What changed in this filing

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Item 1. Business

2022-02-08 compared with 2021-02-09 · 73 added, 49 removed, 101 unchanged (55% of the section changed)

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The Company and the Operating Partnership have also filed the CEO and CFO certifications required by Sections 302 and 906 of the Sarbanes-Oxley Act of 2002 as exhibits to this Annual Report.

Business and Operating Strategy

Our Strategic Plan focuses on:

• owning high-quality, differentiated office buildings in the BBDs of our core markets;

• improving the operating results of our properties through concentrated leasing, asset management, cost control and customer service efforts;

• developing and acquiring office buildings in BBDs that improve the overall quality of our portfolio and generate attractive returns over the long term for our stockholders;

• disposing of properties no longer considered to be core assets primarily due to location, age, quality and/or overall strategic fit;

• maintaining a balance sheet with ample liquidity to meet our funding needs and growth prospects.

We are in the work-placemaking business.

We believe that in creating environments and experiences where the best and brightest can achieve together what they cannot apart, we can deliver greater value to our customers, their teammates and, in turn, our stockholders.

Our simple strategy is to own and manage high-quality workplaces in the BBDs within our footprint, maintain a strong balance sheet to be opportunistic throughout economic cycles, employ a talented and dedicated team and communicate transparently with all stakeholders.

We focus on owning and managing buildings in the most dynamic and vibrant BBDs.

BBDs are highly-energized and amenitized workplace locations that enhance our customers’ ability to attract and retain talent.

They are both urban and suburban.

Providing the most talent-supportive workplace options in these environments is core to our work-placemaking strategy.

Our investment strategy is to generate attractive and sustainable returns over the long term for our stockholders by developing, acquiring and owning a portfolio of high-quality, differentiated office buildings in the BBDs of our core markets.

A core component of this strategy is to continuously strengthen the financial and operational performance, resiliency and long-term growth prospects of our existing in-service portfolio and recycle out of those properties that no longer meet our criteria.

Since the beginning of 2019, we have acquired 3.1 million square feet of trophy office assets for a total investment of $1.3 billion, placed in service 1.8 million square feet of highly pre-leased new office development for a total investment of $691 million and sold 6.7 million square feet of non-core office and industrial assets for $992 million.

This series of transactions included our exit from Greensboro and Memphis and entry into Charlotte, a higher-growth market with greater future upside opportunities.

Geographic Diversification .

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We also compete with other domestic and foreign REITs, financial institutions, pension funds, partnerships, individual investors and others when attempting to acquire, develop and operate properties.

Sustainability

We are firmly committed to our intrinsic and societal responsibility to routinely minimize all environmental impacts resulting from our development and operation of our properties.

We are devoted to creating healthy and productive workspaces for our customers and communities.

More information regarding our sustainability strategy is available in the Company’s Proxy Statement filed in connection with its annual meeting of stockholders and under the “Service Not Space/Sustainability” section of our website.

Environmental

We are firmly committed to our intrinsic and societal responsibility to routinely minimize all environmental impacts resulting from the development and operation of our properties.

Our plan is to continue minimizing our energy intensity, carbon emissions and water consumption and strive to mitigate pollution, ensure environmental compliance and create healthy and productive workspaces for our customers and communities.

To support and advance the environmental component of our ESG initiatives, we have formed a management-level corporate responsibility team that is overseen by the investment committee of the Company’s board of directors.

The corporate responsibility team, comprised of a diverse group of disciplines including executive leadership, is charged with refining our ESG strategy, driving performance improvements across our portfolio and establishing and tracking progress towards goals.

More information regarding our sustainability strategy and progress towards reaching our target goals is available in the Company’s Proxy Statement filed in connection with our annual meeting of stockholders and in our annual corporate responsibility report that can be found under the “Service Not Space/Sustainability” section of our website.

Information on our website is not considered part of this Annual Report.

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We face risks associated with security breaches through cyber attacks, cyber intrusions or otherwise, as well as other significant disruptions of our information technology networks and related systems.

The audit committee of the Company’s Board of Directors is responsible for overseeing management’s risk assessment and risk management processes designed to

monitor and control information security risk.

The audit committee of the Company’s Board of Directors is responsible for overseeing management’s risk assessment and risk management processes designed to monitor and control information security risk.

Management, including the Company’s chief information officer, regularly briefs the audit committee on information security matters.

