Conference Operator: Good morning, welcome to the Janus Living Inc. second quarter 2026 conference call. All participants will be in a listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today’s presentation, there will be an opportunity to ask questions. To ask a question, you may press star then one on your touch-tone phone. To withdraw your question, please press star then one. Please note, this event is being recorded. I would like to now turn the conference over to Jonathan Hughes, Senior Vice President, Finance and Investor Relations. Please go ahead.

Jonathan Hughes, Senior Vice President, Finance and Investor Relations, Janus Living Inc.: Thank you. Today’s conference call will contain certain forward-looking statements. Although we believe the expectations reflected in any forward-looking statements are based on reasonable assumptions, these statements are subject to risks and uncertainties that may cause actual results to differ materially from expectations. A discussion of risks and risk factors is included in our press release and detailed in our filings with the SEC. We do not undertake a duty to update any forward-looking statements. Certain non-GAAP financial measures will be discussed on this call. In an exhibit of the 8-K we furnished with the SEC yesterday, we have reconciled all non-GAAP financial measures to the most directly comparable GAAP measure in accordance with Regulation G requirements. The exhibit is also available on our website at janusreit.com. I will now turn the call over to our President and Chief Executive Officer, Scott Brinker.

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Okay. Thanks, Jonathan. Good morning, welcome to the Janus Living second quarter earnings call. Thank you to our operating partners on the ground who work hard every day to deliver a great experience for the seniors who live in our communities. It’s a 24-hour job every day of the year, they are the most important driver of Janus’ performance. We’ll be plenty of discussion today about the numbers from the quarter, we’ll never lose sight that this is a people business, the residents, the staff, and the families. Okay. It was late last summer, about a year ago, that we were building the business plan for Janus Living. Certainly, there are other REITs that invest in senior housing, Janus was designed and built to be a unique and differentiated growth story.

Strong internal growth from a 100% SHOP portfolio that’s concentrated in high growth, business-friendly states with low taxes, deep relationships to drive proprietary deal flow, the cleanest balance sheet in the entire REIT sector with zero debt, an asset base big enough to be public, small enough that we can really move the needle with acquisitions. Thanks to a lot of hard work by our team and a resounding response from operators in the street, we’re outperforming that business plan in both speed and scale. We’re on pace to double the size of the portfolio this year without compromising on asset quality or returns. Essentially, all of it is sourced directly from our target operating partners. Year to date, we’ve closed $1.8 billion of acquisitions with a significant pipeline behind that.

We’re growing Janus Living by acquiring single assets and small portfolios, picking and choosing every property that comes into the portfolio. The year 1 yield is expected to be in the low sixes, improving to 7.5% or better by year 3. The yields are very accretive to our cost of capital, and our basis is well below replacement cost. In just 4 months since going public, we’ve increased the number of operating partners from 2 to 10, all handpicked as companies with strong cultures, track records, and capabilities. That growth would not be possible without the Healthpeak team, who brings the relationships and sector expertise to execute quickly and at scale. With an equity stake in Janus Living worth more than $6 billion, there’s enormous alignment of interest between the two companies. Operationally, we had an outstanding 2Q, including significant growth in occupancy, rate, and margin.

Most important, our communities are providing value to the residents they serve, which allows us to grow revenue. We’re only 4 months in as a public company, but Janus Living has some real momentum. I’ll turn it to Jonathan to share color on our 2Q results and our improved earnings outlook.

Jonathan Hughes, Senior Vice President, Finance and Investor Relations, Janus Living Inc.: Thank you, Scott. We had another strong quarter on both the operational and capital allocation front. For the second quarter 2026, consolidated revenues increased 45% year-over-year, adjusted EBITDA increased 34%, and FFO as adjusted per share increased 40%. This is driven by strong organic growth and the accretion from $800 million of senior housing acquisitions completed in the first and second quarter. Moving to performance. Same store revenues increased 8.4% year-over-year and 60 basis points sequentially. This was driven by 260 basis points of year-over-year occupancy growth, led by Independent Living that saw a 350 basis points increase. Sequentially, same store occupancy increased 10 basis points, which is an improvement from last year’s performance, and we expect continued occupancy gains given the favorable supply-demand dynamics.

