INSTITUTIONAL INVESTOR PRESENTATION FIRST QUARTER 2018
INSTITUTIONAL INVESTOR PRESENTATIONFIRST QUARTER 2018
Contents
Company Overview & 1Q18 Results 4
Investment Thesis 6
Portfolio Diversification 15
Defensive Retail Portfolio 20
Asset and Portfolio Management 25
Investment Strategy 28
Capital Structure and Scalability 35
Dependable Dividends 39
Summary 41
Appendix 42
All data as of March 31, 2018 unless otherwise specified2
Safe Harbor For Forward-Looking Statements
Statements in this investor presentation that are not strictly historical are "forward-looking"statements. Forward-looking statements involve known and unknown risks, which may cause thecompany‘s actual future results to differ materially from expected results. These risks include,among others, general economic conditions, local real estate conditions, tenant financial health,the availability of capital to finance planned growth, continued volatility and uncertainty in thecredit markets and broader financial markets, property acquisitions and the timing of theseacquisitions, charges for property impairments, and the outcome of any legal proceedings to whichthe company is a party, as described in the company's filings with the Securities and ExchangeCommission. Consequently, forward-looking statements should be regarded solely as reflections ofthe company's current operating plans and estimates. Actual operating results may differ materiallyfrom what is expressed or forecast in this investor presentation. The company undertakes noobligation to publicly release the results of any revisions to these forward-looking statements thatmay be made to reflect events or circumstances after the date these statements were made.
3
Company Overview
S&P 500 Real Estate Company
$21 billion enterprise value
Member of S&P High-Yield Dividend Aristocrats® index
One of 9 (1) U.S. REITs with at least one “A” rating (Moody’s: A3)
Diversified “Net Lease” Portfolio
5,326 commercial real estate properties
81% of rent generated from retail properties
254 commercial tenants, 47 industries, 49 states represented
Strong returns with low volatility
15.7% compound average annual total return since ’94
0.4 monthly beta since ‘94
Positive AFFO/sh growth in 21 of 22 years (2)
1 of only 2 REITs in both categories
4(1) Excludes companies without rated unsecured debt outstanding
(2) Excludes earnings from Crest Net Lease, a subsidiary of Realty Income, as earnings do not reflect recurring business operations
Our Approach and 1Q18 Results
(1) Acquire well-located commercial properties
(2) Remain disciplined in our acquisition underwriting
(3) Execute long-term net lease agreements
(4) Actively manage portfolio to maintain high occupancy
(5) Maintain a conservative balance sheet
$510 million in acquisitions
Acquired 5% of sourced volume
Ended quarter at 98.6% occupancy
Recaptured 100.4% of expiring rent
Remain only net lease REIT with an “A” credit rating
Grow per share earnings and dividends
AFFO/sh growth: +3.9% | Dividend/sh growth: +4.3%
5
Earnings Growth Outperformance
Consistency
Investment Thesis
(1) Consistent Earnings Growth
(2) Predictable Business Model
(3) Track Record of TSR Outperformance
Consistent Annual Earnings Growth Since NYSE ListingPositive earnings growth(1) in 21 out of 22 years as a public company
5.1%
6.8%6.4%
6.0%
1.6%
3.2%
5.4% 5.1% 4.9%
6.0%
9.4%
3.4%
4.4%
-2.1%
0.5%
8.1%
2.5%
17.0%
6.6% 6.6%
5.1%
6.3%
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
(1) AFFO / Excludes earnings from Crest Net Lease, a subsidiary of Realty Income, as earnings do not reflect recurring business operations(2) FFO / Includes all REITs currently included in MSCI REIT Index with earnings history since 2000 / Source: SNL
Historical Earnings Growth Rates (Median)
Realty Income (1): 5.2%
Current REITs (2): 3.7%
Compares favorably to REIT
median growth rates:
2008: -5.1%
2009: -6.9%
2010: -8.1%
7
1.5%
1.1%1.3%
1.8%
1.5% 1.4% 1.4%
1.7%
1.4% 1.5%
1.1%1.3% 1.3% 1.4%
1.1%0.9%
1.6%
0.4%
1.0% 1.0% 1.0%
Consistency: Steady Portfolio, Solid FundamentalsFocus on quality underwriting and real estate supports predictable cash flow generation
Consistent Occupancy Levels, Never Below 96%
Steady Same-Store Rent Growth
˃ Careful underwriting at acquisition
˃ Solid retail store performance
˃ Strong underlying real estate quality
˃ Healthy tenant industries
˃ Prudent disposition activity
