Investor Overview
December 31, 2016
Douglas Emmett (DEI) Overview
We own and operate approximately 17.7 million square feet of Class A office space and 3,300 apartment units
in the premier coastal submarkets of Los Angeles and Honolulu
 Development in our Core L.A. Submarkets is severely constrained by restrictive
zoning laws and powerful anti-development community groups
High Barriers to Entry
The Sherman Oaks Galleria
Sherman Oaks / Encino
 Virtually no new Class A office has been delivered in our Core L.A. submarkets or
Honolulu in over a decade, and nothing material has been approved for future
development
 We control approx. 27% of the Class A office space in our submarkets, which
Substantial Market
Share

Creates operating efficiencies and pricing power with tenants and vendors

Affords greater access to potential tenants and real time leasing data
1901 Avenue of the Stars
Century City
 Our unique, fully integrated management, leasing and construction platform

Exceptional
Operating Platform


Consistently delivers above market occupancy while minimizing capital
investment
Efficiently services the numerous small, affluent tenants in our markets
8484 Wilshire
Beverly
Hillsour
Keeps
Landmark II
Studio Plaza
Brentwood
Burbank
G&A and leasing
costs low, converting more of our NOI into cash
flow compared to the average of other CBD REITs
9100 Wilshire
Beverly Hills
 Rents in our Core L.A. Submarkets have demonstrated real long term growth over
multiple business cycles, with less volatility than comparable U.S. port markets
Internal and External
Growth
 Annual contractual increases of 3% to 5% in our office leases protected our cash
flows in the recession and accelerate our cash flow during expansions
 We have grown our office portfolio by 53% and our multifamily portfolio by 16% in
the ten years since our IPO
1
www.douglasemmett.com
DEI Portfolio Snapshot
Total Annualized Rent
Portfolio Overview
(as of Q4 2016)
Class A Office
Multifamily
Properties
Square
Feet
9
1,863,488
22.6%
Brentwood
15
2,052,964
59.6%
Century City
3
948,138
9.4%
Olympic Corridor
5
1,139,057
33.4%
Santa Monica
9
1,128,082
11.7%
Sherman Oaks / Encino
12
3,471,575
56.2%
Westwood
6
2,126,676
45.0%
Subtotal: Core L.A. Submarkets
59
12,729,980
28.0%
Burbank
1
420,949
6.1%
Honolulu
4
1,716,716
33.7%
Warner Center
3
2,822,807
39.1%
Total - All DEI Markets
67
17,690,452
27.4%
Submarket
Beverly Hills
8484 Wilshire
Beverly Hills
Market
Share
Landmark II
Brentwood
Properties
Units
5
950
2
820
7
1,770
3
1,550
10
3,320
Burbank
2%
Honolulu
12%
Warner
Center
10%
Studio Plaza
Burbank
Core LA
Submarkets
76%
The Shores
Santa Monica
2
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Our Submarkets
Our Los Angeles Properties
Our Honolulu Properties
3
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Our Long Term Proven Strategy
We command substantial market share in severely supply constrained markets
dominated by small affluent tenants from diverse industries
To maximize revenues while minimizing risk and costs, our seasoned executive team uses a focused business strategy we developed over
the last four decades:

First, we select submarkets that are supply constrained, with high barriers to entry, robust lifestyle amenities, proximity to
high-end executive housing and a strong, diverse economic base

Our submarkets are dominated by small, affluent tenants, whose rent is typically a very small portion of their revenues and not
the paramount factor in their leasing decision

Once we select a submarket, we follow a disciplined acquisition strategy of gaining substantial market share, resulting in lower
tenant improvement costs as we match smaller tenants with a wide range of existing space options, stronger pricing power in
lease and vendor negotiations, economies of scale in property management and an enhanced ability to identify and negotiate
investment opportunities

On average, our portfolio represents approximately 27% of the Class A office space in our Los Angeles submarkets and 34% of
the Honolulu Central Business District Class A office space

