Gearing explained for property portfolios: what to track monthly (and why)

Gearing is one of those metrics everyone asks for-investors, lenders, boards-yet it is also one of the easiest to misunderstand.

Two teams can both say "gearing is 55%" and be talking about completely different realities: gross debt vs net debt, book values vs market values, portfolio vs SPV, or even different valuation dates.

This blog breaks gearing down in practical terms, then gives you a monthly tracking checklist that helps you answer the questions that matter:

• How leveraged are we really?
• How exposed are we to rate moves?
• How close are we to covenants?
• Where are the refinancing risks building up?

(As always: lender agreements and investor reporting decks often define ratios slightly differently-use this as a practical operating guide, then align to the definitions you are contractually held to.)

---

What "gearing" means in a property portfolio

At its simplest, gearing describes how much of the portfolio is funded by debt vs equity.

The complication is that property portfolios can measure that in multiple ways, commonly:

1) Loan-to-Value (LTV)

LTV = Total debt - Property value

This is the most common lender lens for real estate because it ties leverage directly to collateral value.

2) "Gearing ratio" (capital structure view)

Gearing = Debt - (Debt + Equity)

This is a classic corporate finance ratio. It is less common in property lending documents but sometimes used in investor reporting.

3) Net vs gross versions

• Gross debt: total outstanding borrowings
• Net debt: total borrowings minus cash (sometimes unrestricted cash only)

So you will see:

• Net LTV = (Debt - Cash) - Property value
• Net gearing = Net debt - (Net debt + equity)

In property portfolios, the net vs gross choice can change the story dramatically-especially if cash is restricted at SPV level or sitting in different parts of the structure.

---

Why tracking gearing monthly is worth the effort

Even if you get formal valuations quarterly (or less frequently), risk moves monthly:

• Interest costs move with rates (and hedges)
• NOI shifts with occupancy, arrears, and cost shocks
• Capex timing affects cash and covenant headroom
• Debt amortisation, fees, and maturity clocks do not wait for quarter-end
• Portfolio changes (acquisitions, disposals, refinances) can alter leverage overnight

Monthly tracking is not about producing a perfect "official" LTV every month-it is about early warning and decision-making.

---

The minimum viable monthly gearing dashboard

If you want a repeatable monthly pack that scales across multiple SPVs, you need a small set of metrics that answer four questions:

1. How leveraged are we?
2. Can we service the debt?
3. How exposed are we to rate changes?
4. What refinancing/covenant risk is building up?

Here is the practical list.

---

1) Leverage metrics to track monthly

A) Total debt balance (by facility and total)

What it tells you: the headline exposure and what has changed since last month.

Track:

• Closing balance per facility
• Month-on-month movement (new drawdowns, amortisation, repayment, fees capitalised)
• Secured against which assets/SPVs

Why it matters monthly: it is the base of every other ratio and often the first investor question after a major change.

---

B) Cash and restricted cash (not just "cash")

Split cash into:

• Unrestricted cash (available to move / deploy)
• Restricted cash (debt reserves, escrow, retention, tenant deposits, etc.)

Why it matters: "Net debt" is only meaningful if the cash is actually usable. In SPV structures, cash can be stranded or trapped even when it exists on paper.

---

C) Net debt

Net debt = Total debt - (cash you can actually use)

Why it matters: net debt is the leverage number that aligns best to real liquidity risk-especially when you are managing distributions, capex commitments, or refinance timelines.

---

D) LTV (and Net LTV) - with a clear valuation basis

LTV = Debt - Value
Net LTV = Net debt - Value

Critical control: always label the valuation basis:

• last external valuation date (e.g., "Sep 2025 valuation")
• internal estimate / index-based proxy (if you use one monthly)
• acquisition cost (common early in a hold period)

Why it matters monthly: even with stale valuations, LTV directionally flags whether you are drifting toward covenant limits-especially when debt changes or value assumptions move.

---

2) Debt service strength: metrics that keep you honest

E) DSCR / ICR (what your structure requires)

Common variants:

• ICR (Interest Cover) = NOI - Interest expense
• DSCR (Debt Service Cover) = NOI - (Interest + scheduled principal)

Why it matters monthly:

• Covers are often covenant-tested (even if quarterly)
• DSCR and ICR can deteriorate fast if rates rise or NOI dips
• It is the cleanest "can we carry the debt?" lens

Portfolio reality tip: track cover at SPV/facility level first (where covenants live), then roll up to a portfolio view.

