Goodman Group presented its Q3 2026 earnings call, revealing a strong financial position and a strategic focus on industrial and data center development. The company reaffirmed its goal of achieving at least 9% operating EPS growth for fiscal year 2026, supported by a robust development pipeline and strategic capital management. The stock price saw a slight decline of 0.76%, closing at $30.05, reflecting nuanced investor sentiment amid broader market conditions.
Key Takeaways
- Goodman Group aims for a minimum of 9% operating EPS growth for FY 2026.
- The development pipeline is set to increase from AUD 14 billion to AUD 18 billion by June 2026.
- Data center projects could potentially contribute 50% of investment income in the long term.
- The company raised AUD 2.7 billion in debt to support its capital strategy.
Company Performance
Goodman Group reported a solid performance in Q3 2026, driven by its expansive development pipeline and strategic capital management. The company is on track to achieve its target of 9% EPS growth for the fiscal year, underpinned by strong investment income and an expanding industrial and data center portfolio. According to GMG“>InvestingPro data, the company delivered diluted EPS of $0.55 over the last twelve months, with a P/E ratio of 36.25. Notably, InvestingPro Tips highlight that Goodman is a prominent player in the Industrial REITs industry and has remained profitable over the last twelve months—two of over 10 exclusive tips available to subscribers. This performance aligns with broader industry trends towards increased demand for data center and logistics infrastructure.
Financial Highlights
- Revenue and EPS growth targets set at a minimum of 9% for FY 2026.
- Development pipeline value expected to reach AUD 18 billion by June 2026.
- Capital raised includes AUD 2.7 billion from bonds and loans, with plans to raise over AUD 10 billion through retained earnings over five years.
Outlook & Guidance
Goodman Group remains confident in its growth trajectory, with EPS forecasts of $0.93 for FY 2026 and $1.04 for FY 2027. The stock’s PEG ratio of 0.49 suggests attractive valuation relative to growth expectations. Analysts have set a price target range between $20.81 and $28.70, with the high target representing significant upside potential. InvestingPro analysis indicates the stock is trading near its Fair Value, and investors can access comprehensive valuation insights, including detailed Pro Research Reports covering Goodman and 1,400+ other US equities, through the platform. The company’s strategic focus on expanding its data center and industrial assets positions it well for future growth, despite potential macroeconomic challenges.
Executive Commentary
Management expressed strong confidence in achieving the 9% EPS growth target, citing a well-contracted investment portfolio and robust development pipeline. Executives highlighted the importance of maintaining low gearing and strategic capital partnerships to support long-term asset growth.
Risks and Challenges
- Geopolitical and economic uncertainties could impact global market conditions.
- Power infrastructure development and procurement remain critical constraints.
- Rising costs and contractor capacity limitations pose challenges to project execution.
- Regulatory and planning approval processes could delay project timelines.
Goodman Group’s strategic initiatives and disciplined execution continue to drive its growth in the evolving industrial and data center markets. With a focus on leveraging technology and capital partnerships, the company is well-positioned to navigate industry challenges and capitalize on emerging opportunities.
Full transcript – Goodman Group (GMG) Q3 2026:
Conference Moderator, Moderator: Please be advised that today’s conference is being recorded. I would now like to hand the conference over to your first speaker today, Greg Goodman, CEO. Please go ahead.
Greg Goodman, CEO, Goodman Group: Thank you. Good morning, everyone. Today, we’re going to spend some time going through our strategy. I’ll also go through progress on developments and leasing across some of our key industrial and data center projects around the world. Nick will then cover capital management and our forecast earnings for the 2026 financial year. We are in the early stages of the most significant technological transition of the 21st century. Goodman is a global provider of the physical infrastructure that makes this possible. AI adoption is accelerating, and compute capacity remains constrained. Demand is concentrating into metro markets, where referencing workloads require proximity to end users. Energy availability is the most significant constraint to delivering the required infrastructure. In addition, the scale of data center investment required to meet global industry demand is likely to exceed the current funding capacity of global capital markets.
As a result, the gap between demand and supply is expected to widen. Consumer and business expectations are driving a structural shift in the supply chain. Robotics and automation, accelerated by AI, are being adopted at great pace. Goodman Group has progressively repositioned its portfolio towards large-scale industrial and data center infrastructure. Across both asset classes, the focus remains on creating a portfolio to meet our customers’ evolving requirements. Goodman’s strategy is clear. Our portfolio is concentrated in prime urban infill locations and low-latency metro markets to cater to the respective needs of our logistics and data center customers. These are locations where demand is most durable and assets are becoming hard to replicate. The scale of land required, the complexity of approvals and the power procurement, and the capital needed to execute increasingly favor a small number of groups. As a result, the barriers to entry are getting higher.
Our focus is on industrial properties capable of supporting full automation and robotics, where customers invest significant capital alongside Goodman. In data centers, we offer a range of deployment models, from powered shells to fully fitted assets with operations when we are required. The development pipeline remains a primary source of value creation and growth, driven by the strength of our property locations and facilitated by our integrated capability across land, planning, power design, construction, and leasing. We’ve continued to execute our development program and expect work in progress to be around AUD 18 billion by June 2026. The industrial projects on slides three and four show the scale of the development sites we’ve secured. These projects offer the infrastructure our customers need to support increasing levels of automation and operational efficiency. Together, they have an expected value on completion of more than AUD 18 billion.
