n \n \n470\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n474\n \n \n \n \n \n \n \n \n \n \n \n(0.8\n \n \n \n)%\n \n \n \n \n \nWarehouse services\n \n \n \n \n \n \n \n \n422\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n436\n \n \n \n \n \n \n \n \n \n \n \n(3.2\n \n \n \n)%\n \n \n \n \n \n Total same warehouse revenues \n \n \n \n \n \n \n \n \n 892 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 910 \n \n \n \n \n \n \n \n \n \n \n \n (2.0 \n \n \n \n )% \n \n \n \n \n \nLabor\n \n \n \n \n \n \n \n \n332\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n330\n \n \n \n \n \n \n \n \n \n \n \n0.6\n \n \n \n%\n \n \n \n \n \nPower\n \n \n \n \n \n \n \n \n54\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n54\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n%\n \n \n \n \n \nOther warehouse costs\n \n \n \n \n \n \n \n \n155\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n162\n \n \n \n \n \n \n \n \n \n \n \n(4.3\n \n \n \n)%\n \n \n \n \n \n Total same warehouse cost of operations \n \n \n \n \n \n \n \n \n 541 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 546 \n \n \n \n \n \n \n \n \n \n \n \n (0.9 \n \n \n \n )% \n \n \n \n \n \n Same warehouse NOI \n \n \n \n \n $ \n \n \n \n 351 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 364 \n \n \n \n \n \n \n \n \n \n \n \n (3.6 \n \n \n \n )% \n \n \n \n \n \nTotal same warehouse margin\n \n \n \n \n \n \n \n \n39.3\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n40.0\n \n \n \n%\n \n \n \n \n \n \n \n(70\n \n \n \n) bps\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nNumber of same warehouse sites\n \n \n \n \n \n \n \n \n418\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n418\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Warehouse storage(1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Economic occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage occupied economic pallets (in thousands)\n \n \n \n \n \n \n \n \n7,372\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n7,501\n \n \n \n \n \n \n \n \n \n \n \n(1.7\n \n \n \n)%\n \n \n \n \n \nEconomic occupancy percentage\n \n \n \n \n \n \n \n \n82.3\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n83.1\n \n \n \n%\n \n \n \n \n \n \n \n(80\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per economic occupied pallet\n \n \n \n \n$\n \n \n \n63.76\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n63.20\n \n \n \n \n \n \n \n \n \n \n \n0.9\n \n \n \n%\n \n \n \n \n \n Physical occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage physical occupied pallets (in thousands)\n \n \n \n \n \n \n \n \n6,738\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n6,893\n \n \n \n \n \n \n \n \n \n \n \n(2.2\n \n \n \n)%\n \n \n \n \n \nAverage physical pallet positions (in thousands)\n \n \n \n \n \n \n \n \n8,961\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9,029\n \n \n \n \n \n \n \n \n \n \n \n(0.8\n \n \n \n)%\n \n \n \n \n \nPhysical occupancy percentage\n \n \n \n \n \n \n \n \n75.2\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n76.3\n \n \n \n%\n \n \n \n \n \n \n \n(110\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per physical occupied pallet\n \n \n \n \n$\n \n \n \n69.76\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n68.78\n \n \n \n \n \n \n \n \n \n \n \n1.4\n \n \n \n%\n \n \n \n \n \n Warehouse services(1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nThroughput pallets (in thousands)\n \n \n \n \n \n \n \n \n12,066\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n12,310\n \n \n \n \n \n \n \n \n \n \n \n(2.0\n \n \n \n)%\n \n \n \n \n \nWarehouse services revenue per throughput pallet\n \n \n \n \n$\n \n \n \n31.66\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n32.13\n \n \n \n \n \n \n \n \n \n \n \n(1.5\n \n \n \n)%\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nWarehouse storage and warehouse services metrics exclude managed sites.