˃ Proactive management of rollovers
Tenets of Consistency:
Annual same-store rent growth run rate of ~1.0%
Long lease terms limit annual volatility
8
Investment Spreads Maintain Even with Rising Interest RatesRising interest rates do not pose a significant earnings headwind to the net lease business model
2%
4%
6%
8%
10%
12%
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Acquisition Cap Rate
Avg US 10Y Yield
R2 = 0.89
Acquisition cap rates highly correlated to changing interest rates…
…which contributes to strong earnings growth during periods of rising rates
5.1%6.8% 6.4% 6.0%
1.6%3.2%
5.4% 5.1% 4.9%6.0%
9.4%
3.4%4.4%
-2.1%
0.5%
8.1%
2.5%
17.0%
6.6% 6.6%5.1%
6.3%
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Annual AFFO/sh
Growth Rate(1):
(1) Excludes earnings from Crest Net Lease, a subsidiary of Realty Income, as earnings do not reflect recurring business operations9
Snapshot vs. S&P 500 REIT Peers
Tenets of Consistency:
Superior stability: Favorable occupancy, dividend growth, credit rating and total return metrics
98.2%96.6%
93.3%
90.4%
Historical Median Lowest Year-End
Portfolio Occupancy
O S&P 500 REIT Median
0%
4.7%
9%
3.3%
% of Years w/ Negative
Growth
Dividend CAGR
Dividend Growth
O S&P 500 REIT Median
Moody’s Credit Rating
Baa3
Baa2
Baa1
A3
A2
● ● S&P 500 REIT Peer
0
1
2
3
4
5
6
7
# of Years with TSR < -10% (1)
S&P 500 REIT Peer●●
Sources: SNL, FactSet | Excludes specialty REITs (i.e. infrastructure, timber, information services)(1) Excludes REITs with fewer years of history than Realty Income (23)
10
Track Record of Favorable Risk-Adjusted Returns to Shareholders Since 1994 NYSE listing, Realty Income shares have outperformed benchmark indices while exhibiting lower volatility
15.7%
10.6% 10.3%9.9% 9.8%
O DJIA Equity REIT Index Nasdaq S&P 500
16.0% 16.3%
18.3%18.9%
29.1%
O DJIA S&P 500 Equity REIT
Index
Nasdaq
Standard Deviation of
Annual Returns Since 1994
Compound Average Annual Total
Shareholder Return Since 1994
Standard deviation of total returns measures deviation from average annual total returns since 1994 11
Attractive Risk/Reward vs. S&P 500 CompaniesHigher returns and lower volatility than majority of S&P 500 companies since 1994 NYSE listing
Realty Income return per
unit of market risk in the
98th percentile of all S&P
500 companies(1):
Beta: 0.39
Return: 16.4%
(1) n=341 / Excludes companies without trading histories dating to 1994 Beta measured using monthly frequency
Source: FactSet
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
35%
0.00.30.50.81.01.31.51.82.02.3
Tota
l R
etu
rn C
AG
R
Beta
Realty Income return per unit of market risk is in the 97th
percentile of all S&P 500 companies (1)::
Return: 15.7%Beta: 0.38
12
O
JNJ
WMT
XOM
AAPL
INTC
WFC
REITs
MSFT
T
S&P 500
JPM
BAC
0%
5%
10%
15%
20%
25%
0.00.20.40.60.81.01.21.41.61.82.0
Tota
l R
etu
rn C
AG
R
Beta
Attractive Risk/Reward vs. Blue Chip S&P 500 Equities
Realty Income: Greater
return per unit of
market risk than each
of top 10 largest S&P
constituents(1) since
1994 NYSE listing
(1)Excludes companies without trading histories since 10/18/1994 / Constituents plotted include S&P 500 and FTSE NAREIT US Equity REIT Index
Beta measured using monthly frequency
Source: FactSet
Historically, more return per unit of risk vs. the 10 largest S&P 500 constituents
13
Attractive Risk/Reward vs. Blue Chip REITsHistorically, more return per unit of risk vs. S&P 500 REITs
OPSA
ESS
HCN
FRT
SPGAVB
VTR
EQR
HCP
REGVNO
AIV
KIM
MACGGP
WYHST
UDR
MAA
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
0.00.20.40.60.81.01.21.41.61.82.0
Tota
l R
etu
rn C
AG
R
Beta
(1) Excludes companies without trading histories since 10/18/1994
Beta measured using monthly frequency
Source: FactSet
Realty Income: Greater
return per unit of
market risk than S&P
500 REITs(1) since
1994 NYSE listing
14
PORTFOLIO DIVERSIFICATION
Portfolio Diversification: TenantDiverse tenant roster, investment grade concentration reduces overall portfolio risk
1.2%1.3%1.4%1.5%1.7%1.8%1.9%2.0%2.0%2.0%2.2%2.4%
3.0%3.5%3.5%3.6%3.8%3.8%
5.0%
6.7%
(1) Investment grade tenants are defined as tenants with a credit rating of Baa3/BBB- or higher from one of the
three major rating agencies (Moody’s/S&P/Fitch). 51% of our annualized rental revenue is generated from
properties leased to investment grade tenants, including approximately 9% from properties leased to
subsidiaries of investment grade companies.