Finally, our fully integrated
which
includes in-house leasing, proactive
asset and property management,
8484 Wilshireoperating platform,
Landmark
II
Studio Plaza
The Shores
Beverly Hills
Brentwood
Burbank
Santa Monica
and internal design and construction services, provides the unsurpassed tenant service demanded in our submarkets
401 Wilshire
Santa Monica
100 Wilshire
Santa Monica
The Trillium
Warner Center
4
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Our Markets: Limited New Supply and High Barriers to Entry/Competition
Our submarkets continue to be some of the most supply constrained
and highest barrier real estate markets in the U.S.
Severe Supply Limitations
Core L.A. Submarkets
Warner Center
Long Commutes to Alternative Submarkets
Honolulu
20%
120
Average Daily Round Trip Commute From
Westside Residential Neighborhoods
New Supply as % of Existing Stock
18%
98
100
16%
82
80
Minutes
14%
12%
10%
8%
60
40
20
16
6%
0
4%
To Closest DEI Submarket To Hollywood
To Downtown
2%
0%
'05
'06
'07
'08
'09
'10
'11
'12
'13
'14
Period of aggressive rent growth
'15
'16 '17F '18F
Source: REIS.
New development in our Core Los Angeles submarkets is effectively capped:




Urban, infill location, with high land and labor costs
Limited entitled sites available for new development
Restrictive zoning laws and Proposition U (density limits)
Significant entitlement requirements, including traffic mitigation and
environmental approvals
Commute times calculated using Waze average commute at 8:30 am and 5:30 pm in July 2016 from
residential neighborhoods in Pacific Palisades, Santa Monica, Brentwood, Bel Air and Beverly Hills to
the indicated office submarkets.
Heavy Los Angeles traffic reduces effective competition
from other key office markets. Compared to driving to
Downtown or Hollywood, the average Westside
commuter saves:
 75 minutes of time in traffic each day when traveling
to their closest Westside office submarket
 About 1 hour of time in traffic each day traveling to the
average Westside market
 Potent community “NIMBY” anti-growth sentiment
5
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Our Markets: Long Term Rent Growth and Lower Volatility
Reflecting severe supply constraints, rents in our Core Los Angeles Submarkets have grown rapidly in expansions
while declining only modestly in contractions
Average "Class A" Asking Rent per Year in Douglas Emmett Core L.A. Submarkets
$60
2008 peak $51.61
35% above 2000 peak
$55
$50
3 year growth
+56%
+16% CAGR
$45
$40
$35
5 year growth
+58%
+10% CAGR
2010 trough $42.37
29% above 2004 trough
12% above 2000 peak
$30
$25
$20
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
In our Core Los Angeles Submarkets, including West LA and Sherman Oaks/Encino, rents have more than doubled over the last 20 years,
growing by over 55% in each expansion and declining by an average of only 16% in the following contraction
As a result, rents throughout the business cycle have been significantly higher than in the prior cycle:
 The peak rents in 2008 were 35% higher than the prior peak in 2000
 Rents at the low point in 2010 were not only 29% higher than the prior trough in 2004, but were still 12% above the 2000 peak
6
Source: CoStar/CBRE. 1995 data estimated.
www.douglasemmett.com
Our Markets: Long Term Rent Growth and Lower Volatility
Relative to other U.S. gateway markets, our Core Los Angeles Submarkets have demonstrated long term growth and less
volatility over the last two cycles, and face less new supply headwinds going forward
 Until passage of Prop U in 1986, our Core Los Angeles Submarkets had limited legal restrictions on office development, with average rents significantly
less than Midtown Manhattan, Boston CBD and San Francisco CBD
 After completion of grandfathered projects in the 1990’s, our Core Los Angeles Submarkets have been more supply constrained than those other
gateway markets
 Over the last 20 years, our Core Los Angeles Submarkets