\n \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions except revenue per pallet) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nWarehouse storage\n \n \n \n \n$\n \n \n \n1,381\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n1,426\n \n \n \n \n \n \n \n \n \n \n \n(3.2\n \n \n \n)%\n \n \n \n \n \nWarehouse services\n \n \n \n \n \n \n \n \n1,253\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1,288\n \n \n \n \n \n \n \n \n \n \n \n(2.7\n \n \n \n)%\n \n \n \n \n \n Total same warehouse revenues \n \n \n \n \n \n \n \n \n 2,634 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2,714 \n \n \n \n \n \n \n \n \n \n \n \n (2.9 \n \n \n \n )% \n \n \n \n \n \nLabor\n \n \n \n \n \n \n \n \n989\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n996\n \n \n \n \n \n \n \n \n \n \n \n(0.7\n \n \n \n)%\n \n \n \n \n \nPower\n \n \n \n \n \n \n \n \n143\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n143\n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n%\n \n \n \n \n \nOther warehouse costs\n \n \n \n \n \n \n \n \n477\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n487\n \n \n \n \n \n \n \n \n \n \n \n(2.1\n \n \n \n)%\n \n \n \n \n \n Total same warehouse cost of operations \n \n \n \n \n \n \n \n \n 1,609 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 1,626 \n \n \n \n \n \n \n \n \n \n \n \n (1.0 \n \n \n \n )% \n \n \n \n \n \n Same warehouse NOI \n \n \n \n \n $ \n \n \n \n 1,025 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 1,088 \n \n \n \n \n \n \n \n \n \n \n \n (5.8 \n \n \n \n )% \n \n \n \n \n \nTotal same warehouse margin\n \n \n \n \n \n \n \n \n38.9\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n40.1\n \n \n \n%\n \n \n \n \n \n \n \n(120\n \n \n \n) bps\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nNumber of same warehouse sites\n \n \n \n \n \n \n \n \n418\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n418\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Warehouse storage(1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Economic occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage occupied economic pallets (in thousands)\n \n \n \n \n \n \n \n \n7,342\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n7,537\n \n \n \n \n \n \n \n \n \n \n \n(2.6\n \n \n \n)%\n \n \n \n \n \nEconomic occupancy percentage\n \n \n \n \n \n \n \n \n81.8\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n83.3\n \n \n \n%\n \n \n \n \n \n \n \n(150\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per economic occupied pallet\n \n \n \n \n$\n \n \n \n187.97\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n189.20\n \n \n \n \n \n \n \n \n \n \n \n(0.7\n \n \n \n)%\n \n \n \n \n \n Physical occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage physical occupied pallets (in thousands)\n \n \n \n \n \n \n \n \n6,781\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n6,954\n \n \n \n \n \n \n \n \n \n \n \n(2.5\n \n \n \n)%\n \n \n \n \n \nAverage physical pallet positions (in thousands)\n \n \n \n \n \n \n \n \n8,980\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n9,043\n \n \n \n \n \n \n \n \n \n \n \n(0.7\n \n \n \n)%\n \n \n \n \n \nPhysical occupancy percentage\n \n \n \n \n \n \n \n \n75.5\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n76.9\n \n \n \n%\n \n \n \n \n \n \n \n(140\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per physical occupied pallet\n \n \n \n \n$\n \n \n \n203.54\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n205.05\n \n \n \n \n \n \n \n \n \n \n \n(0.7\n \n \n \n)%\n \n \n \n \n \n Warehouse services(1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nThroughput pallets (in thousands)\n \n \n \n \n \n \n \n \n35,910\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n36,649\n \n \n \n \n \n \n \n \n \n \n \n(2.0\n \n \n \n)%\n \n \n \n \n \nWarehouse services revenue per throughput pallet\n \n \n \n \n$\n \n \n \n31.73\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n32.02\n \n \n \n \n \n \n \n \n \n \n \n(0.9\n \n \n \n)%\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nWarehouse storage and warehouse services metrics exclude managed sites.\n \n \n \n \nNon-Same Warehouse Results\n \nThe following tables present revenues, cost of operations, non-same warehouse NOI, and margins for our non-same warehouses for the three and nine months ended September 30, 2025 and 2024.