RevPOR increased 5.1% year-over-year, reflecting the value proposition at our life plan communities and high-quality resident experience provided by our operators. Same store expenses increased 4.8% year-over-year and on an expense per occupied unit or xPOR basis increased 1.7%. As occupancy grows, we expect to show continued operating leverage given the large scale of our life plan communities and more Independent Living focus. Same store NOI increased 19.2% year-over-year and margin expanded by 250 basis points. Within the non-same store portfolio, occupancy was approximately 80.5% and primarily reflects lease-up opportunity in the 18 transition communities. The operator transitions position the communities to capture embedded occupancy and NOI growth from improved operational performance. Our current and prior guidance incorporates temporary occupancy and expense headwinds as part of normal course transition disruptions.

The properties are in great shape, and the new operators are in place to deliver a better resident experience, which should translate to improved occupancy. Shifting to the balance sheet and capital allocation. In June, we completed a follow-on offering of Class A1 common stock, generating $690 million in net proceeds to pursue acquisition and investment opportunities. Despite a competitive environment, we’re having no problem sourcing opportunities from our deep network of relationships. During the second quarter, we acquired two senior housing communities for $105 million and disposed of one community, generating $23 million of gross proceeds. Subsequent to quarter end and through August 3rd, we completed an additional $1 billion of acquisitions. Year to date, we’ve completed $1.8 billion of acquisitions and have another $59 million under purchase agreement. Initial yields across completed acquisitions are in the low sixes, improving towards 7.5% or higher by year three.

Ending with guidance. We are increasing our 2026 FFO as adjusted guidance range to $0.95 to $0.98 per share, up from $0.93 to $0.97 per share. We are also increasing our same store adjusted NOI growth guidance range by 200 basis points to 13%-17%. The updated range is 500 basis points higher than the initial guidance range provided by Healthpeak for the same portfolio in February, driven by outperformance. Our guidance also includes $1.6 billion of net capital sources from our IPO and follow-on offering. We expect to deploy that capital into acquisitions through year end.

Our guidance incorporates an earnings drag from cash on the balance sheet until that capital is fully deployed. Wrapping up, the team remains highly energized. We are focused on growing and collaborating with our operating partners to help them improve the resident experience and acquiring high-quality, durable real estate to outperform in all cycles. We continue to build the asset management and investment teams for the long term and creating value for our shareholders. We also have Kelvin Moses, Chief Financial Officer, on with us and available for questions. With that, operator, please open the line for Q&A.

Conference Operator: We will now begin the question and answer session. To ask a question, you may press star then one on your touch-tone phone. If you’re using a speakerphone, please pick up your handset before pressing the keys. To withdraw your question, please press star then one. In the interest of time, callers will be limited to one question. At this time, we will pause momentarily to assemble our roster. Your first question comes from the line of Farrell Granath with Bank of America. Farrell, your line is open. Please go ahead.

Farrell Granath, Analyst, Bank of America: Thank you so much. My question is largely around the ramping of your operators, especially when thinking about Janus’ original IPO. Very limited number, and as you’ve been building this pipeline, as well as executing on these acquisitions, we’ve noticed that your number of operators has been increasing. I wanted to know if you could dive deeper on how you think about scaling with Sorry. Continue to manage these relationships going forward.

Jonathan Hughes, Senior Vice President, Finance and Investor Relations, Janus Living Inc.: Hey, Farrell, you kind of cut out. I don’t know if that was on your end or on our end. I think you were asking about scaling the number of operators.

Farrell Granath, Analyst, Bank of America: Yes.

Jonathan Hughes, Senior Vice President, Finance and Investor Relations, Janus Living Inc.: Is that right?

Farrell Granath, Analyst, Bank of America: Yes.

