ANALYST AND INVESTOR MEETING
JANUARY 15, 2008

DISCLAIMER

       This presentation may include certain “forward-looking statements” within the meaning
of the Private Securities Litigation Reform Act of 1995.  These forward-looking
statements include, but are not limited to, our plans, objectives, expectations and
intentions and other statements contained in this document that are not historical facts
and statements identified by words such as “expects”, “anticipates”, “intends”, “plans”,
“believes”, “seeks”, “estimates” or words of similar meaning. These statements are
based on our current beliefs or expectations and are inherently subject to significant
uncertainties and changes in circumstances, many of which are beyond our control.  
Actual results may differ materially from these expectations due to changes in global
political, economic, business, competitive, market and regulatory risk factors.  
Information concerning risk factors that could affect Kite Realty Group Trust’s actual
results is contained in the Company’s reports filed from time to time with the Securities
and Exchange Commission, including its 2006 Annual Report on Form 10-K and its
quarterly reports on Form 10-Q. Kite Realty Group Trust does not undertake any
obligation to update any forward-looking statements contained in this document, as a
result of new information, future events or otherwise.

2

PRESENTATION SUMMARY

64

FFO Guidance Reconciliation

61

Speaker Biographies

----------------------Q&A----------------------

55

Closing Remarks

37

Panel Discussion

--------------------BREAK--------------------

30

Capital Plan/2008 Guidance

25

Market Research Process

12

Development Business

8

Growth Strategy

4

Welcome & Company Overview

PAGE

3

COMPANY OVERVIEW

Manage Current Debt Maturities

Development

Complete Current Development Pipeline

Commence construction of Visible Shadow Pipeline

Current Pipeline financing secured (80% funded)

Capital plan for Visible Shadow Pipeline

Realize Operating Efficiencies

Balance Sheet Management

2008 PRIMARY OBJECTIVES FOR THE COMPANY

John Kite, CEO

4

Consumer Behavior

Nationwide consumption levels will fluctuate, but a portion of the consumer’s behavior is derived from
necessity.  Grocery-anchored centers and value-oriented retailers such as Target will continue to create
shopping center traffic.

PROPERTY TYPE ALLOCATION

John Kite, CEO

COMPANY OVERVIEW

Information as of September 30, 2007

(1)

Includes Projected Total GLA for properties in the Current Development/Redevelopment Pipeline.  Total GLA includes owned GLA,

square footage attributable to non-owned outlot structures on land that the Company owns, and non-owned anchor space that

currently exists or is under construction.   

Property Type Allocation by Projected total GLA¹

5

(1)     Total GLA includes owned GLA, square footage attributable to non-owned  outlot  structures on land that the Company owns, and

non-owned anchor space that currently exists or is under construction.   

(2)     Includes Projected Total GLA for properties on the Current Development, Redevelopment, and Visible Shadow Pipelines.   

Projected Total GLA Including Pipelines^1,2

GEOGRAPHIC DIVERSIFICATION

John Kite, CEO

COMPANY OVERVIEW

Information as of September 30, 2007

6

7

Information as of September 30, 2007 except as noted

(1)

Subsequent to September 30, 2007, the Company successfully negotiated a lease termination with Circuit City at Sunland Towne
Center in El  Paso, TX effective Q1 of 2008.  This lease termination is reflected in the table above.   

(2)

As of January 8, 2008.

COMPANY OVERVIEW

STRONG TENANT DIVERSITY

John Kite, CEO

% of Portfolio

S&P

Annualized Base Rent

Credit Rating

2

1.

Lowe's Home Improvement

3.6%

A+

2.

Publix

2.6%

n/a

3.

Marsh Supermarkets

2.3%

n/a

4.

Circuit City

1

2.2%

n/a

5.

Bed Bath & Beyond

1.9%

BBB

6.

Dick's Sporting Goods

1.7%

n/a

7.

Ross Stores

1.7%

BBB

8.

HEB Grocery Company

1.6%

n/a

9.

Office Depot

1.5%

BBB-

10.