We’re also executing our data center strategy with development projects underway and capital partnerships in place to deliver at scale globally. During the quarter, our global PowerBank increased to 6.4 gigawatts, primarily driven by an increase in Australia. Now, as shown on slides six to nine, we are progressing construction, we are securing capital, and we’re advancing leasing across our data center projects globally. The scale of our data center development program is significant, supported by our financial position and access to capital. We’ve established a range of data center investment vehicles with our capital partners, and very importantly, 90% of these projects depicted on slide six sit within these partnerships. Commercial terms with customers are well advanced across a number of projects globally, with negotiations progressing in parallel with, importantly, construction. Deployments will range from one to 250 megawatts IT for individual buildings in campus-scale deployments.
We also expect to secure a number of contracted commitments across the remainder of this calendar year. I now hand over to Nick for a few comments on capital management and earnings.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah, thanks, Greg Goodman. First, on the capital side, just want to put our recent financing activities in context. Our capital management strategy and financial risk management policies are customized for our business, and here are some of the key considerations we’re solving for. We’re a long-term investor, so the long-term funding makes sense for asset liability duration. There’s a large development pipeline, so low gearing, strong liquidity buffers, and co-investing in partnerships are all desirable. We operate in many countries, so matched currency denomination and access to a wide variety of global markets makes sense. We’d like to limit the impacts of interest rate volatility, so we take on fixed rate debt or put hedges in place. With these considerations in mind, our retained earnings allow us to fund our share of the long-term holdings in the assets we’re developing without excessive reliance on debt.
Over the next five years, you can see a scenario, we’ll raise over AUD 10 billion through retained earnings. That said, long-term debt funding arrangements can also be used proportionately alongside retained earnings without exceeding our desired gearing parameters. We just raised AUD 2.7 billion in debt, mainly in seven-, 10-, and 20-year bonds and some bank loans for the group. This is added to our cash holdings and undrawn credit lines. We now have cash and bank facilities that match our development working capital needs, and then we have equity and long-term debt to match our long-term holdings. Since the equity raising last year, we kicked off several DC projects as expected. We brought in outside equity from partners and have executed a substantial amount of debt in partnerships for maturity extensions and growth. This has given us capacity to start more projects.
With the current funding plan and strategy, we can create a significant volume of assets in the coming five years and maintain appropriate levels of liquidity and gearing. We’re staying ahead of the capital needs of our development program and actively managing our debt maturities. With regard to our earnings, our target of 9% EPS growth will be achieved as a minimum. The investment portfolio has performed in line with expectations, and sufficient transactions necessary to achieve the target are now contracted. We’ll go through the drivers in detail with the full year results. That’s all for now. Thanks, Greg.
Greg Goodman, CEO, Goodman Group: Thanks, Nick. Just in closing before we go to questions, Goodman remains focused on execution. In the data center space, as Nick has described, we have the capital in place. We have the construction progressing, you’ve got some good slides on that in the pack today. We’re now in the customer phase, which we’ve talked about advancing the leasing negotiations through to the end of this calendar year. Importantly, though, on the logistics side, there’s clearly a large opportunity to build into the need for more automation and robotics so our customers can optimize these operations. You’re going to see more billion-dollar warehouses coming from Goodman’s pipeline. I can also confirm that the group set a target of 9% operating EPS growth for FY 2026. We’re currently on track to deliver at least this level of minimum performance.
I thank you, and we can now talk and go to questions.
Conference Moderator, Moderator: Thank you. As a reminder, to ask a question, please press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one one again. Please stand by as we compile the Q&A roster. First question comes on the lines of Simon Chan of Morgan Stanley. Please go ahead.
Andrew Dodds, Analyst, Jefferies0: Hi, good morning, guys. Hey, first question relates to your 9% growth. You said it with a fair bit of conviction there, Nick, about 9% EPS growth will be achieved as a minimum. Can you just give me some insight? What are some of those items that could take it above 9% now?
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah. Simon, look, things like, for example, performance fees are subject to the final valuation outcomes. We’ve put in an allowance for something that we think is very achievable, but that can move a little bit. Things like calculation of percentage of completion. You’ve got to do a reconciliation. Cash flow timing can impact percentage of completion, for example, in terms of revenue recognition, and cash flow timing for the transactions can impact as well. Yeah, there are still a few moving parts, and we just need to land some of those before we come out with a final position.
Greg Goodman, CEO, Goodman Group: I think the other thing, Simon, as well, we won’t be lost on new global volatility. There’s an element of prudence in everything we’re saying today because the world is a little bit of a different place today than it was maybe 12 months ago. I think volatility, that has cost and time. We’re seeing it all around the world. We’re very careful and mindful of not overplaying our hand either. We’re trying to give you a very good basis for what you’re doing with your analysis. I think that’s what we’re doing.
