Docreit 2022 ESG report

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

TABLE OF CONTENTS INTRODUCTION

04 Letter to our Stakeholders 06 About DOC NEW 09 ESG Strategy 10 ESG Disclosure, Guidance Frameworks, & Assurance NEW 11 ESG Highlights NEW 16 Stakeholder Engagement NEW 17 Industry Associations & Partnerships 18 ESG Materiality Assessment

OUR ENVIRONMENT

OUR PEOPLE

OUR HEALTH CARE PARTNERS & COMMUNITIES NEW

OUR GOVERNANCE

20 21 24 25 27

29 29 30 31 32

Results to Date Climate Change & TCFD Reporting NEW Environmental Policy Capital & Operational Investment Strategies Certifications NEW

Client Health & Safety NEW Biodiversity NEW Green Leasing & Sustainable Finishes NEW Health Care Partner Engagement Client Feedback & Communication NEW

34 Human Capital Management & Demographics 35 Diversity, Equity, & Inclusion (DEI) 37 Culture & Team Member Engagement NEW 38 Workforce Training & Development NEW 40 Benefits, Health, Wellness, & Safety NEW 42 Volunteerism & Philanthropy 44 47 48 49 50 52

Board Structure, Responsibilities, & Experience ESG Oversight NEW Compensation Best Practices NEW Data & Cybersecurity NEW Supply Chain Management NEW Governance Policies & Shareholder Rights NEW

NEW

APPENDICES

55 About this Report 56 Team Information 57 United Nations SDGs Index 59 Energy & Emissions Data 60 GRI Content Index 69 SASB Report 72 Assurance Statement 74 Forward-Looking Statements & Other Disclaimers 75 Endnotes

RECOGNIZES SECTIONS CONTAINING ENHANCED ESG EFFORTS OR DISCLOSURES

Physicians Realty Trust proudly celebrates a “Decade of DOC” this summer, marking the 10th anniversary of our IPO in July 2013. The cover artwork features a collage of significant acquisitions from our annual reports, showcasing our growth as we enter our second decade of owning and managing the highest-quality outpatient medical facilities.

Physicians Realty Trust 2022 ESG Report | 2

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

INTRODUCTION As we celebrate 10 years in business on July 19, 2023, Physicians Realty Trust (NYSE: DOC) remains steadfast in our commitment to owning outpatient medical facilities that create positive economic, social, and environmental outcomes for a wide range of stakeholders—a key business objective that has been instilled in our company’s value system since our founding.

IN THIS SECTION

04 Letter to our Stakeholders 06 About DOC NEW 09 ESG Strategy 10 ESG Disclosure, Guidance Frameworks, & Assurance

NEW

11 16 17 18

ESG Highlights NEW Stakeholder Engagement NEW Industry Associations & Partnerships ESG Materiality Assessment

Our sustainability efforts are aligned with 12 of the 17 United Nations Sustainable Development Goals (UN SDGs).

We have included icons at the beginning of each section to indicate the UN SDGs with which our sustainability efforts are aligned. See the Appendices for additional information on how DOC’s ESG activities contribute to the UN SDGs. Corporate Headquarters | Milwaukee, WI

Physicians Realty Trust 2022 ESG Report | 3

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

LETTER TO OUR STAKEHOLDERS GRI 102-12, 102-14, 102-15, 102-20

As we share our fourth annual ESG Report with you, we reflect on the tremendous progress that DOC, together with our partners and stakeholders, made in 2022.

In 2022, we made strides forward in our sustainability journey, even as the year presented continued challenges like global energy market instability, supply chain obstacles, and high inflation. DOC capitalized on strategic opportunities to advance our goals while carefully managing our incremental investments.

We believe our investments in outpatient medical facilities and our sustainabilitydriven building management practices contribute to lowering health care costs for patients at our facilities every year.

Our smart investments, strong leadership, and steadfast commitment to excellence continue to position DOC for long-term success.

DOC’s award-winning national asset and property management teams continued to manage our facilities with the health and well-being of our health care provider partners and communities front and center.

In 2022, we continued to advance our sustainability efforts by:

• Achieving ENERGY STAR® Certification Nation

Premier Member status as a result of receiving 16 new property certifications, totaling 26 certifications since 2021

• Earning 10 new Institute of Real Estate

Management (IREM®) Certified Sustainable Property designations, totaling 38 certifications since 2019

• Identifying and executing diversity, equity, and

inclusion (DEI) initiatives in the areas of recruitment and development, company policies, and community outreach

• Increasing our spending with certified diverse

vendors by 102% over a 2020 baseline while setting ambitious new supplier diversity targets

Through our sustainability leadership, we earned the following industry distinctions:

• ENERGY STAR® Partner of the Year recognition for the second time in three years

• Global Real Estate Sustainability Benchmark (GRESB) Public Disclosure Level score of 98 out of 100, ranking first in our health care comparison group

• ISS ESG Corporate “Prime” rating, recognizing our dedication to ESG performance and disclosure

• Recognized for Excellence in DEI by the CRE Insight Journal

• Top Workplaces honors from the Milwaukee

Journal Sentinel for the sixth consecutive year in 2023

• Modern Healthcare Best Places to Work

recognition for the third consecutive year in 2023

• Bloomberg Gender-Equality Index member as a first-time submitter in January 2023

• GRESB Green Star rating and a score of 75 out of 100 for the second consecutive year

• 2022-2023 Green Lease Leaders Platinum

Certification by the Institute for Market Transformation and the Department of Energy Better Buildings Alliance, the only health care REIT attaining this designation

Hunger Task Force Farm Day | August 2022

Physicians Realty Trust 2022 ESG Report | 4

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

Heading into 2023, we took additional steps to refine our ESG team, including hiring Jordan Ivans as our Director of Sustainability and Energy Project Management in a newly-created position.

We also modified our executive compensation plan to tie a portion of incentive pay to performance against our ESG goals.

These enhancements are part of our efforts to provide transparent reporting on our goal progress as we work to drive better results for our stakeholders.

We’re proud to celebrate our real, meaningful, and measurable milestones, yet we recognize that our progress is

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

simply another step forward for DOC as we continue to Invest in better® to become ESG leaders in the real estate industry. We invite you to review our work and see how DOC is making a difference to benefit the health and well-being of our clients, shareholders, employees, and the communities we serve.

ESG Materiality Assessment

As we approach our 10th anniversary on July 19, 2023, celebrating a Decade of DOC, we look forward to continuing to share our ESG journey with you in the years ahead.

Respectfully,

John T. Thomas President & Chief Executive Officer

Governor Tommy G. Thompson Chairman, Board of Trustees

DOC ESG Committee Tim Bowar, David Domres, Michael Farinawicz, Greg Gallagher, Jordan Ivans, Allison King, Libby Langenderfer, Leann Mester, Kat O’Connell, Amy Sovine, Andrea Srock, and Mark Theine Milwaukee Riverkeeper Earth Day Clean Up | April 2023

Physicians Realty Trust 2022 ESG Report | 5

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ABOUT DOC

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

NEW

GRI 102-1, 102-2, 102-3, 102-4, 102-6, 102-7, 102-15, 102-16, 103-1, 103-2, 103-3, 201-1

Celebrating a Decade of DOC ON JULY 19, 2023

Physicians Realty Trust (NYSE: DOC) helps medical providers, developers, and shareholders deliver better health care, better communities, and better returns through our relationship-driven investments in real estate, integral to providing high-quality health care services. At DOC, we Invest in better® for our clients so our health care provider partners and their patients can thrive—today and in the future. Here’s how

BROADER & DEEPER HEALTH CARE EXPERTISE

DEALS THAT BENEFIT ALL PARTIES

HIGHEST-QUALITY PROPERTIES & TENANTS

Our team knows health care. With expertise in health care executive management, operations, policy, law, and finance, our team is uniquely skilled at building partnerships, ensuring our clients have the real estate resources to produce superior patient care now and in the future.

When we assess a potential acquisition, we’re looking to serve our shareholders alongside the health care systems, physician groups, and outpatient medical developers who are building better communities. Our investments are never “one-size-fits-all,” but are structured to meet the unique needs and goals of all parties involved.

Through demonstrated performance since our inception, we’ve earned the trust of physicians, hospitals, and other health care providers across the country. As a result of these long-standing and deep relationships, we are the preferred real estate partner for many of the highest-quality health care providers in the industry.

Publicly traded on the NYSE since 2013 and included in the S&P MidCap 400 Index, the company is organized as a real estate investment trust (REIT) that selectively owns and manages a portfolio of outpatient medical properties in the United States, typically located on a hospital-anchored campus or strategically affiliated with health care systems.

Physicians Realty Trust 2022 ESG Report | 6

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

MILWAUKEE, WI HEADQUARTERS

OPERATING PORTFOLIO 290 Total Health Care Properties 36 States $6.0b Gross Real Estate Investments 16.1m Total Portfolio Gross Leasable Area (sq. ft.)

WORKFORCE 95% Total Percent of Portfolio Leased 97% Total Percent of NOI from Outpatient 67

%

Medical Assets

2013 Year Founded 101 Full-Time Employees

(60% female/40% male)

Investment-Grade Quality Tenancy

*Information on this page is as of December 31, 2022

Physicians Realty Trust 2022 ESG Report | 7

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR CORE VALUES Above all, DOC is dedicated to C.A.R.E.: Collaborate and Communicate, Act with Integrity, Respect the Relationship, and Execute Consistently.

COLLABORATE & COMMUNICATE.

We have developed a collaborative culture of mutual respect, and every team member has a sense of pride in what we accomplish together.

We strive for true partnerships, working toward a common purpose and shared success.

ACT WITH INTEGRITY. Integrity and transparency are at the heart of all that we do. We believe that performing to the highest standards on behalf of our health care partners, team members, and investors is fundamental to our identity as a company.

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

VALUE CREATION AT DOC

NEW

This report outlines our approach to ESG matters, building on the content in our Annual Report/Form 10-K and our Proxy Statement, available on our website, to tell the full story of DOC’s long-term value creation.

As part of our reporting efforts, we aim to: • Foster an environment to improve the patient experience at our properties through intelligent capital investments • Continually improve the quality of disclosures to our corporate stakeholders through cohesive messaging • Enhance internal accountability and long-term stewardship for our financial and sustainability efforts and goals across our ESG platform • Promote integrated thinking and decision-making that create value over the short, medium, and long term • Communicate the long-term value of DOC as an owner of mission-critical health care real estate

RESPECT THE RELATIONSHIP.

EXECUTE CONSISTENTLY.

We continually support our partners so they can provide outstanding health care services in their communities. We are committed to providing industry-leading customer service.

We deliver on our promises the first time and every time. By promoting a culture of innovation and creativity, and above all, consistency, we exceed our clients’ expectations.

We see value creation as a type of return. This effort takes many forms, including more resilient business operations, better competitive positioning amongst our peers, improved social, economic, and environmental outcomes, well-managed risk, and increased societal well-being. We embody these efforts in our Invest in better® mission. It’s part of what drives our nationwide team to greater heights every day.

Click or scan for video

My DOC Story: The C.A.R.E. Experience

Mark Dukes | SVP, Asset Management

Physicians Realty Trust 2022 ESG Report | 8

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

ESG STRATEGY GRI 102-16, 103-1, 103-2, 103-3

At DOC, our mission is supported by ESG principles that are firmly integrated into how we manage our nationwide portfolio. In short, we believe that ESG not only helps us be a better business, but as a long-term owner of medical real estate— it is foundational to our business.

DEFINING ESG AT DOC DOC capital projects follow our G2 Sustainability℠ philosophy, emphasizing practical “green” environmental initiatives that result in “green” cost savings over time. We prioritize the well-being of our team, health care partners, and patients while upholding the highest standards of ethics and corporate governance

philosophy

DOC has adopted a holistic approach to ESG, ensuring our nationwide portfolio’s economic viability, operational efficiency, natural resource conservation, and social responsibility.

WE L.E.A.P. FOR ESG SUCCESS Communicate successful initiatives and evaluate opportunities to improve

Track progress against targets using tools such as ENERGY STAR® Portfolio Manager®

Engage stakeholders in ESG Materiality Assessment, commit to ongoing ESG education, and set targets following key ESG frameworks

Establish success criteria, a training plan, and communication methods and deploy using an integrated team approach

Physicians Realty Trust 2022 ESG Report | 9

INTRODUCTION

OUR ENVIRONMENT

Letter to our Stakeholders

About DOC

ESG Strategy

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR PEOPLE

ESG Disclosure, Guidance Frameworks, & Assurance ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

ESG DISCLOSURE, GUIDANCE FRAMEWORKS, & ASSURANCE

NEW

GRI 102-12, 102-15, 102-43, 102-46, 102-54, 102-56, 103-3

DOC discloses comparable and consistent ESG information through globally recognized frameworks that guide the development of our processes, policies, and goals.

R E A L

E S T A T E

GRESB

GLOBAL REPORTING INITIATIVE (GRI)

SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB)

DOC received a GRESB Green Star ranking, earning a score of 75 on our 2022 GRESB assessment for the second consecutive year. We also received a Public Disclosure Level score of 98 out of 100, ranking first in our health care comparison group, a testament to our exceptional transparency in sustainability reporting.

This is our second report aligned with the GRI Standards (Core option). The GRI Index can be found on pages 60-68.

Our ESG Report aligns with the SASB framework for real estate with details on pages 69-71.

TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES (TCFD)

UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS (UN SDGS)

SCIENCE BASED TARGETS INITIATIVE (SBTi)

Since 2020, and with added enhancements for our 2022 reporting cycle, we’ve included climate-related disclosures in alignment with recommendations from the TCFD. These disclosures can be found on pages 21-23.

Since the release of our 2019 ESG Report, our efforts have been aligned with the UN SDGs, represented at the beginning of each section of this ESG Report and within the UN SDGs Index pages 57-58.

Our science-based emissions reduction targets were validated by the SBTi in 2022 to align with a “Well-below 2° C” strategy.

DATA VERIFICATION ISOS Group, Inc. provided an independent third-party, moderate-level assurance of environmental data for the calendar year ending December 31, 2022, including energy, water, waste, and greenhouse gas emissions calculations. This moderate assurance engagement was performed under the AccountAbility 1000 Assurance Standard (AA1000AS). The assurance statement may be found on pages 72-73.

Physicians Realty Trust 2022 ESG Report | 10

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR PEOPLE

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Highlights

ESG Strategy

ESG HIGHLIGHTS

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

NEW

GRI 102-15, 102-31, 103-1, 103-2, 103-3, 302-4, 303-1, 404-1

RECOGNITION 2023 R E A L

2023 ENERGY STAR® Partner of the Year Award (2nd Year)

2022-2023 Green Lease Leaders Platinum Certification, the only health care REIT attaining this designation

E S T A T E

2022 GRESB Public Disclosure Level score of 98 out of 100, overall score of 75 out of 100 (2nd Year), and Green Star (2nd Year)

2022 ENERGY STAR® Certification Nation Premier Member

2023 Member

2022 & 2023 Modern Healthcare Best Places to Work (3rd Year)

2022 & 2023 Milwaukee Journal Sentinel Top Workplaces (6th Year)

2023 Bloomberg Gender-Equality Index

2022 Kingsley Associates Award for Tenant Satisfaction

2022 CRE Insight Journal Excellence in Diversity, Equity, and Inclusion (DEI) Award

2022 NAIOP Wisconsin THRIVE Award for “MKE CRE” DEI Program

ISS ESG Corporate “Prime” Rating for ESG Performance and Disclosure

2022 International Marcom Gold Award for ESG Report Design

Physicians Realty Trust 2022 ESG Report | 11

INTRODUCTION

OUR ENVIRONMENT

Letter to our Stakeholders

About DOC

ESG Strategy

OUR HEALTH CARE PARTNERS & COMMUNITIES ESG Disclosure, Guidance Frameworks, & Assurance

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

ENVIRONMENTAL ACHIEVEMENTS MATERIAL ESG TOPIC SHORT-TERM GOAL

2022 PROGRESS

LONG-TERM VISION (2023 & BEYOND)

GHG Emissions & Climate Change Resilience

40% reduction in GHG emissions by 2030 over a 2018 baseline

• 20.8% reduction in operational Scope 1 and 2 GHG emissions

• Ongoing Goal: Track transitional and physical risks in our portfolio and

Energy Use & Renewables

20% reduction in energy use by 2024 over a 2018 baseline

refine mitigation plans for high-risk locations

(MTCO2e)

• SBTi validated climate goals (well-below 2°C) • 8.8% reduction in energy use (kBtu/ft2)

• Ongoing Goal: Include energy-efficient projects in our capital plan,

optimize property operations, and use feasible onsite/offsite renewable energy sources

• Deployed a new 134kW rooftop solar array in Hartford, CT, projected to generate 159,545 kWh of carbon-free energy per year for the local grid

Water Conservation

15% reduction in water usage by 2024 over a 2018 baseline

• 6.0% reduction in water use intensity (gal/ft2)

• Ongoing Goal: Increase water-use efficiency and ensure sustainable water withdrawals

• In 2023, in honor of Earth Day, organized portfolio-wide water conservation and education events at multi-tenant properties

Waste Management & Recycling

20% increase in waste diversion by 2024 over a 2018 baseline

• 6.8% increase in waste diversion from landfills

• Ongoing Goal: Leverage national waste agreements to increase efficiency and provide portfolio-wide reporting for better decision-making

• Added additional recycling sites, resulting in an additional 50 metric tons of landfill diversion

Financial Performance & Portfolio Benchmarking

Capital Investments: Dedicate $5M annually to sustainability projects Benchmark for Excellence: Earn property certifications and report using industry frameworks

• 31 sustainability-driven capital expenditure projects

totaling $5.6m with 5.1 years average return on investment and $10.6M in 10-year operating savings

• 26% GLA under IREM CSP, ENERGY STAR®, or LEED certification

•

NEW 2023-2025 Goal: Invest $15M in sustainability-driven capital projects (average $5M/year) • 2023-2025 Goal: Acquire 10 new certifications annually while renewing existing ones at a rate of 50% • NEW 2023-2025 Goal: Average GRESB Score target above 75 • NEW 2023-2025 Goal: Maintain Green Lease Leader recognition

To learn more about our reporting group, visit the Benchmarking & Methodology section on page 24.