Petsmart

1.4%

BB

Total

20.5%

Top 10 Retail Tenants by Base Rent

GROWTH STRATEGY

Significant risk behind us:  76% leased or committed

Significant upside ahead of us:  33% occupied

Growth source for late 2008 and early 2009

Execute small shop leases and build out tenant spaces

24% remaining to be leased:  140,000 square feet of shops

Information as of September 30, 2007

EMBEDDED GROWTH:  CURRENT DEVELOPMENTS

John Kite, CEO

8

GROWTH STRATEGY

Utilize development infrastructure for value-added opportunities

Target under-utilized properties with below market rents on great real estate

Partially fund by non-core asset sales

A history of executing on off-market opportunities

SELECTIVE ACQUISITIONS

John Kite, CEO

9

GROWTH STRATEGY

Nearly 30 percent ($20 million) of annualized base rent expires from 2010 to 2012

From 2010 to 2012, over 500,000 square feet per year will expire (compared to 220,000 per year from 2008 to 2009)

480,000 square feet and $6.2 million of annualized base rent from the state of Florida alone

Information as of September 30, 2007

SAME STORE GROWTH VIA LEASE EXPIRATIONS

John Kite, CEO

Dollars in thousands

Annual Base Rent Expiring Per Year

10

GROWTH STRATEGY

Existing Vacancy

Operating retail portfolio is a healthy 94.8 percent leased

240,000 square feet are available to be leased

Leasing one quarter of this space at our portfolio average shop rent of $20 per square
foot could generate approximately $.03 per share of FFO

Operational Efficiencies

Leveraging bargaining power with national providers

Maintain class-A properties while managing to the CAM caps

Controlling variable costs – insurance and real estate taxes

Ancillary Income

3^rd Party Construction and Service Fee Revenue

Leveraging our in-house construction company to generate FFO

Utilize current infrastructure to attract 3^rd party contracts

Merchant building as a source of capital

Information as of September 30, 2007

EMPHASIZING INTERNAL GROWTH

John Kite, CEO

11

CURRENT DEVELOPMENT & REDEVELOPMENT PIPELINE

Current Development Pipeline is 80% funded

Development risks have been mitigated

Primary focus on final lease up of small shops

Information as of September 30, 2007

CURRENT DEVELOPMENTS

Tom McGowan, COO

THE DEVELOPMENT BUSINESS

12

DEVELOPMENT & REDEVELOPMENT PIPELINE

Information as of September 30, 2007

55.3%

82.9%

75.7%

79.0%

80.9%

80.3%

100.0%

17.3%

33.4%

70.3%

87.5%

89.2%

Percent
Committed³

Staples

$3,500

72,271

Naples, FL

Shops at Eagle Creek

$18,500

757,271

Sub-Total

Redevelopments

Target (non-owned), Lowe’s

$15,000

685,000

Indianapolis, IN

Glendale Town Center

$167,200

1,283,864

Sub-Total

Whole Foods, Staples

$47,000

163,600

Ft. Lauderdale, FL

Cobblestone Plaza ²

Seattle, WA

Tri-Cities, WA

Chicago, IL

Indianapolis, IN

Indianapolis, IN

Crown Point, IN

Tampa, FL

Naples, FL

MSA

Project

Projected

Total GLA¹

Total Est.

Cost (000s)

Anchor Tenants

Tarpon Springs Plaza

276,346

$29,200

Target (non-owned), Staples,

Cost Plus, AC Moore

Bayport Commons ²

286,000

$25,000

Target (non-owned), Michael’s,

Best Buy, PetSmart

Beacon Hill Phase Il ²

19,160

$5,000

Strack & VanTil's (non-owned),
Walgreens (non-owned)

Bridgewater Marketplace I

50,820

$11,300

Walgreens (non-owned)

54^th & College

20,100

$2,500

Fresh Market

Naperville Marketplace

151,607

$16,500

Caputo's Fresh Market (non-owned), TJ
Maxx

Sandifur Plaza ²

27,231

$6,400

Walgreens

Gateway Shopping Ctr ²

289,000

$24,300

Ross, PetSmart, Kohl’s (non-owned),
Winco (non-owned)

Total Dev. and Redev. Pipeline

2,041,135

$185,700

    (1)     Includes owned GLA, plus square footage attributable to non-owned outlot structures and non-owned outlot anchor space.