 Have shown long term, non cyclical growth across the last two business cycles
 Have been significantly less volatile than those other gateway markets
Long Term Rent Growth and Lower Volatility
Relative to Other Gateway Markets (1997-2016)
Gateway Market
Cumulative
Rent Growth
Minimal New Supply Headwinds
Volatility
(1)
8%
West Los Angeles (2)
107%
Midtown NYC
112%
-26%
4%
93%
-3%
2%
Washington DC CBD
-17%
Current Construction as Percent of Existing
Stock
7.1%
6%
4.9%
2.0%
0.5%
San Francisco CBD
Boston CBD (3)
87%
76%
-45%
0%
-30%
West
L.A. (2)
0.0%
Boston
CBD
D.C.
Midtown
San
Manhattan Francisco
CBD
Source: Co-Star. (1) Volatility is measured as the average difference between peak and trough rent over the past two cycles
(2) West LA data includes DEI submarkets Beverly Hills, Brentwood, Century City, Olympic Corridor, Santa Monica and Westwood
(3) Boston growth measured from 1998, the first year available in Costar
7
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Our Markets: Diverse Industries / Small Tenants
We target smaller, more affluent tenants supported by a diverse mix of industries
to reduce risk and limit our exposure to any one tenant or industry
Diverse Tenant Industry Mix
Small Affluent Tenants
(% of Annualized Office Rent)
 Our mix of industries minimizes our dependence on any one sector
 Smaller leases minimize our exposure to any single tenant
3,000
Other
6.4%
2,500
Legal
18.0%
75%
Retail
6.2%
Financial
Services
14.2%
Health
Services
Entertainment
8.9%
12.9%
Accounting &
Consulting Real Estate
9.8%
10.3%
Number of Leases
2,000
Technology
5.7%
100%
2,718
66.0%
1,500
50%
1,000
25%
17.1%
500
10.9%
98
6.0%
29
5
0
0%
Under 20,000
SF
20,001 to
40,001
40,000 SF
to100,000 SF
Square Footage of Lease
Over 100,000
SF
 The tenant decision maker typically works in our suite and lives nearby, so the significant personal impact makes moving less likely
 Smaller tenants are generally less rate sensitive and willing to pay premium for proximity between home and office
 Our targeted smaller tenants require lower average tenant improvement costs
8
www.douglasemmett.com
% of Rent
Educational
Services
2.9%
Insurance
4.7%
Our Markets: Shorter Lease Terms / Consistent Rent Roll
Shorter lease terms, high annual rent escalations and consistent annual roll reduce risks from inflation and renewals
Shorter Average Lease Term
Average Lease Term (years)
Consistent Lease Expiration Schedule
50%
At December 31, 2016
10
8.3
40%
Comparable curve based on average of prior three years (1)
8
30%
6
4.7
20%
4
10%
2
0
DEI
Peer Avg.
Trailing 8 quarters as of 9/30/16. Peers include BXP, HPP, KRC, PGRE, SLG, VNO
 Our average lease term is about 5 years, which
 More quickly captures the benefits of increases in
rents
 Better matches our debt maturities to hedge
against interest rate increases and inflation
 Means that most leases from the last rent peak
have already rolled
0%
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026 2027+
(1) Average of the percentage of leases at December 31, 2013, 2014, and 2015 with the same remaining duration as
the leases for the labeled year had at December 31,2016. Acquisitions are included in the prior year average
commencing in the quarter after the acquisition.
 Consistent annual lease expirations of between 11%
and 15% limits our exposure in any single year
 Almost all of our office leases contain contractual
annual rent increases of 3% to 5%, which:
 Protected our cash flow during the recession
 Can
accelerate
expansions
cash
flow
growth
during
9
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Our Efficient Integrated Operating Platform
Our integrated
operating
platform
enables
us to provide
the service
demanded
Our business
model
enables
us to provide
the service
demanded
by
and G&A
G&A
by our
our high
high end
end tenants,
tenants, while
while minimizing
minimizing Tenant
tenant Improvements,
improvements, Capex
capex and