Physicians Realty Trust 2022 ESG Report | 12

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR PEOPLE

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Highlights

ESG Strategy

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

SOCIAL ACHIEVEMENTS MATERIAL ESG TOPIC SHORT-TERM GOAL

2022 PROGRESS

LONG-TERM VISION (2023 & BEYOND)

Culture & Team Member Engagement

600 hours of volunteering $375,000 in philanthropic, fundraising, and in-kind donations C.A.R.E.: Build and protect our awardwinning culture

• 455 hours of team volunteer efforts & 447 hours of individual

•

Health & Safety

Support our Team: Offer increased mental health and well-being resources

•

NEW Wrapround Support: Added 8 hours of mental health programming and support, including paid access to an award-winning mental health and wellness app, and a new yearly paid time off day for mental health and wellness

NEW 2023 Goal: Revision of Employee Handbook to incorporate enhanced health and safety procedures • Ongoing Goal: Support our team members’ health and wellness to promote work-life balance

Training, Development, & Retention

Attract & Retain Top Talent: Evaluate benefits to ensure DOC remains competitive Training & Programming Targets: 30 hours of team training and programming efforts

•

NEW Benefits & Retention: DOC offers at least $18 per hour wages to all full-time team members

•

•

NEW 2023 Wellness Reimbursement Program: Fosters a healthy lifestyle for our team members

•

2023 Onboarding Buddy Program: Pairs new and seasoned new team members to improve talent retention

Volunteer Time Off (VTO) efforts

• $408,800 in philanthropic and charitable support • Team Recognition: Modern Healthcare Best Places to Work (3rd year)

NEW 2023-2025 Goal: DOC team volunteer hours, totaling 2,000 over three years • NEW 2023-2025 Goal: Earn annual Best Places to Work recognition

& Milwaukee Journal Sentinel Top Workplaces (6th year)

NEW

•

NEW 2023-2025 Goal: Three-year average annual voluntary team member turnover is less than 10% • NEW 2023 Goal: Enhance plans to support team leadership training and enrichment opportunities for professional development • NEW Ongoing Goal: Continue to offer at least $18 per hour wages to all full-time team members

• 94% 2022 Employee Retention Rate: year-over-year increase of over 4%

• Exceeded Goal by 107.5%: 62.25 hours of team training, DEI, and programming efforts

Physicians Realty Trust 2022 ESG Report | 13

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR PEOPLE

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Highlights

ESG Strategy

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

SOCIAL ACHIEVEMENTS (CONT.) MATERIAL ESG TOPIC SHORT-TERM GOAL

2022 PROGRESS

LONG-TERM VISION (2023 & BEYOND)

Diversity, Equity, & Inclusion

Supporting Gender Equality: Monitor and report on the company’s gender diversity, creating opportunities to support leaders who identify as female Build CRE Diversity Pipeline: Hire 50%+ diverse candidates (representing those who identify as female, veteran, LGBTQIA+, or BIPOC) for summer internships and partner with local and national organizations impacting DEI

•

•

Enhance Reporting: Create a new section in the report to spotlight this key stakeholder group

•

Our Health Care Partners & Communities

Gender-Based Reporting: 2023 Bloomberg Gender-Equality Index (1st year) NEW

• Summer interns were 75% diverse

• 13 hours of DEI team programming offered • Key organizer and supporter of summer high school immersion

NEW 2023-2025 Goal: Earn & maintain Bloomberg Gender-Equality Index recognition • NEW 2023-2025 Goal: 100% team participation in DEI training (minimum 4 hours annually) • Ongoing Goal: Offer yearly “Women in Leadership” event

program, MKE CRE, working to build a pipeline of future real estate leaders from underrepresented populations

NEW Added Disclosures: Biodiversity, Client Health & Safety, Sustainable Finishes, and Client Feedback & Communication sections added to reporting

•

NEW Ongoing Goal: 90% positive tenant work order satisfaction rating • NEW Ongoing Goal: 80% positive overall tenant satisfaction rating in our anonymous annual survey

Physicians Realty Trust 2022 ESG Report | 14

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR PEOPLE

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Highlights

ESG Strategy

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

GOVERNANCE ACHIEVEMENTS MATERIAL ESG TOPIC

SHORT-TERM GOAL

2022 PROGRESS

LONG-TERM VISION (2023 AND BEYOND)

Supply Chain Management

2022-2024: 10% increase in property-level controllable spend with certified diverse vendors (CDV) over a 2020 base year

•

Exceeded Goal by 102%: Exceeded 3-year CDV spend goal, from $1.45 M in 2020 to $2.92 M in 2022

•

Corporate Governance, Business Integrity, Human Rights, & Anti-Corruption

Ongoing Stakeholder Engagement: Conduct annual ESG materiality survey Benchmarking for ESG Success: Implement new ESG metric to our 2023 long-term incentive plan

•

NEW Revised Vendor and Supplier Code of Conduct and Human Rights Statement

• Ongoing Goal: Adopt, regularly review, and refine

•

NEW Quantitative and qualitative ESG scorecard connects our NEOs’ incentive compensation to our ESG performance

NEW

NEW 2023-2025 Goal: Obtain bids from CDV for at least 30% of contracts over $100,000 as part of our property-level controllable spend, with 10% of such contracts awarded to qualified CDV

corporate governance policies that promote transparency and accountability across our company

• Added additional thought leadership, diversity, and female

representation to our Board of Trustees through the appointment of Ava Lias-Booker, Esq.

• Published annual Materiality Assessment results

Data Security

Assess Cybersecurity Disclosures, Systems, and Training

• Performed penetration testing of our core IT systems,

conducted semi-annual reviews of our Security Breach Incident Response Plan, and completed annual cybersecurity training for employees

•

NEW 2023-2025 Goal: 100% team participation in annual cybersecurity training • Ongoing Goal: Regularly review, assess, and refine cybersecurity disclosures, systems, and training

Physicians Realty Trust 2022 ESG Report | 15

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

STAKEHOLDER ENGAGEMENT

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

NEW

GRI 102-21, 102-29, 102-37, 102-40, 102-42, 102-43, 102-44, 102-46, 102-47, 103-1, 103-2, 103-3, 413-1 A core principle underlying our performance expectations is responsiveness to the needs of our community, team members, partners, and shareholders.

Ongoing stakeholder engagement is vital to deepen our relationship and gain insight into their priorities. We do this in a variety of ways:

OUR APPROACH TO STAKEHOLDER ENGAGEMENT CATEGORY Corporate Audience

Shareholders, ESG Rating Firms, Fixed-Income Investors, Proxy Advisory Firms, and Prospective Shareholders

INVOLVEMENT

TACTICS

THEMES

Company Level

• In-person or virtual meetings and conferences • Annual meeting and quarterly earnings calls • Public disclosure reports, including our Annual Report, 10-K, 10-Q, Proxy, ESG Report,

Company economic performance and outlook, ESG goals and performance, Climate change strategy and resilience, Transparent governance, Oversight and procedures, Team goal-setting and DEI initiatives

and participation in GRESB Assessment

• docreit.investors.com website with stock information and news and events • Property tours • Inclusion in our annual ESG Materiality Assessment

Team Members

Individual

• Educational workshops, DEI sessions, and leadership training events • All-team Town Hall meetings • Annual, anonymous team surveys administered through an independent third party • Quarterly performance reviews • Formal reporting mechanisms (fraud, harassment) • Inclusion in our annual ESG Materiality Assessment

Training & engagement, Health & wellness, Team satisfaction, Performance reviews, Benefits, DEI initiatives

Health Care Partner & Client Relationships

Company, Regional, and Property Level

• Ongoing conversations between partners and members of our operations and leasing teams • Regular property inspections, responsiveness to tenant maintenance requests, and post-repair tenant

Partner satisfaction surveys, Operations performance through our online platform, Leasing needs, Assistance in achieving client sustainability goals, Property-level safety and health

Suppliers

Company, Regional, and Property Level

• Contract development and ongoing interaction • Direct dialogue via meetings and calls • Supplier compliance with environmental policies • Quarterly and annual business reviews with key vendors • Sustainability initiatives in master services agreements and construction contracts • Vendor & Supplier Code of Conduct • Supplier sustainability surveys • Inclusion in annual ESG Materiality Assessment

Customer service and communication, Economic performance and future outlook, Supply chain trends, Supplier capabilities: strategic sourcing, risk management, supplier excellence, certifications, sustainability, and resilience

Regional/Property Level

• Partnerships with municipal boards, planning boards, community groups, and charitable organizations • Contract with local suppliers where possible • Philanthropic, fundraising, and in-kind donations • Team and individual volunteer events in coordination with local non-profits

Community impacts through property ownership and project-specific interests/needs

NEW

Local Communities

satisfaction surveys

• Bi-annual tenant satisfaction surveys conducted by an independent third party with follow-up action planning • Customer appreciation and ESG education events • Collaboration on onsite energy efficiency improvements • Green lease standards • Inclusion in annual ESG Materiality Assessment

Physicians Realty Trust 2022 ESG Report | 16

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships ESG Materiality Assessment

INDUSTRY ASSOCIATIONS & PARTNERSHIPS GRI 102-13, 102-27, 404-2, 413-1

DOC is a member of numerous industry and trade groups.

We work with these groups because they represent the health care and real estate industries in debates led by governmental bodies and other stakeholders while assisting the industry in reaching a consensus on policy issues.

They also help shape and guide our sustainability platform, ensuring our leaders remain informed and on the leading edge of this ever-evolving space.

BUILDING OWNERS AND MANAGERS ASSOCIATION INTERNATIONAL (BOMA) Member

CEO ACTION FOR DIVERSITY AND INCLUSION Signatory

Communications Council DEI Working Group Real Estate Sustainability Council Social Responsibility Council

DEPARTMENT OF ENERGY BETTER BUILDINGS CHALLENGE

NATIONAL MINORITY SUPPLIER DEVELOPMENT COUNCIL (NMSDC)

ENERGY STAR®

URBAN LAND INSTITUTE

GRESB

Benchmarking Partnerships

Partner Partner

DOC continues to gain ESG recognition in the real estate industry through featured case studies, including Nareit’s 2021 and 2022 REIT Industry ESG reports. We were also featured in the Department of Energy’s 2022 Better Buildings Progress Report’s Leadership in Action spotlight.

NAREIT

Member

INSTITUTE OF REAL ESTATE MANAGEMENT (IREM) Sustainability Advisory Board

NAIOP

Member – Wisconsin Chapter

Member – Georgia Chapter Member

ENERGY STAR® Portfolio Manager® Measurabl Carbon Lighthouse

Sustainability Rating Alignment

Participation in ESG assessment: GRESB Responding to ESG rating questionnaires: ISS, MSCI, and Sustainalytics

2019 & 2022 IREM CSP, 2021 & 2022 ENERGY STAR | MHealth Clinic & Specialty Center | Maplewood, MN

Physicians Realty Trust 2022 ESG Report | 17

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Letter to our Stakeholders

About DOC

ESG Disclosure, Guidance Frameworks, & Assurance

ESG Strategy

OUR PEOPLE ESG Highlights

OUR GOVERNANCE Stakeholder Engagement

APPENDICES

Industry Associations & Partnerships

ESG Materiality Assessment

ESG MATERIALITY ASSESSMENT

GRI 102-15, 102-21, 102-29, 102-30, 102-31, 102-42, 102-43, 102-44, 102-46, 102-47, 103-1, 103-3 In 2023, we conducted our third annual ESG materiality assessment to identify the significant environmental, social, and governmental issues that impact our business and are essential to our stakeholders, including clients, investors, suppliers/vendors, our Board of Trustees, and DOC team members. The goals of this survey were to (i) establish and confirm sustainability-related performance indicators for our organization, (ii) prioritize resources, and (iii) determine the contents of this report.

SOCIAL Top Topics Culture & Team Member Engagement Training, Development, & Retention Health & Safety Diversity, Equity, & Inclusion

ENVIRONMENTAL Top Topics Energy Use, Renewables, & Green Building Tech Water Conservation Greenhouse Emissions & Climate Change Resilience Waste Management & Recycling

GOVERNANCE & OVERALL PERFORMANCE Top Topics Financial Performance Corporate Governance, Business Integrity, & Anti-Corruption Data & Cybersecurity Human Rights

This year’s survey included renaming “Data Security” to “Data & Cybersecurity” to better reflect the topic’s scope. We also expanded our survey to include vendors and suppliers among the stakeholder groups surveyed. Our material topics have remained consistent year over year.

2021 IREM CSP | Springwoods MOB | Spring, TX

2019 & 2022 IREM CSP | Crystal Medical Center | Crystal, MN

Physicians Realty Trust 2022 ESG Report | 18

INTRODUCTION Results to Date

OUR ENVIRONMENT Climate Change & TCFD Reporting

OUR HEALTH CARE PARTNERS & COMMUNITIES Environmental Policy

OUR PEOPLE

Capital & Operational Investment Strategies

OUR GOVERNANCE

APPENDICES

Certifications

OUR ENVIRONMENT Our dedication to environmental stewardship is demonstrated and well-documented, and we continually evaluate new and innovative ways to improve our performance.

IN THIS SECTION

20 Results to Date 21 Climate Change & TCFD Reporting 24 Environmental Policy

NEW

25 Capital & Operational Investment Strategies 27 Certifications NEW

Murdock Surgery Center | Port Charlotte, FL

Physicians Realty Trust 2022 ESG Report | 19

INTRODUCTION Results to Date

OUR ENVIRONMENT Climate Change & TCFD Reporting

OUR HEALTH CARE PARTNERS & COMMUNITIES Environmental Policy

OUR PEOPLE

OUR GOVERNANCE

Capital & Operational Investment Strategies

APPENDICES

Certifications

RESULTS TO DATE

GRI 102-15, 103-1, 103-2, 103-3, 302-1, 302-3, 302-4, 303-1, 303-3, 305-1, 305-2, 305-4, 305-5, 306-1, 306-2 GOAL

PERFORMANCE HIGHLIGHTS DIRECT & INDIRECT EMISSIONS (MTCO2e)

GHG EMISSIONS (Scopes 1 & 2)1 (by 2030 against a 2018 baseline)

40% Reduction

Direct

6,624

70,087

2022

0.82

8.7

2021

6,187

67,803

2021

0.76

8.4

2020

6,353

2020

0.79

2019

6,652

84,624

2019

0.82

2018

6,640

90,191

2018

0.82

74,845

TOTAL ENERGY CONSUMPTION (MWh)

ENERGY2

(by 2024 against a 2018 baseline)

20% Reduction

EMISSIONS INTENSITY (MTCO2e/1,000FT2)

Indirect

2022

Direct

10.5 11.2

Direct

Indirect

2022 36,611

179,054

2022 15.4

75.5

2021 34,198

179,536

2021

14.4

75.8

2020 35,116

180,110

2020 14.8

76.0

188,103

2019 36,767

199,670

2018 36,701

2019

15.5

2018

15.5

Indirect

9.3

ENERGY INTENSITY (kBtu/ft2)

Indirect

Direct

79.4 84.2

WATER USE INTENSITY (gal/ft2)

15

%

WATER3, 4

(by 2024 against a 2018 baseline)

28.8

2022

26.9*

2021

25.2*

2020

Reduction

29.4

2019

30.7

2018

*COVID-19 safety protocols led to temporary closures of common area drinking fountains and restrooms, impacting usage patterns.

WASTE (Percentage Diverted)

WASTE DIVERSION

5

(by 2024 against a 2018 baseline)

20%

20.8%

GHG EMISSIONS

26.1%

2020

Increase

Reduction in scope 1 & 2 emissions

29.5%

2021

2019 2018

2022 RESULTS

26.9%

2022

8.8%

ENERGY

Reduction in energy consumption

See page 75 for endnotes. To learn more about our reporting group, visit the Benchmarking & Methodology section on page 24.

24.7% 20.2%

6.0% WATER

Decrease in water use intensity

6.8% WASTE

Increase in landfill diversion

Physicians Realty Trust 2022 ESG Report | 20

INTRODUCTION Results to Date

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Climate Change & TCFD Reporting

Environmental Policy

OUR PEOPLE

OUR GOVERNANCE

Capital & Operational Investment Strategies

CLIMATE CHANGE & TCFD REPORTING

APPENDICES

Certifications

NEW

GRI 102-12, 102-15, 102-29, 102-30, 102-31, 103-1, 103-2, 103-3, 201-2, 305-5 As a long-term owner of a nationwide outpatient medical office real estate portfolio, DOC focuses on climate preparedness as part of our sustainability strategy. To provide a framework for success, in 2020 we began the process of implementing the recommendations of the TCFD and aligning our strategic planning with the main sections of the TCFD framework: Governance, Strategy, Risk Management, and Metrics and Targets.

We have identified the following climate-related risks and strategies over short, medium, and long-term horizons: RISKS

OPPORTUNITIES

RISK TERM1

Regional disasters

Devise mitigation plans and implement EMS policies to decrease the financial impact of climate disasters

Short to Long Term

GOVERNANCE

Increased insurance premiums due to climate-related catastrophes

Seek reductions in insurance premiums through the implementation of climate risk mitigation efforts

Short to Long Term

Our Board of Trustees exercises direct oversight of our companywide strategic risks, including climate risk. The Nominating and Corporate Governance Committee oversees all ESG policies and initiatives, including the company’s long-term climate strategy. The Audit Committee oversees the company’s enterprise risk management program, which identifies the primary risks for our business.

Supply chain disruptions

Proactively build a diverse regional and national vendor base with strategic overlap

Short to Long Term

Reporting obligations dictated by SEC and other entities

Comply with leading ESG frameworks to proactively align with regulations

Short to Medium Term

Our sustainability strategy is managed and executed by our ESG Committee, a cross-functional team. This committee is led by our Executive Vice President of Asset Management, who oversees all internal ESG matters and reports directly to our President and CEO. The ESG Committee engages with stakeholders throughout the business to address climate-related issues, including risks and opportunities and the appropriate mitigation strategies.

Carbon neutrality regulatory mandates

Adhere to SBTi and GHG protocols to create a path to carbon neutrality

Medium Term

Rising cost of operating expenses

Leverage energy efficiency projects to reduce operating expenses

Short to Medium Term

Rising cost of compliance with requirements on reducing emissions

Proactively reduce emissions to mitigate any potential financial impacts related to compliance

Short to Medium Term

Higher cost to invest in new green technologies

Create national purchasing plans from a network of trusted vendors

Medium to Long Term

For additional information regarding our ESG oversight, see page 47.

1. Short Term (1-3 Years), Medium Term (4-9 Years), and Long Term (10 years and over)

PHYSICAL

TRANSITION

STRATEGY We anticipate that climate change will have a long-term impact on our business, whether through physical risks related to the adverse effects of climate change or transition risks associated with moving to a lower-carbon economy. Accordingly, our strategy is focused on developing an understanding of climate-related risks that could materially impact our company and identifying and implementing measures to address and mitigate such risks. We also consider physical and transition risks when we acquire or develop properties and procure insurance coverages for our properties.

As our adoption of the TCFD framework evolves, we intend to evaluate the incorporation of scenario analyses into our future strategy and financial planning. To date, we have established formal processes for resilience planning, including, but not limited to, business continuity and disaster recovery planning. These forward-looking plans include risk identification and the coordination of plan development, preparation, and maintenance

in a local emergency or widespread disaster at the corporate and property levels. Responsibility for these measures is distributed across several departments within the company, including Senior Leadership, Asset Management, Construction and Project Management, Finance, Accounting, Leasing, Marketing and Communications, and Property Management.

Physicians Realty Trust 2022 ESG Report | 21

INTRODUCTION Results to Date

OUR ENVIRONMENT Climate Change & TCFD Reporting

OUR HEALTH CARE PARTNERS & COMMUNITIES Environmental Policy

OUR PEOPLE

OUR GOVERNANCE

Capital & Operational Investment Strategies

APPENDICES

Certifications

RISK MANAGEMENT DOC recognizes that climate change risk is a global issue that may impact how we run our business today and in the future. We evaluate the risk profile of our identified portfolio annually to assess a variety of potential climate-related exposures using Measurabl’s Physical Climate Risk Exposure (PCRX) module.

This third-party physical risk assessment informs the risk profiles for our properties and allows us to better develop our risk mitigation strategies.

Wildfires

Heat Stress

Medium Risk 60

Medium Risk 61

Earthquakes

Water Stress

Low Risk 11

Medium Risk 50

MANAGING PORTFOLIO CLIMATE RISK STRATEGIES

ACQUISITION EVALUATION RISK STRATEGIES

Proactively identify the highest risks due to property location

Identify any significant climate risks using Measurabl Climate Risk Module

Implement preventive strategies to address flagged risks and limit our risk exposure

Ascertain if the property is in a regulated or deregulated energy market

Refine property emergency response plan for climate-related matters

Review historical utility performance and green leases

Utilize national disaster recovery service agreements for a response within 24 hours

Review physical property for types of lighting, building automation, EV charging stations/compatibility, and additional sources of energy other than electricity Identify opportunities for improvement to enhance our ROI and support our environmental goals

Sea Level Rise

Floods

No Risk 2

Low Risk 22

Hurricanes & Typhoons

Additional Opportunities: • Increase the value of the portfolio with green certifications

•C ost savings from renewable energy

Low Risk 42

*Data from Measurabl’s Physical Climate Risk Exposure Module Powered by Moody’s ESG Solutions

Physicians Realty Trust 2022 ESG Report | 22

INTRODUCTION Results to Date

OUR ENVIRONMENT Climate Change & TCFD Reporting

OUR HEALTH CARE PARTNERS & COMMUNITIES Environmental Policy

OUR PEOPLE

Capital & Operational Investment Strategies

OUR GOVERNANCE

APPENDICES

Certifications

DOC’s environmental goals and metrics outlined on page 12 further augment our risk mitigation plan:

GOAL 1

GOAL 2

Continue our Greenhouse Gas (GHG) Reductions Strategy, Striving for a 40% Reduction by 2030

Identify Existing and Future Climate Risks at Each of our Properties and Implement a Mitigation Strategy

20% reduction of Scope 1 and 2 GHG Emissions by the end of 2024 (2018 benchmark) at managed properties PROGRESS: COMPLETE (20.8% reduction achieved)

Progress toward multi-year GHG targets in 2022 and beyond with an ever-increasing number of properties PROGRESS: ON TRACK

Continued implementation of energy efficiency projects such as lighting retrofits and building automation upgrades PROGRESS: ON TRACK

Offset our remaining usage with renewable energy solutions, such as solar power

Emergency Response Plan in place at 100% of managed properties PROGRESS: COMPLETE

METRICS & TARGETS We track metrics and have established meaningful long-term targets relating to GHG emissions, energy use, water conservation, waste management, and recycling. In addition, our science-based emissions reduction targets have been validated by the Science Based Targets initiative to align with a “Well-below 2° C” strategy.