    (2)    Held in a joint venture entity.

    (3)    Percent Committed (as used in the table above and elsewhere in the presentation includes leases under negotiation for which the

company has signed non-binding letter of intent.

13

VISIBLE SHADOW PIPELINE

$320 million pipeline (KRG share is $164 million)

Progressing towards construction commencement

Construction will not commence prior to sufficient tenant commitment

Information as of September 30, 2007

FUTURE DEVELOPMENTS

Tom McGowan, COO

THE DEVELOPMENT BUSINESS

14

VISIBLE SHADOW PIPELINE - Information as of September 30, 2007

Power Center

$25,600

345,000

Raleigh, NC

100%

Broadstone Station (Apex)

Power Center

$26,200

308,000

Chicago, IL

100%

South Elgin Commons

Medical Office

$8,500

41,000

Carmel, IN

50%

Spring Mill Medical II³

$320,300

$36,000

$90,000

$134,000

Est. Total

Cost¹

(000s)

100%

50%

40%

KRG

% Owned

Maple Valley

Delray

Marketplace³

Parkside Town

Commons²

Project

Mixed Use Center

1,500,000

Raleigh, NC

Grocery, Theater

Jr. Boxes, Shops,

Restaurants

318,000

Delray Beach, FL

2,668,000

Grocery, Hardware,

Shops, Restaurants

156,000

Seattle, WA

Potential Tenancy

Est. Total

GLA¹

MSA

(1)     Total Estimated Cost and Estimated Total GLA based on preliminary siteplans.

(2)     Acquired in a joint venture with Prudential Real Estate Investors. KRG’s ownership interest will change to 20% upon commencement of

construction.

(3)     Held in a joint venture entity.

THE DEVELOPMENT BUSINESS

15

VISIBLE SHADOW PIPELINE

Parkside Town Commons

THE DEVELOPMENT BUSINESS

16

VISIBLE SHADOW PIPELINE

Delray Marketplace

THE DEVELOPMENT BUSINESS

17

SHADOW PIPELINE

Assessing viability without spending significant capital

Active and constant process to source new deals

Analyzing joint venture opportunities with private developers

Eddy Street Commons at Notre Dame

FUTURE DEVELOPMENTS

Tom McGowan, COO

THE DEVELOPMENT BUSINESS

18

SHADOW PIPELINE PROJECTS

Eddy Street Commons at Notre Dame

THE DEVELOPMENT BUSINESS

19

SHADOW PIPELINE PROJECTS

Eddy Street Commons at Notre Dame

90,000 square feet of ground floor retail

75,000 square feet of office space

268 apartments (sell or lease air rights)

255 room full service hotel with 51 condos (JV)

139 room limited service hotel (JV)

240 for sale residential units – phasing tied to demand

THE DEVELOPMENT BUSINESS

20

SHADOW PIPELINE PROJECTS

Eddy Street Commons at Notre Dame

Fully zoned and entitled

Secured approvals for approximately $35 million TIF

Finalizing arrangement with Notre Dame

THE DEVELOPMENT BUSINESS

21

SHADOW PIPELINE PROJECTS

Eddy Street Commons at Notre Dame

www.eddycommons.com

THE DEVELOPMENT BUSINESS

Please visit www.eddycommons.com

to view the 2:30 minute video

22

TODAY’S DEVELOPMENT ENVIRONMENT

Tom McGowan, COO

Demand and Competition

Retail demand remains for ‘A’ locations

Restrictive credit markets have thinned the herd of skilled developers

Land owners and retailers place a premium on teaming with experienced developers

Leasing Focus

Creative marketing approaches with retailers

Retailer “wish lists” are best managed through long-standing, successful relationships

Levering retailer relationships

Maintaining the Value Spread

Positive outlook on cost trends

Flight to quality in the acquisition market will protect the value of our developments

THE DEVELOPMENT BUSINESS

23

THE DEVELOPMENT BUSINESS

VALUE CREATION EMBEDDED IN COMBINED DEVELOPMENT PIPELINE

(1)     Adjusted to account for the Company’s share of projects held in joint ventures.