Andrew Dodds, Analyst, Jefferies0: Hey, the CPAs for Europe/Paris, et cetera, are they all sorted now?
Greg Goodman, CEO, Goodman Group: Yes. That’s all closed.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: You’ll see from our nice picture pack, hopefully enjoy reading that tonight at home, but we’ve sent you some nice photos, and you’ll see that there’s substations, transformers work going on. Those substations are going in because power is being connected and contracts are being let and buildings are in processes going up around the world. That program is in place, which once again, over the last six months, I won’t say it’s not challenging around the world around power. It’s also very challenging around construction and contracting. Costs need to be under control, and all those things being managed pretty effectively globally, but in difficult circumstances, as you’d appreciate.
Andrew Dodds, Analyst, Jefferies0: What percentage of your CapEx program already have a cost locked in then? Have you had to deal with contractors coming to you asking you for more money over the last few months?
Greg Goodman, CEO, Goodman Group: Look, it’s mainly been around the long lead items. We’ve been very careful. We’ve been careful of big escalations and big escalators in, try and lock as much down as early as you can, and we’ve done that, Channy. The reason we are building into the demand, which the demand is very strong around the world, the reason we’re building into it is that we can actually get certainty in cost and time and space. When we give someone an RFS date of 2028, we can hit it, and we don’t expose ourselves to risks at the back end, right? We’ve spent a lot of time in the last six months getting these in order. As you will see from a number of the photos tell a thousand words, things are in progress. They’re going up.
Contracts are locked in, and we’re very comfortable we’ve achieved some very good results on this first round of program that’s coming out of the ground.
Andrew Dodds, Analyst, Jefferies0: Thanks. Just one more from me. I’ll let someone else have a go. Hey, I don’t want to sound abrupt, Greg. Why is it taking so long to get customer contracts? What’s been the most contentious point, you reckon? Are you argy-bargying over rents or duration?
Greg Goodman, CEO, Goodman Group: No.
Andrew Dodds, Analyst, Jefferies0: Yeah.
Greg Goodman, CEO, Goodman Group: No, it’s the early stages. We need to be in the slot so we know what we’re building, what it’s going to cost us. It’s folly to do a deal and lock down a rent before you know how much it’s going to cost you to build it. I think you’d know that, right? We’re just being very careful, very cautious. We’ve got a good book of demand. Some of that demand is actually in documentation with lawyers and agreements being lawyered around the world. This is a big program. We’ve got some demand that wants 200-megawatt programs. There is a number of customers that are actually in diligence now on the buildings and what they want out of the building. There’s some redesign for certain customers that may want certain configurations. No, I think we are exactly where we want to be.
Importantly, if you’ve got an RFS date of 2028, you want to be leasing that into the end of 2026 into 2027. There are not too many customers running around for 40 megawatts, 50 megawatts, which is the size we’re putting into the market pretty well around our different complexes on average. They want to know you’re hitting that date. They’re not taking 2029 orders. It’s working together very well. As we programmed it, I think capital was number one. Right? I think Nick’s been through that. Construction is number two. We’ve got that locked down. Customers is number three. That is the point we’re at. After we’ve got customers, we will have to sit down and look at the terminal values of these as well. That’ll be number four.
Andrew Dodds, Analyst, Jefferies0: That’s very clear.
Greg Goodman, CEO, Goodman Group: We’re right where we want to be.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah.
Andrew Dodds, Analyst, Jefferies0: Cheers.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: I think just, again, putting it in context, and I think we talked about this before, but first potential billing dates for LAX is Q1 next year, earliest. At the moment, we actually can’t bill anything, and then it goes from there, right? European projects, earliest is late 2026, early 2027, and it goes back from there. Just keep that in mind.
Andrew Dodds, Analyst, Jefferies0: Cool. Thanks, guys.
Conference Moderator, Moderator: Thank you. Next, we have James Druce from CLSA. Please go ahead.
James Druce, Analyst, CLSA: Yeah. Hi. Good morning, Greg and Nick. Just first question around the AUD 18 billion of WIP that you’re targeting for the end of FY 2026. You’re at AUD 14 billion today. Can we just talk about the ins and outs that you’re thinking about in the last quarter? It looks like the Paris assets are a couple of them, but just a bit more color, please.
Greg Goodman, CEO, Goodman Group: Yeah, look, the data center driven, I think, is the reality. That’s just about property being contracted, final contracting, and work in progress. It’s really that simple. There’ll be a bit of industrial as well in there, Nick.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah.
Greg Goodman, CEO, Goodman Group: I think we’ve got a really good industrial pipeline, which we don’t talk much about on these calls, but that’s world-class. I just go to the locations on what we’re building around the data centers around the world, have a good look at those locations. That’s as good as it gets, right? With speaking with humility. That’s as good as it gets.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah, James, I think you can see the list of the projects in the data center slide, which we’re expecting to commence. It’s all detailed there. That’s the thick end of what’s going to get us there.
James Druce, Analyst, CLSA: Yeah. Okay. Just a follow-up, I think this is maybe Simon Chan’s question. Have you got the general contractors locked in for Paris one and two now? Is that all signed and dusted or settled?