\n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions except revenue per pallet) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nWarehouse storage\n \n \n \n \n$\n \n \n \n48\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n34\n \n \n \n \n \n \n \n \n \n \n \n41.2\n \n \n \n%\n \n \n \n \n \nWarehouse services\n \n \n \n \n \n \n \n \n73\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n28\n \n \n \n \n \n \n \n \n \n \n \n160.7\n \n \n \n%\n \n \n \n \n \n Total non-same warehouse revenues \n \n \n \n \n \n \n \n \n 121 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 62 \n \n \n \n \n \n \n \n \n \n \n \n 95.2 \n \n \n \n % \n \n \n \n \n \nLabor\n \n \n \n \n \n \n \n \n53\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n22\n \n \n \n \n \n \n \n \n \n \n \n140.9\n \n \n \n%\n \n \n \n \n \nPower\n \n \n \n \n \n \n \n \n8\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n4\n \n \n \n \n \n \n \n \n \n \n \n100.0\n \n \n \n%\n \n \n \n \n \nOther warehouse costs\n \n \n \n \n \n \n \n \n27\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n17\n \n \n \n \n \n \n \n \n \n \n \n58.8\n \n \n \n%\n \n \n \n \n \n Total non-same warehouse cost of operations \n \n \n \n \n \n \n \n \n 88 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 43 \n \n \n \n \n \n \n \n \n \n \n \n 104.7 \n \n \n \n % \n \n \n \n \n \n Non-same warehouse NOI \n \n \n \n \n $ \n \n \n \n 33 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 19 \n \n \n \n \n \n \n \n \n \n \n \n73.7\n \n \n \n%\n \n \n \n \n \nTotal non-same warehouse margin\n \n \n \n \n \n \n \n \n27.3\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n30.6\n \n \n \n%\n \n \n \n \n \n \n \n(330\n \n \n \n) bps\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nNumber of non-same warehouse sites\n \n \n \n \n \n \n \n \n63\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n50\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Warehouse storage(1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Economic occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage occupied economic pallets (in thousands)\n \n \n \n \n \n \n \n \n822\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n577\n \n \n \n \n \n \n \n \n \n \n \n42.5\n \n \n \n%\n \n \n \n \n \nEconomic occupancy percentage\n \n \n \n \n \n \n \n \n66.1\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n70.4\n \n \n \n%\n \n \n \n \n \n \n \n(430\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per economic occupied pallet\n \n \n \n \n$\n \n \n \n58.61\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n58.31\n \n \n \n \n \n \n \n \n \n \n \n0.5\n \n \n \n%\n \n \n \n \n \n Physical occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage physical occupied pallets (in thousands)\n \n \n \n \n \n \n \n \n783\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n538\n \n \n \n \n \n \n \n \n \n \n \n45.5\n \n \n \n%\n \n \n \n \n \nAverage physical pallet positions (in thousands)\n \n \n \n \n \n \n \n \n1,244\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n820\n \n \n \n \n \n \n \n \n \n \n \n51.7\n \n \n \n%\n \n \n \n \n \nPhysical occupancy percentage\n \n \n \n \n \n \n \n \n62.9\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n65.6\n \n \n \n%\n \n \n \n \n \n \n \n(270\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per physical occupied pallet\n \n \n \n \n$\n \n \n \n61.52\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n62.51\n \n \n \n \n \n \n \n \n \n \n \n(1.6\n \n \n \n)%\n \n \n \n \n \n Warehouse services (1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nThroughput pallets (in thousands)\n \n \n \n \n \n \n \n \n2,071\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n878\n \n \n \n \n \n \n \n \n \n \n \n135.9\n \n \n \n%\n \n \n \n \n \nWarehouse services revenue per throughput pallet\n \n \n \n \n$\n \n \n \n35.39\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n33.40\n \n \n \n \n \n \n \n \n \n \n \n6.0\n \n \n \n%\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nWarehouse storage and warehouse services metrics exclude managed sites.\n \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions except revenue per pallet) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nWarehouse storage\n \n \n \n \n$\n \n \n \n142\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n108\n \n \n \n \n \n \n \n \n \n \n \n31.5\n \n \n \n%\n \n \n \n \n \nWarehouse services\n \n \n \n \n \n \n \n \n151\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n85\n \n \n \n \n \n \n \n \n \n \n \n77.6\n \n \n \n%\n \n \n \n \n \n Total non-same warehouse revenues \n \n \n \n \n \n \n \n \n 293 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 193 \n \n \n \n \n \n \n \n \n \n \n \n 51.8 \n \n \n \n % \n \n \n \n \n \nLabor\n \n \n \n \n \n \n \n \n120\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n66\n \n \n \n \n \n \n \n \n \n \n \n81.8\n \n \n \n%\n \n \n \n \n \nPower\n \n \n \n \n \n \n \n \n19\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n12\n \n \n \n \n \n \n \n \n \n \n \n58.3\n \n \n \n%\n \n \n \n \n \nOther warehouse costs\n \n \n \n \n \n \n \n \n68\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n51\n \n \n \n \n \n \n \n \n \n \n \n33.3\n \n \n \n%\n \n \n \n \n \n Total non-same warehouse cost of operations \n \n \n \n \n \n \n \n \n 207 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 129 \n \n \n \n \n \n \n \n \n \n \n \n 60.5 \n \n \n \n % \n \n \n \n \n \n Non-same warehouse NOI \n \n \n \n \n $ \n \n \n \n 86 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 64 \n \n \n \n \n \n \n \n \n \n \n \n34.4\n \n \n \n%\n \n \n \n \n \nTotal non-same warehouse margin\n \n \n \n \n \n \n \n \n29.4\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n33.2\n \n \n \n%\n \n \n \n \n \n \n \n(380\n \n \n \n) bps\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nNumber of non-same warehouse sites\n \n \n \n \n \n \n \n \n63\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n50\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Warehouse storage(1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Economic occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage occupied economic pallets (in thousands)\n \n \n \n \n \n \n \n \n741\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n584\n \n \n \n \n \n \n \n \n \n \n \n26.9\n \n \n \n%\n \n \n \n \n \nEconomic occupancy percentage\n \n \n \n \n \n \n \n \n67.0\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n76.8\n \n \n \n%\n \n \n \n \n \n \n \n(980\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per economic occupied pallet\n \n \n \n \n$\n \n \n \n191.67\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n184.64\n \n \n \n \n \n \n \n \n \n \n \n3.8\n \n \n \n%\n \n \n \n \n \n Physical occupancy \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nAverage physical occupied pallets (in thousands)\n \n \n \n \n \n \n \n \n698\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n550\n \n \n \n \n \n \n \n \n \n \n \n26.9\n \n \n \n%\n \n \n \n \n \nAverage physical pallet positions (in thousands)\n \n \n \n \n \n \n \n \n1,106\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n760\n \n \n \n \n \n \n \n \n \n \n \n45.5\n \n \n \n%\n \n \n \n \n \nPhysical occupancy percentage\n \n \n \n \n \n \n \n \n63.1\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n72.4\n \n \n \n%\n \n \n \n \n \n \n \n(930\n \n \n \n) bps\n \n \n \n \n \nStorage revenue per physical occupied pallet\n \n \n \n \n$\n \n \n \n203.74\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n196.18\n \n \n \n \n \n \n \n \n \n \n \n3.9\n \n \n \n%\n \n \n \n \n \n Warehouse services(1) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nThroughput pallets (in thousands)\n \n \n \n \n \n \n \n \n4,341\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n2,590\n \n \n \n \n \n \n \n \n \n \n \n67.6\n \n \n \n%\n \n \n \n \n \nWarehouse services revenue per throughput pallet\n \n \n \n \n$\n \n \n \n34.02\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n32.83\n \n \n \n \n \n \n \n \n \n \n \n3.6\n \n \n \n%\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nWarehouse storage and warehouse services metrics exclude managed sites.\n \n \n \n \n Global Integrated Solutions Segment \n \nThe following tables present the operating results of our global integrated solutions segment for the three and nine months ended September 30, 2025 and 2024.\n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nGlobal Integrated Solutions segment revenues\n \n \n \n \n$\n \n \n \n364\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n363\n \n \n \n \n \n \n \n \n \n \n \n0.3\n \n \n \n%\n \n \n \n \n \nGlobal Integrated Solutions segment cost of operations(1)\n \n \n \n \n \n \n \n \n299\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n307\n \n \n \n \n \n \n \n \n \n \n \n(2.6\n \n \n \n)%\n \n \n \n \n \nGlobal Integrated Solutions segment NOI\n \n \n \n \n $ \n \n \n \n 65 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 56 \n \n \n \n \n \n \n \n \n \n \n \n 16.1 \n \n \n \n % \n \n \n \n \n \nGlobal Integrated Solutions margin\n \n \n \n \n \n \n \n \n17.9\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n15.4\n \n \n \n%\n \n \n \n \n \n \n \n250\n \n \n \nbps\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nCost of operations excludes $2 million and less than $1 million of stock-based compensation expense and related employer-paid payroll taxes for the three months ended September 30, 2025 and 2024, respectively.