54% of annualized rental revenue 11 different
industries 11 investment grade rated tenants
Investment
grade rated (1)
Top 20 tenants represent:
16
Service-Oriented
Non-Discretionary
N/A (Non-Retail Exposure
Portfolio Diversification: IndustryExposure to 47 industries enhances predictability of cash flow (See Appendix for Industry Theses)
Exposure to defensive industries:94% of total portfolio rent is protected against retail e-commerce threats and economic downturns
Non-Discretionary
Service-Oriented
Non-Discretionary, Low Price Point
Low Price Point
❶ Drug Stores: 10.5%Non-discretionary
❷ Convenience Stores: 9.1%Service-oriented
❹ Dollar Stores: 7.5%Non-discretionary, Low price point
❸ Health & Fitness: 7.6%Non-discretionary, Service-oriented
❺Theaters: 5.8%Low price point, Service-oriented
❻ Quick-Service Restaurants: 5.3%Low price point, Service-oriented
❼ Transportation Services: 5.2%Non-retail exposure
17
75% of Total Rent:
Retail with at least one of the following components:
Non-Discretionary(Counter-cyclical)
Low Price-Point(Low cash flow volatility)
Service-Oriented(E-commerce resilient)
19%Non-retail
(E-commerce resilient)6% Other
Portfolio Diversification: GeographyBalanced presence in 49 states and Puerto Rico
<1
<1
<1
<1
<1
<1
<1
2.2
<1
1.8
<1
<1
<1
1.6
1.5
3.3
1.4
2.7
<1
1.6
1.5 1.9 4.3
2.6
3.0
3.3
2.32.2
2.8
1.4
2.7
<12.7
<1
Puerto Rico <1
<1<1<1
1.2
<1
<1
1.9
<1
1.6
9.0
9.4
6.3
5.2
4.8
5.7
Texas 9.4%
California 9.0%
Illinois 6.3%
Florida 5.7%
Ohio 5.2%
New York 4.8%
Top 6 States
% of Rental Revenue
Figures represents percentage of rental revenue
18
Portfolio Diversification: Property TypeCore exposure in retail and industrial single-tenant freestanding net lease properties
RETAIL INDUSTRIAL AGRICULTURE
80.9% 12.6% 4.4% 2.1%
Number of Properties
Percentage of Rental Revenue
5,153 116 42 15
Average Leasable Square Feet
11,844 224,340 73,921 12,300
Percentage of Rental Revenue from Investment Grade Tenants
45.5% 82.2% 87.2% -
OFFICE
19
DEFENSIVE RETAIL PORTFOLIO
Top 20 Tenants Highly Insulated from Changing Consumer Behavior
19 of top 20 tenants fall in at least one category (Service, Non-Discretionary, Low Price Point Retail or Non-Retail)
Service / Experiential Non-Discretionary
Low Price Point
Non-Retail
Walmart represented by Neighborhood Markets and Sam’s Club 21
Top Tenant Exposure: 2009 vs. TodayTop 15 tenants represent higher quality credit, less cyclical industries and greater diversification vs. 2009
Tenant Industry % of Rent
Hometown Buffet Casual Dining 6.0%
Kerasotes Showplace Theatres Theatres 5.3%
L.A. Fitness Health & Fitness 5.3%
The Pantry Convenience Stores 4.3%
Friendly’s Casual Dining 4.1%
Rite Aid Drug Stores 3.4%
La Petite Academy Child Care 3.3%
TBC Corporation Auto Tire Services 3.2%
Boston Market QSR 3.1%
Couche-Tard / Circle K Convenience Stores 3.0%
NPC / Pizza Hut QSR 2.6%
FreedomRoads / Camping World Sporting Goods 2.6%
KinderCare Child Care 2.5%
Regal Cinemas Theatres 2.3%
Sports Authority Sporting Goods 2.0%
Total % of Rent - Top 15 Tenants 53.0%
Investment Grade % - Top 15 Tenants 3.2%
#1 Industry – Restaurants 21.3%
#2 Industry – Convenience Stores 17.0%
Tenant Industry % of Rent
Walgreens Drug Stores 6.7%
FedEx (Non-Retail) Transportation 5.0%
Dollar General Dollar Stores 3.8%
LA Fitness Health & Fitness 3.8%
7-Eleven Convenience Stores 3.6%
Dollar Tree / Family Dollar Dollar Stores 3.5%
AMC Theaters Theaters 3.5%
Walmart / Sam’s Club Grocery / Wholesale 3.0%
Couche-Tard / Circle K Convenience Stores 2.4%
BJ’s Wholesale Clubs Wholesale Clubs 2.2%
Treasury Wine Estates (Non-Retail) Beverages 2.0%
CVS Pharmacy Pharmacy 2.0%
Life Time Fitness Health & Fitness 2.0%
Regal Cinemas Theaters 1.9%
Super America (Andeavor) Convenience Stores 1.8%
Total % of Rent - Top 15 Tenants 47.2%
Investment Grade % - Top 15 Tenants 31.8%
#1 Industry – Drug Stores 10.5%
#2 Industry – Convenience Stores 9.1%
Top 15 Tenants as of YE 2009
Bold tenants represent investment-grade rated credit
Top 15 Tenants as of 1Q 2018
22
Differentiated Business Model from “Traditional” Retail REITsLease structure and growth drivers support predictable revenue stream relative to other forms of retail real estate
Initial Length of Lease 15+ Years < 10 Years
Remaining Avg Term ~ 10 Years ~ 5-7 Years