Mitigation plan for direct risks identified by Measurabl Climate Risk Module PROGRESS: ONGOING

Mitigation plan for direct climate risks identified as an elevated risk PROGRESS: ONGOING

Implement climate change scenarios as part of our acquisition investment due diligence process PROGRESS: ON TRACK

PROGRESS: EVALUATING

We continually look for ways to improve our understanding of climate-related risks. We are working to integrate climate risk variables into our overall risk management process as a multi-disciplinary process that includes our Board of Trustees and management team.

LEED Silver, 2022 IREM CSP | 8 C1ty Blvd | Nashville, TN

Physicians Realty Trust 2022 ESG Report | 23

INTRODUCTION Results to Date

OUR ENVIRONMENT Climate Change & TCFD Reporting

OUR HEALTH CARE PARTNERS & COMMUNITIES Environmental Policy

OUR PEOPLE

Capital & Operational Investment Strategies

OUR GOVERNANCE

APPENDICES

Certifications

ENVIRONMENTAL POLICY GRI 102-46, 102-49, 103-1, 103-2, 103-3, 302-4, 303-3, 303-5, 305-5

BENCHMARKING & METHODOLOGY

ENVIRONMENTAL MANAGEMENT SYSTEM

This report represents our year-over-year data on building performance toward our environmental sustainability goals. While the data for this report stems from our identified subset of properties, our work in advancing sustainability projects spans our entire portfolio.

In 2019, DOC developed an Environmental Management System (EMS) Plan. Our EMS Plan is updated annually and serves as a roadmap for organizing and directing DOC’s sustainability strategy to integrate sustainability considerations and objectives into DOC’s ongoing decisionmaking, operations, and capital planning.

A key component of this plan is the integration of six core environmental policies:

REPORTING DATA SET CRITERIA DATE ACQUIRED

• Energy Management • Water Management • Indoor Air Quality (IAQ) Management

• Sustainable Purchasing • Green Construction & Waste Management • Recycling

Owned and operationally stable as of January 1, 2022

DATA ACCESSIBILITY 134 properties totaling 8.09m SF within our operational and financial control with available utility data, representing 48% of our portfolio as of December 31, 2022, excluding dispositions

METHODOLOGY Goals and progress are based on a 2018 baseline with a “Fixed Target Base Year,” calculated with the “all-year” approach, as outlined in the Greenhouse Gas Protocol

2021 IREM CSP, 2022 ENERGY STAR | Clearview Cancer Institute | Huntsville, AL

Physicians Realty Trust 2022 ESG Report | 24

INTRODUCTION Results to Date

OUR ENVIRONMENT Climate Change & TCFD Reporting

OUR HEALTH CARE PARTNERS & COMMUNITIES Environmental Policy

OUR PEOPLE

Capital & Operational Investment Strategies

OUR GOVERNANCE

APPENDICES

Certifications

CAPITAL & OPERATIONAL INVESTMENT STRATEGIES GRI 103-1, 103-2, 103-3, 302-4, 302-5, 306-2, 416-1

DOC is continually identifying, evaluating, and pursuing capital projects that reduce energy usage and cost across our portfolio. Asset-level efficiency projects are identified based on dedicated capital, size, and asset location. In 2022, DOC invested in 31 sustainability-driven capital expenditure projects totaling $5.6 million, which we believe will generate operating expense savings of approximately $10.6 million over the next 10 years. Through these efforts, we aim to meet our environmental goals and contribute to a more sustainable future.

Year

# Projects

Investment ($)

Projected 10-Year Savings ($)

Projected 10-Year Savings (KWH)

Average Payback Period

2019

33

$2.9m

$3.7m

32.8m

7.8 years

2020

27

$3.7m

$6.6m

84.6m

5.6 years

2021

33

$5.2m

$11.7m

115.7m

4.4 years

2022

31

$5.6m

$10.6m

84.7m

5.1 years

Totals

124

$17.4m

$32.6m

317.8m

5.4 years

SUSTAINABLE STYLE IN ATLANTA Peachtree Dunwoody Medical Center in Atlanta, Georgia, is a Class-A outpatient medical building in “Pill Hill,” a highly competitive hospital medical campus north of Atlanta’s downtown. In 2022, the first phase of a multi-year common area interior refresh was completed with a renovation of the common area restrooms.

All restroom finishes leveraged DOC’s standard architectural finishes, creating a harmonious space that also prioritizes sustainability through updated LED lighting and low-flow plumbing. These updates are expected to result in significant water savings, estimated at 15%, contributing to DOC’s sustainability goals and its commitment to reducing its environmental impact.

LED RETROFITS We partner with national lighting vendors to identify properties that would benefit from LED retrofits, allowing us to replace non-LED fixtures within our portfolio. In 2022, we upgraded 1.5 million square feet of lighting, resulting in a projected annual savings of $1 million. Our estimated 2022 energy savings of 8.5 million kWh is equivalent to powering 1,168 residential homes for an entire year. We carefully select properties based on a range of factors, including usage patterns, energy consumption, and environmental impact.

TEAM SPOTLIGHT: JORDAN IVANS, DIRECTOR OF SUSTAINABILITY & ENERGY PROJECT MANAGEMENT In 2023 we hired Jordan Ivans to drive DOC’s environmental sustainability mission, national energy management program, and overall commitment to smart, healthy, and sustainable outpatient medical buildings. Previously, he served as the Energy Team Lead at Kohl’s Corporation and was responsible for energy efficiency, renewable strategy, and implementation across over 1,200 facilities.

2021 IREM CSP, 2022 ENERGY STAR | Peachtree Dunwoody Medical Center | Atlanta, GA

Physicians Realty Trust 2022 ESG Report | 25

INTRODUCTION Results to Date

OUR ENVIRONMENT Climate Change & TCFD Reporting

OUR HEALTH CARE PARTNERS & COMMUNITIES Environmental Policy

OUR PEOPLE

OUR GOVERNANCE

Capital & Operational Investment Strategies

APPENDICES

Certifications

WASTE MANAGEMENT Our 2022 efforts to introduce new recycling services and right-sizing initiatives reflect our commitment to sustainability and cost efficiency. By collaborating with Waste Management and our property management teams, DOC diverted an additional 50 metric tons of waste from landfills.

CARBON LIGHTHOUSE PARTNERSHIP Carbon Lighthouse’s software analyzes our building HVAC optimization and lighting systems by scanning them for potential inefficiencies and providing insights to prioritize capital projects. By addressing these issues, DOC can increase property-level cash flows, reduce carbon emissions, and extend equipment lifespans. Additionally, by freeing up time for facilities teams to attend to other needs, our teams can focus on providing superior customer service to our health care partners.

SUMMARY:

11 BUILDINGS COMPLETED:

14 BUILDINGS UNDERWAY:

• 25 buildings

• $440,000 annual energy savings

• Over $1m in energy savings per year

• 179% yield on cost achieved

• $493,000 annual energy savings identified and in progress

• CO2 reduction equivalent of taking 1,900+ vehicles off the road every year (9k Ton/Yr CO₂ reduction)

• $76k additional annual savings pending completion

• 3,500 tons of CO2 yearly reduction

• 63% yield on cost expected 2022 IREM CSP, 2021 & 2022 ENERGY STAR Medical Arts Center at Hartford | Hartford, CT

CARBON LIGHTHOUSE SUCCESS STORY: Medical Arts Pavilion, Lufkin, TX PROJECT: HVAC Scheduling Optimization Rooftop units were not adjusting correctly based on occupancy, resulting in over/under heating and cooling. Our facilities team reset the unit schedules to align with the building occupancy at an optimal start time.

“ Carbon Lighthouse removes the complexity of identifying and implementing energy reduction opportunities. Their real-time energy monitoring helps us identify and fix any energy issues, enabling our Building Engineers to get the building back on track quickly and efficiently. We look forward to expanding our partnership in the years ahead.”

NEW SOLAR ARRAY In 2022, at the Medical Arts Center at Hartford in Plainville, CT, DOC became the host of a 134kW rooftop solar project.

This array is expected to generate 159,545 kWh of carbon-free electricity per year. This clean energy will be supplied to the local grid, enough to power 14 residential homes in the community. By embracing solar power, DOC and the Medical Arts Center are contributing to a greener future by reducing our collective carbon footprint.

Joe Reesman Regional Facilities Manager

PROJECTED ENERGY BILL SAVINGS FOR OUR PARTNERS: $40,800/year with immediate payback (no cost)

Physicians Realty Trust 2022 ESG Report | 26

INTRODUCTION

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR ENVIRONMENT

Results to Date

Climate Change & TCFD Reporting

Environmental Policy

CERTIFICATIONS6

OUR PEOPLE

Capital & Operational Investment Strategies

OUR GOVERNANCE

APPENDICES

Certifications

NEW

GRI 102-12, 103-3, 302-4

SUSTAINABILITY CERTIFICATION GROWTH 26%

Area Certified by Type (Columns)

3,500,000

25%

21%

3,000,000

20%

2,500,000

15% 15%

2,000,000 1,500,000 1,000,000

10%

7% 4%

5%

500,000

2018 & Earlier LEED SF

2019

IREM CSP SF

2020

2021

ENERGY STAR® Certified SF

NUMBER OF CERTIFICATIONS YEAR

30%

% Portfolio Certified (Line)

4,000,000

LEED

IREM CSP

ENERGY STAR®

2018 & Earlier

3

-

-

2019

3

8

-

2020

3

18

-

2021

3

28

10

2022

3

38

26

2022

–

TOTAL

As part of our ongoing certification strategy, DOC has targeted earning 10 additional property certifications from either IREM CSP or ENERGY STAR® annually. We also aim to retain any expiring IREM CSP designations at a 50%+ rate annually.

ENERGY STAR® 2023 PARTNER OF THE YEAR For the second year, DOC is a proud recipient of the 2023 ENERGY STAR® Partner of the Year – Energy Management Award from the U.S. Environmental Protection Agency (EPA) and the U.S. Department of Energy.

Partners must perform at a superior level of energy management, demonstrate best practices across the organization, prove organization-wide energy savings, and communicate the benefits of ENERGY STAR®.

To celebrate the 30th anniversary of ENERGY STAR, the EPA offered special, one-time recognition to any organization that earns EPA’s ENERGY STAR® certification for five or more buildings in 2022. DOC received ENERGY STAR® certification for 26 buildings, earning Premier Member status within Certification Nation.

LEED CERTIFICATIONS Physicians Realty Trust proudly owns three LEED-certified properties, the Baylor Scott & White Charles A. Sammons Cancer Center in Dallas, Texas (LEED Gold), 8 C1TY Blvd MOB in Nashville, Tennessee (LEED Silver), and UofL Health – South in Shepherdsville, KY (LEED Silver). Our acquisitions team strategically prioritizes the purchase of LEED assets when possible.

See page 75 for endnotes.

Physicians Realty Trust 2022 ESG Report | 27

INTRODUCTION Client Health & Safety

OUR ENVIRONMENT Biodiversity

OUR HEALTH CARE PARTNERS & COMMUNITIES

Green Leasing & Sustainable Finishes

OUR PEOPLE

Health Care Partner Engagement

OUR GOVERNANCE

Client Feedback & Communication

OUR HEALTH CARE PARTNERS & COMMUNITIES Our relationships with stakeholders — health care provider partners, suppliers, and community members — are crucial to our continued success.

IN THIS SECTION

29 Client Health & Safety NEW 29 Biodiversity NEW 30 Green Leasing & Sustainable Finishes

APPENDICES

NEW

31 Health Care Partner Engagement 32 Client Feedback & Communication

NEW

NEW

8 C1ty Blvd | Nashville, TN

Physicians Realty Trust 2022 ESG Report | 28

INTRODUCTION Client Health & Safety

OUR ENVIRONMENT Biodiversity

OUR HEALTH CARE PARTNERS & COMMUNITIES

Green Leasing & Sustainable Finishes

CLIENT HEALTH & SAFETY

OUR PEOPLE

Health Care Partner Engagement

OUR GOVERNANCE

APPENDICES

Client Feedback & Communication

NEW

GRI 103-1, 403-4, 403-5, 416-1

DOC’s primary focus is the safety, health, and wellness of its partners, suppliers, vendors, employees, and subcontractors.

In 2022, DOC engaged a Leadership in Safety consultant on safety and security best practices focusing on incident response planning, emergency communications, standardized building safety assessment, and ongoing training. We hosted two training sessions for our property management teams on the all-hazards approach to incident response planning and training, focusing on organizational culture and community partnerships to promote and maintain a safe working environment.

All of our properties are inspected on a regular basis for potential health and safety issues by our internal team and contracted third parties. Inspections cover health and safety criteria, including spaces controlled by our health care partners. We also regularly monitor the environmental condition of our properties and engage in remediation activities if needed. In new acquisitions, we perform detailed inspections of the environmental and physical condition of the asset and incorporate a capital investment plan as part of our acquisition decision to correct any issues identified that do not meet our standards.

As outlined in our Vendor and Supplier Code of Conduct, vendors must incorporate health and safety management practices into all aspects of their business. Vendors must also fully comply with all applicable safety and health laws, including occupational safety and emergency preparedness. For details, view our revised Vendor and Supplier Code of Conduct on our website.

BIODIVERSITY

NEW

GRI 103-1

DOC’s business strategy focuses on acquiring, owning, and operating high-quality, environmentally conscious outpatient medical facilities near urban centers for the benefit of local stakeholders’ health and wellness. As such, our operations allow us to use existing infrastructure, typically with a minimal impact on biodiversity.

negative impacts and provide value to local communities are:

To reduce the potential negative impact of our facilities on local communities, we commission independent consultants to conduct Phase I environmental site assessments before acquiring properties. Typically, these assessments allow DOC to identify any negative ecological concerns and necessary plans for remediation before the property is acquired.

• We incorporate energy and water-efficient equipment such as high-efficiency lighting and low-flow plumbing fixtures.

Some of the ways we work with our property management and development partners to minimize

• All our developments are subject to local environmental permitting processes.

•W here feasible, we incorporate native plants in landscaping to support native wildlife.

• We specify materials and finishes that are low emitting to enhance indoor air quality.

• We aim to hire vendors with a local presence when possible, further supporting community employment, reducing vehicle miles traveled, and thus further reducing negative environmental impacts.

Calko Medical Center | Brooklyn, NY

Physicians Realty Trust 2022 ESG Report | 29

INTRODUCTION Client Health & Safety

OUR ENVIRONMENT Biodiversity

OUR HEALTH CARE PARTNERS & COMMUNITIES

Green Leasing & Sustainable Finishes

OUR PEOPLE

Health Care Partner Engagement

OUR GOVERNANCE

APPENDICES

Client Feedback & Communication

GREEN LEASING & SUSTAINABLE FINISHES

NEW

GRI 102-12, 103-1, 306-2, 416-1

DOC’s G2 Sustainability℠ philosophy—a practical approach in which being “green” through our environmental initiatives equates to a “green” cash return via cost savings over time—is an integral part of our health care partner offerings.

GREEN LEASING TO SUPPORT ENVIRONMENTAL GOALS & DATA TRANSPARENCY DOC Earns 2022-2023 IMT GREEN LEASE LEADERS PLATINUM DESIGNATION

Only Health Care REIT to Earn a Platinum Green Lease Leader Designation

Green leases, also called “high-performance” or “energy-aligned” leases, help building owners and tenants share the costs and benefits of energy and water efficiency investments. Unlike conventional leases that put the burden of energy efficiency on the landlord, green leases involve tenants and property owners collaborating to conserve resources and align sustainable investment costs. Over 99% of our new leases and renewals since 2019 have included green lease provisions.

To align sustainability efforts with our clients, our lease forms include cost recovery for capital expenditures to reduce operating expenses, cost recovery for property certifications, sub-metering of high-intensity equipment, and required client energy disclosure.

Our legal and leasing teams actively negotiate our leases to preserve these green lease provisions.

SUSTAINABLE FINISHES & LEVERAGING NATIONAL PARTNERSHIPS When DOC conducts onsite tenant improvements and construction projects, we prioritize sustainable options and national contracts to help manage costs, increase longevity, and simplify the installation and selection process. Our process focuses on designs and materials such as flooring, wall coverings, paint, ceiling materials, lighting, millwork, partitions, and restroom fixtures to achieve our sustainability goals. Many of our finishes also utilize recycled materials that contribute to waste diversion from landfill sites.

In 2022, we earned the Green Lease Leaders Platinum Designation from the Institute for Market Transformation and the U.S. Department of Energy Better Buildings Alliance. This is the highest recognition for green leasing. Previously, DOC earned the Gold Designation in 2020. Green Lease Leaders spotlights real estate companies that use the leasing process to promote energy efficiency and sustainability in buildings. To receive recognition, organizations must integrate whole-building performance and social impact goals into their policies, leases, and engagement strategies.

SPOTLIGHT ON: SHAWCONTRACT By leveraging a national flooring partnership with ShawContract since 2019, DOC tracks our sustainability footprint, supporting our energy, emissions, and waste diversion goals while contributing to indoor air quality.

A Sustainable Choice: Ecoworx® Carpet Tile

12,870 SF of EcoWorx® flooring installed 36% recycled content and a low volatile organic

compound (VOC) product

40% less energy used in production compared

40% less in weight than conventional carpet tile, creating carbon reductions in transport and increasing efficiency in installation 100% recyclable at the end of its useful life

to traditional carpet tile

Physicians Realty Trust 2022 ESG Report | 30

INTRODUCTION Client Health & Safety

OUR ENVIRONMENT Biodiversity

OUR HEALTH CARE PARTNERS & COMMUNITIES

Green Leasing & Sustainable Finishes

OUR PEOPLE

Health Care Partner Engagement

OUR GOVERNANCE

APPENDICES

Client Feedback & Communication

HEALTH CARE PARTNER ENGAGEMENT GRI 103-2, 103-3, 303-1, 403-6, 413-1

The DOC team works hard every day to be the health care REIT owner of choice by operating our properties at the highest levels of professionalism, responsiveness, and efficiency. We provide ongoing communication and resources to our health care partners to engage them in the sustainability practices we employ.

EARTH DAY 2023: EVERY DROP COUNTS

NATIONAL DOCTORS’ DAY CELEBRATION

Every year, DOC organizes portfolio-wide Earth Day events at our multi-tenant properties. Our 2023 theme was Every Drop Counts, focusing on water conservation education. Our management team developed a promotional toolkit, tenant engagement activities, and other resources as part of these efforts. More than 100 locations participated, implementing water-saving and education measures.

Portfolio Earth Day Events | April 2023

Peachtree Dunwoody Medical Center | Atlanta, GA

Physicians Realty Trust 2022 ESG Report | 31

INTRODUCTION Client Health & Safety

OUR ENVIRONMENT Biodiversity

OUR HEALTH CARE PARTNERS & COMMUNITIES

Green Leasing & Sustainable Finishes

OUR PEOPLE

Health Care Partner Engagement

OUR GOVERNANCE

APPENDICES

Client Feedback & Communication

CLIENT FEEDBACK & COMMUNICATION

NEW

GRI 102-12, 103-3

Since our founding in July 2013, DOC’s incredible growth has been built on strong relationships with physicians and hospital executives nationwide and centered on a culture of industry-leading customer service and operational excellence.

This exceptional customer service is not possible without our nationwide network of management partners. This talented team leverages industry expertise, close attention to detail, a tenant-first mentality, superb communication skills, and a warm, caring attitude to help differentiate DOC from other health care real estate owners.

PROPERTY-LEVEL COMMUNICATION & WORK ORDER EXCELLENCE

NEW ONGOING GOAL

Through our customer service management platform, Building Engines, we communicate property-level events and information and provide a means to request and receive updates on work order requests. We also use Building Engines to share information about portfolio-wide sustainability efforts, such as our annual Earth Day events.

90%

POSITIVE TENANT WORK ORDER SATISFACTION RATING Northside Center Pointe Earth Day Event | Atlanta, GA | April 2023

ANNUAL TENANT SATISFACTION SURVEY

NEW ONGOING GOAL

DOC measures tenant satisfaction through surveys conducted by an independent real estate consulting firm, Kingsley Associates. Managed properties are surveyed every other year. We set annual response and satisfaction goals, create property-level action plans, including capital investments, and review team performance based on the survey results. DOC’s efforts were recognized with a Kingsley Excellence Award for Tenant Satisfaction

80%

POSITIVE OVERALL TENANT SATISFACTION RATING IN ANONYMOUS ANNUAL SURVEY

2022 SURVEY GROUP RESULTS

86

PROPERTIES

6.1M SF

502

HEALTH CARE PARTNERS

84%

88%

88%

OVERALL SATISFACTION

MANAGEMENT OVERALL SATISFACTION

MAINTENANCE & ENGINEERING OVERALL SATISFACTION

Satisfaction scores outperformed Kingsley Benchmark in all three categories.

