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Turning real estate into a financial advantage: key strategies for a sale & leaseback transaction


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Sale & leaseback creates liquidity and stable cash flows but requires precise structuring and clear risk allocation.


In brief

  • Sale & leaseback enables the release of liquidity during operational use, but requires precise alignment of price, rent, and yields.
  • The lease agreement is central to cash flow stability, risk allocation and long-term balance between the parties.
  • VAT, CAPEX and tenant creditworthiness are critical to the structure, yield and overall economic success of the transaction.

In a market environment characterized by rising financing costs and an increasing need for liquidity, sale & leaseback (SLB) transactions are emerging as a strategic alternative for many companies, as they release capital while ensuring operational continuity at a critical location. For institutional investors, they represent a source of stable, long-term and contractually secured cash flows. To create value for both parties, such a transaction must be carefully structured with a risk-oriented approach and aligned with the specific conditions of the Swiss market.

Context and rationale of a sale & leaseback transaction

Market

With higher capital costs and more selective lenders, access to financing is becoming increasingly constrained. Industrial, logistics and service companies are increasingly intensifying their assessment of off-balance-sheet (re)financing options. SLB enables the release of liquidity while maintaining simultaneous on-site use: a compelling option as long as the cost of capital exceeds the net return on property ownership.

Principle

Two contracts are concluded in parallel: (1) the sale of the property to an investor and (2) the simultaneous execution of a – typically long-term – commercial lease in favor of the seller, who thereby becomes the tenant. The purchase price is often derived from the capitalization of the agreed rental income, making a precise balance between sale price, rental level and target yield essential.

Objectives

 For the seller-tenant, the objective is to release liquidity, reduce debt and support growth or investments. An SLB can also facilitate succession planning by removing the constraints associated with property ownership. For the buyer-lessor, the focus lies on a single-tenant asset offering predictable cash flows and long-term value creation potential, for example through refurbishment measures or location upgrading.

Structuring the transaction: key contractual clauses

Risk sources and mitigation measures

Key considerations for the future tenant 

From an economic perspective, the seller-tenant must ensure the long-term affordability of the agreed rent (particularly in stepped rent structures). Mispricing reduces margins and increases the risk of tension with financial covenants. In relation to flexibility, poorly defined early termination clauses often result in significant costs. An unclear allocation of maintenance and/or CAPEX expenses exposes the tenant to potentially substantial burdens, especially as SLB leases typically impose obligations beyond the standard regime of the Swiss Code of Obligations. Finally, the transition from owner to tenant status requires staff training and clear governance of technical and operational decisions – who decides, through which process and at what stage – to avoid inefficiencies and additional costs.

Securing returns for the future owner 

The performance of the buyer-lessor depends primarily on the creditworthiness of their counterparty. This is particularly relevant in a single-tenant configuration, where credit risk is concentrated on a single tenant and the predictability of cash flows depends on their solvency. Returns are also vulnerable to technical obsolescence. If the asset becomes outdated or its use changes, vacancy risk upon (early) tenant departure is high, and reletting can quickly become costly – requiring CAPEX for refurbishment, leasing incentives and marketing expenses. The transaction’s economic balance is further affected if future CAPEX is underestimated or contractual obligations are imprecisely defined, increasing the risk of disputes. A clear allocation of responsibilities and a realistic, mutually aligned investment plan are key to preserving value over time.

Risk mitigation measures

 A comprehensive due diligence covering technical, financial, legal and environmental aspects is essential, with particular attention to real rights (e.g., easements) and the operational usability of the site. Contractual safeguards are equally important. To manage risk, agreements may include key performance tests as well as information and reporting obligations, which can, however, increase the tenant’s administrative burden and require a degree of transparency. Moreover, adaptive contractual clauses should be incorporated to address long-term engagements and enable targeted adjustments, for instance in relation to asset preservation or changes in the tenant’s commercial or operational structure. The overarching objective is to maintain the economic balance of the contract over its entire duration and ensure security and predictability for both parties.