Responsibility for Property Expenses Tenant Landlord
Gross Margin > 98% ~ 75%
Volatility of Rental Revenue Low Modest / High
Maintenance Capital Expenditures Low Modest / High
Reliance on Anchor Tenant(s) None High
Average Retail Property Size / Fungibility 12k sf / High 150k–850k sf / Low
Target Markets Many Few
External Acquisition Opportunities High Low
Institutional Buyer Competition Modest High
Ample external growth opportunities
Unique “net lease” structure drives lower cash flow volatility Shopping Centers
and Malls
Shopping Centers
and Malls
23
Realty Income Not Materially Impacted by Recent Retailer Bankruptcies
Retail Industry Retailer BankruptcyRealty Income
Exposure
Apparel (11 companies)True Religion| Wet Seal| BCBG Max Azria| Limited Stores| Rue21|
Gymboree| Vanity Shop| Papaya Clothing| Alfredo Angelo| Styles for
Less | A’gaci
0%
Sporting Goods (4)Eastern Outfitters / Bob’s Stores| Gander Mountain| MC Sports |
Remington Outdoor< 1%
Specialty (3) Perfumania| Vitamin World | Kiko 0%
Jewelry / Accessories (2) Charming Charlie| Claire’s 0%
Consumer Electronics (2) RadioShack | hhgregg 0%
Shoe Stores (4) Aerosoles| The Walking Company | Nine West | Payless ShoeSource < 1%
Grocery (3) Tops Market | Marsh Supermarkets | Southeastern Grocers < 1%
General Merchandise (2) Gordmans | Bon-Ton 0%
Toy Stores (1) Toys ‘R’ Us 0%
Casual Dining (2) Macaroni Grill | Bertucci’s 0%
Total Realty Income Exposure (% of Rent) : < 1%
28 of 34 retailer bankruptcies since 2017 associated with companies lacking a non-discretionary, low price point, and/ or service-oriented component to their business
Red retailers represent businesses lacking either a non-discretionary, low price point and/or service-oriented component24
ASSET AND PORTFOLIO MANAGEMENT
Active Real Estate Management: Re-leasing ExperienceSince 1996, Realty Income has achieved 99.6% recapture of prior rent on re-leasing activity
Recapture vs. Prior Rent: (All Re-Leasing Activity)
101.9%
95.6%
95.9%
2013 - Present
2006 - 2012
1996 - 2005
2,687Lease Expirations since 1996
2,342Re-Leased at 99.6% rent recapture (1)
345Sold and proceeds reinvested into higher
quality assets
(1) Reflects cash rent recapture inclusive of tenant improvement spend (immaterial) 26
Active Management: Leasing and DispositionsProven track record of value creation, cash flow preservation and risk mitigation
Portfolio Management
Largest department in the company
Distinct management verticals
Retail
Non-Retail
Leasing & dispositions
Asset Management
Maximizing value of real estate
Strategic and opportunistic dispositions
Value-creating development
Risk mitigation
Healthy Leasing Results
Favorable Returns on Dispositions
6.9%7.6% 7.3% 7.1%
6.6%
11.6% 12.1%
8.5%9.9%
7.3%
2014 2015 2016 2017 1Q18
Cap Rate on Occupied Dispositions
Unlevered IRR on All Dispositions
27
16.4%
83.6%
% Re-leased to Existing Tenants
% Re-leased to New Tenants
Blended rent recapture
rate of 100.4% on
expiring leases
1Q18
Renewal / New Lease Split
INVESTMENT STRATEGY
Investment Strategy: Key ConsiderationsCost of capital advantage, size, track record represent competitive advantage
LOWEST COST OF CAPITAL
Supports investment selectivity
Drives faster earnings growth (wider margins)
Critical in industry reliant on external growth
SIZE AND TRACK RECORD
Ability to buy “wholesale” (at a discount)
without creating tenant concentration issues
Access to liquidity ($2 billion revolver)
Relationships developed since 1969
Competitive Advantages vs. Net Lease Peers
29
Investment Strategy: Aim to Exceed Long-Term WACCCost of capital viewpoint balances near-term earnings per share growth with long-term value accretion
“Nominal” 1st-Year Weighted Average Cost of CapitalLong-Term Weighted Average Cost of Capital
• Drives investment decision-making at the property level
• Considers required “growth” component of equity returns
• Long-term unlevered IRR must exceed long-term WACC
• Focus on higher long-term IRR discourages risk-taking
Key Assumptions & Calculation – Long-Term Cost of Equity
Historical Beta (vs. S&P 500) 0.38
Assumed long-term 10-year U.S. yield 4.0%
Equity market risk premium 4.8%
Long-Term Cost of Equity (CAPM methodology) 5.8%
Dividend yield 5.0%
Compound average annual dividend growth since 1994 listing 4.7%