Physicians Realty Trust 2022 ESG Report | 32

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

OUR PEOPLE We believe that the success of our business depends on a strong, talented, and dedicated workforce to ensure excellence on behalf of our clients and shareholders.

IN THIS SECTION

34 Human Capital Management & Demographics 35 Diversity, Equity, & Inclusion (DEI) 37 Culture & Team Member Engagement NEW

38 Workforce Training & Development NEW 40 Benefits, Health, Wellness, & Safety NEW 42 Volunteerism & Philanthropy

Women in Leadership Event with Board Member Ava E. Lias-Booker, Esq. | Milwaukee, WI

Physicians Realty Trust 2022 ESG Report | 33

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

HUMAN CAPITAL MANAGEMENT & DEMOGRAPHICS GRI 102-7, 102-8, 102-12, 102-22, 102-41, 103-1, 103-2, 103-3, 403-6, 405-1

Human capital management is a top priority for DOC. Our Board believes that the health, safety, and welfare of our human capital resources are vital to the success of our company.

We depend on a strong, talented, and committed workforce to ensure excellence for our clients and shareholders.

The company strives to create a positive and productive work environment free from harassment, intimidation, and retaliation of any kind. Sexual harassment or harassment arising out of race, color, religion, sex, age, pregnancy, disability, sexual orientation, gender identity, gender expression, marital status, national or social origin, veteran status, genetic information, and/or any other protected category will not be tolerated. As of December 31, 2022, we had 101 full-time employees, none of whom were subject to a collective bargaining agreement.

We believe that relations with our employees are positive.

GENDER DIVERSITY

21%

40% 60% COMPANY-WIDE

22%

78%

79% SENIOR MANAGEMENT (VP AND UP)

BOARD OF TRUSTEES

Female Male

RACE/ETHNICITY

DOC is proud to have been named to the 2023 Bloomberg Gender-Equality Index (GEI), a comprehensive scorecard 2023 tracking the performance of public companies in terms of Member gender equity. The GEI relies upon voluntary gender-data reporting, measuring equality across five pillars: female leadership and talent pipeline, equal pay and gender pay parity, inclusive culture, anti-sexual harassment policies, and external brand. Companies are included in the Index if they score above Bloomberg’s established global threshold.

100%

9%

SPOTLIGHT ON: 2023 BLOOMBERG GENDER-EQUALITY INDEX

22%

78%

91% COMPANY-WIDE

SENIOR MANAGEMENT (VP AND UP)

BOARD OF TRUSTEES

Diverse White

AGE

Our inclusion is a testament to our emphasis on DEI initiatives as a company.

We’re proud of this recognition and excited to continue advancing in this space.

33%

100%

14% 50%

50%

53% COMPANY-WIDE

SENIOR MANAGEMENT (VP AND UP)

BOARD OF TRUSTEES

< 30 30-49 50+

Physicians Realty Trust 2022 ESG Report | 34

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

DIVERSITY, EQUITY, & INCLUSION (DEI) GRI 102-15, 102-21, 103-1, 103-2, 103-3, 403-6, 404-2, 413-1

DIVERSITY, EQUITY, & INCLUSION AT DOC

At DOC, we value diversity and embrace the unique qualities of our team members. We are committed to promoting diversity, equity, and inclusion (DEI) at all levels of the organization. Our 16-member DEI Council was formed in 2019 and represents all workgroups within the company. The Council meets monthly to develop and implement strategies to promote DEI and is overseen by our Board of Trustees Nominating and Corporate Governance Committee for added accountability and visibility.

Click or scan for video

My DOC Story: DEI & Belonging

DEI Council Mission Statement: By taking intentional steps to include people with varied voices, ideas, and perspectives, we aim to create greater shared value for our employees, shareholders, customers, suppliers, and the communities we serve.

Leann Mester Director of Corporate Marketing & Communications, 2022-2023 DEI Council Chair

Our 2022 successes are tied directly to our shared vision to C.A.R.E.: COLLABORATE AND COMMUNICATE:

ACT WITH INTEGRITY:

RESPECT THE RELATIONSHIP:

EXECUTE CONSISTENTLY:

• Build CRE Diversity Pipeline: Our 2022 summer interns were 75% diverse, surpassing our goal of hiring 50% or more diverse candidates, representing those who identify as Black, Indigenous, people of color, female, veteran, or LGBTQIA+

• Attract Top Talent: Conducted a comprehensive benefits review to ensure competitiveness, resulting in the implementation of a wellness reimbursement program and an Onboarding Buddy Program to support belonging

• Mentor Diverse Future Leaders: Continued partnership with Year Up through virtual networking events and mock interviews

• Support Company Education via Communications Channels: Provided educational touchpoints via a new intranet hub, with over 6,000 lifetime site visits

• Wraparound Tools for Mental Health and Wellness: Offered over eight hours of mental health programming in response to team feedback, including the introduction of app-based resources to help foster mental health and wellness; a new yearly paid time off day for mental health; and resources surrounding observances of World Mental Health Day, Mental Health Awareness Month, and Stress Awareness Month

• Execute Team Programming: Offered 13 hours of programming, including four All-Team “Lunch & Learn” sessions on various topics; three optional, informal, and small-group “Coffee Talks” discussions; and an all-team, women in leadership discussion with Board of Trustees member Ava Lias-Booker, Esq.

• Industry Representation: Represented on the Nareit Communications Council, DEI Working Group, and Social Responsibility Council, and regularly attended continuing events on DEI subjects

• Create a Consistent Feedback Loop to Further Belonging and Allyship: Added DEI touchpoint questions to quarterly manager/team member reviews and measured DEI engagement through a new yearly survey

• Financial Investments: Supported the MKE CRE week-long summer real estate immersion program through financial investments and as a key organizer

• Honors for Excellence: Recognized as the 2022 CRE Insight Journal “Excellence in DEI” Award Winner and as a 2023 Bloomberg Gender-Equality Index member

2022 DEI Council Chair: Leann Mester Sub-Council Leads: Sydonia Blake, Obumneke Eto, and Zoë Zeitler Executive Sponsor: Dan Klein Members: Kimberly Borst, Ben Chrystak, Megan Gohsman, Jennifer A.D. Manna, Patrick McCoshen, Chuck Resha, Moe Saed, Amanda Slavata, Melissa Variny, Joey Williams, Denise Yettaw

Physicians Realty Trust 2022 ESG Report | 35

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

SPOTLIGHT ON: MKE CRE DOC partnered with NAIOP Wisconsin and the Marquette University Center for Real Estate to support the MKE CRE week-long summer immersion program, which aims to introduce diverse high school students to career opportunities in commercial real estate and contribute to the talent pipeline for our industry. Students learned about designing, building, managing, owning, and selling commercial real

estate through in-person instruction, hands-on experiences, site visits, and interaction with real estate professionals. As a presenting sponsor, DOC provided $7,500 in financial support toward scholarships for diverse high school students interested in careers in commercial real estate. In 2023, we earned a NAIOP Wisconsin Thrive Award for our work with the MKE CRE program

Click or scan to view 2022 MKE CRE Highlights Video

“ This has been one of the best experiences of my life. Real estate is so much broader than I thought.

It’s a huge takeaway because now I know what I want to do when I get older.”

Ayush Patel, Milwaukee, WI MKE CRE Class of 2022 MKE CRE Summer High School Immersion Program | July 2022

“ As our DEI Council executive sponsor, I’m humbled by our passionate team’s commitment to promoting DEI principles. We proudly celebrate unique perspectives and experiences by fostering creativity, innovation, and problem-solving, and our inclusive environment has resulted in increased belonging and engagement at DOC.” Dan M. Klein SVP Investments & Deputy Chief Investment Officer

2022 ANONYMOUS DEI ENGAGEMENT & BELONGING SURVEY Participation in this survey increased by 11% year-over-year, and positive responses increased in every category.

“I belong at DOC.”

94% OF TEAM MEMBERS

“DOC’s public DEI stance aligns with my views/opinions as a DOC team member.”

“I have access to overall learning and development opportunities at DOC to further my career.”

96% OF TEAM MEMBERS

93% OF TEAM MEMBERS

Physicians Realty Trust 2022 ESG Report | 36

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

CULTURE & TEAM MEMBER ENGAGEMENT

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

NEW

GRI 103-1, 103-2, 103-3, 404-2, 413-1

At Physicians Realty Trust, our entire team is heavily engaged in building a stronger, more inclusive workplace environment.

• We continually work to build and maintain a culture of inclusion and belonging through our internal communications • We highlight team announcements through a monthly newsletter, run team-led wellness challenges, host an annual book club discussion, and participate in shared volunteer opportunities

• We host team member networking activities, including team outings, health care partner and building social events, monthly birthday and holiday celebrations, an in-person Management Summit, and our annual Family Picnic • We participate in team-led committees that support health, wellness, professional development, philanthropic giving, and culture within our organization

SPOTLIGHT ON: ENGAGEMENT HIGHLIGHTS

95%

94%

PARTICIPATION IN 2022 INDEPENDENT THIRD-PARTY EMPLOYEE ENGAGEMENT SURVEY (A year-over-year increase of over 2%)

2022 EMPLOYEE RETENTION RATE (A year-over-year increase of over 4%)

SPOTLIGHT ON: DOC’S NEW CULTURE SPECIALIST, JOEY WILLIAMS In 2022, DOC created the new role of Culture Specialist to focus on sustaining and improving our culture, a position filled by long-time team member Joey Williams. In addition to day-to-day human resources responsibilities, Joey supports our team’s general health, well-being, and engagement by fostering a strong, supportive, and productive work environment.

We expect that prioritizing our most important asset—our people—through this position, especially in an era of hybrid working environments, will ensure a sense of belonging and a shared mission to energize our company in the future. We also believe that our close-knit DOC culture and employee satisfaction lead to our ability to attract and retain high-quality talent

Click or scan for video

My DOC Story: Work Family & Inclusion

“ DOC is so much more than a job to me. It’s a family. My teammates encourage and inspire me to reach my full potential while also valuing my input and supporting my dreams. In my new role as Culture Specialist, I have the daily privilege of fostering a positive workplace and ensuring the well-being and development of the heart of our company, its incredible people.”

Joey Williams Culture Specialist & DEI Include Sub-Council Lead

2022 & 2023 Milwaukee Journal Sentinel Top Workplaces Winner 6th Consecutive Year

2022 & 2023 Modern Healthcare Best Places to Work Winner, Supplier Category 3rd Consecutive Year

“ The culture is fun and inclusive, which allows me to be who I am.

Our entire leadership team is fantastic, and they do a great job of representing DOC’s culture.”

—Feedback from Anonymous Team Member Survey

Physicians Realty Trust 2022 ESG Report | 37

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

WORKFORCE TRAINING & DEVELOPMENT

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

NEW

GRI 103-1, 103-2, 404-1, 404-2, 403-6, 404-1, 404-2, 404-3

INVESTING IN TEAM MEMBER DEVELOPMENT We prioritize the professional development of our team members and encourage continued improvement through training and education programs. To support our goals in 2022, DOC offered over 30 hours of team member training, including: • Held all-team training sessions that covered important topics like DEI, leadership, work/life balance, and cybersecurity • Hosted our annual training and customer service event, the DOC Management Summit, which included topics such as project management, regulatory compliance, accounting systems, procurement, future trends in sustainability, capital markets, disaster planning and recovery, and communications strategies • Planned quarterly company-wide “Lunch & Learn” discussions focused on “a day in the life of” our leasing and property accounting teams and financial wellness • Sponsored certifications, including continuing education programs and graduate coursework, to enhance our team members’ skills and expertise

• Supported participation in professional seminars, workshops, and conferences, including those attended by our Accounting, Legal, IT, and Operations teams • Conducted annual performance reviews for all team members and career development conversations with their managers By investing in the ongoing development of our team members, we ensure that DOC remains competitive and adaptable to changing needs and trends.

We also look to our internal candidates when there are job openings or promotion opportunities at DOC and meaningfully focus on developing our diverse workforce. In 2022, 67% of team members promoted represented those who identify as Black, Indigenous, people of color, female, veteran, or LGBTQIA+.

Click or scan for video

My DOC Story: Opportunities to Grow

Libby Langenderfer Regional Leasing Associate

“We have plenty of opportunities to provide new ideas. We have access to the highest level of leadership at any time.

- Feedback from Anonymous Team Member Survey

NEW 2023-2025 GOAL: THREE-YEAR AVERAGE ANNUAL VOLUNTARY TEAM MEMBER TURNOVER IS LESS THAN 10%

COMPREHENSIVE ONBOARDING INITIATIVES We prioritize the success and well-being of all new team members, including interns. To ensure a smooth transition and integration into our team, we have designed a comprehensive onboarding program that includes the following: • “DOC 101” Training: New team members participate in an interactive and multi-day training series that covers our company’s history, mission, vision, culture, management, policies, procedures, customer service, procurement, supplier diversity, sustainability, software, security, budgeting, and financial performance strategies.

• New Onboarding Buddy Program: This new initiative pairs more seasoned team members with new hires to provide support, guidance, and friendship during onboarding.

• Creating Connections: Virtual meetings and in-person meet-andgreets with representatives from each department allow new team members to connect and collaborate with their colleagues across the country.

We believe that investing in a comprehensive onboarding program helps us to set our new team members up for success, retain our talented team members, and foster a strong sense of community and belonging.

DOC Management Summit Service Project | September 2022

Physicians Realty Trust 2022 ESG Report | 38

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

SPOTLIGHT ON: ONBOARDING BUDDY PROGRAM In 2023, our company introduced a new Onboarding Buddy Program to welcome and acclimate our new hires. In this program, each new team member is paired with a veteran staffer who acts as their guide during their early days at our company. We believe this program creates a positive work environment that supports employee growth, development, and satisfaction.

“ I thoroughly enjoy being a buddy! Being able to show the kindness and C.A.R.E. DOC has shown me to a wonderful, bright new face is so rewarding!”

Isabela Rivademar Property Management Administrator

“ The buddy program is truly a delight and very refreshing. It allows me to learn more about the business from another side, culture, and, more importantly, a fellow DOCer! My buddy meetings are a time for me to take a break from work and just laugh a bit.”

SPOTLIGHT ON: GRADUATE DEGREE SPONSORSHIP PROGRAM At DOC, we recognize the value of continued education and support our team members as they work to enhance and expand their skills through continued learning. To this end, we’re proud to offer a graduate degree sponsorship program to help our team members offset the costs of pursuing an advanced degree. In 2022, we were thrilled that Kelly Farina, Senior Property Accountant, attained her master’s degree in accounting through our program.

Co-Ran Lewis Property Management Administrator

SPOTLIGHT ON: 2022 TEAM MEMBER INDUSTRY RECOGNITION Mark Theine

Amy Hall

Mark Dukes

Leann Mester

Milwaukee Business Journal: 40 Under 40

GlobeSt. Real Estate Forum: Women of Influence, Mentor Category

GlobeSt. Real Estate Forum: CRE’s Best Bosses

International Marcom Awards Platinum Honoree for Individual Achievement

Physicians Realty Trust 2022 ESG Report | 39

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

BENEFITS, HEALTH, WELLNESS, & SAFETY

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

NEW

GRI 102-35, 103-1, 103-2, 201-3, 401-2, 401-3, 403-4, 403-5, 403-6

TEAM BENEFITS Our leadership has championed the importance of providing a robust benefits package. We offer competitive pay and compensation packages, including an annual bonus, paid medical and dental insurance, paid time off benefits, paid holidays, yearly paid volunteer time off, one paid mental health and wellness day, summer Friday hours, 401(k) match with immediate vesting, company-sponsored short- and long-term disability benefits, voluntary life and accident insurance, paid parental leave, and pet insurance. In addition, we provide equity compensation after six months of employment. Through our employee stock purchase program and annual stock grant, our employees are also owners of the company. DOC also offers a health plan option with a health savings account, which to date has included an annual company contribution, an onsite fitness center in Milwaukee, and numerous team-building activities throughout the year.

PRIORITIZING EMPLOYEE WELL-BEING

Competitive Pay & Compensation

Generous Time Off & Flex Schedule

Health Care Benefits

Holistic Health & Wellness

Award-Winning Workspace

Professional Development

Stock Ownership

Vibrant Team Culture

Philanthropy & Volunteerism

Commitment to Diversity, Equity, & Inclusion

Team-Driven Leadership

Extra Perks

NEW

We provide resources, webinars, and events to support our team’s emotional, physical, and financial well-being. In 2022, the company took a wraparound approach to employee mental health support by facilitating communication and education related to mental health and wellness • Promoted our Employee Assistance Program with confidential counseling sessions • Observed World Mental Health Day with events and provided resources to help promote access to mental health care to remove the stigma • Added eight hours of mental health programming and support, including paid access to an award-winning mental health and wellness app, two all-team sessions facilitated by a licensed clinical psychologist, and optional small group, peer-led “Coffee Talk” conversations on perfectionism and imposter syndrome • Provided additional paid time off programs at milestone anniversaries and a yearly paid mental health and wellness day

Physicians Realty Trust 2022 ESG Report | 40

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

APPENDICES

Benefits, Health, Wellness, & Safety

SPOTLIGHT ON: WELLNESS REIMBURSEMENT PROGRAM

Volunteerism & Philanthropy

NEW

In 2023, DOC launched a wellness reimbursement program to promote healthy and well-rounded lifestyles for our team members. This personalized program reimburses wellness expenses, including gym memberships, therapy sessions, financial planning services, personal development courses, and professional development resources. Team members can access this benefit quarterly by submitting eligible expenses through an online portal while adhering to program guidelines and restrictions.

“ The wellness program is another reason why I love DOC so much. This is so very impactful!”

- DOC Team Member

HYBRID WORK MODEL

NEW

Based on lessons learned during the COVID-19 pandemic, DOC adopted a hybrid return-to-work approach tailored to each workgroup’s responsibilities and job function, including several fully remote work options, which we believe will maximize company-wide productivity. Additionally, DOC has a yearly four-week “work from anywhere” policy.

2022 SAFETY HIGHLIGHTS

NEW

We take the health and safety of our team members seriously. Our commitment to these values is reflected in our Code of Business Conduct and Ethics, our revised Human Rights Statement, and our revised Vendor & Supplier Code of Conduct. In addition, we adhere to state and federal labor and safety standards and take proactive measures to ensure a safe work environment.

We aim to ensure that our team members experience zero lost time due to accidents or injuries.

We encourage all team members to actively promote health and safety in the workplace by reporting potential hazards and following safety protocols.

COVID-19 RESPONSE Throughout the COVID-19 pandemic, we prioritized our employees’ health and safety. In 2022, to encourage and support COVID-19 vaccination, DOC provided one paid “wellness day” to allow our employees to get vaccinated and address any immediate side effects. Employees could also use their wellness day for overall mental health and wellness

Physicians Realty Trust 2022 ESG Report | 41

INTRODUCTION

OUR ENVIRONMENT

Human Capital Management & Demographics

OUR HEALTH CARE PARTNERS & COMMUNITIES

Diversity, Equity, & Inclusion (DEI)

OUR PEOPLE

Culture & Team Member Engagement

OUR GOVERNANCE

Workforce Training & Development

APPENDICES

Benefits, Health, Wellness, & Safety

Volunteerism & Philanthropy

VOLUNTEERISM & PHILANTHROPY GRI 103-1, 413-1

DOC is dedicated to making a difference in the lives of our team members, investors, health care partners, and those who visit our properties. We believe in a “pay it forward” approach, extending ripples of impact to others in the communities we serve through our efforts. In addition to volunteer activities, DOC provides monetary support to various non-profit organizations.

SPOTLIGHT ON: 2022 PHILANTHROPY IN OUR COMMUNITIES

$408,800 IN PHILANTHROPIC GIVING Goal: $375,000

$150,000

IN FUNDRAISING TO SUPPORT OUR SIGNATURE CHARITY PARTNER, cureHUNTER

902

HOURS OF VOLUNTEERISM

Pediatric cancer research nonprofit

Goal: 600 hours (exceeded by over 50%)

AREAS OF SUPPORT: HEALTH CARE, CHILDREN AND YOUTH, SUSTAINABILITY, VETERANS, HUNGER AND POVERTY, ANIMAL WELFARE, COMMUNITY-BUILDING, AND DEI INITIATIVES

Team members are actively involved in DOC’s philanthropic decisions through a team-led committee, an annual philanthropy survey, and quarterly “Jeans Week” drives with charitable recipients chosen from team-nominated organizations nationwide. The company does not make contributions of any kind to any political action committees or political candidates or their campaigns.