These briefings occur as often as needed, but in no event less than once a year.

The Company’s chief information officer also briefs management’s information technology steering committee, which includes the CEO and CFO, as often as needed, but in no event less than four times a year.

We have adopted and implemented an approach to identify and mitigate information security risks that we believe is commercially reasonable for real estate companies, including many of the best practices of the National Institute of Standards and Technology cyber security framework.

The Company’s chief information officer also regularly briefs management’s information technology steering committee, which includes the CEO and CFO.

We have adopted and implemented an approach to identify and mitigate information security risks that we believe is commercially reasonable for real estate companies, including some of the best practices of the National Institute of Standards and Technology cyber security framework.

Since January 1, 2018, we have not experienced any information security breaches that resulted in any financial loss.

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Fully-Integrated.

Unlike some other REITs, which outsource the leasing, management, maintenance and/or customer service of their properties to third parties, we are a fully-integrated REIT that fully staffs the leasing, management, maintenance and customer service of our own portfolio.

Unlike some other REITs, which outsource the leasing, management, maintenance and/or customer service of their properties to third parties, we are a fully-integrated REIT that generally staffs the leasing, management, maintenance and customer service of our own portfolio.

We believe being a fully-integrated REIT is in the best long-term interests of our stockholders for a number of reasons:

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We had 348 full-time employees as of December 31, 2021, 11 fewer than we had as of December 31, 2020.

The reduction in the number of employees was primarily due to our exiting of the Greensboro and Memphis markets and the subsequent closing of those division offices and the resulting synergies garnered from the ongoing simplification of our business.

Over the past three years, our average annual turnover rate was less than 10%.

Over the past three years, our average annual turnover rate was 11%, substantially lower than the average national industry turnover rate of 24% as reported by the Bureau of Labor Statistics.

Our turnover rate was 16% for 2021 largely due to the volatility in the job markets created by the ongoing COVID-19 pandemic.

However, this was lower than the average national industry turnover rate of 26% and we have generally backfilled most of these positions.

Moreover, through our efforts in providing internship and cooperative education opportunities for future real estate professionals, we have identified a pool of talented professionals capable of filling future hiring needs.

As of December 31, 2021, the average tenure of our employees was 10.5 years and the average age was 49.8 years.

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Generally, all other employee costs are recorded as general and administrative expenses.

In 2020, the total cost of our workforce, including salaries, commissions, bonuses, equity and non-equity incentive compensation and employee benefits but excluding one-time severance charges, was approximately $58.5 million.

In 2021, the total cost of our workforce, including salaries, commissions, bonuses, equity and non-equity incentive compensation and employee benefits was approximately $59.6 million.

We continually conduct risk assessments of our human capital needs.

Additionally, we prioritize succession planning across various levels of our Company to ensure seamless transitions as employees are promoted, retire or otherwise depart from their current positions.

One of our most significant human capital risks, which has been identified by many employers in our markets and throughout the country, concerns an increasing shortage of trade professionals in the future, as there are fewer younger trade professionals entering the workforce to replace retiring workers.

Approximately 32% of our employees are highly specialized and skilled trade professionals, such as maintenance engineers and technicians and HVAC technicians.

The average age of our trade professionals is 51.2 years, which is nearly three years older than the average age of the remainder of our employee base.

Like many employers in our markets and throughout the country, we believe there may be an increasing shortage of trade professionals in the future as there may not be enough younger trade professionals entering the workforce to replace retiring workers.

To that end, we have been working with the local trade schools in our markets to implement an apprenticeship program to encourage and incentivize younger workers to obtain the technical skills necessary to become a trade professional.

The average age of our trade professionals is 52 years, which is approximately three years older than the average age of the remainder of our employee base.

To proactively combat the potential future shortage of skilled trade professionals, we have partnered with local trade schools in some of our markets to implement an apprenticeship program to encourage and incentivize younger workers to obtain the technical skills necessary to become a trade professional.

In turn, we hope this program will create a pipeline of future maintenance engineers and technicians and HVAC technicians to join our Company.