\n \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n \n \n (in millions) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \nGlobal Integrated Solutions segment revenues\n \n \n \n \n$\n \n \n \n1,092\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n1,094\n \n \n \n \n \n \n \n \n \n \n \n(0.2\n \n \n \n)%\n \n \n \n \n \nGlobal Integrated Solutions segment cost of operations(1)\n \n \n \n \n \n \n \n \n902\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n916\n \n \n \n \n \n \n \n \n \n \n \n(1.5\n \n \n \n)%\n \n \n \n \n \nGlobal Integrated Solutions segment NOI\n \n \n \n \n $ \n \n \n \n 190 \n \n \n \n \n \n \n \n \n \n \n \n $ \n \n \n \n 178 \n \n \n \n \n \n \n \n \n \n \n \n 6.7 \n \n \n \n % \n \n \n \n \n \nGlobal Integrated Solutions margin\n \n \n \n \n \n \n \n \n17.4\n \n \n \n%\n \n \n \n \n \n \n \n \n \n \n \n16.3\n \n \n \n%\n \n \n \n \n \n \n \n110\n \n \n \nbps\n \n \n \n \n \n ____________________ \n \n \n \n(1)\n \n \n \n \nCost of operations excludes $4 million and less than $1 million of stock-based compensation expense and related employer-paid payroll taxes for the nine months ended September 30, 2025 and 2024, respectively.\n \n \n \n \n Capital Expenditures \n \n Maintenance Capital Expenditures \n \nThe following table sets forth our recurring maintenance capital expenditures.\n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n(in millions)\n \n \n \n \n \n \n \n \n \n \nGlobal warehousing\n \n \n \n \n$\n \n \n \n35\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n38\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n99\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n92\n \n \n \n \n \n \n \n \n \nGlobal integrated solutions\n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n11\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n10\n \n \n \n \n \n \n \n \n \nInformation technology and other\n \n \n \n \n \n \n \n \n2\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n6\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n7\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n21\n \n \n \n \n \n \n \n \n \nMaintenance capital expenditures\n \n \n \n \n$\n \n \n \n43\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n45\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n117\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n123\n \n \n \n \n \n \n \n \n Integration Capital Expenditures \n \nThe following table sets forth our integration capital expenditures.\n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n(in millions)\n \n \n \n \n \n \n \n \n \n \n \nGlobal warehousing\n \n \n \n \n$\n \n \n \n19\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n14\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n42\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n32\n \n \n \n \n \n \n \n \n \nGlobal integrated solutions\n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n—\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n1\n \n \n \n \n \n \n \n \n \nInformation technology and other\n \n \n \n \n \n \n \n \n4\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n5\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n11\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n18\n \n \n \n \n \n \n \n \n \nIntegration capital expenditures\n \n \n \n \n$\n \n \n \n24\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n19\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n54\n \n \n \n \n \n \n \n \n \n \n \n$\n \n \n \n51\n \n \n \n \n \n \n \n \n External Growth Capital Investments \n \nThe following table sets forth our external growth capital investments.\n \n \n \n \n \n \n \n \n Three Months Ended\n September 30 , \n \n \n \n \n \n \n \n Nine Months Ended\n September 30 , \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n \n \n 2024 \n \n \n \n \n \n(in millions)\n \n \n \n \n \n \n \n \n \n \nAcquisitions, including equity issued and net of cash acquired and adjustments (1)\n \n \n \n \n$\n \n \n \n2\n \n \n \n \n \n \n \n \n$\n \n \n \n40\n \n \n \n \n \n \n \n \n$\n \n \n \n441\n \n \n \n \n \n \n \n \n$\n \n \n \n113\n \n \n \n \n \n \n \n \n \nGreenfield and expansion expenditures\n \n \n \n \n \n \n \n \n92\n \n \n \n \n \n \n \n \n \n \n \n \n66\n \n \n \n \n \n \n \n \n \n \n \n \n182\n \n \n \n \n \n \n \n \n \n \n \n \n197\n \...

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