Pictured Above & Below: Company Sponsored and Volunteer Time Off Highlights

ALL-COMPANY VOLUNTEER EFFORTS Our employees contributed 455 hours through company-sponsored team volunteer opportunities in 2022. Events included a Hunger Task Force farm day, health foundation charity outings, mentoring Year Up students, our Management Summit service project, and blood drives.

VOLUNTEER TIME OFF (VTO) PROGRAM Our VTO Program, launched in 2019, allows team members to give back to their communities through one paid day off each year. In 2022, we saw a 47% increase in usage, with employees contributing 447 hours of service to their communities individually.

This increase was driven by a team-based challenge that encouraged bonding over shared causes and incentivized full participation. The winning team completed over 80% of their possible VTO hours, and DOC donated to their chosen charities, Guest House of Milwaukee and Project I Am, to recognize their efforts.

Physicians Realty Trust 2022 ESG Report | 42

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

APPENDICES Governance Policies & Shareholder Rights

OUR GOVERNANCE We are dedicated to maintaining a high standard for corporate governance predicated on integrity, ethics, diversity, and transparency, furthering the long-term interests of our investors and other stakeholders.

Our Board’s dedication to the principles in our corporate governance policies leads to prioritizing strong governance that is integral to DOC’s success.

Our corporate governance practices are intended to provide the decision-making and behavioral framework needed to promote long-term value creation, properly manage short- and long-term business risks, and provide transparency and accountability for all our stakeholders.

IN THIS SECTION

44 Board Structure, Responsibilities, & Experience 47 ESG Oversight NEW 48 Compensation Best Practices NEW

49 Data & Cybersecurity NEW 50 Supply Chain Management NEW 52 Governance Policies & Shareholder Rights

NEW

Back row left to right: Ava E. Lias-Booker, Esq., Mark A. Baumgartner, Albert C. Black, Jr., Pamela J. Kessler, and Richard A. Weiss, Esq. Front row left to right: William A. Ebinger, M.D., Honorable Tommy G. Thompson, John T. Thomas, and Stanton D. Anderson, Esq.

Physicians Realty Trust 2022 ESG Report | 43

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

APPENDICES Governance Policies & Shareholder Rights

BOARD STRUCTURE, RESPONSIBILITIES, & EXPERIENCE GRI 102-18, 102-19, 102-20, 102-22, 102-26, 102-27, 102-29, 102-30, 102-31, 102-32, 103-1, 205-1

We have structured our corporate governance in a manner we believe closely aligns our interests with those of our shareholders. Notable features of our corporate governance structure include the following:

Accountability to Shareholders

• Annual Board Elections • Majority Voting for Trustees • Trustee Resignation Policy for Failed Elections

Board Independence

• All Nine Trustees Except One Management Trustee are Independent under New York Stock Exchange (“NYSE”) Rules

STRATEGIC OVERSIGHT Oversight of the Company’s business strategy and strategic planning is a key responsibility of the Board. The Board believes that overseeing and monitoring strategy is a continuous process and the Board takes a multilayered approach in exercising its duties.

• Audit, Nominating, and Compensation Committees are 100% Independent • Independent Chairman • Separate Chairman and CEO Roles • Independent Trustees Meet Without Management Regularly

Alignment with Shareholder Interests

• Annual Trustee Equity Awards That Vest Over Two Years • Trustee and Executive Officer Stock Ownership Guidelines • Commitment to Corporate Sustainability • Committee-Level Oversight of Environmental, Social, and Governance (“ESG”) and Human Capital Management Matters

The Board is committed to oversight of the Company’s business strategy and strategic planning, including work embedded in the Board committees, regular Board meetings, and dedicated meetings each year to focus on strategy.

This ongoing effort enables the Board to focus on Company performance over the short, intermediate, and long term, as well as the quality of operations. In addition to financial and operational performance, non-financial measures, including sustainability metrics, are discussed regularly by the Board and Board committees.

• Corporate Governance Guidelines • Code of Business Conduct and Ethics • Opted out of Business Combination and Control Share Acquisition Statutes In the Maryland General Corporation Law • No Shareholder Rights Plans

While the Board and its committees oversee strategic planning, Company management is charged with executing the business strategy. To monitor performance against the Company’s strategic goals, the Board receives regular updates and actively engages in dialogue with our Company’s senior leaders. These boardroom discussions are enhanced with in-depth investment discussions, which provide Board members an opportunity to monitor the Company’s execution against strategic goals.

The Board’s oversight and management’s execution of business strategy are viewed with a long-term mindset and a focus on assessing both opportunities for and potential risks to the Company.

Physicians Realty Trust 2022 ESG Report | 44

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE

APPENDICES

Supply Chain Management

Governance Policies & Shareholder Rights

Committee Memberships TRUSTEE NOMINEES John T. Thomas President and Chief Executive Officer (“CEO”) Physicians Realty Trust Governor Tommy G. Thompson Former U.S. Secretary of Health and Human Services Non-Executive Chairman of the Board Stanton D. Anderson Former Partner McDermott Will & Emery Mark A. Baumgartner Former Chief Investment & Risk Officer and Sr. Managing Director The Ziegler Companies, Inc. Albert C. Black, Jr. Founder and Chairman On-Target Supplies & Logistics, Ltd. William A. Ebinger, M.D. Former Internist Advocate Aurora Health Care Pamela J. Kessler Co-President, Chief Financial Officer & Secretary LTC Properties, Inc. Ava E. Lias-Booker Partner McGuireWoods LLP Richard A. Weiss Former Managing Partner Foley & Lardner LLP

TRUSTEE SINCE

INDEPENDENT

AC

CC

NCGC

2013

•

•

2013

2013

•

2013

C

2013

2022

2013

•

•

C

•

C

2013

2018

FI

•

•

•

•

•

•

C

AC Audit Committee | CC Compensation Committee | NCGC Nominating and Corporate Governance Committee | FI Finance and Investment Committee | C Chair | • Member

Physicians Realty Trust 2022 ESG Report | 45

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

SKILLS & EXPERIENCE Weiss

Lias-Booker

Kessler

Ebinger

Black

Compensation Best Practices

Baumgartner

KNOWLEDGE, SKILLS, AND EXPERIENCE

ESG Oversight

Thompson

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

Anderson

OUR ENVIRONMENT

Thomas

INTRODUCTION

Real Estate

Provides the Board with insight into understanding the Company’s strengths and challenges specific to real estate investment trusts (“REITs”) and real estate industries

Strategy & Business Development

Allows the Board to guide the Company in the execution of its short-term and long-term business strategies and supports the ongoing evaluation of the Company’s assets and portfolio

Government & Regulatory

Promotes the Board’s understanding of the Company’s compliance with regulatory requirements

Risk Management

Helps the Board appreciate, anticipate, and oversee the Company’s management of its various risks

Finance & Reporting

Assists the Board in understanding and overseeing the Company’s financial statements, financial reporting, and internal controls

Board

Provides insight into public and/or private company best practices and enhances the Board’s oversight of operations and governance

Senior Leadership

Brings leadership qualifications and skills and encourages development of leadership qualities in others while navigating in an atmosphere of continued change

Diversity, Equity, and Inclusion

Facilitates the Company’s DEI initiatives to foster equity in the workplace by providing recruitment, retention, education, and advancement support for our employees

Government and Regulatory Finance and Reporting Board Senior Leadership DEI Independent Gender Male Female Race/Ethnicity African American or Black Alaskan Native or American Indian Asian Hispanic or Latinx Native Hawaiian or Pacific Islander White Based on trustee nominees’ self-identified characteristics. We do not currently have any Trustees who self-identify as LGBTQIA+.

DESCRIPTION Enhances the Board’s ability to understand the Company’s portfolio and business, assess challenges specific to the health care industry, and evaluate the Company’s strategy

Real Estate

Risk Management

Governance Policies & Shareholder Rights

Health Care

Health Care Strategy and Business Development

APPENDICES

BOARD DIVERSITY To ensure a broad range of perspectives, we seek to maintain a diverse Board representing varied experience, tenure, skills, and backgrounds, including diversity in race, gender, and geography. In 2022, our Nominating and Corporate Governance Committee nominated Ava Lias-Booker, Esq. to further enhance the diversity and thought leadership of our Board of Trustees. Ms. Lias-Booker is a partner at McGuireWoods LLP, an international law firm, where she leads the litigation practice of the firm’s Baltimore office.

Ms. Lias-Booker has been with McGuireWoods LLP since 2004. A seasoned trial and appellate lawyer, Ms. Lias-Booker has over three decades of first chair trial experience representing businesses from a broad range of industries in complex commercial and civil litigation. She is also chair of the firm’s Diversity & Inclusion Committee, a member of its Diversity Action Council, and part of its seven-member Associates Committee.

With this appointment, 33% of our Board identifies as women or ethnically diverse.

Physicians Realty Trust 2022 ESG Report | 46

INTRODUCTION

OUR ENVIRONMENT

OUR HEALTH CARE PARTNERS & COMMUNITIES

Board Structure, Responsibilities, & Experience

ESG Oversight

ESG OVERSIGHT

NEW

Compensation Best Practices

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

APPENDICES Governance Policies & Shareholder Rights

GRI 102-18, 102-19, 102-20, 102-22, 102-26, 102-27, 102-29, 102-30, 102-31, 102-32, 103-2, 103-3, 205-1, 413-1

ESG BOARD OVERSIGHT BOARD OF TRUSTEES | Actively oversees our Company-wide ESG efforts by approving high-level strategy and reviewing management briefings on vision, targets, progress, and industry trends.

Nominating and Corporate Governance Committee Oversees all ESG, human capital, health and safety, and diversity, equity, and inclusion policies and initiatives and receives quarterly progress updates on goals, performance, and initiatives as needed.

Compensation Committee Approves the company’s annual compensation structure, including targeted ESG performance metrics in our new ESG Scorecard.

Finance & Investment Committee Monitors and oversees major capital expenditures as part of their financial and operations stewardship.

Audit Committee Oversees DOC’s enterprise risk management program, including our cybersecurity and information technology system risk management, which identifies the primary risks to our business.

COMPANY OVERSIGHT EXECUTIVE MANAGEMENT | Accountable for portfolio-wide ESG strategy, implementation, and performance.

ESG Committee This committee represents a cross-functional approach to planning and executing ESG strategies with team members from multiple departments, including construction and project management, accounting, asset management, leasing, human resources, administration, marketing, communications, and investments.

Diversity, Equity, and Inclusion (DEI) Council The DEI Council sets ambitious, attainable, and authentic goals, develops educational platforms, and plans activities to promote DEI at all levels of our organization. We take a personalized approach, driven by a membership that represents all workgroups within our Company.

The ESG Committee and its Environmental, Social, and Governance subgroups meet monthly or weekly as needed to set goals, measure progress, and report on successes. The ESG Committee is an employee committee led by our Executive Vice President of Asset Management, who oversees all internal ESG matters and reports directly to our President and CEO.

Our DEI Council, which meets monthly, operates under the direction and full support of our Senior Vice President and Deputy Chief Investment Officer, who reports on activities to our President and CEO. In addition, the DEI Council is overseen by the Nominating and Corporate Governance Committee and reports to the entire Board as needed. We feel that this level of visibility leads to high engagement, accountability, and fulfillment of our DEI goals.

Team Member Led-Committees to Support Health, Wellness, Professional Development, Philanthropic Giving, and Culture Philanthropy Committee Sets goals and plans team-led philanthropic and charitable activities.

Lunch & Learn Committee Serves the team through informative and engaging content, including improving financial wellness, learning about different team workgroups, and other career skills.

Social Committee Creates creative and engaging events that are inclusive of all team members, including those that are remote, to support DOC’s culture.

Health & Wellness Committee Encourages a holistic approach to wellness, benefiting our team members’ overall health and well-being.

DOC’S ESG TEAM The ESG Committee is led by our Executive Vice President of Asset Management, who oversees all internal ESG matters and reports directly to our President and CEO. ESG Committee | Tim Bowar, David Domres, Michael Farinawicz, Greg Gallagher, Jordan Ivans, Allison King, Libby Langenderfer, Leann Mester, Kat O’Connell, Amy Sovine, Andrea Srock, and Mark Theine

Physicians Realty Trust 2022 ESG Report | 47

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

COMPENSATION BEST PRACTICES

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

APPENDICES Governance Policies & Shareholder Rights

NEW

GRI 102-18, 102-26, 102-28, 102-29, 102-30, 102-31, 102-32, 102-35, 102-36, 103-2, 103-3

WHAT WE DO

• Link annual incentive compensation to the achievement of pre-established corporate and individual performance goals;

X WHAT WE DO NOT DO

• Provide tax gross-ups for executive officer compensation;

• Provide our long-term compensation in the form of performance-based restricted stock units;

• Provide extensive perquisites to our executive officers;

• Balance short-term and long-term incentives;

• Guarantee salary increases, bonuses or equity grants;

• Align executive compensation with shareholder returns through long-term incentives;

• Provide uncapped payouts for short-term and long-term incentive awards; or

• Use appropriate peer groups when establishing compensation;

• Allow for “single-trigger” change in control cash payments.

• Maintain stock ownership guidelines; • Include clawback provisions in employment agreements with our NEOs and in our STIP; • Include “double-trigger” change in control provisions in employment agreements with our NEOs; • Conduct an annual compensation risk assessment of our compensation policies and practices; and • Use an independent compensation consultant.

ESG SCORECARD: 2023 PERFORMANCE METRIC

NEW

Consistent with adopting ESG goals for our business, the compensation committee added a new ESG metric to our 2023 long-term incentive plan to link executive compensation to company performance.

This ESG scorecard metric includes numerous quantitative and qualitative environmental, social, and governance factors to connect our executives’ incentive compensation to DOC’s ESG performance. This metric aligns with the company’s current key ESG initiatives, including but not limited to the following areas: • Transparent environmental disclosure • Excellence in ESG reporting • Sustainability-driven capital investment targets

• DEI training • Employee satisfaction

• Employee engagement • Supplier diversity targets

Future Trends in Sustainability Panel at DOC Management Summit | September 2022

Physicians Realty Trust 2022 ESG Report | 48

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

DATA & CYBERSECURITY

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

APPENDICES Governance Policies & Shareholder Rights

NEW

GRI 102-18, 102-29, 102-30, 103-1, 404-2, 418-1

CYBERSECURITY OVERSIGHT • We deploy a cybersecurity defense strategy with multiple layers of controls, including embedding security into our technology investments.

• We utilize the expertise of top information security providers to conduct external and internal audits of our cybersecurity defense program and implement their recommendations for improved security.

• We invest in threat intelligence and are active participants in industry and government forums to improve sector cybersecurity defense.

• We adopted and review annually our Security Breach Incident Response Plan, which incorporates our annual cybersecurity training program.

•W e collaborate with our peers in threat intelligence, vulnerability management, response, and drills.

•W e perform simulations and drills at both technical and management level, including annual cybersecurity training for all employees.

• We maintain a cybersecurity risk insurance policy.

• Management briefs our audit committee on a quarterly basis on controls, protocols, and activities, including but not limited to employee training, risk mitigation, and assessment measures.

We have had zero known cybersecurity breaches in the company’s history, including no known substantiated complaints regarding customer privacy breaches, customer data losses, or material costs incurred related to such matters.

100%

PARTICIPATION RATE IN ANNUAL CYBER SECURITY AWARENESS TRAINING

0

REPORTED CYBERSECURITY BREACHES IN COMPANY HISTORY

SPOTLIGHT ON EMPLOYEE CYBER TRAINING NEW DOC achieved a 100% team member participation rate in our annual cybersecurity awareness training program. This achievement is a testament to the company’s efforts to educate and empower its employees to protect themselves and the company from cyber threats. Employees are also regularly tested on phishing and social engineering threats and receive supplemental training as needed.

Our security awareness training program imparts comprehensive knowledge to employees on the essential security concerns they may encounter in their daily operations. The curriculum encompasses topics such as incident management, malware defense, secure internet navigation and human firewall techniques, phishing and social engineering mitigation, mobile device and cloud security, preventive maintenance and backup procedures, physical and non-technical security protocols, privacy regulations, and organizational policies.

1

FULL IT DISASTER RECOVERY EXERCISE COMPLETED PER YEAR

Physicians Realty Trust 2022 ESG Report | 49

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

SUPPLY CHAIN MANAGEMENT

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

APPENDICES Governance Policies & Shareholder Rights

NEW

GRI 102-9, 102-15, 103-1, 103-2, 103-3, 308-1, 404-2, 414-1

DOC remains committed to supporting diverse-owned businesses and building stronger communities through responsible supply chain practices. We firmly believe that a diverse supply chain is vital to promoting innovation, enhancing quality, and fostering economic growth, so we aim to work with minority-, women-, veteran-, LGBTQIA-, or disabled-owned businesses or be a registered Historically Underutilized Business (HUB). These certified diverse vendors and suppliers (CDV) represent a wide range of backgrounds and experiences, just like our clients.

Click or scan for video

My DOC Story: Supply Chain Management & Our Values

We feel that our commitment to diversity and inclusion in our supply chain gives us a competitive edge, enabling us to access new markets, products, and services.

2022 ACHIEVEMENTS

Sydonia Blake Contract & Supplier Diversity Manager

In 2022, we continued to progress toward our goals by increasing our spend to over $2.92 million in goods and services provided by CDV within our property-level controllable operating spend. This represents a 102% increase from our baseline spend of $1.45 million in 2020, thereby achieving our initial 2022-2024 goal in just 12 months.

OUR SPEND WITH CERTIFIED DIVERSE VENDORS (CDV)

IMPACT OF 2022 CDV SPEND

Property-Level Controllable Operating Spend

2020

(Baseline)

2021

2022

$1.45m

$1.72m

$2.92m

% Change from Baseline: (Achieved 2022-2024 Goal) 102%

ACHIEVED To participate in our CDV program, companies must provide certification as a minority-, woman-, veteran-, LGBTQIA-, or disabled-owned business or be a registered Historically Underutilized Business (HUB).

Property-Level Controllable Operating Spend Women-owned Businesses Minority-owned Businesses Veteran-owned Businesses Other Diverse Businesses*

10% $0.10m 7% $0.10m

26% $1.46m

57% $1.25m

NOTE: CDV may qualify under multiple categories based on their certifications. *Other CDVs include Disability-owned businesses, LGBTQIA+-owned businesses, and HubZone businesses

ACHIEVED

Physicians Realty Trust 2022 ESG Report | 50

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR ROADMAP

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

APPENDICES Governance Policies & Shareholder Rights

NEW

Although more work can be done to increase our CDV spending, DOC has made significant progress in promoting and supporting CDV. In 2020, we conducted a benchmarking and spend category analysis, which helped us identify the areas where we could make the most significant impact. In 2021, we set internal goals to measure our CDV performance and identify gaps in our

program. In 2022, we focused on increasing our spend with current CDV, onboarding new suppliers, and providing resources to our existing suppliers to help them obtain certification when applicable. Other efforts included:

Leveraging Data & Partnerships to Drive Success

Leadership & Continuing Education

Governance

• Engaging with a diverse supplier database, Supplier.io, to source CDV for our projects and provide certification tools

• Holding company-wide and market-specific management training events to further our supplier diversity and procurement goals

• Launching a new vendor procurement and contract management platform, Icertis, to track CDV spend and monitor trends

• Joining the National Minority Supplier Development Council (NMSDC) Georgia Chapter

• Leveraging data from a new vendor intake form to gain visibility into the environmental and DEI practices of our vendors and suppliers while obtaining sign-off on our Vendor and Supplier Code of Conduct

• Utilizing national contracts to create scale, target potential • Attending the 2022 NMSDC Conference and the 2023 Women’s efficiencies, and provide portfolio-wide reporting for enhanced Business Enterprise National Council (WBENC) to network with decision-making CDV and invite them to bid on our projects • Speaking at the 2023 CRE Forward ESG Summit in Atlanta on the topic of supplier diversity

NEW 2023-2025 CDV GOAL PROPERTY-LEVEL CONTROLLABLE OPERATING SPEND Obtain bids from CDV for at least 30% of contracts over $100,000, with 10% of such contracts awarded to qualified CDV

CDV SPOTLIGHT: YARDI MARKETPLACE Certification Type

Minority Business Enterprise (MBE)

Business Model

Central-source portal for office, janitorial, and maintenance supply companies

Why We Use It

Leverages bulk purchasing and volume discounts to benefit our national portfolio

What We Did

Through promotion and education efforts, DOC increased utilization of this portal, resulting in a 73% increase in year-over-year spending while driving operational savings in supplies averaging 5 to 15% per property enrolled

• Revising our Vendor and Supplier Code of Conduct, effective in 2023 • Monitoring CDV certifications, compliance, and expirations To learn more about DOC’s supply chain management policies, view our newly revised Vendor and Supplier Code of Conduct on our website.