Jonathan Hughes, Senior Vice President, Finance and Investor Relations, Janus Living Inc.: Yeah. Part of the business plan was to develop relationships with 10 or more high-quality operators that we had existing track records with. They’d been in the business for a long time, history of success, great integrity culture, to really drive performance over the long term, and we’ve had great success converting that business plan into reality. We started the year with essentially two partners, one of them being LCS, who was, plus or minus, 90% of the portfolio. They do a fantastic job. They have been incredible partners for the last six years since they took over the Life Plan portfolio. They just crushed it in every way, most importantly on resident satisfaction inside the buildings, which is really driving revenue. Yet to grow the business, obviously, we had to diversify. We’re still doing things with LCS. We would like to grow that relationship as well.

Senior housing is unique in that the operators really control a lot of the deal flow. Part of the business plan, of course, is external growth that’s accretive, so we needed multiple partners to really maximize the opportunity set. That’s what you’re seeing. Year to date, we’ve closed $1.8 billion of accretive acquisitions. That’s with 8 separate operating partners, 12 separate transactions. It’s really asset by asset, which is allowing us to, I think, get really great pricing, but also to handpick exactly which buildings come into the portfolio and which operators. We have future opportunity with every one of them. They control pretty big

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: footprint of real estate that over time they’ll either be recapping or looking for acquisitions in their local markets that our expectation is they would come to us first to those opportunities, which is exactly what’s happening. It’s mutually rewarding. Their business grows, our business grows. It’s really a positive relationship for both companies. I don’t think you’ll see us get to 50 operators. We really don’t need to, just given our scale. We knew that we wouldn’t be able to maximize our business plan with just the two.

Conference Operator: Your next question comes from the line of Ronald Kamdem with Morgan Stanley. Ronald, your line is open. Please go ahead.

Ronald Kamdem, Analyst, Morgan Stanley: You talk about the same-store guidance up 500 basis points since the initial guide, which was pretty impressive. I guess I’d love to hear some thoughts as you’re sort of looking at the business, where you guys are thinking that peak occupancy is for your portfolio for this industry versus maybe at the start of the year, given what you’ve seen. If you could add some comments of what you think that means in terms of pricing and margins as well as you’re thinking about this business over the next three to five. Thanks.

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Hey, Ron. We’re in the mid-80s today across the total portfolio. Obviously trending higher, 200 plus basis points year-over-year. We certainly think we can get into the 90s over the next couple of years, just given the demand is growing 4% or 5% per year, depending on the market, given the population growth, and supply is less than 1%. Eventually, that will pick up. It will take several years. Just the math alone would suggest there’s a lot of occupancy upside. I think our buildings are in great condition to attract residents, and I definitely believe we have great operators on the ground delivering that experience for the residents to capture market share. Into the 90s for sure. Generally speaking, we’re doing our underwriting at kind of 93% ± as a stabilized occupancy. Is it possible to do better? Of course.

We’ve acquired some assets year-to-date that are essentially 100% full. We’re not underwriting that as an expectation. Jonathan, anything to add?

Jonathan Hughes, Senior Vice President, Finance and Investor Relations, Janus Living Inc.: Ron, I’ll say just on the margin question, obviously as occupancy surpasses 90%, that incremental flow through margin improves. We saw a delta to NOI margin expansion this year of 250 basis points. The delta between RevPOR and ExpPOR is expected to be pretty similar going forward. As occupancy continues to grow and given our more IL focus with lower labor intensity, that incremental margin profile should only improve.

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Okay. Thanks, Ron. Next question.

Conference Operator: Your next question comes from the line of John Kilichowski with Wells Fargo. John, your line is open. Please go ahead.