Our unsurpassed tenant service is a key advantage in handling a very large number of small, affluent tenants

Our in-house leasing agents and lawyers average about 3 office leases and 6 residential leases each business day

Our efficient operating platform moves our average tenant into occupancy less than four months after initially identifying the prospect

Our internal tenant improvement, design and construction team compresses vacancy time, resulting in lower costs and easier transitions
for tenants inexperienced in office build-outs

Our office leased percentage generally exceeds those in our submarkets by between 200 and 500 basis points
Efficient Management and Overhead
Efficient Operating Model
G&A Expense as Percent of NOI (1)
Recurring TI, LC and Capex as Percent of NOI (1)
25%
12%
10%
20%
G&A savings allow us to convert
an extra 4% of NOI to cash flow
8%
15%
Capex savings allow us to convert
an extra 10.9% of NOI to cash flow
6%
10%
4%
5%
2%
7.2%
11.2%
0%
11.7%
22.6%
DEI
Peers
0%
DEI
Peers
(1) Trailing twelve months as of 9/30/16. Peers include BXP, HPP, KRC, PGRE, SLG, and VNO.
By keeping our G&A, recurring TI’s, leasing commissions and capex low, we convert an extra 14.9% of our NOI into cash flow
10
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Our Efficient Integrated Operating Platform
In both expansions and contractions, our unique platform
has consistently delivered above-market office occupancy in the best L.A. Submarkets
2007
Bull Market
2011 Recovery
2008 - 2010
Financial Recession
100%
DEI L.A.*
Our L.A. Submarkets*
Los Angeles County
Leased Rate
95%
92.3%
72 bps
91.6%
90%
448 bps
87.1%
85%
80%
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Our strategy, coupled with value created through:
 Efficient operations
 Modest recurring capex and tenant improvements, and
 Disciplined capital market transactions
Can mean stronger and more stable cash flows and asset values
11
Source: Costar, CBRE, Company filings
* Excludes Burbank.
www.douglasemmett.com
Understanding our Submarkets
We divide our submarkets into three groups
 Beverly Hills
 Santa Monica
 World class neighborhoods that fully embody our strategic vision:
severely limited supply, small tenants, diverse growth industries
Core Los
Angeles
Submarkets
 Brentwood
 Sherman
Oaks/Encino
 Century City
 Westwood
 Olympic Corridor
 We own roughly 28% of the 45 million SF of Class A office in these
markets
 Represents 76% of our combined office and multifamily annualized
rent
 Regarded as the downtown of the San Fernando Valley
 Strong Demand Drivers
Warner Center
 Excellent Demographics
 We own roughly 39% of the 7.2 million SF Warner Center Class A
office market
 Represents less than 10% of our annualized rent
 We own roughly 34% of the 5.1 million SF of Class A office in the
Honolulu
CBD
 Island Market
 Superior Cash Flows
CBD, which has the same desirable characteristics (limited supply,
small tenants) as our Core Los Angeles submarkets
 Represents 12% of our total office and multifamily annualized rent
 We also own 1,550 apartment units in three communities and have
another 475 new units in development
12
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Understanding our Submarkets
West Los Angeles and Sherman Oaks Encino: Our Core Los Angeles Submarkets
 Severe Barriers to Entry. Virtually no Class A office space was delivered in any of these
submarkets at any point in two business cycles over the last 15 years, and nothing material
has been approved for future construction
 Strong Diverse Economic Base. Our diverse tenant base represents some of the United
States’ most competitive industries, including entertainment, technology, tourism, education,
healthcare services, international trade and manufacturing. These submarkets possess the
nation’s best City Human Capital Index, reflecting average resident education (source: UCLA
Anderson Forecasting)
Premier Los
Angeles Residential
Markets
Our Office
Submarkets
 Small Affluent Tenants. With a median lease size of only 2,225 square feet, rent is small
fraction of operating expenses for most of our tenants
 Next to Executive Housing. Our Core Los Angeles Submarkets are immediately adjacent to
some of the top residential neighborhoods in the world, including Beverly Hills, Bel Air, Santa
Monica, Brentwood and Pacific Palisades. Short commute times even in Los Angeles’
congested traffic make these office submarkets the strongest in Los Angeles, saving the
average commuter from the Westside an average of between 3 and 6 hours of time in traffic
per week compared to driving to Downtown or Hollywood*
 Robust Amenities. From exceptional weather and ocean views to retail shopping on Rodeo
Drive, these submarkets offer an array of high-end amenities for our affluent tenants
 Stronger Fundamentals. With supply constraints and strong demand drivers, these
submarkets command higher occupancy and 15-20% higher rents than the Los Angeles
County average
13
Red dots are our
office properties;
blue are residential
* Traffic times based on average Waze estimate in June 2015 from Pacific Palisades, Santa Monica, Brentwood, Bel Air and Beverly Hills
www.douglasemmett.com
Understanding our Submarkets
Warner Center: strong demand drivers and excellent demographics
 Strong Net Absorption. Of all of our submarkets, Warner Center has seen the
most square feet of net absorption over the last 15 years
 Tenant Size Small and Decreasing. Our median tenant size in Warner Center