Greg Goodman, CEO, Goodman Group: Yeah. We’ve got all the pre-works done. We’ve contracted all those. The main contractors in Europe have been either locked down or being locked down and have been, in the main, negotiated. That’s similar to, obviously, in Australia, you can see that’s going up. We’re in there. Obviously, LAX is well advanced. The inquiry around that building is great from hyperscalers to primarily wholesale and enterprise. That’s going really well. Tokyo, yep, that’s on the way. You can see the photo there of that moving through. That’s contracted. Now that’s contracted in Tokyo as we’re working with customers, right? We’re building in, once again, starting earthworks and shells, working into the customer demand, so we know what they want.
To save time and to make sure that we have an RFS state at the end we can hit, ready for service, we’re advancing these things, so we take the risk out of the back end, and I can’t emphasize that enough. Right? The last thing we’d want to do is make a big announcement about a big customer commitment, and then have loosey goosey at the back end of it. Effectively, you’ll end up making no money. That is not what we’re in this business for.
James Druce, Analyst, CLSA: Yeah. Okay. One more, if I may. Around the world, you’re starting to see some sort of stabilized funds being created for data centers. The Australian partnership that you’re trying to create, can you share a bit of color about the nature of that? Is that going to be more in line with the CPPIB sort of partnership that you created or will it be something?
Greg Goodman, CEO, Goodman Group: Yeah
James Druce, Analyst, CLSA: a little bit different?
Greg Goodman, CEO, Goodman Group: Yeah. It’ll be very similar to Europe. We’re in final negotiations with partners on that at the moment. There is a pipeline as well that some of the big partners around the world want. We’re just effectively looking at the pipeline in Australia. Apart from Atarman, there’s a desire to do more. If we’re taking our time on it, that is the reason, because it’ll probably have some opportunities to do more with us, particularly in Melbourne and a big site we’ve also got in Sydney. Yeah. That’s going well. I’ve got to say, the partnership process around the world, led by the teams globally and also Nick here, has gone incredibly well and we’re offering really good products to people we know very well that basically want to have the development risk.
At the end of that period, once they’re stabilized, then they’ll go into long-term holdcos, which is more the theme I think you’ll see that the guys in U.S. are doing in New York Stock Exchange at the moment, or they’ve raised some capital for. You’ll see holdcos become a pretty dominant feature in the next two or three years as a lot of these data centers are completed. Then they’re exited into long-term holding vehicles for investors globally.
James Druce, Analyst, CLSA: Okay. That’s clear. Thank you.
Conference Moderator, Moderator: Thank you. Next, we have Cody Sherwell from UBS.
Cody Sherwell, Analyst, UBS: Morning, Greg and Nick. Thanks for the time. Just wanted to draw out on Channy’s question on costs further. You’re saying locking those down. What’s the direction of travel for development yields? Call it over the next 12-18 months.
Greg Goodman, CEO, Goodman Group: Look on data centers, we’re low, depending on where it is, nine, all the way through to 11. Potentially more if you’re knocking the buildings down into smaller floor-by-floor type arrangements or half floors. Look, it’s in good, Nick. The book’s looking good. Really important though, and I’ve got to emphasize it again on this call, really important to lock it down at the beginning, your cost down at the beginning, and don’t leave the tail wagging at the end on your ready for service date. Right. You’ll get in all sorts of trouble. I don’t think hyperscalers will be too friendly if you don’t deliver on time.
Cody Sherwell, Analyst, UBS: Just for the logistics business.
Greg Goodman, CEO, Goodman Group: Look, logistics is good, but it’s actually all about big warehouses. It’s all about robotics with AI, agentic systems. That’s the future of logistics. peerless warehouses, things of that nature. We are really moving hard into that sector. There’s asset rotation we’re doing as well to create more capital in the industrial partnerships to keep moving hard into big, modern, contemporary powered sites around the world. We put a splash on the page the other day, which hopefully you guys can read at your leisure. They’re great sites. There’ll be all robotics going in those warehouses.
Cody Sherwell, Analyst, UBS: Okay. That’s clear. Just turning to the DataBank JV. Greg, you’ve spoken in the past about opportunities kind of emerging in the U.S. with some developers getting over their skis. How are you thinking about that JV and where it could progress to in the coming years?
Greg Goodman, CEO, Goodman Group: I think in the release, I’m only repeating what was in the release. I think Rahul was saying from DataBank, and I think we were saying as well, or Anthony was saying that that’s a start. There’s actually other sites in that L.A. corridor that actually triple the size what we’re doing now. That’s probably 150 mig gross partnership over time, hopefully. There’ll be other things as well we’re looking at in the U.S. as well, which could go into that joint venture, that’s a further discussion and negotiation on that. That’s the intent. Yeah. We like them. They’re a good team.
Cody Sherwell, Analyst, UBS: Okay. Great.
Greg Goodman, CEO, Goodman Group: 1,000 people. 90 people, 90 leasing people, good platform. We like those guys.
Cody Sherwell, Analyst, UBS: Great. Thanks, Greg.
Conference Moderator, Moderator: Thank you. Just a moment for our next question, please. Next, we have Tom Bodor from Jarden.