DOC VENDOR ENGAGEMENT SURVEY RESULTS In 2022, we launched a new required vendor intake form to assess ESG and DEI initiatives for all new and current vendors. As of May 1, 2023, 55.2% of our suppliers have responded, accounting for 79.8% of our 2022 property-level controllable operating spend. DOC will use the data for enhanced benchmarking, decision-making, goal-setting, and vendor engagement.

Early Results to Date

13.2%

ARE DECLARED DIVERSE BUSINESS ENTERPRISES

6.8%

ARE CERTIFIED DIVERSE BUSINESS ENTERPRISES

21.7% 50.6%

HAVE CORPORATE ENVIRONMENTAL POLICIES

HAVE CORPORATE SOCIAL POLICIES

Physicians Realty Trust 2022 ESG Report | 51

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

OUR PEOPLE Data & Cybersecurity

OUR GOVERNANCE Supply Chain Management

GOVERNANCE POLICIES & SHAREHOLDER RIGHTS

APPENDICES Governance Policies & Shareholder Rights

NEW

GRI 102-16, 102-17, 102-18, 102-33, 103-1, 103-2, 103-3, 205-1, 205-2, 412-2

One of our four core values is Act with Integrity, which reflects the expectation of the highest ethical behavior from our team members, trustees, employees, and business partners in all aspects of our business.

ETHICS AND INTEGRITY Our corporate policies are available at https://investors.docreit.com/corporate-information/documents/default.aspx.

CODE OF BUSINESS CONDUCT & ETHICS

VENDOR & SUPPLIER CODE OF CONDUCT

All directors, officers, and team members must comply with all applicable laws, regulations, and policies. Our Code of Business Conduct and Ethics is reviewed annually and updated as necessary.

DOC revised its Vendor and Supplier Code of Conduct in 2023. We expect our vendors, operators, tenants, and contractors to uphold the same standards to which we aspire. Our vendor service contracts include standards for business ethics, integrity, and anti-bribery, and we require that our vendors comply with all applicable laws, including laws pertaining to:

• We provide policies that detail the responsible business conduct we expect from our team members upon hire and annually.

• We provide and facilitate access to resources for team members with questions or concerns.

• We train team members regularly on our policies, anti-corruption laws and regulations, and behavioral expectations.

• We are committed to ethical business conduct and take compliance seriously. We have a zero-tolerance policy for violations of our policies and will take appropriate action, up to and including termination, for those who violate our policies.

HUMAN RIGHTS STATEMENT DOC revised its Human Rights Statement in 2023 to better reflect our aspirations with respect to the human rights.

• We strive to conduct our business in a manner that is consistent with the United Nations Universal Declaration of Human Rights principles.

• We are a signatory to the United Nations Women's Empowerment Principles.

• We prohibit child and forced labor and respect the rights of all persons impacted by our business.

• We promote safe and healthy workplaces and strive to maintain a culture free of violence, harassment, intimidation, and other unsafe or disruptive conditions as part of our DEI efforts.

• Human rights and labor standards • Human trafficking • Forced labor and child labor • Anti-harassment • Wages and working hours • Diversity, equity, and inclusion • Health and safety • Environmental impact and compliance with environmental regulations • Anti-corruption

WHISTLEBLOWER POLICY • DOC is committed to fair, accurate, and transparent accounting of its financial matters.

• All employees, officers, and trustees of the company or its subsidiaries are expected to act in accordance with the highest ethical standards and its Code of Business Conduct and Ethics.

• The company requires full compliance with all applicable laws and regulations, including but not limited to securities and commodities laws and regulations, accounting standards, accounting controls, and audit practices.

• The company prohibits violations of applicable laws relating to fraud.

• All whistleblower notifications are directed to the Chairman of our Audit Committee.

Physicians Realty Trust 2022 ESG Report | 52

INTRODUCTION

OUR ENVIRONMENT

Board Structure, Responsibilities, & Experience

OUR HEALTH CARE PARTNERS & COMMUNITIES

ESG Oversight

Compensation Best Practices

OUR PEOPLE

OUR GOVERNANCE

Data & Cybersecurity

Supply Chain Management

ACCESSIBILITY MATTERS DOC updated its website in 2022 to meet WCAG 2.0 and 2.1 Level A & AA standards for accessibility, ensuring that users can easily access our website, whether an individual is using assistive technologies like a screen reader, a magnifier, voice

APPENDICES Governance Policies & Shareholder Rights

NEW

recognition software, or captions for videos. We conducted compliance auditing and team testing with specialists with disabilities to achieve this goal, and we remain committed to the ongoing maintenance of our digital home at www.docreit.com.

Corporate Headquarters | Milwaukee, WI

SHAREHOLDER RIGHTS No poison pill

Shareholders have the right to call a special meeting

As a Maryland REIT, we have opted out of the Maryland Control Share Acquisition Act and the Maryland Business Combination Act

Majority vote requirement for mergers requires a shareholder vote

Our shareholders have the power to amend our Bylaws

Physicians Realty Trust 2022 ESG Report | 53

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

APPENDICES IN THIS SECTION

55 About this Report 56 Team Information 57 United Nations SDGs Index 59 Energy & Emissions Data 60 GRI Content Index 69 SASB Report 72 Assurance Statement 74 Forward-Looking Statements & Other Disclaimers 75 Endnotes

Corporate Headquarters | Milwaukee, WI

Physicians Realty Trust 2022 ESG Report | 54

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

ABOUT THIS REPORT GRI 102-12, 102-43, 102-46, 102-47, 102-50, 102-54, 103-1

This is our second report aligned with the Global Reporting Initiative (GRI) Standards (Core option). In addition, we provide additional disclosures in alignment with the Sustainability Accounting Standards Board (SASB) and the Taskforce on Climate-Related Financial Disclosures (TCFD). Our efforts are also aligned with 12 of the 17 United Nations Sustainable Development Goals (UN SDGs), represented at the beginning of each section of this ESG Report and within the UN SDGs Index pages 57-58.

ESG DISCLOSURE ROADMAP This report is the primary way we convey to our stakeholders our goals and approach to environmental, social, and governance (ESG) matters. It builds on the content in our Annual Report/Form 10-K and our Proxy Statement, both available on our website, to tell the full story of DOC’s long-term value creation.

The main body of this report pages 1-53 describes our ESG programs and strategy. Our Appendices pages 54-75, including the GRI Content Index pages 60-68, include specific metrics and information not included in the body of the report and references to where additional information can be found.

This report covers the calendar year 2022 unless otherwise indicated.

Annual Report/10-K

Proxy Statement

ESG Report

Summarizes ESG program priorities and material risk disclosures

Summarizes how the Board and management set and execute ESG strategy and are accountable for results

Provides a comprehensive update on our ESG performance and goals using the GRI Standards

Physicians Realty Trust 2022 ESG Report | 55

INTRODUCTION About this Report

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR ENVIRONMENT

Team Information

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

TEAM INFORMATION GRI 102-7, 102-8, 102-22, 103-1, 103-2, 103-3, 401-1, 405-1

COMPANY DEMOGRAPHICS

GOVERNING BODIES DEMOGRAPHICS

(as of December 31, 2022)

(as of May 3, 2023)

Black or Native Hawaiian African or Other American Pacific Islander

Hispanic or Latino

White

F M

F M

F M

F

Senior Leadership (VP and Up)

0

0

3 11

0

0

Directors & Managers

1

0

15 10

0

Team Members

2

0

34 19

Total

3

0

52 40

POSITION

Asian

Two or More Races

Total

M

F M

F M

F M

0

0

0

0

0

0

3 11

1

0

0

0

0

1

0

17 11

2

0

1

0

1

0

0

0

40 19

2

1

1

0

1

0

1

0

60 41

Black or White African American

Total

F M

F M

F M

Board of Trustees

1

6

1

1

2

7

Executive Officers (SVP and Up)

2

7

0

0

2

7

POSITION

NEW HIRES & DEPARTURES (as of December 31, 2022)

Age Group

Gender Region

Total

NEW HIRES

DEPARTURES

People Percent

People Percent

Under 30

6

28.6%

1

11.1%

30-49

10

47.6%

7

77.8%

50+

5

23.8%

1

11.1%

Female

16

76.2%

7

77.8%

Male

5

23.8%

2

22.2%

Midwest

10

47.6%

3

33.3%

Southeast

5

23.8%

1

11.1%

Northeast

1

4.8%

0

0.0%

West

5

23.8%

5

55.6%

21

20.8%

9

6.9%

Totals displayed are less involuntary departures

Physicians Realty Trust 2022 ESG Report | 56

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

UNITED NATIONS SDGS INDEX GRI 102-12, 102-15, 102-16, 103-1, 103-2, 103-3, 401-2, 403-6, 404-2, 405-1

The United Nations adopted the Sustainable Development Goals (SDGs) to achieve significant progress on global economic, social, and environmental challenges by 2030. Although these goals are directed at governments, the private sector and civil

GOAL Good Health & Well-Being

society play an important role in supporting governments’ national plans. This report features 12 of the 17 SDGs in which DOC makes significant contributions, and we have aligned our ESG activities with these SDGs throughout this report.

POTENTIAL IMPACT

NEW EFFORTS & PROGRESS TO DATE

Ensure healthy lives and promote well-being

• Added a new quarterly wellness reimbursement program tailored to the needs and interests of each team member to support physical, mental, financial, personal, and professional wellness • Added 8 hours of mental health programming and support, including paid access to an award-winning mental health and wellness app and a new yearly paid time off day for mental health and wellness

Quality Education

Ensure inclusive and equitable quality education and promote lifelong learning opportunities

• Held annual training events, annual book club discussions, and company-wide “Lunch & Learn” sessions

Gender Equality

Achieve gender equality and empower those that identify as women

• Added to the Bloomberg Gender-Equality Index as a first-time submitter in January 2023

• Launched a new quarterly wellness reimbursement program that provides support for enrichment and professional development activities

• Signatory to the United Nations Women's Empowerment Principles • Added additional thought leadership, diversity, and female representation to our Board of Trustees through the appointment of Ava Lias-Booker, Esq. • In 2022, 67% of team members promoted represented those who identify as Black, Indigenous, people of color, female, veteran, or LGBTQIA+ • Monitored gender diversity trends, including women in our total workforce (60%), management VP level and above (21%), and our Board of Trustees (22%)

Clean Water & Sanitation

Ensure the sustainable use and management of water resources

• 6.0% water reduction over a 2018 baseline

Affordable & Clean Energy

Ensure access to affordable, reliable, sustainable, and modern energy

• 8.8% energy reduction over a 2018 baseline

Decent Work & Economic Growth

Promote inclusive and sustainable economic growth, full and productive employment, and prosperity in our communities

• Conducted annual company-wide employee satisfaction survey with a 95% response rate

• DOC’s 2023 Earth Day theme was “Every Drop Counts,” focusing on water conservation education at our properties

• Deployed a new 134kW rooftop solar array in Hartford, CT, projected to generate 159,545 kWh of carbon-free energy per year for the local grid

• Conducted comprehensive, team-led benefits review to ensure it is competitive and meets the company’s needs • All full-time employees were paid more than $18/hour in 2022 • 94% employee retention rate (a year-over-year increase of over 4%)

Physicians Realty Trust 2022 ESG Report | 57

INTRODUCTION About this Report

GOAL

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

POTENTIAL IMPACT

NEW EFFORTS & PROGRESS TO DATE

Industry, Innovation, & Infrastructure

Own and maintain resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation

• 31 sustainability-driven capital expenditure projects totaling $5.6M

Reduced Inequities

Increase the diversity of our vendors and contractors

• Provided DEI Council programming to support and promote equal opportunity for all, including the areas of recruitment, retention, professional development, and community outreach

Endnotes

• 5.1 Years Average Return on Investment and $10.6M 10-Year Operating Savings • 26% GLA under IREM CSP, ENERGY STAR®, or LEED certification

• 75% of DOC’s 2022 summer interns were diverse, representing those who identify as female, veteran, LGBTQIA+, or BIPOC • Exceeded 3-year goal of increasing Property-Level Controllable Spend with certified diverse vendors by 102% ($1.45 M to $2.92 M)

Sustainable Cities & Communities

Make cities inclusive, safe, resilient, and sustainable

Responsible Consumption & Production

Ensure sustainable consumption and production patterns

• 6.8% increase in waste diversion over a 2018 baseline

Climate Action

Reduce GHG emissions from operations and prepare for environmental impacts

• 20.8% reduction in operational Scope 1 and 2 GHG emissions over a 2018 baseline (Thousand Metric Tons of CO2e)

Peace, Justice, & Strong Institutions

Maintain and continually refine corporate governance policies to promote transparency and accountability

• Revised Human Rights Statement and Vendor and Supplier Code of Conduct

• Earned 2023 ENERGY STAR® Partner of the Year recognition • Engaged with our communities through $408,800 in 2022 philanthropic, fundraising, and in-kind giving • Completed 902 hours of local and national volunteer projects, exceeding our 600-hour goal by over 50% • Added additional recycling sites, resulting in an additional 50 metric tons of landfill diversion

• SBTi Validated Climate Goals (Well-below 2°C)

• Developed an ESG Scorecard to benchmark sustainability performance for long-term incentive plans

Physicians Realty Trust 2022 ESG Report | 58

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

OUR GOVERNANCE

SASB Report

Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

ENERGY & EMISSIONS DATA7, 8, 9 GRI 102-15, 103-1, 103-3, 302-1, 302-4, 305-1, 305-2, 305-4, 305-5

CATEGORY

2018

2019

2020

2021

2022

Boundary Building Area (Square Feet)

8,088,591

8,088,591

8,088,591

8,088,591

8,088,591

Boundary Building Area (Square Meters)

751,455

751,455

751,455

751,455

751,455

CATEGORY

UNIT

2018

2019

2020

2021

2022

Direct Energy Consumption

GJ

132,125

132,362

126,416

123,113

131,800

MWh

36,701

36,767

35,116

34,198

36,611

kBTU

125,254,500

125,479,240

119,842,199

116,711,530

124,946,239

kBTU/SF

15.5

15.5

14.8

14.4

15.4

MTCO2e

6,640

6,652

6,353

6,187

6,624

tCO2e/1000ft2

0.82

0.82

0.79

0.76

0.82

GJ

718,813

677,172

648,397

646,328

644,596

MWh

199,670

188,103

180,110

179,536

179,054

kBTU

681,434,463

641,959,208

614,680,740

612,719,392

611,077,120

kBTU/SF

84.2

79.4

76.0

75.8

75.5

MTCO2e

90,191

84,624

74,845

67,803

70,087

MTCO2e/1000ft

11.2

10.5

9.3

8.4

8.7

Indirect Energy Consumption

2

See page 75 for endnotes. To learn more about our reporting group, visit the Benchmarking & Methodology section on page 24.

Physicians Realty Trust 2022 ESG Report | 59

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

GRI CONTENT INDEX GRI 102-12, 102-55

Physicians Realty Trust is proud to align our ESG Report with the Global Reporting Initiative (GRI) Core Option. GRI helps organizations be transparent and take responsibility for their impacts with the intent to create a more sustainable future. In addition, it creates a common language for organizations to report their results and enables more informed dialogue and decision-making.

Disclosure | Description

Page

Response or Reference

ORGANIZATIONAL PROFILE 102-1

Name of the organization

6

Physicians Realty Trust

102-2

Activities, brands, products, and services

6-8

2022 Form 10-K: pages 4-6

102-3

Location of headquarters

7

309 N. Water Street, Suite 500, Milwaukee, Wisconsin 53202, US

102-4

Location of operations

6-8

Physicians Realty Trust operates in the United States.

2022 Form 10-K: pages 4-6

102-5

Ownership and legal form

102-6

Markets served

6-8

Physicians Realty Trust is a health care REIT. Our principal investments include outpatient medical buildings, ambulatory surgery centers (“ASCs”), outpatient treatment facilities, and other real estate integral to health care providers.

2022 Form 10-K: pages 4-6 and pages 45-47

102-7

Scale of the organization

6-7, 34, 56

2022 Form 10-K: page 71, pages 4-6, pages 12-13, and pages 45-47

102-8

Information on employees and other workers

34, 56

Full-time employees are defined as those that work 40 hours per week. No significant portion of our activities is performed by workers who are not employees. During the calendar year 2022, we had eight summer interns, three of which remained on a part-time basis as of December 31, 2022.

Two transitioned into full-time, permanent positions. Our employee data is captured through Zenefits.

102-9

Supply chain

50-51

102-10

Significant changes to the organization and its supply chain

2022 Annual Report and 2022 Form 10-K

102-11

Precautionary Principle or approach

The Precautionary Principle is integrated into our vision for sustainability.

102-12

External initiatives

102-13

Membership of associations

2022 Form 10-K: page 1 and pages 4-6

3-4, 10, 21-23, 27, 30, 32, 34, 55, 5758, 60-68, 69-71

We incorporate principles and disclosures from the following external environmental and social initiatives: • IREM CSP Designation • LEED Certification • Science Based Targets initiative (SBTi) • Sustainability Accounting Standards Board (SASB) • Taskforce on Climate-Related Financial Disclosures (TCFD) • United Nations Sustainable Development Goals (UN SDGs)

17

Physicians Realty Trust 2022 ESG Report | 60

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Disclosure | Description

Energy & Emissions Data

Page

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Response or Reference

STRATEGY 102-14

Statement from senior decision-maker

4-5

102-15

Key impacts, risks, and opportunities

4-5, 6-8, 10, 11-15, 2022 Form 10-K: pages 21-43 18, 20, 21-23, 35-36, 50-51, 57-58, 59

ETHICS AND INTEGRITY 102-16

Values, principles, standards, and norms of behavior

6-8, 9, 52-53, 57-58

Additional Governance Documents can be accessed on our website, including Code of Business Conduct and Ethics, Vendor & Supplier Code of Conduct, Whistleblower Policy, Human Rights Statement, and Insider Trading Policy

102-17

Mechanisms for advice and concerns about ethics

52-53

2023 Proxy Statement: pages 36-37 Corporate Governance Guidelines: page 5 Code of Business Conduct and Ethics: page 6 Insider Trading Policy Vendor & Supplier Code of Conduct Whistleblower Policy

GOVERNANCE 102-18

Governance structure

44-46, 47, 48, 49, 52-53

2022 Form 10-K: page 7 2023 Proxy Statement: pages 25-27 Corporate Governance Guidelines: page 4

102-19

Delegating authority

44-46, 47

2022 Form 10-K: page 7

102-20

Executive-level responsibility for economic, environmental, and social topics

4-5, 44-46, 47

2022 Form 10-K: page 7

102-21

Consulting stakeholders on economic, environmental, and social topics

16, 18, 35-36

2023 Proxy Statement: pages 36-37

102-22

Composition of the highest governance body and its committees

34, 44-46, 47, 56

2023 Proxy Statement: pages 13-23

102-23

Chair of the highest governance body

2023 Proxy Statement: page 25

102-24

Nominating and selecting the highest governance body

2023 Proxy Statement: page 24-25

102-25

Conflicts of interest

Code of Business Conduct and Ethics: page 1 Related Person Transaction Policy Corporate Governance Guidelines

102-26

Role of highest governance body in setting purpose, values, and strategy

44-46, 47, 48

Corporate Governance Guidelines

102-27

Collective knowledge of highest governance body

17, 44-46, 47

Corporate Governance Guidelines: page 5

102-28

Evaluating the highest governance body’s performance

48

2023 Proxy Statement: page 24 Corporate Governance Guidelines: page 5 Nominating and Corporate Governance Committee Charter, page 3

Physicians Realty Trust 2022 ESG Report | 61

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

Disclosure | Description

Page

102-29

Identifying and managing economic, environmental, and social impacts

16, 18, 21-23, 44-46, 47, 48, 49

102-30

Effectiveness of risk management processes

18, 21-23, 44-46, 47, 48, 49

102-31

Review of economic, environmental, and social topics

11-15, 18, 21-23, 4446, 47, 48, 49

102-32

Highest governance body’s role in sustainability reporting 44-46, 47, 48

102-33

Communicating critical concerns

102-34

Nature and total number of critical concerns

102-35

Remuneration policies

40, 48

2023 Proxy Statement: page 8, page 38, and pages 48-65 Corporate Governance Guidelines: page 4

102-36

Process for determining remuneration

48

2023 Proxy Statement: page 8, page 38, and pages 48-65 Corporate Governance Guidelines: page 4

102-37

Stakeholders’ involvement in remuneration

16

2023 Proxy Statement: page 55

102-38

Annual total compensation ratio

2023 Proxy Statement: page 76

102-39

Percentage increase in annual total compensation ratio

2023 Proxy Statement: page 76

52

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Response or Reference

The Board of Trustees meets quarterly, at a minimum, to review economic, environmental, and social topics and their impacts, risks, and opportunities. Our Nominating and Corporate Governance Committee oversees the company’s ESG strategy, practices, and performance.