Long-Term Cost of Equity (Yield + Growth methodology) 9.7%
Long-Term Cost of Equity (Average of two methodologies) 7.8%
Key Assumptions & Calculation – Long-Term WACC
65% Weight: Long-Term cost of equity 7.8%
35% Weight: Cost of debt (10-year, fixed-rate unsecured) 4.2%
Long-Term WACC 6.5%
• Used to measure initial (year one) earnings accretion
• Higher stock price (lower cost) supports faster growth
• Lower WACC allows greater investment options
• Unwilling to sacrifice quality to generate wider spreads
Key Assumptions & Calculation – Nominal 1st-Year WACC
58% Equity: AFFO Yield (Midpoint of 2018 guidance) 6.2%
9% Free Cash Flow(1): Free cash flow reinvested 0%
33% Debt: 10-year, fixed-rated unsecured 4.2%
Nominal 1st-Year WACC 5.0%
Cost of capital information uses illustrative assumptions only (as of 3/31/2018)(1) 9% FCF weight assumes high end of current acquisition guidance ($1.0 - $1.5 billion)
Low nominal WACC supports ability to spread invest with high-quality acquisitions
Long-term WACC considers growth requirements of equity and supports focus on residual value of acquisitions
30
1.5%
1.9%
2.4%
2.8%
3.2%
3.7%
4.1%
4.5%
4.9%
5.4%
5.8%
6.2%
6.7%
7.1%
0%
1%
2%
3%
4%
5%
6%
7%
8%0 b
ps
25 b
ps
50 b
ps
75 b
ps
100 b
ps
125 b
ps
150 b
ps
175 b
ps
200 b
ps
225 b
ps
250 b
ps
275 b
ps
300 b
ps
325 b
ps
An
nu
alize
d A
FFO
/sh
Gro
wth
Investment Spread vs. Nominal 1st-Year WACC
Lower cost of capital
Wider spreads
Higher growth
rate
Higher stock price
Investment Strategy: Benefits of Low Cost of CapitalLow cost of capital is the most important competitive advantage in the net lease industry
Assumptions and Footnotes:
1) Assumes $1.5 billion in acquisition volume
2) Growth based on 2017 AFFO ($3.06/sh)
3) Growth rates include organic same-store rent growth of ~1.0% (unlevered)
Cost of capital information uses illustrative assumptions only
Reduces need to pursue lower-
quality, higher-yielding investments
to generate growth
31
5.0%
5.5%
6.0%
6.5%
7.0%
7.5%
8.0%
4.0
0%
4.2
5%
4.5
0%
4.7
5%
5.0
0%
5.2
5%
5.5
0%
5.7
5%
6.0
0%
6.2
5%
Acq
uis
itio
n C
ap
Ra
te t
o A
ch
ieve
15
0 b
ps S
pre
ad
s
Nominal 1st-Year WACC
Lower cost of capital allows Realty
Income to invest in higher quality
opportunities to derive the same spread
“High Quality” Investment Characteristics (lower cap rates):
• At or below-market rents
• Strong credit / proven sponsors & tenants
• Above-average rent coverage
• Flexible alternative use
• Long lease terms
• Stable industries
Investment Strategy: Utilizing Low Cost of Capital AdvantageLow cost of capital allows Realty Income to acquire the highest quality assets in the net lease industry
Cost of capital information uses illustrative assumptions only 32
“High Yield” Investment Characteristics (higher cap rates):
• Above-market rents / financially-engineered cap rates
• Poor credit or limited credit availability and track record
• Thin industry-specific rent coverage
• Poor real estate (low residual value)
• Short lease terms
• Volatile industries
Higher cost of capital forces
companies to invest in riskier
investment opportunities to
derive 150 bps of spread
Investment Strategy: The Importance of Market RentsRealty Income avoids lease structures with above-market rents, which can often inflate initial cap rates
Higher Risk & Cap Rate Lower Risk & Cap Rate
Buyer and Seller Motivations:1) Maximize proceeds for seller
2) Maximize cap rate for buyer
1) Maximize EBITDAR rent coverage
2) Match purchase price w/ replacement cost
Implied Sale Price (000s) $42,000 $35,000
Implied Cap Rate 7.5% 6.5%
Implied Rent (000s) $3,150 $2,267
Implied Rent (psf) $18.00 $12.95
Premium/(Discount) to Market Rent 20% (14%)
Implied EBITDAR rent coverage 2.7x 3.75x
Implied premium to replacement cost 20% 0%
Results:
• Above-market rents
• Lower rent coverage
• Lower residual value
• Higher default risk
• Lower long-term IRR
• Below-market rents
• Higher rent coverage
• Higher residual value
• Lower default risk
• Higher long-term IRR
Illustrative Sale-Leaseback ExampleAssumptions
Annual EBITDAR (000s) $8,500 Replacement cost (psf) $200
Total square footage (000s) 175 Market rent (psf) $15
Assuming identical real estate portfolio, consider two different lease structure scenarios….