Andrew Dodds, Analyst, Jefferies1: Good morning, Greg and Nick. I just was interested in where you see the sustainable per annum cadence of putting projects into WIP from a data center perspective per year. You’ve got roughly 400, 500 megawatts going into production this year. Should we think of that as a kind of starting point for a sustainable run rate? Can you accelerate from there or do you think it will take longer given production challenges?
Greg Goodman, CEO, Goodman Group: Well, we can give you a bit of guidance in the short term. I think after that it’s a little bit harder. Overall, we’ve got a potential pipeline of six GW. Some of that’s already delivered, and some of it’s in WIP. If you look at just the projects that are coming up for continuing phases in L.A., in Paris, Amsterdam, Frankfurt, Tokyo, you can see a similar sort of run rate in the short term. It’s just following one foot after the other. That’s very achievable, fundable, and so we’re comfortable with that. What happens after that, we’ll aim to continue to do that. We’ve got a lot of work we can do. How quickly we do it will depend on a whole bunch of parameters. We have the capacity and capability to continue this kind of run rate for quite some years.
Andrew Dodds, Analyst, Jefferies1: Because I’m just looking at your overall Power Bank, and it’s call it 10, 11 years at the current run rate. Is that the right way to think about it?
Greg Goodman, CEO, Goodman Group: Yeah.
Andrew Dodds, Analyst, Jefferies1: Okay, thanks. Then just on the sort of discussions with customers. Across a lot of your projects, the way that you’ve framed it is discussions with multiple customers. In some cases you talk about whole facility type arrangements, just be keen to understand at what point do you go exclusive with a customer, particularly when you’re doing design work on a particular site? I guess when will we see those?
Greg Goodman, CEO, Goodman Group: Yeah
Andrew Dodds, Analyst, Jefferies1: convert to leases?
Greg Goodman, CEO, Goodman Group: We’re exclusive with a number. We’re under a lot of NDAs, so we can’t talk about them through those programs. Until we’re already in that stage, discussions is probably not the correct descriptor. It’s negotiations and finalizations is where we’re at. There’s discussions that we’re having on, for example, in Melbourne, we’ve got a big site in Melbourne. I think it’s going to end up being a gigawatt of power, which is going to be Australian significant. There’s discussions going on there because we’re locking down power. Where we’ve locked down the power on the projects on the page are in negotiation.
Andrew Dodds, Analyst, Jefferies1: That’s clear. Thanks, guys.
Conference Moderator, Moderator: Thank you. Next, we have Richard Jones from JPMorgan.
Richard Jones, Analyst, JPMorgan: Oh, good morning. Hey, just wondering, can you clarify which projects, I know it was sort of a question asked earlier, but just which projects are not in WIP that will go in WIP in the next six weeks?
Greg Goodman, CEO, Goodman Group: The ones that are on the page. I think we’ve told you what’s in and what’s not on. There’s no page number here, but it says data centers at the top and projects. Everything that’s not in WIP, we expect to be in WIP.
Richard Jones, Analyst, JPMorgan: Just in terms of the negotiations with the customers, which specific projects would you expect to see formalized leases in calendar 2026? Are you able to just step through a foremost perspective?
Greg Goodman, CEO, Goodman Group: Yeah, look, we’re under NDAs and all sorts of constraints, exclusivity arrangements on sites, so I’m not going to pick them out for you. All I’ll say is there’s a body of work going on around that 328 MW IT list, which is very, very good. What we’re doing is negotiating outcomes for our investors that we think are representative of the risk we’re taking and the outcomes we need. Right. We’re not rushing.
We’re sensible. We’re getting risk out of the back end. I can’t overemphasize that. That risk at the back end in the last six months is a lot higher than it would have been even 12 months ago. We’re really making sure that we get this right. To get it right, you need to be building the right building in the right locations, you need to have your costs locked down, you need to be able to deliver. Otherwise, don’t open your mouth. Yeah. We’re in that process. A lot of it’s highly sensitive, quite frankly. Effectively, even when we do lease some of the buildings, you’ll know they’re leased to a hyperscaler, there’ll be a lot of names you won’t even be able to talk about. Right. You know how that works.
Richard Jones, Analyst, JPMorgan: Yeah. Okay. Finally, just on Moorabbin Airport, is that project sold and settled? Is that going to be a material contributor profit in FY 2026?
Greg Goodman, CEO, Goodman Group: I’ve never said anything about it. I think the press have run a few articles on it. Obviously, there’s some work being done on it. Yeah, look, I can’t really make any comment about that. Because we haven’t completed-
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Well, it hasn’t sold and settled.
Greg Goodman, CEO, Goodman Group: Yeah.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: We can definitely say that.
Greg Goodman, CEO, Goodman Group: Yes.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah. Okay. Thank you.
Conference Moderator, Moderator: Thank you. Next, we have Calum Ramer from Macquarie. Please go ahead.
Calum Ramer, Analyst, Macquarie: Morning. Just a couple from me. Just going back to the production rate. I think at the moment it’s 2.4 years. Nick, were you confirming that is roughly where it’ll stay at or are you expecting that to move out over time?