John Kilichowski, Analyst, Wells Fargo: Hi, good afternoon. Jonathan, you gave some helpful color in the opening remarks. Could you just talk us through the NOI margins, both of the same store and the total portfolio pools here? We saw a step down quarter-over-quarter. The year-over-year number looks great, but I’m just curious what’s driving that. I know there’s some seasonality in the life plan portfolio, and then you have the Brookdale transitions. Could you just kind of walk us through both, what we should be expecting going forward from a seasonality perspective in the same store pool, and then on the total portfolio side, how that Brookdale transition should progress?

Jonathan Hughes, Senior Vice President, Finance and Investor Relations, Janus Living Inc.: Yeah. Thanks, John. On same store NOI, that did decrease sequentially. Margin compressed 40 basis points. That’s driven by typical seasonality due to timing of labor increases in April, more expense days, and lower sales. Occupancy increased 10 basis points sequentially, but IL occupancy actually increased 50 basis points. Both of those are an improvement from last year’s performance. You had a SNF occupancy decline sequentially. That’s typical due to the seasonally lower summer months and some lower hospital census. The margin trend was also an improvement from last year’s performance. Our life plan communities typically see strong occupancy growth in 4Q and 1Q. That’s kind of the opposite of a traditional rental senior housing. The resident lead pipeline remains robust, positions the business well to achieve 2026 sales objectives. I think on the transition portfolio, keep in mind those were completed April 1st.

Both operators are making significant progress there. I laid out the occupancy of the non-same store pool in my prepared remarks. We think that the new operators and the capital plans that are underway are positioned to deliver a better resident and staff experience that should drive improved occupancy. When LCS came into our life plan portfolio, it was a similar sequencing and playbook. That portfolio track record since then speaks for itself, and we expect a similar trajectory here of 50-plus % NOI growth potential over the next two to three years. Hopefully that’s helpful.

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Thanks, Jonathan. Okay, next question.

Conference Operator: Your next question comes from the line of Austin Wurschmidt with KeyBanc Capital Markets. Austin, your line is open. Please go ahead.

Austin Wurschmidt, Analyst, KeyBanc Capital Markets: Great. Thank you. I was just wondering about your thoughts around deploying capital today and just whether the funding options in front of you between debt and equity. Clearly liquidity isn’t a limiting factor, but is there anything that’s kind of holding back the acquisition pace from even accelerating versus the $400 million incremental that you have assumed in the back half of the year, or the quality of opportunities in front of you? Just kind of speak to how you’re thinking about funding and the willingness, I guess, to lean into that debt capacity today.

Kelvin Moses, Chief Financial Officer, Janus Living Inc.: Hey, Austin, this is Kelvin. I’ll start. I think we’ve done a pretty exceptional job to start the year. It’s only been four months, and we’ve been able to deploy the cash that we’ve raised through the IPO and a good chunk of it from the follow-on offering into accretive acquisitions. The acquisition pipeline is very healthy. The opportunity set is pretty significant, as Scott had mentioned earlier. We’ll continue to think about our sources of capital based on what’s the most accretive deployment for the platform right now. The cash that we have on the balance sheet is certainly highly accretive to deploy into acquisitions with going-in yields in the low sixes or around 6%. We’ll continue to utilize that source of capital while we have it. We have a substantial amount of available capacity on balance sheet.

Today, we have about a $500 million revolver that can be upsized with an accordion feature to $1.5 billion. We have a $100 million delayed draw term loan that is currently undrawn. Access to ample liquidity, in addition to the cash on balance sheet, which Jonathan mentioned, is about $400+ million after you account for the one asset that we have under contract. Continue to be prudent with the balance sheet here, having no debt is an advantage, and we’ll utilize it strategically as we see the need to do so over time.

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Yeah. That’s the capital raising side. On the deployment side, I would just add to that, Austin, that the biggest mistakes are made when the sector’s on fire. We’ve seen that through history in senior housing and in other sectors. We’re being extremely disciplined. In my view, told the team we’d rather do $1 billion at super high quality deals rather than $5 billion of some marginal deals. That’s the approach that we’re taking on all these transactions. We’re not in a hurry. Our small denominator allows us to be super disciplined and still really move the needle with acquisitions. Okay, next question.