2023 Proxy Statement: page 28 2023 Proxy Statement: page 36-37 Corporate Governance Guidelines: page 5 Code of Business Conduct and Ethics: page 6 Whistleblower Policy There were no critical concerns in 2022.

STAKEHOLDER ENGAGEMENT 102-40

List of stakeholder groups

16

102-41

Collective bargaining agreements

34

102-42

Identifying and selecting stakeholders

16, 18

102-43

Approach to stakeholder engagement

10, 16, 18, 55

102-44

Key topics and concerns raised

16, 18

REPORTING PRACTICES 102-45

Entities included in the consolidated financial statements

102-46

Defining report content and topic Boundaries

10, 16, 18, 24, 55

102-47

List of material topics

16, 18, 55

2022 Form 10-K Exhibit 21.1: List of Subsidiaries 2022 Form 10-K: page 63

Physicians Realty Trust 2022 ESG Report | 62

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Disclosure | Description

Page

102-48

Restatements of information

75 - Footnote 11

Response or Reference

102-49

Changes in reporting

24, 75 - Footnote 11

102-50

Reporting period

55

102-51

Date of most recent report

We published our 2021 ESG report on June 6, 2022.

102-52

Reporting cycle

Annual

102-53

Contact point for questions regarding the report

Mark Theine | Executive Vice President, Asset Management | mdt@docreit.com

102-54

Claims of reporting in accordance with the GRI Standards 10, 55

This marks our fourth annual ESG Report published to date. This is the second report prepared in accordance with the GRI Standards (Core option).

102-55

GRI content index

60-67

102-56

External assurance

10, 72-73

Fiscal year ended December 31, 2022

MANAGEMENT APPROACH 103-1

Explanation of the material topic and its Boundary

6-8, 11-15, 16, 18, Additional detail provided alongside identified material topics (see sections below) 21-23, 24, 50-51, 55, 57-58

103-2

The management approach and its components

9, 11-15, 16, 18, Additional detail provided alongside identified material topics (see sections below) 21-23, 24, 37, 40-41, Additional Governance Documents can be accessed on our website, including Bylaws, Code of Business Conduct and Ethics, Committee Charters, 47, 48, 50-51, 52-53, 57-58 Corporate Governance Guidelines, Declaration of Trust, Insider Trading Policy, and Related Person Transaction Policy Human Rights Statement Vendor and Supplier Code of Conduct Whistleblower Policy

103-3

Evaluation of the management approach

9, 10, 11-15, 16, 18, Additional detail provided alongside identified material topics (see sections below) 20, 21-23, 24, 27, 32, 37, 47, 48, 50-51, 57-58

ECONOMIC PERFORMANCE 103-1

Explanation of the material topic and its Boundary

6-8, 9

103-2

The management approach and its components

6-8, 9

103-3

Evaluation of the management approach

6-8, 9

201-1

Direct economic value generated and distributed

6-8

2022 Form 10-K: page 71

201-2

Financial implications and other risks and opportunities due to climate change

21-23

2022 Form 10-K: pages 8-9, pages 23-25, 27, 30, 32, pages 36-38

201-3

Defined benefit plan obligations and other retirement plans

40-41

2022 Form 10-K: pages 90-91

Physicians Realty Trust 2022 ESG Report | 63

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Disclosure | Description

Energy & Emissions Data

Page

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Response or Reference

MARKET PRESENCE 202-2

Proportion of senior management hired from the local community

Our company is headquartered in Milwaukee, Wisconsin, which we define as “significant locations of operation” for the purposes of this disclosure.

As of December 31, 2022, four individuals out of our ten member senior management team (which we define as Senior Vice President and higher) were residents of the Milwaukee Metropolitan Statistical Area (“The “Milwaukee Metro”). The Milwaukee Metro consists of Milwaukee, Waukesha, Washington, and Ozaukee counties, which we consider to be “local” for the purposes of this disclosure.

ANTI-CORRUPTION 103-1

Explanation of the material topic and its Boundary

52

103-2

The management approach and its components

52

103-3

Evaluation of the management approach

44-46, 47, 52

205-1

Operations assessed for risks related to corruption

44-46, 47, 52

205-2

Communication and training about anti-corruption policies and procedures

52

205-3

Confirmed incidents of corruption and actions taken

Our Code of Business Conduct and Ethics and Vendor and Supplier Code of Conduct specifically require compliance with all applicable laws, rules, orders, and regulations, which include those that prohibit corrupt business practices. Our forms of Vendor Service Agreement and Purchase Order contain our code of business conduct and ethics, our vendor and supplier code of conduct, and our whistleblower policies and procedures. All business partners who contract using those forms are thereby made aware of these specific anti-corruption policies and procedures.

Related Person Transaction Policy Whistleblower Policy Code of Business Conduct and Ethics Vendor and Supplier Code of Conduct None

ANTI-COMPETITIVE BEHAVIOR 206-1

Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

None

ENERGY 103-1

Explanation of the material topic and its Boundary

20, 24, 25-26, 59, 69-71

103-2

The management approach and its components

20, 25-26, 69-71

103-3

Evaluation of the management approach

20, 25-26, 59, 6971, 72-73

302-1

Energy consumption within the organization

20, 59, 69-71, 72-73

302-3

Energy intensity

20, 69-71

302-4

Reduction of energy consumption

11-15, 20, 24, 25-26, 27, 59, 69-71, 72-73

Physicians Realty Trust 2022 ESG Report | 64

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Disclosure | Description

Energy & Emissions Data

Page

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Response or Reference

WATER AND EFFLUENTS 103-1

Explanation of the material topic and its Boundary

20, 24, 25-26, 69-71

103-2

The management approach and its components

20, 25-26, 31

103-3

Evaluation of the management approach

20, 25-26, 31, 69-71, 72-73

303-1

Interactions with water as a shared resource

11-15, 20, 31, 69-71

303-3

Water withdrawal

20, 24, 69-71, 72-73

303-5

Water consumption

20, 24, 69-71, 72-73

Where Physicians Realty Trust Properties retains operational control of water services, water is purchased directly from local utilities. Where the tenant has operational control, they are billed back for their portion of usage on a PSF basis. All water purchased/withdrawn by Physicians Realty Trust is tracked via third-party utility monitoring through Engie, Measurabl, and ENERGY STAR. The most significant impacts on the environment at our properties are irrigation systems. We are evaluating smart irrigation control systems at our highest water consumption properties for potential expansion. Our sustainability standards indicate that replacements of common area fixtures must be changed to low-flow devices. Additionally, we host educational events for our tenants designed to inform and share ways they may be able to find other water efficiencies within their direct operational control.

BIODIVERSITY 103-1

Explanation of the material topic and its Boundary

29

EMISSIONS 103-1

Explanation of the material topic and its Boundary

20, 21-23, 24, 2526, 59

103-2

The management approach and its components

20, 21-23, 25-26

103-3

Evaluation of the management approach

20, 21-23, 25-26, 59, 71-72

305-1

Direct (Scope 1) GHG emissions

20, 59, 71-72

305-2

Energy indirect (Scope 2) GHG emissions

20, 25-26, 59, 71-72

305-4

GHG emissions intensity

20, 59

305-5

Reduction of GHG emissions

20, 21-23, 24, 59, 71-72

103-1

Explanation of the material topic and its Boundary

20, 24, 25-26

103-2

The management approach and its components

20, 25-26

103-3

Evaluation of the management approach

20, 25-26

WASTE

Physicians Realty Trust 2022 ESG Report | 65

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Disclosure | Description

Page

Response or Reference

306-1

Waste generation and significant waste-related impacts

20

The majority of waste generated in our portfolio is produced by our tenants. Our company manages waste disposal for the multi-tenant properties in our portfolio. To reduce the waste for which we are responsible and to maximize diversion away from landfills, we: 1) maintain a national waste management agreement to create scale and increase reporting, 2) hold e-cycling events, 3) perform waste audits to identify opportunities to expand recycling sources and access, and 4) implement waste management best practices.

306-2

Management of significant waste-related impacts

20, 25-26, 30

We contract with Waste Management to consolidate our waste reduction and recycling efforts. Waste Management advises and assists us with potential enhancements to our waste-related efforts through periodic reviews of our portfolio’s waste-related data and suggested waste reduction measures.

306-3

Waste generated

Total waste in metric tons = 9,562 • Trash = 7,385 • Single Stream Recycling = 1601 • Cardboard = 321 • Co-Mingle = 177 • Mixed Recyclables = 57 • Medical = 18 • Construction = 3 This data has been compiled by Waste Management for properties within our reporting group.

ENVIRONMENTAL COMPLIANCE 103-1

Explanation of the material topic and its Boundary

21-23

103-2

The management approach and its components

21-23

307-1

Non-compliance with environmental laws and regulations

The company has not received notice of any violations.

SUPPLIER ENVIRONMENTAL ASSESSMENT 103-1

Explanation of the material topic and its Boundary

50-51, 52

308-1

New suppliers that were screened using environmental criteria

51

Vendor and Supplier Code of Conduct

EMPLOYMENT 103-1

Explanation of the material topic and its Boundary

11-15, 34-42

401-1

New employee hires and employee turnover

56

401-2

Benefits provided to full-time employees that are not provided to temporary or part-time employees

40-41, 57-58

401-3

Parental leave

40-41

DOC offers six weeks of fully-paid parental leave, an employer-funded short-term disability policy, and accrued paid time off. Our leave and accrual policy allows employees to accrue and carry over up to one year’s allotment of PTO hours.. In 2022, our parental leave participation included: a. Total number of employees that were entitled to parental leave: Total: 90 | Female: 47; Male: 43 b. Total number of employees that took parental leave: Total: 7 | Female: 1; Male: 6 c. Total number of employees that returned to work in the reporting period after parental leave ended: Total: 6 | Female: 0; Male: 6 d. Total number of employees that returned to work after parental leave ended and were still employed 12 months after their return to work: Total: 6 | Female: 0; Male: 6 (Note: Of the above-referenced employees who took parental leave in 2021, two have returned to work and have remained employed for a 12-month period. Four employees who took parental leave in 2022 continue to be employed, but the 12-month period has not ended.) e. Return to work and retention rates of employees that took parental leave: Female: 0%; Male: 100%

Physicians Realty Trust 2022 ESG Report | 66

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Disclosure | Description

Energy & Emissions Data

Page

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Response or Reference

OCCUPATIONAL HEALTH AND SAFETY 103-1

Explanation of the material topic and its Boundary

29, 40-41

403-4

Worker participation, consultation, and communication on occupational health and safety

29, 40-41

403-5

Worker training on occupational health and safety

29, 40-41

403-6

Promotion of worker health

31, 34, 35-36, 38, 40-41, 57-58

403-9

Work-related injuries

Number and rate of fatalities: 0 / 0 Number and rate of high consequence injuries: 0 / 0 Number and rate of recordable work related injuries: 1 / 0.952 (per 200,000 hours worked)

TRAINING AND EDUCATION 103-1

Explanation of the material topic and its Boundary

38-39

103-2

The management approach and its components

11-15, 38-39

404-1

Average hours of training per year per employee

11-15, 38-39

404-2

Programs for upgrading employee skills and transition assistance programs

17, 35-36, 37, 38-39, 49, 50-51, 57-58

404-3

Percentage of employees receiving regular performance 38-39 and career development reviews

All employees participate in our annual review process. This includes formal, quarterly check-in conversations and regular goal monitoring throughout the year.

DIVERSITY AND EQUAL OPPORTUNITY 103-1

Explanation of the material topic and its Boundary

34, 35-36, 56

103-2

The management approach and its components

11-15, 34, 35-36, 56

103-3

Evaluation of the management approach

11-15, 34, 35-36, 52, 56

405-1

Diversity of governance bodies and employees

34, 56, 57-58

Our primary governance bodies are our nine-member Board of Trustees elected by our shareholders and our Executive Officers comprised of our nine senior-most leaders in the company. All members of our Board of Trustees are over 50 years old. Four members of our Executive Officers are between 30 and 50 years old, and the others are over 50.

NON-DISCRIMINATION 103-1

Explanation of the material topic and its Boundary

34, 35-36

103-2

The management approach and its components

34, 35-36, 52

103-3

Evaluation of the management approach

34, 35-36

406-1

Incidents of discrimination and corrective actions taken

Physicians Realty Trust is an equal opportunity employer and had no incidents or reports of discrimination where corrective actions were required to be taken.

Physicians Realty Trust 2022 ESG Report | 67

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Disclosure | Description

Energy & Emissions Data

Page

OUR PEOPLE

GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Response or Reference

CHILD LABOR 103-1

Explanation of the material topic and its Boundary

408-1

Operations and suppliers at significant risk for incidents of child labor

52 Physicians Realty Trust does not tolerate forced, bonded, or child labor and supports the elimination of these forms of labor.

Human Rights Statement

FORCED OR COMPULSORY LABOR 103-1

Explanation of the material topic and its Boundary

409-1

Operations and suppliers at significant risk for incidents of forced or compulsory labor

52 Physicians Realty Trust does not tolerate forced, bonded, or child labor and supports the elimination of these forms of labor.

Human Rights Statement

HUMAN RIGHTS ASSESSMENT 103-1

Explanation of the material topic and its Boundary

412-2

Employee training on human rights policies or procedures 52

34, 52 Human Rights Statement

LOCAL COMMUNITIES 103-1

Explanation of the material topic and its Boundary

16, 42

413-1

Operations with local community engagement, impact assessments, and development programs

16, 17, 31, 35-36, 37, 42, 47

Our team-lead Philanthropy Committee assists in establishing internal giving targets and makes annual recommendations on our strategic giving initiatives to support community outreach. This year, DOC invested $408,800 in philanthropic causes in the communities we serve. We also fundraised $150,000 to support pediatric cancer research at our annual cureHUNTER event. Collectively, our team volunteered 902 hours in 2022.

These efforts were made possible through company-sponsored initiatives and individual contributions, leveraging our volunteer time off program, which offers eight hours of paid time off per year to engage in community service activities.

Vendor and Supplier Code of Conduct

SUPPLIER SOCIAL ASSESSMENT 103-1

Explanation of the material topic and its Boundary

50-51, 52

414-1

New suppliers that were screened using social criteria

50-51

PUBLIC POLICY 103-1

Explanation of the material topic and its Boundary

415-1

Political contributions

11, 16, 52 Our company does not make contributions of any kind to any political candidates or their campaigns.

CUSTOMER HEALTH AND SAFETY 103-1

Explanation of the material topic and its Boundary

25-26, 29, 30

416-1

Assessment of the health and safety impacts of product and service categories

25-26, 29, 30

CUSTOMER PRIVACY 103-1

Explanation of the material topic and its Boundary

49

418-1

Substantiated complaints concerning breaches of customer privacy and losses of customer data

49

Physicians Realty Trust 2022 ESG Report | 68

INTRODUCTION About this Report

OUR HEALTH CARE PARTNERS & COMMUNITIES

OUR ENVIRONMENT Team Information

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

OUR GOVERNANCE

SASB Report

Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

SASB REPORT

GRI 102-12, 103-1, 103-2, 103-3, 302-1, 302-3, 302-4, 303-1, 303-3, 303-5 The Real Estate Sustainability Accounting Standards issued by the Sustainability Accounting Standards Board (SASB) in 2018 proposed metrics designed for disclosure in mandatory filings. These filings are included on pages 7 and 8 of our Annual Report on Form 10-K under Our Objectives and Growth Strategy. Beginning with our 2020 ESG report, Physicians Realty Trust has aligned our disclosures with SASB standards on ESG issues important to our company and mission.

Energy and water data is collected from utility bills and submeters and assured by a third party.

The recommended energy and water management activity metrics for the real estate industry include: • energy consumption data coverage as a percentage of floor area (“Energy Use Intensity”) • total energy consumed by portfolio area (“Total Energy Consumption”) • water withdrawal as a percentage of total floor area (“Water Use Intensity”) • total water withdrawn by portfolio area (“Total Water Consumption”)

89

%

Water Withdrawal Data Coverage

100.0 95.0

870,000 850,000

99.7

830,000 94.9

810,000 90.8

90.0

91.0

90.2

790,000 770,000 750,000

85.0

33.0

30.7

31.0 29.0

850,000 28.8

29.4 25.2

25.0

800,000

26.9

750,000 700,000

23.0

650,000

21.0

600,000

19.0

550,000

17.0

500,000

15.0

2018 2019 2020 2021 2022

2018 2019 2020 2021 2022

Total Energy Use (GJ)

Total Water Use (M3)

Energy Use Intensity (kBtu/ft2)

Water Use Intensity (gal/ft2)

WATER WITHDRAWAL OVERVIEW 12

762,426m

3

Total Water Withdrawn by Portfolio with Data Coverage

17

%

% of Floor Area with High or Extremely High Baseline Water Stress

24

%

% in Regions with High or Extremely High Baseline Water Stress

Total Water Use (M3)

105.0

WATER Water Use Intensity (gal/ft2)

Energy Use Intensity (kBtu/ft2)

ENERGY

Total Energy Consumption (GJ)

The charts below detail our Energy Use Intensity, Total Energy Consumption, Water Use Intensity, and Total Water Consumption for 2018 through 2022, for which data on occupied and managed properties were available. Total energy use is presented in energy use intensity and gigajoules, and total water is presented in water use intensity and per cubic meters.10, 11

RENEWABLE ENERGY OVERVIEW TYPE

2018

2019

2020

2021

2022

Grid Energy

98.6%

98.4%

98.3%

98.4%

98.5%

Renewable Energy

1.4%

1.6%

1.7%

1.6%

1.5%

See page 75 for endnotes.

Physicians Realty Trust 2022 ESG Report | 69

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

TABLE 1. SUSTAINABILITY DISCLOSURE TOPICS & ACCOUNTING METRICS ENERGY MANAGEMENT CODE

ACCOUNTING METRIC

PAGE

F-RE-130a.1

Energy consumption data coverage as a percentage of total floor area by property subsector

69

F-RE-130a.2

(1) Total energy consumed by portfolio area with data coverage, (2) percentage grid electricity, and (3) percentage renewable by property subsector

59, 69

F-RE-130a.3

Like-for-like percentage change in energy consumption for the portfolio area with data coverage by property subsector

F-RE-130a.4

Percentage of the eligible portfolio that (1) has an energy rating and (2) is certified to ENERGY STAR by the property subsector

27

F-RE-130a.5

Description of how building energy management considerations are integrated into property investment analysis and operational strategy

21-23

RESPONSE OR REFERENCE

Like-for-like year-over-year change in energy consumption for our properties was +0.90%

WATER MANAGEMENT CODE

ACCOUNTING METRIC

PAGE

IF-RE-140a.1

Water withdrawal data coverage as a percentage of (1) total floor area and (2) floor area in regions with High or Extremely High Baseline Water Stress by property subsector

69

IF-RE-140a.2

(1) Total water withdrawn by portfolio area with data coverage and (2) percentage in regions with High or Extremely High Baseline Water Stress by property subsector

69

IF-RE-140a.3

Like-for-like percentage change in water withdrawn for portfolio area with data coverage, by property subsector

IF-RE-140a.4

Description of water management risks and discussion of strategies and practices to mitigate those risks

RESPONSE OR REFERENCE

Like-for-like year-over-year change in water withdrawn for our properties was +7% 11-15, 20, 25-26, 69

Physicians Realty Trust 2022 ESG Report | 70

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

MANAGEMENT OF TENANT SUSTAINABILITY IMPACTS CODE

ACCOUNTING METRIC

PAGE

IF-RE-410a.1

(1) Percentage of new leases that contain a cost recovery clause for resource efficiency-related capital improvements and (2) associated leased floor area by property subsector

30

IF-RE-410a.2

Percentage of tenants that are separately metered or sub-metered for (1) grid electricity consumption and (2) water withdrawals by property subsector

IF-RE-410a.3

Discussion of approach to measuring, incentivizing, and improving sustainability impacts of tenants

RESPONSE OR REFERENCE

DOC does not currently monitor separately or sub-metered spaces.