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Maybe it goes up from there because most likely anyway, I think if you look at the percentage of the WIP that’s going to be data centers, it’s likely to trend up. Then even the industrial projects that we’re doing are going to be bigger and take a bit longer as well. Yeah, I think it probably goes up from here.
Calum Ramer, Analyst, Macquarie: Does that ultimately mean if you’re getting to the kind of 18 that you’re still running at around AUD 6 billion on an annual basis?
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah. Look, it could go up a little bit as well, but yes, we’re expecting that the volume of WIP will go up. Production rate is going to be flat to up a little bit.
Calum Ramer, Analyst, Macquarie: Your profit or fee take grows then as well, does it, to grow development earnings?
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah. That’s a factor. As you know, there’s a lot of factors that drive development earnings. Yes, an increase in production rate would have a positive effect. All other things equal, would have a positive effect on our earnings. Yes.
Calum Ramer, Analyst, Macquarie: Maybe could you just clarify, just when you’re going in, Greg, to the contracts or maybe to start, sorry, apologies, start a data center? What is the CP for the customer side? Is it an LOI, an MOU, something to that effect with a specific customer before you will start or you’ll start without anything?
Greg Goodman, CEO, Goodman Group: No.
Calum Ramer, Analyst, Macquarie: else in place at all?
Greg Goodman, CEO, Goodman Group: We’re starting early works packages and shells, effectively as we’re negotiating out the leases and contracts. We’re keeping the projects moving so then we don’t have a tail at the end. Bear in mind, we’ve got a big site in Tokyo, which is a gig site, which is pretty extraordinary. We’re kicking off 50. We’re not kicking off 300. We’re just being very careful and measured how we do it. We’re not putting too much into any one market. We’re spreading it globally. It’s a globally significant portfolio. All the big hyperscalers around the world are aware of us and what we’re doing and how we’re doing it, and we’re just being meted and pacing it, and then once we get one away, we’ll accelerate into another one.
The other thing to appreciate too, some of the larger campuses, which we do have, we’ll be breaking them down into bite size so that we can make sure we can deliver on what we say we can do. Right. The trick there is don’t over-promise hundreds, if really at the end of the day, firstly, it’s not even economically feasible, and secondly, I don’t even know how you cost that accurately if it runs out five years. Right. We’re super disciplined around what we’re building, why we’re building it, and where we’re building it. Super disciplined. That is far more important at the moment than basically having a lease signed currently. Right. They are following, and that’s part of phase 3. I talked about the capital, because if you don’t have the money, don’t start building it. Stop there. Start building it. Stop there.
Three, that is where we’re at at the moment, and that’s what we’ve said over the last 12 months, and it’s playing out exactly the way we said it would, probably 12 months ago.
Calum Ramer, Analyst, Macquarie: Maybe just my last one, just going to the Japan partnership. I think it’s two new partners that have come in, so that’s for SCUBA as opposed to the prior partner that is not continuing into SCUBA. Am I interpreting that correctly?
Greg Goodman, CEO, Goodman Group: No. That’s a stabilized partnership that has four data centers already in it. We actually do build data centers, a couple to a colo and a couple to a hyperscaler. We just finished one recently to a colo. No, that’s that partnership, the stabilized data center partnership.
Calum Ramer, Analyst, Macquarie: It’s not for the rights to SCUBA?
Greg Goodman, CEO, Goodman Group: No, SCUBA already is in a development joint venture with Goodman and another partner.
Calum Ramer, Analyst, Macquarie: Okay. Thanks.
Conference Moderator, Moderator: Thank you. Next, we have Andrew Dodds from Jefferies.
Andrew Dodds, Analyst, Jefferies: Good morning, Greg Goodman and Nick. Just picking up on an earlier question and some of the comments just around the what’s under discussion ranging from one megawatt-250 megawatts. Are you able to provide a total of those, or the total IT capacity you’d say is at that stage of discussion?
Greg Goodman, CEO, Goodman Group: Do you mean the total book of demand?
Andrew Dodds, Analyst, Jefferies: Mm-hmm. Yes.
Greg Goodman, CEO, Goodman Group: Oh, it’s vast. It’s vast. It’s a matter of how much you can actually supply is more the issue. They’re Ready for Service. Right. That’s really the issue. It doesn’t matter what you read, where you look, when you look at whether they’re the publicly traded data center developers and operators, whether it’s the large companies around the world that are building AUD trillions, AUD hundreds of billions of infrastructure, demand is very strong globally, and it’s unprecedented. What is difficult is the infrastructure, and we’ve talked about that today, capital. Don’t take that for granted because it’s not infinite. It’s definitely finite. Capital is critical. Getting construction companies to work for you on projects in different countries is difficult, because they’re all at capacity. You have problems with grids, power, planning, all the above. General population don’t want data centers next door to them.
You’ve got all those issues. You’re in a very constrained market, which cannot meet currently the demand. Just think about it in that context. We’re building into a very strong market set of demand across a number of locations globally, and then give that the portfolio effect. We’re not overly exposed to any one market. We’ve got a great portfolio effect. We’re operating in different countries, different time zones, different places, right around the world. Put it in that context, and then think about the book of demand. It’s very large, and it just needs to be done carefully and quietly and sensibly.