Conference Operator: Your next question comes from the line of Rich Hightower with Barclays. Rich, your line is open. Please go ahead.

Rich Hightower, Analyst, Barclays: Hey, good morning out there, guys. I guess just to back up on maybe the long-term supply question. Do you have an estimate of where that spread between sort of current market rents and the level that would be required to justify new construction, especially in these sort of higher growth but easier to build Sun Belt type markets?

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Happy to take that. There’s no simple answer. I think most of the new supply, at least the initial wave, is going to be more at the super high-end, luxury end of the product continuum, where you can charge, or at least on a piece of paper, you can charge the super high rental rates. Obviously, the demand pool at those extreme levels gets a little bit tighter, but those are the ones that make sense today, at least on a piece of paper. Again, I think that’s where you’re going to see the first wave of development. It’s going to take time. It’s a process to get the entitlements, to buy the land, to do all the drawings, and then to actually build it. By the way, you’ve got to find the debt and equity, which is not easy.

It’s getting easier but it’s not easy. I think you’re still several years away from any meaningful amount of new supply being delivered. In the meantime, demand is still growing at 4%-5%. Certainly as occupancy grows, rates grow, arguably cap rates come down. Although we’ll see with interest rates. The development math starts to make more sense. It’s still not easy for a lot of reasons. Where do rents need to grow? That’s harder to answer by market. Could be anywhere from 10%-30%. It just depends on the situation. In any event, it’s higher than where in-place rents are. Okay, next question.

Conference Operator: Your next question comes from the line of Michael Carroll with RBC Capital Markets. Michael, your line is open. Please go ahead.

Michael Carroll, Analyst, RBC Capital Markets: Thanks. Scott, how has Janus’ investment strategy evolved, I guess since the IPO? I know that was only a handful of months ago. I know the cost of capital has improved pretty meaningfully. Does this allow Janus to go after newer, bigger buildings in primary markets? I know that you’ve always been looking at the bigger buildings in primary markets. Does this allow you to go up the next realm to kind of get up some of those higher quality type assets?

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Yeah, I don’t think the investment strategy’s really changed. It just makes it more profitable, which is good. In terms of what we’re targeting, the operators, the markets, the product type, hasn’t really changed. The return profile hasn’t really changed. Discount to replacement cost hasn’t changed. No, I don’t think anything’s changed other than the spread on investment is just more positive. Okay, next question.

Conference Operator: Your next question comes from the line of Michael Stroyeck with Green Street. Michael, your line is open. Please go ahead.

Michael Stroyeck, Analyst, Green Street: Good morning. Thanks for the time. RevPOR growth, excluding non-refundable entrance fees, it did tick down a bit sequentially. Can you just provide some color as to what’s causing that, and do you still expect that figure to re-accelerate towards the longer-term average of CPI plus 200 basis points or so?

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Yeah. I think the important thing to notice is that our view on RevPOR is unchanged. You’re still going to see that mid-single digits type of growth on a year-over-year basis. Sequential comparisons get a little wonky due to seasonality to a degree. The demand is there. The value that our communities provide to residents is still there. That hasn’t changed. Our updated outlook for the year, I wish I could say it was driven by one thing in particular, but it was across everything. RevPOR, occupancy, expenses, all were a little bit better, which drove the increase. I think there’s really no change in that seasonal comparison. Makes it difficult sequentially. Okay.

Conference Operator: Your next question comes from the line of David Rodgers with Raymond James. David, your line is open. Please go ahead.

David Rodgers, Analyst, Raymond James: Yeah. Hey, everybody. You’ve mentioned a couple times on the call the focus on kind of the independent living IL side of the business. I know that’s where you’ve been historically with life plan. It sounds like that’s where you want to continue to be much more like IL-centric. I guess if that’s the case, are you seeing more acquisition opportunities versus peers by being a little bit more IL-centric, would you say? Are you seeing more or less deal flow versus maybe some of the AL-centric peers? Then maybe just the tie-on to independent living would be, do you see an ultimately better margin opportunity there as well? Do you kind of have any terminal margins in mind as you look forward in the business for IL?