(2)    Reflects Parkside Town Commons being developed within the Prudential joint venture with the Company owning 20 percent upon

commencement of construction.

(3)    Based on 37,316,256 common shares and operating partnership units outstanding as of September 30, 2007.

$2.36

Per Outstanding Share/Unit ³

$88M

Estimated Value Creation

(283M)

Less Cost

$371M

Value at 6.5% Cap Rate

$24.1M

Projected NOI

8.5%

Projected Yield

$283M

Total Pipeline Cost - KRG Share

$164M

Visible Shadow Pipeline ^1,2

$119M

Current Development Pipeline ¹

24

25

Source:  Applied Geographic Solutions

DEVELOPMENT NOT DEPENDENT ON GROWTH

John Fox, Vice President of Market Research

MARKET RESEARCH PROCESS

Operating Portfolio

3 Mile

5 Mile

Development Pipeline

3 Mile

5 Mile

2007 Est. Population

49,691

124,977

2007 Est. Population

44,549

118,951

2012 Est. Population

54,416

136,673

2012 Est. Population

51,023

133,272

Projected Annual Growth

1.8%

1.8%

Projected Annual Growth

2.8%

2.3%

Average HH Income

$77,012

$77,007

Average HH Income

$87,910

$84,716

Expenditure Potential

$186M

$466M

Expenditure Potential

$190M

$488M

Portfolio Demographic Comparison

Operating Portfolio vs. Development Pipeline

Radius

Radius

MARKET RESEARCH PROCESS

26

951 & 41 Area                    
ACTIVE & FUTURE SUBDIVISTIONS
Source: Hanley Wood

27

NAPLES AREA:TARGET LOCATIONS

28

Source: Applied Geographic Solutions

MARKET RESEARCH PROCESS

29

CAPITAL PLAN

COMPANY LEVEL STRATEGY

Dan Sink, CFO

Capital Plan Projections

Current Development Pipeline – Total Cost of $167 million with $133 million funded

80% Funded as of 9/30/07

Construction loan proceeds in place to fund remaining $34 million of cost

Visible Shadow Pipeline – KRG’s share of $164 million with $66 million funded

Parkside Town Commons

Current land loan to be converted to construction loan at commencement of construction (100% of cost)

Delray Marketplace

Equity from line in project currently

Construction loan upon anchor lease signing and construction commencement

Maple Valley

Equity from line funded initial land acquisition

Construction loan upon anchor lease signing and construction commencement

Broadstone Station - Apex

Project equity funded via land sales to anchor tenants

Construction loan upon anchor lease signing and construction commencement

Spring Mill II & South Elgin

Financed with construction loans and sold at completion

Shadow Pipeline

Funded with JV partners, construction loans, sale of non-core assets, and line of credit

Our partners’ share of consolidated JV debt is approximately $60 million as of September 30,2007

30

CAPITAL PLAN

COMPANY LEVEL STRATEGY

Dan Sink, CFO

Aggressively Refinancing Debt – CONFIDENT about Execution

2008 Maturities: $118 million

$109.4 million construction/land loans

$8.6 million other variable and mini-perm loans

Executed or negotiating refinancing of debt

$37 million refinanced for 12 to 24 months

$81 million in final negotiations with terms consistent with previous loans

Hedging to maturity for accretive spread and maximum flexibility

31

OPERATING METRICS

For the Three Months Ended September 30, 2007

2.7x

2.8x

Fixed Charge Coverage²

6.5%

5.0%

G&A /Total Revenue

95.1%

94.6%

Portfolio % Leased

65%

64%

FFO Payout %

71.4%

73.6%

NOI / Revenue

Selected

Peer Group

Average¹

KRG

(1)

     Peer Group consists of KIM, DDR, AKR, REG and RPT.