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Compensate with fair pay for comparable jobs within the current labor market in which we compete for talent (none of our full-time employees earns less than $15.00 per hour);

Reward positive and successful achievements through a consistent pay-for-performance approach administered throughout our Company;

Reward positive and successful achievements through a consistent pay-for-performance approach administered throughout our Company, including fair and equitable pay for all employees;

Communicate performance expectations and provide career enrichment and/or advancement opportunities to promote our long-term commitment to employees;

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• Comprehensive health insurance coverage;

• Attractive paid time off, including up to 25 vacation days (depending on tenure), two personal holidays, nine company-wide holidays, one volunteer day, sick leave and parental leave for all new parents for births or adoptions;

• Competitive match on contributions to our 401(k) retirement savings plan, in which over 90% of our employees participate;

• 15% discount on purchasing Common Stock through our employee stock purchase plan, in which nearly 30% of our employees participate.

We do not believe that we have compensation policies or practices that create risks that are reasonably likely to have a material adverse effect on our Company.

All employees are paid a base salary.

Officers participate in our annual non-equity incentive program.

Some non-officer employees are eligible to receive annual bonuses.

Approximately 8% of our employees are eligible to receive equity incentive compensation.

Other than as described below, we have no compensation policy or program that rewards employees solely on a transaction-specific basis.

We have a development cash incentive plan pursuant to which certain employees (but not executive officers) can receive a cash payout from a development incentive pool.

Nearly 50% of employees are eligible to receive an annual bonus, which usually ranges from 5% to 30% of the employee’s base salary.

All employees are also eligible to receive a discretionary bonus from time to time to incentivize and reward excellent performance.

Approximately 15% to 20% of employees typically receive a discretionary bonus each year, which usually ranges from $200 to $2,000.

Approximately 8% of our employees, including officers, are also eligible to receive long-term equity incentive compensation.

Equity incentive awards provide such employees with an ownership interest in our company and a direct and demonstrable stake in our success.

Equity incentive awards for non-officer employees are comprised of time-based restricted stock, which serves as a retention tool to deter participants from seeking other employment opportunities.

Time-based restricted stock vests ratably on an annual basis, generally over a four-year term, and if an employee receiving such stock leaves, unvested shares are immediately forfeited except in the event of death, disability or as otherwise provided in our retirement plan.

Other than as described below, we have no compensation policies or programs that reward employees solely on a transaction-specific basis.

We have a development cash incentive plan pursuant to which all employees, excluding executive officers, can receive a cash payout from a development incentive pool.

The amount of funds available to be earned under the plan depends upon the timing and cash yields of a qualifying development project and is included in the pro forma budget for the project.

The program does not create an inappropriate risk because all development projects (inclusive of any such incentive compensation) must be approved in advance by our named executives and, in most cases, the full board or the investment committee of our board, none of whom are eligible to receive such incentives.

Payouts under the plan have generally ranged from $1,000 to $10,000 but could be higher under certain circumstances.

We also pay our in-house leasing professionals commissions for signed leases.

The payment of leasing commissions does not create an inappropriate risk because amounts payable are derived from net effective cash rents (which deducts leasing capital expenditures and operating expenses) and leases must be executed by an officer of our Company, none of whom is eligible to receive such commissions.

We believe such commissions, which are paid in cash, are comparable to what we would pay in commission fees to outside brokers.

We do not believe that we have compensation policies or practices that create risks that are reasonably likely to have a material adverse effect on our Company.

For example, the development cash incentive program does not create an inappropriate risk because all development projects (inclusive of any such incentive compensation) must be approved in advance by our executive officers and, in most cases, the full board or the investment committee of our board, none of whom are eligible to receive such incentives.

Likewise, the payment of leasing commissions does not create an inappropriate risk because amounts payable are derived from net effective cash rents (which deducts leasing capital expenditures and operating expenses) and leases must be executed by an officer of our Company, none of whom is eligible to receive such commissions.

Generally, lease transactions of a particular size or that contain terms or conditions that exceed certain guidelines also must be approved in advance by our senior leadership team.

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As of December 31, 2021, only the Federal Government (4.0%) and Bank of America (3.7%) accounted for more than 3% of our annualized cash revenues.

Employee Empowerment.

While we own and operate a collection of high-quality office assets, we believe our team of dedicated real estate professionals is our greatest asset.

Over the past five years, by simplifying and streamlining our operations, we have reduced our overall headcount by nearly 100.

This right-sizing of our employee base has created, and will continue to create, opportunities for individual career growth.

We encourage an “ownership” mentality throughout our Company and empower our employees to continuously seek new and better ways of doing business, particularly in light of the disruptions created by the COVID-19 pandemic.

Health and Safety.