---

F) Debt yield

Debt yield = NOI - Total debt

This is a powerful stabiliser because it is:

• less sensitive to valuations (vs LTV)
• highly intuitive for credit risk (how much NOI supports each pound/dollar of debt)

Why it matters: debt yield tells you whether you are improving the "income support" under the leverage-not just riding valuation movements.

---

3) Rate exposure: what changes your cash flow next month

G) Weighted average cost of debt (and what drives it)

Track:

• average interest rate (weighted by balance)
• split into margin vs base rate
• fees amortised (if material for "true cost")

Why it matters monthly: cost of debt is often the fastest-moving risk line in the current rate environment.

---

H) Fixed vs floating exposure (after hedging)

Track:

• % of debt fixed
• % floating
• hedge coverage ratio
• hedge maturity profile

Why it matters: two portfolios can share the same LTV but have completely different cash flow risk depending on floating exposure.

---

I) Rate sensitivity (simple scenario table)

Minimum viable scenario:

• impact on annual interest cost for +50bps / +100bps
• optionally translate into DSCR/ICR movement

Why it matters: this turns "we are floating" into "here is the cash impact," which is what boards and investors actually need.

This is also where scenario planning becomes operational rather than theoretical-interest rate changes can be modelled directly into cash flow and returns.

---

4) Refinancing and covenant risk: the slow-build problems

J) Maturity wall (next 6/12/24 months)

Track:

• maturities by facility
• extension options and conditions
• refinance status (unstarted / in progress / term sheet / executed)

Why it matters monthly: refinancing risk often creeps up quietly until it suddenly dominates leadership time.

---

K) Covenant headroom (by covenant, by facility)

For each covenant, track:

• current value (per your reporting basis)
• covenant limit
• headroom (absolute and %)
• trend and drivers

Why it matters: headroom is the real story-more than the ratio itself.

---

L) Undrawn commitments and liquidity runway

Track:

• undrawn debt facilities (if available)
• committed capex vs available liquidity
• upcoming large cash uses (tax, insurance, capex, debt service spikes)

Why it matters: the difference between "leveraged but safe" and "leveraged and fragile" is often liquidity runway, not LTV.

---

One-page template: what to include in a monthly gearing section

If you are building a recurring investor/board pack, a strong "Gearing & Debt" section can be:

1. Headline leverage

• Gross debt, net debt, unrestricted cash
• Portfolio LTV and net LTV (with valuation date clearly shown)

2. Debt service

• ICR/DSCR (current month and trailing 3-6 months)
• Debt yield

3. Rate exposure

• WA cost of debt
• Fixed vs floating (post-hedge)
• +100bps sensitivity

4. Risk calendar

• Maturity wall
• Covenants and headroom
• Action items (refi milestones, hedging expiries, covenant tests)

---

The most common gearing reporting mistakes

Mistake 1: Reporting "net debt" without recognising cash restrictions

Fix: split unrestricted vs restricted cash every month.

Mistake 2: Mixing valuation dates or bases without stating it

Fix: always label the value basis and date next to LTV.

Mistake 3: Showing portfolio gearing only, ignoring facility-level covenants

Fix: track covenants at the level they are tested (often SPV/facility), then roll up.

Mistake 4: Treating hedging as a footnote

Fix: show fixed vs floating after hedging, and show hedge maturity.

Mistake 5: Waiting for quarter-end to discover a monthly trend

Fix: track the leading indicators monthly-cost of debt, cover ratios, liquidity runway, maturity wall.

---

Why multi-SPV portfolios need a consolidated, standardised view

This all gets harder when the portfolio is held across dozens of SPVs:

• debt and cash sit in different entities
• definitions drift between property managers and finance teams
• "net" metrics get distorted by trapped cash and intercompany movements
• portfolio reporting becomes a manual roll-up

The practical answer is a one-stop portfolio view across SPVs, underpinned by standardised mappings, so gearing and debt metrics are consistent, drillable, and repeatable month after month.

---

Closing thought: track gearing to manage risk, not to fill a slide

Monthly gearing reporting is not about producing a perfect ratio-it is about staying ahead of the risks that affect returns:

• refinancing pressure
• covenant headroom
• rate exposure
• and the cash reality behind the capital structure

If you consistently track the minimum viable set above, you will spend less time debating definitions and more time making timely decisions.