(2)

     Defined as EBITDA divided by Interest Expense plus Preferred Dividends.

32

2008 GUIDANCE

COMPANY LEVEL STRATEGY

Dan Sink, CFO

2008 Outlook – Earnings Guidance¹

KRG has provided 2008 FFO guidance with a range of $1.28 to $1.33 per share

Major Assumptions

Includes the removal of two properties from operations due to their planned redevelopment
(approximately $.02 reduction)

Represents FFO growth at the mid-point over 2007 consensus of approximately 4%

Timely completion of previously announced development projects

No material 2008 property acquisition and disposition activity

Analyzing sale of Spring Mill Medical Phase I & II upon completion

Analyzing potential sales of non-core assets and land parcels

Increase in Same Property NOI of 1.5% to 2%

General and Administrative expense of $6.5 million to $6.7 million

Construction and Service profit before tax of $3 million to $5 million

NOI to Revenue ratio ranging from 74% to 76%

FFO from land sales and merchant building transactions as a percentage of FFO consistent with
prior year

(1)

     See Appendix for reconciliation of per share 2008 FFO guidance.

33

CAPITAL PLAN

Goal:  Take advantage of low interest rates in a volatile market while maintaining flexibility

COMPANY LEVEL STRATEGY

George McMannis, Senior Vice President of Finance & Capital Markets

Market Overview

Permanent Loan Market – CMBS, Insurance Companies

Construction Loan Market

Joint Venture Capital

2008 Maturities

Majority of the 2008 maturities are construction loans

Hedging Strategy

Minimize interest rate risk

Control floating rate debt

Banking Relationships

34

CAPITAL PLAN

COMPANY LEVEL STRATEGY

George McMannis, Senior Vice President of Finance & Capital Markets

As of 9/30/07

As of 12/31/07

Ratio of floating to fixed rate debt

35

MEETING BREAK
Webcast will continue shortly…

PANEL DISCUSSION

NAPLES:  SOLID MARKET, NOT DISTRESSED

Market Overview

Residential:  Not Falling Off a Cliff

Retail Landscape

New deals, new retailers

Rental Rates

Absorption

Vacancy

Market Trends

NAPLES MARKET OVERVIEW

David Stevens, Investment Properties Corporation

37

Goal:  Know the market like a lifetime local

Where are the major nodes of retail and who anchors those nodes?

How are these nodes distributed throughout the geography?

Where are the existing residential pockets?

Create the KRG demographic profile to fit the market

What major retailers are not represented or require relocation?

Where are the best sites for the missing retailers?

How do we gain control of these sites?

LEARNING TARGET MARKETS

Mark Jenkins, Senior Vice President of Development

PANEL DISCUSSION

38

Zoning/Site Design Guidelines

Annexation/Rezoning/Comprehensive Plan

Neighborhood Meetings

Overlay Districts/Design Guidelines

Politics

Value Creation

Traffic Entitlements/Access

Department of Transportation and local transportation requirements

Transportation Concurrency Management

Environmental Issues

Wetlands, Streams and Buffers

Mitigation

Cultural Resources

Tree Preservation

Soil and Groundwater Contamination

PREDEVELOPMENT

Doug Pedersen, Vice President of Predevelopment

PANEL DISCUSSION

Entitlement Hurdles = Barriers to Entry = VALUE CREATION

39

Estero Town Commons

PANEL DISCUSSION

40

Tarpon Springs Plaza

PANEL DISCUSSION

41

951 & 41 (Tamiami Crossing)

PANEL DISCUSSION

42

Why does KRG have in-house construction capabilities?