Andrew Dodds, Analyst, Jefferies: Okay. Thank you. Then I was just wondering if you could make any comment just around some of the projects that aren’t, I think it’s on page six, just on the data centers page, just around the projects that may have received development approval where you’re out on timing and power commitments for those couple projects.
Greg Goodman, CEO, Goodman Group: Look, all the ones on the page are all moving, and that’s where we’re having negotiations with customers on all those projects. They’re the ones that are in the 500 growth or the 328 IT. They’re the ones in June, work in progress. They’re live, and they’re moving, and we’re on with it.
Andrew Dodds, Analyst, Jefferies: Okay. Thank you.
Conference Moderator, Moderator: Thank you. Next, we have Claire McCue from Green Street. Please go ahead.
Claire McCue, Analyst, Green Street: Just a couple from me. Just in terms of the 5.3-ish gigawatt that hasn’t been delivered and isn’t in progress, are you able to just comment on the whole of that portfolio and how you’re managing the leasing dynamics to the extent, particularly on the non-secured power side of it?
Greg Goodman, CEO, Goodman Group: Yeah. Look, key to it is we’re not leasing or we’re not trying to lease or pre-lease sites that are not power procured. We’ve got to have the power, we’ve got to have the substations, we’ve got to have the infrastructure going in. Otherwise, we’re not talking to customers. They may know they’re coming up. They may be asking us for progress reports, but we’re not in the market talking about stuff we don’t know when we can deliver it, and we don’t have that cost locked down. We’re not doing those discussions.
Claire McCue, Analyst, Green Street: Yeah, okay. It’s more just the development’s predominantly brownfield. I’m more curious in terms of the existing industrial tenants and, obviously there’s an opportunity cost of capital, in terms of you’ve got existing tenants in these brownfield developments. I’m just curious as to how long the WALE is on these industrial assets that are envisaged for data center development down the line. That 5.3 GW that hasn’t been developed and isn’t in progress yet.
Greg Goodman, CEO, Goodman Group: Look, we’re managing that in London, for example, on a big site. We’ve got in inside the M25, and we’re just shortening up the leases to give us two or three years to work through the planning process or the power process. Because we manage all our own sites around the world, we actually have a real competitive advantage in that we can keep these sites income producing while we work through planning and the program around power, which some of it may be faster, but some of it may be longer dated. A lot of the sites we have around the world, or the majority of the sites we have around the world, are already sitting in partnerships and earning their keep in regard to some income coming off them while we work through the planning process.
There’s a good example actually at Western Sydney of that right now, where it’s not greenfield, there’s a building on it. It’s probably a 500 MW site is the ambition or where we’ll get to, we think. Yeah, it’s got income coming off it currently.
Claire McCue, Analyst, Green Street: Okay, thanks. That’s helpful. Then, just in terms of the materiality of that, in terms of the 5.3 gigawatt that hadn’t been delivered and isn’t in progress, can you quantify that as a % of the overall investment earnings? I assume it’s not huge, but a little bit.
Greg Goodman, CEO, Goodman Group: Look, I think as a scale, it’s globally significant in regard to the amount of power we can deliver. In regards to ultimately the development program, it’s AUD 140 billion-AUD 150 billion or something of that of in value, maybe a little higher depending on where it is. That is not in production at the moment, so we’re not primarily, apart from some income coming off those sites
Claire McCue, Analyst, Green Street: There’s no direct correlation to the earnings at this point?
Nick, Chief Financial Officer / Finance Executive, Goodman Group: No, I think in terms of the investment earnings, I think the ones that have already built and are income producing represent, I think, 6% or 7% of our total investment income today. The projects in WIP will more than double that, and then it goes from there. That’s over the next 2-3 years, if that’s your question. Then, look, over time, as Greg Goodman said, the size of the total opportunity is significant. Obviously, we will also have growth on the industrial side. If you take a really long-term view, there is a scenario where you can see 50%, for example, coming out of industrial and data centers.
Claire McCue, Analyst, Green Street: Yes. Sorry, guys, I probably didn’t articulate myself clearly. I meant more in terms of the existing, that 5.3 gigawatts that hasn’t shovels are in the ground yet on the data center side. In terms of the existing industrial tenants, they’re paying income. I’m just curious as to the materiality of that.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Oh.
Claire McCue, Analyst, Green Street: Yeah, in terms of on earnings.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Yeah, it’s marginal. Yeah.
Claire McCue, Analyst, Green Street: Yeah, cool.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: It’s marginal.
Claire McCue, Analyst, Green Street: Yeah. Just wanted to confirm that. Cool. Maybe just one quickly on the secured power side of things. I just want to clarify, it hasn’t really moved a lot. I appreciate these things take time, but on the planning, obviously there’s power approval, and then there’s planning approval. Where’s planning approval at relative to that secured power figure?