Warner Center
has declined to less than 3,100 square feet, and we expect the transition to
small tenants to continue
 Affordability. While the median income in Warner Center is higher than in
Santa Monica or Beverly Hills, the average home price is only half, and the
public schools are some of the best in Los Angeles
New
Westfield
Mega-Mall
Newest
Residential
Construction
 Amenities. Westfield recently completed a new $350 million mall expansion
creating an integrated 2.7 million square foot mega-mall within walking distance
from our properties
 Strong Housing Growth. Over 6,000 apartments have been added in Warner
Center over the past 10 years, a 33% increase.
DEI Properties
Apartment occupancy is
currently a robust 98%
 No New Office Supply in Pipeline. New supply faces significant economic
and regulatory constraints, although Warner Center is the only one of our
submarkets where significant new office supply was added during the last 15
years. Occupancy must continue to grow before increased rents could support
future efforts to add new office supply
14
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Understanding our Submarkets
Honolulu Central Business District: island market with superior cash flows
Harbor Court
Honolulu
 Small Tenants from Diversified Industries. The median tenant size in
our Honolulu portfolio is less than 2,000 square feet.
Our tenants
represent the full range of the industries in Hawaii, including legal,
accounting, financial services, tourism, real estate, construction, health
care, insurance, advertising and government
 Strong Demand Drivers. The Islands’ major industries, including
tourism, construction and the military, are all on the upswing, with current
unemployment in Honolulu less than 3%. Honolulu also boasts strong
economic and cultural ties to Asia
Bishop Square
Honolulu
 Severe Development Constraints. No new office supply has been
added in Honolulu since 1996
 Superior Stable Cash Flows. Recent recessions had little impact on
office occupancy and rents in Honolulu, yet the properties return higher
operating cash flows on investment
15
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Our Multifamily Portfolio
Our premium multifamily assets outperform in revenue and operating margins
 We own 10 multifamily properties with 3,320 total units in the high-barrier Brentwood, Santa Monica and Honolulu submarkets
 Our apartment communities command premium rents and produce above average operating margins compared to other multifamily REITs
 With recent rent growth and rent control restrictions, our in-place rents are approximately 20% below market rents, representing $20.5 million of
annual embedded rent growth
Premium Properties
Efficient Management
and Overhead
Multifamily Revenue per Unit
Multifamily Operating Margin
$2,418
$2,500
$2,000
Pacific Plaza
Santa Monica
75%
76%
74%
$1,910
72%
70%
$1,500
68%
68%
$1,000
66%
64%
$500
62%
$0
16
Peers
DEI
60%
Peers
DEI
Peer data based on average of 2015 reported same store data from: AIV, AVB, CPT, EQR, ESS, PPS and UDR. Rent growth represents our average asking rents, excluding property acquired during the period.
www.douglasemmett.com
Residential Development Projects
Unique development opportunities on existing sites
 Will add 475 units (net of existing units removed) in our
Moanalua apartment community in a prime Honolulu
neighborhood near downtown and major military bases
 Addresses critical Honolulu need for workforce housing
Moanalua
Hillside
Apartments
(Honolulu)
 Development will also include a new community center and pool
to serve both new and existing units
 Anticipated completion of phase 1 (238 units) in late 2017 and
Phase 2 (237 units) in late 2018.
Rendering of new buildings at Moanalua Hillside Apartments,
with lower rise existing buildings in middle
 The project includes 376 apartment units in a 34 story tower with
ocean views, luxury amenities, and a new one-acre park
 Unique opportunity to develop the first luxury high rise residential
project in Brentwood in more than 40 years
 Existing owned site with underground parking will significantly
The Landmark
(Brentwood)
reduce construction costs
 Anticipated construction start in late 2017
 The development process in Los Angeles often results in significant
changes in development plans and/or unanticipated delays
Rendering of proposed Landmark project (center), new park in
foreground and our existing Barrington Plaza apartments (left)
and Landmark II office building (right)
17
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Strong Cash Flows
We have strong operating cash flows, a high dividend yield, and excellent dividend coverage
 By keeping our G&A, recurring capex, and straight-line rent low, we convert a higher percentage of FFO into AFFO
 Even after paying significant dividends to our stockholders, we retain meaningful cash to use for operations and
additional dividend growth
Strong Operating Cash Flows
100%
% FFO Converted to AFFO
82%
75%
54%
50%
25%
0%
Peer Avg.
DEI
9/30/16 Trailing 12 mo. Peers include BXP, HPP, KRC, PGRE, SLG, VNO
18
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Disciplined Low Risk Leverage Strategy
Non Recourse Debt with Call Protection, Best Pricing from Lenders, and Refinancing Flexibility
 We only use property level, non-recourse debt without financial or rating agency covenants that could force early refinancing at
inopportune times
 We set leverage at levels that merit best pricing from banks and insurance companies