VAT focus: critical determinants for transaction economics

In real estate SLB transactions, VAT plays a key role in the overall economic rationale of the transaction. The tax treatment primarily depends on the existence of a repurchase right and the actual and future use of the property, which determine whether the parties may opt for taxation of the sale or lease – fully or partially – and thus influence the scope of input VAT recovery for both the seller-tenant and the buyer-lessor. This aspect must be assessed in light of the three transfer modalities provided for under the Swiss VAT Act (MWSTG): sale without option, sale with option, and transfer under the notification procedure. Each modality entails specific tax consequences for seller and landlord, whose interests may diverge, as well as distinct formal requirements. Additional elements, such as the construction and refurbishment history of the property and the quality and availability of supporting documentation, are also decisive.

 

VAT risks for both parties

 For the seller, the main risk lies in input VAT correction: if VAT has been reclaimed in connection with works on the property, an exempt sale without option may trigger a potentially significant adjustment. For the buyer, the reverse risk applies: opting for taxation may result in non-deductible VAT, particularly where the buyer is not fully taxable or the property is used for non-creditable purposes. Further risks arise from misalignment between the sale and the lease agreement, which may complicate the recovery of input VAT on future costs. It should be noted that, according to the practice of the Swiss Federal Tax Administration (ESTV), input VAT on acquisition costs or value-enhancing investments in real estate must be adjusted in the event of a change in use, based on straight-line depreciation over a 20-year period.

 

In Switzerland, VAT treatment differs where the contract provides for the retransfer of ownership to the tenant at the end of the lease term (repurchase right). If the agreement explicitly includes a repurchase option with a predetermined price, the ESTV may consider the arrangement as a single transaction equivalent to an exempt financial service without the possibility to opt for taxation. While this qualification is generally neutral for the seller-tenant’s input VAT deduction, it may significantly restrict or even exclude the buyer-lessor’s right to deduct input VAT, directly impacting returns and the financial structuring of the transaction.

 

Early analysis is critical

 A consistent VAT structure is essential: treatment of the sale, the decision to opt (or not) for taxation of lease services, and alignment of the parties’ economic interests. These aspects must be analyzed upfront as a solution suitable for one party may create economic or operational risks for the other. VAT structuring therefore has a material impact on transaction pricing and often requires prior clarification with the ESTV.

 

Five key considerations for an SLB

1. SLB is a strategic decision, not merely a refinancing tool.

An SLB has a lasting impact on balance sheet structure, operational flexibility and the company’s risk profile. It should therefore be viewed as a long-term strategic decision aligned with the business and financial strategy.

2. Economic balance is set at the beginning.

Price, rent, duration and CAPEX are closely interrelated. An initial imbalance can erode operating margins, compromise the asset’s long-term value and lead to disputes between the parties.

3. The lease agreement is the key to value creation.

The lease determines the predictability of cash flows and the resilience of the transaction. Beside rent setting, key clauses – particularly regarding term and renewal/adaptation mechanisms, exit options, maintenance obligations and security – must be carefully structured to reflect the intended balance between both parties.

4. Loss of flexibility must be actively managed.

Future expansions, evolving requirements and potential repurchase options must be contractually anticipated. The transition from ownership to tenancy requires clear governance of technical and operational decisions and increased discipline.

5. VAT directly affects price and structure.

VAT treatment of both the sale and the lease is a key value driver. Delayed or incomplete analysis may erode a portion of the expected value.


Summary

Sale & leaseback is a strategic financing structure that provides companies with liquidity and offers investors stable cash flows. Economic success depends on the careful alignment of sale price, rent, contractual structure and risk allocation. Particular importance is attached to the lease agreement and comprehensive due diligence. Risks arise in particular from inappropriate rent levels, technical obsolescence and unclear cost allocation. In addition, VAT materially impacts transaction economics and must be assessed at an early stage. A balanced contractual framework is essential to ensure long-term stability and predictability for both parties.

Acknowledgement 

We thank Marie Prost, Nadja Lewandowski and Jeanne Croce-Clement for their valuable contribution to this article.



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