Greg Goodman, CEO, Goodman Group: Yeah, look, planning’s going well, particularly in where a lot of that’s coming from. Planning’s going well. It’s really around the power and the infrastructure. There’s a couple of major sites we’re working on at the moment, where, to be quite honest, we’re negotiating the power infrastructure cost because it’s all pay-to-play now all around the world. If five years ago there was power available, now that’s not the case, primarily in the prime markets we’re building around the world. Maybe some secondary markets, that’s different. Where we’re building, you pay to play, and that pay is significant. Yeah, we’re deep in that, which then means, over the next five years, if you look at where demand’s going and supply is getting more constrained and the barriers to entry are getting higher and it’s costing more, yeah, it’s a pretty interesting pipeline of opportunity.
If you have the money to play it. If you don’t have the money, you should get out quick because the money’s getting bigger and it’s getting harder.
Claire McCue, Analyst, Green Street: Yeah. Got it. Are you able to put a figure where you’re saying there’s 3.6 gigawatts of secured power, where’s the planning approval at? What’s the quantum on the planning approval side?
Greg Goodman, CEO, Goodman Group: Yeah, planning, we’re in good shape. It’s really around the energization is where.
Claire McCue, Analyst, Green Street: Yeah
Greg Goodman, CEO, Goodman Group: Most of the work is going. Most of our industrial sites actually cater for primary data center or industrial in most of the countries around the world, actually. It’s not the planning and the building as such. Now, in some of the leafy urban areas where you try and build a data center next to homes, I think it’s going to be an issue moving forward. Primarily, most of what we’ve got and some of the bigger stuff coming forward, some of the bigger sites are actually in industrial areas that already have the opportunity to go data center anyway. It’s really around the power infrastructure is where the heavy lifting is going, and the money, real money is required.
Claire McCue, Analyst, Green Street: Okay. Thanks, guys. I’ll leave it at that.
Conference Moderator, Moderator: Thank you. Our last question comes from Adam Calvetti from Bank of America.
Adam Calvetti, Analyst, Bank of America: Hi, Greg and Nick. Just a quick one. Is the one gigawatt in West Melbourne, is that in the current Power Bank?
Greg Goodman, CEO, Goodman Group: It is not in the secured. It is not in the secured, correct.
Adam Calvetti, Analyst, Bank of America: Okay.
Greg Goodman, CEO, Goodman Group: It’s one of the reasons why six went to 6.4.
Adam Calvetti, Analyst, Bank of America: Okay, perfect. How do we think about you guys selling powered land and capitalizing on the current economics, relative to developing out what it sounds like, you’ve called it a 10-year development pipeline of data centers?
Greg Goodman, CEO, Goodman Group: Sorry, can you repeat the question?
Adam Calvetti, Analyst, Bank of America: How do you think about selling powered land and capitalizing on the current economics and the returns you’re getting on powered land over the next couple of years versus developing out a 10-year pipeline?
Greg Goodman, CEO, Goodman Group: Yeah, no, a really good question. We look at that all the time. From time to time, a customer will come, and we just had one recently, and actually U.K., probably Australia too, I think, just recently, and go, “Well, can we just buy the land and blah, blah?” We’ll go, “Yep, we’ll work on the power, and then we can have that conversation.” We’ve done it before. We’ve done it in a number of locations around the world. We’ll just look at it. We’ll look at the return on capital, the velocity of capital, how much do we want to fund, how much risk do we want to take off the table early. We’ll look at all those things, and we do. That’s a really good question.
Adam Calvetti, Analyst, Bank of America: Okay. That makes sense. Just on the AUD 18 billion industrial pipeline, what’s the timeline? When can we expect that to commence? What’s the blended yield on cost for that pipeline?
Greg Goodman, CEO, Goodman Group: Well, actually, it is commencing and if you look at Goodman around the world, we’re targeting late sevens, eights on good industrials. You’ll see billion-dollar sheds, though, coming out of Goodman. I noticed there was one, I think there was an article in the paper the other day about a shed for Audi. It might’ve been with Inghams. You’re going to find more larger, fully automated sheds, six buildings going into one building. You need nine, 10 MW of power to drive them. These things are only getting bigger and more sophisticated. Don’t underweight the big opportunity, particularly around robotics and AI and agentic programs and processes inside warehouses. It’s big. Very big in China, where we’ve got operations, and accelerating in other parts of the world.
Adam Calvetti, Analyst, Bank of America: Okay. Maybe just to be a bit more granular for modeling purposes. That AUD 18 billion, is that going to be delivered over the next 12-24 months, or is it more longer dated?
Greg Goodman, CEO, Goodman Group: No, it’ll be longer than that. Yeah.
Adam Calvetti, Analyst, Bank of America: Okay. Great. Okay. That’s it from me. Thanks.
Conference Moderator, Moderator: Thank you. Thank you for all the questions. This concludes the Q&A session. I will now turn the conference back to Greg for closing remarks.
Greg Goodman, CEO, Goodman Group: Thank you very much.
Nick, Chief Financial Officer / Finance Executive, Goodman Group: Have a good day.
Conference Moderator, Moderator: This concludes today’s conference call. Thank you for participating. You may now disconnect.
This article was generated with the support of AI and reviewed by an editor. For more information see our T&C.