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Yeah. We do have a unique portfolio in that 70% or so of the units are independent living. That’s really driven by the entry fee portfolio, just because it’s such a big part of the base for Janus Living. Most of what we’re buying is, it’s more that we like the continuum. It’s not that we’re emphasizing just independent living. The vast majority of what we own and what we continue to acquire has a continuum of some sort, preferably all 3 product types, but at a minimum, 2 of the product types. Year to date, on the $1.8 billion, plus or minus 60% of that is independent living. That is the majority, but I wouldn’t characterize it as we’re only looking to do independent living. That’s not really the case. It’s more that we like the bigger buildings. We like the continuum.

It’s more market driven, and operator driven are the other kind of criteria in addition to obviously returns and price per unit. Okay, next question.

Conference Operator: Your next question comes from the line of Julien Blouin with Goldman Sachs. Julien, your line is open. Please go ahead.

Julien Blouin, Analyst, Goldman Sachs: Hey, thanks for the time. I know it’s been a busy couple days for you guys. As you bring on new operators on board, how long do you give them in terms of assessing their performance before deciding whether it’s time to pivot? When operators bring you deals, does that generally impact the kind of management contract termination rights you have at those properties? Do those cases, do the operators have more negotiating leverage?

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Yeah, fair. Thanks for the question, Julien. I’ll comment and Patrick Chang, who runs asset management, may have comments as well. Across the board, we’re trying to structure contracts with great alignment with our partners, that their fee is primarily driven by the performance at the property over time. That there’s mutual alignment to create a great long-term environment to live in, to generate revenue, and obviously profit opportunity as well. That’s a given across all the contracts. There are, of course, performance expectations. It’s a volatile business. There are going to be things that move around from quarter to quarter, if not month to month, just given the operational intensity. We’ll try to find the right balance between day-to-day performance, and just the acknowledging the reality that there is going to be some variability in the business.

Certainly if somebody is underperforming for a period of time, we would always have contractual rights to make a change, if we thought it made sense. Patrick, do you want to comment?

Patrick Chang, Asset Management Lead, Janus Living Inc.: Yeah. On the piece of alignment, I think that’s the key of it here. It’s like these are principals of these operators and operators who have alignment with us in creating a great resident and staff experience. Part of that too is also, it’s like the question of how long do we give them to evaluate? These are folks as part of that operator underwriting process in addition to alignment, culture, integrity, innovation, but also success in the markets and specifically the products in those markets that they’ve done, right? Whether that’s life plan, independent living, AL memory care. It’s like they already have success in these markets. It’s an evaluation of them that was done not just when they took over the asset, but they have a track record of that success.

Conference Operator: Your next question comes from the line-

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Okay. Thanks, Julien.

Conference Operator: of Michael Mueller with J.P. Morgan. Mike, your line is open. Please go ahead.

Michael Mueller, Analyst, J.P. Morgan: Yeah. Hi. I dropped briefly. I apologize if this was asked already. Out of curiosity, what was the story behind the asset that you sold in the quarter with negative NOI, and is there anything else like that that could be an imminent sale in the future?

Scott Brinker, President and Chief Executive Officer, Janus Living Inc.: Hey, Michael. No, that was a one-off. It’s just a unique property. In Houston, it had some skilled nursing. It’s a high-rise. Brookdale had been managing it. It has not been profitable for a long time. Unfortunately, they haven’t been able to turn it around despite a lot of effort. We thought it made more sense to just sell it. It would not have been easy to find another operator for that particular product type, we just sold it. I think we got a great price, certainly relative to the NOI that’s in place or what’s been in place for the last 10 years. That should be a good outcome for us. No, there’s really nothing else in the portfolio that we’re looking to monetize.

Conference Operator: This concludes the question and answer session of the conference call. Thank you for your participation. You may now disconnect.