Streamlines the process from conception to design to completion

Eliminates the middle man

Build wholesale, value retail

Market & Cost Trending

In 2007, construction costs increased 2.6%¹ nationally compared to 10.6%² in 2006
and 9.5% ² in 2005

Major components of unit cost pricing relief

Global influences / demand has decreased

U.S. residential construction starts are down 24%¹ from last year

THE CONSTRUCTION BUSINESS

Todd Oswald, Vice President of Construction

Sources:  (1)     Engineering New Record, 24 December 2007

                (2)     Turner Building Cost Index 2007 Third Quarter Forecast

PANEL DISCUSSION

43

-7.0

-1.0

434.02

Lumber $/MBF

+1.7

+0.3

40.45

Steel $/CWT

+6.3

0.0

101.18

Cement $/Ton

-1.1

-0.2

2676.78

Materials

%

Change
Year

%
Change
Month

DEC. 2007
Index
Value

20-CITY:

1913 = 100

THE CONSTRUCTION BUSINESS

Todd Oswald, Vice President of Construction

Pricing is expected to normalize nationally barring any natural disasters

Our budget numbers carry a conservative annual increase

Materials Cost Index

Source:  Engineering New Record, 24 December 2007

PANEL DISCUSSION

-24

321,185

244,707

Residential

-10

$638,904

$573,354

Total

+4

117,429

122,205

Non-Building

+3

$200,290

$206,442

Non-Residential

%
Change

11 Months

2006

11 Months

2007

Year to Date Construction Starts

Unadjusted totals in millions

44

Pre-Construction

Project Manager and Superintendent to review and critique project drawings and
specifications prior to initial bidding

Recent completion of three projects in Florida has further enhanced our relationships with
key counties in Southwest Florida.

Estimating

Indexing and volatile items

Incorporating a “grass-roots” approach to obtaining quality pricing

Timberline Software has been implemented to allow our estimating department to retain
better accuracy of past estimates to provide a clear historical database.

Minimizing pricing risk – 99% of KRG’s construction performed under fixed price contracts

Contracting Strategies

Creating strategic alliances with trades that provide value engineering

Continue to develop strategic relationships with subcontractors

THE CONSTRUCTION BUSINESS

Todd Oswald, Vice President of Construction

PANEL DISCUSSION

45

THE CONSTRUCTION BUSINESS

Todd Oswald, Vice President of Construction

PANEL DISCUSSION

SAFETY

COST MGMT

QUALITY

SCHEDULE

CONSTRUCTION CORE VALUES

46

PANEL DISCUSSION

47

Insulated Operating Portfolio

Well located properties with an average age of approximately 7 years

Limited exposure with only 41 retail leases expected to expire in 2008

Nearly 50% of these leases have been renewed or are in negotiations

Strong ratio of National/Regional to Local tenants

Secure Current Development Portfolio

Small shop leasing remains

Open anchor tenants performing well

Flight to Quality

Example:  Cobblestone Plaza in Fort Lauderdale, FL - 75% committed before
vertical construction has commenced

Visible Shadow Pipeline Progress

‘A’ locations in ‘A’ markets

4 of 5 retail projects are over 40% leased or committed

LEASING ENVIRONMENT

Gregg Poetz, Senior Vice President of Leasing

PANEL DISCUSSION

48

Florida Landscape:  Still Strong

KRG core retailers like Target, Dick’s Sporting Goods, Kohl’s, Staples, Petsmart, and
Best Buy have made Florida part of the store growth strategy

Florida’s 18 million residents have created strong sales for retailers despite the
slowing housing market

Florida ICSC August conference was 4^th largest ICSC event in the country

Rent growth horizon is positive

Development leasing activity has generated lease rates as much as 50%
higher compared to other KRG markets

KRG has acquired 9 operating properties in Florida totaling more than 1 million
square feet of owned GLA

South Florida lease spreads have averaged 16% and been as high as 30%

PANEL DISCUSSION

LEASING ENVIRONMENT

Gregg Poetz, Senior Vice President of Leasing

49

Factors To Drive Leasing Strategy

Flight to Quality:  ‘A’ locations in ‘A’ markets

Strong retailer relationships

Experienced and motivated leasing team

Constant communication between departments – predevelopment, development,
construction, legal

PANEL DISCUSSION

LEASING ENVIRONMENT

Gregg Poetz, Senior Vice President of Leasing

50

Same Store NOI Growth

Historical Growth: 1.5% - 2.0% range

Lease Expiration Schedule/Asset Ages - limits upside in near-term

Push renewal rates - 2007 spreads in Naples (16.4%)