Lower cap rates often
imply lower purchase
price and lower risk
33
$11 billionin property-level acquisition volume
$4.3 billionin non-investment grade
retail acquisitions
83%of volume associated with
retail properties
59%of volume leased to
Investment grade tenants
Investment Strategy: Disciplined ExecutionConsistent, selective underwriting philosophy on strong sourced volume
2010 2011 20122013
(Ex-ARCT)2014 2015 2016 2017 YTD 2018
Investment Volume $714 mil $1.02 bil $1.16 bil $1.51 bil $1.40 bil $1.26 bil $1.86 bil $1.52 bil $510 mil
# of Properties 186 164 423 459 507 286 505 303 174
Initial Avg. Cap Rate 7.9% 7.8% 7.2% 7.1% 7.1% 6.6% 6.3% 6.4% 6.2%
Initial Avg. Lease Term
(yrs)15.7 13.4 14.6 14.0 12.8 16.5 14.7 14.4 14
% Investment Grade 46% 40% 64% 65% 66% 46% 64% 48% 85
% Retail 57% 60% 78% 84% 86% 87% 86% 95% 100%
Sourced Volume $6 bil $13 bil $17 bil $39 bil $24 bil $32 bil $28 bil $30 bil $9.5 bil
Selectivity 12% 8% 7% 4% 6% 4% 7% 5% 5%
Relationship Driven 76% 96% 78% 66% 86% 94% 81% 88% 92%
Key Metrics Since 2010 (Excluding $3.2 billion ARCT transaction):
34Low selectivity metrics reflect robust opportunity set, disciplined investment
parameters, and cost of capital advantage
CAPITAL STRUCTURE AND SCALABILITY
Conservative Capital StructureModest leverage, low cost of capital, ample liquidity provides financial flexibility
Common Stock: 69%
Debt: 31%
Common Stock: $14.7 billion – 69%
• Shares/Units outstanding – 285 million
Debt: $6.6 billion – 31%
• Unsecured Notes/Bonds - $5.4 billion(1)
• Unsecured Term Loans - $320 million
• Mortgages - $308 million
• Revolving Credit Facility - $588 million(1)
Total Capitalization: $21.4 billion
Unsecured Debt Ratings: Moody’s A3 | S&P BBB+ (Positive) | Fitch BBB+
36(1) Reflects pro-forma effect of $500 million 7-year bond offering closed on April 3, 2018 (net proceeds of ~$494 million used to pay down revolver)
Numbers may not foot due to rounding
Well-Laddered Debt Maturity ScheduleLimited re-financing and variable interest rate risk throughout debt maturity schedule
Key Metrics (1)
• 91% fixed rate debt
• Weighted average rate
of 3.9% on debt
• Staggered, 9.5-year weighted
average term for notes/bonds
• Ample liquidity with $1.4 bil
available on revolver (L+85bps)
• Free cash flow of ~$135mm/yr3.1%
2.8%
3.2% 5.7%
3.4%
4.6%
3.9%
3.9%
4.1%3.0%
3.7%
5.0%
$0
$200
$400
$600
$800
$1,000
$1,200
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029+
Unsecured Notes Mortgages Revolver Term Loan
Weighted average interest rate(1)
De
bt
Ma
turi
ties
($m
m)
(1) Weighted average interest rates reflect variable-to-
fixed interest rate swaps on term loans and revolver
interest rate as of 3/31/2018
37(1) Reflects pro-forma effect of $500 million 7-year bond offering closed on April 3, 2018 (net proceeds of ~$494 million used to pay down revolver)
Scalability as a Competitive AdvantageLeaders in the net lease industry in efficiency and ability to buy in bulk
5.8%
5.1%
G&A as % of Rental Revenue(1)
(1) G&A includes acquisition transaction costs | percentage of rental revenue calculation excludes tenant reimbursements
64 bps
42 bps
G&A as % of Gross RE Book Value (bps)
92.4% 93.2%
Adjusted EBITDA Margin
Larger Size Drives Superior Overhead Efficiency
38
Larger Size Provides Growth Optionality
$100 $200 $300 $400 $500 $1,000
$200 3% 6% 9% 12% 14% 25%
$400 2% 3% 5% 6% 8% 14%
$600 1% 2% 3% 4% 5% 10%
$800 1% 2% 2% 3% 4% 8%
$1,000 1% 1% 2% 3% 3% 6%
$1,200 1% 1% 2% 2% 3% 5%
Transaction Size & Impact(2) to Rent Concentration
Current
Rent
Size allows Realty Income to pursue large sale-
leaseback transactions without compromising prudent
tenant and industry diversification metrics
(2) Assumes 6.5% cap rate
in millions
Current Net Lease Peer Median: 9.1%
Current Net Lease Peer Median: 89.2%
Current Net Lease Peer Median: 81 bps
DEPENDABLE DIVIDENDS
Dependable Dividends That Grow Over TimeSteady dividend track record supported by inherently stable business model, disciplined execution
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
YTD
$0.90 $0.91 $0.931 $0.95 $0.98 $1.04
$1.09 $1.12 $1.15 $1.18
$1.24
$1.35
$1.44 $1.56
$1.66 $1.71 $1.72
$1.74 $1.77
$2.15 $2.19
$2.27
$2.39
$2.53 $2.63
Strong Dividend Track Record
82 consecutive quarterly increases
96 total increases since 1994 NYSE listing
83% AFFO payout (based on midpoint of 2018 AFFO guidance)
4.7% compound average annualized growth rate since NYSE listing
One of only five REITs included in S&P High Yield Dividend Aristocrats® index
Data is as of April 2018 dividend declaration (annualized) 40
Summary
˃ Long term-focused business strategy
˃ Diversified and actively managed portfolio
˃ Proven and disciplined relationship-driven acquisition strategy
˃ Conservative capital structure able to withstand economic volatility
˃ Precedent of outperforming S&P 500 and REITs since 1994 listing
˃ Attractive risk/reward vs. other REITs and blue chip equities
˃ Dependable monthly dividends with long track record of growth
41
APPENDIX
42
Drug Stores (10.5% of Rent)Industry tailwinds, high barriers to entry, key real estate presence
Industry Considerations
(1) Consumer preference skews towards physical drug stores:
Prescription volumes have shifted away from mail order
(2) Positive brick-and-mortar fundamentals: 20 consecutive
quarters of positive pharmacy SS sales growth for Walgreens (2)
(3) High barriers to entry: Difficult for new entrants to achieve
necessary scale and PBM partnerships to compete on price
(4) Bundled service partnerships and vertical integration
among incumbents insulates industry from outside threats
(5) Real estate presence matters: Estimated 80% of U.S.