30

CLIMATE CHANGE ADAPTATION CODE

ACCOUNTING METRIC

IF-RE-450a.1

Area of properties located in 100-year flood zones by property subsector

IF-RE-450a.2

Description of climate change risk exposure analysis, degree of systematic portfolio exposure, and strategies for mitigating risks

PAGE

RESPONSE OR REFERENCE 2022 Form 10-K: page 8

21-23

2022 Form 10-K: page 37

PAGE

RESPONSE OR REFERENCE

TABLE 2. ACTIVITY METRICS CODE

ACCOUNTING METRIC

IF-RE-000.A

Number of assets by property subsector

20221 Form 10-K: page 45

IF-RE-000.B

Leasable floor area, by property subsector

2022 Form 10-K: page 45-46

IF-RE-000.C

Percentage of indirectly managed assets by property subsector

DOC considers 19% of our leasable floor area to be “indirectly managed.”

IF-RE-000.D

Average occupancy rate by property subsector

2022 Form 10-K: page 4

Physicians Realty Trust 2022 ESG Report | 71

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

ASSURANCE STATEMENT GRI 102-56, 103-3, 302-1, 302-4, 303-3, 305-1, 305-2, 305-5

Independent Assurance Statement

Provided by ISOS Group, Inc. On selected environmental metrics included in: Physicians Realty Trust’s 2022 ESG Report.

To the Management Team of Physicians Realty Trust: ISOS Group, Inc. [“ISOS” or “we”] were engaged by Physicians Realty Trust [“Client” or “DOC”] to conduct moderate level type 2 assurance of environmental data to be reported in its 2022 ESG Report [“Report”], covering the period beginning January 1, 2022 and ending December 31, 2022 (“FY22”).

We have performed our moderate assurance engagement in accordance with the AccountAbility 1000 Assurance Standard v3 (“AA1000AS”). Our review was limited to the data reported in Physicians Realty Trust’s ESG Report comprising of:  Energy consumption  GHG emissions  Water use We have not performed any procedures with respect to other information included in 2022 ESG Report and, therefore, no conclusion on the Report as a whole is expressed.

Physicians Realty Trust’s responsibilities The Company’s management are responsible for:  Preparing the data in accordance with generally accepted reporting practices,  The accuracy and completeness of the information reported,  The design, implementation and maintenance of internal controls relevant to the preparation of the report to provide reasonable assurance that the report is free from material misstatement, whether due to fraud or error,  Ensuring the data performance is fairly stated in accordance with the applicable criteria and for the content and statements contained therein.

Criteria The assurance process was intended to provide an independent opinion confirming that the Client has complied with procedures for data management at the company and minimized degrees of error by adequately: 1. Sourcing utility data to populate relevant data management systems, 2. Enforcing management and quality controls across the reporting period, 3. Aggregating and converting metrics into the correct unit of measure, 4. Calculating greenhouse gas emissions, and 5. Disclosing all totals correctly into its 2022 ESG Report.

Boundary Organizational Boundary

Assurance Boundary GHG Emissions Consolidation Approach

Physicians Realty Trust acquires, selectively develops, owns and manages health care properties that are leased to physicians, hospitals, and health care delivery systems. The consolidated portfolio, as of December 31, 2022 consists of 290 properties located in 36 states.

The boundary of assurance includes one hundred and thirty four (134) properties in which Physicians Realty Trust has financial control and utility information available.

The GHG emissions boundary followed the operational control methodology specified in the GHG Protocol.



The design, implementation and maintenance of internal controls relevant to the preparation of the report to provide reasonable assurance that the report is free from material misstatement, whether due

OUR PEOPLE to fraud or error, OUR GOVERNANCE 

GRI Content Index

APPENDICES

Ensuring the data performance is fairly stated in accordance with the applicable criteria and for the content and statements contained therein.

SASB Report

Assurance Statement

Forward-Looking Statements & Other Disclaimers

Endnotes

Criteria The assurance process was intended to provide an independent opinion confirming that the Client has complied with procedures for data management at the company and minimized degrees of error by adequately: 1. Sourcing utility data to populate relevant data management systems, 2. Enforcing management and quality controls across the reporting period, 3. Aggregating and converting metrics into the correct unit of measure, 4. Calculating greenhouse gas emissions, and 5. Disclosing all totals correctly into its 2022 ESG Report.

Boundary Organizational Boundary

Assurance Boundary GHG Emissions Consolidation Approach

Physicians Realty Trust acquires, selectively develops, owns and manages health care properties that are leased to physicians, hospitals, and health care delivery systems. The consolidated portfolio, as of December 31, 2022 consists of 290 properties located in 36 states.

The boundary of assurance includes one hundred and thirty four (134) properties in which Physicians Realty Trust has financial control and utility information available.

The GHG emissions boundary followed the operational control methodology specified in the GHG Protocol.

Limitations and Exclusions ISOS Group, Inc. | 1000 Elm Street, 17F,toManchester, NH, 03105 |because www.isosgroup.com Greenhouse gas quantification is unavoidably subject inherent uncertainty of both scientific and estimation uncertainty and for other non-financial performance information the precision of different measurement techniques may also vary. Furthermore, the1 nature and methods used to determine such information, as well as the measurement criteria and the precision thereof, may change over time.

Several smaller scope 1 GHG emission sources (i.e., refrigerant releases, mobile combustion sources, emergency generators) have been excluded from this review. Reviews pertaining to the completeness and capture of all utility meters at properties, particularly those attributed to tenant spaces, is limited to what is disclosed in data management systems. No visit to the Client’s headquarters or facilities was conducted throughout this engagement. However, a sample set of properties were reviewed in more granularity and tested for data accuracy.

It was determined that these limitations and exclusions do not materially impact the performance criteria or assurance engagement.

Methodology The assurance procedures undertaken were to determine the strength of the systems in place. ISOS Group:  Engaged a sample of individuals responsible for performance measurement,  Evaluated current management systems for performance data collection, compilation, calculation, reporting, and validation,  Determined consistency of assessing materiality, management approach, and application of quality control procedures,  Reviewed sustainability disclosures, supporting data, and justification for rectifying discrepancies,  Validated alignment to standard reporting protocols to ensure accurate claims to the quantitative methodology and approach and assurance claims,  To verify quantitative claims, both at the aggregate level and on a sample basis, and test accuracy, consistency, completeness, and reliability, ISOS Group: 1. Conducted a portfolio assessment analyzing performance results to uncover any errors, misstatements, gaps, or performance anomalies, 2. Brought all findings to the Client’s attention to address and confirmed resolution, 3. Selected the following properties for testing and analysis, including cross-reference to primary source data to uncover variances and address any exclusions and other limitations: a. Baylor Charles A. Sammons Cancer Center, Dallas, TX b. Calkins 300, Rochester, NY c. Lakeside Two Professional Center, Omaha, NE d. Minnetonka, MN

ISOS Group, Inc. | 1000 Elm Street, 17F, Manchester, NH, 03105 | www.isosgroup.com 1

Physicians Realty Trust 2022 ESG Report | 72

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

Findings Based on the process and procedures conducted, there is no evidence that the metrics reported by the Client are not materially correct and provide a fair representation of the Client’s environmental impacts to stakeholders for the stated period and reporting boundary.

Parameter Total Energy Consumption (MWh) Total Scope 1 GHG Emissions (MT CO2e) Total Scope 2 GHG Emissions (MT CO2e) Total Water Consumption (kgal)

2022 (Absolute) 460,165 50,658 70,575 186,864

Application of the AA1000AP Findings and conclusions concerning adherence to the AA1000 AccountAbility Principles: Inclusivity DOC focuses on stakeholder engagement with team members, health care partners, their corporate audience, and the greater community within their asset markets. DOC includes a stakeholder map outlining engagement tactics and themes in its annual ESG report.

Materiality Formal materiality assessments have been conducted annually since 2021, and details shared, in DOC’s annual ESG Report. The most recent materiality assessment was conducted in 2023. The ESG Report highlights the top and bottom six topics prioritized, confirms performance indicators, prioritizes resources, and determines reporting contents.

Responsiveness DOC publishes an annual ESG report which is accessible on their website, includes ESGrelated information in its annual report and develops an annual submission to the GRESB Real Estate Assessment.

Impact DOC outlines performance measurement and goals within its annual ESG Report. In 2022, new environmental goals were established and reported, including a 40% overall GHG reduction by 2030 (10% decrease by 2024), a 10% decrease in energy usage by 2024 and a 5% decrease in water usage by 2024. In 2022, DOC verified their GHG emissions targets by SBTi. Observations and Recommendations Observations and recommendations include:  Consider developing a process document outlining the flow and review of data collection methods; this could be integrated into the existing Energy Management System or remain a standalone document.  DOC’s current reporting captures scope 1 and scope 2 emissions from landlord-controlled common areas throughout its portfolio. Consider disclosing scope 3 emissions from tenant-controlled areas in its annual ESG reporting.

OUR PEOPLE GRI Content Index

OUR GOVERNANCE

SASB Report

Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

Restriction of use This assurance report is made solely to the Client in accordance with the terms of our engagement, which include agreed arrangements for disclosure. Our work has been undertaken so that we might state to the Client those matters we have been engaged to state in this moderate assurance report and for no other purpose. Our moderate assurance report should not be regarded as suitable to be used or relied on by any party wishing to acquire rights against us other than the Client for any purpose or in any context. Any party other than the Client who obtains access to our moderate assurance report or a copy thereof and chooses to rely on our moderate assurance report (or any part thereof) will do so at its own risk. To the fullest extent permitted by law, we accept or assume no responsibility and deny any liability to any party other than the Client for our work, for this independent moderate assurance report, or for the conclusions we have reached.

Statement of Competency and Independence ISOS Group is an independent professional services firm that specializes in sustainability reporting under the Global Resources Initiative (GRI), CDP, and GRESB and is a provider of external assurance services. ISOS Group is a Global Reporting Initiative Certified Training Partner for the United States and a CDP Silver Education and Training Partner in the United States. Our team of experts have the technical expertise and competency to conduct assurance to the AA1000 assurance standard, which meets the criteria for assurance of environmental data.

No member of the assurance team has a business relationship with the Client, its Directors, or Managers beyond that required of this assignment. We conducted this assurance independently and, to our knowledge, there has been no conflict of interest. ISOS Group has a strong code of ethics and maintains high ethical standards among its staff in their day-to-day business activities. The assurance team has extensive experience in conducting assurance engagements over environmental, social, ethical, and health and safety information systems and processes.

Further information, including a statement of competencies, can be found at www.isosgroup.com.

Signed on behalf of ISOS Group: San Diego, California – USA, May 16, 2023.

Brian Noveck CSAP Practitioner

Lauren Anderson Sustainability Analyst

ISOS Group, Inc. | 1000 Elm Street, 17F, Manchester, NH, 03105 | www.isosgroup.com

ISOS Group, Inc. | 1000 Elm Street, 17F, Manchester, NH, 03105 | www.isosgroup.com

3

4

Physicians Realty Trust 2022 ESG Report | 73

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

FORWARD-LOOKING STATEMENTS & OTHER DISCLAIMERS All information, data, opinions, and activities contained in this report are subject to change without notice. The content of this report was developed based on feedback from our internal and external stakeholders.

The metrics and quantitative data contained in this report are not based on generally accepted accounting principles and have not been audited. Such data and metrics are subject to measurement uncertainties resulting from limitations inherent in the nature and the methods used for determining such data. The selection of different but acceptable measurement techniques can result in materially different measurements.

The precision of different measurement techniques may also vary. Neither Physicians Realty Trust nor any of its affiliates assume any responsibility or obligation to update or revise any such information, data, opinions or activities, without regard to whether any of these are affected by new information, future events or otherwise. This report does not, and is not intended to, create any relationship, rights or obligations, legal or otherwise, and you should not rely upon this report to do so.

The inclusion of information and data in this report is not an indication that such information or data or the subject matter of such information or data is material to Physicians Realty Trust for purposes of applicable securities laws or otherwise. The principles used to determine whether to include information or data in this report do not correspond to the principles of materiality contained in federal securities laws, the concept of materiality used to determine whether disclosures are required to be made in filings with the U.S. Securities and Exchange Commission or otherwise disclosed, or principles applicable to the inclusion of information in financial statements.

Our goals regarding our ESG initiatives are aspirations. They are not guarantees or promises that we will meet all or any of our goals. Any statistics and metrics regarding our corporate responsibility and ESG activities are estimates and may be based on assumptions or developing standards. No part of this report constitutes, or shall be taken to constitute, an offer to sell or the solicitation of an offer to buy any securities of Physicians Realty Trust or any other entity. This report is not intended to be relied upon as advice to investors or potential investors and does not take into account the investment objectives, tax considerations, or financial situation or needs of any investor. This report and the information contained in this report are not incorporated by reference into any filing of Physicians Realty Trust with the Securities and Exchange Commission.

This report contains forward-looking statements made pursuant to safe harbor provisions of the Private Securities Litigation Reform Act of 1995. All statements other than statements of historical facts may be forwardlooking statements within the meaning of the federal securities laws. In particular, statements pertaining to our ESG goals, capital resources, property performance, and results of operations contain forward-looking statements. Likewise, all of our statements regarding anticipated growth in our funds from operations and anticipated market conditions, demographics, and results of operations are forward-looking statements.

You can identify forward-looking statements by the use of forward-looking terminology such as “believe,” “expect,” “outlook,” “continue,” “project,” “may,” “will,” “should,” “seek,” “approximately,” “intend,” “plan,” “pro forma,” “estimate,” or “anticipate” or the negative of these words and phrases or similar words or phrases which are predictions of or indicate future events or trends and which do not relate solely to historical matters. You can also identify forward-looking statements by discussions of strategy, plans, expectations, or intentions.

These forward-looking statements reflect the views of our management regarding current expectations and projections about future events and are based on currently available information. These forward-looking statements are not guarantees of future performance and involve numerous risks and uncertainties, and you should not rely on them as predictions of future events. Forward-looking statements depend on assumptions, data, or methods which may be incorrect or imprecise, and we may not be able to realize them. We do not guarantee that the transactions and events described will happen as described (or that they will happen at all). The following factors, among others, could cause actual results and future events to differ materially from those set forth or contemplated in the forward-looking statements: general economic conditions, including inflation and recession; adverse economic or real estate developments, either nationally or in the markets where our properties are located;our failure to generate sufficient cash flows to service our indebtedness or to pay down or refinance our indebtedness; fluctuations in interest rates and increased operating costs; the availability, terms and issuance of debt and equity capital, including our unsecured revolving credit facility; our ability to make distributions on our common shares; general volatility of the market price of our common shares; our increased vulnerability economically due to the concentration of our investments in healthcare properties; our geographic concentration in Texas may cause us to be particularly exposed to downturns in the Texas economy or other changes in Texas market conditions; changes in our business or strategy; our dependence upon key personnel whose continued service is not guaranteed; our ability to identify, hire, and retain highly qualified personnel in the future; the degree and nature of our competition; changes in governmental regulations or interpretations thereof, such as real estate and zoning laws and increases in real property tax rates, taxation of REITs, and similar matters; defaults on or non-renewal of leases by tenants; decreased rental rates or increased vacancy rates; difficulties in identifying health care properties to acquire and completing acquisitions; competition for investment opportunities; any adverse effects to the business, financial position or results of operations of CommonSpirit Health, or one or more of the CommonSpirit Health-affiliated tenants, that impact the ability of CommonSpirit Health-affiliated tenants to pay us rent; the impact of our investments in joint ventures we have made and may make in the future; the financial condition and liquidity of, or disputes with, any joint venture and development partners with whom we may make co-investments in the future; the impact of our investments in development projects; the disruption of our business and the compromise of confidential information resulting from cybersecurity attacks, breaches and other incidents; our ability to operate as a public company; the potential impact of severe weather events and climate change; changes in health care laws or government reimbursement rates; changes in accounting principles generally accepted in the United States; lack of or insufficient amounts of insurance; other factors affecting the real estate industry generally; our failure to maintain our qualification as a REIT for U.S. federal income tax purposes; limitations imposed on our business and our ability to satisfy complex rules in order for us to qualify as a REIT for U.S. federal income tax purposes; the accuracy of our methodologies and estimates regarding ESG metrics, goals, and targets, tenant willingness and ability to collaborate towards reporting ESG metrics and meeting ESG goals and targets, and the impact of governmental regulation on our ESG efforts; and other factors that may materially adversely affect us, or the per share trading price of our common shares, including the number of our common shares available for future issuance or sale; our issuance of equity securities or the perception that such issuance might occur; future debt; failure of securities analysts to publish research or reports about us or our industry; and securities analysts’ downgrade of our common shares or the health care-related real estate sector.

While forward-looking statements reflect our good faith beliefs, they are not guarantees of future performance. We disclaim any obligation to publicly update or revise any forward-looking statement to reflect changes in underlying assumptions or factors, new information, data or methods, future events, or other changes after the date of this report, except as required by applicable law. You should not place undue reliance on any forward-looking statements that are based on information currently available to us or the third parties making the forward-looking statements. For a further discussion of these and other factors that could impact our future results, performance or transactions, see Part I, Item 1A (Risk Factors) of our Annual Report on Form 10-K for the fiscal year ended December 31, 2022, filed with the Securities and Exchange Commission on February 24, 2023, and other reports we file with the SEC.

Physicians Realty Trust 2022 ESG Report | 74

INTRODUCTION About this Report

OUR ENVIRONMENT Team Information

OUR HEALTH CARE PARTNERS & COMMUNITIES

United Nations SDGs Index

Energy & Emissions Data

OUR PEOPLE GRI Content Index

SASB Report

OUR GOVERNANCE Assurance Statement

APPENDICES

Forward-Looking Statements & Other Disclaimers

Endnotes

ENDNOTES GRI 102-48, 102-49

PAGE 20: RESULTS TO DATE

PAGE 59: ENERGY AND EMISSIONS DATA

(1) T he reportable metrics for our identified portfolio include Scope 1 emissions, defined as direct emissions from building energy use, and Scope 2 emissions, expressed as indirect emissions from purchased electricity, steam, heating, and cooling.

(7) The charts reflect the performance of 8.09 million square feet, which is approximately 52% of our portfolio and approximately 56% of our actively managed portfolio. Direct energy consumption includes on-site combustion from fossil fuels. Indirect energy consumption includes district cooling and electricity purchased from utility providers.

(2) D OC’s energy and emissions reduction strategies are primarily driven by capital upgrades, such as LED retrofits and building automation system (BAS) optimizations. We supplement these efforts with behavioral improvements through our low/no-cost initiative and environmental management policies implemented in 2021.

(3) O ur 2022 water performance represents the continuation and normalization of business activities resulting from the impact of the COVID-19 pandemic.

(4) DOC’s water reduction strategies include water management policies, low-flow fixtures, irrigation controls, and tenant education.

(5) T he data indicates the percentage of waste diverted from a landfill or incineration facility.

PAGE 27: CERTIFICATIONS (6) I n the graph, the total portfolio SF percentage represented in gold for each year is displayed less duplicate certifications. In the graph represented as bars, each year’s SF total includes properties with designations across one or more certification platforms.

(8) Parameters include properties owned as of January 1, 2022, were within our operational and financial control, and had readily accessible data to create a like-for-like comparison.

(9) The underlying data that comprises these tables has been assured by ISOS Group. Our assurance statement can be found on pages 72-73.

PAGE 69: SASB REPORT (10) The energy chart reflects the performance of 8.09 million square feet, which is approximately 52% of our total portfolio and approximately 56% of our actively managed portfolio. The energy scope includes energy produced from fuel, gas, district cooling, and electricity. The water chart reflects the performance of 6.99 million square feet, which is approximately 45% of our portfolio. The water scope includes irrigation and domestic water. Data coverage for water differs from the coverage for energy as water is not under operational control in every reporting group location.

(11) The data provided in the charts have been updated from the data presented in our Annual Report on Form 10-K for the fiscal year ending December 31, 2022. This update reflects the expansion of our reporting scope and baseline recalculations aligned with GHG protocols.

(12) Regarding the baseline water stress metrics, the data is from Measurabl’s Climate Risk Module Powered by Moody’s ESG Solutions. The percentage is based on properties with a “High” or “Red Flag” risk classification.

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