Optimize CAM and RETAX recoveries - lease language

Pursue Ancillary Income Opportunities

Focus strategically at property level

Push for Same Store to be organic FFO generator

ASSET MANAGEMENT INITIATIVES

Dan Meador, Senior Vice President of Asset Management

PANEL DISCUSSION

51

Operational Efficiencies

MRI

Tenant Web Portal

Strengthening Property Management - People and Processes

Strategic Vendor Partnerships

PANEL DISCUSSION

ASSET MANAGEMENT INITIATIVES

Dan Meador, Senior Vice President of Asset Management

52

Ancillary Income

ATM - Potential strategic partnerships with 2 major banks

Outdoor Media - development properties

Cart/Kiosk Program - development properties

Tenant Web Portal

Expense items = Revenue opportunities

PANEL DISCUSSION

ASSET MANAGEMENT INITIATIVES

Dan Meador, Senior Vice President of Asset Management

53

OPEX and CAPEX Optimization

Aggregation Strategies - $400,000 savings in Indy portfolio, approaching $800,000 portfolio wide

Property Rating Strategies - service levels commensurate with asset quality

Aggressive real estate tax appeal strategies

Timing of CAPEX relative to lease rollover - maximize recapture of amortized costs

Early input into development property specifications

PANEL DISCUSSION

ASSET MANAGEMENT INITIATIVES

Dan Meador, Senior Vice President of Asset Management

54

CLOSING REMARKS

Senior management owns approximately 22 percent of the Company and has acquired
over 400,000 shares and 800,000 units since the IPO at cost of approximately $21M

0.2%

8 years

EVP & CFO

Dan Sink

22.1%

7.1%

16 years

President & CEO

John Kite

4.1%

12 years

Sr. EVP & COO

Tom McGowan

10.7%

47 years

Chairman

Al Kite

Ownership¹

Tenure with

Company

(1)     As of December 31, 2007, and includes units of Operating Partnership.

COMMITTED MANAGEMENT

John Kite, CEO

55

Capital Allocation Committee

Capital Allocation Committee (CAC) is comprised of the CEO, COO, and CFO

Approval is required prior to contract execution for any land acquisition,
operating property acquisition, or disposition

Department heads and representatives from Predevelopment, Development,
Leasing, Finance, Legal, and Asset Management present to CAC for each
proposed transaction

Transactions in excess of $50 million require Board approval

CLOSING REMARKS

RISK MANAGEMENT

John Kite, CEO

56

The Cornerstone:  Anchor Tenant Pre-Leasing

Speculative builders need not apply

Retailer demand must exist, it cannot be projected

Over 75 percent of the Current Development Pipeline was pre-leased or committed as of
September 30, 2007

100 percent of the anchor tenant space in the Current Development Pipeline was leased
or committed as of September 30, 2007

CLOSING REMARKS

RISK MANAGEMENT

John Kite, CEO

57

A SOLID FOUNDATION

Healthy pay-out ratio

Strong fixed charge coverage

Capital available for development pipeline

‘A’ locations

High occupancy

Below market rents

CLOSING REMARKS

2008 AND BEYOND

John Kite, CEO

A CLEAR STRATEGY

2008 – 2012 Growth Initiatives

Shadow Pipeline

Internal Growth

Financial Strength

Good Real Estate Wins

Been there … done that.

58

Question and Answer Session

APPENDIX
Presenter Biographies
FFO Guidance Reconciliation

PRESENTER BIOGRAPHIES

Mark Jenkins, Senior Vice President of Development

Mark heads all retail development for the Company across the United States.  His daily responsibilities include
deal sourcing, land procurement, entitlement negotiations, and anchor tenant negotiations.  Before joining Kite
Realty Group in 1991, Mark worked for Smith Barney.

Industry Experience:  17 Years

Gregg Poetz, Senior Vice President of Leasing

Gregg‘s current responsibilities include overseeing and managing all aspects of leasing.  In addition to
managing a staff of seven full-time leasing professionals, Gregg still takes an active role in the deal making
process. Prior to joining Kite Realty Group, Gregg was employed by the Simon Property Group for eight years
where he worked in both the leasing and development departments.