population lives within 5-mile radius of Walgreens or CVS (2)
28% 28%20%
5%
(21%)Chain
Drugstores
Mass
Merchants
Supermarkets Independent
Pharmacies
Pharmacies
Δ in 30-day Prescriptions by Pharmacy Format
(2011 – 2016) (1)
(1) Source: Pembroke Consulting(2) Source: Company Documents
2.0%
6.4%7.2%
5.8%6.3%
7.8%8.1%
9.7%9.1%
9.3%9.3%
3.7%
6.0%5.0%
2.0%
4.2%
5.8% 5.6%
7.4%
5.1%3
Q1
3
4Q
13
1Q
14
2Q
14
3Q
14
4Q
14
1Q
15
2Q
15
3Q
15
4Q
15
1Q
16
2Q
16
3Q
16
4Q
16
1Q
17
2Q
17
3Q
17
4Q
17
1Q
18
2Q
18
Walgreens: 20 Consecutive Quarters of Positive
Same-Store Pharmacy Sales Growth (2)
43
Convenience Stores (9.1% of Rent)Quality real estate locations with strong store-level performance
Industry Considerations
(1) Strong performance independent of gas sales: ~70% of
inside sales are generated by customers not buying gas (1)
(2) Larger-format stores provide stability: Larger format stores
(average size ~3,200 sf) allow for increased food options
which carry higher margins
(3) Electric vehicles’ market penetration presents minimal risk
• EVs = Only 0.2% of all vehicles in US and 1.1% of new
sales(2)
• Cost, limited infrastructure/range present headwinds
$31.1 $45.8
$63.3 $78.1 $15.7
$23.5
$26.0
$31.9
2001 2006 2011 2016
Convenience Store Gross Profit (1)
(in billions)Fuel (4.8% CAGR since 2001)
Inside Sales (6.3% CAGR since 2001)
70% of gross profit generated from inside sales which is generally not impacted by gasoline demand
(1)Source: National Association of Convenience Stores(2) Nanalyze 44
Health & Fitness (7.6% of Rent)E-commerce resilient supported by favorable demographic trends
Industry Considerations
(1) Favorable consumer trends and demographic tailwinds:
Growing market as consumers increasingly value health / Baby
Boomer age group has the highest attendance frequency
(2) E-Commerce resilient: Service-oriented business model
makes the core real estate essential to operations
(3) Attractive margin of safety, top operators: Average CFC of
portfolio(1) allows for 40% sales drop to breakeven. Top
exposure is with #1 operator (L.A. Fitness) and premium
provider that performed well during recession (Life Time
Fitness)
Original
EconomicsΔ
New
Economics
Revenues 100 (50%) 50
Staffing Costs (20) (20)
Repairs and Maintenance (5) (5)
EBITDAR 75 25
Rent 25 25
EBITDAR Coverage 3.0x 1.0x
Illustrative Gym Rent Coverage Sensitivity Life Time Fitness: Same-Center Revenue Growth Thru Downturn(2)
7.7% 7.3%6.1%
2.8%
(3.1%)
5.0% 5.1%4.3% 4.0%
2005 2006 2007 2008 2009 2010 2011 2012 2013
For stores open 13 months or longer
Modest revenue volatility during
economic downturns provides
ample margin of safety to landlord
45(1) Average CFC of portfolio based on locations who report sales(2) Life Time Fitness 10-K
Dollar Stores (7.5% of Rent)Counter-cyclical protection and E-commerce resilient
Industry Considerations
(1) Consistent long-term performance: 28 and 12 consecutive
years of positive same-store sales growth for Dollar General and
Dollar Tree / Family Dollar, respectively
(2) E-commerce resilient:
• 75% of US population lives within 5 miles of a Dollar General
• Average basket size is $11 - $12
• Dollar store consumers primarily pay with cash
(3) Well-performing locations: Average CFC of dollar store
portfolio is above total portfolio average
0.9%
7.3%
5.7%
4.0%
3.2%
2.0%
3.3%
2.1%
9.0%
9.5%
4.9%
6.0%
4.7%
3.3%2.8%
2.8%
0.9%
2.7%
Dollar General: 28 Consecutive Years of Positive
Same-Store Sales Growth
5.7%
0.1%
1.0%
2.9%
0.5%
-0.8%
4.6%
2.7%
4.1%
7.2%
6.3%6.0%
3.4%
2.4%
4.3%
2.1%1.8%1.9%
Dollar Tree / Family Dollar: 12 Consecutive Years
of Positive Same-Store Sales Growth
Recession
Counter-cyclical sales growth trends supports portfolio during recessionary periods
Source: Company Filings 46
Theaters (5.8% of Rent)Stability throughout economic cycles / Experiential component supports E-commerce resiliency
Industry Considerations
(1) Historical U.S. box office receipts illustrate stability: 3.7%
CAGR since 1981 / no year worse than -7.0%
(2) High variable cost structure limits rent coverage volatility:
Theaters in our portfolio require ~40% drop in sales to reach
breakeven on rent coverage
(3) Premium video on demand (PVOD) threat is minimal:
• Studios hesitant to cannibalize theatrical window
• Concentrated industry preserves negotiating leverage
• 90% of box office revenue made within 45 days of release
• PVOD offering lacks experiential component of theaters
7.9%
16.4%
9.1%
7.0%
-7.0%
0.8%
12.6%
4.8%
12.9%
-0.2%
-4.4%
1.4%
5.8%4.7%
1.8%
7.6%7.7%9.2%
7.2%
2.9%
9.8%8.8%
0.9%1.5%
-5.8%
4.2%4.9%
-0.3%
10.0%
-0.3%
-3.7%
6.5%
0.8%
-5.2%
7.4%
2.2%
-2.7%
Annual Growth in U.S. Box Office Receipts: Stability through economic cycles
Growth During Recession
Record U.S.