Primarily because many of our employees are involved with the management and maintenance of our own portfolio, we have robust health and safety processes and training protocols designed to mitigate workplace incidents, risk and hazards.

Among other things, we routinely conduct:

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• training on pandemic safety affecting our people, our buildings and our customers.

In addition, in response to the outbreak of COVID-19 in the United States, we prioritized the health and safety of our employees.

By mid-March, we transitioned many of our employees in Raleigh and our division offices to working remotely and successfully executed our business continuity plan with no disruption to our financial, operational, communications and other systems.

Employee Well-being.

We believe a resilient portfolio starts with having resilient employees.

Our well-being initiatives focus on the “whole person,” as we are concerned not only for the on-the-job health and safety of our employees, but also for their ability to lead healthy and productive personal lives.

To that end, we have established wellness committees in each of our divisions and have a “HIW Well-being” program to promote holistic well-being.

Our health benefit plans are designed to improve the overall health of our employees by decreasing costs and improving access to quality healthcare.

Employee Empowerment.

While we own and operate a collection of high-quality office assets, we believe our team of dedicated real estate professionals is also critically important to our success.

Over the past five years, by simplifying and streamlining our operations, we have reduced our overall headcount by nearly 100.

This right-sizing of our employee base has created, and will continue to create, opportunities for individual career growth.

The Company has long demonstrated a commitment to individual career growth.

For example, nearly one-third of our current employees have had significant career advancement during their tenure with us.

Through periodic career conversations that are held at least once a year with our employees, we create an environment that fosters and encourages an “ownership” mentality throughout our Company and empowers our employees to continuously seek new and better ways of doing business, particularly in light of the disruptions created by the COVID-19 pandemic.

In addition to supporting the career growth of our employees, we also seek to grow as an employer.

We periodically solicit feedback from our employees through the use of employee engagement surveys to monitor and improve employee satisfaction in order to retain and recruit a talented workforce.

During 2021, we surveyed all of our employees with respect to diversity and inclusion and many of our employees with respect to work environment satisfaction.

During 2022, we plan to conduct an engagement survey.

Diversity and Inclusion.

Diversity and inclusion is a core value for our Company.

We strive to create a diverse and inclusive environment in an authentic and meaningful way.

We are an equal opportunity employer, with all qualified applicants receiving consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability or protected veteran status.

As of December 31, 2021, 36% of our employees were female and 21% of our employees were persons of color.

Currently, two of the nine members of our Board of Directors are female and two others are persons of color.

We have a robust diversity and inclusion initiative with the overall goal of creating opportunities for all people in the commercial real estate industry, in the local communities in which we operate and within our own workforce.

First, we have established goals and methods to be sure we are providing opportunities to small and minority vendors to compete for work with our Company.

Second, we have created a new employee-focused program, called the “Heart of Highwoods,” to provide opportunities for our employees to volunteer for community service in any ways important to them.

To support these efforts, we

recently added paid volunteer time off to encourage employees to volunteer in our communities.

Third, as a result of listening sessions recently facilitated by an outside diversity and inclusion consultant, we have formed a diversity and inclusion group of employees to advocate for diversity and inclusion throughout our Company.

More information regarding our governance policies and human capital programs and initiatives, including our community projects, is available in the Company’s Proxy Statement filed in connection with its annual meeting of stockholders and under the “Meet Highwoods/Highwoods Helps” section of our website.

Information on our website is not considered part of this Annual Report.

Of the new employees hired during 2021, 42% were female and 26% were persons of color.

We have a robust diversity and inclusion program, called the “Heart of Highwoods,” with the overall goal of creating opportunities for all people in the commercial real estate industry, in the local communities in which we operate and among our own teammates at the Company.

First, like all federal government contractors, we have established goals and methods to be sure we are providing opportunities to small and minority vendors to compete for work with our Company.

Second, we are providing opportunities for our employees to volunteer within their communities through the recently added paid volunteer time off benefit and an additional paid holiday on Martin Luther King, Jr.

Day, a national day of service.

Third, in response to listening sessions held with our employees, we formed a diversity and inclusion group, called the “DIG.” The DIG is made up of employees selected through an application process who advocate for diversity and inclusion throughout our Company.

In 2021, the DIG focused on creating relationships with local schools that support disadvantaged and minority students, anonymously surveying our employees on diversity and inclusion topics, and creating clear Company-wide communication.

Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.

What changed 10-K

Item 1. Business