 In 42 years (32 years private, 10 years public) we have never defaulted on a loan or had litigation with a lender
 We were one of only a few REITs which was not forced to issue dilutive equity in the last recession
 We retain flexibility in choosing when to refinance by negotiating 18 to 24 month cost free refinancing windows
 Our next significant debt maturity is not until August 2018
Limited Upcoming Debt Maturities
$2,500
($ in millions)
as of 12/31/16
$2,000
$1,500
$920
$1,000
$609
$500
$0
$754
$734
$517
$351
$0
2017
$0
2018
2019
2020
2021
2022
2023
2024+
19
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Strong Financial Performance Since our IPO
In the 10 full years since our IPO, we have grown FFO by 71% and our AFFO by 125%, with our Total Shareholder Return
outpacing the RMS by 68 percentage points
FFO up 71%
AFFO up 125%
Funds From Operations
Adjusted Funds From Operations
(in millions)
(in millions)
$350
$275
$325
$250
$300
$225
$275
$200
$250
$175
$225
$150
$200
$125
$175
$100
2007
2008
2009
2010
2011
2012
2013
2014
2015
2007
2016
2008
2009
2010
2011
2012
2013
2014
2015
2016
As of 12/31/16 our Total Shareholder Return beat the RMS by 68%
150%
Douglas Emmett
136.61%
MSCI REIT INDEX (RMS)
68.80%
75%
0%
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
-75%
2016
20
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Douglas Emmett by the Numbers
Executive Tower
Olympic Corridor
 Founded 45 years ago in 1971
 Approximately 27% average market share of office space in our submarkets
 One of the largest office landlords in Los Angeles County and in Honolulu
 Approximately 2,850 offices leases in our total portfolio, with a median size of approximately 2,600 square feet
 Total capitalization of approximately $10.7 billion
 Annual revenues exceed $700 million
 Approximately 600 employees
 Annualized 2017 dividend of $0.92 per share and dividend yield of approximately 2.5%
Los Angeles County Economic Highlights
 Ranks 21st among the world’s economies, with 2015 GDP of approximately $664 billion, more than 44 states
 Population of approximately 10,000,000, more than 43 states
One Westwood
Westwood
 World entertainment capital, with more than 200,000 employed in motion pictures and television
 Largest U.S. tech center, with over 350,000 jobs, more than Silicon Valley
 Largest U.S. manufacturing center, with more than 365,000 workers
 Largest U.S. Port, LA/Long Beach handles 44% of all containerized US imports
 World’s largest higher education system, with more than 112 colleges and research universities, which produce
more Ph.D.s and graduate degrees than any other county in America
 Tourist magnet, with a record 47 million visitors in 2016
 Diverse vibrant industries, such as international trade, entertainment, tourism, technology, education, healthcare
services and manufacturing
21
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Highly Experienced Leadership Team
Executive Management
Officer
Position
Tenure with DEI
Dan A. Emmett
Executive Chairman
45 years
Jordan L. Kaplan
President & CEO
29 years
Kenneth M. Panzer
Chief Operating Officer
31 years
Mona M. Gisler
Chief Financial Officer
2 years
Kevin A. Crummy
Chief Investment Officer
2 years
Board of Directors
Dan A. Emmett
 Chairman of the Board – Douglas Emmett, Inc.
Jordan L. Kaplan
 Chief Executive Officer and President – Douglas Emmett, Inc.
Kenneth M. Panzer
 Chief Operating Officer – Douglas Emmett, Inc.
Christopher H. Anderson
 Retired Real Estate Executive and Investor
Leslie E. Bider
 Chief Executive Officer, PinnacleCare
Dr. David T. Feinberg
 President and Chief Executive Officer, Geisinger Health System
Virginia A. McFerran
 President and Chief Executive Officer, Optum Analytics
Thomas E. O’Hern
 Senior Executive Vice President, Chief Financial Officer and Treasurer, Macerich Company
William E. Simon Jr.
 Co-chairman, William E. Simon & Sons, LLC
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www.douglasemmett.com
Additional Information
Please contact Stuart McElhinney, Vice President-Investor Relations at (310) 255-7751 or via email at [email protected]
Updates, financial information and additional property information can be obtained at www.douglasemmett.com.
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This profile is not intended to be a complete statement of all of the material facts concerning our company or to solicit purchase of, or to be used to evaluate,
any securities. Unless otherwise indicated, all data about us is as of the date on the front cover. This Profile should be read in conjunction with the detailed
financial information contained in our quarterly earning packages and in our filings with the Securities and Exchange Commission, all of which are available
on www.douglasemmett.com or www.sec.gov Except for the historical facts, the statements are forward-looking statements based on the beliefs of,
assumptions made by and information currently available to us. Some will inevitably prove to be incorrect. Potential investors should read and carefully
consider all of the information in our filings with the Securities and Exchange Commission. For a discussion of some risks and uncertainties that could cause
actual results to differ from those contained in any forward-looking statements, see “Risk Factors” in our Annual Report on Form 10-K. Copies can also be
viewed at www.douglasemmett.com or www.sec.gov.
www.douglasemmett.com