box office
Source: Box Office Mojo47
E.T.
BatmanIndiana Jones
Titanic
Harry Potter
Lord of the Rings
Spider-Man
Star Wars Episode II
Avatar
Transformers Star Wars
Jurassic World
Industry is structurally healthy / Strong content drives annual growth
Quick-Service Restaurants (5.3% of Rent)High-quality real estate, reliable sales growth
Industry Considerations
(1) Consistent demand: Approximately 75 million Americans
eat fast food every day(1) / positive trend of same-store sales
growth supported by value-seeking consumers
(2) Fungibility of real estate: Positive re-leasing results on QSR
locations due to convenience of real estate location and
modest space footprint
(3) Less volatility than higher price point concepts: Weakness
during economic downturns limited due to “trade down” effect
from casual dining consumers
0.2% 0.0%
-1.4%-1.8%
-2.3%-2.8%-3.0%
-3.9%
-1.2%
0.0%
1.1%
2.7% 2.4% 2.6% 2.7%
4.3%5.1%
4.7%4.2%
3.6%
2.5%3.1%
2.3%1.6% 1.8%
2.9%
3.9%
5.2%
6.3%
4.3%3.9%
3.1%2.3%
1.6% 1.7%1.2%
-0.3%0.5% 0.4%
-0.4%-0.5%
-3.8%
-5.8%-5.5%-6.1%
-6.6%
-4.1%
-0.8%-0.1%
2.2% 2.2%2.7% 3.0%
2.6%3.2% 3.3%
1.5%2.1%
1.0%
-0.1%
1.6%
-0.7%-0.1%0.2%
0.7%1.3%
2.0% 2.3%
1.2%
0.1%-0.5%
-0.1%
-1.7%-1.5%-2.0%
-1.2%-0.6%
-2.4%QSR SSS Growth
Casual Dining SSS Growth
Same-Store Sales Growth Trends: QSR Industry Exhibits Lower Downside Volatility, Stronger Growth vs. Casual Dining(2)
(1) Source: Statista(2) Represents average same-store sales growth for constituents in each group ; Source: Restaurant Research LLC, FactSet
48
Industrial Transportation Services (5.2% of Rent)Offers property diversification and exposure to E-commerce tailwinds
Industry Considerations
(1) Realty Income primarily exposed to blue chip operator:
FedEx (5.0% of rent) controls 23% share of E-commerce
parcel delivery market(1) / 33% share of U.S. Ground
market(2)
(2) FedEx E-commerce clientele well-diversified: Amazon
accounts for only 3% of FedEx revenues(2)
(3) High barriers to entry: Extensive shipping networks of
existing operators very challenging and costly to replicate
0%
5%
10%
15%
20%
25%
30%
35%
40%
1Q
05
2Q
05
3Q
05
4Q
05
1Q
06
2Q
06
3Q
06
4Q
06
1Q
07
2Q
07
3Q
07
4Q
07
1Q
08
2Q
08
3Q
08
4Q
08
1Q
09
2Q
09
3Q
09
4Q
09
1Q
10
2Q
10
3Q
10
4Q
10
1Q
11
2Q
11
3Q
11
4Q
11
1Q
12
2Q
12
3Q
12
4Q
12
1Q
13
2Q
13
3Q
13
4Q
13
1Q
14
2Q
14
3Q
14
4Q
14
1Q
15
2Q
15
3Q
15
4Q
15
1Q
16
2Q
16
3Q
16
4Q
16
1Q
17
2Q
17
3Q
17
4Q
17
1Q
18
2Q
18
3Q
18
(1) Source: A.T. Kearney Report(2) Source: FedEx Company Reports(3) Periods reflect fiscal calendar (May YE) ; Source: FedEx Statistical Book
FedEx Ground: Average Daily Y/Y Package Growth Rate Has Been Positive Every Quarter Since FY 2005(3)
Y/Y package growth has averaged
10% since FedEx began reporting
statistic in FY 2005
49