Industry Experience:  19 Years

George McMannis, Senior Vice President of Finance and Capital Markets

George joined Kite Realty Group in 2000 and oversees the financing and capital market activities for the
Company.  In addition, George is responsible for property acquisitions, dispositions, and financial analysis.  
George started his career in commercial lending before transitioning into real estate development with Mansur
Development and Duke Realty.

Industry Experience:  25 Years

61

PRESENTER BIOGRAPHIES

Doug Pedersen, Vice President of Predevelopment Services

Doug is responsible for site planning, due diligence, design management, and securing entitlements to develop
land and acquire property.  He maintains an expertise as Project Manager on certain developments while
directing a growing staff of eight people.  Prior to working at Kite Realty Group, Doug spent 8 years in Chicago
performing due diligence, land planning and entitlement work for Allen Kracower & Associates and Greenberg
Farrow, an extension of Home Depot.

Industry Experience:  13 Years

Todd Oswald, Vice President of Construction

As Vice President of Construction, Todd is responsible for coordinating and directing all aspects of the project,
including contractor qualification, contractor selection, bidding, value engineering, plan review, building permits,
site development, utility coordination, schedule, project budget, owner/manager coordination, managing general
contractors, pay application approval, document control, client satisfaction, cost control and problem solving.

Industry Experience:  17 Years

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PRESENTER BIOGRAPHIES

Dan Meador, Senior Vice President of Asset Management and Redevelopment

Dan directs all asset management and redevelopment activities for Kite Realty Group. He oversees property
management and lease administration for the current 55 property operating portfolio,  and he provides
direction on re-positioning and redevelopment strategies.  Prior to joining Kite Realty Group in 2007, Dan was
a Vice President with ProLogis from 2003-2006.  He also spent 14 years as a Senior Vice President with
Jones Lang LaSalle.

Industry Experience: 25 Years

John Fox, Vice President of Market Research

John is responsible for evaluating nationwide retail real estate markets for the development of lifestyle, community
and power shopping centers, including the gathering and analysis of relevant economic, demographic, and
competitive data. John is also responsible for designing and directing market analysis and site location studies for
new shopping center development.  Prior to joining Kite Realty Group, John was Manager of Area Research for
Simon Property Group.  

Industry Experience:  21 Years

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FFO GUIDANCE RECONCILIATION

RECONCILIATION OF GUIDANCE FOR THE TWELVE MONTHS ENDING DECEMBER 31, 2008

High End

Low End

$1.33

$1.28

Estimated diluted FFO¹ per share

0.01

0.01

Depreciation and amortization of unconsolidated entities

0.77

0.77

Depreciation and amortization of consolidated entities

0.12

0.11

Limited Partners’ interests in Operating Partnership

$0.43

$0.39

Estimated diluted net income per share

(1)     Given the nature of the Company’s business as a real estate owner and operator, the Company believes that FFO is helpful to investors when
measuring operating performance because it excludes various items included in net income that do not relate to or are not indicative of operating
performance, such as gains (or losses) from sales of operating properties and depreciation and amortization, which can make periodic and peer
analyses of operating performance more difficult.

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CORPORATE PROFILE

Kite Realty Group Trust is a full-service, vertically integrated real estate investment
trust engaged primarily in the ownership, operation, management, leasing, acquisition,
construction, expansion, and development of high quality neighborhood and community
shopping centers in selected growth markets in the United States. The Company owns
interests in a portfolio of operating retail properties, retail properties under development,
operating commercial properties, a related parking garage, commercial property under
development and parcels of land that may be used for future development of retail or
commercial properties.

       Our strategy is to maximize the cash flow of its operating properties, successfully
complete the construction and lease-up of the development portfolio and identify
additional growth opportunities in the form of new developments and acquisitions. A
significant volume of growth opportunity is sourced through the extensive network of
tenant, corporate and institutional relationships that have been established over the last
four decades. Current investments are focused in the development and acquisition of
high quality, well located shopping centers.

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